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01/12/2005, - JAN 2005 RECOMMENDED GOALS 2005-07 FINANCIAL PLAN
2005-07 Council Advisory Body RECOMMENDED GOALS January 2005 city of san tuis omspo i 2005-07 Financial Plan COUNCIL ADVISORY BODY RECOMMENDED GOALS TABLE OF CONTENTS Introduction I Council Advisory Body Recommended Goals Architectural Review Commission 2 Bicycle Committee 3 Cultural Heritage Committee 4 Downtown Association 5 Housing Authority 8 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 Advisory Body Role in the Budget Process 17 INTRODUCTION Overview. As discussed below, this document represents advisory body goal recommendations to the Council for 2005-07, 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. Modified "Two-Step" Process for 2005-07. Two-years ago we used a "two-step" process in developing advisory body goal recommendations: after receiving initial candidate goals from each of the advisory bodies, we compiled them for their review before finalizing their goal recommendations. Based on feedback we received from the advisory bodies on this approach, many valued receiving a consolidated set of advisory body recommendations. However, there were mixed results on the value of a "formal" second review. Accordingly, we have again provided each body with a consolidated set of all advisory body recommendations by mid- November. However, each advisory body will determine for themselves if a formal second review is desirable, rather than requiring this. In this case, any revisions should be provided to the Department of Finance &Information Technology by December 29,2004. - 1 - i ARCHITECTURAL REVIEW COMMISSION In Priority Order J 1. Broad Street Corridor Plan. Provide funding for the preparation of a "Broad Street Corridor Plan"along South Broad Street from South Street to Orcutt Road. The plan should explore the use of"Form-Based"development standards for the area. 2. Form-Based Development Code. Provide funding to amend the City's Zoning Regulations and other applicable development codes to use "form-based" principles. This highly illustrated code would establish development patterns that focus on building form before land use function. 3. Design Guidelines—Housing Examples. Produce an addendum to the Community Design Guidelines to illustrate positive examples of housing choices by type with the focus on multi-family and mixed use workforce housing. 4. Multi-Story Housing Case Study. Analyze the feasibility of developing a multi-story multi-family housing project in the City's downtown core. The purpose of the study is to identify physical and regulatory constraints to accomplishing intensified housing in the downtown. 5. Downtown Urban Design Element. Provide funding to prepare a new Urban Design Element to the City General Plan for the City's Downtown which focuses on the appearance of the street environment and relationship of buildings to public spaces. i -2- BICYCLE COMMITTEE 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 volume design) Railroad Safety Trail. of bicyclists, a safe bike route to • City Debt Financing for the University and schools,and construction promote the achievement of the • Solicited Cal Poly General Plan goals to increase contributions bicycle use. o BTA Grants 2. Continue progress toward Promotes alternative forms of • STIP Funding for land and implementation of the Bob transportation and provide new design Jones City to the Sea recreational opportunities • City Debt Financing for Trail. consistent with the goals set construction forth in the Bicycle • BTA Grants Transportation Plan and General Plan. 3. Improve the maintenance Increase the usability and • Streets Maintenance Budget and safety of bicycle and safety of bicycle and pedestrian • Pavement Management pedestrian facilities facilities to encourage people to Program Funds. (improve pavement,curb cycle and walk • General Fund: Traffic markings, striping, grates, Safety and debris removal)by proceeding with miscellaneous minor bicycle facility improvements identified in the Bicycle Transportation Plan. -3- CULTURAL HERITAGE COMMITTEE In Priority Order 1. Historic Resource Inventory. Provide adequate funding for updating and maintaining the Historic Resource Inventory of Master List and Contributing properties, including potential annexation areas and threatened structures. 2. Historic Preservation Guidelines. Update the Historic Preservation Program Guidelines. 3. Southern Pacific Freight Warehouse. Complete the rehabilitation of the historic Southern Pacific Freight Warehouse within the two-year budget cycle. 4. Historic Plaque Program. Improve and expand the existing Historic Plaque Program -4- DOWNTOWN ASSOCIATION The Downtown Association, at its October 12 meeting, recommended that the City Council consider including the following suggestions when determining goals for its two year budget for the period 2005-07. The Downtown Association believes that serious attention should be given to those goals which will help ensure the viability of Downtown in the face of coming challenges including 77 buildings being retrofitted, major construction projects still underway and the possibility of directly competing retail/commercial on the town's periphery. The balance of Downtown's viability is fragile and not guaranteed, services and programs are necessary to continue to maintain Downtown as a major sales tax district in the City. (In order of importance) • New Strategic Plan($25,000—35,000) • Parking: expedite analysis of future sites and begin building new structure • Dedicated daytime police presence in Downtown • Electrical infrastructure(boxes, electrical to trees,tree lights) • Cleaning of Mission.Plaza(benefits more than just DA) • Sidewalk cleaning increased • Old fashioned street lights • Restroom trailer for Concerts New Strategic Plan Due to changes in the economy,possible retail impacts of great effect, on-going construction and retrofit projects as well as changes in the nature of retailing and the passage of time; the Board believes that a simple update of the existing Strategic Plan would not be sufficient to address all the issues facing the Association. It is necessary to regroup and form new strategies, and while some previous data and research may be helpful, a complete renovation of the plan is required. Parking Always near the top of Downtown needs, parking issues must continue to be addressed in both analysis of potential sites and embarking on providing spaces to address to correct the ongoing deficit. Dedicated daytime police presence in Downtown The Downtown Association is aware of the need for police to patrol an area larger than Downtown and that many police resources are already dedicated to Downtown. However, Downtown has the greatest need in terms of activity and in particular those activities that can only be addressed by police presence such as aggressive panhandling and transient issues. While those issues may not necessarily be criminal in nature, they negatively affect the safety and viability of Downtown nonetheless. -5- i DOWNTOWN ASSOCIATION Electrical Infrastructure The Downtown Association holds a weekly Farmers Market that attracts thousands of visitors (both local and tourists) and for years, depended on the generosity of businesses to provide electricity—mainly for lighting. However, as the event has become more professional in nature since its early beginnings where "jerry rigging" was okay, the need and demand for a utility source is high. The Downtown Association would like the City to provide electrical outlets at tree wells, such as many other communities provide, to enable not only our event but other events to have access to electricity. This would also assist the tree-lighting program that is of great benefit to the City both in terms of safety (albeit mostly perceived) and ambiance. Should the tree well outlets continue to remain not do-able, installing utility boxes on each comer of market area streets is requested. The Downtown Association is willing to contribute to the electrical costs through charging users a fee. Cleaning of Mission Plaza(scrubbing walkways) Since the prohibition of hosing sidewalks with tap water (chlorination pollutes creek), the Plaza has not been scrubbed often enough to remove grime and filth tracked through it. Mission Plaza is the jewel of our Downtown and except for an occasional power scrub (that reclaims the water), is neglected This is a travesty and should be addressed with regularly scheduled cleaning that shows pride and care. Increased Sidewalk Scrubbing 1 Related to the above but a different program, sidewalk scrubbing now occurs quarterly in Downtown however is insufficient to remove tree droppings (berries), gum, grime, food, etc. that are typical of higb-use urban areas. After lack of parking, "dirty sidewalks" is the most frequent complaint received by the Association. Many business owners provide their own service however for the majority, this is not possible and the overall effect is, again, neglect. This creates a negative impression on visitors who may shorten their stays or not return, affecting the City's coffers. Old Fashioned Street Lamp Program , The Downtown Association worked with the City to advance this program through the levels of choosing lamps and some locations. The Association also offered to assist the program in funding through sponsorships similar to its green bench program. However, in order for the program to be launched, infrastructure improvements must be provided and a final location program determined. Restroom Trailer for Concerts One of the City's most popular summertime "draws" of about two thousand people per week is Concerts in the Plaza. The existing single male/female restroom facility is inadequate to provide service to so many people. The Downtown Association attempted to address this problem however the service that provide portables is unable to remove the portables at the end of the -6- DOWNTOWN ASSOCIATION event and public works has indicated it will not allow the portables to remain overnight to be removed the next day. Therefore, the Downtown Association respectfully requests that the City provide the portable trailer restrooms currently offered for Thursday Night Farmers Market to provide adequate restrooms(11 Fridays per summer 5:30—7:30 PM) for guests. We appreciate these suggestions being passed along to the City Council during its goal setting meetings and appreciate serious consideration of the recommendations for continued viability of Downtown. -7- i HOUSING • ' 1. Take the preliminary steps for the ultimate replacement of the homeless shelter. While the shelter has been patched and held together for the past several years, it basically consists of modular units built for limited use. It has been subjected to very hard use for a very long time. 2. The city adopted an inclusionary housing policy some five years ago. Since that time, more than $1 million dollars has been placed into a Housing Trust Fund but a majority of the funding has not been used although it is acknowledged that as a community we are in a housing crisis. The City must publicize the availability of this funding and encourage its use by both public and private sectors. The Commission acknowledges that recent State Legislation tying use of City funding to prevailing wages has made the use of the funds more difficult. The City should join other municipalities in both attempting to repeal this legislation but must also explore ways of circumventing the legislation. 3. Public agencies and non-profit corporations are not by themselves capable of adequately addressing the housing crisis, particularly for those persons/families that are between 60% and 120% of the median income. The private sector must be engaged if we are going to have any hope of addressing the problem. The establishment of a position within the City establishment to address housing issues in particular is a first-step, but that position must be given direct authority and adequate resources to act and act quickly if the City is going to be successful in its quest for affordable housing. 4. For those persons/families that exist on incomes less than 60% of median income, the City must continue to waive processing and impact fees, as well as other charges for the Housing Authority,its affiliates and other non-profit housing providers. 5. The recently adopted housing element should be revisited. The Housing Task Force spent more than a year in drafting a strengthened housing element. For the most part the Planning Commission in its deliberations strengthened the document. Unfortunately, the City Council substantially weakened the final product and in effect took much of the strength from the inclusionary housing ordinance. -8- I HUMAN RELATIONS COMMISSION 1. Reaffirm the Human Resources Commission (HRC) Work Plan and established City Priorities. 2. In reaffirming the HRC community priorities, through the Grants-in-Aid and process and Community Development Block Grant process, the spectrum of facilitating affordable housing and assisting those without housing should be a focus of City efforts. It is recommended that the City: a. Maintain its support of the Homeless Shelter at or above existing levels, incorporating appropriate cost of living(COLA)increases. b. Maintaining its support of the Prado Day Shelter at or above existing levels, incorporating appropriate COLA increases. c. Initiate a strategic plan to replace the Maxine Lewis Memorial Shelter. d. Maintaining its support of the Grants-in-Aid program at or above existing levels, incorporating appropriate COLA increases. 3. Recommend that the City maintain a focus on development of accessible City services. In addition, the HRC will continue to incorporate the work of the "Accessibility Advisory Committee"into the NRC's efforts. -9- JACK RES'IDENCE ADVISORY • Accelerate the preservation of the Jack House to enhance its historical and cultural value to the community by completing the following projects. 1. Fence and gate replacement in front of the house. 2. Foundation stabilization and drainage. 3. Central heating system in the house. 4. Fire sprinkler protection for the gift shop and service area. 5. Removal and restoration of the elevator shaft and bay window. - 10- JOINT • • COMMITTEE 1. Maintain funding at the current level for field improvement(grants-in-aid)projects and facility use grant program. 2. Ensure that the Damon-Garcia Sports Complex is adequately equipped and staffed by City personnel so that full use can be made of the facility. 3. Plan for additional tennis courts within the City of San Luis Obispo, using park in-lieu fees to fund new facilities. a. Short term: Increase the number of tennis courts by adding one or two additional courts near existing courts in City parks. b. Long term: Evaluate the feasibility of adding a large group of tennis courts within a park as a part of annexations and new residential development within the City. 4. Establish an online reservation system for City facilities. 5. Begin planning with San Luis Coastal Unified School District to establish a long-term joint use agreement providing for the replacement of San Luis Obispo High School's Holt Field and track. a. Facility should include an all-weather athletic field and all-weather 8-lane track. b. In return for partial funding of these upgrades, the agreement should allow for community use for this facility as well as use of other district gyms and sports fields. c. Benefits to entering into this venture include: ■ Venue to accommodate 1000+people outdoors. ■ Provide an alternative to Damon-Garcia during inclement weather and heavy use times. ■ Improved access to district fields for enhanced recreational opportunities to the community. ■ Enhanced safety to young athletes in turf sports and track and field. Note.Not listed in any priority order. - il - -MASS • O ' GOAL IMPORTANCE FUNDING SOURCE What is being proposed for the Why is it important? How can it be achieved from a community? resource perspective? 1. Provide easy to update • Current signs lack rider • STIP schedule information at bus information • 5307 stops and on buses that are • New signs would enhance • SLOCOG ADA compliant. safety, security,and • TDA ridership 2. Establish transit friendly • Increase ridership and landuse policies and farebox revenue strategies in updates of the • Increase transit access circulation element and • Increase performance other documents that will • Improve air quality require developments to more effectively promote transit. 3. Increase system-wide • Customer convenience • Reallocation of resources ridership by evaluating • Increased ridership • Increased farebox revenue ridership trends and • Increase farebox revenue • TDA reallocating resources to • FTA 5307 promote the highest possible performance. 4. Establish parking • Increase ridership and requirements for the farebox revenue downtown and non-campus • Increase performance student housing areas to • Improve air quality promote transit. 5. Provide the appropriate • Provide ADA compliance • TDA level of evening service by and traffic and rider safety • FTA 5307 the appropriate service • Reallocation of resources design(e.g.fixed route, • Increased farebox revenue route deviation,demand area responsive transit, general public demand response),in accordance to the performance standards in adopted short range transit plan. - 12- AND • N COMMISSION 1. Implement the Laguna Lake Master Plan. 2. Maintain and improve existing city parks and sports fields. 3. Increase programming for youth,teens and seniors. 4. Appropriately equip and staff the Damon-Garcia Sports Fields 5. Add new tennis as resources permit,being sure to cluster the courts. 6. Support the Holt Field joint use project. 'F - 13- PLANNING • • In Priority Order 1. Major City Goals for 2003-05: Continue to work on unfinished Major City Goals for 2003-05 including but not limited to funding for the South Broad Street Corridor Plan. 2. Pedestrian Transportation Plan: As directed by the City's Circulation Element of the General Plan (Program 4.7), adopt a Pedestrian Transportation Plan to encourage walking and to expand facilities that provide pedestrian linkages throughout the community. 3. Non-Residential Growth: Establish Non-Residential Growth Rates for the City and implement them in a manner similar to the Residential Growth Management program. 4. Other Major City Goal Suggestions: Other optional goals for Council consideration in no priority order: a. Designate neighborhoods and develop Neighborhood Plans. b. Revise the Zoning Regulations to require all major new commercial projects in the downtown to include housing. c. Work with the County to provide parking demand management for the new Government Center. d. Look at "upzoning" residential areas along streets leading to the freeway for higher density housing. e. Develop parking demand management strategies for the entire downtown. - 14- ■ ■ OMOTIONAL COORDINATING COMMITTEE 1. Increase Transient Occupancy Taxes to City. a. Enhance City promotion by maintaining and increasing funding to City contractors. The Promotional Coordinating Committee (PCC) will closely evaluate contractors proposed expenditures to justify the expenses. b. Improve directional signage for visitors; i.e. information, scenic,points of interest. c. Support, and when possible, fund organizations that create and improve upon visitor amenities including the arts, the railroad museum, and recreational trails. d. Develop landscaped medians at City gateways that enhance the visitor experience. e. Reinstate the enhanced promotional fund to encourage new events that attract visitors. 2. Keep Grants-in-Aid funding at the same level with a cost of living increase. 3. Encourage a vital Downtown. a. Install pedestrian lighting in Downtown and encourage the City to finance the cost of under-grounding the utilities, and businesses or individuals to sponsor the lights. b. 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. c. Encourage and support the Downtown Association's efforts to revitalize the West End. d. Support Downtown Public Art. r - 15- TREE COMMITTEE 1. Bring San Luis Obispo's tree maintenance program into parity with comparable cities. Why? The number of trees under the City's jurisdiction has steadily increased over the past 20 years without sufficient increase in staffing and budget. How? Increase the tree maintenance budget to provide necessary trimming and tree care resources as provided in other comparable cities: URBAN FOREST BENCHMARKING 2004 Trees Under Positions Arborist Contract Total city Jurisdiction Full Part Supervisor Dollars Budget Chico 31,500 9 2 1 $85,000 $990,000 Monterey 23,000 8 1 1 65,000 $838,200 Lompoc 1 18,500 10 2 1 1 1 180,000 1,150,600 SLO 1 25,000+? 21/2 2 1 0.5 1 30,0001 275,400 2. 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 - l 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. 3. Fund focused tree projects, specifically in the downtown core, along gateways, and in parkways & medians. Why? To improve the urban forest and maintain a sense of San Luis Obispo as a tree friendly community. How? Create new capital improvement projects for gateway planting projects, form partnerships with tree organizations to utilize volunteers and donated labor /materials, and increase staff resources to research and write grant applications for project funding. - 16- ADVISORY BODY R• "PROCESS PURPOSE OF THE CITY'S BUDGET 0 Budget Foundation: December 14, 2004. Finalize plans for the goal-setting process, review The City has adopted a number of long term goals fiscal policies, present audited financial results for and plans—General Plan,Fire Services Master Plan, 2003-04 and discuss results of the five-year forecast. Urban Water Management Plan, Wastewater Management Plan, Source Reduction, Recycling & 0 Community Forum: January 12, 2005. Hazardous Materials Plans, Pavement Management Consider candidate goals from Council advisory Plan, Short Range Transit Plan, Downtown Access bodies, community groups and interested and Parking Plan, Waterways Management Plan, individuals. Neighborhood Traffic Management Program, Bicycle Plan,Public Art Policy, Conceptual Physical 0 Council Goal-Setting Workshop: January 29, Plan for the City's Center and Facilities Master Plan. 2005. Discuss candidate goals presented at January 12 workshop; consider results of five-year fiscal The Financial Plan is the key tool for forecast; discuss Council member goals; and programming implementation of these goals,plans prioritize and set major City goals for 2005-07. and policies by allocating the resources necessary to do so. 0 Major City Goal Work Programs: April 12, 2005. Conceptually approve detailed work This requires a budget process that: programs for major City goals and set strategic budget direction for 2005-07. ■ Clearly sets major City goals and other important objectives. ADVISORY BODY ROLE ■ Establishes reasonable timeframes and organizational responsibility for achieving them. By providing the Council with their goal recommendations, advisory bodies play a very ■ Allocates resources for programs and projects. important part in this process. For example, virtually all of the advisory body recommendations FINANCIAL PIAN FEATURES received as part of this process two years ago were included in some way in the 2003-05 Financial Plan. ■ Goal- van Council goals, by their nature, tend to be broader in ■ Policy-Based scope than those developed by advisory bodies. In e Multi-Year your recommendations to the Council, please ■ Highly-Automated,Rigorous,Technically consider what you believe would be appropriate City Sound goals, both from the perspective of your advisory COUNCIL GOAL-SETTING body's purpose, as well as any perceived community-wide concerns and needs. First Step in the Budget Process. Linking goals Council advisory bodies will receive a consolidated with resources requires a budget process that listing of all recommended advisory body goals by identifies key objectives at the very beginning of the November 15, 2004. This provides advisory bodies process. Setting goals and priorities should drive the with an early opportunity to review what other budget process,not follow it advisory bodies see as high community priorities; FIVE-STEP PROCESS and while not required, it is also an opportunity to revise goals in light of these if they want to do so. The Council will receive the final report with all O Setting the Table: November 18,2004. Review advisory body recommendations before they begin the status of the General Plan programs, current the goal-setting process in January 2005. Major City Goals, long-term Capital Improvement Plan, any emerging service level concerns and the City's general fiscal condition and outlook - 17- Section 3 Recommended Goals COMMUNITY BUDGET BULLETIN 2005-07 Financial Plan RESULTS OF • SURVEY January 4, 2005 results ire very similar. In fact, 14 of the top 15 "themes" are the same: the only change is that library services are BACKGROUND now in the "top 15" (they weren't "on the radar" at all in 2003); and "beautification" (while still a concern) is no We inserted a "community budget bulletin"in our utility longer among the"Top 15." bills from November to December 2004 informing our customers about the City's goal-setting process, and Concerns with affordable housing, traffic, street inviting them to Community Forum on January 12, 2005 maintenance and student impacts in neighborhoods and the Council goal-setting workshop on January 29, continue to be among the top five concerns. 2005. This reached all 14,000 of our customers. August 2003 Scientific Survey. These results are also In addition to encouraging participation in these similar with those from a scientific public opinion survey workshops, this bulletin asked our customers to share the City completed in August 2003. It showed affordable with us what they believe are the three to five most housing, growth and development, and traffic congestion important things for the City to do over the next two as top concerns. yew. TOP 15 THEMES SURVEY PARTICIPATION Based on 265 Responses Participation in this survey was very high: by January 4, Theme Responses 2005, we received 265 replies. This response is I. Affordable housing 61 especially notable since this was an"open-ended" survey instrument(it did not provide pre-determined"check-off' 2. Reduce/mitigate traffic 60 answers), so it required extra thought and effort on the 3. Maintain/repair streets 58 part of respondents to complete and return the survey. 4. Address student housing impacts in 52 neighborhoods/build more housing SURVEY RESULTS on campus 5. "Big box,"discount shopping Caveat: Not a Scientific Survey opportunities: It is important to stress that this is nota "scientific • Discourage them 45Encourage them 38 survey," and great caution should be used in interpreting the results. Nonetheless, we believe the results are 6. Limit/control/stop growth 42 useful,-especially when viewed in conjunction with the 7. Protectlenhance downtown 37 other forms of feedback the Council will receive in this process—in gaining additional insight into the concerns 8. Support library services 30 of our community. 9. Preserve open space 29 10. Improve intersections and 27 But.There Are"Themes" interchanges/widen streets Since these are "open-ended"responses,it is not possible 11. Maintain/improve public safety 24 to provide a simple, analytical summary of the results. 12. Develop more bikeways 22 Nonetheless, clear themes emerged. The sidebar 13. Improve recreational opportunities 21 summarizes the "Top 15 Themes," presented in order of (includes parks and sports fields) the most common responses. 14. Develop long-term water supply 20 How Does this Compare with Other Surveys? 15. Improve bus system/enhance 17 alternative transportation Two Years Ago. We conducted the same survey two - years ago as part of the 2003-07 Financial Plan, and the - 1 - 2005-07 Financial Plan: Community Budget Bulletin Survey Responses What Are the Most Important Things for the City to Accomplish Over the Next Two Years? • Provide off-street parking and air conditioning at the Senior Center. Keep the senior center at its present location. • Fix streets, sidewalks. • Bring Costco. • Marketplace • Pot holes taken care of while the weather is good/fair. • 4-way stop sign(not two)on Capitolio and Sacramento Drive. Dangerous intersection. • Turn from Orcutt on to Laurel Lane needs to be more visible. Some people still don't know it goes into a one-way,and then two since can cut over.. • Fix the roads. Madonna near Higuera(by CalTrans yard) is horrible. • Allow the Marketplace. �. • A traffic signal at South Street and Exposition Drive. Very busy street. Someone is going to get hit there. • Limit growth. We can't build our way out of housing crisis. More houses mean move out-of- town. utof- town. Wealthy people moving here. More traffic. • Complete bilce path from SLO to Avila and especially along the railroad tracks in SLO. + Buy open space. • No more commercial development. It means more traffic. • Reduce speed on South Street. It has become a speedway through an essentially residential neighborhood. Put in an electric stop signal/pedestrian crossing at King Street intersection for safety at bus stops. • Pursue State Water as our reserve. • Pursue more housing. • Continue street repair. • Do not close Monterey around government center—traffic flow in this town is bad enough already. • Don't spend so much money for single-use parks like the new soccer fields. Make a park useful to all citizens,not just soccer players. -2- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses _ • Fire the four Council members for allowing Costco to build without road improvements first. The LOVR overpass should have been widened first. It's already stacked up to Higuera at rush hour. • It's nice that you go through the motions to solicit our input, but let's face it, money talked and you guys are going to do whatever the developers and wealthy citizens want. Watching our Council operate the last few years has caused me to see politicians like I do lawyers. • More jobs that pay well. Housing prices are absurd,yet employers pay low wages. Why? Improve the job situation and help job seekers more. • Improve offerings for senior citizens. SLO should have a fully functioning senior center that offers daily classes ranging from yoga to art, music and computers,as well as a place for seniors to socialize. • Make some cultural events available during the day. May SLO residents are over 50 and do not want to drive late at night. Yet, most events occur at night. • Have more educational events such as mobile book discussion group. The library should do this. • Write city outreach articles in the newspaper about just what you are doing and what city's can do to contribute. • Eliminate bike lanes on Johnson. The bike lanes there are virtually never used. Vehicle lanes are too narrow. • Replace all of the current street trees. These are a hazard due to being incredibly weak-wood compounded by enormous weight. These trees are destroying all of our curbs and sidewalks with massive root systems and the situation will only become much worse. Replace them with slower growing hardwoods. I would recommend Chinese Elm or Cork Oak. • The decades-promised overpass at the railroad crossing on Orcutt Road. + Putting all utilities underground. • Making shopping easier in SLO by going back to 90-minutes of free parking in the parking structures(2 hours would be even better). A person cannot do any serious shopping in 60 minutes. • Costco! • Street paving. • Prado Road extension. • Remove bike lanes from Higuera/Pismo. Add car lanes. • Reduce permit costs. • Continue the present public transportation system. • Take steps toward reducing the negative impact that students are having on our neighborhoods, including eliminating the Marti Gras event,increasing enforcement of peace disturbing laws which are frequently violated during parties, and taking steps to reduce the overcrowding of our streets -3- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses caused by single family homes being used as high density housing(i.e. large numbers of individuals together renting a home intended for a family). _ • Overhaul the traffic lights throughout the city, including adding more sensors, making better use of sensing and timing such as to improve traffic flow. Driving through SLO, especially East[West,is very much hampered by the continuous stopping for red lights. • Complete the sidewalks in our residential neighborhoods, specifically, in the Ferrini area,many streets lack sidewalks forcing pedestrians to walk in the street. • Encourage multiple uses in downtown and perhaps industrial areas, specifically bring high density residential housing into these areas, and perhaps light industrial/commercial units into residential areas. The goal is to reduce the dependency on automobiles by making jobs and stores within walking distance for more people. • Create a position in SLOPD which pursues in civil court those property owners whose tenants continually disrupt their neighbors. • End/disallow Mardi Gras. • Keep open space(do not develop) property adjacent to the Marketplace. • Encourage Cal Poly to create a"Fraternity Row" to keep disruptive parties from taking place inthe neighborhood. • Maintain and upgrade parks, especially grass areas and play structures. • Current street repaving is too aggressive. Lots of the streets don't need it/ �! • Increase quality of the neighborhoods. Control of student party noise. Control excessive auto parking in the neighborhoods. These efforts must increase. • Limit development of"big box"stores that provide only minimum wage jobs. _Continue green space acquisition. Increase development of parks. _ • Help keep the neighborhoods neat. Add one more free pick-up day per year by garbage company. Junk piles up pretty quickly. Add the fall clean-up day as well as a spring clean-up. • Because of the Bishop Peak School's heavy traffic, Craig Way and Jaycee Drive streets need greater attention of repair. The streets are broken down. Residents have a difficult time getting street parking because parents/teachers park on street instead of the school parking spaces. • The biggest crunch on a budget is personnel costs. An employee time-use survey to determine how efficiently costly time is being spent could probably save"a bundle." • Don't approve any more awful projects like the Marketplace and any more give-sways like that development agreement. • Reduce City expenses in order to live within your foreseeable revenues without the Marketplace. • Carry out a comprehensive,innovative community planning process to develop a specific plan for the Dalidio property. This effort should truly involve the entire community. -4- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • New employees should be hired with a less expensive retirement program. • After-school program for elementary kids. • Repair pavement at Madonna and S. Higuera. • Spend less on tourism. • Maintain strict zoning according to General Plan. • Deny the Marketplace development. • Limit growth. • Ensure downtown's economy. • Hem homeless. • There should be at least two disabled persons'parking spaces in each block. I indicated this last time this survey came,but nothing has been done about this. So please,put this request in place as soon as possible. It's very hard to find parking in the City. Due to high land prices, it would be beneficial to investigate the possibility of more land gifts and those parcels of land being used to building playing fields for our youth. Damon-Garcia is only a small start. • Assist in the opening(building)of a pool at SLOHS and once opened,work in partnership with the school district with operating expenses as well as share in the revenues. • Keep development under control. Don't let greed take over. Keep the small town image. No Marketplace.. Let's be different and keel our image. • Make a realistic plan for Mardi Gras,not one that will cause another riot. • Improve the public transportation system to help cut down on traffic in the City. • Restore and expand library funds. • Support homeless and abuse shelters. • Continue to repair streets. • Prune and cut over-hanging trees and shrubs on sidewalks. • Clean curbs of trash. • Have off-street parking on streets the day the sweeper is due. • Enforce all garbage cans,trash cans,recycle cans from a view off street. • Keep our town like it use to be. Stop building so many big businesses and buildings. Save our land from out-of-town money-hungry men. • We can't even drive Santa Rosa anymore...bumper to bumper. This will not get any better as you ked building. Where will our water come from? Our roads?Our_parking?All we can -5- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses handle now are the Poly students. Teach them to respect our citizens. They are ruining our rental homes. Hundreds of cars parked,girls half dressed, etc. I can't go downtown.haven't for years because of parking. I do all my shopping through catalogues. I love this town,ever since the 120s, but it's sure different now. l realize you have a few parking buildings,but how can senior citizens walk their feet off' • Let college students in Cal Poly neighborhoods know via citations that SLO citizens will no longer accept their bold, rude and sometimes alcoholic behavior. • Be militant about cleaning up yards that are littered with furniture. Cite those people and make them know that we mean business. • Process on approving granny units. An example is at the corner of Broad and Serrano...seven bedrooms and little parking. The owner occupancy is a fraud. And the Council had no say. • Fiscal responsibility. Prepay debt. • No more luxury facilities constructed for City government. • Supplement some funding for City/County library. • Keep Mission Plaza events solvent. • Do not become completely"politically correct'. Competition is okay. I understand that the"Happy Holidays"referred to is the Federal holiday of Christmas. • Schools—academic excellence. • Library—open as much as possible. • Music in schools. • Continue with maintenance and resurfacing of City streets. • Maintain City parks for all to enjoy. • Evaluate all employee positions at City level and make cuts where necessary. Staffing is number one cost to city. • City should crack down on garage dwellings. If the City collects a rent tax,then it should regulate. • Get rid of the Water Conservation people. This is not a needed position right now. • Cut staff. Save money. Fr1e the biological coordinator and the business coordinator. That will save$300K plus. • Stop increasing rent prices. Higher every year. • Use some of the City tax dollars to buy a business inside the City limits that is earning money income. Use the business profits to take the places of taxes. -6- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Try to inform the U.S. government to stop increasing prices. Higher every year. The system of higher prices every year is wrong. • Lower income housing. no students. • Moderate income housing—No students. • Condo & townhouses for working people. Exclude students. • Control off-campus drinking and noise. • Extended family(granny units) housing for working people. • Dump Marketplace idea. Housing not shopping. • Revise zoning ordinance to facilitate mixed use(residential with office or retail)projects. • Develop a means for the City to provide stronger support to follow the downtown plan concept. • Develop a public swimming pool at the north end of town. • Increase transit hours into the early evening hours. • Get rid of the speed bumps on Broad and replace them with speed tables like on Ramona. • Lower water prices. During the drought,approximately 8 to 10 years ago, the prices were raised drastically,but in the years to follow, all the lakes were at full capacity,but the prices were never lowered since then. • Allow growth for housing,businesses and property ownership. Businesses are forced to leave the community due to the lack of growth by the City and our employment • Focus more attention on the general health of our citizens by expanding recreation participation in our community. • Spend more of our governing powers on critical issues such as the ones that claim most of our citizens' lives,such as violence and drinking. • Prado Road freeway exchange. • Prado Road extension to Broad. • Traffic and congestion is a major concern. Too many people going too many places and too fast It would be good to see a major effort in educating people to the idea that they don't have to drive everywhere for every thing they do. We are fortunate to live in such a beautiful city and appreciate being able to get around easily by walking,bike riding,bus or ride sharing. If people could learn it's possible to do even a few things a week without their car,it would add RIP. • Traffic signals at Meinecke and Santa Rosa, Chorro and Highland. Turn signal at Monterey and Santa Rosa. • More police officers to control and catch speeding drivers. • Neighborhood improvements, such as parking. Have police cite cars parking wrong way or overlapping sidewalks instead of closing their eyes when they see such acts. -7- /I 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Get with it as far as building Costco. SLO is losing a lot of money. • Clean downtown sidewalks. Work with store owners to make SLO more resident-friendly rather than the tourist trap it's becoming. • Build affordable housing. Would appreciate small 1100 sq. ft. 1 Y:bath small home for not more than $400,000. Maybe if there were enough housing it would bring prices down. None of our children can return here to live because they can't afford a home. • Lock in as much open space as absolutely possible. • Encourage Cal Poly to become more multi-cultural. • More low-income middle-income housing. Special housing for artists(like Ventura). • Somehow people should support public transportation more-could businesses offer incentives-I think Cal Poly should have fast efficient public transportation(although I know they make a mint from parking fees). • Do everything possible to enhance the beauty of the downtown area by continuing to make it more pedestrian-friendly. • Reopen library on Mondays. Business/individuals should put money to be somehow matched by the City. • Traffic on Los Osos Valley Road. • Downtown parking. • Abolishing mosduitoes. _ -- -- - - --- - -------- -- - - - - • Provide low cost housing. • We must provide shelter and food for the homeless. • Encourage businesses in downtown empty places by reducing expenses for beginning a business and get the Marketplace on the ballot so it can be defeated. • Develop a green belt and do not allow anymore construction on Bishop's Peak or any other mountain. • Do not follow the State's demand for increased construction of more houses in SLO> • Do not allow developers to purchase units in their developments. I am living in De Tolosa Ranch-as a homeowner and am surrounded_by students living in units owned by the developer. • Repair streets. Plan ahead. Don't resurface a street then dig half of it up to change utilities. • Hire independent auditor to find out and expose where all the money went and make the results public. • Quit using water and sewer for a form of taxation. • Quit raising takes on utility bills. • You are getting the money. Quit wasting it. No kickbacks for your own pockets. -8- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Creative and bold solutions to traffic congestion (not widening the roads) • Neighborhoods infiltrated with Cal Poly housing,creating noise,parking and driving problems. • Downtown will turn into"bar central'if we're not careful. • Keep working on increasing medium priced housing for working young families. • Students take over these homes and neighborhoods. Don't want to eliminate Cal Poly, Cuesta or students,but they do take over. • Retrofitting downtown buildings. • Post Office parking downtown. I cannot get my mail after hours. The 20-minute metered spaces are full after 6 p.m. • More bathrooms downtown. • More"off leash" areas so I can play catch with my dog without having to drive to Laguna Lake. • Crosswalk an South Street,at Exposition or King Street. • Bicycle overpass at Prado Road. • I attended the Parks &Recreation priority planning meeting and heard the parties involved express how little funding was available for maintenance and repairs. I was then entertained by hearing them establish as one of the priorities the acquisition of additional land for more space. I have to ask myself, if we don't have enough money to repair/maintain the facilities we have,why are we planning to acquire more? • Our County library is very much in need. Paso Robles has funding so they voted down Prop L,so SLO was left without. We need to do fundraising to keep it open. • Prado Day Center needs funding to keep open,especially in cold weather. • Finish the bridge on Foothill more quickly. The traffic is bad on Santa Rosa • Section 8 EIUD housing for younger families with kids. • Affordable housing for people who want or need to work in the City. • Building of Marketplace and Prado Road. • Health services for those in need. • Extended shelters for homeless. • Reduce vehicle trips; reduce car parking,increase bus service and increase bike paths and _ bike parking. • Maintain education quality. Increase pre-K childcare and education. - • Close Higuera to cars 24/7 as during Farmers Market. • Improve greenbelt and plant more trees in town. . -9- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Increase library hours. • Slow down the growth. • Stop big box stores. • Repair the streets. • Limit number of unrelated persons living in one house. • Crack down on people who run red lights. • Fix the roads. They are horrible. • Get Costco here to increase tax revenues and Prado overpass. • Admit publicly that SLO is not ever going to have affordable housing and get on with what we can be as a City. • Assure sufficient water. • Establish a greenbelt. • Eliminate Traffic congestion on Santa Rosa,Highland, Chorro, South Broad. • We have a group of over 50 people who boycott downtown.We get free parking in Madonna —� Plaza,Pismo,Arroyo Grande,Atascadero and Paso Robles. We might pay for parking 1 downtown if there was any. • Repairing residential streets, especially Stanford Drive. • Clean tasting water. Sometimes we get a glass of chlorine,spit it out, or a fungus/sulfur taste. • We need red longer no parking at all corners of Highland at the corners of residential streets. It is very hard to see both ways when turning onto Highland from Stanford Drive to Patricia • Funding for public library. • Do not building Marketplace with current stores, but instead attract more desirable businesses and retailers,e.g.,Macy's in a mix that applies to a more diverse clientele. • Maintain vital downtown by avoiding big box stores on the outskirts. • Provide more funding to day care and after school programs through Parks&Recreation and public programs. • Clearing the outlets at Laguna Lake or Madonna Road. • Clearing reeds and debris in the creek at Madonna Road. It hasn't been done in many years. • Maintain City streets,curbs, gutters and sewer system. • Maintain and upkeep parks. • Do not give in to Fire and Police requests for every larger budgets. We need to make do with our current level of emergency services. - 10- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Get the Costco and Dalidio property projects going. I hope this includes LOVR widening and the bridge, too. • A pleasant walking downtown with plants and flower boxes and sidewalk coffee shops and restricted traffic. • Smaller and less polluting buses with frequent schedules. • Better walkingfbiking-friendly areas and throughways. • Water quality and conservation(business, residential and farms). • Less sprawl. Higher density, low cost at the center,no big boxes, or building on greenspace. • Bike access at all stoplights,more bike locks, close off areas to car traffic. • Central community gathering places for teens,kids, adults, seniors. • Traffic flow. • Student noise. • Combine affordable housing with Marketplace project. • Support programs for shelter. People living in creeks are not the answer. • Promote SLO to outside businesses as good place to locate. �i • Need more businesses that create and build. We have enough retail. • City streets. + Marketplace • Improve relationship with surrounding area...South and North County,Cal Poly. • Reduce regulation in buildings. • Get with the Nacimiento project. • Improve the conditions of the streets. • Interface with Poly to get sororities and fraternities housing on campus so they can police and bare the costs of the trouble they cause. • Do not develop the Dalidio property. No more shopping centers that will kill our downtown. • Enforce landlords to clean up and maintain the properties they own and rent out. • Work with developer to get the Marketplace project built. Great revenue source. Prado Road crossing is needed. • Expand the LOVR Auto Center. Great revenue source. • Expand the industrial center along Tank Farm Road. Bring in more jobs. • Spend more on code enforcement. Focus on cleaning up blight around city. • "p the downtown area clean and free of trash. Make it aplacele want to be. - 11 - 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Stop the Marketplace project. Scale and context will have a negative impact on SLO. Interchange is not sufficient justification. • Increase funding for affordable housing. • Increase funding for Maxine Lewis Shelter and Prado Day Center. Pressure other cities in County to contribute. • Install 1A bike paths. • Streets, including bicycle lanes,to be paved smoothly without rats and grooves. • Bicycle lanes to be well-marked. • Marking bicycle lanes on all major streets. • Finish current construction projects on time or ahead of schedule. • Build affordable housing close to Cal Poly and downtown with appropriate parking. • Make peace with the student population. Stop trying to blame all of the problems on students that keep this town economically afloat. • Install signal on Tank Farm Road at Farm Supply. An accident waiting to happen. Traffic is constant in both directions. • More competitive(low)rental housing. _ • Allow drive-up windows at restaurants,banks,utility companies, etc.,to make it simpler for handicapped people to have access. • Keep a lit on growth,especially mammoth buildings. • Take students out of neighborhoods. Give the peace back to residents. •_ Try to promote a friendly town. • Improved appearance of streetscapes in neighborhood(street surface, sidewalks, landscaping). • Community design more friendly to walking and bike riding(sidewalks separated from streets by planter strips,bike lanes and bike paths,etc.). • Well-maintained islands. Landscape and maintain dirt areas between other uses(e.g., along railroad tracks,next to freeway interchanges). • Provide for adequate water to maintain landscaping. • Work with private individuals and companies to improve streetscapes around community. • Reduce expenses,even_payroll. • Affordable housing in SLO. • Stop the Marketplace. - 12- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Expand and maintain the bicycle trail network. • Need a highly-professional police force so the City doesn't get sued for killing or maiming people and adequate enough to handle the student problems/riots. • Enforce earthquake standards. • Continue sewer,storm drain,street maintenance. • Continue homeless help with Prado Day Center and other programs for the needy. • Low-cost affordable housing. • Open spaces. • Vitalize downtown district. • A"panoramic stroll way"for less active people who need to walk ideally around the near-in hill off of Bishop and Johnson,one-half the way up the hill, easily accessible from a parking area(on the Bishop Street side). • Avoid big box development • Publish a short(less than 10 pages)version of the general elements, spelling out its 10-year vision (major items). • Press more buildings to use solar power, like the Palm Theater. • Close Broad to enlarge Mission Plaza • Close Monterey in front of the Fremont. Keep population size at present level. • Protest nuclear plant existence. • Maintain municipal services at present level or better. .•- Allow box stores to help reduce Wing costs. • Control of commercial development. • Safe drinking water. • Parking in residential zones. • Affordable housing. • Making Mardi Gras and other festive days safe. • Keep first response services in good preparation status. Be ready for emergencies, accidents, fire,hazards). • Keep teachers and schools funded adequately so they can do their jobs. • Develop plans to ease flows of traffic at LOUR and S.13iguera,Madonna and S.Higuera, Santa Rosa,etc. • Cat costs and waste in government administration and agencies where possible. Apply tough business management techniques to reduce waste. - 13- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • More programs for youth and disadvantaged youth. • Help the poor, homeless, and addicts. Support local churches and charities, perhaps through - benefits for them,decreased taxes, etc. • Provide industrial zone land that local businesses can build on. • Affordable housing. • Control of wages for fire—currently too high. • Increased enforcement of handicap parking violations,residential speeding. • Widen LOVR/101 Overpass. • Control growth, especially big box stores. • No more expansion of airport. Will increase air traffic and air and noise pollution over my neighborhood. • What is the City's plan in response to traffic control. • Resources—water—low percentage growth in residential and commercial. • Open space—protect and expand. • No off-shore oil drinking. No dumpingistoring nuclear waste from Diablo. • Let's not find any"wetland"problems with Costco. • Let in big box stores. They keep revenue in town. • Slow down growth. • Preserve Dalidio Farm—no Marketplace. • Protect open space. • Keep library open. • Protect our neighborhoods. • Increase library collection, opening hours,staff and training, and programs for children.. • Low and middle-income housing. • End the NMMYism. Build the Dalidio project. • Find way to end student partying, drunkenness in neighborhoods. • No Mardi Gras. • Do not build the Marketplace. • Protect the downtown and enhance the whole overall character. • Do not do,in conjunction of upgrading the downtown,the closing off of Monterey Street with Plaza. Allow cars to pass through any design. - 14- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Build the senior citizen addition in Mitchell Park. Give seniors parking passes similar to disabled,but only on certain blocks. • Stop building commercial buildings. Don't let them put in palm trees. We are not southern California. They look really ugly here. • Repave the roads to get rid of the potholes. Then restripe to make the lanes clearer. • Put more stop signs downtown and in the surrounding blocks as on-street parking makes some/most of the two-way stops hazardous at best. • Put the Prado overpass in even if the Marketplace is nixed. • Put an off-lease dog park at Laguna Lake. • A public transportation system that comes more often than each hour. Public transportation must be subsidized to be successful. A realistic shuttle system around the downtown. • Schedule major artery road work for night-time hours. • Less emphasis on "teeny booper"trendy stores, and more emphasis on attracting the return of real stores. • Real housing that is affordable and available. The joke is that SLO has the best government the realtors and developers can buy. You need to reverse this trend's practice. • Increase support for EOC and Interfaith-Coalition for the Homeless. • Traffic. • Get going on the Costco project,the improvement of LOVR and overpass, and reap the rewards of tax revenue that is now going to Santa Maria. • Working with the Marketplace development before the project goes to the County and SLO has no control of how it is carried out. • Study other libraries to find a way to keep ours going without raising the tax rate. • Quit continually building. We have enough people living here. • Bicycles on way to Cal Poly are riding on the wrong side of the street and cutting across traffic. This is dangerous to all Parties. • Repair streets. • Work to reduce cost of water and sewer. • Dredge Laguna Lake to prevent summer stench. • Problems with college students in residential neighborhoods. • City Council needs to quit being to wishy-washy. Make a decision and stick with it. • Settle the Dalidio dispute. • Water conservation. - ts- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Housing. • Jobs. • Finish the new malls— Costco, etc. • More student housing around Cal Poly,preferably on campus, or nearby off campus. • Denser housing development in the center of town; apartments of around four stories with shops at street level. • Take over small industrial area in town (such as the CalTrans storage area at Madonna Road and Higuera) for housing. • Prevent any big box stores from building here. Set limits on square footage of stores. • Get serious on noise,extremely out stereos in cars, fast driving in neighborhoods leaf blowers, etc. • Traffic safety. Ticket speeders and stop sign runners to make roads/streets safer for drivers and pedestrians. • Police patrol of neighborhoods. Police are not in evidence in neighborhoods, so people speed,noise problems occur,burglaries increase. • Crack down on student drinking • Stop bowing to Cal Poly. The university needs to assume responsibility for all the problems it creates in this town. I am really tired of watching the City roll over to accept Cal Poly's demands. • Charge an alcohol tax to cover all the problems drinking creates for SLO. • Don't allow any big box stores. • Keep growth to a minimum. • No Marketplace. _ • Continue to evaluate how to promote SLO as a tourist destination. Consider options that would increase TOT by raising occupancy rates. • Consider traffic signal at Monterey and Garfield,or at least a pedestrian walkway. People travel by vehicles so fast that it is a safety issue. People accelerate to entire on to 101 at speeds up to 50 MPH. Very unsafe. • Low cost housing. • Medical for everyone,not just poor. • Costco and Marketplace. • Lower college tuition. • New senior center. • Clean out weeds and reeds from Laguna Lake. • Improve light tripping at busy intersections like Madonna Road and LOUR. - 16- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Retrofit assistance for downtown buildings. General maintenance and help for downtown. - • Traffic problems throughout town. • Dredge Laguna Lake. • Forget about the Marketplace. Just leave it as an agricultural space, a vineyard or something. No big box stores or development. • Traffic calming. I would like to see slower speeds on the main City corridors such as Broad, Santa Rosa,Madonna, LOVR,Foothill, Johnson). Also, automated video camera ticketing for stop light runners. • Focus on same corridors for improvement of both bicycle and pedestrian access/facilities. • It would be great if the City could somehow influence the property owners of the Foothill Boulevard area retail spaces for facility improvement. Better facilities would attract better and more varied shops and therefore reduce the need to continually drive across town to get to services for Foothill area neighborhoods. • Keep out big box stores and the Marketplace. • Limit growth. • Eliminate Mardi Gras. —. • Water with all building. • Streets, sidewalks; love to have my sidewalks and crumbling handicap repaired on the left side of Madonna Road. • Could use new street signs on Atascadero and Gulf. The old ones are rusted. • Trim trees like you do business areas. • Thanks to new Police Chief no more beer cups every week. Also our neighborhood group is doing a great job. We can sleep on weekends. We have our neighborhood back. • Balance the budget. • Complete distribution of gray water and continue on other water projects. • Move ahead on the Marketplace development. • Resurface Madonna Road and LOVR. • Plan for new Police Station. • Affordable housing. Large plan to achieve. This is critical. • Transitional housing and single room occupancy. • Maintain Maxine Lewis Shelter. Women,children and elderly need shelter. • Get more parking in downtown. • Restrict parkin&in residential areas between 2 p.m. and 5_a.n3L No overnight parking. - 17- 2005-07 Financial Pian: Community Budget Bulletin Survey Responses • Restrict parking of RVs to two consecutive days on residential streets. No long-term parking. No boat parking on City streets. • Complete the Costco road system. • Not subsidize or otherwise encourage low-cost housing. • Acquisition of open space around the City and securing the greenbelt. An educational aspect on the importance of a healthy environment with places for people to enjoy our surrounding natural beauty. • Increase alternative transportation and a pedestrian-friendly downtown. • Clean air and drinking water. • Low-income housing. • Preservation of agricultural land. • Widen Prado Road bridge. • Extend Prado Road to Broad Street • Work_on affordable housing,_ • Improve traffic flow. • Control college student misbehavior. • Enforce tree and bus trimming to keep sidewalks clear so people don't walk in the street. • Build the Marketplace shopping center. • Buy up as much land for conservation as possible. • Allow Costco and Marketplace. Will add tax dollars to our city. • Regularly trim trees and steam clean business sidewalks. Require businesses to chip in to keep business areas attractive. • Support our libraries. Extend hours. • Cuesta dorms—housing near Cuesta to free up housing for families and lessen student impact on town. • Continue Mardi Gras during day with extra fines for violators. • _Repair all the beat-up streets in the city. They are terrible. • More stop lights on Brad, especially at Broad and Capitolio, Broad and Lawrence, and Broad at Caudill. • More police officers for the day shifts to patrol the streets and crackdown on speeders on Atascadero Street, bicyclists who don't use the bike lanes, and ignore the traffic laws and joggers who run in the bike lanes or street. • The police department also needs to enforce the"noise"codes at parties in all areas of SLO,not just around Cal Poly. • The"City"needs to stop wasting money on"Art"around the downtown area and concentrate on curtailing the panhandling in all parts of SLO,not just the downtown area. _ tg_ 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • The Council needs to let the Marketplace proceed as planned. I do the majority of my shopping in Santa Maria because of the stores. Stop worrying about box stores. This town is going to grow whether you like it or not. • So what made you choose new street name signs that look like a 2-year old wrote them and spend our money for it? • Fix the streets. Ask Madonna to repair the asphalt on lower LOVR near his project and Home Depot. • No more big box stores. • Groundwater management. As a non-renewable resource, the water table must be preserved from depletion and infiltration of sewage, fertilizers and pesticides. • Road maintenance/engineering. Fix and maintain existing roads where needed. Re-engineer consistent congestion areas and places of high traffic accidents due to conditions. • Earthquake retrofit of applicable buildings such as the Mission and old downtown buildings that are public,retail, and government use. • Increase parking capacity and funnel traffic downtown to those parking areas to promote less auto traffic and more foot traffic. • In coordination with Goal #4,widen all downtown sidewalks and narrow applicable streets by at least one lane. • Repair the street in front of CalTrans on Madonna. It is extremely rough. • Repaint the lines on Madonna Road and LOVR and put reflectors on the lanes,especially where streets were torn up last year. It's very hard to see the lanes at night,especially when it's raining. • Finish up some of those construction projects downtown so we don't have streets closed. I don't go downtown anymore because of all the construction. • Street improvements and bicycle paths. • Sidewalks and sidewalk maintenance. • Prado Interchange. • Improve creek habitat for fish. • Keep big-box, large chain,retail growth in cheek and promote our unique look and atmosphere and the tourist attraction it is. No one wants to travel to same old,same old. • Our green environment. Trails, parks,cultural draws,wine country is what brings people up here. We need tourist support. • Continue to expand the greenbelt area around the city and provide adequate money to properly manage all such areas. - 19- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Develop an urban-wild land interface fire management plan. Several areas of SLO are severely threatened each fire season with no city fire policy or plan on who to deal with this threat. • Develop and carry out a plan to aggressively enforce the City's three-day parking limit. Many of SLO's streets are nothing more than long-term storages places for trailers,boats,RVs, etc., making travel,parking,street cleaning difficult to impossible. • Control border zones to prevent County from forcing new development on edge of City. • Protect the integrity of the downtown area and keep out big box stores. • Purchase more open-space to solidify the greenbelt surrounding the City. • Cut our budget more. Run the City like a regular business would have to run. • Work on our streets and curbs. • Plant more trees. • Make our city employees more accountable to its citizens or taxpayers where their salary comes from. • Keepup the fine line of developing and het keeping our place as the bestplace to live. • Work with Cal Poly to provide/require more student housing. Students moving into family neighborhoods are ruining the traditional neighborhood setting. • Re-establish tighter controls on the density of residential housing. The DeVaul development is a disgrace to the character of the City. It was a sell-out by the City. • Earmark more money to public works. City streets especially need attention. Too much money is going to agencies with their hands out. Let them take responsibility for generating a greater shore of their own funding. • Continue efforts to ensure adequate water for our community and keep new construction in check until that objective is reached. • More law enforcement effort with respect to the obvious—reckless and frequently careless driving of the approximate 30,000 students who reside in our area. -20- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses Added: 1/3/05 • Homeless,especially at parks where I take my boys and at the Mission and creek. Lots of drinking and bad language and public urination. • Traffic congestion near my home and shopping at Madonna and LOVR. Out of Albertson's and Long's,I can't exit and get back home. I have to turn right. • Keep Mardi Gras parade away. Not a good thing for our youth. • Don't allow businesses or housing in before figuring out the traffic flow. • Keep the SLO Marketplace out. No room for more cars and people in our end of town. • Maintain physical aspects of City that make living here desirable. Development pressure to make SLO look like everywhere USA will be enormous. Fallacious reasons will be given why this would be good. In long run,not true. • Encourage innovative, mixed-use housing. Neighbors will complain about its causing noise, congestion, etc. NIMBY syndrome. • Expand library services. • Keep trying to make SLO a better place to live. • Keep showing appreciation to a talented and dedicated staff that advises the City Council • Keep giving the public an opportunity at Council meetings to express contrary opinions. • Keep good,open relations between City and Cal Poly,thereby promoting student-good citizenship. • Give yourself an "A" for performance in 2004. • Please,we need clean restrooms in working order and many more placed strategically throughout the city. • Road repair. • The overpass so traffic can get from one side of town to another. • Getting a Target store so people won't go out of town to shop. We need that store as prices are better and lower. • Housing. I recently had work done by Aggson Glass. All five workers were from out of town. • I don't shop downtown as there isn't everyday needs there...furniture, bedding,etc. • Prado Road extension—let's go. • Bridge at Laguna Lake Golf. It's been missing for years. • Stop the Marketplace project • Stop the flat charges for sewer service and charge them based on water usage. -21 - 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Start building some one-bedrooms so that low income people can purchase them. Because if you don't, I'm going to be stuck using a section 8 certificate for the next 30 years. That's not _ what the program was started for. • The city uses space inefficiently. In the space that you housed 3 to 5 families,you could have housed ten or more single low income single people. • Students house at least two people in the apartment that we are renting. • The Section 8 certificates that we would be giving up could be given to families. • Reduce traffic. More bike paths,buses or trams for short trips. • Recreational areas for teens especially hockey,biking, volleyball,basketball,rollerblading,hanging out. They need a place to go before they're 21. • More sense of community...community gardens, barbecues and picnic areas. Things we don't have to reserve in advance and drive to. • Save the libraries. • Student housing—save our neighborhoods. • Complete bike path from Tank Farm to Cal Poly away from traffic so it is safe for small children. • Complete bike path from Tank Farm to Avila Beach aw ay from traffic so it is safe for small children. • More locks and safe parking for bikes downtown. • Safe crossing for bikes at Laurel Lane where bike path starts. • If we could get a bike path slang the RR tracks, more Poly students could ride bikes and traffic would improve. Work with RR to use easement property. • Resolve Dalidio/Marketplace. Abandon project. It is not needed for shopping services and the tax revenue is not going to benefit the city,only the developer. • Approve the alternative housing project, Bridge Street. • Find a way to fund more traffic enforcement. It's getting dangerous out there. People don't stop at stop signs and go through red lights. • Consider and explore no-growth as an option. It's a shift in traditional thinking but it's time to go outside the box to fund services. Think self-sustaining. • You do a very good job with the resources you have. Your efforts are appreciated. • Slower growth. • More parking. • We are losing small town charm. • More money to library. • Set aside assets for an overpass/underpass on Orcutt Road. • Don't close Monterey Street. _22_ 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Maintain current services. This may mean not taxing existing resources with new development (commercial and residential). For example,why should existing residents conserve water so new development can be added? • Improve basic infrastructure...water,roads, utilities, transportation. • Improve fire,life,safety issues. • Teach and learning goals. Children's Museum and other such avenues such as music for very young children. • Retrofitting our precious buildings for earthquake damage. Helping with money to owners. • Since we will have an earthquake someday soon, offer a one-time allowance per homeowner to be used to insure their home or make the repairs to make it safer. SLO could help citizens find a good reputable company to insure with for earthquakes. • Keep our policies on slow growth. • Remove the odor from the treatment plant. • Push for a fast Prado Road interchange. • Plan for a friendlier connection between downtown and the Madonna Road shopping area. • There should be a way to bring back Mardi Gras. All of the volunteers loved it. The town can take it. It is a great,fun_celebration. • Law enforcement at all levels. We have lived here for 20 years and watched the gradual slide downward. Traffic violations have increased,abuse of private property by vandals and drunks has increased, graffiti has increased and not been removed, even after calling the so-called"graffiti hotline." Things are being tolerated by law enforcement probably because of lack of fiords to enforce the rules on the books. This has led to disrespect for the rules and increased violations. The attitude exhibited is"he did it and got away with it, so can l." • No park enhancement or recreation improvement is more valuable than a city keeping its word about law and order to its citizens. • Control growth. Don't need bog stores. Support locally-owned businesses. • More housing for low-income people. • Water conservation • Good planning for transportation. • Funding for spay/neuter discount certificates. • Stop growth. • Control rent -23 - 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • If you building anything build affordable housing. • We don't need box stores and malls. _- • To prevent excessive growth of housing and to reduce the rapid growth of the population. Increase of housing in DeTolosa Ranch area has created problems already. • Prevent the construction of the planned Marketplace proposal in the same area of Southern part of the City. • Been a homeowner in SLO since 1976. I have observed this City losing its small town uniqueness. • Provide better city transportation,making facilities more accessible to pedestrians and the disabled. • Work toward finding ways to give the community better health plans,better quality doctors and health care. • Safety and speed signs for inside French Park area. + More lights at road intersections. • Signal lights on Broad Street,especially at airport. • Slower growth rate. • No new Marketplace • Improve Class 2 bikes lanes on main arteries such as Broad, Santa Barbara and Orcutt. • Get on with the Railroad Safety Path from Tank Farm to Orcutt and present end to Johnson. • Maintain high visibility and presence of police patrols that we currently enjoy. • Open Costco • Support Marketplace project. • Extend Prado Road to Broad. • Secure an additional water source. • Pat soap dispensers in park restrooms• • We need more shopping in SLO. Do whatever you can to make sure the Marketplace, Costco and any other shopping centers get approved. We need the sales tax revenue,jobs and selection. If I had stores here in SLO, I wouldn't have to waste my time and gas to drive to Santa Maria or Paso Robles. • Provide more policing of S. Iiiguera Street. Cars go too fast. • Provide all sections of the community services such as police,fire and yondL • Provide youth programs at neighborhood schools and partner with school district to achieve this goal. • Provide affordable housing to families of low and moderate income by providing below market rate program. -24- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Provide housing-related services to low and moderate income individuals such as �— landlord/tenant counseling,grants for deposit and utilities, etc. • Reduce any redundant, excessive or superfluous expenditures as soon as possible. • Increase as may be possible any potential income to the city; i.e.,increase sales tax base, the Marketplace, encouraging the constriction of the two additional nuclear power plans at Diablo Canyon as originally planned. • Raise the dam at Santa Margarita Lake to increase SLO's water supply and get Nacimiento water as well. • Increase SLO parking cheaply by leasing the Sunset drive-in grounds and use it for jury parking or downtown employee parking and serve with city transportation such as the trolley or buses to free up the streets and parking structures for paying customers. • Please have the City do what it can for libraries monetarily. • The LOVR/Hwy 101 overpass and traffic off of S.Higuera is bad now and going to be much worse. Some creative configuration if this wildly busy road area is in order. • Thanks for this approach. It's good to be consulted. • Affordable housing for young families. • Fix roads and potholes. • Relieve traffic at Higuera and Madonna. • Repair roads. • Get the shopping mall started. • Look for ways to get more affordable housing. • Look into wages and encourage more high paying jobs. • Diversify economy with not all service jobs,but low ticket or other small businesses. • Follow through on then-Mayor Allen Settle's campaign promise to have City recreation fields ready at the same time that the Cal Poly recreation fields were available. • Chang housing rules to encourage more dense in-fill residential building. • Cancel Mardi Gras. • Return to Unocal Corp. the$20,000 loan to the City for the Airport Area Environmental Impact Statement project. • Allow the Marketplace to be developed so it can bring more revenue to the City. • Affordable housing. • Recruiting clean businesses to area that support high-paying jobs. -25- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Slow down traffic at Broad Street corridor. Very dangerous to turn left. Cars drive towards each other in turning lane. • Better maintenance of City's street system(Broad Street in particular). As our Mayor knows, deferred maintenance is a`penny wise and pound foolish"program. • Safety—Police and Fire Depts. • Knowledge—Increase monies for the library. Young people study; seniors read and study. • Streets—Continue to improve. Much progress. Keep up the good work. This is a form of safety. • Continue to work for affordable housing for those who serve. • Stop growth. • No big box stores. • Revitalize downtown stores. • Fix streets and parking. No housing on hills. ___--_.-__-- • Safe and secure feel. I have noticed is less than what it should be. Yes,we have grown,but we are =- still a small town in many ways. • Cleanliness from Parks to residential and roadways. SLO is so notable for its neat and tidy appearance. • Beautification and uniqueness. Well maintained parks,plazas and public areas. • No more construction for a long time. Let's protect what we already have. • More festivals and events promoting positive themes. • Continue to protect green space. • Within the city boundaries,promote affordable housing seriously and creatively. • Support our library. Help it be creative in its search for financial stability. • Enhance Broad Street A huge sum of money was spent to survey the neighborhood on what was needed. Let's start implementing... • Maintain adynamic homeless shelter program. • Finish up the Costco development. • Give the Marketplace the okay to develop. • Continue to open up bike trails. • Complete bilce path from Orcutt Road to Cal Poly. • Tax breaks to developers to build smaller single-family homes rather than the huge million dollar homes currently being built -26- 1 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Keep up with the excellent work that has been done acquiring open space. • Railroad overpass at Bullock and Orcutt. • Another east/west connector parallel to Tank Farm Road. • Affordable housing. • Affordable housing—no more building. This town is no longer a town. • Better wages. • Less traffic. Safer streets. Better handicap access. • More student housing near Cal Poly and Cuesta,not in our neighborhoods. We need quiet • No more oil drilling and better protection of the coast and environment. Water and air quality. • Build the Marketplace. • Road/infrastructure improvements. • Affordable housing. • Maintain/improve parks, fields and open space. • Real low-income rental or owner-occupied housing for people who now commute from other communities—not students. • Develop Dalidio property. Downtown merchants do not serve most citizens well. They are too tourist and college student oriented. Downtown parking garages will not solve this problem. • Get Costco moving. We need it. • Do something about the race track called Broad Street. More stop lights would help,especially a peak hours. • Forget about blocking part of Monterey. Traffic is bad enough downtown as is. Putting the County Building down there was a bad idea for citizens,but great for attorneys and those who go to Court._The building is ugly and doesn't fit in with its surroundings. _ • Affordable housing • Fix the parking and noise problems in our neighborhoods. • Improvements to senior center. • Trade-in the big buses for smaller sbuttle-type_vehicles. • Maintaining library services. • Improving bike paths,i.e., Santa Barbara Street. -27- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Keep our beautiful SLO as it is. We don't need big box stores that ruin the ambiance of our town and wipe out small businesses and create traffic problems. Let's not get greedy. The taxes gained from all that doesn't make up for all the bad things,plus having to spend all that tax money to make larger roads and overpasses. "If it ain't broke, don't fix it!" Our downtown is a happy place. Let's protect it. • There's always a drought to think of. Why does a person who lives alone in a rented single house have to pay such high sewer fees? Should be less for one single person. Not fair. • Reduce traffic congestion on LOUR. • Stop growth of big box stores. • Reduce housing projects; becoming like big city instead of small town. • Control beggars on comers of shopping centers and downtown. • Smile! • What are the various department goals that have official adopted status? • What are the City's general plan goals and programs that have been adopted? • The general plan and other special plans should have implementing program with priorities and timeframes. As they come due,the Council and public should be informed and given the chanced to comment and then decide which gets funded. The current approach only plays off conventional wisdom, fears and lack of continuity and linkage to adopted policies. • Find a way to create affordable housing. • Balance the needs of growth and retail expansion with quality of life. • If the citizens want a vote on the Marketplace, let them vote. • Encourage more private involvement with local schools. Support for art,music and sports. • The sewer charge every other month should be included in property tag and paid by the property owner,not the tenant. • Broad Street enhancement plan. • Finally and completely, vote down the Marketplace. • Continue water recycling lines to other parts of town. • Expand City's contribution to keep the library open longer hours. • Plant more street trees in neighborhoods. • Scrap the Marketplace project _ • But the Dalidio property. Keep it in permanent open space. Allow ag use. • Traffic control _28_ 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • More recreational facilities for the youth. - • Open land preservation. • Enforce the laws that currently exist regarding loud exhaust systems and boom boxes on cars, trucks and motorcycles in cars and on the street. • Enforce traffic laws regarding stopping fully at stop signs and right turns on red. • Stop cars from parking on sidewalks and on corners where handicap cuts exist. • The City is becoming exceedingly noisy and unpleasant to live in. The laws are already on the books,enforce them. • Maintain streets,water lines and sewers. Regular maintenance lowers replacement costs. • Water quality and sewer processing maintenance. • Provide police and fire departments with reasonably necessary equipment. • Widen Orcutt Road and create a railroad overpass. Redraw traffic flow striping to make it more reasonable. • Complete the Foothill Bridge. Reinstall bike lane on Santa Barbara. • Charge sewer rate from a flat fee to some how pro-rate from the amount of water used Make it more fair for smaller households. • Develop more affordable housing. • Improve/create bike lanes and bike paths. • Increase traffic enforcement downtown. People routinely run stop lights and it is only a matter of time before someone gets killed. It's also an easy revenue generator. • Provide more affordable housing; more denser,environmentally-friendly housing. • Work with Cal Poly to increase parking fees and encourage students and community to take public transit, but more frequent and longer hours of buses needed • Continue the bike trail along Amtrak all the way out to the Tank Farm area. We need to get people on bikes,but not next to highly-traveled Orcutt or LOUR. We need bike trails separated from the streets. • Squash the Marketplace project. Don't sell City out for property and sales tax revenues. • Finish the Rodriquez Adobe project's interior renovation and move on. • Increase enforcement of pet litter laws in our parks. • Start enforcement of noise laws in downtown, specially,boom-box car stereos. • Ban aggressive,vagrant panhandlers in our downtown. • Build the Marketplace with a Target as soon as possible. -29- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • More free downtown parking. • Marketplace project—we want Target, Old Navy and another Health Food Store. • Traffic—widen the LOUR overpass. Widen Tank Farm Road and build Prado Road overpass. • Living wage jobs needed. • College and high school alcohol and drug abuse. • Open space and managed growth/planning. We need growth and good planning. • Controllable growth that encourages people to get out of cars and onto feet. • Maintaining parks,green belts and green space. • Improving the Broad Street traffic corridor as discussed at a meeting earlier in the year. • Getting more knowledgeable about supplicated in choice of street art • Improving the SLO library. • Actively pursue solving and preventing further traffic congestion on LOVR from S. Higuera,west to Madonna Road. • Encourage quality stores, i.e., department stores, to locate downtown. • Sponsor public education forums regarding healthy life styles. • Encourage building of housing for physically and mentally ill persons so they can begin to be independent and stable. --. • Increase public transportation for the elderly so they can support and use downtown shopping. • Lower sewer fees. Water rates are too high. • Make changes in how this-are run so they above can be achieved. • Care for our ever-expanding traffic by installing cross town thoroughfares. • Repair our streets. • Advance the development of additional shopping in SLO as greatly proposed to help keep spending local and increase tax revenues to the City. • Increase funding to Police Dept so more officers may be hired to respond to drinking/party problems on weekends and allow for better/more patrols in rest of City. Reduce alcohol problems. • Better road maintenance (potholes/paving). • Improve traffic flow throughout the City. Major thoroughfares congested and backed up at peak boars. • Improve parking downtown. • Secure funding and earmark revenues to building new police_headquarters. -30- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Provide more parks for recreation use by our residents, children and families. Also,we need — more soccer and sports fields for youth, even when Damon-Garcia is opened. Currently available facilities (mostly schools) are way overcrowded.,..,,..., • Repave Broad Street and Tank Farm Road. • Keep Marketplace from being built. • Improve parking in City center area. • Follow up to complete Nacimiento water project. Water is key to this area's survival. • Enhanced police enforcement of traffic laws for cars and bicycles. Yellow light runners and careless bicyclists are compounding our increased traffic congestion problems. • Enforce the earthquake retrofitting laws before we lose our historic downtown to complacency. • Expand key road repairs (such as Madonna and Siguera)where rough roads cause damage to thousands of cars daily. • Preserve farm land as much as possible and support existing farmers' rights to earn their living on our_prime soils. If we need to build, let's do rt.on hillsides. • Coordinating street construction project with various agencies. No need to have Santa Rosa, Chorro, and Foothill Bridge all torn up at once. • Crack down on off-leash dogs in public parks where the leash law is in effect. • I love your meetings being on TV. • Get Costco development approved. • Get Food4-Less center completed. Dirt lot after four years is wearing thin on us. • Fix traffic bottlenecks at Santa Rosa/Foothill/Tank Farm/LOVR/101. • Reduce the number of chain restaurants in new development at Marketplace and Costco area. This wi71 keep the downtown unique and vibrant._-_ _ • Stop the noise pollution of car boom boxes late at night which penetrate our homes. The police must start citing offenders. • Preserve the downtown area. • No more bars. • Fix the streets. • Approve affordable housing like development over by Charter TV. • Establish a dog park -31 - 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Working with the County to encourage the building of more low-cost housing for low and middle- income persons and families in order to retain jobs/companies within the City and County. • Building or enlarging the current senior center, especially given the large amount of seniors within our city. • Improvement of the Vachell Lane/South Higuera intersection. • Widening of Tank Farm between Broad and South Higuera. • Increase police/fire budgets to allow for purchase of new equipment and up-to-date training, plus improvements to the 9-1-1 system. • Traffic and bike lanes. Removal of bike lane on Osos by railroad station needs to be re-added. • Tank Farm Road traffic is horrible with new development of Kennedy Fitness. Needs immediate action at Long Street intersection. • Traffic on Broad between South and Orcutt. Take immediate action and install signals. • Growth—too much too quick. • Plant more trees. • Turning solid sewer waste to compost. • Buses running more often and for longer hours to the Marigold Center. • Keep genetically-engineered crops from contaminating organic and non-genetically-engineered craps. • Adequate parking when expanding businesses. • Creating hiking parks with habitat for wild animals. + Restore steelhead access to Prefumo Creek. • Street maintenance. • Bike path to Cal Poly next to tracks. • Bike path,across hills from Margarita area to S.Broad,via water tank location saddle. • Encourage high density housing on Broad,from Marsh south,on acreage next to freeway and _anywhere in town. • I believe all citizens would be best served if the City Council would make its decisions based upon the best interests of all such citizens,and not upon the wishes of a vocal minority. For example,the decision to put the Marketplace project to a public vote was,on the surface, a concession to a vocal minority. • Maintain current high quality of life. • Maintain the golf course screens that adjoin private property. • Make a round-about traffic configuration at the intersection of lower Higuera and Vachell Lane. - -32- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Remove all old and dangerous trees from downtown and replace with new. • Repave rough and dangerous sidewalks in the core of the City. • Begin the process of placing all utilities underground within the City. • More roads or more lanes on existing roads or both. Traffic congestion, more than any other single feature is what makes big city life miserable. • More parking downtown and wherever else parking is inadequate. • Foster development of desalination plants and technology. • Intelligently manage population growth. Update the population figure on the SLO city limit road signs. • Protect our small community. Do what you can to keep big box stores that pot small business out and destroy our local charm. • Supporttfund libraries. • Supporttfund parks,bike paths and recreation areas. • Be environmentally savvy. Protect our air and water. • Educate yourselves and them help educate the community about environmental issues such as Measure Q. • Prado interchange over Highway 101. • Straighten S.Higuera and put in sidewalks in front of old McBride Plumbing and vets office near there. • City Council should curb additional commercial and housing developments. This only adds to the maintenance of the streets. Causes traffic congestion. • Our water supply will be crucial if something isn't done to stop development and our food _,supper and good farm land is slowly diminished due to development as well. • Increase sales tax base. SLO has been losing millions of sales tax income to Santa Maria. • Decide on Dalidio property. Homes, stores,whatever. Just decide. Farland inside the city is hard to keep. • Farmers Market is terrific. • Parking structures are great. • Affordable housing so that the school district doesn't continue to shrink and that families and the infrastructure of the city stays healthy. • Ensuring adequate medical facilities and physicians are available in SLO. Stop the exodus of good doctors by helping it be practical to stay in business here. `._ - • Make healthy,fun activities available for kids(roller skating rinks,bowling alleys,etc.). SLO is big enough and centered enough to offer these facilities. -33- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Aid in earthquake retrofitting for downtown buildings. • Offer incentives to downtown store owners and renters to keep them from moving elsewhere. • More Cal Poly student housing on campus. • More interconnected Class I bike paths. Railroad Safety Trail from Orcutt to Tank Farm and Bob Jones path. Finish the Bicycle Boulevard on Morro. It has been months since the light was installed on Santa Barbara Street. • Stop the Marketplace. It is not needed. • Assist downtown businesses that will be affected by retrofitting for earthquake safety to make sure they"return"to downtown when work is done. • Continue wonderful events like Farmers Market,Chalk Art Festival, Friday night concerts. • Low cost housing. • Street maintenance. • Police and Fire Protection • Limit growth of housing. Not everyone will be able to afford a house in SLO. More new housing will affect the quality of life for us who already live here. • Thank you for painting over graffiti quickly. • It is a pleasure to live in a town with a great downtown. • Maintain quality of life and unique character of city. No more malls or big box chains. Supportand encourage ownership of businesses. • Protect and expand open space and environmental goals. • Improve local employment by creating job opportunities in activities under# 1 and#2 above. • Support social services for those in need. • Reduce traffic through better public transportation and carpool incentives. • Thanks for 2004 street improvements. ------ _ _........ -_. ___.... _... • Stop spending our taxpayers' money on open space properties,buying"historic"properties and doing expensive rehabs on those adobe buildings. • Hire more police and fire department personnel and equipment. • Increase fines for student-caused loud parties. littering ourproperty,fflegalparking. • Stop digging up the streets. • Affordable housing. More apartments and condos downtown. • Increase water conservation by the public. • Pedestrian plaza between Santa Rosa and Osos_on Monterey-Street -34- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Keep increasing the tax base from retain and clean industry. • Dredge Laguna Lake. • Control growth and stop it. • Get Cal Poly to add more student housing. • Control the drunks and punks. • Clean up the downtown. It's filthy. • Push for the Marketplace. It will save many miles of traveling out of town. • Fix the roads and streets. • Finish anything the city starts. • Please fund the library. • Absolutely enforce a consistent, aggressive policy to get the homeless,vagrants,and panhandlers off our city streets,under bridges,off ramps,etc. If we don't we wi71 continue to lose thousands of dollars in tourism and residents will leave our city for suburbs like Paso Robles and Templeton. • Keep the sidewalks in the downtown and surrounding streets in good repair to avoid falls and liability suits. • Encourage ECOC to address drug and alcohol issues in their casework at the shelter and Prado Day Center. • Police should enforce rules for people living in their vehicles across from the Prado Day Center and other streets like Prefumo Canyon Road. • Eliminate the Mardi Gras celebration. • Build the Marketplace • Fix City streets. • Traffic—it would help is there wasn't' so much downtown constructions. • New public safety center for police and dispatch departments. The old police station is a disaster waiting to happen. • Retrofit and maintain existing resources—drainage,parks handicap access. • Limit new commercial retail space construction until existing space is utilized. • Surely jobs retrofitting can replace the new construction. • Plan for things to help our kids coming home from Iraq and needing handicap access to live productively. • Roads. -35- 200"7 Financial Plan: Community Budget Bulletin Survey Responses • Safety/crime. • Open space. • Recreation opportunities. • Domestic violence and judicial system. • Costco and the Marketplace. • Safer for pedestrians to walk downtown. • More security at Farmers Market. Fear of going downtown after 8 p.m. because of homeless and juveniles. • No more one-way streets. • Get a sustainable supply of water for residents. • Recognize the need for additional housing and change the general plan to allow more housing. • Consider more mixed zoning,where housing is mixed with commercial, industrial, etc. • Continue to preserve the character of the downtown. Preserve historic downtown buildings. • Funding the library should be high on the list. • Traffic control on Broad, south of South Street. Very dangerous to drivers and pedestrians. • Downtown needs to be kept a dynamic and healthy business and community center. • The university creates most of the traffic. Do most new building in their direction. • City to Sea bike trail would be a super community asset. • Affordable housing,like Bridge Street, is a very important mix for the City. • Downtown housing with increased height limits would also be important to housing mix. • Garage for additional auto parking needed in vicinity of Nipomo and Paha,near Mission High School • Cancel Mardi Gras celebration in total. • Cal Poly new on-campus dormitories should be supported. • Continue to obtain reliable sources of water to serve our existing and projected population. • Continue to work on student-related issues affect the city,i.e.,housing near campus, neighborhood relations. • Support the San Luis Obispo County Regional Airport and acknowledge its important role in the economic future of the City. Cooperate with the County on airport issues. • Re-address the parking needed north of Santa Rosa and work with County and area property owners to develop a viable parking solution. -36- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Lean harder,much harder, on Cal Poly to add dorm space to get students to live on campus and out of neighborhoods and the community. • Stop the influx of big box stores. • Get Cuesta to build dorms so that out of community Cuesta students will not live in neighborhoods or the community. Affordable housing. - l • Preservation of open space. ,,. _ • Ensure the Marketplace is built. We don't need more large shopping areas after this, but this project is essential to keep shoppers in the area • Ensure that public safety programs are adequately financed. • Continue work on our roads; repair,traffic flow, safety. • Support open space plans. • Low cost and affordable housing for families and singles and seniors. • Encourage student housing on Cal Poly and Cuesta campus. • Encourage housing in city for those employed in the area to keep our"own"home. Those who grew up here should be able to stay here. is Funding library. is Repaint.red curbs that are so"faini that students park in front of them and no.one cares: is Outlaw leaf blowers.> Try to hasten the finishing of the Foothill.B_ridge§o we don't have such a horrible impact of i�tra>ffic on Santa Rosa. • Keep the price or billing rates as low as possible for water, sewer and garbage. • We need a clean city and find a way to keep the transients from staying all day on our downtown benches. Get rid of the panhandlers in the downtown. • We need to maintain the excellent service of police and fire. • Need to support the SLO County Museum to save and maintain our history. Property around the museum needs to be utilized for the museum located in one place. • Continue to monitor the huge concentration of bars downtown. • SLO is very beautiful and I love my hometown. We need to support the downtown and be careful with shopping centers. • Intelligent growth. Strategic plan for long-term homeless shelter. Strategic.plan for beautification of Broad Street. is Advance open-space.. is Close Monterey Street for government center plaza. is Retrofit downtown. -37- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Healthcare and environmental. • Public Transportation—buses that are fuel efficient and stop frequently so seniors don't have to walk too far. • Keep the libraries open. • Affordable housing- $300,000 to $500,000 is not affordable housing. • Environment—Clean air/streets/water. • Reduction or better control of traffic on Santa Rosa from Monterey north past Highland. • Assure some handicap parking spaces near new buildings. Many handicapped cannot walk long distances from parking. • Encourage at least one handicap person on each planning and other commissions to provide wider outlook. • Assure reservoir capacity of Santa Margarita Lake. Is it reasonably secure from poisoning by dissidents? • Financing medium for City-County Libraries. • Quality neighborhoods; i.e.,no visible junk in front yards, trash/recycle containers out of view. No street storage of boats, etc. • Limits on parties,noise,hours. • Traffic flow. • Affordable housing. • TMe integrity of a small town. Keep the charm. • Our town was the first"no smoking"municipality in the U.S. We were right and were leaders. Let's continue to make the"right"decisions and continue to be leaders. • Infiaslructure—street maintenance and striping. Lots to be done here. • Police to maintain control of streets during Mardi Gras. It's more expensive to take back control than to hold on to it in the first place. • Pursue more recreational facilities for all,particularly youth and seniors. • Road repair. • Stop wasting money on commercials about rain and water. Advertise for more tourism and business. • Support library. Keep it open. • Road maintenance. • No Marketplace approval. • Acquire more open space around the periphery. - • General infrastructure maintenance. -38- -1 - 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Eliminate Mardi Gras parade in the Downtown historical area. Consider transferring parade to Foothill. • Increase funding to non-profits that are providing services to people; i.e., Community Counseling Center,Transitions, etc. These agencies are providing vital services to SLO citizens. • Insist on larger percentage of low-income housing in new developments; see that Cal Poly continues with its on-campus housing plans. • Enforce existing laws and ordinances regarding neighborhoods; i.e.,no building permits, illegal units,refrigerators in front yards in a timely manner,not months after complaints. Fine these homeowners instead of issuing a warning. • Road maintenance. • Slow growth; preserve the City's culture. • Traffic flow. • Continuing available water source. • Landfill space. • We need big box stores. • Cut raising taxes. The poor and elderly cannot afford them,especially the water rates. • Quit catering to Cal Poly. • Increase parking downtown. • Finish road construction downtown. • Reinstate Mardi Gras evening parade. Zero tolerance; increase police coverage; arrest whoever disobeys. • Expand Farmers Market to Monterey Street. • Enforce retrofits for all business buildings in SLO. • Affordable housing for young families. • Attractinglencouraging companies that can provide high paying jobs. • Obtaining new sources for tax revenue income. • Maintaining City infrastructure, such as roads, etc. • Encouraging alternate transportation. • Preserve our beautiful area and not let it become another extension of L.A. • Keep our shopping areas compact and not overtaking greenbelts and residential housing. More city planning and zoning. • Enforce laws on books. Too many people begging in our shopping malls and entrances to _ - freeways-- - - - -39- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Improve vehicle traffic congestion along Santa Rosa, Chorro and Broad Streets. • Emphasis on neighborhood wellness, that's where we live and need peace and quiet. This requires more patrolling in the neighborhoods as well as the downtown bars on the weekend and continued education of Cal Poly and Cuesta students so that they live as good neighbors among us. • Relief from traffic congestion,especially in the Laguna Lake area and encouragement of the use of mass transit,bicycles,walking. • Discouragement of urban sprawl and support of a healthy downtown. • Repair of the many streets with potholes. • More ticketing and control of speeding cars and blaring car stereos downtown and in neighborhoodsA • Safe bike path extension, away from streets and cars. • Water conservation plan for City. • Road improvement and traffic controls; more lights on Madonna into shopping center. • Less government workers. • Lower taxes. • Adequate wage—better than minimum policies to keep economy stable. • Affordable housing. • Prioritize infrastructure needs. • F ndingforlibrary• • Finish the Foothill Bridge project. • Continue to repave the streets in town. • Continue to preserve open space. • Maintain and add trails, especially dirt path for running and walking. Do not pave out trails with concrete. • Cut maintenance and landscaping costs by planning drought tolerant native trees and shrubs. • Implement a night sky ordinance to control light pollution. • Train City Council,Planning Commission,and ARC in CEQA and analysis of EIRL • Mosquito control efforts should be led by City if County is not being aggressive about it. • Maintain Neil Havlik and Michael Clarke's positions._ Tighten up on Public Works staff. • Sewer lines/infrastructure/streets/traffic flow... • Provide affordable housing. -40- 2005-07 Financial Plan: Community Budget Bulletin Survey Responses • Close downtown to auto traffic. • Eliminate dependency on oil for energy; use alternative energy for government buildings. • Provide electric bikes for downtown commuting for free. • Eliminate watering,pesticides in all public parks. • Close Diablo Canyon for all our safety. • Fix pot holes. • Help the library stay open normally. • Get Costco open. • Open Prado Road to Broad. • Widen Tank Farm between Broad and Higuera. • Start planning for growth before it falls into your lap. • Have an architectural review process that protects the look"of the City,not one that plants ultra-modern buildings next to Art-deco. Have a plan to make the City look more homogenous. • Don't make additional sales tax revenues a reason for approving unsightly and unnecessary additional shopping. • More on-campus housing for students of both Cuesta and Cal Poly. Get them out of our neighborhoods,which they are ruining. Our nice neighborhoods are deteriorating. • Traffic congestion is terrible, especially when college students are around. • Litter is bad. In addition to cleaning the streets,we need to initiate a vigorous educational campaign against litter. -41 - Section i Recommended Goals COMMUNITY GROUPS/OTHERS - RECEIVED JOHN DUNN DEC -C 9 2004 PO BOX 2479 AVILA BEACH, CA 93424 RED FILE Email: iohnodunn oa I.com Telephone: 805.595.2804 SLO CITY CLERK MEETIQ� AGENDA DATF 1 1rTEM # December 6, 2004 1 .2'COUNCIL �LCDD OIR Mayor Dave Romero and City Council Members I CAO �i`FIN DIR G Hall ,B'ACAO FIRE CHIEF City ATTORNEY W DIR 990 Palm Street ,p^CLERKIORI(3 ouCE CHF San Luis Obispo, CA 93401 M DotHEA06 tMO DIA HADIA . DIR Dear Mayor Romero and City Council Members: I want to be among the first to extend holiday greetings to all of you and to give some preliminary thoughts on your 2005-07 City Council Goal Setting. I do so with humility for I understand the value of a former CAO's opinions to the City Council (but I'm doing it anyway.) I understand that the City continues to live under severe financial pressures and that itis difficult to do great things for the community under such conditions. However, it is during the tough times when it is most important to keep the dream alive for what you hope to accomplish for your community in the longer term. It was during those tough times of 1993, that we had to make the gut-wrenching decision to lay off City employees, when we made the decision to continue on with the Performing Arts Center project. Had it not been for that decision this City would have no Performing Arts Center in which to celebrate our sense of community Protection of the city's excellent services and the quality employees who provide those services should also be a priority of the City. My specific suggestions for your consideration are: 1) Strengthen and extend the downtown Experience has shown the most immediate and pragmatic way to do this is to plan for the next parking garage. Whether it to be the Palm/Nipomo or the Wells Fargo, or the north of Santa Rosa location is your decision. I hope that decision is based on the concept of leveraging economic gain as well as an assessment of parking needs. Other ways to increase the strength and attractiveness of the downtown are: A. Work with property owners/developers to create a major high-quality conference facility in or on the edge of the downtown. B. Install bulb-outs, widen sidewalks, increase outdoor restaurant seating, to offer European-style ambiance which has appeal and increases vitality. C. Build on the old turn-of-the-century charm to increase its subliminal appeal and charm (cleanliness, lighting, furnishings, decor, etc) D. Strengthen the"cultural center"concept on Monterey/Broad Streets, and implement specific elements of the plan E. Support downtown public art 2) Improve the attractiveness and function of the major entrances into the downtown A. Continue work and implement the South Broad Street Corridor Plan. It's pretty homely (since the"g"word has been eliminated) out there right now; yet the area has great potential to be more attractive and to better serve the community. B. Continue to improve Santa Barbara Street by widening the unfinished portion and by encouraging quality design/development in the area. C. Widen lower Higuera Street and implement the mid-Higuera Plan. This area is not only a major entrance way into the downtown and a major exit from the downtown, It is the interconnection between the two major commercial areas of the City and it currently looks gr. . . er, homely. The improvement of this area is a necessity if the City is to allow further growth in the Madonna area and at the same time entice those shoppers into the downtown as the City's economic report assumes. 3) Return to a more vigilant open space preservation program. For this program to work at it's best, maximizing OPM (other people's money), it requires using City money for leveraging. This programs potential for the long-term improvement of the City's surroundings is too important to let this past City initiative wither on the vine. Enticing pedestrian paths, bicycle paths, nature appreciation programs, etc., are all part of this equation While dozens of other things could be added to the above list, my overall suggested approach, hopefully balanced, could be summed up as"jobs, housing, and land" (as in higher paying, affordable and preservation of). The overall thrust of the above three suggestions is to enhance the quality, attractiveness and the economic vitality of the City. A place that is attractive,and fulfilling to the residents of the City is also an enticing attractive place for our guests. Thank you for taking the time to read this and have a wonderful holiday season. And, congratulations to Christine, Paul, Dave, and John and "hello"to Allen. Best, John CC: Ken Hampian 2 Anne Cruikshanks ACRD City of San Luis Obispo 1792 Conejo Ave. Administration CWNCIL San Luis Obispo CA 93402 (805)543-2395 acruikshanks@ charter. net OEYCLK FOR DEC 0 9 2004 PwDRPOLICECHF; FYI FILE FtiAP&RDIR ROUTE HANDLE II„, ';i;December 7, 2004 City of San Luis Obispo Planning Commission cpr�*- City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Commissioners: I would like to request that you add the Rosa Butron adobe located at 466 Dana Street to your list of priorities for the city's work plan for the budget cycle of capital improvements. This adobe was gifted to the city on the death of Miss Mary Gail Black almost twenty years ago,it was in livable condition. Since her death in 1989 little has been done to maintain the property. The adobe itself is now in a sad state of disrepair. It was badly - damaged by the earthquake and the roof is leaking. If something is not done to save this building in the near future the city will loose another one of its few remaining adobes. As I am sure you know,these adobes are an important part of the city's heritage and it was Miss Black's assumption that the city would be a good steward of her property. I would like to suggest that grading be done to improve the drainage around the adobe and the repairs be made to the roof. The adobe is being used at the present time by John Parker as an archeological sorting area and he has pointed out the electrical wiring is a serious danger to the building and anyone in it. I hope to get a group together to start a restoration of the grounds around the building. I feel that if people find the grounds pleasant and accessible that an interest in restoration of the building will hopefully follow. I urge member of the planning Commission to visit the site. It is one of San Luis Obispo's hidden (and neglected) treasures. Sinc ely, Cc to: Ken Hompion Community Development Commission Cultural Heritage Committee From: <Jshakley@aol.com> To: <bstatler@slocity.org> Date: 12/20/04 5:38:56 PM Subject: 2005-2007 financial plan suggestions Bill Thank you for your invitation to participate in the input of the city's future budget. During this past year, we have had contact, through petitions and e-mail, with both neighbors and the city concerning adequate law enforcement. Our opinion is, that the highest budget priority should be given to law enforcement, in hopes of increasing the "quality of life" in this town. Specifically: 1-Rather than spending money repairing pot holes on the streets, I would want the police department to have budget sufficient to begin enforcing the speed limits on the existing roadways. In my neighborhood, patrols have had to be reduced and the speed driven by motorists, has increased dramatically. Along with this, drunk driving, reckless driving and non compliance with stop signs. We are on record with the police department noting this. 2-Before putting new playground equipment up, in say, Mitchell Park, the police must have an increased presence there. Homeless routinely drink alcohol, use drugs and sleep openly. This has to be addressed by the police department. 3-All the retrofitting, etc., that can be done to downtown buildings will not end up drawing more people if the homeless criminals continue to be a nuisance in front of Novo, Big Sky and Mission Plaza. Again- - - police presence. Appropriation of extra funds therefore, should be directed in three ways. Law enforcement, law enforcement and law enforcement! John & Judy Shakley 207 Broad Street San Luis Obispo 596-0280 CC: <dlinden@slocity.org>, <pmandevi@slocity.org>, <mmcl usk @ slocity.org> �`pQ�E ONIy San Luis Obispo County Bicycle Coalition PO Box 14860 • San Luis Obispo, CA 93406-4860 I I Adam Fukushima, Executive Director Bn hh Phone: 805-541-3875 ICuCIe COaIvIIIO�; Email: adamf@slobikelane.org San Luis Obispo City Council 990 Palm Street San Luis Obispo,CA 93401 December 27, 2004 Dear Members of Council, Thank you for the invitation to the Community Forum on January 12,2004. The San Luis Obispo County Bicycle Coalition welcomes the opportunity to help the city determine its goals for the new budget. San Luis Obispo is well on its way to becoming a bicycle friendly community. Much improvement has been made over the course of the last two years and we would like to thank the City for these accomplishments.Among these are the new bicycle lane on Pismo St, the new bicycle map, as well as the creation of more downtown bicycle parking.We are also pleased by the opening of the Morro St. Bicycle Boulevard and look forward to its completion. It has been four years since any progress has been made on the Rail Road Safety Trail. It is our sincere belief that a complete Class I trail would provide an exceptional backbone of connectivity for cyclists, linking residents to businesses and schools. It would also help connect students and faculty to Cal Poly and be a great leap forward in helping the city catch up to the standard of bicycle improvements of other California college towns. The bicycle is an endurable mode of transportation. It decreases congestion on the roads and takes up significantly less space to park than an automobile. Last year we conducted a survey of our membership,which indicated that over 60%of our members found the enhancement of bicycle facilities—among them Class I bicycle paths—as the most important bicycling issue. Completing another phase of the Rail Road Safety Trail would be a great advancement toward providing more bicycle connectivity within San Luis Obispo. The City is facing tough economic times and for that reason we are not requesting any new projects for the forthcoming budget cycle. Instead,we recommend that the City's highest priority should be to complete additional phases of the Rail Road Safety Trail as outlined in the current Capital Improvement Plan. Union Pacific has already approved in concept for Phase 3 of the Trail (from the Amtrak depot to Marsh St) and will soon issue license agreements. If Phase 3 cannot be implemented, at the very least,Phase 4 (from Foothill to Hathaway)would not require any bridge installations and would therefore be an inexpensive phase to complete. We at the / J Bicycle Coalition would be more than happy to assist the City in finding outside sources of funding for these phases. While the Rail Road Safety Trail is our major priority during this budget cycle we would also like to emphasize the importance of City staff time. We understand the burden of maintaining a payroll,but it is our hope that current staffing will not need to be reduced. City Transportation Planner, Peggy Mandeville, has been a sterling addition to the bicycle program and has brought focus and energy to the City Bicycle Advisory Committee. We ask that her attention to bicycling not be reduced or restricted. Thank you for the opportunity to help set your goals for the upcoming budget cycle. Once again, please know that we are more than willing to help the City find external sources of funding in order to break ground on these improvements and we appreciate the accomplishments in bicycle facilities that the City has reached over the last several years. Thank you for helping us build a safer and more liveable San Luis Obispo. Best regards, Adam Fukushima Executive Director San Luis Obispo County Bicycle Coalition b r San Luis Obispo Railroad Museum Post Office Box 13260, San Luis Obispo, CA 93406-3260 December 31, 2004 Bill Statler, Finance Director City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Mr. Statler, In response to your request for input regarding City (foals for the 2005-2007 budget cycle, we submit the following: Several years ago the San Luis Obispo Railroad Museum entered into a partnership with the City of San Luis Obispo to establish an educational museum in the heart of the Railroad Historic District. This project involves the City leasing the former Southern Pacific Railroad Freighthouse to the Railroad Museum. The City Council recognized the many benefits this partnership will provide. In addition to the educational value to the school children in the area, the museum will actually pay for itself by bringing additional tourist dollars to the city. As the San Luis Obispo Promotional Coordinating Committee has shown, the longer tourists remain in the City, the more money they spend. While they are here, the Railroad Museum will give them another reason to stay in the City. More time in the City means the tourists "shed more dollars" on the purchase of gas, food, lodging and shopping. Initially, the city obtained a grant to fund the restoration of the railroad freighthose so the Railroad Museum could collect, preserve, display and operate its many historic artifacts. As the total amount needed to complete the restoration was greater than anticipated, the grant has paid for only part of the project. we strongly encourage you to pursue the completion of this worthy project. Help us educate children of all ages, attract and entertain tourists, and enable the project to generate new revenue for the City. This is truly a winning situation for the City and all of its citizens. Please recommend to the City Council that the completion of the Railroad Museum building be a mayor city goal- Sincerely, 4ewAe., Brad IWose, President San Luis Obispo Railroad Museum 7 ,- Page 1 of 1 i Bill Statler- Goals 2005/07 From: "D. & E. Dollar" <ddollar@pacbell.net> To: <bstatler@slocity.org> Date: 12/31/2004 10:06 AM Subject: Goals 2005/07 CC: Allen Settle <asettle@slocity.org>, Christine Mulholland<cmulholland@slocity.org>, Dave Romero <dromero@slocity.org>, John Ewan <jewan@slocity.org>, Paul Brown <pbrown@slocity.org> City Council, There are many issues to address on a recurring basis. On top of all those, I believe the important things for the City of San Luis Obispo to accomplish over the next two years are: Slower growth - stop approving all the commercial development, it further stresses our housing imbalance. Push Cal Poly into providing more on campus housing for its students - this may help restrain the speculative real estate market, rental vs ownership ratio. Open Space - continue purchasing open space, using the Land Conservancy revised Greenbelt blueprint. Most of these purchases are highly leveraged and make the price for the city very attractive - note that even in very bad budget circumstances, the state is going through with the Hearst Ranch deal. Also, improve budgeting for open space maintenance, it is very heavily used and loved by city residents. We do not want this area to look and be like; Orange County, San Fernando Valley, LA, Santa Clara Valley, Sacramento, San Diego, etc., etc. Having money in the budget for when a property becomes available is critical. Arts - improve funding for all arts, it makes the city a better place to live. The Plein Aire Festival is an example of very successful local event of regional significance. Sincerely, Don Dollar 2357 Banderole Court SLO 781.0118 file://C:\Documents%20and%20Settings\slouser\Local%20Settings\Temp\GW}00001.HTM 1/3/2005 @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 January 3, 2005 David E. Garth, President/CEO Mayor Dave Romero and Members of the City Council City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Re: Goal-setting and the budget process for 2005-07 Dear Mayor Romero and Council Members: The San Luis Obispo Chamber of Commerce Board of Directors respectfully submits the items listed below as the most important things for the City to accomplish in the next two years. In our committee discussions and evaluations, items one and two were of the highest priority and therefore are given the most detail. Items three through eight are also considered important but did not receive as much emphasis as the first two. 1. Increase transient occupancy tax to the City why • Tourism is a clean industry that is consistent with our environmental and community ethics. • The desire to bring tourists into the area motivates us to preserve the unique character of our city. • It provides many base level jobs. • Tourism brings new dollars into our community. • Both the private and public sector benefit from the tax base tourism provides. How • Enhance City promotion • Improve directional signage • Develop attractive, landscaped medians • Support organizations in favor of visitor amenities • Promote development of a premier property • Continue partnering with tourism interest groups • Explore transportation needs for visitors 9 email: slochamber@slochamber.org • websites: www.slochamber.org www.visitsio.com 2. Encourage a Vital Downtown Why • The downtown enhances the image of San Luis Obispo as a unique destination. • It provides a centralized area for the arts and culture. • A vibrant and diverse retail core brings in needed sales tax revenues. • The historical center is the hub for the community and visitors. How • Install pedestrian lighting • Support streetscape improvements • Revitalize the West End • Support downtown public art 3. Continue Efforts to Secure a Long-term Water Supply 4. Keep San Luis Obispo the Regional Shopping Center for the County 5.Make Improvements to the Los Osos Valley Road Interchange 6. Complete the Airport Area Annexation 7. Support Land Use and Zoning for Business Expansion and Job Creation 8.Work with Cal Poly in the Development of a Research Park Thank you for your consideration of these suggested goals and for inviting input from the community. We look forward to participating in the Community Forum on January 12 and in the other remaining steps in the budget and goal setting process for 2005-2007. Sincerely, Bob Wacker Chairperson of the Board cc: Ken Hampian, CAO Bill Statler, Director of Finance and Information Technologies �0 CYDNEY HOLCOMB 805 594 0966 01/10.3` /0b lal:01pm r. WWI slim m i ` Residents for Quality Neighborhoods P.O. Box 12604 • San Luis Obispo, CA 93406 DATE: January 3, 2005 TO: San Luis Obispo City Council VIA: Fax to: 781-7401 (Bill Statler) RE: Goal-Setting Process/2005-07 Budget Honorable Mayor and Members of the City Council, Given the fragile state of many of the City's older established neighborhoods and the potential for further degradation, It is our belief that neighborhood protection and preservation should remain as one of the Council's Major Goals for the 2005-07 budget cycle. We, therefore, request that you continue to fund the Neighborhood Services Office and continue to implement the Neighborhood Wellness Action Plans, [LUE Program 2.153 with an emphasis on the following issues: 1. Neighborhood Services Office Continue to fully fund the Neighborhood Services Office and the Neighborhood Services Manager position within the Police Department. 2. Define Neighborhoods (LUE 2,15A: HE 3.2.6. HE 7 2 it Older established neighborhoods face distinctly different challenges than their newer counterparts when it comes to determining neighborhood character. Density; scale; lot size, configuration and coverage; building size and placement; set backs and usable open space all help to define the character of established neighborhoods. Newer neighborhoods are likely to: be denser; have fewer restrictions on height, setbacks, size, etc.; and, be governed by CC&R's. City policies should reflect this difference by defining existing neighborhoods and based on that definition, provide direction to protect the character, stability and uniqueness of individual neighborhoods. We agree with retired Councilman Schwartz's commentary at a recent hearing regarding an application for a lot split at 303 Del Mar Court. He said the question that needs to be asked is: "what are the physical characteristics of the neighborhood that set it apart from the City's minimum zoning standards?" He continued by saying that those characteristics "set the standard for that neighborhood and should be kept and followed for any future development." CYDNEY HOLCOMB 905 594 0365 01/03!05 07:01pm P. 002 January 3, 2005 RQN - Goals/2005-07 Budget Page 2 3. Adopt a Community Participation Plan (LUE 2.15D. LUE 2.15E: HE 7.3.1) Thomas Jefferson observed that the "ills of Democracy are usually cured by more Democracy". Our system of government cannot survive without the support and Rarticipation of the people. However, effective citizen participation is a complicated issue and problems arise when agencies follow minimum requirements, regard the public as an adversary and are reluctant to share authority or subject themselves to additional public scrutiny. Despite these difficulties good participatory governance can restore legitimacy and public trust in government, bring crucial local knowledge to bear on public action, add resources, and enhance public accountability. To that end, many cities have enacted Citizen Participation plans that employ a variety of techniques to improve the process. For example, the City of Berkeley chose to adopt a Citizen Participation "Element" as a part of their General Plan. They reasoned that the presence of such an element would acknowledge the importance of the participatory philosophy. We have attached a copy of that document for your perusal. [See: Attachment A.] The Element was created with a goal of maximizing and improving citizen participation in municipal decision-making by meeting the following key objectives: • Improve Notification and the Dissemination of Information. The Plan contains policies to improve notification procedures and to take advantage of recent technological changes that can make important information more broadly available to the public. • Improve Citizen Participation. Citizens should be actively involved in making decisions about anything that will have an impact on them and their families and neighborhoods. The Plan mandates maximum citizen involvement In all public planning and decision-making processes. The Plan stresses the important role of neighborhoods and neighborhood groups in land use decisions. ■ Improve the Responsiveness of City Administration and Staff. Plan policies call for staff training and citizen Involvement in evaluating the performance of the City's administrative units. LUE Community Goal 27 states: "Ensure that residents'opportunities for direct participation in City government and their sense of community can continue." The goals we have suggested are important to the residents of this community and we believe they also meet your criterion to establish goals that will lead to the kind of community we want to become. As always, we thank you for the opportunity to participate in this very important process. Respectfully submitted, Cydney Holcomb Chairperson, RQN Attachment 4Z RQN - Goal-Setting/2005-07 Budget January 3, 2005 Attachment-A CITIZEN PARTICIPATION ELEMENT ELEMENT OBJECTIVES The policies and actions of the Citizen Participation Element are intended to achieve the following six objectives: 1. Ensure citizen and community participation in General Plan and other planning tasks. 2.Improve citizen participation in relationship to the crucial decision-making bodies in land use matters. 3. Enhance notification,information,and process for citizen input in land use matters. 4. Improve neighborhood participation in land use planning and decisions. 5.Increase the use of new technology for citizen participation. 6. Improve the role of City administrative structure and staff in relationship to meaningful citizen participation. POLICIES AND ACTIONS CITIZEN PARTICIPATION IN GENERAL PLANS AND OTHER PLANNING TASKS Policy CP-I The General Plan General plans and amendments must originate and proceed with citizens' groups continuously central to the process. Action: A. The Planning Commission should establish clear procedures for maximum citizen participation in the General Plan amendment process,including providing procedures for citizens to recommend amendments to the General Plan and procedures for citizen input into the Commission's annual report to the City Council on the status of the General Plan and its implementation (Also see the Introduction chapter's section "Amending the General Plan,"on pages 1-7 and 1-8) Policy CP-2 Community Involvement in Planning Whenever an area plan,a strategic plan,or any other land use planning is undertaken,there must be continuous and maximum participation by those who will be affected by the plan including committees of residents who live in or near the plan area,merchants,and others who do business in the plan area,as well as members of interested groups and the general public. (Also see Land Use Policy LU-5,Economic Development and Employment Policy ED-5, and Open Space Policy 0S-5.) Action: A. The Planning Commission should use advisory committees made up of stakeholders and interested parties,review at Planning Commission meetings the progress of such groups,and consider the possible chairing of such groups by Commission members to effectively inform the Commission of citizen and neighborhood concerns and priorities. GENERAL PLAN CP-1 CITIZEN PARTICIPATION ELEMENT ADOPTED APRIL 23.2002 13 I RQN - Goal-Setting/2005-07 Budget January 3, 2005 Attachment-A CITIZEN PARTICIPATION AND LAND USE DECISION-MAKING BODIES Policy CP-3 City Council Procedures Analyze and suggest improvements in the performance of the City Council in its procedures involving citizen participation in land use planning and decision-making. Policy CP4 Outside Agencies Improve participation by Berkeley citizens in the crucially important planning decisions made by bodies outside the structure of Berkeley City government such as the University of California, the City of Oakland,AC Transit,BART, and others. Policy CP-5 Boards and Commissions Examine how citizens can most effectively participate in their appearances before boards and commissions. NOTIFICATION, INFORMATION.AND IMPROVED PROCESSES FOR CITIZEN PARTICIPATION Policy CP-6 Planning Commission Specifically improve the effectiveness of the Planning Commission as the most important avenue for citizen participation in the planning process. (ACvo see Land Use Policy LU-5 and Housing Policy H-52.) Actions: A. The Planning Commission should continue and expand its recently adopted procedures linking the public comment period more closely to agenda items being discussed. B. The Planning Commission should consider modifying its traditional three-minutes-per-person public comment and public hearing format to facilitate more effective citizen input. C. The Planning Commission should utilize,when appropriate,a more informal, less structured workshop format with citizens able to speak more than once and with an emphasis on give-and-take among speakers and Commissioners. D. The Planning Commission should modify its public hearing notification policy to provide time for citizens to submit material in writing that reaches Commissioners in their packets prior to the meeting. E. The Planning Commission should assure that its notices are readable and that they convey the necessary information to citizens. Policy CP-7 Zoning Adjustments Board Specifically improve the effectiveness of the Zoning Adjustments Board(ZAB)for citizen participation in land use decision-making processes. (Also see Urban Design and Preservation Polity UD-22 and Housing Policy H-51.) Actions: A. Consider lengthening the Zoning Ordinance's present notification period to a somewhat longer period so that citizens have more than a few days to effectively respond. CII I N PARTICIPATION ELEMENT CP•2 GENERAL PLAN ADOPTED APRIL 23.200/2 RQN - Goal-Setting/2005-07 Budget January 3, 2005 Attachment-A B. Codify the long-standing practice of the.Zoning Officer of enlarging the definition of affected area to be notified beyond the minimum owners and residents of abutting and confronting properties when a Use Permit hearing before the ZAB is involved and consider requiring applicants to post a large poster-sized sign about the project on the property. C. Examine timetables and procedures of the Current Planning Division under the California Permit Streamlining Act to maximize the time available for the Zoning Adjustments Board and citizen examination of requested Use Permits. D. Establish a timely and effective method of notifying interested parties when an application is again being set for hearing after a hearing has been continued. E. Establish the authority to require the applicant to provide relevant information,including story poles, concerning the project to neighbors and other interested parties. F. Change the content requirements of the Notice of Public Hearing to specifically require relevant and helpful information. G. Make staff reports on proposed projects available to applicants and others involved in a systematic and effective manner. H. Clarify the Administrative Use Permit(AUP)process,which does not provide automatically for public hearing,so that citizens better understand the process and can more effectively participate in it. I. Provide for effective citizen participation in the AUP process through staff outreach to persons interested in and affected by the project. J. Examine the cost to the citizen of appealing an AUP,as well as Zoning Adjustments Board certification of AUPs similar to the Council's certification of Use Permits. K Redefine and narrow the use definitions in the Zoning Ordinance to reduce the practice of"Stealth permits,"through which many types of businesses may be transferred or changed without adequate review. IMPROVE NEIGHBORHOOD PARTICIPATION IN LAND USE DECISIONS Policy CP-8 Neighborhoods and Planning Encourage neighborhood and street organizations to develop expertise and knowledge in land use planning and to serve as a resource for citizens seeking to participate in land use decisions. Actions: A. Using new mapping information and other relevant methods,utilize neighborhoods and street locations as organizational tools for distributing information so that their residents can instantly see what land use decisions and projects might affect them B. Formah=the role of neighborhood consultation by project applicants. C. Establish and evaluate pilot projects for neighborhood bulletin boards maintained by the City in conjunction with neighborhood groups. GENERAL PLAN CP-3 CITTZEN PARTICIPATION ELEMENT ADOPTED APRIL 23.2002 / !T RQN - Goal-Setting/2005-07 Budget January 3, 2005 Attachment-A TECHNOLOGIES FOR CITIZEN PARTICIPATION Policy CP-9 City-to-Citizen Communication Regardless of technology and content,the communications methods,whether based on the Internet,voice mail systems,or any other linkage,must be user-friendly,engendering a minimum, if any,of frustration in the citizen user. Actions: A. Use geographic information system and other technology to facilitate information transmittal to citizens concerning land use information for their geographic areas of the city. B. Use new technology to otTer the citizen not simply the whole of the Zoning Ordinance or the entire Berkeley Municipal Code,but also carefully crafted materials enabling the citizen to be effective and save time. C. Post supporting documents such as staff reports for the next current meeting of boards and commissions dealing with land use matters in an easily accessible location on the City website. Policy CP-10 Citizen-to-Citizen Communication Sponsor and facilitate citizen-to-citizen communication using new technologies. Actions: A. Consider sponsoring online forms to stimulate citizen-to-citizen exchanges of information and opinions. B. Develop ways of using e-mail as a method of facilitating the citizen-to-citizen communication. Policy CP-11 Citizen-to-City Communication Use electronic mail("e-mail")and other means as a way of ensuring that citizens can easily and effectively communicate their information and interests to the City. Action: A. Institute other direct methods for citizens to provide information and evaluations of City policies and activities. CITY ADMINISTRATION AND STAFF Policy CP-12]Evaluation and Training Through regular evaluations and training,ensure the highest possible level of City service to Berkeley citizens. (Also see Land Use Policy L U-S) Actions: A. Establish clear and detailed citizen response evaluation forms for evaluating the specific performance of each administrative unit and its personnel dealing with the public in land use matters such as: overall satisfaction,time of response,evaluation of the level of professional expertise, and aspects of the service which could be improved.Make the evaluation forms available at public hearings,in letters to citizens,at City offices,and at other appropriate places. CITIZEN PARTICIPATION ELEMENT CP-4 GENERAL PLAN ADOPTED APRIL 23.2002 /6 i RQN — Goal-Setting/2005-07 Budget January 3, 2005 Attachment-A B. Initiate systematic implementation of the information gathered in evaluating the performance of the relevant units as well as in staff performance evaluation. C. To improve the performance of those who serve the public inland use matters, utilize the knowledge gathered by boards and commissions who work with these City administrative units and their personnel week in and week out over the years. D_ Carefully assess and evaluate the effectiveness of the present structure of the Planning and Development Department, which distinctly divides the professional roles between Advance Planning and Current Planning with virtually no overlap of functions between them. E. Dramatically improve the capacity of the City to respond to and facilitate the handling of citizen complaints concerning the lack of conformance with conditions and requirements in land use permits. F. Institute staff training in dealing extensively,openly,and effectively with citizen participation in Berkeley. GENERAL PLAN CP-5 CITIZEN PARTICIPATION ELEMENT ADOPTED APRIL 23.2002 17 Page 1 of 1 Bill Statler- city suggestions From: "Rick Griswold" <sanluismailing@pacbell.net> To: <bstatler@slocity.org> Date: 1/3/2005 9:22 AM Subject: city suggestions Mr. Statler, Being the owner of a commercial lot and business at 281 Pacific Street, I would like to suggest that the city make it a priority to move all of the above ground utility wires underground. Besides being a safety hazard for bicycles,automobiles,and pedestrians; they are an ugly blemish on our beautiful,award-winning town. They truly detract from the scenic views we have of the hills and trees and reminds one of an economically depressed inter-city slum. Thank You, Rick Griswold [805] 543-8880 (v file://C:\Documents%20and%20Settings\slouser\Local%20Settings\Temp\GW}00001.HTM 1/3/2005 January 3, 2005 Bill Statler Director of Finance & Information Technology 990 Palm Street San Luis Obispo, CA 93401 Via email to bstatler@slocity_.org RE: City Council Goal Setting Dear Mr. Statler: Thank you for this opportunity to comment on the City's Goal-Setting priorities. I submit these comments on behalf of the Board of Trustees and members of the Environmental Center of San Luis Obispo (ECOSLO). Since 1997 the City of San Luis and ECOSLO have partnered to provide the community a variety of information services, including a stewardship newsletter, information dissemination, community education events, stewardship events and a successful hiking program. Since the budget cuts in 2003 the Environmental Center has continued the hiking program and stewardship newsletter. We also continue to refer community work service participants to SLO City Ranger projects such as trail building and trail maintenance. These programs are good for our community and the people who live and visit here. The newsletter reaches hundreds of individuals and our hikes attract 12 to 20 people per event. We also carry SLO City information to creek cleanup events, Earth Day festivities and other venues that ECOSLO participates in county wide. San Luis Obispo is prized for its natural beauty and open space philosophy. Our environment is good for our economy. We have received thousands of telephone inquiries from the public on issues and events in the City of San Luis Obispo. Our lending library has helped hundreds of students with environmental projects. Thousands of flyers have been distributed about City meetings and workshops. We believe that effective environmental education requires a range of approaches, and that is why our partnership with the City of San Luis Obispo offers a combination of hands-on, volunteer-based stewardship programs, community events, regular outreach initiatives and other information services. i Given the budget constraints experienced by the City how can we sustain this collaborative effort? By continuing to grow this program and offering effective community education on environmental issues facing the City. As more and more people come to San Luis Obispo it is important to help them understand what it takes to make this a very desirable place to live. Open space is a lure to this area. Preserving and enhancing it is crucial to strengthening our economy. Getting community members engaged in hiking and trail work enhances their commitment to keeping the City of San Luis Obispo a wholesome place to live. A great environment means a lively economy. We urge you to strengthen the Natural San Luis and SLO Stewards Programs. They are good for the environment and the economy! Sincerely, Pamela Heatherington Executive Director Environmental Center of San Luis Obispo 1204 Nipomo Street San Luis Obispo, CA 93401 805 544-1777 805 544-1871 (Facsimile) pam @ ecoslo.org www.ecoslo.org 020 Bill Statler-Suggestions City goals From: Jean Anderson <slohpver@charter.net> To: Bill Statler<bstatler@slocity.org> Date: 1/4/2005 12:37 PM Subject: Suggestions for City goals Sent on Monday, but I used slocity.com instead of slocity.org. I did copy Dave Romero on this message. --Jean Bill, One of my main concerns is for the City to keep up with maintenance, especially our sidewalks, intersections, ADA-compliant curbs, bicycling facilities, curb paintings, etc. I live in an apartment house for seniors (at Pacific & Beach),just around the corner from The Manse on Marsh. Of the 24 apartments here, not many residents now have cars. Five residents must use walkers - and some of the downtown sidewalks and intersections (not to mention many others in town) are badly in need of repair. Not only do many of the Manse residents walk (including straight across Marsh),but the population there will beat least doubled when the new addition is completed. Many intersections in town do not have any ADA-compliant curbs for wheelchair, walker, or cane users. God forbid that someone like Jared Molski begins to sue the City for non-compliance. `— For the past several months I have been walking regularly around town, although probably not quite as far as Grace Holmes did. That will likely change, however, since I sold my car in November. During the next year I will carry a portable recorder and document locations and concerns. Also, I encourage city employees to spend more time actually seeing what needs to be maintained - not from a pickup truck or car, but by walking or cycling the routes that others of us walk and cycle regularly. Last year I attended a planning workshop for pedestrians, but have seen nothing since about any kind of pedestrian plan or the formation of a new advisory body for pedestrian concerns. The Bicycle Advisory Committee is working Bard on completing a new Bicycling Transportation Plan for San Luis Obispo that will meet real, not just perceived, needs. Regular maintenance will be one of the key components. I would really like to see the City spend more of its precious time and dollars taking care of what it already has -- making it much safer for all our residents and visitors. Sincerely, --Jean E. Anderson j a2l Jean E Anderson 544 Pacific St. #210 (zip 93401-) PO Box 12858 San Luis Obispo, CA 93406-2858 Phone: 805-545-9003 slohpver "at" charter.net ------------ 0?1 oZ Sa. _uis Obispo County A*CouncilCalifornia P.O. Box 1710 570 Higuera St.,Ste. 175 San Luis Obispo, CA 93406 San Luis Obispo, CA 93401 , Phone: 805-544-9251 Email: ipslocac@slonetorg Fax: 805-544-1522 Web:www.sloaftwuncil.org Council Building Community Through the Artsl December 31, 2004 MR. BILL STATLER Director of Finance and Information Technology City of San Luis Obispo 990 Palm St. San Luis Obispo, CA 93401 Dear Mr. Statler: The San Luis Obispo County Arts Council requests that the City Council retain the current percent for public art from capital improvement projects:It currently stands at 3/4%. It was reduced in the last goal setting session from 1% (City ordinance)to 3/4 %. The Arts Council is fully aware of the financial crunch the City is facing. We have our own to bear. However,the amount achieved by reducing the percent to, say, 1/2%, will not even come close to pulling the City out of a financial crisis. Most likely there will be very few, if any,capital improvements. Therefore it is essential to maintain the%%to continue the note-worthy public art collection if and when a capital improvement might be possible. One-half percent would not attract proposals from artists. One- half percent would not only erode this successful program but also could be the impetus for its demise. This collection is receiving much attention and praise from around the nation and continues to draw many visitors to the area and generates critical revenue for the city. Other cities in and outside the county look to San Luis Obispo as a,cultural model. Maintaining the current level of funding for public art is a small but powerful gesture of faith in the City's vision to maintain its unique character. The Arts Council will continue to work hand and hand with the City,.private developers and individuals to promote and stimulate opportunities for public art. We believe in the commitment you have made to publicart and know that tnaet her we.will+,�,,)rk.to co itinue and build this exemplary program. V Sincerely, n Sh Mc o Board of Dire o� Me is0' _Ro my Arts Council u rg Executive Director is Obispo C tygy lY-wr Arts Cou Ancil it Art in Public Places Committee Board of Directors Shelley McConnell-President,Hoyt Fields-Vice-President,Alissa Maddren-Secretary, Clive Fairchild-Treasurer, John Bamhar,Steve Bland,Toni Bouman,Allan Cooper,Came Head,Jack Mothershed,Ann Ream Section 5 Recommended Goals RESULTS FROM COMMUNITY FORUM To be distributed on January 18, 2005 Section • Recommended Goals COUNCIL MEMBER GOALS To be distributed on January 25, 2005 Section TA Background Materials Status Reports from November 14, 2004 Workshop STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS STATUS REPORT General Plan Implementation Programs November 2004 ���IIIIIIIIIIII !I�iii�ll s city of san tuis oBl spo I STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS November 2004 • CONTENTS INTRODUCTION Overview 1 Report Organization 1 Findings 3 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS BY ELEMENT Land Use Element 5 Housing Element 9 Open Space Element 12 Circulation Element 15 Noise Element 18 Safety Element 19 Conservation Element 21 Energy Conservation Element 23 Parks and Recreation Element 24 Water and Wastewater Element 26 STATUS OF DOWNTOWN PLAN IMPLEMENTATION PROGRAMS 27 city of San LUIS 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 405 individual implementation.programs in the General Plan, 74% (296) of them are completed or have been integrated into the City's ongoing operations. Given the All Elements:Program Implementation Status ambitious nature of our General Plan and its thirty-year "end-game" time DIFFICULTY TO COMPLETE:xs% horizon, we believe that this represents o Rgh significant progress in achieving °ffflmtty% General Plan goals. o Medufm DUfculty 13% M COMPUM Of the remaining 26% (109) ofM Low ON OIG programs that are not yet complete, we Dilflalfy have classified 5% (21) of them as s% being relatively easy to achieve from a resource perspective; 8% (34) as being difficult to achieve; and 13% (54) as being somewhere in between. Report Focus: Why Report on the Status of Programs? The City's General Plan is 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 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 Elements. 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) ■ Safety(S) ■ Housing(H) ■ Conservation(CO) IN Open Space (OS) ■ Energy Conservation(EC) ■ Circulation(CI) ■ Parks and Recreation(PR) ■ Noise(1) ■ Water and Wastewater(WW) Implementation Program Summary. A short "one-line" narrative 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 Int lementation Pro rams INTRODUC TION 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(ADN) ■ Parks and Recreation(P&R) ■ Community Development(CDD) ■ Police (PD) e Finance& Information Technology (F&IT) ■ 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 2005) or has been integrated into City operations as an ongoing program,this is 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 it won't be completed (or an ongoing program) by June 2005, 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 (AD: 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 FINDINGS General Plan Programs Status Summary. As noted above, 74% of the City's General Plan implementation programs have been completed or integrated into the City's day-today operations. The following is a more detailed summary of the status of General Plan implementation programs by element: ProgramsSummary: Status of General Plan Implementation Complete Difficulty to Complete Or Oing Low Medium High No. Pet No. Pot No. Pct No. Pct Total Land Use 49 54°/6 2 2% 27 30% 13 140A 91 Housing 50 72% 8 11% 9 13% 3 4% 70 Open Space 41 71% 4 7% 6 10% 7 12% 58 Circulation 51 TM 3 5° 10 15% 2 30% 66 Noise 4 100% 4 S 32 94% 2 6% 0% 34 Conservation 20 74% 1 4% 0 6 22% 27 Ene Conservation 11 B5% 2 15% 0% 13 Parks and Recreation 35 B9% 1 3 3 8% 39 Water and Wastewater 3 100% 3 Total 1 296 74%11 21 1 6%111 34 8% 405 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 Dfliculty 21 1.0 136,400 136,400 Medium 54 9.2 1,271,200 1,350,000 2,621,200 High 34 20.0 2,760,000 2,550,000 5,310,000 Total 1 1091 30.2 $4,167y600 $3,900,000 1 $8,067,600 .Annual full-8me 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 finishing-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 value" (but relatively higher effort) programs. On the other hand, we would want to avoid undertaking high-effort but lower-value programs. -3 - Status of General Plan Implementation 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 H O U. U. W Quadrant C Quadrant D High Effort, High Value High Effort, Low Value t m 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 is 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, 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 as A&WF -4- L O' S i N E ME- 0 E ` l 7 � V pa ".• ' ` E o` U U U U U U U U U U U U U U L) C.) U U U U U U U U O 0 ?c e J 0. a) � w ... 3 C7 E M C is • } M m O J m O O m O Q y m w p J V H Q al 'm0 C d J r $ C m s..; 13m 7 w0 O 7 O j J C m Z $ It C O RA C Q_ O C 70 m O r $ w m c m ° c„i rn w Z: c c c c co C 3 = c w m o CD i m 1 °-° vi .9 W ° J o E`a c > c a, °� O ~ ori m f C 3 m - m U J C U m , ' O m t 'O d _ r W N r4 « C m W C C) 7 fp m O � N <<j 'i O m w O m C � t � = C m Ncq J ❑ � ❑ LV U 0 7 � C m w 'a _p°j V m m O J O O O J J .0. 7 V L C m > a) m a V- N c C7 o m ® 7 3 m J c m m N p CO J c Rh otic m J 3 O J ti C c) cis CO kyo wJ ¢ o!f CO o .. 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C Sc N C ._D ap N 0 0 W O W O ._ w W � 0 Q W 0 0 C O .y C 0 m O p y m > �• *~- Ol W •p w > w � E a m m co a o c v o wm mo 0 W o 4 m W ' Nv, E W O m > c C w c N c E E c o a m co r c 3 0 ° o U • 0 ca IL 'Q od d w W c C W m c y m D 402 0 W ao_ U c o o °0 w o $ ° a c .: of oUj $ c m W W o 8NC >, y o cEo c y J m co (D • m 0) •®• LE WW> y m o M > m dn W �y 2�m 'vScc N0mWW �0H o a° e _ W 02 - 0 = cc nm 0 0 ao c c > > � e tis mU C - C . 0WWW WmLc Y d o 0 W Eccm mW2 ►m W W 72 Cc c c o m ao > � oOaoc 0oma 11: > aWW m 0no > � r .0oay •QpUo8Ww � =a00) .oUEuJ CL 0 CoQ Qaaa av v a Q aaa as • Z a- N C7 {O (D I� co 0 Section Background Materials Status Reports from November 14, 2004 Workshop LONG-TERM CAPITAL IMPROVEMENT PLAN Lon -Term End-Game CIP: Summary of Facility and Infrastructure Improvements Through General Plan Build-Out November 2004 �i����illllllllll p�����1► city of San WIS OBISPO LONG-TERM CAPITAL IMPROVEMENT PLAN November 2004 -- TABLE OF • INTRODUCTION Overview 1 Report Organization 2 Summary 3 CAPITAL IMPROVEMENT PLAN PROJECT SUMMARY BY FUNCTION Public Safety 4 Police and Fire&Environmental Safety Public Utilities 5 Water and Wastewater Transportation 6 Streets 6 Pedestrian& Bicycle Paths 7 Creek&Flood Protection 7 Parking 9 Transit 9 Leisure,Cultural and Social Services 10 Parks&Recreation,Adobe Restoration and Public Art Community Development 11 Open Space Protection and Trails General Government 12 Information Technology and Buildings Cost Summary by Function 12 RAILROAD HISTORIC DISTRICT AND MID-HIGUERA AREA 1WROVEMENTS Railroad Historic District Improvements Summary 13 Mid-Higuera Area Improvements Summary 14 city of San tUIS OBISPO _. Lon -Tenn Capital Improvement Plan INTRODUCTION OVERVIEW This report presents the City's "end-game" capital improvement plan (CIP), summarizing facility, infrastructure, equipment and land costs needed to serve the City at build-out under the General Plan. As presented in the "sidebar" chart, these improvements total about $768 million, with transportation improvements accounting for about half of these Long-Tenn CIP By Function:S788.7 Million costs. ■ OemM O Community Kea'Assumptions 2%m DoTPA O Public Solely The following are key assumptions underlying the costs presented in this opubliclltu@ba report: O Trantpmtatim rase 1. New Facilities Only. These costs only reflect new improvements a 1d�o Cuitury needed to support General Plan SSotlW Services build-out, based on current 21% policies, plans and goals in place today. Recurring, maintenance oriented-improvements, such as pavement maintenance, are not rejZected in these costs. While they are significant (the "Maintenance-Only CIP" prepared as part of the 2003-08 General Fund fiscal forecast two years estimated that annual costs in the General Fund alone to adequately maintain the facilities, infrastructure and equipment we already have in place is about $6 million), 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 lust 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$85 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 $425,000 per acre for land and improvements, this results in a cost of $85 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 $50 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, - 1 - i I Lon -Term Ca ital Improvement Plan INTRODUdTION especially in the transportation area. And many of these projects will be financed through our enterprise fiords, such as water, sewer and parking. In short, this report focuses on 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. 4. Railroad Historic District and Mid-Higuera Area Improvements. The following cost schedules do not include costs for CIP improvements specifically to help implement these two special planning areas, as cost information has not yet been developed. However, to ensure that these do not fall off of our "policy radar," a summary of the types of improvements needed to help implement these plans is provided at the end of this report (beginning on page 13). Subsequent"End-Game CIF's"will include cost estimates for these. REPORT ORGANIZATION Function Groupings. The report organizes CIP project into the six major functional areas used in the City's Financial-Plan: Public Safely Police Protection,Fire&Environmental Safety Public Utilities Water, Wastewater Transportation Streets,Pedestrian&Bicycle Paths, Creek&Flood Protection,Parking, Transit Leisure, Cultural and Social Services Parks&Recreation,Adobe Restoration,Public Art Community Development Open Space Protection,Trails General Government Information Technology,Buildings 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. -2- Long-Term Capital Improvement Plan INTRODUCTION• • 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 2005-07 goal-setting and Financial Plan process, these costs — even at a"high level" — 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. -3 - Lon -Term Ca ital Imi2rovement Plan EMMMISMINIMAKY Project Descri on Plan or Policy Link Cost PUBLIC SAFETY Ponce Protection Land A uisfion for New Police Headquarters Police Facilities Master Plan 8,645,000 New Police Headquarters Facility Police Facilities Master Plan 33,044,000 Total Police Protection 41,689,000 Fire and Environmental Safety Equipment Tillered Quint Pending Fire Master Plan 800,000 Type III Fire Engine ddland Fires Pending Fire Master Plan 250,000 Prevention Inspector Vehicles 4 Pending Fire Master Plan 100,000 Fre Simulator Pending Fire Master Plan 350,000 Audio-visual Equipment Public Outreach Pending Fire Master Plan 20,000 Pen Based/Tablet Computers Field Ins ectorsPending Fire Master Plan 18,000 Rescue Squad Pending Fre Master Plan 75,000 Facilities Fire Station 2 Re lacement/Rehabiliation Pending Fire Master Plan 4,000,000 Fire Station 3 Replacement Pending Fire Master Plan 4,000,000 Fre Station 4 Replacement/Rehabilitation Pending Fire Master Plan 4,000,000 Warehouse Building Sta. 1 Pending Fre Master Plan 215,000 EOC/Instructional Facility Expansion Sta. 1 Pending Fre Master Plan 285,000 Car Port Station No. 1 Pending Fire Master Plan 150,000 Additional Modules to Spillman MDC System Pending Fire Master Plan 78,000 Storage/Garage Sta. 4 Pending Fire Master Plan 215,000 Total Fire and Environmental Safety 14,556 000 TOTAL PUBLIC SAFETY $ 56.245 000 -4- Lon -Term Capital Improvement Plan PROJECT SUMMARY Pro ect Descri tion I Plan or Policy Link Cost PUBLIC UTILITIES Water Services Water Reuse-Reclaimed Water Distrib I Water Element, General Plan 16,000,000 Nacimiento Pipeline Water Element, General Plan 58,000,000 Water Treatment Master Plan Implementation Water Master Plan, October 2000, 8,035,000 prepared by Boyle Engineering. Water DisWbution Master Plan Implementation Water Master Plan, October 2000, 6,801,000 prepared by Boyle Engineering Water Reuse Master Plan Implementation Water Reuse Master Plan, Sept.2004 7,000,000 Prepared by Dudek and Assoc. Total Water Service 95,836 00 Wastewater Services collection Tank Farm Lift Station/Sewer Im mvements Wastewater Master Plan, Oct 2000 7,800,000 prepared by Brown and Caldwell. Calle Joaquin Lift Station Wastewater Master Plan, Oct 2000 900,000 re red 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 19,000,000 improvements to meet General Plan po prepared by Brown and Caldwell. Projected Treatment Requirements Im rovements Estimated by Brown and Caldwell 20,000,000 Total Wastewater Service 47,880,000 TOTAL PUBLIC UTILITIES 15 143,716,000 -5- Lon -Term Ca ital Improvement Plan PROJECT Pro ect Desai 'on I Plan or Poliqy Link Cost TRANSPORTATION Streets New Roads Prado Road-Broad to Hi uera Circulation Element A.1 9,832,000 Prado-Hi uera Intersection Margarita Area Specific Plan 286,000 Prado Road-Hi uera to US 101 Circulation Element A.1, B.4 5,200,000 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 UP RR to Broad I Circulation Element A.6 12,000,000 Santa Fe Rd: Connect with future Prado Rd I 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 U ham 250,000 Freeway Interchanges Prado Road Interchange Circulation Element CA 22,000,000 LOVR Interchange Circulation Element C.2 15,000,000 Route 1011HWY 1 Santa Rosa Circulation Element C.3 32,000,000 Broad Street(US 101 (Ramp Modifications Circulation Element C.4 1,500,000 Madonna/Hwy 101 Reimbursement Transportation Impact Fee Study, 1994 703,800 Hi uera Reimbursement: Madonna to High 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 Brizzolara 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 Landscaped Medians S of Prado Draft Airport Area Specific Plan 2,100,000 Broad Street Corridor Enhancement Circulation Element 2,000,000 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 Cde 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 -6- Lon -Term Capital Improvement Plan PROJECT SUMMARY 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 Circulation Element 2,000,000 Path West of Nipomo Crosswalk Lighting stems Circulation Element 250,000 Bridge Replacements Marsh St-SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 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 Ni mo 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 I 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 204,331,800 Creek and Flood Protection Cuesta Park Detention Facility Safety Element 1.1F, 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 1.11F, LU 6.4.3F, OS 3.2. 2,000,000 Channel Modifications near LOUR Safety Element 1.1F, 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 Cl 4.7 55,000 Complete community sidewalk system $100,00 earCirculation Element, Cl 4.8 2,000,000 Continue program of replacing existing curbs with handicapped rams $25 ear Circulation Element, Cl 4.9 500,000 Repave Pedestrian Crossings and install pedestrian Bulb outs Circulation Element 500,000 Monterey Street Civic Center Plaza Installation Circulation Element 2,275,000 Garden Street Makeover Circulation Element D.4 300,000 South Hi uera Street Sidewalks Approved STIP Grant 325,000 Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution No. 9114 4,000,000 -7- Long-Term Qai2ital Imi2rovement Plan PROJECT Project Description Plan or Poli Link Cost Bic /e 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 Madonna 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 Prefurio 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(Depot to Marsh 2002 Bike Plan 2,600,000 Railroad Bike Path Marsh to Hath2002 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 Path Foothill Bride 2002 Bike Plan 1,700,000 Path Along n/Orcutt 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 Brid a 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 Bride 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 MdlAilfran 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 Fane to Budde 2002 Bike Plan;AASP 1,500 000 BucAey Road Path Broad to Vachell 2002 Bike Plan;AASP 3,300,000 Tank Farm Crk BP ffank Farm to Vachell 2002 Bike Plan;AASP 1,400,000 Morro Street BB Santa Barbara to Pismo 2002 Bike Plan 50 000 South Street Widening 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 Fodini 2002 Bike Phan 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 51,061,000 -8- Lon -Term Ca ital Im rovement Plan PROJECT SUMMARY Project Description Plan or Policy Link Cost Parking NARF Parldng Access and Parking Management Plan 30,000,000 Parldng Meter R lacement Access and Parldng Management Plan 250,000 New Parldng Structure 1 every 5 ears Access and Parldng Management Plan 40,000,000 New Parking Lot acquisition Access and Parking Management Plan 6,000,000 Structure Equipment U date $150kteve 5 yrs) Access and Parldng Management Plan 600,000 Structure Repainting $150k/eve 5 ears Access and Parldng Management Plan 600,000 New Meter Installations-Etc Santa Rosa Access and Parldng Management Plan 50,000 Meter 1£Citation Software Upgrade every 5yrs) 400,000 PDR Activities $50 ear Access and Parldng Management Plan 1,000,000 Enforcement Vehicle replacement Access and Parldng Management Plan 100,000 Access and Parking Management Update Circulation Element 12.4,Access and 200,000 $50,000 every 5 years Paridng Management Plan Develop Downtown Park and Ride Lots Circulation Element 12.6,Access and 2,000,000 Parking Mana ement Plan Elastomeric roof of Marsh Expansion roof Access and Parking Management Plan 80,000 Additional Enforcement Vehicle Access and Parldng Management Plan 25,000 Sedan-Pick up replacement Fleet Replacement Policy 40,000 Garage Maintenance$50k every 5 ears I Access and Parldng Management Plan 200,000 Total Parldng 81,545,000 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 Rance Transit Plan 1,300,000 Automatic Vehicle Location System Short Range Transit Plan 200,000 Capital Costs of Contracting($50 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 $383,352y800 -9- Long-Term Capital Improvement Plan PROJECT Pro ect Descri tion Plan or Poli c Link Cost LEISURE, CULTURAL AND SOCIAL SERVICES Parks and Recreation Laguna Lake Park Master Plan I Parks and Recreation Element 2.55.2 2,500,000 Margarita Area N/H Park MASP/Parks&Recreation Element(2.51 4,200,000 Orcutt Area NIH Park OASP/Parks& Recreation Element 2.5 3,000,000 Other Parks to Meet 10 acres/1,000 Residents Goal Current population(44,000):short 200 acres Parks and Recreation Element 2.1.1 85,000,000 Future population 56,000):120 acres(less costs above) Parks and Recreation Element 2.1.1 41,300,000 Other Im mements Mini Parks Parks and Recreation Element 2.40 1,000,000 Bocci Ball Parks and Recreation Element 2.40 150,000 Tennis Courts Parks and Recreation Element 2.40 600,000 Sinsheimer Park Master Plan Parks and Recreation Element 2.56.2 2,000,000 Community Center Parks and Recreation Element 2.54 8,000,000 Therapy Pool Parks and Recreation Element 2.54 225,000 Meadow Park U22rades Parks and Recreation Element 2.54 250,000 Sand Volleyball Facility Emerson Park Parks and Recreation Element 2.57.5 100,000 Golf Course Parks&Recreation Element 1.33.2 200,000 Total Parks and Recreation 148,525,000 Cultural Services Adobe Restoration I Parks and Recreation Element 2.57.5 3,000,000 Public Art @ I%of CIP Costs Art in Public Places Policy 7,580,000 Total Cultural Services 10,580,000 TOTAL LEISURE,CULTURAL AND SOCIAL SERVICES 159,105,000 - 10- Lon -Term Capital Improvement Plan PROJECT SUMMARY I Pro ect Descrition Plan or Policy Link cost • DEVELoPMENT Open Space Acquisibon, Trail Development I Open Spaoe Element 9,850,000 Total Natural Resources 9,850,000 TOTAL COMMUNITY DEVELOPMENT 9,850,000 Lon -Term Ca ital Im rovement Plan PROJECTSUMMARY -Fr-0 ect Deselinjign I Plan or Polijj Link Cost GOVERNMENTGENERAL infomfation Technology Document Management IT Strategic Plan, March 2001 650,000 E-Government IT Strategic Pian, Mangy 2001 250,000 Technology Mgt Tools/SecurityToolsfSecurity Improvements IT Strategic Pian, March 2001 225,000 Technology Infrastructure Improvements IT Strategic Plan, March 2001 813,000 Storage Area Network IT Strategic Plan, March 2001 300,000 Telemetry System Improvements IT Strategic Plan, March 2001 1,558,000 Total Information Technology 3,796,000 GeoData Services Aerial Photos(every four earsGIS Implementation Plan 200,000 Plotters and Scanners(every four earsGIS Implementation Plan 100,000 Servers-Web and GIS(every four ears GIS Implementation Plan 75,000 Total GeoData Services 375,000 SuRdings 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 $16,471,000 SUMMARY BY FUNCTION - Public Safety 56,245,000 Public Utilities 143,716,000 Transportation 383,352,800 Leisure, Cultural and Social Services 159,105,000 Community Development 9,850,000 General Government 16,471,000 Total $768,739,800 - 12- < 4 Long-Term Capital Improvement Plan RAILROAD HISTORIC DISTRICT Future Pedestrian Trail/Bikeway to Lizzie Street. As part of the approved campus master plan for French Hospital, install a bikeway and trail linking the railroad bikeway on the east side of the railroad tracks to the traffic signal on Johnson Avenue at Lizzie Street. Bikeway Access Ramp. Construct a bikeway on city-owned land adjacent to Johnson Avenue to provide access for southbound bicyclists onto the railroad bikeway. Future Bikeway Crossing. Install a bridge over Johnson Avenue to allow future extension of the railroad bikeway north to Cal Poly University. Penny Lane Bridge. Install a pedestrian bridge over the railroad right-of-way linking Fairview Street with Penny Lane to allow a north-south crossing linking neighborhood commercial uses at Marsh Street and Johnson Avenue and in the Mill Street area, with the Johnson Avenue and Ella Street neighborhoods. New Bikeway. Install new bikeways along both sides of the railroad right-of-way where possible, with minimum dimensions of 8 ft. wide for the paved bikeway plus 2 ft. wide shoulders, including directional/safety striping, lighting and landscaping. Expanded Passenger Loading Zone. Install an expanded passenger loading zone in the parking lot north of the railroad depot to allow passengers to disembark from buses and cars and to unload luggage without blocking traffic on Railroad Avenue or Santa Rosa Street. As an alternate location, provide a turn out along the north side of Railroad Avenue opposite the Railroad Depot for an automobile passenger loading zone. Corridor Pahn Tree Planting. Plant Palm Trees (Phoenix Canariensis) on 500 - 1000 ft. centers to expand the historic Southern Pacific Railroad theme planting as gateway enhancement to the City. Rehabilitate Historic Southern Pacific Freight Warehouse. Acquire the historic Southern Pacific Freight Warehouse and take steps to preserve, stabilize and eventually restore the structure for adaptive reuse, including its possible use for railroad displays or as a railroad museum. Lawrence Drive Bridge. Acquire right-of-way and install a pedestrian/bicycle crossing to allow access from the Stoneridge/Lawrence DriveNilla Rosa neighborhoods to Sinsheimer Park. - 13 - Lona-Term Ca ital Im rovement Plan MID-HIGUERA AREA ENHANCEMENT PLAN Marsh Street Bridge. The City will analyze,and if feasible and desirable,modify or replace the Marsh Street Bridge to increase its creek flow capacity, while allowing the grade of the new bridge to align with the Higuera-Marsh intersection. Bypass Channel. The City will analyze, and if feasible and desirable, design and install a bypass/overflow channel parallel to the creek in this reach on the City-owned open space. This channel will replicate,to the extent practical, natural riparian features. Higuera Street Widening. Higuera Street will be widened to four lanes for the area shown in Phase 1. The right-of-way will also include bike lanes and a landscaped median with mid-block turn lanes. At its intersection with Marsh Street, two dedicated left tum lanes may be designed. To widen the street, 26 feet of additional right-of-way will be needed. This will be taken strictly on the west (freeway) side of I iguera Street. This widening will require modifying, moving or demolishing certain existing buildings, mobile homes and other structures in the planned right- of-way. Bianchi Lane Realignment. Bianchi Lane will be realigned to the south to align with High Street at the traffic signal. This realignment is planned in conjunction with the Higuera widening and designed to minimize impacts to the mobile home park. Pacific-Higuera-Walker Street Improvements. Walker Street will end in a cul-de-sac near the Pacific Street intersection. Pacific Street will be realigned to a 90 degree approach angle at Higuera, with a northbound right tum lane and a southbound left turn lane. The area that remains from the Walker closure will be landscaped, provided with a pedestrian/emergency access between the blocks,with a mini-plaza as shown in Figure 31 of the Plan. Other Streetscape Improvements. Parker Street will be improved with curbs, gutters, sidewalks, street trees, benches and decorative lighting fixtures as suggested in detail C of the Short-Range Concept Plan. Street trees, decorative lighting fixtures and benches will be installed on Higuera Street as shown in the plan, and Madonna Road will have a landscaped median as shown on the Long Term Concept Plan. The City will underground utilities, as feasible,and will seek removal of the billboards in the plan area Creek Corridor Natural Area. Restore San Luis Obispo Creek in the area of the Bypass Channel and acquire privately held land as it becomes available to expand the open space area along the creek. Creek Bikeway/Path and Bridge. Install a bikeway along San Luis Obispo Creek (Bob Jones City-to-Sea bikeway) and install a ped/bike bridge across the creek at a point just north of South Street. Acquire Additional Property for Public Parking. Evaluate options for leasing or purchasing property for two public parking lots in the Mid-Higuera Enhancement.Area. - 14- Section Background Materials Status Reports from November 14, 2004 Workshop STATUS OF 2003=05 GOALS AND OBJECTIVES 200305 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 1, 2004 m i- city of salt WIS OBISPO r ,., 2003-05 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 1, 2004 TABLE OF CONTENTS INTRODUCTION OTHER COUNCIL OBJECTIVES Overview I Transportation Report Card:Major City Goals I Laurel Lane/OrcuttBullock Realignment 20 Report Card:Other Council Objectives 2 Santa Barbara Street Widening 20 Action Plan Changes 2 Waterways Management Plan Next Report 3 Implementation Program 20 MAJOR CITY GOALS P�-Nipomo Parking Structure Plans 20 Short-Range Transit Plan 20 Public Utawes Community Development Long Term Water Supply 4 Airport Area Annexation 20 Dalidio Property Annexation 20 Transportation Auto Center Expansion 21 Downtown Improvements: Street and Sidewalk Maintenance 6 Cultural Center Development 21 Los Osos Valley Road Interchange 7 -- Railroad Safety Trail 8 Leisure& Cultural Services Therapy Pool 9 Community Development Housing 10 Neighborhood Wellness II South Broad Street Corridor Plan 12 Downtown Improvements:Monterey Plaza 13 Economic Development: TOT 14 Economic Development: Sales Tax 16 General Government Long-Term Fiscal Health 18 city of San 1UIS OBISPO OVERVIEW benchmark, at November 1, 2004 we are about i "' ''` ;_-, • 67516 through the two-year Financial Plan period Hallf of the goals exceed this level, with most goals This report details the status of major City goals set showing good progress. by the Council as part of the 2003-05 Financial Plan. In general, we are on- Organization. The "report card" is followed by a track in accomplishing — short summary of notablechanges from the original these objectives based on Many of these are action plan. Following this is a more detailed report the work programs on each .goal and objective, which shows the adopted b the Council. multi-year goals that objective,action plan as adopted by the Council,any P Y have activities associated with them revisions (additions are shown in italics; date Report Card. The that go beyond the changes since the 2004-05 Financial Plan following is a quick two-year 2003-05 Supplement review are also shown in italics and "report card" on the time frame. highlighted in a separate column; and deletions are status of major City goals shown in strikeout) and a brief status summary as of based on the"action plans" approved by the Council June 2004. as part of the 2003-05 Financial Plan. As a Report Card: Major City Goals _.. Long-Term Water Supply Street and Sidewalk Maintenance i Los Osos Valley Road Interchange 7,ti l Railroad Safety Trail ` `.I,• _ + i Therapy Pool Housing Neighborhood Wellness South Broad Street Corridor E Monterey Plaza Economic Development:TOT a Economic Development: Sales Tax E i Long Term Fiscal Health j 0% 10% 20% 30% 40% 50% 60% 70% 60% 90% 100% - 1 - 111gilluel!l1roarel Report Card: Other Council Objectives Lau reVOrcutt/Bullock Realignment i Santa Barbara Street Widening i I I Waterways Management Plan i i I i Palm-Nipomo Parking Structure Plans i Short-Range Transit Plan i Airport Area Annexation Dalidio Property Annexation r , Auto Center Expansion ! I Downtown Cultural I - Center Development I 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ACTION PLAN CHANGES Los Osos Valley Road Interchange. The late date %. in starting Phase A of the Project Report has caused the completion date to be extended to December As noted above, in general we are on-track in 2004, thus lengthening the timeframe for remaining accomplishing these objectives based on the work project components. Construction of Phase I programs adopted by the Council. However,notable improvements (Calle Joaquin) by Costco has been changes from the original action plans include the delayed most likely until Summer 2005 due to delay following. on obtaining an Army Corps permit. 1Vlajor City Goals Railroad Safety T1raiZ UPRR delays in reviewing minor revisions to the alignment plans and Long-Term Water Supply. Difficulties have been subsequently granting final approval have pushed encountered with the construction of the water tasks associated with right of entry permits, land reclamation facility improvements component of the surveys and preparation of a legal description of the Water Reuse project and completion of those area for acquisition, into March of 2005, and improvements is now estimated to be June 2005. executing a contract of sale to June 2005 With the focus shifting to Nacimiento Pipeline Project, the development of an expanded Neighborhood Wellness Preliminary research for groundwater program has been deferred at this time. the Rental Inspection Ordinance is complete with -2- staff currently_ meeting to review and finalize a NEXT REPORT conceptual proposal. Staff now anticipates a - Council study session in January 2005 (pushed back from November 2004) to receive public input and We will present the next "formal report' to the Council direction. Council in February 2005 as part of the 2004-05 Mid-Year Budget Review. In the interim, we will South Broad Street Corridor Plan. The estimated keep the Council up-to-date on the status of major completion date for this goal has been extended to projects through agenda reports, Council Notes and August 2006 because 1) the project is being pursued other briefing opportunities. only as resources are available, and 2) staff workloads associated with other projects, in particular, the adoption of the Margarita Area Specific Plan,have taken priority. Downtown Improvements: Monterey Plaza. With the time required for additional staff work, advisory body review and Council summer schedules, Council review of the Monterey Placa plan has been delayed from September to November 2004. Economic Development: Tramsient Occupancy Tax Work on the Tourism Task Force has been delayed to November 2004 (from July) to better accommodate the"off-season"schedules of the local lodging industry. Other Council Objectives Santa Barbara Street Widening. State finding shortfalls continue to delay funding of this project at least until FY 2005-06. Airport Area Annexation. Due to staff workloads associated with adoption of the Margarita Area Specific Plan, Planning Commission review of the Airport Area Specific Plan is expected to begin in January 2005, with public hearings and Council review pushed back to May 2005. DaUdfo Property Annexation. Action by LAFCO is on hold at the request of the applicant pending the outcome of the three referendums. -3- o - M MEN, LONG-TERM WATER SUPPLY Objective. Continue aggressive efforts to develop permanent, reliable water supplies to meet City General Plan needs,including all options consistent with Council policy. Action Plan Task Original Revised Water Reuse 1. Complete design of required user site modifications. 12/03 12/04 2. Complete Water Reuse Master Plan defining the logical expansion of the 11/04 Complete water reuse system and include finding for associated CIP in the 2005-07 Financial Plan. 3. Complete construction of the water reuse project backbone pipeline 12/04 6105 system,Water Reclamation Facility improvements and user site modifications. Ground Water Development 4. Issue RFP for groundwater development and treatment system feasibility 12/03 Complete analysis. 5. Select engineer and begin design. 3/04 Complete 6. Complete design,invite bids for construction and award contract. 6/05 Deferred (Construction is scheduled for completion by June 2006). Conservation 7. Develop program elements and required informational and programmatic 12/03 Complete resources. 8. Develop monitoring and evaluation program. 3/04 Complete 9. Fully implement landscape and non-residential program. 4/04 Complete 10. Present program evaluation report to Council. 6/05 Nacimiiento mpetke 11. Present project reservation agreements and full project information to 1/04 Complete Council for consideration. Salinas Reservoir Expansion 12. Review options and issues with Council for consideration of possible 6/04 Complete project. Status Summary: 90% Complete. With the Approval of the City's participation in the Nacimiento Pipeline Project, progress on achieving a dependable long-term water supply for the City has taken a major leap forward. This action has also resulted in the Council's reconsideration of the priority for our other water supply efforts. On June 15,2004,Council considered a revised project priority and placed Salinas Reservoir expansion in Tier 3. As such, actions relative to the Salinas Project are, at this time, considered complete. Additionally, with the focus shifting to Nacimiento, the priority for development of an expanded groundwater program has been lowered to Tier 2. Phase 1 design services for an expanded groundwater program have been completed and will be presented to Council in December. Staff does not anticipate proceeding forward with final design and construction of groundwater treatment facilities at this time. Staff has received and reviewed the consultant's recommendations for the Water Reuse project user site modifications and has been working with the State Regional Water Quality Control Board and Department of Health Services to simplify the approach to user site modifications to reduce cost while maintaining compliance. A new consultant is being brought on board to complete the design of the user site modifications. This effort will require some additional time to complete. Staff anticipates completion of the user site modifications by -4- . • - . . December 2004. The construction of the backbone distribution system pipeline has been completed. Difficulties have been encountered with the construction of the water reclamation facility improvements component of the - project and completion of those improvements is now estimated to be March 2005. -5- STREET AND SIDEWALK MAINTENANCE Objective. Continue maintenance of streets and sidewalks at a moderate level. Action Plan Task Original RevisecTm 1. Continue the program of monitoring the condition of existing sidewalks. Ongoing 2. Continue to repair damaged sidewalks,curbs and gutters using City staff. Ongoing 3. Continue implementation of the 1998 Pavement Management.Plan for Ongoing Areas 7 and 8. 4. Pursue State grant funding for pavement projects. Ongoing 5. Continue to retrofit existing curbs for disabled access using CDBG funds. Annually in Fall 6. Continue contracts of$60,000 per year to repair damaged sidewalks in Annually in Complete Area 7. Spring 7. Establish permit guidelines to expedite sidewalk repairs by private 12/03 property owners. I I Complete Status Summary: 50% Complete. All work is ongoing and on schedule: Area 8 inventory is complete; Area 7 paving is complete;2004-05 paving is to occur as planned in Spring 2005; Community Development Block Grant funded ramps for the disabled for Area 8 were designed this Fall,with actual construction set for Spring 2005. -6- LOS OSOS VALLEY ROAD INTERCHANGE Objective. Continue working towards improvements at the Los Osos Valley Road/Highway 101 interchange. Action Plan Task original Revised 1. Obtain CalTrans approval of the PSR-PDS. 7/03 Complete 2. Finalize plans for Phase 1 improvement/mitigation strategies not requiring 7/03 Complete Cal Trans approval(non-interchange improvements), such as relocation of Calle Joaquin. 3. Prepare Request for Proposal for the CEQA Environmental Impact Report 9/03 Complete (EIR),NEPA Environmental Impact Statement(EIS)and Project Report. 4. Pursue Advance Development Funding for the E MIS,ProjectReport 9/03 Complete and PS&E. 5. Hire consultant and begin preparing Initial Study,EIR/EIS and Project 12/03 Complete Report. 6. Complete design of Phase I (Calle Joaquin Realignment)improvements 3/04 Complete and invite construction bids. 7. Complete Phase A of Project Report process to narrow possible designs 10/04 12/04 and speed environmental documentation for the project. 8. Complete Draft Project Report. 5/04 06/05 9. Complete Administrative Draft EUMS. 6/04 04/05 10. Complete negotiations for CalTrans cooperative agreement. 6/04 03/05 11. Award contract and begin construction of Phase I improvements. 7/04 Summer OS 12. Complete construction of Phase 1 improvements. 6/05 01/06 Statins Summary: 25% Complete. Phase 1 improvements are 100% designed, but Costco has not invited construction bids pending formal Army Corps of Engineering permitting and acquisition of all needed property. Depending on Army Corps permit requirements, Calle Joaquin Realignment may be delayed due to wet season building restrictions. The Council approved splitting the Project Report into two phases (A & B) to speed the overall project schedule and save expenses. Although the Project Development Team has met and begun work on Phase A of the Project Report, which now includes both conceptual geometry and environmental documentation, the late date in starting has caused the completion date to be extended to December 2004,therefore pushing back the timeframe for remaining project components. -7- MAJOR • GOALS BIKEWAY IMPROVEMENTS: RAILROAD SAFETY TRAIL Objective. Acquire right-of-way and property for extension of the Railroad Safety Trail from the Jennifer Street Bridge to Cal Poly. Action Plan Task Qriginal 1. Secure Union Pacific support for the final schematic design of the bike 9/03 Complete path between the AMTRAK passenger depot and Foothill Boulevard. 2. Secure rights of entry permits from UP,complete land survey and prepare 2/04 03/05 a legal description of the area proposed for acquisition. 3. Complete negotiations and execute a contract of sale with UP to acquire 4/05 06105 the property. Status Summary: 14% Complete. Staff received feedback from UPRR staff that a positive recommendation for alignment could be made to the UPRR Board of Directors with minor revisions to the plans. Those changes were made and submitted and staff has been awaiting an answer for 3 months. Some progress has been made: two levels of approvals have been received within UPRR and a final approval is pending. Once the final approval is received, staff will begin negotiations on UPRR license agreement, property description and liability issues. These delays have pushed back all remaining completion dates for key milestones. -8- THERAPY POOL Objective. Pursue development of a warm water therapy pool at the Swim Center through a financing program for its construction and on-going operation that does not use general-purpose revenues. Action Plan Original Revised 1. Receive funding approval from the State 1/04 Complete denagens- 2. Select a consultant 3/04 Complete 3. Begin study and environmental review. 3/04 Complete 4. Complete study and environmental review and begin design. 9/04 Complete 5. Complete design; invite construction bids and award contract. 4/05 6. Begin construction. 6/05 Status Summary: 30% Complete. The State has approved its funding and the grant will be managed by Public Works. At this point,staff will be proceeding under the assumption that the State grant will be the only source of outside fimding. A contract for the design work was entered into in July 2004,with preliminary design expected by late November. The expanded pool idea is no longer an option, as a combination therapy pool-swim club workout pool has been deemed incompatible. There is adequate space in the pool complex for the swim club to build a separate workout pool if they are able to raise sufficient fiords for construction and operations. l -9- HOUSING - Objective. Adopt a Housing Element that expands housing opportunities for very low, low and moderate income households, preserves and enhances residential neighborhoods and complies with state laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus housing consistent with their adopted master plan for housing and enrollment. Action Plan Task Original Revised 1. Implement existing affordable housing incentive and inclusionary housing Ongoing programs. 2. Encourage the Chamber of Commerce to implement programs that achieve Ongoing their goals for producing workforce housing. 3. Continue working closely with the County-wide Housing Trust Fund. Ongoing 4. Continue working closely with Cal Poly in encouraging and supporting Ongoing their efforts to provide more on-campus housing consistent with their adopted master plan. 5. Coordinate preparation and administration of annual Community Annual Development Block Grant program. Cycle 6. Update the General Plan Housing Element 12/03 Complete a. Complete background analyses and documentation. " b. Identify issues through Housing Element Task Force. c. Draft policies and programs. _) d. Begin preparing E11L " e. Hold town hall meeting. " f. Hold Planning Commission study session. " g. Hold Council study session. " h. Complete environmental review. " L Submit draft for State Housing and Community Development(HCD) " review. " j. Hold Planning Commission public hearings. " IL Hold Council public hearings and adopt update. " 1. Submit for final HCD certification. Complete in. Begin implementation. ongoing Status Summary: 85% Complete. Most of these tasks are ongoing and are moving forward as predicted. The Housing Element Update was adopted on March 30,2004. Staff submitted the Element to HCD,and certification is expected by the end of 2004. With the initial five programs approved by the Council in October 2004, implementation will be an on-going process. i - 10- _ NEIGHBORHOOD WELLNESS Objective. Improve neighborhoods and neighborhood involvement by continuing to implement the neighborhood wellness program,including consideration of a rental inspection ordinance. Action Plan Task Original Revised 1. Maintain and support all existing neighborhood wellness programs Ongoing currently in place. 2. Continue encouraging formation and involvement of new voluntary Ongoing neighborhood groups by use of the Neighborhood Managers Coffee program,WIN,Neighborhood Services Team,Neighborhood Planner and similar outreach strategies. 3. Continue involving residents early in the public review of proposed Ongoing projects by a more defined Neighborhood Planner program in Community Development,including expanding the Neighborhood.Planner duties to include two-year terms,an annual neighborhood issues conference and attendance at City neighborhood meetings and coffees. 4. Continue contract Building Inspector position to support continued high 7/03 Complete levels of building applications and allow the continuation of a full-time Code Enforcement Officer. - 5. Evaluate a cost recovery program for code enforcement efforts as a 12/03 Complete strategy to reduce and deter repeat offenders while generating increased revenues, and present findings and recommendations to the Council. 6. Research a Rental Inspection Ordinance in an effort to provide a safer 9/04 1/05 housing environment for renters and present findings and recommendations to the Council. Status Summary: 75% Complete. Staff,working with Cal Poly and Cuesta College established a collaborative, cost effective Community Solutions Program that is available to residents and students living in the City to resolve conflicts and community challenges. Known as"SLO Solutions"the program was launched with a media campaign September 23,2004. The preliminary background research for the Rental Inspection Ordinance is complete with Community Development, Police and Fire staff currently meeting to review and finalize a conceptual proposal. Staff anticipates a Council study session to receive public input and direction from Council in January 2005. - 11 - ♦ • . SOUTH BROAD STREET CORRIDOR PLAN - Objective. Adopt General Plan and zoning amendments to create a mixed-use residential neighborhood along the South Broad Street corridor from South Street to Orcutt Road and seek grant funding to implement the Land Use Element special design area program and create a neighborhood concept plan for the area. Action Plan Original Revised Task 1. Identify housing targets as part of the adopted.Housing Element update. 12/03 Complete 2. Hold community meeting/issue identification meeting to develop a schematic 5/04 Complete concept plan. 3. Develop work program for concept plan/General Plan amendment/rezoning. 3/04 3105 4. Hold additional community meeting to discuss concept plan. 11/04 S/OS4VOS 5. Council initiation of concept plan/General Plan amendment/rezoning program 9/04 9105 6. Prepare concept plan&environmental review 1/05 10105-1106 7. Sehema ie Concept plan stWy session review at Planning Commission 8/04 1106 8, Conceptplan 6/05 3106 approval at Council 9. Prepare Fiscal Impact Analysis7/05 4106 10. Hold Planning Commission hearings on GPA and rezoning and fimke Ge 3/05 6/06 11. Hold Council hearing and adopt General Plan amendment/rezoning 6/05 8106 12. Continue to seek grant funding for preparation of a€ellewup neighborhood Ongoing Ongoing concept plan Status Summary: 5% Complete. The March 2004 updated Housing Element includes direction to intensify housing in this and similar areas. The City received a minor "grant" through CalTrans for a two-day neighborhood outreach "charrette" program that was held in May 2004 (step 2). The neighborhood charrette provides the foundation for a concept plan to be prepared by City staff with community assistance. This concept plan will address neighborhood issues spelled out in Land Use Element section 8.3 such as renovation of streetscapes, landscaping and building facades in addition to circulation improvements, street furniture and other design issues. The concept plan will also help implement Housing Element program 6.3.7 that encourages mixed- use and infill housing. In October 2004,the City applied for another grant($100,000)to support the preparation of the concept plan. If grant fiords do not become available, the concept plan will be completed using City resources. This will extend the original estimated completion date for this goal. No additional funding,however, is requested at this time. - 12- DOWNTOWN IMPROVEMENTS: MONTEREY PLAZA Objective. Pursue the creation of a"Monterey Plaza"for civic gatherings and passive recreation, dependent upon the start-up of the Copeland's Court Street retail-commercial and the Palm-Morro parking projects. Action Plan Task Original Revised 1. Consultant completes concept plan. 7/03 Complete 2. Council reviews concept plan and forwards it for advisory body review. 9/03 Complete 3. After advisory body and public review,Council identifies preferred design 7/04 11/04 concept(s)and establishes the scope of technical and environmental studies(such as circulation,access,utility and.drainage analysis,and project phasing)for additional study. 4. Consultants complete technical and environmental studies,and project 6/05 Completion design is modified as necessary to address findings. dependent on funding Status Summary: 15% Complete. After being unresponsive, the consultant has finally provided the City with final drawings that the staff has forwarded to the advisory bodies and Council. Although the revised drawings are not quite what staff had requested for a complete submittal to the Council, with additional work by staff they will be adequate to proceed to conceptual review. Council review of the concept plan is scheduled for November 2004. As this is an unfunded program, completing technical and environmental studies will require a specific budget allocation from Council. -13- ECONOMIC DEVELOPMENT: TRANSIENT OCCUPANCY TAX Objective. Encourage and promote projects that will increase lodging and conference facilities in order to generate additional Transient Occupancy Tax revenues. Action Plan Task Original Revised 1. Refocus existing resources toward Direct Advertisement of the City. Ongoing Complete Develop a focused advertising and PR campaign for the City that establishes a stronger identity for the City as a tourist destination with a wide variety of activities to undertake during a stay. 2. Work with various organizations for tourist promotional purposes Ongoing benefiting both the City and the organizations. 3. Work with property owners and real estate brokers to explore increasing Ongoing Bed and Breakfast opportunities,consistent with City land use and zoning policies. 4. Complete assessment of local lodging industry conditions by identifying 9/03 Complete all such properties in the City;identifying all property owners and their managers;and identifying future expansion locations for tourist serving businesses. 5. Assess transportation opportunities for visitors and if necessary make 9/03 Complete service improvements. Strongly consider extending trolley service to the Monterey Street Hotel Area. 6. Present recommendations for improved tourism transportation and trolley 12103 Complete service to Council for approval. 7. Establish a Task Force of local tourism experts to develop a transient 7/03 IL04 occupancy tax enhancement strategy. a. Explore ways to coordinate efforts amongst property owners and 1/04 3/05 ways to cooperatively book rooms to prevent business losses to other communities. Explore ways to increase midweek business travel. b. Present Tourism Task Force recommendations to Council. 3/04 3/05 8. Update advertising convention study completed approximately four years 6/04 Complete ago. 1 - 14- Task Original Revi-sed 9. Explore reuse of large properties on Monterey Street, including sites 6/04 Complete occupied currently by auto dealers(some of whom are expected to relocate). 10. Explore possibility of using the Veterans Memorial Building for 9/04 12/04 convention center purposes,work closely with the Veterans and the County in this effort. 11. Upon construction,encourage the Dalidio Project hotel to work with the 1/05 Pending Embassy Suites and develop a coordinated effort to use rooms to support referendum existing conference services at the Embassy Suites. Status Summary: 70% Complete. Council's adoption in July 2003 of a Tourism Marketing Plan established six objectives for the City's community promotions. The February 2004 approval of the community promotion brand, "San Luis Obispo, Experience the SLO Life" has resulted in staff and the City's promotions contractors implementing a focused advertising and public relations campaign. A market research study was completed in November. The study will assist in further refining the focus of the City's community promotions. Work on other Tourism.Marketing Plan objectives continues,with many strategic alliances strengthened. Specific outreach has been undertaken with respect to the new director of SLO Vintners and Growers Association and the "Fall Harvest Festival." New inroads have been made with Cal Poly's Week of Welcome. Significant projects with the arts community have included the Plein Aire Festival (with advertising directed to residents of the Southwest) and Trout About Downtown. Construction continues on a Bed & Breakfast on Santa Barbara Street Staff continues to work with hotel developers including the Motel Inn remodel and expansion and various Calle Joaquin hotel projects. A report on the assessment of the local lodging industry is forthcoming. Staff has also worked with many interested parties inquiring about additional locations for hotel development Trolley service to the upper Monterey Street area hotels continues to receive positive feedback All local hotels were provided with new materials produced by Barnett, Cox and Associates including a local map and a"things to do" list Work on the Tourism Task Force will be coordinated late fall and early winter to better accommodate the "off-season"schedules of the local lodging industry. - 15- ECONOMIC DEVELOPMENT: SALES TAX - Objective. Encourage and promote retail projects that will increase sales tax revenues. Action Plan Original Revised 1. Identify retail types that would complement and augment existing market Ongoing conditions. Develop a retail recruitment strategy to encourage new retailers to locate in San Luis Obispo on properties zoned for this purpose. Use direct mail and attendance at industry events to support recruitment strategy. Hold quarterly meetings with local real estate brokers and property owners. 2. Continue to contract with Hinderliter deLlamas(HdL) for sales tax Ongoing Complete analysis services to analyze market conditions. thru 2nd Quarter 2004 3. Continue to conduct demographic research and information gathering Ongoing Complete about the City, its residents,its visitors and the region to provide to individuals,businesses,real estate professionals and others in analyzing. San Luis Obispo for their business purposes. Continue to use the UCSB Economic Forecast Project as a data source. 4. Continue to facilitate and coordinate City involvement in major Ongoing development projects as directed by the Council. • In particular,continue to facilitate the Copelands Project toward Complete construction. • Continue involvement in the proposed San Luis Marketplace Project Complete through negotiations,Development Review,EIR,Annexation and Pre- zoning and Agreements for Sales Tax Reimbursement. • Continue involvement in the Airport Area Specific Plan and Annexation. Ongoing S. Continue to conduct"economic gardening"in the retail industry through Ongoing existing customer service oriented programs like the.Quick Response Team,the Economic Development Program's involvement in major development projects,the Economic Development Program's high level of customer service to individuals,businesses and real estate professionals. 6. Continue to support the Downtown Strategic Plan. Focus support on Ongoing efforts that maintain the retail health of Downtown and increase customer sales in a sustainable way. 7. Explore training opportunities,with local agencies like Cuesta College Ongoing Complete Institute for Professional Development,Private Industry Council, Small Business Development Center and others to assist local retailers in improving their marketing efforts and their"E"Business presence. 8. Promote shopping as an activity for visitors to San Luis Obispo. Ongoing - 16- Task Original Revised 9. Continue to work with auto dealers in the City. When possible,pursue the Ongoing expansion of the Auto Park Way area. Consider broadening the program of incentives to auto dealers who relocate out of downtown to Auto Park Way to include those who relocate out of downtown to other acceptable sites in the City. Continue to assist Stanley Motors in its efforts to relocate to a larger,new facility. Work closely with remaining Downtown auto dealers to find new locations that are more functional. Explore the reuse of Downtown auto dealer locations for other retail purposes. If space is available,encourage new car lines to locate in San Luis Obispo. 10. Advocate for legislation to extend sales tax to include Internet sales. Ongoing 11. Conduct an assessment of current retail conditions by surveying existing 9/03 Complete retail centers,identifying the types of retail business located in existing centers, identifying retail center property owners or representatives. 12. Develop a"Shop Locally"marketing and PR campaign to encourage 11/03 11/04 residents to purchase goods in the City. Focus on branding San Luis Obispo as the shopping destination for the region. Work with the Chamber of Commerce,Downtown Association and others to coordinate efforts and message about shopping in San Luis Obispo. 13. Explore the potential annexation of the McBride Property and Gap 2/04 Complete Property if the Dalidio Property is annexed. 14. Work with each retail area in the City to define itself and develop,when 9/04 Ongoing possible,niche-marketing efforts. Work closely with property owner and businesses in each area. Status Summary: 70% Complete. Staff continues to work on a strategy for further enhancing the retail sector, which will include a competitive assessment and discussion of market opportunities. Work with the City's sales tax advisor (Hinderliter deLlamas) continues, as does involvement with the UCSB Economic Forecast Project. The Copelands Project is under construction and on time to open in 2005. Staff has provided Costco with continual assistance during the processing of its building permit and other agency permits. Involvement.in major development projects continues including: the Airport Area Specific Plan and the anticipated Chinatown Project. Action by LAFCO on the Dalidio property annexation is on hold at the request of the applicant pending the outcome of the three referendums. Staff has provided high levels of customer service, and particular attention to Quick Response Team Meetings,to professionals seeking office space(health care professionals in particular),to several automobile dealerships, and to many locally owned small businesses in the downtown and neighborhood and regional commercial centers. Work with Cole Motors and Smith Volvo continues as they work to complete their relocations to Broad Street. Staff has worked with a potential developer of the McBride Property and will continue to work with the Madonna family in regard to the "Gap Property." At this point, further action will not occur pending the results of the potential referendum election. A Shop Locally program will be undertaken during the holiday shopping season. The Seismic Coordinator has begun outreach to the tenants of URM buildings in the Downtown to access their needs during the retrofit process. An Economic Recovery Plan for local businesses in the event of a disaster is in the process of being developed. - 17- LONG-TERM FISCAL HEALTH Objective. Develop a comprehensive strategy for preserving essential services, adequately maintaining existing facilities and infrastructure, and protecting the City's fiscal health. Action Plan Task Original Revised 1. Organizational Productivity. Continue organizational vitality program Ongoing in improving productivity and customer service. 2. Fiscal Independence. Support AB 1412(Wolk),which would allow local Ongoing Complete voters to approve an increase of 0.25% or 0.5% in the local sales tax rate without special legislation. 3. Legislative Advocacy. Continue working closely with our employee Ongoing associations,the League of California Cities,other local governments, professional associations and other groups to prevent further State raids on city revenue sources. 4. Review and Monitor the City's Fiscal Condition. Continue to Ongoing effectively review and monitor the City's fiscal condition on an ongoing and timely basis,including on-line access to financial data,quarterly newsletters,focused reporting on key revenues,mid-year budget reviews and preparation of annual financial reports(CAFR)in accordance with generally accepted accounting principles and nationally recognized excellence in financial reporting guidelines. 5. Analyze Feasibility of Revenue Ballot Measure in 2004. Use professional assistance in analyzing the feasibility of a revenue ballot measure in March or November 2004: a. Enter into an agreement with The Lew Edwards Group. 7/03 Complete b. Complete the feasibility analysis and present the results to the Council 11/03 Complete for a"go/no-go"decision in taking the next step in preparing for a revenue measure in 2004. Status Summary:80% Complete. The following highlights the status of key milestones. Legislative Advocacy. Staff continues to work closely with the Regional Coordinator for the League of California Cities to develop and implement a legislative response strategy for dealing with State takeaways, including support for Proposition IA on the November 2004 ballot. Review and Monitor the City's Fiscal Condition. In addition to ongoing financial reports, we presented the Council with a formal "first quarter review" of the City's financial condition on November 4, 2003. On January 6,2004,we presented the Comprehensive Annual Financial Report for 2002-03 to the Council; and presented the Mid-Year Budget Review to the Council on February 17,2004. For the 2004-05 Financial Plan Supplement, we presented comprehensive rate reviews and multi-year forecasts for the enterprise fimds to the Council on June 1, 2004; and the Preliminary Budget to the Council on June 15, 2004. We have also continued to issue quarterly financial newsletters—including an interim report on General Fund financial results for 2003-04 in August 2004 as well as ongoing focused reports on sales tax revenues,TOT revenues,and cash and"investments. - Is- Analyze Feasibility ojRevenue Ballot Measure in 2004. On November 4, 2003, we presented the Council with the results of the revenue ballot measure feasibility assessment. The Council concurred with the report recommendation not to go forward with a measure at this time, but to return to the Council at a later date with an analysis of the feasibility of forming an assessment district or adoption of property-related fees to assist with finding storm drainage maintenance and improvements in conjunction with the Storm Drainage Master Plan. 1 - 19- Laurel Lane/OrcuttBuUock Realignment per the Conceptual Physical Plan for the City's Center. Objective. Complete the realignment of Laurel Lane/OrcuttBullock Streets. Status Summary: 35% Complete. A Council study session was held to reduce the number of Status Summary: 7% Complete. Due to state project alteratives. A second design contract is finding shortfalls, the Union Pacific Railroad has under negotiation to prepare final conceptual layouts postponed installation of the new railroad crossing for return to Council. protection for one year. In the interim staff has prepared paving and construction plans to coordinate Short-Range Transit Plan with that work. When the state funding is available, staff will request UPRR to complete the crossing Objective. Implement the Short-Range Transit work and bid the project. Preliminary design is Plan. complete. Status Summary: 85% Complete. The new bus Santa Barbara Street Widening schedule and stops were implemented in January 2004. Ridership is increasing along modified routes. Objective. Complete the existing widening project The second year implementation is underway, for Santa Barbara Street from Highway 227/Broad including bus stop improvements and installation of Street to Roundhouse. schedule holders, subject to FTA grant acquisition. Status Summary: 0% Complete. State funding Airport Area Annexation shortfalls have delayed funding of this project at least until FY 2005-06. Objective. Annex the Airport Area. Waterways Management Plan Status Summary: 80% Complete. Public Implementation Program hearings and specific plan adoption are necessary before the airport area can be annexed to the City. Objective. Upon completion of the Waterways Planning Commission hearings on the AASP are Management Plan, adopt an implementation scheduled to begin in January 2005, with public program hearings and Council review to occur in May 2005. The Margarita Area Specific Plan has been adopted Status Summary: 60% Complete. The Council and the EIR for both specific plans was certified by has adopted the Plan. The design element has been the Council in October 2004. Annexation of the implemented; the storm water quality program has Margarita area is expected to begin late in January been implemented; the stream maintenance 2005. guidelines were partially implemented this fall and will be fully implemented by next fall; DaUdfo Property Annexation implementation of creek and flood protection projects will depend on significant fimding that is Objective. Annex the Dalidio property. simply not available and therefore it is not anticipated that any of this program will be Status Summary: 90% Complete. Applications implemented. The Army Corps of Engineers is have been made to annex the Dalidio property into currently working on the NEPA clearance for the the City and develop the site with a retail power Plan. The Zone 9 advisory committee is discussing center known as the San Luis Marketplace. The what work is needed to begin studies for flood property will also accommodate the development of protection projects. a hotel, business park, affordable housing, access and freeway infrastructure, and on and off-site open Palm-Nipomo Parking Structure Plans space. The annexation, prezoning,and development applications were approved and the Final Objective. Complete an environmental assessment, Environmental Impact Report(EIR) certified by the preliminary studies and evaluation of options for a City Council on July 7th, 2004. The City Council new parking structure at Palm and Nipomo Streets subsequently entered into a Development Agreement -20- s with the project applicant on August 3rd, 2004. Downtown Improvements: Annexation of the property into the City, which will Cultural Center Development fully complete this objective, will require approval by the Local Agency Formation Commission Objective. Encourage development of a Cultural (LAFCO). Action by LAFCO is on hold at the Center (such as the Art Center, Mission Museum, applicant's request pending the outcome of three Historical Museum, Little Theater and Children's referendums that have been filed by citizens on the Museum) in the Mission Plaza extension area as Council's project approvals. illustrated in the Conceptual Physical Plan for the City's Center, and support this effort through the Auto Center Expansion existing Partnership Policy where possible. Objective. Continue to explore the possibility of Status Summary: 50% Complete. Staff continues expanding Auto Center sites via annexation of the to work with the Community Partners in terms of McBride and"gap"properties. expansion and renovation of facilities,Grants-in-Aid funding and general liaison support. In October of Status Summary: 25% Complete. Conversations 2004, City Council approved a new parking in-lieu with the property owners continue, although staff fee category for Community-Partners to encourage has nothing promising to report. development of new facilities. The Children's Museum has demolished their old building and has received building permits to begin their new facility. The Art Center's plans for their new facility are currently undergoing ARC review. -21 - Section Background Materials Status Reports from November 14, 2004 Workshop STATUS OF CURRENT CIP PROJECTS 2003®05 Financial Plan STATUS OF CIP PROJECTS As of November 1, 2004 .rcity Of sAn WIS OBISPO 2003-05 Financial Plan STATUS OF CIP PROJECTS As of November 1, 2004 TABLE OF CONTENTS INTRODUCTION Overview 1 Report Organization 1 Findings 3 Spry 4 STATUS REPORTS Major CLP Projects 5 All CLP Projects Capital Outlay Fund 6 Community Development Block Grant Fund 9 } Law Enforcement Grant Fund 9 Transportation Impact Fees Fund 10 Fleet Replacement Fund 10 Parkland Development Fund 11 Open Space Protection Fund 11 Water Fund 12 Sewer Fund 13 Parking Fund 14 Transit Fund 15 Golf Fund 16 Whale Rock Reservoir Fund 17 city of san luis omspo INTRODUCTION OVERVIEW The purpose of this report is two-fold: to provide the Council with a concise yet comprehensive summary of the status of the City's Capital Improvement Plan (CIP) projects; and from this, to make recommendations regarding any projects where funding should be deleted given the status of the project in freeing-up resources that can help us in balancing the budget for 2005-07. The Good News: Projects Are On Track. As discussed in greater detail below, we are making excellent progress in achieving our CIP goals: of 195 projects that have been active in 200405: 1. 60% (116) are either completed or under construction. 2. 9%(17) have been designed and are either out to bid or are ready to do so. 3. 12% (24)are under design. 4. 4% (8) are simply waiting for CIP Project Status By Phase reimbursement requests from grant sub-recipients or a Pending 60%Complete or Reimbesmrd Under Construction property owners. 4% 5. 15% (30) are under study, in �usnder%r most cases with preliminary o Completed work completed and are now aUnder Design P1O�° ready for the design phase. 12% 36% The Bad News: No Significant 17 Design "New Funds" Opportunities. Completed: IN ConsUuc on tan Given our substantial progress on Read9% or�u W approved projects, we have not 24% identified any significant `flew funds" opportunities. For those projects that are under design or study, virtually all of them have compelling reasons to remain fimded. There are two exceptions to this, which are discussed below in greater detail: Mission Plaza improvements previously approved by the Council in concept; and groundwater studies and development in the Water Fund. REPORT ORGANIZATION Status of Major City Projects This one-page chart concisely presents the status of our progress to-date on 22 major CIP projects by presenting the "percent complete" based on the phase that it is in: constriction, design or study. As reflected in this summary, we are making excellent progress on our major CIP projects. Status of All CIP Projects This report summarizes the status of all 195 CIP projects with activity in 200405 organized as follows: - i - INTRODUCITION Primary Funding Source. Projects are first presented by their primary funding source: 1. Capital Outlay Fund(Along with grant 6. Open Space Protection Fund funds, the General Fund is the primary 7. Parkland Development Fund funding source for this fund.) 8. Water Fund 2. Community Development Block Grant 9. Sewer Fund (CDBG) Fund 10. Parking Fund 3. Law Enforcement Grant Fund 11. Transit Fund 4. Transportation Impact Fees Fund 12. Golf Fund 5. Fleet Replacement Fund 13. Whale Rock Reservoir Fund Project Status. Within each fund,projects are presented in one of five "phase"categories: 1. Construction or acquisition completed 2. Construction or acquisition underway 3. Design completed and the project is ready or out to bid 4. Under design 5. Understudy Supplemental Information: Projects in Design or Study. In the case of projects that are completed or under construction, by their very nature there are no significant "new fiords" opportunities. As such, in surfacing _ candidate projects for deletion, the CIP • . .. Review Committee focused on those As part of the 2004-05 budget preparation projects under design or study, since this process,the CIP Review Committee took an fin- is where the Council has the greatest depth analysis of completed and lagging CIP discretion and flexibility in curtailing projects,with the goal of freeing-up resources for funding, especially for any subsequent higher priority purposes. As a result of this construction phases. rocess,the Committee identified (and the Council approved)$524,200 in CIP project balances financed by the General Fund that should be For these projects in these early phases, closed and made available for other purposes. the report provides the following supplemental information regarding the Asa°follow-on"step, the difficult Review Committee folio -high-priority" criteria for then undertook the more difficult task from a policy wing gh-P tY perspective: reviewing the status of projects that retaining the project(which are among the should be deferred or deleted in light of the City's same criteria used by the CIP Review fiscal situation. In short,while we may be making Committee in initially evaluating CIP excellent progress in the study or design phase, budget requests): the CIP Review Committee looked for those projects where we should set-aside our previous policy commitment to the project in light of 1. Is there significant outside fimding? competing needs. 2. Is the project needed to meet As discussed below, this subsequent°policy° significant public health or safety review did not yield significant°new funds" concerns? candidates. One key reason for this that—in accordance with our 2003-05 budget-balancing 3. Is it needed to adequately maintain, strategy—our General Fund CIP is now geared to repair or replace essential maintenance work, and there are few Pexisting 'enhancement-type°projects. infrastructure,facilities or equipment? -2- INTRODUCTION 4. Does it help achieve a Major City Goal? 5. Will it result in significant operating cost savings or productivity improvements? 6. Does it achieve some other high-priority criteria? (In this case, an added note is provided describing the factor. There are only nine projects with supplemental information in this category. In most cases, the reason is either: it helps achieve an "Other Important Council Objective; it complies with the City's public art policy; or it is required as EIR mitigation measure or by a federal regulatory agency.) 7. What will be the City's savings if the project is stopped now? In several cases, there are none, since the project maybe wholly funded by a grant source. For example, this is the case for all CDBG Fund and Law Enforcement Grant Fund projects. In some cases, there may be significant outside funding, but there are also City funds committed to the project. In this case,only the actual City savings by discontinuing the project are shown in this column. FINDINGS As reflected in this summary, every project in the design or study phase meets at least one of these high-priority criteria (and many meet more than one). This is not surprising, given the high-level of scrutiny that each received before being approved by the Council, and the detailed reviews that we have already undertaken in our efforts to free-up CIP fimding for higher-priority needs. Nonetheless, undertaking this type of detailed review on an ongoing basis is an important part of effective CIP management. However, as noted above there are two projects that we recommend deleting at this time, Mission Plaza Improvements. The Council originally approved this funding as part of the 2001-03 Major City Goal for Downtown Improvements, which included a work program to implement the "Mission Plaza Dogleg." When this concept went to the Council in June 2002 with the various street closure options, the Council did not approve the "dogleg" concept of closing this street area. However, the Council approved in concept pursuing other Mission Plaza and street-related improvements, such as bulb-outs and decorative street paving patterns. The Architectural Review Commission (ARC) reviewed and approved a revised project concept in Fall 2003,with the following features: L Expanding the amphitheater and adding a central walkway installing new seating, planters and landscaping. 2. Redesigning the area between restrooms and the Art Center, including terracing and new walkway and stairs to align with existing pedestrian bridge. 3. Installing new paving,including decorative pavers in street and plaza. 4. Building bulb-outs and enhanced crosswalks. 5. Installing new signage. Since the conceptual design is complete, with Council approval we could move forward with construction documents in about six months. However,we have not brought forward the revised -3- ' •D • _INT concept for Council approval of the plans and environmental documents for two reasons: resource limits due to staffing vacancies in the Engineering Divisions and limited construction _ funds. The concept approved by the ARC is likely to cost about $300,000 to implement compared with the $98,000 currently available. We recommend deleting funding for this project at this time for the following reasons: 1. Current funding is not adequate for the current concept: about another$200,000 is required. 2. Significant effort would be required by Engineering to complete plans and specifications, and given other high-priority projects, it is not clear that this would be an effective use of limited resources given the lack of available fimding to undertake construction. 3. The 2003-05 Financial Plan strategic focus on CIP projects in the General Fund that takes care of what we already have versus enhancements. 4. Competing high-priority Downtown improvement projects that are already designed and ready for bid, such as the Garden Street Makeover. (Although the current cost estimate for this project is similar: $300,000.) 5. Other cost pressures facing us in 2005-07, such as maintenance of the Damon-Garcia sports fields and higher acquisition and construction costs (and related debt service costs) for 919 Palm Street,public safety dispatch improvements and radio system upgrade. If the Council is interested in pursuing these improvements,then we recommend that this emerge as part of the Council goal-setting process,where it can be considered in the context its likely to cost($300,000 rather than the$98,000 currently available)and other City priorities. Groundwater Studies and Development. The Phase 1 study for the Groundwater Development Project has recently been completed and will be presented to Council on December 7, 2004. This study evaluated project alternatives including well sites, water treatment plant facility locations, alternative treatment technologies, initial environmental impact analysis and cost As part of the 2004 Water Resources Status Report, the Council supported moving the Groundwater Development Project to a"Tier 2"level. With the Council's recent decision on the Nacimiento Project, combined with the high cost for groundwater development identified in the Phase 1 report, we recommend that Council defer any additional work relative to increasing groundwater use at this time. The reasons for doing so, which will free-up about $460,000 in Water Fund working capital that can be used for other purposes (including mitigating future rate increases),will be detailed further in the December 7 report to the Council. SUMMARY This detailed review of our current CIP projects shows that we are making excellent progress in our CIP goals, and that the projects underway continue to make sense from a priority and policy perspective. However, the "flip side" of this finding is that this review did not surface any significant"New Funds,"largely due to our ongoing review efforts and the high-level of scrutiny that each project received before being approved by the Council- Nonetheless, as noted above, undertaking this type of detailed review on an ongoing basis is an important component of effective CIP management. -4- status of MAJOR CIP PROjects 2004-05 Second Quarter - As of November 1, 2004 Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% klll e o o i i I Water Reuse 2003-05 Paving Program M"7"7 e 1.4j ! Foothill Bridge Replacement j Bill Roalman Bicycle Boulevard H. :, . . ,: • . Palm-Morro Parking Structure/Offices Damon-Garcia Athletic Fields Ludwick Center Remodel Energy Conservation Projects Water Facilities Master Plan Projects Tank Farm Sewer&Lift Station Laurel Lane/Orcutt/Bullock Realignment I i I � I Santa Barbara Street Widening j I - I EI Chorro Park Athletic Fields i- Radio System Upgrade I i I I I I i I 1 I Groundwater Development I I Wastewater Facilities Master Plan Projects ! 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DISCUSSION Background On August 17, 2004, the Council approved the goal-setting and Financial Plan schedule for 2005-07, 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 fourteen years,this has been a successful process in assuring that the findamental 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 Building on our past successes, we plan to follow a similar approach to the one we used two years ago. However, there is one notable change in the proposed goal-setting process for 2005- 07: Combination of Public Comment and Small Group Discussion at the Community Forum This is an effort to give the best of both worlds. Some people like to provide public comment. Others want to learn and interact in a smaller group around their topic. The proposed format offers both as well as opportunities for attendees to participate in a"straw" prioritization process at the end of the meeting. We believe that the proposed improvements in the Community Forum will enhance the breadth and quality of public involvement. Two-Step Approach With the November 18 and December 14 budget workshops as the 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. Co Forum. Held on the evening of Wednesday,nvnuiuty ening day, Jammy 12,the purpose of this forum is to solicit suggested goals and work programs from Council advisory bodies, community Goal-Setting Process for 2005-07 Page 2 groups and interested individuals. In notices sent to these groups,we have requested that written suggestions be provided to us by January 3, 2005. To ensure that adequate space is available for this workshop,it will be held at the Ludwick Community Center. 2. Council Goal-Seating Workshop. Following the receipt of written and oral comments at the January 12 Community Forum, the Council goal-setting workshop will be held on Saturday, January 29,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 for un and goal-setting workshops, summarized as follows: Community Forum The January 12 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 Tuesday, January 18, 2005. Council Goal-Setting Workshop At the all-day January 29 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 2003- 05, the Council used a ranking system of 5 through 0 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. 2 Address if resources are available. 1 Defer to 2007-09 for consideration. 0 Not a priority goal. Depending on the number of candidate goals, total points available to individual Council members have ranged in the past from 50 to 75---about 3 points per candidate goal. For example, 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 summaries 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 2005-07 Financial Plan. If the work program approved by the Council for a Goal-Setting Process for 2005-07 Page 3 Major City Goal is not included in the CAO'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 2005-07 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. (Note:None of the goals from the 2003-05 process fell into this category). 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 2005-07 is scheduled for the next regular Council meeting following the workshop(February 1,2005). Council Homework Assignment Provided in Exhibit D is the Council's "homework assignment" for the January 29 workshop. It requests that Council members prepare and submit up to seven candidates for Major City Goals by Friday, January 21. Finance will then compile a verbatim, composite list organized based on - common topics, without identifying who submitted the particular statements. We recommend that Council members refrain from releasing their personal lists so that each Council member has flexibility to review all of the submissions and discuss them at the goal-setting workshop before staking a position. This consolidated listing will distributed to all Council members on Tuesday, January 25, 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 twelve 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 in providing the 2. Notices to about 200 community groups and interested individuals inviting them to submit - written suggestions and participate in the community forum. Goal-Setting Process for 2005-07 Page 4 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. 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 January 4, 2005 with the following twelve sections: Agendas 1. Agendas for the January 12 community forum and January 29 goal-setting workshop. Goal Recommendations 2. Suggested goals received from Council advisory bodies. 3. Suggested goals from the "Community Budget Bulletin' survey as of January 4 (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). 4. Suggested goals received by January 4 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. Summary of results from the January 12 Community Forum (to be distributed by January 18). 6. Consolidated Council member goals(to be distributed by January 25). Background Materials 7. Status reports from the November 18 budget workshop: 2003-05 Goals and Objectives; Current CIP Projects; General Plan Programs; and Long-Term CIP. 8. Goal-setting process for 2005-07. 9. Results from the August 2003 citizen survey. 10. Five-Year Fiscal Forecast(presented to the Council on December 14,2004). 11. Other background information such as the 2005-07 Financial Plan schedule, Budget-in-Brief, Financial Plan policies and public notifications. 12.Notes and space for other supplemental materials that the Council may receive. Council Goal Work Programs: Major City Goals i After the Council finalizes goals and objectives for 2005-07, the staff will prepare detailed work programs for each of the Major City Goals. Based on past experience, it is important for the Goal-Setting Process for 2005-07 Page 5 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 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 April 12, 2005. 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 January 29 goal-setting workshop: Council Goal Seton Calendar When What Friday,January 3 Finance receives suggested goals from advisory bodies,community groups and interested individuals. Tuesday,January 4 Council receives goal-setting notebooks. Wednesday,January 12 Council holds community forum. Tuesday,January 18 Council receives written results from community forum. Friday,January 21 Council members submit goals to Finance. Tuesday,January 25 Finance distributes consolidated goals organized by similar themes. Saturday,January 29 Council holds goal-setting workshop. Neat Steps The Financial Plan calendar approved by the Council on August 17, 2004 is provided in Exhibit F. After the goal-setting workshop,key dates in the budget process include: Goal-Setting Process for 2005-07 Page 6 Re�nainiSg LeE Dates A er JanuarE 29 Goal-SetonWorksho When What Tuesday, February 1 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 15 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. Tuesday, April 12 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 19 Preliminary Financial Plan. Receive 2005-07 Preliminary Financial Plan and Appendices A&B: Significant Operating Program Changes and Capital Improvement Plan(CIP)Projects. Thursday, May 26 Budget Workshop. Review the Financial Plan and consider General Special Budget Workshop Fund operating programs. Tuesday,May 31 Budget Workshop. Consider General Fund CEP projects. Special Budget Workshop Thursday,June 2 Budget Workshop. Consider Enterprise Fund operating programs,CIP Special Budget Workshop projects,revenue requirements and rates. Tuesday,June 7 Budget Workshop. Continue to discuss and receive public comment on Regular Meeting the Preliminary Financial Plan. Tuesday,June 21 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 2005, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings. EDITS A. Outline for Community Workshop (January 12) B. Outline for Council Goal-Setting Workshop(January 29) 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 Schedule Summary G:Fm==GudW FoWm&W05 M Fmm=l RmnCamcd Goal-ScM*Councl Agenda RepwWCvel dW*Pm= Goal-Setting Process for 2005-07 Page 7 i Community Forum 6:30 PM to 9:30 PM, Wednesday, January 12, 2005 Ludwick Community Center 6:30 Welcome Mayor 6:35 Process,Current Goals and Fiscal Outlook CAO 7:00 Public Comment—Members of public who desire to speak complete public comment card indicating topic. Mayor calls upon a speaker and identifies topic. Department Head in the budget area for the topic steps up to write the idea on a flip chart sheet and then posts it in the budget discussion area. 8:10 Group Discussions by Budget Topics— 1)Department Heads and staff facilitate a discussion of proposed goals in their respective areas,2)City staff discusses links with current programs,and 3)participants explore alteratives and potential funding possibilities. 8:40 Brief Report from Each Group(with individual comments where desired for clarification) 9:10 Participants Vote on Top Priorities with Dots 9:20 Participants Complete Summary Feedback Form(which includes potential revenue enhancements and expense reductions) 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. • Provide 5 adhesive dots per attendee • 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 • Identify desired level of attention(less, same, or more)for budget categories • Indicate which revenue increases,if any,deserve further consideration • Identify potential areas to consider expense reductions,if needed,to balance the budget Goal-Setting Process for 2005-07 Page 8 Council Goal-Setting Workshop 8:30"to 4:30 PM Saturday, January 29, 2005 City-County Library Community Room 8:30-9:00 am. Refreshments 9:00-9:05 am. Welcome and Introductions Mayor 9:05 -9:10 am. 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 i 1 Goal-Setting Process for 2005-07 Page 9 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 January 29, 2005 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. Goal-Setting Process for 200547 Page 10 Council Member Candidate Major City Goals Please write up to 7 candidates for Major City Goals below and submit them to Finance by January 25, 2005. 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 8 Goal-Setting Process for 2005-07 Page 11 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 January 29,2005 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 ❑ 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 13 Goal-Setting Process for 2005-07 Page 12 EXHIBIT E Criteria for Major City Goals 1. Be legitimate to our genuine beliefs (real, supported). 2. Agreed upon by a Council majority. 3. Focused 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. Reflect major goals that cannot be achieved without Council support. 8. Translated into the objectives of employees at all levels of the organization. _ 9. Created within a supportive atmosphere where participants are not afraid to state their suggestions for improving goals or objectives. 10. Reflect genuine consensus: while unanimous agreement is not required, they should be accepted to the point where resistance to them is reduced or eliminated. Goal-Setting Process for 2005-07 Page 13 2005-07 Financial Plan Schedule Summary When What August 17,2004 ■ Council approves Financial Plan process and schedule. November 18,2004 ■ 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; general fiscal outlook for 2005-07; and"pantry item"follow-up. December 14,2004 ■ Special Budget Workshop Council considers Financial Plan organization and policies;reviews annual financial report for 2003-04; considers results of five-year fiscal forecast;and finalizes goal-setting process. January 12,2005 ■ Special Budget Workshop. Council holds community forum. January 29,2005 ■ Special Budget Workshop. Council holds goal-setting workshop: discusses candidate goals presented at January 12 workshop;discusses Council member goals distributed on January 25; prioritizes and sets major City goals. February 1,2005 ■ If needed, Council finalizes goals and priorities. February 15,2005 ■ Council considers mid-year budget review. March to May 2005 ■ Departments submit budget requests. ■ Budget review team analyzes requests and meets with departments. ■ CAO finalizes budget recommendations. AprU 12,2005 ■ Special Budget Workshop. Council approves major City goal work programs and sets strategic budget direction in preparing the 2005-07 Financial Plan. May 19,2005 ■ CAO issues preliminary budget. May 26,31 and ■ Special Budget Workshops. Council holds evening budget workshops: June 2,2005 . May 26:Financial Plan overview and General Fund operating programs. • May 31:General Fund CIP projects. • June 2:Enterprise Fund programs,CIP projects and rates. May 25,2005 ■ Planning Commission reviews CIP for General Plan consistency. June 7 and 21,2005 ■ Council holds continued hearings;adopts budget. 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The survey was conducted between August 25 and 28, 2003. Four hundred respondents participated in the survey, and the margin of error for the sample as a whole is plus or minus 4.9 percent. The survey questionnaire included a battery of introductory questions asking for respondents' assessment of the quality of life in San Luis Obispo and respondents' opinions about the issues and problems faced by local residents and city government. Voters were also asked specifically to rate the importance of sustaining or improving various City of San Luis Obispo services with additional funds,assuming that the current and future state budgets will reduce funds available for local government services. In addition, voters rated the importance of the City of San Luis Obispo undertaking various one-time improvement projects. The final part of the survey questionnaire provided respondents with several ballot measure concepts for generating new funds for municipal services and projects. Importance of the City Undertaking One-Time Improvement Proiects and Importance-of Sustaining or Improving Services with Additional Funds Table 1 and 2 show that there is little enthusiasm among voters for a list of one-time improvement measures or for sustaining or improving services with additional funds, - under the assumption that the state budget will reduce funds available for local city - services. Voter Opinion Survey,City of San Luis Obispo, August 25-28,2003 uaR 2 Using a scale of one to seven, where one"means not at all important" and seven means "very important"only one of the seven one-time improvement projects—replacing older, deteriorating bridges—obtained a mean score higher than five, or one point greater than four, the point on a seven-point scale that indicates indifference or neutrality. In all, barely half(51 percent) scored"replacing older,deteriorating bridges,"the highest scoring item on the list,as either six or seven, indicating high importance. "Purchasing and permanently preserving open space"was the only other item on this list that voters rated important enough to suggest that it might win support if it were part, or the focus, of an expenditure initiative measure. As Table 1 shows,47 percent rated it either six or seven on the seven point scale of importance. Table 2 reports that none of the four items tested for voter interest in sustaining or improving with additional funds scored highly on the importance scale. Each item barely obtained a mean score above four,the indifference point, and the range scoring six or seven on the seven-point importance scale was between 26 and 31 percent. Table 1 Importance of City of SLO"Undertaking and paying for One-lime Improvements" (1-7 scale wiEh 1='Not/mporfant"and 7="Very Important") L Replacing abler,daterloretlng bridges in San Luis Obispo that are beyond rrrafdrrg repairs,such as the Foothill Brklge SA 51% 4% Purchasing and permanently Preserving key areas at open space In San Luis Obispo 4.9 47% 2% Repairing and mrpanding the ClWs old and Inadequate star.drain system to protect local creeks and prevent floods in severe rainy years 4.3 21% 3% Building the Railmad Bicycle Trail to create a cress-city bike path 42 28% 3% Creating a central emergency operatlons center for police,fire and paramedic services for better emergency coordination 42 27% 2% Buying a fire engine truck that Is specifically designed for fighting wild land fires 4.1 23% 5% Replacing San Luis Obispo's Inadequate and avemrowded pollee headquarters building with a modem headquarters that is ado from flooding,meafs modem security and handicap accessibility standards, and has an adequate emergency 11-14 dispatch center 3.9 19% 5% Voter Opinion Survey.City of San Luis Obispo,August 25-28,2003 page 3 Table 2 Importance of Sustaining or Improving Various City of SLO Services with Additional Funds, Assuming New State Budget Will Reduce Funds for Local Government Services (1-7 scale with 1= "Not Important"and 7= "Very Important'g Mean %6 - Score or .15K Continuing the City's street pavement resurfacing program, to keep streets smooth and safe for motorists and pedestrians 4.5 28% 2% Creating a dedicated paramedic squad in the Fire Department so that emergency response times can be reduced 4.4 31% 2% Improving traffic signals at many city intersections to prevent gridlock and improve motorist and pedestrian safety 4.3 28% 1% Providing more police patrols and reducing police response time in residential neighborhoods 1 4.2 1 26% 1% In short,for the items tested,there is little, if any, sense of urgency or importance in so - far as public spending is concerned. Even when told to assume major cutbacks in state support for municipal services,voters failed to respond by saying it was important for the City to find additional funding. Support Specific Ballot Measure concepts The survey provided respondents with two basic ballot measure concepts: a quarter-cent increase in the local sales tax to sustain or improve paramedic services,provide more police patrols and reduce police response times and a G.O. bond to fund the replacement of the current police headquarters facility with a modem building, including an updated emergency response center. The new police facility concept was further tested by pairing it with other types of physical improvements or augmented city services. In addition,the police facility measure was tested according to whether it was financed by a G. O.bond or by a sales tax increase. In addition,the concept of financing storm drain repairs or repair and maintenance for parks with either a one or three dollar property owner fee was also posed to respondents. j Voter Opinion Survey,City of San Luis Obispo,August 25-28,2003 page 4 The quarter-cent sales tax increase concept Graph 1 shows that the quarter-cent sales tax increase proposal for sustaining or improving police and paramedic services obtains support from 57 percent, substantially below the necessary two-thirds margin for passage. Further, little more than a third says it would"definitely"vote for such a ballot measure. Graph 1 Vote YesNe on%Cent Local Sales Tax Increase to"Sustain or Improve"Paramedic Services,Provide More Police Patrols and Reduce Police Response Times DaMr ay yes 38% NMI 4% Probably Yes \ 18% Defbftly no 75% Vi Probably no 13% Table 3 provides the volunteered responses to a follow-up question asking for reasons for supporting or opposing the quarter-cent sales tax increase concept. The most frequently mentioned reason to oppose this measure is adversity top a new tax (31 percent) and its compliment,"can't afford it"(8 percent). Interestingly, other responses imply that many voters do not sense a need for additional funding because they do not perceive a problem to be solved or a need for additional service. Voter Opinion Survey,City of San Luis Obispo,August 25-28,20u.3 page 5 Table 3 Reasons for Yes/No Vote on V4 Cent Local Sales Tax Increase to "Sustain or Improve" Paramedic Services, Provide More Police Patrols and Reduce Police Response Times �v}y. (Volunteered,Open-ended Response;Top 6 Reasons) hnportantlnecessary/high priority 29% Taxes are too high/no more taxes 31% Affordable/Small amount of money Current service levels are to payl Worth the money 21% satisfactorylimprovement not needed 18% Funding supportlMoney is Already have enough money/Need needed/Want services to continue 19% better use of funding 15% Improve police response timeleafety/public proteetionlFeel Lower priority/Not as important as safer 12% other things 11% Feel safe enough/Crime rate not too Improvements/upgrades 8% high/Current response time is good 11% Up to us/State won't pay for WOur Can't afford/Costs too much/On found responsibility 8% income 8% On the support side, less than one in ten link the sale tax measure to the likelihood of less state money for the City government operations,while larger fractions either found the amount of the tax increase to be trivial or said there was a service maintenance or improvement need. Table 4 shows the demographics of support and opposition related to the quarter-cent sales tax increase proposal. Although there are variations in support and opposition to the sales tax concept among voter subgroups,none are statistically or strategically important except for"political party"and voter segments sorted by assessment of the job being done by the City of San Luis Obispo in providing municipal services. As the graph indicates,there is an important difference between Democrats—who are more favorably disposed to the sales tax idea—and Republicans and those registered"decline-to-state (DTS)." Democrats and Republicans are about evenly split in the potential local November 2004 electorate—40 and 39 percent respectively--and DTS voters are about 14 percent. Voter Opinion Survey.City of San Luis Obispo,August 25-28,2003- page 6 Table 4 Analysis of Demographic and Attitudinal Differences on%Sales Tax Increase Measure for Paramedics, More Police Patrols and Faster Police Response Time DEMOGRAPHIC GROUP TOTAL YES TOTAL NO NMIIDK !i - Men 55% 43% 3% Women 58% 35% 70/0 18-49 53% 43% 40/0 60+ 590/0 35% 6% «tE $0-$30K 54% 40016 6% S30K470K 59°/0 37% 4% >$70K 62% 36% 20/0 White 57% 37% 6% Non-white 600/0 38% 3% Non-college 56% 36% 8% Colle e+ 57% 41% 3% 93401 57% 39% 4% 93405 66% 38% 6% OWNIRENT HOME Own 57% 39% 4% Rent 54% 39% 7°/0 POLITICAL Democrats 68% 29% 3% Republicans 49% 48% 5% DTSJOther 47•/0 43% 10% CITY: RIGHT DIRECTIONIWRONG Right Direction 68% 38% 4% Wrong Track 58% 37% 5% CURRENT QUALITY OF Excellent 60% 34% 6% Good 48% 47% 5% Excellent/Good 57°/0 38% 5% FaIdPoor 54% 46% 0% CITY SERVICES RATING Excellent 68% 27% 5°0 Good 58% 37% 5°/0 ExcellentfGood 60% 35% 5% FaINPoor 48% 49% 3% Voter Opinion Survey, city of San Luis Obispo,August 25-28.20 ., page 7 Support for the sales tax concept is substantially lower among the 24 percent of the November 2004 electorate that rates the City's job performance unfavorably. The low level of support in these two elements of the electorate, understanding that there is a certain amount of overlap,is significant enough to drive support levels well below the 70 percent level voter opinion researchers usually find associated with an ultimately successful financial ballot measure. This is not to say that a quarter-cent sale tax increase to support police and paramedic services would never win two-thirds voter support in San Luis Obispo. Looking to the future, a sense of urgency could increase within the local electorate as new,post-Recall Election events materialize,such as a repeal of the recent vehicle license tax increase without another source of state subvention funds taking its place. And,if a compelling, comprehensive communications campaign in favor of a sales tax measure were mounted, it might possibly convince some of those who are now reluctant on this measure to change to a position of support. However, as of time of the survey, support for the sales tax increase initiative concept for police and paramedic services is far from the necessary - two-thirds vote required for passage. The G.O. Bond Concept The survey tested the feasibility of a G.O. bond to build a new police facility including a coordinated police,paramedic and fire emergency operations center. By splitting the sample into two equal randomly-selected segments,this concept was tested in conjunction with,and independent of, flood control capital improvements. As Graph 2 shows,neither concept—with or without the flood control element—gained anywhere near the two-thirds support needed for passage. Further,as Graph 3 illustrates,after hearing election campaign style arguments for and against the G.O.bond concept, support diminished even further. There is even less inclination to support a new police facility ballot measure if it were funded by a quarter-cent sales tax increase, as Graph 4 shows. r- Voter Opinion Survey.City of San Luis Obispo,August 25-28.2003 nage 8 Graph 2 Initial Vote Yes/No on New Police Facility Measure Without Flood Control Program With Flood Control Program De&l tely Deflnft* yes yes u% 23% Proboty Yes \proes baw Y zfl% 2S% °2% ° %NN 1 NE 10%` r/ ; �--�`e Tib PmM*no /Probably no Deft no 17% ��y� 14% 22% W% Graph 3 Final Vote Yes/No on New Police Facility Measure WMout Hood Control Program With Flood Control Program DeMiby De&M* Ya Ye+ a% tsx Prom*Yss Proably bY« ttx M DKlNA DKMA 4% 4% ProbaW no D�w no Voter Opinion Survey,City of San Luis Obispo,August 25-28,20vs nage 9 r—, Graph 4 Inclination to Support New Police Facility Measure if Bond or Sales Tag Funded by a General Obligation Funded by Increasing the sales Tax in Bond Measure the City of San Luis Obispo by One- quarter of One Percent somewhat DFrom a*d* Da9n8sty rnm somewhat Flom kwilmd 24'/. more Inched Inclined ,.\.18% 18% DKINA 2% ' _ 18akes no D Need neve dramnce .... ,� mlales no Info • '- - _ 12X dHbrw= 4% 17% /11X � / Smrewlad Sorry leas bmilned Daftd* less hwaned De&&* 15% IMI 0 8% less hwaned 17% 31% Returning to the G.O.bond police facility measure concept, Table 5 shows that more than four in ten opposing this ballot measure believe that the current police facility is satisfactory as is,or that it can be repaired. Another one in five believes that a new police facility is a lesser priority than other needs. The anti-tax argument is less frequently volunteered in comparison to opposition to the sales tax measure discussed above,but more than one in ten volunteer it as a reason to oppose the G.O.bond measure. Table 5 Reasons for Initial Yes/No Vote on New Police Facility Measure (Volunteered,Open-ended Response;Top 6 Reasons) Gt3 Et[i , Reason No 96 Current service levels are saflstaotory/no Improvement Imporfantineeessery/high priority 27% needed 21% New ponce facilities aren't Improve police response needed/Use or repair existing timehafegr/pubne protection 18% building 20% Improve policefaclUtlesiheadquartom Lower priodly/Should spend building 13% money on other things 18% Improve emergency/911 servlcesfEmergency preparedness 12% Tarns are too hightno more taxes 12% Storm drain Improvement not Improvementalupdateslupgrede neededlponoe facility cannot be services 1 10% flooded 9% Coordinationieombining of Already have enough servhreslpispatch cenlere 7% 1 money/Need better use of funding1 6% Voter Opinion Survey, Citi of San Luis Obispo, August 25-28,2003 - page 10 On the positive side, supporters of the G.O.bond measure–who make up a plurality or a slim majority of the voters, depending on the version of the measure–without prompting volunteered reasons related to need and improvement of police service. In contrast to the sales tax measure, as illustrated by Table 6,the demographics of support and opposition for police facility G.O. bond measure show a number of important differences among voter subgroups. There is a significant difference according to gender and income, and the latter is further reflected in differences by zip code and home owner or renter status. (Higher income homeowners are clearly less likely to vote"yes"on this measure than lower or moderate income renters.) Party affiliation is much less of a factor associated with support or opposition,but again, the perception of how well the City delivers services effects support and opposition for the G.O. bond measure. Table 6 Analysis of Demographic and Attitudinal Differences on Initial - Police Facilities Measure Vote DEMOGRAPHIC GROUP TOTAL YES TOTAL NO NMI1DK GENDER Men 42% 48% 10% Women 56% 31% 13% AGE 18.49 J— 50% 41% 9% 50+ 50% 36% 14% - INCOME $0430K 57°/6 32% 11% $30K-$70K 54% 37% 9% >$70K 44% 44% 12% ._CEIETHNICITY White 51% 37% 12°/6 Non white 55% 33% 13% Voter Opinion Survey,City of San Luis Obispo,August 25-28, 20o-, case 11 Table 6 Continued: DEMOGRAPHIC GROUP TOTAL YES TOTAL NO NMI1DK EDUCATION Non-college 51% 36% 13% College+ 49% 41% 11% ZIP CODE 93401 540k 37% 9% 93405 45% 41% 14% OWNIRENT HOME Own 46% 41% 13% Rent 57% 35% 9% POLITICAL PARTY Democrats 53% 36% 12% Republicans 50% 39% 11% DTS/Other 41% 46% 13% CITY: RIGHT DIRECTION/WRONG TRACK Right Direction 49% 40% 11% Wrong Track _ _ 53% _ _37% 10% CURRENT QUALITY OF LIFE Excellent - - -- 50% 37% 13% Good 49% 42% 9% Excellent/Good 50% 38% 12% Fair/Poor 46% 46% 8% CITY SERVICES RATING --- - --- --- -- -- --- — - Excellent 60% 31% 10% Good 50% 38% 13% Excellent/Good 52% 36% 12°/6 Fair/Poor 41% 50% 9% The survey also asked respondents if they would support or oppose the G.O. bond measure if it also included funds for other capital improvements. Table 7 summarizes the results of this battery of questions. Of the six additional items that were combined with the police facility,only one gained support greater than 60 percent of the vote-still 10 percent below the ideal feasibility test result number-but four others added support beyond the levels obtained for the police facility or the police facility plus flood control improvements alone. Voter Opinion Survey.Cay of San Luis Obispo,August 25-28,2003 page 12 Table 7 Vote Yes/No if Police Facility Measure Also Included Other Items Total Total Yes NDK 7_1 T R Police Facility with flood control SA 40% 10% Police Facility alone 49% 39% 14-A Replace older,deteriorating bridges in San Luis Obispo that are badly in need of repairs,such as the Foothill Bridge 63% 32% 6% Create a dedicated paramedic squad in the Fire Department so that emergency response times can be reduced 58% 35% 7% Continue the City's street pavement resurfacing program,to keep streets smooth and safe for motorists and pedestrians 55% 39% 6% Provide more police patrols and reducing police response time In residential neighborhoods 50% 44% 6% Repair and expand the City's old and inadequate storm drain system to protect local creeks and prevent floods In severe rainy years 54% 38% 9% Improve traffic signals at many city Intersections to prevent gridlock and improve motorist and pedestrian safety 49% "% 7% Again the perception that repairs are needed for deteriorating bridges asserted itself in response to this question. As noted earlier,this item ranked the highest in importance on the list of"one-time" capital improvements voters rated in an earlier survey question. Further, there is a coincidental agreement in the percentages—58 and 57 percent respectively--that would support a G. O. bond that included funds for a dedicated paramedic squad and the quarter-cent sales tax increase that would fund paramedic operations, along with police services. Like the sales tax increase concept,the G.O. bond concept for replacing the current police headquarters,whether linked to other needs or not, lacks enough public support to make it viable as the present time. At a minimum for such a ballot measure to be successful, a substantial education campaign would be needed. It is possible that the effects of reductions in state support for local government inherent in the current state budget and their likely continuation for the foreseeable future will create a greater sense of urgency among voters now resistant to this ballot measure concept. Nevertheless,as of the moment, appreciation of the need for these capital improvements in not widespread enough in the electorate to make any of the G.O. bond ballot measure concepts tested in this survey viable without a major public education effort. Voter Opinion Survey, t,bry of San Luis Obispo,August 25-28,20%,� page 13 Increase in monthly property owners'fee -' The survey also asked voters if they would support a one-dollar or a three-dollar monthly increase in property owner's monthly fees for either storm drain repairs or the repair and maintenance of public parks. Graph 5 shows that the one-dollar fee level is more acceptable than three dollars and that storm drain repairs are more likely to receive support than park maintenance and repairs. None of the proposals, however,reaches the two-thirds level required for voter approval. Graph 5 Yes/No Vote on either a$1 or$3 Monthly Property Owner's Fee to Support Either Storm Drain Repairs or City Parks Repair and Maintenance $1 a Month for Storm Drains $3 a Month for Storm Drains Probably DefinbW Probably o.nme,ly War VW y.. IRSrx ax ta a% x =W_ /� ' Probably 6% ro % -- No az �x n% oily oenemM ro ro 23% 31% $1 a Month for Parks Renoir and Maintenance $3 a Month for Parks Rmk and Maintenance oamlbly Pyu" Mentally probably yr 7a% n+ y'a n% 1s% o106N �.i ProbablyCIM i/ Probably 3% �� ro 2% ro n� / 16% 1� 1!% 7% 7% oanrbaly Oanobly ro ro H% n% The current voter opinion context in San Luis Obispo The survey asked a number of questions regarding voters' assessment of the quality of life in San Luis Obispo,the performance of City government and the perception of needs and problems that City government should attend to. The responses to these questions reveal something of a paradox for City leaders: Voters have a favorable view of City government and living conditions in San Luis Obispo, so much so that the sense of urgency that underlies most successful local ballot measures asking for additional funding support is lacking except in a more limited and insufficient number of voters. In Voter Opinion Survey.City of San Luis Obispo,August 25-28,200S page 14 short,professionals in the business of planning for the City's future fiscal needs are - aware of needs that are not apparent to an adequate number of voters. - Graph 6 shows that two-thirds of voters in San Luis Obispo believe the City is generally "going in the right direction." By comparison, other surveys, taken on a statewide basis at the same time as the City's, showed that two-thirds of the state's voters think that California more generally has been on the`wrong track." Graph 6 San Luis Obispo: Right Direction/Wrong Track Right din ction 68% DK/NA j Wrong track 21% Graph 7 shows that more than nine in ten voters think that the quality of life in San Luis Obispo is"excellent"or `good." Comparable figures for suburban cities of similar size in the Los Angeles or San Francisco Bay metropolitan areas would be in the mid-fifties percent range for the same quality of life assessment. Voter Opinion Survey.City of San Luis Obispo, August 25-28,20by- page 15 Graph 7 �.. Quality of Life in San Luis Obispo Current Assessment Five Years From Now Beftr 19% DK Excalwd 64% Good 30'4 Current Assessment �`1\ Exce!/Good Only sane 1 Better worse 4/% 20% xi% P,,rttsttah DK 1% 6% s% Worse J/same 31% / 44% r r Graph 8 indicates that by a margin of three to one, voters believe the city of San Luis Obispo is doing an excellent or good job of providing municipal services to its residents. Graph 8 San Luis Obispo Job Rating for Providing Municipal Services Excellent 16% DKINA 3% — _ Good Poor 570)65°h . Just fair 19% Voter Opinion Survey,City of San Luis Obispo,August 25-28,2003 page 16 Nevertheless,there are issues that concern San Luis Obispo voters, and as Table 8 shows, there is a general appreciation by a substantial majority of voters—and a definite concern _ by nearly half-- that the state budget crisis does or will have a local impact on San Luis Obispo. Nevertheless, as can also been seen in Table 8,just 19 percent think that"the cost of basic city services exceeding future City revenues" is a very serious problem. Table 8 Serious Problems facing City of San Luis Obispo (Closed-end,Battery of Issues) Total very Tocol Not Serious Serious Serious OKfNo MMM Problem Problem Problem Opinion Score The availability of affordable housing for middle-class families 76% 91% 8% 1% 8.8 The local impact of the State budget crisis 49% 1 80% 13% 1 8% 7.3 Tragic congestion 32% 74% 26% 1% 6.6 Rapid growth and development 28% 64% 35% 3% 5.9 Speeding cars on local city streets 28% 64% 36% 1% 6.1 Parking downtown 28% 61% 38% 2% 51 \' Having enough City funding to sustain high quality police,fire and paramedic services 21% 55% 39% 6% 5.2 The cost of basic city services exceeding future city revenues 19% 59% 22% 1 20% 5.1 Loss of open space 19% 53% 46% 2% 5.1 Homelessness 18% 67% 31% 3% 5.9 City streets In need of repair 15% 56% 43% 1% 5.3 The amount of taxes and fees people have to pay for city services 15% 43% 51% 7% 4.4 Crime hwolving drunker and alcohol abuse 14% 55% 42% 4% 5.1 The quality of public schools 14% 43% 45% 14% 4.0 Noise in residential neighborhoods 13% 43% 56% 2% 4.3 The danger of flooding from local creeks 3% 27% 71% 2% 32 Voter Opinion Survey,Lite of San Luis Obispo,Augnst 25-28,20vs nage 17 Both volunteered responses,reported in Table 8, and follow-up rating of the seriousness �- of issues, shown in Table 9, indicate that the availability of affordable housing for middle-class families is a major concern in San Luis Obispo. The effects of rapid growth and development and traffic-related issues-- which include congestion and street repair and improvements to aid traffic flow—are also concerns to more than just a relatively few voters. Table 9 Most Serious Issue Facing San Luis Obispo Residents (Volunteered, Open-ended Response; Top 6 Responses) �Y 14 Affordable housing 40% Growth and development 14% Traffic flow 9% Educationipublic schools 4% Jobsikeeping businesses 40A Watedwater supply 4% Prudent fiscal management in an environment of diminishing state subventions to local government and disadvantageous state local-goverment tax exchanges requires looldng for opportunities for local revenue enhancements. It would seem that this survey points to opportunities that he with bridge repair,traffic and street improvements, storm drain repairs,open space preservation and possibly housing. Section 11 Background Materials OTHER BACKGROUND INFORMATION 2005-07 Financial Plan Schedule When What- July 8,2004 ■ Mayor and CAO brief advisory body chairs on their role in the budget process. August 17,2004 ■ Council approves Financial Plan process and schedule. August 30, 2004 ■ CAO and Finance send memorandum to advisory bodies on goal-setting process. November 1, 2004 ® Finance sends letters requesting participation in the goal-setting process to community groups and other interested individuals; and begins inserting Community Budget Bulletin in utility bills. November 18,2004 ® 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; general fiscal outlook for 2005-07; and"pantry item"follow-up. December 14,2004 ■ Special Budget Workshop Council considers Financial Plan organization and policies;reviews annual financial report for 2003-04; considers results of five- year fiscal forecast; and finalizes goal-setting process. January 12,2005 ■ Special Budget Workshop. Council holds community forum. January 29,2005 ■ Special Budget Workshop. Council holds goal-setting workshop: discusses candidate goals presented at January 12 workshop;discusses Council member goals distributed on January 25;prioritizes and sets major City goals. February 1,2005 O If needed, Council finalizes goals and priorities. February 15,2005 ■ Council considers mid-year budget review. March to May 2005 ■ Departments submit budget requests. ■ Budget review team analyzes requests and meets with departments. ■ CAO finalizes budget recommendations. April 12,2005 ■ Special Budget Workshop. Council approves major City goal work programs and sets strategic budget direction in preparing the 2005-07 Financial Plan. May 19,2005 ■ CAO issues preliminary budget. May 26,31 and ■ Special Budget Workshops. Council holds evening budget workshops: June 2,2005 • May 26: Financial Plan overview and General Fund operating programs. • May 31: General Fund CIP projects. • June 2: Enterprise Fund programs,CIP projects and rates. May 25, 2005 ■ Planning Commission reviews CIP for General Plan consistency. June 7 and 21,2005 ■ Council holds continued hearings; adopts budget. Council Meeting Dates in Bold Goal-Setting and the Budget Process 2005-07 Financial Plan July 2004 Letters from Advisory Bodies Community Groups Community Surveys Letters from Individuals Goal-Setting Input Commu_nity Forumy Fiscal Forecast ** '-�,,�January�12�,`2005 Current 2-Year Long-Term Plans, Goals * Goals & Policies * November 18, 2004 Council Goal-Setting **December 14, 2004 "Setting the Table" Workshop "Budget Foundation" Budget Workshop January 29, 2005 Workshop Staff Budget Preparation Major City Goal Work Programs & Strategic Budget Direction: April 12 Preliminary Budget: May 19, 2005 Budget Workshops: May 26, 31, June 2, 7 Adopted Budget: June 21, 2005 city of San IUI S OBI SPO z crty of san Luis oi3ispo- BUDGET PROCESS • . • • 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 first 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 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"up-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. 3 BudgetmlnmBrief 00= ! Supplement Approved 2004-05 Budget The purpose of this"budget-in-brief"is to summarize goals at the very beginning of budget preparation. the second year of the City's 2003-05 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 about the City's budget or For this reason, the City began the 2003-05 would like a complete copy of the 2003-05 Financial Financial Plan process with a series of in-depth Plan or the Supplement, please call us at 781-7127. workshops where Council members considered candidate goals presented by community groups, Purpose of the City's Two-Year Financial Plan Council advisory bodies and interested individuals; reviewed the City's fiscal outlook for the next five The fundamental purpose of the City's Financial years and the status of current goals; presented Plan is to link what we their individual goals to want to accomplish for the fellow Council members; community with the and then set and resources necessary to do prioritized goals for the so. Our Financial Plan next two years. process does this by: clearly setting major City City staff then prepared goals and other important $' a the Preliminary Financial objectives; establishing y Plan based on this policy reasonable timeframes guidance from the and organizational Council. A number of responsibility for achieving ._- budget workshops and them;and then allocating w o hearings followed resources for programs pow resulting in final Council and projects. r4mar"0 on=will ft" adoption of the 2003-05 Financial Plan on June This process results in a 17,2003. two-year budget document that emphasizes long range planning, budgeting for results, effective Comerstone: Budget and Fiscal Policies program management and fiscal accountability. While appropriations are still made annually under Formally articulated budget and fiscal policies this process, the Financial Plan is the foundation for provide the fundamental foundation for preparing preparing the budget in the second year. The and implementing the Financial Plan. Included in Council adopted the 2004-05 Supplement on June the Financial Plan itself,these policies cover a broad 15,2004. range of areas such as revenue management, user fee cost recovery goals,enterprise fund rates, Major City Goals investments, capital improvement management, capital financing and debt management, minimum Linking important objectives with necessary fund balance and reserve levels, investments, resources requires a process that identifies key human resource management, productivity and contracting for services. city of San WIS OBI s o AdML OVERVIEW above minimum policy levels; developing a General Fund capital improvement plan (CIP)that is the Our community continues to face two significant and lowest possible while reasonably maintaining our distinct threats to our fiscal health in both the short existing infrastructure and facilities; reducing and long-run: operating program costs and related service levels; and implementing selected new revenues as O State budget impacts on the City as the State allowed under Proposition 218. deals with its very real(and very large) budget deficits. As shown below, expenditure reductions played the largest role in balancing the 2003-05 budget, O And our own local challenges based on the accounting for about 75%of the total,with CIP performance of our local economy and added reductions accounting for about 50%. operating cost pressures. BUDGET BALANCING STRATEGY State Budget Cuts Still the Greatest Threat. Of aMIngMe GMWWFund Cap these two, State budget cuts present the greatest 0 New threat, since--without a fundamental change in PAWM $ State-local fiscal"ground rules"--there is no Asx conceptual limit to the amount that the State can o CP take away from us: the use of local sources as a 01R°97% 49% ms State piggyback in tough fiscal times is simply, from their perspective, all too easy and expedient. Espendm,res:rax For this reason, no matter how successful we are at 0opem" a local level in managing our own finances, and PmgMM navigating responsibly through tough fiscal times, 25% this can be undone arbitrarily and capriciously by the _ State at the drop of a hat"in the midnight hour." As Even Further Cuts Needed in 200405. The 2003- a detailed look at State takeaways shows over the 05 Financial Plan did not assume further State cuts last 15 years,they are never based a rational over this two-year period. However, State budget realignment of State-city revenues, but a blatant raids actually totaled $1.5 million. To accommodate self-serving desire to avoid making hard decisions this,we made further expenditure cuts in 2004-05 about State programs and service levels, based on (most notably in our paving program); and for the State revenues. first time since we adopted our minimum reserve policy fifteen years ago of 20% of operating "Two-Year State Budget Deal:'Short Terrn Gain expenditures,we are going below this level to 17%. for Long-Tenn Gain. Since real protection against While this is significant in signaling the tough fiscal State raids is so critical, the City has joined with times facing us, it is also consistent with the strategy other local governments in supporting the adopted as part of the 2003-05 Financial:to Govemors'Ywo year budget deal. In exchange for $2.6 billion in takeaways from local government over maintain reserves at policy levels as our first line of the next two years(of which the City's two-year defense against even more State budget grabs. share is$1.4 million),the State has agreed to place PROSPECTS FOR THE FUTURE a ballot measure providing strong constitutional protection from further State budget grabs on the The budget for 2004-05 builds on the foundation and November 2004 for voter approval(Proposition 1A). Passage of this measure is essential for the City's strategy used,i preparing the major g is andel long-term fiscal health. Plan. Notably, lt achieves the major goals and objectives set forth in the Plan,while preparing us FINANCIAL CONDITION SUMMARY for the difficult decisions we will need to make as part of the 2005-07 Financial Plan. Tough Fiscal Past,Tough Fiscal Future. We began the 2003-05 budget process facing our Based solely on local circumstances,we should be toughest fiscal outlook in over ten years, since the able to weather the fiscal storm ahead of us this 1992-94 recession and State budget grabs at the year and prudently position ourselves for 2005-07. same time. In April 2003,we projected an ongoing However,without the kind of protection against "budget gap°of about$7.0 million annually in the future State raids offered by Proposition 1A,we may General Fund if we did not take corrective action. need to again—,as we did for the 2003-05 Financial The 2003-05 Financial Plan reflects the following Plan--fundamentally revisit our General fund strategy in closing this gap: using available reserves resources and related service levels. s 2 The 2003-05 Financial Plan sets major City goals for the next two years and links them with the programs, projects and resources necessary to achieve them. Detailed work programs have been prepared for each of these goals, including the challenges we will face in achieving the goal, action plans and resource requirements. _ Long-Term Water Supply. Neighborhood Wellness. Improve p ` Continue aggressive efforts neighborhoods and neighborhood to develop permanent, involvement by continuing to " reliable water sources to ux' _ implement the neighborhood wellness meet General Plan needs, w--- program, including consideration of a including all options under =�" rental inspection ordinance. current Council policy. ` Street and Sidewalk South Broad Street Corridor Maintenance. Continue Plan. Adopt General Plan and - r- - maintenance of streets and zoning amendments to create a sidewalks at a moderate mixed-use residential level. neighborhood along the South Broad Street corridor from South Street to Orcutt Road and seek grant funding to create a neighborhood concept plan for the area. 4r,f Los Osos Valley Interchange. Continue �. working towards ,, Downtown Improvements: improvements at the Los "�.•., Monterey Plaza. Pursue the Osos Valley Road/Highway _ creation of a"Monterey Plaza" One of wwn opdans nnm rbe 101 interchange. for civic gatherings and passive z=rioiedStudymtpon recreation, dependent upon the start-up of the Copeland's Court Street retail-Bikeway Improvements: commercial and the Palm-Morro parking projects. Railroad Safety Trail. Acquire right-of-way and - Economic Development: property for extension of the """'= Transient Occupancy Tax. Railroad Safety Trail from Encourage and promote �., the Jennifer Street Bridge to - projects that will increase Cal Poly. -- lodging and conference facilities in order to generate additional Therapy Pool. Pursue _ transient occupancy tax(TOT) development of a warm :, '. .:; .. :k revenues. water therapy pool at the Swim Center through a financing program for its Economic Development: Sales construction and ongoing operation that does not Tax. Encourage and promote use general-purpose revenues. retail projects that will increase sales tax revenues. Housing. Adopt a housing element that expands housing opportunities for A. Lon Term Fiscal Health: ,., very low, low and moderate ,' � �, g income households, Preservation of Essential preserves and enhances Services. Develop a residential neighborhoods comprehensive strategy for and complies with state laws including CEQA; and preserving essential services, encourage and support Cal Poly's efforts to provide adequately maintaining existing more on-campus housing consistent with their ' facilities and infrastructure, and - adopted master plan for housing and enrollment. protecting the City's fiscal health. 3 BUDGET SUMMARY 200405 Budget By Funding Source: 2004-05 General Fund Budget: $91.0 Million $40.5 Million 0 Debt SerAce 4% OGeneral ®Capital Fund proles 45% 6% :) 00perating 0 Enterprise programs Funds 90% 47% M Other Furls 8% 2004-05 General Fund Operating Budget 2004-05 General Fund Operating Budget By Function:$36.0 MiOion By Type:$36.0 Million O Oilier O General Operating Govt Costs 8% 12% ®Contract O Comm Dev Services ■public 10% OSfatBm Barely 5 76% '% C Leisure. cultural& .. . Social Services 5% 0Tmnsprtn 5% Major . Projects: All Funds (in Millions) 200405 General Fund Revenues: Water System Improvements —W.5— $37.9 Million Wastewater System Improvements 10.6 pother Street Paving 2.9 9% Foothill Bridge Replacement 6.4 0 Service Bikeway&Pedestrian Improvements 0.9 Char1 Therapy Pool at Swim Center 0.2 Park Improvements 1.0 o Other ■sales rax Open Space Preservation 5.9 Taxes 81% 10% O Vehide 2004-05 1-1 Public Safety 142.0 Fees Public Utilities 56.8 1% Transportation 25.0 ® �, pproperly Leisure,Cultural S Social Services 28.0 Users rax zTax Community Development 39.6 Service OTOT General Government 55.9 tan Total Positions 347.3 L 74 a city of sun tins omspo Budget and Fiscal Policies FINANCIAL PLAN PURPOSE 2. Concentrating on developing and budgeting AND ORGANIZATION for the accomplishment of significant objectives.. 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 for stable operations and assures the City's 1. Identifying community needs for essential long-term fiscal health. services. 5. Promoting more orderly spending patterns. 2. Organizing the programs required to provide 6. Reducing the amount of time and resources these essential services. allocated to preparing annual budgets. 3. Establishing program policies and goals, 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 D. Second Year Budget. Before the beginning of delivery of program services. 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. foal year. 7. Setting standards to measure and evaluate E. Operating Carryover. Operating program the: appropriations not spent during the fast fiscal a. Output of program activities. year may be carried over for specific purposes into the second fiscal year with the approval of b. Accomplishment of program objectives. the City Administrative Officer(CAO). c. Expenditure of program appropriations. F. Goal States 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 afar 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 ping in managing the City's fiscal Financial Plan. This means that: affairs. g -1- Budget and Fiscal Policies 1. Operating revenues must fully cover adoption by majority vote of the Council j 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 fiords) 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. :•.,, s Under this policy, it is allowable for total expenditures to exceed revenues in a given year, A. Diversified and Stable Base. The City will however, in this situation, beginning fund seek to maintain a diversified and stable revenue base to 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 77 w;, „ ry ,r 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-tern debt. accountant. The City will strive for an D. Interfand Transfers and Loans. In order to unqualified auditors' opinion. achieve important 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 fimd exists as a separate financing entity from other funds, with its own revemre sources, 3. The City will issue audited financial expenditures and fiord 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 mterfimd 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 reportsintended 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 in summary, nterfimd transfers result in a supplement the budget at any time after its change is fiord equity; interfimd borrowings do -2- Budget and Fiscal Policies not, as the intent is to repay in the loan in the B. User Fee Cost Recovery Levels near term. In setting user fees and cost recovery levels, the From time-to-time, interfund borrowings may be following factors will be considered: appropriate; however, these are subject to the following criteria in ensuring that the fiduciary 1. Community-Wide Versus Special Benefit purpose of the fund is met: The level of user fee cost recovery should consider the community-wide versus special 1. The Director of Finance is authorized to service nature of the program or activity. approve temporary interftmd borrowings for The use of general-purpose revenues is cash flow purposes whenever the cash appropriate for community-wide services, shortfall is expected to be resolved within 45 while user fees are appropriate for services days. The most common use of interfimd that are of special benefit to easily identified borrowing under this circumstance is for individuals or groups. grant programs like the Community Development Block Grant, where costs are 2. Service Recipient Versus Service Driver. incurred before drawdowns are initiated and After considering community-wide versus received. However, receipt of fiords is special benefit of the service, the concept of typically received shortly after the request service recipient versus service driver for fiords has been made. should also be considered. For example, it could be argued that the applicant is not the 2. Any other interfimd borrowings for cash beneficiary of the City's development review flow or other purposes require case-by-case efforts: the community is the primary approval by the Council. beneficiary. However, the applicant is the driver of development review costs, and as 3. Any transfers between funds where such, cost recovery from the applicant is reimbursement is not expected within one appropriate. fiscal year shall not be recorded as interfirrd borrowings; they shall be recorded as 3. Effect of Pricing on the Demand for interfimd operating transfers that affect Services. The level of cost recovery and equity by moving financial resources from related pricing of services can significantly one fiord to another. affect the demand and subsequent level of services provided. At fell cost recovery,this USER FEE COST RECOVERY GOALS has the specific advantage of ensuring that the City is providing services for which there is genuinely a market that is not A. Ongoing Review overly-stimulated by artificially low prices. Conversely,high levels of cost recovery will Fees will be reviewed and updated on an negatively impact the delivery of services to ongoing basis to ensure that they keep pace with lower income groups. This negative feature changes in the cost-of-living as well as changes is especially pronounced, and works against in methods or levels of service delivery. public policy, if the services are specifically targeted to low income groups. In implementing this goal, a comprehensive analysis of City costs and fees should be made at 4. Feasibility of Collection and Recovery. least every five years. In the interim, fees will Although it may be determined that a high be adjusted by annual changes in the Consumer level of cost recovery may be appropriate Price Index- Fees may be adjusted during this for specific services, it may be impractical interim period based on supplemental analysis or too costly to establish a system to identify whenever there have been significant changes in and charge the user. Accordingly, the the method,level or cost of service delivery. feasibility of assessing and collecting -3- Budget and Fiscal Policies charges should also be considered in 1. The service is similar to services provided developing user fees, especially if through the private sector. significant program costs are intended to be financed from that source. 2. Other private or public sector alteratives could or do exist for the delivery of the C. Factors Favoring Low Cost Recovery Levels service. Very low cost recovery levels are appropriate 3. For equity or demand management under the following circumstances: purposes, it is intended that there be a direct relationship between the amount paid and 1. There is no intended relationship between the level and cost of the service received. the amount paid and the benefit received. Almost all "social service" programs fall 4. The use of the service is specifically into this category as it is expected that one discouraged. Police responses to group will subsidize another. disturbances or false alarms might fall into this category. 2. Collecting fees is not cost-effective or will significantly impact the efficient delivery of 5. The service is regulatory in nature and the service. voluntary compliance is not expected to be the primary method of detecting failure to 3. There is no intent to limit the use of (or meet regulatory requirements. Building entitlement to) the service. Again, most permit, plan checks, and subdivision review "social service" programs fit into this fees for large projects would fall into this category as well as many public safety category. (police and fire) emergency response services. Historically, access to E. General Concepts Regarding the Use of neighborhood and community parks would Service Charges also fit into this category. The following general concepts will be used in 4. The service is non-recurring, generally developing and implementing service charges: delivered on a"peak demand" or emergency basis, cannot reasonably be planned for on 1. Revenues should not exceed the reasonable an individual basis, and is not readily cost of providing the service. available from a private sector source. Many public safety services also fall into 2. Cost recovery goals should be based on the this category. total cost of delivering the service, including direct costs, departmental administration 5. Collecting fees would discourage costs, and organization-wide support costs compliance with regulatory requirements such as accounting, personnel, data and adherence is primarily self-identified, processing, vehicle maintenance and and as such, failure to comply would not be insurance. readily detected by the City. Many small- scale licenses and permits might fall into 3. The method of assessing and collecting fees this category. should be as simple as possible in order to reduce the administrative cost of collection. D. Factors Favoring High Cost Recovery Levels 4. Rate strictures should be sensitive to the The use of service charges as a major source of "market' for similar services as well as to finding service levels is especially appropriate smaller, infrequent users of the service. under the following circumstances: -4- Budget and Fiscal Policies 5. A unified approach should be used in encouraging high-levels of participation in determining cost recovery levels for various youth and senior recreation activities programs based on the factors discussed regardless of financial status. above. 3. Cost recovery goals for recreation activities F. Low Cost-Recovery Services are set as follows: Based on the criteria discussed above, the High Range Cost Recovery Activities following types of services should have very (60%to 100%) low cost recovery goals. In selected a. Classes(Adult and Youth) 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) However, the primary source of finding for the d. Facility rentals (Jack House, other in- operation as a whole should be general-purpose door facilities except the City/County revenues,not user fees. Library) 1. Delivering public safety emergency Mid-Range Cost Recovery Activities response services such as police patrol (30%to 609,61) services and fire suppression. e. City/County Library room rentals 2. Maintaining and developing public facilities f. Special events (triathlon, other City- that are provided on a uniform, community- sponsored special events) wide basis such as streets, parks and g. Youth track general-purpose buildings. h. Minor league baseball i. Youth basketball 3. Providing social service programs and j. Swim lessons economic development activities. k. Outdoor facility and equipment rentals G. Recreation Programs Low-Range Cost Recovery Activities (0 to 30%) The following cost recovery policies apply to 1. Public swim the City's recreation programs: in. Special swim classes 1. Cost recovery for activities directed to adults n. Community garden o. Youth STAR should be relatively high. p. Teen services 2. Cost recovery for activities directed to youth q• Senior services and seniors should be relatively low. In 4. For cost recovery activities of less than those circumstances where services are 100°/a,there should be a differential in rates similar to those provided in the private between residents and non-residents. sector, cost recovery levels should be However, the Director of Parks and higher. Recreation is authorized to reduce or 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 a. The fee is reducing attendance. cost of determining need may be greater than the cost of providing a uniform service b. And there are no appreciable - fee structure to all participants. Further, expenditure savings from the reduced there is a community-wide benefit in attendance. -5- Budget and Fiscal Policies 5. Charges will be assessed for use of rooms, 2. Cost recovery for these services should i.' 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%. Such charges will generally conform to the fee guidelines described above. However, 3. However, in charging high cost recovery the Director of Parks and Recreation is levels, the City needs to clearly establish authorized to charge fees that are closer to and articulate standards for its performance full cost recovery for facilities that are in reviewing developer applications to heavily used at peak times and include a ensure that there is"value for cost." majority of non-resident users.. I. Comparability With Other Communities 6. A vendor charge of at least 10 percent of gross income will be assessed from In setting user fees, the City will consider fees individuals or organizations using City charged by other agencies in accordance with facilities for moneymaking activities. the following criteria: 7. Director of Parks and Recreation is 1. Surveying the comparability of the City's authorized to offer reduced fees such as fees to other communities provides useful introductory rates, family discounts and background information in setting fees for coupon discounts on a pilot basis (not to several reasons: exceed 18 months) to promote new recreation programs or resurrect existing a. They reflect the "market" for these fees ones. and can assist in assessing the reasonableness of San Luis Obispo's 8. The Parks and Recreation Department will fees. consider waiving fees only when the City Administrative Officer determines in writing b. If prudently analyzed, they can serve as that an undue hardship exists. a benchmark for how cost-effectively San Luis Obispo provides its services. H. Development Review Programs 2. However, fee surveys should never be the The following cost recovery policies apply to sole or primary criteria in setting City fees the development review programs: as there are many factors that affect how and why other communities have set their fees at 1. Services provided under this category their levels. For example: include: a. What level of cost recovery is their fee a Planning(planned development permits, intended to achieve compared with our tentative tract and parcel maps, cost recovery objectives? rezonings, general plan amendments, b. What costs have been considered in variances,use permits). computing the fees? b. Building and safety (building permits, c. When was the last time that their fees structural plan checks,inspections). were comprehensively evaluated? c. Engineering (public improvement plan d. What level of service do they provide checks, inspections, subdivision compared with our service or requirements,encroachments). performance standards? d. Fire plan check. _/3 -6- Budget and Fiscal Policies e. Is their rate structure significantly 1. At 3.5%, water and sewer franchise fees are different than ours and what is it based on the mid-point of the statewide intended to achieve? standard for public utilities like electricity and gas (2% of gross revenues from 3. These can be very difficult questions to operations) and cable television (5% of address in fairly evaluating fees among gross revenues). As with other utilities, the different communities. As such, the purpose of the fianchise fee is reasonable comparability of our fees to other compensation the use of the City's street communities should be one factor among right-of-way. The appropriateness of many that is considered in setting City fees. charging the water and sewer fiords a reasonable franchise fee for the use of City ENTERPRISE FUND FEES AND RATES streets is further supported by the results of jr recent studies in Arizona, California, Ohio and Vermont which concluded that the A. Water, Sewer and Parking. The City will set leading cause for street resurfacing and fees and rates at levels which fiilly cover the reconstruction is street cuts and trenching total direct and indirect costs—including for utilities. operations, capital outlay, and debt service—of the following enterprise programs: water, sewer 2. For the water fined, property tax in-lieu fees and parking. are established under the same methodology used in assessing property tax in-lieu fees to B. Golf: Golf program fees and rates should fully the Housing Authority under our 1976 cover direct operating costs. Because of the agreement with them. Under this approach, nine-hole nature of the golf course with its focus water fiord property tax in-lieu charges are on youth and seniors,subsidies from the General about $29,000 annually, and grow by 2% Fund to cover indirect costs and capital per year as allowed under Proposition 13. improvements may be considered by the Council as part of the Financial Plan process, along with REVENUE DISTRIBUTION the need to possibly subsidize direct operating `` 7:7777`771 costs as well. The Council recognizes that generally accepted C. Transit. Based on targets set under the accounting principles for state and local Transportation Development Act, the City will governments discourage the "earmarking" of strive to cover at least twenty percent of transit General Fund revenues, and accordingly, the operating costs with fare revenues. practice of designating General Fund revenues for specific programs should be minimized in the City's D. Ongoing Rate Review. The City will review management of its fiscal affairs. Approval of the and adjust enterprise fees and rate structures as following revenue distribution policies does not required to ensure that they remain appropriate prevent the Council from directing General Fund and equitable. resources to other functions and programs as necessary. E. Franchise and In-Lieu Fees. In accordance with long-standing practices, City will treat the A. Property Taxes. With the passage of water and sewer fiords in the same manner as if Proposition 13 on June 6, 1978, California cities they were privately owned and operated. In no longer can set their own property tax rates. addition to setting rates at levels necessary to In addition to limiting annual increases in fully cover the cost of providing water and market value, placing a ceiling on voter- sewer service, this means assessing reasonable approved indebtedness, and redefining assessed franchise and property tax in-lieu fees. valuations, .Proposition 13 established a maximum county-wide levy for general revenue purposes of 1% of market value. Under -7- / 4 Budget and Fiscal Policies subsequent state legislation, which adopted INVESTMENTS formulas for the distribution of this countywide levy, the City now receives a percentage of total property tax revenues collected countywide as A. Responsibility. Investments and cash determined by the County Auditor-Controller. management is the responsibility of the City Treasurer or designee. Until November of 1996, the City had provisions in its Charter that were in conflict B. Investment Objective. The City's primary with Proposition 13 relating to the setting of investment objective is to achieve a reasonable property tax revenues between various funds. rate of return while minimizing the potential for For several years following the passage of capital losses arising from market changes or Proposition 13, the City made property tax issuer default. Accordingly, the following allocations between funds on a policy basis that factors will be considered in priority order in were generally in proportion to those in place determining individual investment placements: before Proposition 13. Because these were general-purpose revenues, this practice was 1. Safety discontinued in 1992-93. With the adoption of a 2. Liquidity series of technical revisions to the City Charter 3. Yield in November of 1996, this conflict no longer exists. C. Tax and Revenue Anticipation Notes: Not for B. Gasoline Tax Subventions. All gasoline tax Investment Purposes. There is an appropriate revenues (which are restricted by the State for role for tax and revenue anticipation notes street-related purposes) will be used for (TRANS) in meeting legitimate short-term cash maintenance activities. Since the City's total needs within the fiscal year. However, many agencies issue TRANS as a routine business expenditures for gas tax eligible programs and projects are much greater than this revenue Practice, not solely for cash flow purposes, but to capitalize on the favorable difference between source, operating transfers will be made from the interest cost of issuing TRANS as a tax- the gas tax fiord to the General Fund for this Preferred security and the interest yields on them purpose. This approach significantly reduces if re-invested at full market rates. the accounting efforts required in meeting State reporting requirements' As part of its cash flow management and C. Transportation Development Act (TDA) investment strategy, the City will only issue Revenues. All TDA revenues will be allocated TRANS or other forms of short-tern debt if to alternative transportation programs, including necessary to meet demonstrated cash flow needs; regional and municipal transit systems, bikeway TRANS or any other form of short-term debt improvements, and other programs or projects financing will not be issued for investment designed to reduce automobile usage. Because Purposes. As long as the City maintains its TDA revenues will not be allocated for street current policy of maintaining fimd/working purposes, it is expected that alternative capital balances that are 20% of operating transportation programs (in conjunction with expenditures, it is unlikely that the City would other state or federal grants for this purpose)will need to issue TRANS for cash flow purposes be self-supporting from TDA revenues. except in very unusual circumstances. D. Parldng Fines. All parking fine revenues will D. Selecting Maturity Dates. The City will strive be allocated to the parking fiord. to keep all idle cash balances fully invested through daily projections of cash flow requirements. To avoid forced liquidations and 1 losses of investment earnings, cash flow and future requirements will be the primary consideration when selecting maturities. Budget and Fiscal Policies E. Diversification. As the market and the City's management practices. Members include the investment portfolio change, care will be taken City Administrative Officer, Assistant CAO, to maintain a healthy balance of investment Director of Finance/City Treasurer, Revenue types and maturities. Manager and the City's independent auditor. F. Authorized Investments. The City will invest L. Reporting. The City Treasurer will develop and only in those instruments authorized by the maintain a comprehensive, well-documented California Government Code Section 53601. investment reporting system, which will comply with Government Code Section 53607. This The City will not invest in stock, will not reporting system will provide the Council and speculate and will not deal in futures or options. the Investment Oversight Committee with The investment market is highly volatile and appropriate investment performance continually offers new and creative information. opportunities for enhancing interest earnings. Accordingly, the City will thoroughly APPROPRIATIONS LEMTATION investigate any new investment vehicles before committing City funds to them. A. The Council will annually adopt a resolution G. Authorized Institutions. Current financial establishing the City's appropriations limit statements will be maintained for each calculated in accordance with Article XIII-B of institution in which cash is invested. the Constitution of the State of California, Investments will be limited to 20 percent of the Section 7900 of the State of California total net worth of any institution and may be Government Code,and any other voter approved reduced further or refused altogether if an amendments or state legislation that affect the institution's financial situation becomes City's appropriations limit. unhealthy. — B. The supporting documentation used in H. Consolidated Portfolio. In order to maximize calculating the City's appropriations limit and yields from its overall portfolio, the City will projected appropriations subject to the limit will consolidate cash balances from all funds for be available for public and Council review at investment purposes, and will allocate least 10 days before Council consideration of a investment earnings to each fiord in accordance resolution to adopt an appropriations limit The with generally accepted accounting principles. Council will generally consider this resolution in connection with final approval of the budget I. Safekeeping. Ownership of the City's investment securities will be protected through C. The City will strive to develop revenue sources, third-party custodial safekeeping. both new and existing, which are considered non-tax proceeds in calculating its J. Investment Management Plan. The City appropriations subject to limitation. Treasurer will develop and maintain an Investment Management Plan that addresses the D. The City will annually review user fees and City's administration of its portfolio, including charges and report to the Council the amount of investment strategies,practices and procedures. program subsidy, if any, that is being provided by the General or Enterprise Funds. K. Investment Oversight Committee. As set forth in the Investment Management Plan, this E. The City will actively support legislation or committee is responsible for reviewing the initiatives sponsored or approved by League of City's portfolio on an ongoing basis to California Cities which would modify Article determine compliance with the City's XIII-B of the Constitution in a manner which _ investment policies and for making would allow the City to retain projected tax recommendations regarding investment -9- Budget and Fiscal Policies �. revenues resulting from growth in the local D. Other Designations and Reserves. In addition economy for use as determined by the Council. to the designations noted above, fund balance levels will be sufficient to meet funding F. The City will seek voter approval to amend its requirements for projects approved in prior years appropriation limit at such time that tax proceeds which are carried forward into the new year, are in excess of allowable limits. debt service reserve requirements; reserves for encumbrances; and other reserves or FUND BALANCE AND RESERVES designations required by contractual obligations, state law, or generally accepted accounting principles. A. Minimum Fund and Worlung Capital Balances. The City will maintain fund or CAPITAL IMPROVEMENT MANAGEMENT working capital balances of at least 20% of "`MEME �.EVER -T * � operating expenditures in the General Fund and water, sewer and parking enterprise funds. This A. CIP Projects: $15,000 or More. Construction is considered the minimum level necessary to projects and equipment purchases which cost maintain the City's credit worthiness and to $15,000 or more will be included in the Capital adequately provide for: Improvement Plan (CIP); minor capital outlays of less than $15,000 will be included with the 1. Economic uncertainties, local disasters, and operating program budgets. other financial hardships or downturns in the local or national economy. B. CIP Purpose. The purpose of the CIP is to 2. Contingencies for unseen operating or systematically plan, schedule, and finance capital needs. capital projects to ensure cost-effectiveness as well as conformance with established policies. L J 3. Cash flow requirements. The CIP is a four-year plan organized into the same functional groupings used for the operating B. Fleet Replacement: For the General Fund fleet, programs. The CIP will reflect a balance the City will establish and maintain a Fleet between capital replacement projects that repair, Replacement Fund to provide for the timely replace or enhance existing facilities, equipment replacement of vehicles and related equipment or infrastructure;and capital facility projects that with an individual replacement cost of$15,000 significantly expand or add to the City's existing or more. The City will maintain a minimum fixed assets. fund balance in the Fleet Replacement Fund of at least 20% of the original purchase cost of the C. Project Manager. Every CIP project will have items accounted for in this fund. a project manager who will prepare the project proposal, ensure that required phases are The annual contribution to this fund will completed on schedule, authorize all project generally be based on the annual use allowance, expenditures, ensure that all regulations and which is determined based on the estimated life laws are observed, and periodically report of the vehicle or equipment and its original project status. purchase cost. Interest earnings and sales of surplus equipment as well as any related damage D. CIP Review Committee. Headed by the City and insurance recoveries will be credited to the Administrative Officer or designee, this Fleet Replacement Fund. Committee will review project proposals, determine project phasing, recommend project C. Future Capital Project Designations.. The managers, review and evaluate the draft CIP Council may designate specific fund balance budget document, and report CIP project levels for future development of capital projects progress on an ongoing basis. _ that it has determined to be in the best long-term interests of the City. -10- Budget and Fiscal Policies E. CIP Phases. The CIP will emphasize project designed, and more projects will be designed planning, with projects progressing through at than will be constructed or purchased during the _ least two and up to ten of the following phases: tens of the CIP. 1. Designate. Appropriates funds based on F. CIP Appropriation. The City's annual CIP projects designated for funding by the appropriation for study, design, acquisition Council through adoption of the Financial and/or construction is based on the projects Plan. designated by the Council through adoption of the Financial Plan. Adoption of the Financial 2. Study. Concept design, site selection, Plan CIP appropriation does not automatically feasibility analysis, schematic design, authorize funding for specific project phases. environmental determination, property This authorization generally occurs only after appraisals, scheduling, grant application, the preceding project phase has been completed grant approval, specification preparation for and approved by the Council and costs for the equipment purchases. succeeding phases have been fully developed. 3. Environmental Review EIR preparation, Accordingly, project appropriations are other environmental studies. generally made when contracts are awarded. If project costs at the time of bid award are less 4. Real Property Acquisitions. Property than the budgeted amount, the balance will be acquisition for projects, if necessary. unappropriated and returned to fund balance or allocated to another project. If project costs at 5. Site Preparation. Demolition, hazardous the time of bid award are greater than budget materials abatements, other pre-construction amounts,five basic options are available: work. 1. 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. 7. Construction. Construction contracts. 3. Rescope or change the phasing of the project to meet the existing budget 8. Construction Management Contract 4. Transfer funding from another specified, project management and inspection, soils lower priority project and material tests, other support services during construction. 5. Appropriate additional resources as necessary from fiord balance. 9. Equipment Acgaisidans. Vehicles, heavy machinery, computers, office f imishings, G. CIP Budget Carryover. Appropriations for other equipment items acquired and installed CIP projects lapse three years after budget independently from construction contracts. adoption. Projects which lapse from lack of project account appropriations may be 10. Debt Service. Installment payments of resubmitted for inclusion in a subsequent CIP. principal and interest for completed projects Project accounts, which have been appropriated, fimded through debt financings. will not lapse until completion of the project Expenditures for this project phase are phase. included in the Debt Service section of the Financial Plan. 11 Program Objectives. Project phases will be listed as objectives in the program narratives of Generally, it will become more difficult for a the programs,which manage the projects. project to move from one phase to the next As such, more projects will be studied than will be Q -11- Budget and Fiscal Policies I. Public Art. CIP projects will be evaluated anticipation notes is excluded from this during the budget process and prior to each limitation. (See Investment Policy) phase for conformance with the City's public art policy, which generally requires that 1% of 3. Capital improvements will be financed eligible project construction costs be set aside primarily through user fees, service charges, for public art. Excluded from this requirement assessments, special taxes or developer are underground projects, utility irdastructure agreements when benefits can be projects, funding from outside agencies, and specifically attributed to users of the facility. costs other than construction such as study, Accordingly, development impact fees environmental review, design, site preparation, should be created and implemented at levels land acquisition and equipment purchases. sufficient to ensure that new development pays its fair share of the cost of constructing It is generally preferred that public art be necessary community facilities. incorporated directly into the project, but this is not practical or desirable for all projects; in this 4. Transportation impact fees are a major case, an in-lieu contribution to public art will be funding source in financing transportation made. To ensure that funds are adequately system improvements. However, revenues budgeted for this purpose regardless of whether from these fees are subject to significant public art will directly incorporated into the fluctuation based on the rate of new project, funds for public art will be identified development. Accordingly, the following separately in the CIP. guidelines will be followed in designing and building projects funded with transportation Given the City's fiscal situation, for 2003-05 impact fees: public art will continue to be funded but at a reduced level that is still greater than private a. The availability of transportation impact sector requirements(0.75%rather than I%). fees in funding a specific project will be analyzed on a case-by-case basis as CAPUAL FINANCING plans and specification or contract AND DEBT MANAGEMENT awards are submitted for CAO or Council approval. A. Capital Financing b. If adequate funds are not available at that time, the Council will make one of 1. The City will consider the use of debt two determinations: financing only for one-time capital improvement projects and only under the • Defer the project until funds are following circumstances: available. • a. When the projectBased on the high-priority of the exceed useful life will project, advance funds from the exceed the term of the financing. General Fund, which will be b. When project revenues or specific reimbursed as soon as funds become resources will be sufficient to service available. Repayment of General the long-term debt. Fund advances will be the first use of transportation impact fee fiords 2. Debt financing will not be considered when they become available. appropriate for any recurring purpose such S. The City will use the following criteria to as current operating and maintenance evaluate pay-as-you-go versus long-term expenditures. The issuance of short-term financingm capital improvements: instruments such as revenue, tax or bond funding p -12- Budget and Fiscal Policies Factors Favoring financings may be used due to market . Pay As-You-Go Financing volatility or the use of an unusual or _. complex financing or security structure. a. Current revenues and adequate fund balances are available or project phasing 4. The City will seek an investment grade can be accomplished. rating (Baa/BBB or greater) on any direct b. Existing debt levels adversely affect the debt and will seek credit enhancements such City's credit rating. as letters of credit or insurance when 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 Tern 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 with investment grade credit ratings. 6. The City will diligently monitor its e. The project securing the financing is of compliance with bond covenants and ensure the type, which will support an its adherence to federal arbitrage investment grade credit rating. regulations. 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 g. A project is mandated by state or federal follow a policy of full disclosure on every requirements, and resources are financial report and bond prospectus insufficient or unavailable. (Official Statement). 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- i. The life of the project or asset to be purpose debt. Because our general purpose financed is 10 years or longer. debt capacity is limited, it is important that we only use general purpose debt financing B. Debt Management for high-priority projects where we cannot reasonably use other financing methods for 1. The City will not obligate the General Fund two key reasons: to secure long-term financings except when marketability can be significantly enhanced. a. Funds borrowed for a project today are not available to fund other projects 2. An internal feasibility analysis will be tomorrow. prepared for each long-term financing which b. Funds committed for debt repayment analyzes the impact on current and future today are not available to fiord budgets for debt service and operations. operations in the future. This analysis will also address the reliability of revenues to support debt service. In evaluating debt capacity, general-purpose annual debt service payments should ( �1 3. The City will generally conduct financings generally not exceed 10% of General Fund on a competitive basis. However,negotiated revenues; and in no case should they exceed -13- a 6 I Budget and Fiscal Policies 15%. Further, direct debt will not exceed d. The City's financial advisor, bond 2% of assessed valuation; and no more than counsel or underwriter recommends that 60% of capital improvement outlays will be the City retain an independent funded from long-term financings. disclosure counsel based on the circumstances of the financing. 2. Enterprise Fund Debt Capacity. The City will set enterprise fund rates at levels needed E. Land-Based Financings to fully cover debt service requirements as well as operations, maintenance, 1. Public Purpose There will be a clearly administration and capital improvement articulated public purpose in forming an costs. The ability to afford new debt for assessment or special tax district in enterprise operations will be evaluated as an financing public infrastructure integral part of the City's rate review and improvements. This should include a setting process. finding by the Council as to why this form of financing is preferred over other funding D. Independent Disclosure Counsel options such as impact fees, reimbursement agreements or direct developer The following criteria will be used on a case-by- responsibility for the improvements. case basis in determining whether the City should retain the services of an independent 2. Eligible Improvements. Except as disclosure counsel in conjunction with specific otherwise determined by the Council when project financings: proceedings for district formation are commenced, preference in financing public 1. The City will generally not retain the improvements through a special tax district services of an independent disclosure shall be given for those public counsel when all of the following improvements that help achieve clearly circumstances are present: identified community facility and infrastructure goals in accordance with a. The revenue source for repayment is adopted facility and infrastructure plans as under the management or control of the set forth in key policy documents such as City, such as general obligation bonds, the General Plan, Specific Plan, Facility or revenue bonds, lease-revenue bonds or Infrastructure Master Plans, or Capital certificates of participation. Improvement Plan. Such improvements b. The bonds will be rated or insured. include study, design, construction and/or acquisition of- 2. f2. The City will consider retaining the services a. Public safety facilities. of an independent disclosure counsel when one or more of following circumstances are b. Water supply,distribution and treatment present: systems.. c. Waste collection and treatment systems. a. The financing will be negotiated, and the underwriter has not separately d. Major transportation system engaged an underwriter's counsel for improvements, such as freeway disclosure purposes. interchanges; bridges; intersection improvements; construction of new or b. The revenue source for repayment is not widened arterial or collector streets under the management or control of the (including related landscaping and City, such as land-based assessment lighting);sidewalks and other pedestrian districts,tax allocation bonds or conduit per;transit facilities;and bike paths. financings. c. The bonds will not berated or insured. Zf -14- Budget and Fiscal Policies e. Storm drainage, creek protection and maximum annual debt service; 125% of the flood protection improvements. annual average debt service; or 10% of the f. Parks, trails, community centers and bond proceeds. other recreational facilities. 6. Value-to-Debt Ratios'. The minimum value- g. Open space. to-date ratio should generally be 4:1. This h. Cultural and social service facilities. means the value of the property in the district, with the public improvements, i. Other governmental facilities and should be at least four times the amount of improvements such as offices, the assessment or special tax debt In information technology systems and special circumstances, after conferring and telecommunication systems. receiving the concurrence of the City's financial advisor and bond counsel that a School facilities will not be financed except lower value-to-debt ratio is financially under appropriate joint community facilities prudent under the circumstances, the City agreements or joint exercise of powers may consider allowing a value-to-debt ratio agreements between the City and school of 3:1. The Council should make special districts. findings in this case. 3. Active Role. Even though land-based 7. Appraisal Methodology. Determination of financings may be a limited obligation of the value of property in the district shall be City, we will play an active role in based upon the full cash value as shown on managing the district This means that the the ad valorem assessment roll or upon an City will select and retain the financing appraisal by an independent Member team, including the financial advisor, bond Appraisal Institute (MAI). The definitions, - counsel, trustee, appraiser, disclosure standards and assumptions to be used for counsel, assessment engineer and appraisals shall be determined by the City underwriter. Any costs incurred by the City on a case-by-case basis, with input from in retaining these services will generally be City consultants and district applicants, and the responsibility of the property owners or by reference to relevant materials and developer, and will be advanced via a information promulgated by the State of deposit when an application is filed; or will California, including the Appraisal be paid on a contingency fee basis from the Standards for Land-Secured Financings proceeds from the bonds. prepared by the California Debt and Investment Advisory Commission. 4. Credit Quality. When a developer requests a district,the City will carefully evaluate the 8. Capitalized Interest During Construction. applicant's financial plan and ability to cavy Decisions to capitalize interest will be made the project, including the payment of on case-by-case basis, with the intent that if assessments and special taxes during build- allowed, it should improve the credit quality out. This may include detailed background, of the bonds and reduce borrowing costs, credit and lender checks,and the preparation benefiting both current and firture property of independent appraisal reports and market owners. absorption studies. For districts where one property owner accounts for more than 25% 9. Maximum Burden. Annual assessments(or of the annual debt service obligation,a letter special taxes in the case of Mello-Roos or of credit further securing the financing may similar districts)should generally not exceed be required. 1% of the sales price of the property; and total property taxes, special assessments and 5. Reserve Fund A reserve fiord should be special taxes payments collected on the tax established in the lesser amount of the roll should generally not exceed 2%. -15- 22 Budget and Fiscal Policies 10. Benefit Apportionment Assessments and a. The City's bond counsel will review the special taxes will be apportioned according terms of the financing, and render an to a formula that is clear, understandable, opinion that there will be no liability to equitable and reasonably related to the the City in issuing the bonds on behalf benefit received by—or burden attributed of the applicant. to—each parcel with respect to its financed b. There is a clearly articulated public improvement. Any annual escalation factor spurpose in providing the conduit should generally not exceed 2%. financing. 11. Special Tax District Administration. In the c. The applicant is capable of achieving case of Mello-Roos or similar special tax this public purpose. districts, the total maximum annual tax should not exceed 110% of annual debt 2. This means that the review of requests for service. The rate and method of conduit financing will generally be a two- apportionment should include a back-up tax step process: in the event of significant changes from the initial development plan, and should include a. First asking the Council if they are procedures for prepayments. interested in considering the request, and establishing the ground rules for 12. Foreclosure Covenants In managing evaluating it administrative costs, the City will establish b. And then returning with the results of minimum delinquency amounts per owner, this evaluation, and recommending and for the district as a whole, on a case-by- approval of appropriate financing case basis before initiating foreclosure documents if warranted. proceedings. 13. Disclosure to Bondholders. In general, This two-step approach ensures that the each property owner who accounts for more issues are clear for both the City and than 10% of the annual debt service or applicant, and that key policy questions are bonded indebtedness must provide ongoing answered. disclosure information annually as described 3. The workscope necessary to address these under SEC Rule 15(c}12. issues will vary from request to request, and 14. Disclosure to Prospective Purchasers Full will have to be determined on a case-by-case disclosure about outstanding balances and basis. Additionally, the City should annual payments should be made by the generally be fully reimbursed for our costs seller to prospective buyers at the time that in evaluating the request; however, this the buyer bids on the property. It should not should also be determined on a case-by-case be deferred to after the buyer has made the basis. decision to purchase. When appropriate, G. Refinancings applicants or property owners may be required to provide the City with a 1. General Guidelines Periodic reviews of all disclosure plan. outstanding debt will be undertaken to F. Conduit Financings determine refinancing opportunities. Refinancings will be considered (within 1. The City will consider requests for conduit federal tax law constraints) under the _ financing on a case-by-case basis using the following conditions: following criteria: 23 -16- Budget and Fiscal Policies a. There is a net economic benefit. b. Be assigned to an appropriate bargaining , b. It is needed to modernize covenants that unit' are adversely affecting the City's c. Receive salary and benefits consistent financial position or operations. with labor agreements or other c. The City wants to reduce the principal compensation plans. outstanding in order to achieve future 3. To manage the growth of the regular work debt service savings, and it has available force and overall staffing costs, the City will working capital to do so from other follow these procedures: sources. 2. Standards for Economic Savings. In a. The Council will authorize all regular general, refinancings for economic savings positions. will be undertaken whenever net present b. The Human Resources Department will value savings of at least five percent(5%)of coordinate and approve the hiring of all the refunded debt can be achieved. regular and temporary employees. a. Refinancings that produce net present c. All requests for additional regular value savings of less than five percent positions will include evaluations of: will be considered on a case-by-case • The necessity, term and expected basis, provided that the present value results of the proposed activity. savings are at leased=percent(3%)of . Staffing and materials costs the refunded debt including salary, benefits, b. Refinancings with savings of less than equipment, uniforms, clerical three percent (3%), or with negative support and facilities. savings, will not be considered unless • The ability of private industry to there is a compelling public policy objective. provide the proposed service. C Additional revenues or cost savings, HUMAN RESOURCE MANAGEMENT which may be realized. 4. Periodically, and before any request for A. Regular Staffing additional regular positions, programs will be evaluated to determine if they can be 1. The budget will fully appropriate the accomplished with fewer regular employees. resources needed for authorized regular (See Productivity Review Policy) staffing and will limit programs to the regular staffing authorized. 5. Staffing and contract service cost ceilings will limit total expenditures for regular 2. Regular employees will be the core work employees, temporary employees, and force and the preferred means of staffing independent contractors hired to provide ongoing, year-round program activities that operating and maintenance services. should be performed by full-time City employees rather than independent B. Temporary Staffmg contractors. The City will strive to provide competitive compensation and benefit 1. The hiring of temporary employees will not schedules for its authorized regular work be used as an incremental method for force. Each regular employee will: expanding the City's regular work force. a. Fill an authorized regular position. 2. Temporary employees include all employees other than regular employees, elected -17- 42 Budget and Fiscal Policies officials, and volunteers. Temporary 1. Short-term, peak workload assignments to employees will generally augment regular be accomplished using personnel contracted City staffing as extra-help employees, through an outside temporary employment seasonal employees, contract employees, agency (OEA). In this situation, it is interns and work-study assistants. anticipated that City staff will closely monitor the work of OEA employees and 3. The City Administrative Officer(CAO) and minimal training will be required. However, Department Heads will encourage the use of they will always be considered the temporary rather than regular employees to employees of the OEA and not the City. All meet peak workload requirements, fill placements through an OEA will be interim vacancies, and accomplish tasks coordinated through the Human Resources where less than full-time, year-round Department and subject to the approval of staffing is required. the Human Resources Director. Under this guideline, temporary employee 2. Construction of public works projects and hours will generally not exceed 50% of a delivery of operating, maintenance or regular, full-time position (1,000 hours specialized professional services not annually). There may be limited routinely performed by City employees. circumstances where the use of temporary Such services will be provided without close employees on an ongoing basis in excess of supervision by City staff and the required this target may be appropriate due to unique methods,skills and equipment will generally programming or staffing requirements. be determined and provided by the However, any such exceptions must be contractor. Contract awards will be guided approved by the CAO based on the review by the City's purchasing policies and and recommendation of the Human procedures. (See Contracting for Services Resources Director. Policy) 4. Contract employees are defined as PRODUCTIVITY temporary employees with written contracts approved by the CAO who may receive approved benefits depending on hourly Ensuring the "delivery of service with value for requirements and the length of their cost" is one of the key concepts embodied in the contract Contract employees will generally City's Mission Statement (San Luis Obispo Style— be used for medium-term(generally between Quality With Vision). To this end, the City will six months and two years) projects, constantly monitor and review our methods of programs or activities requiring specialized operation to ensure that services continue to be or augmented levels of staffing for a specific delivered in the most cost-effective manner possible. period. This review process encompasses a wide range of productivity issues, including: The services of contract employees will be discontinued upon completion of the A. Analyzing systems and procedures to identify assigned project, program or activity. and remove unnecessary review requirements. Accordingly, contract employees will not be used for services that are anticipated to be B. Evaluating the ability of new technologies and delivered on an ongoing basis. related capital investments to improve productivity. C. Independent Contractors C. Developing the skills and abilities of all City Independent contractors are not City employees. employees. _ They may be used in two situations: 0?.s -18- Budget and Fiscal Policies D. Developing and implementing appropriate agencies and ongoing operating and methods of recognizing and rewarding maintenance services. _ exceptional employee performance. 3. In evaluating the costs of private sector E. Evaluating the ability of the private sector to contracts compared with in-house perform the same level of service at a lower cost. performance of the service, indirect, direct, and contract,administration costs of the City F. Periodic formal reviews of operations on a will be identified and considered. systematic,ongoing basis. 4. Whenever private sector providers are G. Maintaining a decentralized approach in available and can meet established service managing the City's support service functions. levels, they will be seriously considered as Although some level of centralization is viable service delivery alternatives using the necessary for review and control purposes, evaluation criteria outlined below. decentralization supports productivity by: 5. For programs and activities currently 1. Encouraging accountability by delegating provided by City employees, conversions to contract services will generally be made responsibility to the lowest possible level. through attrition, reassignment or absorption 2. Stimulating creativity, innovation and by the contractor. individual initiative. B. Evaluation Criteria 3. Reducing the administrative costs of operation by eliminating unnecessary review 1. Within the general policy guidelines stated procedures. above, the cost-effectiveness of contract services in meeting established service 4. Improving the organization's ability to levels will be determined on a case-by-case respond to changing needs, and identify and basis using the following criteria: implement cost-saving programs. 2. Is a sufficient private sector market available 5. Assigning responsibility for effective to competitively deliver this service and operations and citizen responsiveness to the assure a reasonable range of alternative department service providers? CONTRACTING FOR SERVICES 3. Can the contract be effectively and .a efficiently ministered? A. General Policy Guidelines 4. What are the consequences if the contractor fails to perform, and can the contract 1. Contracting with the private sector for the reasonably be written to compensate the delivery of services provides the City with a City for any such damages? significant oppordmity for cost containment 5. Can a private sector contractor better and productivity enhancements. As such, respond to expansions, contractions or the City is committed to using private sector special requirements of the service? resources in delivering municipal services as a key element in our continuing efforts to 6. Can the work scope be sufficiently defined provide cost-effective programs. to ensure that competing proposals can be fairly and fully evaluated, as well as the 2. Private sector contracting approaches under contractor's performance after bid award? this policy include construction projects, professional services, outside employment 26` -19- Budget and Fiscal Policies 7. Does the use of contract services provide us with an opportunity to redefine service levels? S. Will the contract limit our ability to deliver emergency or other high priority services? 9. Overall, can the City successfully delegate the performance of the service but still retain accountability and responsibility for its delivery? 2� -20- Display Ads Published in: ■ The Tribune ■ New Times ■ Journal Magazine city of r san Luis osispo 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 2005-07 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 Wednesday, January 12, 2005 interested in knowing what our 6:30 to 9:30 PM community members believe are the most important, highest priority Ludwick Community Center things for the City to accomplish 864 Santa Rosa Street during this period of time. And since the City is facing another tough fiscal outlook, with the need to close a projected General Fund budget gap of$2.5 million annually (even with a very limited capital improvement program), getting the City's top 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 participants with a meaningful 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 forum will be held on Wednesday, January 12, 2005, 6:30 PM at the Ludwick Community Center, 864 Santa Rosa Street. The comments and suggestions received at this forum will play an important role in shaping the Citys 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, January 29, 2005, where the Council will set major City goals for the next two years. These will guide preparation of the 2005-07 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. 27 city of san lues oi3ispo 990 Palm Street■San Luis Obispo,CA 93401 ■(805)781-7125 s Fax:(805)781-7401 s Email:bstatier@siocity.org News Release DATE: January 4,2005 RELEASE: Immediate (805)781-7125 CONTACT: Bill Statler,Director of Finance &Information Technology CITY BEGINS BUDGET PROCESS WITH GOAL-SETTING First Step Is Community Forum The City is starting to prepare its next two-year budget—the 2005-07 Financial Plan. The purpose of the City's budget 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. 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 another tough fiscal outlook, with the need to close a projected General Fund budget gap of $2.4 million annually (even with a very limited capital improvement prograno, 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 participants with a meaningful 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 forum will be held on Wednesday,January 12,2005, 6.30 PM at the Ludwick Community Center, 864 Santa Rosa Street The comments and suggestions received at this workshop will play a major role in shaping the City's future spending priorities, and all community members are encouraged to attend and participate with others in sharing their thoughts with the Council. This forum will be followed by an all-day Council goal-setting workshop on Saturday, January 29, 2005, where the Council will set major City goals for the next two years. These will guide preparation of the 2005-07 Preliminary Financial Plan and Budget. This Council workshop will begin at 8:30 AK 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 12 to hear ideas from the community before the Council sets and prioritizes goals on January 29." For more information about the community forum and the City's budget process, please call Bill Statler,Director of Finance&Information Technology,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. 21? u I.'. /V /gS C'irJ7�j fil►ae Ltc..� sin Luis oBispo What are the most important things for the City - to accomplish over the next two years? The Council wants your help i-n:a-nswering this question. And it's an especially important question this budget season, since the City continues to face significant fiscal challenges. The City is starting to prepare our next two-year budget: the 2005-07 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 fust 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. Getting our priorities straight will be especially important given the difficult fiscal times that remain ahead of us. While the recent passage of Proposition IA improves our situation, it is important to note that it only prevents future State budget cuts to cities: it doesn't return any past takeaways, which currently cost the City over $3 million each and every year. Moreover, the City continues to face an uncertain outlook in our key revenues, along with operating cost pressures and the need to adequately maintain our existing facilities and infrastructure like streets,sidewalks storm drains and parks. There are several ways to share your ideas with the Council: i ■ Community forum on January 12, 2005 where you can present suggested goals to the Council and then discuss them with other residents, community groups and Council advisory body members. Along with learning more about the status of current City goals, operations and the fiscal challenges facing us, this will be an opportunity to provide your input to the Council and to see how your ideas fit in a broader community context. The results of group Community Forum discussions will be presented to the Council, so please plan to Wednesday,January 12, 2005 participate in as much of the forum as you can. 6:30 to 9:30 PM Ludwick Community Center 864 Santa Rosa Street ■ Opportunities for written suggestions where your ideas will be distributed to each Council member. It will be especially Written Suggestions helpful if your written comments could succinctly address what Please send them to Bill Statler by. you are requesting for the community, why it is important to Monday,January 3, 2005 San Luis Obispo, and any creative ideas you have about how to 990 Palm Street achieve it such as alternative approaches or opportunities for San Luis Obispo, CA 93401 partnering with others. Please submit your written comments Fax: 781-7401 by Monday,January 3,2005. Email: bstatler@slocity.org The Council members will review your comments in preparation for the Council's Goal-Setting Workshop on Saturday, January 29, 2005. The goals from the Council's deliberations will guide the preparation of the Preliminary Financial Plan, which the City Administrator will issue in May 2005. This will be followed by extensive budget workshops and public hearings, leading to Council adoption of the budget by June 30,2005. If you have any questions about the City's budget process and your important role in it, please call Bill Staffer, Director of Finance&Information Technology, at 781-7125. ® The City of San Luis Obispo is committed to including disabled persons in all of our services,programs and activities. .30 Telecommunications Device for the Deaf(805)781-7410. �u�ii�;!I�Illlll ll �;iuipil; �j j city o� ter,``-e s- e /%-17i o00 6024-/f'-11L san Luis ompo COMMUNITY BUDGET BULLETIN 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 continues to face significant focal challenges. Next June,the Council will approve a two-year budget for 2005-07. 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 given the challenging fiscal times that remain ahead of us. While the recent passage of Proposition IA improves our situation, it is important to note that it only prevents future State budget cuts to cities: it doesn't return any past takeaways, which currently cost the City over$3 million each and every year. Moreover, the City continues to face an uncertain outlook in our key revenues, along with operating cost pressures and the need to adequately maintain our existing facilities and infrastructure like streets,sidewalks,storm drains and parks. Goal-Seutng Process: 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-7given our tough fiscal outlook, we may be looking at even more service reductions beyond those we have already made in balancing the budget.—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 12,2005 from 6:30 to 9:30 PM at the Ludwick Conununity Center, 864 Santa Rosa Street This forum is an opportunity to present your ideas to the Council and then discuss them with other residents, community groups and Council advisory body members. 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, January 29, 2005, when the Council will consider all of the previous input it has received in setting major City goals for the next two years. If you have any questions about the City's goal-setting and budget process,please call Bill Statler,Director of Finance&Information Technology,at(805)781-7125. C5/ ® 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. 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 2005-07. 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. -------------- ---Fdd2t4t12 eHerSf-0r-tfmmnL_---_----_ NO POSTAGE NECESSARY IF MAILED IN THE BUSINESS REPLY MAIL UNITED STATES FIRST-CLASS MAIL PERMIT NO.369 SAN LUIS OBISPO,CA POSTAGE WILL BE PAID BY ADDRESSEE CITY ADMINISTRATIVE OFFICER CITY OF SAN LUIS OBISPO 990 PALM ST - SAN LUIS OBISPO CA 93401-9938 mhta mcmomnbum August 30,2004 TO: Advisory Body Chairs FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance&Information Technology SUBJECT: 2005-07 FINANCIAL PLAN—AND YOUR IMPORTANT ROLE IN IT At the July 8 2004 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 2005-07 Financial Plan process. Advisory body recommendations are an important part of this process: most of the 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 summaries of the City's goal-setting and budget process,and the important role of advisory bodies in this process. Also attached is the City's"Budget-in- Brief;" which includes the current major City goals for 2003-05 as well as a summary of the key fiscal issues facing us. Modified "Two-Step" Process for 2005-07. As you may recall, two-years ago we used a "two-step" process in developing advisory body goal recommendations: after receiving initial candidate goals from each of the advisory bodies, we compiled them for your review before finalizing your body's goal recommendations. Based on feedback from you on this process,many valued receiving a consolidated set of advisory body recommendations. However, there were mixed results on the value of a "formal" second review. Accordingly, we plan to again provide each body with a consolidated set of all advisory body recommendations. However, each advisory body will determine for themselves if a formal second review is desirable, rather than requiring this. Your goals are due by November 1. 2004. You will be provided with the consolidated goals by November 15,and any revisions are due by December 29,2004. Tough Fiscal Past, Tough Fiscal Future. 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 tough fiscal challenges ahead of us. As discussed in the attached"Budget in-Brief,"two years ago we were facing our toughest outlook in many years, where we had to close a $7 million General Fund gap (which we did largely through expenditure reductions). Balancing the next two-year budget for 2005-07 is likely to be equally diffculL 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 the tough fiscal challenges facing us. 33 2005-07 Financial Plan:Council Advisory Body Role Page 2 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 2005-07. 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: ■ Goals are due by November 1,2004 DatesCouncilGoal-Setting ® Any revisions are due by December 29,2004. Budget Workshop: Status of Current It will be especially helpful if your written comments Two-Year Goals,Long Term Plans and could succinctly address what you are requesting for General Fiscal Outlook the community, why it is important to San Luis Thursday, November 18,2004 Obispo, and an creative ideas you have about how to Council it to be PM � � Y Y Council Chambers achieve it—given limited resources and competing 990 Palm Street priorities—such as alternative approaches to service delivery and opportunities for partnering with others. Budget Workshop: Fiscal Foundation Tuesday, December 14, 2004 We welcome your attendance at any of the upcoming 7:00 to 10:00 Council Chambers budget workshops (see the sidebar) and we will be 990 Palm Street happy to provide you with copies of the agenda reports and background materials upon request. Community Forum Wednesday, January 12,.2005 For More Information. If you have any questions 6:30 to 8:30 PM Community Center about the City budget process and our important role 864 Santa Rosa Street in it, please call Ken Hampian, City Administrative Officer, at 781-7114 or Bill Statler, Director of Council Goal-Setting Workshop Finance&Information Technology,at 781-7125. Saturday, January 29,2005 8:30 AM to 4:00 PM ATTACHMENTS 995 Library Community Room 995 Palm Street ■ Advisory Body Role in the Budget Process Major City Goal Work Programs ■ Budget Process Overview Tuesday,April 12, 2005 ■ Budget-in-Brief 7:00 to 10:00 PM Council Chambers 990 Palm Street Cc Conoe7,All Advisory Body Mcrobas.Depazmunt Heads and Advisory Body Staff Liaisons council memoRAnbum CO$p�IA�SA$�5 Ot°ddiTlpI1 stT2tloll'^;a�E DATE: December 29, 2004 TO: City Council VIA: Ken Hampian, City Administrative Office FROM: Wendy George, Assistant City Administrative Officer t0`c SUBJECT: Council Requested Reminders for Goal Setting Over the past year, the Council has occasionally requested that staff record certain issues to bring back for consideration during the Goal Setting process. The following items are those so identified by the Council: 1. Whether to continue to the construction design phase. of Monterey Plaza. Conceptual plans have been approved, but no funding has been provided to move into the next stage of the project. 2. Whether to retain the funding in the current budget (approximately $98,000) for miscellaneous Mission Plaza improvements. 3. Whether to explore amending the General Plan to allow attorneys' offices in the CS zones of the City. As we did with medical offices, this change would require surveying local commercial realtors and members of the legal profession to determine the degree of need and returning to the Council with a recommendation. 4. Whether to consider funding for undergrounding utilities in Districts 16 and 17 (Monterey Street and the Mid-Higuera area). There is currently no outside funding available for undergrounding these districts, although some work might occur along the Mid-Higuera corridor when the master plan for that area is implerhented. Cc: Statler Hooper