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SAN LUIS OBISPO STYLE
Quality With Vision
WHO ARE WE? People Smdng People
■ A team that puts high value on each citizen it serves.
Providers of programs that meet basic service needs of each citizen.
■ Enhancers of the quality of life for the community as a whole.
WHAT DO WE STAND FOR? Quality in all Endeavors -- Pride in Results
■ Service to the community -- the best -- at all times
■ Respect -- for each other and for those we serve.
■ VaIue -- ensuring delivery of service with value for cost.
■ Community involvement -- the opportunity to participate in attaining the goals of the
City.
WHERE ARE WE GOING? Into the Future with a Design
■ Planning and managing for levels of service consistent with the. needs of the citizens.
■ Offering skills development and organizational direction for employees in order to
improve the delivery of municipal services.
■ Developing sources of funding and establishing a sound financial management
program which will result in fiscal independence and flexibility in the delivery of City
services.
■ Providing the residents of the City with accurate and timely information on. issues
which affect them, and encouraging the full utilization of City services.
■ Promoting the City as a regional trade, recreational and tourist center and
improving the quality of life for residents and visitors.
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AUachrn��lt�—
STATUS_.OF CURRENT (1993 =95) IIAAJOR CITY GOALS
Currently-:adopted° "major,'City goals" thatare ;not. projected' to be completed
By-the end of 1993 =95
are strong;: "carryov._er" candidates for major Cary goals for 1995 97 On the. other hand; new priorities
=
_
(or lack of. satisfactory progress to -date in achieving existmgy goals) W- make
previous goals of lesser
importance; and, wan-aat, discontinuing them or reducing their level of unpoitance: For these reasons;
a status report on" maJor City goals for 1991-95 is. presented in this. section; summarized as follows:
Pubbc Safety _
e Improve emergency medical services and, paramedic cost• recoyqry '
In progress
._
Public Utilities { ;
1. ■ -Pursue long =term water,supply projects
In progress
■ Implement;,,:programs to_ achieve solid waste reduction goals
In progress
Transportation
■ Enhance use 6f alternative tr tffisp6hafib—n G
In progress
Leisure, Cnitural A Social Services
=:
,r, •.1
■ Contract the performing arts deafer at Cal Poly ='`
In progress
■ Install more trees and landscaping
In progress
■' Develop..,open!space financing options:
Completed
Community Development
`General
■ Complete update of Plan elements'
Land' use
Completed
I.0 ° ."
Completed
Housing :`: ;
Completed
�. ;Open space
Completed
Noise
In progress
■ `: Adopt' master calendar 'for completing General Plan update
Completed
■ Prepare options for an entranced. neighborhood 'protection program
In progress
■ Adopt. `downtown physical. _concept, plan
Completed
■ Ado
,.pt creek. setback ordinance t
In progress
■ Adopt an agricultn_ral Zone , ::
Complete by (x3 -95
■ Streamhae the development review process
Complete Gy 640 -95
■` Implement, a more defined, proactive economic stability program
Completed
y
General Government
■ Maintain City fiscal `:health and. a, balanced budget ;
Completed.
1993 -95 FINANCIAL PLAN
MAJOR CITY GOALS - SECOND QUARTER 1994 -95
PUBLIC SAFETY
■ Evaluate pre - hospital emergency medical cane and transport services to elimvtate
duplication of service, and develop an equitable formula for paramedic service cost
recovery and /or consider a City operated patient transport system. (Five)
The City Managers Subcommittee on Ambulance Services and staff from the County
Administrative Office requested and received approval from the Board of Supervisors to
revise Chapter 6.60 of the County's Ambulance Ordinance. As a result of this change,
an advisory body consisting of four City representatives and three County representatives
was established (the City's Fire Chief is a member). The group's primary purpose is to
evaluate the current system for provision of ambulance services and develop
recommendations for improving the system so that service duplication is eliminated and
cities are allowed a fair cost recovery for paramedic services.
In September of this year, the San Luis Obispo County Fire Chief's Association
presented a 'model ambulance contract" to the advisory body for their consideration.
The advisory body, in turn, appointed a Subcommittee to review the model contract.
This Subcommittee is expected to complete their review and provide recommendations
to the advisory body on a new ambulance contract by early spring 1995. A new
ambulance contract is then expected to be presented to the Board of Supervisors for
approval shortly thereafter.
PUBLIC UTILITIES
■ Contuum to aMessively pursue the development of a long range water supply, including
the Nacimiento project, Salinas Reservoir expansion, use of reclaimed water, and the
evaluation of a pipeline between the Salinas and Whale Rock Reservoirs (Utilities)
► Nacimiento Water Project
The County of San Luis Obispo continues to move forward with the Nacimiento Water
Supply Project The current phase. of the project involves the preparation of an
Environmental Impact Report (EIR) and Engineering Feasibility Study. Tizis phase of
the project is expected to take eighteen to twenty-four months to complete and cost
approximately $1.2 million (of which the City's share is approximately $265,000). Once
the EIR has been certified and feasibility study completed, the County can then proceed
with the final design for the project. Assuming the project continues to proceed on
schedule, water deliveries from Nacimiento should occur around 2001.
Page 2
Major City Goals - First Quarter 1994-95
Salinas Reservoir Expansion Project
There are three key issues that must be resolved concerning the Salinas Reservoir Project
.prior to proceeding forward with design and construction. These issues are 1)
certification of the Environmental Impact Report (EIR), 2) transfer of facility ownership
to the County Flood Control District, and 3) a ruling by the State Water Resources
Control Board on the City's request for a time extension on our water rights permit.
1) EIR - The draft EIR was prepared by Woodward -Clyde consultants and circulated in
November of 1993. The comment period closed on January 3, 1994 and responses to
the comments have been prepared Concerns have been raised relative to certification
of the EIR prior to completion of the detailed mitigation /mitigation monitoring plans.
Staff plans to return to Council in February 1995 to present options for proceeding with
the completion of the EIR
2) Transfer of ownership - City and County staff have completed a draft ownership
transfer agreement. This agreement will be presented to the City Council for approval
in Spring 1995 Once the Council approves the agreement, it will be forwarded to the
Board of Supervisors for action. Assuming the agreement is approved and our
discussions with the Corps of Engineers proceed on schedule, transfer of reservoir
ownership should take place in 1996 .
3) Water Rights Permit - Following certification of the EIR, the State Board will
schedule a board hearing to discuss the time extension request. A number of north
county agencies and individuals are expected to protest the request at the hearing.
Five briefing papers have been prepared for the project which attempt to address
numerous concerns raised by the individuals and agencies in the north county.
The final draft of the hydrology and groundwater impact studies for the Water
Reclamation Project have been presented to the Department of Fish and Game (DF &G)
and other interested parties The supplemental studies were prepared to respond to
concerns raised by DF &G, the State Division of Water Rights (DWR), and the Regional
Water Quality Control Board (RWQCB) over the dedication of water to the creek With
this information available, staff is now working with DF &G to prepare mitigation
measures that will satisfy their concerns and allow the project to move forward Staff
expects to release a new draft EIR by spring of 1995-
J
Page 3
Major City Goals - First Quarter 1994-95
P. Salinas to Whale Rock Water Transfer
The analysis of this project has been completed
■ Implement programs to achieve solid waste reduction goals established under AB 939
(Utilities)
The Integrated Waste Authority has been created and is gearing up to begin
implementation of regional AB 939 programs by spring of 1995. The Authority is
currently recruiting a permanent manager and expects to have to an employee on board
by spring of 1995-
TRANSPORTATION
■ Enhance the use of alternative tnvnsportation through the implementation of projects
identified in the Cinarlation Element, Short Range Transit Plan, and Bicycle Plan, and
Pie grwit Pmdzng in support of specific projec4 inchdg rail (Public Works)
► Plm zing Adh ties
City Council adopted the Circulation Element is November of 1994.
Preparation of a Project Study Report for the Prado Road Interchange is currently
underway and expected to be complete by summer 1995. Design of the Jennifer -Osos
Street Bicycle Bridge is also underway. The City Council recently approved a ramp
configuration for the westerly landing for the bridge.
► Approved Grant Applications
The City has executed cooperative agreements from SLOCOG to use State Highway
Account funds for traffic signal and bicycle lane improvements ($130,000 in 1993194)
and improvements to the Foothill /Route 1 intersection ($200,000 or 50% of the
projected costs). Construction of -the bicycle lane improvements is underway.
Foothill /Route I improvements will require additional study. Funding for the City's
share of this project will be considered during the 1995197 Financial Plan process.
The City received Federal Transportation Enhancement Act (TEA) grants for Phase I
of the Railroad Bike Path project and the water tower restoration project. Staff was
recently adviser!, however, that Federal funding for the construction portion of the TEA
grants has been delayed As such, the construction of the projects (and City matching
funds) may need to be delayed until 1995196. Staff is currently evaluating this situation
P. ge :4
1VI�or.;City Goal's First Quarter 199495 :a
_mtd will advise -the. Council`.in. early " -1995 as. -to fthe most appropriate approach for
moving:, forward with these projects
Birycle ProJeds
Iinplemm -04 0n of 'a citywide on- street bike. lanes project (which includes the Johnson
.A'venue and.' aislz,Street bike lanes) is underway with comp_ letion targeted for January
Trtst Pro
jects
Staff recently providdd the Council with a status report on the Multi -Modal Transfer
Center site acquisition. The Council subsequently directed staff to continue negotiations
for,theproperty and proyide Council with a progress report in the spring of 1995.
T`ie: City Counncil recently ap prove a new routing system which will enhance transit
services tlirougfiout the City. The new services will begin in January 1995
UISURE
CULTURAL, & SOCIAL SERVICES
a. Zompuct the Perforowig Arts Center Pt conjunction with Cal Poly and the Foundation.
_for, ft Performing Arts. (Adrriinistrruion)
Construcion of the Performiiig.Arts Center began in March of 1994. Construction is
now 40% complete, with the facility's opening scheduled for summer of 1996. The
project is: currently on schedule and within budget
.: Develop 'nom gm—eral fund options to support the. implementation of Open. Space.
Piro =L (Recreation /Comrruinity Development)
The, Parks and Recreation De
Th partment has assumed the lead role for this project. A
.community forum to discuss options. for ficncling open space acquisitions was held July
- .'1994 B". steps in developing a long -tehn open space acquisition financing program
are in process Staff is currently working with the Land Conservanry and Cal Poly to
identify and prioritize key sites for open space acquisition
Page 5
Major City Goals - First Quarter 1994-95
■ Work with the community and pursue grant funding to promote installing more trees and
landscaping in various areas of the community. (Public Works)
The Small Business Administration grant of $56,000 for tree planting was bid and
awarded in June of 1994. Planting of over 400 trees in fifteen locations throughout the
City is now complete.
In October of 1994, the City, in conjunction with the Murray Street neighborhood and
Cal Poly volunteers, planted 60 trees in the Murray Street area In addition, 350 trees
have been provided to residents in the community for planting through the City urban
reforestation program '2000 trees by 2000':
COMMUNITY DEVELOPMENT
■ Complete the update of General Plan Elernents: Land Use, Circulation, Housing
(mcluduW student housmg), Open Space, and Noise. (Community Development)
The City Council adopted the Land Use Element (LUE) in August 1994 and the
Circulation Element in November 1994.
► Housing Element
The City Council adopted the Housing Element in September 1994.
► Open Space Element
The City Council adopted the Open Space Element in January 1994.
► Noise Element
The Noise Element update is currently underway. Environmental work is expected to be
completed by March 1995 with Planning Commission hearings beginning in May 1995
and City Council hearings beginning in July 1995. Adoption is expected by August 1995.
/ -Z2
Page 6
Major City Goals - First Quarter 1994-95
■ Adopt master calendar for completing the updating of General Plan Elements
Following completion of the update, develop a progmrn to • assure that General Plan
elements are routinely reviewed and kept current (Community Development)
The Master Calendar has been completed and is in use. Updates are incorporated as
necessary to accommodate revised schedules resulting from extended public hearings and
other unanticipated situations.
A routine procedure for keepinggeneral plan elements more current has been established
■ After adoption of the updated General Plan Elements, prepare options for the
implementation of an enhar:ced neighborhood protection program, based on citizen
input: ( Community Development)
Staff has completed a draft Neighborhood Enhancement Ordinance which will include
a package of ordinance amendments to the City's zoning, building and health and safety
codes aimed at correction of blighted property conditions. The draft ordinance has been
developed with extensive input from neighborhood and community groups. The Planning
Commission will hold a hearing to consider the draft in January 1995, with Council
adoption scheduled for late February 1995.
■ Adopt a Downtown Physical Concept Plan which promotes appropriate mined uses in
the downtown. (Community Development)
This goal was completed with Council adoption of a "Conceptual Physical Plan for the
City's Center" on May 4, 1993. The Plan will be reviewed by the Planning Commission
every two years. It will be used to evaluate City capital improvement projects as well as
private applications within the downtown area Follow -up activities over the next several
years include coordination of the Plan with Architectural Review Commission Design
Guidelines updates, and work on General Plan Elements and Zoning Ordinance
updates.
■ Adopt a creek setback ordinance- (Community Development)
Work on the creek setback ordinance is underway. An early draft ordinance is being
revised to be made consistent with the adopted updates to the Open Space and Land
Use Elements. A workshop with the Planning Commission will be scheduled when a
revised draft is completed and ready for public review.
/ -ay
Page 7
Major City Goals - First Quarter 199495
■ Adopt an agricultural zone for the City. (Community Development)
Staff work on this goal is being integrated with other on -going "streamlining" work on the
Zoning Ordinance. Adoption of Zoning Ordinance text for an agricultural zoning district
is expected to take place in the spring of 1995.
■ Streamline . the development review process, wh& assuring high standards and quality
projects (Community Development)
The Jim two batches of zoning text amendments, which included major streamlining
changes to the City's Zoning Regulations, were approved by the City Council and are
now in effect. The thud batch of clean -up amendments is in the drafting stage. Due to
community wide interest in the clean -up amendments, staff is soliciting citizen input early
in this process. Other batches including subdivision ordinance streamlining are also
underway. Staff expects to present the third batch of clean -up amendments to the City
Council by spring of 1995.
■ Implement a more defined /proactive economic stability program. (Adnun&&m'ion)
Since adoption of some Economic Stability Task Force (ESTF) recommendations last
March, a number of activities have been underway, particularly in support of the
retention and expansion of existing local businesses Several steps have been taken to
improve perceptions of the City, strengthen communication between the City and various
employers and businesses, and improve customer service. In addition, the City has
invested financially in support of specific services or projects which benefit the local
economy.
The Council provided direction in January 1995 regarding. a Shop San Luis Obispo
Program, a Tourism Network, a conference facility, a downtown study regarding co-
existence with the Mall, the development of the Madonna Road shopping area, formal
business incentives, "Red Teams", an information packet, a Business Visitation Program,
a Facade Enhancement Program, a Countywide Tourism Development Plan, the
County's Economic Advisory Committee, and the "Sports Mecca" concept. Business
attraction will be addressed during the Goal Setting Workshop.
Together, the above actions represent the 'more defined, proactive" program goal
established by the Council two years ago.
GENERAL GOVERNMENT
■ Maintain City fiscal health and a balanced budget (Administra#ion/Firtance)
Staff continues to closely monitor the City's revenue and expenditure activities and the
activities of the State as they relate to decisions that could affect the City's financial
livelihood Staff provided the City Council with a detailed report on our financial status
Page 8
Major City Goals - First Quarter 1994 -95
I:gOSIS
as part of the adoption of the 1994195 Financial Plan In addition, the City's fiscal
status at the end of 1993194 is comprehensively set forth and analyzed in the annual
financial report (CAFR - distributed to the Council in November). Work on the
1994195 mid -year budget review and the 1995197 Financial Plan process is already
underway.
/-026 6
L
/ `�.
Attachment—
ADVISORY BODY SUGGESTIONS /OTHER PUBLIC COMMENTS
As part of the 1995 -95 Financial Plan process, Council advisory bodies have been asked to present
their work programs and suggestions for major City goals to the Council. Additionally, notices about
the Council's goal - setting session have been mailed to a wide variety of community groups
encouraging both their attendance at the workshop and submittal of written materials.
The following written suggestions have been received as of the issue date of this report:
Attachment
■ Architectural Review Commission
D.1
■ Bicycle Committee
D.2
■ Business Improvement Area (BIA)
D.3
■ Cultural Heritage Committee
DA
■ Housing Authority
D.5
■ Human Relations Commission
D.6
■ Joint Use Committee
D.7
■ Mass Transportation Committee
D.8
■ Parks & Recreation Commission
D.9
■ Planning Commission
D.10
■ Promotional Coordinating Committee
D.11
■ Tree Committee
D.12
Due to the very focussed nature of their responsibilities, the Jack House Committee and Personnel
Board chose not to submit candidate goals as they believe that their objectives would be too narrow
to be considered in the broader context of "major City goals ".
-a4?
4ttachme. - . --
MEMORANDUM
DATE: December 14, 1994
TO: Mayor & Council
VIA: John Dunn, CAO
FROM: Arnold Jonas, Director of Community Development Q/°
BY: Ronald Whisenand, Development Review Manage ll
SUBJECT: Architectural Review Commission Goals
The Architectural Review Commission met on December 05, 1994 to consider their work
program for the upcoming 1995 -1997 two year budget. Based on this review, the ARC is
recommending the following goals for Council consideration in the upcoming City goal setting
sessions:
GOAL NO. 1: Revised ARC Guidelines
The ARC, in their efforts to streamline the development review process, has begun
revising their guidelines. This important work got underway during the 1993 -1995
budget cycle but will still require staff and ARC resources in 1995 -1997.
GOAL NO. 2: Revised City Sign Regulations
The existing City Sign Regulations were adopted in 1977, and although there have been
a few minor amendments, they no longer accurately reflect community and ARC
standards. The ARC has discussed a comprehensive amendment on numerous occasions
which should reduce the number of sign exceptions currently being processed by the
Commission.
GOAL NO. 3: Review and Comment on Draft Creek Setback Regulations
As a continuation of a goal from the 1993 -1995 budget cycle, the ARC would like to
review and comment on the City's draft creek setback regulations prior to being
processed to the Planning Commission and City Council.
cc: ARC
Bill Statler, Finance Director
-aq
December 9, 1994
Attachment_ —Z
city of sAn cues OBISPO
955 Morro Street • San Luis Obispo, CA 93401
TO: John Dunn, City Administrative Officer
FROM: Terry Sanville, Principal Transportation Planner
SUBJECT: Bicycle Committee. Recommendations for 1995/97 Budget Goals
D ��Q��
eq
At its December 8, 1994 meeting, the Bicycle Committee unanimously recommended that the City
Council include the attached goals in the 1995 -97 Financial Plan. Also, committee members expressed
an interest in attending the Council's goal setting session.
If you have any questions about the attached recommendations, feel free to contact me.
TS:ts
cc Michael McCluskey, Public Works Director
Qbilego
rOThe City of San Luis Obispo is committed to include the disabled in all of its services, programs and activities.
V Telecommunications Device for the Deaf (805) 781 -7410.
/ -3d
BICYCLE PROGRAM BUDGET GOALS
Financial Planning Period 1995 -1997
1. Continue to implement the Bicycle Transportation Plan by:
❑ Completing previously- programmed capital projects.
❑ Establishing a bicycle promotion, education and a vehicle code compliance program that
enhances safety and the bicyclist's image.
❑ Constructing minor projects that improve bicycling safety and security.
2. Improve bicycle access into and through the downtown.
3. Work with Cal Poly and Cuesta College to develop bicycle plans, programs and projects.
4. Establish a long -term strategy for funding and constructing projects and programs included in
the Bicycle Transportation Plan.
3/
Attachment.
TO: Mayor Settle
Council members Roalman, Romero, Smith, Williams
FROM: Lynn Block, Administrator
DATE: January 12, 1995
RE: Goals and Objectives for Downtown
Please find attached a list of goals and recommendations for
downtown San Luis Obispo developed by the BIA Board of
Directors. These goals are listed in priority order and
based upon the Board of Directors understanding of the needs
of the downtown business community.
While these goals represent our priority concerns, we would
like to let the City Council know that the BIA is currently
beginning a long term planning process which may bring to
light additional goals for the downtown.
The Board will begin this process in February with
completion date of early April. Since this timing is after
the City Council goal setting session, we would ask for the
opportunity to convey the results of this long range
planning at a later date.
we appreciate your involvement of the BIA in this planning
processs. Please feel free to contact the staff or Board
should you have any questions regarding the attached goals.
P.O. Bar 1402 • San Lyra Obapa • Gi . 93406.805/541 -0286 /
1995 DOWNTOWN SAN LUIS OBISPO GOALS
BUSINESS D"ROVEMENT ASSOCIATION
The Business Improvement Association Board of Directors has developed
the following goals and objectives for downtown in 1995. We feel that
through a strong partnership with the City and business community,
downtown can maintain and enhance it's vitality. We look forward to a
prosperous and successful year.
GOALS STATEMENTS
1. Relocation of People's Kitchen. The BIA continues to receives
numerous inquires regarding the status of the People's Kitchen.
Homelessness downtown continues to increase. The BIA fully supports
the utilization of the Prado Road site for the People's Kitchen and day
services, realizing that a wider partnership among neighboring
communities in the County should also be sought to provide homeless
services.
2. Alleviating panhandling. Persistent panhandling downtown is also
on the increase. We would ask that the City work with the BIA to
evaluate programs that other communities have instituted to arrest this
problem. As part of this concern, we would also like support for the
commemorative bench program that the BIA sponsors. We would like
assurance that these benches do not become campsites.
3. Obtaining signage on Highway 101. Previously, the BIA has made
unsuccessful inquires regarding directional signage for the downtown (or
historic district) on Highway 101 through CalTrans. We would seek the
City's support in obtaining the necessary signage to direct traffic
downtown.
4. Surveillance of the graffiti problem. Through a voluntary effort,
the BIA has been handling the graffiti in the downtown. However, over
the past several months, graffiti has been on the increase. We are
seeking an increased level of support for all City owned property
downtown, including trash cans, signs, meters, etc..
5. Maintenance of downtown streets and sidewalks. Beautification is
a controllable factor in determining the vitality of the downtown. The
BIA feels several issues are crucial to the beautification effort:
• replacement of the City trash cans with street furniture
complementing the bench program. The addition of an ash top
trash receptacle may also alleviate the cigarette trash. The BIA is
also concerned that the current City trash cans can not be easily
cleaned when they are tagged with graffiti. We feel this is a valid
reason to work on their replacement.
1-3-3.
BIA GOALS
page 2
• placement of news racks downtown. A strong partnership
between the City and media is needed to assure that standards
and guidelines are adhered to for the placement of racks.
sidewalk cleanliness. We will continue to work on perfecting
this program to assure the sidewalks are cleaned regularly.
• maintenance of the creek. The Mission Plaza walkway and
Creek make downtown unique. We would greatly appreciate
any efforts by the City to preserve these natural resources.
6. Continuation of city wide promotion. The successful partnerships
developed during Decemberfest should be fostered by the City for other
off season events. We would ask that the City Council continue the
policy of earmarking TOT funds for special promotional programs.
7. Evaluation of seismic retrofit program. The BIA holds this issue as
one of the most difficult challenges. The concern for economic viability
and lack of funding make retrofitting an insurmountable challenge for
downtown property owners and businesses.
8. Implementation of Downtown Physical Concept Plan. This
outstanding plan deserves implementation on a planned basis. We
would encourage the City Council to consider public safety and traffic
calming efforts developed in the plan including:
• the re- design of Garden Street to a more pedestrian friendly
avenue.
• the necessity for a pedestrian walk way from the Downtown
Centre (Marsh Street entrance) to the Marsh Street parking
structure.
• the addition of a bulb out at Garden and Marsh to make a
safer passage for pedestrians.
• the closure of Morro Street to traffic and creation of a pedestrian
mall.
9. Developing a third location for a parking facility downtown.
The BIA is concerned that the continued in fill of commercial space
in the downtown is dependent on the availability of parking. We
have also noted that as new projects are completed the customer
perception of a parking shortage increases. The. BIA is completing a
survey of its membership to determine their placement of a third
structure and will forward this information on to the City Council.
1 -3�
Atta
DEC 161994
Memorandum ..-. nn,� rA
December 15, 1994
TO: John Dunn, City Administrative Officer
VIA: Arnold Jonas, Community Development Director
FROM: John Mandeville, Long -Range Planning Manage.
SUBJECT: Planning Commission and Cultural Heritaee Committee• goals for fiscal
years 1995 - 1997
The Planning Commission concluded its goal setting discussion on December 14th,
with a unanimous recommendation for 4 general goals. These are described on the
attached sheet labeled "Planning Commission Goals 1995 -1997 Financial Plan". The
Commission also included a recommendation for the Council to consider two items, a
tourism concept plan or strategy and a recycling program for yard and garden cuttings.
The Commission felt that these two items were not entirely within their purview, but
thought addressing these items would have land use implications or make a difference
in the way development projects are typically conditioned.
The Cultural Heritage Committee completed their goal setting work on December 6th,
defining six goals and corresponding implementation activities. The CHC's goals are
listed on the attached sheet labeled "Cultural Heritage Committee Goals 1995 -1997
Financial Plan". The CHC's goals involve both staff time and funding for certain
Please let me know if there are any questions regarding the two goal lists.
jm \c: \winword\ goalmemo
CHC Goals
Page 1
CULTURAL HERITAGE COMMITTEE GOALS
1995 -97 Financial Plan
The following goals should be considered for inclusion in the 1995 -1997 Financial Plan
in the following priority:
GOAL 1: ADOPT POLICIES THAT DIRECT THE PRESERVATION OF
IMPORTANT HISTORIC BUILDINGS AND GUIDE
RESTORATION AFTER A MAJOR EARTHQUAKE OR OTHER
DISASTER.
Program 1: Identify the "most threatened" historic structures; stabilize and
secure them.
Program 2: Photo - document the Downtown to facilitate post- disaster
restoration.
Program 3: Become a Certified Local Government under SHPO guidelines.
GOAL 2: ESTABLISH PROPERTY OWNER ASSISTANCE PROGRAMS
AND INCENTIVES TO ENCOURAGE THE PRESERVATION
AND RESTORATION OF HISTORIC SITES, AND HISTORIC
COMMERCIAL AND RESIDENTIAL STRUCTURES.
Program 1: Initiate City- sponsored Historic Building Rehabilitation Loan
Program for residential and commercial buildings on the Master
List of Historic Resources.
Program 2: Provide enhanced seismic retrofit loans for buildings on the
Master List.
Program 3: Establish an Historic Property Tax Incentive Program in San Luis
Obispo.
Program 4: Retrofit the Historical Museum for seismic safety and
handicapped access.
1 -3
CHC Goals
Page 2
GOAL 3: ADOPT ARCHAEOLOGICAL SURVEY GUIDELINES.
GOAL 4: FOSTER PUBLIC UNDERSTANDING AND APPRECIATION OF
HISTORICAL PRESERVATION BY SPONSORING
EDUCATIONAL PROGRAMS, TOURS, DISPLAYS, AND OTHER
SIMILAR PROGRAMS AND ACTIVITIES WHICH INTERPRET
AND PRESERVE THE CITY'S HERITAGE.
Program 1: Undertake rehabilitation of the Dana Adobe and initiate tours.
Program 2: Resume walking tour program in historic districts.
Program 3: Update the City's Walk of History brochure.
Program 4: Jointly sponsor an historic rehabilitation /reuse community
workshop with the AIA /APA /ASLA.
GOAL 5: ESTABLISH ADDITIONAL HISTORIC PRESERVATION
DISTRICTS.
Program 1: Establish the Railroad Residential Historic District.
Program 2: Install historic monument in Railroad Historic District.
GOAL 6: EXPAND THE LISTING OF PROPERTIES ON THE MASTER
LIST OF HISTORIC RESOURCES.
l3i
Attachment_D_S
MEMORANDUM
December 15, 1994
RECEIVED
DEC ' .1 1994
ADMV 3 ON
r•A
TO: John Dunn, Chief Administrative Officer City of San Luis Obispo
FRONT: George Moylan, Housing Authority of the City of San Luis Obispo
SUBJECT: City Council Goal Setting In Preparation of 1995/97 City Budget
Your memo of November 10 to Department Heads and Bill Statler's memo of November
24 to Council Advisory Bodies have both requested input into the ultimate
establishment of City Council Goals for the next two year operating period.
Please be advised that at their November and December meetings the Housing
Authority of the City of San Luis Obispo discussed housing needs and have
directed me to forward this memo to you as the Authority's response to your
invitation. We are grateful to you and the City Council for this opportunity
and we also want to thank the Council for addressing scan of our concerns both
in the current set of goals and the recently adopted housing element.
Thus we would applaud the City's continuing attempts to streamline the
development review process as well as review it's property holdings to
detenni.ne if land could be made available for affordable housing. The high -cost
of land continues to be the number one obstacle to the construction of
affordable housing. The extremely successful Marvin's Gardens on Laurel Lane is
the direct result of the City making its land available for affordable housing.
Taro years ago our comments as to Financial Planning and Goal Setting were made
prior to the City becoming an entitlement City for the purposes of receiving
Community Development Block Grant funding. Thus our comments as to funding of
specific programs from the general fund was restrained by the financial
conditions which existed in the community, State and nation. Unfortunately most
of those conditions still exist. However, no funding is required red for the City to
do the following:
—Keep it's housing element under continuous review, particularly for
mining or eliminating "programs". As we cautioned two years ago we
are not a major metropolitan area and thus do not need to take a shotgun
approach to affordable housing. A few, workable programs are much
preferred to a large menu of programs which are not understood by either
the community or the staff. A simply designed and administered program,
that is based on a working relationship between the City and its
development community, will bring many benefits.
Inclusionary programs which call for the donation of land to the Housing
Authority by developers, particularly in expansion areas, should be
encouraged. As an illustration we reference the two sites made available
to us via the Edna -Islay Specific Plan.
Most of us agree that the viability of our downtown is a key to our
community's future success. You have already approved a CDBG funded
downtown housing study. When that study is completed, within the next
few months, you should carefully consider its recommendations and be
ready to implement those recommendations whenever and wherever possible.
/ -3,?
As part of the downtown issue our initial analysis of the Blackstone
Hotel, which is scheduled for funding via the CDBG program, has raised
economic and community issues which requires direction from the City
Council. We would thus ask to meet with the new City Council as well as
appropriate staff, at the earliest possible time, to discuss those
issues and secure direction from the Council.
With the advent of C'rmmninity Developnent Block Grant entitlement funding and
Home Program funning the City has an opportunity to meet the affordable housing
problem head -on without using monies from its general fund. We would encourage
the City to use that funding for the following:
Acquisition of land and or buildings by the Housing Authority or its
Non - Profit affiliate which can be used to provide affordable housing.
— Establish a down - payment assistance fund which can be used by first time
homebuyers to achieve the American Dream. The lack of a downpayment is the
single biggest obstacle to homeownership by lower income families. In the
current market, a downpayment assistance program and the Authority's
Mortgage Credit Certificate program would cxmbine to dramatically increase
opportunities for first -time homebuyers in the City while having a
positive financial impact on the community.
— Provide limited financial assistance to existing Housing Authority
programs such as Family Self- Sufficiency and the Children's Work Incentive
Program. The Family Self - Sufficiency program provides extra incentives to
Housing Authority tenants to increase their income, provide family
stability, and eventually relieve their need for low income housing.
The Children's Work Incentive Program began in 1991 at our fourteen Public
Housing sites in the City. it was an effort to remedy problems of litter
and vandalism and as a means of providing resident children with an
opportunity to learn and earn. Any child between the ages of 5 and 15 who
helps with grounds maintenance and beautification projects for their
housing complex earn fun prizes, group parties and special outings. The
program has proved to very successful.
Giving the current and potentially future problems with Federal funding
the challenge to the Housing Authority is to continue to support these
programs which we feel are needed but are beyond our main mission of
providing decent, safe and sanitary to persons and families of Limited
income. Neither program is expensive and that is why just a relatively few
CDBG dollars, not exceeding a total contribution of $30,000, would greatly
enhance each program.
—The City should work with County government and other cities in the county
to establish a county -wide Housing Trust Fund. While this is certainly not
the best of economic times to be starting such a vehicle experience in
other areas of the count=y indicate a Trust fund can become a major source
of funds for affordable housing.
cc: City Council members
I -39
Attachment_D �°:
DEC 1 19%
ADMIT 3 ": %:.'3N
MEMORANDUM r QA
December 16, 1994
TO: John Dunn, City Administrative Officer
FROM: Randy Baudendistel, Chairperson HRC
SUBJECT: 1995 -97 Financial Plan Goal Setting
As you requested the Human Relations Commission discussed our goals and priorities
for the upcoming Financial Planning process at our December meeting. After a
thorough discussion, we concluded that we would like to continue with our current
goals (as reflected in our annual Work Plan) into the next Financial Planning period.
Specifically, the Commission would like to continue to oversee the Grants -In -Aid
Program, monitor the Homeless Shelter contract, provide forums on relevant topics,
and serve as a catalyst for important social service or human rights topics that arise
in the community.
With respect to how these goals impact the financial planning process, the vast
majority of the Human Relations budget represents our annual contribution to the
homeless shelter ($120,000) and the Grants -In -Aid Program ($84,700). The balance
of our budget ($4,054) covers Commission expenses (copying, postage, supplies,
advertising etc.) and the costs of putting on forums or participating in miscellaneous
activities. The Commission requests an increase in the $84,700 Grants -In -Aid funding
of 5% ($4,235). Since the 1986 -87 budget year the number of agencies requesting
funding has risen from 9 to 32 (255 %). In contrast funding has risen from $60,000
0986 -87) to $84,700 (1994 -95) a total of 41 %. Given the state of our local
economy and loss of funding at all levels of government, the community will only rely
more heavily on the programs supported by the Commission.
In addition the Commission would like to request an additional $1,000 be added to
the Advertising line item, currently it is $300. The Commission feels that these
additional funds would allow us to better advertise the forums we sponsor twice a
year and gain a wider audience.
Please feel free to contact me if you have questions regarding the Commission's goals
or priorities for the next financial planning process. Thank you.
/,1/0
Memorandum
From The Parks And Recreation Department
January 11, 1995
To: John Dunn, C O
From: Paul LeSa e, Director
Attachment—Di
Parks & Recreation Dept.
Subject: Commission and Committee Goals
At their December 7, 1994 meeting, the Parks & Recreation Commission
approved the following goals for consideration by the City Council.
1. Approve the Park & Recreation Element Update
2. Implement the Park Acquisition & Implementation Priority
plan, as presented in the element update.
On Jan. 1995, the Joint Use Committee approved three goals for consideration.
1. Expand the joint use of facilities agreement with the
San Luis Coastal Unified School District to include all
school sites within the City and Los Ranchos School
(Los. Ranchos serves a majority of city residents)
2. Approve the plan found in the Park & Recreation Element
Update that calls for the improvement of all joint use
youth athletic fields..
3. Complete Sinsheimer Park-
/—Y/
rAttaCi "'MentL'2_ y
January 11�. 19.95 l
T: • � r a r
MASS TRANSPORTATION `COMMITTEE
r F
At i_ts'`.'gu_arterly meeting on -January 11, 1995,,' the Mass
- -
-
Transportitiion,;domm ttee. d scussed. goals• for_' 1995/9Tc
1 Continuation of" Council adopted Short °Range Transit Plan
- - -
movement.to.half hour service °system wide:
2. Continuatiori of the Council adopted bus stop improvement plan
-with a. focus on„ shelters at the higher used origin stops.
3.. Continuation, of the Council adopted fleet conversion to
alternative fueled vehicles; but investigate all new fuel
alternatives to find one most effective for our needs:
4. A. policy statement of City operation of the transit system
long term:.
J
5. Exploration of City operated senior /disabled para- transit with
anj eye to. .cost sav-ings:
6. The tlrmely -- Olaeement of obsolete buses..
7 Exploration, of City assumption of'near Regional destinations
!' such:;as.,Cueesta'College;'as we are the major trip generator.
8 Complet'i'on of` a ":new Shof -t 'Range Transit Plan (five year -) , to
,be:, rieviewed •annually_ and .adjusted if to needed for f uture
p'lrann_nglj -
.9. The: completion of `A "Long Range Ttansit Plan (ten year)
.10::;:Cont -, at on, of the .goal of aequ r ng a Tr` -ans t Transfer
Center,.: . �: _• ..
-:A transit Al-bnk with, ,any future tail _sery ce to the City..
12 =Service °to the Airport by.S_LO Transit.
A motion ,was made by Doris Sceli, to accept the goals; seconded Yiy
Amy Baker,t�and_.app =Dyed by'the committee:
_
I
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g:mtcgoal :p
111 Q
ti
Memorandum
From The Parks And Recreation Department
January 11, 1995
To: John DunnWeDirector
O
From: Paul LeSa
Attachment_D_q
Parks & Recreation Dept.
Subject: Commission and Committee Goals
At their December 7, 1994 meeting, the Parks & Recreation Commission
approved the following goals for consideration by the City Council.
1. Approve the Park & Recreation Element Update
2. Implement the Park Acquisition & Implementation Priority
plan, as presented in the element update.
On Jan. 1995, the Joint Use Committee approved three goals for consideration.
1. Expand the joint use of facilities agreement with the
San Luis Coastal Unified School,District to include all
school sites within the City and Los Ranchos School
(Los. Ranchos serves a majority of city residents)
2. Approve the plan found in the Park & Recreation Element
Update that calls for the improvement of all joint use
youth athletic fields.
3. Complete Sinsheimer Park.
/- L13
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Cultural:Heritage
goals for fiscal.
years .1995 = 199,7_ �r=
sung' Commission, concluded its goal setting discussion on:December 14th°,
ianimousiecommendation for 4 general goals. These are described on ihe.
sheet labeled' - Plannmg Commission Goals •1995=1997:Financial Plan" -.. The
-;ion also included a recommendation for the-, £onncil to consider two 'items, a
neept plan or stsategy.O d a recycling program for yard and garden cuttings.
sion felt that-.tbdw- t�vo terits.were nto n d
nely -- witluia theu,liurview,
iddias -mg these•items would have iand use: implications of make a difference
Y. dWHopment projects aie typically conditioned:
Cultural FIeritage Committee..completed their goal setting work on December 6tH,
ung' ilk ;goals.and corresponding implementation activities.. 'The CHC's goals are
i on`the,attaciied sheet labeled "Cultural Heritage Committee Goals 1995=1997
radial Plan ",..{_The,CHC's;goals.in idlve both staff time: and finding foi certain
ovemen�t,�c� :> �, � , ',1 '� i � . !•b 1 "d 1 •.�hy� I L u, 1 � A� i Y..: , _ -: a � "' j
ie let =me know if tlieie are any questions regarding the two_ goal li"s_t_s:
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Dunn; City Administrative Officer
Ad 'Jonas;
Community Development Diiecto
Cultural:Heritage
goals for fiscal.
years .1995 = 199,7_ �r=
sung' Commission, concluded its goal setting discussion on:December 14th°,
ianimousiecommendation for 4 general goals. These are described on ihe.
sheet labeled' - Plannmg Commission Goals •1995=1997:Financial Plan" -.. The
-;ion also included a recommendation for the-, £onncil to consider two 'items, a
neept plan or stsategy.O d a recycling program for yard and garden cuttings.
sion felt that-.tbdw- t�vo terits.were nto n d
nely -- witluia theu,liurview,
iddias -mg these•items would have iand use: implications of make a difference
Y. dWHopment projects aie typically conditioned:
Cultural FIeritage Committee..completed their goal setting work on December 6tH,
ung' ilk ;goals.and corresponding implementation activities.. 'The CHC's goals are
i on`the,attaciied sheet labeled "Cultural Heritage Committee Goals 1995=1997
radial Plan ",..{_The,CHC's;goals.in idlve both staff time: and finding foi certain
ovemen�t,�c� :> �, � , ',1 '� i � . !•b 1 "d 1 •.�hy� I L u, 1 � A� i Y..: , _ -: a � "' j
ie let =me know if tlieie are any questions regarding the two_ goal li"s_t_s:
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Planning Commission Goals
PLANNING COMMISSION GOALS
1995 -1997 Financial Plan
The following goals should be considered for inclusion in the 1995 -1997 Financial Plan
in the following priority:
1. Complete the on -going or incomplete projects from the 1993 -1995 Financial
Plan.
(General plan element updates, creek setback ordinance, revise subdivision
regulations).
2. Continue to revise and streamline the Zoning Regulations.
3. Hold a workshop to evaluate the Neighborhood Commercial zoning district.
4. Hold a workshop to examine the conversion of residential uses in the Office Zone
and evaluate a ResidentiallOffice mixed use district.
Planning Commission Suggestions:
The Planning Commission also recommended that as a part of the goal setting process
for the 1995 -1997 Financial Plan, the Council consider the following two items.
Although not directly the purview of the Planning Commission, the following two
items relate to land use issues.
1. Consider creating a tourism concept or strategy plan, including the potential for
recreational uses within and adjacent to the City to serve both City residents and
provide tourist attractions.
2. Consider developing and implementing standards for recycling yard and garden
cuttings.
jm \c: \winword\ goalmemo /� / / ,
January 10, 1995
TO: CITY COUN(
FROM: JACK GATZ,
SUBJECT: 1995/97 GOA
Attachment_ -. � .:...
TTEE CHAIR
Thank you for providing the Promotional Coordinating Committee (PCC) with an
opportunity to participate in the City Council's goal setting process for the 1995/97 Financial
Plan. As you know, the PCC is responsible for advising the Council on how the City can
best market itself as a year round tourist destination. The PCC also advises the Council on
how it should allocate City grant funding to local, non - profit group_ s that promote cultural,
recreational and economic opportunities for our residents.
With this as our charge, the PCC would strongly encourage the Council to make:
"nurture and enhance tourism to San Luis Obispo"
a major goal for the City in the 1995 /97 Financial Plan.
Why should we make this a major City Goal?
Because tourism is critical component of our local economy! Aside from government, it is
the largest employer and creator of base level jobs. In addition, tourism is a clean industry
that brings new dollars into the community which benefit both the private and public sectors
(TOT and sales tax}. And, there is tremendous room for growth in the area of tourism!
Not only are there opportunities to bring more tourists to San Luis Obispo, there is even
more opportunity to get them to stay longer and spend more money.
How can we reach this goal?
In the short-term:
We need to tap into promising new tourism markets such as the Bay Area and the
San Joaquin Valley (due to budgetary limitations, we currently focus the bulk of our
advertising dollars on southern California as it represents our largest market). This
should be accomplished through a variety of approaches such as spending more
money on direct advertising (both print and media), expanding our efforts to achieve
free publicity, and continuing to nurture major tourist drawing local events (e.g.
Mozart, Mardi Gras, the International Film Festival, Decemberfest, etc.). This will
work to increase the number of tourists that visit the City and make San Luis Obispo
III-
7
Page 2
PCC Goals
a destination, not a stop over on the way to another city!
Successful implementation of this proposal will, of course, require additional funding.
As such, the PCC recommends that the Council allocate 25% (or $650,000 in
1994/95 dollars) of annual transient occupancy tax (TOT) receipts on an ongoing
basis to the City's Promotional Program (which includes the Grants -In -Aid
Program).
In the longer -term:
We need to continue to work toward positioning San Luis Obispo as a "tourist
destination" with all the appropriate facilities, events and amenities. This will enable
us to encourage tourists to stay longer and spend more dollars in the community.
Achieving this goal will be an ongoing challenge that will span many financial plans
and require the combined efforts of the City, the business community and arts
organizations.
Clearly, the City is already on its way toward achieving a "tourist destination" status.
The PCC applauds the City Council's efforts in the area and, strongly encourages the
Council to continue their support (and any necessary funding) in the coming
Financial Plan for the following activities:
■ construction of a Performing Arts Center (projected opening: summer 1996)
■ implementation of the Downtown Design Plan
■ expansion of Mission Plaza
■ acquisition of Southern Pacific Railroad right -of -way to develop a scenic bike
path;
■ provision of adequate parking throughout the City
■ acquisition of a green belt around the City
■ commitment to a safe and clean community
■ commitment to finding an alternative location for the People's . Kitchen
Program that better serves the needs of the entire community
■ affordable and effective public transportation between downtown and the
Madonna Road shopping areas.
y7
Page'3
PCC Goals
�' `Wirth Pespectto `new activitiesr th at should be supported in
the upcoming Finandial
Plan, we!would encourage the Council to.
. °:
w work toward att=aeting a coddience facility to San Luis: Obispo
--
�.
� 1
Attachment.0 —�
_.. son Luis @ Po
city of
,
MEMORANDUM
December 22, 1994
To: John Dunn, Administrative Officer
Via: Mike McCluskey, Public Works D r5 �
From: Todd Martin, City Arborist J^
Subject: Tree Committee Recommendations for 1995f97 Budget Goals
At its December 19th, 1994 meeting, the Tree Committee unanimously recommended that
the City Council include the attached goals in the 1995/97 Financial Plan.
If you have any questions about the recommendations, feel free to contact me.
attachments
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OThe City of San Luis Obispo is committed to include the disabled in all of its services, programs and activities.
Telecommunications Device for the Deaf (805) 781 -7410.
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TREE•,PROGAjM- .BUD`GET GOALS
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Financial,,Plannin Periods 1995 -1997 t4 It ry ,
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Develop ' -'_I emonstration Oard'e_g&!f at' "selected sites throughout the City at
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whtch� "new". tree species could 6e evaluated; for ahe appropriateness' ias
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Continue and expand the '= ''Citizens P'laaimg' Program'= and the -'2000 Trees by
Year 2000" Capital Improvement Pr_ojedt by capitalizing'on resourcesavailable
through" .,Cal Poly and other local oiganizauons
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Ezpand-`;a►rbor .D•ay.bv providing educational. materials and demonstrations
while coniinuiag'io "promote participation by' local, elementary` schools,.
Develop' the ways and inearis, to recognize individuals, busine "sses of groups
who! areinyolyed in exemplary tree planting activities: Develop a woclang
relationship with' "Obispo Beautiful " -_
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Attachmean
CANDIDATE COUNCIL GOALS FOR 1006-01-
The: joildwiffg candidate goals are o,!ered by the e,40 and Department Rea& for Council
consideration as of the goal-vetting process for 1995-97 Far more "candidate!' goals are offered
Part -
than there will be "major City goals" in order to provide the Council with a broad rang_ e of
possibilities based on the work programs for 1905,0f g0tently being considered by the Atoff.
PUBLIC SAFETY
A. Improve .p'ojk0.protection services by
1. Implementing recommendations of the POST analysis of Police Department workloads,
- ---- --- ---- -
resources and organization as appropriate
2. Implementing. improved emergency response communications 'cations sys-tein
3. Working with Communit y Development ent in developing an improved
community /neighborhood
unity/neighborhood outreac- program
B. Improve fi-eq and environmental safety services by
1. Ddveldpliig and implementing an improved emergency medical response system through
renegotiation of the existing County contract for ambulance services
2. Implementing an appropriate level of paramedic set-Vice cost recovery
I Compietng construction of the replacement Headquarters Fire Station and training
' facility
4.. Streamlining the City's hazardous materials *inspection and permitting procedures
5. 1mpjementing recommendations of the management. review of Fire Department
workloads, resources and orgaftizatbn as appropriate
6. Continuing
disaster planning and preparedness efforts
-
7. —o processing sykems
plementing improved radio, paging and information p
PUBLIC 'UTILITIES.
A. Contijae, to putgue development. of long -term water supply projects in accordance with the
adopted Urban Water Management Plan, including.::
1. N4"fto pipeline
2. Salinas Rese-rVoir expansion
a,. Complete environmental review and design
b. Complete transfer of reservoir ownership from the Army Corp_ s of Engineers to
the County
C. Resolve issues- surrounding expansion an-s-i -on with North County communities
3. Wat& reuse
4. Conservation
5. Groundwater treatment
B. improve,the wastewater collection, treatment and reclamation system by:
1. Dev6idOing and inplemen- tin g a rehabilitation program for privately -owned laterals to
further reduce infiltration and inflow (M) into the City's sewer system
2. Developing and implementing a "best management practices" program for industrial
users
3. Developing a long -term local biosolids reuse program
4. Seeking federal/state "plant of the year" recognition
5. Developing a City-wide non -point source pollution program per federal requirements
6. Updating the wastewater management plan and wastewater element of the General Plan
7. Working with the Fire Department and County to establish an unified hazardous waste
management program
C. Implement recycling and solid waste reduction goals by:
1. Negotiating a new long -term solid waste collection franchise agreement
2. Continuing to develop and implement AB 939 solid waste reduction and recycling
programs
D. Improve our protection of limited natural resources by establishing an integrated resource
management office for water conservation, solid waste, water reuse, and energy conservation
TRANSPORTATION
A. Implement the Circulation Element by
1. Establishing voluntary trip reduction programs that reduce vehicle traffic
2. Working with residents to create neighborhood traffic management programs
3. Undertaking projects and programs that promote the use of alternative transportation
4. Continuing the evaluation of the City's traffic circulation needs and implementing
projects that improve level of service at key locations
5. Assisting in implementing Amtrak's "San Diegan" service from San Luis Obispo
B. Implement the Bicycle Transportation Plan by
1. Completing previously - programmed capital projects
2. Establishing a bicycle promotion, education and vehicle code compliance program
which enhances safety and the bicyclist's image
3. Constructing minor projects that improve bicycling safety and security
4. Improving bicycle access into and through the downtown
5. Working with Cal Poly and Cuesta College to develop bicycle plans, programs and
projects
6. Establishing a long -term strategy for funding projects included in the Bicycle
Transportation Plan
C. Implement the Short -Range Transit Plan by
1. Establishing a transit transfer center within the downtown
2. Replacing one bus a year with more energy efficient and lower polluting models
3. Updating the Short Range Transit Plan
4. Developing a Long Range Transit Plan (10 year plan)
5. Modifying and expanding the transit system in conformance with the adopted Short
Range Transit Plan
/- 5�3
l'. Planning for additional downtown `parking,facilities (such as purchasing land for third
parking structure and expanding
•the capacity of the ChorrolMarsh structure) and;making .
the most efficient use of existing resources` while instituting programs to reduce parking
demand
2:: Continuing 'to assist neighborhoods `'in, managing _parking and solving parking problems
3.. Updating the Parking Management Plan
E. Implement - the .Pavement Management Plan sy '
1., Identifying; pure_ mg and using newsoftware to-be used in evaluating street pavement
conon W
2. :. , Re= evaluating criteria used to set priorities for street reconstruction projects and
i4dh ih the Pavement Management Plan as needed
3.. Recommending areas for,over- -lay and other forms of pavement management for 1995=97
F Maintain: safe = 4lon =lastm _ _ _ _ _ -
_ , , _ , _ � ._ g _ __._8 and cost = effective transportdtion infiastriicture by
1;. _ : Upgrading `traffic signal control systems to confoan to City standard
2. Investigating and fecoinamending a traffic signal. monitoring system. which will allow
central control and optimization of signal operations
3. `Revising and. updating flood information maps and reg_ ulations
4. , ., Mapping 'the City d_ramage system
5. Evaluating the costs and benefits of acquiring the street lighting system 'from PG &E
G. Improve jfi appearance of the eoni»iunity by
1. Revising the Municipal Code to require the,placement •of'existing_ and new utility
andaground with all development
2: Implementing a district to place existing overhead wires underground using Public
tility Commission 20-A money
- =
LEISURE- -CULTURAL AND SOCIAL SERVICES
A. Improvepark• facilities and recreation programs by
1'.1 Completing the• update: of the Parks . &: Recreation Element
_ P*cgr� by
Improve, recreation . -
2: Being more 'innovative .in providing an expanded level of recreation programs
3. Continuing to meet major community needs with constrained resources
C Continuing to provide high quality teen, youth diversion and at -risk programs
i Improve parks and . facilities by
5. .Expanding and improving .youth athletic fields
6. Updating Sinsheimer Park master plan,
7. Making improvements to "clean -up" the pool area
8. Building the Parks and Recreation administrative offices
9. Beginning to implement improvements identified in the Laguna Lake master plan
10. Improving and expanding neighborhood parks
11. Increasing gymnasium space
12. Completing park improvements currently under design as approved in the 1993 -95
Financial Plan
Implement the Open Space Element by
1. Developing acquisition priorities and financing program
2. Implementing other open space preservation strategies
3. Developing San Luis Creek Park concept plan
4. Acquiring SPRR right -of -way adjacent to Sinsheimer Park
5. Acquiring property and develop Bishop's Peak trail
6. Working with the County in preparing "Morros" protection master plan
7. Developing and implementing creek and hillside protection programs
8. Restoring the Dana adobe
Build and operate the Performing Arts Center by
1. Completing construction; acquiring and installing theatrical and acoustical equipment
2. Hiring managing director and other key staff
3. Financing start-up operations
4. Developing use policies and beginning to schedule events
COMMUNITY DEVELOPMENT
A.
Take action on the following major development issues
1. Dalidio /Costco
2. Froom Ranch
3. Margarita area specific plan
4. Airport area annexation
5. Islay development plan modification
Improve planning programs by
1. Beginning to implement programs contained in recently adopted General Plan elements
such as land use and housing
2. Beginning to update the Conservation/Energy, Noise and Safety elements of the General
Plan
3. Updating subdivision and zoning regulations and ARC guidelines
4. Continuing efforts to streamline the development review process while assuring high
standards and quality projects
5. Working with other departments in continuing to improve community outreach
programs
6. Working with Cal Poly in developing joint programs where appropriate for planning
studies, data collection and resource mapping
�� SS
C. Improve building and code enforcement programs by
1. Working with neighborhood groups in developing and monitoring property maintenance
standards and regulations
2. Continuing to work closely with property owners in voluntarily achieving City seismic
retrofit goals
D. Continue economic development efforts by
1. Completing negotiations on economic deal - points regarding the Dalidio /Costco
development proposal
2. Reconsidering the airport area annexation
3. Implementing business retention and expansion activities
4. Initiating targeted business attraction efforts in accordance with Council direction.
5. Implementing business visitation program
6. Working with others such as Cal Poly on joint economic development concepts
7. Working closely with Community Development, Public Works, Fire and others in
streamlining development review procedures while assuring high standards and quality
projects
E. Implement goals for the Downtown by
1. Continuing implementation of the Downtown physical concept plan
2. Working closely with the downtown community on key projects and issues such as:
a.. Seismic and sprinkler retrofitting
b. Street and utility system rehabilitation projects
C. Planning and building expanded parking facilities
3. Working closely with others in relocating People's Kitchen
4. Completing the Mission Plaza expansion project by:
a. Acquiring remaining properties
b: Designing and building related improvements
LrkIa i DI :r I
A. Continue organizational development improvements by
1. Stabilizing and strengthening the organization in light of staffing reductions
2. Continuing emphasis on the importance of delivering quality services to our customers
3. Strengthening in -house training capabilities
4. Striving for continued positive labor relations while recognizing that tougher fiscal
times will make this a tougher goal to achieve
5. Working with Public Works staff in developing a trip reduction program for City
employees -
6. Implementing drug and alcohol abuse prevention program for City employees who use
special purpose vehicles in performing assigned duties as required by the State
7. Implementing a tuition reimbursement program as set forth in the City's Affirmative
Action policy
—S�&
C.
Ed
E.
Improve the use of information technology resources by beginning implementation of the MIS
master plan with special emphasis on adopted priorities in the areas of:
1. Geographic information systems (GIS)
2. Emergency response communications
3. Financial management information systems
4. Community access to City systems - the "electronic village"
5. Office automation and records management
6. Support requirements to make these systems successful
Complete implementation of the Corporation Yard Master Plan by
1. Constructing the Utilities/Public Works warehouse
2. Constructing the toxic storage building
Ensure safe and long- lasting infrastructure by
1. Implementing capital improvement plan (CIP) projects
2. Maintaining current mapping of City utility lines
Continue to develop and implement strategies that maintain a balanced budget and assure the
City's long -term fiscal health such as:
1. Developing and implementing open space financing programs
2. Creating seismic retrofit financial assistance programs
3. Funding capital improvement plans
4. Financing programs like transportation impact fees that assure that new development
pays its fair share of the costs of constructing the community facilities necessary to
serve it
5. Conducting cost of services study to ensure that adopted cost recovery goals are being
met
6. Considering new and better ways of providing services at lower costs, such as
cooperative purchasing and "opportunity buying" programs, employee productivity
improvements, streamlining ng administrative procedures, and contracting with the private
sector to deliver City services
l -57
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GENERA PLAN WORK PROGRAMS CIRCULATION & WATSK,
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provided,:With fFqtentikl'�Wrk-
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for '[implementing the recently u_g�pjements '-are primarily
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De ent) Aia,o
respciiLsi8ilit7y:,-6f the. CdMfflun&- ew
_p spAce;.,,.ei6nerit- (which isl
pfin?a�ly'AhCresponsibility, bf the Parks. & Recreations L)ep&tM'&nt).
The following "h6entsrJ(F I and F-2) *oVidE't r -p same f6fffiat
- programs _q&attac _P 99[4�
imed m,pre"J similar background information f)fo—Viddd at the j4gu—ar-
panng supil y 10 budget Worldh6M fbi.
-F- tM Public W6-rk�- Department the rec6tl�.,Sdopted 6fdn qdffiifii§tdfdd !�) (q#Fqujjd0o7n) and Utilities -
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MEMORANDUM Attachment �
Date: January 9, 1995
TO: John Dunn, City Administrative Officer
oFROM: Michael McCluskey, Public Works Direct6.
Terry Sanville, Principal Transportation Planner
SUBJECT: Implementation of the General Plan Circulation Element
Identifying the Projects: Attached are two lists of Circulation Element projects and programs:
❑ The first listing represents Public Works Department's suggested goals for
implementing the Circulation Element during the upcoming two -year financial planning
period. The use of staff resources to do this work represents a portion of the overall
Work program of the Engineering and Transportation Division.
❑ The second listing is a comprehensive accounting of projects and programs identified
in the Circulation Element. The comprehensive listing identifies priorities suggested
by the Department.
Establishing Priorities: When suggesting priorities, the Department considered the following factors:
❑ The level of on -going activities (eg. traffic management, response to public concerns,
parking and transit management needs, etc.) that utilize existing staff resources.
❑ The status of a particular project: is it underway? is it funded? is it dependent on
fiscal or resource contributions by other agencies? is another agency establishing the
implementation time frame? is it dependent on development applications or the timing
of specific plans?
❑ Policy Considerations: does the Circulation Element establish an implementation time
frame? does the proposed work program comply with overall element implementation
policies that stipulates that alternate transportation projects should be implemented
first?
❑ Public Involvement: has the public expressed interest in certain types of programs?
After considering these and other factors, the following categories were established:
Priority 1: Projects that are underway, have a funding commitment, complement the on-
going efforts of others, have received significant public support, or are needed
to complete transportation planning work.
Priority 2: Projects dependent on other agencies, are dependent on the completion of top
priority projects, or are tied to future development activities.
Priority 3: Same as Priority 2 but may also have high capital costs, are dependent on the
performance of higher priority projects, or are cyclical activities that have
recently been completed.
,51
CIRCULATION ELiMENT WORK PROGRAM GOALS (1995 -1997)
Item
Priority
Project Category / Task Description
Resources Required
(Person Years)
FY 95/96
FY 96/97
Trip Reduction Programs
1
1
Alternative transportation ed programs (Cl Objective 6) OG
0.12
0.12
2
1
City employee telecommuting guidelines & trip reduction
program (Cl 1.9)
--
0.12
3
1
Voluntary trip reduction programs (Cl 1.10)
0.15
0.06
Transit Programs
4
1
Cal Poly and Cuesta "No Fare" transit programs (Cl 2.4)
0.02
0.02
5
1
Short- and Long -Range Transit Plan preparation (Cl 2.8) $$$
0.13
-
6
1
Bulk rate transit pass program for employers (Cl 2.9)
0.04
7
1
Study of centralized county -wide transit service (Cl 2.12)
Done
-_
8
1
Comprehensive marketing of transit system (Cl 2.13) OG $$$
0.08
0.08
Bicycle Programs
9
1
Bicycle network projects including railroad path (Cl 3.3, 3.13)
OG, CF
0.20
0.20
10
1
Cal Poly - Cuesta College Bicycle Plan coordination (Cl 3.10)
0.02
-
11
1
Cal Poly- Cuesta Master Plan preparation coordination (Cl 3.11)
0.02
-
12.
1
Modify zoning regulations to include bike parking requirements
(Cl 3.12)
0.04
Walking Programs
13
1
Downtown bulbouts and crosswalks including Garden Street (Cl
4.5.B + Downtown Plan) OG, CF
0.20
0.10
14
1
Prepare pedestrian transportation plan (Cl 4.7)
0.12
-
15
1
Suggested routes to school program (Cl 4.10)
0.12
0.12
Street Standards
16
1
Work with CDD to update City Subdivision Regulations (Cl 5:4)
0.12
-
Neighborhood Traffic Management
17
1
Prepare /implement traffic management plans (Cl 6.5) $SS CF
0:40
0.40
18
1
Employ focused neighborhood protection methods (Cl 6.6) CF
0.08
0.08
19
1
Manage routing of City vehicles, avoid neighborhoods (Cl 6.9)
--
0.02
Traffic Flow
20
1
Evaluation of HOV lane feasibility (Cl 7.9)
Done
=_
21
1
Prado Road alignment (Higuera to Broad) (Cl 7.1)
0.01
--
1 -60
Item
Priority
Project Category / Task Description
Resources Required
(Person Years)
FY 95/96
FY 96197
22
1
Update the City's Computer Traffic Model (Cl 7.8) $SS
0.02
--
23
1
LOVR setback lines (Madonna to Route 101) (Cl 7.1)
-
0.08
24
1
Monterey Street plan lines (Cl 7.1)
0.02
-
23
1
Traffic monitoring & mode choice surveys (Cl 7.6, 7.7) OG CF
0.08
0.08
24
1
Prado Road PSR (Cl 8.10) $SS
Done
other half to transit program support.
25
1
Santa Barbara - Santa Rosa connection study (Cl 8.13) SSS
0.20
-
26
1
North coastal routes trans study by SLOCOG (Cl 8.14) $ SS
-
0.16
27
1
Dalidio area connector road study Plan (Cl 8.15)
0.01
28
1
Parking Management
29
1
Conduct study and update Parking Plan (Cl 12.4, 12.7) $SS
0.20
30
1
Downtown curb space utilization review (Cl 12.6)
0.04
-
31
1
Neighborhood parking permit programs (Cl 13.2, on- going) OG
0.08
0.08
Scenic Roadway Programs
32
1
ARC guidelines amendment to reflect scenic concerns (Cl 14.9)
CDD
-
Element Implementation
33
1
Transportation Work Program (Cl 15.12)
Done
34
1
Transportation impact fee program (Cl 15.13) $SS
Done
,=
I
I Total Staff Resources Used
2.52 PR
1.72 PR
Abbreviations:
OG =
On -going
CDD =
Community Development Department
$SS =
Consultant Funding Required
CF =
Capital Funding Required
.................................................. ...............................
Dedicated Staff Resources
Staff Resources Used
FY 95/96 (Person Years) FY 96/97 (Person Years)
Public Works Director
0.02
0.00
Transportation Planner
0.94
0.82
Traffic Engineer
0.31
0.26
Transportation Technician •
0.49
0.38
Transit Manager
0.20
0.08
Parking Manager
0.32
0.08
Engineering Design Staff
0.20
0.10
Development Review Staff
2
Totals
= 2.52
1.72
' One half of the technicians work program is dedicated to bicycle programs support and the
other half to transit program support.
The unallocated time not accounted for above will be
used in these areas.
i
CIRCULATION ELEMENT COMPREHENSIVE PROJECT LISTING
Item
Priority
Project Category / Task Description
Trip Reduction Programs
1
1
Alternative transportation education programs (Cl Objective 6) OG
2
1
City employee telecommuting guidelines & trip reduction program (Cl 1.9)
3
3
Downtown congestion reduction programs (Cl 1.4)
4
3
Route 1 focused trip reduction programs (Cl 1.8)
5
1
Voluntary trip reduction programs for mid -size employers (Cl 1.10)
Transit Programs
6
1
Cal Poly and Cuesta "No Fare" transit programs (Cl 2.4)
7
1
Short- and Long -Range Transit Plan preparation (Cl 2.8) $$$
8
1
Bulk rate transit pass program for employers (Cl 2.9)
9
2
Cuesta Commute Bus Service (encourage CCAT to expand) (Cl 2.11)
10
1
Study of centralized county -wide transit service (Cl 2.12)
11
1
Comprehensive marketing for the transit system (Cl 2.13) $SS
Bicycle Transportation
12
1
Bicycle network projects including railroad path (Cl 3.3, 3.13,) OG CF
13
2
Cal Poly bicycle incentive programs (Cl 3.8)
14
3
Bicycle Transportation Plan update (Cl 3.9)
15
1
Cal Poly - Cuesta College Bicycle Plan coordination (Cl 3.10)
16
1
Cal .Poly - Cuesta Master Plan preparation coordination (Cl 3.11)
17
1
Modify zoning regulation to include bike parking requirements (Cl 3.12)
Walking Programs
18
3
Install special crossing controls (Cl 4.5.A) CF
19
1
Downtown bulbouts and crosswalks including Garden Street (Cl 4.5.B) OG CF
20
3
Median islands at key intersections (Cl 4.5.C) CF
21
1
Prepare pedestrian transportation plan (Cl 4.7)
22
3
Sidewalk installations (Cl 4.8)
23
1
Suggested routes to school program, p/o neighborhood traffic planning (Cl 4.10)
Item
Priority
Project Category / Task Description
Street Standards
24
3
Develop joint City - County standards (Cl 5.3)
25
1
Work with CDD to update City Subdivision Regulations (Cl 5.4)
Neighborhood Traffic Management
26
1
Prepare neighborhood traffic management plans with consultants (Cl 6.5) OG, $$$, CF
27
1
Employ focused neighborhood protection methods (Cl 6.6)
28
2
Sponsor traffic calming work shops (Cl 6.7)
29
1
Manage the routing of City vehicles to avoid neighborhoods (CI 6.9)
Traffic Flow
30
2
On -going traffic monitoring (Cl 7.6) OG, CF
31
2
Conduct periodic mode choice surveys of city residents (Cl 7.8) OG
32
1
Update the City's computerized traffic model (Cl 7.8)
33
1
Evaluation of HOV lane feasibility, part of Route 101 MIS/ Prado Road PSR (Cl 7.9)
34
1
Prado Road setback lines (Higuera to Broad, p/o Margarita Specific Plan) (Cl 7.1)
35
1
Prado Road setback lines (Higuera to Madonna, p/o Dalidio Development► (Cl 7.1)
36
3
Buckley Road setback lines (Cl 7.1)
37
2
Sante Fe Road setback lines (Tank Farm to Prado, p/o Margarita SP) (Cl 7.1)
38
2
Prado Road setback lines (Higuera to 101) (Cl 7.1)
39
1
LOVR setback lines (Madonna to Route 101, p/o Froom Ranch Plan) (Cl 7.1)
40
2
Foothill Boulevard turn pocket setback lines and construction (Cl 7.1, Figure #4) $$$, CF
41
2
LOVR interchange project study report (Cl 7.1) $$$
42
3
Route 101/1 interchange project study report (Cl 7.1)
43
1
Monterey Street plan lines (Cl 7.1)
44
3
As Caltrans to designate Prado Road as Route 227 (Cl 8.9)
45
1
Prado Road Project Study Report (PSR) (Cl 8.10)
46
2
Prepare landscape plans and arterials and scenic routes (Cl 8.11, 14.10) $$$ CF
47
1
Santa Barbara - Santa Rosa connection study and Cl amendment (Cl 8.13) $$$
48
1
North coastal routes transportation study by SLOCOG (Cl 8.14) $$$
49
1
Dalidio area connector road study, p/o Dalidio Development Plan (Cl 8.15)
50
3
Maino- Madonna frontage road study (Cl 8.16)
51
3
Bishop Street extension (Cl Figure #4) $$$, CF
52
1 2
1 Higuera Street widening (Marsh to High) (Cl Figure #4) $$$, CF
53
3
Santa Rosa Street operational changes (other than Foothill turn pocket) (Cl Figure #4) CF
1-63
Item
Priority
Project Category / Task Description
54
3
Route 1 -101 interchange modifications (Cl Figure #4) $SS, CF
55
2
Route 101 ramp closures at Route 101 (Cl Figure #4) $SS, CF
56
3
Orcutt Road overpass (Cl Figure #4) $SS, CF
57
3
Perfumo Road medians (Cl Figure #4) $SS, CF
58
3
Downtown Broad - Monterey Street closures & plaza expansion (Cl Figure #4) $SS, CF
Truck Transportation
59
. 3
Commercial truck parking regulations (Cl 9.7)
Air Transportation
60
2
Transit service to the County airport (Cl 10.6) $SS, CF
61
2
Assist with airport land use plan update (Cl 10.8)
Parking Programs
62
1
Conduct comprehensive study and update Parking Management Plan (Cl 12.4, 12.7)
63
3
Monitor downtown parking usage (Cl 12.5)
64
2
Park and ride lot analysis (Cl 12.6) $SS
65
1
Downtown curb space utilization study (Cl 12.6)
66
1
Neighborhood parking permit programs (Cl ' 13.2, on- going)
Scenic Roadways
67
1
ARC guidelines amendment to reflect scenic concerns (Cl 14.9)
68
3
Billboard abatement program w /county (Cl 14.11) CF
69
2
Sign regulations amendment (Cl 14.12)
Element Implementation
70
3
Five -Year Circulation Element update (Cl 15.10)
71
1
Transportation Work Program (Cl 15.12)
72
1
Transportation impact fee program (Cl 15.13)
73
2
Major project impact reporting requirements (Cl 15.15)
Attachrmemt�Z _ .
MEMORANDUM
January 10, 1994
To: John Dunn, City Administrative Officer
From: John E. Moss, Utilities Director 1
Subject: Implementation of General Plan Water and Wastewater Elements
Attached are lists of programs for implementation arising from the Water and Wastewater
Elements of the General Plan.
Water Element
The Water Element was recently revised and replaced with Chapter 2 of the Urban Water
Management Plan. Being made up of entirely policies, the attached listing of programs are those
necessary to directly support the various policy objectives. Several of the listed programs are
components of existing operating programs. Several other required programs, while listed
separately, will only be satisfied through the development of additional water supplies (i.e.
Salinas Reservoir Expansion, Nacimiento Pipeline, Water Reuse). Each of the water supply
projects currently being pursued require a significant work effort as they are highly
controversial, require substantial interagency coordination, and are very complex.
Wastewater Element
The Wastewater Element has not been revised since 1987. As such, the work program listing
associated with this element is dated and limited in scope. Still, review of this element shows
the workload associated with implementation of the policies contained therein is significant. As
with some of the policies contained in the Water Element, one of the programs (item 2) is being
accomplished by an existing operating program. Having completed adoption of the Water
Management Plan in 1994, Utilities will be focusing on revision and adoption of an updated
Wastewater Management Plan in 1995 and subsequent revision of the Wastewater Element of
the General Plan.
Nearly all of the programs provided in the attached listings have been assigned a priority of one.
This priority ranking is driven by either previous Council policy, inclusion as a Major City
Goal, or State and Federal mandate. Those listed programs given a priority ranking of two or
three are programs in which we do not anticipate any significant activity over the two year
financial planning period, or, are fully implemented under an existing operating program.
The two listings provided here make up only a small, yet significant, component of Utilities
overall work program. Our various operating programs provide the bulk of the department's
workload on an ongoing basis.
1-4r
URBAN WATER MANAGEMENT PLAN WORK PROGRAM GOALS &
PROJECT LISTING
Item
Priority
URBAN WATER MANAGEMENT
Resource Required
PLAN/TASK DESCRIPTION
(Person Years)
FY 95/96
FY 96/97
1
1
Annual implementation report (UWMP
.05
.05
section L2)
2
3
Monitor & evaluate Safe Annual Yield
---
--
projections (L WMP section 2.1.1)
3
1
Ma)dmize groundwater production (UWMP
.1
.1
section 2.13)
4
1
Monitor groundwater levels at well sites
.03
.03
(UWMP section 2.13)
5
1
Implement water efficiency programs to
L25
L25
maintain per capita water use at or below 145
gallons per person per day (UWMP section
2.2.1)
6
3*
implement short -term mandatory measures
—
.1
when water supplies are projected to last
three years or less (UWMP section 222)
7
2
Project separate potable and non - potable
.01
.01
water requirements for the City (UWMP
section 23.1)
8
1
Monitor the per capita water use rate within
.03
.03
the City and revise if warranted (UWMP
section 232)
9
1
Evaluate and project overall water demand
See #1
See #1
for the City (UWMP section 233)
10
1
Calculate present water demand (UWMP
See #1
See #1
section 23.4)
11
1
Establishment and accounting for a 2,000
See #13
See #13
acre -foot reliability reserve (UWMP section
24)
• Short -term mandatory measures will require revisions. in 1996/97 to provide updated
implementation strategies.
1 -G<v
12
1
Development of 500 acre -feet of safe annual
See #13
See #13
yield to account for siltation in the City's
reservoirs (UWMP section 2.5)
13
1
Development of additional water supplies to
2.0
2.0
meet projected water demand at build -out
(UWMP section 2.6.1)
14
1
Evaluate the impacts (i.e. environmental,
See #13
See #13
economic, reliability) of any supplemental
water project (UWMP section 2.6.2)
15
1
Evaluation of water impact fees (UWMP
Finance
Finance
section 2.63)
Department
Department
16
2
Allocate additional Safe Annual Yield as new
CDD
CDD
water supplies are obtained (UWMP section
2.81)
17
2
Calculate and assign Safe Annual Yield
CDD
CDD
(SAY) which exceeds present water use to
new development consistent with the General
Plan (UWMP section 2.82 (A))
18
2
Calculate and assign Safe Annual Yield
CDD
CDD
beyond that needed to balance the City's
water supply to the reliability reserve, siltation
and new development (UWMP section 2.8.2
(B))
19.
1
Monitor toilet and showerhead retrofitting
See #5
See #5
within the City (UWMP section 2.82 (C))
20
1
Calculate and verify retrofit offsets when
CDD &
CDD &
there is no Safe Annual Yield to allocate
See #5
See #5
(UWMP section 2.9.1 (A))
21
3
Determine the effect of private wells in new
.01
.01
development on existing City wells (UWMP
section 29.1 (B))
22
3
Evaluate and update required allocation and
.01
.01
offset credits for new development (UWMP
section 2.92)
23
3
Calculate the water fixture retrofit savings
---
—
potential for infill and intensification
development (UWMP section 2.83)
24
2p
Account for reclaimed water use as a non-
.02
.1
potable supply (UWMP section 2.8.4 &
2.103)
a Activity expected to increase as reclaimed water program develops.
/,67
7
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WASTEWATER MANAGEMENT ELEMENT WORK PROGRAM GOALS &
PROJECT LISTING
Item
Priority
WASTEWATER ELEMENT /
Resources Required
TASK DESCRIPTION
(Person Years)
FY 95/96
FY 96/97
1
1•
Development of a cost effective
S
.2
program to minimise inflow &
infiltration into the system (WW
pram 2.1)
2
1•0
Update and enforce standards for
2.0
2.0
the quality of wastewater discharged
to the system (WW program 2.2)
3
1
Evaluate the potential for the
.02
.02
wastewater flows of a proposed
project to the exceed the rapacity of
the system (WW program 23)
4
1
Pursue disposal methods which
S (see #13
S (see #13
provide for further beneficial use of
water)
water)
wastewater (WW policy 2.4)
5
1
Revise the schedule of charges for
Finance
Finance
wastewater service (WW program
Department
Department
3.1)
TOTAL RESOURCES REQUIRED 1 3.02 2.72
• -Pilot study development and implementation 1995/96
- Review and Analysis, ongoing program development 1996/97
•• - Ongoing pretreatment program
-(9
Ai =ENDA
DATE ITEM #
SAN LUIS ORIS" 8uslium COAL ON
Sea Luis Obispo Chamber of. Commerce ,
San Luis Obispo Ysopertp owners Association
San Luis Obispo Association of Realtors
Business Zmprwemeat Association
sanafactasare and Distributors Association
Bn;, industry Association of the central 0 MINGIL
❑ D DIR
101 2 S; 1995
DIR
P. O. Box 12924•, San Luis Obispo,CA 9 �%I`CAO
❑ FIRE CHIEF
CITY%LEFAK (805)541-7667 [88�TTORNEY
❑ PW DIR "
SAN' LUIS r3R1!:Z �n r. �, ® CLERIGOi G
❑ POLICE CHI
❑• MOMi TEAM
❑ REC DIR
January 20, 1995 ❑ R DFILE
❑ UTIL DIR
l
❑ PERS DIR
Mayor Settle and Members of the City Council
990 Palm street
San Luis Obispo. CA 93401
Mayor settle and Members of the City Council:
The San Luis Obispo Business Coalition wishes to applaud and
offer
its support for the continued funding of the Economic Development
Program of the City. our membership worked many years to secure
the
cur -rent level of support for this Program and we are pleased with
the
progress to date. Accordingly, we support the continued funding
of the
half -time Assistant City Manager's position to administer this program.
The Coalition further supports a proactive business recruitment
element of the Economic Development Program. we believe a targeted
business recruitment program can be developed within the context of the
present level of funding. To assist in this goal, the Coalition is
willing to offer substantial human resources. we are also considering
creating a private sector recruitment committee, within or in addition
to the Red Team proposed as part of your Economic Development Program.
such a private sector committee would coordinate its activities closely
with your administrative staff, in order to make such efforts consistent
with council policies.
we appreciate your continued support of the Economic Development
Program and look forward to participation in the Program wherever
possible.
Bill Tho_ma, President Pam Copeland, President
San Luis Obispo Chamber Business Improvement Association
of commerce
u
e� 1� a
Dan Lloyd, President
Building Industry Association
of the Central Coast
John Belsher, President
San Luis Obispo Property owners
Association
Don Hubbard, President
San Luis Obispo Association of
Realtors
Maggie Cox, Executive Director
Manufacturers and Distributors
Association
li6�ele�
MEETING AGENDA
I i -21450 ITEM #
189 San Jose Court, San Luis Obispo, CA 93405 (805) 544 -3399 1 9,16uary 1995
MEMORANDUM IZIp U�► CIL rD DIR
(pl�R(ORNEY FlN DIR
TO: Honorable Members of the San Luis Obispo City Council ❑ FIRE CHIEF
IC E(PW DIR
FROM: Dr. Richard J. Krejsa, LERKADRIG ❑ POUCE CHI
Public Citizen 0 MG TEAM ❑ REC DIR
❑ C D ILE 0 UTIL DIR
SUBJECT: Comments of the "Budget Workshop" Process, and 0 PERSDIR
A Vision of a Sustainable Future for SLO
® On10 January 1995, 1 addressed your Honorable Council regarding the process by which
the forthcoming "Budget Workshop" has been planned. Then, I was concerned about two points:
UJ Wig. ...
T ZT 1. that advisory bodies and the public at large had not been given sufficient notification.
'% v° and /or given deadrines for getting written input to Council before the workshop on 21 January;
Q E5_. 2. that a "vision of San Luis Obispo in 5-10 years" is really not a vision but a short-
term planning period. I suggested that, alternatively, you might better measure your "vision" of
the City in terms of what you want to see accomplished in SLO during: a) your remaining term
in office; b) your remaining lifetime; c) your great -great grandchildren's lifetime.
After further examination of the recommended goal- setting process (Exhibits C, C -1 -4,
Agenda Item 1 -34> I -46, 10 January 1995), 1 believe more strongly that the process is flawed
in terms of public input and Council's opportunity to incorportate that input into its vision.
As a former local public official, twice elected to 4 -year terms in office, I believe that
public input is, or should be, the most important aspect of public policy making in a democratic
society. In the situation at hand, Council Members have been primed by the CAO and Staff to
consider their "own" visions, hopes, and goals in context of the visions, hopes and goals of the
City Administration. Having thus been "pre- conditioned" to these views (e.g., the CAD's
Discussion on General Economic Outlook, Agenda Item 1 -1> 1 -16, 10 January 1995; and
Budget Principles and Values for 1995 -97, Exhibit D, 10 January 1995 ), members are
advised to go home and "summarize your vision" so that it can be given to the CAO's office by
5:00 p.m, Thursday, January 19, and put on a transparency by staff for the workshop.
In the one -day available for printing this material, written input by the Council
Members, and that by advisory bodies, etc., is not likely to be seen by anyone but staff until just
before the public workshop. Assuming that a member invests the time necessary to carry out
this exercise of vision- seeking, how are the members of the council to treat 1- minute public
input statements when their own visions, pre - conditioned by the CAO and staff, are already
committed to paper? Isn't this co-opting the voice of the people? Is this a truly democratic way
of treating public input? Doesn't the staff have the cart before the horse?
I believe that a true visions, hopes, and goals workshop would involve a public workshop
meeting seeking public input, and that of city advisory bodies, etc., first. The Council Members
could then take that input, think about it over the next week or so, tempering their own visions,
goals and hopes accordingly, and then present their final view to the public at a regular meeting
of the Council. At that time; the Staff could make its input of "reality" known to all, and we could
then follow the facilitator's program for setting priorities from that point.
In an attempt to give you some idea of my own vision for our City, I enclose a copy of a
recent Green View article entitled "Local Community the Key to a Sustainable Future" which
appeared in the Telegram- Tribune on 5 January 1995. Thank your for reading this input.
Comment
Local community the key to a sustainable tuture
Dr. Richard J. Kreisa
For much of the past year the
Environmental Quality Task Force
(EQTF) has attempted to advise the
San Luis Obispo City Council on how
best to plan a sustainable future for
the city.
By sustainable we mean a future
where the carrying capacities o[ the
ecologival` ecoaomiS and soda) sys-
tems are tot exceeded a future
where we live within our means
A major premise of this view of a
sustainable future is that the beauty
of our city is based on the surround-
ing natural environment, specifically,
within the San Luis Obispo Creek
watershed A sustainable economics
is based on a respect for the ecologi-
cal principles that sustain the natural
resources within that basin. Without a
sustained resource base, a market
economy will eventually fad
Another premise is that a sustaina-
ble, functioning and caring society is
based on functioning, caring com-
munities which, in turn, are based an
functioning, caring families. Without
this social economy, a market econo-
my will also fail (as it is now doing in
many places):
I envision a future where citizens
can obtain the necessities of life
through sustainable livelihoods,
which support the life of the entire
local community rather than through
jobs, which support a market econo-
my only for those lucky enough to
have ajob.
Yet another premise is that a
market economy, will exist sustainably
where capital and ownership is local
and most production is carried out by
small enterprises
One thing I learned as a county
supervisor is that a dollar spent in a
local business is spent seven times
over before it leaves the county. Thus,
whenever possible, shopping at estab-
lishments where profits do not leave
the area immediately for corporate
headquarters outside the county
should be encouraged
I specifically choose to patronize
Linnaea's coffee house over Star.
buck's, the Palm Theater over the
Fremont, Upper Crust Pizza over
Domino's, Scolari's over Lucky Phoe.
nix Bookstore or Leon's over Barnes
and Noble.
In order to maximize the impact of
my medical dollar within the county
when I had surgery in early Decem-
ber, I consciously chose publicly
owned General Hospital rather than
externallyowned French or Sierra
Vista. While there are situations
. where one doesn't have such an
option, I believe that making this
choice as often as possible in favor of
local businesses enhances the
strength of our local economy.
The premises above have not been
respected by so- called free -trade
economies which, based as they are
on the need to grow infinitely, have
not lived within their means and
cannot be sustained in aworld of
finite resources.
Within this context, recent cover
age by Telegram- Tribune economic
Green view
I envision a future where citizens can obtain
the necessities of life through sustainable
livelihoods, which support the life of the entire
local community rather than through jobs,
which support a market economy only for
those lucky enough to have a job.
columnists (Dick Nock Dec. 2; Dave
Eddy, Dec. 3) provided no enlightened
views regarding the important issue
of the General Agreement on Tariffs
and Trade (GATT).
Mr. Eddy's survey quoted an anon-
ymous county businessperson as say-
ing: No one knows what the devil is
going on. Nock relied on an op-ed
piece, by former Bush administration
insiders, in the Washington Times.
Among other misinformation, he
claimed that GATT: 1) is the result of
eight years of bipartisan efforts under
... three presidents; 2) is in the best
economic interests of the American
people and our world trading part-
ners.
Based on a lifetime teaching about
natural resources, an eight -year ca -.
reer in local politics, and professional
study of world hunger and poverty, let
me try to explain why I disagree!
GATT came into existence, along
with the International Monetary Fund
(IMF) and the World Bank (WB), as a
result of the Bretton Woods (NR)
Conference in July 1944. Every US.
president since has had some role in
it These three International financial
institutions aF[s) were to organize
the world economy so that goods and
capital (but not people) can move
freely across borders anywhere. Mon-
ey, not people, is the basis of their
concern
On the unfounded assumption that
such international competition is
good for everyone, the HIS create
and maintain rules for a global
economy that are biased in favor of
large transuational corporations and
developed nations, and against the
interests of most of the world's
people.
Following the end of the colonial
era, many newly independent nations
took 6ut IFI- funded loans With the
quadrupling of petroleum prices that
followed the Arab oil embargo of 1973-
74, malty countries could no longer
afford to pay for both their energy
needs and their debts and thus were
in danger of defaulting on their loan
payments.
IMF and WB loans are risk -free for
the lender and the IM bias works in a
subtle but influential way. A country
in danger of defaulting is not allowed
to declare bankruptcy for to do so
would threaten the stability of inter-
national lending agencies Instead of
forgiving the loan, the lending agency
renegotiates it using so- called struc-
tural adjustment programs (SAPS).
These are tough conditions forced on
a country by the lending agency as
part tithe cost of refinancing.
This allows the lender to continue
to receive its high guaranteed interest
rate (at least 10 percent for IMF
loans) while the debtor nation contin-
ues to go more deeply into debt! The
doubling of total Third World debt
from $751 billion, 411 1981, to $1,355
billion, in 1990, is partly due to such
renegotiations. This is where the
GATT philosophy enters the equation.
SAPS set up a debtor country for
the global economy envisioned by the
GATT.
First, public industries are priva-
tized and sold either to local elites or
to transnational corporations (as Is
happening in Mexico today). There is
a net loss ofjobs and benefits. Social,
educational, and health programs are
reduced or eliminated next, leading to
more impoverishment of those who
can least afford it (notice the'similari-
ty with recent events in Orange
County!).
Finally, an export- driven economy,
based an unregulated resource ex-
traction (with its resulting environ-
mental destruction), is emphasized as
the way to enter into the promised
land, that is, the global economy. In
order to start up, local businesses
must take out loans either from local
elites or through IFI agencies. In
order to compete with established
producers, however, they also must
enforce low -wage policies, ignore
environmental and ecological con-
straints, and ship most, if not 4 of
their profits abroad.
In addition to destruction of the
local resource base, this destroys the
local economy because a growing
number of workers cannot earn
enough to buy the products they
produce. It also prevents the develop-
ment of capital resources among the
poor while further enriching the
powerful elites or the wealthy trans -
nationals.
Through the use of SAPS, and with
goods and capital flowing freely
across national borders via terms of
the GATT, a debtor government has
fewer options to manage its own
national economy. Once SAPS are
enforced, the IF7s, in effect, take over
the management of a country's public
debt and payments are now wrung
directly by increased taxation of a
limited middle class or, more often, by
withdrawal of essential services from
the poor. As a result, the IMF and the
WB now take more money out of the
Third World than they provide in new
loans, Le, there is a net flow of capital
from the poor nations to the rich
nations The guaranteed continuance
of this cash now is what NAFTA and
GATT are all about
Mr. Nock claims that GATT Pro-
motes free trade without spending a
dollar of U.S. taxpayer money and it
will bring additional revenues to the
Treasury without raising taxes on
Americans.
How naive! The United States is the
largest single cash contributor in
support of both the IMF and the WB.
The Central Intelligence Agency, the
U.S. Secretaries and Departments of
Agriculture, Commerce, and State,
the US. Trade Representative, mem-
bers of Congress, congressional com-
mittees, and literally thousands of tax -
supported staff workers are involved
in fashioning and supporting these
policies. Just this week the United
States has had to send $9 billion
across the border to help rescue the
devalued post -NAFTA Mexican peso.
A free ride for the U.S. taxpayer? Not
during your lifetime, Mr. Nock
Those who find a complete explana-
tion for human experience in the
narrow discipline of market econom-
ics will, like NocKblindly applaud the
GATT. However, being organized
toward short-term profits, plundering
of natural resources, and few local
commitments to people or place, the
economic growth model offered by
GATT, or its regional counterpart
NAFTA, is leading us toward a non -
sustainable global market rather than
a sustainable global community.
Again, look at Mexico.
Those who favor a global economy
must realize that infinite growth is not
sustainable. Where will future inter-
national corporations practice free
trade when all the resources of the
Third World nations are fully exploit-
ed by GATT- sponsored export poli-
cies that direct them toward con-
sumption in the first world?
What is needed is less consump-
tion, less competition for limited
environmental resources, and an eco-
nomfc growth philosophy that will
sustain the future for all nations and
all peoples, notjust those of privilege.
Here in San Luis Obispo, then, a
view for a San Luis Obispo sustaina-
ble future would envision a caring,
functioning society that respects its
natural resource base as natural
capital not to be wasted, and wherein
city and county plans would favor
more locally owned. home -grown
businesses over outside - controlled
corporations.
By various incentives, the political
leaders of such a society would
encourage businesses whose bottom -
line, self - interest depends not only on
their ability to meet the social.
cultural, environmental, and econom-
ic needs of the local citizenry, but also
on their shared responsibility to help
keep local livelihoods and resources
sustainable.
On Saturday, Jan. .21, at 9 a.m., the
City Council will meet to set goals for
budget priorities in the next fiscal
year. At least two philosophies of
growth are competing for favor in
their goal setting. One is that of the
Chamber of Commerce which, de.
spite its support for managed growth,
is simply a slower version of non -
sustainable economics. Alternately,
the Environmental Quality Task
Force supports sustainable growth
Do City Council members understand
the difference?
Which growth model do you believe
they should incorporate into future
city plans? Tell them.
a ,.
Richard J. Krejsa is a member of
the San Luis Obispo Environmental
Quality Task Force and professor
emeritus at Cal Poly. .
January 17, 1995
Mayor Allen Settle
City Hall
990 Palm Street
San Luis Obispo, CA 93401
Dear Mayor Settle:
JEFF WAGNER
216 Chorro Street
San Luis Obispo, G9 93405
MEETING AGENDA
. . E 121- 250-0 ITEM #
COUNCIL
I�DD DIR
J
�FlN DIR
aCAO
❑ FIRE CHIEF
ATTORNEY
WOW DIR
lVill- IXIMGI
0 POLICE CHF
❑ MGWr TEAM
❑ REC DIR
❑ C R D FILE
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❑ UTIL DIR
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O PERS DIR
This Saturday, the Council will begin considering the city's 2 -year budget funding
priorities. I urge you to give high priority to Neighborhood Traffic Management
projects.
Public comment during the General Plan adoption hearings was clear: we
residents do not want our neighborhoods degraded by high volumes of traffic.
Our safety, quality of life, and enjoyment of our homes suffer when our
neighborhoods are invaded by motor vehicles.
Many of us are subjected to traffic volumes never anticipated when our
neighborhoods were built. Development has radiated outward from the
downtown core like ripples in a pond, sending traffic from newer homes through
older neighborhoods to get downtown. Likewise, drivers from other cities pass
through our neighborhoods to get to jobs or shopping with predictable negative
results.
Over the past six years I have experienced an increase in traffic volume, speed, and
noise past my home. As traffic has forced out families that maintained their homes,
it has drawn landlords who don't paint, renters who park on lawns, and higher
density living that has brought increased litter, vandalism, and crime. Make no
mistake: traffic destroys neighborhoods.
We all agree that people must be able to travel from point to point for a city to
function. However, non - neighborhood traffic must be discouraged from speeding
past our homes, and encouraged to travel arterial streets designed for high - volume
traffic.
In the absence of funding for measures that will direct drivers out of the
neighborhoods, traffic will continue to worsen on the streets that are convenient
for the non -local drivers, at the expense of those who live in the neighborhoods.
I urge you to provide meaningful funding for Neighborhood Traffic Management
projects.
Yours truly,
RECEIVED
•JAIL!1uM -n
CITY COUNCIL
'ZAN i I n° 08";P0. rn
Mayor Allen Settle WAJP
990 Palm Street EY
San Luis Obispo, CA 93401 o cL a M AM
❑, I
Dear Mr. Settle, �
MEETING ,
,TE ''� ITEM #
: 'FDD DIR
FlN DIR
❑ PM CHIEF
PW DIR
O POLICE CHI
❑ REC DIR
❑ UTIL DIR
O PERS DIR
Jan. 17 1995
I am writing to offer my suggestions for the City Council's
consideration during the goal setting effort this Saturday. Some
Chorro residents plan to attend, but a letter we received from John
Dunn stated that written input prior to the meeting is preferred. I
understand that time will be limited on Saturday.
I am asking you to give a high priority to Neighborhood Traffic
Management programs. The Council has been very supportive so
far. I hope we will continue to see efforts aimed at keep_ ing our
City's neighborhoods safe and desirable.
When cars are allowed to "take over" a neighborhood, the effects
are undesirable. People stop using (and maintaining) their front
yards, children can't safely explore their neighborhood, neighbors
don't even know each other, families often move out, and students
move in. The resulting increases in density can contribute to other
problems. I feel that the programs outlined in the Circulation
Element of the General Plan offer some solutions for our City's
neighborhoods. Best of all, the residents are encouraged to
participate. People tend to support what they help create.
By making room in the budget for Neighborhood Traffic
Management programs, the City Council could make a lasting
positive effect on our neighborhoods.
Sincerely,,
arol Tangeman�J� RECEIVEr)
Carol and Marry Tangeman >' JAN 1 ') jy95
806 Murray Avenue
San Luis Obispo, CA 93405
CITY COUNCIL
SAN I.IIoc ORtgPO. CA
F'L AGENDA
DATE _ `L-9r (ITEM #
January 16; 1995
To: SLO City Council
From: Penny Rappa
Re: 1995=1997 Budget
I wish you well as you beg_ in the budget process. From my past involvement, I offer
the following thoughts:
.1. Bepro- active with our new legislators. Time spent today familiarizing them
with our needs, could ward off problems tomorrow. Closely monitor the activities
of both the Board of Supervisors and CSAC;
2. High priority should be given to stabilizing and increasing "base -level jobs ". If
you sincerely see SLO as dependent on _regional interests, then become a catalyst
for positive change. Tax revenues rely on purchasing_ power which comes from a
`°spendable" income;
3. The General Plan is a living document. Be realistic about how much can be
accomplished in the next two years: In reviewing the list from CDD, perhaps the
Council should consider consolidating and prioritizing_ by group ie; Neighborhood
Enhancement, Affordable Housing, Open Space, etc. In addition, can some of
these tasks be done by other agencies or organizations? Are you duplicating
another's work program ?;
4. You.have a very competent staff. I encourage you set the priorities and let them
count the pencils.
a m '2 r!- 1995
CITY CLERK.
SAN LUIS Oaicen, CA
Ef COUNCIL
❑CDD DIR
VCAO
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❑ FIRE CHIEF
ATTORNEY
❑ PW DIR
E(CLOMMG
❑ POUCE CHF
• MGMr TEAM
❑ REC DIR
❑/C D FILE
❑ UTIL DIR
DI -
O PERS DIR '
January 16, 1995
To: City Council
From: Penny Rappa
Re: Economic Development
I would encourage the Council to be pro - active in improving the local economy.
Action is much more important than whatever it is called. One suggestion to use as
a baseline for any decisions may be to review your own personal situation and
goals.
1. Is my family income from a local business? If government related, could cut
backs effect our combined incomes?
2. After paying all necessary bills, what do I do with what is left?
3. Are there rewards other than money that I receive from my employment?
I offer the following comments regarding the four categories listed in the staff
report:
CHANGING PERCEPTIONS
Somehow I would encourage the Council to come together on this issue. A strong
message is essential. The news media may be the best tool available.
STRENGTHENING THE LOCAL COMMUNICATION NETWORK
I have found personal contacts work the best. Seek opportunities to meet with
other local elected officials, listen to what they are doing and encourage co-
operation. The business visitation program is an excellent approach to "network"
with the private sector. When a tourism related program is presented, a council
representative should attend discussions at other jurisdictions. It appears from the
list of members, the Countywide Economic Advisory Committee could use some
geographic diversity. I would suggest the Council request a meeting schedule from
the EAC and attend as an observer. Also copy all correspondence to other
jurisdictions that are not represented.
1
J
IMPROVINGaCUSTOM RnSERFVICE
• I
:.Anyone whoNcomes�before tfie Council is-y" customer.` It can be a confusing and
uitmudatmg�process. Encouragmg,publicl p cipahon and offering assistance
ma&e lfor'good ,customer
n
J'PROVIDING CITI' FINANCIAL ASSISIrANCE'
ihi
s particular'area will most likely result.n the most discussion If the outcome of
the assistance (direct or indirect) can helpb to stabilize or,enhance the economy, I
would! encourage f ifthdt oongide atio}n
Finally,aIVoWd a".bjb encoorage the Council to �glve;senous Consideration to a '+ r 11
very "s lective" recniitment fo> new businesses., Perliaps .the UCSB Forcast. F'
r
Program has information available as fo what constitute §, a "base4evel'salary" for
ourarea Th s'would allow the community to plan for the fi ture;. Companies that
;pay good salaries, are seeking a stable,, educated work foice and have some .growth
potenhalwould hopefully be hkelytargets'�ti` 'f '`t ` .
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