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Home My WebLink About01/14/2003, COMMUNITY FORUM - Alta Vista neic1hBoRhoo6 association RED FILE -- po Box 13423 san Luis omspo ca 934o6 MEING AGENDA DA i - _ITEM #Commwu January 10, 2003 �'flYt�nrV TO MAYOR DAVE ROMERO AND COUNCIL MEMBERS: As the Council begins budget deliberations for the next two years, our neighborhood needs your help. Directly adjoining the Cal Poly campus,we often feel under siege, subjected to steadily increasing pressures that affect our quality of life and threaten to drive us out of our homes. Alta Vista is a mixed neighborhood made up about equally of owner-occupied homes, many by long-time residents, and student rentals, most awned by out-okowm landlords. Unless the city does more to protect our neighborhood, it could become another Isla Vista. We have polled our members for their priority concems and append our findings to give you a fuller sense of what we face. They focus primarily on safety and quality of life. Recognizing the budgetary squeeze the city faces,we have winnowed them down to offer two suggestions. 1) Fund Neighborhood Services and all operations that work with nelghb� inchtdIng SLOPD and the Transportation Division,at hrff sLengtb,and encourage all pay wWe cooperation wHh Cal Pbly PD. In other words,first do no harm. We've had excellent cooperation from Cal Poly PD,especially Carol Montgomery,despite their limited resources, and neighborhood initiatives by Rob Bryn and Peggy Mandeville have been very constructive for us as well as for other neighborhoods. 2) Challenge Cal Poly to fund two or three full-time posipons at SLOPD to compensate for resources the university draws from the city. That would enable SLOPD to be a far more effective presence in the neighborhoods and to enforce existing laws. It should include foot patrols on Thursday,Friday,and Saturday nights. University officials have publicly proclaimed concern for town-gown relations. As the new Vice President for Student Affairs said, 9Ne should work together to find ways to co-exist that are mutually beneficial. People are entitled to their property rights and their right to quiet and safe neighborhoods.' Let's take them at their word. We believe these measures would improve the quality of our neighborhoods and foster harmony among all our citizens. Respectfully for AVNA, RECEIVED _ JAN 13 2003 SLO CITY CLER Bryn, Pe y X COUNCIL 2tDD DIR cc: Deborah Linden, Rob B ry Peggy Mandeville, Ton Aeifts, Comel ®AO ,L FIN DIR ACAO eri FIRE CHIEF AACTTORNEY 2"PW DIR LERK/ORIG POLICE CHF O-DEPTHEADS ..Z REC DIR 7IJTrtl� RID RIR i SUMMARY OF CONCERNS OF ALTA VISTA RESIDENTS, DECEMBER 2002 Traffic Safety Speeding, especially on Slack, McCollum, and Fredericks, particularly dangerous at blind intersections and with students walking in the streets Running stop signs, both cars and bicycles, especially at Kentucky and Hathway, Hathway and Longview, and Longview and Slack, pedestrians placed in jeopardy along with other vehicles Bicycles without lights or reflectors, a hazard to themselves and all others, and no bike lanes on some of the busiest streets Traffic coming from PAC turning right down Hathway, instead of left to Grand as Cal Poly promised, building up traffic volume and noise late in the evening Noise and Loud Parties Noisy parties,with weekends elongated to three or four nights, many with repeat offenders who scoff at the complaints of residents and too often seem to get a free ride Drunken and loud, sometimes belligerent students wandering the streets in groups at all hours, tossing bottles and cans and often urinating in people's yards, moving on before police arrive Vehicles with thunderous stereos roaring down our streets at all hours Parking Inadequate enforcement of illegal parking, especially from 5:00 to 10:00 p.m. Shortage of parking districts where overflow from events at Cal Poly jams residential streets 2003-05 Financial Plan Council Advisory Body RECOMMENDED GOALS January 2003 city of san tins omspo 2003-05 Financial Plan COUNCIL ADVISORY BODY RECOMMENDED GOALS TABLE OF CONTENTS Introduction 1 Council Advisory Body Recommended Goals Architectural Review Commission 2 Bicycle Committee 3 Cultural Heritage Committee 4 Downtown Association 6 Housing Authority 7 Human Relations Commission 9 Jack Residence Advisory Committee 10 Joint Recreational Use Committee 11 Mass Transportation Committee 12 Parks and Recreation Commission 13 Planning Commission 14 Promotional Coordinating Committee 15 Tree Committee 16 Appendix Role of Advisory Bodies in the Goal-Setting and the 2003-05 Budget Process 18 i INTRODUCTION Overview. As discussed below, this document represents the "final" advisory body goal recommendations to the Council for 2003-05, which are presented alphabetically by advisory body. Background. The purpose of the City's two-year budget process is to link what we want to accomplish for the community over the next two years with the resources needed to do so. Linking goals with resources requires a budget process that identifies key objectives at the very beginning of the process: setting goals and priorities should drive the budget process, not follow it. For this reason, Council goal-setting is the first step in our budget process. Council advisory bodies play an important part in this process by providing the Council with their goal recommendations. New Approach for 2003-05. The Council asked that advisory bodies take a "two-step" approach this year in developing recommended goals for Council consideration: O The first step was developing draft candidate goals by each advisory body. These were completed by October 29, 2002. © In the second step, the City's budget staff compiled the draft goals from all of the advisory bodies into a complete listing, which each advisory body then reviewed before finalizing its recommended goals to the Council. With this "two-step" approach, the Council hopes that each advisory body will have a better idea of what other advisory bodies are thinking about, and have the opportunity to consider how these other goals may relate to its own goals and activities. This in turn may result in an advisory body modifying its initial goals. - t - ARCHITECTURAL REVIEW COMMISSION 1. Keep the downtown vital,competitive, and the jewel of the County. a. Provide funding to prepare a new Urban Design Element to the City General Plan which includes the following: i. Streetscape improvement standards a. Wider sidewalks with bulb-outs where appropriate b. Replacement of some existing street trees with more variety of species that provide greater light transmission, color and texture; c. Pedestrian scale street lights d. Public plazas and gathering places. ii. Provisions for housing a. Provide for higher density housing over ground floor commercial in downtown areas. iii. Discussion of land uses a. Include focus on mixed-use opportunities b. Encourage mix of land uses in the downtown that will ensure long- term economic vitality and success. (Cultural, residential, entertainment(passive and active),retail shopping, eating and drinking) iv. An update of the Physical Concept Plan for the City's Center. i 1 2. Provide funding to prepare Special Corridor Studies. a. Broad Street corridor from South to Tank Farm Road. b. Los Osos Valley Road corridor from Madonna Road to the northwest end of City (Foothill Blvd). C. Foothill Blvd. corridor. d. Upper Monterey Street corridor. 3. Provide funding to promote housing in the City. a. Develop illustrated and photographed design guidelines for depicting quality appearing affordable housing choices,which also provides positive examples of collaborative opportunities between the city, land owners, lending institutions, and the development community towards workable solutions in achieving affordable housing choices. b. Plan for higher density housing with mixed use along major traffic and transit corridors. -2- BICYCLE COMMITTEE i Recommended Goal Why Goal is Important Candidate Funding** 1. Continue progress toward Provide a huge safety * STIP Funding(for land and implementation of the enhancement for a large design) Railroad Bike Path from volume of bicyclists,a safe o City Debt Financing for the AMTRAK Passenger bike route to the University and Construction Depot, across Foothill schools,and promote the o Solicited Cal Poly Boulevard to the Cal Poly achievement of the General Contributions campus. Plan goals to increase bicycle use. 2. Provide edge striping on Reduce speed of traffic to * Streets maintenance budget Chorro Street from Lincoln improve safety of merging * Neighborhood Traffic Avenue to Foothill vehicles with bicycles along a Management(NI'M)Funds Boulevard. major corridor. 3. Install kiosk at Jennifer Provide travelers with * General Fund Street Bridge in Railroad information about enhanced * Caltrans Minor Capital Rail Square Area and display transportation options within Funds transportation information San Luis Obispo. and maps. 4. Work with business owners Provide incentives for using * General Fund to increase convenient bicycles and reducing car trips * BTA State Grant bicycle parking for to the downtown,thereby employees and customers freeing up car parking spaces in the downtown. and encouraging downtown business patronage. 5. Improve the maintenance Increase the usability and safety * Streets Maintenance Budget and safety of bicycle and of bicycle and pedestrian * Pavement Management pedestrian facilities facilities to encourage people to Program Funds (improve pavement, curb cycle and walk markings,striping,grates, and debris removal).. 6. Complete the Morro Street Project is consistent with Bike * Approved BTA State Grant Bicycle Boulevard, Plan and is a critical linkage for for Traffic Signal including the installation of bicycle and pedestrian * Existing Budgeted City a traffic signal at the commuters. Funds Morro-Santa Barbara Street intersection. **As requested by Bicycle Committee,staff has identified candidate funding sources. -3- CULTURAL HERITAGE COMMITTEE The following Priorities and Goals were developed by the Cultural Heritage Committee out of concern for the loss of historic fabric within the City. Recent State revenue reductions and increasing pressure for residential infilling within the City have the potential to further affect these resources. An important component of the quality of life in San Luis Obispo is our sense of the past that rises from the historic fabric of the city. Our quality of life and sense of San Luis Obispo's long history, embedded within the context of her cityscapes, is of high importance to the members of the community and the Cultural Heritage Committee. The evidence of our past faces continual erosion by both regional and statewide changes. The intent of these priorities is to assist the decision making of City Council and staff, and provide a clear understanding of the depth and range of the City's historic resources. HIGH PRIORITY PROJECTS: ("$" symbol indicates funding required to accomplish) 1. MAINTAIN AND UPDATE THE MASTER AND CONTRIBUTING LISTS OF HISTORIC RESOURCES, WITH EMPHASIS ON POTENTIAL ANNEXATION AREAS AND THREATENED STRUCTURES. This will ensure that historic information used in the development review process is current and accurate. ($$) 2. PREPARE GUIDELINES FOR INFILL HOUSING AND HISTORIC RESOURCES. Focus on techniques to expand housing opportunities while preserving historic resources. ($) 3. COMPLETE THE REHABILITATION OF THE HISTORIC SOUTHERN PACIFIC FREIGHT WAREHOUSE WITHIN THE TWO-YEAR BUDGET CYCLE. Project completion is necessary for long-term preservation and as a catalyst for further improvements in the Railroad Historic District.. ($$$) 4. UPDATE THE HISTORIC PRESERVATION PROGRAM GUIDELINES. The existing guidelines were adopted in 1987 and are out of date. ($) 5. DEVELOP STANDARD MITIGATION MEASURES FOR PROJECTS INVOLVING CULTURAL RESOURCES, INCLUDING A POSSIBLE HISTORIC RESOURCE MITIGATION FUND. This will identify a wide range of techniques for mitigating impacts to archaeological and historical resources. ($) CHC WORKPROGRAM: • GOAL: ESTABLISH PROPERTY OWNER ASSISTANCE PROGRAMS, INCENTIVES AND GUIDELINES TO ENCOURAGE THE PRESERVATION AND RESTORATION OF HISTORIC STRUCTURES. Program 1: Prepare and adopt Post-Disaster Historic Preservation Program Guidelines after considering the State Model Ordinance. Program 2: Continue City-assisted Historic Building Rehabilitation Loan Program for J historic residential and commercial buildings. - -4- /. CULTURAL . . . COMMITTEE Program 3: Continue Historic Plaque Program for Master List Properties. Program 4: Develop a Community Award for Historic Preservation. Program 5: Prepare and distribute a public information handout on the Mills Act Historic Preservation Incentive Program. Program 6: Update the City's Historic Preservation Program Guidelines. • GOAL: ENHANCE PUBLIC UNDERSTANDING AND APPRECIATION OF HISTORICAL PRESERVATION. Program 7: Promote heritage tour programs in historic districts. Program 8: Provide entry signs for Historic Districts. • GOAL: CONSIDER ESTABLISHING NEW HISTORIC PRESERVATION DISTRICTS, AND SUPPORT ENHANCEMENT OF CURRENT DISTRICTS AND LISTED RESOURCES. Program 9: Consider establishing new historic districts, such as the Mt. Pleasanton/Anholm; Ella Street; Little Italy; Monterey Heights; and Brook Street historic districts. Program 10: Complete rehabilitation of the historic Southern Pacific Freight Warehouse within the two-year budget cycle. s GOAL: IMPROVE FEEDBACK TO CITY COUNCIL ON PROJECTS THAT AFFECT HISTORIC RESOURCES. Program 11: Hold joint meetings with City advisory bodies to encourage unified, mul& purpose efforts toward historic preservation. s GOAL: IMPROVE AND EXPAND COMMITTEE MEMBERS' KNOWLEDGE OF HISTORIC PRESERVATION ISSUES, STRATEGIES AND TECHNIQUES. Program 12: Provide opportunities for continuing education/in-service training for committee members. Program 13: Promote information sharing by expanding the CHC historic library, including evaluations of historic preservation programs in other communities. Program 14: Conduct annual field trips focusing on important preservation issues and key CHC work program tasks. -5- DOWNTOWN ASSOCIATION Design • Continued and increased Sidewalk Scrubbing in Downtown • Old Fashioned Street Lamp Program (new but under discussion for several years) • Support public art projects throughout Downtown • Support pedestrian comfort through sidewalk maintenance and crosswalk maintenance Parking • Study and development of parking in"southwest' quadrant(Palm Nipomo) Economic Activity • Installation of way-finding"kiosk(s)"Downtown • Support for`Broad St. West'promotional district and business attraction through Economic Development/Community Development(staff resources, fee waivers, etc.) • [And related projects as identified in the Strategic Plan for Downtown] Other • Continued Dedicated Downtown Officers • Continued Trolley service • Participate in or encourage development of housing in vacant projects such as Blackstone and Wineman buildings • Sponsor Council and City staff to attend Main Street Network meetings, Downtown Association meetings and events • Continued support of Prado Day Center operations -6- HOUSING • ' LAPIS Q Housing Authority 487 Leff Street Post Office Box 1289 San Luis Obispo CA 93406-1289 of the City of (805) 543-4478 fax(805) 543-4992 San Luis Obispo C:wecutlre ol.ecmnsecretary George J.Moyl— October 23,2002 Luis Ob ACA° ad m bw coin ATTORW HR pgl Mr.Ken Hampian Cmax OCT 2 4 2002 Pwusl Chief Administrative Officer WO DIR rrrF City of San.Luis Obispo 990 Palm StreetOMi FV" PdR01R San Luis Obispo,CA 93401 P aoure "" JUTILDIR OTHER SUBJECT:2003-05 FINANCIAL PLAN Dear Ken: This is written in response to your and Mayor Settle's letter of August 21 relative to Advisory Body recommendations as part of the City's goals setting process. Please be advised that the Commissioners of the Housing Authority of the City of San Luis Obispo discussed potential recommendations at both our September and October meetings.A consensus of our Board of Commissioners is that the City Council should consider the following recommendations in furthering the construction and rehabilitation of affordable housing in the community: Continued Funding of Affordable Housing—The City should continue to use Community Development Block Grant and Inclusionary Housing monies for loans and the city should continue it's waiver of administrative and impact fees for affordable housing.The Inclusionary Housing ordinance now has a historical base and should be revisited particularly as to 1)Whether or not developers should continue to be permitted to"buy"their way out of their obligation and 2)The adequacy of the fee structure itself. Dafidio Development—Residential construction should be encouraged in this development. -7- HOUSING AUTHORIV Infill and Downtown Housing—This type of housing on vacant or undeveloped lots should be encouraged to meet the needs of the community.We have developed several developments on such sites, i.e.Marvin Gardens,Brizzolara Street,Pismo- Buchon,and now our 433 Pacific Street units. Infill and downtown housing sites are typically very expensive to develop for reasons including,land costs,demolition of existing structures,relocation costs,etc.Thus the City should provide additional incentives in the way of density bonuses,financial assistance,or incentives to assure such development occurs. We feel such development is eventually less costly to the community while it protects against the loss of open space,but if it is to be a viable alternative incentives have to be provided. Open Space—By definition the following option may be somewhat controversial. In recent years the City has spent millions of dollars in acquiring open space.A portion of that land is adjacent to existing developed areas. Several of our developments are built on an acre of land or less.Thus the City may want to consider leasing on a long-term basis a portion of the acquired open space to the Housing Authority for the construction of a limited number of housing units.Through the leasing of the land,i.e.,Marvin Gardens, the City would have ultimate control of the property.The appropriateness of a particular site would depend upon the location of the open space as to streets, utilities,services,etc. In some cases,obviously not all,such a policy might produce a win-win situation in that needed affordable housing would be provided and a vast majority of the property would remain m open space. Establishment of a County Housing Trust Fund—We continue to support the -- establishment of a County-wide housing trust fund with a dedicated revenue base.One of the prime reasons for our affordable housing crisis is the lack of readily available,low- interest funds for low and moderate income individuals and families who cannot access market rate housing because of its excessive cost.The absence of affordable financing also has a deleterious effect on developers desiring to build affordable rental housing.A viable housing trust fund would alleviate a major portion of those problems.Thus we would recommend that the City consider providing start-up funding for the Trust Fund as well as in identifying dedicated revenuesources that could be used in maintaining the Fund once established. Thanks to you and the City Council for providing Advisory Bodies the opportunity to participate in this process. Sincerely, George J.Moylan Executive Director cc: Dave Booker Housing Authority Chairman -8- r" �HUMAN RELATIONS COMMISSION 1. Reaffirm HRC work plan and previously established City priorities. Expand public outreach efforts - either with additional materials or staff support. Look at re-doing the HRC brochure, creating additional outreach materials, involve possible volunteer in web site development and seek avenues of involving the community - i.e. Farmer's Market booths each quarter. 2. In reaffirming the HRC community priorities, as stated in our brochure, through the GIA process and CDBG process, the spectrum of facilitating affordable housing and assisting those without housing should be a focus of City efforts. Through this we would recommend; a. Maintaining City support of the Homeless shelter at existing levels, incorporating appropriate cola increases. b. Maintaining City support of the Prado Day Shelter at existing levels, incorporating appropriate cola increases. Recognizing this will require additional City investment, as the current loan funding being used to support the shelter will soon be exhausted. c. Maintaining City support of the Grants In Aid program at existing levels, incorporating appropriate COLA increases. d. Considering discounted sewer and water fees for low-income residents, or possibly provide off set funding support through utility assistance funds being offered in the community through Salvation Army, EOC and others. 3. In looking at services to the disabled, which is a current HRC priority, recommend that the City maintain an accessible focus in development of City Services and that the HRC, also incorporate the role of "Accessibility Advisory Committee" into the HRC efforts in a proactive manner. 4. Recommend that Council direct staff to investigate the creation of a site where individuals can park vehicles/motor homes in a safe place overnight. i C -9- 1 JACK RESIDENCE ADVISORY COMMITTEE • Increase public availability to the House and Garden. • Improvements in restoration and upgrades to the House that would include: - Adding central heating. - Resolving restoration of elevator bay. - 10- JOINT • • USECOMMITTEE Meet the continuing need for quality recreational facilities: 1. Provide sufficient staff for maximum use of the City's new athletic facilities (i.e. Damon Garcia and El Chorro). 2. Increase current staff to improve quality level of maintenance for all community recreational facilities. 3. Continue developing joint use agreements with other agencies for additional facilities. Note: Parks and Recreation Commission and Joint Recreational Use Committee jointly agreed upon the same goals. C - 11 - MASS TRANSPORTATION COMMITTEE GOAL 134FORTANCE FUNDING SOURCE What is being proposed for Why is it important? How can it be achieved from a the community? resource perspective? 1. Provide informational signs • Current signs lack rider • STIP at bus stops and on buses information • 5307 that are ADA compliant. • New signs would enhance • SLOCOG safety, security, and • TDA ridership 2. Provide evening service. • To increase ridership • Increased farebox revenue • To provide transportation • TDA for evening activities • 5307 • To encourage Cal Poly • Reallocation of resources evening ridership 3. Expand ticket outlets,such • Customer convenience • TDA as via mail,phone,online, • Increased ridership banks,chamber of • Increase farebox revenue commerce, grocery stores, on the bus. 4. System access study. • To determine the factors • TDA that encourage the use: (1) • 5307 alternative transportation; . Coordinate efforts with other and(2)alternative committees transportation to downtown. 5. Hardscape enhancement at • To provide ADA • Public Works budget bus stops. compliance and traffic • Cal-Trans and rider safety • TDA • Article 3 • STIP 6. Develop and implement • Increased ridership • Coordinate with Architecture transit-supportive land use • Reduce vehicles on the Review Committee&Planning policies. road Commission • Improve air quality • Local Area Fees • Developer Incentives • Zoning changes to allow higher density along existing transit routes Note to Reader: Above priorities listed in PRIORITY ORDER. - 12- PARKS RECREATION C • • Meet the continuing need for quality recreational facilities: 1. Provide sufficient staff for maximum use of the City's new athletic facilities (i.e. Damon Garcia and El Chorro). 2. Increase current staff to improve quality level of maintenance for all community recreational facilities.. 3. Continue developing joint use agreements with other agencies for additional facilities. Note: Parks and Recreation Commission and Joint Recreational Use Committee jointly agreed upon the same goals. C - 13- • COMMISSION 1. Work with other City Commissions and Committees to address increased affordable housing opportunities and consider adoption of revised General Plan Policies/Programs and Zoning Regulations that will increase the City's housing stock. 2. Permit and fund the Bob Jones and Railroad Safety Trails. 3. Identify "back bone" infrastructure components of the City's planned pedestrian and bike path systems (i.e. bridges, crossings, etc.) and place them into the Capital Improvement Program (CIP). 4. Implement Program 4.7 of the City's Circulation Element of the General Plan and adopt a Pedestrian Transportation Plan to encourage walking and expand pedestrian linkages. 5. Adopt an Urban Design Element of the General Plan. 6. Provide funding and support for guest lectures on housing issues. Coordination with outside groups such as the County and Cal Poly will allow a larger community audience and could result in possible outside funding sources. 7. Continue support for Commissioner training. - 14- PROMOTIONAL 1. Enhance City promotion by maintaining and increasing funding to City contractors. The PCC will closely evaluate contractors proposed expenditures to justify the expenses. 2. Improve directional signage for visitors, i.e. information, scenic,points of interest. 3. Support,and when possible, fund organizations that create and improve upon visitor amenities including the arts,the railroad museum, and recreational trails. 4. Keep Grants-in-Aid funding the same with a cost of living increase. 5. Study trolley service and determine methods to make it more effective, as also recommended by DA. 6. Encourage a vital Downtown. a. Install pedestrian lighting in Downtown and encourage the City to finance the cost of undergrounding the utilities, and businesses or individuals to sponsor the lights. b. Encourage a mix of land uses in the downtown that will ensure long-term economic vitality and success (cultural, residential, entertainment, retail shopping, and eating and drinking). c. Support streetscape improvement standards including wider sidewalks with bulb-outs where appropriate, increased variety of street trees for greater light transmission color, and plazas and gathering places. d. Encourage and support the Downtown's West End. e. Support Downtown Public Art. - 15- I TREEcbmmITTEE In Priority Order 1. Improve Tree Care Why? To ensure the vitality of our urban forest, where trees are trimmed on a regular basis, disease and pests are controlled and trees are replaced in a manner that adds value to living here. How? Add Tree Maintenance staff to provide for necessary trimming and tree care; Increase the budget for Tree Maintenance to be comparable with other cities that have urban forests; Use benchmarking to track City staff efforts and progress. 2. Gateway Tree Planting Why? To establish a sense of place, that San Luis Obispo is a tree-friendly community that values a vibrant urban forest. Identify the City of San Luis Obispo with other cities that have strong urban forest programs. How? Create new CIPs for gateway planting projects; Form partnerships with tree organizations to utilize volunteers and donated labor/materials; Staff time to write grant applications for project funding. 3. Median Tree Planting Why? To further develop the urban forest concept as you drive through San Luis Obispo, trees would be planted in the medians of arterial streets (where space is available). Require new developments to build medians and plant trees as a condition of approval. How? Create new CIPS for median tree planting projects; New development requirements; Form partnerships with tree organizations to utilize volunteers and donated labor/materials; Staff time to write grant applications for project funding. 4. Modify Planning and Development Requirements Why? To establish clear criteria as to the types of trees that developers are required to plant in order to emphasize canopy coverage. Provide for follow-up and enforcement of trees that are planted to ensure they are established to the satisfaction of the Urban Forest Manager. How? Staff time working with the Tree Committee to revise existing regulations and develop new regulations to achieve the goal; Staff time to enforce new regulations. - 16- TREE COMMITTEE 5. Develop Educational Materials for Trees within the City Why? To better educate property owners, contractors and developers about acceptable tree types, selection, pruning, maintenance, and pest/disease control in order to continually enhance the quality of the urban forest in San Luis Obispo. How? Staff time working with the Tree Committee to find or create printed materials to be distributed via utility bills; Staff time to add information to the City web site or links to other sites; Staff time to conduct workshops for property owners and tree trimming contractors. IIfIIIIIIIII��l llll I I ilk Cl'y o� MIR san Luis owspo - S' a Goal-Setting and the 2003-05 Budget Process PU • -s o s e ® Community Forum: January 14, 2003. Consider recommended goals from Council advisory bodies, The City has adopted a number of long term goals and pcommunity groups and interested individuals. plans, such as the General Plan, Urban Water Management Plan, Pavement Management Plan, Short Range Transit Plan, Parking Management Plan, 20 Council Goal-Setting g Workshop: February 1, Neighborhood Traffic Management Program, Bicycle 4-5 [ Discuss candidate goals presented at the January Plan, Public Art Policy, Conceptual Physical Plan for the [14] workshop; consider Council member goals; City's Center and Facilities Master Plan. prioritize and set major City goals for 2003-05. The Financial Plan is the City's main tool for ADVISORY BODY programming implementation of these goals, plans and policies by allocating the resources necessary to By providing the Council with their goal do so. recommendations, advisory bodies play a very important part in this process. For example,virtually every advisory This requires a budget process that: body recommendation we have received in the past as part of this process has been included in some way in the ❑ Clearly sets major City goals:the most important, subsequent budgets adopted by the Council. highest priority things for us to do. Establishes reasonable timeframes and organizational Goal Scope. Council goals, by their nature, tend to be responsibility for achieving them broader in scope than the work programs developed by advisory bodies. In your goal recommendations to the - G Allocates resources for programs and projects. Council, please consider what you believe would be the most important, highest priority things for the City to do FINANC,IALin the next two years, both from the perspective of your advisory body's purpose, as well as any perceived 1] Goal-Driven community-wide concerns and needs. ❑ Policy-Based M Multi-Year:Two-Year Operating Budget and Four- New Approach for 2003-05. To provide a broader Year Capital Improvement Plan context for advisory bodies in developing candidate goals, E3 Highly-Automated,Rigorous,Technically Sound we are asking that, advisory bodies take a "two-step" approach this year in developing recommended goals for a • Council consideration. The first step will be developing COUNCIL GIING draft candidate goals by each advisory body. In the second step, the City's budget staff will compile the draft Linking goals with resources requires a budget process goals from all that identifies key objectives at the very beginning of the process: setting goals and priorities should drive the listing, which each advisory body can then review before the advisory bodies into a complete finalizing its recommended goals for Council budget process, not follow it. For this reason, Council consideration. goal-setting is the first step in our budget process. Council Goal-Setting: Three Step Process In this way, the Council hopes that each advisory body will have a better idea of what other advisory bodies are thinling about, and have the opportunity to consider how ® Background—Current Plans, Goals and Fiscal these other goals may relate to its own goals and Outlook: November 15, 2002. The City's goal-setting activities. This in turn may result in an advisory body process does not start from scratch with an"empty plate." modifying its initial goals. This "two-step" process will The purpose of this workshop is to lay the foundation for require more lead-time than in the past, and for this goal-setting by considering the current status of both long reason,we will need to start it sooner. and short terms goals previously adopted by the City, and to place them in the context of our fiscal outlook. - 18- 2003-05 Financial Plan RESULTS OF COMMUNITY BUDGET BULLETIN r January 7,2003 are now in the "Top 15," while developing more downtown parking, the Copeland project and reducing BACKGROUND water-sewer rates are not). We inserted a "community budget bulletin" in our utility However, concerns with affordable housing and student bills from November to December 2002 informing our impacts now top the list, which was previously headed by customers about the City's goal-setting process, and repairing streets and controlling growth. inviting them to Community Forum on January 14, 2003 and the Council goal-setting workshop on February 1, May 2000 Scientific Survey. These results are also 2003. This reached all 14,000 of our customers. similar with those from a scientific public opinion survey the City completed in May 2000. It showed growth and In addition to encouraging participation in these development, traffic congestion, lack of downtown workshops,this bulletin asked our customers to share with parking, open space preservation, affordable housing and us what they believe are the three to five most important street repair as top concerns. things for the City to do over the next two years. TOP 15 THEMES SURVEY PARTICIPATION Based on 463 Responses Participation in this survey was very high: by January 7, Theme Responses 2003,we received 463 replies. This response is especially • Affordable housing 118 notable since this was an"open-ended" survey instrument (it did not provide pre-determined "check-off' answers), • Address student housing impacts in 111 so it required extra thought and effort on the part of neighborhoods/build more housing respondents to complete and return the survey. on campus • Reduce/mitigate traffic 87 SURVEY RESULTS . Maintain/repair streets 75 Caveat: Not a Scientific Survey • Develop long-term water supply 72 • Limit/control/stop growth 69 It is important to stress that this is not a "scientific • Preserve open space 66 survey," and great caution should be used in interpreting o Develop more bikeways 55 the results. Nonetheless, we believe the results are useful– especially when viewed in conjunction with the • Widen streets/improve intersections 51 other forms of feedback the Council will receive in this • `Big box,"discountshopping process—in gaining additional insight into the concerns of opportunities: our community. ✓ Encourage them 50 a them 41 But There Are"Themes" ✓ Discourage • Improve recreational opportunities 36 Since these are "open-ended"responses, it is not possible for youth(includes parks and sports to provide a simple, analytical surnmary of the results. fields) Nonetheless, clear themes emerged. The sidebar a Improve bus system/enhance 34 summarizes the "Top 15 Themes," presented in order of alternative transportation the most common responses. • Protect/enhance downtown 33 How Does this Compare with Other Surveys? • Maintain/improve public safety 27 • Beatify community(includes trees, 24 Two Years Ago. We conducted the same survey two landscaped medians and utility years ago as part of the 2001-03 Financial Plan, and the undergrounding) results are very similar. In fact, 12 of the top 15"themes" are the same (the changes are that widen streets/improve intersections, public safety and community beautification - 1 - 2003-05 Financial Plan COMMUNITY BUDGET BULLETIN SURVEY RESPONSES What Are the Most Important Things for the City to Accomplish Over the Next Two Years? 'l. Secure sufficient water supplies. 2. Improve our K-12 school system(get them out of trailers). 3. Build housing on Cal Poly's land for.Cal Poly and students. 4. Wean ourselves off of the Diablo cash cow...lean times are ahead. ;5. Support Diablo's dry cask storage. 1. Electric trolley and tracks from Cal Poly from Grand to Monterey to S. Higuera to Madonna to Marketplace Mall and return. 2. Widen Tank Farm Road between S. Higuera and Broad. 3. "Push" Cal Poly for more housing for students. 4. Walkable,multi-use"downtown"(retail &housing) 5. "Jet"access to our airport ASAP 1. Acquire more open space 12. 'Create more pedestrian friendly city. 3. Try to show some art'isti'c creativity and demand the same for any new development The architecture around here is ghastly. If we are to have growth at least it can be tasteful. !4.. Get Mardi Gras back and more things like,it We are becoming a bland,beige pabulum town for the wealthy: 5. Get more"realD7 affordable housin¢_not$250000 and up=too#ighZ Deep#3 in mind. 1. Improve road conditions in city neighborhoods,not just downtown area. Some neighborhood roads are a disgrace. 2. Create labor savinglenergy saving ideas so that taxpayers' money is spent wisely. I don't feel that my property taxes provide any value. 3. Invest in underground utilities retrofitting. Many neighborhoods would benefit from removal of overhead power lines. 1: Increase the water supply. We are currently undersupplied yet facing a mandated population increase(housing growth).-The drought of 89/90 will repeat itself—yet worse. 2. Downtown redevelopment projects. 3. Parks&Rec facilities and programs. �4.' Regarding housing—s_mce mother-in-law unit apartments must now be ministerial(new LA Iaw),move City permit conditions closer to County,regs., This would help housint requirements witlioutas much impact. -2- 2003-05 Financial Plan: Community Budget Bulletin Survey Results C 5. What not to fund-$20,000 to repaint the City fire engines...come on. This is insulting to _ taxpayers. Tellthe firefighters to be adults_and live with the previous trend in safety colors. 1. Damon-Garcia Soccer Fields in use. 2. Secure/ensure long-term water supply. 3. Increase affordable housing by increasing the percentage of students living on campus. A significant increase in CP campus housing will reduce traffic congestion/pollution. 4. Improve traffic flow, e.g., synchronize lights on Madonna Road. 5. Landscape median on Broad Street. 1. The streets need repair and repaving. 2. We sure don't need more housing. The streets are congested enough. 3. It would be nice to have Costco finished. 4. Stoplight on Pismo and Santa Rosa. Eliminate bike lane. 5. Increase density of Cal Poly housing between Monterey and Cal Poly. More larger Apartments____ 1. Put a signal at crossing on Laurel Lane and Augusta next to firehouse where child was killed by school bus. 2. Raise height of Salinas Dam so it will hold more water. 3. Try and keep Cal Poly enrollment down until more housing is available. r 4. Continue to repair or replace sidewalks that have deteriorated in residential areas. 1. Reliable water for future growth of SLO. 2. Housing—affordable and smaller size for first-time buyers and seniors. 3. Encourage private development to develop controlled living housing. 4. Encourage Cal Poly University to develop housing—not dorms,for housing students and faculty. .5. Homeless—SLO does too much for them. You just encourage them to hangout, spoiling some of SLO's most attractive areas. 1. Once again—four lanes all the way from Broad on to Orcutt Road to Laurel Lane. 2. A stop sign at corner of Laurel Lane and Orcutt. More flashing lights at crosswalks. 3. Post speed limit signs on Johnson and more on Broad Street. A left turn light at California and Monterey. Tank Farm should be four lanes. 4. Low-income Housing. 5. Convert General Hospital for center for homeless and offices for applicable services. 6. A new perimeter road probably along foothills. 1. Continue street improvements. 2. Assure ample water supplies. 3. Continue downtown improvement_including Copeland'sprolect. 1. The City's highest priority should be to force Cal Poly to provide"on campus"housing for their students so the residents of San Luis Obispo can have their quiet neighborhoods back. -3- 2003-05 Financial Plan: Community Budget Bulletin Survey Results L College students should not be living in residential neighborhoods. We need better cooperation-parties:drinking,irresponsible reckless driving,etc. 1. Develop reliable sources of additional water—must be done before next extended drought. 2. Provide incentives for building affordable housing—reduce permit costs—reduce hassles for builders. 1. Build great bike paths separate from roadways when possible. .2. Finish-fixing Foothill between Santa Rosa and California. 3. With the new finding for after school programs,team with schools to create great opportunities for local youth, For example,expand community television,develop roller or ice rink. 1. Affordable housing/getting Cal Poly and Cuesta to house more of their students. 2. Support innovative development ideas downtown which mix retail and housing such as the recent plan to develop Monterey Street. 3. Keep the sidewalks and streets clean like they used to be. Repair of the walkway by the creek near Mission Plaza 4. I do not find parking downtown to be any problem. 1. Widen Oreutt Road and install a RR underpass if possible. '2. Reduce the number of commissions having control over new development of buildings, architecture, cultural heritage,traffic,zoning,etc. Let the Council do the job they are elected to-do. .3. Cut the time it takes from the time one applies for,a building permit until the permit is issued. 4. Take steps to tap into state water and quit wasting time checking into alternate sources. 1. Create a functioning integrated transportation system,bikes,walking paths, and buses. The present City does not favor walking or bikes or buses. 2. Increase density of residential to support walk/bike/bus corridors and reduce sprawl. 3. Simplify the zoning of the City. 4. Increase a tree-planting program. 5. Extend the creek walk into a walking path system.. 1. Repair the Ste nner Creek Bridge on Foothill Blvd. .2. Quit talking about water sources when State water is in our backyard. 3. Go ahead with the Dalidio project. .4. Make Buchon one-way again to solve some of the traffic problems. 5. Tryconvince the Federal government to open O'Connor Way again. 1. Housing 2. Traffic flow 3. Healthcare 4. Jobs 5. Keeping our unique character. _ -4- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Stoplight at Ella&Johnson. Increasing traffic makes for a long wait. 2. Repair street at Rachel and Florence. 3. Augusta bums are very annoyin 1. Work with Cal Poly to begin solving the student-housing problem. Either enrollment needs to be cut or the university needs to provide much more student housing. 1. Improve utilities undergrounding. Repair your streets,especially heavy traveled ones(Broad- Milk etc.). ,2. Crosswalk Marsh Opost office)-install some sort of sensor that will allow traffic to flow up Marsh Streetwhen signal is green. At present,when green light in one,it bunches traffic, causing delays. 3. Foothill Boulevard Bridge-over Stenner Creek needs repairing. 4. The City is doing a great job and should continue. Look for more water,improve all underground services. 1. Affordable housing for our service workers—adequate student housing on and off campus. 2. Adequate parking downtown. 3. Fundraising assistance for retrofitting our historical buildings, including the Mission. 1. Eliminate the constant threat of water shortage by planning for and starting to build a desal plant while instituting a year-round water conservation program 2. Working cooperatively with Cal Poly to get new faculty housing built in the City. 3. Taking care to keep downtown commercial alive in spite of competition-from new"big boxes" and outlying commercial developments..-____.__ 1. Get more water to serve the City. 2. Don't build too many houses. 3. Traffic in town is terrible. I shop out of SLO,usually Santa Maria. 4. We need more stores to shop for senior citizens. All the stores now are for college students. .1. Strong action,through ordinance measures,if necessary,to force Cal Poly to house their students on-campus in student housing and thereby reducing the"Cal Poly rental"trashing of our neighborhoods. This would also free up more available housing. 2. The purchase of more"green space"parcels surrounding the City to buffer ourselves against the"pro growth"county. 3. A total rejection of any ideas of building housing near the airport. This is environmental nonsense and results in noise complaints—not warranted since the airport was there first. 4. A possible move for the City.to take control of the County General Hospital to ensure affordable medical care especially.since it Tenet Hospital group cannot be trusted. :5. City finance"sewer'upgrade"funding for all residential homes originally built with substandard sewer lines(per City codes at the time).-This a.big problem for many homes and the City's$1,000 rebate program is not adequate. -Full funding should be provided. C1. Affordable Housing. -5- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Address future water needs with a long-term policy. 3. Infrastructure attention. A Bailey Bridge on a major transportation artery shouts of neglect and poor planning. 4. Growth that is realistic. We have a school district that is in crises partly due to reduced enrollment. Young families cannot live in SLO. 5. Don't supply other cities with tax revenues that should be used at home. The Marketplace is something we need. ,1. Traffic Control—slow down speeders,control those who run stoplights-and,stop signs. 2. Repave potholed damaged roads. 3. Improve water quality to-help us cut back on water conditioning costs and filtering equipment. 4. Provide housing for Cal Poly student near the campus. 5. _ Assist Hospice with care for all those who need them 1. Fixthe streets. Repave the rough ones. Just sealing them is a waste of time and money. 2. Get an upscale department store in SLO. Nordstrom's would be ideal. Macy's would be okay. 3. Quit dragging your feet and move ahead with the SLO Marketplace. Listen to the majority, not that vocal minority. 1. Health care—the health care and insurance crisis needs to be corrected to ensure access for all residents. 2. Housing—affordable available housing needs to be a priority for students and lower-income residents. 3. Preserving environment and open space=the open space ana name areas are what makes SLO County so beautiful and unique. We need to protect it. _ 1. I would hope that Tank Farm and Orcutt Roads could be on the agenda in the not too far future for enlargement. 2. Orcutt, especially from Broad to Laurel Lane, is often backed up with traffic. 1. Provide an adequate facility for the senior citizens of this city. This administration took away the only available space for parking at the Santa Rosa location and for many dollars established a kids'playground in an area where there are no kids. Is that smart? r'2. Stop supporting the auditorium complex at Cal Poly where only the affluent and wealthy can afford to attend events. Use may tax dollars to benefit all. `3. Provide much more traffic control. Speeding and running lights are out of present control. I have lived here 50 years. This is my town,but my kids had to leave because of high cost of property and job opportunities. Stop chasing businesses out of town. Growth will take care of _ itselL Hopefully,with Dave Romero at the helm this can become our town again. 1. Promote alternate transportation by building bike lanes(finishing bike lane from Tank Farm to Cal Poly)to relieve congestion. 2. Reduce student infiltration into community residential areas. 3. Create open space for public hiking and use like what you did with Bishop Peak. 4. Slow growth for the city. -6- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Prado Day Center-increase funds available to them. Open longer hours and provide increased services. 2. Affordable Housing in the City-look at the total cost of housing and building affordable housing in SLO. How do we cut costs? Do we really need sidewalks? Can utilities be provided at less of a cost? Do we really need sprinkler systems in new homes that are built? 3. Look at the land that is now owned by Unocal Oil Company off Tank Farm Road. Clean up and provide tow-cost hoes_m� _ �__�—.._-----_-------___ 1. Complete the next phases of the railroad bike path. 1. Obtaining/developing reliable long-term water supplies. 2. f°Controlled growth"planning and implementation activity commensurate with adequate supporting utilities and infrastructure. 3. Planning and'supporting additional housing(affordable $185,000-$2000,000)townhouses, business live-overs,rent-buy developments. 4. Actively pursue long-term business location and development in SLO in order to provide an employment/wage base necessary to support the local cost of living. 5. Postpone"all"new hiring_and Katl"city_employee_pay raises during 2003-05. 1. Continue fixing roads. 2. Sidewalk cleanings on Monterey, Higuera, and downtown cross streets. �-, 3. Continue extending the downtown creek project south/downstream of the Children's Museum. 4. Develop an underground of overhead utilities program with property owner assessments when appropriate, like SLO County Public Works is doing in Cambria. 1. Put a smaller fire track at the Laurel Lane lre station. The one they have now is often parked on the weekend across the sidewalk and 6-8 ft.into the street,blocking the bike lane and mal&g pedestrian traffic walk out in the street._— 1. Maintenance-keep City clean and streets repaired. 2. Rather than a new playground, I'd rather see a skating facility. 1. Continue to acquire open space and complete the greenbelt. 2. Maintain the vitality of the downtown core. 3. Improve and enhance steelhead habitat in the creeks and work to reduce creek pollution. 4. Improve traffic flow at the Madonna and H_iigaera intersection. 1. Students need to be out of the residential communities where people are trying to raise families. Cal Poly needs to be coerced/forced to house"their own". So tired of the noise,trash and profanity and what this does to the housing market here. 2. Traffic problems caused by"band-aid"solutions. For example, has anyone thought of what a nightmare Johnson Avenue will be when nearly 1000 units are put in on Orcutt? Already traffic is seriously clogged at morning times for the high school and residents have great difficulty getting out of their driveways. -7- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Affordable housing 2. Jobs - 1. Additional sources of water. 2. More housing. Review density in zones so property owner who wishes to build new units to replace really one ones could build same number of units as they now have. 1. Work on solving the water problem before you build any more houses. 2. Stand-up to Cal Poly and make them keep their enrollment down. I think the City is afraid of them _ 3. Work on widening Orcutt Road. 1. Affordable housing. 2. More apartments and condos. 3. High tech(living wage)job attraction. 1. We would life to see the bicycle path extended from the train station to Cal Poly. 2. We need to address affordable housing. We lost a very qualified principal of SLOHS because he couldn't afford to buy a home. We are fortunate to own a home already,but couldn't afford_to buy_it now. 1. Stop growth in City limits and within City's sphere of influence. 2. Ensure adequate resources, including water for current City residents without encouraging growth. 3. Place stoplights, synced with the lights at the ends of the blocks at those idiotic mid-block crosswalks at the downtown Marsh&Higuera Streets. 1. Cal Poly taking some responsibility for its students. 2. Open space preservation. 3- _H ousin_g,__________- _____- _-- 1. Fund the expansion of the bike trail between the train station and Cal Poly as well as the acquisition of additional open space for recreational multi-use trails (hiking and biking) in the next budget cycle. 1—Budget adequate funds to acquire land and complete the Railroad Safety Trail. 1. Affordable housing(denser building within City limits–infill) 2. Slow growth–do not let state mandate our growth and quality of life. 3. Keep downtown vibrant. Support idea of large department store downtown. 1. Move to protect the viability of the downtown by encouraging the construction of a department store. . 2. Continue with the purchase of property for a greenbelt around the City. 3. Remove bike lanes on Johnson Avenue–they are used by very few bikers. Need to do a bike rider count on Johnson. The auto lanes are too narrow. -8- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 4. Some of the public art downtown is atrocious/eyesore. Needs to be removed or replaced,e.g., the thing in front or near The Assembly Line restaurant. 5. While I realize this is probably a pipe dream,why not encourage more downtown shopping, etc.,by eliminatingor substantially redncing�arking_meter rates... 1. Affordable housing for low to moderate incomes. 2. Bring Costco and Target to City. 3. Additional sports fields and facilities. 4. Approve Marketplace. 1. Update high school pool and football field. 2. Tear down old County Hospital. 3. More big box stores. 4. Better student housing-dorms. 5. Adeanate Police force and emer$en-personnel. 1. Fight development and protect the greenbelt. 2. Reduce traffic by increasing bike traffic, address state mandates by causing the addressing of state's excessive population growth. 3. Make education a user paid(by parents) service after a first three-child exemption. 4. Increase bicycle use and flow. 1. Diagonal parking on Higuera&Marsh increases parking spaces and easier for seniors. Possible increase of interest in businesses on Marsh. Cost,of course,of redoing meters. 2. Traffic violation when using cell phones at intersections. 3. Restructure the bureaucracy of permits when building a house, remodeling,etc. 4. Purchase smaller buses and have more of them going the same routes over and over again. People do not like to wait 20-30 minutes for buses. 5. Boulevard stop signs should be red on both sides,cost more but safer. 1. Finish bike path to Avila. 2. More bike paths around tow. 3. More walking paths 4. A large (extremely large Macy's);not like Santa Barbara-much larger. 1. Keep growth under control. Affordable housing is an impossibility. 2. Maintain the streets and infrastructure. . 3. Live within budget. Don't overspend on fireman salaries. They are too high now. Lobby state government to change the laws that allow the housing authorities in Sacramento to dictate how we plan our growth. -5._ Our city is doing well on making the town friendly for b1gygle riders._Keey it aQ� 1. Sustainable solutions to housing, transportation, and water. 2. Reducing/eliminating toxins from public spaces. 3. Open space (greenbelt) continuance. 9 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Secure adequate water resources through the middle of this century with special attention to realistic growth,not some no-growth head in the sand dream. 2. Plan and carryout realistic housing growth (state recommendations). Drop your attitude of lock others out. 3. Encourage business,industrial and corporate growth—JOBS. 4. Work with the county to.get PG&E's toidc waste out of the county. 5. Upgrade the City's infrastructure to state-of-the-art. Use some of the money the City has to buy farm and ranch easements around the Cit_y. 1. Be realistic about growth. 2. Take Sacramento population placement planners to court to make them see the big picture; creating new cities where the water is maybe north of SF. 3. Strict limitation on jet planes using our airports. i. Water supply - .2. Good wide streets and overpasses,especially over Orcutt and LOUR. 3. Shopping stores such As Costco,Target,May Co.,etc. 4. Fffing sidewalks where city trees are uprooting such walks,walls, etc. 5. Adequate police and fire protection. 1. Student housing—our quiet neighborhood is quickly being overrun with students. 2. Stop the big box stores now before any more damage is done 3. Say no to new development until our water situation can accommodate it. _. 4. Consider traffic impacts before approving projects. 5. Since our budget forecast is so bleak, let's stop wasting tax money on such things as homeless facilities and expensive artwork for downtown decoration. 1. Emergency services .2. Water 3. Schools 4. Roads 5: Athletic Fields . 1. Provide more low-cost housing for our children and people working in SLO. 2. Provide more water for our city. 3. Provide more activities for our teenagers. 4. Steam clean our city streets. 5. More hours for our bus system to help senior citizens and the general public. 1. Become more business friendly,including reasonable development. 2. Procure a stable water supply. 3. Continue-support of Police,Fire and associated systems. 1. Green space—this can never be recovered if lost. - 10- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Water conservation–advertising and programs need to be implemented. If we conserve,keep growth to a minimum, we will not have a problem. _____- ---- —_______--______ __---__------ ___-_______ 1. Increased enforcement of traffic laws to deal with speeding and aggressive driving at stoplights and in residential areas. 2. Improve the inadequate response to disturbances of the peace in residential areas caused by underage and/or drunk students. 3. Continue to pressure Cal Poly to add more housing to adequately deal with excess student impact-on oar residential areas. 4. Add culverts to certain business access drives to eliminate the car damages from excessive ___ stev_driyeway_s (e.g.,_Albertson's off of Foothill>.__________.... _- 1. Create sustainable housing for the long-term increase in student population. 2. Conversely bring an end to the rampant development of greenbelt/rural zones. 3. Decrease fees for Parks &Recreation league sports (currently exorbitant). 4. Give more thorough consideration to traffic-control issues when planning a development. 5. Please allow more Police to patrol during peak Poly student downtown drunken frolics. 1. Repair City streets. SLO seems to have the worst streets in California They seem to repave them only to start cutting them up again in a few weeks. Aren't these repairs planned? 2. Continue to restrict building–no to big box stores and also no more housing development. 3.__ Upgrade City parks_ 1. Extend bike path from SLO train station to Cal Poly. 2. Get Prado Road overpass built with no out of pocket expense to city. Let Mr. Bird absorb the cost. 3. Install 4-way stop sign at comer of Tank Farm and Poinsettia. 4. Don't let the state bully SLO into the housing quota. Keep up the fight. No one will build affordable housing around here...it just won't be done. 1. Health care for uninsured and under insured. 2. Increased housing for low-income people. 3. Provide a County-backed pharmacy(if General outpatient pharmacy closes)that will bill _ Medicare for medicines currently covered. 1. Traffic flow is becoming bad at several main thoroughfares. Before we increase population, the infrastructure should be in place. 2. Work with Cal Poly to increase student on-campus housing rather than creating more sprawl or density. This will also reduce high rent pressure. 3. Keep the downtown as the shopping and cultural center. No more big boxes. 4. Keep pushing for green belt acquisition. 1. Light on Johnson off of Ella - 2. Light on Rachel Court. 3. Rachel Court could also use more light: 4. Fix streets on Rachel and Rachel Court. - 11 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Adopt a storm drain/runoff treatment plan. 2. Stifle big-box store development in SLO. No Costco's,Home Depots, etc. Keep the small town _ atmosphere. .1. Do not allow"big box"stores into city limits or encourage them in surrounding areas. 2._ Don'_go along with housing gaotas that the state demands.-_ 1. Reduce student drunkenness—clamp down on bars selling to minors. 2. Better plan/manage road construction. It seems random these days. 3. Limit expansion. Water will become an increasingly rare commodity. 4. Take appropriate measures to reduce speeding on Johnson Avenue. 5. Enhance the Downtown Center of the City in every way possible. 1. Preservation of open,green space. 2. Condemn, affordable low-rise housing at the expense of less business parks and big box stores. 3. Health care—attracting'MDs and PPOs to area. 4. Don't allow people from out of the County to purchase homes for rentals or their children to rent while at Cal Poly. Give SLO City and County residents priority. 5`Put pressure on Cal Poly to house their own students on campus. 1. Housing—change zoning requirements so older rental complexes could be removed and same number of units replaced with new units. 2. Water. 3. Do whatever needs to be done so our local kids can continue to live in their hometown and not move out of state in order to find jobs or housing. 1. Redo zoning. Make it possible for locals and young families raised here in SLO to continue to . live in their hometown and not forced to leave. There are older zoned lots with six units and if the owner tries to replace them with newer units,he would not be able to rebuild the same number of units. 1. Reduce staff in areas that are not part of the core government responsibilities—roads,police, etc. Cut the non-essential areas like 25%pork support, 35%environmental protection, 35%social services. Times will become lean in the next years and the cities cannot raise the funds necessary to cope with inflation through higher fees. The businesses and individuals will equally be hurting. The cities that make these reductions will thrive during these times; those that don't will drive businesses and residents away, further causing the problem. 2. Keep resisting the big box stores. They reduce the city's income. If I buy$100 of food at Von's, taxes are%7.25. If I buy the same food at Costco, the cost may be$90 and taxes or$6.52, meaning government looses $0.73. I. Parking and noise issues with'CaT Poly.stadents.throughout the City where students are-taking over fteighhorhoods by renting houses. .2. Tank Farm Road and Los Osos Valley Road(at Madonna)congestion. _3. Speeding in 25 mph zones,esptdAx near schools. - 12- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Add another railroad crossing perhaps at Roundhouse Lane to alleviate traffic on Johnson, Orcutt, Buchon &Pismo Streets. 2. Make Marsh two-way from Santa Rosa to Johnson; make Higuera two-way from Santa Rosa to Johnson;make Pismo two-way from Santa Rosa to Johnson for better access to Orcutt area and outer Johnson areas. 3. Extend the developed area of San Luis Creek down to the bottom of Marsh where it meets Higuera. Redevelop that portion of Higuera as arts district. 4. Complete the various bike paths - the Bob Jones trail and the railroad trail through to poly from the railroad station. 5. Somehow leverage Cal Poly to provide more student housing opening existing SLO homes to more homeowners not student renters. 1. Bus service more than once an hour and routes that make sense. 2. Reinvigorate downtown. It's getting dowdy and tired. 3. Finish the bikeway from Poly to Tank Farm. Build additional bikeways. Cars and bikes do not mix. 4. Instruct the Police to ticket motorists who fail to give the right-of-way to pedestrians. 5. Install stoplights at Broad and Stoneridge and paint crosswalks on Broad between South Street and Orcutt Road. 1. Lower water bill high surcharges. Water rate is okay but surcharges out of line. 2. More Police more often at closing time of Graduate. More crime increasing there at night. �,. 3. The department in charge of potholes and light signals is doing a wonderful job with their online form. Other departments should do the same. 4. Lower house taxes. 5. Block off Industrial Way once a week and have a sobriety check point on Broad Street. 1. Secure greenbelt. 2. Affordable housing,which is well planned. Fill in for high intensity with accessible public walking and bike paths. 3. Discourage big box store development and other development that depersonalizes SLO and contributes to suburban sprawl. No WaWlart. 4. Work with the railroad to decrease time that engines idle,which adds noise and air pollution to the area. 5._Work on employment opportunities—clean indnstU with adequate wages. 1. Lesson the impact of student housing on our community by demanding that the colleges provide on- campus housing, leaving more of SLO city dwellings to non-students. 2. Do something to smooth the flow of traffic on Santa Rosa from Foothill to Freeway. 3. Continue working to improve lower Higuera facades. They are tacky. 4. We need golf courses developed nearby; public ones with driving ranges. 5. Continue working to increase downtown parking. More garages would seem to be best use of land available downtown. - 13- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Allow more stores like WalMart,etc. They will bring'in more revenue in taxes. They will also help support our town by bringing in more jobs. - 2. Flx more of the streets. 3. Cut the speed limit on Broad Street._ 1. Extend Prado Road to Broad Street. 2. Widen Tank Farm Road. 3. Widen Los Osos Valley Road Overpass. 4. Enlarge Santa Margarita Lake for water resources for SLO. 5. Look in to establishing desalination to increase water resources. I. Increase efforts to promote walking,cycling and use of public transportation to alleviate future increases in traffic and problems with parking. 2. Complete the remaining phases of the bikelhike path alongside the train tracks. .3. Encourage Cal Poly to build more high-density housing on campus. 4. Work with health insurers and providers to ensure that all SLO residents may obtain _a_ffordableeaal health_care� 1. Get more stores to shop for senior citizens. All the stores now are for college students. 1. Get going to open Target,Costco and Home 1. Support and willingly accept the plans made by the Copelands. 2. Encourage student housing near Cal Poly and Cuesta. 1. Roads,roads;.roads. They are terrible,especially Tank Farm and LOUR by the freeway. 2. Bike lanes. 3. Better meter prices for downtown parking. 4. Better job at sprucing up city landscapes. S. Definitely incorporate more art into SLO town. Great job so far _ 1. Let a Costco come into SLO. I'm tired of driving to Santa Maria. 2. Get General Hospital closed. You are involved with the County on this. 3. Quit harassing Alex Madonna. He does so much for the community. Seems you only support the Copelands. Why? 1. Denser housing in-fill,apartments above shops. w 2. Smaller buses,run more often in town.______ 1. Protect the streams. 2. Energy conservation. 3. Local energy climate data online. 4. Let's get free of cars. 5. Save water 6. Ban water softeners and blue toilet cleaning chemicals. , - 14- 2003-05 Financial Plan: Community Budget Bulletin Survey Results -^ 1. A realistic street maintenance program. SLO City waits too long to perform needed street resurfacing. 2. When Prado Road is extended to the southeast, it should tie into Broad Street at industrial way,which is already signalized. It should also be extended to the Johnson.Avenue/Orcutt intersection in order to provide some semblance of traffic circulation that this City most desperately needs. 3._ Water ply sup . 1. Develop soccer fields with lights. 1. The housing problem. Lack of affordable housing and forcing Cal Poly and Cuesta to deal with housing their students. 1. More City police to control added number of new drivers in City. 2. Permit drive-throughs for convenience. Shutting off engines and then starting them use as much gas as driving around to find a parking space. Also, it's helpful to mothers with children. 3. More control of students in private housing. 4. Solution to increasing number of homeless and indigents. More help for families with children. 5. More severe penalties for drunk driving. '1. Improve the bus schedule at lease 2x day routes and add routes. 2. With the state expecting as to add housing,travel will get worse and 227 is already bad,but the buses are just too inconvenience. My wife would take an hour by bus to get to work with a change downtown compared to two 10 minutes by car. I would have to get a 5:30 am.bus to make an 8 a.m. class because of the screwy bus timing,so half the time I drive. Every route should be every 30 minutes. _ 1. Protect the downtown area. Encourage it to be more than just a Disney World by getting in new businesses, not just franchises. 2. Lower the speed limit on South Street and north Broad to 35 mph. 3. Put a divider/planter in North Broad Street with limited turns and trees in the divider. 4. Enforce the speed limit. 1. Take action in supporting the Prado Day Center and eliminating homelessness. .2. Affordable housing. 3._ Pnt�ressure and workwith 4Z Poly to continue to build on-campus student housing _ 1. Slow down housing and residential growth. 2. Lower water bills. We've been conserving since the big drought. Don't punish us, reward us. 3. Let Costco build. 4. Reduce upper and middle management in City government. .1. Reduce costs of living in the city by reducing the size and costs of local government(Police, (^ Hrrg Parks&Rte). Reduce services if necessary. t5- 2003-05 Financial Plan: Community Budget Bulletin Survey Results '2. Stop wasting money on frivolous ideas like the greenbelt. This has to be one of the worst ideas ever. .3. Stop forcing developing on the outskirts of town. When the only type of development that makes economic sense for developers is tract housing,tract housing is what we will get. The Copeland's development is on the right track. 1. Lower taxes. 2. Lower water rates and sewer rates. 1. Increasesales tax. .2. Limit growth/home building. ,3. Find a way to limit cars,especially students. Improve traffic flow. More parking at Cal Poly. If it's difficult to park,people will be forced to use other transportation. 4. Focus on famRies,not Cal Poly students. 5._Improve exists schools._Build more,_smaller class sizes._More teachers_and pay them better. 1. Traffic control at the intersection of lower S. Higuera and Vachell. Dangerous to cross there. Install a roundabout. 2. Take care of the screen at the golf course. Repairs and patching needed for months now. 1. Traffic light. Widen Orcutt Road at railroad tracks. Turn lane at Orcutt and Bullock Lane. Slowdown thetraffic on Orcntt Road. 1. Keep new growth as low as possible. Otherwise, you're doing great. `i. Housing for our people who work here. More housing near downtown so people could work to work. 2. Water and utilities available for growth plans. 3. Traffic flow and street maintenance.`There is quite an increase in traffic already and parking and traffic with the ezpected growth makes it a little scary, I4_ I love our town and-want it's charm and beauty and small town feel to remain: 1. Eliminate crime(gangs). 2. Take care of the homeless. j1. Financially solvent. Z. Services=water,roads, flood control. 3. Policelsafety. 4. Limit student housing in neighborhoods. S. Greenbelt around city/parks. 1. Repave Prado Road from S. Higuera to 101 on-ramp. J. Develop a.good working relationship with the County Board of Supervisors in order to " effectively deal-with development on County land adjacent to i - 16- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Don't let the state housing office ruin our town _ 1. City planners need to decide on a clear direction and stop trying to do everything at once. 2. Cal Poly needs to face up to its own student-housing problem. 3. Downtown shopping has become almost completely tourist and student oriented. 4. The City planners need to make a goal and adhere to the plan instead of changing direction every few years. 2. Allow for growth only with corresponding improvements in necessary infrastructures(streets, housing,water supply,hospitals). .2. Protect environment(air quality,open space). 3. Improve and promote public mass transit. ,4. Pressure CaliTtans to act on slowing and redirecting traffic on South Broad(speed limits,stop lights). -5._ Affordable housine and transportation for worhngpoor._ 1. Contract for non-gasoline powered City buses. 2. Offer some express bus service, direct and between some major origins and destinations. L Build bridge or underpass over or under railroad tracks of Orcutt. 2.__ xxpand to four lanes Tank Farm Road between broad and S.Higaera. 1. Affordable housing is the single-most important issue in this city. Restrict buildings to build more modest homes. 2. More repair of City streets. 3. Sidewalk repair all over town, especially the downtown. 1. Complete any bridge/road/sewer and utility/repairs downtown. Then stop tearing up the downtown area. 2. Reclaimed water use in the parks. 3. Small low-income housing projects as infill into existing neighborhoods,especially for seniors. . 4. Continue Bob Jones trail to the octagonal barn. 5. Purchae Albertson's property at Broad/South. Enlarge Fire Dept practice area,use balance for low.income housing: 6. Continued rp essure on Cal Pol o build their own housing for students.__ 1. Affordable housing for families. 2. Reduce number of bars in the downtown. 3. Increase penalties for noise and code violations. 4. Restrict student housing—work with Cal Poly to put housing on or near Campus. 1. Completesports fields. 2. More softball fields. 3. Complete Copeland project. 14._ Approve and built Bird vroiect. - 17- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. More green spaces. 2. Better traffic control. 3. More alternative transportation choices. 4. Solar power the city. 5. Slow the traffic down. 1. Crackdown on speeding. 2. More affordable housing. Student parking congesting all our residential streets. 3. More red zone setbacks at intersections alleviating gross traffic viewing difficulties. 4. Broaden the scope of commissions and their affectiveness. More qualified people for Council. 5. More attention given to our historic buildings and homes. 1. Create pesticide free public places, including no spraying sidewalks on Higuera for the sake of the disabled who should get access to public places. Become the first pesticide-free city in the US. 2. Bob Jones Bike Trail and other bike routes in town. 3. Acquire more open space and make it readily available. 4. Slow Broad Street traffic between South and Orcutt and make it possible for pedestrians to costs in the middle of the stretch(like median islands). 1. Bus service to 11 p.m.throughout the City. 2. Student fee contribution from Cal Poly to bus system with free ridership for students. 3. Continued safety. Coordination between city police and campus police. 4.Senior citizen stimulation-low cost or no feeevrograms_regular . 1. Repair streets. 2._ F5x the-streets'sidewalks/bike lanes. 1. Doggy poop bag dispensers and garbage cans at the Bishop Peak trailheads. 2. If City of San Luis Obispo can help us,we are in a health care crisis. Medical care to the homeless and low income critical. 3. Coordinate downtown projects so it is not under construction year round. 4. Improve bus system to make more user friendly and a realistic alternative. 5. Require bike lanes with any new road or development projects 1. Keep the box stores out,keep our city unique. ;2. Keep open space. :3. If any more houses,have them built for average income folks. 14.-_Improve_our drinkinng water. 1. Health care, especially for the working poor, lower middle class. 2. Security at Diablo Canyon. 3. Growing gang presence in SLO County. E. _More_shoppinecenters. ___ - 18- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. More low priced_housing, 1. Maintain slow growth of business and housing. 2. Require Cal Poly to build more student housing. 3. Support our public library. 1. Reduce traffic congestion. Buses and bicycles are not the answer. We need better streets/parking- 2. _Cafes at the expense ofparkin_g is not a good trade. 1. Stop the insane growth in construction. This area has only a few ways to move trffice. Keep on going like you have in the past and you shall have total gridlock. 1. Establish Cal Poly responsibility to housing Cal Poly students I. Responsible growth control. Recent leadership leaves us with "iffy"water availability, excessive housing costs,low tax revenue,negative business atmosphere. 3. Another swimming pool 4. Establish procedures/policies through which neighborhoods can maintain their existing in_te_g_rity 1. Limit the growth of big box stores which are so unsightly to the area. It is also hard for the local companies to exist. 2. Limit the"track house look" and let contractors build to suit their need of size in building for a family. 1. Maintain the ban on big boa stores. 2. Close_Hi era traffic to create pedestrian walkw#y and more outside dining. 1. Force Cal Poly to building housing or City of San Luis Obispo builds apartments near Cal Poly. 2. Appoint special homeless advocate to deal with homeless people at traffic lights and every grocery. Find them housing and jobs. 3. Concentrate housing in higher density, fill in housing in current industrial areas, such as along Madonna Road between I iguera and 101. 4. Guide architecture toward Spanish revival as in Santa Barbara. Avoid mediocrity as in new building on Santa Barbara. 1. Maintain downtown area Add people places with creek expansion, the Copeland development,landscaping,etc. 2. Affording housing as a requirement for any development;participate in the Affordable Housing Trust Fund;surcharge for new units. 3. Maintain parkas and continue to offer recreation programs,especially for kids. 4. Promote businesses that bring in jobs that provide good wages. 5. Maintain ereenbelt and prevent drawl. 1. Traffic congestion. - 19- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Clear-cut long-term residential and commercial growth policies. .l. As long as politicians want to spend taxpayers_money,they should be smart enough to figure out how to generate some without taxes. 12. The above suggestions may come to fruition via the big box concept. 3. The sewer charge associated with the water bili is outrageous and should be reduced 1. Plant and maintain more street trees. 2. Building more off-street bike paths. 3. Buy state water instead of expensive alternatives. -1. Promote availability of low-income housing for people who cannot afford the high cost of rent in SLO. .2. Consider installing a traffic light at Tank Farm and Poinsettia to avoid a traffic accident caused by speeding cars at the crossing. 1. Housing. 2. Traffic 3. Water. 4. No frills on where our money goes. 1. Traffic and congestion on City streets. 2. Growth. 3. Affordable housing. 4. Restriction of churches being built in City and County. 1. Forget Nacimiento water. 2. Forget the Dalidio project. 3. Convert portion of Higuera to a mall. 1. More open space. . .2. Do not increase existing growth rate.' 3. Do not accept.state housing mandate. 4. Do not approve proposed Albertson's shopping center at Broad and South Streets. ;5. Extend Prado Road to lessen traffic on Broad Street. 1. Conserve water. 2. No growth. 1. Complete soccer fields and add additional fields to the Damon-Garcia project 2. Fix Capitolio Road near;Broad Street 3. Add bike lanes on Orcutt Road from Broad to Laurel Lane.-It's a death trap. 1. A new bridge at Laguna Golf Course. -20- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Road maintenance. -- 2. Home Depot. 3. Costco. 1. Lower taxes. 2. Stay within budget. 3. Cut department budgets 10%. 4. Lower water and sewer rates. 5.----Keep smiling like the rest of us. 1. Control growth-both-commercial and residential_Too many people will destroy our unique community. 2. Stop urbanization of SLO: Limit new building permits. 1. Traffic on Madonna&Los Osos Valley Roads. 2. Affordable housing for our own SLO young adults. 3. Avila Beach exit—one route only exit in case of emergency. 1. Get rid of all the unmaintained student rentals. Somehow get Cal Poly to provide more housing on their own grounds. 2. More mixed use in the downtown core. If more people live there,we will see increased money downtown. 3. Redevelop Mid-Higuera with more housing. Livetwork type of loft space; senior housing; retiring boomers will want cooler retirement spaces. 4. Slow down traffic on residential streets,especially the downtown speedways...Marsh,Pismo Streets above Santa Rosa. ; 1. Cheap housing. 2. Soccer fields, enough to host tournaments and bring in money for City. 3. Baseball fields. 4. Children-oriented activities. 5. Housing that goes up, not out. 1. More affordable housing. _ ;2_Preservation/acquisition and management of opens ace__ 1. Get smaller city buses. 2. Discontinue the trolley. 1. Abetter public transportation system. As it is now,.if you miss yourbus,you have to wait another hour and 16 minutes for the next one. '2. Downtown is a dead-end. There-are no stores,no supekinarkets,no nothing. As long as the Chamber of Commerce has its say,it will stay.that.way. 3. We want big box stores. As it is now,all we have is family run stores. Let's have more chain- type storesowned by shareholdermstead of a few rich families. -21 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. There are too many developments going on and too many commercial properties being approved. What about our independent storeowners? How can they make a living when the Dalidios and Home Depots are operating? 1. Affordable housing. 2. Attract employers into SLO County. 3. Health insurance plans. Perhaps"State muscle"to bring affordable health insurance plans. A Retail emphasis not only on downtown,but all of SLO. 5. Cap Cal Poly enrollment Unfair to provide.special housing for Poly professors. What about those who live,work andplay 1. Reliable and affordable long term water supply. 1. Encourage buBdmg of low and mid-priced housing. 2. Encourage clean industry to move here through tax incentives. I Provide additional tax revenue through opening of limited"big box" stores,such as Costco and department stores. 1. Eliminate bike lanes on Johnson Avenue. 2. Make Johnson Avenue four lanes from Laurel to Orcutt as it was before. 3. Hire a different traffic engineer. 4. Enforce traffic rules for bicyclists. 5. Don't put up Christmas decorations until after Thanksgiving. .1. No more growth—save our small town. 2. We don't need Costco. 1. No houses to be built on the property north of the airport. 2. No more houses to be built on Islay Hill. 3. Install a traffic light at the intersection of Tank Farm and Brookpine soon. 4. No subsidized housing to be built in this community. The traffic results can be seen in all large cities. They are not appreciated nor are they taken care of by the occupants. '1. Affordable housing for City/County employees. 2. Apartments affordable to students attending Poly and Cuesta closer to them. 3. Alleviate traffic congestion on Broad Street and LOVR. 1. Limit growth. 2. Promote uniqueness by purposefully choosing to keep the airport small. 3. Encourage more pedestrian-friendly and bike-friendly downtown areas. 4. Establish more greenbelt areas. 11. Plan to solve housing ciisis. . 2. Increase-livablewagejobs in the County. 3. More bike friendly streets(bike lanes). -22- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Lower house rental rates to no more than $20 per room plush$20 for one car garage. 2. Stop forcing citizens to pay taxes on any land in the City limits. 3. Remove all trees growing in the sidewalks that fall on the walkways. 4. More city bus benches with roofs and walls to keep dry. 5. The City has to have some land inside the city limits for a military base to defend the City in times of war. 1. Managed growth. Preserve green belt around the city. 2. Help preserve the Morros. 3. Change downtown to pedestrian traffic with trolley for handicapped. 4. Support Prado Day Care Center 5._ Any prrog_ram that benefits children,especially ones in need. 1. Complete railroad museum plans and projects. 2. Widen Orcutt Road from Broad to Laurel Lane and facilitate an over or under pass at RR tracks. 1. Affordable housing at the City center, build up not out 2. More water recycling programs and incentives for conservation. 3. Bkes lanes and paths that are safe and promote alternative forms of transportation. 4._Sidewalks near_tlig_ center and near schools that are safe and encouragepeople to walk. 1. Preserve open space. 2. Limit sprawl. 3. More public art. 4. Support downtown commerce. No box stores. 5. Build the next parking garage at site of County Clerk's Office. 1. After school activities for children;.joint venture with YMCA,PTA,etc. 2. Buy wetland on Tank Farm . 3. Buy Morros. 4. Maintain creek safety and visibility. 1. More room for houses,not more office space or shopping centers. 2. More bikeways or bike lanes and places to lock your bike up. 3. Continue to build the railroad area. 4. Slow down the speed on the"new"Broad Street between Foothill and 101. Put back the speed bumps. 1. Preserve the traditional nature of the City. Keep out big box stores. Keep downtown clean and safe. Encourage and enhance small shops downtown. 2. Better alliance with Cal Poly in City planning and housing for faculty and students. 3. Get together with the County,medical profession,health dept.,business community and University to explore possibility of a regional medical center at site of County General to _ incorporate all tertiary medical services in oneplace with a medical school -23- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Affordable housing. 2. Homelessness issues which can be helped by addressing goal#1. 1. More student housing on campus. 2. Regulation of student housing rentals,i.e.,business licenses,required off-street parking,etc. Enforcement of number of students in one house. 1. Increase and announce proactive policing of student behavior in public places. 2. Improved relations between City and university administrations regarding housing and behavior or students...a town/gown commission. 3. Cease videotaping council meetings to remove opportunity for grandstanding council members and mayor. 1I've noticed that many streets need rrepaving. 1. Preserve the rural qualities of the surrounding environment. 2. Make the city more accessible to pedestrians and cyclists. 3. Conserve water and energy. 4. Limit intrusion of shopping centers and malls. 5. Enforce speed limits in neighborhoods.. ____-_____________ 1. Preserving a green belt around the city and protecting the environment over all 12. Minimizing growth,traffic and pollution. 3. No speed bumps on Broad Street.. 1. Housing,homeless and students-bring housing prices down so they're affordable. 2. Stringent preservation and maintenance of environmentally delicate areas. 3. Whatever protects the environment-reduced car usage, fewer SUVs, more public transportation. 1. Preservation of neighborhoods and get Cal Poly and Cuesta to provide more housing for students: 12. Low-income housing. 3. Continue to.expand open space. ,4. Maintain high gaality of police and fire departments._..__—.__.__ ___ _ 1. Stop wasting money on over regulation. Don't budget the"couch police"or spend any money to help RQN. 2. Make it easier for me to build something on my property without the huge tax increase and all the permit time and expense. 1. Buying open space to maintain as open space. 2. Securing a bike path from the City to Avila: 3. Ou a personal note,fix the sewer,and water problem on Pismo Street between Johnson and the railroad tracks. It's a mess. 4. 1 love what you did to Mitchell Park. Have you seen how many Idris play there now? -24- 2003-05 Financial Plan: Community Budget Bulletin Survey Results C 1. Continue to keep growth within limits of available resources and in a planned manner. 2. Put pressure on Cal Poly to increase on-campus housing. 3. Encourage use of public transportation. Coordinate bus schedules and routes to accommodate students. 4. Try to get roadwork done when Cal Poly students are not in session. 1. Get college students out of quality neighborhoods. 2. Provide easy,safe downtown parking. Multi-level garages are neither easy nor safe for seniors. 1. Complete approval of Costco and Dalidio property projects. 2. Maintain existing city streets and utility as well as police and fire services. 1. Stop kids from drag racing on.Highland Drive. 2. More aggressive p__arkin_g_enforcement in permitted neighborhoods. 1. Need more water. 2. Less traffic—educate people so they will understand the practicality of walking,bike riding, etc. 1. Push Poly and State Chancellor to provide more student housing on campus. '2. Enforce codes with students living in neighborhoods(too many cards,too much noise,messy yards,etc.). .3. Fig the exit mess at Albertson's on LOVR and Madonna. I can't leave the shopping center and turn left to go home from either exit. 4. Make Victoria's Secrets change its hideous window displays. 5. Keep buildings looking like the new one near the Jack House. Keep the Spanish/early Western __motif_going. Looks great, 1. Fund the restoration of the old historic railroad freight building. 2. Install more blinking crosswalks. 3. Create more attractive"entrances"to the city via highways 101 and 1. 1. Railroad museum complex. .2. Adobe restoration. 3. Copeland complex. 4. Pedestrian orientated shopping areas in downtown SLO. 5. Widening Tank Farm Road between the railroad and Orcutt Road. Intersection of Tank Farm and Brookpine safety. 1. Open space—acquisition, development(with trails and staging areas) and maintenance of open space around SLO. 2. Housing—support for CDD staff and programs that master plan for new housing developments. 3. Transportation—roadway improvements to existing intersections and off rams (LOUR and Prado). 4. Downtown—continued support of the downtown and redevelopment efforts. 5. Habitat Restoration—restore habitat in open space areas and along existing waterways. -25- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Efficient use of tax dollars. City employees being accountable for time and expenses from line staff to managers. - 2. Reduce paper waste. Be a leader in recycling. 3. Repair the roads. Big bump in Sweeny Road. Incredibly sloppy work. Who is accountable? 4. SLOPD needs to work as a member of the County's law enforcement team. Their arrogance and lack of cooperation is glaring. 1. Open space acquisition. 2. Bike path downtown. 3. Styrofoam recycling. 4. Maintain balanced budget.. 1. Housing—we try to slow down on growth than the state makes us build. 2. Roads/repair. 3_ Orcutt Road/Railroad= rp oblems.for ambulance,_ g,etc. 1. As I drive and ride around San Luis Obispo, virtually all construction that I see is for commercial and industrial businesses or apartments. The City has a small middle class. I feel that the City needs to encourage the construction of medium-priced single-family, owner-occupied homes. This can be done through zoning, annexation of nearby land, and perhaps reduction of fees charged by the City for new homes. 1. Ensure the availabt7ity of affordable water. _ v 2. Strive to maintain local(vs.state)control over schools,taxes,etc. 3. Continue to promote slow growth,especially where box stores are concerned. 4. Develop recreational venues for in-line hockey,basketball,volleyball and field sports. 3_ Remain diligent regarding code enforcement; i.e.,Junk vehicles andparking on City_streets... 1. Safer,more age-diversified neighborhoods. 2. Limited number of cars or trucks parked in neighborhoods. 3. Limit speed of traffic in neighborhoods so children and older people can walk in peace. 4. Limit noise. Harsher penalties for noisy parties and public profanity. 5. Limit student rentals. They are wrecking SLO. 1. Reduce expenses for city residents such as water bills. 2. Develop better water sources. Expand Santa Margarita Lake. .3. Deyel9more affordable housink in C 1. Affordable housing. 2. Controlling Cal Poly growth so housing for students is provided by Cal Poly vs. putting a larger crunch on local resources. 3. School funding and maintenance. 4. Upkeep of the City—roads and bridges, i.e.,not banners and flags that denote special events. Parks and sidewalk maintenance. Maintain expense of parking is not a good trade. -26- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Securing a reliable water source. It has been about ten years since the last drought. IF we have another drought,I don't think the public will accept water rationing and higher waters as the solution. 1. Create more affordable housing. 1. Develop a better relationship with the students of Cal Poly. 2. Help homeowners maintain houses and further develop new housing so that renters are not so disgruntled at the rising rent prices and lower quality of mobiles. 3. Bang up job on everything else! 1. Encourage all businesses to come here by eliminating stupid restrictions. Stop arguing about box stores and invite them in. 2. Improve the tax base. 3. Check the bus usage that is underutilized. Smaller buses, fewer routes, etc. .1. Adding to open space acreage. 2. Keep shopping malls from proliferating 3._Curbma plans for thousands of new homes.___ _ 1. With growth throughout County impacting SLO, resist temptation to cut budget for open space. We'll need it more than ever in the future. 2. More emphasis on carpools,bus use,bikes, etc. 3. Retain what remains of unique character of city by any steps that encourage small local businesses. Discourage big box and chains. 4. No more mammoth parking garages. 5. Work more effectively with Poly to reduce drunks and encourage on-campus housing. 1. Infrastructure—streets,water&sewer lines. Repair,replace as needed. Widen Tank Farm Road to four lanes. Four-way stop sign at Poinsettia and Tank Farm. 2. Affordable housing—new subdivisions should be required to build apartments as well. 3. Affordable after school and summer childcare pro mms. 1. Affordable student housing. 2. More bike racks around town. 1. Finish Home Depot 2. Build the Costco that was talked about years ago. 3. Realize that this is a college town with college students and that things change over time. We can't live in the 60's! 1. The City should determine the effect on the city that will result from the continuing storage of nuclear waste at Diablo Canyon. It is important to fill the void caused by the County's failure to represent the citizens of SLO County regarding this matter. -27- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Fix/pave streets. '2. Assure having adequate water supply. 3. Fund the SLO Railroad Museum. %4. Reconsider having a city biologist,environmentalist,etc. These positions cost a lot and don't give much in return,especially with reduced budget. '5._Press Cal Poly to provide student housing.. 1. Restoration of City-owned historic buildings; i.e., La Loma, Butron, Rodriguez Adobes. 1. Better bike paths.. Make Marsh and Higuera both two lanes with bike path. 2. Secure water supply. 3. Extended library hours. .4 Fewer potholes and rough patches on streets. 1. Public safety. � ---� 2. Water&sewer. ,3. Basic maintenance services. a. Updating revenue sources.. 1. Keep roads fixed. Work on bike only path from SLO to Avila. Make downtown livable, not just party town. 2. Get high-density housing downtown. Buy up old hospital block. Put 7-9 stores there. 3. Start working on a beltway around the city with park and rides. Move or provide public transit to those points. Make Prado the loop. Connect to Foothill. 4. Incorporate housing into all downtown structures. 5. Seismic retrofit. Make downtown safe from earthquake damage. 7:b It areas and slow,well-planned growth. I._Cal Poly& Cuesta student housing should not be built in the City. The college should provide the housing. 3. Stop building big box stores. SLO is very unique and enabling these stores to build here is taldng away the uniqueness. 4. Traffic slowing on residential streets. S. Continue fo restrict air,water,and groundpollution producers. Make enforcement stricter. 1. Please make every effort to maintain and retain and encourage the unique character and charm of SLO. 2. Please help existing R-1 neighborhoods maintain quality of life standards by holding landlords accountable for the upkeep of their properties. 3. Please make every effort to remember families, as well as students. 4. Please take full leadership to keep Cal Poly from usurping our township. 5. Please protect our neighborhoods. 1. Water from Nacimiento and aqueduct. 2. Repair streets.-_ -28- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 3. Housing. 4. Keep creeks clear. 5. Expand shopping. Don't make.if_so difficult Cor Uz box stores. 1. Keeping streets in good condition. 2. Curb aprons need attention. 1. Get Home Depot functioning. 2. We want a Target in here. 3. The"downtown is saved". We citizens need not put our lives in danger getting on the freeway and traveling smiles roundtrip to another county. We csn_use the.tax$$here. 1. Support for development of affordable housing. 2. Develop reliable additional long-term water resources commensurate with projected growth. 3. Continue greenbelt/open space acquisition. 4. Avoid reduction of service for street maintenance. 5. Adopt a conservative,balanced budget. 1. Stop building so many new homes in the city. Rebuild old homes instead. 2. Stop big Mall L.A, mentah'!Y,big,box stores in SLO. Th -erp is already too many built. ' 1. College students drinking and rowdy destructive behavior. 2. Post Farmers Market nights need better policing. Vandalism is becoming more rampant and more costly to repair and erase. 3. Tighten up on all college and high school parties over 15 participants. 4. More drastic penalties should be employed. 5. City should not allow rowdyism or drunkenness in our Mission. 1. Provide funds for the Railroad Museum building restoration. 2. Improve Los Osos Valley Road from Madonna to Higuera,including widening the 101 __ overpass._ 1. More parking at the County Library and on Palm Street, especially for handicapped and mothers with children. 2. Make it illegal for out-of-towners to own home in SLO and rent to nonresidents. 3. After years of detours, give us a hiatus from street repaving and repair. 4. Enforce the speed law on roads in Laguna Lake Park so we old people can walk without looking back. 5. Paint the corner curbs red at Raphael and Ramona the big trucks on both sides leave no room for two cars to pass each other at night. 1. Fmish the Railroad Museum to match the overpriced,over done parking lot. 2. Soccer fields—fast for the youth of SLO. _ 3. Homeless help out of town. -29- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Establish a reliable water source. 2. Work on"street'repairs and provide acceptable surfaced streets. 3. Replace the temporary bridge located on Foothill. 1. Get that Home Depot store open. Would love a Costco. Z. Do something about homeless people. 3. A better water system(pressure and cleaner). 4. Clean up.do_wntown river where children used to be ableto play__ 1. Control of student rentals/noise abatement/parking, etc. 2. Water source—desalination? 3. Traffic problems. 4. Affordable housing. 1. Southern Pacific Freiyght Station restoration. 2. Bike trail to Avila. 3. More"new"crosswalks..One could be placed at the Del Monte Caff to the Railroad parking lot. If not new.put an old one there. It's had to cross Santa Barbara. . 1. Please get some stores in this town. 2. The new parking garage and area around Fresh Choice is wonderful. Keep it up so I can keep my spending in good ole SLO. J. Build up Police with more officers. 2. Maintain streets and infrastructure. 3. Go talk to Cal'Poly for joint growth planning. 4. Cancel Mardi Gras. 1. I think that the City has wasted money on the resurfacing of streets. They are already breaking up with the first rains. 2. More consideration should be given to the funding of an overpass or underpass at the railroad and Orcutt Road. 3. We desperately need a grade separation at the tracks on Foothill and California due to the high volume of traffic at this point. 4. Use every means possible to discourage Cal Poly from building their housing projects across Highway I and moving into already established and above average residential districts. 5. Give serious thought to connecting Bishop Street up with South Street with overpass over railroad yard. The longer these projects are put off, the more it is going to cost and eventually be impossible to accomplish. I. Funds for the railroad museum.. .2. Repair streets. 3. Limit growth. 4. Continue the KSLO Beautiful'by planting more trees. Downtown Higuera is beautiful. Put _Puck back where itwas. . -30- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 5. Support the Copeland_project 1. Support enhanced tourism by rehabilitating the freight warehouse in the Historic Railroad district as the anchor project. 2. Create a small group to oversee development of the railroad district. 3. Do a better job of communicating with the public. Many of your good ideas get lost by the noise made by detractors. I think the public needs to continually be reminded of long-range goals. 4. Maybe you could provide regular additional times for public input, other than what is now available. 1. Railroad museum. 2. Creek clean up. 3. Flood control. 4. No more art at the time. 5. Pot holes. 6. No more open sQace. 1. Get Home Depot completed ASAP to increase City funds. 2. Affordable housing- $250,000- $300,000 range. 3. Control street parking. L We must provide housing that young people can afford. 2. Building permits must be geared to the working class and middle class. Build subsidized houses and condos that cannot be resold within five years except to families that qualify for subsidy. 3. --Build_apartments. 1. Improve traffic flow. 2. Maintain open space. 3. Get college students out of family neighborhoods. 4. No special bumps on public roads. 5. Discourage transients. 1. Housing, especially for students and low-income renters. 2. Traffic. 3. Ban cell phones in cars and public buildings,sidewalks.etc. 1. Encourage business by shifting some taxes and fees to city residents. Levy a renter's tax to help students and other renters pay a fair share of tax for city services. 2. Encourage student-housing proposals from private enterprise. 3. Shift the entire focus from downtown and Madonna Plaza areas to help develop south end(Tank Farm)and north end(Foothill)business districts. 1. More housing for students and residents. 2. Overpass on Prado and Hwy. 101; continuation of Prado to Broad Street. 3. More left-turn signals and lights at major points. -31 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Repair potholes promptly and resurface roads that need resurfacing. 2. As the population rises ever higher, is it not self-evident that highways and roads must increase -- commensurately? 3. I shun downtown during business hours because I have to pay to park. Do you realize this is hurting downtown businesses? You'll never know how much business is forfeited until you reclaim that lost business by transforming downtown to an auto-friendly environment. The way to do this is to gradually phase out parking tariffs while gradually building free underground parking spaces. 1. Continue to provide enough water for the people who already live here. .2. Maintain safety of the community. 3. Encourage healthy business community. I want a Target and Costco. 4. Fix roads and maintain them. 5._ 1 wish we could work on solving the student problems in some neighborhoods. _ 1. Begin or continue to require Cal Poly to house more students on campus instead of destroying neighborhoods with the pressure of their mass presence in small homes that should be available for working families. 2. Increase police responsibility to and recommit to enforcement of laws concerning vandalism of property and traffic violations in the neighborhoods near Cal Poly. 3. Do not abandon the community of working families who support the infrastructure of this city. 4. Maintain small town character of SLO by helping responsible families live here. 1. Repave all streets in city limits. 2. Replace damaged sidewalks. Make all corners handicap. Put in sidewalks where there is dirt now. 3. Remove all tree limbs,bushes,vines that are hanging over sidewalks and covering street signs. 4. Enforce law to have homeowners place their trashcaus behind fences. 3. Enforce law to have homeowners_clean front and backyards of trash.___ 1. Safe streets and travel after dark. 2. More and safe bike lanes. 3. More activities in parks—music,barbecues, ice cream socials. 4. More community activities for children, teens,middle-agers and seniors. 1. To somehow save our neighborhoods from being overrun with student housing,traffic and noise. Try to limit number of students in what used to be R-1 residential areas.. 1. Get the water and garbage bills down to a reasonable amount. 1. Open Home Depot. 2. Acquire a Costco in SLO. 3. Encourage more student dorms on the Cal Poly campus to alleviate excessive housing costs in SLO. 4. Rezone American Legion Post 66 clubhouse property by the Vets Hall so it can be enlarged to meet today's veteran needs.__ -32- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 5. _Reopen access to San Luis Mountainfrom Luueta Drive and LaEntrada Avenue. 1. Maintain infrastructure-streets to sidewalks, sewer, etc. 2. Encourage development downtown-increased parking. New parking garage is great. 3. Continue to develop parks and playground area. 4. Increase housing density in certain areas. 1. Student parties. 2. More police. Ticket,cars with no,permits. . 3. Enforce traffic rules...stop signs and speeding. 4. Raise fines for the above and enforce. 5. Limit four students and four cars to houses. 1. Keep within the budget. 2. Public safety. 3. Damon-Garcia fields project. 4. Expand and maintain greenbelt. 5. Encourage in-fill; discourage sprawl. '1. Adequate source of water supply. 2. Safety and security of citizens. 3. Eliminate Cal Poly_'s dominance over our elected officials. 1. Do something about the student-generated noise. 2. Affordable housing for more than fifteen people at a time. 3. Bring in a Costco. 4. Try to bring back families. 5. Change the feeling that SLO is anti-family and anti-business. Everyone is moving or doing their shopping in South or North Counties. It doesn't feel good to live here anymore. 1. Widen main roads linking SLO to outlying areas (Foothill from LOVR to Santa Rosa;LOUR from lower Higuera to Los Osos). 2. Secure water supplies for future. Desal plant may be best in.long run. 3. More railroad over or underpasses(Foothill; Orcutt and one at Roundhouse connecting south straight_through to JoLnson 1. Build low-rent housing. 2. Do not cut budget for Police Department. 3. Build some sort of shelter for the homeless in order to keep them off the street. 1. Place a traffic signal on the corner of Pereira and Madonna Road. 2. Stop allowing people to park along Laguna Lake in the Park. .3. Remove the transients and beggars from the Albertson's shopping center on the comer of Madonna and LOUR- -33 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Keep SLO as small as possible. Growth creates problems. j 2. Stay away from state water. 3. Do not let prime ag land be paved over. 4. Try to guy all land around the city to complete a greenbelt. 5. Promote tourism through our new railroad projects. 1. Stop all building and growth. No more new houses or any new commercial buildings. 2. Raise all development fees to redly p#y for the true cost of development. 1. Street paving. 2. Bike lanes on Broad near downtown. 3. Cross town bike path along Railroad tracks from Tank Farm to Cal Poly. 4. Police Dept. support. 5. Playing fields for kids. 1. Costco. :2. Prado Road through to Broad Street and Johnson. 3. Encourage development of individual lot subdivisions. 4. Work with County to get Tank Farm and Suburban Roads widened and repaired. Need right tarn_lane east at Hwv.227. Infrastructure. 1. Reduced traffic congestion, especially in downtown. 2. Implement Laguna Lake Master Plan. �. 3. Reach and exceed 50%reduction in solid waste sent to landfill. More outreach and education is needed. 4. Acquire more green space/open space. 5. Proceed with desal as a source of water. Find a way to use reclaimed water that doesn't affect SLO Creek flows in a major way. 1. A continuous bike path along the railroad tracks from Edna/Islay neighborhood to Cal Poly. More protection and encouragement for bikers,walkers/runners and skaters. 2. Underground utilities. 3. Clean,smooth streets and roadways. !4. Crack down on high speed and reckless drivers. 5. Common sense greenbelt acquisition andgrowth management. ___ 1. Repair sidewalks. 2. Repair all streets and maintain as soon as needed. 3. Housing for students. 4. Having landlords maintain pleasant looking yards. 5. Do away with parkways in neighborhoods. Most are not kept up. 1. Protect city's small-town visual character. 2. Prohi[bit sprawl development. 3. Improve bu�s stem to make it a more viablytion. -34- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 4. Oppose State housing mandate. 5. Promote local business rather than corporate chains and biz box development. 1. Allow Dalidio property to be developed so we can spend our tax dollars in SLO instead of Santa Maria. 2. Widen Tank Farm Road. 3. Keep Fliguera a little cleaner. 1. Continue to fully fund pavement and street repairs at current funding levels. 2. Implement a fee to pay for creek and flood protection projects and NPDES activities. 3. Increase funding for parks maintenance staff to improve the maintenance level at City parks. 4. Provide ado maintenance_staff for new Damon-Garcia sports complex. 1. Figure out how to combine residential and commercial uses of property, such as apartments above businesses. 2. Encourage in-filling developing vacant lots within the City limits. 3. Continue the City's support of the arts with PCC grants,cooperative art projects, and favorable zoning for performing and visual arts buildings. 4. Continue responsive police and fire protection in both business and residential areas. You do a fine job. 1. Clean up trash on both sides of Tank Farm Road between Broad and Higuera, especially the half closer to Broad._You can no longer blame in on the recycling plant 1. Control growth. 2. Good schools with offerings in art,music, dance, languages. 3. Road improvement and please no more street signs written in gothic script that cannot be read at night. 1. Affordable housing. 1. Add more high-density low-income housing 2. Do not approve development of Dalidio land. 3. Acquire more greenbelt land. 4. Continue efforts to get people to use public transportation. 5._ CompleteDamon-Garcia sports comAlex. 1. Work harder to integrate Cal Poly into the community at large. 2. Work to insure that adequate hospital, emergency and medical services are available to the community. 3. Continue your efforts in preserving and enhancing the downtown area. 4. Get panhandlers off the streets, out of shopping centers and other public places. 5. Complete the Bob Jones Bike Trail between SLO and the park and ride. -35- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 6. Bring back First Night. - 1. Improving schools. 2. Completing the Prado interchange. 3. Cleaning up San Luis Creek and dredging Laguna Lake. 4. Handicap curb access and speeding traffic through Oceanaire Drive. 5._A%uiriace_ 1. Annex into City property SLO Marketplace. 2. Provide assistance to middle-income families for home buying/renting. 3. Clean up after Farmer's Market. 4. Feed the homeless and/or poor. 5. Increase neighborhood watch programs. 1. Better traffic flow and repair of some very rough streets. 2. Affordable housing. 3. Senior Facilities. 4. Shopping opportunities. :5. Employment_opportanities. ._ --___-.- 1. Open space. 2. Cultural Arts. 3. Police/Fire. 4. Smart Growth. 5. Maintain and keep up-to-date water/sewer systems. Do not get state water. 1. Cut COAL 2. Reduce chlorine or take care of the nasty tasting_water._ 1. A more equitable sewer rate for residences with one person. 2. Sewer/water discounts for those who conserve. 3. Even if water is even more plentiful,why are people allowed to hose driveways, streets and run sprinklers until gutters are running. 4. I work very hard to conserve,but what for if I'm charged like everyone else. 1. Affordable-housing for families. 1. Protect for growth and provide the infrastructure to support it. 2. Affordable family housing. 3. Improve traffic flow. 4. Encourage more on-campus housing at Cal Poly. Require that all freshman be on campus. We want our neighborhoods back. 5. Extend Prado to Johnson. 6. Decide on a plan that works best for the community as it grows and don't be swayed by those with only their interests in mind. _ -36- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 11. Traffic on Tank Farm,LOUR,and downtown. `— :2. Maintain and add open space. .3. Walking and biking paths to and from town. Create plazas downtown to make downtown more pedestrian-friendly. 4. Target, Costco and attract business for jobs. '5. Spend money on practical things rather than fancy street signs and public art. _ 1. Build overcrossings at railroad on Orcutt Road. 2. Secure more water before approving additional home construction. -- ---—_ —south--- _.___ - - ----_ — — - -- - ---- - 1. Add an onramp to Hwy. 101 south at Prado. :2. Quit the impact studies and allow construction of Costco. 3. Change the city regulations and allow drive-through fast food restaurants. 4. Synchronize the signals on Madonna Road. 1. Safe and constant water supply. 2. Housing. 3. Traffic control. 1. Get rid of transients downtown. 2. Increase traffic law enforcement. 3, Prado Road overpass. 1. Reliable water supply. 2. Encourage Cal Poly to provide housing for their students. 3. Promote business in SLO. More good jobs. 4. Continue to improve bike lanes. Orcutt Road would be high on that list. 1. More housing for Cal Poly students on campus. 2. More places for off-leash dog walking. 3. No Walmarts! _- -F--ro--d- ______—horsing. 2. Ease restrictions on housing development 3. Cut budget,layoff employees. 1. The City should stop giving out new development permits until all conditions from previous permit are fulfilled. 2. City should give out tickets for parking the wrong way or over the sidewalk. 3. Stop catering to Cal Poly. I. No`more shopping centers.. 2. Purchase more green space. 3. No cars allowed downtown. -- 4. Bike trail to Avila from SLO. -37- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 5. Hiking trail_alone Seven Sisters. 1. Secure stable supply of water for the city. 1. Support for the Prado Day Center and the Maxine Lewis Homeless Shelter. 2. Public transportation. ,3.--Affordable housing.______ - 1. Please work hard on housing. Cost of homes is far too high. 2. Please do something about Foothill Boulevard. It narrows to quickly after Tassajara. Few cyclists use the bike lanes. We don't need them on Foothill. 1. Reduce City growth,control urban sprawl,monitor illegal renting, etc. '2. Traffic flow and police enforcement for speeding, better signs near parks. 3._Fix sidewalks in older neighborhoods. 1. Mandate water conservation by restricting use. 2. Restrict expanding city borders to include new residential areas. 3. Promote bike lane construction within the city. Maintain existing lanes. 4. Make city center less traffic intensive by restricting times when vehicles can use. 5. No new box stores. 1_ Have Police enforce speed laws on Broad Street and Johnson Avenue. 2. Have Police enforce no driving lights in city limits. 3. Have Police enforce"big foot"rules. 4. Have Police enforce running red light rules. 5. Have Police 1. Parking meters in front of residential homes where we split the profit. 2. Stricter fines for homes that trash the look of the neighborhoods. 3. Abandoned vehicles removed after 15-30 days. 4. Thanks you for the slow speeds in town. 5. More benches in the core areas. 1. Preservation of neighborhoods. 1. More affordable housing for working families. 2. More retail. .1. Preserving the unique character of SLO by not allowing L.A. type development and big box stores. Preserve open spacetagriculture on the Dalidio property. 3. Oppose state housing mandates and instead tight for local control 4. Reverse the costly decision to paint the fire trucks a different color. 5. -Beef uF the Police Department trafficprogr m and ticket more speeders. -38- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Limit growth. 2. Too much traffic. Keep on improving roads. 3. More trees. 4. Landlords shouldn't be slumlords for students. 5. Encourage beautiful landscaping and architecture. 1. Widen Tank Farm Road. 2. Get rid of the homeless in the downtown area 3. Please clean up the gum wall. 4. Can the trash cans be washed clean on Hignera and Marsh. They took terrible. 1. Hold down development. 2. Fix walk along the creek behind Mission Mall. 1. Streamline and increase accountability in building and planning department. 2. Control growth. 1. Sidewalk installation on west side of Broad Street from Freeway to Foothill. 2. Remove entry and exit ramps onto Broad. 3. Have a mailbox outside City Hall. 4. Quit beautifying tuck with Puck and Iron Road Pioneers. Town is beautiful enough. 5. Curtail growth of Cal Poly. 1. Complete projects requiring tearing up streets,especially downtown. 2. Continue to augment the aesthetic use of landscaping and artwork. 3. Have at least one room in closed schools open for non-profit organizational meetings with priority given those that encourage neighborhood groups. 4. Try to have at least one late bus every night that goes out to Foothill on California and beyond of seniors who want to attend events but cannot drive. 5. Think about needs of those 70 or older. 1. Continue to fight population explosion/excessive building. 2. Oppose tax increases. SLO residents are heavily taxed. 3. Budget accountability. Budgets are plans that should be adhered to. 4. Work with Cal Poly to cause students to be responsible citizens. 1. Close those blocks of Higuera to cars Pedestrians,bikes,skateboards only. 2. Better bikeways and-more bile parking. 3. Mass transit and bus routes should ran 5 a.m. to 1 a.m.6 times per hour. Fares free to increase ridership and clean the air. 4. Improve K-12 teacher salaries. Hold weekly peace rallies at City Hall until more money goes to education than war. 5. Provide low-cost and educational childcare for 0-6 -39- il 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Upgrade the general plan. Revamp some zoning regulations. Use infill for housing instead of sprawl. — 2. Create a fabulous health care system for the county at General Hospital site. 3. Make downtown less noisy with lots more greenery and places to sit and enjoy the areas that are car- free. 1. Affordable housing for current residents of SLO. 2. Better and more affordable health care. 3. More professional level jobs. 4. Cleaner downtown area. 5. _More after school programs/activities-for all grades. 1. Pressure Cal Poly leaders to build housing on campus so young families will have better chance to buy homes in SLO.. 1. Keep our cost-of-living low. Keep taxes low. 2. We need intelligent development in business and professional and commercial real estate. 3. We need affordable housing for our business and professional people. 4. Keep our downtown speciaL 5. We need to always preserve the history of our 1. Energy, self-sufficiency through installation of photovoltaic solar roofing on public and private structures. _- 2. Installation of wind-generators in Laguna Lake area. 3. Higher density housing in the central part of the City through increases in height limits on construction,multi-use zoning, and abolishing parking requirements for residential construction. 1. Make all new streets 40-feet wide so busses and cars have room to pass each other. 2. Put line down fast running streets. .3. Make sure we have water now for years ahead. 1. Helping neighborhoods fight student blight. Stronger noise control laws, stiffer fines, increased patrols. 2. Fight state mandated increase in housing. Control growth. 3. Maintain the vitality of downtown. 4. Maintain roads. 5. Increase size and quality of city parks/green space. 1, Dredge or whatever necessarvto retain Laguna Lake as a-migratory*bird stopover. 1. Enforce traffic laws in SLO; calm traffic. 2. Enforce laws stopping underage drinking. 3. Enforce laws concerning drinking in the City. 4. Do not replace or repair any more City streets until you have competent and honest inspectors on the scene. - -40- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 5. Quit wasting money by asking for input from citizens that are not business people. It's a waste of time as it is obvious that you are only concerned about the wants and needs of SLO business. 1. Additional student housing to free up what would otherwise be moderately priced housing for rentals/sales. 2. Improved traffic "management"to accommodate increasing population and auto density. 3. If a regional shopping center is inevitable at Prado Road,invoke sufficient controls on design and architecture to avoid strip mall look. 4._ Continued smart use of downtown properties fo_r growing the_core_along Monterey Street. 1. Affordable($150,000)housing for single people. 1. Build more housing. .2. Build solid relationships with Cal Pol y students. 1. Find new water resources and continue upgrading what we have. 2. Don't buy anything not really needed Money spent on statues could help the homeless shelter or the Food Bank. 3. We need to get back to basics and quit spending on frivolous things. 1.__jTpleipeqttheNei:jhborhood Wellness PlanCM in the LUE before creating new goals. _ 1. Develop housing free of Cal Poly student pressure. 2. Budget control. 3. Develop plan to allow commercial development in the Madonna/LOVR area. 1. Createlpreserve parks,walking trails,places for kids/families. 2. Preserve open space. 3. Slow growth. 4. Maintain downtown activities and keep it as the center of our community. 5. Small businesses make this commun' s ecial as opposed to big box stores. 1. Greenbelt areas and slow, well-planned growth. Do not be pressured by the state to meet their growth rates. 2. Cal Poly and Cuesta housing should not be built in the city. This should be provided by the college. 3. Stop building big box stores. 4. Traffic slowing on residential streets. 5. Continue to restrict air,water and ground pollution producers and if necessary,make the enforcement stricter. I. Have regular street sweeping. If cards don't move, ticket them. Our streets are a_dis�ace._ 1. Insist that Cal Poly provide housing for all their students and make it mandated that they spend the first two years in a dorm to cut down on drinking and street cruising. -41 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Student housing-get students out of neighborhoods. 2. Traffic flow-make exterior routes more desirable so people don't drive through town. 3. Bike lanes throughout the City,especially Tank Farm,South Higuera. 4. Keep extending downtown borders. 5. Prado interchange___ 1. Improve and increase bike lanes. 2. More funding for teachers pay. 3. Allow more industry. 4. Quit wasting our tax dollars on cute things such as a new font on street signs and speed bumps instead of stop signs. 1. Broad and South Streets are not safe for pedestrians. 2. Renovate old,run down buildings in SLO, especially downtown areas. 3. Increased police and other crime fighter forces. 4. We need to start planting new trees and following up on people who illegally cut them down. :5._ Get homeless off corners and a�from storefronts. It's bad for tourism.__ 1. Expand Margarita Lake. 2. Nacimiento pipe line. 1. Keep downtown area cute and in good visual order. - 2. Keep the police force strong. Give them funds to hire staff and patrol where and when they are needed. 3. Keep the town looking nice by keeping it cleaned up,trees trimmed,etc. 4. Protect our existing water supply and find additional water reserved either from new sources or bypublie conservation.___ 1. Build apartments above downtown buildings. 2. Keep the creeks clean sooner. 3. Fix the potholes in the streets. 4. Slow traffic down on Foothill by having one lane in each direction and a left turn in the center from Ferrini to Tassajara to the west. 1. Cal Poly students in city neighborhoods are a major problem. Fight hard for no enrollment increases and'on-campus housing. 2. Oppose the Highland/Santa Rosa/Cal Poly faculty-housing plan. 3. Remove the ridiculous one lane bridge on Foothill. 4. Get a bike lane along the railroad tracks. 5. Do better on in-city bike lanes and road repair. __ 1. Making it easier to drive though town. Road improvement. 2. When walking around downtown,I don't like bikes or skateboards on sidewalks. 3. Decrease noise and drunk college kids. 4. Make permit process easier. -42- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Repair city streets. 2. Police speeding drivers. 3. Heavier fines for bicycles running stop signs. _ 1. Support the public library with more than Wednesday night open hours. Book and magazine budget serves homeless, city hall staff,everyone. 2. You're doing a good job with open space procurement. 3. Affordable housing. Cal Poly faculty, staff, students, off-street storage of their boars and mega trucks. 4. Downtown apartments/mixed use in all new developments. 5. Overnight parking area for homeless people with vehicles. 6. Really like the new street signs. Keep it up. 1. As a new senior citizen in SLO,I have a problem with your street identification signs. Some are well marked with the sign above the street crossings,others are hard to find. It's difficult for a newcomer,but it's still as g eat little city. 1. Affordable housing for Cal Poly professors and members of the medical community. 2. Throw out Tenet and get a handle on the medical crisis in this community. 3. Veto the state's demand for growth and concentrate on the values of this area. 4. Included in#3 is water. Look into desalination of salt water and other sources for adequate water supply. 1. Get neve SLO Children's museum. 1. Encourage the building of some low-income housing in SLO. Without it, we are losing people and business we need. 2. Work out a solution to Cal Poly faculty housing and additional student housing. This NIMBY attitude on the part of some citizens is detrimental to all of us in the community. 1. Affordable housing. — , ----- - — .2. Increase traffic safety at certain intersections. Stoneridge/Broad needs a stop sign or something to make left turns off of Stoneridge safer. -3. Resurface heavily traveled streets like Tank Farm. 1. Lower sewer and water rates or at least allow a vacation rate when one is not using it. 1. Provide affordable housing solutions without sprawl. That means working with,not against, Cal Poly,educating the public to stop lawsuits,allow denser downtown living. 2. Provide safe streets(OrcuttlBroad). Create network of walking and bilking paths. Extend railroad trail to Cal Poly and toward airport. Provide connection to Sinsheimer Park. 3. Encourage diversity. '4. Stopmowing so often. Create more wildlife habitats in parks. Too much mowing in Meadow Park. -43- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. I'm very concerned with the fact that the SLO PD is so consumed with calls regarding drunkenness and fighting downtown on weekends that they are unable to respond to noise disturbances in neighborhoods. 1. Reduce the impact of Poly and Cuesta students taking housing in the residential areas of SLO. 2. Water security,whether desal,importation,and reduction of consumption in our dry and drought-prone area. 3. Stop further blight as is now occurring along LOVR with the creation of bog stores,large apartment complexes,housing that is concentrated in the area,and greatly increased traffic in that section. 1. My biggest priority is to stop that train running on the side of my house all night. 1. Buy some state water. '2. Change housing density close to Cal Pow to allow more apartments and communal housing. 1. Increase storage capacity in Santa Margarita Lake. 2. Get control of the sprawl around southern boundary of the City. 3. Work better with Cal Poly and Cuesta on student housing,neighborhood quality, and transportation. 4. Keep downtown economically healthy and physically attractive. Limit bars to control rowdy behavior. Stop the panhandling. 1. Control growth. 2. Reduce traffic. 3. Student neighborhood noise and cars. 4. Bikepaths,_.___._ 1. Control traffic along LOUR,Madonna Road and South Street. 2. Put traffic light at South and King Street. 3. Treat blacks as equal citizens. '1. Develop a bice lane along the rail line from Cal Poly to Islay area. 2. Develop athletic fields. 1. Continue bike trail/path from railroad crossing and Orcutt Road all along the way along the railroad tracks to Islay Hill neighborhood. 1. Complete bike trail along railroad tracks from Orcutt to Cal Poly. _ ".2_ More bike lanes. Continue to make SLO a bike-friendly community. I3._ Repair/resurface roads. They are too bumpy. 1. Fix the Foothill Bridge(between California& Santa Rosa). 2. Deal with the City's noise pollution. 3. Provide for new housing. Promote parents of students buying housing near Cal Poly and reselling to new parents. _44_ 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Settle on a positive source for additional water. 2. Improve Tank Farm Road or complete the Prado Road extension. 3. Quit talking about the commercial development and complete the downtown,Dalidio and _ flome_Aep"Eo&c�._ 1. Finish the Bob Jones bike trail. 2. Complete the path along railroad tracks to Cal Poly. 3. 1 like public art,but the statue of Puck is too expensive. 1 Reduce the costs for sewer and water and garbage collection. 2. Remove parking meters for a more friendly downtown. 3. -Make Rieuera a walkine stre-et-ve.destrian only._-___, 1. Revisit the Cal Poly Master Plan and the Land Use Element and seek more housing construction, affordable to all income levels. 2. Increase traffic safety with signs, slogans, and increased enforcement. 3. Review the city's "job-rich, housing-poor"general plan and zoning, and seek agreements with other jurisdictions to reallocate designations to more of a regional balance. 4. Seek changes to the Airport Land Use Plan and work with the FAA to eliminate or restrict private flights over the South Street Hills and the City, outside a designated small-plane flight path out Los Osos Valley. i. It is very dangerous getting on to Broad Street from Stoneridge going to town. Stoplight is needed to slow down traffic. 2. Limit billboards. This is urban blight. 3. Overall,you are doing a great job. 1. If an overpass on Orcutt Road by the railroad track could be installed,the traffic congestion that occurs when traffic is stopped for passing trains could be eliminated. 2. Since installation of the children's playground by the senior center, loss of parking spaces has been greatly increased. Few children reside in this area, so many parents are bringing their children from all parts of the city to play here. If a parking area could be installed in the back of the senior center (12-15 spaces on the Buchon side), it could greatly help the seniors who attend many activities offered at the senior center. 1. Improve bicycle trail/path system in SLO and facilities to encourage more bEke use. 2. Improve public transportation by using smaller people movers in downtown area, mail and hotels. 3. Require that all overhead utility wires be buried. 4. Build up, Police and Fire reserves to reduce manpower requirements and save money. Put more police on bikes and motorcycles. S.--Reqtdreprqper owners to install sidewalks where not existing.___ 1. Control urban sprawl. -45- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. A four_-waystqp s at Tank Farm and Poinsettia. 1. Improve and provide additional bike lanes and paths. 2. Street resurfacing. 3. Minimize urban sprawl and facilitate centralized development. 4. Downtown renovation,beautification,public art, etc. 1. Enforce our noise ordinance. 2.—_Stop buildiu_g homes. ----_ -__----_--__—__ 1. Control the transient population. 2. Repair and maintain City roads. 3. Cut back on public transportation. 4. Stop spending money on building public restrooms downtown. These are just one more convenience for the transients. 1. Make sure that the road crews make the most productive use of their time. '2. Plant and maintain more trees as is being done on major streets downtown. 3. Discourage urban sprawl �4. Resist the state's demand for more housing. 15. Move the homeless shelter to a place that can accommodate the parking and the ever- increasing numbers of people we have encouraged to use the facility. _ 1. Affordable housing. 2. Better paying jobs. 3. Health care. 4. Recreation for children and teenagers. 5. Transportation. '1. Provide additional funds for bicycle access throughout the city. 2. Make Higuera Street through downtown two lanes for traffic. One bike lane and widen the sidewalks. Cut out street parking on Higuera. Allow businesses to add outdoor seating to sidewalk area along Hipuera. 1. Our water supply contract with Morro Bay should be solid and safe with the desal plant. Consider making the plant larger as is needed. Make sure state is excluded from our water. 2. The street surfaces should be kept as near perfect as possible. 3. Marsh Street railroad crossing needs upgrading. 1. Add more Police and Fire protection. _ .2. Add red light at either or both intersections of Pereira Way @ Madonna or at Garcia Way at LOVR. 3. Add sidewalks on Madonna Road between Oceanaire and post office. 1. Sports fields. -46- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Therapy pool. 3. Expand bike lanes. 1. Water source and sensible growth to realistically reflect water availability. 2. More police as we"infill"and build up. 3. Enforce civility living ordinances and create new ones where needed. 4. Noise ordinance controlling cars blasting noise through downtown, unmuffled motorcycles, etc. 5._Parking ordinance controlling RV storage on public streets. 1. Follow San Francisco's lead and install solar panels to save on city's power bills. 2. Install median islands and tum lane containment on Broad so that pedestrians have a safe spot to stand. 3. Expand greenbelt areas. 4. Expand paths for bikes and people. 1. Please build a covered or indoor swimming pool for our seniors so we can exercise in a nice warm_pooL 1. Continue planning and purchasing property to complete the City to Sea trail. 2. Continue funding for staffing and purchasing of open space. 3. Explore possibilities for additional athletic fields. 4. Continue implementing sidewalk installation and repair. 5. Continue planning and purchasing property to complete the railroad recreational trail to Cal Poly. 1. Affordable housing. 2. Wastewater reused. 3. Many thanks for our Parks Department. They do a commendable job. 4. Roads basically in good shape. Tank Farm needs frequent patching. S. Each citizen should reduce waste of water and electricity. 1. Water. 2. Widen Orcutt from Broad to Tank Fane. 3. Prado Road off-ramp to Gottschalks. 4. Kill Dalidio project. 5. More houses out of LOUR. 6. More apartments on Cal Poly property. 1. Get a bond from developer Bird to cover the cost of the proposed overpass in the event the predicted sales tax does not fall on the general city taxpayers. 2. Nothing has been done to improve.the traffic capacity of the function of the FroomlPrefumo and San Luis Creeks at LOUR and 101,which is already a trouble spot. 3. More traffic control. Too many speeders,stopsign_rannersx etc. 1. Tum down Dalidio property development. Use the property for housing. -47- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Get more water. 3. More houses on west side of town(Laguna Lake area and towards Los Osos). 4. Costco. 5. More housing for students,preferably on Cal Poly property. Convert Camp San Luis to student housing for Cal Poly and Cuesta. 1. Preserving the environment. 2. Establishing a greenbelt in and around the City. .3. Keeping SLO downtown viable. _ ------ 1. Make Tank Farm Road four lanes between Hwy. 227 and S. Higuera, or at least create a turn lane. 2. Widen Orcutt or at least make a tum lane past the homeless shelter. 3. Stop erosion on hill near Villa Rosa and railroad tracks due to illegal use by trucks, SUVs, motorcycles and dirt bikes. 4. More affordable housing(i.e., Villa Rosa). 5. What can be done about the big cracks in ground level concrete of new parking structure? 11. Housing—there is not enough affordable housing for average people in this City. 2. Sales tax money_should not go to a different city because big box stores cannot come to_SLO. -_ 1. Affordable Housing. 2. Reduce the number of non-related people allowed to live in a rental. 3. Encourage local businesses over national box stores. 1. City and County employees should be bussed to work. ;2. Clean out Laguna Lake channels before it floods. 3. Finish-Los Osos Valley-Road. 1. Water. 2. Affordable housing. 3. Employment. 1. Set a policy that-50%o of new housing be affordable. 2. Monitor and place checks on`the hospitals charges for services and drugs. 13. Seek attainment of sufficient water supply for.city's needs and reserves. 4. Intelligently.balance city"s;growth to encourage light industry and commercial enterprises for tax revenues while maintaining the city's character. We std want.less growth than state suggests: 35 Maintain vigilance on crime: 1. Eliminate both full time biologists from payroll. They are a drain on resources. 2. More water. 3. More housing. 4. More shopping and commercial buildings. _ -48- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Control Poly student rentals and more than allotted number living in one residence. .2. Crosswalks and/or traffic lights at California and Hathway on Taft. .3. Control neighborhood blight—mostly by Poly student rentals. 4. Move homeless shelter near People's Kitchen so persons do not have to walk into town for shelter. 5. Move homeless off downtown streets. 1. Increased traffic caused by excessive commercial and residential development. 2. Inadequate sports fields for youth baseball. 3. Public transportation solutions to remove parking for downtown visitors. 4. Linking uptown and downtown businesses for increased marketing opportunities. 5. Kindness to neighbors and strangers. . .1. Fix potholes in streets. 2. Widen out Tank Farm Road. 3. Cut down cypress trees along Higuera before one falls on a car. 4. _More stop lights on Hignera. 1. A water backflow prevention department or program to ensure clean and safe water always. 2. The ability to provide affordable housing to all possibly removing growth cap. 3. The ability to bring big box stores to our city to get tax money. 1. Throwing out the nitwits that are allowing big box development in SLO. 2._SLO/no growth. 1. Railroad overpass at Orcutt or nearby. 1. Insist that Cal Poly put an extra lane in each direction on Santa Rosa Street near Highland before constructing housing: 2. Reduce bureaucracy. 3. Don't spend money on the arts,especially the Performing Arts Center. 4. Don't put bumps back on Broad Street. :5. Try to get O'Connor Way opened to reduce.traffic on Santa Rosa 1. Enlarge downtown rezoning for denser, mixed-use housing. 2. Create a plan whereby most people in the city can realistically go about daily tasks without a car. 3. Fix the sidewalks. 4. Basically, invest in the city's infrastructure. 1. Public transportation free for seniors and students. .2. Increase fees for parking in city to offset above 3. Educate and help people to set up a water program for water in gardens. 4. Educate about composting kitchen and garden waste for homeowner usage. _ - 1. Limit growth until utilities and schools can cope with growth. -49- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Take action to limit noise in residential areas. 3. Respect what forefathers have tried to do to help this beautiful place. 1. Finish the downtown Copeland project. ;2. Finish the Los Osos Valley Road widening project. 3. Bring Costco to the Los Osos Valley Road site. 4. Pass a stronger ordinance against multiple(>4)students in rental homes in residential neighborhoods. 5. Encourage more student honing to be built on 1. Water. 2. Housing. 3. Bike trails to South part of town. 1. Reduce traffic congestion. I. Cease housing development. 3. Stop big box development 4. Stop agrland building development.___------_ 1. Slow to zero growth. Keep population growth at 1% or less. 2. Keep greenbelt intact. Add to green space. 3. Keep downtown strong. Keep out big box stores like Costco, Home Depot, etc. 4. Widen freeway overpass at 101 and Los Osos Valley Road. 5. Pave streets. 1. Limit housing growth. 12. Thanks for cleaning up graffiti around town. _ 1. Affordable housing. 2. Tackle traffic problems. 3. Help for homeless families. 1. Protect single-family housing and neighborhoods'from group housing. ".2. Stop garage conversions for group Housing. 3. Enforce parking and noise ordinances and residential neighborhoods. 4. Protect the environment open spaces=water_resources. Don't let this turn into an L.A. suburb. 1. Preserve the natural beauty of SLO. 2. Control growth and development;preserve quality of life. 3. Promote awareness of our historical/cultural heritage. Support downtown as a local and tourist attraction. 4. Preserve open space. 5. Don't become another L.A. or San Jose. We are unique. Let's stay that way. 1. I would like to see city bases run again on Chorro again so I can take them once in awhile. -50- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Traffic management. 2. Synchronize traffic lights on our main thoroughfares. 3. Noise management, especially low-flying private aircraft over core residential areas of the City. 1. Bridge replacement on Foothill Boulevard between Santa Rosa and railroad tracks. 2. Maintenance of city streets. Resurface downtown streets where needed. 3. Have Pack remain in Downtown Center. 4. Encourage the renovation of old railroad building near depot. 5. No bumps on North Broad. 1. Assist residents in maintaining neighborhoods. Cuesta and Cal Poly need to continue to pursue student-housing options. 2. Continue to develop retail options, i.e.,Macy's, Target. 3. Continue to explore traffic easement/congestion issues. 1. Funnel money back to the public schools after the mess that was created.— 1. Stop the Palm/Morro garage. Reduce downtown traffic by not adding parking. Give Court Street to Copelands for appraised value. Make them not build a parking garage. 2. Stop overriding Planning Commission. 3. Don't sue state over housing requirement. 1. Student housing—either zone something R=3 or R4 or allow and permit existing properties to matte additions. 2. __Keep up the great workwith�arking downtown.._It's so much better. 1. Allow more housing and stores like Costco so our money stays in county for schools and other improvements. 2. Allow medical assistance in areas to replace General Hospital. 3. Continue street improvements. 4. Plan for future of SLO and forget selfish goals of a few people that are newcomers. 5. Hold taxes down so we can stay in community. 1. Review Police procedure regarding Policy falsifying their reports on arresting persons drinking or walking home late at night or even talking inside a vehicle. It causes friction with college students and causing further lack of friendly cooperation. 1. Enforce the laws that are already in place; i.e.,traffic enforcement, curfew and loud parties. 2. Pedestrian safety; i.e.,more crosswalk areas and enforcement of ticketing for drivers who do not give pedestrians the right-of-way. 3. Persons per household restrictions and vehicles parked on roads per house. 1. During the budget shortage,do not spend money on open space. '2. Develop additional water supply reserve. 3. Permit and encourage home building. -51 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 4. Move ahead with the Madonna and Dalidio projects. 1. Secure more water sources. 1. Protect the open space we have remaining. 2. Continue slow growth. 3. Do all possible to have Cal Poly and Cuesta provide housing on or near campus for their students. 4.-Continue to do allpossible to-prevent,big,box stores. 1. Keep Dalidio property in farming/open space. 2. Redevelop lower Higuera. 3. Work with County government to prevent housing/commercial sprawl at city edges. 4. Keep to the 1%growth cap. 1. Control bringing in industry, unless first there are provisions made for more affordable housing. 2. Keep downtown viable and charming. :3.- Better traffic and speeding controls on High_Street. 1. Affordable, sustaining infill housing. 2. Continue to develop greenbelt around the City. 3. Enhanced transportation alternatives other than the car. 1. Hire a traffic consultant 1. Make streets more pedestrian-friendly by installing stop signs and lights. Install sidewalks and painted crosswalks at intersections if they're not already there. 2. Slow down or reroute traffic off Santa Barbara and Osos Streets. 3. Promote alternative transportation. 4. The City should not focus or spend precious funding on repaving, slurry sealing, or otherwise repairing our perfectly good streets. 5. Make all parking structures pay for themselves through higher rates or privatize them. 1. Public transportation/shuttle service from Cal Poly to downtown and return. Smaller buses and more of them. ;2. -._The public_streets are filled with potholes. ____-----__-_— 1. Lower sewer and water rates or at least allow a vacation rate when one is not using it. 1. Salinas Dam Project 12. Ease off on the purchase of open space. 1. Encourage students to not bring cars to SLO. . 2. Allow parking in front of homes for residents only. -52- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Provide affordable housing within the developed real estate. .2. No airport expansion. 3. No services to Alex Madonna's Home Depot 4. Support senior citizen activity at Senior Center. Increase parking access at back of building. 5. Encourage residential dwellings above downtown business._ 1. Balance the budget without new taxes. 2. Force Cal Poly to build on-campus housing that reflects the proposed enrollment increases. 3. Cal Poly is operating an off-campus business,which is designated at"non-profit",which is unfair to Ida's Bookstore and other legitimate merchants. 1. Low-cost student housing. 2. State water. 3.Downtown parking. 1. Housing. 2. Integration of businesses/housing. 3. Alternative transportation. I. Decrease costs by utilizing Internet email notices,etc. 2. Decrease waste disposal b-y encouragingrecycli ,of unused goods. . 1. We need a comprehensive traffic management plan in the residential areas surrounding Cal Poly. 2. We need to control the growth of Poly and Cuesta College. Students can and will pay much more rent than a working person,which creates a market for overpriced houses. 3. Let's work to make SLO more than a college town. 1. We need to get the homeless away from our downtown. 2. We need to let Costco go 1. Housing with modest rentals for retired seniors and students. 2. Cut costs of garbage collection. 3. Emergency health care. 4. Homeless housing and meals. 5. Recreation areas for teenagers. 6. Cut the amount of liquor licenses. 7. Mosquito control. Clean the creek. Stop industrial dumping. 1. Expand greenbelt around the City. 2. Repair and maintain streets. 3. Extend bike lanes throughout city and to Avila Beach. '4. Get rid of diesel buses. 5. Develop_affordable apartment buildings downtown. -53 - 2003-05 Financial Plan: Community Budget Bulletin Survey Results 1. Have a permanent pedestrian area on a smaller scale than Farmer's Market,which will enhance the downtown's appeal. 2. Continue to expand the greenbelts if only to keep state government from forcing dense growth. 1. Pay,particular attention to our water supply. 2. Be concerned about students in thearea speeding,_noisedisturbance es, tc• 1. Set the City in good financial shape by cutting out everything unnecessary,but not raising taxes. i. Include new church construction as part of the City's general plan. 2. Road maintenance. 3. Improve traffic flow,including a north/south corridor through downtown. A reasonable connection from Hwy. l to 227 should be developed. 4. Continued pressure on Cal Poly to dramaticallyincrease on-campus housing. 1. Get Costco built. 2. Earthquake retrofit on downtown buildings. 3. Continue to expand shopping opportunities. J. Convince Cal Poly to build more housing. 2. Increase bus transportation,especially to Cal Poly. Free rides to students and staff. ,3. Increase recycling. 1. More greenbelt/open space. 2. Improved downtown parking. 3. More downtown shopping venues. Expanded and improved commerce on upper Monterey and Mid- Higuera. 4. Restructure fees to promote smaller"courtyard"homes that are affordable. -1. Reduce the-size of government 2. Cut the trolley from driving around town tying up traffic,polluting the air all for the joy rides of child ren. 3. Cut the sizes of buses where possible and ask them to slow down. 4. More street maintenance. -5. Have on truck dedicated to hot,mix asphalt to fiat holes and repairs as opposed to the sacks of _ cold mix that are expensive. 1. Repair some downtown sidewalks. 1. How about supporting General Hospital. i 2. Publish street sweeping schedules in the newspaper. ;3. What happened to our minimal growth ordinances? 4. When will the LOVRtUS 101 overpass be fixed?_., 1. Get out of General Hospital and expand public health preventive care programs. -54- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 2. Maintain and improve infrastructure. 3. Maintain education quality of elementary,junior high and high school. 4. Affordable housing. 5. Maintain and expand open space and develop more bike trails. 'L Keep our beautifut City of SLO status quo. 1. Finish resurfacing the city streets. 2. Get the Copeland project completed. 3. Continue to oppose"big box"intrusion and do what you can to support downtown businesses. Oppose the Dalidio project. 4. Press Cal Poly to build more student housing to possibly free up affordable housing for people who work in SLO. 5. Either cell the street sweeper or do it right. Most cities post"no parking on sweeping days"so street sweeping can be done affiDaively. 1. Absolute zero tolerance for gang activities. 2. Put a stoplight and crosswalk at the Laguna Village Center at the driveway that crosses Madonna Road and Pereira Drive. . 3. Accept more local union contractors when awarding,bids for projects in town.________ 1. Continue to update streets and sidewalks. ' 2. Continue sewer and electrical repairs. 3. More stop signs where needed. 4. Clear creeks before rain causes damage. 5. We have a great place to live. Thanks for your part in keeping it that way. 1. Phase out pesticide usage: 2. Children's Parks and Recreation classes cost too much. !3. Keep summer programs for kids. _ 1. Keeping expenses down. 2. Lower fees. 3. Saving money. :1. Acquisition of more open spam !2. Reduce water consumption by recycling and conservation by citizens and businesses. 3. Encourage low-cost housing by'creative-methods. 4. Work with Poly to better control students. 5. No more big boxes. 4.SLO is a fantastic place to rive. Let's keep it that way. 1. Open space purchases. 2. Safe bicycle lanes. 3. Mass transit that I can use to get across town to work in less than 45 minutes. -55- 2003-05 Financial Plan: Community Budget Bulletin Survey Results 4. Curbside tree planting. 5. No pesticide use in city facilities. 1. Limit further student enrollments at both Cuesta and Cal Poly. 2. Raise fines for DUI and drunk in public and public urination. .3. Since a ton of L.A.style development has already been approved for around town,I don't have _ _ anythin_g to add except to ask what are wegoing to do for the next drought? _ 1. Get rid of bums and beggars from downtown SLO. 2. Clean the streets. 3. Make the street signs bigger so they can be seen from a distance. 4. Let builders build. 5. Put up a stop sign at Mill and Osos. -56- San Luis Obispo Chamber of Commerce 1039 Chorro Street • San Luis Obispo, California 93401-3278 (805) 781-2777 • FAX (805) 543-1255 • TDD (805) 541-8416 David E. Garth, President/CEO December 31, 2002 Mayor Dave Romero ' Members of the City Council 990 Palm.Street San Luis Obispo, CA 93401 Re: City Goal Setting and the Budget Process for 2003-05 Dear Mayor Romero and Council Members, Over the past two months, the Chamber has been educating its membership on the City's goal setting and budget process as well as sharing with them the status report on goals set in the 2000-02 cycle. The culmination of this process was a session held in mid-December with over 50 of our active committee members. On that occasion, we asked participants to rate existing City goals and proposed "new" goals-which had come forward from discussion at previous Chamber committee meetings. This activity followed an excellent presentation by City Assistant CAO, Wendy George,which "set the table" and also clearly projected the reality of the tough financial times ahead. Based on input from our members and recommendations from our Board of Directors, the San Luis Obispo Chamber of Commerce encourages you to give top priority to the following existing City goals: • Water Supply • Housing • Athletic Fields • Open Space Preservation • Streets and Sidewalks • Los Osos Valley Road Improvements • Maintenance of Basic Services RECEIVED ►APi 0 2 20P3 SLO CITY COUN e-mail: slochamberpslochamber.org • websites: www.slo om We also request that you seriously consider adopting the following which would represent some investment on the City's part but would also have the potential for financial return and increases to the City's coffers: • Enhance the City's tourism advertising, promotion, and public relations contracts • Streamline the development process for income-generating projects • Examine land use/zoning for destination tourism projects • Increase TOT revenue with increased tourism, not with increased TOT rates • Preserve, support and promote economic development activity • Improve City gateways (Broad, Foothill, Higuera, Marsh, Monterey) • Preserve and enhance the downtown with pedestrian oriented street lighting and sidewalk improvements Thank you for requesting written input on this important matter. We also look forward to participating in the Community Forum on January 14. Please know that we appreciate the difficult decisions you have before you and trust that the continued social, economic, and environmental health of the community will be your guide. Sincerely Jeanne Potter irperson of the Board 2 r 1283 Woodside Drive San Luis Obispo,CA 93401 -- 805-594-1906 ancarter@aoLcom January 1,2003 City Council City Hall Palm Street San Luis Obispo,CA 93401 Dear Council Members: This forwards my recommendation for major city goals during 2003/04. In a separate letter,I will provide my thoughts on expense cuts and revenue increases to balance the city budget. Major City Goals—New or Increased Focus In my opinion,three major problems face San Luis Obispo. They are: 1) Neighborhood Preservation; 2) Affordable Housing. 3) Transportation(traffic, circulation,parking,mass transit and pedestrian safety); I have listed these in the order shown because Neighborhood Preservation affects all current residents, �- Affordable Housing affects most renters and all commuters who would hike to live in town,and Transportation affects us at whatever growth rate we experience. This includes no growth. (In other wards,the transportation situation is bad already.) In the recent council campaign,I focused on Affordable Housing because it impacts what we want this city to be in the future—a community of students,retirees,and wealthy tramphurts or a city of all ages and demographicgroups,most importantly a city which includes working families. Here are major city goals which would address these problems. Neighborhood Preservation—Reactive Noise/Late Night—To control this problem,I believe we need to engage in strict enforcement of our noise ordinance and prohibitions against public drunkenness,drug use(including marihuana), serving underage drinkers,public urination, etc. The police,not SNAP,should be the first line of defense. This means additional police staffing on Friday and Saturday nights. It also means no warnings. Offenders should be ticketed immediately and hauled off to jail if necessary. If additional ordinances or improved ordinances against this problem are needed,we should pass them. It is only by taking a hard line on this issue that we will be able to bring the situation under control In a similar vein,I believe we should also take a hard line on downtown drunkenness. Code Enforcement—I believe we need to proactively enforce all city building codes as well as the new property maintenance ordinance. To do this we need additional city stag Carter— 1 of 5 3 With respect to building code enforcement,particular attention should be given to illegal garage — conversions, illegal accessory units,driveway expansions, and in-yard pwidag. As a for instance,on my street,there are two illegal garage conversions and three unpermitted secondary driveways without curb cuts. Cars are regularly parked on the lawns of two other residences. If we are going to enforce our codes,then we need to be clear what we are going to do when violations are found—be it fines,after-the-fact permitting,rebuilding to code, or removal. New Codes—I believe we need either to establish standards for carports or get rid of the covered parking requirement altogether. At one council meeting early in 2002,city staff showed pictures of some of the carports being built as a part of legal garage conversions. Most of these were aesthetically unappealing. Many were little more than 2 x 4's posts holding up a shingle-covered plywood roof. I believe we should consider enacting the Azusa rental property registration and inspection program proposed by RQN. I believe we should also look at a citywide neighborhood parking ordinance to deal with the on-street parking of RV's,boats,trailers,off-road vehicles,and large bucks. We may even want to limit the number of vehicles residents of any property(owner-occupied or rental)may park on the street. Neighborhood Preservation—Proactive Quite simply, our neighborhoods are deteriorating because single family homes are being converted to student rentals. To rectify this situation,City Council needs to step up to the plate and forcefully demand that Cal Poly and Cuesta take action to house more of their students on campus. - -The current Cal Poly Master Plan does not go far enough. That plan calls for Cal Poly to do no additional long-term damage to the community,ie.to add dorms to house all additional students as enrollment increases from the 2000/01-level of 16,900 to the Master Plan-level of 20,900. Of course,there's no guarantee all of these dorms will be built,and enrollment is continuing to increase before any of them are open. (Headcouat was up another 374 students this fall.) More importantly,the Cal Poly Master Plan assumes the 2000/01 "level of destruction"— 14,000 students in the neighborhoods—is acceptable. It isn't. Cuesta wants to house 150 to 250 students on campus,but has no firm plans to build those beds. Ont-of- area enrollment at the Route Icampus is approximately 2100 students. I believe City Council needs to adopt a concrete on-campus housing goal for both Cal Poly and Cuesta and actively work towards getting those institutions to accept these goals and establish a timetable for meeting them I would suggest an on-campus housing goal for Cal Poly of 500/6 of its total fall headcount. For Cresta,I'd suggest a goal of 50%of all out-of-area students. That would be 10,450 beds for Cal Poly vs.the existing 2,800 and the Master Plan goal of 6,800. For Cuesta,that would be 1,050 beds vs.the current goal of 150 to 250. However we proceed,staff time,travel dollars(both council and staff),and paid lobbying dollars will needed to force action on Cal Poly and Cuesta's part. Affordable Housine The Housing Element will be updated in 2003. A Housing Task Force will also be meeting to make recommendations. Additional staffing will probably be needed to assist both committees. Carter—2 of 5 At a previous Council Meeting,there was discussion about the need to hire a Housing"czar"(similarto our Open Space czar). I support such a move. Given the likelihood that the market will never be able to satisfy the housing needs of very low income families,I believe the city needs to set aside money so that such projects are built. This could mean building additional Housing Authority projects or providing financial assistance to groups like People's Self Help Housing and the Community Housing Trust Fund I continue to advocate housing on much of the Dalidio project open space. Let's prioritize family preservation over farmland preservation. An open space in-lieu fee could be collected from the Dalidios to fimd more important open space projects elsewhere. Transition(Traffic,Circulation.Parking,Mass Transit,and Pedestrian Safely) Year by year,traffic is becoming more of a problem in SLO. I do not know when we are next scheduled to update our Circulation Element,but I suggest we do it as soon as possible. Since the focus of the Planning Commission in 2003 will be our Housing Element,the PC will probably need to wait until 2004 to focus on the Circulation Element. In the interim,I think we need to set aside additional fiords for traffic calming and pedestrian safety. This ma require additional city staffing as well. Here are some of the suggestions I made at your September 10 Traffic Safety meeting. — . • There should be stoplights at all marked crosswalks of arterial streets. This is particularly important for all crosswalks regularly used by school children. In my neighborhood,stoplights are needed at Johnson& Southwood,Johnson& Sydney, and Laurel& Southwood. The stoplights on Johnson would have the added benefit of slowing traffic on that street. On Broad Street, at least one stoplight(Perhaps two)is needed between South and Orcutt. This would help pedestrians who now play"Frogger"as they cross five lanes of pavement. It would also break the traffic up for cars trying to make left turns onto Broad from the many side streets in the area Additional stoplights on S.Higuera,LOUR,and Foothill would slow traffic on those streets. • There should be stop signs at all intersections in the city. Many neighborhood intersections lack them For drivers unfamiliar with a neighborhood,this is confusing and dangerous. • In general,parking needs to be moved fiuther away from most intersections in order to improve lines of sight. This is especially true along residential streets. I continue to see the need for a single committee to own Transportation(aka.the Parking and Access Committee). This would include Traffic and Pedestrian Safety. It would include Parking. It would include Mass Transit and Bicycles as well. Such a committee could also own the Circulation Element instead of the Planning Commission. With respect to Mass Transit,I believe a major review of our route structure and scheduling is needed. I'm not sure either is serving us well. The new 70-minute schedule is particularly confusing. We Carter—3 of 5 4 probably need a dedicated Cal Poly loop north of 101. The Downtown Trolley should be reevaluated. Its focus should be residents,shoppers,and downtown employees,not tourists. In addition to state and federal funding,the city may need to provide its own funding of mass transit. With respect to Bicycles,completing the Railroad Recreational Trail should continue as a major city goal- There may be other bicycle projects which should also receive"major"status. Under Transportation,LOUR improvements should remain as a major city goal. I don't know about the timing of the Dalidio project and the Margarita Area expansion,but the planned Prado Road improvements(overpass+extension to Broad)should perhaps advance to major status. With respect to NARF(parking and transit),I question the need for this project as currently envisioned and its financial viability. As you recall,my analysis shows that building the NARF parking structure will bankrupt our Parking Fund. With respect to Street Maintenance,I believe we are spending too much money. I think we have an unnecessarily high maintenance standard for neighborhood streets. I might add that perfectly smooth neighborhood streets lead to excessive speeds. Other Major Goals Water Supply(reuse,ground water,and desalination), Creek&Flood Protection, Open Space Preservation(hills,creeks,and greenbeh),and"Civic Offices"(support of the Copeland's/Palm-Morro project)should continue as major goals. How to fund Creek and Flood Protection is an on-going major issue. To"Civic Offices,"I would add advocacy and planning for the Chinatown project. Under Leisure,Cultural,and Social Services,we should follow through on the Damon-Garcia Project and the Recreation Center Remodel. I'm not convinced,however,that the provision of cultural and social services should be a major city goal. In my mind,this is more appropriately the bailiwick of not-for- profit organizations(cultural services)and the federal and state governments(social services). Summary On the next page,I summarize my recommended major goals in priority order. Sincerely, Andrew Carter Carter—4 of 5 6 Proposed Major City Goals(In Priority Order) 1) Maintenance of Basic Services(includes diminished level of support to street maintenance) 2) Neighborhood Preservation Reactive: Additional police staffing to address noise,parties,and downtown drunkenness Additional staffing for Code enforcement— garage conversions, accessory units,driveways,in yard parking Carport ordinance Rental property registration&inspection program Citywide neighborhood parking ordinance Proactive: Set 50%on-campus housing goals for Cal Poly and Cresta Forcefully work toward getting these goals accepted and implemented 3) Affordable Housing Adequate staffing for the Housing Element update and the Housing Task Force Creation&hiring of a housing"czar" Public fimdmg for very low income housing Housing on much of the Dalidio open space 4) "Downtown Preservation" Completion of Copeland's Project&Palm-Morro Garage/offices Advocacy and planning for the Chinatown Project 5) Transportation Circulation Element update Increased finding for traffic calming and pedestrian safety projects Creation of a Transportation committee(a.k a.Parking&Access Committee) Review of mass transit route structure and scheduling City finding of mass transit Completion of the railroad bicycle trail LOVR improvements Other bicycle projects? Prado Road overpass and extension? 6) Water Supply(reuse,groundwater,desalination) 7) Open Space Preservation(hills,creeks,greenbelt) 8) Completion of the Damon-Garcia fields 9) Completion of the Recreation Center remodel Uncertain Status Creek&Flood Protection(due to finding mechanism) NARF(due to absolute need as currently envisioned phis financial viability) Removed from List Cultural Services --Carter—5 of 5 1283 Woodside Drive - San Luis Obispo,CA 93401 805-594-1906 ancarter@aoLcom January 2,2003 City Council City Hall Palm Street San Luis Obispo, CA 93401 Dear Council Members: This forwards my recommendations on how to close the budget gap of approximately$5.5 million per year over the next five years. EMMe:Cuts—CIP As a first-step,we should look at the CIP. Every item should be examined in light of our major city goals. For the CIP projects that only tie to"maintenance of basic city services,"we need to ask ourselves which of these are nice-to-have vs. which are need-to-have. Here are some questions I have on the"General Fund Five-Year Forecast:Maintenance Only Projects"on pages 4-24 through 4-27 of your 12/10/02 packet: Page 4.24 How important are the Dispatch Center,Public Safety System,Mobile Digital Computer,and In-Car Video replacements? With respect to Police Vehicle replacements,can we switch to smaller cruisers? (Do we need large police cruisers capable of high speed chases?) With respect to Fire Vehicle replacements,should we begin purchasing specially equipped pick-up trucks or SITV's for paramedic use? (65%of our fire department calls are for paramedic service,yet 100%of our fire vehicles are fire engines. We might end up with more total vehicles,but the departmental annual operating cost might be less and our costly fire engines might last longer.) Page 4.25 In my Major City Goals letter,I expressed my belief that we should significantly decrease our street maintenance expenditures. As I wrote,I believe we have too high a standard for neighborhood streets. Pace 4-26 Is there an opportunity to slow down replacement of our playground equipment? ('This may not be possible due to on-going changes is federal playground equipment safety regulations:) (As an aside,I note how much we are spending on playgrounds and how little we are spending on the Senior Center.) Carter—page 1 of 3 Is the$200K+spent each year on Laguna Lake dredging for aesthetic or flood protection purposes? If for aesthetic purposes,can we reduce this expenditure? Should the Jack House be operated as a self-supporting enterprise fund? Page 4-27 To what extent can significant planned'investments in information systems/technology be deferred? For instance,how often do we really need to upgrade our office application software? Overall CIP Question To what extent should we switch from pay-as-you-go financing to debt financing for long-lasting CIP projects? We might choose,for instance,to debt finance all projects with a life span of 20 years or longer. This might be a way to find Open Space Preservation,Affordable Housing projects,long term Public Works and Utilities projects,etc. Pmgmm&Personnel Cuts My overall sense is that there is not a significant amount of"waste"in city government. I believe we should nonetheless task Ken Hampian and Bill Statler to identify potential program and personnel cuts at various finding levels—say,$250K, $500K,and$1.0 million. This would help identify to what extent we feel any operating cuts are possible. PERS I realize that PERS costs may be the"third rail"of local government,particularly as it pertains to Public Safety employees in a community where they recently won the right to binding arbitration through a public referendum Nonetheless,at some point in time,we are going to need to address the situation that now exists. The situation is that we have two standards—one for Public Safety employees and one for All Other employees. In other words,we have a group of"haves"and a group of"have nota." The situation is clearly inequitable. I fear it is going to lead to morale problems and/or potential labor action among our All Other employees. Ignoring changes due to investment gains and losses,this is the transition taking place in PERS contribution rates: Contribution Rate 2002/03 2007/08 Increase Public Safety 13.6% 22.1% 8.5 pp All Other 7.1% 9.5% 2.4 Rp* Contribution"Gap" 6.5 pp 12.6 pp NA *The All Other increase has been"fully offset by agreed upon salary reductions and caps." This is not the case for Public Safety employees. Increased Fees I believe we need to consider increases in taxes and fees. We should look to fee increases firsL Here's what I think we should consider: A fee for applicant appeals. (We should not charge a fee for the general public to appeal a Planning Commission or other committee action.) Carta—page 2 of 3 p Increased planning fees,particularly for large developments. (A sliding cost recovery matrix could be established based on the number of units in the development.) An emergency service fee for paramedic response. (I don't know what our current cost per call is,but I'm assume 1000/6 recovery would not be appropriate I'd look to something along the lines of$25 to$50�percall.) A higher franchise fee for water and sewer service(but not trash). We could consider not_charging the City for water and sewer service as a way of paying for a Creek &Flood Protection fiord. Lam opposed to charging new development any additional facility or service fees. Tax Increases Here are the tax increases.I think we should consider: Increase the Business Tax from..05%($50 per$100;000 of gross receipts)to.1%($100 per$100,000 of gross receipts). Establish-a separate Rental Property Tax as part of a rental property registration and inspection program Extend the Utility Users Tax to sewer and trash. Increase the Property Transfer Tax. I'd hike to see such an increase tied to the gain in assessed value any property is experiencing upon sale. The Property Transfer Tax would then become a Prop 13 Recapture Tax. I think we should encourage the Board of Supervisors to consider a countywide sales tax increase of 1/.%. I do not believe we should separately try to increase the sales tax in the City. On the assumption that our TOT of 10%is as high or higher than other municipalities, I am opposed to increasing-tbis tax. Sincerely, Andrew Carter Cartes--page 3 of 3 /1� Jan 07 03 12: 17p C—gNEY HOLCOMB BA5-594-0365 p. 1 ® W 0 Residents for Quality Neighborhoods P.O. Box 12604 • San Luis Obispo. CA 93406 January 7, 2003 Faxed to: 781-7401 Re: Goal Setting/2003-05 Budget Honorable Mayor and Members of the City Council, We appreciate the opportunity to participate in your 2003-05 Goal Setting process on behalf of the City's Neighborhoods. As you know, many of our problems stem from the impacts of an overabundance of students who should be housed on the campuses, but, instead live in the neighborhoods. As long term residents flee, fed up with the effects of differing lifestyles, more homes are converted to rentals. As the number of rentals increase so do the problems and so does the demand for public services. Many of our neighborhoods are quite frankly, lost, and many others are on the endangered list. The pressure to provide more housing within the City threatens to increase the density even more in our existing R-1 neighborhoods. And, other problems arise from the inability of residents to be able to participate in a meaningful way to work on the problems that affect us where we live. We are mindful of the City's economic forecast, however, we feel that the neighborhood forecast is just as gloomy. We are asking you, In this budget cycle. to consider Neighborhood. Protection and Enhancement as one of your too ten ooals and direct staff to establish a work program that would accomplish the following: 1. The Office of Neighborhood Services should achieve parity in all respects with Natural Resources and Economic Development. 2. Implement the attached General Plan Policies and Programs that were adopted in 1994. 3. Establish a Code Enforcement Unit to be overseen by the Neighborhood Services Manager that would coordinate cases with Community Development and consolidate all code enforcement efforts (Neighborhood Enhancement Ordinance, Uniform Housing Code, Chronic Response, Weed Abatement, etc.). 4. Fill the Neighborhood Services Technician position approved in the 2001-03 budget cycle and currently on hold. S. Continue to fund the Neighborhood Transportation Planner In the Public Works Department. 6. Enact a self-supporting Rental.Housing Inspection Program. 7. Foster coalitions of neighborhood groups. Jan 07 03 12: 18p CY_ NEY HOLCOMB 805-594-0365 p. 2 January 7, 2003 Goal Setting/2003-05 Budget Page 2 8. Designate and train a full-time Neighborhood Planner in the Community Development Department (similar to the Neighborhood Transportation Planner in the Public Works Department) who would address and review neighborhood issues and advocate for the protection of neighborhoods. 9. Emphasize a philosophical and internal cultural change within the City Organization that recognizes the importance of the residents of the community. 10.Any other action that the Council deems appropriate. Once again, thank you for the opportunity to participate in this very important process. Sincerely yours, C dney Holcomb Chairperson, RQN Attachment - 1 l� Jan 07 03 12: 18p CYnnEY HOLCOMB 805-594-0365 P- 3 General Plan " Attachment I" Land Use Element POLICIES LU 2.1: Neighborhood Protection and Enhancement LU 2.1.1: Neighborhood Identity The city shall assist residents to identify and designate neighborhoods. The city will work with residents to prepare neighborhood plans, to facilitate development of a sense of place within neighborhoods. ** LU 2.1.2: Neighborhood Groups The City should encourage and support the formation and continuation of neighborhood planning groups, composed of neighborhood residents. LU 2.7: Student and Campus Housing LU 2.7.4: Location Housing likely to attract faculty or students should be encouraged to locate dose to Cal Poly, to reduce commute travel. PROGRAMS LU 2.11: Multifamily Preferences & Standards LU 2.11.1: Student Housing Preferences The City will evaluate student housing preferences and consider revising development standards to better meet them in multifamily housing near campus. LU 2.14: Neighborhood Compatibility The City will consider new regulations, for Low-Density and Medium-Density Residential areas, to require special review for (1) incompatibly large houses, (2) replacement or infill homes in existing neighborhoods, and (3) accessory buildings with plumbing facilities allowing easy conversion to illegal second dwellings. ** Projected Status of General Plan Implementation Programs as of 6/30/03 -ONGOING Jan 07 03 12: 18p CYDMEY HOLCOMB 805-594-0365 p. 4 LU 2.15.. Neighborhood Wellness Action Plans To help residents preserve and enhance their neighborhoods, the City will: A) Identify neighborhoods, and work with residents to prepare neighborhood plans that empower them to shape their neighborhoods; B) Help devise strategies to help stabilize the rental/owner ratio, to maintain neighborhood character, safety, and stability; C) Help identify neighborhood problems, and undertake a wide range of focused development-review, capital-improvement, and code-enforcement efforts; D) Encourage the formation of voluntary neighborhood groups, so residents can become involved early in the development review process; #* E) Involve residents early in reviewing proposed public and private projects that could have neighborhood impacts, by notifying residents and property owners and holding meetings at convenient times and places within the neighborhoods. ** F) Provide appropriate staff support, possibly including a single staff person for neighborhood issues, and train all staff to be sensitive to issues of neighborhood protection and enhancement. ** Projected Status of General Plan Implementation Programs as of 6/30/03 -ONGOING 2001 =03 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 2002 cityo san Luis oBi s o 2001-03 Financial Plan STATUS OF GOALS AND OBJECTIVES - As of November 2002 TABLE OF CONTENTS INTRODUCTION General Government Civic Offices 18 Overview 1 Maintenance of Basic Services 19 Report Card: Major City Goals 1 Report Card: Other Council Objectives 2 OTHER COUNCIL OBJECTIVES Action Plan Changes 2 Next Report 3 MAJOR CITY GOALS Transportation Evaluation of Broad Street Offramps 20 Public Utilities Leisure,Cultural& Social Services Water Supply 4 Laguna Lake Master Plan 20 Transportation Community Development Streets and Sidewalks 6 Central Commercial Zone Expansion 20 Los Osos Valley Road Improvements 7 Large Building Development Standards 20 Flood Protection 8 Court Street Portion of the Copeland's Project 20 Railroad Recreational Trail 9 Historic Preservation 21 Downtown Transportation Center: Downtown Pedestrian Lighting Plan 21 North Area Regional Facility 10 Convention Center Strategy 21 Parking and Access Advisory Body 1 I Leisure,Cultural & Social Services Athletic Fields 12 Recreation Center Remodel: Community-Senior Center 13 Cultural Services 14 Community Development Housing 15 Open Space Preservation 17 city osan Luis oBispo 2001-03 Financial Plan STATUS OF GOALS AND OBJECTIVES November 2002 OVERVIEW Financial Plan. As a benchmark, through November 2002, we are 70% (nearly three quarters) through the two-year Financial Plan This report details the status of major City goals and period. Many of the goals are at or near this level other objectives set by the Council as part of the and most have seen consistent progress since the 2001-03 Financial Plan. last update. In general, we are on- track in accomplishing Many of these are Organization. The "report card" is followed by a these objectives based on multi-year goals that "high level" summary of any notable changes from the work programs have activitiesassociated with them the original action plan. Following this is a more adopted by the Council. that go beyond the detailed report on each goal and objective. two-year 2001-03 Report Card. The time frame. For major City goals, the report shows the objective, following is a quick action plan as adopted by the Council,revised action "report card" on the status of major City goals and plan (if applicable) and brief status summary as of other Council objectives based on the "action plans" November 2002. Shorter reports are provided for approved by the Council as part of the 2001-03 "other Council objectives." Report Card: Major City Goals Percent Complete as of November 2002 Per Plan Tasks r Water Supply Street and Sidewalk Maintenance Los Osos Valley Road Improvements I Flood Protection Railroad Recreational Trail DTC: North Area Regional Facility i Parking and Access Advisory Body Athletic Fields Community-Senior Center Remodel Cultural Services Housing I Open Space Preservation Civic Offices Maintenance of Basic Services i i 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 i Note. The projected status is based on the Action Plan as originally approved in the 2001-03 along with amendments to specific tasks as approved by the Council since then. - 1 - Introduction Report Card. Other Council Objectives Evaluation of Broad Street Offramps Recommend Laguna Lake Master Plan Discontinuing Central Commercial Zone Expansion Large Building Development Standards Chinatown Historic District-Court Street Historic Preservation Downtown Pedestrian Lighting Plan Convention Center Strategy 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ACTION PLAN CHANGES d. Phase II work has been deleted. Several Phase II elements have been incorporated into Phase I (already designed); and the As noted above, in general we are on-track in remaining will be completed as agreements accomplishing these objectives based on the work programs adopted by the Council. However, notable with agricultural operators are finalized. changes from the original action plans include the 2. Streets and Sidewalks. Installation of new following. sidewalks on Higuera Street south of Elks Lane Major City Goals has been delayed from June 2002 to May 2003 due to other workload priorities established by 1. Water Supply. The following action plan steps the Pavement Management Plan. have been delayed: 3. Los Osos Valley Road Improvements. The a. Presentation of the revised Nacimiento PSR-PDS has been pushed back to January 2004 pipeline EIR from January 2002 to due to consultant delays which are out of the December 2002. control of staff. b. The initiation and completion of the 4. Flood Protection. Completing the Waterways environmental analysis for increased Management Plan has been delayed until April groundwater production from July 2002 to 2003 to allow for completion of the EIR and July 2003 due to the need to complete subsequent public hearings. Design and the additional technical analysis of the processing of the EIR have pushed back groundwater basin,thus pushing the contract beginning construction of the new Foothill award for groundwater production and bridge to April 2003. treatment system design from December 2002 to September 2003. Completion of the Storm Drainage Master Plan c. Award of contract for Phase I construction has been delayed until April 2003, due to in- of the water reuse project has been delayed house engineering workloads. In June 2002, from July 2002 to March 2003. Council rescinded the Creek and Flood -2- Introduction Protection Fund Program fee schedule. In the 11. Open Space Preservation. Some delay and C coming year, staff will be researching new ways rearrangement of the schedule for completing to fund the program. the individual open space management programs has occurred due to the delay in approval of the 5. Railroad Recreational Trail Staff anticipates Conservation Guidelines, which occurred in further delays in achieving UPRR support for September,2002. Phase III and Phase IV due to continued lack of UPRR cooperation. Lack of and delay of state 12. Civic Offices. Completion of Civic offices in grants for acquisition has delayed property the Palm-Morro Parking/office project has been acquisition until December 2004. Completion of set back from October 2003 to January 2004. the Monro Street Bike Boulevard is now anticipated in June 2003. Other Council Objectives 6. Downtown Transportation Center. North Area 13. Evaluation of Broad Street Freeway Ramps. Regional Facility. With combining Transit and No significant progress has been made on this Parking studies and hiring of the consultants objective, since the schedule is driven by finalized, the draft conceptual design and Caltrans, not the City. Staff recommends environmental review have been pushed back deleting the objective at this time, but having until March 2003. Council approval of the staff continue to monitor the progress made by implementation plan is now expected in June Caltrans. 2003. These schedule changes are due to added work on the Copeland project. 14. Laguna Lake Master Plan. This project was delayed initially by shortages in the engineering 7. Parking and Access Advisory Body. Council staff. The project should be moving forward in decided that duties of the proposed committee Spring 2003 with an RFP for design services. could be handled by a combination of the Council, the Planning Commission and City 15. Downtown Pedestrian Plan. Two fixtures are staff. on order to allow for a full evaluation by Advisory Groups and City Council, anticipated 8. Athletic Fields. Delays in this project occurred in November 2002.. early on due to engineering staff shortages and other unexpected priorities such as the Foothill Convention Center Strategy. Based on bridge. Renovation of Santa Rosa Park remains preliminary analysis, staff will be taking a revised scheduled for June 2003. strategy to the Promotional Coordinating Committee for consideration. If approved, the revised strategy 9. Recreation Center Remodel. Delays in this will be included in the next goals update. project occurred early on due to engineering staff shortages and unanticipated new priorities, NEXT REPORT with completion of the remodel now scheduled for May 2003. 10. Cultural Services. Rehabilitation of the We will present the next "formal report" to the Southern Pacific Freight Warehouse for a Council as part of the mid-year budget review on railroad museum is expected to begin in the February 18, 2003. In the interim we will keep the Spring of 2003. Council up-to-date on the status of major projects through agenda reports, Council Notes and other briefing opportunities. -3 - MAJOR CIN GOALS WATER SUPPLY Objective. Continue efforts to develop long-term water supplies, including: preserving present water rights and pursuing all options with the exception of State Water; using and protecting groundwater; pursuing acquisition of property for water supply; completing the water reuse project; seeking water supply opportunities as part of any annexations; and confirming Council water subcommittee to build relationship with north county. Action Plan Task Original Revised Preserve Present Water"• is 1. Revise agreements with URS Consultants for completion of Salinas 9/01 Complete Downstream Fisheries Studies and present to Council for approval. 2. Prepare Request for Proposals and solicit proposals for Seismic Study Peer 1/02 Complete Review. 3. Complete Seismic Study Peer Review and present results to the Council and 7/02 Complete State Water Resources Control Board. 4. Complete Downstream fisheries Studies and present results to the State 12/02 Complete Water Resources Control Board. Pursue All O tions•:and Use and Protect Groundwater 1. Approve budget for Water Conservation program including program 7/01 Complete enhancements. 2. Complete Groundwater Basin analysis and present to Council. 9/01 Complete 3. Present Revised Nacimiento Pipeline EIR as prepared by the County to 1/02 12/02 Council for consideration. 4. Complete required environmental work for increased groundwater 7/02 7/03 production. 5. Solicit proposals and award contract for groundwater production and 12/02 9/03 treatment system design. 6. Complete initial analysis of opportunities for seawater desalination and 6/02 Complete present to Council with 2002 Water Resources Status Report. Complete the WaterReuseTtoject 1. Finalize concurrence on specific mitigation projects with the National Marine 9/01 Compete Fisheries Service. 2. Obtain commitment of State Revolving Fund Grant and Loan Financing from 9/01 Complete the State Water Resources Control Board. 3. Complete Phase I design. 12/01 Complete 4. Award Phase I Construction contract. 7/02 03/03 design. ;f02 *10{02 6. Gemplete Phase 11 design. 6/03 * Status Summary: 70% Complete. The majority of action plan activities listed are in progress or have been completed. -4- MAJOR CITY GOALS Salinas Reservoir. The work has been completed relative to protection of the Salinas Reservoir water rights permit and compliance with State Water Resources Control Board (SWRCB) identified as objectives for this. period. Nacimiento Pipeline. The County is proceeding with the preparation of the Revised Draft Environmental Impact Report for the Nacimiento pipeline project. Staff is working with the Nacimiento Advisory Committee in the development of draft participation agreements. The County now estimates the release of the Draft EIR in November/December 2002.. Groundwater and Other Options. Pursuit of other water supply options is proceeding and has seen the addition of an analysis of opportunities to develop seawater desalination. Work on groundwater development continues to be frustrated by environmental issues. Current activities include locating and drilling of test wells, evaluating options to avoid impacts to riparian systems, and evaluating exchange opportunities and amounts. The current work is required to be completed by June 2003 for Council reconsideration of the project potential as a component of the 2003 Water Resource Status Report. Water Reuse. Loan and Grant funding for the project has been secured from the State Water Resources Control Board. Plans and Specifications have been completed and submitted to the SWRCB for approval and authorization to advertise. Mitigation work for the project is proceeding on schedule. An additional activity not identified as an objective of this goal is the initiation of work to develop a long-range water reuse master plan that will look at the logical incremental extension of the water reuse system over time. * Phase II work has been deleted from this work program. Several Phase II elements have been incorporated into Phase I (already designed) and the remaining will be completed as agreements with agricultural operators are finalized. -5- MAJOR CITY GOALS STREETS AND SYDEWALKS Objective. Continue implementing street paving and repair programs; and augment funding for sidewalk installations and repair,new street sign installations on arterials and tree planting in all available tree wells. Action Plan Task Original Revised 1. Continue the program of monitoring the condition of existing sidewalks. 2001-03 2. Install street name signs at downtown arterial street intersections. 11/01 Complete 3. Install new sidewalks. 2001-03 4. Continue implementation of the 1998 Pavement Management Plan for 2001-03 Areas 5 and 6. 5. Continue to repair damaged sidewalks, curbs and gutters. 2001-03 6. Inventory tree wells in the community that do not have trees installed. 11/01 Complete 7. Consider CDBG finding for Oceanaire-Huasna area. 4/02 Complete 8. Complete installation of all trees in empty tree wells. 6/02 Complete 9. Install new sidewalk on Higuera Street south of Elks Lane. 6/02 5/03 10. Complete installation of 130, 18"new street name signs at all arterial 7/02 2/03 intersections. 11. Complete installation of 510, 10"new street name signs at all arterial 6/03 intersections. Status Summary: 35% Complete. Area 5 street project is under construction. New sidewalks and repair of sidewalks for 2001 are complete.Due to other workload priorities established by the Pavement Management Plan, installation of new sidewalks on Higuera Street south of Elks Lane has been delayed. Contract for 130 new signs has been awarded and should be completed by February 2003. -6- MAJOR CITY GOALS LOS OSOS VALLEY ROAD IMPROVEMENTS Objective. Widen Los Osos Valley Road from Madonna Road to Highway 101; and begin preparing plans to widen the freeway overpass and fix difficulties between freeway exits/entrances and Calle Joaquin,improve flood structures and provide bicycle and pedestrian lanes over the freeway. Action Plan Task Original Revised Widening—From Madonna Rd to Hwy 101 1. Review,approve and issue permits for DeVaul Ranch North project. 7/01 Complete 2. Begin LOVR widening, signal installation/modification and minor drainage 7/01 Complete improvements. 3. Complete improvements. 7/02 1103 Interchange Improvements 1. Obtain funding for the EIR,Project Report and PS&E. 11/01 6103 2. Complete PSR-PDS. 5/02 2/03 3. Prepare RFP for the EIR and Project Report. 6/02 10103 4. Obtain Caltrans approval of PSR-PDS. 8/02 2103 5. Begin EIR and Project Report. 10/02 1104 Flood Improvements 1. Complete Waterways Management Plan. 12/01 4103 2. Complete Storm Drainage Master Plan. 6/02 4103 3. Incorporate drainage improvement requirements into the scope of work for 6/02 1104 the Project Report. Status Summary: 20% Complete. LOVR consultant has submitted preliminary traffic analysis for the interchange. Project has been delayed due to enhanced/detailed modeling effort by the traffic subconsultant. All other technical reports are complete. DeVaul permits have been approved and the LOVR widening is under construction. Army Corps of Engineer permit issues have been resolved and the Froom Ranch street improvements are now commencing. At this time, there is insufficient funding for the initial engineering work for the LOVR interchange to provide full drainage evaluation; as such, it will have to be incorporated into the Project Report Phase. The Waterways Management Plan is 100% complete and is now in the process of having the EIR completed(See Flood Protection). -7- MAJOR CITY GOALS FLOOD PROTECTION - - ..:eta ..!t .. ..1..... ..1�`-. . i. .a:.. ....+Y l � \ .r'2:.;• F\... . .v '' m' a .. ..f. n:.I Objective. Improve flood protection forresidents and businesses,including alleviating impediments to carrying off floodwater and preserving flood plains. Action Plan Task Orlgin6l 1. Continue drop inlet maintenance program. 2001-03 2. Complete construction of Higuera Street Bridge. 10/01 Complete 3. Prepare plans to replace the Foothill/Stenner culverts. 12/01 4/03 4. Complete Waterways Management Plan. 12/01 4/03 5. Construct new bridge on Foothill Blvd at Stenner Creek. 1/02 4/03 6. Review flood plain preservation options. 6/02 Complete 7. Complete Citywide Storm Drainage Master Plan. 6/02 4/03 . q442 q !`lea lyei4.._..le.T....1,r..___.Read 7/022 Deferred to CSCm1 CGII�CTCVZSCG2�SST2C000' 2003-04 10. Replaee pump at the johnsen Under-pass Lift . 7�02 Deferred to 20003-04 11. Submit a Notice of Intention to comply with the NPDES permit. 3/03 Status Summary: 50% Complete. Design work on the Foothill Bridge is finished but awaiting permitting. The Waterways Management Plan is 100% complete, but requires completion of the EIR in November 2002, subsequent public hearings, followed by Council review in April 2003, to be deemed fully complete. Data collection for the Storm Drainage Master Plan has been completed and is now being analyzed. Due to pending litigation in other jurisdictions, Council rescinded the Creek and Flood Protection Program fee schedule in June 2002, which resulted in significant delays to begin implementation of the program. Johnson Underpass Lift Station bids came in over budget; along with culvert cleaning at Tank Fane, these projects will be submitted during the next Financial Plan process for funding. The drop inlet project for 2003 has been awarded. _g_ MAJOR CITY GOALS CRAILROAD RECREATIONAL TRAIL Objective. Continue planning and purchasing property for the Railroad Recreational Trail to Cal Poly; extend planning to the south connecting the Edna-Islay Area into the master plan; establish the Morro Street "SLO Street'from the Railroad District to Downtown; and pursue grant funding to complete these projects. Action Plan Task Original Revised Phase III: RRT from AMTRAK Passenger Terminal to Marsh Street 1. Pursue grant funding for design and construction. 2001-03 2. Achieve UPRR support for the project and initiate property acquisition. 1/02 3103 3. Complete conceptual plans and environmental review. 9/02 Complete 4. Complete property acquisition. 12/02 12/04 Phase IV:RRT from Marsh Street to Foothill Boulevard 1. Pursue grant funding for design and construction. 2001-03 2. Council approves route plan for trail. 7/01 Complete 3. Achieve UPRR support for project and initiate property actions. 1/02 3103 4. Complete property acquisition. 4/03 12104 RRT:Morro Street"SLO Street' 1. Complete conceptual design of bicycle boulevard. 12/01 Complete 2. Finalize project plans and specifications for traffic signal at Morro and Santa 7/02 4103 Barbara and other minor improvement; complete environmental review; advertise for bids. 3. Complete project. 11/02 6103 Status Summary: 15% Complete. The Consultant is preparing plans for UPRR representatives on RRT Phase III to prove feasibility. Lack of grants for acquisition, design and construction for RRT Phase IV means limited progress for a long time to come. The ARC approved the Morro Street bike boulevard plans and environmental review and the design is now in progress. -9- MAJOR CITY GOALS DOWNTOWN TRANSPORTATION CENTER: NORTH AREA REGIONAL FACILITY Objective. Work with other agencies to acquire land for a multi-modal transportation center and parking structure,northeast of Santa Rosa Street between Monterey and Higuera Streets. Action Plan Task Original Revised Transit 1. Pursue discretionary grant funding for property acquisition and 2001-03 construction. 2. Begin negotiations for"right of entry"to the Shell Station property to 8/01 11/02 conduct Phase II hazardous material testing. 3. Begin conceptual design phase for the Transit Plaza. 11/01 10/02 4. Receive right of entry approval for Shell Station property; begin Phase II 11/01 1103 hazardous material study. 5. Complete appraisal of the Shell Station property. 1/02 12/02 6. Complete draft conceptual design and environmental review;begin to hold 04/02 3103 public workshops and advisory body meetings on proposed plan. 7. Council approves implementation plan. 10/02 6/03 8. Secure funding for property;begin negotiations. 1/03 6103 9. Acquire property. 6/03 12103 Parldn 1. Pursue County financial participation in the project. 2001-03 2. Hire parking design consultant team to develop preliminary project 1/02 Complete conceptual plans;begin property appraisals for all remaining properties on block; begin environmental review of conceptual design. 3. Complete draft preliminary project conceptual plans,appraisals, 10/02 3/03 environmental review and financing plan. 4. Begin holding public workshops and advisory body meetings on proposed 10/02 3103 plan. 5. Council adopts implementation plan. 6/03 6103 Status Summary: 9% Complete. Work efforts on this goal have been delayed due to workload issues of other goals and new workloads imposed by lawsuits against the City in other areas. RFP's for the parking and transit studies were approved and consultants have been selected. Final contract has been signed. The transit and parking studies have been combined under one consultant to improve project coordination and integration. The County Board of Supervisors has approved sharing in the cost of the Parking Study ($75,000). With the consultants now working,progress on this objective will continue. - 10- MAJOR CITY GOALS PARKING AND ACCESS ADVISORY BODY Objective. Explore establishing a Citywide paildng and access advisory body. Action Plan Task Original Revised 1. Complete research into other jurisdiction's methods of similar advisory 7/01 to 10/01 Complete bodies;receive input from current advisory bodies on governance issues with and between advisory bodies. 2. Hold Council study session to discuss advisory body issues,such as 12/01 Complete purpose, scope of duties,membership and staff support and receive direction. 0 i 1102 93/92 6/W Status Summary: 100% Complete. Council decided that duties of the proposed committee could be better handled by a combination of the Council,the Planning Commission and Staff. f - ti - MAJOR CITY GOALS ATHLETIC FIELDS +<;.':.:i„4, .g,nh': C .. +�;`.t.rn-.•.z"°�^' `", >.w�' .•�..:. .itn 7.,,,..r}.`fi't�i&,..�„a'1 .T.i.t. '.."',. p..., .. : ;c:�. .Y ^.?•:• x ...: ... Objective. Explore the possibilities for additional athletic fields, including plans for two lighted softball fields. Action Plan OriginalTask 1. Begin assisting athletic organizations in renting fields. 7/01 Complete 2. Joint Use Committee begins bi-annual field improvement grant program. 8/01 Complete 3. Study potential locations for new lighted softball fields. 1 /02 Complete 4. Pursue a joint-field lighting project. 1 /02 Complete 5. Present options to Council. 3/02 Complete 6. Complete joint use agreements with appropriate agencies. 6/02 Complete 7. Complete renovation of Santa Rosa Park. 12/02 6/03 8. Light existing softball fields. 6/03 9. Complete renovation of Stockton Field. 6/03 Status Summary: 60% Complete. City and County staffs have discussed how to implement lighted softball fields at El Chorro County Park. Due to staffing shortages and unanticipated changes in priorities in Engineering, further progress on this goal is likely to be delayed. Cingular Communications Co. will be responsible for completion of the Santa Rosa Park renovation project per the Council approved Memorandum of Understanding dated April 2002. r - 12- MAJOR CITY GOALS RECREATION CENTER REMODEL: COMMUNITY SENIOR CENTER Objective. Complete the remodel of the Recreation Center for community and senior uses. Action Plan Task Original Revised 1. Complete design and invite bids for construction. 12/01 Complete 2. Award contract and begin construction. 02/02 12102 3. Complete remodel. 06/02 5103 Status Summary: 50% Complete. The Council approved the plans and specifications documents in September 2002. A building pen-nit is pending. Bidding is scheduled to start November 1, 2002. The public art process has been completed and the contract with the artist signed. - 13 - MAJOR CITY GOALS CULTURAL SERVICES Objective. Continue funding for arts and culture; and identify long-range funding sources to secure the future of the Performing Arts Center. Action Plan Task Original Revised Continue Funding for Arts and Culture 1. Continue the current PCC grant program. 2001-03 2. Continue to support the City's formal cultural partnerships. 2001-03 3. Continue to support the City's Art in Public Places program, with 2001-03 particular emphasis on facilitating the new developer contribution aspect of the program. 4. Seek out outside grant funding for additional City cultural activities. 2001-03 5. Continue finding to County for Wednesday evening hours at City-County 2001-03 library. 6. Continue to provide administrative assistance finding to FOCA. 2001-03 7. Provide special assistance to FOCA in using Community Development 2001-02 2003 Block Grant funds for rehabilitation of the Rodriguez Adobe. 8. Begin rehabilitation of the Souther Pacific Freight Warehouse for use as a 5/02 4103 railroad museum. Lon Term Funding for Performing Arts Center 1. Adopt revised PAC operations agreement and possible long-term funding 10/01 Compete agreement. 2. Begin implementing the PAC long-term finding plan. 2001-02 Complete Status Summary: 80% Complete. PCC grants for 2002-03 were awarded in August, 2002. Staff continues to meet monthly with the City's community partners, in particular the Friends of Prado Day Center, FOCA and the Downtown Association and is working closely with Little Theatre and the Children's Museum on contract extensions. In-lieu fees of $67,700 have been collected for public art in private development projects, with several projects being processed. Staff processed Garnet, Ironroad Pioneers and Art on Buses in conjunction with partners from the private sector and is working with the Downtown Association to purchase Hey, Diddle, Diddle. Staff is researching opportunities for historical preservation grants for adobe restoration and railroad museums, and works with FOCA to manage CDBG funding for Rodriguez Adobe. In May 2002, staff reported to the City Council on the proposed Railroad Museum rehabilitation and received direction regarding how to proceed. Pursuant to Council direction, staff is working with the consultant to prepare Phase I construction drawings that will be reviewed by the ARC prior to construction. Construction is anticipated to begin in Spring 2003. Staff completed work with the PAC partners on revisions to an operating agreement that includes a long-term funding plan. It received Council approval in May 2002. The budget for Fiscal Year 2002-03 has been built based on the new funding agreement. - 14- MAJOR CITY GOALS HOUSING Objective. Continue implementing programs to achieve the City's housing goals. Action Plan Task Original Revised 1. Work cooperatively with Cal Poly and Cuesta College in creating on- 2001-03 campus student housing. 2. Work cooperatively with the Cal Poly Foundation to facilitate construction 2001-03 of affordable faculty and staff housing. 3. Continue implementing the inclusionary housing program. 2001-03 4. Approve new housing proposed by the private sector that uses 2001-03 appropriately zoned land, does not exceed the City's 1% growth limit and meets the City's inclusionary housing requirements for low and moderate income families,especially in the Margarita area. 5. Continue to support processing and review of the Orcutt Area Specific 2001-03 Plan. 6. Explore the"Community Affordable Housing Fund"concept. 2001-03 7. Continue funding affordable housing programs through the Community 2001-03 Development Block Grant program; and retain this as the highest priority use of these funds. 8. Evaluate the potential for added staff resources to seek affordable housing 12/02 grant funding,new incentive and regulatory programs, and increased inter- agency coordination. 9. Begin updating Housing Element and affordable housing production 1/02 Complete targets. Status Summary: 75% complete. While many of this goal's activities are on going, work is generally on track with the action plan schedule: 1. On-Campus Housing. Cal Poly is proceeding with new construction of on-campus student housing. The City and Cuesta College staffs have held feasibility discussions and an economic feasibility study for on- campus housing has been completed. The Cuesta College Board is now analyzing the feasibility study as well as potential sites for on-campus housing. Staff continues to encourage both institutions to provide more on- campus housing. 2. Affordable Faculty and Staff Housing. City staff continues to work with Cal Poly staff and Foundation to explore both on- and off-campus student and faculty options. Two potential faculty/staff housing sites have been identified, with detailed design and environmental studies for one of the sites completed and approved by the University Regents. A neighborhood group has filed a lawsuit over that approval so the project is delayed. Next key steps involve continued discussions with neighbors, design refinement and possibly, evaluation of additional sites. 3. Inclusionary Housing. This program has been in effect since March 1999 and staff continues to implement the program. Key Council guidance on what constitutes "non-commercial development projects" providing community benefits, and on the use of the Affordable Housing Fund was provided in 2001 and is being applied to the program. The Affordable Housing Fund is assisting in the construction of 32 new affordable - 15 - MAJOR CITY GOALS senior housing units at Judson Terrace. The balance of the fund.as of October 2002 was approximately $750,000. Additional refinements to the program may be brought forward as part of the City's Housing Element Update in 2003. 4. New Housing. Approval of residential projects is ongoing. Several residential subdivisions are under construction, following the residential growth management phasing schedule approved by the Council. The Margarita Area Specific Plan has been delayed due to changes in the EIR. The current draft plan provides for up to 880 housing units,and is expected to come before the Council in 2003. 5. Orcutt Area Specific Plan. The draft plan includes significant provisions for expanding affordable housing. The plan has been redrafted to better meet the desires of the owners. The revised plan came before the Council in October 2002 for approval of the project description and to initiate the EIR process. 6. Community Affordable Housing Trust Fund Concept, The San Luis Obispo Supportive Housing Consortium has presented a proposal to establish an affordable housing trust fund to the City Council. Community Development and Administration staffs are working with the Trust Fund directors on this project. The next steps will involve trust fund proponents identifying how such a program can be effectively funded. 7. CDBG Affordable Housing Programs. Use of CDBG funds for housing is expected to continue in the 2003 Program, and Council will confirm funding priorities at its November 12, 2002 hearing. The Human Relations Commission review the CDBG applications in November, and Council is expected to act on those applications in February or March 2003. Staff has contacted owners of large properties in the City to solicit interest in another Section 108 housing project. 8. Evaluation of Added Staff Resources. Per the Action Plan, work on this has begun and will be presented to the Council as a mid-year adjustment for Housing Element support and as a 2003-05 budget item for a full position housing planner. 9. Housing Element Update. A formula for allocating the County's regional housing needs has been adopted by SLOCOG,with participation by staff from San Luis Obispo city, county and the other cities in the County, and regional housing numbers have not been accepted at the level proposed by State HCD. Staff continues to work with SLOCOG on resolution to this issue. Key next steps will involve completing the background studies and establishing the Housing Element Task Force to help guide the Housing Element update process. - 16- MAJOR CITY GOALS OPEN SPACE PRESERVATION Objective. Continue funding for open space and agriculture preservation, including management programs for open space lands and staffing for implementation of those plans. Action Plan Task Original Revised 1. Continue negotiating with willing property owners. 2001-03 2. Continue planning and stewardship support(Land Conservancy& 2001-03 ECOSLO). 3. Contract with CCC and others for trail improvement and associated 2001-03 resource protection at Bishop Peak Natural Reserve and possibly other sites. . 4. Provide for additional half-time Park Ranger,and evaluate ranger staffing 2001-03 needs for newly acquired open space when Johnson Ranch is ready to be opened to the public. 5. Council adopts management standards(Conservation Guidelines) for City 2001-03 Complete open space lands. 6. Prepare and submit private, state and federal grant applications. 2001-03 7. Complete individual management programs for four City open space areas, tentatively identified as follows: a. Irish Hills(Prefurno, Foster, DeVaul open spaces) 1/02 12102 b. Bishop Peak 6/02 4103 c. Johnson Ranch 1/03 8103 d. Cerro San Luis 6/03 12103 Status Summary: 60% Complete. All projects are on track. Acquisition of the Foster and Johnson properties is complete. City accepted donation of a conservation easement for 180 acres on the Bowden property and staff anticipates dedication of fee title to the 180 acres plus an additional 27 acres as part of development approval of the Bowden Ranch Estates. Negotiations continue with at least four major landowners around the City for conservation sales. New contracts were signed with ECOSLO and Land Conservancy and work on those contracts is underway. The contract with CCC for trail improvements at Bishop Peak has been completed and a contract for land rehabilitation using County mitigation funds will be underway in November. Ranger Service staff has been increased by Y2 FTE. The Conservation Guidelines were approved by the City Council on September 17,2002. Grant submittals are ongoing. Staff anticipates the first open space management plan(for Irish Hills Natural Reserve)will be completed in December 2002,with others to follow on a four-month schedule. - 17- MAJOR CITY GOALS CIVIC OFFICES FEE ,,4,.e s .+ ♦ �,,. fi A.;l Objective. Complete development and environmental review, conduct construction oversight and management and when completed, purchase the Palm-Morro Parking/Civic Offices Building pursuant to the terms of a Guaranteed Maximum Price contract with Court Street Partners(the Copelands). Action Plan Task • . 1. Approve CIP to purchase the Palm-Mono Parking/Office Building and to improve 6/02 Complete the interior office space. 2. Open escrow for property transfers. 8/02 11/01 3. Execute construction and development agreements with the Copelands. 9/02 11/02 4. Complete development and environmental review of the Palm-Monro 9/02 Complete Parking/Office Building. 5. Issue building permits for the Palm-Mono Parking/Office Building. 9/02 10/02 6. Execute guaranteed maximum purchase price contract with the Copelands for the 9/02 11/02 Palm-Morro Parking/Office Building. 7. Close escrow and transfer title to Court Street and the Palm-Monro area. 9/02 8. Begin construction by Copelands on Palm-Morro Parking/Office Building. 10/02 11101 9. Begin construction oversight and management for the Palm-Morro Parking/Office 10/02 11102 Building. 10. Complete design of tenant improvements for the offices in the Palm-Monro 6/03 11102 Parking/Office Building. 11. Complete construction of the Palm-Morro Parking/Office Building. 10/03 1104 12. Purchase Palm-Morro Parking/Office Building from Copelands pursuant to the 10/03 terms of the Guaranteed Maximum Price Contract. 13. Begin office tenant improvements. 10/03 14. Occupy offices. 2104 Status Summary: 50% Complete. On December 11, 2001, the City and Court Street Partners, LLC (the Copelands) entered into an Amended Memorandum of Understanding (the Amended MOU) outlining the terms and conditions for the development of the Court Street Project and the Palm-Morro Parking/Office Building. Development and environmental review of the Court Street Project and the Palm-Morro Parking/Office Building began on December 12, 2001 with the submission of project plans to the City's Community Development Department. A contract for construction management services for the City was entered into with Harris and Associates in April 2002. The Draft Environmental Impact Report for the project was published for public review and comment on May 20,2002. The Final Environmental Impact Report was certified by Council on September 17, 2002. The ARC granted final approval of the project designs on September 24, 2002. Final documents necessary to complete the real property exchange and contracts associated with the project are being prepared for anticipated Council consideration in November 2002. *Subject to finalization due to pending.negotiations. - 18- MAJOR CITY GOALS MAINTENANCE OF BASIC SERVICES y � ? ,.,,r�. v+'µ y rr�T2. +i � 1 rt^'r .0 a !. ' y rF,._3 � :.� •c�d G-*, -'^) ao �" �':• ' .'::_� ,��•�a.��.,e ns'E:�'at':3 ems.......'•�'. .... .r t«,. c.;1.e.. o- .mom;?.:.'r.tr.,,.a'"...:..F� .a.:%:}...e .S .. a- Y. .,. Z.+,.a..*. .:rt;,.a«.-.t. i-.. Objective. Preserve current service levels and adequately maintain existing facilities and infrastructure. Action Plan Task Original Revised 1. Financial Plan. Prepare and approve 2001-03 Financial Plan that 7/01 Complete preserves current service levels, adequately maintains existing facilities and infrastructure, is consistent with our adopted fiscal policies, funds new initiatives that we can sustain into the foreseeable future and ensures our long-tern fiscal heath.. 2. Interim Reporting. Closely monitor the City's fiscal condition through 2001-03 continued on-line access to fiscal information,monthly financial reports, quarterly financial newsletter and comprehensive reports,mid-year budget reviews,Financial Plan Supplement and special reports such as the quarterly sales tax newsletter. 3. Annual Financial Reports. Continue to issue annual financial reports in 2001-03 accordance with generally accepted accounting principles. 4. Revenue Management. Ensure we are maximizing our current revenues 2001-03 by continuing revenue management programs like the business tax and transient occupancy tax(TOT)review programs,sales tax monitoring and { user fee updates. Status Summary: 85% Complete. We are on-track in completing all Action Plan tasks: 1. Financial Plan. Finalized the 2001-03 Financial Plan and prepared the Budget-in-Brief. 2. Interim Reporting • Issued quarterly financial reports and sales tax newsletters. • Initiated Monthly TOT Newsletter. • Prepared a Fiscal Health Contingency Plan and initiated"Stage 1: Short-Term Problem Assessment" action steps: hiring chill;training chill; in-depth CIP review; and in-depth operating program review. • Prepared 2001-02 Mid-Year Budget Review(approved by the Council on February 26,2002). • Prepared the 2002-03 Financial Plan Supplement and Budget-in-Brief(approved by the Council on June 18, 2002). 3. Annual Financial Reports • Prepared and distributed the Comprehensive Annual Financial Report(CAFR) for 2000-01 (approved by the Council on December 1.1,2001). • Completed year-end close procedures for 2001-02 and started preparing CAFR for 2001-02 (scheduled for Council Review on December 10,2002). • Developed strategy for implementing major change in financial reporting requirements("GASB 34"), which will be effective for 2002-03 (approved by the Council on June 18,2002). 4. Revenue Management Updated user fees for 2001-02 and 2002-03; completed a formal assessment of TOT review program and decided to continue it;business tax and TOT reviews are underway and ongoing; worked closely with Utilities in comprehensively updating water and sewer development impact fees;and initiated an update of transportation impact fees,which will be presented to the Council for approval in Spring 2003. - 19- OTHER COUNCIL OBJECTIVES EVALUATION OF BROAD STREET Council as early as January 7, 2003. In addition to FREEWAY RAMPS the progress on the expanded C-C zone district, the is7 City Council adopted an ordinance on September 17, 2002 that created a downtown parking in lieu fee Objective. Evaluate closing Broad Street freeway area, which also accomplishes this objective. ramps. LARGE BUILDING Status Summary: 0% Complete. Caltrans is DEVELOPMENT STANDARDS reviewing the on-ramp/off-ramp needs for the ,g -:�a Hwyl/101 interchange and that report, when concluded, may or may not affect Broad Street. Objective.. Adopt design and review standards for Staff participates in the meetings when called by large buildings that address siting, landscaping, Caltrans but the schedule is driven by Caltrans, not parking access and building design, along with staff. Staff recommends deleting the objective at natural space conditioning and lighting standards. this time, but having staff continue to monitor the progress made by Caltrans. Status Summary: 100% Complete. The City Council adopted the guidelines at their November 6, LAGUNA LAKE MASTER PLAN 2001 Council meeting. The design guidelines will _ '� 7� � s be incorporated into the City's ARC guidelines, which have been approved by the ARC and are set Objective. Continue implementation of Laguna for final adoption by the City Council in November Lake Park Master Plan. 2002. Status Summary: 5% Complete. The first phase COURT STREET PORTION of the Master Plan is complete. During the 2002-03 OF THE COPELAND'S PROJECT budget process, the budget for this project was » reduced by $75,000. A Request for Proposals for design services is anticipated to be issued in the Objective. Complete the mixed-use portion of the spring of 2003 for the next phases. Design would Copeland's Project on Court Street. take the remainder of the year to complete with construction occurring some time during the spring Status Summary: 50% Complete. On December of 2004. 11, 2001, the City Council amended the existing Memorandum of Understanding between the City CENTRAL COMMERCIAL and the Copeland's regarding the Court Street ZONE EXPANSION project. On December 12, 2001, the Copeland's submitted plans for review. The project has received its regulatory approvals including Council's Objective. In accordance with the Conceptual certification of the Final Environmental Impact Physical Plan for the City's Center, expand the Report on September 17, 2002 and the ARC final Central Commercial (CC) zone and in-lieu parking approval of project design on September 24, 2002. district northeast to the railroad tracks and southwest The project is on schedule and construction at Court to Marsh and Higuera Street intersection. Street is expected to begin in early 2003 after final contractual agreements have been executed by the Status Summary: 80% complete. The Planning City and Copelands. Commission has reviewed the draft set of ordinance changes, including the proposed expansion of the HISTORIC PRESERVATION City's Central Commercial (C-C) Zoning District and has provided direction to staff and our planning consultant. The Planning Commission held a public Objective. Consider restoration of funding for low hearing on the revised hearing draft on November interest loans and seek grants for preserving historic 20, 2002. The next step will be review by City properties, including funding restoration of adobes. -20- OTHER COUNCIL OBJECTIVES Status Summary: 65% complete. The Historic CONVENTION CENTER STRATEGY Rehabilitation Loan Program was designed and presented for budget consideration last year, based on the City's experience of offering a similar Objective. Develop a strategy in cooperation with program in the 1980's and as recommended by the other agencies for a convention center in the City, Cultural Heritage Committee. Coast National Bank convenient to other cultural/visitor resources. agreed to participate with the City in re-establishing the loan program. Implementation details, including Status Summary: 10% Complete. Preliminary city staffing,remain to be worked out analysis indicates that accomplishing this objective would require a significant investment of both staff Although this program was not specifically funded time and financial resources. Most successful in the 2001-03 Financial Plan, staff continues to convention centers require subsidies from the city in review potential grant funds that could support which they are located, which San Luis Obispo is preservation and restoration of historic resources. unable to provide. On an ongoing basis, staff and the Cultural Heritage Committee review public and private development However, we recognize that conferences and small project proposals for possible grant eligibility as conventions are important to the City for several well as for compliance with city, state and federal reasons, and we will continue to work with the VCB historic preservation policies. to attract appropriate-sized organizations to our existing hotels and motels. It is also possible that DOWNTOWN PEDESTRIAN should a hotel eventually be built on the Dalidio LIGHTING PLAN property, the City could assist in building a M-1 relationship tan ionship between it d existing hotels in the Madonna Road area, especially with the Embassy Objective. Establish a historic downtown Suites, to create a small de facto convention area. pedestrian lighting plan for the Downtown in cooperation with the Downtown Association. Staff will present these and other strategies to the Promotional Coordinating Committee for their Status Summary: 10% Complete. The Council consideration. If approved, the revised strategy will has taken action to set the color of the lighting be included in the next goals update. fixture. The CHC has reviewed the proposed fixture twice and will review lighting patterns in the future. Two different fixtures have been ordered to allow a full evaluation by the DA, CHC, the ARC and the City Council. -21 - 2001 =03 Financial Plan STATUS OF CIP PROJECTS As of November 2002 city of san Luis oms o Status Report 001-03 CAPITAL IMPROVEMENTPLAN This report presents the status of our current Capital Improvement Plan (CIP). It is organized into three sections: 1. Status of Major CIP Projects. This one-page chart concisely presents our progress to-date on 18 major CIP projects by presenting the "percent complete" based on the phase that it is in: construction, design or study. As reflected in this summary, we are making excellent progress on our highest priority CIP projects. 2. Status of Construction Projects. Similar to the status report on Major CIP Projects, this report presents the status of all construction projects currently in progress. As such, it does not include most equipment purchases (such as fleet replacements), land acquisitions or payments to other organizations. It also does not include any projects completed during the year: only those currently in progress.. 3. CIP Financial Report. This excerpt from the First Quarter Financial Report presents the financial status of all CIP projects with activity during the fiscal year. As such, it includes equipment and land purchases as well as some completed projects. This report is fiscal-year based. This means it shows the current fiscal year budget, expenditures, encumbrances and remaining balance for all project phases approved to-date. For example, if a project had a project budget of $800,000 last fiscal year, and spent $200,000 last year, the current fiscal year budget shown in the report would be$600,000: the budget available for the current fiscal. And if we've spent $150,000 this fiscal year, and there is $350,000 remaining to be paid on the contract ("encumbered"), then the current fiscal year uncommitted balance remaining would show as $100,000. In short, whether presented on a project-to-date or year-to-date, the uncommitted available balance is the same. However, in reviewing the report, it is important to note that there may have been significant activity in prior years. Lastly, this report presents projects based on the Fund it is financed through, such as the Community Development Block Grant, Capital Outlay Fund (our largest CIP fund, largely financed through the General Fund) and the Water Fund. - 1 - status Of maJOR CIP pnoJEcts 2002-03: 2nd Quarter Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% A1119 UNDER CONSTRUCTION wV Laguna Lift Station 1999-01 Paving Program 2001-03 Paving Program Railroad Safety Trail: Phase II Osos Street Transit Center Marsh Street Garage Expansion 77 1 A& UNDER DESIGN Water Reuse Orcutt Road Widening Palm-Morro Parking Structure/Offices Damon-Garcia Athletic Fields Ludwick Center Remodel UNDERSTUDY Radio System Upgrade Water Supply Projects Higuera Street Widening Flood Protection & NPDES Bob Jones City-to-Sea Bikeway North Area Regional Facility EI Chorro Park Athletic Fields -2- I 1 Status of Construction erojects • • Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Tree Removal & Replacemnt Traffic Signal Master Pin Rr Trans Cntr(multimodal) Prefumo Cr Silt Removal Opticom And Battery Neighborhood Traffic Mgmt Lateral Rehab Program Water Transmission Main Replacement Higuera Mid-block Cross imam Downtown Sprinkler Reimb Downtown Access Improv Digester#1 Repair Curb & Gutter-oceanaire Creek Bank Mitigation Controller Replacements Adobe Restoration 3 Status of Construction Projects UnderPercent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Wrf Tf3 Pump &Valves Valve & Meter Replace Wr Water Reuse Storm Sewer Improv Sprr Freight Warehouse South Higuera Sidewalk Santa Rosa St Bridge Repl Recreation Center Remodel Damon-Garica Athletic Fields Santa Rosa Pk Renovations Reservoir 1/Miossi Rd Main Old Creek Habitat Plan Neighborhood Traffic Mgmt Morro Bicycle Blvd Montalban Street Bridge Mission Walkway Stabilize LOVR Medians Laguna Lk Nature Park li Laguna Hills Playground Grand/mill/palm Coll Sys Foothill Blvd Bridge Clarifier 2 Palm-Morro Parking Structure/Offices Bus Maint Facility Expan Bullock Ln Realign/signal Orcutt Road Widening Bridge Maintenance J 4 I I Status of Construction rrrojects Under • Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Short Range Transit Plan NARF: Transit Site NARF: Parking Bob Jones City-to-the Sea Bikeway Higuera Street Widening Radio System Upgrade - Flood Protection/NPDES Tank Farm Silt Removal 77 71 1 1 Nacimiento Water Project Master Plan Implement: Water Rec Facility EI Chorro Park Athletic Fields Laguna Lake Dredging Mission Plaza Dog LegMot 5 10/25/02 CITY OF SAN LUIS OBISPO PAGE 1 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and '99999' FUND - 240 - CDBG FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE Y'1 ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE F 90167 EOC PROGRAM OFFICES 100,000.00 .00 .00 .00 100,000.00 90279 FOOD BANK WAREHOUSE 26,000.00 .00 .00 .00 28,000.00 90280 JUDSON TERRACE SR HOUSING 94,000.00 .00 .00 .00 94,000.00 90281 AIDS NETWORK PROPERTY REN 35,000.00 .00 .00 .00 35,000.00 90326 HUASNA/OCEANAIRE SDWLK/TR 23,371.00 .00 .00 .00 23,371.00 90355 SO HIGUERA APARTMENTS 340,667.00 .00 .00 -00 340,667.00 90356 JUDSON TERRACE ACCESS 13,500.00 .00 .00 .00 13,500.00 99246 ADOBE RESTORATION 228,269.32 .00 205,232.00 .00 23,037.32 99510 HOUSING PROGRAMS 1,690.00 .00 788.00 .00 902.00 99625 HISTORICAL MUSEUM 34,943.49 .00 .00 .00 34,943.49 99834 SENIOR HOME REPAIR PROG 1,043.00 .00 .00 .00 1,043.00 99839 ECONOMIC VITALITY LOAN 116,201.55 .00 112,929.55 720..00 2,552.00 99868 CDBG SIDEWALK RAMPS 82,986.53 .00 .00 .00 82,986.53 TOTAL CAPITAL PROJECTS 1,099,671.89 .00 318,949.55 720.00 760,002..34 TOTAL CAPITAL PROJECTS 1,099,671.89 .00 318,949.55 720.00 780,002.34 TOTAL CDBG FUND 1,099,671.89 .00 318,949.55 720.00 780,002.34 RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 6 10/25/02 CITY OF SAN LUIS OBISPO PAGE 2 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS ION CRITERIA: expledgr.account between 190000' and '99999' ,r FUND - 250 - LAW ENFORCE GRANT FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90050 MOBILE COMPUTERS 399,576.94 16,522.00 178,745.55 16,.522..00 204,309.39 .49 TOTAL CAPITAL PROJECTS 399,576.94 16,522.00 178,745.5516,522.00 204,309.39 .49 TOTAL CAPITAL PROJECTS 399,576.94 16,522.00 178,745.55 16,522.00 204,309.39 .49 TOTAL LAW ENFORCE GRANT FUND 399,576.94 16,522.00 178,745.55 16,522.00 204,309.39 .49 I RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 7 1 10/25/02 CITY OF SAN LUIS OBISPO PAGE 3 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS , SELECTION CRITERIA: expledgr..account between '90000' and 199999' FUND - 400 - CAPITAL OUTLAY FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE T ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE 1 90013 FLOOD PLAN PHASE. II 88,030.03 25,987.25 57,494.30 26,406.89 4,.128.84 90050 MOBILE COMPUTERS .00 26,708.37 .00 26,708.37 -26,708.37 90052 WOMENS LOCKER ROOM-POLICE 210,231.39 791.28 34,224.68 1,178.87 174,827.84 90073 HIGUERA WIDENING MARSH/HI 626,065.00 .00 .00 .00 626,065.00 90078 SO HIGUERA RECONSTRUCTION .00 .00 .00 3,655.98 -3,655.98 90079 CONTROLLER REPLACEMENTS 82,850.43 .00 .00 .00 82,850.43 90080 INTERCONNECTION CONDUIT 81,219.46 .00 .00 .00 81,219.46 90081 OPTICOM AND BATTERY 34,000.00 .00 .00 .00 34,000.00 90083 MARSH ST BRIDGE SILT 19,846.00 213.87 .00 213.87 19,632.13 90084 BOB JONES BIKE TRAIL 23,117.33 5,569.20 8,176.59 14,940.74 .00 90086 DOWNTOWN ACCESS IMPROVE 57,.500.00 .00 .00 .00 57,.500.00 90088 GARDEN STREET MAKEOVER 19,912..50 .00 19,912.50 .00 .00 90094 NEIGHBORHOOD GYMNASIUMS 75,000.00 75,000.00 .00 75,000.00 .00 90106 SPRR FREIGHT WAREHOUSE 413,525.57 .00 .00 400.00 413,125..57 90107 DOWNTOWN PLAN PROPERTY 14,229.60 .DO .00 .00 14,229.60 90108 RESTROOMS DOWNTOWN 5,985.74 .00 .00 .00 5,985.74 90109 PERFORMING ARTS CEN EQUIP 157,847.97 .00 .00 .00 157,847..97 90114 OFFICE APPLICATION SOFTWA 72,.100.00 18,953.71 .00 18,953.71 53,146.29 90115 BUILDING PAINTING 64,198.26 .00 .00 .00 64,198.26 90116 HVAC IMPROVEMENTS 63,854.30 1,313.43 .00 1,313.43 62,540.8- 90117 CIVIC CENTER IMPROVEMENTS 4,605.52 .00 .00 .00 4,605. 90135 TR 1750-6 MIT-OPTICOM 10,000.00 .00 .00 .00 10,000.6c- 90136 JOHNSON AVE REHAB .00 .00 .00 4.600.00 -4,600.00 90138 PAVEMENT RESEAL 2000-01 63,418.71 .00 .00 .00 63,418.71 90142 CABLECAST 544.47 .00 .00 .00 544.47 90144 ORCUTT ROAD OVERPASS 7,979.46 .00 .00 .00 7,979.46 90148 TRAFFIC SIGNAL MASTER PLN 37,500.00 .00 .00 .DO 37,500.00 90151 SR/MONTEREY/CALIF 99-00 72,429.22 .00 .00 .00 72,429.22 90162 STREET SIGN REPLACEMENT 176,286.39 ..00 .00 .00 176,286.39 90163 RECREATION CENTER REMODEL 747,791..99 3,926..56 57,707.79 8,647.39 681,436.61 90176 BOND CONTINGENCY FUNDS 65,300.00 .00 .00 .00 65,300.00 90195 MORRO BICYCLE BLVD 10,190.66 120.00 10,070.66 120.00 .00 90196 MISSION PLAZA DOG LEG 103,412.84 .00 6,279.00 .00 97,133.84 90197 FOOTHILL BLVD BRIDGE 1,OD5,647.97 8,176.01 113,272.44 19,913.55 872,461.98 90205 JENNIFER ST BRIDGE SIGN 1,906.81 .00 .00 .00 1,906.81 90206 MUSEUM EXPANSION 350,000.00 .00 .00 .00 350,000.00 90207 HARP-TRANSIT SITE 66,835.90 .00 .00 .00 66,835.90 90210 RECONSTR 4 RESURF 2001-03 194,360.99 6,463.06 2,486.94 7,063.06 194,810.99 90214 HIGUERA MID-BLOCK CROSS 36,000.00 502.34 27,360.76 502.34 8,136.90 90215 CIP RESERVE 106,500.00 .00 .00 .00 106,500.00 90216 POLICE FACILITIES PLAN 50,000.00 11,640.90 24,440.10 15,320.90 10,239.00 90221 EXTRICATION TOOL 9,473.49 .00 .00 .00 9,473.49 90222 RADIO SYSTEM UPGRADE 200,000.00 .00 .00 .00 200,000.00 RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 8 P � 10/25/02 CITY OF SAN LUIS OBISPO PAGE 4 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS ION CRITERIA: expledgz.account between '90000' and '99999' FUND - 400 - CAPITAL OUTLAY FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90223 RADIO CONSOLE 6 DISPATCH 25,000.00 .00 .00 .00 25,000.00 .00 90224 PAGING SYSTEM TERMINAL 75,000.00 .00 .00 .00 75,000.00 -0c 90253 LOVR MEDIANS 341,000.00 .00 .00 .00 341,000.00 .00 90254 BRIDGE MAINTENANCE 20,000.00 .00 .00 .00 20,000.00 .00 90259 JOHNSON LIFT STATION .31 .00 .00 .00 .31 .00 90262 NEW SIDEWALK CONSTRUCTION 102,596..11 .00 .00 1,694.52 100,901..59 .02 90263 SOUTH HIGUERA SIDEWALK 316,000.00 .00 .00 .00 316,000.00 .00 90269 LIGHTED SOFTBALL FIELDS 500,000..00 .00 .00 .00 500,000.00 .00 90272 LAGUNA HILLS PLAYGROUND 166,400..00 3,599.45 6,300.00 5,799.45 154.,300.55 .0_1 90273 RODRIGUEZ ADOBE PARK 95,238.19 .00 400.00 800.00 94,038.19 .OI 90274 MISSION WALKWAY STABILIZE 46,077.25 1,350.00 .00 1,350.00 44,727.25 .03 90276 CHEMICAL STORAGE SWIM CEN 45,000.00 .00 .00 .00 45,000.00 .O( 90278 JACK HOUSE ROOFING 24,868.10 .00 .00 .00 24,868.10 .O( 90282 FILE SERVER/TAPE BACKUP 27,803.09 .00 .00 .00 27,803.09 .0( 90283 NETWORK SECURITY 40,000.00 .00 .00 .00 40,000.00 .0( 90285 CITY HALL WINDOW REPLACE 536.26 .00 ..00 .00 536.26 .D( 90286 LIBRARY PAINTING (504) 60,000.00 .00 ..00 _00 60,000.00 .A( 90290 FILE SERVER - POLICE 5,246.97 .00 .00 .00 5,246.97 .0( 90295 SANTA BARBARA/OSOS FUNDNG 18,256.71 .00 .00 .00 18,256.71 .0( 91 BOY SCOUT BLDG ABATEMENT 22,455.61. ..00 15,610.00 .00 6,.845..61 .7( PORTABLE RESTROOM REPLACE 36,547.71 .00 33,164.74 .00 3,382..97 .9: w LAGUNA LK NATURE PARK II 67,058.00 .00 .00 .00 67,058.00 .0( 90321 SUMMER 2002 PAVING 1,810,000.00 117.17 1,598,106.50 317.11 211,.576.39 .81 90322 CURB L GUTTER-OCEANAIRE .00 244.35 .00 244.35 -244.35 .0( 90323 COPELAND PARKING GARAGE 4,750,800.00 .00 90,607.50 .00 4,660,192.50 .0: 90324 STREET SLURRY SEAL-2002 234,833..98 .00 203,999.91 .00 30,834.07 .8' 90326 HUASNA/OCEANAIRE SDWLK/TR 52,000.00 .00 48,660.00 .00 3,340.00 .9. 90346 RECONST 6 RESURFACE 02-03 1,807,000.00 .00 .00 .00 1,807,000.00 .01 90351 SAND FILTRATION-POOL 15,000.00 .00 .00 .00 15,000.00 .01 90353 JACK HOUSE FOUNDATION REP 7,000.00 .00 .00 .00 7,000.00 .01 90360 STATION 3 DRIVEWAY IMP 15,400.00 .00 .00 .00 15,400..00 _01 90361 TRAFFIC SIGNAL BBS EQUIP 41,200.00 .00 .00 .00 41,200.00 .0� 90363 RR MUSEUM PUBLIC.ART 19,000.00 .00 .00 .00 19,000.00 .0� 99028 MISSION PLAZA IMPROVEMENT 32,782.85 .00 3,140.00 .00 29,642.85 .1' 99059 RR TRANS CNTR(MULTIMODAL) 108,999.10 3,045.03 31,387.42 3,678.36 73,933.32 .3. 99082 SANTA ROSA ST BRIDGE REPL 26,107.04 .00 9,138.17 .00 16,968.87 .3 99096 PARK RENOVATIONS 20,000.00 .00 .00 .00 20,000.00 .0 99103 CITY-WIDE NETWORK IMPROV 226.27 .00 . .00 .00 226.27 .0 99104 CLERK RECORDS MCMT SYS 89,923.29 .00 14,400.00 5,255.25 70,268.04 .2 99110 LAGUNA LAKE DREDGING 61,533.10 1,495.83 43,668.99 1,495.83 16,368.26 .7 99213 610 MONTEREY ACQUISITION 13,939.70 .00 .00 .00 13,939.70 .0 99232 JOHNSON AVE BRIDGE 28,935.95 .00 5,141.95 .00 23,794..00 ..1 99257 MISSION PLAZA REPAIRS 83,251.25 .00 .00 .00 83,251.25 .0 �l .RUN DATE 10/24/02 TIME 16:19:.17 PEI. FUND ACCOUNTING 9 10/25/02 CITY OF SAN LUIS OBISPO PAGE 5 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS ""' SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 400 - CAPITAL OUTLAY FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BU 99267 DOWNTOWN TRANSFER CENTER 124,766.06 .00 55,167.53 437.D0 69,161.53 99273 SOUND WALL 175,000.00 .00 .00 .00 175,000.00 99501 NEIGHBORHOOD TRAFFIC MGMT 22,862.87 .00 .00 .00 22,862.87 99504 HIGUERA ST BRIDGE STUDY 1,944,977.43 6,431.12 101,428.60 6,431.12 1,837,117.71 99553 BANK STAB-3546 S HIGUERA 17,452.88 .00 17,452.88 .00 .00 1. 99555 BANK STAB-3026/3046 S HIG 34,761.98 .00 34,761.98 .00 .00 1. 99608 BULLOCK LN REALIGN/SIGNAL 141,554.07 .00 .00 .00 141,.554.07 99612 UNDERGROUNDING UTILITI-ES 6,183..72 .00 .00 .00 6,183.72 99614 RR BIKE PATH PHASE II 9,782.50 1,222.81 7,336.88 2,445.62 .00 1. 99621 ATHLETIC FIELD IMPROV 31,168.00 .00 30,000.00 .00 1,168.00 99624 JACK HOUSE RENOVATIONS 4,854.67 621.67 .00 3,297.00 1,.557.67 99626 PUBLIC ART IN-LIEU 56,827..00 150.58 .00 650..58 56,.176..42 .. 99679 MARIPOSA/SIO CRK-BK STAB 5,890.44 .00 5,890.44 ..00 .00 1. 99699 SINSHEIMER PK MASTER PLAN 66,614.83 2,063.65 49,848.00 2,401.42 14,365.41 99704 CONEJO ST DRAIN RECONST 801..28 .00 .00 .00 801.28 99709 AIRPORT AREA SPECIFC PLAN 28,664.54 .00 28,098.54 .00 566.00 99747 ORCUTT ROAD STORM DRAIN 138,000..00 137,620.53 .00 137,620.53 379.47 1. 99752 SEISMIC URM GRANT PROGRAM 143,926.92 .00 .00 5,000.00 138,926.92 99753 GIS SYSTEM 27,607.36 .00 .00 .00 27,607.36 .99813 TRAFFIC SIGNL IMPRV 97-99 253,527.08 .00 .00 .00 253,527..08 99820 SIDEWALK CONSTRUCTION 25,562.02 .00 .00 .00 25,582.02, 99826 YOUTH ATHLETIC FIELDS 2,691.271.62 42,246.00 47,816.96 116,190.50 2,527,264..16 -- 99827 MITCHELL PARK IMPROVEMENT 52,774.93 .00 4,889.16 12,490.48 35,395.29 99831 MURRAY ADOBE 93,193.64 3,500.00 86,702.00 3,.501..06 2,990.58 99832 RODRIGUEZ ADOBE 179,629..82 .00 .00 .00 179,629.82 99842 WIDE AREA NETWORK IMPRMTS 322,524..86 .00 .00 2,892.19 319,632.67 99846 GIS FILE SERVER 8,937.00 .00 .00 .00 8,.937.00 99849 LIBRARY ELECTRICAL 17,450.00 2,040.00 1,410.00 2,040.00 14,000.00 99853 CONST EQUIP SHELTER 29,286.19 25.00 11,931.75 12,675.92 4,.670.52 99856 STORM SEWER IMPROV 5,900.00 .00 .00 .00 5,900.00 99864 CREEK BANK MITIGATION. 47,902.08 .00 .00 3,255.28 44,646.80 99894 SCULPTURE AT RR SQUARE 31,000..00 26,000.00 .00 26,000.00 5,000.00 99895 COMMUNITY BIKE LOCKERS 11,831.47 .00 .00 .00 11,831.47 99899 COMPLETED PROJECTS 19,151.63 -300.00 .00 -300..00 19,451.83 - TOTAL CAPITAL PROJECTS 23,454,373..93 416,841.17 .2,947,885.66 582,602.67 19.923,885.60 TOTAL CAPITAL PROJECTS 23,454,373.93 416,841..17 2,.947,885.66 582,602.67 19,923,885.60 TOTAL CAPITAL OUTLAY FUND 23,454,373.93 416,841.17 2,947,885.66 582,602.67 19,923,885.60 1 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 10 10/25/02 CITY OF SAN LUIS OBISPO PACE 6 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS ION CRITERIA: expledgr.account between '90000' and '99999' FUND - 405 - TRANSPORTATION IMPACT FEE FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90087 RR SAFETY TRAIL PHASE 3 125,906.40 .00 15,000.00 .00 110,906.40 .1: 90197 FOOTHILL BLVD BRIDGE 50,000.00 .00 .00 .00 50,000.00 .0f 90258 MORRO-SANTA BARBARA SIGNL 120,000..00 .00 .00 .00 120,000.00 .01 90347 RR SAFETY TRAIL-PHASE 4 77,.000.00 .00 .00 .00 77,000.00 .01 99613 SIGNAL IMPROV 95-97 583.73 .00 .00 .00 583.73 .01 99614 RR BIKE PATH PHASE II 58,063.43 .00 .00 .00 58,063.43 .01 99615 BICYCLE PROJECTS 40,000.00 .00 .00 .00 40,000.00 .01 99616 MONTALBAN STREET BRIDGE 137,000.00 .00 .00 .00 137,000.00 .01 99821 LOVR/HWY 101 INTERCHANGE 830,530.36 .00 118,986.41 .00 711,543.95 .1, 99823 ORCUTT ROAD WIDENING 1,094,000.00 .00 .00 .00 1,094,000.00 .01 99874 BIKE PATH 1,411.15 .00 .00 .00 1,411.15 .01 TOTAL CAPITAL PROJECTS 2,534,495.07 .00 133,986.41 .00 2,400,508.66 .0! TOTAL CAPITAL PROJECTS 2,534,495.07 .00 133,986.41 .00 2,400,508.66 .0! TOTAL TRANSPORTATION IMPACT FEE 2,534,495.07 .00 133,986.41 .00 2,400,508.66 .0! RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING it 10/25/02 CITY OF SAN LUIS OBISPO PAGE 7 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 410 - FLEET REPLACEMENT FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD, ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BU1 90055 PATROL SEDAN REPLACEMENT 155,000.00 .00 .00 133,617.10 21,382.90 .1 90100 TURF MOWER 52,000..00 48,112.35 .00 48,112.35 3,887.65 .. 90101 PICK-UP PARKS & LANDSCAPE 72,000.00 3,286.72 .00 59,544.71 12,455.29 .1 90112 VEHICLE REPLACE-PUBLIC WK 20,.500.00 20,328.88 .00 20,328.88 171.12 .. 90118 PICK-UP-FLEET MANAGEMENT 4,.987.13 .00 .00 .00 4,987.13 90255 PICKUP - STREETS .00 .00 .00 856.75 -856.75 .� 90257 SPECIAL PURPOSE TRUCKS 26,996.30 .00 .00 .00 26,996.30 90268 MINIVAN CITY HALL POOL 23,000.00 .00 .00 .00 23,000..00 90328 FIRE ENGINE 354,000.00 .00 .00 .00 354,000.00 - 90329 TRAINING VAN 26,500.00 .00 .00 26,.311.99 188..01 90354 TRUCK REPLACEMENT-BLDG 53,500.00 42,180.40 72.50 42,180.40 11,247.10 99248 TRUCK REPLACEMENT 30,000.00 .00 .00 17,416.33 12,563.67 99527 POLICE CAD 4,625.10 ..00 .00 .00 4,625.10 99690 WINDOWS UPGRADE 4,952.00 .00 .00 .00 4,952.00 99625 STREET MAINT VEHICLES 1,963.05 .00 .00 .00 1,963.05 99899 COMPLETED PROJECTS 2,768.59 .00 .00 .00 2,768.59 TOTAL CAPITAL PROJECTS 832,792.17 113,906.35 72.50 348,368.51 484,351.16 TOTAL CAPITAL PROJECTS 832,792.17 113,908.35 72.50 348,368.51 484,351.16 TOTAL FLEET REPLACEMENT 832,792.17 113,908.35 72.50 348,366.51 484,351.16 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 12 10/25/02 CITY OF SAN LUIS OBISPO PAGE 8 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS ION CRITERIA: expledgz.accomt between '90000' and '99999' FUND - 420 - PARKLAND DEVELOPMENT FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUC 90210 DAMON-GARCIA FIELD LIGHTS 391,000.00 .00 .00 .00 391,000.00 .c 90271 SANTA ROSA PK RENOVATIONS 146,000.00 .00 .00 .00 146,000.00 .c 99028 MISSION PLAZA IMPROVEMENT 3,249.OB .00 .00 .00 3,249.06 .c 99031 OPEN SPACE-PARKLAND ACQUI 3,360.10 .00 .00 .00 3,360.10 .c .99699 SINSHEIMER PK MASTER PLAN 204,500.00 .00 17,750.00 .00 186,750.00 .c 99827 MITCHELL PARK IMPROVEMENT 256,954..52 86,981.10 164,.978.44 91,976.08 .00 l.c 99828 THROOP PARK RESTROOM 2,108.21 .00 .00 .00 2,108.21 .c 99899 COMPLETED PROJECTS 1,805.81 .00 .00 .00 1,805.81 .c TOTAL CAPITAL PROJECTS 1,008,977.72 86,981.30 182,728.44 91,.976.08 734,273.20 .-s TOTAL CAPITAL PROJECTS 1,008,977.72 86,981.10 182,728.44 91,976.08 734,273.20 .: TOTAL PARKLAND DEVELOPMENT FUND 1,008.977.72 86,981.10 182,728.44 91,976.06 734,273.20 .. RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 13 � I 10/25/02 CITY OF SAN LUIS OBISPO PAGE 9 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS •^� F SELECTION CRITERIA: expledgz.account between '90000' and '99999' FUND - 430 - OPEN SPACE PROTECTION FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YT ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE B: 90186 FOSTER PROPERTY .00 700.00 .00 700.00 -700.00 90190 HASTINGS PROPERTY 9,630.22 .00 .00 .00 9.630.22 90296 DAM REMOVAL SLO CREEK 289,531.99 5,962.23 239,406.30 6,246.90 43,876.79 90310 JOHNSON RANCH 7,146.50 7,177.00 .00 7,177.00 -30.50 1 99837 OPEN SPACE PROTECTION 545,909.92 .00 .00 .00 545,909.92 TOTAL CAPITAL PROJECTS 852,218.63 13,839.23 239,406.30 14,125.90 598,686.43 TOTAL CAPITAL PROJECTS 852,218.63 13,839.23 239,406.30 14,125.90 598,686.43 TOTAL OPEN SPACE PROTECTION 852,218.63 13,839.23 239,406.30 14,125.90 598,686.43 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 14 `I I 10/25/02. CITY OF SAN LUIS OBISPO PAGE 10 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS ION CRITERIA: expled9r.account between 190000' and '99999' FUND - 500 - WATER FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90048 FILIPPONI PROPERTY 2,267.80 .00 .00 .00 2,267.80 .0( 90063 POLYBUTYLENE REPLACEMENT 406,400.40 .00 ..00 .00 406,400.40 .0( 90114 OFFICE APPLICATION SOFTWA 6,100.00 .00 .00 .00 6,100.00 -0( 90136 JOHNSON AVE.REHAB 4,500.00 .00 ..00 _00 4,500.00 .0( 90140 GROUNDWATER YIELD STUDY 260,661.34 .00 .00 .00 260,661.34 .O( 90151 SR/MONTEREY/CALIF 99-00 33,.939.98 .00 .00 .00 33,.939.98 .O( 90156 WATERLINE REPLACE 00-01 24,025.01 .00 .00 .00 24,025.01 .O( 90177 ROSEMONT/TEAR HILL FENCE 18,434.60 14,753.95 1,639.33 14,753.95 2,041.32 .8! 90225 TREATMENT PLAN IMPLEMENT 124,.936.14 .00 .00 .00 124,936.14 .OI 90226 RESERVOIR #2 COVER 8,500.65 .00 .00 .00 8,.500.65 .01 90227 DIST SYS IMPROV 1,765,671.69 1,807.30 5,802.08 2,887.30 1,756,.982.31 .01 90228 TRENCH REPAIR WINTER 0102 30,275.45 .00 .00 _00 30,.275.45 .01 90230 W M MOTEL INN 154,.352.57 .00 19,407.20 102,115.22 32,830.15 .7'. 90238 DIST PLAN IMPLEMENTATION 335,000.00 .00 .00 .00 335,000.00 .01 90295 SANTA BARBARA/OSOS FUNDNG 15,247.00 .00 .00 .00 15,247.00 .01 90303 LOOMIS ST WATERLINE IMPRV 7,397.62 .00 .00 .00 7,397.62 .01 90304 RAW WATER PIPELINE EVAL 91,060.00 .00 .00 .00 91,060.00 .01 99046 SALINAS RESERVOIR EXPAN 984,830.45 .00 128,028.87 .00 856,801.58 .1'. 99067 WATER DISTR IMPROVEMENTS 5,396.17 .00 4,900.00 .00 496.17 .9. -09 HANSEN-GULARTE WATER LINE 40,706.21 .00 .00 .00 40,706.21 _0' DOWNTOWN SPRINKLER REIMB 147,027.00 .00 .00 .00 147,027.00 -.0, �...• WATER REUSE 12,594,055.06 2,492.74 180,651.02 15,206.62 12,398,197.42 .0. .99228 DATABASE CONVERSION 4,946.65 .00 4,883.50 .00 63.15 .9 99229 879 MORRO OFFICE 22,928.27 3,100.00 .00 3,100.00 19,828.27 .1 99504 HIGUERA ST BRIDGE STUDY 6,949.20 .00 609.20 .00 6,340.00 .0 99808 FACILITY DEMO LANDS 13,602..84 .00 .00 .00 13,602.84 .0 99809 RESERVOIR 1 CHLORINE BLDG 15,000.00 .00 .00 .00 15,000.00 .0 99814 COMPUTER MAINT SYS UPGRDE 13,570.00 .00 1,200..00 .00 12,370..00 .0 99637 OPEN SPACE PROTECTION 50,000-00 .00 .00 .00 50,000.00 .0 99842 WIDE AREA NETWORK IMPRMTS 13,000.00 .00 .00 .00 13,000.00 .0 99862 VEHICLE REPLACE-WATER 38,854.43 .00 -00 .00 36,854.43 .0 99899 COMPLETED PROJECTS 236,959.27 .00 .00 .00 238,959.27 .0 TOTAL CAPITAL PROJECTS 17,478,595.80 22,153.99 347,121.20 138,063.09 16,993,411.51 ..0 TOTAL CAPITAL PROJECTS 17,478,595.80 22,153.99 347,121.20 138,063.09 16,993,411.51 .0 TOTAL WATER FUND 17,478,595.80 22,153.99 347,121.20 136,063.09 16,993,411.51 .0 f ' RUN DATE 10/24/02 TIME. 16:19:18 PEI - FUND ACCOUNTING 15 10/25/02 CITY OF SAN LUIS OBISPO PACE 11 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS .-., 1 SELECTION CRITERIA: expledgr.account between 190000' and '99999' ,�- FUND - 510 - PARKING FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE Y, ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE F 90027 PKC GARAGE EQUIP UPGRADE 33,563.69 927.52 _00 927.52 32,636.17 90091 RAILROAD SQUARE IAT SEAL 60,000.00 540.00 .00 540..00 59,460.00 90114 OFFICE APPLICATION SOFTWA 2,400.00 .00 .00 .00 2,400.00 90264 PARKING CIS APPLICATIONS 15,099.91 2,618.96 6,480.95 2,618.96 6,000.00 90265 CLARE DEFLECTORS PALM CAR 75,000.00 .00 .00 .00 75,.000.00 90266 METER SOFTWARE UPGRADE 3,448.44 .00 .00 3,448.44 .00 90309 NARF-PARKING 239,832.05 42.63 .00 42.63 239,789.42 90319 COPELAND DOWNTOWN - ARCH 104,702.61 .00 104,700.00 .00 2.61 90323 COPELAND PARKING GARAGE 8,481,400.00 13,453.33 247,239.67 13,453.33 8,220,707.00 90348 PALM GARAGE LIGHTING 90,000.00 .00 .00 .00 90,000.00 90349 MARSH ST GARAGE PAINTING 70,000.00 .00 .00 .00 70,000.00 99618 LOT RESEAL/RESTRIPING 127,928.57 .00 -00 .00 127,928.57 99619 PARKING IAT LANDSCAPING 5,000.00 58.22 .00 187.11 4,812..89 99626 PUBLIC.ART IN-LIEU 1,100..00 .00 .00 .00 1,100.00 99684 MARSH ST GARAGE EXPANSION 2,293,112.67 482,851.07 859,661.65 914,608.01 518,843.01 99707 ARCH STUDY-GARAGE ARTIFAC 22,644.22 .00 21,242..00 .00 1,402.22 99858 GARAGE RENOV 6 REPAIRS 92,983.30 .104.56 .00 104.56 92,878.74 99859 PARKING METER REPLACE 150,000.00 .00 .00 .00 150,000.00 99899 COMPLETED PROJECTS 143,009.92 .00 .00 .00 143,009.92 TOTAL CAPITAL PROJECTS 12,011,225.38 500,596.29 1,239,324.27 935,930.56 9,835,970.5"- TOTAL CAPITAL PROJECTS 12,011,225.38 500,596.29 1,239,324.27 935,930.56 9,835,970.55"- TOTAL PARKING FUND 12,011,225.38 500,596.29 1,239,324.27 935,930.56 9,835,970.55 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 16 f { 10/25/02 CITY OF SAN LUIS OBISPO PAGE 12 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS C', ION CRITERIA: expledgr.account between 190000' and '.99999' FUND - 520 - SEWER FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90006 LAGUNA LIFT STATION 296,330.42 .00 120,960.33 31,133.40 144,236.69 .51 90046 DIGESTER 3-CLEAN & REPAIR 38,255.86 .00 28,239.02 .00 10,016.84 .74 90067 RECLAMATION BLDG IMPROV 150,522.33 ..00 .00 .00 150,522.33 .00 90114 OFFICE APPLICATION SOFTWA 4,400..00 .00 .00 .00 4,400.00 .00 90151 SR/MONTEREY/CALIF 99-00 1,624.35 .00 .00 .00 1,624,.35 .00 90239 COLLECTION SYS -IMPR 1,093,198.91 .00 5,734..09 1,075.00 1,086,389.82 .01 90241 SM RR PISMO ROUNDHOUSE 10,000.00 1,067.50 8,690.00 1,310.00 .00 1.00 90242 GRAND/MILL/PALM COLL SYS 64.50 .00 .00 _00 64..50 .00 90251 SERVICE TRUCK REPLACEMENT 4,109.13 .00 .00 .00 4,109.13 .00. 90305 CLARIFIERS 4 6 5 63,200.00 29,695.00 29,695.00 29,695.00 3,810.00 .94 90325 DIGESTER #1 REPAIR 272,.981.23 3,236.65 .208,748.55 31,922.37 32,310.31 .88 90341 MASTER PLAN IMPLEMENT WRF 100,000.00 .00 -00 .00 100,000.00 .00 90342 SERVICE TRUCKS-WRF 60,000.00 .00 21,126.45 12,322.79 26,550.76 .56 90343 LOADER 100,000.00 .00 98,723.63 .00 1,276.37 .99 99212 BIOSOLIDS PAVING 6 COVERS 49,674.77 .00 .00 .00 49,674.77 .00 99228 DATABASE CONVERSION 12,550.00 .00 1,200.00 .00 .11,350.00 .10 99229 879 MORRO OFFICE 23,184.56 3,014..43 .00 3,.014.43 20,170.13 .13 99231 GRINDERS & TRANSFERS EQ 20,000..00 .00 .00 .00 20,000.00 .00 99267 DOWNTOWN TRANSFER CENTER 38,168.00 21,303.00 10,.595..00 21,303.00 6,270..00 .84 /99' HIGUERA ST BRIDGE STUDY 13,536.37 .00 6,051..52 .00 7.,484.85 .45 MAJOR EQUIP REPLACEMENT 661,144.58 .00 .00 .00 661,144..58 .00 FACILITIES PLANNING SEWER 500,000.52 .00 .00 .00 500,000.52 .00 99842 WIDE AREA NETWORK IMPRMTS 34,700.00 .00 .00 .00 34,700.00 .00 99863 LATERAL REHAB PROGRAM 75,043.25 4,000.00 .00 31,712.50 43,330.75 .42 TOTAL CAPITAL PROJECTS 3,622,688.78 62,318.58 539,763.59 163,488..49 2,919,436.70 .19 TOTAL CAPITAL PROJECTS 3,622,688.78 62,316.58 539.763.59 163,488.49 2,919,436.70 .19 TOTAL SEWER FUND 3,622,688.78 62,318.58 • 539,763.59 163,488.49 2,919,436.70 .15 i. RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 17 1 10/25/02 CITY OF SAN LUIS OBISPO PACE 13 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS .may SELECTION CRITERIA: expledgr.account between 190000' and '99999' �+ FUND - 530 - TRANSIT FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BU 90116 HVAC IMPROVEMENTS 6,050.00 .00 .00 .00 6,050.00 90119 BUS REPLACEMENTS 2000-01 2,801.36 .00 .00 .00 2,801.36 .. 90207 NARF-TRANSIT SITE 1,098,542.29 213.64 .00 213.64 1,098,328.65 .. 90267 SHORT RANGE TRANSIT PLAN 14,.519.83 .00 14,365.85 .00 153.98 90268 WHEELCHAIR LIFT REPLACE 105,179.01 103,931.69 .00 103,973.67 1,205.34 .. 90350 EMISSION REDUCTION EQUIP 39,000.00 .00 .00 .00 39,000.00 99001 BUS STOPS 6,725.27 .00 .00 .00 6,725.27 99059 RR TRANS CNTR(MULTIMODAL) 4,632..80 404.82 .00 404.82 4,227.98 99267 DOWNTOWN TRANSFER CENTER 498,467.41 114,624.47 339,305.78 157,560..77 1,600.86 1. 99601 BUS MAINT FACILITY EXPANS 396,.291.44 2,010.00 27,865.00 2,010.00 366,416.44 .. 99861 BUS YARD LOT RESURFACING 10,803.01 .00 .00 .00 10,803.01 .. 99890 RADIO EQUIPMENT 14,248.04 .00 .00 .00 14,248.04 99891 CAPITAL BUS MAINTENANCE 50,000.00 .00 .00 .00 50,.000.00 TOTAL CAPITAL PROJECTS 2,247,260.46 221,184.62 381,536.63 264,162.90 1,601,560.93 TOTAL CAPITAL PROJECTS 2,247,260.46 221,184.62 381,536.63 264,162.90 1,601,560.93 TOTAL TRANSIT FUND 2,247,260.46 221,184.62 361.,536.63 264,162.90 1,601,.560.93 1 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 18 i 10/25/02 CITY OF SAN LUIS OBISPO PAGE 14 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS rte` TON CRITERIA: expledgr.account between 190000' and '99999' FUND - 540 - GOLF COURSE FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90030 LAGUNA LAKE PROPERTY 1,354.00 .00 ..00 .00 1,354.00 .00 90139 TREE REMOVAL 6 REPLACEMNT 43,763.64 990.00 .00 - 990.00 42,.773.64 .02 90277 BRIDGE.REPAIR GOLF COURSE 3,610.04 1,287.61 .00 1,287.61 2,322.43 .36 90352 UTILITY TRUCK-GOLF 25,000.00 .00 ..00 .00 25,000.00 .00 99899 COMPLETED PROJECTS 11,806.90 .00 .00 .00 11,806.90 .00 TOTAL CAPITAL PROJECTS 85,534.58 2,277.61 .00 2,277.61 83,256.97 .03 TOTAL CAPITAL PROJECTS 85,534.58 2,277.61 .00 2,277.61 83,256..97 .03 TOTAL GOLF COURSE FUND 85,534.58 2,.277.61 .00 2,277.61 83,256.97 .03 i RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 19 10/25/02 CITY OF SAN LUIS OBISPO PAGE 15 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS .� SELECTION CRITERIA: expled9z.account between 190000' and 199999' FUND - 550 - CREEK b FLOOD PROTECTION FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE Y' ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE 1 90259 JOHNSON LIFT STATION 74,905.00 .00 .00 .00 74,905.00 90261 MONTEREY/MORRO STORM SWR 110,000.00 .00 .00 ..00 110,000.00 90327 PREFUMO CR SILT REMOVAL 70,000.00 213.89 .00 367-69 69,632.11 TOTAL CAPITAL PROJECTS 254,905.00 213.89 .00 367.89 254,537.11 TOTAL CAPITAL PROJECTS 254,905.00 213.89 .00 367.89 254,537.11 TOTAL CREEK & FLOOD PROTECTION 254,905.00 213.89 .00 367.89 254,537.11 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 20 10/25/02 CITY OF SAN LUIS OBISPO J PAGE 16 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS 'ION CRITERIA: expledgr.account between 190000' and '99999' ND - 640 - WHALE ROCK FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90069 OLD CREEK HABITAT PLAN 40,725.43 .00 40,725.43 .00 .00 1.0c 90070 MOTOR UPGRADE 60,000.00 .00 .00 .00 60,000.00 .Oc 90072 SERVICE TRUCKS WH ROCK 13,619.31 .00 16,911.15 .00 -3,291.84 1.24 90252 VALVE 6 METER REPLACE. WR 115,000.00 ..00 .00 .00 115,000.00 .00 90344 4 X 4 TRUCK 33,000.00 .00 .00 .00 33,000.00 .00 99817 SURGE TANK REPLACEMENT 25,000.00 123.05 .00 123.05 24,876..95 .0c 99899 COMPLETED PROJECTS 336,426.15 .00 .00 .00 336,426.15 .00 TOTAL CAPITAL PROJECTS 623,770.89 .123.05 57,636.58 123.05 566,011.26 .05 TOTAL CAPITAL PROJECTS 623,770.89 123.05 57,636.58 123.05 566,011.26 .0'. TOTAL WHALE ROCK FUND 623,770.89 123.05 57,636.58 123.05 566,011.26 .0! TOTAL REPORT 66.506,087.24 1,456,959.88 6,567,156.68 2,558,728.75 57,380,201.81 .1S RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 21 STATUS REPORT 'General Plan Implementation • . November 2002 iIiIIIIIII�IjIiii,;Iilllll I city of San WIS OBISPO Status of General Plan Implementation Programs INTRODUCTION OVERVIEW The following schedules provide a concise yet comprehensive summary of the status of all General Plan implementation programs. As discussed in greater detail below, of the 389 individual implementation programs in the General Plan, 67% (258) of them are completed or have been integrated into the City's ongoing operations. Given the ambitious nature of our General Plan and its thirty-year "end-game" time horizon, we believe that this represents significant progress in achieving General Plan goals. All Elements:Program Implementation Status OR Of the remaining 33% (131) programs that ONGOWGP COMPLETED are not yet complete, we have classified 6% 67% NOT COMPLETED:33% -' ; (25) of them as being relatively easy to M . achieve from a resource perspective; 12% taLOwolmcwry (46) as being difficult to achieve; and 15% 6% (60 as being somewhere in between. 0Meduim ) g Df@wily ts% Report Focus: Why Report on the Status _ [3 High y of Programs? The City's General Plan is 12% composed of a "building block" hierarchy of goals, objectives, policies and programs. Goals and objectives are direction-setters. They -- describe desirable conditions and preferred outcomes as they are applied to specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific actions for their achievement. Objectives generally state an intermediate step toward attaining a goal. Policies are typically more specific statements that guide decision-making. Programs implement goals, objectives and policies. As such, monitoring the our progress in implementing General Plan programs is an excellent way of monitoring our progress in achieving General Plan goals and objectives. And for this reason, it is the focus of this report.. REPORT ORGANIZATION General Plan Element. The report first organizes each of the implementation programs into one of our ten General Plan elements(presented in the order shown in the General Plan Digest): ® Land Use (LU) E Safety (S) • Housing(H) N Conservation(CO) • Open Space (OS) N Energy Conservation (EC) ® Circulation(CI) ■ Parks and Recreation(PR) ® Noise (N) ■ Water and Wastewater(WW) Implementation Program Summary. A narrative summary is provided for each implementation program, referencing the specific General Plan Program number. (Each program is assigned a"line number" solely for easy internal reference within the report itself.) - 1 - Status of General Plan Implementation Programs- INTRobUbTION Lead Department. The lead responsible for implementing the program is presented. (In many cases, several departments work closely together in implementing the program; this simply indicates which department has the lead role in coordinating program implementation.) ■ Administration (ADM) ■ Parks and Recreation(P&R) ■ Community Development(CDD) ® Police (PD) ■ Finance (FII ) ® Public Works (PW) • Fire (FD) ® Utilities (UT) Implementation Status. All programs are organized into one of two major"status" categories: O If it's complete (or will be complete by June 2003) or has been integrated into City operations as an ongoing program, this noted with a "C" (complete) or an "O" (ongoing) in the first status column of the summary. For easy reference, within each element, completed programs are listed first in the summary, followed by those that are ongoing. © If won't be completed by June 2003 (or it's an ongoing program), then we have rated how difficult it will be to complete on an "order of magnitude" (qualitative) basis using the following coding; Low (L): Minimal staff effort and no consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. While this is a qualitative assessment by the lead department, this generally means that less than 80 hours of staff work or no consultant assistance will be needed to implement the program. Medium (M): Significant staff effort and/or some consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. Again, while this is a qualitative assessment by the lead department, this generally means between 80 to 500 hours of lead staff work and/or up to $25,000 for consultant assistance will be needed to implement the program. High (H): Major staff effort and/or consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. Generally this means that more than 500 hours of staff work and/or more than $25,000 for consultant assistance will be needed to implement the program. For easy reference, within each element, the incomplete programs follow those that are complete/ongoing, with the "low" difficulty programs listed first, followed by those that are "medium and high." Downtown Plan. The Conceptual Physical Plan for the City's Center(Downtown Plan) is not a General Plan Element. However, several of its programs are closely linked to the General Plan, and as such, the status of its programs are provided for supplemental information at the end of this report. It is organized in the same manner as the status report on General Plan program implementation. -2- Status of General Plan Implementation Programs INTRODUCTION C . FINDINGS General Plan Programs Status Summary. As noted above, 67% of the City's General Plan implementation programs have been completed or integrated into the City's day-to-day operations. The following is a more detailed summary of the status of General Plan implementation programs by element: Complete Difficulty to Complete Or Ongoing Low Medium High No. Pct No. I Pct No. I Pet No. I Pct Total Land Use 34 36° 8 9° 31 34° 19 21°/ 92 Housing47 88° 4 8°/ 2 4°/ 53 Open Space 36 62° 7 120 7 12°/ 8 14°/ 58 Circulation 44 6607 11°/ 13 20� 2 3°/ 66 Noise 4 1004 4 Safety 31 880/4 2 60 2 6% 35 Conservation 1763° 1 4°/ 3 11° 6 22° 27 Ener Conservation 11 850 2 15°/ 13 Parks and Recreation 31 820 7 18% 38 Water and Wastewater 3 1000 3 _. Total 1 258 1 670411 601 15;4F 46 J 12°/ 389 Resource Requirements. Based on our qualitative assessment of the resources need to complete the implementation of the remaining programs, the following is a "high-level assessment of the staff resources and consultant assistance that will ultimately be needed to complete these programs at some point: High-Level Resource Assessment Remaining Staff Effort Consultant Programs FTEs' Cost" Assistance Total Low Dfficulty 25 1.2 162,400 162,400 Medium 60 10.2 1,412,500 1,500,000 2,912,500 Hi h 46 27.1 3,734,100 3,450,000 711841100 Total 131 1 38.5 $ 5,309,000 $ 4,950,000 1 $ 10,259,000 Annual fulldime equivalent(FTE) "Includes salary, benefits and indirect costs But What's Their "Value?" These summaries show which programs remain undone, and the resources that would be needed to complete them. However, they don't address their relative value to the community compared with the effort that would be required to complete them. For example, it might be tempting to direct our resources to fmishing-up the "low difficulty" programs to get them off our plate. However, this should be weighed against the value likely to be derived. In this case, we might have a greater impact in improving the community's quality of life if we focused the same level of resources towards accomplishing a fewer number of"high -3 - Status of General Plan Implementation Programs INTRODUCTION value" (but relatively higher effort) programs. On the other hand, we would want to avoid undertaking high-effort but lower-value programs. In his book The Seven Habits of Highly Effective People, Stephen Covey presents a paradigm for assessing these "value versus effort" trade-offs, which can be summarized as follows in the context of allocating resources towards completing General Plan programs: 3 0 J Quadrant A Quadrant B Low Effort, High Value Low Effort, Low Value W O LL LL W Quadrant C Quadrant D High Effort, High Value High Effort, Low Value 01 2 High — Low VALUE In this model, we would want to first go to those programs falling in "Quadrant A:" low effort but high value. (These are the proverbial "low hanging fruit.") After this, Quadrants B and C are a"toss-up." However, in all cases, we would want to avoid any programs that might fall into Quadrant D. Ultimately, assessing the value of individual programs and directing resources towards completing them is the Council's decision (and in the final analysis, this what the City's goal- setting and budget process is all about.) However, the staff can prepare an"order of magnitude" assessment of those programs we believe would have the most near-term benefits relatively quickly if the Council believes that this would be helpful background information in the goal- setting process. Downtown Plan Programs As reflected in this summary (page 21), six of the fifteen Downtown Plan implementation programs have been completed or integrated into the City's ongoing programs. Of the remaining nine programs that are not yet complete,we have classified 3 of them as "medium" difficulty and six of them high." -4- M O L N a1 — O m = M - -^ W � Z 0 > LL 0 C O " 0 Q 3 � h O pJ J J t[ J CM F O W m c U ® o us UUUUUUUUUUUUUUUUUUUUUUOOoo00000000 000 yV0 rn J M O O r N r1:6 17 M 0) 0 J UD J > J f� N � J C D m Q y N M) (O N M CCiam E O a y y N m M UQ y V J a W > O -j -.1 C C m y O U) L OC LO O N <pO aL a' U O l0C Cl C a C y N .0 7 D 3 i C O` n m m m OCL O y m J y C C .L.. 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'7 (D W L `0 °C a y -C _ O C �1 r y @ m d a ° > 0 m —E m o • C O C p 0 U W fp/) a MO m N iA L C O) y m p N a C l`0 C R O C L 0 3 N ', O` 0 moa m c y > m � o � � m � E '0 t m � � m E c m O c � v C7 M vi --CL mycEcoiEEcoio 'd � NCr,c > >p � m � yr3 � ° '- ami - � c� Om .,. O c �0 y m C ? y y ` O p C U C 7 « C 7 Q m fA C .§ 0 7 .�„ O` m U a m N m C �: m L m m U C y N y m O a) d "°' _ 7 C c ° > ` y •° C V C m Cl 7 • m M m `mo 8M •-°EE M a) c � o E o p cci o C � � m c fO O ami ° ma m 00 0 m :° E m • o �>-, '> c3y 0mc myymy . m -0 LyayiEOcmL = EowCE ; m a m E 0 m e!S m C d O N -0 R' V O y O . m O N 0 E 7 .O y o U m ` C C W 7 C m Ca U) :. > O m O a L y 7 a ' 7 m C L y N E y �> C U 3 ' m a = maw r o L � � c c C y m o m c c a m Oo 0 � M '0 . m y y0U mdomM C0 ID (D eUa ;� cOCL € aU 'd c � m m m = C C m m m L O U > m a' C m O O m O O m C m m m — LC a mm � mmo in � 0 P4 a) 0Qm � cUm3 � ,emc ma) m W ` 0 y 0 C O y m N m .. .a .0 •M M Ca 3 x D a m -a C M � .2O U 7 0 'C Q 3 0 ;5 C w V a W m o m o . 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As presented in the "sidebar" chart, these improvements total about $621 million, with transportation improvements accounting for about two-thirds of these Long-Term CIP By Function: costs. $821,019,800 o wwk wu es o Amcc safety s% Key Assumptions ° General 1% 3% The following are key assumptions °oweflop,t s§ underlying the costs presented in this 2% �.;: ,s "" °TmsponaWn report: ' m ;. 64% m LeCiafe A- anarai ane 1. New Facilities Only. These costs soc�245 '�ea ' ' only reflect new improvements needed to support General Plan build- out, based on current policies, plans and goals in place today. Recurring, maintenance oriented-improvements, such as pavement maintenance, are not reflected in -' these costs. While they are significant, totaling about $4:5 million annually in the General Fund alone, these are incurred to adequately maintain what we already have in place today. This report focuses on the new facilities and infrastructure needed to support the City at build-out. 2. Not Just for "New Development" The improvements presented in this report are not needed just to support new development: in many cases, they address current deficiencies as well.. For example, under Parks and Recreation, we estimate that it will cost $80 million to achieve our General Plan standard of 10 acres of park per 1,000 residents for our existing population: including joint-use facilities, we currently have about 5 acres of park per 1,000 residents, which is only about half of our adopted goal. This means that in order to achieve this General Plan goal for our existing residents, we need to acquire and develop about 200 acres of parks. At $400,000 per acre for land and improvements, this results in a cost of $80 million. Another example is undergrounding existing utilities, which is estimated to cost$20 million. This is driven by the development in place today. 3. Funding Sources. The costs presented in this report do not address funding sources. In many cases, this will be the responsibility of new development. For example, under Parks and Recreation, we estimate that the cost of meeting the need for parks for new development (again, based on achieving the General Plan goal of 10 acres of park per 1,000 residents) is about $48 million. However, it is the City's policy that new development is responsible for this cost. Additionally, it is likely that grant sources will cover some of these costs, especially in the transportation area. And many of these projects will be financed through our enterprise funds, such as water, sewer and parking. In short, this report focuses on Long-Term Capital Improvement Plan 'INTRODUCTION presenting the "inventory" of improvements needed at some time in the future, as a starting point in the goal-setting process. Crafting funding solutions for implementation based on Council priorities is the next step in the process, and an integral part of the Financial Plan process. REPORT ORGANIZATION Function Groupings. The report organizes CIP project into the six major functional areas used in the City's Financial Plan: Public Safety Police Protection, Fire and Environmental Safety Public Utilities Water, Wastewater Transportation Streets, Pedestrian and Bicycle Paths, Creek and Flood Protection, Parking, Transit Leisure, Cultural and Social Services Parks and Recreation, Public Art Community Development Open Space Protection, Trails General Government Buildings, Information Technology Goal and Policy Links. For each project, the report shows the "goal or policy link" that is the basis for the project. In most cases, these links come directly from the General Plan, and the section number is provided. In others, the link may be to an adopted master plan. For virtually all projects,there is a link to a major policy document approved by the Council. Costs: High Level Estimates. In most cases, costs are "order of magnitude, reconnaissance level" estimates. Only in very few cases have we formally studied the project;and we have gone to the design phase in even fewer. As such, these represent the staff's best assessment of costs based on what we know today. SUMMARY In placing these projects in the context of the 2003-05 goal-setting and Financial Plan process, these costs — even at a "high lever' — provide an important starting place in assessing which of these projects should be a high priority over the next two years, given its likely cost and our tough fiscal outlook. -2- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description I Plan or Policy Link Cost PUBIJIGSAFETY Police Protection Police Headquarters Expansion Pendin Police Master Plan 3,000,000 Total Police Protection 3,000,000 Fire and Environmental Safe Equipment Water Tender Safety Element 104,000 Thermal Imaging Cameras 4 Safety Element 40,000 Prevention Inspector Vehicle Safetv Element 25,000 Fork Lift Safe Element 29,000 Fire Simulator Safety Element 350,000 Audio-Visual Equipment Public Outreach Safety Element 20,000 Pen Based/Tablet Computers Field Insectors Safety Element 18,000 Rescue Squad Safety Element 75,000 Facilities Pump Testing Pit Sta. 1 Safety Element 170,000 Warehouse Building Sta. 1 Safety Element 215,000 EOC/Instructional Facility Expansion Sta. 1 Safety Element 135,000 Car Port Sta. 1 Safety Element 150,000 Safe Access/ADA Ram Sta. 2 Safety Element 25,000 Rear Driveway Access Sta.4 Safety Element 50,000 Storage/Garage Sta.4 Safety Element 215,000 Total Fire and Environmental Safety 1,621,000 TOTAL PUBLIC SAFETY $ 4,621,000 -3 - LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description I Plan or Policy Link ICost PUBLIC UTILITIES Water Services Water Supply Water Reuse -Reclaimed Water Distrib Water Element, General Plan 16,000,000 Groundwater Development Water Element, General Plan 2,200,000 Water Treatment Master Plan Implementation Water Master Plan, October 2000, 3,400,000 prepared by Boyle Engineering. Water Distribution Master Plan Implementation Water Master Plan, October 2000, 2,135,000 prepared by Boyle Engineering Total Water Service 23,735 000 Wastewater Services Collection Tank Farm Lift Station/Sewer Improvements Wastewater Master Plan, Oct 2000 4,500,000 prepared by Brown and Caldwell. Calle Joaquin Lift Station Wastewater Master Plan, Oct 2000 900,000 prepared by Brown and Caldwell. Silver City Lift Station Wastewater Master Plan, Oct 2000 180,000 prepared by Brown and Caldwell. Treatment and Reclamation Master Plan Implementation (plant Wastewater Master Plan, Oct 2000 11,000,000 improvements to meet General Plan o prepared by Brown and Caldwell. Total Wastewater Service 16,580,000 TOTAL PUBLIC UTILITIES $ 40,315,000 -4- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description I Plan or Policy Link Cost TRANSPORTATION Streets New Roads Prado Road -Broad to Hi uera Circulation Element A.1 9,650,000 Prado Road - Hi uera to US 101 Circulation Element A.1, B.4 750,000 Buckle Road: Extend from Vachell to Hi uera Circulation Element A.3 2,000,000 Bullock Lane-extend to Tank Farm Road Circulation Element A.4 1,500,000 Sacramento Drive-extend to Orcutt Road Circulation Element A.5 750,000 Bishop Street: Extend across UPRR to Broad Circulation Element A.6 12,000,000 Santa Fe Rd: Connect with future Prado Rd Circulation Element A.7 5,400,000 Road Widening Projects Hi uera Street- High to Marsh Circulation Element B.1 3,500,000 Orcutt Road- Broad to Johnson Circulation Element B.2 1,500,000 Tank Farm Road-S Hi uera to Broad Circulation Element B.3 4,000,000 South Hi uera- Madonna to Prado Road Circulation Element B.5 500,000 LOVR-Madonna to US 101 Circulation Element B.6 2,500,000 Santa Rosa Street-Olive to Foothill Road Circulation Element B.7 3,000,000 Santa Barbara Street- Upham to Broad 600,000 Santa Barbara Street: Leff to Upham 250,000 Freeway Interchanges Prado Road Interchange Circulation Element C.1 13,000,000 LOVR Interchange Circulation Element C.2 15,000,000 Route 101/HWY 1 Santa Rosa Circulation Element C.3 32,000,000 Broad Street/US 101 (Ramp Modifications Circulation Element CA 1,500,000 Madonna/Hwy 101 Reimbursement Transportation Impact Fee Study, 1994 703,800 Hi uera Reimbursement: Madonna to High I Transportation Impact Fee Study, 1994 240,000 Other Street Projects Monterey Street-Santa Rosa to Grand Circulation Element D.1 2,500,000 Orcutt Road Grade Separation at UPRR Circulation Element D.2 14,000,000 Prefumo Canyon Road - Landscaped median Circulation Element D.3 400,000 Broad Street Dogleg Circulation Element D.5 350,000 Misc. Congestion relief projects Circulation Element 2,000,000 Briaolara Soundwall Circulation Element 750,000 Neighborhood Traffic Management Circulation Element, LU 2.1.3. 800,000 Traffic Safety Mitigation Circulation Element 700,000 LOVR Landscaped Medians Circulation Element 550,000 Broad Street Corridor Enhancement Circulation Element 1,000,000 Santa Rosa Street Corridor Enhancement Circulation Element 1,500,000 Foothill Road Corridor Enhancement Circulation Element 1,500,000 Undergrounding of overhead Utility Lines Circulation Element 20,000,000 Traffic Model Update(every 5 ears Circulation Element 7.8 200,000 Citywide Trip Reduction Program Circulation Element 700,000 Circulation Element Update(every 5 ears Circulation Element 200,000- City assistance: neighborhood improvements Housing Element 7.3.3 5,000,000 Ongoing Traffic Monitoring: $20,000 annually Circulation Element 7.6 1 400,000 -5 - LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description Plan or Policy Link Cost Traffic Signals, Street Lights&Signals New Traffic Signals 1 every 2 ears Circulation Element 1,500,000 Traffic Signal Modifications $40,000/ ear Circulation Element 800,000 Traffic Signal System upgrade Circulation Element 750,000 Video Detect/Surveillance Circulation Element 1,000,000 Traffic Signal Communications Circulation Element 1,500,000 Downtown Street Lights/Signal Pole Painting Circulation Element 500,000 New Street Lights $15,000/ ear Circulation Element 300,000 Street Light Modifications Circulation Element 300,000 Downtown Pedestrian Signals Improvements Circulation Element, CC action 300,000 Model air pollution behavior/educate public Circulation Element, LU 1.18.1 60,000 Billboard Removal Program Circulation Element 14.11 2,000,000 Develop Transportation Work Program Circulation Element 15.12 60,000 Acquire 975 Broad Street, Extend SLO Creek Path west of Ni omo Circulation Element 2,000,000 Crosswalk Lighting Systems Circulation Element 250,000 Bridge Replacements Marsh St. - SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 1,300,000 Broad St.-Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 400,000 Broad St.-SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 750,000 Niporno St.-Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 500,000 Chorro St. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 300,000 Morro St. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 550,000 Bianchi Ln. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 750,000 California Ave. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 1,700,000 Marsh St.-SLO Creek 101 IC Land Use Element 6.4.6E, OS 3.2.1 E 3,500,000 MurraySt.-Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 550,000 Chorro St. -Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 700,000 Prado Rd. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 1,300,000 Johnson Ave. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 800,000 Total Streets 187,313,800 Creek and Flood Protection Cuesta Park Detention Facility Safety Element 1.1 F, LU 6.4.3F, OS 3.2. 8,000,000 Mid-Hi uera Bypass Channels Safety Element 1.1F, LU 6.4.3F, OS 3.2. 3,900,000 Elks Lane Bypass Channels Safety Element 1.1F, LU 6.4.3F, OS 3.2. 9,500,000 Stenner Creek Bride Replacements Safety Element 1.1 F, LU 6.4.3F, OS 3.2. 2,000,000 Channel Modifications near LOVR Safety Element 1.1 F, LU 6.4.3F, OS 3.2. 5,000,000 Total Creek and Flood Protection 28,400,000 Pedestrian and Bicycle Paths Pedestrian Adopt a pedestrian transportation plan Circulation Element, CI 4.7 55,000 Complete community sidewalk system $100,000/ ear Circulation Element, Cl 4.8 2,000,000 Continue program of replacing existing curbs with handicapped rams $25k/ ear Circulation Element, CI 4.9 500,000 Repave Pedestrian Crossings and install pedestrian Bulb outs Circulation Element 500,000 Monterey Street Civic Center Plaza Installation Circulation Element 250,000 Garden Street Makeover Circulation Element DA 300,000 Mondalban St. Bike-Ped Bride Approved SHA Grant 187,000 South Hi uera Street Sidewalks Approved STIP Grant 325,000 Complete Downtown Mission-Style Sidewalks I Downtown Plan; Resolution No. 9114 4,000,000 -6- � I LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description Plan or Policy Link Cost Bicycle Paths Bob Jones Trail Prado to LOVR 2002 Bike Plan 2,200,000 Prado Road Bike Bridges 2002 Bike Plan 500,000 Bob Jones Trail Elks to Prado 2002 Bike Plan 1,500,000 Bob Jones Trail Madonna to Elks 2002 Bike Plan 1,200,000 Elks Lane Parallel Bike Bride 2002 Bike Plan 350,000 Bob Jones Trail Marsh to MadonnaF 2002 Bike Plan 1,400,000 Madonna Road Underpass 2002 Bike Plan 150,000 Bob Jones Trail LOVR to Barn) .2002 Bike Plan 500,000 Prefumo Arm Calle Joaquin to Madonna 2002 Bike Plan 930,000 Madonna Road Bridge to Laguna Park 2002 Bike Plan 1,600,000 Railroad Bike Path De of to Marsh 2002 Bike Plan 2,600,000 Railroad Bike Path Marsh to Hathaway) 2002 Bike Plan 6,400,000 Railroad Bike Path (Hathaway to Foothill 2002 Bike Plan 350,000 Railroad Bike Path Foothill to Campus) 2002 Bike Plan 155,000 Railroad Bike Patti Foothill Bride 2002 Bike Plan 1,700,000 Path NonntOrcutt to Laurel 2002 Bike Plan 130,000 Path Along Creek to Southwood 2002 Bike Plan 350,000 Railroad Bike Path Laurel to Tank Farm 2002 Bike Plan 1,100,000 Bridge Over Tank Farm Road 2002 Bike Plan 1,500,000 Bridge Over RR Fairview 2002 Bike Plan 200,000 Underpass at.Industrial Way 2002 Bike Plan 550,000 Bridge From S. Park to Lawrence Drive 2002 Bike Plan; 2001-03 Financial Plan 3,100,000 Railroad Bike Path (High to Roundhouse 2002 Bike Plan 230,000 RR Bike Path Roundhouse to McMillian 2002 Bike Plan 720,000 Acatia Creek BP Rockview to SFC 2002 Bike Plan 600,000 Acatia Creek BP SFC to Tank Farm 2002 Bike Plan;AASP 250,000 Acatia Creek Underpass @ SR 227 2002 Bike Plan 350,000 Union Oil Prop BP (Tank Farm to Buckle 2002 Bike Plan; AASP 1,500,000 Buckley Road Path Broad to Vachell 2002 Bike Plan;AASP 3,300,000 Tank Farm Crk. BP Tank Farm to Vachell 2002 Bike Plan; AASP 1,400,000 Morro Street BB Santa Barbara to Pismo 2002 Bike Plan. 50,000 South Street Wiidenin for BP 2002 Bike Plan 50,000 Bikeslot at California-Foothill 2002 Bike Plan 155,000 Bikeslot at South-Broad 2002 Bike Plan 136,000 Bikeslot at S.Hi uera-LOVR 2002 Bike Plan 200,000 Bike Path Flora to RAM) 2002 Bike Plan 300,000 Laguna Lake Park to Foothill 2002 Bike Plan 1,600,000 Marsh Street Interchange Mods 2002 Bike Plan 300,000 South Hills Path (Margarita Area toExposition) 2002 Bike Plan; MASP 1,500,000 Total Pedestrian and Bicycle Paths 49,223,000 -7- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description I Plan or Policy Link Cost _ Parkin NARF Parking Access and Parking Management Plan 30,000,000 Parking Meter Replacement Access and Parking Management Plan 250,000 New Parking Structure 1 every 5 ears Access and Parking Management Plan 40,000,000 New Parking Lot acquisition Access and Parking Management Plan 6,000,000 Structure Equipment Update $150k/eve 5 ears Access and Parking Management Plan 600,000 Structure Repainting $1 50k/every 5 ears Access and Parking Management Plan 600,000 New Meter Installations-E/o Santa Rosa Access and Parking Management Plan 50,000 Meter&Citation Software Upgrade(every 5 ears 400,000 PDR Activities $50k/ ear Access and Parking Management Plan 1,000,000 Palm/Morro Debt Repayment Access and Parking Management Plan 16,852,000 Marsh Street Expansion Debt Repayment Access and Parking Management Plan 7,650,000 Marsh#1, Palm St Debt Repayment Access and Parking Management Plan 7,500,000 Enforcement Vehicle replacement Access and Parking Management Plan 100,000 Access and Parking Management Update $50,000 Circulation Element 12.4, Access and every 5 years Parking Management Plan 200,000 Circulation Element 12.6,Access and Develop Downtown Park and Ride Lots Parking Management Plan 2,000,000 Elastomeric roof of Marsh Expansion roof Access and Parking Management Plan 80,000 Additional Enforcement Vehicle Access and Parking Management Plan 25,000 Sedan-Pick up replacement Fleet Replacement Policy 40,000 Gana a Maintenance$50k every5 ears Access and Parking Management Plan 200,000 Total Parkin 113,547,000 Transit capital Bus Stop Improvements $20,000/ ear Short Range Transit Plan 400,000 Bus Replacements 3 every 3 ears Short Range Transit Plan 6,500,000 NARF-Transit Short Range Transit Plan 2,500,000 RTC Transfer Point Upgrade Short Range Transit Plan 500,000 Major Bus Engine/Transmission Replacement Short Range Transit Plan 1,000,000 Freight Warehouse Rehabilitation Short Range Transit Plan 1,300,000 Automatic Vehicle Location System Short Range Transit Plan 200,000 Capital Costs of Contracting $50k/ ear Short Range Transit Plan 1,000,000 Vehicle Electronic Headsi ns Upgrade Short Range Transit Plan 250,000 Voice Enunciation System Short Range Transit Plan 250,000 FTA Security Improvement Requirements 250,000 Transit Scheduling Software Short Range Transit Plan 60,000 Bus Yard Concrete Resurfacing Short Range Transit Plan 200,000 Automatic Bus Washer Short Range Transit Plan 250,000 Expand Bus Yard 3,000,000 Planning Short Range Transit Plan Update(every 3yrs) Short Range Transit Plan 195,000 Long Range Transit Plan Update(every 5yrs) Short Range Transit Plan 160,000 Total Transit 18,015,000 TOTAL TRANSPORTATION $3967498,800 -8- LONG-TERM CAPITAL IMPROVEMENT PLAN Pro ect Descrltion I Plan or C , Polic Link Cost. . � b • _ r• r-.ytra r Xz rs:.•,,.Y. "-u_y"' �y s`..G � 3'".�t�.r �"ss-t » xi -r r-." ..,e't e. ;y;; r':- aF'• aParks arld CfedtlOR 'r_. .: sS_ : _z;-L c:.' 3C- a Tt4 aw^ " u. " a . :tl . Laguna Lake Park Master Plan Parks and Recreation Element 2.55.2 2,000,000 Mar-arita Are NIH Park MASP/Parks&Recreation Element 2.53 2,500,000 Orcutt Area N/H Park GASP/Parks& Recreation Element 2.53 2,500;000 Other Parks to Meet 10 acres/1,000 residents goal Current population(44,000):Short 200 acres Parks and Recreation Element 2.1.1 _ 80,000,000 Future population 06,000:120 acres(less costs above) Parks and Recreation Element 2.1.1 43,000,000 Mini Parks Parks and Recreation Element 2.40 500,000 Bocci Ball Parks and Recreation Element 2.40 150,000 Sinsheimer Park Master Plan Parks and Recreation Element 2.56.2 _ 1,500,000 Community Facility in City Hall Annex Parks and Recreation Element 2.54 500,000 Community Center Parks and Recreation Element 2.54 6,000,000 Therapy Pool Parks and Recreation Element(2.54L_ 600,000 Senior Center/Conversion to.Arts Center Parks and Recreation Element 2.54 500,000 Meadow Park Upgrades Parks and Recreation Element 2.54 150,000 Sand Volleyball Facility Emerson Park Parks and Recreation Element 2.57.5 100,000 Parks and Recreation Element; 2001-03 Swim Center Sand Filters Financial Plan 350,000 Golf Course I Parks&Recreation Element(1.33.2=1—=200,000 Total Parks and Recreation 1 140,550,000 �w 'is iA i Cultural Se labs +?�,,.vc:aa,: °..-...ft.F4.wrr^'e Adobe Restoration Parks and Recreation Element (2.57.5 3,000,000 Public Art @ 1% of CIP Costs I Art in Public Places Policy 6,200,000 / I Total Cultural Services 9,200,000 I TOTAL LEISURE, CULTURAL AND SOCIAL SERVICES 149,750,000 C -9- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description I Plan or Policy Link Cost COMMUNITY DEVELOPMENT Natural Resources Open Spare Acquisition,Trail Development Open Space Element 9,850,000 Total Natural Resources 9,850,000 TOTAL COMMUNITY DEVELOPMENT 9,850,000 - 10- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Descripton I Plan or Poligj Link Cost GOVERNMENTGENERAL Information Systems Document Management IT Strategic Plan, March 2001 650,000 E-Govemment IT Strategic Plan, March 2001 250,000 Technology Mgt Tools/Security Improvements IT Strategic Plan, March 2001 225,000 Technology Infrastructure Improvements IT Strategic Plan, March 2001 813,000 Storage Area Network IT Strategic Plan, March 2001 300,000 Parks and Recreation Software IT Strategic Plan, March 2001 150,000 Radio System Improvements IT Strategic Plan, March 2001 3,364,000 Telemetry System Improvements IT Strategic Plan, March 2001 1,558,000 Total Information Systems 7,310,000 GeoData Services Aerial Photos(every four ears GIS Implementation Plan 200,000 Plotters and Scanners (every four ears GIS Implementation Plan 100,000 Servers-Web and GIS(every four ears GIS Implementation Plan 75,000 Total GeoData Services 375,000 Bufldin s Conceptual Physical Plan for City Ctr; City Hall Expansion Facilities Master Plan: 1988-2010 12,000,000 Corp Yard Admin Building Reconfiguration Facilities Master Plan, 1998-2010 300,000 Total Buildings 12,300,000 TOTAL GENERAL GOVERNMENT $19,985,000 FUNCTIONSUMMARY BY Public Safety 4,621,000 Public Utilities 40,315,000 Transportation 396,498,800 Leisure, Cultural and Social Services 149,750,000 Community Development 9,850,000 General Government 19,985,000 Total $621,019,800 - 11 - council McfingD.w 12-10-02 /" . acEn6A RepoRt Imn N.mbn CITY OF SAN LUIS OBISPO FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance )Mfi SUBJECT: GOAL-SETTING PROCESS FOR 2003-05 CAO RECOMMENDATION Approve the goal-setting process for 2003-05. DISCUSSION Background On September 3, 2002, the Council approved the goal-setting and Financial Plan schedule for 2003-05, including the conceptual approach to Council goal-setting as part of this process. Under this approach, we will continue using a multi-year budget that begins with the Council setting goals for the most important things for the City to accomplish over the next two years. Based on our experience over the past twelve years, this has been a successful process in assuring that the fundamental purpose of the City's budgetary process is achieved: linking what we want to accomplish for our community over the next two years with the resources necessary to do so. Summary of Significant Changes The proposed goal-setting process for 2003-05 will has three key differences from 2001-03: 1. More Opportunities to Participate at the Community Forum. There will be one-to-one discussions, group discussions by topical area with City staff members as information resources, reports back to all attendees, a feedback form for each participant to identify desirable options and an opportunity for any additional comments individual participants may wish to make. This will encourage a broader range of participation and more emphasis upon participants learning from one another. 2. Prioritization of Carry-Over Activities As Well As New Ones. As the Council budget workshop on November 15 highlighted, there are significant carry-over items from the current listing of major City goals. Prioritization of these items as well as potential new items will be part of the process. Thus, Council Members will look at the "whole plate"— how they want to prioritize what's next with the items already on the plate, as well as what they might wish to add. This will give a more complete picture of the City's priorities. 3. Examination of Potential Revenue Enhancements and Cost Reductions. In light of anticipated fiscal constraints, the discussions with both the public and the Council will v include opportunities to comment about the desirability of potential revenue enhancements and/or expense reductions that may be necessary to balance the budget. it 1 Goal-Setting Process for 2003-05 Page 2 We believe that the net results of these improvements will be a clearer and more complete picture of the community's preferences for the City's finances. Two-Step Approach With the November 15 "Setting the Table"workshop as a foundation,we again recommend using a "two-step" approach to the Council goal-setting process. As previously approved by the Council, Don Maruska will serve as our facilitator at both workshops. 1. Community Forum. Held on the evening of Tuesday, January 14, the purpose of this forum is to solicit suggested goals and work programs from Council advisory bodies, community groups and interested individuals. In notices sent to these groups, we have requested that written suggestions be provided to us by January 3, 2003. To ensure that adequate space is available for this workshop, it will be held in the Auditorium and adjacent rooms at Laguna Middle School. 2. Council Goal Setting Workshop. Following the receipt of written and oral comments at the January 14 Community Forum, the Council goal-setting workshop will be held on Saturday, February 1, in the City/County Library Community Room. Goal-Setting Process Exhibits A, B and C describe the proposed objectives, guidelines, schedule and roles for both the community forum and goal-setting workshops, summarized as follows: Community Forum The January 14 community forum is intended to solicit suggestions from Council advisory bodies, community groups and interested individuals on proposed City goals and fiscal issues. City staff will summarize the results of the forum and distribute them to the Council by Monday, January 21, 2003. Council Goal Setting Workshop At the all-day February 1 workshop, the Council will review the consolidated summary of goals presented by Council members to ensure clarity, completeness and understanding; and then narrow the list to finalist goals that are supported by at least three Council members. After this step, the staff will prepare a final listing that the Council can use in prioritizing goals. In 2001- 03, the Council used a pinking system of 5 through 1 for each candidate goal, summarized as follows: 5—Most important,highest priority for City to achieve over the next two years. 4—Very important goal to achieve. 3—Important goal to achieve. Note: At the 12-10-02 meeting, the 2—Address if resources are available. Council added a "0" category. 1—Defer to 2005-07 for consideration. Depending on the number of candidate goals, total points available to individual Council members has ranged in the past from 50 to 75—about 3 points per candidate goal. For example, Goal-Setting Process for 2003-05 Page 3 if there are 15 goals in the final listing, then 50 points might be about right; if there are 25, then 75 might be appropriate. Staff will summarize the results of the Council's ranking during a break at the workshop. Based on our past experience, it is likely that three priority"tiers"will emerge from this process: 1. Major City Goals. These represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources to accomplish them should be included in the 2003-05 Financial Plan. If the work program approved by the Council for a Major City Goal is not included in the CAD's Preliminary Financial Plan, compelling reasons and justification must be provided as to why resources could not be made available to achieve this goal. 2. Other Important Goals. Goals in this category are important for the City to accomplish, and resources should be made available in the 2003-05 Financial Plan if at all possible. 3. Address As Resources Permit. While it is desirable to achieve these goals over the next two years, doing so is subject to current resource availability. The goal-setting process also will elicit the Council's interests in potential revenue enhancement and service reduction possibilities in order to support desired goals, especially in light of the very tough fiscal outlook facing the City. If needed, continued consideration of goals for 2003-05 is scheduled for the next regular Council meeting following the workshop (February 4, 2003). Council Homework Assignment Provided in Exhibit D is the Council's "homework assignment" for the February 1 workshop. It requests that Council members prepare and submit their seven candidates for Major City Goals by Friday, January 24. These will then be consolidated with other Council member goals based on common themes and distributed to all Council members on Tuesday, January 28 for review and consideration before the workshop. Major City Goal Criteria Provided in Exhibit E is the suggested "criteria for major City goals" which have been used by the Council.for the past ten years. Extensive Notification We have made extensive efforts to invite community and advisory body participation in this process, including: 1. An extensive series of briefings and follow-up reminders with advisory bodies on their important role in the process. New for 2003-05, this include a two-step process that provided each advisory body with an opportunity to review the "first round" draft goals from all other advisory bodies before finalizing their recommendations to the Council. Goal-Setting Process for 2003-05 Page 4 2. Notices to over 200 community groups and interested individuals inviting them to submit written suggestions and participate in the community forum. 3. "Community Budget Bulletin" inserts in our utility bills requesting goal suggestions from our citizens and inviting them to participate in the community forum. This will reach about 14,000 households. 4. Notice in our Winter parks and recreation class brochure about the goal-setting process. 5. Display ads will be run in January in The Tribune and New Times. Goal-Setting Workshop Notebooks To help organize all the background information that Council members will receive as part of this goal-setting process, notebooks will be distributed by Tuesday, January 7, 2003 with the following twelve sections: 1. Agendas for the January 14 community forum and February 1 goal-setting workshop. 2. Status of current goals and objectives. 3. Likely carryover goals and"spin-off'tasks from 2001-03 into 2003-05. 4. Suggested goals received by January 3 from community groups and interested individuals (additional submissions received after this date will be distributed to the Council in a three- hole punch format for inclusion in the notebook). 5. Suggested goals received from Council advisory bodies by January 3. 6. Responses from the "Community Budget Bulletin" survey as of January 3 (additional submissions received after this date will be distributed to the Council in a three-hole punch format for inclusion in the notebook, along with an updated summary). 7. Results from the May 2000 Citizen Survey. 8. Five-Year Fiscal Forecast(presented to the Council on December 10,2002). 9. Summary of results from the January 14 Community Forum(to be distributed by January 21). 10. Consolidated Council member goals(to be distributed by January 28). 11. Other background information such as the 2003-05 Financial Plan schedule, Budget-in-Brief, selected materials from the "Setting the Table" workshop held on November 15, outlines for the community and goal-setting workshops, Council homework assignments, criteria for major City goals and Financial Plan policies. 12. Notes and space for other supplemental materials that the Council may receive. Council Goal Work Programs: Major City Goals After the Council finalizes goals and objectives for 2003-05, the staff will prepare detailed work programs for each of the Major City Goals. Based on past experience, it is important for the Council to reach consensus not only on the objective for Major City Goals, but also on the program, action plan and resources that will be needed to accomplish it as well. Unless the staff fully understands the scope and timeframe that the Council intended, we cannot identify needed Goal-Setting Process for 2003-05 Page 5 ' resources; and without this understanding, the Preliminary Financial Plan may significantly over (or under) fund the desired work effort. In short, before the staff begins to build the Preliminary Financial Plan around Major City Goals, it is essential that we have a clear understanding of what the Council hopes to achieve with each Major City Goal over the next two years. Accordingly, the purpose of each work programs is to: 1. Define and scope the adopted goal. 2. Ensure that there is a clear understanding of the goal so appropriate resources are allocated, and progress can be measured in achieving it. This is especially important in the case of objectives where fully achieving the goal is likely to extend well beyond the two-year Financial Plan period. However, we can measure progress— and our success in accomplishing the goal—by clearly defining the specific actions we plan to undertake over the next two years. We plan to present the work programs for Major City Goals to the Council on Thursday, April 10, 2003. As discussed above, programs and projects related to goals in the other two priority categories will be reflected (and highlighted) in the Preliminary Financial Plan. Goal-Setting Calendar The following summarizes key dates leading to the February 1 goal-setting workshop: Council Goal-SeWng Calendar When What Friday,January 3 Finance receives suggested goals from advisory bodies, community groups and interested individuals. Tuesday,January 7 Council receives goal-setting notebooks. Tuesday,January 14 Council holds community forum. Tuesday,January 21 Council receives written results from community forum. Friday,January 24 Council members submit goals to Finance. Tuesday,January 28 Finance distributes consolidated goals organized by similar themes. Saturday,February 1 Council holds goal-setting workshop. Next Steps The Financial Plan calendar approved by the Council on September 3, 2002 is provided in Exhibit F. After the goal-setting workshop, key dates in the budget process include: Goal-Setting Process for 2003-05 Page 6 Rem ai zln Ley Dates when I What Tuesday, February 4 Follow-up to Council Goal-Setting, If Needed. Continued Regular Meeting consideration of goal-setting at the next regularly scheduled Council meeting following the February 1 workshop if needed. Monday,February 18 Mid-Year Budget Review. Consider the City's fiscal status at the mid- Regular Meeting point of the fiscal year and make appropriation adjustments as necessary. Thursday, April 10 Major City Goal Work Programs. Review and approve detail work Special Budget Workshop programs to accomplish major City goals; provide other budget direction as needed. Thursday, May 15 Preliminary Financial Plan. Receive 2003-05 Preliminary Financial Plan and Appendices A&B: Significant Operating Program Changes and Capital Improvement Plan(CII')Projects. Thursday, May 22 Budget Workshop. Review the Financial Plan and consider General Special Budget Workshop Fund operating programs. Tuesday,May 27 Budget Workshop. Consider General Fund CIP projects. Special Budget Workshop Thursday,May 29 Budget Workshop. Consider Enterprise Fund operating programs, CIP Special Budget Workshop projects,revenue requirements and rates. Tuesday, June 3 Budget Workshop. Continue to discuss and receive public comment Regular Meeting on the Preliminary Financial Plan. Tuesday,June 17 Public Hearing. Continue to discuss and receive public comment on Regular Meeting the Preliminary Financial Plan; adopt the budget. SUMMARY Council goal-setting is an important "first step" in the City's Financial Plan process. In fact, it is important to stress just this fact—it is the beginning of the budget process, not the end. Setting goals—and subsequently approving work programs for major City goals—is not adoption of the budget. As reflected in the budget schedule above, this will not occur until June 2003, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings. EDITS A. Outline for Community Workshop (January 14) B. Outline for Council Goal-Setting Workshop (February 1) C. Guidelines for Council Members During the Goal-Setting Process D. Form for Council Members to Submit Candidate Goals E. Criteria for Major City Goals F. Financial Plan Calendar ..rr. `�,Tr"�. 'aa"��i'� j�e�- s.:4' rxa.`.1 ' '�•r .. ..;...t .� ..�.`.;,,,�;;m o}�— kt`zte "T`.r G:Finance/Budget Folders12003-05 Financial Plan/Council Goal-Setting/Council Agenda Reports/Goal-Setting Process Exhibit A Community Forum 6:30 p.m.-9:30 p.m. Tuesday, January 14, 2003 Laguna Middle School 6:30 Welcome Mayor 6:35 Process, Current Goals, and Fiscal Outlook CAO 7:00 Public Discussion—Each attendee writes suggestions for goals on sheets of paper. Each person then finds some one,whom he or she does not know well, reads partner's goal, asks "Why is this goal important to you?" and writes response. 7:20 Group Discussions by Budget Topics– 1) attendees post their goals on the appropriate wall space of the meeting space for the topic and cluster similar ideas together, 2) City staff discuss links-with current programs, and 3)participants explore alternatives, revenue enhancement and service reduction-possibilities and summarize results. [City staff serve as facilitators.] 8:10 Brief Report from Each Group (with individual comments where desired for clarification) 8:50 Discussion of Revenue Enhancement and Expense Reduction Options 9:20 Participants Complete Summary Feedback Form 9:30 Participation Prizes and Close Preparation • Prepare handouts on budget process and fiscal forecast to expedite review. • Provide poster boards for each of the major budget categories with current and continuing program activities and budget allocations. • Set up the room with a gathering area for each of the budget categories. • Assign staff members to facilitate group discussions. • Prepare summary feedback form for attendees to note suggested priorities and recommendations. • Give participants coupons for final prize drawings (City t-shirts, mugs, etc.) to reward those who stay to discuss issues with their neighbors. Outline of Summary Feedback Form • List most desired new initiatives • Write most important current goals to continue. • Indicate which revenue enhancements, if any,deserve further consideration • Identify potential areas to consider service reductions, if needed, to balance the budget. Exhibit B Council Goal-Setting Workshop 8:30 a.m.-4:00 a.m. Saturday, February 1, 2003 City-County Library Community Room 8:30- 9:00 a.m. Refreshments 9:00- 9:05 a.m. Welcome and Introductions Mayor 9:05 - 9:10 a.m. Purpose, Process & Guidelines Facilitator 9:10—Noon Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Discuss Revenue Enhancement or Service Reduction Possibilities [staff writes candidate goals on flip charts] Noon— 12:15 p.m. [Council may accept further comments from the public that have not been previously presented] 12:15 — 1:15 Lunch Break [staff compiles candidate goals] 1:15 - 2:15 p.m. Discuss and Weight the Goals Council Clarify Goal Statements Each Member Prepares a Written Ballot Ranking the Goals 2:15 - 3:15 p.m. Tabulate Results Staff 3:50 - 4:00 p.m. Review and Identify Major City Goals Council 4:00-4:30 p.m. Discuss Next Steps Council/Staff Preparation • Staff compiles and distributes composite list of candidate goals to Council members • Staff prepares a template for Council ballot sheet • Assign staff to record goal statements as Council formulates them Exhibit C Suggested Guidelines for Council Members During the Goal-Setting Process 1. Encourage advisory boards, community groups and citizens to submit written comments about desired goals. 2. Invite citizens to participate in Community Forum and to listen and learn from their neighbors. 3. Receive comments from community and acknowledge their input without prematurely expressing your point of view. 4. Assure the community that you are willing to listen openly to all perspectives. 5. Focus your submission of suggested goals on a short list of key priorities to target City resources. 6. Avoid publicizing your submission of suggested goals. Let staff compile your submissions verbatim into a composite list of goals by category without identification of who made each suggestion. This enables you to see the whole picture. 7. Give yourself flexibility by not publicly staking positions in advance of the February 1` Council Goal-Setting Workshop. 8. Use this process as a way to learn from citizens and Council colleagues about what's important. 9. Explore areas where the Council can come together for positive action. 10. Recognize that this is an important step, but only the first step, in the planning and budgeting for the next two years. I Exhibit D.1 Council Member Candidate Major City Goals Please write your 7 candidates for Major City Goals below and submit them to Finance by January 24, 2003. Finance will then compile a verbatim, composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of the submissions and discuss them at the Council Goal-Setting Workshop before staking a position. Electronic versions of this form will be provided to you. O 0 0 Exhibit D.2 Possible Measures to Achieve the Goals and Balance the Budget Potential Revenue Enhancements for Further Consideration. Please list any revenue enhancement opportunities (fee increases, tax measures, etc.) that you would like the Council to discuss at the February 1 goal-setting workshop. Potential General Fund Service Reductions for Further Consideration. In the event that expense reductions become necessary to balance the budget, in which areas would you like the staff to assess the possibilities? Please check off any that you'd like considered. Public Safety Community Development Neighborhood and Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Community Promotion Transportation 0 Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ General Administration ❑ Sidewalks ❑ Human Resources/Risk Management ❑ Traffic Signals and Signs ❑ Financial Management ❑ Street Lights ❑ Information Technology ❑ Creek and Flood Protection ❑ Building Maintenance Leisure, Cultural& Social Services ❑ Fleet Management ❑ Recreation Programs Other Services ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Trees ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ ( 1 Exhibit E Criteria for Major City Goals 1. Be legitimate to our beliefs (real, supported). 2. Agreed upon by a Council majority. 3. Reduced in number for comprehension, communication and focus. 4. Set forth in one document—the Financial Plan. 5. Be clear and understandable. 6. Established as a high priority and a real commitment. 7. Translated into the objectives of employees at all levels of the organization. 8. Created within a supportive atmosphere where participants are not afraid to state their suggestions for improving goals or objectives. 9. Accepted to the point where resistance to them is reduced or eliminated. i Exhibit F 2003-05 Financial Plan Schedule When What August 21, 2002 ■ Mayor and CAO send letter to Council advisory bodies on their role in the budget process. September 3,2002 ■ Council approves 2003-05 Financial Plan process and calendar. November 1, 2002 ■ Finance sends letters requesting participation in goal-setting process from advisory bodies, community groups and interested individuals; and begins inserting Community Budget Bulletins in utility bills. November 15,2002 ■ Special Budget Workshop. Council holds study session on the status of General Plan programs; long-term capital improvement plan (CII'); status of Major City Goals, other objectives and CIP projects;and general fiscal outlook for 2003-05. December 10,2002 ■ Special Budget Workshop Council considers Financial Plan organization and policies;reviews annual financial report for 2001-02; considers results of five-year fiscal forecast; and finalizes goal-setting process. January 3,2003 ■ Finance receives written comments from advisory bodies, community groups and interested individuals. January 5,2003 ■ Finance holds budget"kick-off'briefing; issues Budget Instructions. January 14,2003 ■ Special Budget Workshop. Council holds community forum. February 1,2003 ■ Special Budget Workshop. Council holds goal-setting workshop: discusses candidate goals presented at January 14 workshop; discusses Council member goals distributed on January 27; prioritizes and sets major City goals. February 4,2003 ® Council finalizes goals and priorities. February 18,2003 ■ Council considers mid-year budget review. March to May 2003 ■ Departments submit budget requests. ® Budget review team analyzes requests and meets with departments. ■ CAO finalizes budget recommendations. April 10,2003 ■ Special Budget Workshop. Council approves goal work programs. May 15,2003 ■ Finance issues preliminary budget. May 22,27,29,2003 s Special Budget Workshops. Council holds evening budget workshops: • May 22: Financial Plan overview and General Fund operating programs. • May 27: General Fund CIP projects. • May 29: Enterprise Fund programs,CIP projects and rates. May 28,2003 ■ Planning Commission reviews CEP for General Plan consistency. 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Lid - - ^ ^ - ^ ^ - .- G IL co y o a 0 --g o 0 0 o e e o e o o e e e e e { e 0 e e e C pp oe e e o e o o e e e e e e C e M - rv0000v, - v� �OR :�, � t ri ^ via+ --� vi �crioe � — vviro moB �crioo d a e d V Q O n v O _ _ 13 C ..O V O - 00 OD O� N O rz t 6 00 00 r o EetO� �poo — ocreooaMrzooNMo < — h F W y _ L 7 R l0 01 0) m L V kiin 0O O Nm to aoN � - -T 0, 0 0 0CT a O� D• O� a Q• Z 0` O o O- N N N 'T .,. ..d ..4 j .•d TO: Bill Statler City of San Luis Obispo FR: Richard Maullin and David Metz Fairbank, Maslin, Maullin &Associates RE: Results of San Luis Obispo Citizen Survey DATE: May 1, 2000 EXECUTIVE SUMMARY The results of our recent poll indicate that San Luis Obispo voters are extremely happy with the quality of life in the city, and are generally satisfied with the City services they receive.] A two-thirds majority of the electorate also currently supports a quality of life ballot measure that may be placed before voters in November. Among the key findings of the survey were the following: • Voters are extremely happy with the quality of life in San Luis Obispo. Fully 96 percent of those surveyed rate the quality of life in the City as "excellent' or "good." • The rate of growth and development is the issue that most concerns San Luis Obispo voters. A 32 percent plurality labels this issue the most important problem for City government to address. Housing and traffic are also significant concerns. • San Luis Obispo voters are generally satisfied with almost all services they receive from the City. Seventy-two percent of those surveyed rate City services as "excellent' or "good," and majorities give positive ratings to a variety of specific services. • Potential ballot measures to protect open space, establish binding arbitration, and fund transportation improvements are supported by Methodolozy: From March:28 to 30, 2000, Fairbank, Maslin, Maullin &Associates conducted a telephone survey among 400 registered voters in the City of San Luis Obispo likely to vote in the November 2000 general V ° election. The margin of error for the entire sample is+/-4.9 percent. The margin of error for subgroups within the general sample will be higher. majorities of City voters. Among voters who have heard something about the - SOAR and arbitration members, substantial majorities say they would vote "yes." A transportation measure is supported by 60 percent of the electorate. ° Two-thirds of San Luis Obispo voters support a potential measure to improve the quality of life in the city through a variety of open space, recreation, public safety, and traffic reduction projects. This initial level of support suggests that the measure has the potential to succeed; at the same time, almost half of those who say they would vote "yes" say they would only "probably" do so. An extensive public education campaign would likely be required to solidify the measure's support and ensure that it reached the two-thirds vote threshold. ° A majority of those surveyed support a sales tax as a funding mechanism for the quality of life measure. A majority also support an increase in the transient occupancy tax, but it is unlikely to generate sufficient revenue to fund the necessary projects. ° At annual costs per taxpayer of over 75 dollars per year, support for a quality of life measure falls below the necessary two-thirds level. At an annual cost of 50 dollars per year, three out of four voters say they would vote "yes" on the measure. Support falls steadily as the annual cost of the measure increases. At a cost of 75 dollars or more per year, even more extensive voter education efforts would be required in order to give the measure any prospect of succeeding. EVALUATIONS OF THE QUALITY OF LIFE IN SAN LUIS OBISPO San Luis Obispo voters are overwhelmingly satisfied with the quality of life in their city. As shown in Figure 1 below, nearly seven out of ten voters rate the quality of life in the city as "excellent,"while an additional 27 percent label it"good." Moreover, the positive feelings cut across every subgroup of the electorate; at least nine out of ten members of every major demographic group rate the city's quality of life positively. Just one in 25 voters gives the city's quality of life a negative evaluation. FIGURE 1: Ratings of the Quality of Life in San Luis Obispo g S4- Excellent $Excellent '690/c 'v 7, I r Good a � �* 27% as Just Fair 3% Poor 1% ; 0% 10% 20% 30% 40% 50% 60% 70% 80% 2 1 These findings indicate a very high degree of satisfaction with the quality of life in the city. Even in other small or suburban communities in California, it is extremely uncommon to find such a large majority of city residents labeling the quality of life as "excellent." This is not to say that there are not issues that concern San Luis Obispo residents. Respondents were asked to name, without prompting, the issue they would most like to see City government do something about. . Concerns relating to growth and development were most frequently mentioned; housing and traffic-related issues were also mentioned often. The top responses to this question are listed below: • Growth and development, 32% • Affordable housing/homelessness, 15% • Traffic/parking/street maintenance, 11% • Crime/drugs/gangs/violence,4% • Jobs/keeping businesses,4% • Water supplies, 4% Though members of all demographic groups were concerned about growth to some extent, concern ran particularly high among those with high levels of income or educational attainment, as well as.among Democrats — particularly men and those over age 50. In order to understand residents' specific concerns in more detail, survey respondents were read a list of"things that some people say may be problems facing the City of San Luis Obispo." They were asked to rate each as a "very serious problem," "somewhat serious problem," "not too serious problem" or "not at all a serious problem." The results are shown on the following page in Figure 2. Not surprisingly, the issues most frequently labeled a "very serious problem" relate to the issues of growth, traffic and housing, which respondents indicated were the issues they would most like City government to do something about. 3 FIGURE 2: Evaluations of Problems Facing the City of San Luis Obispo (Split Sampled) Traffic congestion '. 41% 21% Lack of parking downtown '• 39% 20%0 ° Rate at which land is being developed 371/6 20% Loss of open space, hills,and creeks 20% %; -. .• ° Homelessness 50% 16%0 Lack of retail shopping opportunities 17% 21p/o ° Taxes/fees people pay for city services 23% 34%< •' e% Drug usage and drug abuse 4 23°k1% 28°/n. s% Inefficiency in City government 29% _:.26"/0 9% lack of efficient public transportation 28% - 7% Quality of public schools 23% :.23%a; „ . �'• 14% Graffiti and similar vandalism 26% ° Lack of parkslathletic fields/ 23% 5% rec centers - - Danger of flooding from local creeks 27% - 3 "/0 '- •' Gangs and juvenile violence 30% �T% 5°k Quality of SLas basic city services 19% `29%.' ' `= ° 0%% 20%% 40%% 60%% 60%% 100%% ®Very Serious Problem OSW Serious Problem O Not Too Much of a Problem E Nota Problem at All EM No Opinion EVALUATIONS OF CITX SERVICES IN SAN LUIS OBISPO San Luis Obispo voters are as happy with the quality of City services as they are with the general quality of life in the city; fully 72 percent of those surveyed rated City services positively. Those positive feelings were not particularly strong, however. Though 58 percent of area voters rate City services as "good," just 14% label them "excellent." Those most likely to rate City services as excellent include voters over the age of 50, particularly Democrats and men. 4 FI:GuRE 3: Ratings of the Quality of City Services in San Luis Obispo Excellent ,'� N �µxP 14% I I I 1 I I I I .. t � 48% J 1� e o Good ' A d 8�° 9 5 t g p, °a,`�.< a sr� "YAK �5 { 3 6 e -, x O ' x - -` _ s r Just Fair 23% I I I I Poor 2% I I I I I I I I I I I f pKINq r 2% I I I I I I -r 0% 100/0 20% 30% 40% 50% 600/6 70% At the same time, one in four voters rates City services negatively. Again, the feelings lack intensity; those who label City services"just fair" outnumber those who label them "poor" by more than ten to one. Nevertheless, there are some clear pockets of dissatisfaction with City services. Those most likely to be dissatisfied include Republicans (particularly those under 50), voters in their forties, those with a high school education or less, and those who work outside the city. CSurvey respondents were also asked to indicate their satisfaction with a range of specific City services, as shown in Table 1 below. Respondents were read a list of 22 specific services, and were asked to rate their satisfaction with each service on a scale from one to ten, where one represented"not at all satisfied" and ten represented"extremely satisfied." Table 1 shows the mean score for each service. 5 TABLE 1: Satisfaction with City Services in San Luis Obispo (Mean Scores on Ito 10 Scale Among Those Offering an Opinion; I =Not at all Satisfied and 10= Very Satisfied) Mean Service Satisfaction Score Fire prevention and protection 7.6 Maintenance of public parks 7.4 Police protection in your neighborhood 7.4 Trashpick-up and recycling 7.3 Removal of graffiti from public buildings 7.1 Landscaping on street medians and otherpublic areas 6.8 Tree trimming 6.7 Sewer and storm drain maintenance 6.7 Building and safety code enforcement 6.7 Environmental protection and pollution prevention 6.7 Recreation opportunities and programs at city arks 6.5 Neighborhood clean-up and preservationprograms 6.5 Street lighting,in your neighborhood 6.2 Protecting open space 6.2 Managing city government finances 6.0 After school day-care and programs for children 5.9 Repair of broken sidewalks 5.6 Maintaining traffic flow through the city 5.3 Programs to retain,expand, and attract businesses to San Luis Obispo 5.3 Regulation of cable TV service 5.0 Housing assistance programs for lower income residents 5.0 Repair of potholes in city streets 4.9 On the whole, voters were satisfied with each of the City services tested. A mean score of 5.0 or greater indicates that residents, on average, are satisfied with a service. Just one service (repair of potholes in city streets) fell short of this benchmark and, with a mean score of 4.9, just barely so. The results show that voters are particularly pleased with police and fire protection, maintenance of parks, trash pick-up and recycling, and the removal of graffiti from public buildings; each received an average score of more than 7.0. 6 VOTER OPINION ON POTENTIAL NOVEMBER BALLOT MEASURES Voters were asked about a variety of measures that might appear on the ballot in this November's general election. Questions about. these measures were included to determine what implications they might have for the passage of a quality of life ballot measure. These implications are discussed in the following section. The first measure tested was the Countywide "Save Our Agricultural Resources and Open Space," or "SOAR" measure to protect open space in San Luis Obispo County. Awareness of the measure ran very high; 83 percent of those surveyed said they had heard at least"a little" about the measure, and nearly half of all respondents said they had heard "a lot." Among those who had heard about the measure, a 52 percent majority indicated that they would vote "yes" while just one in four said they would vote "no." The remaining 22 percent of those interviewed either said they needed more information or did not know how they would vote on the measure. A much smaller group of voters is aware of a potential ballot measure involving binding arbitration. Just 29 percent of voters have heard anything about the measure, and only one in ten has heard "a lot" about it. Those who are aware of the measure are overwhelmingly supportive; nearly four out of five say they will vote ''yes," with a 52 percent majority indicating that they will "definitely" vote for the measure. Just 15 percent of those who are aware of the measure say they would vote "no." However, it should be noted that the respondents were not provided with very detailed information about the .structure or consequences of the binding arbitration measure. Patterns of support for such a measure could change significantly as more voters become aware of it and gain a better understanding of its implications. There is also a possibility that there will be a Countywide measure on the ballot which would impose a '/z-cent increase in the County sales tax to improve transportation and ease traffic congestion in San Luis Obispo County. Sixty percent of voters surveyed said they would vote `yes" on the measure, with 35 percent saying they would "definitely" vote "yes." Just 26 percent of City voters oppose the transportation measure, with the remaining 14 percent either undecided or needing more information. VOTER OPINION ON A QUALITY OF LIFE"BALLOT MEASURE The principal focus of the survey was to evaluate support for a potential "quality of life" ballot measure which would fund a variety of projects in the City of San Luis Obispo, potentially including open space preservation, hiking and biking trails, Civic Center improvements, services for seniors, and expanded police and fire facilities. When told that the measure would raise up to S4 million per year and given a brief description of the projects it might fund, 66 percent of voters surveyed said they would vote "yes" on the measure (as shown in Figure 4 below). Just one in five voters said they would vote"no," with the remaining 15 percent undecided. 7 FIGURE 4: - Initial Vote on a Quality of Life Ballot Measure Definitely Yes 3$% I Total Yes: i I 66% Probably Yes 2k I I Probably No 810 r Total N�—: 119% I I Definitely No 11% I I I Need Info/DK 15% I I 0% 10% 20% 30% 40% 50% This level of support is a solid starting point for the measure. Typically, a measure that will require approval from two-thirds of the electorate should begin with at least a two- thirds level of overall support, and this measure meets that standard. However, the survey results also indicate that almost half of those who say they would vote "yes" say they would only "probably" do so. Without extensive efforts to educate these somewhat hesitant voters about the benefits of the measure, it is very possible that support could fall short of the two-thirds required for passage. Support for the measure cuts across demographic groups within the City; there is no major group in which a majority or even plurality of voters oppose the measure. The measure's strongest support comes from women, Democrats (particularly women and those under 50), independents, and voters with annual household incomes under $30,000. These are typical of the demographic groups that usually support revenue measures to improve public services. On the other hand, the strongest opponents of the measure include men, voters over 50, Republicans (particularly men and those over 50), and those with household incomes over $100,000. This pattern of opposition is also typical for this type of measure. Support for the quality of life measure also appears to be high among those voters that support the other measures that are on the ballot. As shown in Table 2 below, voters who support each of the other three potential measures are more likely than other voters to vote "yes" on the quality of life measure. 8 TABLE 2: Relationship Between Votes on Other Measures and Votes on a QOL Measure Vote on QOLSOAR Trs ortation Yes on . an Measure Yes No DK Yes No DK Binding Voters voters .. Voters Voters Arb.* Yes 82% 42% 57% 78% 44% 55% 71% No 9% 42% 14% 9% 41% 16% 17% Need Info/DK 9% 15% 29% 13% 15% 29% 13% • Sample sizes for"no"and"undecided"voters on the binding arbitration measure were too small for meaningful analysis. Voters generally rate open space protections as the most important projects that the measure might fund. As shown in Table 3, substantial majorities of those surveyed say it is at least "very important" that the measure fund projects like "preserving open space around the City of San Luis Obispo" or "protecting special places like Bishop's Peak, Cerro San Luis, and Irish Hills." Voters also place a high degree of importance on projects to reduce traffic congestion and create recreational centers for youth. TABLE 3: Importance of Projects to be Funded by a QOL Measure Ext: Very SW Not Project,: Too DK/NA Imp. Imp. Imp. Imp. Preserving open space around the City of San 27% 31% 24% 18% 0% Luis Obispo Protect special places like Bishop's Peak, Cerro 26% 40% 18% 15% 2% San Luis, and Irish Hills Improve traffic congestion by building bridges over railroad crossings, improving intersections, 24% 34% 27% 14% 2% and widening selected streets Create additional recreation centers for children 19% 42% 24% 13% 2% and youth Improve and maintain existing arks 13% 420% 33% 11% 2% Expand city facilities and services for seniors 12% 27% 40% 17% 4% Build new hiking trails around the City 12% 19% 32% 35%0 10/0 Create more bike trails, including a city-to-sea 12% 27% 27% 32% 2% bike trail from Downtown to Avila Beach Provide additional flood protection around San 11% 33% 34% 19% 2% Luis Obispo creeks Creating new parks and sports field in City 10% 23% 40% 26% 1% neighborhoods Renovate and improve Fire Station 3 on Laurel g% 26% 34% 21% 10% Lane 9 i TABLE 3 (CONTINUED): Ext. Very . SW Not - .Project Im Im Too DK/NA p p. Im p: Imp. Build a new Civic Center complex which would 6% 15% 34% 41% 4% house many city services in one location Create new cultural opportunities such as a natural history museum, an archaeology museum, or an 6% 18% 38% 37% 1% agricultural history museum Build anew community center 4% 17% 34% 39% 6% Landscaping medians on city streets 4% 11% 41% 43% 1% On the other hand, there are a number of projects for which voters express little enthusiasm. Fewer than one in four voters view building a new Civic Center complex, creating new museums, building a new community center, or landscaping medians as "very important"uses of money raised by a quality of life measure. Survey respondents were also asked whether or not they supported a variety of funding mechanisms that might be used to generate revenue under the terms of the quality of life measure. As shown in Table 4 below, only two potential funding mechanisms are supported by a majority of San Luis Obispo voters: an increase in the transient occupancy tax, and an increase the local sales tax. Given that the transient occupancy tax will not generate sufficient revenue to fund most of the projects incorporated in the measure, it appears that a sales tax is the most viable method for raising the necessary funds. While existing state law does not allow cities to set their own sales tax, a handful of California cities have been successful in having special legislation adopted that allows them to set their own sales tax rate with the approval of local voters. TABLE 4: Support for Various Funding Mechanisms for a QOL Measure Total Total D16NA Funding Mechanism Sa ort .-Oppose., An increase in the transient occupancy tax, 59% 35% 7% assessed on hotel and motel guests An increase in the local sales tax 51"/0 45% 3% An increase in the business tax 41% 526/9 7% Selling bonds and using an increase in property 37% 57% 6% taxes to repay borrowed money An increase in the tax assessed when property is 33% 61% 6% bought or sold An increase in the utility users tax 31% 65% 4% Of course, a central factor in determining voter support for the quality of life measure will be the cost it imposes on City taxpayers. In order to determine the cost-sensitivity of 10 voter support for the measure, survey respondents were asked whether they would vote "yes" or "no" on the measure at a variety of annual cost levels. As shown in Figure 5 below, support drops below the necessary two-thirds level once annual costs exceed 75 dollars per year. The measure will have the best chance for success if annual costs per taxpayer can be limited to about 50 dollars per year; the survey results indicate that nearly three-quarters of the electorate would vote "yes" at this cost level. FIGuxE 5: Cost Sensitivity of Support for a QOL Measure 150 dollars 23% 16% 125 dollars . ' , 21% 19% 1 ' a% 100 dollars 23% 12% . ' a%� 75 dollars 21% 9% a% 50 dollars ' , 20% 6% 5% i 0% 200/6 40% 60% 80% 100% ■Definitely Yes Probably Yes =Probably No MDefinitely No =Need Info/DK/NA In the case of a sales tax, these per-household costs would generate the following amounts of revenue: • $50 per household would raise about$1.4 million per year; • $75 per household would raise about $2.1 million per year (at about a '/<-cent sales tax rate); • $100 per household would raise about$2.8 million per year; and • $150 per household would raise about $4.2 million per year (at about a %2-cent sales tax rate). The survey results suggest that it will be difficult for a sales tax increase in excess of one- quarter of one percent to win support from two-thirds of the electorate. Survey respondents were also asked to evaluate a series of arguments in favor of the measure. As shown in Table 5 below, three arguments led two-thirds of those surveyed to say they would be more inclined to vote `lyes" on the measure. These arguments focus on projects funded by the measure, in particular those to create new park and recreational facilities, reduce traffic congestion, and protect open space. Given voters' concern with 11 issues relating to growth and traffic, it is not surprising that the strongest arguments for the measure focus on the role it will play-in addressing those problems. TABLE 5: Arguments in Favor of a QOL Measure Total Much SW More Don't Argument More More Incl. Incl. Believe Incl. . Passing this measure will provide new parks, athletic fields, hiking and biking trails, and recreation centers throughout the city. It will 74% 34% 40% 4% also provide recreation programs to keep kids out of trouble. We need this measure to make street improvements that will relieve traffic congestion 68% 33% 35% 7% and improve safety. Passing this measure will help protect open space 67% 36% 31% 5% and the city's natural environment. The City of San Luis Obispo is in excellent economic health. Revenues have been higher than expected, and costs have been lower. This 58% 24% 34% 8% is an excellent time to make these critical - investments in our city's future. This measure will cost the average taxpayer less about a quarter per day. That's not a lot to pay 52% 21% 31% 12% for such important projects. The City of San Luis Obispo has won awards from national organizations for excellence and 41% 15% 26% 11% innovation in financial management. Finally, survey respondents were asked to rate the reliability of a variety of people and organizations that might take a position on the quality of life measure. As shown in Table 6, those that received the highest ratings for reliability included City officials (the Chief of Police, the Mayor, the City Council)and business organizations (the Chamber of Commerce, the Downtown Association). Two-thirds of those surveyed rated each of these people or organizations as "reliable" on the issue of the quality of life ballot measure. 12 TABLE 6: Reliability of People and Organizations Taking Positions on a QOL Measure Total Total Nev. `Person/Orgamzation Not Ard. Reliable Reliable Of/DK The chief of the San Luis Obispo Police 75% 9% 16% Department The San Luis Obispo Chamber of 69% 16% 15% Commerce The San Luis Obispo City Council 69% 17% 13% Mayor Allen Settle 66% 16% 18% The Downtown Association 66% 15% 19% The American Association of Retired 65% 17% 18% Persons, or A-A-R-P ECOSLO, or the Environmental Council 64% 15% 22% of San Luis Obispo Your local church 626/612% 26% Your local county supervisor 60% 21% 19% The Sierra Club 57% 28% 14% Your localparent-teacher association 53% 10% 37% The Tribune- 52% 37% 11% Ci Adminitrator John Dunn 42% 7% 50% The principal of your local school 40% 12% 47% Residents for Quality Neighborhoods, 37% 11% 52% or R- -N The Howard Jarvis Taxpayers' 27% 29% 44% Association CONCLUSION In summary, the principal findings of the voter survey are the following: • Voters are extremely happy with the quality of life in San Luis Obispo, and are pleased with the services they receive from the City. Almost all voters rate the city's quality of life positively, and most also express satisfaction with a variety of City services. Voters would, however, like City government to address a variety of issues including growth, traffic congestion, and the availability of affordable housing. • Two-thirds of city voters express support for a ballot measure to protect open space, reduce traffic congestion, improve public safety, and expand recreational opportunities; with a significant public outreach effort, such a measure could win voter approval. While 66 percent of those surveyed said they would vote for such a measure, 28 percent said they would only "probably" vote "yes." As a result, the measure may fall short of the required two-thirds 13 level of support unless a substantial effort is made educate voters about the potential benefits of the measure. • A sales tag increase of no more than '/4-cent appears to be the most viable financing option for a quality of life measure. Voters express more support for a sales tax increase than for any other viable financing mechanism. In addition, two-thirds of city voters say they would vote `yes" on a measure with additional annual per-taxpayer costs of up to about $75 per year (approximately the incremental cost imposed by a 1/4-cent sales tax increase). The measure will have the best chance for success, however, if per-taxpayer costs can be constrained to about $50 per year; at this cost level, roughly three-quarters of area voters indicate that they would vote"yes." • Voters rate preserving open space, reducing traffic congestion, and creating recreational centers for children and youth as the most important projects that a quality of life measure could fund. More than three out of five voters label each of these types of projects as at least `very important." Voters also indicate that messages stressing these particular benefits of the measure offer the most compelling reasons to vote"yes." 14 2003-05 Financial Plan Schedule When Whit C ' August 21,2002 ■ Mayor and CAO send letter to Council advisory bodies on their role in the budget process. September 3,2002 ® Council approves 2003-05 Financial Plan process and calendar. October 29, 2002 i Finance holds CIP budget kick-off and issues instructions. November 1,2002 ■ Finance sends letters requesting participation in goal-setting process from advisory bodies,community groups and interested individuals; and begins inserting Community Budget Bulletins in utility bills. November 15,2002 ■ Special Budget Workshop. Council holds study session on the status of General Plan programs; long-term capital improvement plan(CIP); status of Major City Goals,other objectives and CIP projects; and general fiscal outlook for 2003-05. December 10,2002 ■ Special Budget Workshop Council considers Financial Plan organization and policies;reviews annual financial report for 2001-02; considers results of five-year fiscal forecast; and finalizes goal-setting process. January 3,2003 ® Finance receives written comments from advisory bodies, community groups and interested individuals. January 14,2003 ■ Special Budget Workshop. Council holds community forum. ( J January 15,2003 ■ Finance holds"budget kick-off'and issues Budget Instructions. �✓ February 1,2003 ■ Special Budget Workshop. Council holds goal-setting workshop: discusses candidate goals presented at January 14 workshop;discusses Council member goals distributed on January 28; prioritizes and sets major City goals. February 4,2003 ■ Council finalizes goals and priorities. February 18,2003 ■ Council considers mid-year budget review. March to May 2003 ■ Departments submit budget requests. ■ Budget review team analyzes requests and meets with departments. ■ CAO finalizes budget recommendations. April 10,2003 ■ Special Budget Workshop. Council approves goal work programs and "strategic budget direction"based on the CAO's proposed budget- balancing plan. May 15,2003 ■ Finance issues preliminary budget. May 22,27,29,2003 ■ Special Budget Workshops. Council holds evening budget workshops: • May 22: Financial Plan overview and General Fund operating programs. • May 27: General Fund CIP projects. • May 29: Enterprise Fund programs, CIP projects and rates. May 28,2003 ■ Planning Commission reviews CIP for General Plan consistency. June.3, 17,2003 s Council holds continued hearings; adopts budget. Council Meeting Dates in Bold Q ,n O cu O N � . cu ca CL ,v �•, Q E a C) E o o p i U O0 i t� mz cu o D .j o 4, cn CSA ' toN 04 cu CO ® � � cn y -M Eco Q C� O LZ i O • rmo C N cu _N �% L N m 0 P O m :3 �► N o CU U) .� U ccnn ;� U' � � o Q E E E 0 U 2 I city of san Luis oms o PROCESSBUDGET The City of San Luis Obispo has received national enterprise fund rates, investments, capital improvement recognition for its use of a two-year budget process that management, debt management, capital financing, fund emphasizes long-range planning and effective program balance and reserves, human resource management and management. Significant features of the City's two-year productivity. Financial Plan include the integration of Council goal- setting into the budget process and the extensive use of Preparation and Review Process formal policies and measurable objectives. The Financial Plan includes operating budgets for two years and a Under the City Charter, the CAO is responsible for capital improvement plan(CIP)covering four years. preparing the budget and submitting it to the Council for approval. Although specific steps will vary from year to While appropriations continue to be made annually under year, the following is an overview of the general approach this process, the Financial Plan is the foundation for used under the City's two-year budget process: preparing the budget in the second year. Additionally, unexpended operating appropriations from the fust year First Year. As noted above; the Financial Plan process may be carried over into the second year with the begins with a Council goal-setting workshop to determine approval of the City Administrative Officer(CAO). major objectives for the next two years. The results of Council goal-setting are incorporated into the budget Purpose of the Two-Year Financial Plan instructions issued to the operating departments, who are responsible for submitting initial budget proposals. After The fundamental purpose of the City's Financial Plan is to these proposals are comprehensively reviewed and a link what we want to accomplish for the community with detailed financial forecast is prepared,the CAO issues the the resources necessary to do so. The City's Financial Preliminary Financial Plan for public comment. A series Plan process does this by: clearly setting major City goals of workshops and public hearings are then held leading to and other important objectives; establishing reasonable Council adoption of the Financial Plan by June 30. timeframes and organizational responsibility for C.. achieving them; and allocating resources for programs Second Year. Before the beginning of the second year of and projects. the two-year cycle, the Council reviews progress during the first year, makes adjustments as necessary, and Major City Goals approves appropriations for the second fiscal year. Linking important objectives with necessary resources Mid-Year Reviews. The Council formally reviews the requires a process that identifies key goals at the very City's financial condition and amends appropriations, if beginning of budget preparation. Setting goals and necessary, six months after the beginning of each fiscal priorities should drive the budget process,not.follow it. year. For this reason, the City begins each two-year Financial Interim Financial and Project Status Reports. On-line Plan process with in-depth goal setting workshops where access to`trip-to-date" financial information is provided to the Council invites candidate goals from community staff throughout the organization. Additionally, groups, Council advisory bodies and interested comprehensive financial reports are prepared monthly to individuals; reviews the City's fiscal outlook for the next monitor the City's fiscal condition, and more formal five years and the status of prior goals; presents their reports are issued to the Council on a quarterly basis. The individual goals to fellow Council members; and then set status of major program objectives, including CIP and prioritize major goals and work programs for the next projects, is also periodically reported to the Council on a two years. City staff then prepare the Preliminary formal basis. Financial Plan based on the Council's policy guidance. Administration Financial Plan Policies As set forth in the City Charter, the Council may amend Formally articulated budget and fiscal policies provide the or supplement the budget at any time after its adoption by foundation for preparing and implementing the Financial majority vote of the Council members. The CAO has the Plan while assuring the City's long-term fiscal health. authority to make administrative adjustments to the Included in the Financial.Plan itself,these policies cover a budget as long as those changes will not have a significant broad range of areas such as user fee cost recovery goals, policy impact nor affect budgeted year-end fund balances. Budget-In-Brief Approved 2002-03 Budget The purpose of this "budget-in-brief"is to summarize goals at the very beginning of budget preparation: the second year of the Citys 2001-03 Financial Plan setting goals and priorities should drive the budget by highlighting the City's budget process, key budget process, not follow it. features, major City goals and basic"budget facts" If you have any questions regarding the Citys two- For this reason, the City began the 2001-03 Financial year budget, or would like to obtain a complete copy Plan process with a series of in-depth goal setting of the 2001-03 Financial Plan or the 2002-03 workshops where Council members considered Supplement, please contact the Department of candidate goals presented by community groups, Finance at 781-7130 Council advisory bodies and interested individuals; reviewed the City's fiscal outlook for the next five Purpose of the City's Two-Year Financial Plan years and the status of current goals; presented their individual goals to fellow Council members; and then The fundamental purpose of the Citys Financial Plan set and prioritized goals for the next two years. is to link what we want to accomplish for the community with the resources necessary to do so. City staff then prepared the Preliminary Financial Our Financial Plan process Plan based on this policy guidance from the Council. does this by: clearly setting A number of budget major City goals and other workshops and hearings important objectives; followed resulting in final establishing reasonable Council adoption of the 2001- timeframes and _ 03 Financial Plan on June 19, organizational responsibility 2001. for achieving them; and then allocating resources for Financial Plan Policies programs and projects. r, Formally articulated budget This process results in a and fiscal policies provide the two-year budget document fundamental foundation for that emphasizes long range preparing and implementing planning, budgeting for - the Financial Plan. results, effective program Included in the Financial Plan management and fiscal accountability. While itself, these policies cover a broad range of areas such as appropriations are still made �� annually under this process, r maintaining a balanced the Financial Plan is the d _ budget, setting meaningful foundation for preparing the performance objectives, budget in the second year. The Council adopted the preparing long-term fiscal 2002-03 Supplement on June 18,2002. forecasts; financial reporting standards, budget administration, user fee cost recovery goals, Major City Goals enterprise fund rates, investments, capital improvement management, capital financing and Linking important objectives with necessary debt management, minimum fund balance and resources requires a process that identifies key reserve levels, human resource management; productivity and contracting for services. I, city of san tuis OBISPO KEY BUDGET FEATURES ` BUDGET OVERVIEW '2662-03 Budget CIP Projects Balanced Budget The 2002-03 budget is balanced Pavement Maintenance 500,000 for all of the City's funds. This means that adequate Other CIP Projects 768,600 resources are available to fund the approved Operating Programs appropriations while assuring that operating Computer Replacements 175,000 revenues fully cover operating expenditures, and that Neighborhood Services Technician 57,700 fund balances are maintained at minimum policy Other Operating Cost Savings 1 263,900 levels (20%of operating expenditures). JTotal 1 $1,765,200 Reflects Council Goal-Setting. All of the Major Tough Times Ahead. While we have crafted a City Goals set by the Council early in the budget balanced budget for 2002-03,there are major fiscal process are fully funded in the Financial Plan based challenges ahead of us. These include adverse on the detailed work programs approved by the trends in key General Fund revenues, increasing Council in April 2001. At the same time, the budget insurance and retirement costs—and most adequately funds day-to-day services and basic disconcerting of all—the continuing potential for infrastructure maintenance needs. major State budget cuts to cities. Combined,these forces translate into what is likely to be the toughest Budget Principles. The Financial Plan was fiscal situation we have faced in over ten years. prepared based on the following framework: IN Limiting operating cost increases.. BUDGET HIGHLIGHTS FOR 2001-03 ■ Developing a capital improvement plan (CIP) Plans and Policies. We will undertake several that adequately maintains our existing important studies during 2001-03 that will set our infrastructure and facilities. course for many years to come. These include: ■ Considering new revenue opportunities as ■ Police station site master Ian. allowed under Proposition 218. p ■ Making strategic use of beginning fund balance ■ Radio system upgrade plan. ■ Groundwater development study. currently above our minimum policy level. ■ Flood management and storm drainage plans. The Financial Plan reflects all of these principles ■ Parking management plan update.. except for new revenues:for the first time in ten ■ North area regional facility transportation center. years, no new revenues are required in order to ■ Commercial zoning regulations update. ■ Airport, Margarita and Orcutt area specific plans. balance the budget. ■ Civic offices. FINANCIAL CONDITION SUMMARY Major CIP Projects. While planning for the future Weaker General Fund Revenue Picture, But Well- will be a big part of our work program during the next Positioned for the Future. While our revenue two years,we will also undertake a number of major picture is not as strong as we originally projected in CIP projects during 2001-03, including: the 2001-03 Financial Plan,the fact is that we are IN Building the water reuse distribution system. well-positioned to deal with local challenges facing ■ Continuing an aggressive program of pavement us at this time. With some belt-tightening—and most sealing, resurfacing and reconstruction. importantly, if there are no additional State budget ■ Acquiring and improving open space. takeaways to cities—we should be able to avoid ■ Adding two-lighted softball fields through an major service disruptions to the community and innovative agreement with the County. adverse impacts on our employees. ■ Adding three lighted fields to the planned But Doing This Requires Budget Reductions Damon-Garcia athletic fields. ■ Remodeling the Recreation Center for an Now. Given our weaker revenue outlook and rising improved community/senior center,fully funded public safety labor costs, maintaining our fiscal by a generous donation from the Ludwick family. strength at this time is only possible because of$1.8 million in expenditure reductions from those originally Limited Budget Changes. Consistent with the two- approved in the 2001-03 Financial Plan. As year budget framework and in light of current fiscal summarized below,these reductions come largely uncertainties, the 2002-03 budget makes very few from the capital improvement plan (CIP): about$1.3 changes from the initial adoption of the 2001-03 million in savings come from reduced CIP projects Financial Plan: it"stays the course"while responding and $500,000 from operating programs. to changed circumstances since then. 2 MAJOR CITY GOALS MEN , ; z t The 2001-03 Financial Plan sets major City goals for ■ Downtown Transportation Center. North Area the next two years and links them with the programs, Regional Facility. Work with other agencies to projects and resources necessary to achieve them. acquire land fora multi-modal transportation Detailed work programs have been prepared for center and parking structure, northeast of Santa each of these goals, including the challenges we will Rosa Street between Monterey and Higuera face in achieving the goal, action plans and resource Streets. requirements. These detailed work programs are available from the Department of Finance upon ■ Parking and Access Advisory Body. Establish request. a Citywide parking and access advisory body. PUBLIC UTILITIES LEISURE, CULTURAL&SOCIAL SERVICES ■ Water Supply. Continue efforts to develop long- ■ Athletic Fields. Explore possibilities for term water supplies, including: preserving additional athletic fields, including plans for two present water rights and pursuing all options with lighted softball fields. the exception of State Water; using and protecting groundwater, pursuing acquisition of ■ Recreation Center Remodel: Community- property for water supply development; Senior Center. Complete remodel of the completing the water reuse project; seeking Recreation Center for community and senior water supply opportunities as part of any uses. annexations; and confirming a Council water subcommittee to build relationship with the North ■ Cultural Services. Continue funding for arts County. and culture; and identify long-range funding sources to secure the future of the Performing TRANSPORTATION Arts Center. ■ Street and Sidewalk Maintenance. Continue COMMUNITY DEVELOPMENT implementing street paving and repair programs; and augment funding for sidewalk installations ■ Housing. Continue implementing programs to and repair, new street sign installations on achieve the City's housing goals. arterials and tree plantings in all available tree wells. ■ Open Space Preservation. Continue funding ■ Los Osos Valley Road Improvements. Widen for open space and agriculture preservation, y p including management programs for open space Los Osos Valley Road from Madonna Road to lands and staffing for implementation of those Highway 101; and prepare plans for widening the plans. freeway overpass and fixing difficulties between freeway exits/entrances and Calle Joaquin, GENERAL GOVERNMENT improving flood structures and providing bicycle and pedestrian lanes over the freeway. ■ Civic Offices. Complete development and IN Flood Protection. Improve flood protection for environmental review, conduct construction residents and businesses, including alleviating oversight and management, and when impediments to carrying-off flood water and completed, purchase the Palm-Morro preserving flood plains. Parking/Civic Offices building pursuant to the terms of the Guaranteed Maximum Price ■ Railroad Recreational Trail. Continue planning contract with Court Street Partners(the and purchasing property to complete the Copelands). Railroad Recreational Trail to Cal Poly;extend ■ Maintenance of Basic Seryices. Preserve planning to the south connecting the Edna-Islay current service levels and adequately maintain area into the master plan;establish the Morro existing facilities and infrastructure. Street"SLO Street"from the Railroad District to Downtown; and pursue grant funding options to complete these projects. 3 BUDGET FACTS Total Ex enditures In Millions Funding Sources(Mn Millions 2002-03 06 . . Operating Programs $45.9 61% General Fund $35.9 46% Capital Improvement Plan 24.8 32% Other Governmental Funds 8.3 11% Debt Service 6.4 8% Enterprise Funds 32.9 43% TOTAL $77.1 101% TOTAL $77.1 100% OperaYna Prorams BX Function:All Funds O eratin Pro rams B Function: General Fund 00Total 00Total Public Safety $14.9 32% Public Safety $14.9 49% Public Utilities 8.5 19% Public Utilities -- - Transportation 5.1 11% Transportation 2.1 7% Leisure, Cultural &Social Services 5.5 12% Leisure, Cultural & Social Services 4.9 16% Community Development 4A 10% Community Development 4.1 13% General Government 7.5 16% General Government 4.4 15% TOTAL $45.9 1000 rFOTAL7 $30.4 100% Opera YnProrems B T e:All.Funds . O eratinPro rams 8 _bme: General Fund Total00Total Staffing 30.5 66% Staffing $25.3 76% Contract Services 8.2 18% Contract Services 3.6 11% Supplies 7.1 15% Supplies & Minor Capital 4.6 13% Minor Capital 0.2 1% Reimbursed Expenditures (3.1) -- TOTAL $46.0 . 100% TOTAL $30.4 100% Ma'or Ca ital Pro'ects:All Funds Toe Ten General Fund Revenues . 2001-02 2002-03 200.2-03 %of Total Radio System Improvements $0.1 $0.2 Sales Tax $10.4 31% Fire Engine Replacement 0.4 Property Tax 5.4 16% Water Reuse 11.8 Transient Occupancy Tax 4.0 12% Other Water System Improvements 1.9 2.0 Utility Users Tax 3.6 11% Wastewater System Improvements 1.1 1.1 Motor Vehicle In-Lieu (VLF) 2.5 7% Pavement Sealing& Resurfacing 2.2 1.8 Business Tax 1.4 4% Foothill Blvd Culvert Repair 1.0 Franchise Fees 1.4 4% Orcutt Road Improvements 0.2 0.9 Development Review Fees 1.7 5% Bikeway and Pedestrian Impry 0.6 0.7 Recreation Fees 1.0 3% Downtown Transportation Center: Other Service Charges 0.8 2'/0 North Area Regional Facility 0.2 1.1 Cooperative Use:Two-Lighted Softball Fields 0.5 These top ten revenues account.for 95% of total Damon-Garcia Sports Field Lightinc 0.4 General Fund revenues. Other General Fund Recreation Center Remodel: revenues include interest earnings, grants, fines Community-Senior Center 0.6 and sale of surplus property. Park Improvements 0.5 0.7 O en:S ace Preservation 0.3 0.2 Re ular Positions By Function:AU.Funds R ular Positions BY Function: General Fund 2002-03 %of Total 2002-03 %of Totall Public Safety 144.5 42% Public Safety 144.5 53% Public Utilities 57.8 16% Public Utilities - Transportation 26.5 7% Transportation 15.0 6% Leisure, Cultural &Social Services 30.0 8% Leisure, Cultural &Social Services 27.0 10% Community Development 39.6 11% Community Development 39.6 15% General Government 55.4 16% General Government 42.1 16% TOTAL 353.8 100% TOTAL 268.2 100% 7 4 city of san Luis OBISPO _ Budget and Fiscal Policies FINANCIAL PLAN PURPOSE 2. Concentrating on developing and budgeting AND ORGANIZATION for the accomplishment of significant 1 22objectives. A. Financial Plan Objectives. Through its 3. Establishing realistic timeframes for Financial Plan, the City will link resources with achieving objectives. results by: 4. Creating a pro-active budget that provides 1. Identifying community needs for essential for stable operations and assures the City's long-term fiscal health. services. 2. Organizing the programs required to provide 5. Promoting more orderly spending patterns. these essential services. 6. Reducing the amount of time and resources 3. Establishing program policies and goals, allocated to preparing annual budgets. which define the nature and level of C. Measurable Objectives. The two-year program services required. financial plan will establish measurable program 4. Identifying activities performed in objectives and allow reasonable time to delivering program services. accomplish those objectives. 5. Proposing objectives for improving the delivery of program services. D. Second Year Budget. Before the beginning of the second year of the two-year cycle, the 6. Identifying and appropriating the resources Council will review progress during the first required to perform program activities and year and approve appropriations for the second accomplish program objectives. fiscal year. 7. Setting standards to measure and evaluate E. Operating Carryover. Operating program the: appropriations not spent during the first fiscal a. Output of program activities. year may be carried over for specific purposes b. Accomplishment of program objectives. into the second fiscal year with the approval of the City Administrative Officer(CAO). c. Expenditure of program appropriations. F. Goal Status Reports. The status of major B. Two-Year Budget. Following the City's program objectives will be formally reported to favorable experience over the past sixteen years, the Council on an ongoing,periodic basis. the City will continue using a two-year financial plan, emphasizing long-range planning and G. Mid-Year Budget Reviews. The Council will effective program management. The benefits formally review the City's fiscal condition, and identified when the City's first two-year plan amend appropriations if necessary, six months was prepared for 1983-85 continue to be after the beginning of each fiscal year. realized: H. Balanced Budget. The City will maintain a 1. Reinforcing the importance of long-range balanced budget over the two-year period of the planning in managing the City's fiscal Financial Plan. This means that: affairs. -1- Budget and Fiscal Policies 1. Operating revenues must fully cover adoption by majority vote of the Council operating expenditures, including debt members. The CAO has the authority to make service. administrative adjustments to the budget as long 2. Ending fund balance (or working capital in as those changes will not have a significant the enterprise funds) must meet minimum policy impact nor affect budgeted year-end fund policy levels. For the general and enterprise balances. funds, this level has been established at 20% GENERAL REVENUE MANAGEMENT of operating expenditures. Under this policy, it is allowable for total A. Diversified and Stable Base. The City will expenditures to exceed revenues in a given year; however, in this situation, beginning fund seek to maintain a diversified and stable revenue base n protect it from short-term fluctuations in balance can only be used to fund capital improvement plan projects, or other "one-time," any one revenue source. non-recurring expenditures. B. Long-Range Focus. To emphasize and FINANCIAL REPORTING facilitate long-range financial planning, the City AND BUDGET ADMINISTRATION will maintain current projections of revenues for It-' s � •a. � ¢.,;, ,, , the succeeding five years. A. Annual Reporting. The City will prepare C. Current Revenues for Current Uses. The City annual financial statements as follows: will make all current expenditures with current revenues, avoiding procedures that balance 1. In accordance with Charter requirements, current budgets by postponing needed the City will contract for an annual audit by expenditures, accruing future revenues, or a qualified independent certified public rolling over short-term debt. accountant. The City will strive for an D. Interfund Transfers and Loans. In order to unqualified auditors' opinion. achieveimportant public policy goals, the City 2. The City will use generally accepted has established various special revenue, capital accounting principles in preparing its annual project, debt service and enterprise funds to financial statements, and will strive to meet account for revenues whose use should be the requirements of the GFOA's Award for restricted to certain activities. Accordingly, Excellence in Financial Reporting program. each fund exists as a separate financing entity from other funds, with its own revenue sources, 3. The City will issue audited financial expenditures and fund equity. statements within 180 days after year-end. Any transfers between funds for operating B. Interim Reporting. The City will prepare and purposes are clearly set forth in the Financial issue timely interim reports on the City's fiscal Plan, and can only be made by the Director of status to the Council and staff. This includes: Finance in accordance with the adopted budget. on-line access to the City's financial These operating transfers, under which financial management system by City staff, monthly resources are transferred from one fund to reports to program managers; more formal another; are distinctly different from interfund quarterly reports to the Council and Department borrowings, which are usually made for Heads; mid-year budget reviews; and interim temporary cash flow reasons, and are not annual reports. intended. to result in a transfer of financial resources by the end of the fiscal year. C. Budget Administration. As set forth in the City Charter, the Council may amend or supplement the budget at any time after its -2- Budget and Fiscal Policies In summary, interfund transfers result in a whenever there have been significant changes in change in fund equity; interfund borrowings do the method, level or cost of service delivery. not, as the intent is to repay in the loan in the near term. B. User Fee Cost Recovery Levels From time-to-time, interfund borrowings may be In setting user fees and cost recovery levels, the appropriate; however, these are subject to the following factors will be considered: following criteria in ensuring that the fiduciary purpose of the fund is met: I. Community-Wide Versus Special Benefit The level of user fee cost recovery should 1. The Director of Finance is authorized to consider the community-wide versus special approve temporary interfund borrowings for service nature of the program or activity. cash flow purposes whenever the cash The use of general-purpose revenues is shortfall is expected to be resolved within 45 appropriate for community-wide services, days. The most common use of interfund while user fees are appropriate for services borrowing under this circumstance is for that are of special benefit to easily identified grant programs like the Community individuals or groups. Development Block Grant, where costs are incurred before drawdowns are initiated and 2. Service Recipient Versus Service Driver. received. However, receipt of funds is After considering community-wide versus typically received shortly after the request special benefit of the service, the concept of for funds has been made. service recipient versus service driver should also be considered. For example, it 2. Any other interfund borrowings for cash could be argued that the applicant is not the flow or other purposes require case-by-case beneficiary of the City's development review — approval by the Council. efforts: the community is the primary beneficiary. However, the applicant is the 3. Any transfers between funds where driver of development review costs, and as reimbursement is not expected within one such, cost recovery from the applicant is fiscal year shall not be recorded as interfund appropriate. borrowings; they shall be recorded as interfund operating transfers that affect 3. Effect of Pricing on the Demand for equity by moving financial resources from Services. The level of cost recovery and one fund to another. related pricing of services can significantly affect the demand and subsequent level of USER FEE COST RECOVERY GOALS services provided. At full cost recovery,this -; " has the specific advantage of ensuring that the City is providing services for which A. Ongoing Review there is genuinely a market that is not overly-stimulated by artificially low prices. Fees will be reviewed and updated on an Conversely,high levels of cost recovery will ongoing basis to ensure that they keep pace with negatively impact the delivery of services to changes in the cost=of-living as well as changes lower income groups. This negative feature in methods or levels of service delivery. is especially pronounced, and works against public policy, if the services are specifically In implementing this goal, a comprehensive targeted to low income groups. analysis of City costs and fees should be made at least every five years. In the interim, fees will 4. Feasibility of Collection and Recovery. be adjusted by annual changes in the Consumer Although it may be determined that a high Price Index. Fees may be adjusted during this level of cost recovery may be appropriate interim period based on supplemental analysis for specific services, it may be impractical _ or too costly to establish a system to identify -3- Budget and Fiscal Policies and charge the user. Accordingly, the D. Factors Favoring High Cost Recovery Levels feasibility of assessing and collecting charges should also be considered in The use of service charges as a major source of developing user fees, especially if funding service levels is especially appropriate significant program costs are intended to be under the following circumstances: financed from that source. 1. The service is similar to services provided C. Factors Favoring Low Cost Recovery Levels through the private sector. Very low cost recovery levels are appropriate 2. Other private or public sector alternatives under the following circumstances: could or do exist for the delivery of the service. 1. There is no intended relationship between the amount paid and the benefit received. 3. For equity or demand management Almost all "social service" programs fall purposes, it is intended that there be a direct into this category as it is expected that one relationship between the amount paid and group will subsidize another. the level and cost of the service received. 2. Collecting fees is not cost-effective or will 4. The use of the service is specifically significantly impact the efficient delivery of discouraged. Police responses to the service. disturbances or false alarms might fall into _ this category. 3. There is no intent to limit the use of (or entitlement to) the service. Again, most 5. The service is regulatory in nature and "social service" programs fit into this voluntary compliance is not expected to be category as well as many public safety the primary method of detecting failure to (police and fire) emergency response meet regulatory requirements. Building services. Historically, access to permit, planchecks, and subdivision review neighborhood and community parks would fees for large projects would fall into this also fit into this category. category. 4. The service is non-recurring, generally E. General Concepts Regarding the Use of delivered on a"peak demand" or emergency Service Charges basis, cannot reasonably be planned for on an in basis, and is not readily The following general concepts will be used in available from a private sector source. developing and implementing service charges: Many public safety services also fall into this category. 1. Revenues should not exceed the reasonable cost of providing the service. 5. Collecting fees would discourage compliance with regulatory requirements 2. Cost recovery goals should be based on the and adherence is primarily self-identified, total cost of delivering the service, including and as such, failure to comply would not be direct costs, departmental administration readily detected by the City. Many small- costs, and organization-wide support costs scale licenses and permits might fall into such as accounting, personnel, data this category. processing, vehicle maintenance and insurance. 3. The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection. -4- ._CZ Budget and Fiscal Policies 4. Rate structures should be sensitive to the than the cost of providing a uniform service . "market" for similar services as well as to fee structure to all participants. Further,', smaller, infrequent users of the service. there is a community-wide benefit in encouraging high-levels of participation in 5. A unified approach should be used in youth and senior recreation activities determining cost recovery levels for various regardless of financial status. programs based on the factors discussed above. 3. Cost recovery goals for recreation activities are set as follows: F. Low Cost-Recovery Services High-Range Cost Recovery Activities Based on the criteria discussed above, the (60% to 10091o) following types of services should have very a. Classes (Adult and Youth) low cost recovery goals. In selected circumstances, there may be specific activities b. Day care services within the broad scope of services provided that c. Adult athletics (volleyball, basketball, should have user charges associated with them. softball, lap swim) d. Facility rentals (Jack House, other in- However, the primary source of funding for the door facilities except the City/County operation as a whole should be general-purpose Library) revenues,not user fees. 1. Delivering public safety emergency Mid-Range Cost Recovery Activities response services such as police patrol (30% to 60/0) services and fire suppression. e. City/County Library room rentals f Special events (triathlon, other City- 2. Maintaining and developing public facilities sponsored special events) that are provided on a uniform, community- g. Youth track wide basis such as streets, parks and h. Minor league baseball general-purpose buildings. i. Youth basketball j. Swim lessons 3. Providing social service programs and k. Outdoor facility and equipment rentals economic development activities. Low-Range Cost Recovery Activities G. Recreation Programs (0 to 30%) The following cost recovery policies apply to 1. Public swimm. Special swim classes the City's recreation programs: n. Community garden 1. Cost recovery for activities directed to adults o. Youth STAR should be relatively high. p. Teen services q. Senior services 2. Cost recovery for activities directed to youth 4. For cost recovery activities of less than and seniors should be relatively low. In 100%, there should be a differential in rates those circumstances where services are between residents and non-residents. similar to those provided in the private However, the Director of Parks and sector, cost recovery levels should be Recreation is authorized to reduce or higher. eliminate non-resident.fee differentials when Although ability to pay may not be a it can be demonstrated that: concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater -5- !i I Budget and Fiscal Policies a. The fee is reducing attendance. c. Engineering (public improvement plan C b. And there are no appreciable checks, inspections, subdivision expenditure savings from the reduced requirements, encroachments). attendance. d. Fire plan check. 5. Charges will be assessed for use of rooms, 2. Cost recovery for these services should pools, gymnasiums, ball fields, special-use generally be very high. In most instances, areas, and recreation equipment for activities the City's cost recovery goal should be not sponsored or co-sponsored by the City. 100%. Exceptions to this standard include Such charges will generally conform to the planning services, as this review process is fee guidelines described above. However, clearly intended to serve the broader the Director of Parks and Recreation is community as well as the applicant. In this authorized to charge fees that are closer to case, the general level of cost recovery is set full cost recovery for facilities that are at 45% to 100%, except for appeals, where heavily used at peak times and include a no fee is charged. majority of non-resident users. 3. However, in changing high cost recovery 6. A vendor charge of at least 10 percent of levels, the City needs to clearly establish gross income will be assessed from and articulate standards for its performance individuals or organizations using City in reviewing developer applications to facilities for moneymaking activities. ensure that there is`value for cost." 7. Director of Parks and Recreation is I. Comparability With Other Communities authorized to offer reduced fees such as introductory rates, family discounts and In setting user fees, the City will consider fees coupon discounts on a pilot basis (not to charged by other agencies in accordance with exceed 18 months) to promote new the following criteria: recreation programs or resurrect existing ones. 1. Surveying the comparability of the City's fees to other communities provides useful 8. The Parks and Recreation Department will background information in setting fees for consider waiving fees only when the City several reasons: Administrative Officer determines in writing that an undue hardship exists. a. They reflect the "market" for these fees and can assist in assessing the H. Development Review Programs reasonableness of San Luis Obispo's fees. The following cost recovery policies apply to the development review programs: b. If prudently analyzed, they can serve as a benchmark for how cost-effectively 1. Services provided under this category San Luis Obispo provides its services. include: 2. However, fee surveys should never be the a. Planning (planned development permits, sole or primary criteria in setting City fees tentative tract and parcel maps, as there are many factors that affect how and rezonings, general plan amendments, why other communities have set their fees at variances,use permits). their levels. For example: b. Building and safety (building permits, structural plan checks,inspections). 3 -6- Budget and Fiscal Policies a. What level of cost recovery is their fee improvements may be considered by the Council intended to achieve compared with our as part of the Financial Plan process. 1 cost recovery objectives? _ b. What costs have been considered in D. Transit. Based on targets set under the computing the fees? Transportation Development Act, the City will strive to cover at least twenty percent of transit c. When was the last time that their fees operating costs with fare revenues. were comprehensively evaluated? d. What level of service do they provide E. Ongoing Rate Review. The City will review compared with our service or and adjust enterprise fees and rate structures as performance standards? required to ensure that they remain appropriate and equitable. e. Is their rate structure significantly different than ours and what is it F. Franchise and In-Lieu Fees. In accordance intended to achieve? with long-standing practices, City will treat the water and sewer funds in the same manner as if 3. These can be very difficult questions to they were privately owned and operated. In address in fairly evaluating fees among addition to setting rates at levels necessary to different communities. As such, the fully cover the cost of providing water and comparability of our fees to other sewer service, this means assessing reasonable communities should be one factor among franchise and property tax in-lieu fees. many that is considered in setting City fees.. 1. Franchise fees are based on the statewide ENTERPRISE FUND FEES AND RATES standard for public utilities like electricity ME ?;.. .� n� ` § 'A;'. '" "� "; ' and. gas: 2% of gross revenues from operations. The appropriateness of charging A. Water, Sewer and Parking. The City will set the water fund a reasonable franchise fee for fees and rates at levels which fully cover the the use of City streets is further supported total direct and indirect costs—including by the results of recent studies in Arizona, operations, capital outlay, and debt service—of California, Ohio and Vermont which the following enterprise programs: water, sewer concluded that the leading cause for street and parking. resurfacing and reconstruction is street cuts and trenching for utilities. B. Creek and Flood Protection. The City will budget and account for all direct and indirect 2. For the water fund, property tax in-lieu fees costs related to the City's creek and flood are established under the same methodology protection efforts in this fund, including used in assessing property tax in-lieu fees to operations, capital outlay and debt service. In the Housing Authority under our 1976 phasing in this new fund, some level of General agreement with them. Under this approach, Fund subsidy—in declining levels annually—is water fund property tax in-lieu charges are expected through 2006-07. Further, due to a about $29,000 annually, and grow by 2% recent court decision regarding similar fees in per year as allowed under Proposition 13. the City of Salinas, the City will not implement user fees pending a fuller analysis of how this REVENUE DISTRIBUTION decision may affect them. C. Golf. Golf program fees and rates should fully The Council recognizes that generally accepted cover direct operating costs. Because of the accounting principles for state and local nine-hole nature of the golf course with its focus governments discourage the "earmarking" of on youth and seniors, subsidies from the General General Fund revenues, and accordingly, the Fund to cover indirect costs and capital practice of designating General Fund revenues for specific programs should be minimized in the City's -7- Z4 Budget and Fiscal Policies management of its fiscal affairs. Approval of the improvements, and other programs or projects following revenue distribution policies does not designed to reduce automobile usage. Because prevent the Council from directing General Fund TDA revenues will not be allocated for street resources to other functions and programs as purposes, it is expected that alternative necessary. transportation programs (in conjunction with other state or federal grants for this purpose)will A. Property Taxes. With the passage of be self-supporting from TDA revenues. Proposition 13 on June 6, 1978, California cities no longer can set their own property tax rates. D. Parking Fines. All parking fine revenues will In addition to limiting annual increases in be allocated to the parking fund. market value, placing a ceiling on voter- approved indebtedness, and redefining assessed INVESTMENTS valuations, Proposition 13 established a maximum county-wide levy for general revenue purposes of 1% of market value. Under A. Responsibility. Investments and cash subsequent state legislation, which adopted management is the responsibility of the City formulas for the distribution of this countywide Treasurer or designee. levy, the City now receives a percentage of total property tax revenues collected countywide as B. Investment Objective. The City's primary determined by the County Auditor-Controller. investment objective is to achieve a reasonable rate of return while minimizing the potential for Until November of 1996, the City had capital losses arising from market changes or provisions in its Charter that were in conflict issuer default. Accordingly, the following with Proposition 13 relating to the setting of factors will be considered in priority order in property tax revenues between various funds. determining individual investment placements: For several years following the passage of Proposition 13, the City made property tax 1. Safety allocations between funds on a policy basis that 2. Liquidity were generally in proportion to those in place 3. Yield before Proposition 13. Because these were general-purpose revenues, this practice was C. Tax and Revenue Anticipation Notes: Not for discontinued in 1992-93. With the adoption of a series of technical revisions to the City Charter Investment Purposes. There is an appropriate in November of 1996, this conflict no longer role for tax and revenue anticipation notes exists. (TRANS) in meeting legitimate short-term cash needs within the fiscal year. However, many B. Gasoline Tax Subventions. All gasoline tax agencies issue TRANS as a routine business revenues (which are restricted by the State for practice, not solely for cash flow purposes, but street-related purposes) will be used for to capitalize on the favorable difference between maintenance activities. Since the City's total the interest cost of issuing TRANS as a tax- expenditures for gas tax eligible programs and preferred security and the interest yields on them projects are much greater than this revenue if re-invested at full market rates. source, operating transfers will be made from the gas tax fund to the General Fund for this As part of its cash flow management and purpose. This approach significantly reduces investment strategy, the City will only issue the accounting efforts required in meeting State TRANS or other forms of short-term debt if necessary to meet demonstrated cash flow needs; reporting requirements. TRANS or any other form of short-term debt C. Transportation Development Act (TDA) financing will not be issued for investment Revenues. All TDA revenues will be allocated purposes. As long as the City maintains its to alternative transportation programs, including current policy of maintaining fund/working regional and municipal transit systems, bikeway capital balances that are 20% of operating -8 Budget and Fiscal Policies expenditures, it is unlikely that the City would Investment Management Plan that addresses the need to issue TRANS for cash flow purposes City's administration of its portfolio, including except in very unusual circumstances. investment strategies,practices and procedures. D. Selecting Maturity Dates. The City will strive K. Investment Oversight Committee. As set forth to keep all idle cash balances fully invested in the Investment Management Plan, this through daily projections of cash flow committee is responsible for reviewing the requirements. To avoid forced liquidations and City's portfolio on an ongoing basis to losses of investment earnings, cash flow and determine compliance with the City's future requirements will be the primary investment policies and for making consideration when selecting maturities. recommendations regarding investment management practices. Members include the E. Diversification. As the market and the City's City Administrative Officer, Assistant CAO, investment portfolio change, care will be taken Director of Finance/City Treasurer, Revenue to maintain a healthy balance of investment Manager and the City's independent auditor.. types and maturities. L. Reporting. The City Treasurer will develop and F. Authorized Investments. The City will invest maintain a comprehensive, well-documented only in those instruments authorized by the investment reporting system, which will comply California Government Code Section 53601. with Government Code Section 53607. This system will provide the Council and the The City will not invest in stock, will not Investment Oversight Committee with speculate and will not deal in futures or options. appropriate investment performance The investment market is highly volatile and information. continually offers new and creative opportunities for enhancing interest earnings. APPROPRIATIONS LIMITATION Accordingly, the City will thoroughly investigate any new investment vehicles before committing City funds to them. A. The Council will annually adopt a resolution establishing the City's appropriations limit G. Authorized Institutions. Current financial calculated in accordance with Article 3HII-B of statements will be maintained for each the Constitution of the State of California, institution in which cash is invested. Section 7900 of the State of California Investments will be limited to 20 percent of the Government Code, and any other voter approved total net worth of any institution and may be amendments or state legislation that affect the reduced further or refused altogether if an City's appropriations limit. institution's financial situation becomes unhealthy. B. The supporting documentation used in calculating the City's appropriations limit and H. Consolidated Portfolio. In order to maximize projected appropriations subject to the limit will yields from its overall portfolio, the City will be available for public and Council review at consolidate cash balances from all funds for least 10 days before Council consideration of a investment purposes, and will allocate resolution to adopt an appropriations limit. The investment earnings to each fund in accordance Council will generally consider this resolution in with generally accepted accounting principles. connection with final approval of the budget. I. Safekeeping. Ownership of the City's investment securities will be protected through third-party custodial safekeeping. J. Investment Management Plan. The City Treasurer will develop and maintain an -9- I Budget and Fiscal Policies C. The City will strive to develop revenue sources, original purchase cost of the items accounted for both new and existing, which are considered in this fund. non-tax proceeds in calculating its appropriations subject to limitation. The annual contribution to this fund will generally be based on the annual use allowance, D. The City will annually review user fees and which is determined based on the estimated life charges and report to the Council the amount of of the vehicle or equipment and its original program subsidy, if any, that is being provided purchase cost. Interest earnings and sales of by the General or Enterprise Funds. surplus equipment as well as any related damage and insurance recoveries will be credited to the E. The City will actively support legislation or Equipment Replacement Fund. initiatives sponsored or approved by League of California Cities which would modify Article C. Future Capital Project Designations. The XIII-B of the Constitution in a manner which Council may designate specific fund balance would allow the City to retain projected tax levels for future development of capital projects revenues resulting from growth in the local that it has determined to be in the best long-term economy for use as determined by the Council. interests of the City. F. The City will seek voter approval to amend its D. Other Designations and Reserves. In addition appropriation limit at such time that tax proceeds to the designations noted above, fund balance are in excess of allowable limits. levels will be sufficient to meet funding requirements for projects approved in prior years FUND BALANCE which are carried forward into the new year; DESIGNATIONS AND RESERVES debt service reserve requirements; reserves for „ .• , . 3 encumbrances; and other reserves or designations required by contractual obligations, A. Minimum Fund and Working Capital state law, or generally accepted accounting Balances. The City will maintain fund or principles. working capital balances of at least 20% of operating expenditures in the General Fund and CAPITAL IMPROVEMENT MANAGEMENT water, sewer and parking enterprise funds. This ' '` ~', ,>-•. t=: = ;= is considered the minimum level necessary to maintain the City's credit worthiness and to A. CIP Projects: $15,000 or More. Construction adequately provide for: projects and equipment purchases which cost $15,000 or more will be included in the Capital 1. Economic uncertainties, local disasters, and Improvement Plan (CIP); minor capital outlays other financial hardships or downturns in the of less than $15,000 will be included with the local or national economy. operating program budgets. 2. Contingencies for unseen operating or capital needs. B. CIP Purpose. The purpose of the CIP is to systematically plan, schedule, and finance 3. Cash flow requirements. capital projects to ensure cost-effectiveness as well as conformance with established policies. B. Equipment Replacement. For General Fund The CIP is a four-year plan organized into the assets, the City will establish and maintain an same functional groupings used for the operating Equipment Replacement Fund to provide for the programs. The CIP will reflect a balance timely replacement of vehicles and capital between capital replacement projects that repair, equipment with an individual replacement cost replace or enhance existing facilities, equipment of $15,000 or more. The City will maintain a or infrastructure; and capital facility projects that minimum fund balance in the Equipment significantly expand or add to the City's existing Replacement Fund of at least 20% of the fixed assets. 7 -10- Budget and Fiscal Policies C. Project Manager. Every CIP project will have 9. Equipment Acquisitions. Vehicles, heavy ; a project manager who will prepare the project machinery, computers, office furnishings, proposal, ensure that required phases are other equipment items acquired and installed completed on schedule, authorize all project independently from construction contracts. expenditures, ensure that all regulations and laws are observed, and periodically report 10. Debt Service. Installment payments of project status. principal and interest for completed projects funded through debt financings. D. CIP Review Committee. Headed by the City Expenditures for this project phase are Administrative Officer or designee, this included in the Debt Service section of the Committee will review project proposals, Financial Plan. determine project phasing, recommend project managers, review and evaluate the draft CIP Generally, it will become more difficult for a budget document, and report CIP project project to move from one phase to the next. As progress on an ongoing basis. such, more projects will be studied than will be designed, and more projects will be designed E. CIP Phases. The CIP will emphasize project than will be constructed or purchased during the planning, with projects progressing through at term of the CIP. least two and up to ten of the following phases: F. CIP Appropriation. The City's annual CIP I. Designate. Appropriates funds based on appropriation for study, design, acquisition projects designated for funding by the and/or construction is based on the projects Council through adoption of the Financial designated by the Council through adoption of Plan. the Financial Plan. Adoption of the Financial Plan CIP appropriation does not automatically 2. Study. Concept design, site selection, authorize funding for specific project phases. feasibility analysis, schematic design, This authorization generally occurs only after environmental determination, property the preceding project phase has been completed appraisals, scheduling, grant application, and approved by the Council and costs for the grant approval, specification preparation for succeeding phases have been fully developed. equipment purchases. Accordingly, project appropriations are 3. Environmental Review. EIR preparation, generally made when contracts are awarded. If other environmental studies. project costs at the time of bid award are less than the budgeted amount, the balance will be 4. Real Property Acquisitions. Property unappropriated and returned to fund balance or acquisition for projects,if necessary. allocated to another project. If project costs at the time of bid award are greater than budget 5. Site Preparation. Demolition, hazardous amounts,five basic options are available:. materials abatements, other pre-construction work. I. Eliminate the project. 6. Design. Final design,plan and specification 2. Defer the project for consideration to the preparation and construction cost estimation. next Financial Plan period. 3. Rescope or change the phasing of the project 7. Construction. Construction contracts. to meet the existing budget. 8. Construction Management Contract project management and inspection, soils and material tests, other support services during construction. -11- Budget and Fiscal Policies 4. Transfer funding from another specified, a. When the project's useful life will lower priority project. exceed the term of the financing. 5. Appropriate additional resources as b. When project revenues or specific necessary from fund balance. resources will be sufficient to service G. CIP Budget Carryover. Appropriations for the long-term debt. CIP projects lapse three years after budget 2. Debt financing will not be considered adoption. Projects which lapse from lack of appropriate for any recurring purpose such project account appropriations may be as current operating and maintenance resubmitted for inclusion in a subsequent CIP. expenditures. The issuance of short-term Project accounts, which have been appropriated, instruments such as revenue, tax or bond Will not lapse until completion of the project anticipation notes is excluded from this phase. limitation. (See Investment Policy) H. Program Objectives. Project phases will be 3. Capital improvements will be financed listed as objectives in the program narratives of primarily through user fees, service charges, the programs,which manage the projects. assessments, special taxes or developer agreements when benefits can be I. Public ArtCIP projects will be evaluated specifically attributed to users of the facility. during the budget process and prior to each Accordingly, development impact fees phase for conformance with the City's public art should be created and implemented at levels policy, which generally requires that 1% of sufficient to ensure that new development eligible project construction costs be set aside pays its fair share of the cost of constructing for public art. Excluded from this requirement necessary community facilities. are underground projects, utility infrastructure projects, funding from outside agencies, and 4. Transportation impact fees are a major costs other than construction such as study, funding source in financing transportation environmental review, design, site preparation, system improvements. However, revenues land acquisition and equipment purchases. from these fees are subject to significant fluctuation based on the rate of new It is generally preferred that public art be development. Accordingly, the following incorporated directly into the project, but this is guidelines will be followed in designing and not practical or desirable for all projects; in this building projects funded with transportation case, an in-lieu contribution to public art will be impact fees: made. To ensure that funds are adequately budgeted for this purpose regardless of whether a. The availability of transportation impact public art will directly incorporated into the fees in funding a specific project will be project, funds for public art will be identified analyzed on a case-by-case basis as separately in the CIP. plans and specification or contract awards are submitted for CAO or CAPITAL FINANCING Council approval. AND DEBT MANAGEMENT_—• b. If adequate funds are not available at that time, the Council will make one of A. Capital Financing two determinations: 1. The City will consider the use of debt financing only for one-time capital improvement projects and only under the: - following circumstances: /9 -12- � I Budget and Fiscal Policies • Defer the project until funds are B. Debt Management available. 1. The City will not obligate the General Fund • Based on the high-priority of the to secure long-term financings except when project, advance funds from the General Fund, which will be marketability can be significantly enhanced. reimbursed as soon as funds become 2. An internal feasibility analysis will be available. Repayment of General prepared for each long-term financing which Fund advances will be the first use analyzes the impact on current and future of transportation impact fee funds budgets for debt service and operations. when they become available. This analysis will also address the reliability 5. The City will use the following criteria to of revenues to support debt service. evaluate pay-as-you-go versus long-term 3. The City will generally conduct financings financing in funding capital improvements: on a competitive basis. However,negotiated financings may be used due to market Factors Favoring volatility or the use of an unusual or Pay-As-You-Go Financing complex financing or security structure. a. Current revenues and adequate fund 4. The City will seek an investment grade balances are available or project phasing rating (Baa/BBB or greater) on any direct can be accomplished. debt and will seek credit enhancements such b. Existing debt levels adversely affect the as letters of credit or insurance when City's credit rating. necessary for marketing ' purposes, c. Market conditions are unstable or availability and cost-effectiveness. present difficulties in marketing. 5. The City will monitor all forms of debt Factors Favoring Long Term Financing annually coincident with the City's Financial Plan preparation and review process and d. Revenues available for debt service are report concerns and remedies, if needed, to deemed sufficient and reliable so that the Council. long-term financings can be marketed 6. The City will diligently monitor its with investment grade credit ratings. compliance with bond covenants and ensure e. The project securing the financing is of its adherence to federal arbitrage the type, which will support an regulations. investment grade credit rating. f. Market conditions present favorable 7. The City will maintain good, ongoing interest rates and demand for City communications with bond rating agencies financings. about its financial condition. The City will follow a policy of full disclosure on every g. A project is mandated by state or federal financial report and bond prospectus requirements, and resources are (Official Statement). insufficient or unavailable. h. The project is immediately required to C. Debt Capacity meet or relieve capacity needs and current resources are insufficient or 1. General Purpose Debt Capacity. The City unavailable. will carefully monitor its levels of general- purpose debt. Because our general purpose i. The life of the project or asset to be debt capacity is limited, it is important that ' financed is 10 years or longer. we only use general purpose debt financing for high-priority projects where we cannot -13- Budget and Fiscal Policies reasonably use other financing methods for 2. The City will consider retaining the services two key reasons: of an independent disclosure counsel when one or more of following circumstances are a. Funds borrowed for a project today are present: not available to fund other projects tomorrow. a. The financing will be negotiated, and b. Funds committed for debt repayment the underwriter has not separately today are not available to hind engaged an underwriter's counsel for operations in the future. disclosure purposes. b. The revenue source for repayment is not In evaluating debt capacity, general-purpose under the management or control of the annual debt service payments should City, such as land-based assessment generally not exceed 10% of General Fund districts, tax allocation bonds or conduit revenues; and in no case should they exceed financings. 15%. Further, direct debt will not exceed c. The bonds will not be rated or insured. 2% of assessed valuation; and no more than 60% of capital improvement outlays will be d. The City's financial advisor, bond funded from long-term financings. counsel or underwriter recommends that the City retain an independent 2. Enterprise Fund Debt Capacity. The City disclosure counsel based on the will set enterprise fund rates at levels needed circumstances of the financing. to fully cover debt service requirements as well as operations, maintenance, E., Land-Based Financings administration and capital improvement costs. The ability to afford new debt for 1. Public Purpose There will be a clearly enterprise operations will be evaluated as an articulated public purpose in forming an integral part of the City's rate review and assessment or special talc district in setting process. financing public infrastructure improvements. This should include a D. Independent Disclosure Counsel finding by the Council as to why this form of financing is preferred over other funding The following criteria will be used on a case-by- options such as impact fees, reimbursement case basis in determining whether the City agreements or direct developer should retain the services of an independent responsibility for the improvements. disclosure counsel in conjunction with specific project financings: 2. Active Role. Even though land-based financings may be a limited obligation of the 1. The City will generally not retain the City, we will play an active role in services of an independent disclosure managing the district. This means that the counsel when all of the following City will select and retain the financing circumstances are present: team, including the financial advisor, bond counsel, trustee, appraiser, disclosure a. The revenue source for repayment is counsel, assessment engineer and under the management or control of the underwriter. Any costs incurred by the City City, such as general obligation bonds, in retaining these services will generally be revenue bonds, lease-revenue bonds or the responsibility of the property owners or certificates of participation. developer, and will be advanced via a b. The bonds will be rated or insured. deposit when an application is filed; or will be paid on a contingency fee basis from the proceeds from the bonds. 02y- -14- Budget and Fiscal Policies 3. Credit Quality. When a developer requests 8. Benefit Apportionment Assessments and a district, the City will carefully evaluate the special taxes will be apportioned according applicant's financial plan and ability to cant' to a formula that is clear, understandable, the project, including the payment of equitable and reasonably related to the assessments and special taxes during build- benefit received by—or burden attributed out. This may include detailed background, to—each parcel with respect to its financed credit and lender checks, and the preparation improvement. Any annual escalation factor of independent appraisal reports and market should generally not exceed 2%. absorption studies. For districts where one property owner accounts for more than 25% 9. Special Tax District Administration. In the of the annual debt service obligation, a letter case of Mello-Roos or similar special tax of credit further securing the financing may districts, the total maximum annual tax be required. should not exceed 110% of annual debt service. The rate and method of 4. Reserve Fund A reserve fund should be apportionment should include a back-up tax established in the lesser amount of:. the in the event of significant changes from the maximum annual debt service; 125% of the initial development plan, and should include annual average debt service; or 10% of the procedures for prepayments. bond proceeds. 10. Foreclosure Covenants. In managing 5. Value-to-Debt Ratios. The minimum value- administrative costs, the City will establish to-date ratio should generally be 4'1. This minimum delinquency amounts per owner, means the value of the property in the and for the district as a whole, on a case-by- district, with the public improvements, case basis before initiating foreclosure should be at least four times the amount of proceedings. the assessment or special tax debt. In special circumstances, after conferring and 11. Disclosure to Bondholders. In general, receiving the concurrence of the City's each property owner who accounts for more financial advisor and bond counsel that a than 10% of the annual debt service or lower value-to-debt ratio is financially bonded indebtedness must provide ongoing prudent under the circumstances, the City disclosure information annually as described may consider allowing a value-to-debt ratio under SEC Rule 15(c)-12. of 3:1. The Council should make special findings in this case. 12. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances and 6. Capitalized Interest During Construction. annual payments should be made by the Decisions to capitalize interest will be made seller to prospective buyers at the time that on case-by-case basis, with the intent that if the buyer bids on the property. It should not allowed, it should improve the credit quality be deferred to after the buyer has made the of the bonds and reduce borrowing costs, decision to purchase. When appropriate; benefiting both current and future property applicants or property owners may be owners. required to provide the City with a disclosure plan. 7. Maximum Burden. Annual assessments (or special taxes in the case of Mello-Roos or F. Conduit Financings similar districts)should generally not exceed 1% of the sales price of the property; and 1. The City will consider requests for conduit total property taxes, special assessments and financing on a case-by-case basis using the special taxes payments collected on the tax following criteria: roll should generally not exceed 2%. 2?� -15- Budget and Fiscal Policies a. The City's bond counsel will review the a. There is a net economic benefit. terms of the financing, and render an b. It is needed to modernize covenants that opinion that there will be no liability to are adversely affecting the City's the City in issuing the bonds on behalf of the applicant. financial position or operations. b. There is a clearly articulated public c. The City wants to reduce the principal purpose in providing the conduit outstanding in order to achieve future financing. debt service savings,and it has available working capital to do so from other c. The applicant is capable of achieving sources. this public purpose. 2. Standards for Economic Savings. In 2. This means that the review of requests for general, refinancings for economic savings conduit financing will generally be a two- will be undertaken whenever net present step process: value savings of at least five percent (5%)of the refunded debt can be achieved. a. First asking the Council if they are interested in considering the request, Refinancings that produce net present value and establishing the ground rules for savings of less than five percent will be evaluating it considered on a case-by-case basis,provided b. And then returning with the results of that the present° value savings are at least this evaluation, and recommending three percent(3%)of the refunded debt. approval of appropriate financing Refinancings with savings of less than three documents if warranted. Censures percent (3%), or with negative savings, will This two-step approach that the not be considered unless there is a issues are clear for both the City and compelling public policy objective. applicant, and that key policy questions are HUMAN RESOURCE MANAGEMENT answered. ,, ,- s ;,sa: , r li "`' �; " 3. The workscope necessary to address these A. Regular Staring issues will vary from request to request, and will have to be determined on a case-by-case 1. The budget will fully appropriate the basis. Additionally, the City should generally be fully reimbursed for our costs resources needed for authorized regular in evaluating the request; however, this staffing and will limit programs to the regular staffing authorized. should also be determined on a case-by-case basis. 2. Regular employees will be the core work G. Refinancings force and the preferred means of staffing ongoing, year-round program activities that 1. General Guidelines. Periodic.reviews of all should be performed by full-time City outstanding debt will be undertaken to employees rather than independent determine refinancing opportunities. contractors. The City will strive to provide Refinancings will be considered (within competitive compensation and benefit federal tax law constraints) under the schedules for its authorized regular work following conditions: force. Each regular employee will: 22 -16- Budget and Fiscal Policies a. Fill an authorized regular position. 2. Temporary employees include all employees b. Be assigned to an appropriate bargaining other than regular employees, elected ` unit officials, and volunteers. Temporary - employees will generally augment regular c. Receive salary and benefits consistent City staffing as extra-help employees, with labor agreements or other seasonal employees, contract employees, compensation plans. interns and work-study assistants. 3. To manage the growth of the regular work 3. The City Administrative Officer (CAO) and force and overall staffing costs, the City will Department Heads will encourage the use of follow these procedures: temporary rather than regular employees to meet peak workload requirements, fill a. The Council will authorize all regular interim vacancies, and accomplish tasks positions. where less than full-time, year-round b. The Human Resources Department will staffing is required. coordinate and approve the hiring of all regular and temporary employees. Under this guideline, temporary employee hours will generally not exceed 50% of a c. All requests for additional regular regular, full-time position (1,000 hours positions will include evaluations of: annually). There may be limited • The necessity, term and expected circumstances where the use of temporary results of the proposed activity. employees on an ongoing basis in excess of this target may be appropriate due to unique • Staffing and materials costs programming or staffing requirements. including salary, benefits, However, any such exceptions must be equipment, uniforms, clerical approved by the CAO based on the review support and facilities. and recommendation of the Human • The ability of private industry to Resources Director. provide the proposed service. 4. Contract employees are defined as • Additional revenues or cost savings, temporary employees with written contracts which may be realized. approved by the CAO who may receive approved benefits depending on hourly 4. Periodically, and before any request for requirements and the length of their additional regular positions, programs will contract. Contract employees will generally be evaluated to determine if they can be be used for medium-term(generally between accomplished with fewer regular employees. six months and two years) projects, (See Productivity Review Policy) programs or activities requiring specialized or augmented levels of staffing for a specific 5. Staffing and contract service cost ceilings period. will limit total expenditures for regular employees, temporary employees, and The services of contract employees will be independent contractors hired to provide discontinued upon completion of the operating and maintenance services. assigned project, program or activity. Accordingly, contract employees will not be B. Temporary Staffing used for services that are anticipated to be delivered on an ongoing basis. 1. The hiring of temporary employees will not be used as an incremental method for - expanding the City's regular work force. a� -17- Budget and Fiscal Policies C. Independent Contractors C. Developing the skills and abilities of all City employees. Independent contractors are not City employees. They may be used in two situations: D. Developing and implementing appropriate methods of recognizing and rewarding. 1. Short-term, peak workload assignments to exceptional employee performance. be accomplished using personnel contracted through an outside temporary employment E. Evaluating the ability of the private sector to agency (OEA). In this situation, it is perform the same level of service at a lower cost. anticipated that City staff will closely monitor the work of OEA employees and F. Periodic formal reviews of operations on a minimal training will be required. However, systematic, ongoing basis. they will always be considered the employees of the OEA and not the City. All G. Maintaining a decentralized approach in placements through an OEA will be managing the City's support service functions. coordinated through the Human Resources Although some level of centralization is Department and subject to the approval of necessary for review and control purposes, the Human Resources Director. decentralization supports productivity by: 2. Construction of public works projects and 1. Encouraging accountability by delegating delivery of operating, maintenance or responsibility to the lowest possible level. specialized professional services not routinely performed by City employees. 2. Stimulating creativity, innovation and Such services will be provided without close individual initiative. supervision by City staff, and the required methods, skills and equipment will generally 3. Reducing the administrative costs of be determined and provided by the operation by eliminating unnecessary review contractor. Contract awards will be guided procedures. by the City's purchasing policies and 4. Improving the organization's ability to procedures. (See Contracting for Services respond to changing needs, and identify and Policy) implement cost-saving programs. PRODUCTIVITY 5. Assigning responsibility for effective o - a �ti` '�� *��- operations and citizen responsiveness to the department. Ensuring the "delivery of service with value for cost" is one of the key concepts embodied in the CONTRACTING FOR SERVICES City's Mission Statement (San Luis Obispo Style— Quality With Vision). To this end, the City will constantly monitor and review our methods of A. General Policy Guidelines operation to ensure that services continue to be delivered in the most cost-effective manner possible. 1. Contracting with the private sector for the This review process encompasses a wide range of delivery of services provides the City with a productivity issues, including: significant opportunity for cost containment and productivity enhancements. As such, A. Analyzing systems and procedures to identify the City is committed to using private sector and remove unnecessary review requirements. resources in delivering municipal services as a key element in our continuing efforts to B. Evaluating the ability of new technologies and provide cost-effective programs. related capital investments to improve productivity.. as Budget and Fiscal Policies 2. Private sector contracting approaches under 7. Does the use of contract services provide us ; this policy include construction projects, with an opportunity to redefine service . professional services, outside employment levels? agencies and ongoing operating and maintenance services. 8. Will the contract limit our ability to deliver emergency or other high priority services? 3. In evaluating the costs of private sector contracts compared with in-house 9. Overall, can the City successfully delegate performance of the service, indirect, direct, the performance of the service but still retain and contract, administration costs of the City accountability and responsibility for its will be identified and considered. delivery? 4. Whenever private sector providers are available and can meet established service levels, they will be seriously considered as viable service delivery alternatives using the v?KM , ,y > x .X evaluation criteria outlined below. 01 -1i 5. For programs and activities currently provided by City employees, conversions to contract services will generally be made through attrition, reassignment or absorption by the contractor. B. Evaluation Criteria 1. Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service levels will be determined on a case-by-case basis using the following criteria: 2. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative service providers? 3. Can the contract be effectively and efficiently administered? 4. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the City for any such damages? 5. Can a private sector contractor better respond to expansions, contractions or special requirements of the service? 6. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractor's performance after bid award? -19- 76 e —yT dura `e Alev city of San Luis OBISPO What Are the Most Important Things for the City to Do Over the Next Two Years? The City is starting to prepare our next two-year budget—the 2003-05 Financial Plan. Council goal-setting is the very first step in this process. In setting goals for the next two years, the Council is genuinely interested in knowing what our community members Tuesday, January M 2003 believe are the most important, highest 6:30 to 9:30 PM priority things for the City to do over the Laguna Middle School next two years. 11050 Los Osos Valley Road And since the City is facing its toughest fiscal outlook in over ten years, with a projected General Fund budget gap of$5.5 million to close, it will be especially important to focus on our top priorities this budget season. For this reason, the first step in the City's goal-setting process is a Community Forum providing participants with a meaningful, interactive opportunity to share with each other and the Council what they believe are the most important priorities for the City over the next two years. This forum will be held on Tuesday, January 14, 2003, 6:30 PM at Laguna Middle School, 11050 Los Osos Valley Road. The comments and suggestions received at this forum will play an important role in shaping the City's future spending priorities, and all community members are encouraged to attend and share their thoughts with each other and the Council. This forum will be followed by a Council goal-setting workshop on Saturday, February 1, 2003, where the Council will set major City goals for the next two years. These will guide preparation of the 2003-05 Preliminary Financial Plan and Budget. This Council workshop will begin at 8:30 AM, and will be held in the City/County Library Community Room, 995 Palm Street.. ' Want more information? Please call us at 781-7125 for more information about the Community Forum or the City's goal-setting and budget process. Z7 r city of 0. 162M.91`111 san Luis osispo 990 Palm Street la San Luis Obispo,CA 93401 a(805)781-7125 is Fax:(805)781-7401 a Email:.bstatler@slocity.org News Release DATE: January 7, 2003 RELEASE: Immediate CONTACT: Bill Statler,Director of Finance (805)781-7125 CITY BEGINS BUDGET PROCESS WITH GOAL-SETTING First Step Is Community Forum The City is starting to prepare its next two-year budget—the 2003-05 Financial Plan. The purpose of the City's budget is to link most important, highest priority things for the City to do over the next two years with the resources necessary to do so. For this reason, the very first step in this process is Council goal-setting. In setting goals for the next two years,the Council is genuinely interested in knowing what the members of our community believe are the most important things for the City to do. And since the City is facing its toughest fiscal outlook in many years, with a projected budget gap of$S:S million to close, getting City priorities straight will be especially important this budget season. For this reason,the first step in the City's goal-setting process is a Community Forum providing community groups, interested individuals and Council advisory bodies with an opportunity to share with the Council and each other what they believe are the most important priorities for the City over the next two years. This will be an interactive forum with opportunities to discuss how suggested goals might fit within a broader community context and current City activities. This forum will be held on Tuesday, January 14,2003,beginning at 6:30 PM at Laguna Middle School, 11050 Los Osos Valley Road. The comments and suggestions received at this workshop will play a major role in shaping the City's future spending priorities, and all community member's are encouraged to attend and participate with others in sharing their thoughts with the Council. This forum will be followed by a Council goal-setting workshop on Saturday, February 1, 2003, where the Council will set major City goals for the next two years. These will guide preparation of the 2003-05 Preliminary Financial Plan and Budget. This Council workshop will begin at 8:30 AM, and will be held in the City/County Library Community Room, 995 Palm Street. Highlighting the opportunity for citizen participation, City Administrator Ken Hampian said: "We are always looking for more effective ways of involving the community in setting the course for our City. The Council and staff will be present at the Community Forum on January 14 to hear ideas from the community on potential goals,before the Council sets and prioritizes goals on February 1." For more information about the community forum and the City's budget process, please call Bill Statler,Director of Finance,at 781-7125. ® The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf(805)781-7410. '09 What are the most important things for the City to accomplish over the next two years? �_.. The Council wants your help in answering this question. And it's an especially important one this budget season, since the City is facing its toughest fiscal outlook in many years. r r.-' The City is starting to prepare our next two-year budget:the 2003-05 Financial Plan.The purpose of our budget process is to link the most important,highest priority things for the City to do over the next two years with the resources M y necessary to do so.For this reason,the very first step in this process is Council �6 f"-I ��( �x, goal-setting. In setting goals for the next two years,the Council is genuinely inter- ested in knowing what the community believes are the highest priority, 'r most important things for the City to do. k Attend the Community Forum where you can discuss potential goals with �V- i other residents,community groups and Council advisory bodies.It will be an ainteractive forum with opportunities to write suggested goals,discuss how they �y *, might fit with related City activities,and share the workshop results with the Council.This is a chance not only to '. provide your own input but also to y see how your ideas fit in a broader Key Dates community context CommunityForum =' ( Provide us with our written Tuesday,January 14,2003 \- y 6:30 to 9:30 PM suggestions,which will be distributed Laguna Middle School to each Council member. It will be 11050 Los Osos ValleyRoad especially helpful if your written comments could succinctly address Please Written Suggestions what you are requesting for the Friday,January end them to Statterby: Friday,January 3,2003 community,why it is important to San 990 Palm Street Luis Obispo,and any creative ideas you San Luis Obispo,CA 93401 d have about how to achieve it(especially Fax:781-7401 given our tough fiscal outlook),such Email:bsMder@slocity.org as opportunities for partnering with others or other alternative approaches.Please submit your written comments by Friday,January 3,2003. Council members will review your comments in preparation for the Council's Goal-Setting Workshop on Saturday,February 1,2003.The Goals from the Council's deliberations will guide the preparation of the Preliminary Financial Plan,which the CAO will issue in May 2003.This will be followed by extensive Budget workshops and public hearings,leading to Council adoption of the bud- get by June 30,2003. If you have any questions about the City's budget process and your important role in it,please call Bill Statler,Director of Finance,at 781-7125. 27 ��►��;�� mcmomn6um Pl�_�.k E�' December 5,2002 TO: All Advisory Body Members FROM: Ken Harnpian, City Administrative Officer Bill Statler,Director of Finance SUBJECT: RESULTS OF FIVE-YEAR FISCAL FORECAST As we began the 2003-05 Financial Plan and goal-setting process back in August, we highlighted that the City is facing its toughest fiscal outlook in many years. We recently completed our five-year fiscal forecast for the General Fund, which defines the serious nature of our outlook in a more empirical, "numbers"way. The results confirm our earlier assessment,and we want to share them with you. The City is facing a projected budget gap of$5.5 million annually, even if all we do is continue current service levels and adequately maintain and repair the facilities and infrastructure already in place today. Obviously, funding any additional acquisitions or Pmjectod Budgat Gap:200348 improvements---or other new service initiatives—will only make this gap larger. There are four main drivers behind this gap: increasing retirement costs, largely ED 0.-TIMM. due to PERS investment losses; increasing insurance 44. costs; mixed results in our most important revenue sources; and infrastructure maintenance needs. On top of this is the very real threat hreat of even more budget cuts by the State to cities, which already cost the City $1.5 million each and every year. The F1ffwl Yew forecast does not assume this happening; but given the size ($21 billion and counting) of the State's budget deficit for 2003-04,we would be naive to ignore this possibility. Very Tough Decisions Ahead of Us. In many ways, the budget-balancing challenges facing us at this time are even greater than they were ten years ago, when the City experienced its greatest economic downturn in sixty years, and the State grabbed $1.5 million annually from us. Not just because the dollars are bigger, but mainly because many of the mitigation tools available to us then are not available to us today. This includes the new reality of binding arbitration for our safety employees and severe limits on the revenue options available to the Council. The forecast will be formally presented to the Council at its December 10, 2002 budget workshop starting at 7:00 PM in the Council Chambers. We encourage you to join us at the workshop fora fuller understanding of the forecast results, and its implications for our ability to deliver services to the San Luis Obispo community(or watch the broadcast of this workshop on Chatmel 20). For More Information. The full forecast report, which describes its purpose and underlying assumptions in detail, is available on the City's web site at www.sloci1y.org_/whatsnew.asp or from the City's Finance Department at 781-7130. We are also available to discuss the resultsI with you at an upcoming meeting of your advisory body upon request. If you have any questions about the forecast, please call Bill Statler,Director of Finance, at 781-7125. Cc Council,Department Heads,Budget Review Team,Fiscal Officers and Advisory Body Staff Liaisons �i li�Ililill'Illlo��ullllll� city Of san Luis omspo What are the most important things for the City to accomplish over the next two years? The Council wants your help in answering this question. And it's an especially important one this budget season, since the City is facing its toughestfiscal outlook in many years. The City is starting to prepare our next two-year budget: the 2003-05 Financial Plan. The purpose of our budget process is to link the most important, highest priority things for the City to do over the next two years with the resources necessary to do so. For this reason, the very first step in this process is Council goal-setting. The goals set by the Council early in the process drive the remainder of the budget process, and provide important direction to staff in preparing the preliminary budget In setting goals for the next two years, the Council is genuinely interested in knowing what the community believes are the most important things for the City to do. We need to hear from you if the City is to develop goals for the next two years that best reflect where we should be headed in our facilities,programs and operations. And getting our priorities straight will be especially important in the lean times ahead of us. There are several ways for you to provide ideas: ■ Community forum where you can discuss potential goals with other residents,community groups and Council advisory bodies. It will be an interactive forum with opportunities to write suggested goals, discuss how they might fit with related City activities,and share the workshop results with the Council. It's a chance not only to provide your own input but also to see how your ideas fit in a broader community context. Please plan to participate in as much of the forum as you can. Community Forum Tuesday, January 14, 2003 ■ Opportunities for written suggestions where your ideas will be 6:30 to 9:30 PM distributed to each Council member. It will be especially helpful if Laguna Middle School your written comments could succinctly address what you are 11050 Los Osos Valley Road requesting for the community, why it is important to San Luis Obispo,and any creative ideas you have about how to achieve it Written Suggestions (especially given our tough fiscal outlook)such as alternative Please send them to Bill Statler by Friday,January 3, 2003 approaches or opportunities for partnering with others. Please 990 Palm Street submit your written comments by Friday,January 3,2003. San Luis Obispo, CA 93401 Fax: 781'-7401 The Council members will review your comments in preparation for Email: bstatier@slocity.org the Council's Goal-Setting Workshop on Saturday,February 1,2003. The goals from the Council's deliberations will guide the preparation of the Preliminary Financial Plan,which the CAO will issue in May 2003. This will be followed by extensive budget workshops and public hearings,leading to Council adoption of the budget by June 30,2003. If you have any questions about the City's budget process and your important role in it,please call Bill Statler, - Director of Finance, at 781-7125. C3/ mcmoRAnbum "a August 21,2002 TO: Advisory Body Chairs FROM: Allen Settle,Mayor Ken Hampian,City Administrative Officer SUBJECT: 2003-05 FINANCIAL PLAN—AND YOUR IMPORTANT ROLE IN IT At the July 11, 2002 Mayor/Council Advisory Body Chair quarterly meeting, we provided you with a "heads-up" that it will soon be time for Council advisory bodies to begin preparing their recommended goals for Council consideration as part of the 2003-05 Financial Plan process. Advisory body recommendations are an important part of this process: numerous advisory body recommendations received in the past as part of this process have been included in some way in the subsequent budgets adopted by the Council. Scope of Advisory Body Goals. Council goals, by their nature, usually tend to be broader in scope than the work programs developed by advisory bodies. In your recommendations to the Council, please consider what you believe would be appropriate City goals, both from the perspective of your advisory body's purpose, as well as any perceived community-wide concerns and needs. About the City's Budget Process. Attached are the summaries of the City's budget process we handed- out at the July 11 meeting. Also attached is the City's "Budget-in-Brief," which includes the current major City goals for 2001-03 as well as a summary of the key fiscal issues facing us. New Approach for 2003-05. As outlined in the attached summary, we are asking that advisory bodies take a"two-step"approach this year in developing recommended goals for Council consideration: 0 The first step will be developing draft candidate goals by each advisory body. These are due by October 25, 2002. 0 In the second step, the City's budget staff aff will compile the draft goals from all of the advisory bodies into a complete listing, which each advisory body can then review before finalizing its recommended goals for Council consideration. These are due by January 3,2003. With this "two-step" approach, the Council hopes that each advisory body will have a better idea of what other advisory bodies are thinking about, and have the opportunity to consider how these other goals may relate to its own goals and activities. This in turn may result in an advisory body modifying its initial goals. Because this "two-step"process wl,11 require more lead-time than in the past, we will need to start it sooner. Your liaison staff will work closely with you in scheduling dates for your advisory body review, and follow-up on internal deadlines and coordination with the City's budget staff. Truth in Advertising: The Fiscal Facts of Life. The Council is genuinely interested in receiving goal recommendations from their advisory bodies in setting the City's course for the next two years. However, this process needs to be placed in the context of the major threats to our fiscal health on a number of fronts. These include adverse trends in key General Fund revenues, increasing insurance and retirement costs—and most disconcerting of all—the continuing potential for major State budget cuts to cities. Combined, these forces translate into what is likely to be the toughest fiscal situation we have 2003-05 Financial Plan: Council Advisory Body Role Page 2 faced in over ten years. This doesn't mean that we can't fund any new initiatives in 2003-05—but it does mean that doing so will be very difficult. For this reason, we're on two parallel tracks to the same destination: ■ Hoping for the Best Planning for the future, responding to our highest hopes and aspirations, identifying the most important, highest priority things for us to do. ■ Preparing for the Worst While at the same time recognizing our very real fiscal challenges. On the surface, goal-setting and tough fiscal times may appear to be conflicting concepts—but they aren't. In fact, the need to set goals for the most important, highest priority things for us to do is even more important when resources are tight. And this is the essence of the budget process: of all the things we want to do in making our community an even better place to live, work and play, what are the most important? And what are the difficult resource trade-offs we have to make to do them? In making these trade-offs, the Council genuinely wants the help of its advisory bodies in identifying the most important things for us to do. But given our fiscal outlook, this will mean being focused and making tough decisions. For this reason, advisory bodies should recognize that the Council might not be able to accommodate all of their recommended goals in 2003-05. This doesn't mean the Council didn't appreciate and take them seriously; but that given our fiscal circumstances, we had to make tough decisions to deploy our limited resources elsewhere. Where to From Here? Please share this memorandum and the enclosed materials with your fellow advisory body members,and start putting together your suggested goals. As noted above: C ■ Draft goals are due by October 25,2002. _ ■ Final goals are due by January 3,2003. , , mam= . It will be especially helpful if your written comments Budget Workshop: Status of Current Two-Year Goals, Long-Term Plans and could succinctly address what you are requesting for Our Fiscal Outlook the community, why it is important to San Luis Friday, November 15, 2002 Obispo, and any creative ideas you have about how 10:00 AM to 3:00 PM to achieve it—given limited resources and competing Council Chambers priorities—such as alternative approaches to service 990 Palm Street files A-r delivery and opportunities for partnering with others. Community Forum Dr9 Wednesday, January 15, 2003 We welcome your attendance at any of the upcoming 6:30 to 9:30 PM budget workshops (see the sidebar) and we will be Veteran's Memorial Building happy to provide you with copies of the agenda 801 Grand Avenue reports and background materials upon request. Council Goal-Setting Workshop Saturday, February 1, 2003 For More Information. If you have any questions 8:30 AM to 4:00 PM about the City budget process and your importantCity/County Library Community Room role in it, please call Ken Hampian, City 995 Palm Street Administrative Officer, at 781-7114 or Bill Statler, Director of Finance,at 781-7125. Cc Council,All Advisory Body Members,Department Heads and Advisory Body Staff Liaisons �3 �IIIIIIIIIIII I !��IIIII C O IIIb'' ' rtv san Luis oBispo COMMUNITY BUDGETPULLETIN What are the most important things for the City to accomplish over the next two years? The Council wants your help in answering this question. And it's an especially important one this budget season, since the City is facing its toughest fiscal outlook in many years. Next June, the Council will approve a two-year budget for 2003-05. In San Luis Obispo, this is much more than a "numbers" document—the budget determines the City's resource priorities and sets our course for the next two years. And getting our priorities straight will be especially important in the lean times ahead of us. Our City's budget is based on goals established by the Council before the staff begins preparing the preliminary budget. The Council develops these goals only after hearing from our citizens, representatives of community organizations.and Council advisory bodies. The Council wants to establish goals that will lead to the kind of community we want to become. Because our resources are limited—given our tough fiscal outlook, we may well be looking at budget reductions—we need to hear from our citizens to know what is truly important in the community, what our highest priorities should be over the next two years. We need your help in two important ways: • Fill out and return to us the brief questionnaire on the reverse side of this bulletin. You can mail it, fax it, email it or drop it by any City office. • Attend our Community Forum on January 14, 2003 beginning at 6.30 to 9:30 PM at Laguna Middle Schoo4 11050 Los Osos Valley Road The purpose of this forum is for you to discuss potential goals with other residents, community groups and Council advisory bodies. It will be an interactive forum with opportunities to write suggested goals, discuss how they might fit with related City activities and share the workshop results with the Council. It's a chance not only to provide your own input but also to see how your ideas fit in a broader community context. City staff will compile the results and other submissions from the public for the Council to review in advance of its goal-setting workshop on Saturday, February 1, 2003, when the Council will consider all of the previous input and set major City goals for the next two years. If you have any questions about the City's goal-setting and budget process, please call us at(805)781-7125. is The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf(805)781-7410. i What are the most important things for the City to accomplish over the next two years? Please share with us the three to five things that you believe should be the City of San Luis Obispo's most important, highest priority goals to achieve during 2003-05. O You can share your goals with us in several ways: • Mail it. Postage is prepaid. Just fold, tape and return this bulletin. • Fax it. Our fax number is 781-7401. • Email it. bstatler@slocity.org • Drop it by. Any City office. ---------- Fold and Taee Ner�or Mailinit------------------------- 1 Sohn Dunn P.O. Box 2479 Avila Beach, CA 93424 L479 Telephone: 805.595.2804 Email: Johnodunn6aol.com January 15, 2003 ACRO Cft1of San I�slOblsAfthwp on COUNCIL The Honorable Dave Romero and City Council Members a HRDIR San Luis Obispo City Hall JAN 17 200 PwDI 990 Palm P�UCECHF San Luis Obispo, CA 934oi FIN pip FRE FYA PBHDsa iMCHF HANDS imlosl Mr. Mayor and Members of the City Council, 0m Your workshop last Tuesday evening was most productive. I'd like to submit some of my thoughts for your consideration on the City's fiscal/budgeting situation. It was ten years and three months ago, in March of 1993, when the City had to make the difficult financial decision to eliminate three million dollars of expenditures from our budget, and a reduction of that magnitude was not possible unless positions were eliminated. It was a difficult time for the City, and it took many years to rebuild morale and the organization. I want to make just two points, one briefly and the other more involved. The first, please do what you can to protect and to maintain the talented high- quality staff you have built up over the years. It is,only through the training and the efforts of the staff that the City's goals are accomplished, and that quality services are delivered to the citizens. In light of the City's finances, preserving the staff will be an achievement.in.itself. . The.second.point may be a bit more difficult to make in a period of financial difficulty, when the inevitable tendency is to look-everywhere to identify projects, programs and services to be cut. However, the fundamental point is that the finances of the City government are largely a reflection of the economy of the City. So particularly during difficult times, it is necessary to do those things that maintain, and even energize, the economic engine of the City. My view is a longer one. You know, better than I, what might be done in the short term to increase sales tax, property tax and transient occupancy tax, which together produce 6o%of the City's general fund revenue. In the long view, the imperative is to make the City of San Luis Obispo an even more attractive place, and attracting place, than it presently is, particularly in the greater central core -much larger than the downtown - and in the City's surroundings, and in the major passage ways to the downtown. I would define the greater central core, or the heart of the City, as the area enclosed by the freeway on the west and north, by the railroad tracks on the east and by South Street on the south, and including the Madonna Road commercial development. Four areas of our city are not as enticing or attractive as they might be, and, consequently are living below their economic potential: These areas are: r) Monterey Street from Santa Rosa'Street to the freeway; z) Broad Street, particularly from Orcutt Road to South/Santa Barbara Streets 3) Higuera Street from Madonna to Marsh Street,and 4) The south end of downtown.. 1 i- Basically, I am talking about four areas of the City, which create the approach ways into the downtown, and define the character of-the community, not always in a positive way, as these areas are not as attractive as they could be and hence not attractions and hence are areas living below their economic potential. During this time when you have no alternative but to cut and chop, I urge you also to think in larger terms, about what is necessary to create the kind of community which will not just survive, but thrive, in our long-term future. If you concur with the concept, please ask your staff to "flesh out" some lower cost ideas that will propel us forward as a City. Thinking about what it takes to create a great City is even more necessary in tough times. Suggested Goal: Identify and take steps to energize the "economic engine" of the City. i. Continue with parking/transit planning for north of Santa Rosa z. Move forward on the mid Higuera Enhancement Plan. 3. Consider or establish a time-schedule for the purchase of the site and development of a parking structure on the Wells Fargo property, to act as a stimulant for the south downtown area as Marsh/Chorro parking garage has done for the north downtown. 4. Proceed with Copeland development (assuming the agreement is right). 5. Facilitate the opening of Home Depot. 6. Expedite the development review of the proposed Costco project. 7. Carefully consider the future development of the Dalidio property, making certain its complements rather than competes with the downtown. Though not spoken to in this letter, I hope you are able to maintain the open space acquisition program, continue progress on parks and transportation development, and maintain support for the homeless assistance program, among other fine programs. All of this must be placed in a larger context. Those of us who serve the City must have a passion for place and a sense of what it is and what it could become. Like the Athenians of antiquity we must love, cherish and support our City. The City is the environment in which people spend their lives, the place where they live, work and recreate. Our job is to make it a nourishing and fulfilling place. It is in this context that I wish you and the City staff the very best as you grapple with a very difficult situation. Sincerely, cc: Ken Hampian 2 Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments T es i 13 Development Permit Applications E3 Parcel Tax(Flat amount per property) ` ❑ Recreation Programs C] Sales Tax ❑ r aramedic Services ' ❑ roperty Transfer Tax El Fire Business Inspections' ❑ ransient Occupancy Tax 13 Street Lighting Assessment' ❑ usiness Tax ❑ tLandscape Maintenance Assessment' ❑ Utility Users Tax ` Note: The City does not have these in place in today; a ould be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas ENC6u/ t ;P 12-1 /IV masi-M&Itot /Oq C,/ `Y ,RY 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like Jof CO 0� QA �ksNxq. . S�a ublic Safety & �� ° X/ Community Development ❑ Neighhorho d Service's/Crime Prevention ❑ Planning: Development Review: Cl Police Inve 'gations O Planning: Long-Range Planning ❑ Police Tra c Safety ❑ Building and Safety ❑ Police P 1 ❑ Engineering: Development Review ❑ Fire E rgency Response ❑ Engineering: Capital Projects ❑ azard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation pOtherices Development ❑ Transportation Planning vern ent ❑ Pavement Maintenance Resou s/Risk Management ❑ Sidewalks al Mana ement ❑ Traffic Signals and Signs tion Te nology ❑ Street Lights Mai enance ❑ Creek and Flood Protection a gement Leisure, Cultural&Social Services ices❑ Recreation Programs❑ Park MaintenanceS t �BO ❑ Swim Center ❑ ❑ Cultural Services ❑ &_;K fe;WS1Ver/D ❑ Social Services ❑ exp s � VS /5 COMMUNITY FORUM FEEDBACK d Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them / Less Same More / Housing/Growth NL�AS� �7LA"Si1`y �j U�¢L/T/ IssuesX �x� ry/�_ f4 Neighborhoods/ f��T �j7?J/J� ,QOL� COST / Cal Poly x G/V/L, PDl.✓G� Streets & Traffic VpzD V..; Water, Sewer& /N1 � �N SgL `G�r� r Recycling X ovol Q Open Space/ 5P{' SPV1•'irv6 S71Za moo' a 1I Natural X Resources /V/CF JGtB 7D /F /moi ,7.' Transit& V N Bikeways Z J Parks& /�!N �� Recreation % plor Economic Dev: puC4vl:w6p Cod b Jobs/Tourism/ X /O ,lrJol�N]bwiv PA ✓i}?e, Downtown "G/ l f / 7",4X=413 S N(43 IW6;N7/ / Public lafety -)<o, fry 5 rojo rm f2evvea va' "J// ��- F�rs � vrr�9-�"a h' �'/li✓aft Other ox el Y 456r /CE levec h� l iYa OWE- b .I a c � Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes W�Development Permit Applications ❑ Parcel Tax (Flat amount per property) ' 9" Recreation Programs B' Sales Tax 5?0�Paramedic Services ` 0 Property Transfer Tax 00*� Fire Business Inspections' Imo'Transient Occupancy Tax t'Street Lighting Assessment0 Business Tax W, Landscape Maintenance Assessment` 0 Utility Users Tax ' Note: The City does not have these in place in today,•these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development 0 Neighborhood Services/Crime Prevention Ct' Planning: Development Review: 0 Police Investigations Or Planning: Long-Range Planning ❑ Police Traffic Safety 0 Building and Safety ❑ Police Patrol 0 Engineering: Development Review 0 Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention 50�Natural Resource Protection 0 Disaster Preparedness 0 Tourism Promotion Transportation 0 Economic Development 0 Transportation Planning General Government 5' Pavement Maintenance 0 Human Resources/Risk Management Ir Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs 0 Information Technology O Street Lights Cl Building Maintenance YCreek and Flood Protection 0 Fleet Management Leisure,Cultural&Social Services Other Services 0 Recreation Programs ❑ 0 Park Maintenance ❑ 0 Swim Center 0 0 Cultural Services 0 0 Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks& Recreation Economic Dev: JobsIT'ourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax .O'�'_Paramedic Services ' ❑ Property Transfer Tax ,aAFire Business Inspections' —BTransient Occupancy Tax ❑ Street Lighting Assessment -.0--Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection O Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure, Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less same more Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks& Recreation Economic Dev. Jobs/Tourism/ Downtown Public Safety Other COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Chaes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth � \ Issues Neighborhoods/ met-( w u az Ee i s !n aT Cal Poly /J�� G Td 'PtRr�All-c_ ({A"e t�aecu rwooelmo By c c Ca�gQ,,: NavS (!9&1A:, >" GE7Ck— oP�nR7ioC / Streets & Traffic V Water, Sewer& V1 Recycling Open Space/ Natural 1' Resources / Transit& I/ Bikeways / Parks& V Recreation Economic Dev: '\ Jobw7burism/ Downtown Public Safety Other 'icGYu s'�/M SXR t .Taf f P.tu!'��a,�-� es Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax (Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax X Fire Business Inspections` ❑ Transient Occupancy Tax ❑ Street Lighting Assessment )a �6siness Tax ❑ Landscape Maintenance Assessment` ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas -TqX oN Ren -144 fZ1PEIL-rV IN 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrot ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human ResourcesfRisk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services • Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth L�nco�.a,e/a//,�, S'tutr ( R&A, /v'mr rer•I..ccr Issues Y s+S,�//1 ti.yG h--Vw...fr co.•.` e'`''ra1da.yrvw Neighborhoods/ Cal Poly Sheets & Traffic X Water, Sewer& Ce-.�;nc.g to S'A-uf lap C4/A/y Recycling X tra9ier Ge•,Se rri.-�i 7s. 0J(" fk.d.L,.. /e•//I•l�.��. �(l f4rr Q��r Open Space/ Natural Resources Transit& J �✓e uQ/,joo.•s I/ Bikeways X �hCiK/e sef�f 4,*Ae Pa «,.y ,., Pr. ham.i! / Parks& C4.-zc-r Ir. lac N 93r. ;/ pe-c�, &.•l/Ad-, Recreation G,<< eF S._Lc /��..,� d//eye/g//ve Feer 54- I/ Economic Dew Jobs/Tourism/ X Downtown / Public Safety �9 /yA4• c..rr.cam./ki tfyvea If Other rt,t e h .r,�,<sI/red,' •.,� OWuIA �Wln f�Ua �t�rN[ur�1r eleVeA eac./&Je.c/ /P OA o, FU'oiM //t vwy j' WAr O� ti o Fh� r-,d h</o Az.-�t \t: pp / �pf KGyy♦ire C I�,/ ✓'ef 4,41 /Cev 10 Kre �rfVr 2 v•'r� +L p u L Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ADevelopment Permit Applications ❑ Parcel Tax(Flat amount per property) ' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services" ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment" ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Id__eas K / eVex es:4� 4 W/ resp j,� . A.,e, 84 Re,- r U24r;:.1f V 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations O Planning: Long-Range Planning g Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness A Tourism Promotion Transportation ❑ Economic Development g4 Transportation Planning General Government ❑ Pavement Maintenance X Human Resources/Risk Management 0 Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs A Information Technology d Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection X Fleet Management Leisure, Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ Swim Center ❑ Cultural Services ❑ Social Services 3 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More NousinqlGrowth 1121. J� ,/ I sues sine Neighborhoods/ gPo,Sreets & Traffic .aAle � ✓ / Water, Sewer& ' Recycling.p, em °u.2,•,r 7�F'a�,r q�. / Open Space/ ia-c eel-s ati -A-/ Natural IV �u yam' c°zu Resources Transit& ✓ E��u,�a >I-Csu'h&zep Bikew 1 / Parks& / CaA `� �/ I/ Recreation / Economic Dew: ' Jobs1TourisM1 V ax Downtown k Public Safety ��T,,rp�� Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). FFrand Assessments T es Development Permit Applications IS Parcel Tax(Flat amount per property) ' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ❑ Property Transfer Tax ❑ Fire Business Inspections' LI/Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax l� Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fin;Emergency Response ❑ Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology, ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management- Leisure, Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them less Same More Housing/Growth Issues Neighborhoods/ Cal Poly V Streets & Traffic / Water, Sewer& Recycling Open Space/ Natural V Resources Transit& / Bikeways V Parks& Recreation Economic Deva c*44 7- W,V/7-6,4,, H110ce .g y",C sd7w Jobsffbunsm/ �,�� A 15V44.Tiosd ro V /T Downtown .✓/, R�Fit Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications Parcel Tax(Flat amount per property)' ❑ Recreation Programs Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fre Business InspectionsA Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax • Note: The City does not have these in place in today;these would_be new revenue sources., The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further_ Consideration. In the event that cost reductions become necessary-to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety — Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection Cl Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More - Housing/Growth Issues . P"0 Q �� ---d / Neighborhoods/ 6ti, Q c ori ✓ Cal Poly 1g� Streets & Trak Water, Sewer& � i; - t / Recycling Open Space/bl ,,., Natural Resources 1196 �,ctiQ Transit / Bikeways 4- Pa-u— / Parks& _ Recreation Economic Jobst7buristrV Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Farther Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes `# Development Permit Applications li( Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections' "* Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax 1i Landscape Maintenance Assessment ❑ Utility Users Tax • Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning * Police Traffic Safety ❑ Building and Safety ❑ Police Patrol Engineering: Development Review ❑ Fire Emergency Response Engineering: Capital Projects Cl Fire Hazard Prevention ❑ Natural Resource Protection * Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs Information Technology ❑ Street Lights Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less same more Housing/Growth Issues V, to 4?. Neighborhoods/ / ( j,� w Cal Poly ✓ TM (A%4 hekVL94141c, Streets & Traffic ,*41 ''@` ' a. OCl .�`rf k�iaw �M �r / Water, Sewer& INGJk/ e.Gii Gtf ✓ Recycling old code Open Space/ Natural V/ G-'^�krn Resources 4e-) y c.�c Y16 Transit& Bikeways ✓ / Parks& ✓ S�u� At uwl 0- 7Gr,Gu, rnti Recreation g� ??p arnCJ ay 5�j Lc, Economic Dev: Jobs(Tourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February l goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications &01PParcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax QY�Paramedic Services ' ❑ Property Transfer Tax 01(0"Fire Business Inspections ❑ Transient Occupancy Tax Uk"Street Lighting Assessment' ❑ Business Tax C3�Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance �y Human Resources/Risk ManagementtJl ❑ Sidewalks 1;� Financial Management ❑ Traffic Signals and Signs 9Information Technology ❑ Street Lights K Building Maintenance ❑ Creek and Flood Protection 21Z.Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth � Issues � Gel �locr , ��Q n t1 GriS<-�;Qy, Neighborhoods/ Re9U,e 4'0J �o/y Cal Poly /u c{AAT td •�g oM- c Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways x� Parks& Recreation 1/ Economic Dev: Jobs/Tourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention 19 Planning: Development Review: ❑ Police Investigations ® Planning: Long-Range Planning 1Z Police Traffic Safety Building and Safety ❑ Police Patrol : Engineering: Development Review ❑ Fire Emergency Response el Engineering: Capital Projects 10 Fire Hazard Prevention ❑ Natural Resource Protection Wr Disaster Preparedness elf Tourism Promotion Transportation 0- Economic Development Iff Transportation Planning General Government ® Pavement Maintenance ❑ Human Resources/Risk Management 10 Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection 1$ Fleet Management Leisure,Cultural &Social Services Other Services $( Recreation Programs ❑ 06 Park Maintenance ❑ 5 Swim Center ❑ It Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Leu Same More Housing/Growth P�St 0l:nity�S k°cx&— Issues (EG,, C24m&4-6s cfth #w4b%rJ / Neighborhoods/ ut, Qv Ly kutr�Q Cal Poly X A-0O'C, o*,C*A4 cl3 3fV,.G. tT ��yy�t►�. Streets & Traffic Water, Sewer& Recycling Open Space/ Natural X Resources Transit& Bikeways Parks& X Recreation Economic Dev. Jobs/Tourism/ Downtown Public Safety � 9-jik2Ct 'sPW uOtITS �( ��P47,k,•h9�r Ury / �TP.ter �bac�ruwr aJ / Other pets". 0&b1WA.VC&S VVV TA;P orJ UAM V-S tN Gold- Me5I&.sT -J t Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval).. Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs i(Sales Tax I1 Paramedic Services' ❑ Property Transfer Tax ❑ Fire Business Inspections' ❑ Transient Occupancy Tax 9( Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas L1-4k, t9N CAM a6JM4, WC"Irt a'6 C+#- , L44S k Prrwi4, Ptamih IOL 4L& ekj,� fWtAO&6 ( V51Owliw. VJ1AWOPDt4t- FtM 4-JO 096t, 6jk&WAftwr1 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation V Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management Rf Sidewalks ❑J Financial Management E3 Traffic Signals and Signs I10 Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ 1t Cultural Services ❑ 0 Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them.. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth proka &AS�'I ne;jh6w hoods A 4ex'�- -6 Curr zon;rto� Issues X pnoGec resida,�-s' 1; Da no ' relax s Jar4s Neighborhoods/ $"ems 4e flees / 9 Co►�t'nue: unYel }in v/ Cal Poly X pressure, M Poly 4CILes Loft fe build vh-cay4Lxs 5W n+ hems" {o hovsa a,Al ealtma" Streets & Traffic Brlc.K walkways n7o- s 5 phon�ere5 9+e*A.}e *-v-&a �lor userDp,,I+ do �klA. d ^ -sr;dndty fe d150-IOIR� loo ro >7 and ba. y� 0.r mcr'e- Water, Sewer& Recycling X Open Space/ Natural y Resources /► Transit& Bikeways X Parks& Recreation X Economic Dew Jobaffourism/ X Downtown / Public Safely F;,,,L Speeders excess' l ncrease. Ines loud o u..'�o lraa a6 CGDE X 1Zalse. ;;Its okAA ;n 1 4- EY1YCve� l0.ws Other par�l'es oand. �Gb p ovsxan Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval).. Fees and Assessments Taxes `12L Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services " ❑ Property Transfer Tax Fire Business Inspections' W Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas IncrCe.% ,;%" -for n644- 0.001-fla.AAS a�u..dle�&ICZ"L vr4Q.eto+u , O W 7.oJv ( i6 occyrr�aA a�r OJK Of 6-%kwwunN j hour ar bkst.Na.s3) 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation X Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management X Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs X Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection X Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ Cultural Services ❑ 13 Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth issues Neighborhoods/ Cal Poly Streets& Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks& Recreation Economic Dev: 1< Jobs/Tourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs -0 Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention Planning: Development Review: ❑ Police Investigations Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering:Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development Transportation Planning General Government ❑ Pavement Maintenance �❑ Human Resources/Risk Management W Sidewalks Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure, Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways / Parks& Recreation / Economic Dev: Jobs(TourisrW Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Farther Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February I goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax Paramedic Services * ❑ Property Transfer Tax ❑ Fire Business Inspections* )4 Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations 0 Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review X_ Fire Emergency Response 0 Engineering: Capital Projects ❑ Fire Hazard Prevention 0 Natural Resource Protection 0 Disaster Preparedness ❑ Tourism Promotion Transportation Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance 0 Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance 0 Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services 0 Recreation Programs f re e` ❑ Park Maintenance - ❑ Swim Center 0 Cultural Services ❑ 0 Social Services 13 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to currenq Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks& Recreation Economic Dev: Jobs/Tourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes Development Permit Applications ❑ Parcel Tax (Flat amount per property)' t❑ Recreation Programs ❑ Sales Tax Paramedic Services ' ❑ Property Transfer Tax Fire Business Inspections ❑ Transient Occupancy Tax Street Lighting Assessment' ❑ Business Tax XLandscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects Fire Hazard Prevention ❑ Natural Resource Protection Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly X, Streets & Traffic \ , Water, Sewer& Recycling Open Space/ Natural xi Resources Transit& LSCS wa GQO c LSeL� Bikeways Parks& Recreation Economic Dev: V` -IOU"Er, T o o t,, Jobs/Tourism/ Downtown Public Safety X Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Farther Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval).. Fees and Assessments Taxes Development Permit Applications y ❑ Parcel Tax(Flat amount per property)' Uroo Recreation Programs <O G4S5"`-t ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business InspectionstJ2r"Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax y ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would bd an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention (,OO�Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning 11 ❑ Police Traffic Safety ❑ Building and Safety �C ❑ Police Patrol �W Engineering: Development Revie ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection t ❑ Disaster Preparedness ❑ Tourism Promotion— fW:)?Y— e Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks 63-�Financial Management C�, ❑ Traffic Signals and Signs gpo r�i !� Information Technology Itai a ❑ Street Lights MCJ,� ' -`�aa� ❑ Building Maintenance ❑ Creek and Flood Protection Fleet Management - Leisure;Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic , Water, Sewer& Recycling Open Space/ Natural Resources Transit& x Bikeways Parks& Recreation x Economic Dev: Jobs/Tourism/ Downtown Public Safety , VdL Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Farther Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)` 0 Recreation Programs O Sales Tax 0 Paramedic Services ' V Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment` 0 Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax ` Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas CharSe -ern- -1�rc d,Wf- me-4ce,tC 5 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention 0 Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety 0 Building and Safety ❑ Police Patrol 0 Engineering: Development Review O Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention 0 Natural Resource Protection 0 Disaster Preparedness 0 Tourism Promotion Transportation 0 Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance 0 Human Resources/Risk Management Er Sidewalks 0 Financial Management ❑ Traffic Signals and Signs O Information Technology ❑ Street Lights 0 Building Maintenance 0 Creek and Flood Protection 0 Fleet Management Leisure,Cultural &Social Services Other Services 0 Recreation Programs 0 0 Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ Ir Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth/ c i/ issues / L r0 lghborhoods/ Ca Cal Poly Streets& Traffic s41f 4> f f Water, Sewer& Recycling ✓ ``�L J lJ"`-' Open Space/ Natural Resources Transit 6 Bikeways Parks& 9-L4aae, °��► l Recreation Economic Dev. Jobs(TourisM t// Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications Parcel Tax(Flat amount per property) Recreation Programs ❑ Sales Tax Paramedic Services * ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment* ❑ Business Tax ❑ Landscape Maintenance Assessment* ❑ Utility Users Tax * Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention Planning: Development Review: ❑ Police Investigations & Planning: Long-Range Planning 4 Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review Cl Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance d Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs Information Technology Street Lights Building Maintenance ❑ Creek and Flood ProtectionFleet Management Leisure, Cultural&Social Services ther Services Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ IW Cultural Services ❑ D< Social.Services ❑ COMMUNITY FORUM FEEDBACK ) Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth fo 0,000 a y / ISSU@S O�,� Q,Qn'ts a V � .... . N. � D�� A w� t to � ,,, I ; Mtx vac / Neighborhoods/ I V tib ,1oo� s AwnV , week,s�is U ✓ Cal Poly X S gi Uo vi al ck,,, / \ U Gose. / sneers & Traffic i''Cv� ,vv�'. EvCA L-.&*J. PLrL of Lbw. / x tkOditirt POW40-A irg ;, W& o-+^ Water, Sewer& x / 3 �a.r te.4., C00AS yarA, I CLIA 30 N46J& Recycling hernr,. .b r,a+a. rc,fut* loc.+tom cut' Con1mS I+ i s GL- rmSJ Open Space/ Natural AW �rc�� W k,6 t v� 40d, ui`aa" Resources v fit_ Transit& BIAOX ae �+ •c scl oo S C;+� kaca s ,� Bikeways 4aa ab"A o„ si.ei+s Berl 6ileae o.� ��pONS?Col 9 1w.•Ap Close ao war" 3",01,40 t S 04eld CIO rr cy arks & '�eJiMS — �Ia^rG L� � Pc i 9-% r dei aooe�. tniorar �o'� Recreation `., Qoonw' 7� I��Ji ►1�x Py pa01s Work W ick glom C t, C; V Apt P �j ✓ Economic Dev: dc.a nor•if-v i as I it ' 1„�o��+- •ted JobslTourism/ t l,ticct iwc -t're••�+�- • a ` Downtown W►w ►„'c �," IMS s r^A Public Safety \/ oA?0: � w�.a. C,.w}or Geo I S+114A +mss PAZA its lar— #o rte ns;W&s4c, G VU*16 Other 04 dellers sport ( soliJ^�L -to wQ lev iato+at_— word t0 AAr.fsrU � $e v al! �vi G►d �vrt,tJL 0 5OXV&A+0n kr"%j 40 00 LAO g�r CzC ►`t +0 TA 3 f3ed Roo � ��a SLO ca-K PjP 1 i,000 i �. k a e �Af Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax (Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax Cl Landscape Maintenance Assessment' ❑ Utility Users Tax ' !Vote: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the / staff to assess the possibilities? Please check or�1*st any potential reductions you'd like considered. I+ wo,Al� W f 14 `T"- st�.+.rss� Wirt6,KC1 mo_*" ba?4s ori 't�.eJS a Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response D Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ muiaw Ihcomw.. is So,000 inSO ❑ Park Maintenance ❑ b+c,% F"10^ �coww o arooO6- ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 3 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Ewwo DGF1 P vn orJ Issues `AFf020A($LL* +6 POT- PbYa,3V ,ud 1i+K is ,7b? ,tnrc, / Neighborhoods/ ` 7% `` A V Cal PolyFLIGLAs'." ^040mix ohrnts& NO°�;� rjF„4k1pL5"A� i uCk'O (S� KL Tft5e-AIace7reP l'i`t 5�0 PoU try OF Sc dt7 �a (St.0 / Streets & Traffic kp1 > R 2 2 ✓ � Gas 1 r'tr �oM�na+tdz6 Water, Sewer& -t� To Recycling x 8;'a- 3n yr 0 m k Paw P +- IMC"Awr - ,a fig �c R's lr 6,4oll rl r3r 62MA / Open Space/ / V9.0-j,oC Nn+1,ur,oPevR ,n s VNatural o VA26C -- Resources NoK VO4 Dr+ArnuF's Wm Transit& `r` L °cam 1r UNIo� c,fi Sk 5 Bikeways F1Q ITL il1G SufCRJUJO r� (Zrp-'±ham 3,t�b5 t.�2 'TtkO'1 t'cC.odBR'�C o+y✓ Tu CSt�S �O��sa•J Parks& �K tia csl s!! 0 �`"- �''� CAS, Pouc To s Ttio.1 Recreation X Economic Dew Jobst7burism/ Downtown Public Safety / Other TW ots t -- P(20Tn6 g �rt�µEowNiyLSN�P Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February I goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications �( Parcel Tax(Flat amount per property) " ❑ Recreation Programs Sales Tax ❑ Paramedic Services ` Property Transfer Tax IS( Fire Business Inspections` l5' Transient Occupancy Tax Street Lighting Assessment19 Business Tax Landscape Maintenance Assessment` ;'B( Utility Users Tax • Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development 0 Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations 0 Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review 0 Fire Emergency Response 0 Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection 0 Disaster Preparedness ❑ Tourism Promotion Transportation 0 Economic Development ❑ Transportation Planning General Government 0 Pavement Maintenance ❑ Human Resources/Risk Management 0 Sidewalks 0 Financial Management ❑ Traffic Signals and Signs 0 Information Technology ❑ Street Lights 0 Building Maintenance 0 Creek and Flood Protection ❑ Fleet Management Leisure, Cultural&Social Services Other Services 0 Recreation Programs 0 ❑ Park Maintenance 0 0 Swim Center 0 0 Cultural Services ❑ 0 Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More / Housing/Growth M°vpsd !"t +V +ttm""ft,8AA0 1 V*' s A/ Issues Y nal deAstt1� iy �ha�u��istudcrks�+"P 00 a*eaat de-Akt%A K Naha,( """� ►+ la-&A:-Qaa w&r. Wwk4od S Neighborhoods/ Loum lwVack-gs+� rNat�C'.� et c�coiA Cal Poly on netfkbwtiatido• ssfoAa-4 wro"Y Streets & Traffic 44hp YU UA2VAhf,S&KC ore. V`k&kL M44a wvAJ a1- S}YpP{S +0 r r�IQC('nevi Mas ,f ofAN39Y� a� fow, a rA01W,Pismo a,�(ak J oiw� erw&arc Wafer, Sewer& a.^t a *Wqt Y1 Favyr-es Recycling p b�qduf MA4 / Open Space! (AAkSL4t. SPac¢, uc i/ Natural IssJeS stq�Af 1 h r►i ovlhj IMMMMEW Resources 10{•i-¢Gky / Transit& 1< �on�vwe loiktsvft+y arcvess Ri it p&&+-a CJ a41 on g ✓/ Bikeways }o.+n C Toned fi sea�o Parks& Recreation Economic Dev: Jobs(Tourism/ Downtown Public Safety kUf ImoA 6LO\n l011U5 Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections' -$ Transient occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax * Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered- Public onsideredPublic Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response O Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government >( Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues / Neighborhoods/ Cal Poly Streets & Trak ✓ -r� � / Water, Sewer& / I ��ts, 1/ Recycling Open Space/ / 1� DoNatural Resources ✓ � �� tv-v0�t? Transit& V/ Bikeways ✓ -�� t.4, ( -�J Parks& / Fpc ,_ , fccAxop%� (� / Recreation Economic Dev: / Jobs/Tourism/ ✓ ( Downtown Public Safety / Other t Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments �ec� Taxes Development Permit Applications' �g ❑ Parcel Tax(Flat amount per property)` ❑ Recreation Programs %4:� Sales Tax Paramedic Services * SZS+$_CJof WQ_S� vd Property Transfer Tax ❑ Fire Business Inspections' ❑ Transient Occupancy Tax ❑ Street Lighting AssessmentVd Business Tax'( �A \ ❑ Landscape Maintenance Assessment' �; Utility Users Tax(C-9-2. ) ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures / would be an increase in current fees or taxes. Other Revenue Enhancement Ideas g - 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety \ ❑ Building and Safety ' Police Patrol c6{~ A/ ❑ Engineering: Development Review ❑ Fire Emergency Response Engineering: Capital Projects ❑ Fire Hazard Prevention atural Resource Protection , ❑ Disaster Preparedness Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and igns v," "4kX \e Information Technology ❑ Street Lights X00,Y. ❑ Building Maintenance ❑ Creek and Flood Protection 5 Fleet Management Leisure,Cultural&Social Services OtIler Services 0. ❑ Recreation Programs c-s`d` Ulf -Ze, . ftD J Park Maintenance t 4Xpc_X_PAC30 ❑ rs�. CCs+.{`r� ❑ Swim Center G�-{e�.� ❑ �- 6R Cultural Service ,,,�I Pee Social Services �►�� '4oV-r C6 ❑ verprr,-at(C:l�t COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues ✓ e Neighborhoods/ / Cal Poly (/ Streets & Traffic Water, Sewer& ✓ �•--, jas - 1/ Recycling Open Space/ yvk. s VNatural z / Resources Transit& / Bikeways V Parks& 028AS Recreation s" T" ;�4/f3 - z Economic Dev: Jobs/Tourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax (Flat amount per property) " ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax ❑ Fire Business InspectionsRITransient Occupancy Tax ❑ Street Lighting Assessment• ❑ Business Tax Q( Landscape Maintenance Assessment' 2`11.ltility Users Tax • Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductio ecome necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention V Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks 0 Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Rood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ 0 Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets& Traffic Water, Sewer& Recycling Open Space/ Natural , Resources V Transit& l Bikeways Parks& Recreation Economic Dev: Jobs/Tourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax (Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax or Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note. The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue-Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness V Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ / NaturalY/ Resources Transit& / Bikeways I/ Parks& / Recreation Economic Dev: Jobs/Tourism/ Downtown Public Safety - / Other V Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). 7F s and Assessments Taxes > Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax ❑ Fire Business Inspections' 3X+Transient Occupancy Tax. ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' % Utility Users Tax Mote: The City does not have these in place in today, these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response 0 Engineering_Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forton for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic V Water, Sewer& 4/Recycling Open Space/ Natural / Resources �/ Transit& Bikeways Parks& / Recreation ,►// Economic Dev: JobslTourism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ` Property Transfer Tax ❑ Fire Business InspectionsTransient Occupancy Tax ❑ Street Lighting Assessment f Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations A Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response X Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less same more Housing/Growth -7UW 6 / Issues Vol' .4-P/r 1/ f Neighborhoods( w "� Cal Poly Streets& Traffic / Water, Sewer& � 7V/ Recycling / Open Space/ V/ Natural Resources Transit& _Dsv / Bikeways Parks& ✓ � :� c Recreation ,,,, Economic Dew Jobs/Tounsm/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services` ❑ Property Transfer Tax ❑ Fire Business Inspections` ❑ Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment` ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ Cl Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks & Recreation Economic Dev: artPGEi'E 7`x/6 � y Jobs/Tourism/ AOSILRcyob AAeA r Downtown a Public Safety d-T [ 7 s Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering:Capital Projects ❑ Fire Hazard Prevention (3 Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government Pavement Maintenance ❑ Human Resources/Risk Management Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure, Cultural&Social Services Other Services )4' Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ 0 Social Services 3 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less same More / Housing/Growth ✓ Issues AoeG fl e cru R"¢A loo Neighborhoods/ qG-} Ua A Cal Poly Streets & Traffic dotir`f' e��rro-/ A i "U,, _ )AAJ-V 01110 Water, Sewer& Recycling Open Space/ Natural N 4 4 Resources / Transit& �� PC17 612 Bikeways \ / / Parks& —iu ��oyitee,,,,s _ l► c�l" 5�1a`� (/ Recreation I�M� 'f+2�►c�C Oo� �, ..�rs�aOf Coe�o Economic Dev: " zha Jobs/Touhsm/ ` /tid re ,{a �o cu S Ca�••s4� ec mrd it"'o L' �t `4, l Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax (Flat amount per property) ` ❑ Recreation Programs A Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections' ❑ Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas AAAAr,04.76 I (aeon 9,q/1oPJ 44* 3 - �S Ge.oi- A CZed 4- 6,6AA JSSv 2 A" /haEc SAN �uis QL�;Spa clgend.9 Ci:Aic -s; ,drtrat"laCi�e — `fie G� �sG¢'i✓rrs .p S.a�.e�/ �/a 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol— ��e^� �'"� ' r'as� ❑ Engineering:Development Review W GSGut�(,eve L] Fire Emergency des nse,_cL3 Engineering: Engineering:Capital Projects h ❑ Fire Hazard Prevention AxigLiloor.� 00,0 o Natural Resource Protection Yui o o�t 5`+' ❑ Disaster Preparedness ❑ Tourism Promotion Transportation -1j(_Economic Development — M to t,.�6&9 e rc_ ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management Traffic Signals and Signs _75 a 66 d El Information Technology E3Street Lights -�Oo'�__S�, yN l L] Building Maintenance II ❑ Creek and Flood Protection �(�gyp ` Fleet Management en3vJ elh W Leisure,Cultural&Social Services Other Services L/ec [*S ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ 3 Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More / Housing/Growth ?A1 6WK,WP.;E`AV(11 wc.c)-yn "9 -M Issues ft,.1CLgA4C De�-5 iT4 ut'LCfoe-S Zo AJJDAV i a)ar� Neighborhoods/ W 5t MW' t1 iK *TD HOM-5NVWrV661A), Cal Poly �( µ►7N(� t%5 Streets & Traffic -r y Tb PezPuA-tj r%EEb5 gr';OPE D00KEor- / Water, Sewer& --egv«1T5'Ne f/ Recycling / Open Space/ ox Dp t)Ot-WF-40�`{ VUu�ti7 - d � / Natural kw fv vi TD VVV Resources 0 jb �WAIM / Transit& I�A'l� 505 SG4at$1-S 'a( nJ�s ro 9Zit>c Bikeways ,Ta"ji-/ M p"M PAY 3� / Parks& mktx.Zi*X—rte v Recreation 'tOt3tU1t .6 To iW / Economic Dew1NcR � wtJbl" Dt� 'r`� It-4it <0ou ,/ JobvTourism/ /47% V0QrovYU6t( PO�HOrronl %JCf�A&yq —Acap -b Downtown l/ A-rJD 4b4eWSrnx Ai- oI's C4 Public Safety Other 9Ci15Tux-4r a / VOL4 ki CLJO)rA kkH I f &I N eozo k5 "SD ,ca' Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax (Flat amount per property) Recreation Programs ❑ Sales Tax Cl Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax • Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas .W1W, A mPif r vXIPLz- 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Govemment ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure, Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to Current) Potential Goals Accomplish Them lass same More Houstng/Growth MN�� (Km— P9� ��ytc --.pIssues 1�s' U r CP i Neighborhoods/ Cal Poly Streets& Traffic / �Q ri o-� ( C� Water, Sewer& / Q1 Cc` g Recycling / , �r-�J Cr4.1 Y441 Open Space/ \��u ,�(, f, , VL l� ` ' � ✓ Natural f Y �`lt. Resources J / Transit& — ✓ Bikeways Parks& Recreation I/ '��n-2 Sa-✓� Economic Dev: Jobs/TourisnV `l Downtown QC L/ Public Safety i Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes 13velopment Permit Applications U- Parcel Tax(Flat amount per property) ' 3' Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' Er"Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax Street Lighting Assessment' ❑ Business Tax 30o'Landscape Maintenance Assessment* ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Pubbi Safety Community Development 9" Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning 5'�Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review Fire Emergency Response t6 -'Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection O Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning Genee I Government ❑ Pavement Maintenance L9' Human Resources/Risk Management ❑ Sidewalks Financial Management ❑ Traffic Signals and Signs Or Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection Q-lFleet Management Leisure, Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ld�Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to Cunvffl) Potential Goals Accomplish Them Less Same More 6i Housing/Growth �.- � Issues PAAr rzr I L�(� Neighborhoods/ p��•-..sr` G�Ci�I+^JJ 2 Cal Poly Streets & Traffic ater, Sewer& Rr,� -- Recycling pen Space/ ' Natural yy�� Resources U 0 hD Transit& / Bikeways �/(\ i Parks& x 1�Recreation Economic Dev: vl� J r 7�1-e f7C Jobs/Tourism/ Downtown Public Safety r OI� Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes f� Development Permit Applications / L3 Parcel Tax (Flat amount per property) Recreation Programs ^fie O(7' , ❑ Sales Tax Paramedic Services Property Transfer Tax Fire Business Inspections' Transient Occupancy Tax / Street Lighting Assessment' Business Tax _ ¢, Landscape Maintenance Assessment' Utility Users Tax > / ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas c' C�2 C�C 01 Y 0:�2 D.ck 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response /Ec Engineering: Capital Projects Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government Pavement Maintenance ❑ Human Resources/Risk Management Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology Street Lights Building Maintenance ❑ Creek and Flood Protection Fleet Management Leisure,Cultural&Social Services Other Services S, ❑ Recreation Programs R 4�rc a 044K-y�y {v ❑ Park Maintenance 13C..i- ❑ Swim Center" ❑ Cultural Services ❑ ❑ Social Services 13 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth 5ub5%di7-<d land costs / Issues lJ Neighborhoods/ Cal Poly 1 Puesta+C&ke Cal Poly rtsp0 nsi b; I i'I'y. 'fax rentals Streets & Traffic ✓ �Q � FRs Vx b Cr wj o the r c Mies -to e)ire ina+unfund Water, Sewer& Fe+le f c oord Ana+ian of Mand°*e. wC�+v-c u i c tan+la !rqi in RecyclingC►P proye&s . V/ Haler esrlctien} landscoeiM5 De r i i4 we h -4# erwmgh j&Av-v- bui 41000 hates VI'Open Space/ Couayero.+ior\wlothef enti+t Natural ✓ Yolun+ee.rs Resources Transit& 000rd rloit bus servtre w 4+h use bicycles -Fov tr%spsd-fo rN Bikewa khop1s d�t4 4s in15+ftA Of- du.✓s }� ✓ Compiefe,U b;kepoth 4o Cal Poly % Parks& The(aPy Pool a+ SLa f Dg ,Cfvl ussessw�evt� Recreation ✓ 5w'trr,ce,r>tri 9 Pricfate clona-lions-SW1wtL &tePx nd tstin SR.CEn+er Gran1"S. Pro +0 EconomicDev: Developrr,eni-ot litencice +op�y 11 by develop JobslTourism/ bwsineseesI New jobs Grant wrt'+4n3 positfon Downtown / Public Safety Maintain exfsltr►S Cut-40ther programs/ Other Dpen V"t as Part of overall / c1'{y Pion ✓/ Noi nta i n CA- Neo ith t We Uness oPpo✓}unit pS h clua1;4%1 Ponot4on check[ txx on of G f� Cr+v u+i li+y bi 1(s '� Wish Lists" Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes Development Permit Applications ❑ Parcel Tax(Flat amount per property)` �( Recreation Programs Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax X Fire Business Inspections' X Transient Occupancy Tax ❑ Street Lighting Assessment` ❑ Business Tax ❑ Landscape Maintenance Assessment ❑ Utility Users Tax Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 'Rental +ax on SFRs 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Policeinvestigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ). Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness `pL Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance �( Creek and Flood Protection Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth 'I�eu%t tu(+ ut t I ruP.t stt Issues Prog' � rt' • R 0Da e""p� ,5 3es7 Auy uclopt an / Neighborhoods/ Ft~.-tAvw- a rttq d t"G. / Cal Poly ot,44rA CP°{rcc pn2 5Z"Ut e1� Ivv// V-11,G torr-o4 -0� S.et tt@$� C.0-1 (�{ P�GTFg t3orS f ut i 6MI fele e Streets & Traffic v f Q- 'r�cT 4-r ""47.�' jzewta-1 lb%t ov,SM45'�}{A f� �lq� L4�0.1NST P°� v v. u{ndcd Irn .J a Q Water, Sewer& N Geo►d��a�ttana.Q rputf(n Recycling Gtr rtltw�Q s 't`1 / Open Space/ �a��cto-,N pt,.,.sv e c 6t to,rr dP?,h.'tcu K I7,d s Natural Resources Transit& Lo orrl i waft h\)s s-e r u loe5 v 52 %%"04-5 6 ci Bikeways x h2tWA Wu, c tt q ,S CA,ov I d%ttrnetS,C.«.,QoI,, / Parks& Tw.ttij Poo (Acg t Ao- PraP Ko i/ Recreation -to 5LO 5wtw.Cevq} SW 1�Sw��U�L co�drtb� ttwwfet:5�as5r'9StucuYs Economic Dov: �" Jobs/Tourism/ �llfC 0101 �itn.,N1'47t1fer SZEE SoSfart�trtc�poSr7l Downtown Public Safety Other M 0.tu.fclt v, Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes Development Permit Applications ❑ Parcel Tax (Flat amount per property) ' Recreation Programs )< Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax ❑ Fire Business Inspections *�k Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax • Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 6 ro,%k k tv F-,� prod eete/P ro9,rd44AoS r,e4ana,l AcWf'S a%3a,1 la,.b U -toe 122��w S s 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check'or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol �"\ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard'Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government VPavement Maintenance X Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management N( Traffic Signals and Signs ❑ Information Technology ❑ Street Lights A Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Dib r4ef Cpm FVAt TV--`I A-qA-%, j Issues ✓ vk A i h D�*-!^�.aa ,,�„c+.e ,G�;-�►i. Neighborhoods/ V/ Cal Poly ✓ �� Streets& Tmffic WAVVU p Lcoo ✓ 'R"w.]V-L)- �tw (e Lw�, QaSPA. L C- wife Tnw...tir 4arrNS -SA,�- S Water, Sewer& Recycling ,/ / Open Space/ Natural Resources Transit& Bikeways ✓ CZ✓�- P07 7 Parks & trrSZ Gswrw� H T�, Recreation V / Economic V Jobs/Tourism/sm/ Downtown Gt t Q Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to disci at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes Development PermitApplications ❑ Parcel Tax(Flat amount per property) Recreation Programs Gr'SalesTax ❑ Paramedic Services* ❑ Property Transfer Tax ❑ Fire Business Inspections' Ud i ransient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax Q-'Landscape Maintenance Assessment* ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations L 'Pianning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ -EV/'Swim Center ❑ 1 Cultural Services ❑ J' Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Zissues Neighborhoods/ 3 Cal Poly Streets & Traffic t ater, Sewer& u ew New Recycling Ovef- o%l P�JZ42-tRad Me- 'Vew s �. open Space/ �,Q/�P,C� Oct r / y} Natural Na�ri/Rl `� Resources B�r2� PAvGs rs �e Transit& 6,119�cS� EIS�,,j`. w �2a S Bikeways V < bikes 07c; >< z Parks& mq k-e- OL Recreation OWn � S•ee W 7 iqr�� ra ce f-M k /'hA Y /'C eJCX�T7 r Economic Dew /?esf0 rf- q i�,fdae( Lo Jobsl burism/ n bk./ f- V Downtown Public Safety %-rc-e� LO o e njort altidrearr, ca , ve h �Jeys `'sm or �6 tCbw4 o►i- a�. i N ` n 'p��c�a ftp bi a r&14,r b�ad� Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications 0 Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax 0 Fre Business Inspections' 0 Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax 0 landscape Maintenance Assessment' 0 Utility Users Tax Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development 0 Neighborhood Services/Crime Prevention 0 Planning: DevelopmentiReview: ❑ Police Investigations Cl Planning: Long-Range Planning q "notice Traffic Safety ❑ Building and Safety \ police patrol ❑ Engineering: Development Review 0 Fire Emergency Response ❑ Engineering: Capital Projects 0 Fire Hazard Prevention 0 Natural Resource Protection 0 Disaster Preparedness .0 Tourism Promotion Transportation ❑ Economic Development 0 Transportation Planning General Government 0 Pavement Maintenance 0 Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management 0 Traffic Signals and Signs ❑ Information Technology 0 Street Lights 0 Building Maintenance 0 Creek and Flood Protection 0 Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs 0 ❑ Park Maintenance 0 ❑ Swim Center 0 0 Cultural Services 0 0 Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More / Housing/Growth ✓ T%ret i'nco"''e Issuesa `^ 1 POFordald� how. / Neighborhoods/ �it+Q,9 t G�a-k a" ernes+ / Cal Poly ✓ �CAD 64 vt0%06*f nS ✓✓✓ Streets & Traffic / Water, Sewer& • 00C%02- .'a .'l�e pray.L r/ Recycling ✓ ►,�9V " wl Mr,%Z a grc.j a al\o c�o'n• ``shoo.. Ows Wii\ c' Open Space/ V000, cn`o )Natural es Resources ta7n� as+ee.•k (�ar� °p n£,Qp m/ Transit& LO"�b' \ ` �°�^ q"An s Bikeway ✓ C� y �'� .� + �,1e�M.9o.. Orva� •J bo U 'a Parks & P-woto -V ow%A%,% �+ ecreation bell . doin EK��e�p on en AMA Economic Dew v/ • �V%acoa& 6,"in • koe qr a&* . spec ts�b Jobs/Tourism/ ✓ •�'riSkV%VWV#-O� bT% PAA CM An 040%C. Downtown `� * SW puVr \14 A• 6" ear \•IS} C C- 1. Public Safety C*n-+ -eAiMQXQ pa1� Aft Sk0Jri dn6A Pl�aa� Other • Der+' - SY.unp of -(1•p,Gt, �raGili++es ho - yy 1D \069-5f, %v%c.o+�e- 1 =X1• �owrnan�et��s 16V- LI %TN �0�� r'CS1ro.��✓ � rota; Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications parcel Tax(Flat amount per property)' VRecreation Programs ❑ Sales Tax 10/0paramedic Services ' ❑ Property Transfer Tax V Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment` ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. =rr�a J Touren. �v►- C�`'1 Public Safety— W) Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion� W0 Transportation ❑ Economic Development= *10 ❑ Transportation Planning General Government • ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management. Leisure, Cultural&Social Services Q01 Other Services ❑ Recreation Programs X.P0,.&S 0 ❑ ❑ Park Maintenance .rowiSM ;, g% ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ 0 Social Services GI ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More / Housing/Growth e(Pe 0 )-14, C-c<A 4 c V IV/ /SSueS x S S ®t 1 G 1 G`S Neighborhoods/ Cal Poly LY Streets& Traffic x / Water, Sewer& ,s7P9 1 e / f/ Recycling x Open Space/ Natural v Resources ✓� Transit& 04,ers F%f PWY Bikeways >/ V Wry Wj y Parks& �` Recreation v EconomicDev.• �4 ibVA-Is, ^' Pltr PTA, r Jobs/Tourism/ /,f/-lwt.. S Downtown x Ave/7 01,5/A ^`7 j Public Safety /77A,I"7 AN S v VN co r.r ,N A SAf� cd.►�.h ✓iv, 7 A40Mi/✓r59RA7iva P-AAAA-7 plo!-417 S Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' 19 Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections' ❑ Transient Occupancy Tax. ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment` ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other.Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention W Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance )X Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance Creek and Flood Protection 0 Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More —-- —R-'to"Housing/GrowthIssues •Neighborhoods/ cN l3G�7 ♦ �dJ_ ,,,tae z-Cal Poly nr✓vF�C /tsu5Streets & Trafc & c�nsc F7 66CIr s i L o Xk Y /IK n�MGae7 'r a� e!—o 'e-O Water, Sewer& ♦ T!6 rnJ Tv - Recycling NRGlAlf C-007® /GEe ✓BrZ d i3AAJ el-A4�rt� C-000 A"r L.JeAS17 t-cwv /2a4-r1A ".10 Open Space/ ✓ e EN S ct1tr� 7/y/t-r • sPorc., Natural aAAl rAr, GMA"tlCo C;"It' Resources IL rt w p a^p l s-rs 1 s oft-W t Y: s / Transit& ✓ Bikeways —1`` (./)f�/t21'�t NA7G rs 4AJi-rA44, glscGe,rc 5 :. i sZ.a VA--> r4,&r tl &- do 40• Parks Av l G.k Recreation ( 3 6 DJIQ I-as Oscs 4 Atop Pd nr ^,L-0 Ar , 6 VA t 4 Economic Dev: Jobs/Tourisml LOO/ Downtown Public Safety , / . rVFd A G V SPor� uP*rT 5 e C.0Mrnrt4 FG/� Other Fovea L^,l -rH r. &C:tjC"Pi s �N S vRd /l Lv TO .Fo coo GEGaA L/S 7GNd P��wf�.ILS II/2.�i �✓34etirG! �,.ru�✓c �ols��r3� naso✓'T r� +-7 4W RAY 0 /17TGN7to t9F G/Tr�EN S �FL/oNr✓/rn/rr-- Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ,0 Development Permit Applications ❑ Parcel Tax (Flat amount per property)' 8 Recreation Programs ❑ Sales Tax ❑ Paramedic Services . ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment` ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax • Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas •PAY GJr4 LdpQ ^t/G ~ $ 0,004: rt, AA>AC,-c.,#W4Z.0 7, /N G/`rY Oi S4-0' 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness Eff Tourism Promotion Transportation Ja Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance # Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights Ja Building Maintenance ❑ Creek and Flood Protection ,f Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ 0 Cultural Services ❑ iff Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly / Streets & Traffic 0 q-qL 6`� vt`cttn*Vlm4 D Vb�✓j. a t 3 GW Water, Sewer& / �jrtG� � n pG,..Il, WV-1 urQ " V/ Recycling ,I w) ��"��vv C-U VAA,+VMW c63'5 Open Space/ / '"`i ✓�'� / Natural Resources Transit& Bikeways / Parks& / 0 $�0 ( Om rltx IM La l nl L.rale, FV/ Recreation Economic Dev_ VsLL � v�1s�2_, Jo ourism/ bin ' �� Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications 0 Parcel Tax(Flat amount per property)' ❑ Recreation Programs CK Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax 0 Fire Business Inspections@�Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax 0 Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas `�`�, cri erYu 0-vi 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: e �0 0 Police Investigations ❑ Planning: Long-Range Planning 0 Police Traffic Safety ❑ Building and Safety n ❑ Police Patrol ❑ Engineering: Development Review 0 Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection N 0 I WDisaster Preparedness ❑ Tourism Promotion N 0 �. Transportation r O Economia Development NO 0 Transportation Planning �`� General Government d Pavement Maintenance a��` C( Human Resources/Risk Management Ed Sidewalks Cr Financial Management CST/Traffic Signals and Signs ,M CJS Information Technology CsT Street Lights 12C Building Maintenance 0 Creek and Flood Protection "` l� Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs 14- ❑ Park Maintenance ❑ Swim Center ❑ C' Cultural Services dun I ❑ O Social Services W e pe,) n{ 'U i-,�,,�n9•�"(�' C3G COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth / Issues ��(\ Neighborhoods/ Cal Poly Streets& Traffic _ p Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks& Recreation 1 �a q0 Economic Dev: Jobs(Tourisrn/ Downtown Public Safety Other / Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February I goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) " ❑ Recreation Programs � Sales Tax C3 Paramedic Services " ❑ Property Transfer Tax Cl Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment' ❑ Business Tax ❑ Landscape Maintenance Assessment' X Utility Users Tax " Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement.Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and.Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource,Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government Cl Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure, Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth / Issues ✓ _ Neighborhoods/ Cal Poly V/ Streets & Traffic Water, Sewer& / Recycling ✓ Open Space/ Natural Resources Transit& Bikeways I/ j Parks& v/ Recreation b Jam, c h, I 4k4-A,1 D✓►1G� y/h �� cr�7Z�'Yl'S Economic Dev: JobvTburism/ Downtown Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services* ❑ Property Transfer Tax ❑ Fire Business Inspections* ❑ Transient Occupancy Tax ❑ Street Lighting Assessment* ❑ Business Tax ❑ Landscape Maintenance Assessment* ❑ Utility Users Tax * Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ PoliceInvestigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less same More / Housing/Growth x o�O �-►�i °ra�K 0-1P D&�--�O&u5 alt W6 C&K Issues t/ b4+ke kau-ca. Neighborhoods/ Po I t�Xa -� -rte dye ,� C, Cal Poly i t�6Yd aLJr4CSOl. Streets & Traffic y� � S p„ t h�vuS�rocla� l '% 10zA Salax TY Reuia�-S p lc Water, Sewer& Recycling 1 x ta=Y� Open Space/ d0 S ' 1 -F T d+F 0(� Farce l#'��c�-evcla�rr�aC�' Natural S�C.e. 1� PJJA! ro P - Resources 1 Transit& l�Yki u�a1Z a Ll 1/ BikewaysZEE Parks i n c -4\/ . iKo oleuc rnew+ Recreation ,/AolkZ602 0*4 la Economic Dev. SFu cam+/"��1;}utd fob Jobs/TourisM dg Levery pro 6aZt Downtown i } Public Safety X / Other NO dk. L +o Lav-e, 1 f A-S 1�. V/ GQ 6Q4ke. PbPk SPO---c No 6ss�- Pay� z-ecyx,a, �i G��y P, (o s. ,vr�a�y0-Vuess Y Pt4j�e worc Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs ales Tax ❑ Paramedic Services ' ❑ �operty Transfer Tax ❑ Fire Business Inspections` Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment" ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas �( �Y- 0Cv�i s iVlSf��/� l� -la1� 3. Potential General Fund Cost or Service Reductions for Farther Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response engineering: Capital Projects 01 re Hazard Prevention Mural Resource Protection Dis er Preparedness Tourism Promotion Tra ortation ❑ Economic Development Transportation PlanningGe I Government ❑ Pavement Maintenance Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Wding Maintenance ❑ Creek and Flood Protection QVFleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ C:1 I-VAiMc 14rrWW tc55 a 55 s5 h9+�rRe, ❑ Park Maintenance ❑ y/swim Center ❑ CY Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (compared to current) Potential Goals Accomplish Them Less Same More / Housing/Growth V Issues Neighborhoods/ EnVE2tE- 2E✓EN&1 E (3y 11 L,L "- o c. V C-jA Cal Poly c.N '°'�tr".'!- 'P or_y es-riq FO-e AW96L;) P6L1c./r &-. Streets & Traffic Cw r 'S 1514 0 P A" Ca-r t of c P ti v= I S I mo , X NE wA`I TNre-DL4 -r1 6 dk"a Q t 'P LSro%a � IT S Pt?67r y 471rl oLE, / Water, Sewer& 2 va Thi Awl=i c- �v-ni V Recycling oN --'IsrWto . 1 LI ICE r+l6 C 15-rEQ i 6 A . r0L- _vw u o►.) TNAT Open Spacel y uATfale Natural Resources Transit& \ / 17' 15 EM Qe/1-S ra Bikeways X !a15 A-w-6 So Prob2E PV044L-TN-/ '\ p,,,,b ao "IT ,tAtV T, 3 /j rewA � Parks& ��/ New ' QL- Recreation ^ is vs6D S: 4 S A, vA To -7 :3P.M , 17 15 /Q1.y0JQY5 rVi.L, Economic Dev: L E T /N b u STe y 17 o T9w rJ Jobs/Tourism/ x Assoc '-Z o TW-5 . Downtown Public Safety Other J W I M M I rV rr /<Ger, ye m--r#4 3{�.5 zk Lf Zt SEG 6 E4tL_ y, s L ura¢1 r Sw im Cuev wl u.i►vCr /C AlSE !r' f zre- —POOL— Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would lice the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes B Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax _'�9. Paramedic Services • ❑ Property Transfer Tax ❑ Fire Business Inspections• ❑ Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment• ❑ Utility Users Tax ' Note: The City does not have these in place in today, these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered.. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review Cl Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development O Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management Cl Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 3 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly / Streets & Traffic ✓ Water, Sewer& Recycling Open Space/ Natuna Resources Transit& Bikeways 40 00 ��xdio�o / Parks& Ac Recreation Economic Dev: Jobs/Tcurism/ Downtown Public Safety l Other V/ �� Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment" ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering:Development Review ❑ Fire Emergency Response ❑ Engineering:Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ 14� Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth Issues Neighborhoods/ Cal Poly Streets & Traffic Water, Sewer& Recycling Open Space/ Natural Resources Transit& Bikeways Parks& Recreation Economic Dev: I N cR EA 5E P v- �'o 4.1c J I— -PR I "^'� Jobs/Tourism/ AR z-W_g- or'MA�7c 4 S p— n z 6SZ c� Downtown Te.4.1 lCT( FAN aS Public Safety Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' 4 ❑ Property Transfer Tax ❑ Fire Business Inspections` Q�j51 ❑ Transient Occupancy Tax ❑ Street Lighting Assessment* A. C3 Business Tax ❑ Landscape Maintenance Assessment' � ❑ Utility Users Tax Note: The City does not have these in place in today, these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Redactions for Further Consideration. In the event that cost reductions become necessary to balance the budget, where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ' ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More Housing/Growth 1L.L -sr"2��s Issues ' Neighborhoods/ Cal Poly / ' ��'?� I "ra USF. OF 592V I C" Streets & Traffic / Wa4T 0," TMAP;"i CITY BUSS X— I// GFx��TD¢f"slUDy S�.�oc• sUSEs N�'Q,aSTRv � Water, Sewer& E 7 C isr NT L1N tis C>PE Mj° �R'C r 5 Recycling / Mtp'peOSE +�S Open Space/ OtrT Rt-&CI.t ,C40-ro U 215 A W 1514 U STS Natural f Abop 11J fJ ' Resources ,/ ? u 0PZ uT14 � Biu. Transit& Bikeways / Parks& Recreation / Economic Dev: U R 1 5 F-i Jobs/Tourism/ / Downtown Public Safety vl Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections ❑ Transient Occupancy Tax ❑ Street Lighting Assessment* ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management ❑ Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology ❑ Street Lights ❑ Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services Cl Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services 0 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth C.(TurS� lQ f a s, c issues ✓ �� ,,,Ss��/)IOr< d;�t(4d-f Li sin Neighborhoods/ 2 Il'L P161 r S Cal PolyrGG ►/YM QS �¢a h aao / Streets & Traffic P IVLM L 'e V V1� G '�'al�� rGutBV / Water, Sewer& 1/ Recycling anI1w8✓ / Open Space/ Jr1L Natural VOO, b snl In Mart Resources Transit& Bikeways V00- Parks& Recreation W000- Economic Dew Jobs/Tourism/ 61/1 Downtown Public Safety t/ Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes 1 ( Development Permit Applications ❑ Parcel Tax(Flat amount per property)' ❑ Recreation Programs 0d� Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections' Transient Occupancy Tax O. Street Lighting AssessmentBusiness Tax Landscape Maintenance Assessment' ❑ Utility Users Tax ' Note: The City does not have these in place in today;these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection X Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government Pavement Maintenance Human Resources/Risk Management ❑ Sidewalks Financial Management Cl Traffic Signals and Signs Information Technology ❑ Street Lights Building Maintenance ❑ Creek and Flood Protection Fleet Management Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less same More Nousin /Growth C9W%%j(- S9eccNa ,1JA. Issues `� L%N4& Ar`6t6#N Flute, �ncrruu hc�ght rays.fe� K� ,,,r, .Fp w bu,s � WI or e.,. e�+kSi Neighborhoods/ yn A u pA rg•6 Wuo 5,y tr Q P�u�re SAL}a gui l� wb, �aA n IJ Cal Poly '� REg,1r.>rt25. QEJ l•�m4,Me+)-Fru.r11%crw3„ .t aw, s ��est re5 tde� Streets & Traffic 3•er v.ct y not -FII si'ho Water, Sewer& Recycling Open Space/ / W lA LI }v w+a.44% Natural %S 5 P- s optM-J, Resources spgvp”_ Transit& NFui A-h1 YJ C 14-1 b4 5 / Bikeways 1roVk.A, Z Jkt5 I•�IO trtd na. fteptuwFwia blItG) �llce �t.ttLP.s� ta se i F-I[&..a Parks& Ube po.neniS .1th C6 h 1 N far k5 Recreation ✓ Swat+ Ql o�aiw�� Mr,y,,,t�nq w, G ►� y�,e1k• k� (v1 iS a5 fQ� c,S po.tSt Economic Dev: 1Sr a d�rmiu.�� JobvTourisw ✓ k ( 5`vim Downtown Public Safety �/ f��woyg k"p polwb, ✓ �''P�5¢(u►Lt5 5+rn. / Other Ca1+'AwG5U,0Pe(+. a r-Ce C1a-� N/ }�►n�► i5 �/ kA Au0 OF air (�oow►5. t6r U iLj!,�- T r WASrF wo..L Serui �iu.v�.��iv FG�r�1►�5, SQ 6 CUA\M y SlloCr` Ilce. MS F� �vvCl�ptren�'Gf S'Q+tutc.�S( Si►tiy � -Fix P4COLN (drAp;%� ( o oPi"LiI 1 N,a C'duwTi) 5Pa&2 Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ' ❑ Recreation Programs C( Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax 1 - ❑ Fire Business InspectionsIr Transient Occupancy Tax / Un l�e75 yep USPry El Street Lighting Assessment' I2f Business Tax fur ❑ Landscape Maintenance Assessment` ❑ Utility Users Tax ' Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard.Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Tourism Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ Human Resources/Risk Management d Sidewalks ❑ Financial Management ❑ Traffic Signals and Signs ❑ Information Technology , C ❑ Street Lights 1Y Building Maintenance ❑ Creek and Flood Protection ❑ Fleet Management Leisure,Cultural&Social Services Other Services C3 Recreation Recreation Programs C38 Park Maintenance - U�e v �K ni C�rS ❑ ❑ Swim Center ❑ 19( Cultural Services ❑ ❑ Social Services 13 COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to Current) Potential Goals Accomplish Them Less Same More / Housing/Growth Issues �C eighborhoods/ / Cal Poly /p,f� �G� l �j (� ��•� /{�(�'�`Z�i.G Streets & Traffic Water, Sewer& Recycling Open Space/ j Natural Resources Transit& Bikeways Parks& Recreation Economic Dev: �� Jobs/Tourism/ T'i)— Downtown Public Safety Of S � Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Farther Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications * Parcel Tax(Flat amount per property) ❑ Recreation Programs ❑ Sales Tax Paramedic Services ' ❑ Property Transfer Tax Fire Business Inspections' ❑, Transient Occupancy Tax ❑ Street Lighting AssessmentBusiness Tax ❑ Landscape Maintenance Assessment• Utility Users Tax Note: The City does not have these in place in today, these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget, where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention �❑c Planning: Development.Review: ❑ Police Investigations Planning: Long-Range Planning ❑ Police Traffic Safety !❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection /TDisaster Preparedness ❑ Tourism Promotion ransportation ❑ Economic Development ❑ Transportation Planning General Government Pavement Maintenance )4 Human Resources/Risk Management Sidewalks ❑ Financial Management Traffic Signals and Signs "'O Information Technology ❑ Street Lights Building Maintenance ❑ Creek and Flood Protection /❑ Fleet Management. Leisure,Cultural &Social Services Other Services ❑ Recreation Programs ❑ P-'A� Park Maintenance ❑ � CCA ❑ Swim Center ❑ r Cultural Services ❑ Cl Social Services ❑ COMMUNITY FORUM FEEDBACK Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following three questions. 1. How would you suggest prioritizing the City's activities? For each budget issue below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. Budget Level of Attention Suggested Changes or Possible Ways to Category (Compared to current) Potential Goals Accomplish Them Less Same More Housing/Growth / l NL12 SF m Q(M u5lr o '�I Issues 1J[sNSt(Y IfiD7/�!N(� �TNY'PJ!� A DZMU P� itr rHAr 144 2 y -13L0G1NN046 C F riFB ��rrt�2v� Neighborhoods/ Cal Poly Streets & Traffic ('�KG7 K(/� 8U44 C° K �' P•e-►2�iKG 5 faftSieE s. Water, Sewer& &N C C JMAA1i1 Recycling X n Dev&'z'' / Far LOS Gni Lam. Open Spacel 6�pb D C0�(7 '" ro 61.AIMO Natural Resources /Q'QUISI Transit& sea-L L'" 5kA11M6=5171' Bikeways / g!/SAffi5,Ua Tr lLc.s! Parks& \f 104 Ups UN f' Recreation J( jtAe6e2 QodL Economic Dev: /Vdw G?0-j-fftPZVW Jobs/Tourism/ C,gpt jr-ZS Downtown Cd'!6*� ✓ts VOL, I Public Safety &Z YYA l D Two MV Other Possible Measures to Achieve the Goals and Balance the Budget 2. Potential Revenue Enhancements for Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to discuss at the February 1 goal-setting workshop. (Please note that tax or assessment measures require voter approval). Fees and Assessments Taxes ❑ Development Permit Applications ❑ Parcel Tax(Flat amount per property) ' ❑ Recreation Programs ❑ Sales Tax ❑ Paramedic Services ' ❑ Property Transfer Tax ❑ Fire Business Inspections' ❑ Transient Occupancy Tax ❑ Street Lighting Assessment ❑ Business Tax ❑ Landscape Maintenance Assessment' ❑ Utility Users Tax • Note: The City does not have these in place in today,these would be new revenue sources. The other measures would be an increase in current fees or taxes. Other Revenue Enhancement Ideas 3. Potential General Fund Cost or Service Reductions for Further Consideration. In the event that cost reductions become necessary to balance the budget,where would you like the staff to assess the possibilities? Please check or list any potential reductions you'd like considered. Public Safety Community Development ❑ Neighborhood Services/Crime Prevention Planning: Development Review: ❑ Police Investigations Planning: Long-Range Planning Police Traffic Safety Building and Safety 'q Police.Patrol Engineering: Development Review ❑ Fire Emergency Response Engineering: Capital Projects ❑ Fire Hazard Prevention Natural Resource Protection ❑ Disaster Preparedness Tourism Promotion Transportation I Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance v�b Human Resources/Risk Management Sidewalks Q Financial Management LI Traffic Signals and Signs Information Technology %@," Street Lights Building Maintenance ❑ Creek and Flood Protection Q�r Fleet Management Leisure, Cultural&Social Services Tr Other Services ❑ Recreation Programs ❑ ❑ Park Maintenance ❑ Swim Center ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ Jvn. l" 03 05: 4Gp Authorized User 8057817418 p. 1 c -S�TTG� Council Member Candidate Major City Goals Please write your 7 candidates for Major City Goals below and submit them to Finance by January 24, 2003. Finance will Hien compile a verbatim,composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of tl:e submissions and discuss them at the Council Goal-Setting Workshop before staking a position. Electronic versions of this form will be provided to you. Compleire the RoUlffig-element o e OLand-ase element and EIR consistent with HCD guidelines but retain our growth management component in the LUE p Balance the city budget and request that -PERS allow more smoothing over a 5 Year period plus lobby state on VLF, Mandates and limit to staff time only NPDES work Work on DESAL project either with Morro Bay or independently and make Decision on timing of Nacimientu/Salinas O Complete and open the new athletic fields Complete Copeland downtown -project O Open COSTCO and expand LOVR Overpass. O Annex Airport Area, Dalidio, and McBride Properties to the city Jan .14.9 03 05:46p Authorized User 805781.7418 p. 2 Possible Measures to Achieve the Goals and Balance the Budget Potential Revenue Enhancements for Further Consideration. Please list any revenue enhancement opportunities (fee increases, tax measures, etc.) that you would like the Council to discuss at the February 1 goal-setting workshop. r U'�tu Potential General Fund Service Reductions for Further Consideration. In the event that expense reductions become necessary to balance the budget,in which areas would you like the staff to assess the possibilities? Please check off any that you'd like considered. Public Safety Community Development ❑ Neighborhood and Crime Prevention \❑ Planning: Development Review: E3 Police Investigations U Planning: Long-Range Planning ❑ Police Traffic Safety \❑ Building and Safety ❑ Police Patrol V Engineering: Development Review ❑ Fire Emergency Response "sU Engineering: Capital Projects Fire Hazard Prevention ❑ Natural Resource Protection �9 Disaster Preparedness Ne Community Promotion Transportation *"*® Economic Development *151 Transportation Planning General Government 'st] Pavement Maintenance ❑ General Administration "M Sidewalks "S Human Resources/Risk Management "7 Traffic Signals and Signs ❑ Financial Management '9 Street Lights Information Technology **'S Creek and Flood Protection X61 Building Maintenance Leisure,Cultural& Social Services Fleet Management '**'9 Recreation Programs Other Services ❑ Park Maintenance �fv��j�� "El Swim Center �GSRs J '*9 Trees ❑ �l Cultural Services ❑ Social Services ❑ c