HomeMy WebLinkAbout03/19/1996, 6 - AMBULANCE CONTRACTS NI MEETING DATE:
=l�lll City Of San IDIS OBISPO 3/19/96
COUNCIL AGENDA REPORT Volumm ITEM N BER:
FROM: Robert F. Neumann, Fire Chief
SUBJECT: Ambulance Contracts
CAO RECOMMENDATION:
By motion:
1) Support the recommendation of the Ambulance Performance Operations Committee (APOC)
which includes the development of a new ambulance contract that includes reimbursement for
Fire Department first responders reflecting annual reimbursement to the City of$107,500.
2) Direct staff to prepare a rental agreement between the City of San Luis Obispo and San Luis
Ambulance, Inc., for shared use at the new Fire Station #1 at an estimated amount of
$18,000 and return to Council for approval.
3) Approve City participation in the Emergency Medical Dispatch Program.
4) Appropriate a net amount of$4,800 as follows to complement the proposed program:
$3,500 to equip an existing fire engine as a back-up transportation unit and $1,300 for
dispatcher training on the new Emergency Medical Dispatch Program ($10,000 for Dispatch
overtime to attend on an off-duty basis offset by $8,700 in savings from a related purchase
that will no longer be required.)
DISCUSSION
Background
In November of last year, staff held a study session with Council regarding ambulance operations
within the City. At that time four possible alternatives or courses of action were explored:
Alternative 1 - Delete emergency medical service from the current Fire Department program.
Alternative 2 - Authorize private provider-based transportation with cost reimbursement to the
Fire Department. (Endorse the new APOC contract)
Alternative 3 - Develop a Fire Department based-transportation system.
Alternative 4 - Develop a partnership between San Luis Obispo Fire Department and private
provider.
Staff took Council direction and is now returning with a recommendation to support a blending of
Alternatives 2 and 4.
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COUNCIL AGENDA REPORT
Review
As noted in some detail in the November 14 staff report, the issue of pre-hospital care continues to
be very difficult and problematic for local governments. Compounding the problem is a high degree
of uncertainty as to the future of the entire national health care system. While our local negotiations
have been long, drawn-out, and often very strained, patient care has always been the primary focus.
In January of 1991, the cities and County agreed to form the Ambulance Performance Operations
Committee (APOC). The committee is composed of 2 City Managers, 2 City Fire Chiefs, the
County Health Officer, the Director of the Emergency Medical Services Agency, and a
representative from County Administrative staff. The committee is an advisory body to the Board
of Supervisors. One of the primary purposes of this committee was the development of an
ambulance agreement. On November 14, 1995 staff recommended that the agreement developed by
APOC not be pursued. Reasons cited included a lack of adequate funding and a duplication of
servicelresources. See the attached Council Agenda Report (Attachment til) for more details on the
agreement.
Since that time the agreement has been modified and a number of factors have been renegotiated.
Staff is now comfortable maldng a recommendation that supports the new proposed ambulance
agreement.
From the City's perspective, while not perfect, this agreement establishes three important principles.
• Establishes a major role for cities in setting pre-hospital emergency care standards
• Eliminates a number of deficiencies and results in an improved service delivery system
• Provides cost recovery as an integral part of the system
From the SLO County Board of Supervisor's perspective, the new contract has the following
positive points:
• Continues control
• Improves City/County relationships
• Avoids conflict or litigation
• Spreads the cost over the entire County avoiding higher cost in the unincorporated areas.
It should be noted that funding the first-responder contribution of$330,800 to the involved cities
will be accomplished by modest increases to the rate structure. The amount of the increase is
dependent upon the type, location, and time of day. Specific components will be increased by the
following dollar amounts: Base Rate - $75.00, Mileage Rate - $4.50, Oxygen - $5.00, and Standby
Costs - $20.00.
Unresolved at this time are two issues: length of contract term and whether or not the cities should
be reimbursed at the requested levels. The APOC Committee will be meeting on March 15, 1996,
to discuss and reach agreement on these two issues. Since there is a City-based majority, it is
anticipated they will vote for 100% reimbursement. Contract term is currently under much
discussion. While the cities generally would like a shorter term contract for a length of 3 years,
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COUNCIL AGENDA REPORT
County administrative staff and the ambulance provider supports a term of 5 years. Board of
Supervisors will review, make recommendation and finalize this agreement at its March 26, 1996
meeting.
Modifications to the original agreement are as follows:
Funding i
The existing ambulance base rate in-place since 1990 is $460/call. During negotiations, the
predicted ambulance rate had been estimated to be as high as $625/call. Through significant
negotiations and auditing, it is anticipated that the rate will be $570/call.
While the cities would like an even higher support level for their services, this is all-we have been
able to negotiate. More significantly, it establishes an important principle - reimbursement for first
responders. Additionally, higher support levels would only result in an increased ambulance rate.
The new rate falls half-way between the highest and lowest,rates of the comparable counties.
Other area of funding have been explored and agreement has been reached on shared use by the
ambulance company in the new fire station. This will begin on October 1, 1996 and will yield an
additional $1,500/month, which is an annual return of$18,000/year. This is over and above the
expected $107,500 from the APOC agreement. The rental rate was determined by comparing the
ambulance company's existing rental agreement for the ambulance station directly across from the
new fire station and adding a component for utilities.
Duplication of Service/Resources
Staff has held a number of meetings with the ambulance provider resulting in the development of a
more efficient use of the ambulance resources provided in the zone. Two key issues resolved are:
transfer of care protocols and dispatch management.
• Transfer of Care Protocols
Under the current system, the department typically assists the ambulance company by placing
a Firefighter onboard the ambulance for the ride to the hospital. This effectively takes one
Fire Department unit out of-service. The new protocol would allow City Paramedics to pass
patient care to an ambulance Paramedic, when an additional Paramedic is not required
freeing up City resources.
• Dispatch Management
Currently, the Sheriffs Department is responsible for dispatching all ambulances within the
County (Med-Com). When an ambulance is required within the City, the City Dispatcher
must contact the Sheriffs Department, who will then contact the ambulance company.
Under the new system, the City Dispatcher will now be able to directly contact the
ambulance company concurrent with the Med-Com dispatch. This will result in a better
coordinated system.
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COUNCIL AGENDA REPORT
Emergency Medical Dispatch Program
In order to even more effectively operate the system, staff is recommending that Dispatchers receive
training in a system known as Emergency Medical Dispatch. This program has two distinct
focuses: call prioritization and pre-arrival instructions. These will result in:
• Reduction in the number of red light and siren responses
• Reduction in liability for both dispatchers and responders and maximizes available emergency
responder resources
• Training the Dispatchers to give critical life-saving instructions while handling the initial
phone contact thus minimizing injury and mortality
The Fire Department has long been supportive of this program. In many cases, the Emergency
Medical Dispatch trained Dispatcher will be the difference between life and death. The current
system is missing this very important key component. The program is thoroughly explained in
Attachment #2.
Summary
The current system requires that no matter what type of emergency medical incident, both public
and private agencies respond, resulting in a duplication of service. By taking the steps as outlined
above, we will be able to more efficiently manage the system reducing the duplication of service
issue. This will be accomplished by more effectively coordinating the closest and most appropriate
agency, thereby reducing the number, type, and method (Code 2 vs. Code 3) of resources
responding.
We also believe that the addition of the Emergency Medical Dispatch Program will greatly enhance
the City's current emergency medical dispatch system. More importantly, we have managed to
negotiate a public/private partnership that is beneficial to all and have avoided costly litigation. We
will continue to explore ways of modifying the program to make it even more efficient.
LEGAL E%IPACT
The City Attorney has expressed a concern that we do not give up our right at the end of the
contract to consider other arrangements, including the direct provision of ambulance service by the
City. Staff will attempt to add language into the County's new ambulance agreement that makes it
clear that cities, by agreeing to the contract, are not waiving our right to provide services directly,
pursuant to the ruling in County of San Bernardino v. City of San Bernardino (Supreme Court Case
No. 5050179). Initial discussions with the County administrative staff indicate that this should not
be a problem. City staff will report the results of our efforts at the Council meeting.
FISCAL EIIPACT
First Responder Reimbursement
The 1995/97 Financial Plan identified $150,000 as potential revenue from the City's participation in
city of San osIspo
Hiis COUNCIL AGENDA REPORT
the pre-hospital emergency care system. The program as outlined above will generate $107,500
from the APOC Agreement and $18,000 from the rental agreement for a total of$125,500 per year.
It should be noted that the contract has an automatic cost of living adjustment factor.
The City will be reimbursed the following: 1995/96 - $26,875, 1996/97 - $119,500 plus cost-of-
living adjustment, and 1997/98 - $125,500 plus cost-of-living adjustment.
There will be two one-time costs. Monies in the amount of$3,500 are needed to equip an existing
fire engine as a back-up transportation unit. To accommodate the housing of an ambulance crew in
the new fire station approximately $11,100 will be required ($6,100 by the ambulance company and
$5,000 by the Fire Department). Improvements include: additional beds and lockers, installation of
two walls, and modifications to the phone, electrical, and radio systems. These improvements will
not be completed until a signed rental agreement is executed. Funding for the City's share of the
improvements will be requested at that time.
Emergency Medical Dispatch Program
In the 1993/94 Financial Plan, the Fire Department allocated $8,700 for the purchase of a dispatch
program. Since the funding for the Emergency Medical Dispatch Program will now be covered
under a State grant, these monies will be returned to the General Fund. The new program will
require staff to be assigned to the training program while off-duty. In order to maintain dispatch
coverage it will require approximately $10,000. Staff will request that the monies returned to the
General Fund be used for this purpose, thus offsetting all but $1,300.
A continuing education component will be required every two years for Dispatchers and police
officers that dispatch. Staff anticipates that this training will be done internally by the Paramedic
staff.
CONCURRENCES
The Police Chief, who supervises dispatch operations, has reviewed and concurred.
The San Luis Obispo County Board of Supervisors will hear this issue on March 26, 1996.
ATTACEM1ENTS
Attachment #1 Council Agenda Report dated November 14, 1995
Attachment #2 Emergency Medical Dispatch Program Overview
Note: Draft Ambulance Contract developed by APOC available in Council reading file March 13.
City Of San WIS OBISPO 11%4%95
106 iCOUNCIL AGENDA REPORT ITEM NUMBER
FROM: Robert F. Neumann, Fire Chief
SUBJECT: Ambulance Contract Study Session
CAO RECOAEME vDATION
By motion, receive a report regarding alternatives for ambulance operations within the City of San
Luis Obispo and direct staff to further develop Alternatives 3 and 4 and return to City Council with
further information.
REPORT IN BRIEF.
For at least seven years now, cities and districts throughout the County have been at odds with the
current ambulance system. Concerns include: lack of local control, standardization of care,
duplication of service, definitions of service levels and a process for change. This county is not
unique in this venture. Currently, cities and counties throughout the state are litigating the issue of
providing pre-hospital care.and ambulance transportation. . It is important to note that San Luis
Obispo is currently served by a very professional and well-run private provider.
The entire pre-hospital care system as we know it, is changing. The future focus will be on trying
to limit costs while still providing safe professional care. An expansion of the role of paramedics,
both public and private, has been on-going for quite some time and is certain to continue in the
future. Some Fire Departments, with little modification of existing personnel, are expanding their
roles in the pre-hospital medical care system.
Local cities and fire districts have been involved in long and drawn-out negotiations with the County
and the private providers defining their role in the pre-hospital system. These discussions have
resulted in the development of a new contract. The following summarizes the proposed contract
and discusses a number of alternatives that are available to the Council.
DISCUSSION
Working cooperatively, .the Fire Chiefs, County administrative staff and private providers have
managed to negotiate a tentative agreement. The significant areas are:
• New ambulance zones have been created and the resources that must be provided in those
specific areas have been defined. Ambulance station locations and the number of units
assigned are now finalized.
S Contract language has been developed that meets all the legal requirements for public and
private interests. Issues such as emergency take-over, dispatch funding, support of the
Critical Incident Stress Team, training, and equipment requirements have been resolved.
• It has been established that fire agencies are an integral component in the system. This is
based upon two separate levels that fire service personnel provide: Emergency Medical
Technicians with defibrillator capability. (EMT-D) or Emergency Medical Technician-
Paramedics (EMT-P). We have created a funding mechanism to reimburse these services.
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city of san lues ompo
COUNCIL AGENDA REPORT
The following chart outlines what various agencies in the central zone, which includes the
area from Avila Beach to the Cuesta ridge north to Cayucos, could hope to expect. It should
be noted that these are very narrowly-defined direct costs and do not reflect all costs
associated with pre-hospital care. Staff does not necessarily agree that this is adequate
funding. It is simply what we have been able to negotiate to date.
The return rates in Chart #1 are based.on the following cost figures:
EMT-D Training Costs = $150/Yr. Per Person EMT-D Equipment Costs = $1,500/Yr.
EMT-P Training Costs = $1,500/Yr. Per Person EMT-P Equipment Costs = $3,500/Yr.
EMT-P Incentive =.$4,500/Yr. Per Person
Based on the negotiated rate, the City Fire Department would have a one-time expense of
$3,000 (to equip an existing fire apparatus as a back-up transportation unit) and would
qualify for a return of$107,500 per year.
CENTRAL
ZONE
DEPARTMENT #OF EMT-D # OF EMT-P TRAINING EQUIPMENT EMT-P TOTAL
EMPLOYEES/ EMPLOYEES/ COSTS/YR. COSTS/YR. LNCENTM
PIECES OF PIECES OF
EQUIPMENT EQUIPMENT
Avila Beach 10/1 0 $1,500 $1,500 0 $3,000
Cambria F.D. 0 0 0 0 0 0
Cayucos F.D. 11/1 0 $1,650 $1,500 0 $3,150
Morro Bay 0 7/2 $10,500 $7,000 $31,500 $49,000
San Luis Obispo 0 1515 $22,500 $17,500 $67,500 $107,500
SLO Co. Avila 16/1 0 $2,400 $1,500 0 $3,900
SLO Co 16/1 0 $2,400 $1,500 0 $3,900
Morro/Toro
SLO Co. Airport 16/1 0 $2,400 $1,500 0 $3,900
South Bay 0 612 $9,000 $7,000 $27,000 $43,000
ZONE TOTAL 6915 28/9 $52,350 $39,000 $126,000 3217,350
ACTION NEEDED
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A decision must be made pertaining to pre-hospital care and patient transport. Four alternatives are
presented here for Council's review.
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city of San tins OBISp0
COUNCIL AGENDA REPORT
ALTERNATIVE #1
Delete Emergency Medical Service From The Current Fire Department Program.
When the Fire Department was first established, the sole purpose was to combat unwanted fires. Over
the years, the fire service has evolved into a multi-functional organization. As a response to the needs
and expectations of the citizens of San Luis Obispo, emergency medical service became an important
part of our department's mission in the early 70's. We have progressed into providing Advanced Life
Support (ALS) capabilities, more commonly known as "paramedic", from our engine commies. This
alternative would take us back to our original sole purpose, combating unwanted fires. The department
currently responds to approximately 2,400 calls a year, approximately 70% of which are medical aids.
Pros
The City could realize cost savings, no longer having to provide for training and certification of
paramedics. We would not have to maintain advanced life support equipment and supplies.
The Department would increase its readiness for fire suppression. Engine companies would not be
tied-up at routine medical calls and would be capable of responding to fire emergencies with less
potential for delay.
The Fire Department would have one primary mission. It is easier to accomplish a single goal such as
e suppression. When you have a multi-functional organization, priorities are often conflicting.
There would be elimination of competition with private enterprise. The current dual-response system o
both private and public agencies would end. Private enterprise would take complete control and
responsibility of all facets of pre-hospital care within the City.
Cons
The potential for loss-of-life would increase due to reduced emergency medical (EMS) response.
Eliminating the current level of care provided by ALS engine companies would significantly delay
delivery of critical medical treatment to our citizens.
There would be a reduction in the established level of service. The City currently has fire stations
strategically located throughout the community to provide fire protection rapidly and efficiently. Our
current level of service provides ALS within 4-6 minutes throughout the city. There is no higher level
of service available. If we were to reduce or eliminate EMS from our mission, the standard response
time for providing care would be substantially increased, resulting in greater mortality and exacerbation
of injury and illness.
Eliminating this service would be an inefficient use of the department's existing personnel and
equipment. The amount of personnel currently assigned to emergency response is minimal. We have
taken advantage of our successful fire prevention program to reduce the amount of fires. This has
'ten us time to focus on other areas of emergency response. Emergency medical service has been
.ermined to be a high priority based on the fact that the vast majority of 911 calls are medical in
nature. The Fire Department is able to respond to the medical needs of our citizens with the current
level of staffing, and should not reduce the number of personnel due to the potential for disaster.
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city of San Luis OBISPO
COUNCIL AGENDA REPORT -
ALTERNATIVE #2
Private Provider--Based Transportation With Cost Reimbursement To The Fire Department
(Support The New Contract).
This is the most basic of the cost-recovery proposals. No additional personnel or equipment would be
added to the system.
Pros
The City would be reimbursed approximately $107,500 a year by accepting the contract as currently
negotiated. While it does not bring total cost recovery, it would offset some of the operating costs.
Other cities throughout the County would be receiving similar treatment. While the proposed contract
is not ideal, there seems to be a general consensus among the private providers, County administrative
staff and the Fire Chiefs.that the contract, as developed, would be acceptable.
While the return will not be as much as we would want, the new contract, which we expect to cover a
period of 3-5 years, establishes three important principles which we believe are more important at this.
time than just the fiscal impact:
• Establishes a major role for cities in setting pre-hospital emergency care standards
• Eliminates a number of deficiencies and results in an improved service delivery system.
• Establishes cost recovery as an integral part of the system.
Cons
It only reimburses a portion of the true costs of the City's involvement in pre-hospital emergency care.
With EMS calls rising to 70% of the emergency-related calls, it could be argued that the cost for
delivering ALS to the citizens of San Luis Obispo is much greater, and total reimbursement should be
the goal. The City would be locked in to $107,500 per year for the life of the contract. A greater
reimbursement amount would require renegotiation, pitting the City Fire Department against other
providers.
It does not resolve duplication of service issues. Both public and private agencies would still continue
to respond to tfie same incident, needed or not.
ALTERNATIVE #3
Fire Department Based Transportation System.
It would be possible for the Fire Department to operate its own emergency ambulance system. This
would require augmentation to the existing Fire Department staff to provide the best EMS delivery and
transport system possible.
Pros I
. Improved program efficiency. This alternative would provide for a fourth 3-person ALS engine
company capable.of delivering paramedic level-of-care within four minutes inside the City limits.
Presently we can only staff three engine companies with 3 personnel. Medical studies have shown the
key to successful resuscitation of cardiac arrest victims is the arrival of ALS care within 4-6 minutes.
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By adding a third person to the fourth engine company, fire suppression effons would be improved. -�
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jljZe COUNCIL AGENDA REPORT -
and staffing levels would be adequate to allow for further annexations and/or growth. Safety would
be enhanced by eliminating the second engine response to AIS calls in the district presently covered
with a 2-person engine company.
Provides the citizens with a paramedic ambulance staffed 24 hours per day. This ambulance could
assist with other Fire Department duties when not involved in patient transport.
The apprentice program funded by this alternative would supply the EMT drivers for the ambulance .
service. It would also provide candidates with both EMS and Fire Suppression experience making it
very attractive to persons seeking a fire service career, as well as a hiring pool for future City
firefighters. Apprentice programs can also assist the City with its affirmative action policies. The
City of Huntington Beach has successfully initiated a similar program.
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Anticipated return of$114,700 to the General Fund after paying the costs of providing the service.
(Further discussion/cost analysis to follow.)
Cons
There is a possibility of creating conflict between the City, the County, and the private providers.
Private providers could argue that the loss of income would necessitate higher fees in the
nincorporated area. However, the private provider, based on City participation, would no longer
oe required to staff the zone with the same level of resources.
The City would have to agree to respond anywhere in the zone for mutual aid purposes. They
would also have to agree to move out of the zone on limited occasions. The County would need to
agree that the mutual aid was reciprocal, so that in times of system overload, adequate resources
would respond to the City.
The City may incur significant litigation costs to challenges made by the private providers. Current �
litigation has ruled in favor of local/public control. A decision filed October 17, 1995, by the 4th
Appellate District of the California Court of Appeals ruled that State law for emergency medical
care does not pre-empt the City's right to provide pre-hospital emergency services (County of San
Bernardino vs. City of San Bernardino).
Discussion/Cost Analysis
The following is a preliminary cost breakdown of how a Fire Department based EMS delivery and
transportation system would look.
Expenses (Annual Basis)
Staffing
Firefighter/Paramedic Position (3.3)" 5237,600
^oprentice Program 75,000
:counting Assistant Position (1/2 Time Billing/Collections Agent) 18000
Sub-Total 330,600 I
In order to staff one position per shift, it is necessary to fund at a factor of 3.3 to
compensate for holiday, vacation time, etc.
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city of San tins OBISpo
am1wmM,A
mmmomm COUNCIL AGENDA REPORT
Ambulance. Sup lies. LF4uipment, & Contingencies
Ambulance (5 Yr. Life) $122000
Fuel and Maintenance 21000
Medical Supplies ** 1,000
Office Equipment/Supplies 21000
Contingencies (10%) $33;000
Sub-Total 50,000
TOTAL EXPENSES $3802600
** These are direct costs for safety equipment essential for increased Paramedic service. The
Department is currently spending $8,100 on medical equipment and supplies. The required
$1,000 would be in addition to the existing accounts.
The City's current liability insurance carrier has indicated that no increase in insurance premiums
would result from the additional transportation capabilities due to the fact that current practice finds
Firefighters assisting in the ambulance already.
Revenue Source
The department responds to approximately 1,600 emergency medical calls a year. In 1994, there
were 1,100 transports resulting from these calls. Projected transports in 1995 are 1,150 and 1,200
for 1996. (Inter-facility transfers are not included in these numbers.) .
The new ambulance rate is expected to be somewhere in the neighborhood of S575 a call, with an
additional revenue source of$60 for the use of oxygen and $15 per transport for infectious disease
control. The average total, we could expect to bill for a call would be approximately $635. A
realistic collection rate should be about 65-70%. This is based upon the experience of similarly-
sized and socio-economically based communities; Petaluma and Napa. At the collection rate of
65%, a total of $495,300 could be expected for transports in 1996.
REVENUE (1,200 calls x $635 x Collection Factor of .65) $495,300
PROGRAM COSTS 3809600
NET RETURN TO THE GENERAL FUND $114,700
Additional Revenue Possibilities
Public agencies offering ambulance transportation can offer a membership program to residents.
Customers appreciate coverage of all ambulance related "out of pocket" expenses and relief from
dealing with their insurance companies. Public providers benefit from added revenue and very
effective public relations. Based on the experience of agencies throughout the State that have
membership programs, our City could realize between $30,000 and $60,000 of additional revenue in j
the first year. Another benefit of far greater value is public relations. Cities and service districts
have found that their residents' awareness and appreciation of emergency-response service greatly
increases. An additional indirect revenue benefit happens when members and non-members alike
tend to utilize the ambulance service more often. Examples of cities with programs in place include
Arcadia and Sonoma.
city of San Luis OBISPO
COUNCIL AGENDA REPORT -
ALTERNATIVE #{4
Partnership Between City Fire Department And Private Ambulance Provider.
This alternative would have staff explore the possibility of sub-contracting with the private
ambulance provider for a variety of services. The City would have to retain control of emergency
ambulance operations within the City limits for this alternative to be viable. There are many
negotiable services such as staffing, billing, equipment, supplies, vehicles and housing that could be
explored prior to implementation. The private provider would retain authority for inter-facility
patient transfers.
Pros
It may be advantageous to develop sub-contracts with the private company. The City could use this
"partnership" to respond to any charges that it was interfering with private enterprise, yet still take
advantage of a number of the pros outlined in Alternative 3, the Fire-Based Transportation System.
The ambulance company would still be able to recover costs, and continue to collect charges for the
financially lucrative inter-facility transports. The ambulance company would also be able to reduce
expenditures by possibly housing an ambulance inside a fire station.
a contract was acceptable to the private provider, a potentially expensive and protracted legal
rattle could be avoided.
The City could reduce its costs by allowing the private provider to do the billing. They have an
effective and efficient billing system currently in place.
The cost breakdown is similar to the all Fire-Department based transport system described in
Alternative 3.
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Cons
The City's major interest is community welfare and cost-recovery. A private provider, while
sharing these concerns,also needs to show a profit. This is the basis for conflict between the two
entities. The City would have a smaller return from the ALS service which could have a negative
financial impact on the long-term stability of the program.
Without an agreed-upon deadline, protracted negotiations could significantly impact the
implementation of the County-wide ambulance contract.
The role of the Fire Department in emergency transport will always be subject to negotiation. If the
private provider changes, new agreements would have to be made. This results in uncertainty and
instability surrounding such a vital program.
SCAL ]IMPACT
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The 1995-97 Financial Plan projected Paramedic revenues at $150,000 annually. The proposed
contract specifies reimbursement of 5107,500 annually.
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An COUNCIL AGENDA REPORT
CONCLUSION
All parties agree that the current system has many inequities. Staff recommends that we further
develop Alternatives'3 and 4 in order for the City to reaffirm and maintain a position of local
control. We believe this to be important as the prehospital care system of the future is most likely
to expand at the most basic levels, that of field and/or home care. Fire service resources, which are
already in place, can be cost-effectively utilized to fill this expanding need.
ATTACEM ENTS
Council Agenda Report dated 9115/92
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SAN LUIS OBISPO COUNTY
liEMBRGENCY-MEDICAL SERVICES AGENCY, INC.
712 Fiero Lane,Unit 29 • San Luis Obispo, CA 93401
805/546-8728 • Fai: 805/546-8736
e-mail: sloemsaftmet
Emergency Medical Dispatch Program Overview
The San Luis Obispo (SLO) County Emergency Medical Services Agency(SMSA)has
received a grant from the State of California to implement an Emergency Medical
Dispatch(EMD)program. This grant has been awarded based on the State's review of
SLO County's 1995 Emergency Medical Services (EMS)plan. SLO County has no
EMD program which the State identified as an important missing system component.
This grant will allow the SLO County EMS system to meet the State guidelines for EMD.
EMD started in 1972 in Phoenix, Arizona when the Fire Department began using
paramedics in the dispatch center. Since then, EMD has evolved into a specialized field
of training for dispatchers and has become widely and rapidly adopted by the Public
Safety community. EMD training consists of 32 initial hours complemented by eight
hours of refresher training every two years. Emergency medical dispatchers are certified
at the County level by the local EMSA Medical Director, similar to the certification of an
EMT-I or EMT-P.
EMD is divided into two distinct levels, call prioritization and pre-arrival instructions.
Call prioritization requires the dispatcher to determine the nature and severity of the call
utilizing a specific criteria. The dispatcher then immediately determines the most
appropriate units to send to the emergency. EMD trained dispatchers also have the ability
to determine the most appropriate response code based on the initial information provided
by the caller. Call prioritization can potentially reduce the number of red lights and siren
(RLS) responses. SLO County's current system of RLS response to all medical
emergencies is not the most effective use of system resources. With EMD,the seven
cities and the County can potentially reduce their liability by only responding RLS when
a true medical emergency exists. The remainder of EMS calls can be dispatched.in a
variety of response codes and configurations that will maximize available resources.
Studies have determined that EMD trained dispatchers can screen a call and dispatch the
proper resources in less than 30 seconds. This is done while the caller is still on the line
so that they can hear the resources being dispatched.
The second component of EMD is pre-arrival instructions. These pre-arrival instructions
are found in user-friendly flipcharts at each dispatch position of the console. Flipcharts
allow the dispatcher to rapidly determine the severity of the patient's medical problem
and provide life-saving information to the caller. The caller is then instructed in basic
life-saving measures that can be implemented prior to the arrival of the rescuers. This
component of EMD reduces initial response time to zero minutes. Research has shown
that rapid intervention in life-threatening emergencies reduces morbidity and mortality.
The dispatcher may instruct the caller in bleeding control to stop an arterial bleed or may
be required to explain infant CPR step-by-step to a frantic caller. In many cases the EMD
trained dispatcher will be the difference between life and death.
The EMD program will reduce the amount of time spent on E911 with callers reporting a
medical emergency. This is the result of the EMD trained dispatcher's ability to
promptly identify the nature and severity of an incident based on their enhanced
telecommunication skills. Data from EMD dispatch centers shows that pre-arrival
instructions are necessary in less than 5%of E911 medical calls. EMD trained
dispatchers are able to handle multiple incidents simultaneously and have no identifiable
liability for placing callers on hold while other incidents are dispatched. The EMD
program reduces the amount of legal exposure for dispatchers when they follow the
guidelines on the flipcharts. The local SMSA Medical Director approves the flipcharts
which are similar to the standing orders utilized by paramedics.
After reviewing EMD programs available on the market,the EMSA has determined that
the Association of Public-Safety Communications Officials-International, Inc. (APCO) is
the product for San Luis Obispo County. APCO's EMD program follows the Department
of Transportation(DOT)and American Society for Testing and Materials(ASTM)
guidelines for EMD. California has a published set of guidelines for EMD from 1986 but
they are currently being rewritten. The State EMS Authority indicates their new
guidelines will mirror the DOT and ASTM guidelines. APCO offers a criteria-based
EMD program that is customized to the local area and approved by the local Medical
Director. The APCO program includes both call prioritization and pre-arrival
instructions. They also provide train-the-trainer courses which will allow SLO County
local instruction and flexible course scheduling. Other programs such as Medical Priority
Consultants and Powerphone do not allow this level of local medical control or training.
These programs are also more expensive than APCO.
The grant pays for the research, coordination,and implementation of the EMD program.
If any of the seven cities or the County chooses to participate in EMD,the SMSA will
provide local courses scheduled to meet the needs of all participating agencies. All costs
associated with the course will be covered by the grant except for the participating
agency's personnel costs. The grant pays for the course and the participating agencies
pay their personnel costs.
We anticipate official implementation of the EMD program March 1, 1996. The first four
months of the program will be dedicated to the customization and printing of the
guidecards. The actual EMD training courses will begin in July 1996. This allows
participating agencies time to plan for the fiscal year 1996-97 budget. At the conclusion
of the initial EMD training course dispatchers will be certified to provide their
community with EMD,the evolving standard of care for dispatchers in EMS nationwide.
G -I-r
,.MEETING AGENDA
DATE z/ -96 ITEM #
o.
San Luis Obispo March 14, 1996 .
County YMCA
Dear Mayor and City Council:
1020 Southwood Drive
San Luis Obispo CA 93401 The SLO County YMCA wishes to urge your support on March 19th for the
(805)543&235 proposed partnership to renovate the Santa Rosa Park multi-use court area.
Fax(805)543.6202
We think this project represents all the things we are all saying we need
Five Cities Family YMCA more of -- positive recreation opportunities for youth, self-help,
340 Pomeroy Avenue collaboration, and public-private. partnerships. ' WKile the YMCA's interest
Pismo Beach,CA9382 is to establish a facilityfor our youth roller hockey
Fax( 1
773.4162 range of City residents will
benefit fromthe. project, including:p
ram, awide
BOARD OF DIRECTORS a Skateboard program participants
ExCo 9 Little Hoopersters
Jack Higbee I All park users who play pick-up basketball
President I All park users who play pick-up roller hockey, or who
Steve McCarty play on teams other than the YMCA
Vim President ll Wheelchair basketball players (because of the added 8'
chainlink fence)
Greg Stafford
secretary For two reasons there will be ample time available for those listed above
to use the improved facility. First, formal City programs will take
BiIlRoberts priority over the YMCA's program. Second, the YMCA's roller hockey program
FinanceCtrair operates only during certain times of year, and then not every day.
Jim Gall The YMCA wishes to extend its deepest
dee est appreciation to the City
Council forFinanciaDevelopment entertaining this proposal. Our experience
with the City staff, the Parks
Ray Livingston and Recreation Commission, and Joint Use Committee has been very positive
Past President and encouraging. We would especially . like to thank staff members Paul
LeSage, Linda Fitzgerald, Mike Ramsey, and Rich Columbo. These individuals
BoardYembera represented the City's interests very thoroughly, but in a positive and
Leslie.Baumberger helpful way. They have made our proposed project a better one.
Darty Boyd
Adnan Lauren B� As you know, reaching this point has been' a long, hard road. With the City
Barrie Cleveland Council's support on March 19th, you will have indeed saved the day for a
Pete Dougall tremendous community effort. -- one that was hanging by a thread just a few
Mickey Feuer weeks ago. Thank you again!
Mike Glavin
Brad Hair
TD
Dan Sincerely E
.J...�1'� ..
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CD
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Vince Maloney ❑ CDFIN DIR
Steve Mathis
Steve McCarty f/►CAO ❑ FJRECHIEF
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WarrenMindhein Mike Mogensen � W DIR
Miguel Paredes General Director CLERWORIQ ❑ POUCECHF
Ted Rich ❑ MGW TEAM [4REC DIR
Mike Seib ❑ FILE ❑ UTIL DIR
David Wong cc: Paul LeSage ! ❑ PERSDIR
Mike Mogensen Linda Fitzgerald '
GeneralDin?cta Mike Ramsey
Richard Columbo
11 March 1996 MEETING 311g19AGENDA �6
DAT DIR
Q'CAO ❑ FlN DIR
Mayor Allen Settle and City Council Members R-ACAO ❑ FIN DIR
City Hall 12'-ATTORNEY ❑ PW DIR
San Luis Obispo, CA ❑ MGN TEAM ❑ POLICE CHF
❑ REC DIR
❑ C R FILE ❑ UTIL DIR
•� Q' O PERS DIR
Dear Mayor and Council Members, '
I was very happy to be involved, as Chair of the Planning Commission, with the Council
Subcommittee to the Planning Commission (Vice-Mayor Dodie Williams and Councilman
Bill Roalman) in conducting interviews for two open positions on the Commission. As
often as I have done this process, it just never ceases to thrill me with the number of
citizens that apply to fill our advisory body .positions. The quality and real caring
feelings shown by all is extraordinary.
January 26th of this year we conducted interviews and among the six applicants, the
three of us chose two that would be best qualified for the two positions. During the
interviews and subsequent discussions we all expressed the feeling that because we
were filling two long term (a three and a four year term) it would have been nice to
have a few more applicants to interview. We did decide that it was certainly time to
advertise for any future Planning Commission openings.
As you know, a decision was made to not make a decision on the appointments, place
advertisements for the positions, and continue the interviews. On February 21st we
spent most of the day interviewing twelve more applicants for the two positions. An
awesome task, but very satisfying. At the end of the session we discussed the
candidates and agreed on two.
So what haonened?
The interview process has, for me, changed in a positive way. The first few times I
participated in the sessions, I was treated politely, asked my opinion, and dismissed. I
was not included in any discussion nor given any idea as to the Council members'
feelings about the candidates. A couple of years ago this began to change. Last year
when I interviewed with Mayor Settle and Council member Smith I was fully included in
the discussion and we came to agreement by all three participants on our choices. Very
civilized. Last year we had the opportunity to appoint Janet Kourakis and Paul Ready to
the Commission. Paul had been a "runner-up" twice in past interviews and we decided it
"was time" to appoint him to the Commission. Runner-Up at that last session was David
Jeffrey. Of the six interviews at the first of the current sessions David again rated high
on the list and I thought it "was time" for his appointment. Both of the sub-committee
members agreed and so we left with David and another as the chosen ones. Councilman
Roalman was not .totally comfortable with Jeffrey but agreed because he wanted the
number two person appointed (which neither Vice-Mayor Williams or myself were
totally comfortable). The second session produced twelve more additional choices but at
the end we still agreed on David for one of the positions. I believe it is clear that one of
the Planning Commission positions should be filled by David Jeffrey.
RECEIVED
MAR I 1996
Cl"'COUNCIL
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Commission Appointni.at cont'd
So what' happened?
The second position was not as unanimous. 1 had ranked all eighteen candidates and in.
top five, as I recall, pretty well matched both Vice-Mayor Williams' and Councilman
Roalman's top candidates. Councilman Roalman insisted that if we placed David on the
Commission we would have to balance the appointment by .placing Pat Veesart in the
second open position. After a lot of discussion Vice-Mayor Williams and I agreed.
So what happened?
My main objections to Pat's appointment were (and continue to. be) four:
Pat is a TOTAL advocate and as such can be expected to decide many issues
without regard to citizen input. The Commission has prided itself with giving
open and fair hearings to all issues before us - it would be unfair to the
public AND the Council to insert a known position on issues before us.
The Commission has worked hard to make informed, logical, well laid-out
and documented positions on issues before us so that the Council will have
the best "non-political" advice and counsel that the Commission can give. The
success of this is apparent in the lessening of appeals that the Council has
had to field from the Commission AND the almost total agreement with the
Commission's positions on the few appeals you have heard. Inserting Pat
into this environment will not help the Commission, Council, or Pat, himself.
The Commission should deal with the facts of the issue and how it is affcctc
by the very dry legal ordinances and "consistency" issues with the General
Plan. The Commission is not the place for advocacy or politics. The
Commission should only deal with that on the other side of the podium.
As you all must know I was VERY upset with the lack of process and
"fairness" that came from the, then sitting Council, with the appointment of
EQTF. I was always impressed with the group itself and the tremendous
work that they did BUT the process was tweaked and worse. Anyway, the
worst thing that came out of the EQTF mess was the total elimination of
those on that committee from testifying at other Commission or Board
hearings. Except for Phil Ashley and Pat, we have not heard from any of
those members during, or since, their EQTF meetings. The Commission is a
lot poorer for that, as is the City. Please don't remove one of the few
voices left.
Pat is such a well-known advocate that I believe he will be put into a very
awkward position if appointed. He is on two other, very worthwhile City
committees, and would have to resign from both. He holds a high position in
the Sierra Club and, as such, would be faced with many conflict of interest
situations. I think he would face acute boredom dealing with home
occupation permits, and use permits, and fence heights, and sizes of parking
spaces, etc. Pat, himself, said that he likes one-subject committees . that mF
and decide the issue before them and finish it off fairly quickly. Three of
four years of doing, basically the same thing, is probably not what Pat will
enjoy doing.
i�
1.
r
Commission Appointment cont'd
So what hannened?
So after all this, I am left wondering what happened to our decision. I now hear from
"the street" that there is a battle going on with the Commission appointments. Vice-
Mayor Williams calls and says Councilman Roalman is now going .for the appointment of.
Pat and Craig Anderson. Anderson didn't make the cut on anyone's list - there were
just too many other candidates that rated higher. Craig is another ADVOCATE. What is
going on here? Are we going for a complete "Pismo-ing" of the Commission? Will the
Commission go back to the terrible infighting of years past? I hope and pray not.
So what hai)uened?
I don't really know what the Planning Commission will ( or now think(s) of this but I
would recommend that the Council revisit Commissioner Senn's letter of February 27th.
This was written prior to any appointment problem and, I believe, generally reflects the
feelings of the Commission.
I have looked over my listings of the eighteen candidates, and after reflecting on the
Planning Commission and it's needs for the next few years recommend that the Council
appoint the following candidates to the Planning Commission:
Four year term - David Jeffrey
knows City Government, has attended Commission meetings and
participated in several past issues including LUE. Is a good
speaker and level headed. Has an awareness of disabled and
elders. Would work well with the other Commissioners and has a
good feel for our City with a keen interest in keeping it "as it is".
Three year term - James Kilmer
Has a Master Degree in "City and Regional Planning" which would
give the Commission the "technical" background it needs. James
is a ten year resident of SLOTown. Has a good working
knowledge of how the City works and is interested in "preserving
San Luis Obispo as an island of enlightened landuse". Is a good
speaker and will work well with the existing Commission
Members in advising the Council.
Commission Appointment cont'd
So what happened?
1 am very concerned and disappointed in the way this has turned out. That people on
the street know about it is disconcerting. That they knew before I did is REALLY
upsetting.
Please leave the few advocates that. are left alone so we can hear all sides of issues from
the public. They are much more effective talking to the Commission than they ever will
be serving on the Commission.
1 urge you to please take the politics out of this decision and appoint the two
recommended candidates to work WITH the existing Planning Commission Members to
provide the best advice and counsel to the City Council.
Sincerely,
�a
Barry eskint
Planning Commission Chair
623 Jeffrey Drive
San Luis Obispo, CA 93405-1021
CC: Council Members
Planning Commission Members
March 14, 1996
MEETING AGENDA
MEMORANDUM DATE -i9 f4 ITEM#
TO: Council Colleagues '
FROM: Dodie Williams "Co
Chair to Planning Commission,Council Subcommittee
SUBJECT: PLANNING COMMISSION APPOINTMENTS
Attached is a document containing both research and opinion that was presented to a previous
council by David Jeffrey. David has proven himself diligent in studying issues, and very able
in articulating his findings and position.
I offer this information to assist you in your selection of new and capable Planning
Commissioners.
DW:ss
Attachment
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MAR 18 1996
CITY COUNCIL
SAN —1,;Pn.CA
Seismic Upgrade
Presently SLO has 125 unreinforced masonry buildings of which 38
are designated as historical . Fire dept headquarters are presently,
located in a URM building . Presently the. SLO city is categorized
under the UBC as a seismic risk zone #4, which is the highest
possible risk zone . According to a representative of the California
Seismic Safety Commission it is extremely unlikely that SLO would =
be recategorized as a level #3 , which. would simply reduce
structural requirements for seismic upgrade of URM buildings and
thereby reduce costs . It would not preclude seismic upgrade and
simultaneous sprinkler retrofit requirements .
Seismic upgrade mitigation plans are mandated under SB547 with
sprinkler retrofit being a requirement of the Uniform Fire Code .
No completion date has been mandated for either . The mandate is for
public safety .
SLO has recently offered interest free , deferred payment loans to
strengthen URM buildings . $120 , 000. 00 from the Community Block
Grant . Funding by the Federal Govt has been set aside for the
initial loan pool . The loans are for a max of $10, 000 each with a
20 year payoff . Presently this would provide loans for approx 12
URM buildings and would cover approx 20% of total construction
costs..
We must encourage URM building owners to meet with city staff to
determine a realistic time frame to achieve seismic upgrade and
sprinkler retrofit . We must investigate. various forms of financing
including special assessment districts, private industry financing ,
Presold municipal bonds to various union investor groups and
building and permits incentives to those owners choosing to
demolish and rebuild .
Essential to this entire process is the need to improve downtown
shopping appeal -. Present downtown merchants would be hard pressed
to absorb rent increases to help landlords offset the cost of URM
upgrades . Additionally SLO cannot afford even short decreases in
sales tax revenue imposed by temporary business closures during
construction .
Most important is to proceed with a viable plan to insure resident
safety with all deliberate speed . Earthquake preparedness isn ' t a
luxury its a necessity.
David Jeffrey
MEETING AGENDA
DATE Pa ITEM #__
San Luis Obispo
Property Owners Association
P.O.Box 12924
San Luis Obispo,CA 93406
March 18, 1996
Mayor Alan Settle
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401-3249
Dear Mayor Settle:
Our Association is informed that nominations for Planning
Commission positions will be considered by the City Council this
Tuesday evening. We are further informed that nominations are
being presented without agreement of both members of the nominating
committee. We believe this is not the intended, nor preferred way
of conducting Commissioner selections. We therefore urge you to
send the committee back to the drawing board until it can produce
agreed upon nominations.
If this is not possible, we recommend reforming the committee
with the same direction.
Sincerely,
JohW. Belsher,
Pre dent
JWB\ab
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OATEaU- 9-96 ITEM #
N. Patrick Veesart
1446 Morro Street ♦ San Luis Obispo, CA ♦ 93401 ♦ (805) 546-0518
IR
TO: San Luis Obispo City Council C ❑ FIN DIR
FROM: Pat Veesart Er AGW ❑.FIRE CHIEF
DATE: 14 March, 1996 ATJARNEY ❑ PW DIR
SUBJECT: Planning Commission appointment g LERWORIG ❑ POLICE CHF
❑ MGMTTEAM ❑ REC DIR
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Dear Mayor Settle and Councilmembers, 11, ❑ PERS DIR
This morning.) received a copy of a letter written to you from Barry Karleskint,
Chairman of the Planning Commission. I was surprised to find myself publicly
criticized and to find open discussion of interview details that are normally
discreet. I am stunned by the content of that letter and I feel that a response is in
order.
Mr. Karleskint's letter was, in my opinion, inappropriate and oversteps the role
of the Planning Commission Chair in these proceedings. It appears that his
advocacy for David Jeffrey has colored his judgement and I cannot see how
his action serves the community or honors the intent of the process.
I made it very clear when I interviewed that I would bring an °environmental"
perspective to the Commission if appointed. I am not sure why Mr. Karleskint
would view my role as a promoter of a healthy environment in a negative light.
My perspective is one that the Council has sought in the past on other advisory
bodies, it is one that the community has repeatedly said it values, and a
healthy environment is the number one reason that new businesses are
attracted to San Luis Obispo. It is a perspective that belongs on the Planning
Commission because it represents the interests of the entire community.
The other perspective that I would bring to the Planning Commission is that of a
small businessman and General Contractor who deals.with issues like °home
occupation permits°, "use permits°, "fence heights", etc., routinely. I
understand, from the public's point of view, what it is to deal with a
bureaucracy that seems to make never-ending demands and enforces
confusing rules and regulations. I am familiar with both sides of the coin.
I have genuine respect and regard for all people who are engaged in the
problem-solving dialogue that is necessary if we are to find solutions that
balance the concerns that residents have repeatedly expressed. 1 have a lot of
experience working with all facets of the community and I don't believe the best
interests of the community are served by appointing homogeneous
commissions where there is little differentiation between viewpoints.
RECEIVED
MAR 1 mo .
ceuCMv COUNCIL
y n
The two committees that I currently serve on are both due to sunset shortly so I
don't feel that will be a problem. It's true, I am chairman of the local chapter of
the Sierra Club, but I don't see how there is any °conflict of interest" in that. I
have no financial stake as a conservationist and I receive no remuneration for '
it.
Not only is Mr. Karleskint's judgement clouded by his advocacy for David
Jeffrey, apparently so is his grasp of the facts. I was never a member of EQTF
and had nothing to do with how their recommendations were presented to the
Planning Commission or the City Council.
The Planning Commission should be composed of intelligent, caring people
with a wide range of perspectives and experiences that represent as broad a
cross section of the community as possible. They should be able to work
together in an atmosphere of mutual respect, even when they disagree, and
stay focussed on the goal of reaching the best decisions for everyone.
I believe that I am such a person and that the many hours of service I have
given to this community are proof that I want what's best for all of San Luis
Obispo.
If you have any questions or comments, please call me at: 546-0518.
Sincerely,
Pat Veesart
cc: SLO Planning Commission
51
Craig M. Anderson
1052 Islay Street
MEETING AGENDA �_6 San Luis Obispo, CA 93401
DATE -3', ITEM # (805)541-8838
March 13, 1996
COUNCIL CDD DIR
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Kathy Smith, Council Member Mf CAO ❑ FIRE CHIEF
Cityof San Luis Obispo 10,TTORNEY ❑ PW DIR
990 Palm Street 2 CLERK(ORIG ❑ POLICE CHF
San Luis Obispo, CA 93401 ❑ MGMr TEAM ❑ REC DIR
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Dear Kathy:
I write concerning my application to serve on the City's Planning Commission. I understand that
Bill will be recommending Pat and me, and that Dodie will be recommending two others. I know
that you will be placed in the "swing vote" position on this issue, as both Bill and Allen have
expressed their support for my appointment.
I am aware that you may have concerns with my appointment to the Commission. I can certainly
understand and appreciate these concerns. At times my energy and passion get the best of my better
judgment. Perhaps this is not the sort of individual who can best represent the interests of the City.
In my defense, I think that I am a fair-minded person. I try my best to avoid some of the petty
bickering that characterizes so many issues in this town. Sometimes I fail. I know that progress will
only come out of cooperation and I've been working, and will continue to work harder on this.
While I would be very pleased to serve on the Planning Commission, I can accept any outcome of
this decision. I will certainly not take any of this personally. I am very pleased with the job you
have been doing and I support your decision on this, whichever way you decide to vote.
Sincerelx,
f
Craig Anderson
R�G�,IVE®
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. MEETING ? 96 AGENDA�A�
ITEM # % •
ATE o
MEMORANDUM
March 12, 1996
TO: Council Member Dave Romero
FROM: Wendy George, Assistant to the CAO
SUBJECT: Meeting of Highway 46 Subcommittee
Yesterday was the first meeting of the Highway 46 advisory subcommittee called together
by Lt. Dwight Goggins of the Highway Patrol's Templeton district. Since you were
unfortunately unable to attend, I represented the City alone. Present at the meeting were
representatives of such diverse organizations as the Mid-State Fair, Paso Robles Chamber
of Commerce, Pismo Dunes Ranger District, Cal Poly, Cal Trans and other members of the
Highway Patrol. Subcommittee members had been selected based on interest that they had
expressed to the Highway Patrol on making the Highway 41/46 corridor safer.
The Highway Patrol has received a $100,000 grant to improve safety on the Highway 41/46
corridor between Highway 101 and Interstate 5. A task force has been established which
will be meeting in Sacramento to determine the best usage for this grant. Plans will include
both short-range options, such as increased patrols, and development of long-range options,
as well. Stakeholders in the main task force include representatives from the central valley
and the central coast. Part of the total grant, $20,000, has been earmarked for a public
awareness campaign. Lt. Goggins has established his advisory subcommittee to address ways
to make that campaign as effective as possible.
The group spent about an hour brainstorming possible ideas for engaging the public in a
campaign to become more safety conscious while driving the corridor. Concern was
expressed that while it is important to develop safety consciousness, it is equally important
not to establish a program which will scare tourists from driving the highway. Ideas were
discussed such as creating a "safety corridor" with a logo'which could then be used on
bumper stickers, key chains, car trash bags, informational brochures or cards, etc. These
items could be handed out at state parks, at Cal Poly during.WOW week or at other events,
mailed in Chamber of Commerce fulfillment packages, distributed by the VCB, mailed along
with tickets to events such as the Mid-State Fair or Mozart Festival, etc.
Lt. Goggins took careful notes of the suggestions and he will take them with him to the next
task force meeting in Sacramento. He will call another meeting of the subcommittee in
about a month, after the Sacramento meeting. I will let you know as soon as I am notified
of the next meeting.
c: John Dunn y Ef CAAON° IL ❑ CDD DIR ;
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i�uG%p 96 AGENDA
-ITEM # /.
March 7, 1996
MEMORANDUM
TO: Council Colleagues
FROM: Dave Romero -'j�%7�'
SUBJECT: COUNCIL LIAISON REPORT -
ounty Water Resources Advisory Committee
I am currently the representative to this committee, with Allen Settle as the alternate. Gary
Henderson attends all meetings as technical advisor. On occasion, I have had to leave a meeting
early and have missed votes which might have been critical. Since Gary Henderson is unable
to vote, the City was not represented.
I believe the City's interest will be better served if we request that the Board of Supervisors
appoint, Gary Henderson as an additional. alternate to Allen Settle, with voting authority to
represent the City of San Luis Obispo.
DR:ss
c: John Dunn
John Moss
Gary Henderson
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PEAR 1 6 1996
Sa^01TV COUNCIL
,,. �`:TING AGENDA
LI1I� I Po
1,,,�E�ITEM #l
� ° _
r.
DATE: March 19, 1996
TO: Mayor Settle
FROM: Peter Terhune
Re: Continuance for Higuera Street Bridge Design Direction
The Business Improvement Association officially withdraws its request for a continuance
on the discussion of the Higuera Street Bridge Design Project. Based on the information
supplied by those merchants who are directly involved in the repercussions of the Higuera
Street Project,we ask that the continuance not be granted. Thank you.
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P.O.Bax 1402•San Luis Obispo•CA•93406.805/541.0286•Fax 805/781-2647•e-mail:biaosGmet.nrg
f
TI NG� _9� AGENDA
ATE --�_ITEM #
San Luis Obispo Chamber of Commerce
1039 Chorro Street • San Luis Obispo, California 93401-3278
(805) 781-2777 • FAX (805) 543-1255
e-mail: slo-chamber@slonet.org
David E. Garth, Executive Director
March 18, 1996
Mayor Allen Settle and Members of the City Council
City of San Luis Obispo
990 Palm Street
San Luis Obispo,California 93401
Honorable Mayor and Members of the City Council:
The San Luis Obispo Chamber of Commerce has been following the proposals to repair the Higuera Street
Bridge with great interest. As we all are aware,construction projects in the downtown area must maintain a
difficult balance between the need to replace important infrastructure,and the severe effects such replacement
projects can have on local businesses.
The possibility of severe economic dislocation as a result of well-meaning construction projects is evident in
the Higuera Street Bridge problem. Disturbing or closing the flow of traffic down Higuera Street is analogous
to clogging an artery in a human being—in this case,a stmt which is a major artery into downtown San Luis
Obispo's business community.
As Council deliberates on the options before you for replacing or reconditioning this bridge,we urge you to
take into account not only the economic costs of the project itself,but also the real economic impact that
disruption of Higuera Street traffic will have on local business.
Just as Marsh Street was,the Higuera Street Bridge is a piece of infrastructure that cannot be ignored. Also
like Marsh Street,the choice of method for reinvigorating this piece of infrastructure will have a dramatic effect
on the quality of the downtown area as construction takes place. It
We urge you to remember the serious impact closing Higuera Street would have on the downtown area as you
decide how to renovate the bridge,and remind you that an additional investment in the well-being of downtown
businesses as you proceed with these repairs will yield long-term returns resulting from continued health of this
important business community.
Yours very truly,
in
OrCOUNCIL ❑ CDD DIR
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MEETING AGENDA
DATE -i 9-9� ITEM#�_
March 19, 1996 R&1ZUNCIL ❑ CDD UIR
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Michael D. McCluskey, Director@-QLERWOFUG ❑ POLICE CHF
Director of Public Works ❑ MGMTTEAM ❑ REC DIR
City of San Luis Obispo ❑ C READ FILE ❑ UTIL DIR
955 Morro Street ❑ PERS DIR
San Luis Obispo, CA 93401
Mike, I appreciate your response to my letter. I can appreciate the difficulty of trying to
appease so many interested people.
I was aware that the bridge structure was hydraulically limited but I am under the opinion that
it is still viable to work within the structure. My own experience is with reducing the diameter
of many sewers and large interconnecting underground structures that were already hydraulically
limited but were in an advanced state of decay. Calculations showed that a reduced coefficient
of friction from a reduced diameter actually maintained the capacity of the original line. This
is the basic principle used for polypropalene lined sewers (slip lining) where a smooth plastic
liner is drawn through an existing sewer. The smooth surface with a lower coefficient of
friction actually maintains the original hydraulic capacity and in some cases, surpasses it.
The gunite solution would also provide a smoother surface than currently exists under the
Higuera Bridge. It is possible that calculations will show you can maintain capacity or exceed
it depending on how smooth and unobstructed the final surface would be.
It may be possible to not reduce the inner dimensions if the existing walls were cut back and
replaced with reinforced gunite to restore the original dimensions. Maintaining the original
dimensions with a smooth gunite surface would result in more capacity because of a lower
coefficient of friction.
The bridge deck presents a challenge. However, I've seen some amazing restorations and
encapsulations done with gunite and rebar. I believe a temporary wooden supporting structure
could be built inside the bridge that would allow many reinforced concrete options .from
underneath. '
Perhaps the biggest''impediment to a below surface solution would be the Army Corps of
Engineers. I've done business with them on many County projects and I find them reasonable
when fully informed. I believe they could be convinced of the merit of a below surfgce-W.16tion.
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Finally, the City of Syracuse is well know for its weather with 160 inch annual snowfalls and
70 to 80 inches of rain. Most of its 100+ year old storm system is repeatedly hydraulically
challenged. Cheap solutions were required when we discovered failures and I often found
underground solutions with reinforced gunite to be the cheapest. The main drainage feature for
the City was Onondaga Creek which ran the length of the City and bisected the downtown ares.
This creek would be called a river in California and I regularly took a canoe down this creek,
unobstructed, to inspect during periods of non-rain. The 25 or so bridges that connected the
City across this creek were all hydraulically challenged during major storms. I probably
replaced or restored half of the bridges using full replacement as well as gunite reinforcement.
With the information I have to date, I don't see the Higuera Street bridge as any more unique.
I think it is important that the decision makers have sufficient information to make a good
decision.
I appreciate your responses and do sympathize with the difficulties you face.
Sincerely,
Duane P. Leib
4380 Sunflower Way
San Luis Obispo, CA 934011
C - Allen Settle Mayor J
John Dunn, City Administrator
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. AGENDA
KIRBY K. GORDON DATE 2dA-1TEM #�-
Attorney at Law
COUNCIL ❑ CDD DIR
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March 18 1996 0 MOMTTF..AM ❑ REC DIR
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City Council of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401 A FRO P1i V ID
RE: Higuera Street Bridge- Concerns of Woodstock's Pizza, Inc. MAR 19 11996 1�
CITY CLERK
SAN LUIS OBISPO,CA
Honorable Mayor and Members of the City Council:
This office represents the interests of Woodstock's Pizza, Inc. which is located at the comer of Osos
and Higuera. I have enclosed a map taken from the staff report detailing Woodstock's' location for
your easy reference. As you might know Woodstock's is celebrating its 15th year in San Luis Obispo
and it has consistently won the yearly award for the best pizza in town. Woodstock's success
translates into thousands of dollars in sales tax revenue to the City. The company is active in charity
work,community services and job creation. In short,Woodstock's is a good corporate citizen of the
community.
Due to its location and the placement ofthe entrances and exits on Higuera and at the comer of Osos
and lEguera,it appears that Woodstock's will be the business most severely affected by the Higuera
Street Replacement Project. The loss of the delivery access and fire exit on Higuera could be
catastrophic for the business. Consequently, Woodstock's would like to appeal to you for every
consideration possible when the City plans the project. Some of the major concerns and questions
can be summarized as follows:
1. Will Woodstock's be forced to close completely during the project?
2. Will the construction make it impossible to get in and out of the door on Higuera?
3. Will the construction make it impossible to get in and out of the door on Osos?
4. Ifthe Higuera fire exit is closed,wi71 the Fire Marshall allow Woodstock's to remain open?
P.O. BOX 3106 • SHELL BEACH, CA 93448 • (805) 773-2610 •Voice Mail 545-5267 9 Fax (805) 773-6050
City Council of San Luis Obispo
Page 2
March 18, 1996
5. If the sidewalk is closed how will Woodstock's get deliveries?
6. Will Woodstock's be entitled to compensation for loss ofbusiness?
7. If parking is lost where will the replacement parking be?
8. If the Court Street lot is used as a staging area during construction, where will our pizza
delivery drivers and customers park?
9. How will dirt and noise generated by the project be mitigated?
10. Can work be done late at night and early in the morning?
11. Can the work be completed in sections?
12. Can work be completed by the time Cal Poly starts?This is a concern due to the fact that
there is a significant increase in population, traffic and business when the fall quarter commences.
Woodstock's realizes the importance of safe streets and the need.for the replacement project.
However, it is hoped that certain mitigation efforts will be undertaken in response to some of the
negative impacts which will result from the construction. Some of these are as follows:
• Loss of business during the construction is only part of the concern. The real concern is the
loss of future business if clients' patronize other establishments and then switch their
allegiance.
• The above concern is all the more real if any parking is lost in the Court Street lot as one of
the designs indicates.
• Work should be accomplished underground as much as possible with mitigation of dirt and
noise.
0 There should be a fund for promoting all the affected once the construction is completed.
City Council of San Luis Obispo
Page 3
March 18, 1996
Thank you for your careful consideration ofthis important matter. Woodstock's realizes that difficult
decisions must be made with far reaching impacts. The employees, owners and loyal customers
respectfully request that every effort be made to allow business to be continued uninterrupted and
with minimum adverse economic impact.
Sincerely yours,
Kirby K Gordon
Attorney at Law
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COUNTY OF SAN LUIS OBISPO
bepaRtment of GEnemt sERvIces
COUNTY GOVERNMENT CENTER•SAN LUIS OBISPO,CALIFORNIA 93408• (805)781-5200
DUANE P. LEIB, DIRECTOR
March 6, 1996
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Michael McCluskey, Director of Public Works13 PFF RE CHIEF
City of San Luis Obispo RNEY JPW DIR
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990 Palm Street TEAM D RECDIR
San Luis Obispo, CA 93401 FILE ❑ UTIL DIR
❑ PERSDIR
BRIDGE-OSOS AND HIGUERA STREETS
Mike, I would like to offer my two cents worth of advice on the reconstruction of the bridge at
Osos and Higuera. I know that well intended suggestions are often more of a pain in the
backside than of any real help. I don't envy you in dealing with this issue. You have my
sympathy since I have been in similar situations.
First, let me attempt to establish my credentials hoping to give a little credibility to my
suggestions. I spent many years as Commissioner of Public Works for the City of Syracuse,
New York. During this time, I became very actively involved with rebuilding programs for the
many old bridges spanning a major creek that ran through the middle of downtown, and for the
100+ year old sewer system. The bridges I've been involved with were from one lane to six
lanes, of wood, metal, concrete, or a combination.
The sewers I've been involved with were primarily 100+ year old structures of brick
construction with a key stone and were generally 36 inch diameter up to 60 inch diameter.
Some of the old interceptor sewers connected in what amounted to a huge underground chamber
similar to.a bridge in design. Part of the storm water system utilized the old Erie Canal that was
covered by a bridge and fill placed on top. Walking under ground was an unusual experience
where I personally inspected approximately 100 miles of large storm and interceptor sewers.
Restoring bridges in the downtown area presented the same kind of challenge you are facing
with the bridge at Osos and Higuera Streets. Restoring large sewers, where some failures
.resulted in underground cavities large enough to conceal several buses, was a challenge in the
downtown area where any traffic disruption was seen as unacceptable.
RECEIVED
MAR 1 .( 1996
Cl"'COUNCIL
C AK, '•••On /`q
f
Michael McClusky
March 6, 1996
Page two
When I couldn't get surface access to replace a section of sewer or an old bridge, it was done
from within or underneath. Bridges were reinforced from underneath and shot with gimite to
restore them with minimal surface disruption. The same is true for sewers. I personally
administered projects that restored underground cavities 40 feet wide by 80 feet long, 30 to 40
feet under major thoroughfares., accomplished by using reinforced gunite working underground
with little or no disruption on the surface.above.
a
I don't know if you have considered these options, but I can personally attest to the success of
the projects. I haven't been underneath' the OsoslHiguera bridge, but I find it difficult to
conceive an underground solution would'not be,possible.
I would be happy to discuss some of my experiences with you if you wish. Again, I am
sympathetic to the problems you face. .
DUANE P. LEM
:County General Services Director
c -°Ma''o. Sel
ohn Dunn, City In
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955 Morro Street • San Luis Obispo, CA 93401
March 11, 1996 '
Duane Lieb, Director of General Services
County of San Luis Obispo
County Government Center
San Luis Obispo,California 93408
Dear Duane,
Thanks for your letter of the 6th. Since you don't know the specifics of the bridge let me give you a few details which shed
light on the possibility or lack thereof of rehabilitation of the bridge totally from underground. First the structure is
hydraulically limited. That means that it is at capacity. Any project to strengthen the walls or build a new roof reduces its
hydraulic capacity. That reduction means that in major storms the City would flood more often and I cannot in my
professional judgment recommend to the City Council that we purposely flood the downtown any more frequently than
currently. The ensuing claims would be near impossible to defend and could easily exceed the cost of the current project.
Second,the structure of the bridge is such that there is no means of structural connection to carry live and dead load from
the concrete slab to structural members resting on the existing walls. The only way to provide that structural connection is
to gain access from the topside to the members, weld on connectors and re-pour the slab. As you state a whole new roof
could be build from the inside(thus leaving the existing slab and structure as redundant)but to do so would not only greatly
restrict the capacity of the tunnel and also add substantially to the project cost.
Finally, since this is a "creek"project, there would be no guarantee that the Army Corp of Engineers would even allow us to
use the creek floor as a base station for a repair project of the magnitude of which you favor. Environmental concerns in
this community are weighed heavily and impacts on an underground project would be extensive.
You must have been very fortunate to have facilities with excess capacity and extra funds to put toward various projects.
Since most sewers in the east are combined sanitary and storm facilities you were also lucky in that your facilities drained
directly to a treatment plant and did not have to deal with the Inland Waters Act. Unfortunately.in today's "California"
financial climate I cannot recommend projects which subject the City to increased liability exposure or exorbitant financial
funding.
Very Lr
Michael D. c luskey
Director of Public Works /
c: John Dunn
Allen Settle
DECEIVED
51996
Cry COUNCIL
ff CAN CA
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.
MAR-19-96 TUE 02 :53 P. 02
MEETINr AGENDA
DATEA ITEM # �
W.WRIGHT WATLING
P. O BOX 40812
SANTA BARBARA, CALIFORNIA 93140-08 =DI
COUNCIL 13.'C DD DIR
PHONE/FAX(805)899-0010 d�AO ❑5FIN DIR
March 18, 1996 VACA0 ❑ CHIEF
ATTORNEY. L�(PW DIR
city Council EVCLERK/ORIG ❑ POUCE CHF
City of San
13 MGMTTEAM ❑ REC DIR
Lnuc Obispo ❑.C R FILE ❑ UTIL DIR
990 Palm Street ❑ PERS DIR
San Luis Obispo, CA 93410
RECEIVED
By Facsimile to: (805)781-7109 MAR 1 8 1996
Re: Higuera Street Bridge Replacement Project Clr COUNCIU
RAN ^,con.CA
Dear Mayor Settle and Council Members:
I am writing to you as an owner of property located at 952-964 Higuera Street. Our property is
at the corner ofHguera and Morro streets and encompasses the space occupied by Meridian,
Bridge Street, Cal Photo, and Louisa's Place. Thus, our building is literally just a couple of doors
down lEguera Street hom the `bridge" and will be heavily and adversely impacted by any
significant disruption to vehicular or foot traffic. All of our tenants are local people and they are
all`tnom and pops"_
Obviously, if the street is dangerous,it has to be fixed. No prudent or responsible person would
question that.
As you consider what to do, I would ask you to keep in mind the following:
• As a matter of simple fairness, the cost of fixing the street should be borne by the entire
community and should not fall disproportionately on the businesses and property owners on
I3iguera Street. It is simply not right or fair that a business or property owner be severely hurt
economically and go uncompensated so that the rest of the community enjoys a safe street.
• The economy has been in a long and deep recession and both tenants and property owners are
very fragile.
• There has been a lot of disruption in the downtown in recent years.
• Downtowns all over the country are having a tough time competing against the outlying malls
and large power or box centers. You need to support your wonderful downtown.
The 11 page report pnt out by the Public Works Department contains lots of facts and figures.
But none about what it will cost businesses or property owners. Imagine Single Mom Sally, age
35 with a ten year old daughter who owns a modest home. Two years ago she borrowed.against
her house, sold the few stocks that she inherited from her parents and started her dream- a little
retail business. She works 70 hours a week, somehow raises her daughter, and barely pays her
rent, home mortgage, and two employees, Jean age 25 who has a two year old and is also
5�
MAR-19-96 TUE 02 :54 P. 03
attending college part time to become an accountant, and Marge age 60 who is working full time
to help offset some ofher ailing husband's medical bills.
Ifyou so disrupt the street that Sally's business fails, then she loses her business,her house i�ith
all the emotional turmoil that will cause her and her daughter, and her credit will be ruined. Jean
may have to give up her dream ofhaving an accounting career, and Marge and her ailing.husband
will have to sell their house to help pay his medical bills. And of course Joe landlord has no rent
coming in but has to keep paying the mortgage and'property taxes,,and keep feeding his family.
All these people and their families will go through a stomach churning.change of circumstance.
What you do will effect people's lies up and down Higuera Street. People are struggling these
days. Doing this project the wrong way will ruin businesses,put people out of work, and cause a
domino effect in their lives and the lives of those around them If you sbut down or seriously
disrupt I iguera Street the little vignette told above will be played out in real life many times up
and down Higuera Street.
But;Ifiguera Street has to be fixed.
It is a complex engineering project. Your engineers are presumably competent engineers and I
don't mean to question that. But they are not specialists in this kind ofwork. That is not a
criticism of them;it would be silly to have that kind of specialization in house. Surely, if you were
going to have very complex surgery with far reaching consequences,wouldn't you at least go get
a second opinion from a specialist who does that kind of surgery regularly rather than rely upon
the advice of a competent but general surgeon? And don't you at the very least have that
obligation to the businesses,property owners, and community at large in this case? Are you really
sure that your engineers have the experience to know the best way to tackle this complex
problem?
Yes, good advice is expensive--but not nearly as expensive as bad advice. I would request and
recommend you do three things:
• Recognize the fairness issue and think through the true economic and human costs to the
businesses and property owners involved
• Find and engage a specialist consulting engineer experienced in these kinds ofprojects. To
do otherwise would be penny wise and pound foolish.
• Consider putting a substantial bonus for completion ahead of schedule and penalty for delay
in completion in the contract, subject to setting a requirement that the street be kept
substantially open for cars and pedestrians. Remember how fast they rebuilt the Santa
Monica freeway after the LA earthquake.
Respectfully submitted
VWrigh
BUSINESS IMPROV ASSOC TEL :805-781-2647 Mar 18 96 16 :45 No .016 P .01
MEETAGENDA
DATE
DATE _Q TEM #
18 March 1996
To: Mayor Allen Settle and City Council Members
From: Peter Terhune,President r
Deborah Holley, Administrator
Re: Request for continuance on the matter of Higuera Street Bridge
Construction,item B 1, 19 March 1996 Agenda
The BJA respectfully requests that the City Council continue the above matter until after its
Board of Directors' meeting scheduled for April 9.
Having obtained a copy of the Staff report on Wednesday, March 13,the Higuera St.
Bridge subcommittee examined the report on Friday,March 15; however is unable to
procure a IIIA Board response until the subcommittee offers its recommendation to the
Board on April 9.
At this time, the subcommittee recognizes the need for further study of the issue and firmly
stands behind its stipulation for the least disruptive option to be considered. Another issue
which has not been addressed is parking disruption and loss which we believe will also be
impactive and should he included in the report.
Further time to study and discuss this crucial issue is critical to developing a position. 'ne
Council's grant of additional time would be appreciated.
RECEIVED
mio 1 � 1996
CjTM COUNCIL
SAN _Po. CA
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a MEETING AGENDA
DATE " `' ITEM #
RECEIVED March 8, 1996
fAAR .I 1 5996
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ltSFRIESS6 COUNCIL ❑ CDD DIR
0 FIKERY D-CAO ❑ RN DIR
'I MEOFTMEVELVETFOAM"'• G ACAO ❑ FIRE CHIEF
Mayor Allen Settle ❑rATTORNEY ®'PW DIR
Council Members: Bill Roalman 1316LEFIMRG ❑ POLICE CHF
Dave Romero ❑ MGMT TEAM ❑ REC DIR
Allen Settle ❑ c R FILE ❑ UTIL DIR
Kathy Smith }` C� ❑ PERS DIR
Dodie Williams
Re: Higuera Street Bridge Project
Dear Mayor Settle and Council Members:
We are the owners of Uptown Espresso and Bakery located at 1065 Higuera Street, in the
O'Leary Building. Our store has been open since September 23, 1995 and we are very pleased
with the success and popularity that we are having. We attribute our success to our commitment
to provide quality products and service, as well as a location that provides outdoor dining, easy
access and parking and is in close proximity to the county building and courthouse.
It's a common phrase used among commercial businesses that the three most important
elements in opening a business is LOCATION, LOCATION, LOCATION. We chose the location
at 1065 Higuera Street after researching the city for many months, talking to the city planners,
BIA, Chamber of Commerce, realtors and other business owners. We waited for this location for
almost a year and a half upon learning that it would be available because we felt it was just the right
location.
AT NO TIME during the long process with the City of getting all the necessary permits
and licenses were we informed that there was a Higuera Street Bridge Project in the planning. We
were very dismayed and distressed to read about it in the paper only 2 months after opening our
business. Such negative information would have greatly impacted our decision to invest more than
$200,000 in equipment and leasehold improvements at this location. It is my understanding that
other new business owners in the area affected also were not informed.
Thus far we have attended every meeting the city engineers have called and we will also
attended the March 19th city council hearing. What we have learned at the meetings so far is that
the city has not explored all reasonable alternatives which would allow our downtown area to
remain open.
We want it known that we will not tolerate any disruption, interruption or loss of income to
our business due to the Higuera Street Bridge Project, a project the City should have told us about
in advance of our business opening.
Sincerely,
Randy d Norene Coates
cc: BIA and Chamber of Commerce
1065 HIGUERA STREET•SUITE 101 •SAN LUIS OBISPO, CA 93401 •(805)783-1300
'J
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r 'AEETING AGENDA
DATE 3 9 yb ITEM #
.'Z�
FIRSTBANK
OF SAN LL115 0315PO
1 E"trOUNCIL j DIR
ICAO ❑ FIN DIR
March 8, 1996 ; Ca-ACAO CI FIRE CHIEF
❑-ATTORNEY Q--DWDIR
❑'CLERWORIC ❑ POLICE CHF
Mayor Allen Settle ❑ MBMTTEAM ❑ REC DIA
c/o City Hall
❑ C R FILE ❑ U nL DIR
990 Palm Street ❑ PERS DIR
San Luis Obispo, CA 93401
Dear Honorable Mayor Settle:
The proposed Higuera Street Bridge replacement project is of the utmost concern to FirstBank of San
Luis Obispo.
The Board of Directors, officers, and customers of the Bank have expressed great concern regarding
the impact of the construction project to the downtown core.
ANY closure of the street for ANY duration would cause irreparable damage to the downtown business
district.
Of the options the City engineering staff have proposed,.it seems obvious that they favor the complete
removal and replacement of the current bridge. The City staff, in their zeal to obtain a structure that will
last hundreds of years, appear to have lost sight of the economic ramifications that this project will have
on the immediate economy of the downtown district and City.
We feel that reconditioning is the only viable alternative. We would ask that the City Council
recommend taking the middle ground between completely rebuilding the bridge, which would cause
wide spread economic harm, and no action on the bridge. Therefore, we feel that a reconditioned
bridge project reduces the economic threats and accomplishes the goal of a safe infrastructure in the
downtown.
San Luis Obispo has one of the few histrocially and economically thriving downtowns in the State. This
vitality can not be taken for granted. The downtown merchants should not be asked to suffer through
another construction project which threatens their very livelihood.
Studies have shown that any interruption or inconvenience in a normal shopping pattern will cause
consumers to select other sources for like products, and; that once the interruption is removed they do
not return to their previous source but continue to shop elsewhere. Downtown businesses should not
have to ask their customers to put up with another construction project interruption.
RECEIVED
MAR 1 11996
CIT" COUNCIL
aAN -^ cpn. PA
995 HIGUERA STREET, P.O. BOX 1249, SAN-LUIS OBISPO, CALIFORNIA 93406-1249 :: (805) 541-6100 FAX: (805) 544-2217
t
From the Bank's perspective, access to our parking lot is crucial to the success of our business. We
are one of the few downtown businesses that provides customer parking. If our customers can not
access our lot, they can easily find another Bank in town that provides parking. We feel that the City
Council should consider the ramifications to the Bank and work to provide continuous access to our iot
throughout the duration of the project.
Did the City Community Development Department give adequate notification to individuals who recently
obtained permits which are impacted by this project? I am aware that Barbara and Mark Furia, Osos
Street Subs, expanded their business operation without any City communication that the bridge project
was on the horizon. It seems that vtial communication between the Engineering and Community
Developement Departments needs to be implemented so that applicants may obtain all the pertinent
information regarding their property.
I would ask that the City Council obtain information on every viable alternative to completing the project
WITHOUT closing Higuera Street. We can not support an alternative which forces the closer of
Higuera Street!'
Please feel free to contact me regarding this issue. I appreciate the opportunity to explain the concerns
of the Bank.
4Sincyo
O
of the Board
cc: Councilmembers Roalman, Romero, Smith, Williams
John Dunn, CAO
'i
Mar-18-96 02 :07P SLO _Assn . of Realtors 5432813 P .01
=ETING AGENDA
DATE 3-11-?CP ITEM #=
03 SAN LUIS OBISPO ASSOCIATION OF REALTORS, INC.
443 MARSH STREET/SAN LUIS OBISPO/CALIFORNIA 93.401 /(805)541-2282/ FAX (805) 544-2813
REALTORa
3/19196
To: San Luis Obispo City Council
From: Don Hubbard,President, San Luis Obispo Association of RealtorsO
Re: Downtown Housing Study
Tomorrow night you will be asked to take a look at a study being submitted by planning staff regarding housing in
our downtown core.
The primary purpose of this memo is to 1cl you know that the San Luis Obispo Association of Realtors4b is vitally
conccmcd with this issue and hopes that you will give it your most careful consideration.
Two members of our organization participated in the study,and we have had two meetings,one open to the public,
to explore this issue.
Those of our members attending the meeting were supportive of the general goals of the housing study.
• To increase density
• Lcsscn code restrictions
• Reduce impact fees
• Use city&grant fiords
However,concerns wac txpressed with certain aspects of the staff report before you.
Specifically. the group raised these questions:
Item-
1.2 Code amendments-specifically to look at a provision that exempts downtown housing(as a lesser use)from
the automatic"change of occupancy classification"which triggers mandatory code compliance in the commercial
zone.
1.6 Redtxe fees-more efforts need to be made to facilitate private development of market or low cost housing,
downtown.Fee reductions are needed to level the playing field with other housing development options.
2(a) Whether public housing is the highest and best use for the Blackstone Hotel. if it is...can the commercial
portion be sold to offset such a large amount of public fund expenditure for 14 studio apartments?
Also,to study 667 Monterey,currently on the market,and consisting of.62 of an acre.with the capacity for
additional units plus parking. This may be a more usable case study.
L9'COUNCIL
ED DIR
El-CAO ❑ FIN DIR
t�AO 13 FIRE
lDATTORNEY 13 PW DIR V
3 CCLERKADRG 11 POLICE CHF
❑ MW TEAM ❑ REC
_
DIR RECEIVED
13 C IUE 13 UTIL DIR
❑ PER
MAR 1 ,A 1996
CITY CLERK
SAN LUIS OBISPO,CA
i
MAP,-19-96 TUE 4: 55 PM SIN LUIS AMBULANCE HQ FAX N0. 8055460885 P. 2
I': COl114CIL ❑ CDD IDIR
° FIN DMEETiNu AGENDA
geFIRE /
;�RNEY ❑ PW DDATE�ITEM #0'A6
LIGORIC O POLI
MCJMTTEW ❑ REC L° PERn Luis Ambulance Service, Inc.
RQ BOX 954.569 HIGUERA STREET.SUITE'X •SAN WIS OBISPO CA 93406 • 8051543-2526 • FAX 8051544-0885
San Luis Ambulance Service is a privately owned paramedic ambulance
service that receives no tax subsidies. Only those individuals who
use the service, pay for it.
Since 1945, SLAS has demonstrated a dedication to the provision of
high quality, cost efficient, prehospital patient care and
transportation. Ambulances respond to emergency medical calls from .
five strategically located stations through San Luis Obispo County's
medical communications center. There are two locations in San Luis
Obispo and one in Morro Say, Atascadero and Paso Robles. Covering 80%
of San Luis Obispo County, licensed paramedics and EMTs respond to
approximately 10, 000 calls annually.
Of the estimated 10, 000 calls a year, approximately 281k will involve
patient treatment but no transportation, and therefore, no payment.
Of the estimated 72% of calls that involve patient transport, the
overall collection rate will average 68% . SLAS has not received a
rate increase for the past six years.
The current call rate of $460 is the lowest in the state . The average
advanced life support rate for ambulances in California is $570 .87 .
The proposed rate increase of $110 a call will help to cover an annual
$330, 750 assessment that will be paid by SLAS to SLO County first
responder fire departments. In addition, the increase will help to
offset the extra expense of one new unit and five full-time medical
staff positions that will be included to meet the increased deployment
demands of the new county contract.
It' s true that the costs involved in receiving or providing medical
care are high. The ambulance rate reflects the costs involved in
providing fully-stocked and equipped paramedic ambulances on the road
24 hours a day, 365 days a year, staffed with highly-trained
emergency medical services professionals.
SLAB employes 32 full-time and 15 part-time employees . Paramedics and
EMTs are professionals in their education and training, and they are
patient advocates committed to maintaining the highest standard of
excellence in patient care while keeping abreast of the latest
technological advances in emergency services .
SLAS_ takes pride in a distinguished record of service, dependability
and continued availability at all times.
•Serving Since 1945"
WE ADHERE 70 THE HIGH STANDARDS AND ARE MEMBERS OF THE CALIFORNIA AMBULANCE ASSOCIATION
MAR-19-96 TUE 4:56 PM SAN LUIS AMBULANCE HQ FAX N0. 8055460885 P. 3
AMBULANCE RATE COMPARISONS
COUNTY: ALS RATE:
Alameda $543 .85
Contra Costa $554 .44
Fresno $475. 00
Kern $628 .82
Lassen $725.00
Merced $605. 00
Monterey $565 .56
Napa. $575. 00
Orange $516 .53
Placer $565.55
Riverside $575.00
Sacramento $574 .77
San Joaquin $519 .00
San Mateo $682 .41
Santa Barbara $525 .13
Santa Cruz $533 .45
Stanislaus $591 . 65
Tulare $560 .28
Ventura $531 . 00
Yolo $570 . 05
Average $570.87
Compiled 1/2/96