HomeMy WebLinkAbout04/11/1995, - MONTEREY COUNTY WATER RESOURCES STRATEGIC PLAN & COUNCIL GOALS MONTEREY COUI\TTY
WATER RESOURCES AGENCY
STRATEGIC PLANNING RETREAT
December 5, 1994
Marilyn Snider, Facilitator — Snider and Associates (510) 531-2904
Leslie Salmon, Recorder — Quorum Communications (510) 339-2860
.1101VTa'REY COWTY WATER RESOURCES AGENCY
STRATEGIC PLAN
MCWRA NIISSION/PURPOSE STATEMENT
MUNi'E REY COUNTY WAIEER RESOURCES AGENCY YROViDES FLOOD CONTROL
AND VAANAGES, PROTECTS, AND ENHANCES THE QUANTITY AND QUALITY OF
WATER FOR PRESENT .AND FUTURE GENERATIONS OF MONTEREY COUNTY.
r.
M"VHA VISION S'I'A'I'tyEKEI T
MONTEREY COUNTY WA.TERRF.,SOUR.CES AGENCY'S VISION IS TO BE RECOGNIZED
AS THE LEADER IN EFFICIENT,INNOVATIVE,AND EQUITABLE WATER RESOURCES
MANAGEMENT.
TblRF' .-VI+ &R GOALS
(1995-1997)
COMPLETE- THE ENVIRONMENTAL IMPACT REPORT (EIR) AND Bl-,CAN
Ii,IPLEMENTATION OF THE SALINAS VALLEY BASIN MANAGEMENT PLAN (BMP)
COMPLETE CONSTRUCTION OF CASTROVILLE SEAWATER INTRUSION PROJECT
(CSIP) AND SALINAS VALLEY RECLAMATION PROJECT (SVRP)
IMPROVE AGENCY CAPABILITY AND EFFICIENCY AND PROVIDE SERVICE IN
MAINTENANCE'AND OPERATION, DATA MIANAGEMENT, WATER CONSERVATION,
AND rLOOD PLAIN MANAGEMEN?
IMPROVE AGENCY MORALE AND CREATE AND MAINTAIN A POSITIVE
RELATIONSHIP AMONG EMPLOYEES, MANAGEMENT,BOARD OF DIRECTORS, AND
THB PUBLIC
BUILD CONSENSUS ON WATER RESOURCES ISSUES AMONG AGRICULTURAL,
URBAN, RECREATIONAL, AND ENVIRONMENTAL INTERESTS
SIX-MONTH OBJECTIVES FOR THE THREE-YEAR MCWRA GOALS
Three-Year Goal: COMPLETE THE ENVIRONMENTAL IMPACT REPORT(EIR)AND
BEGIN IMPLEMENTATION OF THE SALINAS VALLEY BASIN MANAGEMENT
PLAN (BMP)
Six Zonth Objectives:
1. By Dec. 15, 1994, the General Manager (GM) (Bill Hurst) will ask the State Water
Resources Control Board to determine by Feb. 1995, that the water transfer concept and
use of Ranney collectors are allowed under California law.
2. By Feb. 1, 1995, the Principal Hydrologist (Matt Zidar), working with the Planning
Committee, will identify the nitrate management components to be included in the
administrative draft EIR at a program level.
3. By Feb. 1, 1995, the Principal Hydrologist(U Win) and the Water Conservation Manager
(Deborah Shifflett) will identify conservation related elements to be included in the BMP.
4. By April 1995, the BMP Commitee will determine the. possibility of developing
additional surface water supply alternatives.
5. Dy-May 1995, the Chief Engineer (Lauran Howard) will ensure that EDAW, Inc.,
completes the administrative draft EIR for staff review.
Three-Fear Goal: COMPLETE CONSTRUCTION OF CASTROVILLE SEAWATER
INTRUSION PROJECT (CSIP) AND SALIVAS VALLEY RECLAMATION PROJECT
(SVRP)
Si 414onth Objectives:
1. By Dec. 1994, Senior Water Resources Engineer (Dan Barry) will complete the final
design for CSIP and SVRP including review by U.S. Bureau of Reclamation (USBR).
;.il+� t':
2. By January 1995, Board Member Granville Perkins and Assistant General Manager
(AGM) (Leo Laska) will facilitate the Board of Supervisors' and Monterey Regional
Water Pollution Control Agency (MRWPCA) Board's authorization of the Request for
Proposals to construct the CSIP and the SVRP.
3. By Feb. 1995, the Senior Water Resources Engineer (Dan Barry) will obtain all project
permits for CSIP and SVRP and have all rights-of-way recorded.
4. By April 1995, Board Member Bob Hunsickcr and AGM (Leo Laska) will have obtained
first-year financing for the CSIP and the SVRP.
5. By May 1995, the Board of Directors and AGM (Leo Laska) will facilitate the Board of ,
Supervisors and MRWPCA Board to award construction contracts for the CSIP and the
SVRP.
Three-Fear Goal: IMPROVE AGENCY CAPABILITY AND EFFICIENCY AND
PROVIDE SERVICE IN MAINTENANCE AND OPERATION, DATA MANAGEMENT,
WATER CONSERVATION, AND FLOOD PLAIN MANAGEMENT
Sia-Month Objectives:
1. By Dec. 31, 1994, the Board Finance Committee will define the process, schedule and
format for budget development.
2. Beginning in Dec. 1994 and monthly thereafter, the Administrative Services Officer
(ASO) (Dave Kinibrough) will provide budget status reports to the Staff and Board.
3. In January 1995, the GM (Bill Hurst) will implement a timed agenda for Board of
Directors' meetings.
4. By Feb. 1995, the Chief Engineer (Joe Madruga) will review, with the Planning
Committee, the Willow Control Program for the Salinas River to dctcrmine the
effectiveness of the program.
5. By Feb. 1995, the GM (Bill Hurst) and the ASO (Dave Kimbrough) will identify issues
and clarify procedures regarding purchasing and contracting.
6. By March 1, 1995, the Board of Directors will recommend to the Board of Su ervisors
a minimum of two of the most qualified candidates for General Manager.
7. By March 15, 1995, the GM (Bill Hurst) and the ASO (Dave Kimbrough) will establish
management and operations procedures for the accounting computes system.
8. By March 15, 1995, Principal Hydrologist (Matt Zidar) will submit management and
operations policies and procedures for the technical computer system to the
Persoanel/Administration Committee for consideration.
9. By June 1995, Principal Hydrologist (Matt Zidar) will complete implementation of the
currently planned data base management system and network.
10. By June 1995, the Chief Engineer (Joe Madruga) and the Associate Water Resources
Engineer (Owen Stewart), working with the Planning Couamittcc, will review the zones
related to drainage and flood control activities to determine the appropriateness of their
policies.
11. By June 1995, the Chief Engineer (Joe Madruga) and the Associate Water Resources
Engineer (Owen Stewart) will review the Salinas River flood plain maps and provide
farther analysis to assess the potential for flooding and damage. C o N C L v S/ b VS
12. By June 30, 1995, the Chief Engineer (Joe Madruga) and the Reservoir Operations
Committee will evaluate the rule curves and operations of San Antonio and Nacimiento
Reservoirs. (__,_ p i f A s1- t X P(,A J O
Three-Year Goal: IMPROVE AGENCY MORALE AND CREATE AND MAINTAIN A
POSITIVE RELATIONSHIP AMONG EMPLOYEES, MANAGEMENT, BOARD OF
DIRECTORS, AND THE PUBLIC
Six-Month Objectives:
1. By January 1995, the GM (Bill Hurst) will direct managers to institute staff meetings at
a rate of:
— General Staff: Twice a year
— Executive Management: Following each Board Meeting
Managers/Supervisors: Monthly
—Planning and Investigation Division Supervisors: Monthly
— Sections: Once every other month
2. By April 1995, the GM (Bill Hurst) and the ASO (Dave Kimbrough) will identify
personnel issues and recommend changes where needed and possible.
3. By April 1905, the GM (Bill Hurst) and the ASO (Dave Kimbrough) will identify issues
and establish priorities regarding training and employee evaluations.
4. By May 1995, the Board of Directors, upon recommendation of the Board Finance
Committee, will have decided on the appropriate office facility and make a
recommendation to the Board of Super-visors.
5. By May 1995, the GM (Bill Hurst) will review MCWRA career tracks and make
recommendations to the Board of Directors for improving career opportunities within the
MCWRA.
6. By May 1995, an Ad Hoc Code of Conduct Committee composed of Board members and
staff will meet and draft a Code of Conduct for Board and Staff.
7. By June 1995, the Board of Directors will make recommendations to the Board of
Supervisors regarding career track opportunities for the MCWRA.
8. By June 1995, the GM (Bill Hurst) and the ASO (Dave Kimbrough) will develop a
policies and procedures manual to include, but not be limited to, training, employee
evaluations, purchasing, contracts and personnel.
Three-Year Goal: BUILD CONSENSUS ON WATER RESOURCES ISSUES AMONG
THE AGRICULTURAL, URBAN RECREATIONAL, AND ENVIRONMENTAL
INTLRIESTS
Six-Month Objectives:
1. By January 1995, the ASO (Dave Kimbrough)will publish the MCWRA Annual Report.
2. By January 1995,the Planning Committee will resolve environmental issues of the Salinas
River Lagoon Management Plan.
3. By February 1995, the Principal Hydrologist (Matt Zidar) will update the Nitrate
Conditions Report for the period 1987 through 1993.
4. By February 1995, the Water Conservation Manager (Deborah Shifflett) will circulate
Nitrate videos on best management practices along with the Pipeline to the Board of
Directors, the Pipeline mailing list, and will show the nitrate video to MCWRA staff.
5. By February 1995, the Water Conservation Manager(Deborah Shifflett) and Hydrologist
(Danyal Kasapligil) will present a summary of Agricultural Conservation Practices at the
Irrigation Management Conference.
6. By March 1995, the Water Conservation Msnager (Deborah Shifflett), working with the
Agricultural Water Conservation Committee, Urban Water Conservation Committee, and
the Ad Hoc Committee on Water Conservation will recommend to the Board of Directors
a Drought Contingency Plan Indicator (drought triggering mechanism).
7. By March 1995, and periodically thereafter, MCWRA Board of Directors will hold Board
meetings in the southern part of the County.
8. By March 1995, the GM (Bill Hurst) through the MCWRA budget proeess will
recommend to the Board of Directors contracting with a Public Information Cbnsultant
in 1995-1996.
9. By April 1995, the Water Conservation Manager (Deborah Shifflett) will present 1993-
1994 Extraction Reporting information and 1995 Agricultural Water Coon Plan
information to the Board of Directors.
I
10. Ry May 1995,the Principal Hydrologist(Matt Zidar)will report to the Board of bircctors
on whether the Salinas Basin is one Basin and how it operates hydrologically.
11. By June 1995, the Principal Hydrologist(Matt Zidar) will submit the Phase I cor tractor's
final reports on the North County Water Resources Investigation (Groundwater
Management Plan) to the Board of Directors and the Board of Supervisors.
12. By June 1995, the Chief Engineer (Joe Madruga) and the Reservoir Operations
Committee, working with the Parks Department, will recommend operating ranges of the
reservoirs to the Board of Directors.
13. By June 1995, the Chief Engineer (Lauran Howard) will ensure that Public financial
Management, Inc., completes development of zones of benefit and cost allocation for the
BMP.
14. By June 1995, the Water Conservation Manager (Deborah Shifflett), Associate Water
Resources Engineer (Owen Stewart), and appropriate agencies and commit*s will
recommend a land use conversion and conservation policy relating to water to the Board
of Directors for future recommendation to the Board of Supervisors.
NEXT STEPS/FOLLOW-UP PROCESS
I
NVIIININ WHO WHAT
Dec. 12, 1994 BOD Review and adopt mission, vision, three-year
Bd. Mtg. goals, and six-month objectives
i
Monthly BOD/Mgmt. Review progress on goals and objectives aad
revise (amend, add and/or delete) objective
as needed (quick check-off
I
Jan. 1995 BOD & BOS Discuss the effectiveness of the governance
of the MCWRA by Directors and Board of
Supervisors
i
March 1995 BOD/Mgmt. Review progress on strategic plan and discuss
what's working and not working well (mid-
point check-up)
May 1995 BOD and Man- Review progress on goals and objectives
agers/Supervisors and set objectives for the next six months
Sept. 1, 1995 Matt Zidar Publish the Hydrological Annual Report and make
available for public distribution
:mjl
wp602\mcwrarec.125
TOTAL P.08
MEE]iivd AGENDA ,cauC
DATE Y-/e-XDTEM #
MEMORANDUM
TO: City Council
FROM: John Dn
DATE: April 6,
SUBJECT: Presentation of Council Goals
From the staff's perspective, and perhaps from yours, the last part of last Tuesday's City
Council meeting did not go well.
I am writing this note in the hope that our next discussion of Council goals goes much
better.
In order for this to happen, I think it is necessary to make explicit where the staff is coming
from and attempt to identify where some members of the City Council may be coming from.
If we have a better understanding and are .straightforward about our perspectives, the
chances of developing consensus and moving forward positively are improved.
The major part of my thinking is this: If we take the major unresolved dilemma of the City
Council's major goals (economic development and natural resource protection) into the
balance of the budgeting process, then we are going to create a very difficult situation for
all of us during and at the end of this process. I pledge my full efforts to avoid that
happening and hence this note.
The main background for the staff's reasoning lies in the City's recent history. In the Spring
of 1993, the City found ourselves in a disastrous financial situation. At that time, we were
overspending about $3 million per year, which, if continued, would have led to the
elimination of the $8 million general fund surplus in three years. The City took difficult but
courageous and decisive action to cut our expenditures/increase our revenue so that the $3
million annual deficit was deleted and, in the process, we eliminated 30 positions or almost
10% of the City's staff. Since that time,we have had to deal with the organizational impacts
of what we went through, including, in some areas, a chronic staff shortage in relation to
accomplishing the work of the City.
More recently, the general fund projection of revenues and expenditures for the next five
years indicates that, unless corrective action is taken, a similar but less severe situation is
building. Because of that situation, it is again necessary to cure overspending, to live within
our real revenues. In December I issued budget preparation instructions which commanded
staff to take a most frugal, conservative approach to the preparation of this year's
departmental budget submissions, virtually ordering them not to propose new positions
except in the most dire circumstances, when there is an unquestioned demonstration of
need.
More recently, we have gone through the Council Goal Setting exercise and, in my opinion,
produced an excellent set of City Council Goals, with the instruction being that we would
do what was necessary to achieve the City Council's "Major City Goals" and to address the
others as resources permit.
At this point, I will digress a bit "beneath the surface" and talk about what may be
underlying dynamics of Tuesday night's discussion. Several speakers in the audience, and
at least two Council members, used words and concepts such as balance, parity and, though
the term was not used, perceived fairness. It is clear that some in the environmental
community felt that the earlier creation of a half-time economic development function in
the CAD's Office have given that function credence and authority and legitimacy and
effectiveness. The perception is that addressing the environmental issues of City Hall do
not have the same attention, legitimacy, authority, effectiveness. I have heard from several
people, both citizens and Council members, that what is needed is a "balance" between the
two perspectives. In some peoples' minds, that translates to "fairness"which means that the
addition of a person on one area should cause the creation of a position in the other area.
In this view, the creation, or even the consideration, of a full-time economic development
director position would indicate that there should be an equivalent position added on the
other side of the ledger in order to maintain balance and perceived fairness, and to give full
consideration and equal priority to these two perspectives.
At this point, I won't address myself to the legitimacy of these perspectives or arguments;
as we sometimes say in the Office, "perception is reality".
My major point is that the issue is so real and important that it must be decided upfront in
order for the balance of the budget process to make sense and for the best decisions to
come out of that process.
So what are the questions that I'm asking of the City Council, and that I believe need
answering in the short term? One question is, should we continue the present one-half time
economic development program (retention), or should it be replaced with an expanded
economic development program with a full-time manager (adding attraction)? The other
question is should the City continue addressing our environmental/natural resource concerns
by the present method of having several people in different departments address these issues
in a decentralized fashion, or is there now a need to create a strengthened focus and
attention on these issues by more concentration and centralization, with the designation of
one or more additional staff persons?
These two basic policy questions can only be answered by the City Council; whatever policy
guidance and decision the City Council provides to us, I will work to ensure full and faithful
implementation.
Now, let's discuss some of the specifics. There are two clear-cut economic development
choices before you, both written up in the Major City Goals section. City staff, perhaps
meaning Ken and I, see the advantages and disadvantages of both approaches; it is entirely
up to the City Council to select that approach which you believe is in the long-term best
interests of the City of San Luis Obispo.
On the environmental resource management side, if we were to have a new position, then
what should be the primary focus of the duties of that position and it's title, to whom should
this position report, with the Community Development Department and the CAO's Office
being the primary candidates. My belief, all things considered, is that if we add one or more
positions, it should be one position, perhaps a Natural Resource Manager, that would
combine the natural resource management (including biological investigation) and open
space implementation responsibilities.
In summary, I believe that it is necessary for the City Council to provide decisive policy
direction in these two major policy areas in order for the balance of the goal setting exercise
and the budget preparation to be handled on a rational and positive basis.
If the Council does choose to intensify the City's efforts in either of these two areas, then
we will have to deal with the additional costs. Those might lead us to take a more
aggressive stance on the forthcoming user fee issue, to increase our revenues, and/or it
might mean reductions,holding the line, or holding down proposed expansion in other areas,
with the Management Information System Master Plan being the most recently discussed
example.
During last night's City Council meeting, a member of the audience made some charges
about the motivations and honesty of the staff. I know about the motivations of the staff;
and they are honorable and largely flow from the financial environment previously described
(see Attachment 1).
Let us work together to elevate the line of public discourse, and not allow it to degenerate
or coarsen. This we can do by explicitly addressing our needs and wants, the underlying
assumption and perceptions, and the respective merits of the suggestions.
Attached is a letter from Paul LeSage and John Mandeville regarding some ideas on open
space preservation (Attachment 2).
My major point is that affixing labels or name-calling, ascribing qualities to others'
motivations, and the like will produce a negative problem-solving and decision-making
environment, and will not provide the best decisions. These decisions must be based upon
your perceptions of what will provide the greatest benefit for the majority of our citizens.
MEMORANDUM from the Parks And Recreation Department
April 5, 1995
To: John Dunn; City Administrative Officer
From: Paul LeSage, Parks and Recreation Director
Subject: Open Space Program/Environmental Protection Plan
Based upon the Council Meeting of April 4, I am proposing an
alternate approach to addressing the environmental objectives in
the Council's goals plan.
First, I wish to comment on the perception that nothing has been
done to preserve open space over the last year. Since the passage
of the Open Space Element in January of 1994 (which in my opinion
is where the clock starts running on the Open Space Program) , the
City has:
acquired the 126 acre Ferrini open space
acquired the 8 acre "Let it Be" Nature Preserve
participated with the Morro's Advisory Committee of the
San Luis Obispo County Parks Department
established land owner contacts in the greenbelt area
entered into an agreement with the Cal Poly Landscape
Architecture Department to map the greenbelt
entered into an agreement with the Land Conservancy
to prioritize open space acquisitions
participated in a Sierra Club sponsored project to
establish a single trail on Bishop's Peak in order
to restore damaged habitat
began discussions with the County Historical Society
to preserve the Black Adobe
prepared a plan to restore habitat on the San Luis
Creek and develop a Linear Open Space
adopted the framework for a transfer of Development
Credits Program in the city
ATTACHMENT 2
OPEN SPACE PROGRAM/ENVIRONMENTAL PROTECTION Page 2
worked with the County Transfer of Development
Credits Technical Advisory Committee (TDCTAC) and
received Board of Supervisors' 'approval for county
funding of a demonstration program using the Margarita
Area
adopted revised Open Space Dedication Requirements for
developments effecting areas adjacent . to the urban
reserve line
acquired Open Space in-lieu fees for the TK Annexation
actively advocated for inclusion of open space
preservation in projects now being processed in the
greenbelt area
conducted a community open space financing forum at
which several funding options including a real
estate transfer fee were proposed
initiated discussions on the formation of an Open
Space Funding Citizens Advisory Committee
prepared a strategy to secure long term open space
funding
developed a process for ending the grazing lease at
Laguna Lake Nature park
In general, staff has been working towards accomplishing the EQTF
Open Space goals. Staff merely disagrees with the implementation
strategy. Unfortunately, this is viewed as a sinister plot to
undermine environmental protection, rather than disagreement among
reasonable people. It was expressed at the April 4th Council
Meeting that permanent staff would be a more effective method of
implementing the Open Space Program. Staff considered this
approach along with other EQTF recommendations, but still believe
that a contract with a local land trust is cost effective and
accomplishes more. For example, most open space preservation
strategies will require voluntary participation of land owners in
the green belt. Many of these individuals do not trust the city.
Using a land trust as our agent is proving to be an effective way
to open dialog with land owners and building a relationship.
Extract from Bill Statler's Memo to John Dunn on the Council Goals Work Program
• Staffing recommendations. Given our current fiscal environment - which has not
changed since we forecasted in January a $300,000 annual deficit for 1995-97
increasing to $900,000 annually within the next four years - we purposely tried to
craft programs that would accomplish what we honestly believed were the Council's
intent in a fiscally conservative fashion. By definition, this means limiting increases
in regular staffing. In only one instance did the work programs reflect an increase
in regular staffing, and this was done in response to specific Council direction on
March 7 to do so.
It is important for the Council to appreciate that this commitment to fiscal
conservatism was the basis for our work program and staffing recommendations, not
a desire to undermine the Council's goals. If a Council majority wants to more
aggressively pursue any of the initiatives reflected in the work programs - and
allocate the resources necessary to do so - the staff will faithfully carry-out the
Council's intent.
ATTACHMENT 1
MEETING g�AGENDA Environmental Center
DATE.� _ITEM # 67 osos street,SLO5.54 .1771
Tel. 805.544.1777
4:1k51v1r FAX. 805.544.1871
Environmental Center UNCIL CDD DIR Recycling Center
San Luis Obispo County CAo ❑ FIN DIR 45 Prado Road,SLO
V GAO O FIRE CHIEF Tel. 805.543.4296
ATTORNEY O PW DIR
April 4, 1995 13 'CLERKIOR1G ❑ POLICE CHF Rock Solid Recycling
❑ MGMI'TEAM �C DIR Tel. 805.781.3888
�❑ C READ FILE VUTIL DIR
,1p ❑ PERS DI
City Council
City of San Luis Obispo
990 Palm Street
San Luis Obispo,California 93401
Honorable Mayor and Councilmembers:
Through the combined efforts of the community,the mandates of AB 939,the
California Waste Reduction Act of 1989, appear to have been met as far as the
initial goal of a 25% reduction. Indeed,it could easily be said that not only did
our efforts enable the city's compliance but that these efforts had an impact
county-wide. The entire region has benefited by our educational efforts aimed at
diverting solid waste from our landfills. But these efforts are not to stop with a
25% reduction;in a few short years,the city must attain a 50% diversion rate.
This leap will likely be the most difficult,now that the 25% has been attained.
Fortunately,the community of San Luis Obispo is extremely civic-minded and
responds well when educated about problems and needed solutions. The
challenge will really come with educating and developing options for those
sectors of the community responsible for generating the higher volumes of waste,
including public agencies.
ECOSLO envisions a combination of efforts by the city,ECOSLO and the.region's
Integrated Waste Management Authority,the latter being in the position to fund
those projects which are in fact regional in scope,but have been carried by the
city,such as the Recycled Products Guide. ECOSLO would like to receive
feedback from council and staff about this regional idea and will keep you and
your staff informed of the progress of these investigations. The results of our
efforts will be reflected in our final proposal for city funding of ECOSLO for the
1995-97 fiscal year.
Our struggling local economy dictates cutbacks in city programs and services
and ECOSLO wants to present the city with a mindful proposal,one which
reflects regional changes in responsibilities and the city council's revised goals
and funding committments. In the midst of this funding dilemma,ECOSLO's
lean management and controlled expenses of the downtown center offers the city
a cost-effective opportunity to meet its obligations in educating the public on
recycling and source reduction. E C E I V E
APR B 1"5
CITY CLERK
SAN LUIS OBISPO,CA
"Dedicated To Assisting Our Community In Its Pursuit of Sustainability"
Mailing Address: PO Box 1014 •San Luis Obispo,CA 93406 ; recycled paper
ECOSLO April 4,1995 2
Council Goals:1995-97
ECOSLO will continue to maintain and exceed its performance of past years in
meeting its contract requirements with the city. In fact,ECOSLO intends to
work with you during your process of setting goals and funding committments
We want to create a proposal which is responsive to the community's goals.
We need to work with departments and staff members who can credibly
implement these goals with us. We plan to continue and better our efforts at
educating the public about our natural resources,maintaining a friendly and
accessible downtown environmental center and working with the appropriate
city staff to implement the council's goals pertaining to solid waste reduction and
diversion, the community's natural resources and a meaningful environmental
input/output process.
The city established in 1994 an Environmental Quality Task Force,from whom
the city received valuable assistance in updating its Land-Use and Circulation
Elements and,recently,some sound policy recommendations. The city council
2 major> has adopted the EQTF's goals. It is important for the city to follow through on
the natural resources identification programs as proposed by the EQTF so that
the city and ECOSLO can work on the community's goals in a meaningful
context. The city now needs to continue this work begun by the EQTF,in part by
designating a credible person for Natural Resource Protection who has a
background in biology and standing equal to the Economic Development
Director. A comprehensive and relational inventory of the community's natural
resources must be done in a timely manner. Furthering the community's
environmental goals is our focus here and, to this end, ECOSLO will remain
involved during the city's goals and funding committment process for its 1995-97
fiscal year.
Staff review of the semi-annual reports submitted by ECOSLO over the past few
years will reveal the depth and range with which ECOSLO has achieved its
contractual obligations:
*ECOSLO answers recycling and hazardous waste questions daily,and it
continues to maintain a 24-hour voice mail on a wide variety of recycling
and conservation issues,a service that is still granted by our
telecommunications company.
• ECOSLO responded to staff requests to educate the community about
opportunities for involvement in city policies.
*ECOSLO developed and has continued a consumer-friendly Recycled
Products Guide and we are interested in moving forward with
investigating regional funding for the Guide and other educational
tools aimed at solid waste and household hazardous waste.
•ECOSLO sponsored annual events to enhance public awareness,and it
has chosen "cutting-edge" topics,offered specific tools for local policy-
makers, and sought to bring environmental issues to a "mainstream
audience".
ECOSLO has many goals for promoting recycling and environmental issues,
including increased attention to safe disposal of household hazardous waste,
source reduction and recycling,helping to prepare a school environmental
curriculum,commercial recycling education,and facilitating greater interaction
ECOSLO April 4,1995 3
Council Goals:1995-97
between the city,businesses,and the environmental community. The continued
presence of the downtown environmental center is vital to achieving even a
small percentage of those goals.
We look forward to continuing to serve the citizens of San Luis Obispo from
967 Osos St. and with the city's support we are confident that ECOSLO will
continue to offer innovative solutions to the challenges facing our city as we
enter the next millennium.
Sincerely,
Amy Shore
Environmental Services Coordinator
Environmental Center Budget
Non-Personnel
Rent $14,400.
Telephone $ 2,400.
Utilities $ 11200.
Postage&Supplies $ 1,2%.
Repairs and Maintenance $ 500.
Insurance $ 1,000.
Printing $10,000.
Non-Personnel Total $30,796.
Personnel
1 Full-time equivalent coordinator $22,000.
2 Part-time assistants $16,000.
Personnel Total $38,000.
Environmental Center Total $68,796.
ANNUAL FUNDING REQUEST
Request for city funds to maintain city contract at current program level
including expanded environmental services: $30,000.
MEETh. AGENDA (,ou l/c411.
DATE ITEM# 90AYS WbOUNCIL
O i Flk'C•IR
NA
TO: San Luis Obispo City Council AO ❑ FIRE CHIEF
TTORNEYW Wo
FROM: Pat Veesart LEW0FUG ❑ POLICE CHF
DATE: 6 April, 1995 ❑ MGMTTEAM ❑�/REC DIG
❑ C EAD FILE IK UT!L DIF:
SUBJECT: Council Goal Work Programs ' ❑ PERE:G:
1 would like to start by reiterating my agreement with the comments of
Kurt Kupper, Carla Saunders,and Phil Ashley of the EQTF who addressed
this subject at the meeting of 4/4/95. One need only glance at the staff
report for that meeting to see that economic concerns take precedent over
environmental concerns even though the citizens of SLO have repeatedly
demonstrated strong support for protecting the natural environment and
for the acquisition and preservation of open space.
Planning for major expansion areas and an aggressive economic
development program prior to the identification and protection of sensitive
wildlife habitat and prior to having a program, staff, and a funding
mechanism for preserving open space is very much like putting the cart
before the horse. I would argue that these things need to be done first, but
certainly at a minimum they should be developed concurrently.
While on the ESTF we talked a great deal about the equilateral triangle of
Community, Environment, and Economy. Why is the economy side of
the triangle getting bigger while the other two sides shrink?
On 4/4/95 I made some comments on some of the work programs and I
would like to submit them to you in writing: RECEIVED
IMPLEMENTATION OF EXPANDED ECONOMIC DEVELOPMENT APR 6 1995
PROGRAM CITY COUNCIL`
SAN LUi!:t OBISPO.09
Pages 3-10, 3-11
Don't you think that it might be a good idea to get some of the
annexation issues squared away rp for to recruiting new businesses? SLO
already has a job glut with a daytime population 30 thousand people
higher than its nighttime population. Will there be negative environmental
and neighborhood impacts associated with this expansion of the
economic development program? Are there adequate plans in place to
(2)
address those impacts? Is the public aware of the potential negative
impacts?
NATURAL RESOURCE PROTECTION PLANS AND IMPLEMENTATION
Pages 3-12, 3-13
You assembled the best minds on this subject in the EQTF and you
asked them for their recommendations. Now staff sees fit to ignore those
recommendations. Why? Were the recommendations of the ESTF
ignored? I think that it is critical to adopt the recommendations of the
EQTF and hire a biologist immediately, especially if you plan on
expanding economic growth.
CIRCULATION ELEMENT EXPANSION
Page 3-23, 3-24, 3-25
Lots of great projects here and you and staff are to be commended
for a job well done. The one project that jumps out at me however, is the
Santa Barbara/Santa Rosa Connection Study. This project should never be
built as it would destroy yet another residential neighborhood by routing
high volumes of traffic through it. I promise to fight this one tooth and
nail. My opinion is that it would be best to spend the 80 thousand dollars
elsewhere.
OPEN SPACE PROGRAM
Pages 3-26, 3-27
Once again, I concur with the EQTF. Hire the Open Space Manager.
This is something that needs to be done prior to or concurrent with
economic expansion and major annexations.
WATER SUPPLY DEVELOPMENT
Page 3-30
The North County is opposed to the Salinas Dam Expansion. The
environmental community is opposed to the Salinas Dam Expansion. The
agricultural community is opposed to the Salinas Dam Expansion. That
just leaves staff and a handful of SLO developers in favor of this project.
Why spend 10 million dollars on a project that nobody wants and the city
(3)
doesn't need? Nacimiento could supply all the water we need for build-out
plus a reliability reserve. We already have Salinas, Whalerock, and some
groundwater so we are not locked into a single source. Why not let this
one go for now and mend some fences? If we are going to get Nacimiento
on line in a timely fashion, we will need allies, not enemies in the North
County.
ENHANCED NEIGHBORHOOD PROTECTION PROGRAM
Pages 3-34, 3-35
Any program aimed at protecting neighborhoods should include
Neighborhood Traffic Management/Traffic Calming.
THIRD PARKING GARAGE SITE
Pages 3-50, 3-51
Additional parking garages in the downtown (or anywhere for that
matter) should be considered only after all other alternatives have been
explored, including mandatory trip reduction. Each parking space we
create should be viewed as a failure to meet our alternative transportation
objectives. Abundant parking is one of the biggest incentives for people to
drive and lack of parking is one of the greatest disincentives. There is
plenty of parking in the downtown now. The question is, will you hold the
line against ever increasing demand? If you won't, who will?
NATURAL RESOURCE AWARENESS
Pages 3-54, 3-55
I like the ideas in this program. I'm sure that ECOSLO will be glad to
help the city achieve this goal; indeed, that's what they exist for. Be
aware, however, that if the city intends to heap additional work on
ECOSLO, they may need additional staff and resources to accomplish
what's being asked of them. The additional demand should be reflected in
the amount of money the city gives ECOSLO to carry out this work.
CITY CHARTER REVISION
Page 3-57
(4)
I am in total disagreement with staff regarding deferring action on
the ballot measure to include the city's reliability reserve in the charter
(paragraph four). This needs to happen at the soonest possible date to
insure that this water is used as a reserve and not for future development.
It makes little difference what source(s) of water we ultimately tap into
since the amount has been determined and that amount will include a
reliability reserve. Please move ahead with getting this written into the
charter or quit calling it a reliability reserve.
PERMANENT ENVIRONMENTAL QUALITY TASK FORCE
Pages 3-58, 3-59
My guess is that the EQTF was not interested in being a permanent
committee because moral was low due to the perception that the work they
were doing was largely being ignored by staff. I personally like the idea of
having a permanent committee but I think it would be hard to find
qualified members if the perception was that the committee existed only to
"greenwash" business as usual. If, however, the city were to get serious
about environmental protection and actually implement some of the EQTF
recommendations, I think that you would find qualified people who would
be excited about the opportunity to serve.
Once again, I'm sure that ECOSLO would be happy to help refer the
city to people who could offer expert advice on environmental issues.
TRANSIT TRANSFER CENTER
Pages 3-60, 3-61
A giant waste of money and an eyesore in the downtown. Please
choose the low-cost on-street option and use the money saved to fund
other alternative transportation projects.
DOWNTOWN FLOOD PROTECTION
Pages 3-64, 3-65
There is talk in this program of "large projects" like dams and creek
widenings and the identification of financing mechanisms for these "large
projects". Please, you have no business even considering dams and creek
widenings. This is not the 1960's any more. Our creeks are among the
(5)
city's most precious assets and need to treated gently and with respect. The
best flood protection there is is to stop building in flood plains.
On a related issue, there is much talk these days about a bike path
from SLO to Avila that follows the creek. As much As I would love such a
path, I would not support building it in the riparian zone. There has to be
some habitat for wildlife free from constant harassment by human
activities. I can see the path looping close to the creek occasionally, but
mostly built so that large sections of the creek are free from human
interference.
HIGUERA STREET WIDENING
Pages 3-72, 3-73
Ordinarily I oppose all street widenings, but this one is an
exception. The current situation is not safe for bicyclists or motorists.
During the election, I heard many complaints about this section of
Higuera and I am worried about the negative backlash against bicyclists
since the addition of bike lanes here. I think we need to move ahead with
a better solution for this section of road.
This concludes my comments on the Council Work Programs.
Sincerely,
V
at Veesart
1446 Morro Street
San Luis Obispo, CA 93401
Tel. 546-0518