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HomeMy WebLinkAbout01/27/2007, AGENDA REVISED council Agcnaa CITY OF SAN LUIS OBISPO CITY HALL, 990 PALM STREET Special Meeting Saturday, January 27, 2007 8:30 AM 2007-09 Financial Plan Library Community Room COUNCIL GOAL SETTING 995 Palm Street WORKSHOP CALL TO ORDER: Mayor Dave Romero ROLL CALL: Council Members Paul Brown, Andrew Carter, Allen K. Settle, Vice Mayor Christine Mulholland, Mayor Dave Romero 2007-09 FINANCIAL PLAN COUNCIL GOAL SETTING WORKSHOP 8:30 AM Refreshments 9:00 Welcome and Introductions Mayor 9:05 Background: Goal-setting process and Facilitator guidelines for today's workshop ® The City of San Luis Obispo is committed to including the disabled in all of its services, programs and activities. Telecommunications Device for the Deaf (805) 781-7410. Please speak to the City Clerk prior to the meeting if you require a hearing amplification device. For more agenda information,call 781-7100. i Council Agenda Saturday, January 27, 2007 9:20 Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Noon Council may accept further comments from the public that have not been previously presented 12:15 PM Lunch Break (staff compiles candidate goals) 1:15 Discuss and Weight the Goals Council Clarify Goal Statements Each Member Prepares a Written Ballot Ranking the Goals 2:15 Break While Staff Tabulates the Results Staff 3:50 Review and Identify Major City Goals Council 4:00 Discuss Next Steps Council/Staff ADJOURN Page 1 of 2 Settle,Allen From: Cydney Holcomb [cholcomb@charter.net] Sent: Fri 1/26/2007 1:47 PM To: Brown, Paul;Mulholland, Christine; Settle,Allen; Romero, Dave; Carter,Alice Cc: Hampian, Ken; Linden, Deborah Subject: CC Goal-Setting Workshop 1 Attachments: RECEIVED JAN 2 9 2001 SLO CITY CLERK January 26, 2007 �G U Re: Meeting Date: 1/27/07 - Goal Setting Workshop 44�4 . ,���C-,,- Dear City Council Members, I am sorry I will not be able to attend the.Goal-Setting Workshop tomorrow to ask you to please consider giving top priority to the following goals requested by RQN Chair, Brett Cross; in his correspondence dated January 8, 2007: 1. CODE ENFORCEMENT o Fill the existing, vacant, full-time.code.enforcement officer position. e Add a second, full-time code enforcement officer.. e Add a part-time administrative assistant for code enforcement. 2. POLICE DEPARTMENT a Increase the number of sworn officers in the Police Department. 3. NEIGHBORHOOD STREET PAVING AND TRAFFIC CALMING o Re-instate the"Neighborhood Street Paving"program and consider additional funding for the"Neighborhood Traffic Management"program. https:Hmail.slbcity.org/exchange/asettle/Inbox/CC%2OGoal-Setting%o2OWorkshop.EML?Cmd=open 1/29/2007 Page 2 of 2 Ample funding and staffing in the aforementioned areas is absolutely vital to the health, safety and future of our City's neighborhoods. Most sincerely, /s/ Cydney Holcomb c. RQN Board https://mail.slocity.org/exchange/asettle/Inbox/CC%2OGoal-Setting%2OWorkshop.EML?Cmd=open 1/29/2007 Page 1 of 1 Settle Allen From: robert steers[namison@yahoo.com] Sent: Fri 1/26/2007 1:30 PM To: Mulholland,Christine; Carter,Alice; Brown, Paul; Settle,Allen; Romero, Dave Cc: Subject: Don't Let SLO Turn Into So. CA Attachments: Dear City Council Member, This letter is a request to fund the open space budget. Asa former resident of San Luis Obispo (Cal Poly Student)and a current resident of Riverside (grad school), I have come to realize how much open space is important to my quality of life. SLO is blessed with beautiful open space that needs to be protected for the good of all who live and visit. Now that I live in Riverside County,which is being frantically developed,I trully appreciate the open spaces of SLO. Don't ever let SLO tum into Southern California,that would be a terrible mistake. Thanks for doing such a great job. God Bless. Sincerely, Robert Steers Now that's room service! Choose from over 150,000 hotels in 45,000 destinations on Yahoo!Travel to find your fit. https://mai1.slocity.org/exchange/asettle/Inbox/Don%27t%2OLet%20SLO%2OTum%20Into%2OSo.%20C... 1/29/2007 Page 1 of 1 Settle Allen From: mpowergiacoletti[mpowergiacoletti@prodigy.net] Sent: Fri 1/26/2007 2:44 PM To: Settle,Allen Cc: Subject: Preserving nature... Attachments: Dear Mr. Settle, I hope you decide in favor of preserving the natural terrain surrounding San Luis Obispo. It is why we all live in this county, not in Los Angeles County. Mary Giacoletti mpowergiacoletti@Drodiov.net https://mail.slocity.org/exchange/asettle/Inbox/Preserving%20nature....ENIL?Cmd=open 1/29/2007 Page 1 of 1 Settle Allen From: Eric Reinheimer[ericrll@charter.net] Sent: Fri 1/26/2007 10:24 PM To: Romero, Dave; Settle,Allen; Brown, Paul; Carter,Alice; Mulholland,Christine Cc: Subject: Open Space Fund Attachments: Hello, Please restore the SLO City Open Space Fund . NO MONEY has gone into this fund since 2003, when belt tightening was instituted. Now that Measure Y has passed, and sales tax is increasing, there is money to fund the open space budget again. Neil Havlik, Natural Resources Manager, has requested $300,000 per year.?? Open Space is always a high priority on every survey when SLO residents are asked what is important to them. Thank You, Eric Reinheimer https://mail.slocity.org/exchange/asettle/Inbox/Open%2OSpace%2OFund.EML?Cmd=open 1/29/2007 Page 1 of 1 Seale Allen From: Terre Dunivant[terre@gaiagraphics.coml Sent: Sat 1/27/2007 7:26 AM To: Settle,Allen Cc: Subject: we support open space Attachments: Dear San Luis Obispo Obispo City Councilmember Settle, We cannot attend the City Council budget hearing this morning but would like to let you know that we support the request for$300,000 annually to fund open space acquisition. Sincerely, Terre Dunivant and Allyson Nakasone San Luis Obispo Terre Dunivant&Allyson.Nakasone 1130 Islay Street at Santa Rosa San Luis Obispo,CA 93401 (805)area code Allyson cell ..234-0809 Terre cell ..704-5433 office .. 544-9676 fax.. 543-3813 https:Hmail.slocity.org/exchange/asettle/Inbox/we%20support%20open%20space.EML?Cmd=open 1/29/2007 Page 1 of 1 Settle Allen From: Jean Wright Dean_wright@sbcglobal.net] Sent: Sat 1/27/2007 8:12 AM To: Carter,Alice Cc: Brown, Paul; Settle,Allen; Romero, Dave Subject: Open Space Attachments: Please restore theSLO City open Space Fund! I feel very blessed by the open space we do have and my friends and I use our spaces weekly. Please add to, and protect our space and protect available space from inappropriate development. Jean Wright 205 Broad St. # 785-0832 https://mail.slocity.org/exchange/asettle/Inbox/Open%2OSpace-2.EML?Cmd=open 1/29/2007 Page 1 of 1 Settle Allen From: Jeff Whitener Deffwhitener@sbcglobal.net] Sent: Fri 1/26/2007 4:10 PM Cc: Settle,Allen RECEIVED Cr. Subject: City Goals JAN 2 9 2aQ7 Attachments: Dear Councilman Settle, SLO CITY CLERK I write in hopes of encouraging you to make the Stockton Field artificial turf CIP one of your priorites at the meeting tomorrow. As a former youth sports board member and current San Luis Obispo Youth Sports Associaction board member I speak for a large group of families in our community when I say that the youth in our community are still struggling to find places to play. Artificial turf and this location would meet a few different needs.The project would allow for a wider variety of ages to make use of the field for playing baseball. It would allow other sports to use the field through inclement weather during the baseball off- season. It would be an extra location for tournaments of many sports. And, I believe will cost less to maintain than some of our current turf fields. I understand that the needs of the community are numerous. Other youth groups are looking for skate parks and bycicle paths. We need affordable housing, improved roads, better traffic control...well, as you know the list is long.They are all imprtant goals. I would only ask that the city consider this a long term project and get the ball rolling. I am convinced that if the city adopts this as a goal other community members, service groups and non-profit organizations will step up and picth in. Thank you for your time and all that you have done for youth sports and our city in the past. Sincerely, Jeff Whitener c� https://mail.slocity.org/exchange/asettle/Inbox/City%2OGoals.ENIL?Cmd=open 1/29/2007 Page 1 of 1 Hooper, Audrey From: Hampian, Ken �R O Sent: Friday, January 26,2007 2:20 PM To: Hooper,Audrey /`QltJELL Subject: FW: CC Goal-Setting Workshop #0 0Rc/Z =or tomorrows binders.... S 7�9-7-C °rom: Cydney Holcomb [mailto:cholcomb@charter.net] ILI,CU l CSC lent: Friday, January 26, 2007 1:48 PM O J,LTE, ro: Brown, Paul; Mulholland, Christine; Settle, Allen; Romero, Dave; Carter, Alice :c: Hampian, Ken; Linden, Deborah Subject: CC Goal-Setting Workshop RECEIVED anuary 26,2007 JAN 2 6 2001 te: Meeting Date: 1/27/07-Goal Setting Workshop SLO CITY CLERK )ear City Council Members, am sorry I will not be able to attend the Goal-Setting Workshop tomorrow to ask you to please consider giving top priority to the following ;owls requested by RQN Chair,Brett Cross,in his correspondence dated January 8,2007: 1. CODE ENFORCEMENT • Fill the existing,vacant,full-time code enforcement officer position. • Add a second,full-time code enforcement officer. • Add a part-time administrative assistant for code enforcement. 2. POLICE DEPARTMENT • Increase the number of swom officers in the Police Department. 3. NEIGHBORHOOD STREET PAVING AND TRAFFIC CALMING • Re-instate the"Neighborhood Street Paving"program and consider additional funding for the"Neighborhood Traffic Management"program. kmple funding and staffing in the aforementioned areas is absolutely vital to the health,safety and future of our City's neighborhoods. vlost sincerely, s/ .'ydney Holcomb %RQN Board 1/26/2007 Page 1 of 3 Settle,Allen From: Bill Denneen [bdenneen@kcbx.net] Sent: Thu 1/25/2007 2:42 PM To: Mulholland,Christine; Carter,Alice; Brown, Paul;Settle,Allen; Romero, Dave Cc: Subject: OPEN SPACE Attachments: RECEIVED TO: SLO-City Council, JAN 2 6 2007 I urge restoration of the SLO City Open Space.Fund when this is considered 1/27 at your SLO- City Council budget hearing. SLO CITY CLERK SLO-City has done such a fine of taking care of habitat. I compare - SLO with Santa Maria and SM is LA-North while SLO has done much better at protecting open space. Bill Denneen, Biologist, 1040 Cielo Lane, Nipomo, 93444 PS Below is my article if U have time that was in the Adobe Press: LOSANGELIFICATION By Bill Denneen /l �, C'O AJC L,C We evolved and are a product of a 'natural world'. We are creating a (/ C,¢O very different, plastic and synthetic world that is very different �q C-4- from that in which we evolved. Is this the direction or "limb" that we want to be on? �0Lc1 ESL Once in a while I meet someone that actually likes Los Angeles (LA). However, the typical response is negative with an added �7-,47 � comment something like--- what a terrible, overcrowded place. Polluted air, polluted water, excess sewage, social /�Rn1d EU/L6(5- pathology, supersaturation with cars, packed freeways. In my opinion L.A. is about to collapse. If you disagree, move..back there.. I call what is going on "losangelification" . It is metastasizing north to Nipomo Mesa. It can be seen daily with increased traffic; noise, pollution, construction, stop lights, even a new city-----Woodlands. My next bike-ride in this "instant city" is Sun., Jan. 7, 0930 at junction of Willow &Albert Way----join me, at 80 I promise to go slow.. We have had the longest period of prosperity, growth, "progress", economic expansion than ever before. It certainly has been an exciting decade (at least in the US). Unemployment is down and almost everyone is making big bucks. My elder advice is to enjoy it while it lasts as it can not continue much longer. We are liquidating our'natural capital'---the resources and ecosystem services that make possible all of life----the habitat in which our species evolved. The World Trade Organization (WTO) and National Monetary Fund (NMF) were attempts to spread this terminal direction to the entire planet. It is the reason for the big demonstration in Seattle about 5 years ago. Concerned citizens realized where we.are headed and suggest we change direction. Prosperity is high and we seem to be doing well but our habitat is deteriorating. In California alone we have destroyed over 90% of our wetlands and 98% of our riparian habitat. We have cut down over 90% of our redwoods, turned Oceano Beach into a road, destroyed most of our grasslands, made the LA megalopolis into a bio-sink...... a https://mail.slocity.org/exchange/asettle/Inbox/OPEN%20SPACE.EML?Cmd=open 1/26/2007 Page 2 of 3 place unfit for human habitation. If you disagree I urge you to move (back)to LA—reverse the invasion. Dr. Robin Shroyer started a group about a year ago because of her concern for the explosive growth on Nipomo Mesa-----particularly the Canada Ranch. Her group, "keepNIPOMOrural.com" with a mail address P.O. Box #1548, Nipomo, 93444 or phone 800-883-1594. is small but growing. Developers like Greg Nester and real estate agents and corporations get rich with all this development. Apathy will permit continuation of this "losangelification" . Why are wetlands important?They are critical habitat with high bio-diversity and one third of our endangered species. Wetlands support a myriad of waterfowl, migratory songbirds and other wildlife.They clean the air, recharge groundwater supplies, purify water that flows through them, control floods and are nurseries for the seas. Wetlands are vital to the economic and environmental health of our nation, yet they are being lost at the alarming rate of 300,000 acres per year. Local examples wetland loss are Point Sal Dunes, Betteravia Lakes, Orcutt Creek, Oso Flaco Creek, Cienaga Valley, Nipomo Creek, Solomon Creek, Pismo Marsh &a proposal to put"big boxes" on farmland like the Dalidio Ranch. Because we have concentrated on building a large economy our carbon emissions have increased. During this decade of incredible prosperity we have squandered the time during which we could have started the transition to another sort of energy future. Oil is a finite fossil fuel whose price can only go up. Corporations tell us We 'need' bigger, more luxurious cars to clog our culture. Corporations tell us happiness is driving a big vehicle.(e.g.SUV). The Off Highway Vehicle Division of State Parks takes our tax dollars to tell us we must protect our 'right' to drive on the beach---rather than walking & listening to the waves. America leads but where are we headed? Is this really the direction (limb) that we want to be on? The rate of extinction is an indicator of habitat change. Extinction is a natural part of evolution on this planet. It is normally a rare, obscure event with a "background" rate of 5-10 species per year. By contrast, scientists estimate that recent extinction rates have soared to over 1,000/year and maybe as high as 10,000/year. We are living in a period of"mass extinction" with the last such period 65 million years ago---the end of the Mesozoic Era. Our numbers explode. World population now pushes 7 billion which is 5, billion more people than when I was bom. Some may say this is due to the Catholic Church---not true. Italy, Spain, France, Germany with high Catholic populations are not even replacing themselves; their birth rates are less than their death rates. In the.US this explosion is due mainly to immigration from countries such as Mexico where the.birth rate is five times the death rate. America is already 300 million and "exploding". How will we cope with the pollution, urban sprawl, overcrowded schools and jails, and potential shortage of food ?The Central Coast is a semi-arid area with very limited fresh, potable water. State water is already over subscribed and not available during https:Hmail.slocity.org/exchange/asettle/Inbox/OPEN%20SPACE.ENIL?Cmd=open 1/26/2007 Page 3 of 3 drought. Cutting immigration and increasing contraceptive availability will slow our "explosion". We must get our heads out of the sand and see where we are headed . I look on my environmental activism as "pay back" for the education that my country has given me(G.I.Bill). I so hope my views are wrong but my education has given me a glum view of the future. 'Environmental extremists' which I have often been called, have not created the problem; they are merely trying to alert citizens to a 'clear and present danger'. https:Hmail.slocity.org/exchange/asettle/Inbox/OPEN%20SPACE.ENE?Cmd=open 1/26/2007 REC EIVED 1/25/07 JAN 2 6 2001 SLO CITY CLERK Dear City Council Members, My name is Dan Sutton and I am the president of San Luis Obispo Babe Ruth/Cal Ripken. I am writing you today to ask for your consideration of the proposed artificial turf project for Stockton Field. I have been involved with youth baseball in San Luis Obispo for the past 10 years. I have been president of the Babe Ruth and Cal Ripken for the past 4 years. I have done this without having any children yet involved in any youth organization. I feel it is important you know this because my thought process is catered towards the overall youth of the community, not just what benefits my children's interests. I ask on behalf of the 500 families I have involved in baseball from ages 5 to 15, that you make the artificial turf project a priority in the city goals. It has become evident that there is an overwhelming demand for youth sports facilities in our city. I believe in order to accommodate this demand, more sports facilities need to be built or we need to be creative with our existing facilities.. Artificial turf would allow for this creativity. On behalf of baseball, an artificial turf field would allow kids of all ages to utilize the same facility, whether it is a 5 year old player or a 15 year old player. The entire youth sports community would benefit. Organizations such as football, soccer, rugby, and softball can all benefit from the artificial turf project. The field transforms from a single use facility, to a multi-use facility. Please consider the recommendation'of the Parks and Recreation Commission and Joint Use Committee to make the artificial turf project a priority for the city. All youth organizations will benefit from this project both immediately and in the future. As the youth organizations continue to work cooperatively, we can all make the limited amount of resources available work for us all. Thank you for your consideration of the artificial turf project at Stockton Field. e.a. ucc Sincerely, &7,4 V /q Dan Sutton President San Luis Luis Obispo Babe Ruth/Cal Ripken $T�76E2 805-471-2543 dan@pove.net Page 1 of 1 Settle Allen From: JAMES NEVILLE[JNEVILLE@ash.dmh.ca.gov] Sent: Thu 1/25/2007 10:24 AM To: Carter,Alice; Settle,Allen; Cmullhol@slocity.org; Romero, Dave; Brown, Paul Cc: Subject: Fwd:Artificial Turf-Stockton Field Attachments: RECEIVED Sorry for the misspellings, my typing skills are terrible.Please accept JAN72 6 2007 the spell checked version. »> JAMES NEVILLE 01/25/07 9:55 AM »> SLO CITY CLERK I just wanted to send you a short note encouraging you to support the artificial turf project during the goal setting process. Providing the funding for this project will enable the use of the facility to increase for both youth and adult ball players.The decrease in maintence will also help absorb the cost of the project over years. Your'responsibilty to determine the use of the cities funds efficienty and effectively is appreciated and expected.This project meets both those concerns.The. cooperation between the user groups in planning to maximize the use of existing facilities is a key factor . I know that the families of Cal Ripen, SLOSoccer Club and AYSO would appreciate your support. These 800+ families have come together in consensus and voiced their opinion and concern for their community.The Parks and Recreation Commission and Joint Use Committee recognized the need and extended the community cooperation to the council as a recommended goal. This project will benefit more individuals overtime because of the collaborative planning of involved individuals. Thank you for your consideration and dedication you demonstrate to our community. Respectfully, James Neville President, SLO Youth Sports Association Q lqe,4 D /'_0&,L) f/o 0 E� https://mail.slocity.org/exchange/asettle/Inbox/Fwd:%2OArtificial%2OTurf%20-Stockton%2OField.EML?... 1/26/2007 council MCMORAnbum January 25, 2007 JAN 2 51001 TO: City Council SLO CITY CLERK FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance &Information Technology 9'Kd" SUBJECT: PROPOSED COUNCIL MEMBER MAJOR CITY GOALS In preparation for the goal-setting workshop on Saturday, January 27, attached is the consolidated listing of candidate major City goals submitted by Council members, organized by major functional area. (These should be inserted into Section 6 of your goal-setting notebook.) Please call Bill Statler at extension 125 if you have any questions concerning the attached summary. a C COUNCIL CDD DIR 50 CAO r'FIN DIR RED FILE ACRO FIRE CHIEF MEETING AGENDA ATTORNEY PW DIR CLERK/ORIG POLICE CHF DATE�A�TEM #_S�� DEPT HEADS �REC DIR is � UTIL DIR --� �, HR DIR (!AO El2iG GABuJget FohlersW.Fina ial Planst2007-09 Financial Plan\Council Goal-Setting\4.1-27-07 God-Setting WorkshopUransmfltal Memorandum,Consolidated City Goals,2007-09.Joc 2007-09 Financial Plan PROPOSED e • s , COUNCIL MEMBER • s CITY GOALS The following consolidates proposed Major City TRANSPORTATION Goals for 2007-09 received from the Mayor and Council Members. They are organized by the six major functional areas used in the City's Financial Street Paving Plan as follows: ■ Restore paving program 1. Public Safety 2. Public Utilities ■ Neighborhood street paving(neighborhood 3. Transportation wellness) 4. Leisure, Cultural& Social Services 5. Community Development e Conduct greatly expanded street repair, repaving 6. General Government and restriping program to begin catching up with deferred maintenance. We have tried to group similar goals together within each function. In some cases,this meant organizing ■ Repairing and maintaining City streets, storm some of the goals differently than the"themes"used drains,parks and potholes,including CII'on by Council Members in submitting their goals. In underground water,sewer repairs and these cases,while we may have organized the goals maintenance prior to street paving. differently,we have retained the original language and noted the"theme"used by the Council Member Traffic Congestion Relief/Bicycle Paths in parenthesis next to the goal. ■ Continuing programs to reduce and manage PUBLIC SAFETY traffic congestion. Specific areas: Madonna, LOVR, Santa Rosa,Marsh,Higuera and LOVR ■ Restoring and increasing lost sworn officers: overpass and Prado interchange if Dalidiodevelops patrol,other ■ ■ Neighborhood wellness-nighttime police Traffic calming and pedestrian safety(neighborhood wellness) patrols ■ Combat traffic congestion:LOVR/101; railroad ■ Improving police, fire and paramedic services, bike trail;bike education program including funding for adequate staffing,pension coverage, medical as appropriate to be ■ Bicycle trails,paths and byways competitive to maintain the quality of public safety personnel at all levels; also CII' for public safety(police) facility ■ Completion of the Railroad Safety Trail and consideration of additional bike trails(open ■ Equipment for Fire Department: open space space and recreation) equipment and increased heights for Downtown Creek and Flood Protection ■ Emergency preparedness—flood protection and ■ Construct improvements to reduce flooding risk control plus a complete review of our emergency in Mid-Higuera area response and evacuation procedures PUBLIC UTILITIES ■ Open LOVR/101 culverts(clean water/flood prevention) Fund sewer lateral rebate prograxn/fee reduction (clean water/flood prevention) 1 2007-09 Financial Plan ' PROPOSED COUNCIL MEMBER MAJOR GOALS Other Improvements Cultural Services ■ Underground utilities on LOVR and other ■ Historic preservation of adobe buildings gateways acquired by the City LEISURE,CULTURAL & SOCIAL SERVICES ■ Fire museum next to Fire Station No. 1 ■ Public art back to I% (boost tourism) Senior Services Social Services ■ Expand uses of senior center—kitchen remodel ■ Investigate potential sites for relocation of ® Improvements in parking and expansion of Homeless Shelter senior center COMMUNITY DEVELOPMENT ■ Senior services—interior and exterior improvements to the current senior center, development of plans for a future senior center Planning B Improve Senior Center with small parking lot, ■ Planning—update the Land Useznd Circulation expanded kitchen and new windows Elements. Parks&Recreation Programs ■ Add economic development element to the General Plan ■ Improve roller hockey/skateboard park facilities Housing ■ Fund skate park and hockey rink improvements ■ Housing—review the progress made to date ■ Improvements to the city's skate park and roller under our new Housing Element,review city rink(open space and recreation) policies which may restrict the building of affordable housing(including fees, set asides, ■ Improve parks and recreation facilities—skate and regulatory requirements),creation of an park annual fund for affordable housing. ■ Expansion of recreational facilities next to ■ Annexation of expansion areas such as Damon-Garcia fields for other types of sports Margarita and Orcutt for housing ■ Consideration of additional linear parks(open Neighborhood Wellness space and recreation) ■ Increased code enforcement(neighborhood ■ Finish Laguna Lake environmental study wellness) (environment/open space) ■ Beef-up code enforcement and neighborhood Tree Maintenance wellness ■ Boost tree maintenance(environment/open space) ■ Tree planting(neighborhood wellness) -2- f 2007-09 Financial Plan PROPOSED COUNCIL MEMBER MAJOR CITY GOALS Downtown GENERAL GOVERNMENT E Continue to support the Chinatown and Garden Street Terraces projects that include retail, ■ Replace critical staff positions lost due to budget housing and hotel uses. cuts in past few years. ■ Downtown Improvements: Nipomo parking structure,downtown plaza between courthouse and new County government center on Monterey Street, continued promotion of a new OTHER COMMENTS Art center facility near Mission Plaza. One Council Member Noted the Following ■ Comprehensive directional sign program(boost tourism) Not new but continuing goals: water acquisition from Nacimiento; continuing our housing goals; ® The"care and feeding"of downtown—street financial management for a balanced budget, debt and sidewalk cleaning,pedestrian street lighting, service,Prop 42 funds and GASB compliance directional signage, street tree replacement Consideration of a paid festival coordinator and a"what's happening downtown"promotional campaign ■ Reactivate public improvement projects in downtown with street repaving, sidewalk replacement,additional new street lights, improved signage and refurbished landscaping in public planters Open Space Protection/ Natural Resources Management ■ Restore open space funding E Continued acquisition and preservation of open space/green belt ■ Creation of an annual fund for open space acquisition and protection(open space and recreation) ■ Fully fund open space acquisition program (environment/open space) ■ Adopt night sky ordinance(environment/open space) ■ Expand ECOSLO contract(environment/open space) -3 - 616 . el,9-0 [R:ECEIVED January 23, 2007 j�FJ 0 City council ,C�1���City of San Luis Obispo f71dO/�E� LERK J 990 Palm St. LGL, San Luis Obispo, CA 93401 /N Subject: Priority Setting Dear Mayor Romero and Council Members, I am writing to expand a bit on my comments at your recent community meeting. First, as you go into your priority setting session on Saturday, I hope you will review the "Measuring Our Performance"booklet prepared by your staff year ago. This document was part of the background information that was prepared for the sales tax measure. It contains a host of comparisons between our city and eight other comparable cities. Since it is based on real, measurable data, it is a very helpful way to answer the question, "Where do we need to improve?" I hope you will ask your staff to update this document annually. One area where we need to improve is traffic safety. Compared to the other cities, San Luis Obispo has the third highest vehicle collisions with injuries. The problem I believe is that the traffic is moving too fast. I hope you will consider adding additional staff to the police department,to be assigned to traffic control and enforcement. Of course there are many factors that cause vehicle collisions, but additional law enforcement staff will surely help. A second area we need to improve is the salaries being offered to city department heads. According to "Measuring Our Performance", we have the lowest paid Police Chief the second lowest paid Fire Chief, and the third lowest paid Chief Executive(City Manager). I fear that the other department heads salaries may also be lagging, but they were not included in the comparison. Excellent management staff is critical to everything the City does. It is easy to take excellent department heads for granted. Their salaries are higher than other employees,their work is almost imperceptible to the general public, and San Luis Obispo is a desirable place to live and work. But without excellent planning, organizing, scheduling, directing, reporting and controlling, the city work force will not effectively and efficiently work towards the goals and objectives that you set. Would the recent sales tax measure have passed without excellent management? I think it is doubtful. I hope you will address department head salaries in your upcoming discussions. Thank you for considering my views and good luck in your priority setting session. Sincerely, Kent M. Taylor 1295 Descanso St., San Luis Obispo, CA 93405 I 00 to O w N e a m O m W �' V) M t}' M M d' M V) U ~ C 7 E 0 V1 V) V) M V) M M V) to M N in O 0m C "O A C m _S O V) M M V) M V) M M V') )P) O m L V 3 O O m W E V) V1 In V) N O 2. G co Q) o Q o c' 7d O c y C bA n -E Cd R OG wO p mi Oca R DD C R S U U G DD U bD rz MO C p W •O s " G O U 3 > y U 3 ?C U p U n O C d R f: v a DUD U U N •� p y w N ccl p. p N IML ••• o W w ' o °' o cn L p" e c o R c o ,c U U .; s E �• y o U R a O G C p C C s O O p • c o. R cRi > Y ° w y > NC s to fA U G i,,,a U C R •C. .. R C T w ar .D ao w OJD C�Cp� 'beO ,.oa •3 G •-" OG 1 �y w.0cv' yw ��i. QO wS � Cp°, .�o3oU y .D $ OOG Cc � °0 U R U > bDN ow DD U "0 8 •C ca EO a DD .� 0 O E .o cO p - Oby —COR+ tC cz ix a �FL C U o aR > `C1 y to co W R O O U N 't, Cp Nh ^ cG y 3c4 W•bWa`�4U�°. U •ti p w cu to •� s C iOLG G O ca R R R U .� O CN • Nrm Wxyp .0C.. ;a NG GON 00 d •cO lo pEG oOC .+XR•+ ~"yU bD b°ODD Gow N C� R wUC , yU7aGCr- 0O > O 0vy o 4- E w O C G E C O ytu a4Utu = r- (U LID N R U to N OayvE U w E U � ca ) Q z £ 00 ® _ A C § S # C14 r r — 2 ■ ® = E r- «« o o r o o M 2 s ° E § r r M o o M o 2 ■ � k2 § 2 c o r r r « o r 2 ¢ ) kEo £ 0 M r r M — o n _ \ to \ » / £ § 3 / S / / \ c 7 % a \ § 2 2 , « z & 2 ¢ t \ . 0 § 7 o § § :\ A 7 k > ± e z § E e \ z « 2E 2 •2 \g o & a •- ^ k 04 / a \ ° o \ § \ t / K e 2 e a § u \ g i _ § § 0 e im. 0 U c ® � ` \ = a 2 n g 2 \ / 5 § © > . k 2 k § CIS = = a 4 / I 2 � » — § f 5 2 £ § ® ` ( k 2 § t / \ : \ © § c 0 ° = o _ \ A E ? \ u § ) / 2 § & E e E gal 7 p u .e k 20 r- 06 2 ) og c o ® K \ — J � % / 7 \ 2 H _ , m om C44o U, > a / : � § / w E w 2 - z cwt )-a -7-07 le-L�i ( &Ice_ St 1 Time Home Buyer Community Incentive Program Centex Homes and Home Builders Association would like City Council to establish a goal of creating a 1st time home buyer community incentive program that would create more workforce housing in SLO Communities would consist of: • Lower priced homes (e.g., from $X - $Y or a % of SLO median price or based on affordability index) • Smaller size homes (e.g., 1000-1400 sq. ft..) • Basic house amenities (e.g., 1 % baths) • Non-deed restricted homes To make this economically feasible, home builders would require certain incentives, such as: • More available land (i.e., land not currently zoned residential would be rezoned if plan meets requirements. Currently zoned residential land is far too expensive for program to work) • Project approvals if plans meets requirements • More flexible development standards (e.g., narrower streets, smaller lots, reduced setbacks, increased density) • Lower fees based on unit square footage (i.e., ratio based fee structure — smaller size equals smaller fee) • Expedited processing/plan checking (i.e., top of the stack processing for approved projects with. fast track deadlines) • Exemption for homes in the program from being counted under the city's growth management ordinance council agcnaa CITY OF SAN LUIS OBISPO CITY HALL, 990 PALM STREET Special Meeting Saturday, January 27, 2007 8:30 AM 2007-09 Financial Plan Library Community Room COUNCIL GOAL SETTING 995 Palm Street WORKSHOP CALL TO ORDER: Mayor Dave Romero ROLL CALL: Council Members Paul Brown, Andrew Carter, Allen K. Settle, Vice Mayor Christine Mulholland, Mayor Dave Romero 2007-09 FINANCIAL PLAN COUNCIL GOAL SETTING WORKSHOP 8:30 AM Refreshments 9:00 Welcome and Introductions Mayor 9:05 Background: Purpose of the goal-setting CAO process, overview of the City's fiscal outlook, results from the Community Forum and next steps 9:15 Process and Guidelines Facilitator ® The City of San Luis Obispo is committed to including the disabled in all of its services, programs and activities. Telecommunications Device for the Deaf (805) 781-7410. Please speak to the City Clerk prior to the meeting if you require a hearing amplification device. For more agenda information,call 781-7100. i Council Agenda Saturday, January 27, 2007 9:20 Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Noon Council may accept further comments from the public that have not been previously presented 12:15 PM Lunch Break (staff compiles candidate goals) 1:15 Discuss and Weight the Goals Council Clarify Goal Statements Each Member Prepares a Written Ballot Ranking the Goals 2:15 Break While Staff Tabulates the Results Staff 3:50 Review and Identify Major City Goals Council 4:00 Discuss Next Steps Council/Staff ADJOURN % borhoods North of Foothill NNOF P.O.Box 13023, San Luis Obispo CA 934W, (805) 542-9554 January 22,2007 Honorable Mayor and Members of the City council, Neighborhoods North of Foothill thanks the City for including individual residents and neighborhood groups in its budget goal setting process. We are very aware that maintaining the quality of life in some areas and improving it significantly in others is critical to the future of San Luis Obispo. We submit the following comments in support of the RQN recommendations recently submitted to the City: • Code enforcement must be a priority to protect neighborhoods. Only by filling vacant positions and creating new ones can we ensure accountability for those who break ordinances and disturb neighborhoods. • A Neighborhood Services Representative can be the needed liaison between elected officials, staff and residents. • Adding officers to the Police Department could give neighborhoods the coverage needed to reduce response time to complaints. No one should have to live with the disturbances that many people-are faced wA. Residents' safety and piece of mind should be high priority in this city. • The Neighborhood Street Paving program is important to residents and assures San Luis Obispo's reputation as a desirable place to live. Traffic Calming is absolutely necessary to protect the quality-of-life status for residents. Neighborhoods should be protected from thoughtless drivers speeding though them. The demographics of this city cannot be ignored during the Goal Setting process. A city the size of San Luis Obispo housing 15,000 or more college-aged students must have programs in place that provide protection for residents who make this city their permanent home and for short-term residents who are willing to live respectfully alongside them. Thank you for this opportunity to emphasize the needs of residents and to support the RQN recommendations submitted on behalf of all neighborhoods. We request you give high priority to programs and services that benefit neighborhoods when you make your final decisions on the budget. Resp j14'01F Roger Steele,M.D. President,NNOF 99F h-borhoods North of foothill NNOF P.O. Boz 13023, San Luis Obispo CA 93400.. (805) 542-9554 _ 1- L RECEIVED January 22, 2007 JAN 2 3 20 j Honorable Mayor and Members of the City Council, SLO UT Y CLE. I Neighborhoods North of Foothill thanks the City for including individual residents and neighborhood groups in its budget goal setting process. We are very aware that maintaining the quality of life in some areas and improving it significantly in others is critical to the future of San Luis Obispo. We submit the following comments in support of the RQN recommendations recently submitted to the City: • Code enforcement must be a priority to protect neighborhoods. Only by filling vacant positions and creating new ones can we ensure accountability for those who break ordinances and disturb neighborhoods. • A Neighborhood Services Representative can be the needed liaison between elected officials, staff and residents. • Adding officers to the Police Department could give neighborhoods the coverage needed to reduce response time to complaints. No one should have to live with the disturbances that many people are faced.with. Residents' safety and piece of mind should be high priority in this city. • The Neighborhood Street Paving program is important to residents and assures San Luis Obispo's reputation as a desirable place td live. Traffic Calming is absolutely necessary to protect the quality-of-life status for residents. Neighborhoods should be protected from thoughtless drivers speeding though them. The demographics of this city cannot be ignored during the Goal Setting process. A city the size of San Luis Obispo housing 15,000 or more college-aged students must have programs in place that provide protection for residents who make this city their permanent home and for short-term residents who are willing to live respectfully alongside them. .Thank you for this opportunity to emphasize the needs of residents and to support the RQN recommendations submitted on behalf of all neighborhoods. We request you give high priority to programs and services that benefit neighborhoods when you make your final decisions on the budget. .Cn CPro Respectfully, C O (Al, C_ Roger Steele,M.D. Op'��r President, NNOF e f LA Y1 010—.1 I e'1_ ii, ., r • 1 GOAL-SETTING WORKSHOPS January 10, 2007 January 27, 2007 e:, city of san Luis oBispo 1 2007-09 financial plan GOAL-SETTING WORKSHOPS January 10 and January 27, 2007 TABLE OF • 1.Workshop Agendas BACKGROUND MATERIALS January 10:Community Forum 1 7.Status Reports from November 16,2006 Workshop January 27:Council Goal-Setting Workshop 3 RECOMMENDED CITY GOALS A.Status of General Plan Implementation Programs Introduction A-1 2 Council Advisory Bodies Implementation Program Status by Element A-5 Introduction 1 B.Long-Term Capital Improvement Plan(CIP) Architectural Review Commission 2 Overview B-1' Bicycle Committee 3 CIP Project Summary by Function B4 Cultural Heritage Committee 4 Downtown Association 5 G Status of 2005-07 Goals and Objectives Housing Authority 8 Human Relations Commission 9 Introduction C-1 lack House Committee 12 Major City Goals C-4 Joint Recreational Use Committee 13 Other Council Objectives C-23 Mass Transportation Committee 14 Carryover Goals and Objectives C-25 Parks and Recreation Commission 15 Planning Commission 16 D.Status of Current.CIP Projects Promotional Coordinating Committee 17 Introduction D-1 Tree Committee 18 Status Report:Major CIP Projects D-4 3. Community Budget Bulletin Status Report:All CIP Projects D-5 Responses received after January s will be distributed on January 16 $•GoabSetting Process for 2007-09 Overview 1 December 12,2006 Council Agenda Report Responses 2 Goal-Setting Process for 2007-09 1 4.Community Groups/Others 9. Fiscal Outlook:December 12,2006 Forecast Items received after January 5 will be distributed as they are received Five-Year-General Fund Fiscal Forecast:2007-12 San Luis Obispo Property Owners Association 1 .10.Results from Public Opinion Research Katy Moms 3 '- Jerry Reiss 4 Graphic Summary:-March 2005 and June 2006 Surveys 1 Rob Franz 5 March 2005 Survey Results 5 Bob Vessely 6 June 2006 Survey Results 9 Bonny Dougherty 7 Angela Morris 8 11.Other Background Information Rachael Osborne 9 Evila Briones 10 2007-09 Financial Plan Schedule 1 Nicole Pap 1 1 Goa6Setting and the Budget Process 2 Robert and Virginia Griffin 12 Budget Process Overview 3 Kimberly Hain 19 Budget-in-Brief 2006-07 4 John Lex 20 Financial Plan Policies 8 Ken Schwartz 21 Public Notification ECOSLO 22 Display Ads 28 San Luis Obispo Chamber of Commerce 24 News Release 29 Richard Schmidt 26 Notice to Community Groups 30 Transitions-Mental Health Association 30 Community Budget Bulletin and Survey 32' Memorandum to Advisory Bodies 34 5. Results from Community Forum 12. Notes and Other Materials To be distributed on January 16 Provides the Council with a place for notes and other 6.Council Member Goals supplemental materials received by them. To be distributed on January 25 ,� �. `i �� �' .� ;. �� Section WORKSHOP AGENDAS January 10 Community Forum ,' January 27: Council Goal-Setting Workshop ��- � - �. � � �� ''q,/ �y council acenaa - 1 CITY OF SAN LUIS OBISP0 CITY HALL, 990 PALM STREET Special Meeting Wednesday, January 10,2007 6:30 P.M. 2007-09 Financial Plan Ludwick Community Center COMMUNITY FORUM 864 Santa Rosa Street CALL TO ORDER: Mayor Dave Romero ROLL CALL: Council Members Paul Brown, Andrew Carter, Allen K. Settle, Vice Mayor Christine Mulholland, Mayor Dave Romero 2007-09 FINANCIAL PLAN COMMUNITY FORUM 6:30 Welcome Mayor 6:35 Process,.Current Goals, Measure Y Results and Fiscal Outlook CAO 7:00 Public Comment 9:00 Participants Vote on Top Priorities 9:15 Participants Complete Summary Feedback Form 9:30 Participation Prizes and Close ADJOURN The City of San Luis Obispo is committed to including the disabled in all of its services, programs and activities. Telecommunications Device for the Deaf (805) 781-7410. Please speak to the City Clerk prior to the meeting if you require a hearing amplification device. For more agenda information,call 781-7100. I council acEnaa j CITY OF SAN . LUIS OBISRO CITY HALL, 990 PALM STREET Special Meeting Saturday, January 27, 2007 8:30 AM 2007-09 Financial Plan Library Community Room COUNCIL GOAL SETTING 995 Palm Street WORKSHOP CALL TO ORDER: Mayor Dave Romero ROLL CALL: Council Members Paul Brown, Andrew Carter, Allen K. Settle, Vice Mayor Christine Mulholland, Mayor Dave Romero 2007-09 FINANCIAL PLAN COUNCIL GOAL SETTING WORKSHOP 8:30 AM Refreshments 9:00 Welcome and Introductions Mayor 9:05 Background:. Purpose of the goal-setting CAO process, overview of the City's fiscal outlook, results from the Community Forum and next steps 9:15 Process and Guidelines Facilitator The City of San Luis Obispo is committed to including the disabled in all.of its services, programs and activities. ® Telecommunications Device.for,the Deaf (805) 781-7410. Please speak to the City Clerk prior to the.meeting if you Jrequire a hearing amplification device. For more agenda information,call 781-7100. 3 O Council Agenda Saturday, January 27, 2007 9:20 Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Noon Council may accept further comments from the public that have not been previously presented 12:15 PM Lunch Break (staff compiles candidate goals). 1:15 Discuss and Weight the Goals Council Clarify Goal Statements Each Member Prepares a Written Ballot Ranking the Goals 2:15 Break While Staff Tabulates the Results Staff 3:50 Review and Identify Major City Goals Council. 4:00 . Discuss Next Steps Council/Staff ADJOURN -4- , Section I Recommended Goals COUNCIL ADVISORY BODIES 2007=09 Financial Plan Council Advisory Body RECOMMENDED GOALS January 2007 c city or san. Luis OBISPO 2007-09 Financial Plan COUNCIL ADVISORY BODY RECOMMENDED GOALS TABLE OF CONTENTS Introduction 1 Council Advisory Body Recommended Goals Architectural Review Commission 2 Bicycle Committee 3 Cultural Heritage Committee 4 Downtown Association 5 Housing Authority 8 Human Relations Commission 9 Jack House Committee 12 Joint Recreational Use Committee 13 Mass Transportation Committee 14 Parks and Recreation Commission 15 Planning Commission 16 Promotional Coordinating Committee 17 Tree Committee 18 Appendix / Advisory Body Role in the Budget Process 19 INTRODUCTION Overview As discussed below, this document represents advisory body goal recommendations to the Council for 2007-09,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. Review Process for 2007-09 Counciladvisory bodies received a consolidated.listing of all recommended advisory body goals on November 15, 2006. This provided advisory bodies with an early opportunity to review what other advisory bodies see as high community priorities; and while not required, it also provided an opportunity to revise goals in light of these if they chose to do so. . Under this approach, each advisory body determined for themselves if a formal second review was needed. In this case, any revisions were due to the Department of Finance & Information Technology by December 28, 2006. The Council then received the final report with all.advisory body recommendations on January 5, 2007, before they held their goal-setting workshop on January 27, 2007. _ 1 _. ' ARCHITECTURAL REVIEW COMMISSION �! In Priority Order ; 1. Design Guidelines—Affordable-By-Design housing Examples: Produce an addendum to the Community Design Guidelines to.illustrate and describe positive.examples_of housing choices by type with the focus on multi-family.and mixed use workforce housing. 2. Downtown Urban Design Element & Development Code: Provide funding to prepare a new Urban Design Element to the City General Plan for the City's Downtown that focuses on the creation of public open spaces, the appearance of the street environment, and the relationship of buildings to each other and public spaces. 3. CommunityDesign Guidelines.Update: Prepare. at least two updates to the document beginning with the design and locations of trash enclosures and the placement and screening of Utilities equipment such as double-check valve assemblies. Updating these sections will involve study sessions with the ARC that include staff from Utilities and San Luis Garbage. 4. Broad Street Corridor Plan: . Secure additional funding for the completion and implementation.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 r . 2 BICYCLE-COMMITTEE Recommended Goal Why Goal is Important Candidate Funding Continue progress toward This goal provides a huge • STIP Funding(for land implementation of the safety enhancement fora large and;design) Railroad Safety Trail. volume of bicyclists, a safe . City Debt Financing for bike route to the University construction and schools, and promotes the o Solicited Cal Poly achievement'ofthe General contributions Plan goals to increase bicycle a BTA Grants ` use. This goal also complements the Promotional Coordinating Committee goal I to connection Class 1 bicycle. facilities. Continue to improve the This goal increases.the o Streets Maintenance maintenance and safety of usability and safety of bicycle Budget bicycle and pedestrian and pedestrian facilities to o Pavement Management facilities (improve pavement, encourage people to.cycle Program Funds. curb markings, striping, and walk. This goal also o. General Fund: Traffic grates,and debris removal) complements the Promotional Safety by proceeding with Coordinating Committee goal miscellaneous bicycle facility to improve upper Monterey improvements identified in Street. the Bicycle Transportation Plan. Provide up to $30,000 As recommended by the San • General Fund: Traffic annually to support the Luis Obispo County Grand Safety with a portion funding.of a Bicycle Safety Jury, this goal promotes coming from Education Coordinator training in safe cycling Transportation within the San Luis Obispo practices for all age groups Development Act (TDA) County Bicycle Coalition throughout the County. funds organization. 1\ -3 - CULTURAL HERITAGE COMMITTEE C" In Priority Order 1. .Iiistoric Preservation_ Ordinance: Prepare a Historic Preservation Ordinance, pursuant to the Conservation and Open Space Element Program 3.30.10, and provide funding for the preparation'ofa historic character assessment of city historic districts. 2. 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. 3. Historic Plaque Program: Provide funding to evaluate, improve and expand the existing Historic Plaque Program. 4. Southern Pacific Freight Warehouse: Provide funding to complete the rehabilitation of the historic Southern Pacific Freight Warehouse within the two-year budget cycle. C .,f. DOWNTOWN ASSOCIATION The Downtown Association, at its November 14 Board meeting, recommended that the City Council consider including the following suggestions when determining goals for its two year budget for the period 2007-2009. Some of the goals are reflective of previously submitted recommendations as it's felt that whether included in the 2005-07 adopted goals or not, they remain important. And, as isoften the case with ambitious projects, achieving completion often takes longer than a two-year period allows. Some new goals are included as a result of changes or more recentoccurrences in Downtown and the City. Downtown remains dependent upon the City for a variety of high level services for cleanliness, safety and continued development. A high-use, older area, Downtown requires more maintenance and more upkeep than areas outside the Downtown. But, as Downtown is the historic and commercial center of the city, it warrants extra attention in order to maintain its viability and assure its ability to generate a high level of sales tax for City projects. Recommendations include: Capital Improvement Projects 1. Continue pursuing construction of Palm Nipomo parking structure. 2. Further advance the Pedestrian Old Fashioned Street Lighting Program. Security and Maintenance 3. Clean and maintain Mission Plaza on a regular basis. 4. Continue to ensure dedicated daytime police in.the Downtown area. Further, participate in sponsorship of private security for Downtown. 5. Increase sidewalk scrubbing. 6. Support City Downtown Tree Program to remove failing trees and fill empty tree wells. Marketing 7. Support Downtown by establishing a fund to market Downtown during start up of Dalidio Ranch project. Could tie in with Promotional Coordinating Committee efforts. 8. Promote education of alternative transportation to and around SLO Godl Descriptions The following provides background information on each of these goals. 1. Continue pursuing construction of the Palm Nipomo G parking-structure. At this time, the "west" end of Downtown is developing and, while the demand is not yet evident, will grow by the time a number of projects including completion of the Children's Museum, a new 5 DOWNTOWN ASSOCIATION SLO Art Center and perhaps the implementation of a neighborhood parking district become reality. These projects, and others, will generate.a need for increased parking in that area of town. Further, as the City currently owns a parking lot suitable for a parking structure and considerable funds have been spent in designing a project, the Downtown Association believes this avenue should be pursued. 2. Further advance the Pedestrian Old Fashioned Street Lighting Program. Private.and public development has taken the lead in the pedestrian lighting program with.approximately a dozen of the approved style old-fashioned street lights being installed around Downtown including adjacent to the Court Street project and along Morro Street as part of the parking structure project. However, the pace of the program could be stepped up -allowing the Downtown Association to sell light pole sponsorships—if the City could developan infrastructure for light placement. This would further increase nighttime safety and add . much needed evening ambiance to Downtown. 3. Clean and maintain Mission Plaza on a regular basis. It's hard to believe this isn't a given. The Plaza is the heart of our City, visited by thousands annually, used for events and a park for our most historic resource, the Mission. Because the Plaza, as with any public surface, cannot be washed with chlorinated water, it goes unwashed and is remarkably filthy, an eyesore for guests and a black eye for those charged with its care. The Plaza should be scrubbed regularly to remove grime and keep the"jewel" of our town shining. C4. Continue to ensure dedicated daytime police in the Downtown Area. Further, participate in sponsorship of private security for Downtown. Downtown has become a daytime hangout for transients and people exhibiting problem behaviors. Although the complaints coming in are not constant, they do arise from time to time from the general public and out of town guests indicating that people feel afraid or anxious when walking the Downtown. A uniformed police presence goes a long way in keeping problems, and therefore complaints, at bay. Currently, the Downtown Association has hired a private security firm to assist SLOPD efforts on a part time, temporary basis. Either increased SLOPD presence or partnering with the Downtown Association by funding a portion of private security costs is recommended. 5. Increase sidewalk scrubbing. As with.Mission Plaza, Downtown sidewalks get a lot of use and little care_ While a number of private business owners augment City efforts with private cleaning services, a more ambitious program could improve the overall appearance of Downtown reflecting a sense of pride and care to particularly tourists who spend a lot of time and money in Downtown. 6. Support City Downtown tree program to remove failing trees and fill empty tree wells. The City recently received its first Downtown Urban Forest inventory and recommendations, important because our remarkable trees are aging and in some cases are unhealthy or dangerous. With trees needing to be removed and with some tree wells remaining empty for long periods of time, it's time to move forward with tree replacement and care to maintain our beautiful urban forest and overhead canopy that provides shade and beauty. Moreover, a method of addressing injuries to trees by large trucks should be examined. Trees, -6- DOWNTOWN ASSOCIATION particularly.the .older ones, have high value and deserve protection from careless delivery drivers. 7. Support Downtown. by establishing a fund to market Downtown.during start up of Dalidio Ranch project. (Could tie in with Promotional Coordinating Committee efforts). Previous analysis of impact of Marketplace project (now called Dalidio Ranch but comparable in size and elements) shows that Downtown will likely experience a loss of sales anywhere from 10 — 30 per cent when theproject opens for business. To mitigate this, projected blow, the Downtown Association seeks partnership with the City in developing a marketing plan for.Downtown during the start up of the proposed project. The Downtown Associationwill be developing its own plan and strategy toward this effort but will need partnerships and City funding in the effort to preserve the sales tax levels currently generated' from Downtown businesses.. 8. Promote education of alternative transportation to and.around SLO. As Downtown parking lots are developed and neighborhood parking districts remove even more parking from the Downtown inventory, it will become important to educate particularly employees about the most economical ways to access Downtown. Programs like the Gold Pass have huge potential but are under-marketed and underutilized. A sophisticated campaign, perhaps developed in partnership with Ride .On or Ride Share, resulting in trip reductions, less pollution and more parking for visitors would not only be smart, it will be necessary. The Downtown Association thanks members of the City Council in advance for its consideration of these suggestions for the continued viability of Downtown and the City. C HOUSING AUTHORITY '1 C% 1. Relocation of the Homeless Shelter: This was an identified goal two years ago. The current shelter property was purchased with CDBG funds .and the modular buildings that were placed on site at that time have exceeded their normal useful life. Given the growth in the surrounding areas, as well as the growing homeless population, the homeless shelter needs to bexelocated to a new site and construct new facilities. The City of San Luis Obispo must take an active role in supporting the planning and new construction of these services, as well as inducing the other cities and unincorporated areas to participate in the costs of providing a new shelter and expanded services, as this is a county=wide problem. 2, Relocation of the Housing Authority administrative and maintenance building: The Housing Authority has been at the current location for over 30 years. During that time, the agency has expanded .and thus had to move the maintenance portion to a leased building across the street. This was never an optimal situation and was only intended to be.temporary. In order to adequately serve the increasing number of affordable housing units administered by the agency, a new site for administration and maintenance needs to be secured.. In order for the Housing Authority to continue assisting the City and County in meeting the affordable housing needs county-wide, new facilities needs to be a priority. Funds to assist with acquisition and/or construction costs will be critical. 3. Acquisition and Construction of additional affordable housing units: This has been identified as one of the most critical issues facing this city. The Housing Authority has.been instrumental in developing the majority of affordable housing units within the city limits for Ca number of years. This has only been accomplished by partnering with the city and private developers, the waiver of fees and additional CDBG funding. These items need to continue. However, given the recent increases in construction costs, these items alone will not bridge the financial gap between costs of developing and the maximum rent and/or sales prices. The city will need to revisit the following items in order to assist in the future creation/acquisition of units to be designated "affordable:" • Dedicated stream of funds to assist with the planning and upfront soft costs; • Expedited processing in the planning and design approvals; • Reconsideration of the definition of what is affordable; • Assist in the acquisition of appropriate development sites. 8 HUMAN • NS COMMISSION I$omeless Prevention & Transition Plan Support a long term, comprehensive,proactive, sustainable program that addresses events that precipitate homelessness and transitions people out of homelessness. How: 1. HRC,provides oversight. Involve the HRC more in the City's efforts to address these issues. Often times task forces are formed or staff is assigned responsibilities dealing with this issue and the HRC is not involved. . . 2. Research best practices for homeless prevention;housing and transitional assistance. 3. Maintain and strengthen existing infrastructure and financial resources for homeless services. Maintain is the minimum;however,-the HRC would like the City to apply funds and.expertise in addressing this issue on a broader scale which would include people who.fall out of the scope of the traditional system. Why-- Recent hy:Recent enumeration study of homelessness in our community suggests that these are our citizens j ) too—and not the transients we may have thought them to be. They are children, they are frail and they are elderly. Support Services for Low Income and Very Low Income Through other City programs, such as Parks and Recreation and community partnerships, address other supportive services needs such as convenient child care, transportation and homeless prevention(including onetime utility or rental assistance). How: 1. Examine existing City services and programs with an eye to serving the needs of this population. Does the City do what it can to: waive or discount fees in programs such as recreation,utility assistance and offer child care at convenient times and locations? Are there . other community services providers the City can partner with to provide services? 2. Do what the City can to let people know of these services: a. Utilize the City's. public access station to promote services and make it known that services are available at discounted rates for families and individuals that qualify. b. Utilize the City's utility bills for enhance information about City services to its low- income residents. -9- HUMAN RELATIONS • • why: _ Beyond the issues of housing,people in this income bracket have other needs for supportive services;such as child care, transportation,etc. In many cases, given our business demographic, . these people also represent the back of the service industry,without which City sales tax and transient occupancy taxes would suffer—,as would the business climate that generates these . funds. Support Services That Address Basic Needs for Seniors Marshal community resources to combat the challenges of the aging. Many of the same issues as above, including services that prevent isolation, due to transportation .barriers, loss.of social network and or family. Mental health problems associated with this population is high. Issues around social interaction, isolation and depression can have profound effects. Look to other service providers for service partnerships. In some cases, the needs-are falling beyond the scope of current services that are offered — such as the need for transportation to health care visits. How and Why As Above Supportive Services for Those with Disabilities Be proactive in making the City of San Luis Obispo known as an accessible city. How. I. Continue to make City facilities and services accessible. 2. Research Naples, Florida and Canon Beach, Oregon as models to emulate. 3. Help business understand the potential revenue benefits. 4. Continue to dedicate funds to tourism promotion to this sector. 5. Provide updated access information. Why: It's more than simply the right thing to do; it's right for the community citizens and can enhance community revenues through tourism. J - 10- HUMAN RELATIONS COMMISSION Supportive Services for Youth Look at the Search Institute Asset Development Model, as a foundation upon which to structure community services to youth. The City has a broad range of existing services that may be improved or modified by recognizing the role the City can play in developing our youth. How. 1. Continue to provide positive programs targeted to children of all ages. 2. Look closely at services offered to children in their early teens, ages 12 - 15. This is an age when children are most likely to reach out and are often.overlooked in program services. 3. Partner with other community services to let families and children know of opportunities in the community. why: Research shows that the more"developmental assets" a child develops or acquires,the less likely (proportionately) he/she is to engage in "at risk" or unhealthy behaviors. Beyond "providing services," they City could be seen and known as a community dedicated to building strong kids through mentoring, demonstration and City engagement in the community. Initiate a Broad Dialogue to Address the Issues of Substance Abuse Work to bring the entire community together to have a discussion on substance abuse. How. 1. Increase conversations with the County of San Luis Obispo and other service providers on this topic. 2. Support the funding of the detox grant. 3. Replicate the Methamphetamine Addiction Forums. Why. Each person under the influence affects a myriad of people. Substance abusers place a drain on resources. Substance abuse is.one of the root causes of homelessness. _ It _ JACK • COMMITTEE 1 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. Removal and restoration of the elevator shaft and bay window. 3. Foundation stabilization and drainage. �4 _ 12_ JOINT • COMMITTEE In Priority Order I. In conjunction with the Parks&Recreation Commission,support the conversion of Stockton Field to synthetic turf as a demonstration site,using park-in-lieu fees to fund the majority of the project. Charge staff to explore and identify other potential sites for future upgrades to synthetic turf. Rationale: The level of use of the Damon Garcia complex has demonstrated the demand for more field space in the City. As the City fills in, large tracts of land suitable for construction will be harder to find and more costly to develop. Synthetic turf should allow significantly greater use of existing and future field space. Synthetic turf should also result in reduction in maintenance costs to the City over time. 2. Continue the field improvement grant and facility use grant programs. 3. Support efforts to enhance parks maintenance staffing. 4. Develop additional tennis courts at Islay Hill and French Parks and support new courts in future city park developments. 5. Resume implementation of the Sinsheimer Park Master Plan. C - 13 - MASS TRANSPORTATION COMMITTEE In Priority Order ^ GOAL IMPORTANCE FUNDING SOURCE What is being proposed for Why is it important? How.can it be achieved from the community? a resource perspective? 1. Short Range Transit Plan • Reduce traffic congestion. • Federal transit dollars Update to include Decrease pollution • Transportation community outreach and Use infrastructure more Development Act dollars promotion programs, efficiency. and research strategies Review financial and to/from and around operating health of transit Downtown to increase system. ridership. • Make recommendations to refine/change service and/or expand service. 2. Complete physical • Provide restroom • Capital improvement infrastructure to support facilities to drivers, riders program convenient ridership, and visitors. •- -Federal transit dollars including ADA bus stops Improve accessibility 0 Transportation and restrooms at the throughout the City. Development Act dollars Downtown Transit Increase convenient bus . Center, to make the City service. more ADA compliant. 3. Replace buses. • Comply with state . Federal,transit dollars emissions regulations. • Transportation • .Increase fuel efficiency. Development Act dollars • Increase service reliability. 4. Support congestion relief Land use is the most • Policy changes and long tens fiscal important longterm Municipal code changes. health through transit, influence on ridership supportive land use levels. strategies and revising Puts land use into more parking requirements near revenue producing uses. transit routes. t 14 PARKS • 1 RECREATION COMMISSION j! 1. Support the conversion of Stockton Field to,synthetic turf as a demonstration site,using park- in-lieu fees to fund the majority of the project. Charge staff to explore and identify other potential sites for future upgrades to synthetic turf. Rationale: The level of use of the Damon Garcia complex has demonstrated the demand for more field space in the City. As the City fills-in, large tracts of land suitable for construction will be harder to find and more costly to develop. Synthetic turf should allow significantly greater use of existing and future field space. Synthetic turf should also resulf in reduction in maintenance costs to the City over time. This_ goal is consistent with the Joint Use Committee goal #1. 2. Resume funding levels for Open Space acquisition. Rationale: Few City programs have accomplished more with less. Existing open space is heavily used for recreation and requires relatively little investment for upkeep. Chances for acquisition are frequently "once in a lifetime." Once developed, the chance to form a greenbelt around the City will be lost forever. The recreational, aesthetic, and urban planning value of this program should give it a very high priority for funding. 3. Charge staff with the task to begin surveying and researching possible locations for a senior/community center. Staff should also begin to research components for such a facility and research possible sources of outside funding to help with acquisition of land and construction of the facility. Rationale: As build-out of the City_progresses, locations for such a facility will become more and more limited. Existing demands for senior services will likely increase significantly in the near future due to demographic changes and future financial shortfalls in federal and state programs that serve seniors. The existing senior and community centers already fall short of meeting the current needs of the community. This goal is consistent with HumanRelation Commission's advisory body goals#2, 3 and 5. 15- PLANNING COMMISSION In Priority Order 1. Update Land Use and Circulation Element. 2. Implement Housing Element with a priority on reducing regulatory barriers to providing affordable housing, emphasized in Programs 2.3.3 and 2.3.4. 3`. Implement Conservation and Open. Space Element with a priority on the LEED program (Program 5.30.7), photographic baseline of visual setting. and conditions (scenic views, hillside ridgelines, Program 9.30.13), and acquisition of open space(program 8.30.1): 4. Secure additional funding for the completion and implementation of the Broad Street Corridor Plan. U C ' - 16- PROMOTIONAL . / COMMITTEE C1. Signage a. Develop a visitor oriented signage .program throughout the City that directs visitors to specific locations. b. The Citywide visitor oriented signage program would include banners in addition to permanent signs and should utilize the Experience the SLO Life brand. C. Specific signs that would be include_d in the visitor oriented signage program would include: i. A monument sign at Highway 1 & Highland Drive. ii. A Gateway arch at Marsh and South Higuera Street as shown in the Conceptual Plan for Downtown. iii. Various signage in downtown that directs visitors to major services such as hotels, . restaurants,museums,historical resources, wineries and so forth. 2. Creation of physical improvements to Higuera Street that will make it even more pedestrian friendly. 3. Public Transportation that meets the needs of visitors as well as residents. This would include sufficient connector services to the Airport, Amtrak and Hearst Castle, as well as increased trolley service. 4. The development of a Specific Plan for Upper Monterey Street that is focused on planning for visitor service improvements from increased pedestrian experiences to improved signage to public transportation. 5. The connection of Class A bike facilities so that there is somewhere to go. 6: The support via the commitment of City staff to coordinate another City art event foi- instance, "Bike about Town' or"Trout about ll." . - 17- TREE COMMITTEE WHAT: Increase resources for the Urban Forest Maintenance Division to be in parity with comparable cities, provide a sustainable urban forest and reduce risk and liability within the City.. 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. I 18 ADVISORY BODY ' • DGET PROCESS" PURPOSE OF THE CITY'S BUDGET O Budget Foundation:December 12,2006. 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,Water and Sewer Master 2003-04 and discuss results of the five-year forecast. Plans, Source Reduction,Recycling&Hazardous Materials Plans,Pavement.Management Plan,Short O Community Forums January 10,2007. Range Transit Plan;Downtown Access and Parking Consider candidate goals from Council advisory Plan, Waterways Management Plan,Neighborhood bodies,community groups and interested Traffic Management Program,Bicycle Plan,Public individuals. Art Policy,Conceptual Physical Plan for the City's Center and Facilities Master Plan. O Council Goal-Setting Workshop:January 27, 2007. Discuss candidate goals presented at January The Financial Plan is the key tool for 12 workshop, consider results of five-year fiscal programming implementation of these goals,plans forecast;discuss Council.member goals; and and policies by allocating the resources necessary prioritize and.set major City goals for 2005-07. to do so. © Major City Goal Work Programs: April 10, This requires a budget process that: 2007. Conceptually approve detailed work programs for major City goals and set strategic ■ Clearly sets-major City goals and other budget direction for 2007-09. important objectives. ■ Establishes reasonable timeframes and ADVISORY BODY ROLE organizational responsibility for achieving them. . By providing the Council with their goal ■ Allocates resources for programs and projects. recommendations, advisory bodies play a very important part in this process. For example, FINANCIAL PLAN FEATURES virtually all of the advisory body recommendations received as part of this process two years ago were ® Goal-Driven included'in some way in the 2005-07 Financial Plan. ■ Policy-Based ■ Multi-Year Council goals,by their nature,tend to be broader in ■ Highly-Automated,Rigorous,Technically scope than those developed by advisory bodies. In Sound your recommendations to the Council,please consider what you believe would be appropriate City COUNCIL GOAL-SETTING goals,both from the perspective of your advisory body's purpose,as well as any perceived First Step in the Budget Process Linking goals community-wide concerns and needs. with resources requires a budget process that identifies key objectives at the very beginning of the Council advisory bodies will receive a consolidated process. Setting goals and priorities should drive the listing of all recommended advisory body goals by budget process,not follow it. November 15,2006. This provides advisory bodies with an early opportunity to review what other FIVE-STEP PROCESS_ FOR 2007-09 advisory,bodies see as high community priorities; and while not required, it is also an opportunity to O Setting the Table: November 16,2006. Review revise goals in light of these if they want to do so. the status of the General Plan programs,current The Council will receive the final report with all Major City Goals,long-term Capital Improvement advisory body recommendations before they begin } Plan, any emerging service level concerns and the the goal-setting process in January 2007. City's general fiscal condition and outlook. - 19- Recommended Goals COMMUNITY BUDGET BULLETIN i' COMMUNITYRESULTS OF BUDGET SURVEY January 5,2007 are the same: infrastructure maintenance; senior services and addressinghomeless concerns are now in the"top 15" BACKGROUND (they.weren't "on the radar" in 2005); and water supply, library services and"big box,"discount shopping(both in We inserted a"community budget bulletin"'in our utility favor and opposed) are no longer among the "Top 15" (they continue to rs concerns, but not to the degree that bills from November to December 2006 informing our customers about the City's goal-setting process, and they were two years ago.) inviting them to participate in the Community Forum on Concerns with street maintenance and traffic congestion- January ongestionJanuary 10, 2007 and the Council goal-setting workshop continue to be among the top three concerns. on January 27, 2007. This reached all 14,000 of our customers. March 2005 and June_ 2.006 Scientifc Surveys These results are also similar with those from scientific public In addition to encouraging participation in these opinion surveys the City completed in March 2005 and workshops, this bulletin asked our customers to share June 2006. These showed street repair,traffic congestion, with-us what they believe are the three to five most safe public important things for the City to do over the next ,two t safety,open space protection and senior services as top concerns,which are reflected in the results below. years. SURVEY PARTICIPATION TOP 15 THEMES Participation in this survey was very high: by January 5, Based on 427 Responses 2007, we received 427 replies. This response is Theme Responses especially notable since this was an "open-ended" survey I Maintain/repair streets 232 instrument (it did not provide pre-determined"check-off' answers), so it required extra thought and effort on the 2. Reduce/mitigate traffic congestion 197 part of respondents to complete and retum'the survey. (It �i should be noted, however, that the community priorities 3. Preserve open space 164 that have emerged over the past 18 months were 4. Maintain/improve public safety 135 highlighted in the"bulletin.") services SURVEY RESULTS 5. Maintain other infrastructure like 108 sidewalks,parks and storm drains Caveat: Not a Scientific Survey 6. Protect/improve senior services 105 7. Develop more bikeways 49 It is important to stress that this is not a "scientific survey," and great caution should be used in interpreting 8•. Affordable housing 46 the results. Nonetheless, we believe the results are 9. Neighborhood wellness/student 39 useful—especially when viewed in conjunction with the housing impacts other forms of feedback the Council will receive in this process—in gaining additional insight into the concerns 10. Improve intersections and 39 of our community. interchanges/widen streets 11. Protect/enhance downtown 34 But There Are"Themes" 12. Limit/control/stop growth 33 Since these are"open-ended" responses, it is not possible 13. Address homeless issues/concerns 32 to provide a simple, analytical summary of the results. 14. Improve recreational opportunities 28 Nonetheless, clear themes emerged. The sidebar (includes parks and sports fields) summarizes the "Top 15 Themes," presented in order of the most common responses. 15. Improve bus system/enhance 24 alternative transportation How Does this Compare with Other Surveys? Two Years Ago. We conducted the same survey two yearsagoas part of the 2005-07 Financial Plan, and the results are very similar In fact, 12 of the top 15 "themes" i ResponsesCommunity Budget Bulletin Survey What Are the Most Important Things for the City to Accomplish Over the Next Two Years? 1. Public Safety. 2. RepairlMamtain streets,storm drains,parks. 3: Traffic control. 4. Senior servicesi • 5. Homeless control—safety;health. I 1. Prado Road to Hwy 101 freeway access to reduce congestion at LOVR. 2. Repairing/maintaining existing parks, streets, etc. 3. Maintaining,but not expanding local fire and police services. 4. Working with airport to expand runway length to better serve City. Prevent flying going to Santa Maria. 1. Solve affordable housing'for those who cannot afford to live,here"with high rents; etc., but are crucial people to the community. 2. Protecting services to the.disabled .mentally ill and seniors. 3. Cut the fat where it counts,:not services to those who cannot fight for themselves. 4.• Use common sense and vision, and don't always let influence or politics'keep you from doing what is right~ 5._ Do something about the traffic gridlock in'the City that is.only going to get worse.'- 1. orse:1. Providing public transportation; the city/regional bus system is excellent. We need to extend and promote access and use of this resource to (1) manage and reduce traffic congestion;' (2) improve air pollution; (3) reduce cost of energy; and (4) attract tourists and promote local business. 1. Specifically resurface LOVR and Madonna:and Higuera:'_Their"repair". was a joke,travesty; and many accidents are waiting to happen. 2. Fix on-ramp from LOVR south onto 101: 3: Restripe.LOVR,Higuera,and,Madonna. 1. City, streets and sidewalks- fix potholes, etc. 2. Police, fire&paramedic services. 3. Manage traffic congestion. 4. Protect senior services and programs. 5. Open space preservation. -2- Community Budget Bulletin Survey Responses l- Eliminate the term°*Orkforce"from city vocabulary'as its usage supports practice of under spaying employees 2. ',Develop downtown with commitment to excelience m_modern design and innovative construction as°a giifttd-hture (avoiding theme,town.for shoppers) 3. Preserve'open space and increase its size as possiblein 4.'"Outlaw loaf blowers 1. Repairing and maintaining city streets, parks and storm drains. 2. Preserving open space. 3. Continue programs to reduce and effectively manager traffic congestion. 4. Protecting senior services and programs and health services for everyone.) 1. PolLcing,high speed drivers, especially on LOUR between Madonna and northerly city hmits • 2.. Police in downtown areas,especially ori Marsh and Hgaera at mid=streeticrossing which are. dangerous 3. Traffic congestion can be especially bad on LUVR above South Ilii era.; a 4: Continue programs,that:rWuce and'effectively manage traffc congestion: 1. Repairing and maintaining city streets,potholes, parks and storm drains. -,, 2. Continue programs that reduce and effectively manage traffic congestion 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1. Were,really concerned about traffic;especiallywithhonses.on HiWan d•aiid Chorro. Welive on Chorro and have a-hard time exiting our driveway now. What*M if be like when the houses are.fully occupied 2. We see very-few policemen patrolling our streets." If we call;'it takestoo long for them to come. 3. Unkempt yards; trash,weeds .Water is so expensive;but somepeople don't take puce inalieir surroundings._. 4. Downtown is begmnuig to look like a tourist trap. 5. We should have a good department store• 1. Fix potholes quickly. 2. Resurface roads regularly. 3. Plant trees, hedges, and flowers along city streets. 1: Low income housm g' - O -3 - Community Budget-Bulletin Survey Responses 1. Widen LOVR from Hwy 101 to lower Higaera. 2. Widen Orcutt Road from Broad to Laurel Lane. 3. Improve traffic circulation at LOVR and Madonna Road. 4. Improve traffic circulation at Santa Rosa and Monterey. 5. Upgrade sewer system. 1. Stop pissing away money like.you'have it Run the city like a business instead of simply burning mDlley. 2. :Fix.the streets.=The_roads are a disgrace. 3: ,Build real bike paths that allow someone to ride unn»peded*from Tank Farm to"downtown.-,. . 4.°,Get rid of at least 50"/0`of,City employees We allknow thatmost of them do nothing. 5:. More police,should be walking the.streets downtown-a visible presence. 1. Repairing and maintaining City streets,potholes, sidewalks, parks and storm drains. 2. Managing traffic congestion. 3. Improving levels of police, fire and paramedic services. 4. Noise abatement. Summertime Friday concerts are entirely too loud. I feel that the Mission walls may be in peril, to say nothing of our eardrums. Also,the recent Allman concern at the Madonna Expo could be heard across town. Some regulation is needed. 1. Repairing and maintainingstreets,potholes,'parks and storm drains . 2. -Manage-traffic congestion. Traffic light at;Broad and Lawience 3: Police,fire andparamedic services 4. Preserve open space. 5. Change laws to make it profitableao own and operate spaces for,factory=built.homes. 1. Enforcing neighborhood blight, i.e., trailers, boats, RVs, illegally stored on our streets and generate revenue by enforcing codes for that sort of thing. 2. Clean up the filth, graffiti, and stickers on signs and such in downtown retail area. 3. Provide a bike/walkway linking Laguna Lake area to downtown. The current bike lane and pedestrian walks are not safe. Perhaps a creek side route along Madonna Inn property? 4. Traffic congestion problems. 5. Police patrol. L Affordable housing. 1. Affordable housing. 2. Traffic congestion reduction. 3. Alternative transportation options— safe bicycle lanes, more bus routes and times, and off-road trails. 4. More student housing. -4- ' Community Budget Bulletin Survey Responses 5. Living wage business development. 1: Remove and repave the downtown sidewalks on Higuera from Nipomo to;Santa Rosa and Monterey from Chorro'to Santa Rosa..;It's"an unsightlypatchwork.;' 2: Add trees on Broad Stree from Tank Farm Road W Orcutt as well-as sidewalks.where they currently do not exist 3., Give sewer rate relief.. The rates are very,high.:.: 4. Community health services—"low cost:clmic for those who have no health insurance: Services for those are'unaffordable since General Hospital4ent bankrmpt 53 Ditch the SL Chamber.funding and_create a City marketug program to.4rmg iri businesses (through tax incentives)that provide;hgh paying jobs 1. Add to open space green space. 2. Increase rain water absorption by a change to ecoblock 80% of residential/commercial parking. 3. Regularly patrol creeks and existing homeless encampments instead of waiting for complaints. 4. Increase bike parking downtown. 5. More incentives to use intercity public transit. 1: Repairing and-inaintaining city streets;potholes,parks and storm drains. 2 Preserving open spam,,. 3 Improving levels of polii . ce,fire and paramedic services As population grows,these services are critical,especially,paramedic services becausehospital emergency rooms are being.squeezedto overcrowding 4.. Continue programs that reduce and`effectively manage traffic congestion 5. .Protecting senior services and programs. 6. A growing problem is housing for the working poor. Anyone working for minimum or slightly above wages cannot afford a place to rent. Subsidized 'rental apartments would help. Those figures I've seen thrown around for so-called•affordable housing have been way above affordable and not even close to reasonable or realistic."' 1. Lower the speed limit on South Street. It would be simple to replace the"45" signs with"35", and then enforce it. The revenue from five speeding tickets would pay for the new signs. Forget the median; forget the lane elimination. Slower=safer. 1. Repairing and maintain streets and other•infrastructure ' 2. .Intensify programs to reduce traffic congestion,particularly.in southern part of town 3. Limit the explosive growth onLOVR and Tank•farm Road. 4. Improve levels of police and other emergency services. 1. Street and road repair and maintenance 2. Traffic congestion. -5- Community Budget Bulletin Survey Responses 3. Preserving open space. 4. Senior services 5. Police, fire and paramedic services—adequate personnel 1. Affordable housing. I'make $100,000`and still can't buy a houses There is something really wrong with that. 2. Leave.downtown alone: You have screwed it up enough ah•eady so.that it:Iooks like an , other. town in Cahforma 3: Get rid of the bums, they are'a`nmsance`to everyone.: 4. Good job selling out to corporate America (i e:,Froora Ranch). Anotherpece of open 'space gone for another Home Depot and Costco Just iv i SLO.needs 5: Just think,in only 10 years you managed all this In.anther 10 years, our kids won't recognize tl e,place.. Congratulation son takinzI g;one of the best pots m the U.S and:makin it another 1- Higuera is rough enough to shake the fenders off any tourist vehicle. 2. The sidewalk in front of the downtown Post Office is a disgrace. It is always filthy- 1. Continue programs that reduce and effectively manage traffic copgestion .Prado Road and LOVR from Hi era and west to Madonna 2.. Repairing and maintaining city streets.;potholes,parks and storm._drainsy 3.;;Improving levels e;fire of policre and paramedic services/ 4. Protecting senior services and programs 5. Preserving open space.' 1. Bike path along the creek from the city to connect to the Bob Jones bike path to Avila Beach. This would be a tremendous benefit to our community and would boost tourism as well. 1. Repairing and maintaming'city streets,potholes,parks and storm drains. . - 2. Preserving,opein space. 1- Set timing on street lights on Santa Rosa so to allow for traffic flow; not stop and go. 2. Continue with tree maintenance/replacement. 3. Preserve open space. 4. Establish cross town bike path along railroad. 1. Repair,resurface roads. C. d 2.: Undergrounding electrical 3. :Emergency preparedness .: -6- Community Budget Bulletin Survey Responses 4. Open space preservation 5. Pollution control. 1. The most important thing is to correct the traffic problem on LOUR between Higuera and 101. 1. Increase street lighting,especially in .residential areas to deter yandalism and other crimes Preservation of trees leads to obscuring visibiL.y and shrouduig street lights Neighbors have -• dealt with repeated acts of graffitiori;fence and house My.wmdslueld was'`deL'lerately smashed with a hammer after I identified-the perpetrator of.tlie graffiti. Street light nearby is shrouded by trees. Other areas simply have too few street lights. 1. We do not have roads in SLO to hold all the traffic and the roads we do have you want to make two lanes rather than 4. It is impossible to drive anywhere in town. 2. Put a stop light in with a cross walk on South Street. Keep it 4 lanes. 3. Put more lighting and a stop sign on Tank Farm and Poinsettia. 4. Put a 4-lane bridge in at Prado Road. 5. Put a stop sign at Morning Glory and Fuller. 6. Put in more bike lanes that are set away from the roads. 1. Repairing and maintaining citystreets, potholes,parks and storm drains. , 2. Continue_programs:that reduce and effectively manage traffic congestion. 1 Protecting senior services and programs: 4 These are especially important in view of the increase:in traffic,notably in the last year on LOVR and over the 101 Freeway. During late afternoon,cars line up behind a red light for three or four blocks. The bridge over 101 needs at least 4 lanes instead of two. As senior '. citizens we appreciate your efforts on the last item. , 1. More bicycle friendly paths,roadways, access. If more people ride, there will be less cars. 1. Good public transportation 2. Fewer shopping malls that hire people at low wages.- 3. ages:3. .Encourage small businesses. 4. No Wal-Mart. 1. Continue programs that reduce and effectively manage traffic congestion 2. Repairing and maintaining city streets, potholes, parks and storm drains. 3. Four lanes on Tank Farm to unload Broad Street. 4. Cancel revising South Street. We need more circulation,not less. 5. Dalidio overpass and Prado dumping onto Broad Street is faulty logic. Broad is already overcrowded. -7- Community Budget Bulletin Survey Responses 6. A cross-town connector from South Broad to US 101 via Apple Farm is needed. L -Take better care of streets. 2. Better police,fire and paramedic services. ., 1. Fix Broad Street from Tank Farm to South Street. 2. Fix South Street to allow safe pedestrian crossing. 3. Annex Dalidio site. I. Maintaining parks and-open space.- 201 Repairing roads/pothoIes 3. More activities and services for young children 4. More protected bike paths throughout the city. ,,,., 1. Repairing and maintaining city streets and sidewalks. 2. Continuing programs that reduce traffic congestion. 3. Reducing government spending and waste. 1. Preserving open space. 2. Less large scale development.. 3. Improving education,especially special education services. 1. Repave the roads. 1. Better parking in the downtown area that is clearly -marked. 1. Preserving open space. 2- Repairing City streets and parks. 3. Addition more bike paths. 4. Adding more recycling bins throughout the City of San Luis Obispo 1. Supportfor non-profit organizations that bring in tourism. 2. Repairing and maintaining city streets, potholes, parks and.storm drains. _ 3. Continue.programs that reduce and effectively manage traffic congestion 4. Improving levels of police,fire and paramedic services. -8- Community Budget Bulletin Survey Responses G1. Focus on affordable housing in SLO. It's impossible for the average person to be able to own their own home. Only the wealthy can do that. 2- Protect seniors, especially when it comes to housing. 3. Fix the streets 4. Fire,police and paramedic services should have the support they need. 5. Reform parking laws. We have many transients living in their cars overnight for days on end. When we report eh problem, they just move down the street. '. 6. There is no crosswalk at South Higuera. I cross the street there frequently and the walk signal only stays on one second. 1. Preserving open space.` 2.. Encouraging less fossil fuel dependence by ezpandmg bike lanes and.trails.; 3.; Maintaining and planting new Gees and natural plants 4. Maintaining parks" 5.. Preservmg`neigbborlioods b r.jimiting college home rentals . 1. Build the Prado Road overpass, including widening Prado to four lanes east t South Higuera. 2. Build Prado Road extension through to Broad Street.. 3. Reduce future financial risk by phasing out pensions and City funded retirement and replace it with a 457/4038 alternative. 4. Increase police staffing to combat growing vandalism and theft. 5. Revise city planning policies to reduce new development densities and increase available parking at new buildings. 1, Reduce speed on South Street (35 mph) at King Street. Put"a crosswalk on South Street and stop signs, but do notnarrovv.the street 2 Widen Tank Farm Road all the way to Broad-Street '. " 1. Preserving open space 2. Enhance downtown—no more big box stores. 3. Reduce traffic problems. 4. Fund recreation programs. 5. Keep utility costs down. L. Improving city streets: 2� Traffic congestion 3. Pedestrian areas in_shopping'areas to tie increased ': 4..""Preserving open space._ C1. Quit using water as a "tax" source for city income. It is unfair and exceeds the quality of life of residents. How can this be rolled back? You used the drought to raise the rates to control usage then -9- Community Budget Bulletin Survey Responses never rolled back rates. The water fund is a pork barrel. We are tired of it. Please do an assessment of local peer groups and at least match water rates. You are turning the beautiful lawns and gardens of our town brown. 1 Repair the roads -: I "Affordable housing 3 Wxdea LOUR between-Higuera and Madonna. 4: Put alight at Orcutt& Tank Farm. 1. Improve levels of police, fire and paramedic services. 2. Continue programs that reduce and effectively manage traffic congestion. 3. Repair and maintain city streets, potholes, and storm drains. 4. Protect senior services and programs. 5. Preserve open space. 1- You're doing a good job: 2. Open space a must. 3, Mentally'ill homeless need to be off the streets. C1. Repairing and maintaining city streets, potholes, storm drains and parks we have. 2. Protect senior services and provide new ones where needed. 3. Continue programs to reduce and manage traffic. Finish taking care of South Street. Do something to make it safer. 1. Repairing and maintainm 'ty ci streets,pot g ' 6oles,.parks and;storm drams:: - 2: Continue programs that reduce and'effeetively manage;traffic congestion:,, 1. Repairing and maintaining city streets. 2. Continue programs that manage traffic congestion. 1.: Repairing and maintaining city streets,potholes;;parks=and.storni drams. 2. Continue programs that reduce and effectively giauage traffic congestion. 3.1 Improving levels of police,fire and paramedic services. 4.- Preserving open spacer 5. ,Protecting senior services and programs 1. Repairing and maintaining city streets, potholes,parks and storm drains. C 2. Continue programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic services. - 10- i Community Budget Bulletin Survey Responses 4. Protecting senior services and programs. 5. More handicap parking in the downtown area. 1. Repave Orcutt Road. . 2. Put stoplights in at every intersection on.Orcutt Road,McMillan,Laurel,and Johnson.. . 3: Move the homeless shelter to Prado Road. 4. .More police—need response to college parties: 5. Police parks and downtown areas.. 1. Repairing and maintaining city streets and potholes. 2. Continue programs that reduce and effectively manage traffic congestion 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1. Reduce and manage traffic congestion. This is a high.priority: Z. Preserve open space. 3.. Implement program:to pick-up Otter along roadways/publicareas 4.':Protect senior services and,pirograms. 1. Connect existing bike paths (and walking paths)that reach Cal Poly from the railroad bike path and that reach from Avila to downtown SLO. 2. Invest in solar power. 3. Protect water quality through land conservation, riparian restoration and community outreach education. 4. Plan for a build affordable housing. 5. Invest in establishing more temporary housing for homeless/in-transit residents. 1. Improving pedestrian crosswalk, especially on South Street and at Tank'Farm Road/Poiasettia Street. 2.- Improve city parks. Need more baseball fields: 3. Improve fire andpolice departments.. Increase.stafT 4. Improve roads; especially expand.Piado Road to Broad. US 101:hwy interchange at Prado: 5. Improve senior programs. 1. Preserve open space 2. Slow down commercial development. I. Continue to improve traffic congestion. 2. Protect senior services. - 11 - Community Budget Bulletin Survey Responses 3. 'Mam in .. ty streets. 4. Improve levels of pOce,fire and paramedics- 5. : aramedics 5. Preserve open space.. 1. Reduce traffic congestion. 2. Increased police patrol for traffic safety. Too many people running lights. 3. Extend bike trail from Tank Farm to Cal Poly. 4. Dog park on east side of SLO. 5. Promote water conservation. 1. Practically.every intersection has a pothole. 2. Retain South Street in its existing traffic pattern Install a pedestrian light for crossing atj- key location. Reducing the street to two lanes is reverse planning 3. Establish ayear-round monetaryfund"for removal of brush,"etc., from drainage ditches and storm drains. .. 4. Reduce the speed limit on Broad Street to 45'mph I,realize the state must:govern some'of these decisions,but appeal 5. More education is required relative to police,fire;etc; The,City has been more.than generous in improving the retirement package-to attract quality people City budgets could really be iii, trouble down the line to pay such packages: :I voted.for the tax increase:with the prosped'of it' . being utilized effectively. I'm sure'the city will try.. 1. Make sure library is properly funded. 2. Improve bike lanes. 3. Open space 1. Protecting and adding to homeless services 2. Addition to mental health services. 3. Support of the arts. 1. Repave Higuera Street. 2. General infrastructure maintenance. 3. Enhancing first-response capabilities. 1. Repairing and maintaining city streets;potholes,parks and storm drains., 2... Improving,levels of police,.fire and'paramedic services. - 3. Protecting senior services and programs . 4. Preserving open space. 5. Continue programs that reduce and effectively managetraffic congestion. - 12- Community Budget Bulletin Survey Responses 1. Reduce/manage traffic congestion. 2. Preserve open space; add additional parks. 3. Allow quality retail establishments, like Target,with good planning. l.: Repairing and maintaining city streets,potholes,parks and storm drains. 2.- Continue program§that reduce and effectively manage traffic congestion 3Improving levels of police,fire and paramedic services. 4: :Preserving open space. 5. Protecting senior services.and programs. 1. Repairing and maintaining city streets,potholes,parks and stone drains. 2. Continue programs that reduce and effectively manage traffic congestion. 3. Poly housing problems are destroying family residential areas. 1. Repair/maintaining city streets: 2: Manage traffic congestion. 3. Improve level of paramedic services 1. Fertilize the trees in Islay Park so that they can begin to grow and provide shade. The park would be used more if there was shade. We have lived here for years and the trees are still almost the same size. 2. Improve plant care at Rodriquez Adobe. 1. Make sure the new sales tax increase doesn'f' to employee pensions... 1. Repairing and maintaining city streets. 2. Preserving and keeping clean open space. 3. Continue programs that reduce traffic congestion. 4. Keeping rubbish and tall weeds clean on sidewalks and edges of city streets. 1. Traffic:: 2. Open Space. 3. Senior Services: 1. Traffic congestion management has become SLO's major problem. 2. Dredge Laguna Lake. 3. Clear area where storm drain discharges behind our house(1978 Oceanaire). 4. Repaint tum lane at comer of Madonna Road and Oceanaire. It is scarcely visible. Repair and maintain other city streets,potholes and storm drains. - 13- Community Budget 5. Protect senior services and programs. 1 ' ;Prado overpass. 2.,'Fuung`the,LQVR on ramp/off-ramp 3. Better streetlightmg.. 4.. More road"through-put" between,east and rest of downtown,i.e., better flow for traffic. Lowerincome fiousing availability-new homes. 1. Enforcement of existing traffic laws—stopping at stop signs, observing speed limits. 2. Neighborhood maintenance—vehicles parked too longlillegally(trailers), shrubbery over sidewalks. 3. Asserting city needs/preferences in actions with Cal Poly. The institution should not be allowed to destroy the town. I: Improving.levels of police, fire and'paramedc services 2. Repairing anileinamtainmg citystreets,potholes,,parks and.storm drains.: , 3. Continue programs that reduce and effectively manage traffic congestions FF 4: : Protecting senior_services and programs.' ' 5. Preserving open space. 1. Preserving open space. 2. Preserving and maintaining parks and other public recreation areas. 3. Repairing streets. 1. Repairing and'maintaming city streets,potholes,parks and;storm drains. 2. Protecting senior services and programs 3. Learn to stay within a budget. Spend wisely:.,,and don't be asking for more. soon. 1. Invest plan study to fix the lack of affordable housing and only lower income. The professionals try to work here but there will be no teachers, firemen,police, nurses, etal, to care for those who can afford to live here. 2. Street repair and improving traffic congestion. 3. Emergency services need our support now. 4. Preserving open space. 5. Protecting senior services and programs. 1. Fix the roads andstreets. 1. Traffic congestion— especially at LOVR and Madonna Road. 2. Homeless and panhandling(getting better, keep it up). - 14- Community Budget Bulletin Survey Responses 3. Open space preservation. 4. Repairing streets. 5. Police especially with controlling Poly students, house parties, drunk driving, etc. L Open space acquisition around the city.. ,stop the sprawl 2.:: More.parks within the city. . . 3. - Off bike lanes. 4 Improve traffic congestion 5. Repair city streets—more parkways on maJor;streets: Jl 1. Preserving open space. 2. Repairing streets. 3. Manage traffic congestion. 4. Police, fire,paramedic service. 5. Senior programs. 1 Fix streets. 1. Measure Y was supposedly to fill the gap due to state shortfalls. This document reads like we suddenly have more money and are now looking for new ways to spend. I feel mislead and ripped off. I. Reduce obligations:to.city caused by=,employee benefits and retirements Perhaps temp workers or contract. 1.' Improve mental health options for residents, 1. Install citywide"WIMAX" (wireless internet hub). Many cities are doing this. 2. More bicycle lanes and bike paths. Complete the Bob Jones Trail and the link to Cal Poly down the railroad easement. 3. Consider directing Pismo and Buchon traffic onto March and Higuera from Johnson to Santa Rosa. This is an area where new housing at Orcutt/Margarita really affects how busy these residential downtown streets get, while Marsh and Higuera with more.lanes get very little traffic. J. Reduce traffic congestion in problem areas by expanding roadways-LOUR 0,101,in particular. - 2.' Expand-enforcement'of noise ordinance. ,Add poli Sand staff to make program"more effective. Expand DUI program 3. Improve Fire Dept.'s ability.to respond to and.handle an earthquake event like what occurred in Paso Robles. 4. Complete bike trail from,Cal Poly,to south end of city. - 15- Community Budget Bulletin Survey Responses 5:.'Purchase thee lot next to Damon Garcia to expand.the parking ..Pakmg at Damioni> Garcia is very inadequate. 1. All things considered, the city has been doing a good job allocating funds in a reasonably effective manner. 2. Additionally, I would like to suggest the establishment/development of a"traffic enforcement' agency aimed specifically at reducing aggressive, inconsiderate driving habits of some motorists. l: Improve police;fire,paramedics 2: Maintain city streets. 3. Parks.. . 4., Project senior services and programs: 5. Flood protection,storm drain maintenance projects. 1. Repairing and maintaining city streets,parks, potholes and storm drains. 1. Take the big step and get us some water,preferably by desalination. It can't possibly be more expensive or time consuming than;trying to get Nacimiento or Santa Margarita water to SLO. 2. Repair. the streets and do something to help keep them clean. 3. Downtown is a mess. Street walks are duty,.even when construction is not underway. 'And j find some way to move the loiterers off the streets: 1. Explain why we have been bombarded with so much negative warning of dire cuts to city services when the form says we are in great shape due to actions taken in 2003. 2. Stop making noise about wanting affordable housing and how hard it is to find qualified people for all the jobs due to the cost of living here. ' 1. Maintaining of green areas,preserving open space. 2. Affordable housing. 3. Repairing streets,potholes,etc. 1. Reroute Broad Street to Prado. 2. Preserve open space. 3. Slow downtown development. 1. Neighborhood services poorly maintained rental homes;noisy,overcrowded student rentals. 2_ Police staffing on nights and weekends.:.` C , 1. Dredge Laguna Lake. - 16- Community Budget Bulletin Survey Responses 2. Fix intersection at 101 and LOUR. .3. Add Prado off-ramp. 4. Move forward with downtown development plan. 5. Improve traffic flow on Madonna Road. 2: Flood control. 2. Traffic congestion including vehicles.parkedin neighborhoods. , 3, ltepa ring;and maintaining-city streets;potholes, parks and.'storm drains: 4. Continue programs that reduce,and.effectively manage traffic congestion' P . S. Improving leyels:of police,fire and paramedic services 6. Preserving open space. -. 7: Protecting senior services and programs. 1. Improve levels of police. 2. Streets. 3. Traffic congestion. 1. Underpass or overpass on Laurel Lane and_railroad crossing 2: Legible street signs. .Present ones are hardto read 3. Usable:ramps on corners. 4. Keep as much open space as possible: 5. Sewer tax is excessive. 1. Preserving open space. 2. Repairing and maintaining city streets, parks and storm drains. 3. Improving fire and paramedic service. 4. Manage traffic congestion. 5. Repeal the % cents sales tax increase. 1. Prado Road extension to get from DaGdio to Broad Street with access to 101. 1. Clean up Laguna Lake. 1. Fully fund and upgrade tree division and increase its staff. 2. Capacity_for greater analysis of resources and housing cost constrains-water supply, infrastructure.capacities in relation to general plan: 3. Affordable housing priority.in growth management and multi-family residential design . standards to be affordable by designing smaller condos, �� g 4. Review city policies and practices in relation to achieving an affordable, compact,beautiful city.in relation to smart growth. - 17- I Community Budget Bulletin Survey Responses C1. Significantly increase size of police department to facilitate greater presence in neighborhoods. J 2. Negotiate to bring Dalidio project into the City and get Prado Road overpass built. 3. More traffic law enforcement. 4. Better engineering and maintenance of streets. 1. Reduce traffic congestion ` 2. Improve fire,police and paramedic sernces :: 3. Protecting senior services 1. Traffic—too much and going too fast. 2. Maintain streets. 1. Preserving open,space. 2. Repairing and maintaining streets,'elearing storm drains, maintaming.parks 3. Use conservation measures wheneyer'possible; give rebates to compames.and individuals who demonstrate good conservation practices: . 1. Immediate attention to traffic congestion on LOVR by new construction. 2. Possibly cooperating with County for widening to double lanes to Los Osos. / 3. Using more new police to monitor driving. L. Reduce the ridiculous increases m water and sewer,costs. : 2. Asphalt, especial LOUR,between 101 and Madonna Roa"d. I. Committing to carbon-reduction to combat global warming. 2. Overall city mass transit routes and schedules. Replace diesel buses with bio-diesel or natural gas. 3. Get tough with traffic law enforcement. 4. Pat yourselves on the back—you do a fine job of administering the city's finances. 1. Preserve open space. 2. Keep growth:rate slow: 3. Force a major reduction in size'of Dalid10 Ranch in exchange for annexing it into the crty., , 4. Reduce and manage traffic congestion: S. :Repair and maintain parks,streets;etc 1. Widen freeway overpass at LOVR and new overpass at Prado. 2. Time stoplights so traffic can flow through most congested areas. C3. Repair and maintain streets. 4. Incentives for downtown business to maintain vital downtown. - 18- Community Budget Bulletin Survey Responses C\ 5. More.safe recreational opportunities for teenagers. 1. Increase,Pohce;:.fire and paramedics 2., =Increase funding to homeless shelter and Prado Day Center':': &;: Repair streets and cracked:sidewalks. 4 Encourage more housing on Poly,campus: 51" Do not allow'4 or 5 story buildings downtown. 1. Improve the economic atmosphere so that companies with good paying jobs will come to SLO. 2. Traffic on LOVR and Hwy. 101. 3. Paint more tum lanes at all of your double left turn streets. 4. Get realistic about low income housing. 1 .:Lower staff wages and benefits. 2 Coordinate traflic'signal at least in the downtown core: ,. Better maintenance of city streets. . 4.':Stronger,programs o.recruitbusiness'-and development. .. 5._ Eliminate excessive level of.studies in every aspect,ef city decision.makrng.>; 01. Annex the land or bring into the city's limit, the land that will be the Dalidio project. 2. Softball players need a home. 1. Repairing and maintain mg city streets,potholes,parks and storn►drams. 2: Continue programs that reduce and effectively manage"traffic congestion 3. Improving levels of,police,fire and paramedic services. 4._.'Protecting senior services and programs., 5. Preserving open space., 1. We need more police. 2. Repair and maintain city streets. 3. Protect senior services and programs. 4. We have many blind corners due to large trees and shrubs. Demand that they be pruned regularly or removed. 5. Improve traffic control. 1:. Repairing and maintaining city streets,potholes, parks and storm drams 2. Continue programs-that reduce and"effectively manage traffic'congestion 3., Preserving open space:. - 19- Community Budget Bulletin Survey Responses C1. Something has to be done regarding the homeless situation on our streets. 2. Maintain our streets. 3. Improve levels of policing. 4. Age limit on jury duty. L. Street repair,and maintenance: 2. Manage traffic congestiom 3. Improve safety services. 4. Project senior services. 5 Upkeep of public space's.—parks and=facilities:: 6. Dredge Laguna Lake and remove a lot of the reeds. 1. Widen LOUR over Rte. 101 to S. Higuera. 2. Improve the street maintenance program. 3. Repairing and maintaining city streets. 4. Continue programs that reduce and effectively manage traffic congestion. 5: Improving levels of police,fire and paramedic services 6. Protecting senior services and programs 7. Do not replace perfectlygood street signs 8._ -Preserving open space: 1. Street repair and maintenance. 2. Bike lanes and paths. 3. Preserve open space. 4. Reduce and manage traffic congestion. 5. Improved public safety services. 1. Cut back on retirement benefits.'- 2. Do away with apartment tax. 3. Work on creeks. - 4. Cutback on employees. - ]. Prado overpass will benefit everyone. 2. Allow fast food drive throughs. 3. Increase tobacco taxes. 4. Make criminals clean up SLO for free as part of the retribution. 1. Develop height regulations for downtown to preserve pedestrian scale at ground level. -20- Community Budget Bulletin Survey Respof 2 Expand hours of nses operation orbus s&Aft-,46 it'NAi ' siffitfibt"F ar et and evewng ........... tertainmifit.' `'Shift emphnig from slow growth to-quait,.y"ofigr ,m,providiig,affordable lh6usng'Whle" protectinglife.-: r eet. e' pfr'6* 4':. Str tree gram S. Job develicphient unrelated ated to tourism. I Repairing and maintaining city streets, potholes,parks and storm drains. 2. Support police work for child abuse and neglect. 3. Better financial management. You obtained sales tax increase on top of the unique utility users tax that has been around much too long. 4. Enforcement of city code regarding residential areas. 5. Enforce traffic rules and regulations for bicyclists. L. Change name of Teach-School back to Teach--Sch661. 2. Have Teach Sk1ool parkets park either in theirpaikiAg"lot'.or on the-Teach'part-of tke,street' without me having to dial with.parkin gpgrnuts.�. " 3.. Take out unnecessary stop.sig'ns*and speed bumps 4. Rescind that totally.unnecessary sales tajr--.increase` grid sewer In crease and-operate more-�- efficiently. 1. Street and storm drain maintenance and repair. 2. Improve safety services. 3. Improve senior services. 1. increase reserves.. 2. Roadrepair. 3. It should not be used to expand services'6r.programs 6t16r"human.iervices.. 1. Traffic on Foothill and Santa Rosa. 2. Housing. 3. Open space. 1. -Fix our streets.and roads. 2. More street sweeping. Signs should tell people whe'n4fie-,streets:,are being swept and ticket cars, left on the street.' I Mh the entrance to the Post Office on Madonna Road,so people peo. I i ca tuifi�left into Post Office. . 1. Road maintenance. Fix the potholes. 2. Affordable housing. -21 - Community Budget Bulletin Survey Responses 3. Traffic congestion. 4. Senior programs. 5. Parks and recreation. L Repairing and maintaining city sfreets,potholes,parks an', toren drams.' 2: ' Continuing programs that reduce and effectively manage.traffic congestion: 3. %Improving levels of police,fire'and paramedic services 4. Preserving open space: 1. Preserving open space. 2. Maintaining our streets. I 3. Protecting senior services and children's services. 1. Please do something about the homeless situation 2. Fix the roads. 3. Police;fire:and paramedic services 4; . Work with youtl 'to keep vandalism and graffiti down 1. Repave Higuera. 2. Please clean the trash cans. The rock and metal ones always look dirty. 3. Plant more trees at the parks. 4. Put up more seasonal signs down Marsh or Higuera. 1. Going forward to assure a sufficient, safe water supply for the city. 2: Catch-up with streets;parks and sewer maintenance. 3: Maintain_excellent police and fire,services: - 4. ,Add to open space purchases. 5. Help establish atter-school programs for teenagers and children. Senior services have been overemphasized. Services.for children should have higher priority than seniors. 1. Additional police. 2. Repair streets. 3. Manage traffic. 1 Preserve and return to the identityof a community to,raise a family.r:affordable housing,Job opportunities, community benefits.''- . 2. Make SLO the best West Coast city to live, raise a family, get an education,and retire. 3. Preserve open space and rural atmosphere. 4. Keep tight constraints on college problem noise,parties;drinking?etc. The students need to comply with community standards a -22- Community Budget Bulletin Survey Responses 1. Bike lanes; alternate transportation. 1. Expand open space. 2.. More services for seniors 3. More parks.. 4. ...... More public art: 5. More trees for an urban-forest: 1. Managing traffic congestion. 2. Repairing and maintaining city streets,parks, and storm drains. I 3. Providing funding for the City Library at the level to in order to provide chore book purchases and longer open hours. 1. Repairing and maintaining streets. 2. Manage traffic.: 1. Securing open space around the city and preserving hill views by prohibiting building above a certain level. 2. Low cost and affordable housing instead of large parcel mansion development. _ 3. Funding for schools and health care programs. Grants that help leverage volunteer organization contributions. 4. Support of natural resources and the environment in clean, healthy and preservation efforts. 5. Support local businesses, farms, hiking and biking trails and exclude more development and paving. 1. Greater investment in public transit service to increase frequency of buses and extension of evening hours. 2. Creation of a bike bath.along the railr"&tracks. 3. Creation of more affordable housing` 1. Continue to work on Railroad Bicycle Trail and build section from Hathway to Foothill in 2008. 2. Restore all unfilled positions in SLO Fire and Police Departments and get all on board by 2008. 3. Resurface and balance all Old Town streets and repair those in worst condition. 4. Resurface Broad Street from Orcutt to South Street and install center median landscaping. 5. Resurface Buchon from High to Johnson Avenue. Remove Mitchell Park side parking to allow for better traffic flow or make one way. 1. Stop growth. 2. Build housing for lower and middle class-citizens. 3. Clear downtown of traffic. 4. Stop dishonest politicians taking money from.developers and-contractors. -23 - Community Budget Bulletin Survey Responses C1. Improving levels of police, fire and paramedic services. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Repairing and maintaining city streets,potholes,parks and storm drains. 4. Preserving open space. 5. Protecting senior services and programs. 6: Reduce the number of places that serve alcohol. We already have too many downtown. 7. Police and enforce laws about bicycles, cars and bus speeds and other things that relate to Cal Poly students. 1. Please get the traffic off of LOUR between Higuera"and 101 off ramp going south. 2.: Prado overpass ASAP. 1. Preserving open space. 2. Reducing bureaucracy. 3. Eliminating unnecessary services such as art and culture. 4. Go back to one bill every two months for water and sewer. 5. Do something about the intersection at Santa Rosa and Highland. Too much traffic congestion. 1. Repair 's falling apart. 2. On B oad Perkins Lane. twe re desperat fora light at Stoneridge, It's very hard to get across:. 1. Add on to the Bob Jones trails. 2. Added safety on bike and pedestrian paths 1. Fix most highly distressed neighborhood streets. 2.. Don't spend valuable tax dollars on stupid stuff like relettering the street signs. 3. :Put in another post office by airport. 4. Lower utility taxes. 5. Help fund Prado Road overpass to post office. . . 6:.. Fix potholes. 7. Widen Tank Farm between S. Higuera andBroad to-four lanes 1. Traffic management. 1. Reinstate sewer rebate program. 1. Repairing and maintaining city streets, potholes, and storm drains. 2. Protecting senior services and programs. 3. We appreciate the city including the community in its planning. -24- Community Budget Bulletin Survey Responses -ar Re­#!p-i`�­ anti xn;uat#mpg..city I s.treeft%.'pot.6:1es, p tsan _storm ram& 2 Continuing programs atiedu' j an .effectively 66- niestid - ire an 3, 11upf0*9 kvelsW police,A' d paramedic servicers 4.1".Preserving open space 5,.' ..Pr.ofecfiii9 senior ser3ices and prograips. 1. Integrity in government. Our local city government appears to be in the pocket of rich developers. 2. Make sure builders build to code. 3. Make sure Building Department ensures that affordable houses are okay. 4. Streets are a mess all over the city. 5. Ensure that racism stops when you go to rent and apartment. 1. Streets'ire really gettjng-' ad so get ,- toworkon-this. ore patrols keep co sttdentsmnder control off campus. 3. More assi s t A n c 61 for s i n'i or's Can S L 0 come u p' ;with h I inico rne,housingw 6wwfike-AG did-, , - 4. Do something about.high costofwater M SLO.' Tet's make'the city'green.,Iiii,illd.beautiful.:igot:, 5, Stop underagedrinking:, 1. Budget a significant amount of funds to bring changes to the Broad Street corridor, south to Orcutt Road. 2. Preserve more open space. 3. Increase homeless services. 4. Protect senior services and programs. 5. Keep up the good work. City staff is awesome! 1. Reduce the high Water bills: We,pay more than other cities. 1. Reduce commercial building. I.- tower sales taxes. 2. More sports fields airaiflable for adult Sports practices' P 1. Manage traffic congestion. 2. Open space. 3. Senior services. 4. Maintain infrastructure 5. Improve emergency services. Better upkeep on city streets. Re air potholes. -25 - Community Budget Bulletin Survey Responses 2. ..Reduce=growth rate- G owth is outp 3 1VIanage•traffic:eonges4on by regulating lower pace pf gra�vt6 4. ' Enforce landlords keeping up #heirpropelm esi "e, starttug to look shabby tie, o' overabundance;of landlords not maintammg their properhes: 5. Preserve open space. . 6. Enforce-existing b ildin hei t Will . g . g 1. Fix streets and sidewalks. 2. Make bike riders obey traffic rules. 3. Storm drain on Broad and High Streets floods every year. Needs attention on westerly flow. 4. Texas has a pot hole fixing truck that digs, cleans, plugs and seals a pothole all at one time. Buy one. 1.. Repairing and maintaining city streets;potholes,parks and storm drains. . 2. Continuing programs'that reduce andr'effectively manage traffic congestion: 3.. Improving levels of police, fue and "paramedic services 4. Preserving open space. ; S. .Protecting senior services and programs. C1. Expansion of freeway off and on ramps. 2. Maintain current downtown businesses and feel that has been successful in bringing people to town. 3. Maintain and improve streets. 1. Repair the streets and maintain Them. 2. Manage traffic„control. 3. Don't keep taking away parking'downtown: 1. Tap into the state water system and stop this nonsense of bringing in water from Lake Nacimiento or Santa Margarita. - 1. Modify municipal code 17.22 to allow drive-through,ser ices'outside.of a specific downtown area. 2. Provide additional handicap ramps in concrete curbs at,intersections near schools and medical facilities. 3. Asphalt overlay major roads and repair.concrete sidewalks.- ; 4._ Annex Tank.Farm Road and widen roadway to four lanes,. 5. Participate in the 'cost of designipg and building the Prado:Road/US"101 interchange. 1. Improving streets and sidewalks. 2. Install all utilities underground. -26- Community Budget Bulletin Survey Responses 3. Decrease noise downtown form Hwy. 101. 4. Develop a major art and history museum on the level of the Huntington Museum in Pasadena. 1. Repairing and mamtainmg city streets;potholes,parks and storat.drams 2, improving level's of police,fire and paramedic services _ . 1. Preserving open space. 2. Protecting environmental resources: water, air,plant life, natural animal habitats. 3. Maintain city streets, parks, etc. 4. Protecting senior programs. 5. Put in traffic signals where needed; e.g., intersection of South&King Street, where child was killed. 1:: Hire police specifically to handle parties,noise,ani'drunken'students 2: Build senior center with'adequnte paTlung 3. Hire qualified compassionate,educated mental health professiobal,,enougfi to help:allm need , 4.. Hire more emergency service.'professionals °police;fire;paramedics,etc. 5.` Lights for dark streets. 1. Preserving open space. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Repairing and maintaining city streets,potholes, parks and storm drains. 4. Improving levels of police, fire and paramedic services. 5. Protecting senior services and programs. 1. High density development to avoid sprawl,including higher buildings. 2. Low-cost housing. 3. Preserve green belt around`city. 4. Encourage more use of public transportation': 5. Skate/bike park. 1. Controlled development not to exceed 2%per year. 2. Infrastructure repairs: roads, water, sewer. 3. Preserving open space. 4. Affordable housing. 5. Clean industry. 1. Monitor the streets for unkempt yards filled'with trash. " % 2. Traffic is unbelievable. \_ 3. Preserve open space. _27_ Community Budget Bulletin Survey Responses 1. Fix roads. C 1. ' Repairing and maintaining citystreets,potholes,parks and'storm drams: 2. Continuing programs that reduce and effectively manage aeaffic congestion. 3. Improving levels of police,fire and paramedic services. 4. Preserving open-space:, 1. Improve enforcement of existing traffic laws. 2. Repairing and maintaining streets,parks, storm drains, creeks and trails. 3. Protecting senior services and programs. 4. Management of traffic congestion. 1.. Repairing and maintaining city streets,potholes, parks and storm drains. :_ 2. Preserving open space. 3. Improving levels of police and:fire protection. 4. Making every effort to.contain greenhouse emissions and be energy.efficient: 5. Keeping the downtown and accesses to town clean and well-maintained. Involve the community. " 1. Traffic management. 2. Repair and maintain streets. 1. Additional and improved mental health services. 2. "Building of 811 housing for mentally disabled. 3. Increase hours at homeless shelter. 1. More money for the library. 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively.manage traffic congestion: 3. Improving levels of police,fire and paramedic`services. 4. Preserving open space. 5. Protecting senior services and programs. 1. The most complaints I heard about, besides too high sewer rates,is that our sweet, wonderful courteous town is turning into another Los Angeles, and that is scary and frightening to most residents in SLO. Traffic is bad, competition too fierce, and too many small long-time businesses C are going under. What are we gaining with big box stores? Nothing,but trouble. The tax money isn't worth it. -28- Community Budget Bulletin Survey Responses C2. Preserve open space. 1.: Better upkeep in city streets,and potholes, repair and mamtam 2 .Reduce growth. Rate of allowed growth is outpacmg:aeYviees Set a;lower percentage of „ growth,especially commercial`growth Too.many'big boxes: 3. Manage:traffic congestion by regulating lower pace of growth 4. Enforce landlords keeping up their properties. 5. Preserve,open space "' 6.' Enforceexistingbuilding heights., _ s 1. Preserve open space. 2. Programs that limit congestion. 3. Repairing streets, parks, sewer, etc. 4. Protecting services. 5. Improve police and fire. 1. Preserve open space and natural beauty !: 2. Continue senior serviees andprograms 3.. Repair streets,and parks.. 4. Improve emergency.services. :. 5. Manage traffic. 1. Repairing and maintaining city streets. 2. Moderate-priced housing. 1. Increase bike lanes/paths and encourage commuting by bicycle 2. Time the signals. . 3. Widen LOVR. 1. Follow up quality of work checks on contractors who have won city work bids. 2. Repairing and maintaining city streets,potholes,parks and storm drains. 3. Continuing programs that reduce and effectively manage traffic congestion. 4. Improving levels of police, fire and paramedic services. 1. Bicycle.path connecting downtown to tbe_Edna lslay.,area to encourage people to use bikes., 2.. Kids Club,—a place for the 13-20 year olds to use and.get off the streets 3. Police services-especially the juveniles C1. Repairing and maintaining city streets and potholes. 2. Prado Road overpass and Dalidio -29- Community Budget Bulletin Survey Responses C3. Senior services. 4. Police, fire and paramedic services. 1:" Continue to support and improve police,fire and'paramedic services = 2.'' Continued street repair. 3.. Open space. 4. Work with Prado.Day Center,to hire homeless-to maintain sidewalks and pickup trash downtown: 5.. Support:affordable housing downtown. 1. Repairing and maintaining city streets,potholes, parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic.services. 4. Protecting senior services and programs. 5. Preserving open space. 1. Hire contractors that work on streets to smooth blacktop,and patch potholes. 2.: Reprogram street signals so that cars do-not have towait so long at red lights.- 1. ights:1. Repairing and maintaining city streets,potholes, parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Protecting senior services and programs. 4. Improving levels of police, fire and paramedic services. 5. Preserving open space. L. Alleviate traffic problem on LOVR. 1. Preserve open space. 2. Repairing and maintaining city streets, potholes, parks and storm drains. 3. Continuing programs that reduce and effectively manage traffic congestion. 4. Improving levels of police, fire and paramedic services. 5. Preserving open space. 6. Protecting senior services and programs. 1., Paint white and yellow lines on streets. 2: :Repair pot holes. 1. Preserve open space. 2. Reduce/manage traffic congestion. -30- Community Budget Bulletin Survey Responses C3. Protect senior programs/services. 4. Park, street maintenance. 5. Police, fire,paramedics. 1. Use common sense and.stop letting the vocal minority tie up every issue that comes up.. 2i. Improve leve)s of poliee'serviee: 3%.:,-Street repair, 4. Enforce the number,of.unrelated persons living in house!:. - 5. Allow building of additional affordai-Ible homes.to_attract.new,employees to allow our children to live,in'SLO>. 1. Continue programs that reduce and effectively manage traffic congestions. 2. Preserving open space. 3. Repair and maintaining city streets, potholes, parks and storm drains. 4. Improve level of police, fire and paramedic services. 5. Protect senior services and programs. L 'More open space. 2. .LOVR/101 interchange is terrible Madonna and Dalidio should pay to fix it: 3. SLO residents turned down Dalido.so we should not pay anything oward traffic and other costs: 1. Repair and maintain city streets, potholes, parks and drains. 2. Improve levels of police, fire and paramedic services. 3. Preserve open space. 4. Continue programs that reduce and effectively manage traffic congestion. 5. Protect senior services and programs. L. Greater advance preparation forwinter,storms; drains cleaned. Even modest rains eause the streets to flood. 2. Railroad overpass at Orcutt. 1. 101 overpass to South Broad Street. 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continue programs that reduce and effectively manage traffic congestion.. 7 3. Improving levels of police,fire and-paramedic services. 4. Preserving open space. 5. Protecting senior services and programs:. -31 - Community Budget Bulletin Survey Responses 1. Water supply and quality. 2. Bike and pedestrian infrastructure and support. 3. Support for existing and creation of new community events. 4. Property tax reduction. 5. Traffic congestion management. 1. Repair andmaintain streets. `. 2. Manage traffic congestion where necessary 3. Hold the hne on:police and fire.sernces 4r' No general fund money for open space: ° 5.1 Shorter intervals of.waif on bus route:. 1. Stop the Dalidio project. 1. Affordable housing. 2. Repair road. 3. Handle traffic congestion. CL Buy up as much green belt as possible. ' 2. Strike a really hard bargain with Dalidio. 3. Keep our roads really nice. 1. Do not use Measure Y funds and othersources ofrevenue:to increase the size of city government, especially management and staff. The,city continues to ignore.the fact that the increase of city fees for all kinds of things ii'a hardship for working families in the city. How about using the extra income to.reverse the recent increases in water. and sewer:rates: L Being big and going ahead and annexing the Dalidio project. 1. Preserving open space. . 2. Preparing,for an increase in elementary,school enrollment 3. . Increase library hours and services: 4. Complete Sinsheimer bike path to downtown... 5. Improve levels of police,fire and paramedic services. L Maintaining parks and open space. 2. Controlling congestion and traffic. 3. Maintaining the small town ambiance of SLO; no more big boxes. 4. Keeping the downtown healthy, vibrant and clean. -32_ Community Budget Bulletin Survey Responses 5. Public safety. 1. Repair streets. 2. Building height restrictions 3. Employee pension control 4. Planning restrictions; maintain general plan guidelines. I _ Traffic control coordination. 1. Build an overpass or underpass over railroad track on Orcutt Road. 2. Adjust for optimum traffic flow. 1. Improve library services,.especially restoring hours to prevYous levels 2. Preserve open space and limit growth:` 3.: Maintain streets. . 4: Govern for all theP eo"le rather than for develo rsand entre re P Pe " P nears, .. 1. Plan for Hwy 1 bypass of SLO. 2. Plan for extension of South Street to Johnson via Bishop. 3. Widen Orcutt Road. 4. Stop replacing SLO street signs with the illegible brown and white signs. 5. Reduce Public Works staff by contracting out some services. 1. Pave bumpy streets._ 2. Hire more police to control college student problems: , 3. Remove speed bumps from Augusta. 4. We nee affordable housingandsho in noter taxes: - 1. Slow growth. 2. Seek money for street repair. 3. Protect senior programs. 4. Manage traffic. 1. Create an accelerated,workable 5.to 10 year„plan,for-relieving--traffic congestion for street's near 202 exits. 2. Work,with.Dalidio and.stop catering to the al_ready.overused downtown area, 1• Repairing/maintaining roads. 2. Better bike paths and access. 3. Reduce traffic congestion. -33- Community Budget Bulletin Survey Responses 4. Preserve open space. 5. Maintain/improve police and fire services. 1. Enhance programs assisting seniors 2. Preserve open space 3. Increase hiking trails. 4..`Improve roads: 1. Street repairs. 1 'Reduce water.rates 2. Use'the'/z cent.sales tax voted for to repair roads 3.- No high rise buildings which rbm ourviews 4, Encourage enforcement of propertyowners to mam,tam.property and laridscapmg. 5. Support arts. 1. Establish guidelines for 50%of all new housing to be affordable. 2. Continue efforts to increase water resources for city's needs and reserves. 3. Allocate funds and implement plans to expand/modernize the senior center at Mitchell Park. Provide on-site parking, too. 4. Create cross-town arteries to improve traffic flow. 5. Maintain South Streets two-lane each direction but install pedestrian triggered flashing. 6. Continue efforts to discourage drunken free-for-alls which cost the city money and endanger police, residents and property. 1.. Police/fire services: 2: Repairing/maintaining roads."- 3. oads:;3. Reduce traffic congestion 4. Protect senior services. 5. Open space.:: :. 1. Repair/maintain streets. 2. Signal lights on Sydney Street intersection on Johnson Avenue. 1. Preserying open space:- 2. Repairing/maintaim g city streets,potholes,,parks and storm drains...,: 3. Reduce and effectively manage traffic congestion.: 4. Restore lost library services-hours.books etc.'' S. Help small,local business owners stay in business and keep out any additional chain stores. -34- Community Budget Bulletin Survey Responses 1. Reduce taxes on local homeowners. 2. Stop the wasteful government projects like the Rodriguez Adobe. 3. Improve efficiency of government operations. 1. Stop sending return envelopes,to those that make automatic payments 2. Repair and maintain city storm drains 3. Install upstream municipal detention system to reduce caty flooding: 1. Do not make South Street one lane each way. We need two lanes for emergency vehicles. 2. Continue to maintain city streets,potholes, etc. 3. Make Tank Farm Road four lanes between Higuera and Broad Streets. 1. . Reduce the_overly-generous retirements,a' ailable to city employees. 2. Keep the streets in good.repair. - ` 3.. The creek in Mission Plaza.needs atfention,oc.floodiiig is Wtely if there is a heavy rain. 4. Setup away to automatically pay.water bills via credit card." -,.';'':, . ?.:. . 5. Police,,fire and paramedic services need no.improvement. : ; 1. New bike lanes and wider lanes around the city. 2. More trails and open space 3. Green building, solar energy, permeable parking lot surfaces. 1. Relocate overhead power lines to underground 2. Subsidize city water and sewer bills for all users:.. 3. Street repair.- 4. 1% of sales tax increase receipts into a city public art fund. 5_ Increase greenbelYpurchases preserving open-space. >' I. Repair streets. 2. Improve fire and police services. 3. Make developers pay their own way. 4. Protect senior services. 1. Remove the useless bike lanes from Johnson-Avenue which are not used. 2._ Enforce the vehicle code for bicyclists. �. 1. Therapy pool at Sinsheimer. 2. Youth programs. 3. Senior programs. -35- Community Budget Bulletin Survey Responses C4. Maintain streets and parks. J 5. Manage traffic. 1.",'!Traffc.signal at South,Street.and Exposrt►on 2. Streetrepa�r - 1. Street maintenance repair. 2. Open space preservation. 3. Protect senior programs. 4. Citywide wireless internet. 5. Parks and recreation programs: Sinsheimer Pool upgrade,more lap hours, more bike path funding. Preserving open space:_ 2' Ensuring all new growth pays for itself completely. End subsidizing growth 3 ':Manage traffic"congestion ; ,;, ..'.". :'. •<. . 4 StoplVacimiento water pipeline construction. Use.eit stine pipeline to Whale Rock Reservoir. 1. Traffic. 2. Potholes. 3. Open space. 1: Reduce'traffic volume on South Street between Higuera and Broad. ' 2.: Change South Street from four lanes to two: 3.- Reduce:speedamit on:"south Street 1. The housing situation will look very different when Cal Poly keeps freshman and sophomores on campus. Long overdue. 2. No more places in downtown that serve alcohol. 1. . Create an auntial trimming/thinning of:the downtown trees to prevent winter'storm damage 2.'.:Create'an aggresAve_landscape water conservation rebate.program: 3. •Create a city task force to arrest and convict unlicensed contractors. 4._ Increase walking and biking paths in the city., 5Create aTank,Farm Road natural open:space with wetlands and..walking and biking paths. 1. Fiscal responsibility—Measure Y funds should be used to solve infrastructure problems and make improvements. C 2. Controlled dogs should be allowed off leash in more public areas. -36- Community Budget Bulletin Survey Responses 3. Make careful changes in zoning in order to not damage values of owners in SLO and not benefit U developers and leave homeowners holding the bag with suddenly-devalued property. 1. Protecting,enhancing semor.servrnces.: 2. Improving emergency:services;including adding fire,police and paramedic personnel. 1. Repairing and maintaining city streets;potholes,parks and storm drains. L, Repairing and.maintaining city streets,potholes,parks and°storm drains. 2. Mass transit;.. 3 Preserve open space. 4: Affordable housing 5 Orderly growth of the city 1. Repairing and maintaining city streets,potholes, parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Preserving open space. 4. Protecting senior services and programs. "^ 5. Improving levels of police, fire and paramedic services. 1. Affordable housing for moderate income households. 2. Economic development; attractmg.head-of-household jobs, not low-wage service sector job. 3. Repairing and'maintaining city streets,parks; storm drains. 4. Continue programs to manage traffic congestion: _ 5. Abandon plans to decrease South Street to two lanes and install crosswalk signal lights instead. 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1. Whatever the priorities maybe ... streets,traffic, etc.,there must be a strict accounting.; 1. Protecting senior services and programs. 2. Repairing and maintaining city streets, potholes,parks and storm drains. 3. Improving levels of police, fire, and paramedic services. C -37- Community Budget Bulletin Survey Responses 1: Provide for thehomeles"s,overWght shelters-and day shelters and services and mental health`:� , services: Z. Have some facilities`for teenagers. 3 .Replace street signs to;lie more?readable and grammatically correct.' 4. "Reduce the,sewer bills. 1. Maintain a strong downtown with continuing efforts at public art, landscaping, and pedestrian friendly spaces. 2. Preserve open spaces at the edge of the city. Protect the parks. 3. Maintain the parks. 4. Improve and maintain efforts at flood control. 5. Work with the County to attempt to reduce the size of the Dalidio development. 6. Maintain city streets. 1. Repair streets,parks andstormdrains. 2. Traffic congestion. . - 3 Improve levels of police,:fire,and paramedics:,; 4. .Protect and increase senior citizen services and programs 5: Preserve open space. C1. Street repair. 2. Police services. 3. Fitness classes for youth. 4. Senior services. 1. Repairing ind maintaining city streets;parks and open space 2. Traffic control and city transportation. 3. Improve and maintain.high quality of policed fire and paramedic services. 4.` Preserve open_space.. S. Senior services and-homeless Help. . - 1. Get fire and police pensions under control 2. Limit personal use of official cars for employees who live out of town. 3. Stop the"sweetheart"deals with the developers. City-owned property should remain so and not be given away at bargain prices. 4. Better care of city streets. 5. More economical/smaller buses better suited for narrow streets. 1. Preserving open space 2.:_Street trees. -38- Community Budget Bulletin Survey Responses 1. Need light at California Boulevard where freeway traffic is trying to make,a left turn onto California. Wait is usually long. 2. Repairing and maintaining city streets,potholes,parks and storm drains. 3. Continuing programs that reduce and effectively manage traffic congestion. 4. Improving levels of police, fire and paramedic services. 5. Preserving open space. 6. Protecting senior services and programs. 1Lower outrageous sewer charges for fixed income seniors 2 Use downtown for workforce bousmginstead'of more'condos for milhonarres. Take th'e property via eminent domain 1. Repairing and maintaining city streets, potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1 Bike lanes/trails/safety as transportation priority NLbgate congestion and pollution , 2 Open space:acquisihon.anil protection 3 Slow;growth no.new-retail... 1. Preserve open space. 2. Repair and maintain city streets, potholes,parks, and storm drains. 3. Extend Bob Jones Bike Path into town and to Cal Poly. 4. Reduce and effectively manage traffic congestion in Broad Street corridor plan. 5. Rezone Broad Street corridor area. 1 Hire a polue officer to give tickets to.ti Ok,who speed 2.- Preserve,open.space 3:. Repair'streets:. 4 1?rotect semoi.services and programs 5. :Traffic congestion a:. 1. Find ways to cut cost and waste instead of raising taxes. 1.='Stop development <: 2: Preserve open space..: - V 3. Save the farms and pastureland - 4._._Sto .. _avm over :. P _. __g _ paradise:. -39- Community Budget Bulletin Survey Responses I. Repair streets, potholes, and storm drains. 2. Continue traffic management programs. 3. Improve police enforcement. 4. Protect senior services and programs. 5. Preserving open space. L ' Repair and maintain city,streets,meI ding potholes Z., Ticket bicychst,for running stop signs;inadequate ox,no lights at night,traveling in the wrong direction. 3.': Repair/replace sidewalks damaged by tree roots 4..'Provide more oil- eetparkingfor tli'e handt�apped 5. Ticket:"non-handicapped"vehicles for parking in Handicapped spaces 1. Secure the greenbelt and protect open space. 2. Avoid development that induces growth in the region. 1. Railroad overpass:on,Orcutt. ., .. 2. Traffic Light onAirport Dave: 3. . More handicaps parking space at Trader Joe's 4. Repairing and mamtainmg city streets,potholes,parks and storm drams. U 5: Continue programs that reduce and:,effectively manage traffic congestion: 1. Repairing our city's streets are so important. 2. Manage traffic congestion. 3. Provide low-cost housing for our seniors and young families. 4. Preserve open spaces for future generations. 5. We do not need high buildings in the downtown and we have enough large big box stores. 1. Increased police presence in the.downtown<area and increased'enforcement of drunk and disorderly laws. 2. Provide more,parking the downtowncores 1. Improve level of police and fire protection to meet city needs and increasing growth at Cal Poly- 2. oly2. Preserve open space and complete bikeway along railroad.to downtown area 3. Expand Mission Plaza walkway along creek. 4._Maintain streets and. parks as planned. Add parka g to soccer fields onBroad Street 5. Merge traffic congestion,particularly,in LOVg areaynear Cal Poly,and onSouth Street., C , 1. Serious improvements needed to be made to the drainage channel from Meadow Park to Higuera. -40- Community Budget Bulletin Survey Responses J�. F resdive'Open s pacei- 2 .aImprove roads and traffic .............. ..................... 3.'. Raiiieiducatibnal standards.. ... .... 4 - New skateboardpark at Santa-Rogm: 5.,,Raised the City's minimum water to* 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. L Improve fi r 6 p i o t e c ti 6 1 m services Ensure"staffing I evefiare adequate to handle'increased call" loads and population 2. Provide more Paramedics,on fire equipment, 3. Add more police patrols on areas outside of'Oo,wfitowfiProtect our kids':'fr'o 'in transients: parks. 4.'. Provide transportation of homeless persons to other cities.tProvide homeless,with Larger shelter. 5.. Improveparks. 6. :Complete street sign uogjrades,itntil comp 1. Improve police, fire and paramedic services. 2. Repair and maintain city streets. 3. Preserve open space. 4. Reduce traffic congestion. 5. Protect senior services and programs. t.' Repair city streets. 2. Relieve traffic-cong6stion.-' Limit parking to he side:of gtreet. 9 on 3. -Review exorbitant sewer and.watit,rat 4..'Enforce neiOahhoihood blight rules., 1. Enhance neighborhood wellness. Add SNAP for neighborhoods and put SNAP revenues back into the program. 2. Increase code enforcement capabilities. Add at least one more full-time code enforcement person. 3. Increase policing capabilities, including traffic and vehicle noise. 4. Infrastructure maintenance. 5. Preservation of open space. -41 - Community Budget Bulletin Survey Responses -going1to get "Or- q�off'o 4 :'FI 11t] (who ve *in theiVillage i in� gure.0 Lagunana, _ ge ract) a'r* neiabb6thood to carryon oufuves�.to pacharming oi&e,o.ur rdowntown"lli a,lone an emergency,dtieto;the traffic con6§tion in,the area.'.7':. I Living control. 2. Smog. 3. Calle Lupita needs stop signs. 4. Flood control from the fields behind the homes on Calle Lupita. ii' Wfflile: n; LOVR overpas& Begin 2. kraA6 overpass: 3.' Spied bumps on:both sides of Oceanaire Driive: . 1. No special elections. Allow elected officials to do their job. 2. Water. 3. Sewer. 4. Roads/streets. 5. Medical service for all people. 1. Lower the cost ol"Worker benefits"and go back t6,spending the.iii6ii,6y"Whete it belongs 2. Make,sidewalks safir throughout the town,not just fo.r.the tourists o wntown 1. Make the city more bike/pedestrian friendly. 2. Preserve open space. 1. Affordable housing'. 2. Height limit downtowm I.. Open space green corridors. Bike lanes and park benches,at Laguna;Park. 4.- Pothole repair., , 5. Senli)r services/homeless se*rvices'.assessid and imp Foyed.'." 1. Our streets are crowded. Would having more buses and stops encourage more riders? 2. Continue programs that reduce and effectively manage traffic congestion. 1. Don't raise fees or rates for any services since we passed the sales'ta' x. 2. -Don't hire more employees.. 3. Reform public employees pensiontf.benefits and appoint a committee to review this. 4. Fix,streets and sewers.. 5. Reduce business license fee.. -42- Community Budget Bulletin Survey Responses C' 1. Keep neighborhoods clean and maintained. 2. Open up or maintain traffic passages. 3. Fix potholes and maintain streets. 4. Minimize fire hazards around open space areas. L Fire and police: 2::'Street maintenance: ,icl 3...Tree maintenance., 4 :Fee bu§service: S :'Citywide free Internet" -M . 1. Policing traffic congestion. 2. Improving police and fire protection. 3. Repair and maintain city streets. 4. Protecting senior services and programs. 5. Preserving open space. P llY 1. ReLve;traffic congestion es ,eels around Madonna and LOVR: 2: . Buy more open space and:more trails'on"ex'igting space . 3. More bike friendlci Y ty. 1. Do not convert South Street to two lanes. It will be a traffic nightmare. 1. No more shops'and traffic from Madonna Road to freeway..entrance along LOVR. I Don't overcrowd SLO:". 3. :Preserve as much open space as possible 4. Protect our seniors with services,programs and good transportation 5. Preserve all_our'parks:. . 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1. Protect senior services: 2. Improve levels of polite,-fire and'paramedic'services. 3. Preserve open space. 4. Repair c'and maintain p � city streets;'potholes,:parks and storrii'drams 5. Continue programs that reduce and effectively,tnanage traffic congestion, -43 - Community Budget Bulletin Survey Responses 1. Don't spend money on useless things, like public art. 2. Provide more programs for homeless rehabilitation. 3. Protect senior citizen services and programs. 4. Repair roads and potholes. 5. Decrease cost of water. Research a desalination plant. 1.' Better care:_for the homeless,,especially the mefitilly ill;homeless 2. `.Better public transportation. 3:: Protect senior;services,and programs. = 4: Preserve open space. 5:' Improve levels of fire,police and paramedic services. 1. Repair streets. 2. Work with CalTrans to solve traffic problems at Highland/No. Chorro/Bwy 1 intersection, especially since Poly is completing housing project. 3. Secure consistent source of water. 4. Annex Dalidio property into the City. 1. Traffic mitigation on Madonna,LOUR Prado overpass and LOVR/101 improvements. '. /— 2. . Work program for homeless to provide'basic needs temporarily:. 1. Continue with Broad Street corridor improvement plan. 2. End Hwy 227 designation at Tank Farm or the airport. 3. Infrastructure repairs and improvements. 4. Citywide wireless access. 5. Develop/open up a pfocess to have students feel a part of the town rather than be considered outsiders.. 1: -Traffic flow is terrible on LOUR,Madonna and 101: 2._ Open space. 1 Safe water for drinking. :: 1. Lower water bills. 2. More police to maintain peace and order in city. 3. Keep Laguna Lake clean and encourage sailing,kayaking and colorful events for citizens to participate. 1. Repairing and maintaining city streets,potholes,parks and storm drains. ? 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police,.fire and paramedic services. -44- Community Budget Bulletin Survey Responses I.- Protecting seuiorservices and`programs ?i 1. Prevent future failures such as Measure J. 2. Living in de Tolosa neighborhood, I am not comfortable with only one street outlet form this area. 3. Open space. 1.' Get new 4-lane,bridge overHwy. 101 at LOUR. 2:'>.Widen,L•OVR from S.Higuera to I+'oot 111 with curbs and sidewalks 3.- Do not allow Dandio'Shopping ezpansian to lie Built until#1'and;2.are completed',: 1. Keep Dalidio property in agricultural zoning. 2. Build more neighborhood parks. 3. Preserve more open space for trails. 4. Control rents downtown so that small independent businesses won't be driven out. 5. Control any new growth. 1. 'Aggressive campaign to place utility lines'underground: 2. _ Continue to,expand public transit alternatives. 3. Expand affordable housing alternatives:. 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police, fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1.- Street and sidewalk repair: 2. Improve senior facilities*ith-ample parking: 3. Make fines Targe enough to discourage noisy parties in R l.,neighborhoods..-.. 4.",Think of the:city'_as a whole;not just the downtown. 1. Continuing programs to reduce traffic congestion. 2. Repairing and maintaining city streets, potholes,parks, and storm drains. 3. Improving police, fire and paramedic services. I. Keep white paint on the lanes where people drive.. -45 - Community Budget Bulletin Survey Responses C 1. I strongly object to changing water/sewer billing from once every two months to once a month for two reasons because the charges seem to go up 30% and more personnel is required for twice as much billing. 1. Preserve open space. 2. Improve bicycle routes. Extend Bike Path,from'Cal Poly.to Tank Farm and on to the Bob _ Jones Bike Trail. 4 3. Repair and maintain citystireets and potholes. 1. Traffic congestion/flow of traffic around town. 2. More parking at Damon-Garcia. 3. Conditions of city streets and potholes. 1. Plant and maintain street trees,especially downtown: - 2. More bike,paths extending the railroad safety trail.,', 3. Reduce the cost of residential water rates: 1. Traffic planning. 2. Increased code enforcement. 3. Enforcement of parking violations. 4. Fire Dept. personnel already overpaid. 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion... 3. Improving levels of police,fire and paramedic services. 4. Preserving open space. 5. Protecting senior services and programs. 1. Improve public transportation. 2. Stop construction on wetlands. 3. Low cost housing. Stop conversion of rental units to condominiums. Preserve mobile home parks. 4. Reassess property when inherited at current new housing rates when used as rental property. 5. Investigate obtaining empty barracks for renovation for housing for the homeless. 6. Improve levels of police, fire, and paramedic services. 7. Preserve open space. 8. Protect senior services and programs. 1. Repair and maintain city streets and sidewalks. : 2. Manage traffic congestion. 3. Senior citizen services, including transportation need. -46- I CCommunity Budget Bulletin Survey Responses 4: Preserving open space:: :; �,` ,i ,' , ��,� 5'. Police;fire and paramedic services appear very,good;at the'presen fbut must increase.with the- steady-growt1i in population. 1. Restrict height of buildings downtown. 2. Repair roads. 3. Make Dalidio put in overpass. 4. Preserve open space. 5. Do not build on Tank Farm Road. 1. Repair and maintain streets. 2 Programs that manage traffic congestion I. Improve;levels of police;Bre and paramedic'services 4. Protect senior services.. 5. Open spate 1. Prado Road overpass. 2. Widen LOUR overpass 3. Widen mid-Higuera. 4. Upgrade downtown—new sidewalks, trees, lighting and paving. 5. Damon-Garcia parking and therapy pool at Sinsheimer. 6. Do not purchase more open space. 7. Long term goal—Nacimiento water pipeline. 1. Fully funded homeless services. 2. Maintaining infrastructure. 3. Manage LOVR traffic better.' 4. .Provide low-income housing. 5. Build homeless service center and' 'Nnd 1. Better street maintenance. 2. More school activities. 3. Protect our property vales; preserve open space; slow growth. 4. More cultural events;updated gathering areas 5. Allow drive-thrus in SLO. 6. Figure out home to get the homeless to stop panhandling. 1. . Reduce/manage traffic;more incentives"to inakew city,and'county employees use public transportation; fewer parking structures 2. Preserve open space and hire more rangerito patrol.. 3. More dog parks and dog-friendly areas , -47- Community Budget Bulletin Survey Responses 1. Housing—especially for mid-cost. f 2. Mixed development for incomes and ages. 3. Senior services. 4. Health care services for low-income and seniors. 5. Open space. L ;Limit merchandise on sidewalks. 2. .Imp rove m . .. ghttime hghtmg; 3 ^Do not:increase hei of b utirag 4 : 'Useproperty.as office: ark/h' ' �ts' ds p ousmg. 5.' Set aAde"pocket parks". in the downtown::areas. 1. Deal with the increased liabilities of the firefighters pension plan. 1: Continue programs that red anId'effectively mange traffic congestion. 2.' Preserve open space. 3 Stop the buildiria'and give the city a chance to catch up. 4. _Repair and maintain city streets 5: Protect senior services.. 6.. Improve levels of police and fire departments. 1. Housing—push Cal Poly and Cuesta to build more on-campus housing to reduce the numbers of students in our neighborhoods. 2. Allow fewer mansions for retired LA and SF millionaires to be built. Build for middle-class housing. L Repairing and maintaining city.streets,potholes: parks and storm drains.. 2- Continuing programs that reduce and effectively manage traffic congestion. 3. Improving levels of police; fire and paramedic services. - 4. Preserving open space. 5..Trotecting senior;services and programs.. 1. Provide for complete resurfacing for LOUR. 2. Correct hazardous sidewalk conditions. 3. Work on improving traffic flow at LOVR and Madonna Road. 4. Homeless services. 1 Strong enforcement of existing codes to preserve neighborhoods and prevent more blight. 2. .Increase police force for move coverage.and better enforcement 3: _Manage traffic.: -48- Community Budget Bulletin Survey Responses 4 Make sure students and`their parents ;comply with all laws regarding property they own;or rent. 1. Repairing and maintaining city streets,potholes,parks and storm drains. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Preserving open space. 4. Protecting senior services and programs. 5. Encourage use of the bus system. 1. : Manage traffic congestion 1. Improve the stop signs and signals in the Madonna Plaza and Promenade parking lots. 1. Fix streets: 2. Have more moderately-priced hoes.for young peopl me 3. Have more police protection. C1. Preserve open space. 2. Preserve agricultural land. 3. Safe, effective bike lanes to encourage bicycle use and minimize automobile use. 4. Increase and maintain trails for hiking, biking,horseback riding in open space and ag-use lands. 5. Promoting ease of use of mass transit. 6. Reduce traffic congestion. 7. Repair parks and storm drains. 8. Protect senior services and programs. I. Take care of the people and improve the quality of life. 2. Decrease noise,• control dogs,fia streets,help education. 1. Repair city streets. 2. Reduce traffic congestion. 3. Improve police and fire services. 4. Protect senior services. 1. Preserve open space.' 2.. Encourage downtown investment and'infAl oil parking loi 1. 3. Develop bike path along railroad track connecting.to Cal-P'oly. -49 - Community Budget Bulletin Survey Responses 1. Connect continued urban development with protection of adjoining open and agricultural lands,such as through a transfer-development program. 2. Sidewalk completion and ADA ramps around downtown and near parks. 3. Bicycle path completion downtown to Cal Poly. 4. Land trust to permanently protect land for affordable housing. 1. Repair roads: 2. . Hold,ez nses.down like private businesse pe. shave to`do 1'. air and maintain city streets 2.. Improve levels of police and fire., 3 . Senior services. 4.' Traffic congestion_:, 5;. Open space: . 1. Traffic congestion at Madonna Plaza. 2. Preventing flood damage. 3. Police and fire services. 1. 'Traffic. 2. Police protection: . 3. Cal Poly parties: 1. Preserving open space. 2. Continuing programs that reduce and effectively manage traffic congestion. 3. Repairing and maintaining city streets,potholes,parks and storm drains. 4. Protecting senior services and programs. 5. Improving levels of police, fire and paramedic services. 1. It's time to take a close look at the,trash and graffiti that are taking over the city. 1. Reduce traffic congestion. Offer free shuttle/mass transit service downtown. 2. Preserve open space and greenery,especially trees. 3. Project senior services and improve senior facilities and offerings. 4. Make downtown pedestrian friendly. Preserve small city feel. Keep heights downtown. 1. Expand open space protection program.-Keep our creeks clean and safe. :' 2. Promote alternative transportation such as bike trails/bus schedules/carpooling; pedestrian downtown core. -50- Community Budget Bulletin Survey Responses „ , 3. Strengthen police and fire departments T. T 4. :Minimize city's carbon footpript 2Ylaximizereuse,recycling,composting,:alternative energy sources and incentive's'."= 5. Prevent sprawl;but also keep current._buiidmg height limits`in place.,!:: 1. More funding for the city library. 1: 'Stop buying artwork for the city 2., Stop treating Cal $oly and Cuesta stndeiits as;guest$ or touristsx Letthe school deal with`th>s problem. 3. Have a policed-manned homeless park near, the shelters Give more elp to the homeless 4. More open space 5. Connect B iekley,Road'direetly intoLOVR. 1. Expand the railroad bike path to the Bob Jones trail. 2. Fund other Class 1 bike trails. 3. Fund open space acquisition. 4. Develop more trails. 1. Dredge Laguna Lake - 2. Put as much money and effort:'as'possibie in to LOVR/Madonna traffic problems; I. Repair potholes/sidewalks. 2. Improve police services. 1. Reduce overhead by using private contractors. - 2. Attract more business. ' 3. Senior services: 4. Control Cal Poly. . , 5. --Open-space: 1. Improve bicycle transportation by moving forward with the railroad safety trail and complete Morro Street bike boulevard. 2. Continue the preservation and maintenance of our city street trees. 1. Environmental issues; green space; clean up creeks.`: 2. Public transportation,including bm'services to airport. 3. Increased public safety. = 4. Control noise: -51 - Community Budget Bulletin Survey Responses 1: Handle'hoineless,panhandlers,drunks ' 1. Repair streets. 2. Cameras at 4-way stop signs. 1. Reduce water rates for senior citizens. 2. Repair and maintain.streets:. 3. Reduce.traffircongestion 4. Improve levels of police;fire and paramedic service. 5. Preserve P open space. ace: 6. Protect senior services. 1. Repair city streets. 2. Reduce traffic congestion. 3. Improve police, fire and paramedic services. 4. Preserve open space. 5. Senior programs and services. 1. Continue extending pipeline for recycled water..to alYparks and schoolyards.� 2. Center divider for Broad Street corridor<"project. 3. Orcutt Road overpass over railroad.tracks: 4. Bob Jones trail_extension.' 1. LOVR overpass. 2. More Cal Poly housing on campus. 3. Street repair. 4. Keep the airport as safe as possible. 5. Check population growth. 1. Repair and maintain city streets.. 2. Traffic congestion: 3. Police and fire protection. 4. Preserve open space. 5. Protect senior services.: 1. Do whatever it takes to shut down growth 1'. .Provide more housingforworking people 2. Spend for more police,fire and paramedics: -52 - Community Budget Bulletin Survey Responses 3 'Maintain storm:drains;potholes,signal lights,streets be bit. and open space. 4: 1VIakea dent with themoney:;Don't waste-11on open:space purchases 5. Senior services and programs are also extras.after police/fire/streets/drainage and'hous"- issues. 1. The Police Dept. should be more available to handle calls regarding disturbing students. 1.• Improve levels of police,fire and_paramedic'service5 ,• 1. Where is the water coming from for all the new houses? 2. Preserve open space. 1. Enforcement of the number of residents per house. 2. More bicycle lanes: 1. Fix the power grid. SLO has too many power outages. 2. Lower property taxes. ^� 3. Lower construction permit fees. 4. Lower the sales tax. 1. High density housing. Increase affordability. 2. Bike lane maintenance. K_Preserve open.space. 4. Sidewalk/crosswalk maintenance/update. 5. Water runoff,creek contamination.. 1. Dredge Laguna Lake. 2. Increase traffic enforcement. Too many people run stop signs. 1. Road.and park repair/maintenance. 2. `Public safety—more community patrols 3. ..,Assistance for homeless.. ; 1. Initiate stronger programs to reduce traffic congestion. 2. Repair and maintain streets, potholes, parks and storm drains. I Preserve open space. -53 - Community Budget Bulletin Survey Responses 1. Repair:streets 2i glean and iep "sir.db*ntown sidewalks 1. Complete bike path from Cal Poly to south of town along railroad tracks. 2. Complete bike path from SLO to Avila. 3. Look at better crowd control. Riot cops from out of town is not it. 4. Get real about affordable housing for the service sector. 1 Increase police traffic enforcement 2. Restart pavemeatoverlay p%gram I Fight the Dabdio project every way possible 4 `.Improve traffic congestion 5., Keep the city.the.way it is;don't approve many:changes. 1. Give more help to the homeless. 2. Make Buckley Road connect into LOVR. 3. Stop buying art work for the city. 4. Make a homeless park near the homeless shelter. 5. Make jobs available for the homeless. 1.'. Affordable housing, 2. Dalidio development will produce traffic.,Continue programs that reduce and manage tiaffic congestion. 3. Restoration of San Luis Creek to a major steelhead trout run and develop an eco-tourist program for people who love to;watch these fish. 4. Preserve open space. 1. City streets and traffic flow. Work to keep commute traffic out of neighborhoods. 2. Reduce city fees. Water bills are too high. 3. Please do not purchase any more green space around the city. You have done enough. 1. More crosswalks with"traffic lights on LOM Tank Farm,and Broad.Street. 1. Fix pot holes, gutter and street problems. 2. Open space protection. 3. Get a tranquilizer gun so you don't have to kill wildlife that roam into the city. 1. Wireless'internet: 2. Slow traffic on Pismo Street -54- Community Budget Bulletin Survey Responses 1. Affordable housing. 2. Only allow mixed use projects in areas which are appropriate_. 3. Maintenance of open space. 4. Be extra cautious about height limits downtown. 5. Get Dalidio into the.city somehow. 1, Repair streets,potholes;parks and storm drains. Z.'. Continue programs that'reduce and nanage'traitcl !congestion. 3- Establish bike lanes on Oso&Street between Santa Barbara and .Marsh Streets 4::Add.more bike lanes all around the city 5. Preserve open space: 1. Remove above-ground telephone/electric wires to place underground. 2. Repair streets. 1. More parking downtown.; 1. Lower water rates. 2. Fix streets. 3. Clean up street signs. 4. Repaint faded red curbs. 1. Repair and maintain city streets.. . . 2.­ Preserve open space. 3. Preserve and care for trees. ; 1. Increase public transportation services. 2. Promote sustainable home remodeling improvements to increase energy efficiency in homes. 3. Citywide compost pickup and improvements to recycling program. 4. Implement sustainable landscaping techniques. 1. Fix potholes 2. Paint lines on streets. 3. Increase police patrols of illegal parking_in residential area: 4. Repaint red curbs. 1. Preserve open space. � I -55- ' Community Budget Bulletin Survey Responses N I.:, 9t, ewomplexet'thif' eA6fitn&&:-`: Pp J Mai 9MI V4 -tt- drains: ......... zee -paqqan I storm ....... W 3"j ,.Prc veovelf and:up mth iiq acer 4;" ri&��Hireparamedi 5. Protectsenior and-childred's se` %7. I Protect permanent residents from having all their property rights infringed upon by Cal Poly students. 1. Manage car a and C. c- downtown,jmc- bike 64M' 2. -Ke60,,tO]icitoirs.ind:ji6i"eli�is,"6 iiiiii, orner'-s'-and:out'of 3; Slow the bibifiiiatfi)h of.our town 4. Regulate the upkeep their,*ard 9;. 4-, ,5 Enforce noise:ordinance. dii 1. Repair and maintain city streets,potholes, parks and storm drains. 2. Improve and maintain city appearances such as landscaping, signage, street art,buildings. 3. Preserving community enrichment programs, such as arts,recreation, and athletics. 4. Providelimprove more venues for community events. 5. Offer more support to local musicians and artists. I. Improve t'raffileflow.. Z- 2. Improve bus service; 3. Students need a safe ride home at_night.- I Put the City water and sewage bills back to every other month billing.. I.- Increased funding.for the library. -56-. 1 council mcmoizAnbum January 16, 2007 FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance & Informati n Technology i SUBJECT: GOAL-SETTING PROCESS: COMMUNITY INPUT UPDATES Attached for your information are two "community input updates" for your review in preparing candidate goals as part of the 2007-09 goal-setting and budget process:. 1. Results from the Community Forum. There's a place in Section 5 of your Goal-Setting Notebooks for this. 2. Updated Responses to the Community Budget Bulletin (Section 3 of the Goal-Setting Notebooks). We've received another 142 responses since January 4, 2005, bringing the total to 569.. Along with the "narrative," we've updated the summary. (There are no major changes in "themes" since January 4: the "rank" order of the top eight has remained the same. The only change has been move of "protect/enhance downtown" from eleventh to ninth on the list: all other themes kept their same relative positions.) COUNCIL "HOMEWORK" ASSIGNMENTS: A REMINDER Council member suggested goals for 2007-09 should be provided to Bill Statler by Monday, January 22. (If you can provide them in an electronic format—via email would be fine, but not certainly not required.) Included in the front cover of the Notebook previously distributed to you for the workshops on January 5 is a "hard copy" form you can use, which has also been emailed to you. As noted above, the consolidated listing will be distributed to the Council by Thursday; January 25. If you have any questions about the enclosed materials or the upcoming workshops, please call Ken Hampian at extension 125. G:Budget Folders/Financial Plans/2007-09 Financial Plan/Council Goal-Setting/Notebook/Notebook Update,1-16-07 C 01 0114 'G Updated: January 16, 2007 and addressing homeless concerns are now in the"top 15" (they weren't "on the radar" in 2005); and water supply, BACKGROUND library services and"big box,"discount shopping (both in favor and opposed) are no longer among the "Top 15" We inserted a "community budge[ bulletin" in our utility (they continue to be concerns, but not to the degree that bills from November to December 2006 informing our they were two years ago.) customers about the City's goal-setting process, and Concerns with street maintenance and traffic congestion inviting them to participate in the Community Forum on continue to be among the top three concerns. January 10, 2007 and the Council goal-setting workshop on January 27, 2007. This reached all 14,000 of our March 2005 and June 2006 Scientific Surveys. These customers. results are also similar with those from scientific public opinion surveys the City completed in March 2005 and In addition to encouraging participation in these June 2006. These showed street repair,traffic congestion, workshops, this bulletin asked our customers to share public safety,open space protection and senior services as with us what they believe are the three to five most top concerns, which are reflected in the results below. important things for the City to do over the next two years. TOP 15 THEMES SURVEY PARTICIPATION — — — Based on.569 Responses Participation in this survey was very high: by January 16, 2007, we received 569 replies. This response is especially notable since this was an "open-ended" survey 1. Maintain/repair streets 289 instrument (it did not provide pre-determined "check-off' 2. Reduce/mitigate traffic congestion 253 answers), so it required extra thought and effort on the part of respondents to complete and return the survey. (It 3. Preserve open space 216 should be noted, however, that the community priorities 4. Maintain/improve public safety 166 that have emerged over the past 18 months were services highlighted in the"bulletin.") 5. Maintain other infrastructure like 138 SURVEY RESULTS sidewalks,parks and storm drains 6. Protect/improve senior services 126 Caveat: Not a Scientific Survey 7. Develop more bikeways 67 It is important to stress that this is not a "scientific 8. Affordable housing 56 survey," and great caution should be used in interpreting 9. Protect/enhance downtown 53 the results. Nonetheless, we believe the results are useful—especially when viewed in conjunction with the 10. Neighborhood wellness/student 50 other forms of feedback the Council will receive in this housing impacts process—in gaining additional insight into the concerns 11. Improve intersections and 47 of our community. interchanges/widen streets But There Are "Themes" 12. Limit/control/stop growth 46 13. Address homeless issues/concerns 40 Since these are "open-ended"responses, it is not possible 14. Improve recreational opportunities 37 to provide a simple, analytical summary of the results. Nonetheless, clear themes emerged. The sidebar (includes parks and sports fields) summarizes the "Top 15 Themes," presented in order of 15. Improve bus system/enhance 32 the most common responses. alternative transportation How Does this Compare with Other Surveys? \ Two Years Ago. We conducted the same survey two years ago as part of the 2005-07 Financial Plan, and the results are very similar In fact, 12 of the top 15 "themes" are the same: infrastructure maintenance, senior services - 1 - Community Budget Bulletin Survey Responses CAdditional Comments: January 16, 2007 1. Preserving open space and view shed. 2. Protecting senior services. 3. Repair and maintain city streets,potholes, parks and storm drains. 4. Maintain levels of police,fire, paramedic services. 5. Manage traffic congestion. 1. Restore open space budget to its previous level. 2. Restore ECOSLO budget to previous level. 3. higher City Biologist on a permanent basis. 4. Fund community choice energy policy. 5. Upgrade smart energy programs. 1. Preserve open space; acquisition of new open space and restoration of watershed. 2. Completion of Bob Jones Bike Trail. 3. Repairing and maintaining city streets,potholes and storm drains. 4. Maintain city parks and providing deferred maintenance funding to upgrade park facilities. 5. Improving levels of police, fire and paramedic services. 1. Save new tax money to make one-time purchases that benefit the public-open space, senior/recreation services. 2. If you add more police officers they should be ones that patrol or help out on call, not command staff. 1. Repave Palm Street between Santa Rosa and Pepper. 2. Redo sidewalks where needed and remove old trees that wreck sidewalks. 3. Expand the network of storm drains to reduce flooding. 4. Building a parking structure for city and county employees. 5. End the approval process obstructionism for people who wish to improve existing structures. 1. Improve ordinance effectives for zoning and occupancy violations. 2. Improve traffic management and roadway maintenance. 3. Preserve open space. 4. Increase neighborhood police patrols. 5. Improve website access to planning maps and data. Provide more on-line services. 1. Sidewalk maintenance. -_2. Preserving open space. \' 3. Preserving views when increasing building heights. 4. Traffic congestion. -57- Community Budget Bulletin Survey Responses 5. Senior services. 1. Signs on streets when streets are to be cleaned. 2. Repair streets. 3. Continue to improve fire, police and paramedic services. 1. Prado overpass 2. Fix potholes. 3. Preserve open space. 1. Street repair and maintenance. 2. Flood protection. 3. Convert space behind senior center on Santa Rosa to parking. 4. Reconsider South Street narrowing. 1. Traffic management. 2. Open places, parks, walking places. 3. No more high risers. 4. Live within our budget. 1. Preserve open spaces. 2. Senior services. 3. Improve police, fire and paramedic services. 4. Repair roads. 5. Relieve traffic congestion. 1. Maintain and provide bike lanes for safe bicycle travel. 2. Provide bike lane on Osos between Marsh and Santa Barbara Street. The Morro Street bicycle boulevard is inconvenient because of all the stop signs. 3. Repair and maintain city streets. 4. Reduce and manage traffic congestion. 5. Preserve open space. 1. Restore full funding to the Art in Public Places program. 1. Open space. 2. Senior services. 3. Police and fire services. -58- Community Budget Bulletin Survey Responses �1. Preserve open space. 2. Relieve traffic congestion. 1. Modify Municipal Code 17.22 to allow drive-through services outside of the downtown area. 2. Provide additional handicap ramps at intersections near schools and medical facilities. 3. Annex Tank Farm Road and widen roadway to 4 lanes. 4. Participate in the cost of designing and building the Prado Road/101 interchange. 6. Slow growth. 7. Encourage continued vitality of small businesses in downtown core. 8. Preserving open space. 9. Ensuring that any development includes low-income/medium-income housing component. 10. Work with Cal Poly to develop options for housing closer to the university and outside established neighborhoods. 2. Keep water healthy. 3. Keep trash off the streets. 4. Keep the homeless under control. 1. Cut down on the cost of operating the city. 2. Stop the excessive commercial growth that is ruining the character of our city. 3. Live within your budget and stop asking us to bail you out. 4. Stop asking us to pay for water for additional growth. 5. Maintain the infrastructure. 1. Help small businesses to prosper. 2. Have or help children with health issues. 3. Improve senior programs. 4. Help homeowners with landscaping to improve the look of their houses. 1. Signal light at South and Exposition. 1. Repair streets, potholes,parks and storm drains. 2. Continue programs that reduce and manage traffic congestion. 3. Provide a bicycle lane on Osos between Marsh and Santa Barbara. 1. Improve levels of fire and police services. 2. Protect senior services and programs. 3. Traffic congestion. -59- Community Budget Bulletin Survey Responses 4. Open space. 1. Eliminate island on Ella Street. Put in a stop light in the middle of South Street as well as better lighting. Do not make it one lane in each direction. 1. Preserve open space. 2. No more big box stores. 3. Help the homeless. 4. Do not building buildings that are too tall. 5. Fix streets and manage traffic. 1. Repair potholes in streets. 2. Trim trees downtown. 3. Brighter street lights. 4. Christmas ornaments downtown. 1. Preserving open space. 2. Repairing and maintaining city streets, potholes, parks and storm drains. 3. Continuing programs that reduce and effectively manage traffic congestion. 4. Improving levels of police, fire and paramedic services. 5. Protecting senior services and programs permit fees. 1. Keep a vibrant downtown with unique "mom & pop" shops and eating places with affordable rents. 2. Preserve open space. 3. Add more miles of Class 1 bike lanes. 4. Why are we building residential areas next to auto dealerships? Where's planning? 5. Add affordable housingtrentals downtown. 1. Reduce and manage traffic. 2. Repair potholes and storm drains. 3. More police patrols. 1. Affordable housing for families 1. Review and start to limit the current pace of commercial development. 2. Encourage downtown condo/hotel projects. 3. Pursue tougher ordinances/enforcement on noise/trashiness of neighborhoods caused by poorly supervised rentals. -60- Community Budget . . C4. Revise bus schedule to reinitiate serve to and from the airport. 5. Do we really need "park rangers"? 1. More police presence. 1. Maintain and increase open space. 2. Maintain and increase parks. 3. Synchronize lights on Santa Rosa and the Foothill area. 4. Invest in facilities for the mentally ill. 5. Invest in homeless services. 1. Repair and maintain streets, potholes, parks and storm drains. 2. Reduce and manage traffic congestion. 3. Improve levels of police, fire and paramedic services. 4. Preserve open space. 5. Protect senior services. 1. Preserve open space. 2. Maintain roads, storm drains and parks. 3. Reduce downtown traffic by promoting satellite parking with trolley service. 1. Repair and maintain streets,parks and storm drains. 2. Reduce and manage traffic congestion. 1. Traffic on LOUR and Madonna Roads. 2. Dalidio project—follow regulations. 3. Keep costs down. Retirement costs are too high. 4. Keep SLO special. 1. Keep white lines for traffic lanes clearly visible at night. 1. Better traffic management and streets on Madonna Road and LOUR. 2. More open process for building development, especially commercial. 3. Affordable housing. 1. Improve police, fire and paramedic services. 2. Repairing and maintaining our city streets. 3. Preserving open space. -61 - Community Budget Bulletin Survey Responses 4. Protecting senior services at the senior center. Replace the horse shoe area with additional parking. 5. Speed up the retrofitting of older brick buildings. 1. Additional funds for Police offices and equipment. 2. Road repair/sewer repair. 3. Add needed stop lights/signals at intersections and walk/don't walk signs downtown. 4. Preserve open space. 1. With the growth of SLO, we need to start planning another reservoir for future use and revenue. 2. Solar power should be incorporated into all city structures, as much as possible. 3. Hydrogen infrastructure for future autos, buses and trucks purchased by the city. 4. Better use of convict labor for highway and street clean up and/or community services where appropriate. 1. Consider larger street signs with reflective tape at each comer. 2. Maintain street repair and better striping. 3. Advance more money to SLO Chamber and conference bureau for tourism. 4. Help homeless with shelters. 1. Road conditions are poor, especially in the downtown and Foothill/Santa Rosa intersection. 2. Relieve traffic congestion. 3. With the new parking garage,eliminate some of the street parking downtown. 1. Add safe bike lanes on Broad. 2. Pave streets and bike lanes. 3. Preserve open space. 4. Increase police department. 1. Road repair and other infrastructure improvements. 1. Fix the streets. 2. Open space development 3. More water. 4. Limit growth until new sewer and water are in place. 1. Preserve open space. -62- Community Budget Bulletin Survey Responses (71. Traffic congestion. 2. Deal with homeless and vagrants downtown. 3. Reduce urban sprawl. 1. Repair and maintain streets. 2. Preserve open space. 3. Manage traffic congestion. 4. Emergency preparedness. 5. Maintain high level of police,fire and paramedic services. 1. Sweeping streets and gutters. 2. Repairing and maintain city streets, potholes and storm drains. 1. Preserve downtown area. 2. Improve parks. 3. Slow growth. 1. Restripe Madonna Road near Oceanaire. 2. Dredge Laguna Lake 3. Address traffic congestion on LOVR and Madonna Road before the Dalidio project begins. 4. Ice skating and indoor ramps for skateboarding. 1. Stop unabated, tasteless growth. 2. Stop Dalidio. 3. Enforce dog regulations. 4. Clamp down on student partying. 5. Repair the potholes. 1. Do not raise building height limits. 2. Grow without losing views of the mountains from downtown. 3. Retain City's charm. . 1. Widen Tank Farm Road to 2 lanes each way. 2. Fix the traffic congestion at Madonna Road/Higuera intersection. 3. Reduce student rental of homes in family-oriented areas. 1. Create policies/programs that encourage green buildings in SLO. 2. Maintain city infrastructure. 3. Develop additional programs that make it easier to get around the city without a car. -63- Community Budget Bulletin Survey Responses 4. Maintain essential police and fire services. 5. Help look for ways to reduce homelessness in city. 6. Look for ways to provide affordable health care for all. 1. Affordable housing. 2. Retain character of the downtown. 1. More open public spaces like Mission Plaza. 2. Mixed use buildings for residences and commercial business. 3. Close off streets to car traffic. Pedestrian and bikes only. 1. Be responsible fore placing orangeberg pipe in the city streets. Homeowners to replace on their property. 1. Purchase open space for access by multi-user groups, hiking, cycling, dog walking. 1. No new housing. 2. Preserve agricultural lands and open space. 3. Keep big development and box stores out of SLO. 4. Stiffer penalties for vandalism, graffiti,and noise disruption. 5. Keep SLO unique and less like Los Angeles. 1. Repair, resurface streets. 2. Rethink fire inspection fees. 1. Recognize that SLO is destined to double in population size in a decade or two. Seeks to expand the City's land acquisition program. 1. Enhance the health of the creeks. 2. Provide bathroom facilities at all parks. 3. Need sidewalk on Chorro between Meinecke and Murray. 4. Have better communication between city, county, state and feds. 5. Publicize street cleaning more so that people can move their cars on street sweeper days. 6. Enforce all laws. 7. Fees on businesses that sell alcohol. I. Create an underpass or overpass for the railroad on Orcutt Road. 2. Continue a bike path from Orcutt to Industrial Way. -64- Community Budget Bulletin Survey Responses C3. Make all corner curbs disabled person accessible. 4. Improve levels of police,fire and paramedic services. 5. Preserve and create more open spaces. 6. Improve unsafe pedestrian walking areas. 1. Retain local businesses. 2. Seek head-of-household employment. 3. Keep pace with infrastructure needs. 4. Partner with Christian and other non-profit services to meet needs of lower-income residents. 5. Involve seniors in community programs. 1. Increase recycling awareness and receptacles around town. 2. Relieve high volume traffic areas. 3. Preserve open space and control growth. 4. Support police,fire and ambulance as much as possible. 5. Support K-12,parks and recreation as much as possible. 1. Safe bike paths separate from traffic. 2. Innovative expansion of public transportation C3. Promote coordinated disaster preparedness for government agencies and citizens. 1. Police, fire and paramedic protection. 2. Repair streets, potholes, parks and drains. 3. Senior services programs and exercise. 4. Traffic congestion. 5. Preserving open space. 1. Repair and maintain city streets, potholes, parks and storm drains. 2. Improve levels of police, fire and paramedic services. 3. Preserve open space. 4. Protect senior services and programs. 5. Continue programs that reduce and manage traffic congestion. 1. Preserve open space. 2. Protect senior services and programs. 3. Protect parks and recreation programs. 4. Repair storm drains. 5. Mange traffic congestion. 1. Don't close Monterey Street in front of the Fremont. -65- Community Budget Bulletin Survey Responses 2. Re-evaluate lane changes at Foothill and Santa Rosa. 1. Acquire open space for multi-use access, hiking, bike riding,and dog walking. 2. Placement of trees and other traffic calming measures. 1. Repair and maintain city streets, potholes, parks and storm drains. 2. Improve levels of police, fire and paramedic services. 3. Preserve open space. 1. Lower cost housing. 2. Women's safety. 3. Better land use planning so that county cannot mandate what will be done with our land. 4. Maintaining the viability of our downtown without resorting to national chains. 5. Develop legitimate, effective emergency plans for evacuation in case of catastrophic accidents at Diablo Canyon. 1. Establish working relationships with all possible government agencies to maximize opportunities for regional light rail. 2. Increase opportunities for workforce housing without compromising green space. 3. Strive to keep the character of R-1 neighborhoods by working with Cal Poly and Cuesta for acceptable on-campus housing. 4. Renew efforts t annex Cal Poly into SLO city limits. 5. Step up enforcement of party zones in R-1 neighborhoods. 1. The bridge at LOVR and Hwy 101 must be a priority. 1. Prado Road extension. 2. Bike Lane in SLO to go to the Bob Jones Trail. 3. Get rid of the sales tax increase. 1. Montalban badly needs a speed bump as you come off the freeway. 1. Improve level of police, fire and paramedic services. 2. Preserve open space. 3. Maintain streets. 4. Reduce and manage traffic congestion. 5. I do not want tax money to pay for overpasses, roads, etc., for developers. -66- Community Budget Bulletin Survey Responses 1. Reduce building fees to expedite permits. 2. Cooperate with Dalidio Ranch. 3. Cite tailgaters. 4. Develop a parking lot for employees outside of the downtown and provide a shuttle. 1. 1 would really like it if you would build that skate park. 1. Please build a new skate park in SLO. 1. SLO needs a better skate park. 1. I'm all for the skate park since it will give kids something to do other than hang out all day. 1. We need a new skate park. The other one is cool, but the wood just rots and isn't skateable anymore. 1. 1 take my kids to the skate park all the time and it would be great if we got a new one. 1. We need a new skate park so the kids can skate there and not in our neighborhoods. 1. I think a new skate park is a good idea for the kids in SLO. 1. SLO needs a nice area to skateboard instead of on the streets. 1. Repaint red curbs. 1. Improve roads. 2. Sponsor more community events. 3. Maintain essential services. 4. Develop affordable housing. 1. Maintain our city's streets and waterways. _2. No "high rises" downtown. 3. No increase in parking meters. -67- Community Budget bulletin Survey Responses 4. Maintain and support a good fire and police department to provide assistance and keep crime down. 1. Traffic control. 2. Relieve traffic congestion. 1. Slow down traffic on LOVR. 2. Repair surface or LOVR. 3. Clean up the traffic mess between 101 and Madonna Road. 1. Dredge Laguna Lake. 2. Expand senior services. 3. Improve police and fire services. 1. Relieve traffic congestion and reduce air pollution. 2. Synchronize lights to allow traffic to flow on Marsh and Higuera Streets. 3. Continue to acquire open space and build trails. 4. Encourage any and all alternatives to automobile use. 5. Experiment with traffic enforcement cameras to ticket violators. 1. Consider price/cost of a fire engine if the planned downtown get the go ahead. The current fire engine does not reach the top story. 2. Get another street sweeper and have the times listed for cleaning. 3. Put in a few more stop signs at strategic corners to slow down traffic. 4. Clamp down on bicycles that buzz through lights. 1. Traffic/street repair. 2. Back our law enforcement. 3. Open space. 4. Control Cal Poly drunken parties. 1. Repair and maintain city streets, potholes, parks and storm drains. Pavement management. 2. Preserve open space. 3. Manage traffic congestion. 4. Expand and improve the bike transportation network. 1. Bike path. 2. Open space and trails. 3. Homeless control. -68- Community Budget Bulletin Survey Responses 4. Public bathrooms downtown. 5. Beautify the parks a bit more. 1. Electric or bio-diesel bus service. 1. Do not allow downtown merchants to control the city budget. 2. Do not encourage low income or non-income people to live off of city taxpayer revenues. 3. Do not build any more parking garages. 4. Do not allow Cal Poly to build "staff" housing west of Hwy 1 or south of Highland Avenue. 5. Think before allowing any city expansion. 1. Put some money into a permanent skate park in SLO. The Los Osos Park has been a positive experience for the community and people in San Luis would benefit greatly. 1. Prado Road through to Broad Street. 2. Restripe Madonna Road. 1. Clean up your"homeless" problem. 2. Let those on lower Higuera know what's going on. It's impossible for us to make any plans due to eminent future destruction. 1. Lower water bills so people can afford to maintain their landscape. 2. Look at how Santa Barbara does not allow big box stores. Encourage smaller supermarkets and hardware stores through the town so people can walk to them and not forced to drive out to Costco and Home Depot. 3. Enforce maintenance of yards, especially rentals that are run down. 1. To promote/negotiate a more sustainable, environmentally sensitive and fiscally responsible project for the Dalidio property. 2. Continue to promote open space, passive recreation and green belt goals around the city. 3. Promote progressive, forward thinking energy policies for the city. 4. True effort to promote a viable, pedestrian friendly, thriving downtown. 5. Protect SLO Creek. 6. More bike lanes. 1. Water supply and quality. 2. Bike and pedestrian infrastructure and support. 3. Community events—support for existing and creation of new. 4. Property tax reduction. -69- Community Budget Bulletin Survey Responses 5. Traffic congestion management. 1. Maintenance/repair of city-owned sidewalks and driveway aprons. 2. Continued work and new ideas for working with the student population of Cal Poly, not just police action and more laws, but programs to pull students into more community service and awareness. 3. Downtown traffic flow, parking, mass transit, bike lanes, paths and racks to safety park a bike. 4. Tree and foliage trimming of streets, walkways, parks. Enforcement of existing laws regarding upkeep of private property. 1. Repair and maintain streets, potholes,parks and storm drains. 2. Reduce and manage traffic congestion. 3. Improve levels of police, fire and paramedic services. 4. Preserve open space. 5. Protect senior services. 1. No raises to anyone on the city payroll who makes over$50,000 a year. 1. Community priorities noted reflect my thinking point by point in the order given. I am pleased to have voted for Measure Y and therefore am able to contribute to the enhancement of our beautiful community. 1. Preserving open space. 1. Repairing streets and potholes, parks and storm drains. 2. Protecting senior services. 3. Control of traffic congestion. 4. Preserving open space. 1. Invest and save some portion of the balance. 2. Invest in open space protection. 3. Energy reduction programs. 4. Solar benefits for homeowners (city rebates). 5. Solar cost reduction rebate program. 1. Protecting senior services and programs. 2. Improving traffic management in light of increased traffic. 3. Preserving open space. 4. City parks and administration including playgrounds. -70- Community Budget Bulletin Survey Responses C1. Fix the gridlock on LOVR. 1. Water quality long term supply and equitable rates. 2. Streets in good repair. 3. Expanding open space. 4. Creek maintenance. 5. Minimize traffic; no congestion. 1. Remove utility tax to make city comparable to other cities in SLO County. 2. Do not go wild trying to spend the windfall. 3. Spend the taxpayers' money as if it was your own. 4. Reduce sewer service tax. 1. Do not convert any more parking lots to buildings. 1. Develop separate bike paths and wider bike lanes on streets for bicycles. 2. More frequent sweeping of bike paths. 3. Continue to develop the bus system. 1. Affordable housing. 2. Infrastructure modernization. 3. Small business incentives. 4. Road maintenance. 1. Please keep creeks clean. 2. More curb cuts on city sidewalks for disabled. 3. Very important to continue city bus transportation. 4. More stop lights on South Street, South Higuera, and Broad. 5. Weekend hours at the local library. 1. Police/fire. 2. Traffic congestion. 3. Preserving open space. 4. Repair and maintenance of streets and parks. 5. Senior services and programs. �1. Get the out-of-control unfunded retirement program for city employees under control. 2. Get a signal at Ella &Johnson. 3. Repair streets. -71 - Community Budget Bulletin Survey Responses 1. Preserve the downtown. Don't increase height limit. 2. Traffic reduction. 3. Traffic law enforcement for red light runners. 4. Now that you have new reserves from the sales tax, take back the parking meter increase so that our downtown can compete with big shopping centers. 5. Slow growth. 1. Traffic signals on Madonna need to be tied together. 2. Road repair. 3. Make Laguna Lake park more like a city park. 1. Control graffiti. 1. Sustainability issues. 2. Free internet access within the city. 3. Charter Communications competition to reduce rates. 1. Madonna Road traffic. 2. City pot holes. 1. Traffic signals on Madonna Road need to be synchronized for better traffic flow. 2. Improve Laguna Lake. More docks and dredge. 3. Fix potholes citywide. . 1. Fix the unfunded retirement program for city employees. 2. Fix the streets. 1. Affordable housing for lower-wage workers so they don't have to commute from other towns. 2. Repair and maintain infrastructure. 3. Preserve open space. 1. Synchronize traffic signals on Madonna Road. 2. Repair potholes. 3. Dredge Laguna Lake and make more points of entry with picnic areas. 4. Maintain crosswalk markings more often. 5. Require bikeways through new large developments. 1. Fix the roads. -72- 1 !. Madonna Road traffic. 3. Dredge Laguna Lake. 1. Synchronize signals on Madonna Road: 2. Add bike pathways. 3. Clean up Laguna Lake and park. 4. Fix potholes. 1. Fix potholes. 2. Fix traffic signals. 1.. Preserve open space. 2. Improve police,fire and paramedic services. 3. Keep downtown,building heights at current levels...no higher. .4. Repair and maintain streets, parks and drains. 5. Slow development with planned infrastructure to support it.. 1. Analyze ways to be more cost effective. �2. Live within your means. 3. Get a handle on city retirement costs. 4. Reduce downtown street parking to improve traffic. 5. Don't let retail projects open unless the parking requirement is actually available at the same time as the store opens. 73 G I Recommended Goals COMMUNITY GROUPS/OTHERS San Luis Obispo Property Owners Association P.O.Box 12924 San Luis Obispo,CA 93406 December 7, 2006 Mn William Statler Finance Director City,of San Luis Obispo 990 Palm Street San Luis Obispo,CA 93401 Dear Mr. Statler. Thank you for the invitation to comment on priorities for the upcoming 2007-2009 budget discussions for the City of San Luis Obispo. As you know,the longrange fiscal condition of our city is of extreme importance to . our members. They are also probably the most knowledgeable segment of the community with regard to the city's longterm debt, pension and benefit obligations,fee structure, and;other factors affecting the city's finances. In light of these factors, the San Luis Obispo Property Owners Association (SLOPOA) strongly encourages the city to consider the following recommendations: 1) We wish to see greater fiscal accountability to city taxpayers and property owners, resulting in the city's consistently"living within its means"whereby-it spends less than it collects in revenues on an annual basis, thus eliminating deficit or gap spending and in fact rebuilding our city's financial reserves. Everything else—programs, personnel, everything—is dependent upon a solvent future. Because of federal changes in the accounting laws, greater transparency in the city's budget should 1 be forthcoming. Hopefully that transparency will translate to a commitment to live within our present and future revenue limits. 2) We wish to see a freeze on property-related taxes or fees; including development fees, for the duration of Measure Y, except for previously approved fees or taxes within the city's pre-defined annexation areas. (With the passage of Measure Y,whereby both residents and tourists are sharing the cost of the sales tax, and the whopping amount of revenue this sales tax increase will generate, there should be no need to raise additional revenues by singling out property owners for more fees). 3) We wish to see a re-evaluation of the City of San Luis Obispo's customary hiring and management policies to insure adequate levels of services within the Community Development, Public Works, Fire and Police Departments commensurate with the costs.of maintaining comparable city services in other cities within San Luis Obispo County. It is imperative that city services be more cost- competitive with other local municipalities without sacrificing the quality or delivery of essential services. 4) We wishto see the creation of a Pension and Benefits Reform Task Force charged with reviewing city employee pensions, benefits and contract provisions and proposing meaningful, appropriate reforms to bring our spiraling pension and benefit costs under control while still being fair.to existing and retired city employees. The Task Force should include union representatives, city staff, private sector benefits specialists, and citizens with a relevant interest or expertise in this area, along the lines of the Housing Element Update Advisory Task Force of three years ago. That Task Force was composed of several members of the Property Owners Board of Directors and helped guide the city through the Housing Element update. We wish to have a minimum of two SLOPOA Board officers including Steve Barasch and myself on this Task Force. I am currently researching the public benefits and pension issues throughout the state and as a member, would provide my research to the Task Force. We would also like to see a commitment to action upon the Task Force's recommendations in order that they not become a mere academic exercise. �\ � Mr.William Statler December 7, 2006 Page Two 5) Lastly,we recommend the City Council meet with our independent consultant; Dr. Steven Frates, a former city manager who is an expert on city management and city finances,to review the present situation and provide his thoughts on what can and should be done to make our city the best it can be. We strongly urge you to take advantage of his expertise and professionalism. As a respected state authority on California public pensions and benefits, his company's background and data base will provide the city with the facts that may be needed to make politically difficult or unpopular decisions,should these need to be made. We believe it would be shortsighted not to utilize what his company has already produced and the local knowledge that Dr. Frades has about our community in light of this new revenue source(Measure Y)and the fiscal challenges facing so many cities throughout California and the entire country. On a more personal note,as I have so often stated, SLOPOA and I are committed to keeping San Luis Obispo a wonderful place to live and raise families. San Luis Obispo has been my home since 1979, and I have enjoyed the opportunity to serve on numerous city committees over the years. I trust these comments will be taken in the spirit in which they are offered, that is in hope that we can work together toward our shared goals and make our community even better for the forthcoming mutual effort and involvement Very truly yours, 1 LESLIE HALLS President San Luis Obispo Property Owners Association cc: Ken Hampian,Chief Administrative Officer City of San Luis Obispo Stephen B. Barasch,AIA APA SLOPOA Treasurer Page 1 of 1 From: Katy Morris[katy®themortgagehouse.com] Sent: Tuesday, December 26,2006 11:24 AM .. To: Statler, Bill Subject: Funding request received in mail - Good morning With my water bill I received an opportunity to request a place to spend funds for the next year. Can I please request a new skate board.park like los osos has? I have been spending time there with my son and his friends. The kids that go there are looking for a healthy,fun way to spend their time, and I believe this should be rewarded. The entire community benefits from our children having somewhere wonderful to go play. Templeton, los osos and arroyo grande have very nice skateboard parks. It seems we should be able to afford one for our community. There are a lot of.parents there skating with their kids too! It is wonderful that the people working there watch and help the children. There are no"bad seeds"hanging out there. This is wonderful Please advise on how many people I can try to reach about this? My son and his friends (along with me)are going door to door before the big meeting to pass out this email address. We are hoping to have many people email this same request. Is there anything else we can do? Thank you very much for your time! Katy/Morris - .3 1/4/2007 From: Jerry Reiss omreiss@jmreiss.com] Sent: Tuesday, December 26; 2006.1:41 PM To: Statler, Bill Subject: .2007-09 Financial Plan Bill: In response to the 2007 Financial Plan update and request for comments.' 1'.rr in close . agreement with the stated Community Priorities. In addition I would like to see a:major clean-up and landscape effort take place at the south entrance to the City. The area between the Los Osos Valley Road overpass.and Prado Road has been.neglected for years. This is an important area in that it is the introduction to San Luis Obispo to thousands of people each day. The first thing north-bound visitors learn about San Luis Obispo is that we have a sewer plant,.a bus barn and a city storage yard. I would like to see the City engage a landscape architecture firm, with competence in related projects,to create a plan for that area that would screen our necessary but not so photogenic facilities. l �_. Implementation of the plan should follow quickly after the plan is completed. First impressions while traveling north into San Luis Obispo could and should be greatly improved. Jerry Reiss 1 Page 1 of 1 From: rlfrantz [rkfrantz@charter.net] Sent: Wednesday, December 27, 2006 6:27 PM, To: Statler,Bill Subject: Most important things for SLO to accomplish over the next 2 years Most important things for SLO to accomplish over the next 2 years 1. Reduce traffic congestion, especially on Los Osos Valley Road at the Madonna Road intersection and at the 101 overpass. 2. Increase policing of drivers to reduce speeding and running of red lights.. 3. Repair and maintain city streets. 4. Preserve open space. Sincerely, Rob Frantz 1205 Vista del Lago iU SLO, 93405 s file:HG:\Budget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\... 12)28/2006 From: Bob Vessely [rvessely@callamericacom.net] Sent: Thursday, December 28, 2006 9:01 AM To: Statler, Bill Subject: priorities Bill, I'm so impressed with this City's staff. Thank you for this financial plan outreach. My priorities are a bit different ( not a surprise) than those that are listed on the flier that came with the water bill. I I would emphasize support of the physical infrastructure & open space ( not police & fire services) since these are long term investments in the function of the City. I would also suggest, if you have not already done so, that the City adopt the United Nations Green Cities Declaration and Urban Environmental Accords and the United States Mayors Climate Protection Agreement. I believe that the City already has a good reputation with regard to the environment but these would go a long way toward making the City a player in the solution to global warming. Thanks you again & keep up the good work, Bob Vessely > Page 1 of 1 From: bonnymcbioom@aol.com Sent:Friday,December 29, 2006 11:50 AM l< To: Statler, Bill Subject: Skate park I think a new skate-park in SLO is just what the lids need in out community. Thank you for listening, Bonny Dougherty Check out the new AOL. Most comprehensive set of free safety and security tools,free access to millions of high-quality videos from across the web, free AOL Mail and more: 0 file://G:\Budget Folders\A Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3. ... 1%4/2007 Page 1 of 1 From: Moms,Angela C. (San Luis Obispo)NA [Angela.Moms@hanson.biz] Sent: Friday,December 29, 2006 12:02 PM To: Statler,Bill. Subject: Skateboard Park . 1 have recently been made aware-that there is money available for refurbishing the skate park in San Luis Obispo. I believe that this project would be an excellent way to spend the county's money, and would benefit our community tremendously. Skateboarding, rollerblading, and rollerskating are excellent ways for our local youth to get exercise, release energy, and express themselves. I think the residents of neighboring communities would agree that their skate parks have been very beneficial and have created a positive outlet for the kids. Thank you, Angie Morris San Luis Obispo.resident Angie Mm7is Hanson Aggregates Administrative Clerk (805) 786-2720 phone (805) 543=1806 fax file://G:\Budget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3. .:. 1/4/2007 Page 1 or 1 From: Osborne,Rachael [Rachael.OsbomeC fnfcom] Sent: Friday,December 29,2006 4:05 PM To: Statler,Bill Subject: New Skate Park I currently skate for Central Coast Roller Derby and we are constantly trying to find avenue to hold our games and practice.A skate park would really benefit the league and the.community. I have recently been made aware that there is money available for refurbishing the skate park in San Luis Obispo. *tt*::.*.::tt:f::.�::*ta,e r:*ti.rx�,►*.*tr****,r.*tt.r,re+xt* Rachael Osborne Escrow Assistant for Bonnie Espinoza and Kathy Moore Fidelity National Title Insurance Company 1248 Grand Ave Arroyo Grande, CA 93420 Phone 805-474-1800 Fax 805-474-0309 9 file://GABudget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3. ... 1/4/2007 Page 1 of 1 1 From: EVILA BRIONES[evilabriones@yah6o.com] Sent: Friday, December 29,2006 7:06 PM ` To: Statler, Bill Subject: Re Skate park I feel it is a very good idea to build a new skate park. It will keep a lot of kids and adults out of trouble. I personally was a very bid trouble maker until Roller Derby came along. Not only am-I healthier, but I now have less time to get into trouble now that I have a hobby. Sincerely, Evila Briones 1/4/2007 Page 1 of 1 I , From: Nicole Pap.[elocin6@yahoo.com] Sent: Friday,December 29, 2006.7:12 PM To: Statler,Bill C, Subject: New Skate Park for SLO I am writing in regards to the budget foe 2007-2008 and-the money that may be available for a new skate parkin SLO. It is desperately needed. I practice for Roller Derby at the Santa Rosa park from 8-10 twice a week. It would be great to have another option of a great rink and hopefully be able to practice at an earlier hour. Skating sports are only going to getbigger-, so we may as well take advantage of building a new rink sooner than later. Regards, Nicole Pap Do You Yahoo!? Tired of spam? Yahoo! Mail has the best spam protection around http://rhail.yahoo.com . i file://G:\Budget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3. ... 1/4/2007 Robert &Virginia Griffin 1436 Johnson Avenue San Luis Obispo CA 93401 January 1, 20W Mr. Bill Statler, Director of Finance & Information Technology . City of San Luis Obispo 990 Palm Street San Luis Obispo, California 93401 Re: Proposed City Goal: Sustaining Viable Neighborhoods Dear Bill: Gini and I will be traveling on the day of the Council's Community Forum; so we are using this letter to offer our"what, why and how" suggestions conceming neighborhoods at risk. There are neighborhoods within the community now burdened or threatened with detrimental non-residential activities. City leaders and management should. be clear in identifying the neighborhoods-at-risk, and be prepared to develop and implement strategies and actions to alleviate those burdens and threats — including, (1) the strict application of cion-residential activity standards (such as those for home occupation permits); (2) theimplementation of neighborhood traffic management requests; and (3) establishing_ "quiet zones" tofoster a community sense of the value of neighborhoods. Loss of the integrity and quality of our neighborhoods means nothing less than the loss of our community. Non-residential activity is a subject I addressed in late 2005. See enclosed statement. I am resubmitting this statement in the hope that the Council will consider a more consistent and pro-active approach to permitting such activities. Our neighborhood (Johnson-Pismo-Toro-Buchon) approached City 'staff in late 2005 with formal requests under the Neighborhood Traffic Management process. These requests were strong testimony to the threat from chaotic traffic safety conditions in many neighborhoods, while limited funds go to the "most critical" projects identified (and apparently solely relied upon) in the Annual Traffic Safety Report. Nothing in the 2005 TSR even referred to outstanding neighborhood traffic management requests. Furthermore, there have been no communications from Traffic Engineering staff about the status of our requests. O _ Communities across the country are recognizing noise and traffic as a major environmental problem. Noise pollution is still growing and urgently. requires strategic actions since. road traffic is expected to steadily increase. We must concentrate on preserving and protecting our neighborhoods. The Council should identify and establish Neighborhood Quiet Zones to help mitigate the detrimental effects of road. noise, traffic, and reckless, driving in neighborhoods burdened with extensive non-residential activities. Even modest, but coordinated efforts could reap tangible benefits. Here are some potential actions that could follow from a General Plan policy expressing a strong commitment to sustaining viable neighborhoods: Potential Actions: • Commission Noise Propagation Prediction Study • Identify and Establish Neighbor Quiet Zones and Supportive Standards • Implement Neighborhood Traffic Management Plans on Priority.Basis for the Quiet Zones • Expand Noise Ordinance to include Blowers, Motorcycles ("choppers motorized skateboards, Boom Cars, blaring homs, engines & other road- related noises. • Train Homs-at-Crossing "Quiet Zone" Designations (Federal regulations authorize). • "Entering Quiet.Zone" Street Signs • Neighborhood `Traffic Spot Teams" (volunteers trained with noise meters and/or Radar guns with a reporting system) • Citizen . awareness efforts (media, newsletter articles, pamphlets, recognition) • Public agency vehicles support (employees helping to set example) City/School Transit Systems Support (bus drivers helping to set example) • Public Agencies/Officials Supporting Actions, Testimonials and conduct • Neighborhood Support Groups helping other neighborhoods.with noise & traffic issues 2 �.� • Enlist business community, including freight and postal carvers, delivery services, etc. to support. program & voluntarily comply with Quiet Zones objectives and standards • Enlist cooperation and support of Cal Poly and Cuesta College in Quiet Zones program • Enlist local judicial system officials to. support program and be individual testimonials • Offer complementary copies of "So You Think. You're A Good Driver" by W. S. McLoda (Authorhouse; 2005) • Expand scope of Annual Traffic Safety Report to include status of Neighborhood Traffic Management efforts._ Thank you for engaging in this goal-setting process. I commend the Council for its efforts and strategy securing Measure Y resources. Robert E. Griffin Virginia H. Griffin 1 Enclosure 3 If NON-RESIDENTIAL ACTIVITY STANDARDS: . Neighborhoods at Risk Robert E. Griffin L Background A recent appeal of a home occupancy permit application . involved some interaction between the City Council and staff at a public hearing that should have been an important opportunity to clarify and . closely apply the City standards on non-residential activities. The opportunity was missed and the standards were never plainly completely expressed or explained. The issues raised with .this home occupancy permit application were critical metaphors for neighborhoods-at-risk from excessive non-residential activities. General Plan Policies Residential areas may accommodate limited non-residential activities that generally have been compatible, such as. child day care, elementary schools, . churches, and home businesses (described in zoning regulations as home enterprises or occupations) meeting established criteria. LU 2.2.13. Zoning Regulations will provide for home occupations which are compatible with residential neighborhoods and which reduce residence-to-work trips. EC 1.3.40 These policies express three general standards against which, proposed home occupations should be judged: • The non-residential activity must be limited, • The non-residential activity must be compatible with the particular neighborhood, and • The non-residential activity must reduce residence-to-work trips. The "established criteria" called for in the above policies are contained in the zoning regulations (part of the City's Municipal Code). Zoning Regulation Criteria The conduct of "home enterprises" shall be incidental to and compatible with surrounding uses. SLO MC§17.08.090. A home occupation (HO) shall not involve frequent customer access or have other characteristics that would reduce residents' enjoyment of their neighborhood. The peace and quiet of the residential area shall be maintained. SLOMC§17.08.090C I /S Thus, these criteria introduce three(3) additional and more.specfic.requirements to be met by an HO permit applicant: • The proposed home occupation must be incidental to surrounding neighborhood uses, • The proposed home occupation must not involve frequent customer access, and • Other characteristics related to the. non-residential activity that would reduce the neighborhood's quality (peace and quiet) must not be present: The terms "incidental," `frequent customer access" and "other characteristics"are not defined, nor are any examples expressed to aid in the application to neighborhoods-at-risk. II. Application of Standards There are neighborhoods within the community now burdened or threatened with detrimental non-residential activities. City leaders and management should be' clear in identifying the neighborhoods-at-risk, and be prepared to develop and implement strategies to alleviate those burdens and threats — including the strict application of non-residential activity standards(e.g., those for home occupation permits): Loss of the integrity and quality of our neighborhoods means nothing less than the loss of our community. Ill. Critical Standards Issues Limited Non-Residential Activity in Neighborhood Any neighborhood should only be required to sustain limited non-residential activities. Just the sheer number or interaction of non-residential activities can alter the quality, and even destroy.a neighborhood.. Such circumstances should require staff and the Council to scrutinize. closely any additional non-residential activities, including home occupation applications involving customer access. Compatibilitv with Surrounding Neighborhood A. Neighborhood Parking Constraints On Street Parking. Any perceived "availability" of on street parking to accommodate non-residential activities in a neighborhood should be judged not from a standard applied for a business area (its not being "used" so why not allow more activity?), .but from one that , respects the value of a neighborhood, and the affects of vehicular traffic to and from that "available" parking along neighborhood streets. 2 /� Off Street Parking.. Use of off street parking non-residential activities should be closely scrutinized to assure that other compatibility issues are not created, and that such parking does not. lead to violations of City or State laws. The rationale that there are other such activities in the neighborhood should be an anathema. One non-residential activity should not serve as a precedent for others. The policy principle of a non-residential activity holding capacity should be adopted to help protect neighborhoods-at-risk. B. Customer Access Proposed non-residential activity that is dependent upon customers/clients entering and leaving the neighborhood should be strictly limited to locations that do not violate or compromise other policies or law. Fundamentally, this characteristic flies in the face of the zoning regulation criterion that home occupations not involve frequent client-access. The current standards are not sufficiently specific to either define "frequent access" or to .discern its application to locations that raise other issues. C. Safety and Risks Serious traffic, parking, and pedestrian safety issues can be present for non-. residential activity (for example, a location that has no traffic control signs or signals, or pedestrian crosswalks in a high-volume traffic area). These conditions pose serious additional risks for neighbors if the activity is permitted — and they certainly constitute risks for the customers, the applicant and the neighbors. These safety risks should bar or strictly limit the activity. am certain that these are examples of the "other characteristics" expressed in the standards, but not cited as an example. Reduced ResidenceAo-Work Trips The public policy behind this general requirement is obvious: By allowing the self- employed and employees to perform work at home, commuting traffic and parking demands are lessened elsewhere, employee time is saved, and transportation costs reduced. In the case of HO permit-holders, they can certainly benefit from not having to drive to an office .to treat customers/clients. But unfortunately, this advantage to an applicant creates a burden upon the neighbors and the neighborhood quality. The customers/clients who would typically drive to an office located in a business district are now adding. to the neighborhood's traffic volume and the parking constraints discussed above. So, while a proposed non-residential activity might, to a small degree, reduce `residence-to-work trips,' it can mean a significant increase in 'customer-to-neighborhood trips.'. It is doubtful that this policy requirement was meant :to apply to home occupations that draw traffic into a neighborhood. Hence: the zoning regulation standard prohibiting frequent customer access. 3 17 IV. Conclusion . The. City Council should engage in a comprehensive re-assessment of its regulatory and policy framework for neighborhoods-at-risk. Meanwhile; there should be direction to staff to strictly 'apply existing standards in these , neighborhoods. 4 /D ,Page l of 1 From: Kimberly Hain [idniberly@missionoffice.com] Sent: Tuesday,January 02, 20019:03 AM 1 To: Statler, Bill . Subject: San Luis Obispo County Funds To whom it may concern: I have just been informed that there is money available for re-doing the San Luis Skate Park. I believe refurbishing this skate park would be a great way to spend part of the county's budget.There is a big need for . one-and I know of many children,teens;and adults who have been awaiting one for a while. There are many benefits to.putting money towards the skate park-skating and rollerblading are excellent ways for the kids to get exercise and stay fit and healthy.They do say America is one of the most unhealthy nations...lets solve this problem and create an environment for our future leaders to stay healty and fit and get lots of exercise!! I have been speaking with several members of our community and not one has dis greed that this would have a positive effect and be beneficial to the children and adults in.San Luis Obispo County. Thank you for your consideration; I know you will make the right decision. Kimberly Hain San Luis Obispo Resident I, file://GABudget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3. ... 1/4/2007 Page 1 of 1 From: John Lex Jr. [littlejohn@missionoffice.com] Sent:Tuesday,January 02,2007 9:29 AM .. �. .To: Statler,Bill �. Subject: skate park Hello. My name is John Lex and I am a frequent skateboarder here in San Luis Obispo. I think San Luis has a lack of places that are not only legal, but safe places to skate. I have been made aware that there are funds available for a skate park here in town and would personally love to have one to be able to go and skate at. More importantly, I strongly think that this community desperately needs a place for our youth to spend time improving their skills and exercising their interests as well as their bodies. With all.the new tax revenue coming in with the additons of all of these "big box"stores, I would be very disappointed to see available funds spent too much on economic growth ratherthan the youth of the community. Sincerely, John Lex file://G:\Budget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3: ... 1/4/2007 Page 1 of 1 From: kschwart@calpolY.edu. Sent:. Tuesday,January 0272007 9:56 PM CTo: Statler, Bill , Subject: City Goals for 2007-08 . Councilmembers and staff, here are my suggestions: 1. Create a vision for the City. 2. Encourage out-of-the-box thinking amongst the City Council;Planning Commissioners, ARC . members,Park and Rec Commissioners, and - especially, City staff members - in the approach to and the approval of all physical projects whether initiated as City Projects or projects deriving from the private sector. (We are becoming a City where new buildings have become nothing more than (movie) . set designs.Design talent exists amongst local engineers and architects to do far better.) 3. Initiate a comprehensive update,of our antiquated General Plan. 4. Re-write the Planned Development Ordinance and eliminate the Mixed Use Ordinance. (The,original PD ordinance included mixed use as an integral component!) . 5. Re-start the street paving program and pick up on the district by district execution on an annual basis. 6-A. Eliminate the phrase "storm drainage" from the City lexicon and insert the proper phrase, "flood protection/flood control. If this scares the public, they need to be scared; we have a serious problem and we should stop pussyfooting around. (Mayor Romero is to be congratulated for using proper terminology in his recent article in the SLO Journal.) �1 6-B. Using imaginative structural principles, design and build anew bridge over San Luis Creek at Los Osos Valley Road. This project should be designed to correct inadequaces in the current structure(s) that fail to allow flood waters to "get away." This should be the first major flood control project the City undertakes and it should undertake it post haste. 7. Upper Monterey Street: Improve this major "visitor-welcoming street" by: (a) eliminating remaining overhead utility lines and wood poles; and (b) re-building sidewalks to conform with our "Mission Plaza" standard from the Motel Inn to Santa Rosa Street. 8. Build a new senior citizen center atop the proposed new mechanical parking structure at Palm and Nipomo. Using PD, allow height exception if necessary. (The seniors would have the most phenomenal vista in the City.).This would be a community planning "coup de maitre." (Refer to Goals#1 &#2.). 9. Cooperate with Caltrans and underground overhead utilities on Broad Street from airport to South Street. (Hwy 227). 10. Collect your fortitude and limit the Broad, Monterey,Broad dog-leg in Mission Plaza to one way traffic from Palm to Broad. Be prepared to close the dog-leg to through traffic when the Art Center submits their proposal for a new structure. (Again, refer to goals#1 &#2.) 11. Widen Santa Barbara Street as per plan approved in 2002(?) 12. Cooperate financially with completion of the Railroad Museum. 2/ file://G:\Budget Folders\A. Financial Plans\2007-09 Financial Plan\Council Goal-Setting\3. ... 1/3/2007; BOARD OF TRusTEES 1204 Niipomo Street Sandra Sarrouf,Chair Sari Luis Obispo, CA 93401 Jan Marx, Vice Chair Phone: (805).544-1777 Allyson Nakasone,Secretary . az:(805)544-1871 Robert Bron te xw.ecoslo.org Pam Heatherington ENVIRONMENTAL CENTER Deborah H�7lyard, OF SAN LUIS OBISPO COUNTY Bob Lavelle Protecting and enhancing the Central.Coast since 1971 Scott Secrest Cal Wilvert January 2, 2007 Bill Statler Director of Finance and Information Technology 990 Palm Street San Luis Obispo, CA 93401 Via Email to bstatlerj@slocitv.orra Re: 2007=2009 City Council Goal Setting Meeting Dear Mr. Statler, ' Thank you for this opportunity to comment on the City's goal setting priorities and financial 1 plans. These comments are on behalf of'the Board of Trustees and members of the Environmental Center of San Luis Obispo (ECOSLO�. ECOSLO is a member-supported non- profit organization that has recently celebrated its 35 anniversary of education, advocacy, and community building. In 1997, the City of San Luis Obispo and ECOSLO began a partnership io provide a variety of informational and educational services. ECOSLO's stewardship programs, Natural San Luis and SLO Stewards;provideopportunities for the community to help in the restoration of the city's open spaces and learn about its natural heritage through our hikes and docent program. ECOSLO provides support services to the City on issues such as protection of SLO creek, establishment of a Greenbelt, habitat restoration and other natural resource concerns. We publish SLO Stewards, offer docent-led hikes,provide a downtown information center for the community, answer telephone and walk-in inquiries on environmental topics, and provide a lending library. Just last year, we joined with the City and a diverse coalition of organizations to help raise funds to preserve two important open space areas. Now that Measure Y has passed and you have a clear mandate from voters that open space protection is a priority, we urge you to expand the current contract with ECOSLO so that we may continue our current services and broaden the trail maintenance and tree-planting program.we recently began through coordination of community service workers and volunteers. - 2Z The residents of the City of San Luis Obispo clearly value its natural beauty and open spaces. Open spaces and parks are vital to our community to preserve our treasured lifestyles and to strengthen our local economy. As this City continues to grow it is vital that all residents . understand and value the natural resources of our area. We.believe that ECOSLO is in a unique position to provide the varied educational and conservation services recognized as a priority by this community. Sincerely, Morgan Rafferty Executive Director Z3 *printed on 100%recycled,post-consumer paper �. es . an Luis Obispo. Chamber of Commerce .. 1039 Chorro Street• San Luis Obispo, California 93401-3278 (805) 781-2777 FAX (805) 543-1255 January 3,'2007 David E. Garth, PresidenVCEO Mayor Dave Romero Members of the City Council. City of.San Luis Obispo 990 Palm St. San Luis Obispo, CA 93401 Re: City Goal Setting and Budget Process, 2007-09 Dear Mayor Romero and Council Members, Over the past several months,our Chamber has gathered volunteers involved in our committees to determine what goals we would like to suggest to you for the upcoming two year cycle.After a process of education, discussion and refinement, we would like to offer for your consideration the following major city goals for 2007-09. They are listed in priority as determined by our Board of Directors. 1. . Develop an economic element in the City's General Plan to include an economic development strategic-plan for business attraction and retention as well as a list of targeted industries. 2. Commit the resources needed to find solutions to the city's workforce housing crisis. 3. Invest in tourism by dedicating more funds to marketing and cultural center enhancements including the expansion of Mission Plaza,.tourism oriented signage and downtown lighting. 4. Make infrastructure improvements including traffic flow improvements at Los. Osos Valley Road. 5. Create a grand city gateway that would give the community and visitors a sense of"arrival." email: slochamber@slochamber.org websites:www.slochamber.org www.visitslo.com 1. 1 l 6: Provide more certainty in the planning processthrough streamlining and �! investing in the city's online resources so that every form is available in clear and concise language. 7. Encourage the type of development that the community desires by using creative . fee financing and replacing the "development pays its own way" approach with "development pays its fair:share." 8. Work on Broad St. Enhancements. 9. Promote business expansion in the airport area by adopting a realistic fee structure. We believe that by adopting these goals, the city will effectively pursue both a healthy economy and the quality of life so important to the continued well-being of our. community. Several of the points listed above represent a continuation of present goals including traffic congestion relief, support for the downtown and long-term fiscal health. . We appreciate your desire to receive input from the community as you work toward 1 establishing city goals. The suggestions we have listed above represent a consensus of . our volunteers and Board who strive to reflect the priorities of our 1400 members.. We.look forward to participating in the.Community Forum on January.10. Sincerely, f eff 8u Ingham l/'Chairperson of the Board cc: Ken Hampian, CAO, City of San Luis Obispo Bill Statler, Director of Finance and Information Technology as Richard Schmidt "m 5444247 e118128156 m 12:03 AM D114 RICHARD SCHMIDT 112 Broad Street, San Luis Obispo, CA 93405 :(805) 54442,'^ January 3, 2007 Re: "Things to Do" To The.City Council .What are the most important things for the city to accomplish? Here are some thoughts about • things to do, • ways to spend money, and also • ways to save money that can better be used for other things. A. Environment. 1. Greenbelt open space acquisition and easements --.full speed ahead, with doubled urgency and priority to protect these lands before developers get ahold of them and they are lost forever. 2.. Redefine and clarify the responsibilities of the city biologist so he CAN BE A BIOLOGIST AND IS NOT CALLED UPON BY CITY DEPARTMENTS TO BE A BIOSTITUTE. At present, he is called upon by Community Development to. rationalize their questionable land use decisions. Recently, for example, there was a case where neighbors presented overwhelming evidence a proposed development site was sensitive habitat and home to more than 30 species.of wildlife, including federally, state, and city listed species; and was traversed by a, wildlife corridor shown in the COSE. Community Development staff wanted the site developed, so they had the biologist do a drive-by and got him to testify before the, planning commission that there were only raccoons and possums on the site (this despite the piles of deer poop any 5-year-old would have commented upon!). This is demeaning to the biological department, calls into question its professionalism, trustworthiness, integrity, and competence, and MUST STOP. THE BIOLOGIST MUST BE FREE TO BE A BIOLOGIST, AND NOT AN ARM OF THE CITY DEVELOPMENT REGIME. B. Annual Creek Maintenance (not new flood control.projects) must be undertaken to protect the life safety and property of residents. At present, the creeks are incredibly overgrown, especially near bridges and culverts, and a totally preventable major flood beckons as a result. City staff are clueless about the danger because it's been 33 years since our last major flood, and nobody's memory goes back that far. Lessons learned in 1973 are being ignored today. This is a minor program if done annually -- prior to stopping it several years back, my understanding is its annual budget was bout $40,000, with dividends in the decimal multiples of that. Clearing out the accumulation this first year will cost more, however. WE DO NOT NEED THE MAJOR NEW FLOOD PROJECTS ENGINEERING STAFF WANTS TO UNDERTAKE. This is a case where small is indeed beautiful. C. Neighborhood Wellness The neighborhoods are being neglected, and are being deliberately lowngraded by various city actions. (One.result is that the city's demographic is changing for - .he worse: those who can afford to escape -- like Patricia Wilmore of the Chamber -- do so; Page 1 26 Richard Schmidt If544-4247 MS/28/56 012:04AM D2/4 those who cannot stay behind. The population also becomes much more transient and less involved in civic affairs.) 1. Traffic Calming The through-traffic in numerous neighborhoods is ridiculous, contrary to city policy, and it's time the city did something more than look the other way. Traffic calming `- I'd want for my neighborhood includes: - Volume control. 6,000 vehicles per day on a 34-foot-wide residential street is_absurd; 11;000 vehicles per day is beyond absurd. The city needs to find ways to divert substantial through traffic from North Broad and Chorro. This can be done by speeding the flow on arterials (Foothill and Santa Rosa) together with creating flow obstructions on the neighborhood streets. You cannot get vehicles off these streets as long as it's "more` convenient" to.use them rather than the arterials. • Speed control. More needs to. be done to limit speed, both through enforcement and by additional physical constraints. People treat our street as if it's a freeway on-ramp. This is dangerous, and in any.decently-run resident-caring city it wouldn't be tolerated. .. • Truck route enforcement. The police department refuses to enforce this, thus we have, every conceivable type of highway vehicle rumbling and smoke-belching through our. neighborhood. Additional signage, including on 101, would help. (Yes, it CAN be done -- I can show the nay-saying engineers where it has been done.) • Stop sign/traffic signal enforcement. Rolling stops and red-light-running are illegal, but accepted in this town. This is dangerous. • Noisy vehicle enforcement. The prevalence of unlawfully-noisy vehicles is increasing in our neighborhood -- both two and four.wheel types -- and the ear-shattering racket is inexcusable. The PD should enforce this. • Take residents seriouslywhy come to the city with problems, and have workable 1 remedies. For example, other cities have developed physical "metering" devices that slow. traffic by.narrowing lanes momentarily at strategic points, .or by making it impossible for trucks to make certain turns that they take to cut through neighborhoods. Everytime these are suggested here, they are dismissed and dissed by staff. • Work cooperatively with residents instead of against them. For example, a neighbor with two infants became alarmed at the speed of vehicles in front of her house, and after repeatedly being rebuffed by the city when she asked for some help, she put orange cones with "slow — children playing" signs at the edge of the pavement. The police department, which had refused to help with the problem, came out and told the resident to remove the cones. This is not how a good city should behave towards its residents. 22. Ph-and building code enforcement. The city connives with speculators and developers to ruin neighborhoods by using lack of enforcement funds as an excuse for all sorts of illegalities that over-densify nice neighborhoods. This must end. • Buildinq_ips2ectors must take the lead in seeing that illegal apartments aren't built. For example, a speculative remodel of 121 Broad resulted in building.2 illegal apartments, neither with a permit. Building inspectors observed this, and allowed it, claiming the units weren't illegal until they actually included a stove (a place was left for a stove in each unit). This is baloney, and has everything.to do with a corrupt pro-developer attitude and nothing to do with shortage of enforcement funds. (The city is losing millions of $ of impact.fees from all the illegal secondary units it allows, so it's hard to understand why the CAO puts up with this malfeasance of his staff.) Because of the city's"make it right" policy regarding code violations, there is an incentive for developers and speculators to do things without permits, and take a (slim) chance on Page 2 a7 Richard Schmidt 'Q 5444247 Iii 8/26156 m 12:05 AM p'3/4 getting "enforced" latera - • The city doesn't enforce its second unit ownership rule, so our neighborhood is being overrun with absentee owners operating transient occupancies with multiple occupancies::- on a property. - 3. limitations on "densification" in established R-1 neighborhoods. - Other cities, including Santa Barbara, limit the amount that can be added onto a house in an effort to maintain existing affordable housing stock. In SLO, we do the opposite = encourage the conversion of affordable housing to unaffordable housing. We have a pattern: speculators purchase the least costly houses in our neighborhood, then convert them into very expensive housing. In the last few years, I've seen this at ten locations I can think of. For example, 121 Broad was a modest house ($400,000s) remodeled, added onto, had 2 illegal apartments added, and placed back on the market for $1.35 million. What city."we need affordable housing" policy does this implement? Currently, there are tear-down remodels of modest houses in progress at Broad/Center;on Mission by the creek, and on Broad between Mountain View and Lincoln. On Tassajara between Foothill and Ramona, a nice bungalow was recently bulldozed and a monster house is being built. If the city is serious about saving its more affordable housing, it needs to deal with this speculative-driven mansionization's elimination of the least costly owner-occupied houses. • The city also needs to revise its regulations about what is allowed in terms of size and bedroom density in the R-1 zone. Developers have discovered they can achieve greater student rental density in the R-1 zone (using minimal city regulations) than in the R-3 zone, where such dense housing belongs. As a result, huge dormitory houses are being built in the middle of stable R-1 residential neighborhoods like ours-- destablilzing the neighborhood, and creating non-sustainable white elephant buildings which will eventally either become slums or be broken up into multiple units. This is no way to promote neighborhood quality of life. Huge dormitory houses must be made impossible to build in the R-1 zone. 4. implement Land Use Element Program 2:15 "Neighborhood Wellness Action Plans." • It has been 12 years since the city adopted this program as city policy, and to date it has done NOTHING to implement it. In fact, Community Development does exactly the ognosite of everydWn ig "n this pr�ram, and that is one of the chief reasons why this city at this time is going to hell in a handbasket. IMPLEMENTATION OF NEIGHBORHOOD WELLNESS IS OVERDUE, AND MORE NEEDED TODAY THAN IN 1994. The General Plan says neighborhoods should be empowered to play a role in their-progress -- this is the law, not some radical idea. Do it. (Note: most of the issues listed above wouldn't exist today if.the city had implemented this program in 1994.) 5. Fund neighborhood physical improvements (street trees, landscaping, neighborhood signage, traffic calming, etc.) with a portion of the "promotional" budggtfrom TOT. (The motel interests seem to think this is "their" money, but it is no more theirs than the phone tax is the phone company's or the electric tax PG&E's. In fact, the intent of the promotional budget includes promoting quality of life for residents. Some of this money should go for promoting neighborhood quality of life. D. Some things to do to SAVE lots and lots of money,_ and lots and lots of time and headaches. 1. Save $1 million on the Land Use Element update. If the Land Use Element is to be updated, do that very simply by tak e ex�istina, element and focusing on items in it that need attention and not by start aJrQpLs_uatch. The existing element is a GOOD element, Page 3 Richard Schmidt '7544-4247 MS/28/56 012:06AM p414 and does not need to be replaced. Developtnent staff have already signaled this.is not what they intend -- they will start from scratch, ramroding their schemes through without even a ^� smidgen of public input to shape the results, erasing history, eliminating all neighborhood and environmental protections, paving the way for ever denser and less desirable development. patterns that will.alienate residents further and make developers very happy and rich. The Hook-Mandeville'team; left to their own devices, is totally out of control._This update, if it goes their way, will make the controversy over the COSE look like child's play. On the other hand, the city could save $1 million by doing as I.suggest above (savings in staff time, publication costs, EIR costs, etc:) and get the modifications done in'a fraction of the time, with a fraction of the friction and headache. Why waste public funds doing counterproductive planning busywork the public doesn't want or need? The savings can be used to implement aspects of the plan like the Neighborhood Wellness Programs. 2. The Police Department could do more with its enforcement funds if it would stQR entre in9 bike riders at the California-Foothill intersection over trivial infractions, and focus instead on the genuine life safety enforcement problems currently unenforced: stop sign and red light running throughputtown, and failure of vehicles to yield to pedestrians even.at signalized intersections. The fact these practices continue is directly the result of long-term lack of . enforcement.. If there were enforcement, the word would get out that red lights mean stop, and pedestrians are to have the right of way, etc. 3. amitym�end no funds facilitating egotiatina over: or otherwise rop rooting the Dalidio Ranch development as approved by Measure J. How they get that built is the developer's problem, not.the city's. If the developers wish to come into the city,they MUST PRESENT A PLAN THAT CONFORMS. TO THE CITY'S GENERAL PLAN. Until then, they should be on their own. Let them build it, and let the thing die due to the congestion it creates. Once we have Bird Tombstone Mall 11, then the city will have the upper hand in negotiating the next phase. . Thanks for considering these ideas. Richard Schmidt Page 4 �. 1/4/2007 Bill Statler City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Sir, The purpose of this letter is to provide input for San Luis Obispo's 2007-2009 Financial Plan and how best to utilize additional General Fund revenues made available through the passing of Measure Y. As a.local non-profit agency that serves over 1000 adults, children.and family members annually,Transitions-Mental Health Association(TMHA) is dedicated to helping the mentally ill.live, work and grow in our community. TMHA provides a variety of services including housing, case,management, day programs, vocational programs, senior services,homeless outreach, and independent living skills development for foster youth. As you are probably aware, the City of San.Luis Obispo's Human Relations Commission (HRC)has recently drafted goals based upon input received from the community. We - find the goals developed through the HRC's process in line with the areas of need we see in our work with populations that are often underserved and marginalized, such as foster youth, the homeless, the elderly and the disabled. In developing San Luis Obispo's financial plan for the next two years, we request that the following areas of need are considered: 1) Homeless Prevention— Supporting a long tern, comprehensive,proactive program . that addresses events that precipitate homelessness and assists people with the transition out of homelessness. How: Through research, HRC oversight, and by maintaining and strengthening existing infrastructure and financial resources for homeless services, including outreach, housing, case management, mental health and.vocational services. MLhy: The recent Homeless Enumeration Project clearly shows that our homeless population is often local, as opposed to transient, and often a child, elder, or disabled person. 2) Support-Services for Low and Very Low Income—Address other supportive services needs such as child care, transportation, supported employment, and homeless prevention(including one time utility or rental assistance). How: Exam existing City services and programs with an eye towards better serving this population (waive or discount fees for current services; offer child l care at convenient times and locations); partner with community service providers to provide needed services;promote services and get the word out that the above discounts are available;use the City's utility bills as a way of informing low- income individuals and/or families'of services and discounts. VAy: Housing is crucial;but supportive services are often the missing link to success for low and very low income people. In many cases these people represent the back of the service industry, without which the City sales tax and transient occupancy taxes would suffer. 3) Support Services that Address Basic Needs for Seniors-Addresses many of the above issues and includes services that prevent isolation such as day programs, support groups, and intergenerational activities. How: See above: Mgjy:. Mental health problems and suicide are high for this population. Depression and isolation can be deterred with social interaction opportunities. Physical health issues can be abated with outreach,case.management and transportation assistance to healthcare providers. 4) Supportive Services for those with Disabilities—maintain and enhance the City's proactive approach to accessibility. How: Continue to make City facilities and services accessible;research other notably accessible communities as models to.emulate; educate local businesses as to the potential revenue benefits; include the employment of those with disabilities as a component.of accessibility; dedicate funds to tourism promotion to this sector. It's good for the citizens of this community and can enhance community revenues through tourism. 5) Supportive.Services for Youth—research and adopt the Search Institute's"Asset Development Model" as a foundation upon which to structure community services for youth. Improve or modify existing City services that assist in the development local youth. . How: Continue to provide positive programs targeted to children of all ages and accessible to all, including foster youth and youth with special needs or disabilities; develop and enhance current services offered to children ages 12-15 as this is an age when children are most likely to reach out and are often overlooked in program services; partner with other community services to educate the community of existing services and resources. 3/ Why: Research shows that the more"developmental assets" a child.develops or . acquires, the less likely h/she is,to engage in"at risk'.'or unhealthy behaviors. Beyond providing services, the City could be known as a community dedicated to building strong kids through mentoring and engagement in the community. To conclude,we appreciate the opportunity to offer input into this important process. The City of San Luis Obispo has a strong tradition of enhancing the safety,health; and overall quality of life for all of its citizens; we look forward to continuing to partner with . you as this,tradition grows. Sincerely, Jill Bolster-White Executive Director. Barry D. Johnson Division Director 3Z C .i Recommended Goals RESULTS FROM COMMUNITY FORUM To be distributed on January 16, 2007 Summar of Community Forum Results i There were about 220 participants at the Community Forum held on January 10, 2007 at the Ludwick Community Center. There were three key ways for participants to share their ideas with the Council and each other: 1. Public Comments. All participants were provided with an opportunity to share with the Council what they were proposing, why it is important and how it might be accomplished. 2. Voting with "Dots." Using the public comments recorded on flip charts and posted on the walls as the "ballot," participants were provided with seven "dot stickers" to place on the sheets to "vote" for up to seven ideas that they felt should be the top priorities for 2007-09. 3. Forum Feedback Survey. At the end of the evening, participants were provided with surveys asking them: • Which areas should the City provide less, the same or more attention? • Do you have any suggestions for specific changes and possible ways of achieving them? RESULTS SUMMARY The following pages summarize the results of each of these participation opportunities: public comments, "voting with dots" and community forum feedback survey. - I - Summary of Community Forum Results There were 70 speakers who presented their recommended goals, summarized by topic as follows: "Public Cbmment Summar By Td is • New Roller Hockey Rink/Skate Park 12 • Public Safety: Police Staffing 10 • Bicycle Improvements: Railroad Safety Trail 9 • Public Safety: Added Police Services to Neighborhoods 7 • Maintain Existing Roller Hockey Rink/Skate Park 4 • New Senior/Community Center 3 • Public Safety: Added Traffic Enforcement 3 • Restore Open Space Funding to $300,000 Per Year 3 • Bicycle Improvements: Enhance Bicycle Safety 3 • Existing Senior Center Repairs/Upgrades 2 • Arts and Cultural Services 2 • Acquire More Open Space to Minimize Overall Impacts 2 - • Acquire More Open Space to Minirruze Overall Impacts 2 • Implement "COSE" Wild Life Corridors 2 • Downtown Pedestrian Lighting 2 • LOVR Interchange Improvements 2 • Neighborhood Wellness: Increase Enforcement of Noise Regulations 2 • Bicycle Improvements: Bob Jones Trail 2 • Dialog on Drug Abuse, Rehabilitation and Need for Detox Facility 2 • Support Hotline and 2-1-1 Funding 2 • Increase PCC Funding 2 • Added Parking for Existing Senior Center I • Install Artificial Turf at Stockton Field I • Enhanced Safety Through Recreational Activities I • Change Showers at Sinsheimer Park I • Bicycle Improvements: Bill Roalman/Morro Street 1 • Bicycle Improvements: Add Safety Coordinator 1 • Bicycle Improvements: Education Funding I • Bicycle Improvements: Pavement Maintenance I -2- Summary of Community Forum Results • Improved Transportation Planning, Including Bicycles 1 C Traffic Calming Measures 1 • Traffic Mitigation (Slower, Safer): Pismo-Buchon 1 Y Reconsider Road Improvements Near Damon-Garcia Fields 1 • Enhance Broad Street Corridor 1 C Tree Planting and Maintenance 1 • Homeless Prevention/Services 1 Increase Tourism Promotion 1 a Improved Tourism Signage 1 • Add Economic Element to the General Plan 1 • Flood Protection 1 Y Permanent Housing Manager 1 • Pay All Fees for All Affordable Housing Units 1 • Policies to Produce Affordable Housing Units 1 • Implementation of Housing Element 1 • Development Pays "Fair Share" Policies 1 Evaluation of Airport Area Impact Fees; Multi-Year Payment Schedule 1 • Assess Impact Fees Based on "True" Impact 1 • Streamline Planning and Permit Process 1 • Fund Permanent Open Space Committee i • Continue Open Space Acquisitions 1 • Continued Funding for Open Space 1 • Save As Much Open Space As Possible 1 • Maintain Existing Open Space 1 • Ensure Access to Open Space i • Monitor View Sheds i • Open Space Protection Ordinance 1 • Funding for Open Space Program to Reflect Land Values 1 • Added ECOSLO Funding for Publishing SLO Stewards; Wild Flower Brochure, 1 Open Space Guide Map and Tree Planting • Require Dalidio Ranch to Meet General Plan Requirement for 50% Open Space 1 • Update Land Use Element 1 -3 - r Summary of Community Forum Results • Support the Arts 1 • Restore 1% Contribution for Public Art 1 • Enhance Cultural Center in Mission Plaza Area 1 • Railroad Museum: Use Available Funds This Year 1 • In-Kind Support of Special Events Like the Criterium 1 • Neighborhood Services: Added Neighborhood Service Staffing 1 • Public Safety: Additional Dispatchers 1 • Public Safety: Fire Staffing 1 • City Way-Finding System 1 • Management Compensation: Increase to Comparable Community Levels 1 • Sustainable Government and Community Programs 1 -4- Summar of CommunU Forum Results Using the public comments recorded on flip 'charts and posted on the walls as the "ballot;" participants were provided with five "dot stickers" to place on the sheets to "vote" for up to five ideas that they felt should be the top priorities for 2007-09. The following summarizes.the results, presented in "highest vote" order. Result Summary_"Voting with Dots°' • New Roller Hockey Rink/Skate Board Park 93 • Bicycle Improvements: Railroad Safety Trail 41 • Public Safety: Added Traffic Enforcement 18 • Traffic Mitigation (Slower, Safer): Pismo-Buchon 16 • Bicycle Improvements: Enhance Bicycle Safety 13 • Maintain Existing Skate/Roller Hockey Rink 12 • Increase Tourism Promotion 11 • Management Compensation: Increase to Comparable Community Levels 11 • Added Parking for Existing Senior Center 10 • Public Safety: Police Staffing 9 • Support the Arts 9 • Bicycle Improvements: Bob Jones Trail 7 Bicycle Improvements: Add Safety Coordinator 7 • Tree Planting and Maintenance 7 • In-Kind Support of Special Events Like the Criterium 7 • New Senior/Community Center 6 • Fund Permanent Open Space Committee 6 • Save As Much Open Space As Possible 6 • Continued Funding for Open Space 6 Acquire More Open Space to Minimize Overall Impacts 5 • Improved Transportation Planning, Including Bicycles 5 • Homeless Prevention/Services 5 • Railroad Museum:Use Available Funds This Year 5 • Public Safety: Added Police Services to Neighborhoods 4 • Install Artificial Turf at Stockton Field 4 • Neighborhood Wellness: Increase Enforcement of Noise Regulations 4 • Require Dalidio Ranch to Meet General Plan Requirement for 50% Open Space 4 • Public Safety: Fire Staffing 3 • Existing Senior Center Repairs/Upgrades 3 Policies to Produce Affordable Housing Units 3 Improved Tourism Signage 3 • Add Economic Element to the General Plan 3 -5 - Summar of Community Forum Results Moll Ila=11anex! Result_Summa__ry•`Ngting'with:Dots" - • Increase PCC Funding 3 • Traffic Calming Measures 3 • Enhanced Safety Through Recreational Activities 3 • Restore Open Space Funding to $300,000 Per Year 3 • Ensure Access to Open Space 3 • Added ECOSLO Funding for Publishing SLO Stewards, Wild Flower Brochure, 3 Open Space Guide Map and Tree Planting • Sustainable Government and Community Programs 3 • Change Showers at Sinsheimer Park 2 • Arts and Cultural Services 2 • Enhance Cultural Center in Mission Plaza Area 2 • Support Hotline and 2-1-1 Funding 2 • Downtown Pedestrian Lighting 2 • Neighborhood Wellness: Added Neighborhood Services Staffing 2 • Dialog on Drug Abuse, Rehabilitation and Need for Detox Facility 2 • Pay All Fees for All Affordable Housing Units 2 • Continue Open Space Acquisitions 2 • Reconsider Road Improvements Near Damon-Garcia Fields 2 • Implementation of Housing Element 2 • Restore 1%a Contribution for Public Art I • Monitor View Sheds I Implement "COSE" Wild Life Corridors I • Enhance Broad Street Corridor I • LOVR Interchange Improvements I • Bicycle Improvements: Pavement Maintenance I • Bicycle Improvements: Education Funding I • Bicycle Improvements: Bill Roalman/Morro Street I • Flood Protection I • Development Pays"Fair Share"Policies 1 6 Summay of Community Forum Results ue1KC.1 C We received 82 responses to the question: What level of attention would be desirable for each of the following compared with the current situation? In all cases, most respondents said we continue about the same or higher level of attention in all areas. Level of Attention Budget Category (Compared to Current) Less I Same More Repairing and maintaining City streets,potholes,parks and storm drains 3 12 41 Preserving open space 4 15 39 Continuing programs that effectively manage traffic congestion 5 14 37 Improving levels of police, fire and paramedic services 7 23 18 Protecting senior services and programs 8 22 16 _ <_Other•Servtces_'.. . New roller hockey rink/skate park 27 Improved bicycle paths (Railroad Safety Trail and Bob Jones Trail 26 frequently mentioned by name) Public art 7 Affordable housing 6 Homeless services 5 Parks &recreation facilities/services 5 Bicycle safety/education 4 Tree planting 3 Dialog on drug abuse, rehabilitation and need for detox facility 3 The following five services were rated as needing more attention by two respondents: implementing sustainable practices in government; library services;expanding pedestrian-oriented areas in the Downtown;continued/increased support for ECOSLO; and increasing PCC funding. The following ten services were rated as needing more attention by one respondent: flood protection; hotline/2-1-1 funding; protecting downtown; urban agriculture; increasing management compensation to mid-point of comparable cities; reducing automobile use;preserving small businesses;new sidewalks; lower cost sewer lateral replacements;stronger growth controls. Note: Totals are less than 82 in all cases because respondents did not respond to all questions in the survey. reffe�� Recommended Goals COUNCIL MEMBER GOALS To be distributed on January 25, 2007 i Section • Background Materials Status Reports from November 16, 2006 Workshop STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS C` STATUS REPORT General Plan Implementation Programs November 2006 city f San lues oim s o C� STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS CNovember.2006 TABLE OF • INTRODUCTION Overview 1 Report Organization 1 Findings 3 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS�Y ELEMENT Land Use Element 5 Housing Element 9 Circulation Element 12 Conservation and Open Space Element 15 Noise Element 21 Safety Element 22 Parks and Recreation Element 24 Water and Wastewater Element 26 STATUS OF DOWNTOWN PLAN IMPLEMENTATION PROGRAMS 27 u city of san Luis oBispo 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 402 individual implementation programs in the General Plan, 83% (333) Of Status.of Implementation Programs:AD Elements them are completed or have been integrated into the City's ongoing C1 High operations. s% .o Medium Given the ambitious nature of our General Plan and its thirty-year time O L0W horizon, .we believe that this i% ®or O gloing . represents significant. progress in achieving General Plan goals. ■Diffieultyto Complete Of the remaining 17% (69) of 117x programs that are not yet complete, we have classified: ■ 1% (5) of them as being relatively easy to achieve from a resource perspective. i ■. 6%(22) as being difficult to achieve. ■ And 10%(42) as being somewhere in between. Report Focus: Why Report on the Siatus 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, monitoringour 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, itis the focus of this report. REPORT ORGANIZATION General Plan Elements. The report first organizes each of the implementation programs into one of our eight General Plan elements: ■ Land Use (LU) ■ Noise(N) ■ Housing(H) ■ Safety(S) ■ Circulation (CI) ■ Parks and Recreation (PR) ® Conservation and,Open Space(COSE) ■ Water and Wastewater(WW) - 1 - INTRODUCTION CImplementation 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) Lead Department. The lead responsible for implementing the program is presented. (In many cases, several .departments work closely together in implementing the program; this simply indicates which department has the lead role in coordinating program implementation.) ■ Administration(ADM) ■ Parks and Recreation (P&R) ■ Community Development(CD) ■ Police(PD) ■ 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 2007) 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 2007, then we have rated how C 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 analyticalwork 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 and no additional budget resources will be needed to implement the program. Medium (M): Significant staff effort, some consultant assistance or supplemental funding for operations or capital projects will be needed to complete the analytical work and coordinate stakeholder-public outreach or implement the program. Again, while this is a qualitative assessment by the lead department, this generally means between 80 to 500 hours of staff work and/or up to $25,000 for added budget resources will be needed to implement the program. High (H): Major staff effort, consultant assistance or supplemental funding for operations or capital projects will be needed to complete the analytical work; coordinate stakeholder-public outreach or implement the program. Generally, this means that more than 500 hours of staff work and/or more than $25,000 for added budget resources 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." -2- INTRODUCTION 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. FINDINGS General Plan Programs Status Summary. As noted above, 82% of the City's General Plan implementation programs have been completed or integrated into the City's day-to-day operations. The following is a more detailed summary of the status of General Plan implementation programs by element: ProgramsSummary: Status of General Plan Implementation Complete Difficulty to Complete Or On oing Low Medium High No. Pct' No. Pct No. Pct No. Pct Total Land Use 55 75°' q° 12 16°/ 7 90 74 Housing 60 8H°1 3 4y 6 9°/ 1 1 70 Circulation 52 90°/ 2 3°/V .`15°4 1 '2"/ 65 Conservation&Open S ace 91 80° Q°' 12 9 894 113 Noise 4 100y 4 Safe 32 94°/ __ .3 _ 1 _ _ _3° 34 Parks&Recreation 36 .*92 D° 3 8°/ 39 Water&Wastewater 3 100 i 3 Total 1 333 830/41 51 10141 421 10% 1 221 60141 402 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 added budget resources that will ultimately be needed to complete these programs at some point: High-Level Resource Assessment Remaining Staff Effort Other Added Programs FTEs' Cost" Resources Total Low Dfficulty 5 0.2 32,500 32,500 Medium 42 7.2 988,700 1,050,000 2,038,700 High 22 15.0 2,071,600 2,200,000 4,271,600 Total 69 1 22.4 $3,092,800 $3,250,000 $6,342,800 *Annual full-time 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 -3- INTRODUCTION 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. 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 I O LL LL W Quadrant C Quadrant D High Effort, High Value High Effort, Low Value 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, two of the fifteen Downtown Plan implementation programs have been completed. Of the remaining thirteen programs that are not yet complete, we have classified three of them as"medium" difficulty and ten of them as"high." -4- L R m O n �4. N V Gy�Y Cyd tp t ac ' UUU U 0O UUU U UUUUUU UUUUU U . c O V O �k C m J M C W . .0 _ �.. ... O m ca 0 Q' n .�.+ C. m C rCLO O C J O O . n O O c0 N O r a pp F_ O -> N "" N N N '� ti O -N f0 N = r U e-- M m J - UJ[ X N y �. CO m - LJ. '- � cU6 N N C 3 � cu CL O N04 LOM m qt co j O C m D Z) N M m L 6 h > -i -i W e w N c vi D O U ?� 7 J C 'O N y 'y J J J t N m O p, m m •? N o n r c N _ ri m o m • Z� Q J O y `� O .O` y n N E .� y ? 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Provides a "menu" of possible "goal entreex" On one hand, this report provides valuable background information for Council goal-setting, as we have always defined the purpose.of the City's budget process as asking ourselves: of the many goals, objectives and work programs set forth in our long-term planning and policy documents, which are we going to focus on in the next two years? With this approach, the City's two-year budget process becomes our key tool ,in programming the implementation of these plans and policies by allocating the.resources necessary to do so. And our "very long-term CIP" is one of the key "menus" of candidate "goal entrees" for the Council to consider in setting.goals for 2007-09. But it does not reflect agreed-upon priorities. that's the purpose of the budget process. On the other hand, as discussed in more detail below, this very long-term CIP is conceptual. And in many cases, the projects have not undergone detailed analysis, nor undergone the rigor of the public review process. As such, many of these projects may never emerge as high priorities — . regardless of our financial condition- and may undergo changes in scope or importance as new challenges and issues emerge overtime. Results Summary Long-Term CIP By Function:$880.5 Million As summarized In the ■ community o General ([ „ Development Government sidebar chart, these .3% 3% improvements total about o Public safety $880 million, with s% g , � . transportation improvements . o Leisure, accounting for almost two- Cultural& ElTransportation thirds of these costs. social services 630 s% Key A3sumptions ®Public Utilities 16% � The following are key assumptions underlying the costs presented in this report: 1. New Facilities Only. These costs only reflect new improvements needed to support General Plan build-out, based on current policies, plans and goals in place today. Recurring, maintenance oriented-improvements, such as pavement maintenance, are not reflected in these costs. While they are significant (the "Maintenance-Only-CIP” prepared as part of the 2005-10 General Fund fiscal forecast two years estimated that annual costs in the General INTRODUCTION Fund alone to adequately maintain the facilities, infrastructure and equipment we already have in place is about$7 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 Just for "New Development" The improvements presented in this report are not needed just to support new development: in many cases, they address current deficiencies as well. For example,we estimate that it will cost$20 million to underground overhead utilities. 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, especially in the transportation area. And many of these projects will be financed.through our enterprise funds, such as water,.sewer and parking. 4. Priorities Yet to Be Set, and Needs Are Likely to Change Over Time: As noted above, this "very long-term CIP" is conceptual. Its purpose is to provide a starting point for the Council in the goal-setting process; it is not intended to represent an agreed-upon list of high-priority, l 'must do" projects. In fact, this is the purpose of the City's goal-setting and budgetprocess; and as such, this summary is a resource—not an outcome. It is the beginning of our.priority setting process, not the destination itself. For this reason, many of these projects may never emerge as high priorities — regardless of our financial condition— and may undergo changes in scope or importance as new challenges and issues emerge overtime. In short, this report focuses on presenting the "inventory" of improvements that may be needed at some time in the future, as.a starting point in. the goal-setting process. Crafting funding. solutions for implementation based on Council priorities is the next step in the process, and an integral part of the Financial Plan process. REPORT ORGANIZATION Function Groupings. The report organizes CUP project into the six major functional areas used in the City's Financial Plan: Public Safety Police Protection, Fire & Environmental Safety Public Utilities Water, Wastewater Transportation Streets, Pedestrian &Bicycle Paths, Creek &Flood Protection, Parking, Transit - 2- INTRODUCTION Leisure, Cultural and Social Services. Parks&Recreation;Adobe Restoration,Public Art Community Development Open Space Protection,Trails General Government Information Technology, Buildings As noted above, this report is not intended to reflect priorities: that's the purpose of the goal setting and budget process that we are just now initiating for 2007=09. Its organization simply groups similar projects together, and as such, the order in which they) are presented does not reflect their relative importance. 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. In others, the link may be to an adopted master.plan. For virtually all projects, there is a link to a major policy document approved by the Council. Costs: High Level Estimates. In most cases, costs are "order.of magnitude, reconnaissance level" estimates. Only in very few cases have we formally studied the project; and we have gone to the design phase in even fewer. As such, these represent the staff's best assessment of costs based on what we know today. SUMMARY In placing these projects in the context of the 2007-09 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 fiscal outlook. -3- f PROJECT . Pro ecfDescri tion Plan or'PolIcy Link Cost PUBLIC SAFETY Land Acquisition 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 1kr"eandIEnvrronmenta5af6 � �� = Equipment Tillered Quint Pending Fire Master Plan 950,000 Type III Fre Engine Wildland Fires Pendin "'Fire Master Plan 300,000 Fire Engine for Station 5 . Pending Fire Master Plan 600,000 Squad/Ambulance Pending Fire Master Plan 165;000 MDC's:Truck-2, S "uad,1, OES-271 Pending.Fire Master Plan 30,000 EMS Interface& Maintenance Pending Fire Master Plan 35,000 Light and Air Trailer Unit I Pending Fire Master Plan 75000 Technical/Heavy Rescue Response Vehicle Pending Fire Master Plan 100,000 Facilities Fire Station 2 Replacement/Rehabiliation Pending Fire Master Plan 4;000,000 -Fire Station 3 Replacement Pending Fire Master Plan 4,000;000 Warehouse Building Station No. 1 Pending Fire Master Plan 300,000 Expand Training Tower Pending Fire Master Plan 250,000 EOC/Instructional Facility Station No. 1 Pending Fire Master Plan 2,500,000 Storage/Garage Station No.4 Pending Fire Master Plan 300,000 Fire Station Alerting System" Pendin--Fire Master Plan 250,000 Emergency Call-Back System Pending Fire Master Plan 125,000 _. Total Fire and Environmental SafeV 13,980000 TOTAL PUBLIC SAFETY $ 55,669,000 -4 - PROJECT SUMMARY Pro ect Descri tion I Plan or Policy Link Cost PUBLIC UTILITIES Water Services Water Supply Nacimiento Pipeline Water Element, General Plan 75,023,000 Water Distribution Telemetry System Improvements IT Strategic Plan, March 2001 845,600 Master Plan Implementation Water Master Plan, October 2000, 14,013,000 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 96,881,600 Wastewater Services Collection Telemetry System Improvements IT Strategic Plan, March 2001 719,400 Calle Joaquin Lift Station Wastewater Master Plan, Oct 2000 2,000,000 prepared by Brown and Caldwell. Silver City Lift Station Wastewater Master Plan, Oct 2000 180,000 prepared by Brown and Caldwell. Treatment and Reclamation Master Plan Implementation (plant Wastewater Master Plan, Oct 2000 19,000,000 improvements to meet General Plan op) prepared by Brown and Caldwell. Projected Treatment Requirements Im rovements Estimated by Brown and Caldwell 20,000,000 Total Wastewater Service 41,899,400 TOTAL PUBLIC UTILITIES $ 138,781,000 -5- PROJECT CProject Descri tion Plan or Palic Link cost , O TRANSPORT New Roads Prado Road`. Broad to Higuera Circulation Element A.1 20,000,000 Prado at Higuera Intersection Margarita Area Specific Plan 286,000 Prado Road: Higuera to.US 101 Circulation Element A.1, B.4 5,700,000 Buckley Road` Extend from Vachell to Higuera Circulation Element A.3 4,004,000 Bullock Lane Extension to Tank Farm Road Circulation Element A.4 3,000,000 Sacramento Drive Extension Orcutt Road Circulation Element 'A.5 1,500,000 Bishop Street Extension Across UPRR to Broad Circulation Element A.6 10,000,000 Santa Fe Rd`. Realign s/oTank Farm Road Circulation Element A.7, AASP 4,950,000 Santa Fe Rd Connect with future Prado Rd Circulation Element A.7, Mas , AASP 1,404,000 Road Widenings Higuera Street-High to Marsh Circulation Element B.1 3,500,000 Orcutt Road-Broad to Johnson Circulation Element B.2 1,500,000 Orcutt Road - UPRR Crossing Widening Circulation Element B.2 2,540,000 Tank Farm Road-S Higuera to Broad Circulation Element B.3, AASP 5,495,000 South Higuera-Madonna to Prado Road Circulation Element B.5 500,000 LOVR-Madonna to US 101 Circulation Element B.6 500,000 Santa Rosa Street-Olive to Foothill Road Circulation Element B.7 3,000,000 Santa Rosa Street at Foothill (EB RT lane) Circulation Element B.8(a) 1,000,000 Santa Rosa Street at Olive NB RT Lane Circulation Element B.8(b) 1,500,000 Santa Rosa Street at Walnut. LT lanes Circulation Element B.8(c) 250,000 Santa Barbara Street: Upham to Broad Railroad District Plan 1,200,000 j Santa Barbara Street: Leff to Upham Railroad District Plan 250,000 Broad Street`. South Street to Alphonso Four Creeks EIR 1,000,000 Freeway lnfe—Whanges Prado Road Interchange Circulation Element CA 40,000,000 LOVR Interchange Circulation Element C.2 27,010,000 Route 101/HWY 1 Santa Rosa Circulation Element C.3 40,000,000 Broad Street/US 101 Ramp Modifications Circulation Element CA 1,500,000 Other Street Projects Monterey Street: Santa Rosa to Grand Circulation Element D.1 15,0007000 Orcutt Road Grade Separation at UPRR Circulation Element D.2 20,000;000 Prefumo Canyon Road-Landscaped median Circulation Element D.3 500,000 Broad Street Dogleg Circulation Element D.5 350,000 Guard Rail Upgrade and Replacenient Safety Element 1,000,000 Congestion Relief Projects Circulation Element 5,000,000 Neighborhood Traffic Management Circulation Element, LU 2.1.3. 800,000 Traffic Safe Mitigation Circulation Element 5,000,000 LOVR Landscaped Medians Circulation Element 2,000,000 Broad Street Landscaped Medians S of OrcuttAASP 2,500,000 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 City Assistance: Neighborhood Improvements Housing Element 7.3.3 5,000,000 Parker Street Improvements Mid-Higuera Enhancement Plan 75,000 a Brook Street Extension &Plaza Mid-Higuera Enhancement Plan 225,000 Walker/Pacific Closure& Plaza Mid-Higuera Enhancement Plan 225,000 -6- PROJECT s • Project Description Plan or Policy Link 7Cost Traffic Signals, Street Lights&Signals New Traffic Signals Circulation Element 2,500,000 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 Pedestrian Level Street Lighting Circulation Element 2,300,000 New Street Lights $15,000 Per Year) Circulation Element 300,000 Street Light Modifications/Upgm6b Circulation Element 21500,000 Downtown Pedestrian Signals Improvements Circulation Element 300,000 Billboard Removal Program Circulation Element 14.11 2,000,000 Acquire 975 Broad Street, Extend SLO Creek Circulation Element 21000,000 Path West of Nipomo Crosswalk Lighting Systems Circulation Element 250,000 Street Lights at Crosswalks in Railroad District Railroad District Plan .100,000 Bridge Replacements' Prado Road:SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 4,500,000 California Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 6,100,000, Johnson Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 2,900,000 Chorro Street:Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 2,600,000 Madonna: Prefumo Creek Land Use Element 6.4.6E,OS 3.2.1 E 1,400,000 Bianchi Lane: SLO Creek Mid-Higuera Enhancement Plan 500,000 Calle Joaquin:Prefumo Creek Land.Use Element 6.4.6E, OS 3.2.1 E . 1,700,000 Murray Street: Stenner Creek Land Use Element 6.4.6E; OS 3.2.1 E 2,000,000 �. Total Streets 301,464,000 .-•.:L.. a. Y r�"Ai.08d* LSVtJfi 1&a15...aY$'N�YC.•L'-.CiG+c....bA YJi{, Cuesta Park Detention Facility Waterway Management Plan 10,400,000 Mid-Higuera Bypass Channels Waterway Management Plan 5,070,000 Mid-Higuera Enhancement Plan Elks Lane Bypass Channels Waterway Management Plan 12,350,000 Channel Modifications near LOVR Waterway Management Plan 6,500,000 Creek Bank Stabilization Waterway Management Plan 30,400,000 Creek Bed Stabilization Waterway Management Plan 21,600,000 Total Creek and Flood Protection 86,320,000 Pedestrian Complete Community Sidewalk System ($110.000 Per Year) Circulation Element, Cl 4.8 2,200,000 Continue Program,of Replacing Existing Curbs with Handicapped Ramps ($28,000 Per Year) Circulation Element, Cl 4.9 560,000 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.4 330,000 Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution No. 9114 4,400,000 RR District Boardwalks Railroad District Plan 300,000 Leff and Osos Improvements Railroad District Plan 200,000 Walk of Histo West.Side of Tracks Railroad District Plan 500,000 -7- I PROJECT SUMMARY Project Description Plan or Policy Link Cost i C _ Bicycle Paths Bob Jones Trail Prado to LOVR 2002 Bike Plan 2,200,000 Prado Road Bike Bridges 2002 Bike Plan 500,000 Bob Jones Trail Elks to Prado 2002 Bike Plan 1,500.,000 Bob Jones Trail Madonna to Elks 2002 Bike Plan 1,200,000 Elks Lane Parallel Bike Bride 2002 Bike Plan 350,000 Bob Jones Trail (Marsh to Madonna) 2002 Bike Plan 1,400,000. Mid-Hi uera Enhancement Plan Madonna Road Underpass. 2002 Bike Plan 150,000 Bob Jones Trail LOVR to Barn 2002 Bike Plan 500,000- Prefumo Arm Calle Joaquin to Madonna 2002 Bike Plan 930,000 Madonna Road Bridge to Laguna Park 2002 Bike Plan 1,600,000 Railroad Bike Path(Depot to Marsh 2002 Bike Plan 2,600,000 Railroad Bike Path Marsh to Hathwa 2002 Bike Plan 6,400,000 Railroad Bike Path(Hathway to.Foothill) 2002 Bike Plan 350,000 Railroad Bike Path Foothill to Campus 2002 Bike Plan 155,000 Railroad Bike Path Foothill Bridge 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 Bridge Over Tank Farm Road 2002 Bike Plan 1,500,000 Bridge Over RR @ Fairview/Penny Ln 2002 Bike Plan, Railroad District Plan 2,000,000. Underpass at Industrial Way 2002 Bike Plan 700,000 CBridge from Sinsheimer Park to Lawrence Drive 2002 Bike Plan 3,100,000 Railroad District Plan Railroad Bike Path(High to Roundhouse) 2002 Bike Plan 230,000 RR Bike Path Roundhouse to McMillian 2002 Bike Plan 720,000 Acacia Creek BP Rockview to Damon-Garcia) 2002 Bike.Plan 600,000 Acacia Creek BP Damon-Garcia to Tank Farm 2002 Bike Plan;AASP 250,000 Acacia Creek Underpass SR 227 2002 Bike Plan 350,000 Union Oil Prop SP(Tank Farm to Buckle 2002 Bike Plan;AASP 1,500,000 Buckley Road Path Broad to Vachell 2002 Bike Plan;AASP 3,300,000 Tank Farm Crk. BP ank Farm to Vachell 2002 Bike Plan;AASP 1,400,000 Morro_5treet 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.Higuera-LOUR 2002 Bike Plan 200,000 Bike Path Flora to Fixlini 2002 Bike Plan 300,000 Laguna Lake Park(to Foothill) 2002 Bike Plan 1,600,000 Marsh Street Interchange Mods 2002 Bike Plan 300,000 South Hills Path Margarita Area to Exposition 2002 Bike Plan; MASP 1,500,000 Railroad Corridor Palm Tree Planting Railroad District Plan 100,000 Total Pedestrian and Bicycle Paths 54,421,000 C � - 8 - PROJECT SUMMARY Project Description Plan or Policy Link Cost Parking NARF Parking Access and Parking Management Plan 30,000,000 New Parking Structure 1 every 5 ars Access and Parking Management Plan 60,000,000 New Parking Lot Acquisition Access and Parking Management Plan 6,000,000 New Meter Installations-E/o Santa Rosa Access and Parking Management Plan 50,000 Residential Parking District Implementation Access and Parking Management Plan 200,000 Develop Downtown Park and Ride Lots Circulation Element 12.6,Access and 2,000,000 Parking Management Plan Additional Passenger Loading Area Near Depot Railroad District Plan 100,000 Total Parking 98,350,000 Transit capital _ Bus Stop Improvements Short Range Transit Plan 400,000 Bus Expansion 1 Every 3 Years Short Range Transit Plan 2,500,000 NARF:Transit Short Range Transit Plan 5,000,000 RTC Transfer Point Upgrade Short Range Transit Plan 750,000 Transit Signal Priority System Short Range Transit Plan 1,000,000 Freight Warehouse Transfer Center Regional Transportation Plan 1,300,000 Voice Enunciation System Short Range Transit Plan 250,000 Automatic Bus Washer Short Range Transit Plan 250,000 Bus Yard Expansion Regional Transportation Plan 3,000,000 Total Transit 14,450,000 TOTAL TRANSPORTATION $555,005,000 C -9- PROJECT SUMMARY Project Description Plan or POIIC Link Cost LEISURE, CULTURAL AND SOCIAL SERVICES Parks and Recreation, _ Laguna Lake Park Master Plan Parks and Recreation Element 2.55.2 2,500,000 Laguna Lake Dredging Laguna Lake Management Program 7,000,000 Margarita Area Neighborhood Park' MASP/Parks & Recreation Element 2.5 4,200,000 Orcutt Area Neighborhood Park GASP/Parks & Recreation Element 2.5 3,000,000 Caltrans North Pro Acquisition& Park. Mid-Hi uera Enhancement Plan 450,000 Other Parks to Meet 10 acres/1,000 Goal Parks and Recreation Element 2.1.1 43,350,000 Other Improvements Mini Parks Parks and Recreation Element 2.40 1,000,000 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 Meadow Park Upgrades Parks and Recreation Element 2.54 250,000 Sand Volleyball Facility Emerson Park Parks and Recreation Element2.57.5 100,000 Golf Course Parks& Recreation Element 1.33.2 200,000 Total Parks and Recreation 72,650,000 Cultural Services Adobe Restoration Parks and Recreation Element 2.57.5 3,000,000 Railroad District Gateway Tree Planting Railroad District Plan 25,000 Historic Railroad Car Display Railroad District Plan 25,000 Public Art @ 1% of CIP Costs Art in Public Places Policy 7,612,190 Total Cultural Services 10,662,190 TOTAL LEISURE,CULTURAL AND SOCIAL SERVICES 83,312,190 - 10- PROJECT SUMMARYC Pro ect Description Plan or Policy Link Cost COMMUNITYDEVELOPMENT Nktirat Resources Open Space Acquisition,Trail Development Conservation&Open S ace Element 25,000,000 Creek Pedestrian Trail and Open Space Mid-Hi uera Enhancement Plan 500,000 Total Natural Resources 25,500,000 TOTAL COMMUNITY DEVELOPMENT 25,500,000 1 - 11 - PROJECT SUMMARY Pro ect Descri tion I Plan or Poliqf Link cost GOVERNMENTGENERAL Information Technoi" Document Management IT Strategic Plan. March 2001 650,000 E-Government IT Strategic Plan, March 2001 250,000 Technology MM Tools/Security Improvements IT Strategic Plan, March 2001 225,000 Technology Infrastructure Improvements IT Strategic Plan, March 2001 813,000 Total Information Technology 1,938,000 Buildings _ Conceptual Physical Plan for City Ctr; City Hall Expansion Facilities Master Pian: 1988-2010 20,000,000 Corp Yard Admin Building Reconfiguration Facilities Master Plan, 1998-2010 300,000 Total Buildings 20,300,000 TOTAL GENERAL GOVERNMENT 22,238,000 FUNCTIONSUMMARY BY Public Safety 55,669,000 Public Utilities 138,781,000 Transportation 555,005,000 Leisure, Cultural and Social Services 83,312,190 Community Development 25,500,000 General Government 22,238,000 Total $880,505,190 �1 - 12 - Section Background Materials. Status Reports from November 16, 2006 Workshop STATUS OF 2005-07 GOALS AND OBJECTIVES %__. � _ . r - � _ I � .. � �. -' a 2005007 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 1, 2006 city of San lids 0131 SPO 1 i 2005-07 Financial Plan . , STATUS OF GOALS AND OBJECTIVES As of November 1, 2006 TABLE OF CONTENTS INTRODUCTION Community Development ` Housing 23 Neighborhood Services 24 . Overview 1` Broad Street Corridor Plan 24 Report Card:Major City Goals 1 City Gateway Enhancements 24 Report Card: Other Council Objectives 2 Action Plan Changes 2 CARRYOVER GOALS AND OBJECTIVES Next Report 3 MAJOR CITY GOALS Major City Goals Long-Term Water Supply 25 Therapy Pool 25 Infrastructure Maintenance Infrastructure Maintenance 4 Other Council Objectives Waterways Management Plan Transportation Implementation Program 25 Traffic Congestion Relief 7 Short Range Transit Plan 26 Bikeway Improvements 10 Airport Area Annexation 26 Auto Center Expansion 26 ) Leisure&Cultural Services Cooperative Use.of Sports Facilities 12 Community Development Open Space Preservation 13 Economic Development: Sales Tax and TOT Revenues 15 Downtown 18 General Government Long-Term Fiscal Health 21 OTHER COUNCIL OBJECTIVES Leisure, Cultural& Social Services Laguna Lake Park 23 Neighborhood Street Tree Planting 23 Community Partnerships: Adobe Restoration and Railroad Museum 23 OVERVIEW Report Card. The following is a quick "report . card on the status of major City goals based on the "action plans'approved by the Council as part of the This report details the status of major City goals and 2005-07 Financial Plan (and any amendments sine other objectives set by the Council as part of the then). 2005-07 Financial Plan. It shows that we have accomplished many . important tasks in the As a benchmark, at November 1, 2006, we are 67% implementation of a very ambitious program. There through the two-year Financial Plan period have been a few delays, primarily in the area of design projects, due to the Organization. The "report card" .is need to, complete several followed by a 'short summary of . unanticipated, but equally important Many of these are _ notable changes from the prior action projects,which include: multi-year goals that plan update. have activities ith them d twerm iae 1: Emergency storm drain projects assocFollowing this is amore detailed on California,El Cerrito and that go beyond the two- report on each major City.goal,which year 2005-07 time Palomar shows:the objective; action plan tasks 2. Relocation of Tee No. 3 at the as adopted by the Council (as City golf course modified by subsequent changes); .any revisions (additions are shown in italics; date changes since 3. Damon Garcia sports fields overflow parking the last update are also shown in italics and 4. Santa Barbara widening highlighted in a separate column; and deletions are . 5. Mill Street curb and gutter repairs shown in strikeout); and a brief status summary as of November 1,2006. The delayed tasks are ones where the consequences of delay are not as significant as the ones that Other Objectives. Shorter reports are provided for required immediate implementation for various "other Council objectives" for 2005-07, as well as reasons. for"carryover goals and objectives"from 2003-05. Report Card: 2005-07 Major City Goals Percent Complete asof November 1,2006 Per Plan Tasks Infrastructure Maintenance Traffic Congestion ! Bikeway Improvements Cooperative Use of Sports Facilities Open Space Reservation so one=RNINNOW, Economic Development: I Sales 8 TOT Revenues Dow ntow n IBM Long-Term Escal Health 0% 106/6 20% .30% 40% 50% 60% 70% 80% 90% 100% Report Card: 2005-07 Other Council Objectives Percent Complete as of November 1,2006 Laguna Lake Park Neighborhood Street Tree Planting Adobe Preservation& Railroad Museum Housing Neighborhood Services I Broad Street Corridor Plan City Gateway.. Enhancements I I ( f 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ACTION PLAN CHANGES 2. The bids for the Broad/Pacific signal came in over budget, requiring_ re-solicitation and a redesigned bid package. The project was re-bid - As noted above, we have accomplished many in July and construction will start in November important tasks in the implementation of a very 2006. ambitious 2005-07 major City goals and objectives program. However, there are some notable changes 3. The Higuera/Granada signal project opened bids from the prior status report,including the following. and came in under budget, and construction is expected to begin in January 2007. Major City Goals 4. Project. design is near completion for Traffic Congestion Relief. Some traffic operation signalization of Johnson Avenue/Ella Street, and projects have experienced minor delays due to the project will go out to bid in November 2006.. staff's unanticipated participation_ in the South StreevKing Street Task Force to improve the South 5. Construction of the Calle Joaquin realignment is Street Corridor. The Task Force has completed its ongoing and is expected to be complete early recommendations for improvement and held a 2007. The portion of the project subject to community information meeting on May 11, 2006 seasonal restrictions under the Army Corps of with a follow up meeting to Council on June 6, Engineer's permit has been completed 2006. 'Caltrans is currently working on the final design and cost. estimates of the. proposed Bikeway Improvements. The conditions of approval. improvements. for the Railroad Safety Trail, Phase 3 project have been with Union Pacific Rail Road (UPRR) since . Specific project status highlights include: August 2005. We are subject to their pace of review and approval..Once confirmation of the conditions is 1. New left turn signals were installed on Santa received, staff will be able to begin the land survey Rosa/Palm and Santa Rosa/Monterey to improve and prepare the legal description of the area for a peak time flow. license agreement with UPRR for use of their property. -2- Due to UPRR's delay in responding to the completion of major Downtown projects,including a conditions; the project has been pushed back six new parking garage. Conceptual drawings for the. months. However, staff recently met with UPRR in Pahn/Nipomo parking structure have .been San Luis Obispo and continues to work closely with completed, and will be presented.to Council in early them and the Public Utility Commission. 2007. The resurfacing project of Monterey Street has been completed. The design for Phase II of the Bill Roalman Bicycle . Boulevard has been completed and!the project will The -Downtown Strategic Plan is scheduled for go out for construction bid in November.2006. completion and presentation to Council in January 2007. Open Space Preservation. The Conservation Plan for South Hills Open Space has been reviewed by NEXT REPORT the Planning Commission and Parks & Recreation Commission and will be before Council for consideration and adoption in December 2006. The We will present the next. "formal report" to the City has obtained an option to purchase the 390 acre Council in February 2007 as part of the 2006-07 Brughelli Ranch on Buckley.Road that will preserve Mid-Year Budget Review. In the interim; we will that property in agriculture in perpetuity. In a joint keep the Council up-to-date on the status of major fundraising effort with the Land Conservancy of San projects through agenda reports, Council Notes and Luis Obispo County,the City is working to purchase other briefing opportunities. the 315 acre Union Pacific Railroad properties on West Cuesta Ridge as permanent open space. Downtown. Upon .receipt of the Parking Task Force's recommendations on revenue enhancing measures to the Parking Enterprise Fund, the Council adopted a series of revisions to fees and approved the addition of a new metered area near Slack Street. Implementation of these revisions is underway as is a study regarding the need for a parking loading zone on Marsh Street in response to merchants' requests. Work is beginning on the feasibility of a Downtown Parking District, as directed by Council, after being on hold pending the -3 - CINFRASTRUCTURE MAINTENANCE Objective. Continue to maintain City infrastructure, such as roads, sidewalks, water, sewer, storm drainage and parks,at a moderate level. Action Plan Task Current id ;e •3ti �' . z -o�.' y " Revised- -Pik''r •!Av{ a,-.1te' ,�'?.:�'_.'S43ii +'T�nnm �ny� ...�� ..h,� may zf."3 u'"sns'�..`i� �'ta'�'x..:::`w'aa�>•sn.$.�.- . �.... 1. Perform pavement repairs on City streets using City crews. Ongoing 2. Pursue State grant funding for pavement.projects. Ongoing 3. Complete two CIP projects to perform pavement repair on arterial streets 6/07 Citywide. Repairs will be limited to grinding out and replacing failed pavement,but will not include overlays or reconstruction of streets. -S�!/�W4U{J� fe. 's� -y.• i d �, x :•n .� t as ii. - ..�Si 01 .t� e• 4. Monitor the condition of existing sidewalks,with City staff making Ongoing temporary repairs. 5. Repair damaged sidewalks,curbs and gutters using City crews. Ongoing 6. Establish permit requirements to expedite sidewalk repairs required of 12/06 3/07 private property owners. -J 7. Complete two CIP projects to retrofit existing curbs for disabled access .6/07 using Community Development Block Grant(CDBG)funds. i, },f- �': "S s`• r 1 r tw k mkM. An'aT' -.;kms f ht \t E'y, Stoim "t L h C fi 8. Perform creek/storm drain cleaning annually using City crews. Ongoing 9. Complete CIP project to rehabilitate culvert under Augusta Street. Complete 10. Complete two CIP projects to replace a number of drainage inlets in order 6/07 to improve flood protection. 11. Complete silt removal CIP projects at Marsh Street and Prefumo Creek. 6/07 12. Complete six CEP projects for wastewater collection system improvements 6/07 based on the Utilities Department priorities. 13. Complete two CIP projects for water distribution system improvements 6/07 based on the Utilities Department priorities. 14. Complete two CIP projects for polybutylene water service replacements 6/07 based on the Utilities Department priorities. C �l -4 f , 1 Palk +- �.. ? � r '.:i f::.✓YF.,. i,4.. \ 15. Replace pool cover at the swim center. 12/05 Complete 16. Continue to maintain parks and street trees at a moderate level,within Ongoing existing resources. 17. Begin maintenance and operation of the Damon-Garcia sports fields by Complete transferring full-time City staff, and backfilling with contract maintenance. 18. Complete a Downtown Urban Forest Management Plan. 10/06 1/07 19. Implement Phase 1 recommendations of the Downtown Urban Forest 6/07 Underway Management Plan. �„Olflerr� ���i`t sae�sz�� „ ✓`�+ �x�.:..�' �`� � .'�«i:�`z�+ .m�..�,���i� , ..,xt4,•- ����,i��' . 20. Complete bridge deck maintenance CIP project at Marsh and Toro Street 6/06 Complete bridges. 21. Complete design for Marsh Street bridge repair CIP project. 6/06 5107 22. Complete design for roof replacement CIP project at Corporation Yard 6/07 admin building. 23. Perform moderate level of building and facility repairs annually using City Ongoing crews. 24. Install electrical service fusing on City-owned street light fixtures. Ongoing Status Summary:45%Complete Paving. City crews, in conjunction with Caltrans, completed major repairs to Broad Street,south of South Street. The first of the arterial street repair projects is complete. Staff is completing major repairs and crack sealing work in advance of next year's project. Phase II of the,LOVR medians is nearing completion after being delayed awaiting the delivery of reclaimed water-.Monterey Street paving is complete,and the second annual trench repair project is nearing start of construction. Sidewalks. The general information brochure for property owners has been finalized and is available at the counters in Public Works and the corporation yard. Crew members have it in hand in order to help property- owners. ropertyowners. However, the City Attorney has requested this project include revisions to the Municipal Code assigning liability to the property owners. This change makes this a more complicated work.item than initially anticipated. Staff will work with the many potential stakeholders on this issue to more thoroughly develop recommendations to present to Council in spring of 2007. The first sidewalk ramp project is complete using CDBG funding and staff is preparing CDBG applications for this work for the next year. Storm Drains. Creek cleaning is underway for the 2006-07 winter season collaboration with the California Conservation Corp. The first drainage inlet project is complete with the second project planned to start design in January 2007. Perfumo Creek silt removal is complete. Marsh Bridge silt removal is scheduled for September. 2007. (� Staff has completed design and construction of the El Cerrito and California,emergency drainage projects, and is beginning work on Palomar and Ramona. - 5- Water and Sewer. The Ella Street Sewer Project was completed on March 6, 2006 and the Palm/Grand sewer project is complete. The Bishop Tank replacement is underway. The first polybutylene project is complete. The - San Luis Drive Waterline project is underway and a second waterline project started construction this month. Other major projects are scheduled for 06-07. Parks: Step 1 in the "Urban Forest Management Plan", a Tree Assessment Report, has been completed and is currently being implemented using contract services. Staff has developed a draft Downtown Urban Forest Management Plan for review by City staff, the Tree Committee and the Downtown Association in November, with the plan anticipated coming to Council in January or February 2007. The Anholm Park renovation has been. completed. Staff has also been working on a project to construct a temporary overflow parking lot.for the Damon.Garcia Sports fields. Council has approved zoning changes and an agreement with the adjacent property owner for the use,and the project will be funded by completed projects left over fund. Other. Bridge deck.maintenance was completed in spring 2006. The 2006 Street Light Fuse Installation project is complete. Overall CIP Statu& Some design projects are behind delivery dates anticipated at the time of the original budget adoption due staffing vacancies and the need to complete several unanticipated, but equally important projects, which include: 1. Emergency storm drain projects on California,El Cerrito and Palomar. 2. Relocation of Tee No. 3 at the City golf course 3. Damon-Garcia sports fields overflow parking .' 4. Santa Barbara widening 5. Mill Street curb and gutter repairs The delayed tasks are ones where the consequences of delay are not as significant as the ones that required immediate implementation for various reasons. Despite these challenges,as summarized in the companion report on the status of CIP projects,we.have made significant progress in achieving our CIP goals. -6- i MAJOR. _ TRAFFIC CONGESTION RELIEF Objective. Continue efforts to improve traffic flow,safety and reduce traffic congestion throughout the City. Action Plan Task Current ReVSeN Afrd-Hi uera Strt'et Wulerir'n _ `- _`. 1. Complete National Environmental Policy Act(NEPA)document to secure 5/06 5/07 funding for design and construction. 2. Complete preliminary design and resolve access issues. 5/06 06/07 3. Begin property acquisition negotiations if funding is available. 5/06 08/07 4. Complete final project design with in-house staff. 6/07 5. Pursue additional funding as needed to complete Mid-Higuera widening Ongoing project-Marsh to High Street. Orcud Road Wideriin M. '. 6. Review and process EIR for the Four Creeks rezoning project,which Complete includes widening of Orcutt Road from McMillan to UPRR tracks. 7. Initiate California Environmental Quality Act(CEQA)/NEPA 5106 Complete environmental review. 8. Complete design of widening between Duncan to Laurel Lane with in- 8/06 2/07 house staff. 9. Pursue additional funding as needed to complete Orcutt Road widening Ongoing project(Duncan to Laurel Lane). Prado Road F-rzahsion 10. Work with west side Margarita Area Specific Plan(MASP)property Ongoing owners to resolve funding'issues and outline project development schedule. 11. Begin environmental review and technical studies by MASP property 4/06 Underway owners. 12. Begin project plans,specification and estimates(PS&E)by MASP 5/06 Underway property owners. 13. Complete CEQA environmental review. 8/06 03107 14. Complete PS&E by MASP property owners. 3/07 Si' blizdtirin o Broad Street anil'Paci c Street Intersecttoit 15. Begin construction. 3/06 11/06 16. Complete construction. 8/06 2/07 -7- � - R we � . 17a. Complete environmental review and project design. 2/06 Complete 18a.Begin construction. 5/06 01/07 19a. Complete construction. 10/06 5/07. � „- W" .T<xs - Signahzat<on atJoan Avenue1E11a Stye ` t?�`+S?s0C_` 17b. Complete environmental review and project design. 02/06 12/06 18b.Begin construction. 05/06 03/07 19b. Complete construction. 10/06 08/07 20. Complete Phase I of the Caltrans environmental and Project Report Complete process. 21. Hire consultant to prepare the final Caltrans environmental and Project Complete Report. 22. Begin CEQA/NEPA EIR/EIS process and hire EIRJEIS consultant. 1/06 Complete 23. Complete Calle Joaquin Realignment project. 9/06 1/07 24. Complete EIR/EIS. 6/07 25. Implement phase improvements as new development isapproved and can Ongoing be identified. ) sTankfForm°Roadlnterseehonlm rovemenis�9���;�-�,s„��._,��w. n..����h ., 26. Initiate design of Tank Farm Road widening project. 6/06 12/06 Status Summary: 50%Complete. Staff continues to make progress on various traffic congestion relief projects: Mid-Higuera. . Staff continues to work.with Caltrans to complete the.NEPA environmental document. The approval has been held up by Caltrans pending resolution of an issue over the level of archeological investigative work that must be completed prior to acceptance. The property appraisal process will begin once the NEPA documentis complete.At this point we have no conclusive time frame as to when Caltrans will allow us to move forward. Orcutt Road The Bullock House removal has been completed. The Four Creeks project EIR was certified by the Council on November 15, 2005. Staff continues to refine the project plans and seek additional funding for the City project. Improvement plans for Orcutt Road widening for the Tumbling Waters project have been submitted for review and approval. Partial design contracts were issued in October 2006 to coordinate alignments between City and private projects. Grading and tree removals for road widening and shoulder work started in September 2006. Prado Road Extension. Staff is working with the"West Side"property owners to complete tentative tract maps for the projects. Conditioning of the design and construction of the Prado Extension will be part of final tract approval. Movement on this objective is driven by the developers;the revised timeline reflects their progress. - Broad/Pacifc Signal. Traffic signal installation projects have been delayed due to staffs unanticipated . participation in the South Street/King Street Task Force improving the South Street Corridor. The initial bids for 8 this project were well above the project budget.The project was re-bid, funding was added and construction starts in November 2006. Johnson Avenue/Ella Street& Higuera/Granada Signals The project design for the Higuera/Granada signal is complete and the project award is anticipated in November. The Johnson/Ella project.is still in.the review and project design stages with an anticipated bid date of December 2006. LOVR Interchpnge. The Calle.Joaquin relocation.project has received final permit approval from the Army Corps of Engineers and Caltrans and is currently under construction. On November 1, 2005,the Council awarded a contract to Dokken Engineering to perform the final work on the Caltrans Project Report and environmental review for improvements to the LOUR interchange. The hire of an environmental consultant firm was approved in January 2006 to begin work with Dokken and thisproject is progressing as expected. Technical studies drafts have been completed and submitted to the City for review with an expected submittal date to Caltrans by January 2007. I Other Improvements Miscellaneous Operational Improvements. New left turn signals were installed on Santa Rosa/Palm and Santa Rosa/Monterey to improve peak time flow. New signal coordination timing plans were implemented in April . 2006. Revisions were completed to the operation of the Los Osos Valley / Madonna Road signal to improve operations. Countdown pedestrian "signal heads" were installed along various crossing locations on LOUR to improve pedestrian operations and safety. 'tel Santa Barbara Street Widening. This project was originally proposed as a major City goal; however no funding. " was available and the project was removed from the list. Unexpected .funding came through _this year but dependant on a very short time line and staff had to shift resources to this project to prevent the loss of grant funds;which impacted the delivery of other projects. Staff is working on the environmental review and the project design and has contracted for Right-Of-Way (ROW) acquisition work. The Maymont project has been approved . by Council and is in conceptual design stage for the widening of Broad Street at Santa Barbara Street. :9- BIKEWAY IMPROVEMENTS Objective. Continue efforts to improve bicycling in the City including completion of the Railroad Safety Trail, Bob Jones City-to-Sea Trail and the Bill Roalman Bicycle Boulevard. Action Plan RailroTask Current Revised ad,:5ifeTrail.='Phdse3 1. Complete land survey and prepare legal description of area for license 12/05 03107 agreement. 2. Complete negotiations and execute license agreement with UPRR for use 6/06 06107 of their property for the RRST bikeway. Radroad Safi&T-rad-Phase 4 3. Complete construction drawings for Phase 4 on City property between 6/07 Hathway Street and Foothill Boulevard and begin construction. -ffob',fdnes 0&464& 'Trail 4. Complete NEPA document to secure funding for Phase Ia. 6/06 Complete 5. Complete design of Bob Jones City-to-Sea bike trail,Phase Ia. 6/07 6. Further develop design concepts and funding for other sections of the Bob 6/07 Jones trail. 'BUIRoahnan.tBi Boxilievard,*Phase 2,-,-;; 7. Complete design of the Bill Roalman Bicycle Boulevard. 6/06 11106 8. Complete construction of the Bill Roalman Bicycle Boulevard. 6107 01 /07 Other Pro j"that IAProve 9. Complete miscellaneous bicycle facility improvements identified in the Ongoing Bicycle Transportation Plan,as resources permit. 10. Seek funding for the construction of bikeways within the City. Ongoing 11. Complete the second phase of the Bicycle Transportation Plan update. 6/06 12.Continue bicycling marketing and educational efforts. Ongoing Status Summary: 47% Complete 1. The City's request for confirmation of the conditions of approval for the Railroad Safety Trail, Phase 3 project has been with UPRR since August 2005. We are subject to their pace of review and approval. Once confirmation of approval is received, staff will be able to begin the land survey and prepare the legal description of the area for the necessary license agreement. A letter of clarification has been sent by the City to UPRR in October 2006 addressing some of the conditions in the draft UPRR response to the City request. The City will be meeting with UPRR in December 2006 to resolve permit issues. 2. Studies for the NEPA document for the Bob Jones Bikeway Phase I have been completed. The documents have been submitted to Caltrans for their approval. - 10- 3. Phase 11 of the Bill Roahmn Bicycle Boulevard has been designed and will be bid for construction in November 2006. Phase ID is under design with anticipated bidding in summer 2007... 4. The Promotional Coordinating Committee continues to support various bikeway marketing brochures through its Grants-in-Aid program; included is a historical bike tour for placement in hotels and motels. Additionally, the City's Community Promotions efforts included marketing the 2006 Tour of California and the Jeep King. of the Mountain to visitors in an effort to attract cycling enthusiasts. Both events were highly,successful and received media:coverage throughout the region, state and country. Finally, during this year's Bike to Work Week the City had anunprecedented number of staff and Council participants. 5. The now award-winning bike rack donation program has resulted in the installation of 24 bike racks providing 105 short term bicycle parking spaces at no cost to the City. This project continues to receive positive press coverage and notice from other cities. - 11 - COOPERATIVE USE OF SPORTS FIELDS f Objective. Support the Joint Use Committee in fiuther redeveloping school district sports facilities. Action Plan Task CuFrent Revised 1. Make the necessary budget adjustments to increase funding for the.JUC Complete field improvement program 2. Purchase and install field reservation system Complete. 3. Report to the City Council on the feasibility of replacing existing grass Complete fields with artificial fields. 4. Assist local citizen groups in research and neighborhood outreach on the 6/07 Holt Field project. 5. Continue to include tennis courts in the plans for parks in the Margarita Ongoing and Orcutt areas. Monitor park planning in the Orcutt-Broad Street areas. Status Summary:75%Complete 1. Council received information on December.6, 2005 related to replacing existing grass sports fields with i artificial turf. Staff was directed to prepare a capital improvement project request for converting Stockton Field at Sinsheimer Park to artificial turf for consideration during the 2007-09 Financial Plan process. 2.. The online facility reservation system has been installed, staff has been trained on its use and the system was made available for public use in January 2006. 3. To date,no activity by the local citizen groups has occurred with regard to the Holt Field project. 4. Staff from the Community Development, Parks &_Recreation and Pubic Works (Parks Maintenance) met in August 2006 to discuss park elements for the Orcutt area. Tennis courts were a part of this discussion. Staff continues to closely monitor other opportunities for tennis courts,including the Margarita area. . a MAJOR CITY GOALS OPEN SPACE PRESERVATION . Objective. Continue funding open space acquisition and the natural resources program; maintain and enhance open space, creeks and riparian_ habitat; and continue "SLO Stewards" program and collaboration with conservation organizations. Action Plan Task Current Rev7is�e 1. Continue to pursue easement and/or fee acquisition opportunities. Ongoing 2. Pursue negotiations with Property owners. Ongoing 3. Pursue State and Federal grant applications. Ongoing 4. Pursue private grant applications. Ongoing 5. .Place on the market two to three surplus City-owned properties to provide Ongoing continued funding for open space and agricultural land conservation. 6. Contract with California Conservation Corp(CCC)and others for Ongoing development of facilities and improvements ancillary to the Bob Jones Bikeway,trail.improvement and associated resource protection at the Bowden Ranch Open Space and possibly other locations. 7. Continue planning and stewardship support(Land Conservancy; Ongoing ECOSLO). 8. Complete individual Conservation Plans programs for two additional City open space lands: a. South Hills 12/05 12106 b. Johnson Ranch 12/06 6107 9. Continue implementing Conservation Plans adopted for acquired open Ongoing space lands, as funding permits. (Irish Hills;Bishop Peak,Cerro San Luis) Status Summary: 60% Complete. City staff is.working with developer Kelly Gearhart on the donation of 12 acres of primefarmland to the City in conjunction with a development,now nearing completion,of several automobile sales properties on Calle Joaquin alongside Highway 101. The City has obtained an option. to purchase (at reduced price) an agricultural conservation easement on the 390 acre Brughelli Ranch on Buckley Road that will preserve that property in agriculture in perpetuity. Also, the City is working with the Land Conservancy of San Luis Obispo County to purchase as permanent open space the 315 acre Union Pacific Railroad properties on West Cuesta Ridge. Finally, City Natural Resources staff is working with several other landowners on the periphery of the City regarding residential developments that would involve annexation into the city and conservation of substantial portions of the armexed properties. The City continues to move forward with the Bob Jones Trail and beautification of the southern entrance to the City using California Conservation Corps and other contractors. Consistent with the approved landscape plan for Othe area,planting of several large berms, which began last spring, will continue and expand this fall. The City is also planning several major maintenance projects for community flood protection along the lower reaches.of San Luis Obispo Creek within the City,using California Conservation Corps and California Men's Colony crews. 13 _\ The Conservation Plan for the South Hills OpenSpace is currently in the hearings and approval process.The City ' is working with developer John King to finalize a conservation easement and ultimately fee ownership of 71 acres of the South Hills that will fnmctiori as an integral part of the Open Space. The Conservation Plan for Johnson Ranch will begin once the South Hills Conservation Plan is adopted. A variety of maintenance and enhancement projects in city-owned open space lands is underway. Among the most notable of these are the "M" Trail at Cerro San Luis, and ongoing mitigation work on San Luis Obispo Creek and on Acacia and Orcutt Creeks at the Damon-Garcia Sports Fields. • I - 14- AdEL ECONOMIC DEVELOPMENT: SALES TAX AND TOT REVENUES Objective. Encourage and promote projects and programs that will increase sales tax and transient occupancy tax revenues. Action Plan Task Current Revised Sales Tax 1. Continue to identify retail types and specific retailers that will complement Ongoing and augment existing market conditions. Continue 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 retail I recruitment strategy. Have regular meetings with local real estate brokers and property owners. 2. Continue to contract with HDL for sales tax analysis and services to Ongoing analyze market conditions. 3. Continue to conduct demographic research and information gathering Ongoing about the City,its residents,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. 1 4. Continue to conduct"economic gardening"in the retail industry through Ongoing existing customer service oriented practices like the Quick Response Team,the Economic Development Program's involvement in major development projects,and the Economic Development Program's high level of customer service to individuals,businesses and real estate professionals. When possible support other local agencies' training programs and encourage local retailers to utilize these services. 5. Continue to support the strategies in the Downtown Strategic Business 4/06 1/07 Plan and assist in its update, as more fully discussed in the Downtown Major City Goal. Focus support on efforts that maintain the retail health of Downtown and increase customer sales in a sustainable way. 6. Promote shopping as an activity for visitors to San Luis Obispo. Ongoing 7. Provide assistance to the Gearhart Autopark Expansion and the Madonna Ongoing "gap"property development and continue to work with auto dealers in the City. Work closely with remaining Downtown auto dealers to find locations that are more functional. Explore the reuse of Downtown auto dealer locations for other retail purposes. If space becomes available, encourage new brands of automobiles to locate in San Luis Obispo. 8. Continue to facilitate and coordinate City involvement in significant retail Ongoing development projects as directed by Council. Work closely on the Chinatown Project, Los Osos Valley Road corridor projects(including the Gearhart Auto Development,Froom Ranch expansion,Madonna"gap" development and the Calle Joaquin-hotel projects), Airport Area Specific Plan approval and property annexation and other large-sized projects. - 15- Task Current Revised 9. Continue the Shop SLO—Keep it Local marketing and public relations Ongoing campaign to encourage residents to purchase goods in the City. Focus on branding San Luis Obispo as the shopping destination for the region. Work with the Downtown Association, local businesses and local retail centers to coordinate efforts and messages about shopping in San Luis Obispo. 10. Through the Seismic Coordinator,continue to provide displaced Ongoing businesses and property owners with support during the retrofit of their buildings. Work closely with property owners who opt to redevelop their properties in addition to seismically strengthening them. 11. Encourage retail areas to define and develop niche marketing efforts,as in Ongoing the"West End"of Downtown. 12. Upon annexation of the Airport Area,revise the targeted industries list for 6/07 community compatibility and present to Council for consideration. "=Transient Occu an Tax ` ; 7777 13. Continue a community promotions program that implements the strategies Ongoing of the adopted Tourism Marketing Plan,as well as the brand,San Luis Obispo-Experience the SLO Life. If the need arises,update the Tourism Marketing Plan. 14. Continue the focused advertising and public relations campaign that Ongoing establishes and identifies the City as a tourist destination with a wide variety of activities to undertake during a stay. Develop and encourage cooperative advertising opportunities with local properties. 15. Work with property owners and real estate brokers to increase lodging Ongoing opportunities,consistent with City land use and zoning_policies, including the Courtyard Marriot,Hampton Inn and Motel Inn. Continue to monitor opportunities for the reuse of large or downtown properties for unique boutique hotels. 16. Continue to monitor transportation opportunities for visitors,and when Ongoing necessary recommend service improvements. 17. Continue to identify and implement strategies to improve overnight stays Ongoing during non-peak seasons and mid-week. 18. To increase conferences,work with local lodging properties to support Ongoing existing large-sized conference facilities and services at the Madonna Inn and Embassy Suites Hotel. 19. As new facilities are completed and available for use(Damon Garcia Ongoing Sports Fields,the Children's Museum and the Railroad History Museum), promote the facilities as local amenities to visitors. 20. Continue to partner with the local arts community and the San Luis Obispo Ongoing Vintners&Growers Association to promote the City's public art and arts events and the Edna Valley wine region to visitors. - 16- + • ' • + Task Current Revised -' 21. Support efforts to make San Luis Obispo more accessible to visitors by Ongoing improving signage in Downtown. 22. Continue to market the outdoor amenities of the City's open space to Ongoing visitors. Status.Sammary. 60%Complete Sales Tax Interest in San Luis Obispo as a retail outlet for new businesses continues to be strong and staff is working with several potential new retailers.The Los Osos Valley Road area continues to be a strong generator of sales tax revenue. The Gearhart Autopark Expansion is under construction and nearing completion with discussions in the formative stages with auto dealers who may locate to this area. Froom Ranch construction of 140,000 square feet of new retail space is underway with the first tenant expected to open in November 2006. At Broad.and Tank Farm Road, Edna Market's freshly prepared food and a convenient fuel offering have been complemented by new office space surrounding the Market. Residents continue to be encouraged to Shop SLO—Keep it Local, particularly during the holiday seasons. The. program logo can be found in many windows downtown. The final location in the Court Street development opened in August as a Sephora cosmetics store. It has increased the foot traffic at the center, drawing shoppers in greater.numbers to the upper level. The Downtown Center has seen several changes: California Pizza Kitchen opened over the summer, Express completed its remodel and consolidation and Papyrus is a newcomer to Higuera Street. The space formerly occupied by Structure, at the comer of Higuera and Morro;is in the planning stages for new occupants as yet to be determined. CNew-data from the 2006 UCSB Economic Forecast for, San Luis Obispo County is incorporated into City materials for use by existing and potential businesses. Supportive work on the Downtown Association's Strategic Plan continues and they anticipate completion and presentation to Council in early 2007. Active work on seismic strengthening projects continues to occur in the downtown with some businesses relocating during the retrofit and others choosing to close for the duration. Seismic upgrades to Novo; the old Kinko's (888 Monterey) and San Luis Luggage have been completed with Novo and San Luis Luggage returning to their original locations. 888 Monterey continues to house Full Circle and is the new home of Blade.Runner Day Spa and 745 Higuera now provides "Tails" pet store with a new location. Work on the Warden Building continues at a measured pace.and work on the Mission's Youth Center is underway for completion this winter Transient Occupancy Tax (TO7). TOT revenues through September 2006 continue to show growth with year- to-date results stronger than estimated in the 2005-07 Financial Plan. Staff continues to work with the Community Promotions contractors on current and new marketing efforts including the promotion of the Tour of California which brought a significant number of visitors to the City during the off-season month of February 2006. Construction has begun on the Courtyard by Marriott on Calle Joaquin and the hotel could be open for business by late 2006. As directed by Council, the Promotional Coordinating Committee (PCC) has reviewed the concept of the formation of tourism oriented property improvement district by the San Luis Obispo County, administered by the County Visitors and Conference Bureau,and has come forth with a positive recommendation. It is anticipated that the PCC's recommendation will be considered by Council in January 2007. 17 A � DOWNTOWN Objective. Continue the City's traditionally strong support for the downtown in multiple areas, such as maintenance, economic development, public safety, parking and tourism promotion, including progress on the installation of pedestrian lighting, and other improvements as resources allow. Action Plan Task Current Revised 1. Finalize the selection of a pedestrian light style,develop a plan for the 2/06 Complete placement of pedestrian lights and present both to Council for approval. 2. Upon completion and approval of a lighting plan, seek out opportunities to Ongoing install electrical conduit for pedestrian lights as part of other private and public projects in the downtown. In cases where conduit and/or electrical wiring are available,work with the Downtown Association to find donors to purchase and install light standards. 3. Continue to provide staff support to the"Trout About Downtown"art Complete project,both as an attraction for tourists and as a fundraiser for the Prado Day Center. 4. Complete downtown street resurfacing projects on Monterey Street 6/06 Complete between Santa Rosa and Chorro Streets. 5. Complete downtown street resurfacing projects on Higuera Street from 6/07 Morro to Broad Streets. 6. Work with Economic Development Manager to assist the Downtown 4/06 1/07 Association with revisions to and implementation of their Downtown Strategic Business Plan,including the consideration of alternative methods of governance and funding. 7. Complete conceptual designs for the Palm/Nipomo parking structure. 4/06 Complete 8. Through the City's Seismic Coordinator,continue to support efforts to Ongoing strengthen downtown buildings. 9. Continue the efforts of the Transient Task Force to minimize the negative Ongoing impacts of homeless individuals in the downtown. 10. Re-institute and support the graffiti hotline to ensure that the downtown Ongoing remains free from unsightly graffiti. 11. Provide staff support for the completion of important downtown Ongoing construction projects: Chinatown. 12. Continue to provide support for the Art Center and Children's Museum as Ongoing they move forward with their new buildings,and to the San Luis Obispo Little Theatre in any actions they take to remodel their current space. - 18 - T;i�k CU rre-nt Revised 13- Continue to provide support to the downtown and the Downtown On-going Association as outlined in the document entitled Services the City of SLO Provides to the Downtown Association and Downtown Area. 14. Complete a Downtown Urban Forest Management Plan. 3/06 1/07 15. Implement Phase l recommendations of the Downtown Urban Forest 6/07 10/06 Management Plan. 16. Improve downtown parking by installing"way finding"signs to parking 6/07 9/07 structures. 17. Complete a feasibility study for the installation of pay-on-foot equipment 6/07 at the City's parking structures. Status Summary: 55%Complete 1. The update of the Downtown Strategic Business Plan,continues. A Draft Strategic.Plan is expected to be. completed in winter 2006. After review and revision by the Downtown Association, it will be presented to the City Council,in early 2007. 2. Monterey Street repaving was completed in early May. Staff has delayed the second Downtown Paving Project to the,same construction season in 2007. _S 3. Staff has requested and received funding approval from the Council to include conduit for pedestrian street lighting in the Higuera Street Reconstruction project planned for spring 2007. 4. As a result of the direction from the Council Study Session on building height and intensity in the Downtown, . staff continues to work toward suggestions for changes to the height limitations and floor area ratio in the. Downtown. 5. Staffs focus on the Parking Task Force along with internal changes in the architectural consultant firm hired to create the conceptual drawings for the Pahn/Nipomo parking structure have resulted in delayed completed drawings. Staff expects to bring conceptual drawings to Council in February 2007. 6. The new City ordinance to discourage aggressive panhandling is being enforced with great success and public support. The Downtown Association implemented a private security guard service pilot program as additional support to SLOPD's efforts. The service has been so well received and effective that the Downtown Association is currently securing funding to offer the service year-round. The Transient Task Force continues to meet monthly and has developed an informational poster for downtown merchants that encourage people to donate to SLO shelters instead of giving directly to the homeless. 7. The Children's Museum shell construction is complete and the fundraising for $3.5 million to complete the interior is in full swing. Opening for use is expected in 2007- 8. The Council reviewed and provided feedback to the Art Center on its proposed design for a substantial remodel/reconstruction of its facility at the May 16,2006 study session on this topic. 9. Staff has begun work with the Little Theatre to assess the available space in the "Old Library" upon the completion of the remodel of City Hall. .There will likely be an opportunity for a longer term lease, which could result in the Little Theatre's assumption of a significant portion of the maintenance of the building(and thereby allowing them the opportunity to fundraise fora more permanent facility). - 19- MAJOR CITY GOALS 10. The pay on foot machine feasibility study is postponed for at least a year. The pay-on foot machine at 919 . Palm isnot fully operational and was to serve as our test case. In order to,have an adequate amount of data to assess whether to update the access control systems'in the Marsh and.Palm structures,we need at least a year's worth of data. Once we have.this data,a comprehensive study can be undertaken to determine applicability to our other two parking structures. -20- 1 • 1Elm LONG-TERM FISCAL HEALTH Objective. Continue developing and implementing a long-term plan that will'deliver desired service levels,' adequately maintain existing infrastructure and facilities,and preserve the City's long-term fiscal health. . Action Plan TS-sk Current Revised 1. Organizational Productivity. Continue organizational vitality program Ongoing in improving productivity and customer service. 2. 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 adverse fiscal impacts on the City by State,Federal or County agencies. . 3.. 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 in accordance with generally accepted accounting principles and nationally recognized excellence in financial reporting guidelines. 4. Update the 2000 Cost of Services Study. Consistent with the City's user fee policy of preparing a comprehensive cost of services study at least �J every five years: a. Develop work scope and issue request for proposals. Complete b. Select consultant and award contract Complete c. Execute contract and begin field work. Complete d. Complete field work and prepare draft report. 5/06 9106 e. Finalize report and prepare recommendations 7/06 11106 f. Present findings to Council 8/06 2107 g. Implement cost recovery policies: 10/06 4107 5. Consider Preparing for a Revenue Ballot Measure in 2006. Complete Complete analysis of the feasibility of a revenue ballot measure and present the results to the Council for a"go/no-go"decision in taking the next step in preparing for a revenue measure in 2006. If the Council decides to go forward, follow-up action steps will be determined at that time. Status Summary: 75%Complete 1. Productivity. We continue with our ongoing efforts to improve productivity. Most recently, we conducted a project management training program ("Herding Cats: Getting Things Done in a Complex Environment") for 60 key.staff from throughout the organization on this critical skill for organizational success. _21 _ - 2. Legislative Advocacy. We also continue to keep close tabs on State legislative actions that affect.us and our. fiscal situation. 3. Review and Monitor Fiscal Condition. We continue to issue timely interim and annual reports. 4. Update the Cost of Services Study. The Council approved the request for proposals for the cost of services. study on October 18, 2005, the CAO awarded the contract to Maximus in December 2005 and field work began in Mardi 2006. We plan topresentthe findings and recommendations to the Council in January 2007..- 5. Consider Preparing for a Revenue Ballot Measure in 2006 The Council approved going forward with a comprehensive public education and public outreach program in.preparation for a possible revenue ballot measure on July.19,2005. To-date,we have: Briefed all Council advisory bodies on the status of this public education pro =: • Briefed all our employees on the status of this public education program. • Briefed union representatives. • Made presentations to 45 community groups and received over 300"feedback" forms. • Sent out four community mailers and received over one thousand responses to them. • Completed"benchmark analysis." • Completed multiple media briefings. • Held a series of meetings with an ad hoc group of community leaders to gather input. Completed government channel information program. • Responded to San Luis Obispo Property Owners Association study. • Conducted follow-up public opinion research. On July 18, 2006,the Council unanimously approved placing a general purpose, %2-cent sales tax measure on the November 2006 ballot. -22- - } The following provides. brief status reports on Museum Public Art contract was awarded, the art "Other Council Objectives" for 2005-07 as of piece was installed in October 2006 and is currently November 1,2006. awaiting dedication. Laguna.Lake Park Design work for the Railroad Museum is complete, if also delayed due to a complicated environmental Objective. ' Move forward on Laguna Lake Park review process. Bid for construction is scheduled to Master Plan implementation. go out by November 11,2006. Status Summary: 10% Complete. Designs for Housing playground equipment replacement are being developed and the Laguna Lake Dredging Objective. Aggressively follow-up on adopted environmental review is underway: The first draft .Housing Element by supporting affordable housing has been received and is under review by program implementation, pursuing grant sources and Community Development. This item will return to processing subdivisions in approved areas efficiently Council'in early 2007.1 and effectively. Neighborhood Street Tree Planting Status Summary: 50% Complete. The First-Time Homebuyers program for 12 affordable housing Objective. Develop and implement neighborhood units in the Tumbling Waters project was approved street tree planting programs with community by Council in November 2005 and is slated for "planting days." implementation in 2007. This affordable housing. program used a combination of State, local and Status Summary: 95% Complete.' City staff private financing. coordinated a successful neighborhood tree planting workday for the 1300 block of Pacific Street in early. An affordable housing agreement has been approved November 2005, and continues to seek opportunities for the fust phase of the Margarita Area Specific throughout the community for additional. planting Plan residential subdivisions. The program was in workdays. the form of land dedication (and construction of off- site improvements) to the Housing Authority and Community Partnerships. will accommodate approximately 50 affordable Adobe Preservation and Railroad Museum homes. As of October, 2006, a revision to the King Ventures component is being reviewed for a higher Objective. Work with community partners to seek density project. funding for the protection and improvement of adobes and development of railroad museum. Staff continues working on implementation of the downtown housing programs. The Bermant Status Summary: 40% Complete. Staff held a development project at the corner of Marsh and community meeting in October 2005 to seek ideas Higuera Streets was approved in September 2006. on how to move forward with adobe restoration in The project contains 31 "affordable by design" units light .of extremely limited federal, state, local and and two very-low income units through the density foundation funding. Funding through the 2006 bonus provisions of Senate Bill 1818. Community Development Block Grant program has been approved to support restoration efforts to the The City has awarded the following projects Butron and La Loma Adobes. A minor stabilization Affordable Housing.Funds in the last year: project for the Butron Adobe was completed in December 2005 to provide a temporary roof, and 1. $600,000 to the Housing Authority for purchase new gutters and the landscaping for the Rodriguez of Humbert Street property for a Cooperative Adobe were completed. Housing project. i Staff was unsuccessful in securing a $_1,000,000 2. $400,000 for the Tumbling Waters Affordable State Grant for the Railroad Museum, but will Housing Program (in addition to State reapply for the grant again in 2006. The Railroad Proposition 46 BEGIN Program funds) -23- AWL 3. $500,000..to the Peoples' Self Help Housing Status Summary: 10% Complete. On October 17, C' project on South Higuera containing 28 units for 2006, the Council approved a contract with Rick low and very-low income families. Engineering for consultant services to help prepare an enhancement plan for the South Broad Street In, 2006, the City obtained . $44,000 . in State Corridor. The planning process has begun and.in Proposition 46 funds (Workforce Housing Reward early November the City will host a kick-off Program) as a reward for approving the Housing community meeting to .solicit public ideas and Authority's Del Rio Terrace project. comments. In 2006, the City Council approved the conversion A preliminary draft plan and report will be prepared of the Parkwood Village apartments into in early 2007, with a final draft plan to be completed condominiums, including the dedication of.34 units in June 2007. Previously, the City was awarded a to the Housing Authority. "Community-Based Transportation Planning Grant" for the South Broad Street Corridor. The financial Neighborhood Services grant, totaling $110,000 plus $22,000 in matching city funds, will be used to prepare a plan to.improve Objective. _ Continue neighborhood services the area's traffic safety and appearance, encourage programs and move forward, with Neighborhood mixed land uses, increase affordable housing and Wellness/Community Participation Plan. enhance the area's appearance as a major city gateway. Status Summary: 67% Complete. Under the Neighborhood Service Manager, the Neighborhood The City has formed a working group of staff from Services Team has been re-activated to work each city department to help guide the planning collaboratively with. neighborhood groups. The process, and we anticipate forming a community Neighborhood Services Team has studied city "focus group" composed of residents, property and graffiti issues and resources and will..be making business owners and other stakeholders to provide �- adjustments to the graffiti abatement program to on-going input during the planning process. ensure more timely response and clean-up. City Gateway Enhancements A Good Neighbor Week event was initiated as a means to provide long term residents and student Objective. Develop concept plans for City gateway residents with a positive activity to interact and enhancements that can be. achieved by community become acquainted. Activities included a Disaster groups, neighborhood organizations or other outside Preparedness Class and Potluck & Movie Night.. funding resources. SLOPD developed a Welcome Back door hanger for Cal Poly students, the door hangers contained Status Summary: 20% Complete_ A gateway information related to alcohol and noise violations concept plan has been developed for the Highway and personal safety precautions and was distributed 101 Northbound freeway entrance into the City. The by officers in neighborhoods surrounding campus. program has:been phased to allow volunteer support, and staff continues to work with interested citizens. The SLO Solutions community mediation program to assist with implementation of the plan. Much of has been renewed for a third year, with the goal of the landscaping designated' for the area will be increasing use by students and permanent residents. accomplished.along with the Bob Jones Bicycle The feedback from the first year of the program has Trail improvements. In May 2006, over 400 plants been very -positive. were planted on the"berms." Broad Street Corridor Plan The public art project for the.Highway 1 entryway into the City is underway, with the RFP to be issued Objective. Promote South Broad Street corridor by summer 2006. planning and improvements. -24- The following summarizes the status of"carryover,. deferred indefinitely. The water conservation'. Major Ciy Goals and Other Council Objectives program evaluation was presented to Council with from the 2003-05 Financial Plan as of November-1, the 2005 Water Resources Status report and was 2006. In several cases, "carryover tasks" have been updated with the 2006 Water Resources Status incorporated into the Major City Goals (or "other report. Council objectives") for 2005-07, and as such, they are not repeated in this section. Therapy Pool MAJOR CITY GOALS Objective. Pursue development of a warm water A. therapy pool at the Swim Center;through a financing program for its.construction and on-going operation Long-Term Water Supply that does not use general-purpose revenues. Objective. Continue aggressive efforts,to develop Status Summary: 50% Complete. The design for permanent, reliable water supplies to meet .City . the project is complete and Council has authorized General Plan needs, including all options consistent advertising for construction. with Council policy. ` OTHER COUNCIL OBJECTIVES . There are four.remaining tasks from this goal: 1. Complete ' design of required user site Waterways Management Plan modifications for the water reuse project. Implementation Program 2. Complete construction of the water reuse project backbone pipeline system, Water Reclamation Objective: Upon completion of the Waterways Facility improvements and user site Management Plan, adopt an implementation modifications. program. 3. Complete design, invite bids for construction Status Summary: 85% Complete. The Council and award contract for groundwater has adopted the Plan. The design element has been development. implemented; the storm water quality program has 4. Present water conservation program evaluation been implemented; the stream maintenance report to the Council. guidelines were adopted as part of the Waterway Management Plan. Use of the plan .for Status Summary: 95% Complete. The majority of implementing routine maintenance projects is still effort toward completion of this goal has shifted on hold pending the approval. of the Federal toward the City's participation in the design of the Environmental Document. Implementation of major Nacimiento Pipeline Project. That project is creek and flood protection projects depend on currently on schedule. The preliminary design significant funding that is simply not.available and report was completed in February 2006. Value therefore it is not anticipated that any of this . engineering analysis of the PDR has been ProST will be implemented. completed. Final design is to be completed by ---- ......... winter 2007. The Army Corps of Engineers is currently working on the NEPA clearance for the Plan. The Zone 9 Development of the Water Reuse project continues. advisory committee requested City staff to complete. Designs of the first phase of user site improvements some detailed analysis of costs for the Mid-lEguera for the use of recycled water have been completed. Bypass channel and provided some modest funding. Construction of the Water Reuse system backbone pipeline is complete.The improvements to the Water Reclamation Facility are complete. Recycled water delivery to the first use sites (Los Osos Valley Road medians and Damon-Garcia sports fields) was initiated. in September and October of 2006. The groundwater development program has been -25- - - • - • • • : Short Range Transit Plan Outstanding tasks include additional outreach; City Council approval of the proposed annexation Objective. Implement the Short-Range Transit boundary; application to LAFCO; Hearings at city Plan. and LAFCO; and follow-up mapping for area that is ultimately annexed. Status Summary: 98% Complete. The new bus schedule and stops were implemented in January Auto Center Expansion 2004. Ridership is increasing along modified routes. The FTA grant has been approved and Objective. Continue to explore the possibility of implementation of the bus stop improvement plan is expanding Auto Center sites via annexation of the underway. Installation of schedule holders is "McBride"and"Gap"properties. complete. Status Summary; 95% Complete. Infrastructure Airport Area Annexation construction is almost complete on the Gearhart Auto Expansion. The specific proposals for the Objective. Annex the Airport Area. development of individual lots will still require Architectural Review once specific dealers are Status Summary: 75% Complete. The Margarita identified and plans submitted for construction. and -Airport Area Specific Plans have both been adopted and the EIR for both specific plans and the Staff continues to work with the Madonna family on annexation was certified by the Council in October development concepts for the "Gap" property and 2004. The annexation process for both areas is will continue to encourage the family to annex the underway and owners have been contacted several property into the City. times to assess level of interest and to provide information regarding the annexation process. An analysis of owner support and property valuation has been completed in order to evaluate the proposed boundaries of the annexation. A submittal to LAFCO is anticipated in early 2007. -26- C Section 7. 1) Background Materials Status Reports from November 16, 2006 Workshop STATUS OF CURRENT CIP PROJECTS 2005-07 Financial Plan STATUS OF CIP PROJECTS As of November 13, 2006 o� .. . city or �s san WIS OBISPO 2005-07 Financial Plan STATUS OF CIP PROJECTS As of November 9, 2006 TABLE OF • INTRODUCTION Overview 1 Report Organization 1 Findings 2 Summary 3 STATUS REPORTS Major CIP Projects 4 All CIP Projects Construction or Acquisition Completed Capital Outlay Fund 5 Special Revenue and Other Capital Project Funds 6 Enterprise Funds 6 Construction or Acquisition in Progress Capital Outlay Fund g Special Revenue and Other Capital Project Funds g Enterprise Funds 9 In Design Capital Outlay Fund 10 Special Revenue and Other Capital Project Funds 10 Enterprise Funds i l Under Study Capital Outlay Fund 12 Special Revenue and Other Capital Project Funds 12 Enterprise Funds 12 city of san luis oimspo INTRODUCTION OVERVIEW The purpose of this report is to provide the.Council with a concise yet comprehensive summary of the status of the City's Capital Improvement Plan(CIP)projects, It can also be used to identify projects where funding.should be deferred or deleted given the. status of the project in freeing-up resources that canhelp us in balancing the budget for 2007-09, and funding higher-priority projects. However, as noted below, no candidate projects for deferral or deletion emerged from our detailed review hand,On one we have faced a number of the status of our CIP projects. of challenges in our CIP goals due to unantici• . This is not surprising; given the excellent progress we. projects and limited staff resources. are making in achieving our CIP_ goals; and`.the in- On the other handi despite thesedepth analysis focused on our CIP when approved by challennificant progress we have made the Council combined with our ongoing monitoring of the status of our CIP program. The Good News: Projects Are On Track. As discussed in greater detail below, we are making excellent progress in achieving our CIP goals: of 224 projects that have been active in 2006-07: 1. 62% (140) are either completed or under construction. } 2. 23% (51) are under design. 3. 15% (33) are. under study, in status of CIP Projects many cases with_ preliminary = work completed and now ❑Under study 620/9 Complete or 15% _ Under Construction ready for the design phase. a construction The Bad News: No Significant _ or "New Funds" Opportunities. Acquisition p In Design Completed Given our substantial progress on 23% 37% approved projects, we have not identified any .significant "new funds" opportunities. For those ®Constoruciion projects that are under design or Acquisition study, all of them have compelling Underway25% reasons to remain funded. 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: construction, design or study: As reflected in this summary, we are making excellent progress on our major CIP projects. - 1 - INTRODUCTION Status of All CIP Projects This report summarizes the status of all 224 CIP projects with activity in 2006-07 organized as follows: Project Status. Projects are first presented in one of four"phase" categories: 1. Construction or acquisition completed 2. Construction or acquisition in progress 3. Under design 4. Under study Primary Funding Source. Within the "phase," projects are then presented by their primary funding source: 1. Capital Outlay Fund (Along with grant 9. Parkland Development Fund funds, the General Fund is the primary 10. Fleet Replacement Fund (Along with funding source for this fund.) interest earnings and sale of surplus ' 2. Community Development Block Grant property, the General Fund is the primary (CDBG)Fund funding source for this fund.) 3. Law Enforcement Grant Fund 11. Water Fund 4. Public Art In-Lieu (Private Sector) 12. Sewer Fund 5. Transportation Impact Fee Fund 13. Parking Fund 6. Airport Area Impact Fee Fund 14. Transit Fund 7. Affordable Housing Fund 15. Golf Fund 8. Open Space Protection Fund 16. Whale Rock Reservoir Fund Priority Criteria For each project, we have provided information about the "high-priority" criteria used by the CIP Review Committee in initially evaluating CIP budget requests before. recommending them to the CAO for approval by the Council: I. Is there significant outside funding? 2. Is the project needed to meet significant public health or safety concerns? 3. Is it needed to adequately maintain, repair or replace existing infrastructure, facilities or equipment? 4. Does it help achieve a Major City Goal? 5. Will it result in significant operating cost savings or productivity improvements? 6. Is it required to meet state or federal mandates? 7. Is it needed to meet a required environmental mitigation? 8. Is it needed to meet the City's public art policy or funded through the private sector public art in-lieu fee? (Note: for 2005-07, the City's public art contribution is %z% rather than 1% of , eligible construction costs.) 2 INTRODUCTION FINDINGS In the case of projects that are completed or under construction, by their very nature there are no significant "new funds" opportunities. As such, in surfacing candidate projects for deferral or: deletion, the CIP Review Committee focused on projects under design or study; since this is where the Council has the greatest discretion and flexibility in curtailing funding, especially for any subsequent construction phases. As reflected in this summary, virtually every project in the design or study phase meets at least one of the`-`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 funding for higher-priority needs. As noted above, based.on our detailed review of the status of our CIP and priority criteria, no projects surfaced as candidates for deferral or deletion at this time. Nonetheless,undertaking this type of detailed review on an ongoing basis is an important part of effective CIP management. 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. -3 - STATUS OF MAJOR CIP PROJECTS r�A�;UNDER;CONSTRUC7'ION • . - - • `' -'Ti'r`e'"� *_.T:.�:ate. ro s ""�i.1 '^C"'sF r"...'..x� c„.y`I""- IIIIIIIIII,IIIIIIIIIII'IIIIIIIIII,IIIIIIIIII,®IIIIIIIIII,IIIIIIIIIII1®IIIIIIIIII,IIIIIIIIII, • a:.`.,.r....s.5:da:,:Y1-...mti.w,�.!t_1--.,,c...' 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O m'N m Z cc0 m; Co IL ivF t-z�� m -4m �S (nLL0-1M Z—iamLLxn ►= = � F �r ¢� 2 �3,m �-n �v�� s. a r— a a m m m.o m ' Elm } C a_ Q c 2" > � m w x (D '3Ex LL `o � ; x ' C C� V of p LL t N V4t � m � C C m s Its 2 - 5wcy -� - ..r- O CILW M m Ut �m O s min 0) C ti Emom:: x o m V C7 ?4 amE..xon •`_ � �a r`; C n m CZ C m Y O N Background Materials GOAL=SETTING PROCESS FOR 2007-09 C council map 12-12-06 acEnbA uEpoRt ®N CITY OF SAN LUIS OBISPO FROM: Ken Hampian, City Administrative Officer Bill Statler,Director of Finance&Information Technology SUBJECT: GOAL-SETTING PROCESS FOR 2007-09 CAO RECOMMENDATION Approve the goal-setting process for 2007-09. REPORT-IN-BRIEF The purpose of this report is to finalize the goal-setting process for 2007-09, including detailed plans for the Community Forum to be held on January 10 at the Ludwick Community Center and the Council goal-setting workshop to be held on .January 27 at the City/County Library Community Room. We plan to build on our past successes and follow a similar approach to goal-setting as the one l we used two. years ago. However; as discussed. in greater detail below, we recommend two changes: 1. Streamlining the format of the Community Forum by no longer scheduling time for smaller break-out groups after individual presentations to the Council. We were not able to do this two years ago due to time constraints (the public comments took longer than. we had planned); and given the potential for heightened community interest in this process.resulting from the recent passage of Measure Y, this is likely to be the case this year, too. 2. Focusing on the use of Measure Y funds as an integral part of this process. This is especially important in light of the community priorities that have emerged over the last eighteen months: Moreover, the citizen oversight provisions contained in Measure Y call for meaningful opportunities for community involvement in determining the use of Measure Y funds and for close integration with the City's goal-setting and budget process. DISCUSSION Background On August 15, 2006; the Council approved the goal-setting and Financial Plan schedule for 12007-09, 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. clBased on our experience over the past sixteen years, this has been a successful process in assuring that the fundamental purpose of the City's budgetary process is achieved:.linking what we want to accomplish for our community over the next two years with the resources necessary to do so. Goal-Setting Process for 2007-09 : ` Page 2, Process Changes from Two Years Ago </ Building on our past successes, we plan to follow a similar approach to the one we used two years ago. However, there are two notable changes in the proposed process for 2007-09 1. Format of the Community Forum. While there will still be opportunities for participants to interact, we do not recommend scheduling time for smaller break-out groups after individual presentations to the Council. We were. not able to do this two years ago due to time constraints (the public comments took longer than we had planned); and given the potential for heightened community interest in this process resulting from the recent passage of Measure Y, this is likely to be the case this year, too. On the other hand, as outlined below, we recommend continuing to provide opportunities to meaningfully engage participants in the process, including"voting with dots" and feedback surveys on community priorities. 2. Use of Measure Y Funds. Along with an eight-year sunset and requirements for annual audits and annual community reports on how much revenue is being generated by the measure and how funds are being spent, Measure Y includes the following accountability and citizen oversight provisions: a. Integration• into the City's budget and goal-setting process. The estimated revenue and proposed use.of funds generated by this measure shall be an integral part of the City's . budget and goal setting process, and significant opportunities will be provided for meaningful participation by citizens in determining priority uses of these funds. b. . Annual citizen oversight meeting. An invitation will be extended each year to the entire community .inviting them to participate in a.forum to review. and discuss the use of the revenue generated by this measure. City staff will also be available to meet with any group that requests a specific briefing with their members to discuss and answer questions about the revenues • Repairing and maintaining generated by the measure and their uses. City streets, potholes, parks and storm drains. The proposed goal-setting process for 2007-09 is • Continuing programs that designed to meet these two requirements. reduce and effectively Additionally, while other priorities can certainly manage traffic congestion. emerge from this process for the use of Measure Y . Improving levels of police, funds, all of our public communications during this fire and paramedic services. process will highlight the priorities that have emerged , Preserving open space. over the last eighteen months as part of our public education and community outreach efforts, as • Protecting.senior services summarized in the sidebar chart. and programs. Two-Step Approach ' With the November 16 and December .12 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. Goal-Setting Process for 2007-09 Page 3 ,l 1. Community Forum. Held on the evening of Wednesday, January 10,the purpose of this forum —' is to solicit suggested goals and work programs from Council advisory bodies, community groups and interested individuals. In notices sent to these groups, we have requested that written suggestions be provided to us by January 2, 2007. To ensure that adequate space is available for this workshop,it will be held.at the Ludwick Community Center. 2. Council Goal-Setting Workshop Following the receipt of written and oral comments at.the January 10 Community Forum, the Council goal-setting workshop will be held on Saturday, January 27, in the City/County.Library Community Room. Goal-Setting Process Attachments 1 through 4 describe the proposed objectives, guidelines, schedule and roles for both the community forum and goal-setting workshops, summarized as follows: Community Forum The January 10 community forum is intended to solicit suggestions from Council advisory bodies, community groups and interested individuals on proposed City goals and fiscal issues. It is also intended to meet the "forum" requirements of Measure Y to `.`review and discuss the use of the revenue generated by this measure." City staff will summarize the results of the forum and distribute them to the Council by Tuesday, January 16, 2007. The proposed agenda for the Community Forum is provided in Attachment 1; and the`-`feedback form" we plan to distribute to- participants oparticipants at the end of the forum is provided in Attachment 2. Council Goal-Setting Workshop At the all-day January 27 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 2005- 07, the Council used a ranking system of 5 through 0 for each candidate goal. We recommend continuing to us this ranking system for 2007-09, 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. I Defer to 2009-11 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. Goal-Setting Process for 2007-09 Page 4 Staff will summarize the results of the Council's ranking during a break at the workshop. .Based C on our past experience,it is likely that three priority"ti 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 2007-09 Financial Plan. If the work program approved by the Council for a 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. (Eight goals fell into this category in 2005-07.) 2. Other important goals. Goals in this category are important for the City to accomplish, and resources should be made available in the 2007-09 Financial Plan i at all possible. (Six goals fell into this category in 2005-07.) 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. (Two goals.fell into this category in 2005-07.) The proposed agenda for this meeting is provided in Attachment 3; and our suggested guidelines for Council members during the goal-setting process are provided in Attachment 4. Follow-Up on February 6,But Only If Needed `= Continued consideration of goals for 2007-09 is scheduled for the next regular Council meeting following the workshop (February 6, 2007) — but only if needed. (No follow-up meeting was needed two years ago: the Council concluded all necessary actions at the Saturday goal-setting workshop.) Council Homework Assignment Provided in Attachment 5 is the Council's"homework assignment" for the January 27 workshop. It requests that Council members prepare and submit up to seven (7).candidates for Major City Goals by Monday, January 22. 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 be distributed to all Council members on Thursday, January 25, for review and consideration before the workshop. Major City Goal Criteria Provided in Attachment 6 is the suggested "criteria for major City goals" which have been used ?. by the Council for the past sixteen years. i Goal-Setting Process for 2007-09 page 5 Extensive Notification C� We have made extensive efforts to invite community and advisory body participation in this process,including: 1. Comprehensive series of briefings and follow-up reminders with advisory bodies on their important role in the goal-setting and budget process. 2. "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 and businesses. (This insert is provided in Attachment 8.) 3. .Notices to over 200 community groups and interested individuals inviting them to submit written suggestions and participate .in the community forum. (This flyer is provided in Attachment 0). 4. Display ads will be run in January in The Tribune, New Times and City News. 5. Up-to-date information about the budget process will be maintained on our web site. 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 5, 2007 with the following twelve sections: Agendas 1. Agendas for the January 10 community forum and January 27 goal-setting workshop. Goal Recommendations . 21. Goals received from Council advisory bodies. 3. Goals from the "Community Budget Bulletin" survey as of January 5 (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. Goals received by January 5 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 10 Community Forum (to be.distributed by January 16). 6. Consolidated Council member goals (to be distributed by January 27). Background Materials 7. Status reports from the November 16 budget workshop: General Plan programs; long-term CIP; 2005-07 goals and objectives; and current CIP projects. Goal-Setting Process for 2007-09 Page 6 8.. Goal-setting process for 2007-09. 9. Results from June 2006 public opinion research. 10. General Fund Five-Year Fiscal Forecast(presented to the Council on December 12, 2006). . 11. Other background information such as the 2007-09 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 After the Council finalizes goals and objectives for 2007-0% the staff will prepare detailed work programs for each of the Major City.Goals. Based on past experience, it is important for the Council to .reach consensus not only on the objective for Major City Goals, but also on the program, action plan and resources that.will be needed to accomplish it as well. Unless the staff fully understands the scope and timeframe.that the Council intended, we cannot identify needed 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 program is to: 1. Define and scope the adopted goal. 2. Ensure that there is a clear understanding of the goal and the .approach to be used in accomplishing it so appropriate resources are allocated. 3. Convert the general goal into specific action steps so we can measure progress 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. Accordingly, the work program for each Major City Goal will address the following topics: 1. Objective. What do we specifically want to accomplish? (This will be based on the objectives adopted,by the Council at the January 27 goal-setting workshop.) 2. Discussion. What are the factors driving the need for this goal? What actions have we already taken in trying to resolve this problem area? .What key challenges and obstacles can we expect in achieving this goal? What concerns or issues will remain unresolved even if the C11 is achieved? Goaletting Process for 2007-09 Page 7 3. Action Plan. What specific tasks will we need to accomplish in order to,achieve the goal, and when will we complete them? These"action steps" are the fundamental building blocks in defining and scoping the work program, and in monitoring our progress in accomplishing the goal over the next two years. 4. Responsible Department Who is organizationally accountable for getting it done? 5. Financial and Staff Resources Required to Achieve the. Goal, What will it'take to achieve the goal? .Do we need to add resources (staffing, contract services,.capital improvement plan project)to do this? 6. Outcome. Final Work Product What will we get if we achieve the goal? What's the "deliverable?" We plan to present the work programs for Major City Goals to the Council on April 10, 2007. 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 27 goal=setting workshop'. Council Goal-Settin Calendar When What Tuesday,January 2 Finance receives suggested goals from advisory bodies, community groups and interested individuals. Friday,January 5 Council receives goal-setting notebooks. Wednesday, January 10 Council holds community forum. Tuesday,January 16 Council receives written results from community forum. Monday,January 22 Council members submit goals to Finance. Thursday, January 25 Finance distributes consolidated Council member goals organized by similar topics. Saturday,January 27 Council holds goal-setting workshop. Next Steps The Financial Plan calendar approved by the Council on August 15, 2006 is provided in Attachment 7. After the goal-setting workshop, key dates in the budget process include: Goal-Setting Process for 2007-09 Page 8 Remain in %ev Dates After January 27 Goal-Seuing Worksho When What Tuesday,February 6 Follow-up to Council Goal-Setting,if Needed. Continued Regular Meeting consideration of goal<setting at the next regularly scheduled Council. meeting following the January 27 workshop if needed. Tuesday,February 20 Mid-Year Budget Review. Consider the City's fiscal status at the Regular Meeting mid-point of the fiscal year and make appropriation.adjustments as necessary. Tuesday,April 10 Major City Goal Work Programs. Review and approve detail Special Budget Workshop work programs to accomplish major City goals;provide other budget direction as needed. Thursday,May 17 Preliminary Financial Plan. Receive 2007-09 Preliminary . Financial Plan and Appendices A&B: Significant Operating Program Changes and Capital Improvement Plan(CIP)Projects. Thursday,May 24 Budget Workshop. Review the Financial Plan and consider General Special Budget Workshop Fund operating programs. Tuesday,May 29 Budget Workshop. Consider General Fund CIP projects. Special Budget Workshop Thursday,May 31 Budget Workshop. Consider Enterprise Fund operating programs; Special Budget Workshop CIP projects,revenue requirements and rates. \ n 1 Tuesday,June 5 Budget Workshop. Continue to discuss and receive public Regular Meeting comment on the Preliminary Financial Plan. . Tuesday,June.19 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 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 2007, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings. ATTACHMENTS 1: Outline for Community Forum (January 10) 2. Community Forum Feedback Form 3. Outline for Council Goal-Setting Workshop (January 27) 4. Guidelines for Council Members During the Goal-Setting Process 5. Form for Council Members to Submit Candidate Goals 6. Criteria for Major City Goals 7. Financial Plan Schedule Summary 8. "Community Budget Bulletin" Inserted in City Utility Bills -� 9. Notice Sent to Community Groups and.Interested Individuals G:Finance/Budget Folders/Financial Plans/2007-09/Council Goal-Setting/Budget Foundation/Council Agenda Reports/Goal-Setting Process I Goal-Setting Processfo_r 2007-09.. Page 9 ATTACHMENT 1 Community Forum 6:30 PM to 9:30 PM, Wednesday, January 10, 2007 Ludwick Community Center 6:30 Welcome Mayor 6:35 Process,Current Goals,Measure Y Results and Fiscal Outlook CAO' 7:00 Public Comment 1. Members of public who desire to speak complete public comment.cards and indicate topic. Where a group has several members present,we encourage them to select a spokesperson and have others in their group indicate support for the same position with a.show of hands. 2. We invite each speaker to address: a. What do you recommend as a Major City Goal? b. Why is it important to you and the City? c. How do you suggest that it might be accomplished? 3. Mayor calls upon a.speaker and identifies topic. I 4. Department Head in.the priority area for the topic steps up to write the idea on a flip chart . sheet and clarifies any linkages with existing programs or plans. 5. Staff posts the public comment in the relevant budget topic area. 9:00 Participants Vote on Top Priorities with Dots 9:15 Participants Complete Summary Feedback Form 9:30 Participation Prizes and Close Preparation • Prepare handouts on budget process,community priorities so far and fiscal forecast to expedite review. • Provide poster boards for each of the major budget priority categories with current and continuing . program activities and budget allocations. • Set up the room with a gathering area for each of the budget priority categories. • After receiving public comments,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 0 Identify desired level of attention(less, same,or more) for budget.priorities. C • Invite suggestions to accomplish proposed goals. Goal-Setting Process for 2007-09 Page 10 ATTACHMENT 2 Community Forum Feedback Thank you for participating in the Community Forum for the City of San Luis Obispo's 2007-09 goal-setting process. Please take a few minutes to share your community priorities with us. How would you suggest prioritizing the City's activities? For each budget community priority below, please indicate what level of attention would be desirable for it compared to the current situation, any suggestions about specific changes or potential goals and ideas about possible ways to achieve them. I Level of Attention Suggested Changes Possible Ways to Community Priorities (Compared to Current) or Potential Goals Accomplish Them Less Same More Repairing and maintaining City streets,potholes,parks and storm drains Continuing programs that reduce and effectively manage traffic congestion Improving levels of police, fire and paramedic services Preserving open space Protecting senior services and programs Other Services Goal-Setting Process for_2007-09 Page 11 ATTACHMENT 3 Council Goal-Setting Workshop 8:30 AM to 4:30 PM . Saturday, January 27, 2007 City-County Library Community Room 8:30-9:00 a.m. Refreshments 9:00 -9:05 a.m. Welcome and Introductions I Mayor 9:05 -9:10 a.m. Purpose,Process&Guidelines Facilitator 9:10—Noon Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Discuss Revenue Enhancement or Service Reduction Possibilities [staff writes candidate goals on flip charts] Noon— 12:15 p.m. [Council may accept further comments from the public that have not been previously presented] 12:15—1:15 Lunch Break[staff compiles candidate goals] 1:15-2:15 p.m. Discuss and Clarify the Goals. Council Each Member Prepares a Written Ballot Ranking the Goals. 2:15_3:15 p.m. Break while staff tabulates the results 3:15 =4:00 p.m. Review and Identify Major City Goals 4:00-4:30 p.m. Discuss Next Steps 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 Goal--Setting Process for 2007-09 Page 12. ATTACHMENT 4 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 (not to exceed seven candidates). 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 27, 2007 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 2007-09 Page 13. ATTACHMENT 5 Council Member Candidate Major City Goals . Please prepare up to 7 candidates for Major City Goals below and submit them to Finance by Monday, January 22, 2007. 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,Jlexibility to review all of the submissions:. and discuss them at the Council Goal Setting Workshop before staking a position. An electronic version of this form will be provided to you. O \ p O 4 O O Goal-Setting Process for M7-09 Page 14 ATTACHMENT 6 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 isnot required, they should be accepted to the point where resistance to them is reduced or eliminated. Goal-Setting Process for 2007-09 Page 1$ ATTACHMENT 7 2005=09 Financial flan Schedule Summary �:�Ue.i�{:.Y.E✓`( E'?.�gEi+ YEY�', H'R•:•�„{�Ly1K.iKKiY�.�0. .�4�� �ut��M1�ru•P� �•iT�cev�il�~~�"r �f„v '^S�Pmi ^Ly� is . July 13, 2006 ■ CAO briefs advisory body chairs on their role in the goal-setting and budget process at their quarterly meeting with the Mayor.: August 15,2006. ■. Council approves Financial Plan process and schedule. November 16, 2006 ■ 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 and'other objectives; status of current CIP projects; and general fiscal outlook for 2007-09: December 12,2006 ■ Special Budget Workshop Council finalizes goal-setting process; considers Financial Plan organization and policies;reviews annual financial report for 2005-06; considers results of five-year fiscal forecast. January 10,2007 ■ Special Budget Workshop. Council holds communityforun. January 27, 2007 ■ Special Budget Workshop. Council holds goal-setting workshop: discusses candidate goals presented at January 10 workshop; discusses Council member goals distributed on January 25;prioritizes and sets major City goals. February 6,2007 ■ If needed,Council finalizes goals and priorities. February 20,2007 . ■ Council considers mid-year budget review. March to May 2007 ■ Departments submit budget requests.. ■ . Budget review team analyzes requests and meets with departments. ■ CAO finalizes budget recommendations. April 10, 2007 ■ Special Budget Workshop. Council approves major City goal work programs and provides direction.in preparing the 2007-09 Financial Plan. May 17,2007 ■ CAO issues preliminary budget. May 24,29 and . ■ Special Budget Workshops. Council holds evening budget workshops: May 31,2007 • May 24: Financial Plan overview and General Fund operating programs. • May 29: General Fund CIP projects. • May 31: Enterprise Fund programs, CIP projects and rates. May 23 2007 ■ Planning Commission reviews CEP for General Plan consistency. OJune 5 and 19, 2007 ■ Council holds continued hearings; adopts budget. Council Meeting Dates.in Bold I J Section • I Background Materials FISCAL OUTLOOK Y I �l N oft LM x c� iLM 4� O Um c� 4� :®0 > V o�`s4u: .yyiyy c� S M ICT to 00 N M - v1 l- 00 0\ O N M - N N N N M M M M cd � F y � ce o y 3 G Q. E. 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W - - N N N N N N N • - I Background Materials PUBLIC OPINION RESEARCH Summary of March 2005 and June 2006 Public Opinion Research xesults Public ®pinion Survey Summary i March 2005 and June 2006 Results y city of san lues OBISPO June 2006 Rating of San Luis Obispo As a Place to Live Excellent Good I Fair Poor o - o UIJUJIA U !1°l,L�p 0 0 0% 10% 20% 30% 40% 50% 60% 70% 80% fl city of °— san lues OBIspo Summary of March 2005 and June.2006 Public Opinion Researcn-Results June 2006 Right Direction or Wrong Track? Right Direction F 71% gWrong Track 21% No Opinion M8% i 0% 20% 40% 60% 80% June 2006 Overall Rating of Job Done by the City Excellent or Good '{ ' 745 Fair 20% S Poor 4% No Opinion 2% 0% 20% 40% 60% 80% Three-quarters excellent or good; only 4% poor P cit o �MM san 1Uis OBISPO 2 Summary of March 2005 -d June 2006 Public Opinion Research-Results City Department Ratings (March 2005) . e e e Fire Department 69°k 9% So� 1% Parks 8 Recreation 46% ° 10% 4%' Police 43% 4°fo '14%0 1% Natural Resources and Open ° r Space Protection Program 30% " 15/o #. � 22% Public Works 23% y57° .� 19% City.Council15/0 o Y'a 26% 16%f # 3/o Very high favorable; very low unfavorable Spending for City Services (March 2005) Services Too . About Too Don' Little Right Much Know Street repairs and maintenance 4r/6 37% jp 2°0 19% Traffic management to reduce congestion 35% 37% 2"/0 26% Repair of broken sidewalks 28% 43% ,, 28°4 Protection of open space 23% 47% 5: 21% Flood protection and storm drain maintenance 19% 55°60 24% n Senior citizen services 18% 36% _ 44% > Street lighting repair and maintenance 11% 65% 2%a? 22°A Recreation opportunities and programs at city parks 11%_ 81°h 24% Police protection in local neighborhoods 10% 669C 19% Maintenance of public parks 8% 70% M Q4 190/6 Building and safety code enforcement 8% 53% 696 W -34% Fire and emergency medical services response time. 7% 659/6 4M 26% Grairli removal T°,S 609'° ff-* 30% Fire prevention and protection 6% 69% . %3% 22% Almost no one thinks we're spending too much—on anything city of San tuts OBISPO 3 Summary of March 2005 and June 2006 Public Opinion Research Results C June 2006 Rating in Managing City Funds Excellent or Good 53% Fair % Poor e% No Opinion 12% 00/0 100/0 20% 30% 40% 50% 60% Only 6% think we're doing a poor job _ . city of �i san tuis owspo 4 airbank, aslin, Maullin Associates /Jhinior Research ct rublic Policy:InalvSis MEMORANDUM TO: City of San Luis Obispo FROM: Fairbank, Maslin,Maullin &Associates DATE: May.5, 2005 1 SUBJECT: Survey Results and Recommendations KEY FINDINGS Fairbank, Maslin, Maullin & Associates (FMM&A) conducted a telephone-based survey of 400 randomly . selected likely voters in the City of San Luis Obispo. The survey results suggest that a funding measure can win a majority in the City of San Luis Obispo. However,there are several challenges to winning voter approval. Positive Findings ■ When initially queried, over half (52%) of voters said they would favor a local ballot measure asking voters to "provide additional funds in order to maintain and protect the level of essential services currently provided by the City of San Luis Obispo." Thirty-one percent (31%) said they would oppose the measure,with 16 percent undecided.. ■ Support increased with information: After hearing a brief paragraph providing the City's rationale for a revenue enhancement measure, support increased to 56 percent. Following a set of positive messages arguing in favor of a revenue measure, support rose to 59 percent. The gap between those in favor and those opposed rose from 21 points initially, to 26 points after hearing the City's rationale, to 30 points after hearing pro-measure arguments. The survey was conducted March 19 and 21.,2005. The margin of error for the sample as a whole is+/-5 percentage points. The margin of error for subgroups within the sample will be higher. a City of San Luis.Obispo, Voter Survey Summary page 2 G;. The survey showed that including a sunset provision could increase support for the measure. <'- Nearly six in ten (591/o) voters said they would be more likely to support the measure if it included a five-year sunset. Forty-nine percent gave this response for a ten-year sunset. ■ Voters are most amenable to a city sales tax or an increase in the local Transient Occupancy Tax (TOT) as the funding mechanism for a revenue enhancement measure. Two-thirds (66%) of voters said they would support a one-quarter cent sales tax measure and 54 percent a one-half cent sales tax measure, while 61 percent would support raising the TOT from 10 percent to 12 percent, Support was far weaker for increasing the Utility User's Tax (30%)or Property Transfer Tax (43%). ■ Fundamental to support for a funding measure — or specifically a sales tax measure — is the belief among voters that "the City needs additional funds to provid the level of city services t that residents need and. want." By a 2-to-1 ratio, voters agreed with this statement more than disagreed, 61 percent to 31 percent. ■ Overall, voters give City government high marks. Nearly seven in ten (68%) give the City government an "excellent" or "good" rating for providing services to residents. Just 31 percent give City government an `only fair" or"poor" rating. ■ Reflecting the positive sentiment about city record in providing of services, a positive rating for the City Council outweighs the negative by more than 3-to-1. Fifty-seven percent (57%) of voters give the City Council a favorable review, while only 16 percent have an unfavorable impression. One-quarter(26%) are neutral in their view (3% could not give a rating). l ■ Ratings for.City departments are highly positive. Nine out of ten voters (89%) have a favorable impression of the Fire Department, 82 .percent of the Parks and Recreation Department, and 74 percent for the Police Department. Lesser known departments also have positive favorable to unfavorable rating ratios: the Natural Resources and Open Space program received positive ratings . from 53 percent and negative reviews from just 1 l percent and the Public Works Department received favorable reviews from 57 percent and unfavorable ratings.from just eight percent ■ City government gets positive marks for the specific services it provides. When asked to rate how satisfied they are with a number of specific services, including street repair, maintenance of public parks, police protection, building code enforcement, and fire prevention, to name a few, average ratings in generally positive views. Only "traffic management to reduce.congestion" received a rating indicating that voters are, on balance, more negative than positive about it(a 3.9 average score on a seven-point scale). In all other areas, ratings were at or above 4.5, indicating that positive reviews outweighed negative sentiments. ■ Voters believe that City government does a good job managing city funds. ■ Forty-nine percent (49%) believe City officials are"doing an ' "excellent" or"good"job managing City funds. While 33 percent believe they are doing an `only fair"job,just four percent consider City officials'job performance in this regard to be"poor" (14%are uncertain). 2425 ColoradaAve., Ste. 180 1999 Harrison Srreer,Ste. 1290 Santer Monica. 0 4 9 0 4 0 4 Oakland. C:1 9 4 6 1 2 Phone: (310) 828-1183 Phone: (510) 451-9521 Feu: (.310) 453-6562 Fax.. (.510) 451-0384 . City of San Luis Obispo, Voter Survey Summary page 3 ■ When asked to volunteer the most serious issues facing the City(in an open-ended question where no response options were provided), there were no comments related to waste and inefficiency in City government. ■ When asked directly about "waste or inefficiency" in city government,just 16,percent considered it a "very" serious problem. However, 46 percent considered it at least a "somewhat" serious problem. While this finding suggests there is some concern about waste and inefficiency when it is brought to voters' attention, ten other issues were judged more pressing concerns. ■ Reflecting these positive views of the City government, 75 percent of voters would.consider the City Council's position on a funding measure to be believable and 70 percent would be attentive. to Mayor Dave Romero's views on this issue. Positive feelings about the general direction of affairs in San Luis Obispo are another positive indicator and add strength to the view that local financial problems are caused by state government actions. ■ By a 2-to-1 ratio, voters believe things in San Luis Obispo are heading in the right direction (53%) rather than going off on the wrong track (23%). Voters,however, have a more negative sentiment about the direction of the state,41 percent wrong track to 33 percent right direction. - ■ Nearly all voters (95%) believe San Luis Obispo is an excellent (67%) or good (28%) place to live. U ■ Not only do voters strongly believe San Luis Obispo is a good place to live,but 24 percent think it will get even better and 42 percent believe it will stay as is. Just three in ten (30%) believe the quality of life in San Luis Obispo will get worse in the next five years. ■ Three out of four (76%) voters said state budget cuts that reducethemoney available to cities for essential services such as police and fire protection is a serious problem. Nearly half (45%) consider this a very serious problem—making it the third most mentioned concern.. ■. Further, two of the strongest arguments for the measure (as indicated by regression analysis) focus on state takeaways. The strongest argument overall reminds voters of the 22 million dollars that the state has taken from San Luis Obispo over the years, as well as the three million dollars it continues to take each year. The statement went on to say that passing a funding measure would give San Luis Obispo local control to keep tax dollars in the City to pay for essential services. 2425 Colorado Ave., Ste. 180 1999 HarrLon Street,Ste. 1290 Santa Alonica. C4 9 0 4 0 4, Oakland, C1 9 4 6 1 2 Phone: (310) 828-1783 Phone: (510) 451-9531 Fax: (310)453-6562 Fax: (.510) 451-0384 City of San Luis Obispo, Voter Survey Summary page 4 C�Challenges and Less Positive Findings ■ The high satisfaction level with City services and the quality of life in San Luis Obispo suggests a challenge as well as an opportunity. The confidence voters have in City government should translate into support for a ballot measure that it sponsors. However, it could also mean that voters might be less likely to believe there is a need to provide more money for current services. ■ In response to the survey's initial vote question, support for a funding measure was soft. Just 24, percent said they would strongly favor a funding measure when first queried — only slightly greater than the proportion who said they would strongly oppose it (18%). Weak supporters combined with opponents and undecided voters constitute 58 percent.of the voters, underscoring that a majority is less than certain about the need fora revenue enhancement measure. ■ All the gains made after hearing a strong arsenal of. positive arguments were erased after hearing negative statements about the measure. After hearing negative messages, support dropped back to its initial levels, with 25 percent strongly in favor and 53 percent in favor overall. ■ Some of voters' top concerns will not be directly addressed by a funding measure, including affordable housing and the availability of good paying jobs. Recommendations San Luis Obispo should seek a sales tax increase of with a sunset provision. The survey results do not say, however, that a one-half cent sales tax measure cannot be passed or that a five-year sunset(rather than a ten-year sunset) is imperative. FMMA recommends that further testing may be needed before a . final decision is made. ■ FMMA believes the central argument for a sales tax increase measure should be the.negative impact state takeaways are having on San Luis Obispo's budget and its ability to support services over the long term. The urgency of this situation will come across best by talking about how the City has had to reach into its emergency reserves to continue to fund essential services. The objective of the revenue enhancement measure should be to "preserve and maintain"vital services. ■ Furthermore, communications should .also highlight the effects of increased workloads. . Examples such as emergency service budgets not being able to keep up with the 65 percent increase in fire and paramedic calls and the City having to reduce spending on infrastructure and facility upkeep by 50 percent because of state takeaways resonated strongly with voters. ■ FMMA also recommends linking this measure to "local control" and not making local services . hostages to the vagaries of state budgets. ■ The City Council and Mayor should be used prominently in communications, as they test well as spokespersons on this revenue enhancement issue. 2425 Colorado Ave., -Ste. 180 1999 Harrison Street,Ste. 1290 Santa r74onica. C4 9 0 4 0 4 Oakland, C;4 9 4 6 1 2 Phone: (310) 828-1183 Phone: '5101 451-952.1 Fite: (310) 453-6562 Fax: (5 7 01 457-0384 w Fairbank, C aslin, Maullin Associates 0P.1aiora Research cYc Public Polio-.final}psis MEMORANDUM TO: City of San Luis Obispo FROM: Fairbank, Maslin, Maullin&Associates DATE: July 1.1, 2006 SUBJECT: Survey Results Fairbanks Maslin, Maullin &Associates (FMM&A)conducted a survey by telephone of 400 likely November 2006 voters in the City of San Luis Obispo.' The survey followed up a similar survey of San Luis Obispo voters conducted in March 2005. Key Findings . ■ When initially asked,before any other information of questions from the survey, sixty percent of voters said they would vote in favor of an initiative ballot measure that would increase the sales tax in the City of San Luis Obispo by one half cent to provide additional funding for essential public services. As.the graph below shows, a third of all voters are definite in their support of the sales tax measure while another 28 percent said they would°`probably" support it or lean in the direction of support: Favor/Oppose �7 Cent Sales Tax Increase Measure Definitely yes 32% 60% TOTAL 23% 60 I° Undecided, lean,yes M5% Undecided, lean no 3% -!TOTAL NO 10% 32% Definitely noW _ _ `01 19% .) NMUDK/NA 8% ox 10% 2D% Sox 40% sox The survey was conducted between June 27 and July 1,2006. The margin of error for the sample as a whole is+/-4.9 percent. San Luis Obispo Voter Opinion Survey,June-July 2006 -- page 2 In comparison, these results show that support for a local finance measure has increased in the O ensuing year while public discussion of a possible city financial ballot measure has been underway. In the March 2005 survey, 52 percent said they would vote for a local finance. measure to provide additional funds to maintain and protect the level of essential services currently being provided to local.residents. ■ Support for the half cent sales tax measure increased as survey respondents learned more about it from subsequent survey questions. Following a question in which respondents rated the importance of spending additional funds on various services and projects,respondents were again queried about support for the initiative ballot measure. Overall supportincreased two percent to 62 percent, but the percentage of definite supporters rose five percent, from 32 to 37 percent. When asked again, after hearing statements that possible proponents and opponents could make for and against the measure, support increased to 64 percent overall with 41 percent saying they would definitely vote for the sales tax measure. ■ Support for the sales tax measure is rooted in the basic beliefamongvoters that"San Luis Obispo needs additional funds to provide the level of city services that residents need and want." Sixty-three percent of voters in the recent survey hold that view, and 61 percent were in agreement in the Spring of 2005. ■ The March 2005 survey established that voters preferred a city financial measure with a"sunset" provision ending tax after a specific term. The recent survey tested the ballot initiative summary including a reference.to a ten-year term for the sales tax increase. Testing to see if support would increase in the term were six years showed no significant benefit for the popularity of the sales tax increase measure. However, if the term of the tax increase were 15 or 20 years, support ) for the measure would diminish in a consequential way. ■ Reviewing a list of possible uses of the funds generated by the sales tax increase measure, voters attached the highest importance to "restoring funds for the repaving and repairing city streets.0 . Other high scoring items included "relieving traffic congestion with better traffic management technology and engineering,""building and maintaining storm drains and flood protection improvements" and "improving public safety by restoring funds to pay for the City fire marshal, firefighter/paramedic training and an additional traffic safety officer" in the Police Department. ■ Voters continue to give San Luis Obispo city government very high marks for the job it does in providing services to city residents. In this year's survey,. 74 percent said city government's job rating is excellent or good, a six percent increase over last' year's assessment. Further, 71 percent of voters say that things generally are going in the"right direction" in San Luis Obispo. ■ Additionally,the percentage of voters giving city government an excellent or good rating on the management of city funds has risen from 49 percent in 2005 to 53 percent in this year's survey. Z.Fifty-eight percent of all respondents in this most recent survey say that they have seen or heard something about a possible - ballot measure for the November ballot to raise additional fimds for city services. 3 This item obtained a score of 5.2 on a scale of one to seven with one being"not important'and seven being"extremely . ',,important." . \��'2425 Colorado Ave., Ste. 180 199.9 Harrison Street,Ste. 1290 Sanut;llonica. C:1 9 0 4 0 4 Oakland, C:4 9 4 6 1 2 Phone: (31q) 825-1183. Phone: (510) 451-9521 Far. (310) 453-6562 Fax: (510;4.551-0384 Section 11 Background Materials OTHER BACKGROUND INFORMATION k 2007-09 Financial Plan Schedule When Who What July 13,2006 CAO s Briefs advisory body chairs on their role is the goal-setting and budget process at quarterly meeting with the Mayor. August 15,2006 Council • Approves Financial Plan process and schedule. October 12;2006 CAO • Updates advisory body chairs on the goal-setting process. November 1,2006 Advisory Bodies • Provide recommended goals to Finance. Finance • Begins sending letters inviting participation in goal-setting process to community groups and interested individuals;and begins inserting Community Budget Bulletins in utility bills. November 15,2006 Finance • Distributes consolidated listing of draft recommended goals to advisory bodies for their review. November 16 2006 Council • Holds workshop on the status of General Plan and programs;long-term Special Workshop capital improvement plan(CIP); 'status of Major City Goals,objectives 10.00"to 3:00 PM and CIP projects;and general fiscal outlook. December 12,2006 Council • Finalizes goal-setting process;considers Financial Plan policies and Special Workshop organization;reviews audited financial results for 2005-06;and 7:00 to 10:00 PM discusses results of General Fund five-year fiscal forecast- December orecastDecember 28,2006 Finance • Receives written comments from community groups and interested individuals,and any changes in goals from advisory bodies. January 10,2007 Council a Holds community forum at the Ludwick Community Center. Special Workshop 6:30 to 9:30 PM January 27,.2007 Council a Holds goal-setting workshop:discusses candidate goals presented at Special Workshop January 10 community forum;discusses Council member goals 8:30 AM to 4:00 PM distributed on January 24;prioritizes and.sets major City goals. February 6,2007 Council • Finalizes goals and priorities(if needed). February 20,2007 Council • Considers mid-year budget review. March 12,2007 Departments • Submit budget requests and major City goal work programs. April 10,2007 Council • Approves detailed work programs for Major City Goals. Special Workshop • Sets strategic budget direction in preparing Preliminary Financial Plan. 7:00 to 10:00 PM April to Mid-May Budget Review a Analyze department budget requests;hold briefings with departments; Team,Finance prepare revenue estimates;make recommendations to the CAO. May 17,2007 CAO • Finalizes budget recommendations and issues preliminary budget. May 24,29,31,2007 Council • Holds evening workshops to review and discuss,Preliminary Budget: Special Workshops — May 24:Overview and General Fund operating programs. Preliminary Budget — May 29:General Fund CIP projects. 7:00 to 10:00 PM — May 31:Enterprise Fund programs,CIP projects and rates. May 23,2007 Planning Reviews CIP for General Plan consistency. Commission r June 5,19,2007 Council • Holds continued Financial Plan reviews and adopts budget. Key Council Dates in Bold Goal-Setting and the budget Process 2007-09 Financial Plan Advisory Bodies Letters from Community Groups Community Surveys Letters from Individuals Goal-Setting Input = � re Fiscal Forecast ** Current 2-Year Long-Term Plans, Goals * Goals & Policies * November 16, 2006 Council Goal-Setting **December 12, 2006 "Setting the Table" Workshop `Budget Foundation Budget Workshop January 27, 2007 workshop Staff Budget Preparation Major City Goal Work. Programs & Strategic Budget Direction: April 10 Preliminary Budget: May 17 Budget Workshops: May 24, 29, 31, June 5. Adopted Budget: June 19, 2007 j� city of San lu,s OBI SPO 2 GIS/ Of san LUIS OBIS O BUDGET "PROCESSOVERVIEW The City .of San Luis Obispo ,has received national balance and reserves; human resource management and recognition for its use of,a two-year budget process that productivity. emphasizes long-range planning and effective. program. management. Significant features of the City's two-year Preparation and Review Process Financial Plan include the integration of Council goal- setting into the budget process and the extensive use of Under the City Charter, the CAO is responsible for formal policies and measurable objectives. The Financial preparing the budget and submitting it to the Council for Plan includes operating budgets for two years and a approval.. Although specific steps will vary from year to capital improvement plan(CIP)covering four years. year,the following is an overview of the general approach used under the City's two-year budget process: . Whale appropriations continue to be made annually under this process, the Financial Plan is the foundation for First Year. As noted above, the Financial Plan process preparing the budget in the second year. Additionally, begins with Council goal-setting to. determine major unexpended operating appropriations from the first year objectives for the next two years. The results of Council may be carried over into the second year with the approval goal-setting are incorporated into the budget instructions of the City Administrative Officer(CAO). issued to the operating departments, who are responsible for submitting initial budget proposals. Purpose of the Two-Year Financial Plan After these proposals are comprebensively reviewed and a The fundamental purpose of the City's Financial Plan is to detailed financial forecast is prepared, the CAO issues the link what we want to accomplish for the community with Preliminary Financial Plan for public comment. A series the resources necessary to do so. The City's Financial of workshops and public hearings are-then held leading to Plan process does this by: clearly setting major City goals Council adoption of the Financial Plan by June 30. and other, important objectives; establishing reasonable timeframes and organizational responsibility for achieving Second Year. Before the beginning of the second year . them;and allocating resources for programs and projects. of 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- Plan process with in-depth goal setting workshops where line access to `up-to-date' financial information is the Council invites candidate goals from' community provided to staff throughout the organization. groups, Council advisory bodies and interested Additionally, comprehensive financial reports are individuals;.reviews the City's fiscal outlook for the next prepared monthly to monitor the City's fiscal condition, five years and the status of prior goals; presents their and more formal reports are issued to the Council on a individual goals to fellow Council members; and then set quarterly basis. The status of major program objectives, and prioritize major goals and work programs for the next including CIP projects,is also periodically reported to the two years. City staff then prepare the Preliminary Council on a formal basis. Financial Plan based on the Council's policy guidance. Administration Budget and Fiscal Policies As set forth in the City Charter,the Council may amend or Formally articulated budget and fiscal policies provide the 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 budget as long as those changes will not have a significant policy Included in the Financial Plan itself,these policies cover a impact nor affect budgeted year-end fund balances. broad range of areas such as user fee cost recovery goals; enterprise fiord rates, investments, capital improvement management, debt management, capital financing, fund x i BudgetmlnmBrief IM M-no..'e""'23.. Approved 2006-07.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 2005-07 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 2005-07 would like a complete copy of the Financial Plan Financial Plan process with a series of in-depth 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 want their individual goals to to accomplish for the fellow Council members; community with the 2005-07 and then set and prioritized resources necessary to do goals for the next two so. Our Financial Plan. Financial years. process does this by: Plan clearly setting major City Supplement City staff then prepared the goals and other important aµ tt &r,uWrl , Preliminary Financial.Plan objectives; establishing. A roved based on this policy reasonable timeframes and PP guidance from the Council. organizational responsibility 2006-07 A number of budget for achieving them; and Budget workshops and hearings then allocating the r. followed, resulting in final resources required for Council adoption of the implementation. _ 2005-07.Financial Plan on June 21,2005. This process results in a two-year budget document Financial Plan Policies that emphasizes long range planning, budgeting for Formally articulated budget results,effective program and fiscal policies provide management and fiscal accountability. While the fundamental foundation for prepanng and appropriations are still made annually,the Financial . implementing the Financial Plan. Included in the Plan is the foundation for preparing the budget in the Financial Plan itself,these policies cover a broad second year. The Council adopted the 2006-07 range of areas such as maintaining a balanced Supplement on June 20, 2006. budget,financial reporting, budget administration, revenue management, user fee cost recovery goals, Major City Goals enterprise fund rates, investments, capital improvement management, capital financing and Linking important objectives with necessary debt management, minimum fund balance and resources requires a process that identifies key reserve levels, human resource management, productivity and contracting for services. city of. s lutuls Budget balancing for 2045-07:Another tough act © 'Budget cuts have forced the City to reduce to follow. The City continues to face a very difficult spending on infrastructure and facility upkeep by fiscal outlook. On the heels of closing a$7 million 50%, including a 67%cut in street paving. Unless General Fund budget gap in 2003-05-and another we act, the City's infrastructure, including parks, $1.4 million the following year—we were faced with roads and storm drains,will deteriorate. a$2.1 million gap in 2005-07, largely due to continued State takeaways. Improved picture from a year ago,but fiscal challenges remain. Largely due to department For 2005-07,we have been successful in.preparing efforts to further hold the line on spending,our a Financial Plan that reasonably balances the General Fund financial condition is stronger than we delivery of core services with the resources available-' initially projected in the 2005-07,Financial Plan. to us. However,achieving this balance required However, this is a one-time improvement,and as . service reductions in all areas of the City's such, it does not change the underlying,long term operations, including public safety and basic gap between projected General Fund revenues and infrastructure maintenance like street paving. the community's needs and hopes for the future. Budget balancing strategy. The following chart In short, our aspirations as a community are higher summarizes the strategy we have used over the last than simply buffering against the next fiscal crisis. three years in closing budget gaps,which consisted Our emergency savings account won't do anything of using reserves;further reducing capital and towards strengthening our ability to support needed operating program costs and related service levels day-to-day services,like police and fire protection, (including cutting over 25 positions);and much less to enhance our community's"quality of implementing selected new revenues as allowed life"goals. One-time-savings won't help us to: under Proposition 218. • Restore our suspended annual neighborhood paving program. OReserves a Properly maintain our infrastructure like streets, _ 's% $ o capital storm drains and parks. + - � Program - a NewB curs User F . Restore funding traffic enforcement, improve IncreasedUser 4rl. police response times or enhance fire and P 14% paramedic services. 0Operating : • Have a full-time Fire Marshall (ours is half-time) Program - and a Fire Training Officer(we don't have a Cuts 26% permanent training officer zs% P 9 )- • Support enhanced senior citizen programs, like a new senior center. As reflected above, expenditure reductions account Improve neighborhood services, such as for about 70%of the budget balancing strategy. enhancedcode enforcement we only have one Longer-term solution needed. In the long run,we code enforcement officer,and this is simply not need to develop a stable new revenue source,which adequate in addressing community needs. will require voter approval via a revenue ballot In summary, while our ability to deal with future measure. The need to do so is driven by four key downturns has certainly improved, our ability to factors: deliver needed services in the long-term has not. O The State has taken $22 million of our City For this reason, the Council unanimously agreed to revenue over the past 15 years,and continues to place a'/-cent sales tax measure before the voters take$3 million from us each year to help balance on the November 2006 ballot. the state budget. This measure has strong fiscal accountability and © The City has been forced to use millions of citizen oversight provisions to assure that the money dollars from our emergency reserves to provide is spent on community priorities, including audits, essential City services such as paving streets and annual reports.to the community on how funds are upgrading 100-year-old storm drains. However, we being used and an 8-year sunset provision,which can't continue using one-time savings this way. guarantees voters the right to determine if the City has used the money wisely. And since the City © Calls for fire and paramedic services have currently has the lowest sales tax rate in the State, it increased by 65% in the last decade. Without will still be equal to or lower than the rate paid by additional funding, our emergency services are 85%of the State's residents if the voters approve unable to keep pace with this demand. this measure. 2 Mir 01MA 1 01M • , The 2005-07 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. InfrastructurerOpen Space Maintenance „t....- :^ .;_ Preservation Continue.to maintain Continue funding open, City infrastructure, space acquisition and the such as roads, natural resources program; sidewalks, water, maintain and enhance a sewer, storm drainage r 4 open space, creeks and and parks, at ariparian habitat;and moderate level. continue"SLO Stewards" program and collaboration with conservation organizations. Traffic Economic Development: LuIS■ Congestion Relief Sales Tax.and TOT Continue efforts to ■OBISPO Revenues improve traffic flow, ���� � Encourage and promote safety and reduce projects and programs that traffic congestion will increase sales tax and throughout the City. transient occupancy tax (TOT)revenues. keep it 16WI ' Bikeway Downtown Improvements Continue the City's M Continue efforts to ' traditionally strong support improve bicycling.in the for the downtown in City, including multiple areas, such as completion of the maintenance, economic Railroad Safety Trail, development, public Bob Jones City-to-Sea '`` safety, parking and tourism Trail and the Bill promotion, including Roalman Bicycle progress on the installation Boulevard. of pedestrian lighting,and other improvements as resources allow. z Cooperative Use Long-Term of Sports Facilities Fiscal Health Support the Joint Use Continue developing and Committee in further implementing a long-term redeveloping school plan that will deliver district sports facilities. " desired service levels, adequately maintain existing infrastructure and facilities, and preserve the City's long term fiscal health. 3 2006-07 Budget By Funding Source:. 2006.07.General Fund Budget: $80.2 Million $45.0 Million O Debt Service ®Capital 5% . Projects a1 5% y DFsmerprise ' DGeneral Funds Fund OOperallng 42% 56% Programs . 90% B Other Funds 2% 2006-07 General Fund Operating Budget 2006-07 General Fund Operating Budget By Function:$39.7 Million By Type:$39.7 Million O Other n General Operating Govt. Costs 16% 12% .- ..` '0 Comm - B Public - i Develop- (P olice 8 ®Contract ment Services 12% Fire) 10% [1 Staffing 51% 78% D Leisure, Cultural 8 Social Services D Streets, 15% .Sidewalks . 8 Flood - Protection 6% - 11 07 MajorCapital 2006-07 General Fund Revenues: Water System Improvements $5.3 $43.6 Million WastewaterSystem Improvements 9.8 D All Omer Arterial Street Paving 1.9 Revenues Downtown Paving 02 o service 2% Los Osos Valley Road Paving Rehabilitation 0.5 Charms Intersection Improvements:Tank Farm/Broad 0.4 14°�° ®Sales Tax Traffic Signal Installations 0.4 o Other 30% Pedestrian&Bikeway Improvements 1.4 Taxes 'In Millions 10% .2006-07 aVLFNLF Public Safety 137.0 Swap 7% Public,Utilities 63.8 0Property Transportation - 25.5 a utility Tax Leisure, Cultural&Social Services 28.0 Users Tax pTOT 17% Community Development 38.6 9% 11% General Government 55.9 - Total Positions 348.8 T 4 ty O san LUIS OBISPO P � 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. 2. Organizing the programs required to provide 5. Promoting more orderly spending patterns. these essential services. 6. Reducing the amount of time and resources 3. Establishing program policies and goals, allocated to preparing annual budgets. which define the nature and level of C. Measurable Objectives. The two-year program services required. financial plan will establish measurable program 4. Identifying activities performed in objectives and allow reasonable time to delivering program services. accomplish those objectives. 5. Proposing objectives for improving the 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 fust required to perform program activities and year and approve appropriations for the second accomplish program objectives. fiscal year. 7. Setting standards to measure and evaluate the: E. Operating Carryover. Operating program appropriations not spent during the first fiscal a. Output of program activities. year may be carried over for specific purposes b. Accomplishment of program objectives. into the second fiscal year with the approval of the City Administrative Officer(CAO). c. Expenditure of program appropriations. F. Goal Status Reports. The status of major B. Two-Year Budget. Following the City's program objectives will be formally reported to favorable experience over the past eighteen the Council on an ongoing,periodic basis. years, the City will continue using a two-year financial plan, emphasizing long-range planning G. Mid-Year Budget Reviews. The Council will and effective program management. The formally review the City's fiscal condition, and benefits identified when the City's first two-year amend appropriations if necessary, six months plan was prepared for 1983-85 continue to be after the beginning of each fiscal year. realized: H. Balanced Budget. The City will maintain a 1. Reinforcing the importance of long-range balanced budget over the two-year period of the planning in managing the City's fiscal Financial Plan. This means that: affairs. 8 4- Budget and Fiscal Policies l 1. Operating revenues must fully cover adoption by majority vote of the Council operating expenditures, including debt members. The CAO has the authority to make service. administrative adjustments to the budget as long 2. Ending fimd balance (or working capital in as those changes will not have a significant the enterprise funds) must meet minimum policy-impact nor affect budgeted year-end fund balances. policy levels. For the general and enterprise funds,this level has been established at.20% of operating expenditures. GENERAL REVENUE MANAGEMENT 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 fiord seek to maintain a.diversified and stable revenue balance can only be used to fund capital base to protect it from short-term fluctuations in improvement plan projects, or other"one-time," anyone 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 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 postponingneeded the City will contract.for an annual audit by expenditures, accruing , futurerevenues, or a qualified independent certified public rolling over short-term debt. accountant. The• City will strive for an. unqualified auditors' opinion.. D. Interfund Transfers and Loans. In order to 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 fund.exists as a'separate financing entity from other funds, with its own revenue sources, 3. The City will issue audited financial expenditures and fund equity. statements within 180 days after year-end. Any transfers between funds for . operating B. Interim Reporting. The City will prepare and purposes are clearly set forth in the Financial issue timely interim reports on the City's fiscal Plan, and can only be made by the Director of status to the Council and staff. This includes: Finance & Information Technology in on-line access to the City's fmancial accordance with the adopted budget. These management system by City staff; monthly operating transfers, under which financial reports to program managers; more formal resources are transferred from one fund to quarterly reports to the Council and Department another, are distinctly different from interfund Heads;- mid-year budget reviews; and interim borrowings, which are usually made for annual reports. temporary cash flow reasons, and are not intended to result in a transfer of financial C. Budget Administration. As set forth in the resources by the end of the fiscal year. - City Charter, the Council may amend or supplement the budget at any time after its C/ -2- Budget and Fiscal Policies In summary, interfund transfers result in a interim .period based on supplemental analysis �. change in fimd equity; interfund borrowings do whenever there have been significant changes in not, as the intent is to repay in the loan in the the method, level or cost of service delivery. near term. B. User Fee Cost Recovery Levels From time-to-time, interfund borrowings may be appropriate; however, these are subject to. the In setting user fees and cost recovery levels, the following criteria in ensuring that the fiduciary.• following factors will be considered: purpose of the fiord is met: 1. Community-Wide Versus Special Benefit 1. The Director of Finance & Information The level of user fee cost recovery should Technology is authorized to approve . consider the community-wide versus special temporary interfund borrowings for cash service nature of the program or activity. . flow purposes whenever the cash shortfall is The use of general-purpose revenues is . expected to be resolved-within 45 days. The appropriate for community-wide services, most common use of interfimd borrowing while user fees are appropriate for services under this circumstance is for grant that are of special benefit to easily identified programs like the Community Development individuals or groups. Block Grant,where costs are incurred before drawdowns are initiated and received. 2. Service Recipient Versus Service Driver. However, receipt of funds: is typically After considering community-wide versus received shortly after.the request for funds special benefit of the service, the concept of has been made. service recipient versus service driver should also be considered. For example, it 2. Any other interfund borrowings for cash could be argued that the applicant is not the flow or other purposes require case-by-case beneficiary of the City's development review t approval by the Council. efforts: the community is the .primary beneficiary. However, the applicant is the 3. Any transfers between funds where driver of depelopment review costs, and as - reimbursement is not expected within one such, cost.recovery from the applicant is fiscal year shall not be recorded.as interfiind. appropriate. borrowings; they shall be recorded as interfund operating transfers that affect 3. Effect of Pricing on the. Demand for equity by moving financial resources from Services. The level of cost recovery and one fund to another. related pricing of services can significantly affect the demand and subsequent:level of USER FEE COST RECOVERY GOALS services provided. At full cost recovery,this has the specific advantage of ensuring that the City is providing services .for which A. Ongoing Review there is genuinely a market that is not overly-stimulated by artificially low prices. Fees will be reviewed and updated on an Conversely,high levels of cost recovery will ongoing basis to ensure that they keep pace with negatively impact the delivery of services to changes in the cost-of-living as well as changes lower income groups. This negative feature in methods or levels of service delivery. is especially pronounced, and works against. public policy, if the services are specifically In implementing this goal, a comprehensive targeted to low income groups. analysis of City costs and fees should be made at least every five years. . In the interim; fees will 4. Feasibility of Collection and Recovery. . be adjusted by annual changes in the Consumer Although it may be determined that a high j Price Index. Fees may be adjusted during this level of cost recovery may be appropriate Budget and Fiscal Policies for.specific services, it may be impractical D. Factors Favoring 13igh Cost Recovery Levels or too costly to establish a system to identify and charge the user. Accordingly, the The use of service charges as a major source of feasibility of assessing and collecting funding service levels is especially appropriate charges should .also be considered in under the following circumstances: developing user fees, . especially if significant program costs are intended to be. 1. The service is similar to services provided financed from that source. through the private sector. C. Factors Favoring Low Cost Recovery Levels 2. Other .private or public sector alternatives could or do exist for the delivery of the Very .low cost recovery levels are appropriate service. under the following circumstances: 3. For equity or demand management 1. There is no intended relationship between purposes, it is intended that there be a direct the amount paid and the benefit received.. relationship between the amount paid and Almost all "social service" programs fall the level and cost of the service received. into this category as it is expected that one group will subsidize another. 4. The use of the service is. specifically discouraged. Police responses to 2. Collecting fees is not cost-effective or will disturbances or false alarms might fall into significantly impact the efficient delivery.of this category.. the service. 5. .The service is regulatory. in nature .and C3. There is no intent to limit the use of (or voluntary compliance is not expected to.be entitlement to) the service. Again, most the primary method of detecting failure to "social service" programs fit into this meet regulatory requirements. . Building category as well as many public safety permit, plan checks and subdivision review (police and fire) emergency response fees for large projects would fall into this services. Historically, access to category.. neighborhood and community parks would also fit into this category. E. General Concepts Regarding the Use of Service Charges 4. The service is non-recurring, generally delivered on a"peak demand" or emergency The following general concepts will be used in basis, cannot reasonably be planned for on developing and implementing service charges:- an individual basis; and is not readily available from a private. sector source. 1. Revenues should not exceed the reasonable Many public safety services .also fall into cost of providing the service. this category. 2. Cost recovery goals should be based on the 5. Collecting fees would discourage total cost of delivering the service, including compliance with regulatory requirements direct costs, departmental administration and adherence is primarily self-identified, costs, and organization=wide support costs and as such, failure to comply would not be such as accounting,. , personnel, data readily detected by the City. Many small- processing, vehicle maintenance and scale licenses and permits might fall into insurance. this category. 3. The method of assessing and collecting fees C should be as simple as possible in order to reduce the administrative cost of collection. -4- Budget and Fiscal Policies • 4. -Rate structures should be sensitive to the cost of determining need may be greater - . "market" for similar services as well as to than the cost of providing a uniform service smaller, infrequent users of the service. fee structure to all participants. Further, there is a community-wide benefit in 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 foi 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 funding for the operation as a whole should be general-purpose d. Facility rentals (Jack House, other in- revenues,not user fees. door facilities except the .City/County Library) 1: Delivering public safety emergency Range Cost Recovery Activities id- response services such as police patrol MMid-to 60%) 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 L 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%, 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 Although ability to pay may not be a eliminate non-resident fee differentials when it can be demonstrated that: C concern for all youth and senior participants, -' these are desired program activities, and the -5- Budget and Fiscal Policies a. The fee is reducing attendance. c. Engineering (public improvement plan. \_. checks, inspections, subdivision b. And there are no appreciable expenditure savings from the reduced requirements,encroachments). attendance. d. Fire plan check. 5. Charges will be assessed for use of rooms, 2. Cost recovery for these services should pools, gymnasiums, ball fields, special-use generally be very high. In most instances, areas,and recreation equipment for activities the City's cost recovery goal should be not sponsored or co-sponsored by the City. 100%. 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 c. When was the last time that their fees; structural plan checks,inspections). were comprehensively evaluated? /3 -6- i Budget and Fiscal Policies d. What level of.service do they provide sewer service, this means assessing reasonable '.µ ' compared with our service or franchise and property tax,in-lieu fees. performance standards? 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 canbe. 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 franchise 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 insetting City fees: charging the water and sewer funds a reasonable franchise fee for the use of City ENTERPRISE FUND FEES AND RATES streets is further supported by the results'.of recent studies in Arizona, California, Ohio and Vermont which concluded that the leading cause for street resurfacing and A. Water, Sewer and Parking. The City will set reconstruction is street cuts and trenching fees and rates at levels which fully cover the for utilities. total direct and indirect . costs—including operations, capital outlay and debt service—of 2. For the water fund, property tax in-lieu fees the following enterprise programs: water, sewer are established under the same methodology and parking. used in assessing property tax in-lieu fees to 11 I B. G61L Golf program fees and rates should fully the Housing Authority under our 1976 D �. agreement with them. Under this approach, cover direct operating costs. Because of the water fund property tax in-lieu charges are nature of the golf course with its focus a on youth and seniors, subsidies from the General about $30,000 annually, and grow by 2% Fund to cover indirect costs and capital per year as allowed under Proposition 13. improvements-maybe considered by the Council REVENUE DISTRIBUTION as part of the Financial Plan process, along with the need to possibly subsidize direct operating 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 General Fund revenues, and , accordingly, the strive to cover at least twenty percent of transit practice of designating General Fund revenues for operating costs with fare revenues. 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 following revenue distribution policies does not and adjust enterprise fees and rate structures as prevent the Council from directing General Fund required to ensure that they remain appropriate resources to other functions and programs as and equitable. necessary. E. Franchise and In-Lieu Fees. In accordance A. Property Taxes. With the passage of with long-standing th t practices, the City will treat proposition 13 on June 6, th California cities the water and sewer funds in the same manner as no longer can set their own property tax rates. if they were privately owned and operated. In In addition to limiting annual increases in t addition to setting rates at levels necessary to market value, placing a ceiling on voter- -� fully cover the cost of providing water and approved indebtedness, and redefining assessed 7 Budget and Fiscal Policies valuations, Proposition 13 established a INVESTMENTS maximum county-wide levy for general revenue . Ow purposes of 1% of market value. . Under subsequent state legislation, which adopted A. Responsibility. Investments and cash formulas for the distribution of this countywide management is the responsibility of the City levy, the City now receives a percentage of total Treasurer or designee. property tax revenues collected countywide as determined by the County Auditor-Controller. B. Investment Objective. . The City's primary investment objective is to achieve a reasonable Until November of 1996, the City had rate of return while minimising the-potential,for provisions in its Charter that were in conflict capital losses arising from market changes or with Proposition 13 relating to the setting of issuer default. Accordingly, the following property tax revenues between various funds. factors will be considered in priority order in For several years following the passage of determining individual investment placements: Proposition 13, the City made property tax allocations between funds on a pblicy basis that 1. Safety were generally in proportion to those in place 2. Liquidity before Proposition 13. Because these were general-purpose revenues, this practice was 3. Yield discontinued in 1992-93. With the adoption of a series of technical revisions to the City Charter C. Tax and Revenue Anticipation Notes: Not for in November of. 1996, this conflict no longer Investment..Purposes. There is an appropriate exists. role for tax and revenue an notes (TRANS) in meeting legitimate short-term cash B. Gasoline.Tax Subventions. All gasoline tax needs within the fiscal. year. However; many revenues (which are restricted by the State for agencies issue .TRANS as a routine business street-related purposes) .will be used for practice, not solely for cash flow purposes, but maintenance activities. Since the City's total to capitalize on the favorable difference between expenditures for gas tax eligible programs and the interest cost of issuing TRANS as a tax- projects are much greater than this revenue preferred security and the interest yields on them source, operating transfers will be made from if re-invested at full market rates: the gas tax fund to the General Fund for this purpose. This approach significantly reduces As part of its cash flow management and the accounting efforts required in meeting State investment strategy, the City will only issue reporting requirements., TRANS or other forms of short-term debt if necessary to meet demonstrated cash flow needs; C. Transportation Development Act (TDA) TRANS or any other form of short-term debt Revenues. All TDA revenues will be allocated financing will not be issued for investment to alternative transportation.programs, including purposes. As long as the City maintains its regional and municipal transit systems, bikeway current policy of maintaining fund/working improvements, and other programs or projects. capital balances that are 20% of operating designed to reduce automobile usage. Because expenditures, it is unlikely that the City would TDA revenues will not be allocated for street need to issue TRANS for cash flow purposes purposes, it is expected that alternative except in very unusual circumstances. transportation programs (in conjunction with other state or federal grants for this purpose)will D. Selecting Maturity Dates. The City will strive be self-supporting from TDA revenues. to keep all.idle cash balances fully invested through daily projections of cash flow D. Paridng Fines. All parking fine revenues will requirements. To avoid forced liquidations and beallocated to the parking fund. losses of investment earnings, cash flow and future requirements will be the primary consideration when selecting maturities. -8-. 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 & Information types and maturities. Technology/City Treasurer, .Finance Manager and the City's independent auditor. F. Authorized Investments. The City will invest only in those instruments authorized by the L. Reporting. The City Treasurer will develop and California Government Code Section 53601. maintain a comprehensive, well-documented. investment reporting system, which will comply _The City will not invest in stock, will not with Government Code Section 53607. This speculate and will not deal in futures or options. reporting system will provide the Council and The investment market .is highly volatile and the Investment . Oversight Committee with continually offers- new and creative appropriate investment performance opportunities for. enhancing interest earnings. information. Accordingly, the City will thoroughly investigate any new investment vehicles before APPROPRIATIONS LIMITATION. committing City funds to them. G. Authorized .Institutions. Current financial A. The Council will annually adopt a resolution statements will be maintained for. each establishing the City's appropriations . limit institution in which cash is invested calculated in accordance with Article XII-B of Investments will be limited to 20 percent of the the Constitution of the State of California, total net worth of,any institution and may be Section 7900 of. the State of California reduced further or refused altogether if an Goverment Code, and any other voter approved _ institution's financial . situation becomes amendments or state legislation that affect the . unhealthy. City's appropriations limit. H. Consolidated Portfolio_. In order to maximize B. The supporting documentation used in . yields from its overall portfolio, the City will calculating the City's appropriations limit and consolidate cash balances from all funds for projected appropriations subject to the limit.will investment purposes, and will allocate be available for public and Council review at investment earnings to each fund in accordance least 10 days before Council consideration of a with generally accepted accounting principles. resolution to adopt an appropriations limit. The Council will generally consider this.resolution in 1. Safekeeping. Ownership of the City's connection with final approval of the budget. investment securities will be protected through - third-party custodial safekeeping. C. The City will strive to develop revenue sources, both new and existing, which are considered J. Investment Management Plan. The City non-tax proceeds in calculating its Treasurer will develop and maintain an appropriations subject to.limitation. Investment Management Plan that addresses the City's administration of its portfolio, including D. The City will annually review user fees and investment strategies,practices and procedures. charges and report to the Council the amount of program subsidy, if any, that is being provided K Investment Oversight Committee. Asset forth by the General or Enterprise Funds. in the Investment Management' Plan, this committee is responsible for reviewing the E. The City will actively support legislation or City's ,portfolio on an . ongoing . basis to initiatives sponsored or approved by League of determine compliance with the City's California Cities which would .modify Article investment policies and for making XIII-B of the Constitution in a manner which recommendations regarding investment would allow the City to retain projected tax . A -9- Budget and Fiscal Policies revenues resulting from growth in the local and insurance recoveries will.be credited to the economy for use as determined by the Council. Fleet Replacement Fund. F. The City will seek voter approval to amend its C. Future Capital Project Designations: The appropriation limit at such time that tax proceeds Council may designate specific fund balance are in excess of allowable limits. levels for future development of capital projects that it has determined to be in the best long-term FUND BALANCE AND RESERVES interests of the City. D. Other Designations and.Reserves. In addition A. Minimum Fund and Working Capital to the designations noted above, fiord balance Balances. The City will maintain a minimum. levels will be sufficient to meet funding fund balance of at least 20% of, operating requirements for projects approved in prior years expenditures in the General Fund and a . which are carried forward into the new year; minimum working capital balance of 20% of debt service reserve requirements; reserves for operating expenditures in the water, sewer and encumbrances; and other reserves or parking enterprise funds. This is considered the designations required by contractual obligations, minimum level necessary to maintain the City's state law, or generally accepted accounting credit worthiness and to adequately provide for: principles. 1. Economic uncertainties, local disasters, and CAPITAL IMPROVEMENT MANAGEMENT other financial hardships or downturns in the local or national economy. 2. Contingencies for unseen operating or A. CIP Projects: $15,000 or More. Construction projects and equipment purchases which cost capital needs. ` J $15,000 or more will be included in the Capital 3. Cash flow requirements. Improvement Plan (CIP); minor capital outlays of less than $15,000 will be included with the As part of the City's budget-balancing strategy operating program budgets. for 2005-07, the projected ending fiind balance at June 30, 2007 will be 15% of operating B. CIP Purpose. The purpose of the CII' is to, expenditures. It is the City's goal to return to systematically plan, schedule, and finance the full policy level in 2007-09., capital projects to ensure cost-effectiveness as well as conformance with established policies. B. Fleet Replacement. For the General Fund fleet, The CII' is a four-year plan organized into the the City will establish' and maintain a Fleet same functional groupings used for the operating Replacement Fund to provide for the timely programs. The CIP will reflect a balance replacement of vehicles and related equipment between capital replacement projects that repair, with an individual replacement cost of$15,000 replace or enhance existing facilities, equipment or more. The City will maintain a minimum or infrastructure;and capital facility projects that fund balance in the Fleet Replacement Fund of significantly expand or add to the City's existing at least 20% of the original purchase cost of the fixed assets. items accounted for in this fund. C. Project Manager. Every CIP project will have The annual contribution to this fund will a project manager who will prepare the project generally be based on the annual use allowance, proposal, ensure that required phases are which is determined based on the estimated life completed on schedule, authorize all project of the vehicle or equipment and its original expenditures, ensure that all regulations and I_ purchase cost. Interest earnings and sales of lawsare observed, and periodically. report surplus equipment as well as any related damage project status.. /7 -10- { Budget and Fiscal Policies D. CIP Review Committee. Headed by the City Expenditures for this project phase are Administrative Officer or • designee, this included in the Debt Service section of the Committee 'will review project proposals, Financial Plan. determine project phasing, recommend project managers, review and evaluate 'the draft CIP Generally, it will become more difficult for a budget document; and report CIP .project . project to movefrom one phase to the next. As progress on an ongoing basis. such, more projects will be studied than will be designed, and more projects will be designed E. CIP Phases. The CIP will emphasize project than will be constructed or purchased during the` planning, with projects progressing through. at term of the CIP. least two and up to ten of the following phases: F. CIP Appropriation. The City's annual CIP 1. Designate Appropriates funds based on appropriation for . study, design, acquisition projects designated for funding by the and/or construction is based on the projects Council through adoption of the Financial designated by the Council through adoption of Plan. the Financial:Plana Adoption of the Financial Plan CIP appropriation does not automatically 2. Study. Concept design, site selection, authorize funding for specific project phases. feasibility analysis, schematic design, This authorization generally occurs only after environmental determination, property the preceding project phase has been completed appraisals, scheduling, grant application, and approved by the Council and costs for the grant approval, specification preparation for succeeding phases have been fully developed. equipment purchases. Accordingly, project . appropriations are \ • 3. Environmental Review. EIR preparation, generally made when contracts are awarded. If 9$ other environmental studies. project costs at the time of bid award are less than the budgeted amount, the balance will be. 4. .Real Property Acquisitions. Property unappropriated and returned to fund balance or acquisition for projects, if necessary. allocated to another project. If project costs at the time of bid award are greater than budget 5. Site Preparation. Demolition, hazardous amounts,five basic options are available: materials abatements, other pre-construction work. 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 fund balance. .9. Equipment Acquisition&. Vehicles, heavy machinery, computers, office furnishings, 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 froth 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, funded through debt financings. -I1- Budget and Fiscal Policies will not.lapse until completion of the project 2. Debt financing will not be considered phase. appropriate for any recurring purpose such as current operating and maintenance R. Program Objectives. Project phases will be expenditures. The issuance of short-term listed as objectives.in the program narratives of instruments such as revenue, tax or bond the programs,which manage the projects. anticipation notes is excluded from this limitation. (See Investment Policy) I. Public Art. CIP projects will :be evaluated during the budget process and prior to each 3. Capital improvements will be financed phase for conformance with the City's public art primarily through user fees, service charges, policy, which generally requires. that I% of assessments, special taxes or developer eligible project construction costs be set aside agreements when benefits can be for public art. Excluded from this requirement. specifically attributed to users of the facility. are underground projects, utility infrastructure Accordingly, development impact fees. projects, funding from outside agencies, and should be created and implemented at levels costs other than construction such as study, sufficient to ensure that new development . environmental review, design, site preparation, pays its fair share of the cost of constructing land acquisition and equipment purchases. necessary community facilities. It is generally preferred that public art be 4. Transportation impact fees are a major incorporated directly into the project, but this is funding source in financing transportation not practical or desirable for all projects; in this system improvements. However, revenues case, an in-lieu contribution to public:art will be from these fees are subject to significant made. To ensure .that funds are adequately fluctuation based on the rate of new budgeted for this purpose regardless of whether development. Accordingly, the following public art will be directly incorporated into the guidelines will be followed in designing and project, funds for public art will be identified building projects funded with transportation separately in the CII'. impact fees: Given the City's fiscal situation for 2005-07, a: The availability of transportation impact public art will be .funded at the same level fees in funding a specific project will be required by the private sector: 0.5% rather than analyzed on a case-by-case basis as plans and specification or contract awards .are submitted for CAO or CAPITAL FINANCING Council approval. AND DEBT MANAGEMENT b. If adequate funds are not available at that time, the Council will make one of A: Capital Financing two determinations: 1. The City will consider the use of debt • Defer the project until funds are financing only for one-time capital available. improvement projects and only under the . Based on the high-priority of;the following circumstances: project, advance funds from the General Fund which will be a. When the project's useful life. will reimbursed as soon as funds become exceed the term of the financing. available. Repayment of General b. When project-.revenues or specific Fund advances will be the first use resources will be sufficient to service of transportation impact fee funds the long-term debt. when they become available. -12- Budget and Fiscal Policies 5. The City will usethe following criteria to This analysis will also address the reliability �1 evaluate; pay-as-you-go versus long-term of revenues to support debt service. financing in funding capital improvements: 3. The City will generally.conduct financings Factors Favoring on a competitive basis. However,negotiated Pay-As-You-Go Financing financings may be used due to market volatility or the .use of an unusual or a. Current revenues and adequate fund complex financing or security structure. balances are available or project phasing can be accomplished. 4. The City willseek an investment grade rating (Baa/BBB greater) on anydirect b. Existing debt levels adversely affect the B .debt and will seek credit enhancements such City's credit rating. as letters of credit or insurance when c. Market conditions are unstable or necessary for marketing purposes, present difficulties in marketing. availability and cost-effectiveness. Factors Favoring Long Term Financing 5:, The City will monitor all forms of debt annually coincident with the City's Financial. d. Revenues available for debt service are Plan preparation and review process and deemed sufficient and reliable so that report concerns and remedies, if needed, to long-term financings can be marketed the Council. with investment grade credit ratings. e. The project securing the financing is of 6. .The City will diligently monitor its the type, which will support an compliance with bond covenants and ensure its adherence to federal arbitrage investment grade credit rating. �i regulations. f. Market conditions present favorable interest rates and demand for City 7. The City will maintain good, ongoing financings. communications with bond rating agencies g. A project is mandated by state or federal about its financial condition. The City will requirements, and resources are follow a policy of full disclosure on every insufficient or unavailable. financial report . and bond prospectus (Official Statement). h. The project is immediately required to meet or relieve capacity needs and C. Debt Capacity current resources are insufficient or unavailable. 1. General Purpose Debt Capacity. The City i. The life of the project or asset to be will carefully monitor its levels of general financed is 10 years or longer. purpose debt. Because our general purpose debt capacity is limited, it is important that B. Debt Management we only use general purpose debt financing. . for high-priority projects where we cannot. 1. The City will not obligate the General Fund reasonably use other financing methods for to secure long-term financings except when two key reasons: . marketability can be significantly enhanced. a. Funds borrowed fora project today are 2. An internal feasibility analysis will be not available to fund other projects prepared for each long-term financing which tomorrow. analyzes, the impact on current and.future b. Funds committed for debt repayment y budgets for debt service and operations. today are not available to fund operations in the future. 43- Budget and Fiscal Policies In evaluating debt capacity, general-purpose City, such as land-based assessment annual debt service payments . should districts, tax allocation bonds or conduit generally not exceed 10% of General Fund financings. revenues; and in no case should they exceed c. The bonds will not be rated or insured. . 15%. Further, direct debt will not exceed 2%-of assessed valuation; and no more;than d. The City's financial advisor, bond 60% of capital improvement outlays will be counsel or underwriter recommends that funded from long-term financings. the City .retain an independent disclosure counsel based on the 2. Enterprise Fund Debt Capacity. The City circumstances of the financing. will.set enterprise fiord rates at levels needed to.fully cover debt service requirements as E. Land-Based Financings well as operations, . maintenance, administration and capital improvement 1. Public Purpose. There will be a clearly costs., The ability to afford new debt for articulated public purpose in forming an enterprise operations will be evaluated as an assessment or special tax district in integral part of the.City's rate review and financing . public . infrastructure setting process. improvements. This should include a finding by the Council as to why this form D. Independent Disclosure Counsel of financing is preferred over other funding options such as impact fees, reimbursement The following criteria will be used on a case-by- agreements or direct developer case basis in determining whether the City responsibility for the improvements. should retain the .services of an independent disclosure,counsel in conjunction with specific 2. Eligible Improvements. Except as project financings: otherwise determined by the Council when proceedings for district formation are 1. The City will generally not retain the commenced, preference in financing public services of .an independent disclosure improvements through a special tax district counsel when all of the . following shall be given for those public circumstances are present: improvements that help achieve clearly identified community facility and a. The revenue..source for repayment is infrastructure goals in accordancewith under the management or control of the adopted facility and infrastructure plans as City, such as general obligation bonds, set forth in key policy documents such as revenue bonds,, lease-revenue bonds or the General Plan, Specific Plan, Facility or certificates of participation. Infrastructure Master Plans, or Capital Improvement Plan. Such improvements b. The bonds will be rated or"insured. include study, design, construction and/or. 2. The City will consider retaining the services acquisition of: of an independent disclosure counsel when a. Public safety facilities. one or more of following circumstances are present: b. Water supply, distribution and treatment systems. a. The financing will be negotiated, and c. Waste collection and treatment systems. the underwriter has not separately engaged an underwriter's counsel for d. Major transportation system improvements, such disclosure purposes. as freeway interchanges; bridges; intersection b. . The revenue source for repayment is not improvements; construction of new or under the management or control of the widened arterial or collector streets 2� -14 Budget and Fiscal Policies , (including related landscaping and of credit further securing the financing may . ligliting); sidewalks and other pedestrian be required. paths; transit facilities; and'bike paths. e. Storm drainage, creek protection and 5. Reserve Fun& A reserve fund should. be flood protection improvements. established in the lesser amount of: the maximum annual,debt service; 125% of the f Parks, trails, community centers and annual average debt service; or 10% of the other recreational facilities. bond proceeds. g. Open space. 6. Value-to-Debt Ratios. The minimum value- h. Cultural and.social service facilities. to-date ratio should generally be 4:1: This i. Other governmental facilities and means the value of the property in the improvements such as offices, district; withIthe public improvements,. information technology systems and should be at least four times the amount of telecommunication systems. the assessment or special tax debt. In special circumstances, after conferring and School facilities will not be financed except receiving the concurrence of the City's under appropriate joint community facilities financial advisor and bond counsel that a agreements or joint exercise of powers lower value-to-debt ratio is financially agreements between the City and school prudent under the circumstances, the City districts. may consider allowing a value-to-debt ratio. 3. Active Role. Even though, land-based of 3:1. ' The Council should make special findings in this case. financings may be a limited obligation of the / City, we will play an active role in m �•.. Appraisal Methodology. Determination of managing the district: This means that the `} value of property in the district shall be City will select. and retain. the financing based upon the full cash value as shown on team, including the financial advisor, bond the ad valorem assessment roll or upon an counsel, trustee, appraiser, disclosure appraisal by an independent Member counsel, assessment engineer and Appraisal Institute (MAI). The definitions, underwriter. standards and assumptions to be used for appraisals shall be determined by the City Any costs incurred by the City in retaining on a case-by-case basis, with input from . these services will generally be the City consultants and district applicants, and 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 4. Credit Quality. When a developer requests Investment Advisory Commission. a district, the City will carefully evaluate the g Capitalized Interest.Daring Construction. applicant's financial plan and ability to carry 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- out. This may include detailed background, allowed, it should improve the credit quality of the bonds and reduce borrowing costs, credit and lender checks, and the prepmarket preparation benefiting both current and future property of independent appraisal reports and absorption studies. For districts where one owners. 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 ZZ -15- Budget and Fiscal Policies_ similar districts) should generally not exceed F. Conduit Financings 1% of the sales price of the property; and total property taxes, special assessments and I. The City will consider requests for conduit special taxes payments collected on the tax financing on a case-by-case basis using the roll should generally not exceed 2%. following criteria: 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 purpose 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 reviewof 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, .i 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, and for the.district as a whole, on a case-by- approval evaluation, and :recommending approval of appropriate financing . case basis before initiating foreclosure documents if warranted. proceedings. This two-step approach ensures that the 13. Disclosure. to Bondholders. In general, issues are clear for both the City and each property owner who accounts for more applicant, and that key policy questions are than 10% of the annual debt service or answered. bonded indebtedness must provide ongoing disclosure information annually asdescribed3 The workscope necessary to address these under SEC Rule 15(c}12. issues will vary from request to request, and will have to bedetermined 14: Disclosure to Prospective Purchasers. Full . ed on a case-by-case disclosure about outstanding balances and basis. Additionally, the City. should l generally be fully reimbursed for our costs annuapayments-should be made by the in evaluating the request; however, this seller to prospective buyers at the time that should also be determined on a case-by-case the buyer bids on the property. It should not basis. be deferred to after the buyer has made the 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 determine refinancing opportunities. Refinancings will be considered (within -16- Budget and Fiscal Policies federal _ tax law constraints) under the a. Fill an authorized regular position. ^y following conditions: b. Be assigned to an appropriate bargaining a. There is a net economic benefit: ant' . c. Receive salary and benefits consistent b. It is needed to modernize covenants that with labor agreements or other are . adversely affecting the City's compensation plans. fmancial position or operations. c. The City wants to reduce the principal 3. To manage the growth of the regular work outstanding in order to achieve future force and overall staffing costs,the City will debt service savings, and it has available follow these procedures: working capital to do so from other sources. a. The Council will authorize all regular positions. 2. Standards for Economic Savings. In b. The Human Resources Department will general, refinancings for economic savings coordinate and approve the hiring of all will be undertaken whenever-net present value savings of at least five percent(5%)of regular and temporary employees. the refunded debt can be achieved. c. All requests for additional .regular positions will include evaluations of. a. Refinancings that produce net present The necessity, term and expected value savings of less than five percent results c the proposed activity. Will be considered on a case-by-case basis, provided that the present value Staffing and materials costs savings are at least three percent(3%) of including salary, benefits, the refunded debt. equipment, uniforms, clerical support and facilities. b.- Refinancings with savings of less than three percent (3%), or with negative • The ability of private industry to savings, will not be considered unless provide the proposed service. there. is a compelling public policy . Additional revenues or cost savings, objective. which may be realized. HUMAN RESOURCE MANAGEMENT 4. Periodically, and before any request for additional regular positions, programs will A. Regular Staffing be evaluated to determine if they can be accomplished with fewer regular employees. 1. The budget will . fully appropriate the (See Productivity Review Policy) resources needed for authorized regular staffing and will limit programs to the 5. Staffing and contract service_cost ceilings regular staffing authorized. will limit total. expenditures for regular employees, temporary employees, and 2. Regular employees will be the core work independent contractors hired to provide force and the preferred means of staffing operating and maintenance services. ongoing, year-round program activities that should be performed by full-time City B. Temporary Staffing employees rather than independent contractors. The City will strive to provide 1. The hiring of temporary employees will not. competitive compensation and benefit be used as an incremental method for schedules for its authorized regular work expanding the City's regular work force. force. Each regular employee will: 17 { Budget and Fiscal Policies 2. Temporary employees include all employees C. Independent Contractors other than regular . employees,: elected officials. and volunteers. Temporary Independentcontractors are not City employees. employees will generally augment regular They may be used in two situations: City staffmg as extra-help employees, seasonal_ employees, contract employees, 1. Short-term, peak workload assignments to intems and work-study assistants.. be accomplished using personnel contracted through an outside temporary employment 3. The City Administrative Officer (CAO) and agency (OEA). In this situation, it is Department Heads will encourage the use of anticipated that City staff will closely temporary rather than regular employees to monitor the work of OEA employees and . meet peak workload .requirements, fill minimal training will be required. However, interim.. vacancies, and accomplish tasks they will always be considered the where less than full-time, year-round employees of the OEA and not the City. All staffing is required . placements through an OEA will be coordinated through the Human Resources Under this guideline, temporary employee Department and subject to the approval of hours will generally not exceed 50% of a the Human Resources Director. regular, full-time position (1000 hours annually). There. may be limited 2. Construction of public works projects and circumstances where the use of temporary delivery of operating, .maintenance or . employees on an ongoing basis in excess of specialized professional services not this target may be appropriate due to unique routinely performed. by City employees. programming. or staffing requirements.. Such services will be providedwithout close CHowever, any such exceptions must be supervision by City staff, and the required approved by the CAO based on the review methods, skills and equipment will generally and . recommendation of the Human be determined and provided by the Resources Director. contractor. Contract awards will be guided . by the City's purchasing policies and 4. Contract employees are defined as procedures. (See Contracting for Services temporary employees with written contracts Policy) approved by the CAO who may receive approved benefits depending on hourly PRODUCTIVITY requirements and. the length of their contract. Contract employees will generally be used for medium-term(generally between Ensuring the "delivery of service with value for six months and two years) projects, cost" is one of the key concepts embodied in the programs or activities requiring specialized City's Mission Statement (San Luis Obispo Style— or augmented levels of staffing for a specific Quality with Vision). To this end, the City will period. constantly monitor and review our methods of operation to ensure that services continue to be The services of contract employees will be delivered in the most cost-effective manner possible. discontinued upon completion of the This review process encompasses a wide range of assigned project, program or activity. productivity issues, including: Accordingly, contract employees will not be used for services that are anticipated to be. A. Analyzing systems and procedures to identify delivered on an ongoing basis. and remove unnecessary review requirements. B. Evaluating the ability of new technologies and C' related capital investments to improve productivity. �S. -18- Budget and Fiscal Policies C. Developing the skills and.abilities of all City 2. Private sector contracting approaches under => employees. this policy include construction projects, professional. services, outside employment 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 levels; they will be seriously considered as managing the City's support._service functions. viable service delivery alternatives using the Although some level of centralization is evaluation criteria outlined below. necessary for review and control purposes, decentralization supports productivity by: 5., For programs and activities currently provided by City employees, conversions to 1. Encouraging accountability by delegating 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 Within the general policy guidelines stated procedures. above, the cost-effectiveness of contract services in meeting established service levels will be 4. Improving the organization's. ability to determined on a case-by-case basis using the respond to changing needs, and identify and following criteria:. implement cost-saving programs. 1 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 2. Can the contract be effectively and efficiently administered?. A. General Policy Guidelines 3. What are the consequences if the contractor fails to perform, and can the contract I. 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 opportunity for cost containment 4. . 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 5. 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 contractor's performance after bid award? L 2. -19- Budget and Fiscal Policies . 6. Does the use of contract services provide us with an opportunity to redefine service levels? 7. Will the contract limit our ability to deliver emergency or other high priority services? 8. Overall, can the City successfully delegate the performance of the service but still retain accountability and responsibility for its delivery? C� a7 -20- Display Ad Published in C' • The Tribune • New Times • SLO City News Cly of j :A- san tins OBISPO I 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 with the passage of Measure Y in November 2006; which will bring$4.5 million annually in added General Fund revenues, its an especially important question this budget season. The City is starting to prepare our next two-year budget=the 2007-09 Financial Plan. Its purpose is to link the most important, highest priority things for the City to achieve over the next two years with the resources needed to do so. In setting goals for 2007-09 as part of the community Forum budget process, the Council wants to know Wednesday, January 10, 2007 what you think are important community 6:30 to 9:30 PM priorities for the next two years. Ludwick Community Center Please join us at the Community Forum on 864 Santa Rosa Street the evening of January 10, 2007, where participants will have 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. The comments and suggestions received At this forum will play an important role in shaping the City's spending priorities. 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. i GCOP L&I IA ; n city of `x A P san tins 0131.spo ' 990 Palm Street■San Luis Obispo,CA 93401 a(805)781-7125■fax:(805)781-7401 e Email:bstatter@sloeity.org News Release DATE: January 3, 2007 RELEASE: Immediate (805) 7814125. 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 2007-09 Financial Plan. Its purpose is to link the most important, highest priority things for the City to achieve 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 i what the members of our community believe are the most important priorities for the City to address. And with the passage of Measure Y in November 2006, which.will bring $4.5 million annually in added General Fund revenues, 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. The comments and suggestions received at this forum will play an important role in shaping the City's spending priorities. This forum will be held on Wednesday. January 10, 2007, 6.30 PM at the Ludwick Community Center, 864 Santa Rosa Street This forum will be followed by an all-day Council goal-setting.workshop on Saturday, January 27 2007 where the Council will set major City goals for the next two years. These will guide preparation of the 2007-09 Financial Plan and Budget. This Council workshop will begin. at 8:30 AM, and will be held in the City/County Library Community Room, 995 Palm Street. Highlighting the opportunity for citizen participation, City Administrator Ken Hampian said: "We are always looking for more effective ways of involving the community in setting the course for our City. The Council and staff will be present at the Community Forum on January 10 o hear ideas from the community before the Council sets and prioritizes goals on January 27." 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 Telecominunicatiops Device for the Deaf(805)781-7410. to rA Its : „n . Urn . c aN � .y wry ei Ed 4-4 ... 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O v Li 61 «gyp. > > R O L. -°: O U iy. -. y„ U O T O. > Cn R - C T h y y0 3 COO � .� O T m al al Zt O w y � O O >,: > C C y � w 0 = m e0a Y 3 f+ "" N Z > � u at � 'v o o.w m o N > o G4 D o m W a `oma y ai o" ti a o ¢ y Lo o C7 0 O w co y C p C ti C ca a Y" 0 d ca a N -0 i >r -74) ca rA y y p y y d y O H h C y X U COO > p O ,Z y L' O O . x y E 0 y � x c _ � onv � ' p V0w h o � z .? m a 7 0 0 0 o a� O 0 > 0 > h G .+ a o � 0 o a a ou U °' o a .. w m a 0 ° .ce O .a ca 3 a V z T O -o ea .: .0 ca w .0 a C. w w F o .sa 0. *OL city of ? , �vyoaL,A �/ /IIS /01 &VW*1 • / " Ali san Luis oslspo r' 6 - Ain/ Dicey.. 6+^v Zo a !e 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 with the passage of Measure Yin November 2006, which will bring$4.5 million annually in added General Fund revenues, it's an especially important question this budget season. Next June, the Council will approve a two-year budget Goal-Setting Process. Our City's budget is based on for 2007-09. In San Luis Obispo, this is much more goals established by the Council before the staff begins than a"numbers" document:.the budget determines the preparing the preliminary budget. The Council City's resource priorities and sets our course for the develops these goals only after hearing from our next two years. citizens, representatives of community organizations and Council advisory bodies. Even with the recent Favorable Fiscal Outlook. The City is facing its most passage of Measure Y, our resources are still limited, favorable fiscal outlook in many years. This is due to so we need to hear from you about what is truly three key factors: important to our community: what our highest priorities should be over the next two years. • Passage of Measure Y. This '/2-cent sales tax . 1 measure was adopted with 65% voter approval on We need your help in two important ways: November 7, 2006. We estimate that it will generate $4.5 million in added General Fund O Fill out and return to us the brief questionnaire revenues. on the reverse side of this bulletin You can mail it, fax it,email it or drop it by any City office. • Structural Budget Balance. With the actions we have taken beginning in 2003, we have achieved p Attend our Community Forum on January 10, "structural budget balance" for the long-term. 2007 from 6:30 to 9:30 PM at the Ludwick This means that the added revenues from Measure Community Center, 864 Santa Rosa Street. This Y will not be required simply to forestall even forum is an opportunity to present your ideas to the greater cuts, but can be used for service Council and then discuss them with other residents, restorations and new initiatives,based on the goals community groups and. Council advisory body that emerge during the City's budget process. members. It's a chance not only to provide your own input but also to see how your ideas fit in a broader • Strong Financial Condition. Because of our community context. prudent planning and budget balancing actions,we will go into the 2007-09 Financial Plan process City staff will compile the results and other with strong reserves that are above our minimum submissions from the public for the Council to review policy level. While this is a "one-time" source, it in advance of its goal-setting workshop on Saturday, can appropriately be used for one-time purposes January 27,2007,when the Council will consider all of like facility and infrastructure improvements to our the previous input it has received in setting major City streets,storm drains and pants. goals for the next two years. If you have any questions about the City's goal-setting and budget process,please call P Bill Statler,Director of Finance& Information Technology,at(805)781-7125. 32 ® 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. s 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 2007-09. 0 For background information in developing your goals, © you may be interested in the following priorities that emerged over the last 18 months from surveys and ® community outreach efforts during consideration of placing a sales tax revenue measure on the ballot. O • Repairing and maintaining - City streets, potholes, parks and storm drains. • Continuing programs that © . reduce and effectively manage traffic congestion: • Improving levels of police, fire and paramedic You can share your goals with us in several ways: services. • Mail it.. Postage is prepaid. Just fold, tape and mail. • Preserving open space. • Fax it. Our fax number is 781-7401. Protecting senior services • Email it. bstatler@slocity.org and programs. • Drop it by. Any City office. - Fold and Taee Here for hfeiling _____ NO POSTAGE NECESSARY - IF MAILED IN THE UNITED STATES BUSINESS REPLY MAIL 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 C' SAN LUIS OBISPO CA 93401-9938 33 . �q I memoRAn8um . . August 31,2006 TO: All Advisory Body Chairs FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance&Information Technology �yq � SUBJECT: 2007-09 FINANCIAL PLAN—AND YOUR IMPORTANTII ROLE IN IT At the July 13 2006 Mayor/Council Advisory Body Chair quarterly meefmg,.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 2007-09 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. The purpose of this memorandum is to provide you with an overview of the City's goal-setting and budget process, and your important role in this process. About the City's Budget Process Stated simply, the purpose of the City's budget process is to link what we want to accomplish for the community with the resources necessary to do so. Our budget process does this by: 1. Clearly setting major City goals and other important objectives. 2. Establishing reasonable timeframes and organizational responsibility for achieving them. 3. And then allocating the resources required for implementation. In setting goals for the 2007-09 Financial Plan, the Council wants to meaningful engage the community in surfacing the most important, highest priority things for the City.to accomplish over the next two years. And receiving recommendations from Council advisory bodies is an important part of this process. . Attached are summaries of the City's goal-setting and budget process, and the important role that advisory bodies play in :this process. Also attached is the City's "Budget-in-Brief," which includes the current major City goals for 2005-07 as well as a summary of the key fiscal issues facing us. 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. 2007-09 Financial Plan: Council Advisory Body Role Page.2 It will be especially helpful if your written comments could succinctly address what you are . requesting for the community, why it is important to San Luis Obispo, and any creative ideas you have about how to achieve it. Preparation and Submittal of Advisory Body Goal Recommendations We plan to use a process similar to the one we used two-years ago. After receiving.initial goal recommendations from all advisory bodies, we will provide 'each".advisory, body with a consolidated set of all advisory body recommendations for their review. After reviewing the goals by other advisory bodies, each advisory body is welcome to make changes in their final recommendations to the Council. Your goals are due by November 1, 2006. You will be provided with,t a consolidated goals by November 15, and any revisions are due by December 28, 2006. Placing Goal-Setting in the City's Fiscal Context 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 fiscal challenges ahead of us. .As discussed in the attached "Budget-in-Brief," the City continues to face a very difficult fiscal outlook. On the heels of closing a $7 million General Fund budget gap in 2003-05 —and another $1.4 million the following year=we were faced with a $2.1 million gap in 2005.07, largely due to continued State takeaways. .For 2005-07, we were successful in preparing a Financial Plan that reasonably balances the delivery of core services with the resources available to us. However, achieving this balance required service reductions in all areas of the City's operations, including public General Fund Budget-Balancing Strategy safety and basic infrastructure maintenance like street paving. ❑Rese%es + © Capital The sidebar chart summarizes the strategyProgram ® New $ cuts we have used over the last three years in Increased 42% closing budget gaps, which consisted of user Fees using reserves; further reducing capital and 14v° Expenditures:68°k operating program costs and related service o operating L levels (including cutting over 25 positions); ProgramE and implementing selected new revenues as cuts allowed under Proposition 218. ' 26% As reflected in .this chart, expenditure reductions accounted for about 70% of the budget balancing strategy. � j 2007-09 Financial Plan:Council Advisory Body Role page 3` How does the November 2006 revenue ballot measure affect this process? The short answer. It -. - doesn't The slightly longer answer: Regardless of whether the measure passes or fails, the fundamental purpose of the City's goal--setting and budget process remains unchanged: linking what we want to accomplish.for our community over the next, two years with the resources necessary to do so. Obviously, if the measure.passes, we wan if it doesnt ssill have more resources th ' . However, we believe the process that we have used in the past will serve us well in setting goals and preparing the budget for 2007-09 regardless of the outcome of the election. 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, 2006 ® Any revisions are due by December 28, 2006 Budget Workshop: Status of Current Goals, Long-Term Plans and General Your advisory body support staff will assist you Fiscal Outlook in this process, and will be responsible for Thursday, November 16, 2006 - scheduling your goal development process and for 10:00 AM to 3:00 PM submitting your recommendations for inclusion in Council Chambers the consolidated report to the Council of all 990 Palm Street Budget Workshop: i advisory body goals. 9 p• Fiscal Foundation Tuesday; December 12, 2006 7:00 to 10:00 PM Upcoming Council Budget Workshops We Council Chambers welcome.your attendance, at any of the upcoming 996 Palm Street budget workshops (see.the sidebar) and we will be Community Forum happy to provide you with copies of the agenda Wednesday, January 10, 2007 reports and background materials upon request. 6:30 to 9:30 PM Ludwick Community Center For More Information. If you have any 864 Santa Rosa Street questions about the City budget process and your Council.Goal-Setting Workshop important role in it, please call Ken Hampian, Saturday,January 27, 2007 City Administrative Officer,.at 781-7114 or Bill 8:30 AM to 4:00 PM Statler, Director City/County Library Community Room of Finance & Information 995 Palm Street Technology, at.781-7125. Major City Goal Work Programs ATTACHMENTS Tuesday,April 10, 2007 7:00 to 10:00 PM Council Chambers ■ Advisory Body Role in the Budget Process 990 Palm Street ■ Budget Process.Overview E Budget-in-Brief Cc Council,All Advisory Body Members,Department Heads and Advisory Body Staff Liaisons sw 5 �f S�� L Db /9" U �7 93 /' iV• �T/u/ /Pi's- �1- L p (j`' V IY>f1 S yr3�-f r SLCC�PSS apt u J �cieY1 jL� ry We a �ST�td✓ �vou� e6wvlered /h �� SGGrSSe� &Wjet t SOY/O/-/ 7 e S a hJ o PjC e r SCJ Sd7 o f1 s" J U r, zHcreased rAr 6i zdo A�(eP�Pr- aP0 � p a)k,Gk arr o -en o Y/ �naki y m d a- L ��re�s �of ce�h-lribA4ovi fo 7c/Le rar 3. LdGI� lGtCp�� p �AhCP f user y 9 ra..e) l-s l�, �i ori �►''a-i �s I _l-, ,l �-as� uCmc {-•e y�CcIMdC(jagce d h r, Su 1, siGPt tis -6 4 ram .syr, 5,km LoI d -P rPs i ki e� eck a�j �Irornoyl evr e'- S� vin� ua' �ec� ��P►�c�sS Hooper, Audrey From: Hampian, Ken Sent: Thursday, January 25,2007 10:48 AM To: Hooper,Audrey Cc: Statler, Bill =RECEIVEDSubject: FW: Meeting January 27Please Red File for Saturday. -----original Message----- From: Agatha Reardon [mailto:agathar@charter.net] Sent: Thursday, January 25, 2007 5:43 AM To: Hampian, Ken Subject: Meeting January 27 Hi Ken, I want so much to be at the meeting on Saturday, but will be having the cervical fusion operation on my neck on Friday, and will be in the hospital. Could you please let Mayor Romero and Members of the City Council know that I wanted to be there to support the needs already expressed by members of the Senior Community. I also want to emphasize the urgency to begin the process for a new Community/Senior Center. I believe it is truly needed. I believe that many members of the community are recognizing the need, and that once we start the process we can make it happen. Thank you very much for all the energy and effort you put into your work. Very Best Wishes, Agatha Reardon e0a"I �. G CIf �U Page 1 of 1 Settle Allen From: Sandra [macsar99@yahoo.com] Sent: Wed 1/24/2007 9:56 PM To: Brown, Paul; Carter;Alice; Mulholland,Christine; Romero, Dave; Settle,Allen RECEIVED Cc: Hampian,Ken; Linden, Deborah Subject: City Goal Setting JAN 2 5 2001 Attachments: Honorable Mayor and Members of the City Council, SLO CITY CLERK Prior to the November election and the passage of Measure Y,city staff hosted informational meetings to explain the need for additional funds.. I attended two of those meetings. At both, Ken Hampian,Bill Statler,and sometimes others,explained how State take-aways had cramped the city's ability to adequately maintain its infrastructure. Residents were asked to pass this measure with the understanding that monies derived from the additional tax would be used to fox and maintain infrastructure and,generally, make the city a better place to live. There are things we cannot see,water pipes,sewer pipes, probably transportation-related items,etc.,which need to be done. There are other things which are quite visible, like streets which need repair and re-surfacing (and not with the cheap slurry that softens when the sun is out and gets all over tires and the undersides of cars), and cars racing down residential streets oblivious of the fact that they're a danger to people and pets. Pve always thought of the city as handling our public safety. I would expect additional funding to be provided 1) to the police department for sworn officers to increase patrols,traffic enforcement, party calls,etc., in neighborhoods; 2) to code enforcement to enforce building codes and ensure tenants have a safe place to live; and,3) to transportation for traffic calming measures. On a par with the above is neighborhood wellness. City residents like my husband and me got out there and voted . . . thinking(rightly or wrongly) that neighborhoods would benefit substantially from the tax we had just imposed on ourselves.. So, what would I like to see as major city goals,the very highest in priority? Of course, I want it all. But I would settle for the following: 1. Seeing the Neighborhood Street Paving program reinstated so that whatever pipes and mains and streets which have been neglected in residential neighborhoods are properly fixed. 2. Enjoying peaceful nights at home uninterrupted by loud late-night party noise and/or bone-jarring bass emanating from homes or cars. (Shorter response times made possible by additional uniformed officers would demonstrate that such conduct isnot tolerated.) 3. Knowing that the city cares enough about my neighbors and me to have sufficient staff to ensure building code violations are promptly investigated,documented,followed-up on,and corrected. 4. Having confidence that drivers and bicyclists are obeying traffic rules and posted signs and, if they are not, having confidence that someone will catch and ticket them. S. Having confidence that motor vehicle operators are sober and, if they are not,that someone will stop them and arrest them. Thank you for your time and attention,and for allowing me to contribute to the goal setting process. Sincerely, Sandra Rowley Need Mail bonding? / Go to the Yahoo! Mail 0&A for great tips from Yahoo! Answers users. �du1�ZG /fid D D6 /Z aS%;9iL��Z ,dZ_Ui GL�— https:Hmail.slocity.org/exchange/asettle/Inbox/City%20Goal%2OSetting.EML?Cmd=open 1/25/2007 Page 1 of 1 11-this message was sent with high importance. Attachments can contain viruses that may harm your computer.Attachments may not display correctly. Council,SloCity From: Jean Anderson [slohpver@charter.net) Sent: Wed 1/24/2007 1:18 PM To: Council,SloClty RECEIVED Cc: Subject: Budget considerations: Maintenance JAN 2 5 2001 I Attachments: 11 Walter Jay B-24-02.Ddf(83KB) D A7r302971.htm(2049) SLO CITY CLERK j Mayor Romero and members of the City Council: When you hold your Goal-setting Workshop on Saturday, I implore you to consider the safety of all citizens of and visitors to San Luis Obispo: pedestrians,cyclists,and motorists. Much of the downtown and other infrastructure in San Luis Obispo is truly broken, putting many at risk. As most of you are aware,I not only drive.a GEM electric car, but am a pedestrian and cyclist as well,serving a second term on the Bicycle Advisory Committee. I make it a point to observe not only behavior of those walking,cycling and driving, but those things that make it dangerous for people to walk,cycle or drive in this city. 1. Pedestrians: Many of our sidewalks are badly in need of repair. Neither the City nor property owners are doing their part to repair or keep our sidewalks clear and free of debris,all kinds of garbage, parked cars, cracks,wide gaps and deep holes. Considering how many seniors now live in or close to the downtown area,it imperative that all sidewalks and transitions to street crossings be safe for those who are not as stable as they used to be,for those who use canes or walkers,and for those in wheelchairs. Many sidewalks are cluttered with newspaper holders and other debris that make it very difficult to get by on our narrow sidewalks. Many of the tree plantings also can be pedestrian traps. About 3 years ago I suggested strongly that Public Works check out the rubberized sidewalks(from recycled automobile tires),tested in Santa Monica (see http://www.rubbersidewalks.com/and http://seattlepi.nwsource.com/local/`243444 ncenter05.html).After having been tripped by group of college students on Monterey Street,I would much prefer to fall on a rubberized sidewalk than a concrete one! 2. Cyclists: Most bike lanes in San Luis Obispo are not built ormaintaned to City or Caltrans(State)standards. Stripes and signage in many areas have faded to almost non-existence. Maintenance and debris clearance is also very poorly done. When the City has performed slurry sealing, bike lanes and pedestrian areas have been negatively affected,with up to 1-1/2"of height differences. I brought this to the.City's attention back in Aug. 2004(see attached PDF copy of a letter to Jay Walter). Bike lanes are not the safest place for cyclists to ride—and inferior bike lanes put more people at risk. Please bring the existing bike lanes up to standard before striping more! 3. Motorists: Many areas in San Luis Obispo seem to attract drivers who pay no attention to speed limits. It would be nice to have Marsh and Higuera, south of Nipomo Street,with slower traffic. Many drivers seem to consider those areas speedways into or out of the downtown--and it can be difficult for pedestrians crossing any of those areas—especially Marsh at Beach,and anywhere between Nipomo and the Marsh/Higuera intersections. Also,those subcontractors who are doing the latest round of digging up city streets many times leave open gaps and holes for unsuspectiing motorists and pedestrians. Doesn't anyone from the City check their work? 4. Education: Ongoing education programs for children(as peds and cyclists),for older and adult cyclists,as well as for errant motor vehicle drivers (including local bus drivers),and our police officers(who do not always cite reckless cyclists or drivers and who do not truly know the rights of bicyclists on our roads and streets)can be done by many volunteers in our City.The local group of League Cycling Instructors(trained and ceded by the League of American Bicyclists) have proved that over the past four years with our free cycling classes. Remember that there can be more"bang for the buck"with quality education programs for pedestrians,cyclists and motor vehicle drivers--as well as an added level of safety for all. Please consider a pedestrian advisory board as well.Therre is really no one who speaks for those of us who try to stay healthy by walking around this city. Sincerely, C�C� .r (�!J!�(./l/G� c� C. �J�i✓d�C�/CCE' 0 Jean E.Anderson, LCI#839 San.Luis Obispo,California C/ Phone: 805-545-9003 %i9-AGE/z L.cJt�� TE✓Z https:Hmai1.slocity.org/exchange/slocitycouncil/Inbox/Budget%20considerations:%2OMaintenance.EML?... 1/25/2007 Page 1 of 1 Settle Allen From: Steve Davis[steve@slosoccer.com] Sent: Thu 1/25/2007 6:50 AM To: Settle,Allen Cc: Subject: Stockton field as part of city goal setting Attachments: Allen - I wanted to drop you a letter and ask that you make artificial turf at Stockton fields a priority for the city. Converting to artificial turf will enable the use of the facility to increase for both youth and adult ball players. With limited resources, cooperative planning that can maximize use is a key concept. I know that the 200+ families involved in our soccer club appreciate the cooperation that went into developing the fields at.Damon Garcia. Extending that cooperation and supporting the Parks and Recreation and Joint Use Committees recommendation for artificial turf at Stockton field will benefit the residents of San Luis Obispo. Steve Davis -- RECEIVED Steve Davis Executive Director, San Luis Obispo Soccer Club http://www.slosoccer.com JAN 25 20'07 805-784-0753 SLO CITY CLERK 7d �p�c circ, L ,5719-76 tF/2- �i7Z 6CI21g6� https://mail.slocity.org/exchange/asettle/Inbox/Stockton%20field%20as%20part%20of°Io20city%20goal%... 1/25/2007