HomeMy WebLinkAbout11/16/2010, B2 - UPDATE ON ALCOHOL OUTLET STUDY SESSION STRATEGIES council " °°`�
November 16,2010 i
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CITY OF SAN LUIS OBISPO
FROM: Deborah Linden, Chief of Police
Claire Clark, Economic Development Manager
SUBJECT: UPDATE ON ALCOHOL OUTLET STUDY SESSION STRATEGIES
RECOMMENDATION
Receive a report regarding staff's progress in exploring and pursuing strategies to reduce public
safety problems associated with alcohol outlets, including the concept of creating a hospitality
zone in the downtown.
DISCUSSION
Background
In an effort to find ways to address community concerns regarding late night behavior associated
with alcohol consumption, staff from Police, Community Development,Administration, and City
Attorney participated in the May 2009 webinar titled, "Integrating Safety Data into Local Land
Use Planning". The webinar was presented by Fried Wittman, Ph.D, President of CLEW
Associates, an environmental planning firm located in Berkeley, California. Dr. Wittman
specializes in research and application of planning approaches to prevent and mitigate problems
related to the retail, public, and social availability of alcoholic beverages and drugs in
communities.
The City contracted with Dr. Wittman to conduct an analysis of alcohol-involved police events
related to retail alcohol outlets in the City utilizing an analysis tool called Alcohol/drug Sensitive
Information Planning System in a Geographic Information System format, or ASIPS/GIS. Data
from the Police Department incident and arrest databases was overlaid with the locations of
alcohol outlets, and analyzed as to frequency by time of day, day of week, outlet location and
alcohol license type.
On October 20, 2009, Dr. Wittman and City staff presented the results of the ASIPS/GIS study to
the Council during a study session. Based on the findings of the study and input from the
business community, the Council directed staff to further explore the following nine policy
strategies intended to reduce public safety problems associated with alcohol outlets.
1. Appropriate definitions of"restaurants" to address morphing concerns
2. Conditional use permits for all outlets
3. Standard conditions for outlet performance
4. Improved communication with permit holders & applicants
5. "Deemed Approved" Ordinance
6. Improved practices to increase compliance with use permit conditions
7. Alcohol outlet fee to offset costs of additional oversight&training
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Update on Alcohol Outlet Study Session Strategies Page 2
8. Incorporate alcohol outlets as element in long range planning
9. Creation of a Hospitality Zone (also referred to as an Entertainment Zone) in the
downtown
The Council also directed staff to collaborate with various affected stakeholders , including outlet
operators, other downtown business owners, neighborhood residents, Chamber of Commerce,
Downtown Association, local colleges, and others to explore these strategies.
Update on Progress and Hospitality Zone Concept
Since the October 20, 2009, study session with Council, Police and Community Development
Department staff has developed a more coordinated approach in reviewing new applications for
alcohol licenses and use permits in order to ensure appropriate conditions are in place to prevent
public safety problems.
In addition, staff has been working with the Downtown Association and downtown bar and
restaurant owners and managers to discuss concerns about the impacts of some of the strategies
being explored, especially those strategies perceived as regulatory in nature or involving a fee for
bars/restaurants. Staff is sensitive to the importance of maintaining a collaborative relationship
between the City and the bar/restaurant community. As such, staff has not yet moved forward
with the more regulatory strategies, such as implementing conditional use permits for all outlets
(along with a related deemed approved ordinance). Rather, staff has been working collaboratively
with the outlet operators to explore the concept of a hospitality zone in the downtown which
addresses issues including and beyond the regulatory structure while bringing all stakeholders
together to find solutions.
Hospitality Zone Defined
Coinciding with the October 2009 study session, the Downtown Association began exploring the
concept of a hospitality zone in the downtown through the services of the Responsible
Hospitality Institute (RHI). Led by RHI President Jim Peters and based in Santa Cruz, RHI is a
private, non-profit organization that has operated since 1983. RHI's focus is on working with
local communities to help create and maintain safe and vibrant nighttime economies using the
concept of the hospitality zone. RHI defines a hospitality zone as, "a mixed-use area with a high
concentration of dining and entertainment businesses, as well as public space activities such as
festivals, events and markets to facilitate multi-generational and multi-cultural socializing."
RHI emphasizes that successful hospitality zones create and safely manage various daytime and
nighttime activities and uses that attract people of various ages and demographics. The article,
Got Nightlife? Manage Sociability as an Economic Engine, published in the November 2010
edition of the ICMA Public Management journal and included in this report as Attachment 1,
illuminates the reasons for working to establish entertainment zones. The article showcases the
benefits of the zone established in San Jose, California which was faced with issues similar to
those in San Luis Obispo's downtown. Written by RHI President Jim Peters and his associate,
Alicia Lakomski, the article showcases how a downtown can be enhanced by managing the
nighttime economy to meet the needs of the community as a whole.
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Update on Alcohol Outlet Study Session Strategies Page 3
Hospitality Zone Core Elements
RHI has identified the following core elements of successful hospitality zones:
1. Music and Entertainment: Development of diverse music and entertainment
opportunities.
2. Multi-use Sidewalks: Planning for outdoor dining, street entertainment and shopping
while managing panhandling and complying with ADA access requirements.
3. Venue Service and Safety: Creating safe sociability options while preventing alcohol
service to minors, over-service of alcohol, and intoxication.
4. Public Safety: Reducing risk through collaborative efforts and on-going communication
related to licensing and permitting, and enforcement of regulations and laws.
5. Late-night Transportation: Planning for various transportation options, including "safe
ride"programs, taxis, and public transportation to and from the hospitality zone.
6. Quality of Life: Recognizing and collaboratively managing conflicts involving noise,
trash, litter, and public urination.
Throughout 2010, the Downtown Association has hosted webinars conducted by RHI that
elaborate on each of these core elements and present successful case studies from communities in
the United States and Canada that have successfully implemented hospitality zones. Police
Department staff and the Economic Development Manager have attended the webinars, along
with representatives from the Downtown Association and the Downtown Restaurant and Bar
Association. In addition, on September 24, 2010, the Director of the Livermore Downtown
Association came to San Luis Obispo and gave a presentation on that City's experience working
with RHI to implement a hospitality zone in their downtown. On October 21, 2010, staff
participated in a conference call with RHI President Jim Peters and his staff to learn more about
the hospitality zone assessment and implementation process.
Hospitality Zone Assessment Process
The hospitality zone assessment is the process used by RHI to help guide the creation of a
hospitality zone in a community. The assessment involves a wide variety of stakeholders from
the local community that represent four important perspectives: safety, development, hospitality,
and community. The process takes approximately five to six months and is facilitated by RHI
staff.
RHI identifies the goals and outcomes of the assessment process as follows:
Short-term Long-term
Improved communication Hospitality Resource Partnership
Consensus building with all stakeholders Reduction in public safety risks
Leadership development Minimize quality of life impacts
Working groups on core elements Recognize economic/social benefits of
Action Plan achievable in six months nightlife and the social economy
Online resource through Sociable City Network On- oinproblem solving resource
The assessment process involves four on-site activities facilitated by RHI staff:
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1. Engagement: The initial engagement activity involves the identification of an Assessment
Coordinator from the local community. The coordinator's duties include:
a. Primary Liaison to RHI Staff
b. Recruit and Coordinate Transformation Team
c. Organize and Update Contact Database
d. Arrange Meeting Sites and On-Site Logistics
e. Assist in Promotional Material Development and Distribution
f Coordinate and Submit Report Edits
For communities that have organized downtown associations or business improvements
districts, the Coordinator is usually the director of these organizations. The
transformation team is the core support and planning team comprised of two or three
representatives from each of four perspective groups (safety, development, hospitality,
and community). The transformation team participates in all on-site activities, recruits
other stakeholders for involvement in certain activities, reviews reports, and facilitates
task forces to implement action plans associated with the hospitality zone development.
2. Orientation Assembly: The orientation assembly brings together people who represent
each of the six core hospitality zone elements: Entertainment; multi-use sidewalks; venue
service and safety; public safety; transportation; and quality of life. The purpose of the
assembly is to introduce the hospitality zone assessment process and to prepare
participants for further discussion about each of the core elements. Participants are also
invited to participate in a late-night tour of the hospitality zone area in order to view
activities and challenges from various stakeholder perspectives.
3. Development Roundtable: Approximately one month after the orientation assembly, the
involved stakeholders meet again for facilitated roundtable discussion to identify and
discuss trends, issues and concerns related to the hospitality zone area, and to share
different perspectives. A report is prepared that captures the information from the
roundtable discussions and is used to guide working groups focused on the various core
elements of the hospitality zone.
4. Leadership Summit: After the roundtable discussions, RHI staff facilitates a Leadership
Summit with the transition team to review the report and prioritize an action plan,
identify resources and create a timeline, and identify working groups that will continue
the implementation of the hospitality zone. The working groups focus on policy,
education, enforcement and marketing of the hospitality zone and provide an on-going
mechanism to share information and address problems.
The approximate cost of RHI's services for the hospitality zone assessment, including the four
site visits, is $20,000 plus travel expenses. This fee also includes phone consultation with RHI
staff in-between site visits and 16 memberships for one year to RHI's Sociable Cities Network,
which provides on-line resources for problem solving and information sharing.
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Update on Alcohol Outlet Study Session Strategies Page 5
Staff believes the concept of a hospitality zone in our downtown is worth further exploration and
consideration. The process utilized by RHI creates an on-going mechanism to involve
stakeholders with varying viewpoints in meaningful ways, which is consistent with the Council's
direction during the study session. Furthermore, the hospitality zone concept emphasizes safety
as a desired outcome and places responsibility on outlet operators for ensuring they are using
appropriate serving practices in order to minimize public safety problems. The hospitality zone
concept incorporates the important role of development, physical features of buildings and
establishments, sidewalk access and use, lighting, and services (trash, restrooms, etc.) as they
relate to safety, while maintaining and enhancing the economic viability of downtown businesses
of all types.
Next Steps
Unless directed otherwise, staff will continue discussions with the Downtown Association and
other stakeholders about the concept of a hospitality zone downtown and will explore possible
funding sources should the decision be made to retain RHI for this work. Any anticipated
expenditure of City funds and/or significant staff time will be included in the upcoming 2011-13
financial planning process for the Council's consideration.
FISCAL IMPACT
There is no fiscal impact associated with this update.
ATTACHMENT
Got Nightlife? Manage Sociability as an Economic Development Engine, Article in Public
Manager Magazine, ICMA Press,November 2010.
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ATTACHMENT
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By Jim Peters and
Alicia Lakomski
I
How well does your community 1
plan for the social interaction needs I
of each generation?
or almost two decades,the transition from suburban
development to investment of public and private
TAKEAWAYS:
resources in city and county infrastructure has dem-
onstrated the power of the New Urbanism and smart >Properly planned and managed,
Fgrowth movements.Housing has grown denser, hospitality zones where people I'
public transportation has been enhanced and streamlined,and gather to share food, drink, music,
improvements to public space design and landscaping have and dancing can be a prosperous
increased the aesthetic appeal of communities. investment, centralizing both
Yet when people with rapidly changing social demands and attractions and services.
lifestyles are added to the space created for them,local govern- I.
ment managers are forced to reevaluate these traditional pillars >Unplanned hospitality zones are II
of development.A focus on planning for people and their need costly,lead to conflicts, place
a
to socialize is an emerging challenge for managers as dining excessive burden on police
and entertainment venues as well as later hours are integrated departments, and place increased
into residential areas. demands on managers and elected
officials to manage safety and
The Rise of Nightlife in Mixed-Use Communities quality-of-fife impacts.
1
Many communities have experienced a transition from an >Baby boomers and millennials,the
industry-based economy to one that is primarily services based. two largest demographic groups in I
Abandoned factories and warehouses have been replaced with the nation, are shaping downtown i
lofts and such nightlife venues as bars,clubs,lounges,and development through their growing III
restaurants. demand for places to socialize.
To tap into the revitalization catalyzed by the develop-
ment of hospitality venues,boutique businesses and start-up late night) must be considered
companies often relocate to districts with these social ameni- for weekdays and weekends Ii
ties.Convention centers draw association business,filling up when allocating police, parking iG
hotels and nearby restaurants.Downtown sport stadiums and enforcement,traffic, and waste
arenas have reclaimed abandoned districts. Communities that management resources.
offer these"live,work,and play"experiences can host tens of
thousands of people in a single evening.
Anticipating people's need for social interaction at differ-
ent times of the day,and particularly at night,is critical for
the success of a mixed-use community. Properly planned and
managed,hospitality zones where people gather to share food, ,
drink,music,and dancing can be a prosperous investment,
centralizing both attractions and services.
Unplanned hospitality zones can be costly,lead to conflicts, kkk
and produce an excessive burden on police and demands for
appointed and elected officials to manage safety and quality-
NOVEMBER 2010 I PUBLIC MANAGEMENT 82-7
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ATTACHMENT_.
of-life impacts. Considerations include CONFLICTS CAN ARISE FROM THE TWO
transportation,parking,utilities (water,
energy,sewerage),and trash manage- DIFFERENT TIMES OF DAY DURING WHICH THE
ment to ensure that a high standard TWO AGE GROUPS PATRONIZE DINING AND
of living is met for both visitors and
residents. An expansive network of ENTERTAINMENT DISTRICTS—THE 50+ MARKET
stakeholders is required to create a
comprehensive system for district TENDS TO ENJOY HOSPITALITY BEFORE 10 P.M.,
development and management.
This article will introduce demo-
WHILE THE 18+ MARKET ONLY BEGINS TO
graphic trends, establish a framework for ARRIVE AT 10 P.M. OR LATER.
action,define terminology, and highlight
the six core elements of a hospitality
zone—entertainment,public safety,mul- children are grown and sometimes move Social Generations
tiuse sidewalks,venue safety,late-night away; it is also usually a peak earning Lifestyles and social interaction can
transportation,and quality of life. period of an adult's life. often be correlated with age and life
The chart on this page is based on stage.While this represents a broad
Trends and the Social Economy U.S. birthrate data,and it shows patterns generalization,understanding the essen-
.Understanding the nature of people to of of the U.S.population turning 18 and tial needs of people and the demograph-
cluster into groups,often seeking space 50 since the 1970s,when the rise in ics of your local government, district,
conducive to their fife stage or lifestyle, the number of young adults led to the or the markets you are trying to build
leads to insights on better zoning for expansion of the disco nightlife scene. can determine the best mix of dining,
the intensity of activity in an area. In Meanwhile,the past decade shows a entertainment, and events.
addition to the critical aspects of physical merging of the two age groups'growth Integrating potential social interac-
planning of a community's core,it is rates. tion into revitalization and develop-
necessary to plan for social interaction. This simultaneous growth in the two ment planning can result in a stronger
Whether dealing with such public spaces population groups corresponds with and more vibrant social economy,
as parks and plazas-or commercial the competing demands of these two with less impact on city and county
venues providing dining and entertain- groups for the vitality and amenities resources for management. The major
ment,policymakers and planners need of the urban community. Conflicts can question then is: How well does your
to consider different social generations' arise from the two different times of day community meet the needs of each
I
need for interaction. during which they patronize dining and generation?
Media of the last decade, including entertainment districts—the 50+ market
television shows like Seinfeld,Friends, tends to enjoy hospitality before 10 p.m., Assessing Your Community's Socidbil-
and Sex and the City, inspired a new while the 18+ market only begins to ity. Conducting an economic assessment
culture of urban living among friends, arrive at 10 p.m. or later. of dining and entertainment businesses
which redefined socializing in stark C
contrast to the family-oriented environ- NUMBER OF 18 AND 50 YEARS OLDS
ments depicted in the earlier television POPULATION CHANGE 91 YEAR
shows like Father Knows Best, Leave It to e
Beaver, and Ozzie and Harriet. 4.5
Demographics — -- —
3.3
Birthrate data can often provide clues
to the past and present and also serve c 3
as a barometer of the future patterns in c !S []18 yr I
a community's evolution.Age is often g 12 ®50 yr
a factor in the frequency that people go ,.e
out to meet and socialize.Two of the
critical ages are 18 and 50.The age of 18 ;
is a transition into adulthood; 18-year-
0
olds often go away to college or enter the 10, 10 10,1 ld� 14,1$14 1*;op,4,14P 14P 1*14 41 le e 160+1P 4,. 4,e �16 le
workforce.The age of 50 is a time when Y YEAR
Source:U.S.Departmem of 1-190h wd Humes Services-U.S.Birth Rates Q
8 PUBLIC MANAGEMENT I NOVEMBER 2010 BZ_Q
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DOWNTOWN hi��J.qs.NIGHTLIFE 2.d
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SAN JOSE,CALIFORNIA,REORI- as one of the safest large cities in of the committee encompasses all
ENTED its entertainment zone policing the nation,San Jose is still seeking stakeholders in the downtown com-
model to improve safety budgets that to overcome lingering perceptions munity and those who participated in
had been surpassing$1 million and surrounding safety downtown and to the assessment outreach process.
introduce more visitor-friendly policing minimize police costs further.
tactics.Businesses share in policing New entertainment zone policing
costs that are used for roving foot and Initiatives Undertaken model(EZPM).In 2009,the city
bike patrols.Results have included Downtown coordinator.In 2008, began to reevaluate the way police pa-
reductions in policing costs,assaults, the city allocated a position in the city trolled downtown.The city's downtown
and gang presence as well as greater manager's office to serve as liaison coordinator led a small working group
civility among patrons. between city government departments, consisting of the police department,
downtown businesses,and residents. city attorney's office,downtown busi-
Backgreund The downtown coordinator position is nesses,and an outside consultant to
During the past 20 years,San Jose's responsible for analyzing current poli- facilitate interviews,observations,and
downtown core has emerged into a cies and ordinances and recommending community meetings on what would
vibrant destination with a high con- areas for change and improvement.The help downtown businesses succeed.
centration of dining and entertainment objective of this position is to strength- EZPM is focused on attitude,
establishments catering to the 21-to en the city's capacity to address key training,and collaboration.The police
25-year-old demographic.Entertain- operational issues and opportunities in department's downtown services unit
ment zone police officers worked the downtown that involve several city uses bikes and plainclothes officers p
overtime hours to monitor the district, departments that are responsible for to work with businesses in the early III
respond to incidents,and generally nightclubs,zoning overlay,and suc- part of the night.The city requires all
ensure the safety of large crowds cessful high-rise housing. nightlife business employees to attend
of late-night patrons—up to 12,000 Alcoholic Beverage Control LEAD
people—as they made their way home. City manager's downtown advisory (Licensee Education on Alcohol and
In 1997,the city council approved committee.Recognizing that accom- Drugs)server training,and security
the city's first entertainment zone polic- plishing the city's goals would require staff members are required to attend
ing model to address public safety successful partnerships,the city man- 16 hours of security training.Police
downtown during the evening and ager established a downtown advisory officers who work downtown are also l
late-night hours. In 2005,a downtown committee to guide this process.The required to attend specialized training. 4
working group was formed to address committee is charged with facilitat- This new model has helped the
issues related to nightlife. In 2006, ing implementation of action items police department and downtown
the police department instituted recommended in a report generated by businesses to collaborate to address
initiatives to deter cruising,address a hospitality zone assessment. new and ongoing issues.
youth curfew,actively enforce public Further,the committee,with staff
nuisance laws,and regulate entertain- support from the downtown coordina- —Leland Wilcox, downtown
ment permits more closely. tor, reviews and evaluates new and coordinator, San Jose, California
Although it is consistently ranked existing policies.The composition Oee.wi/cox@sanjoseca.gov) 1
icma.org/pm NOVEMBER 2010 1 PUBLIC MANAGEMENT B2--9
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Individuals in their late teens Older singles,couples,and Introduction of children into Business travelers on ex-
and early twenties who are social groups of any age with couple relationships requires pense accounts,vacationers,
exploring relationships. a common interest. adjustment to going out. and empty nesters.
is the first step in strategic planning by Recognizing that hospitality zones a balance of businesses to meet day,
local government for issuing permits and evolve and change over time is also evening,and late-night economies?
licenses and allocating resources for an key to proper planning of the social
active nightlife. economy. Emerging zones where cre- At the same time, a declining district
ative culinary entrepreneurs seek low- with an overconcentration of businesses
Hospitality Zone Development. The rents in deserted warehouse districts engaging in risky practices and promo-
terms mixed-use district and multiuse can be nurtured with infrastructure tions requires a tightening of permits,
district traditionally describe the blend improvements, expedited permitting higher standards for new businesses,
of residential, commercial, and retail and licensing, and zoning updates for and more dedicated resources for
development within a particular loca- the new development. increasing compliance.
tion. A hospitality zone, meanwhile, is Integrating dining and entertainment Sociable communities provide
an area of mixed or multiple uses that venues into mixed-use districts can be spaces to socialize that appeal to all
is distinguished by a high concentration coordinated strategically. Questions to four social groups'interests and also
of dining and entertainment businesses ask include: address the stages of development and
such as restaurants,pubs, taverns, • What are current and potential areas six core elements of a safe and vibrant
cafes, and nightclubs.A hospitality for growth and development in your hospitality zone.
zone often has an active street life and community?
may serve as a center for community • Where is there overconcentration? 1.Entertainment.Progressive communi-
fairs, festivals, and events. • What systems exist for maintaining ties nurture dining and entertainment
opportunities for diverse ages,lifestyles,
STEPS TO MANAGING THE and cultures with incentives for business
development and talent retention.
NIGHTTIME ECONOMY
What barriers to dining and enter-
tainment exist and how can they be
CONDUCT AN ECONOMIC ASSESSMENT:To strategically allocate resources minimized?What support systems—for
to an active nightlife and determine how many permits and licenses to issue,take example, subsidized housing and health
an inventory of existing social amenities,occupancy totals and revenue generated care for musicians—are in place, need
within the hospitality zone. to be enhanced, or need to be devel-
IDENTIFY GAPS AND RESOURCES:Assess how well your community currently oped?What education and training are
meets the social needs of each generation by identifying strengths,gaps and available for talent development—for
resources in the following areas–entertainment,multiuse sidewalks,quality of life, musicians, chefs, bartenders, servers,
late-night transportation,venue safety and public safety. management?
DEDICATE STAFF:Select a neutral individual as a nightlife coordinator who will
oversee planning and management of your hospitality zone.They will serve as a 2.Public safety.A continuum of col-
liaison among key stakeholders to communicate key information,resolve conflicts laborative partnerships—ranging from
and facilitate implementation of next steps. business associations,to neighborhood
organizations,to licensing,permitting, D
10 PUBLIC MANAGEMENT I NOVEMBER 2010 B2-10
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enforcement,and regulatory agencies—is Contrary to common belief,the key proactive schedules for planning. (See
required to manage hospitality zones. component for each element's success is the accompanying case study about San
What resources exist or need improve- not infrastructure or system changes. It is Jose, California.)
ment in the licensing and permitting people. In the end,it is people who will Finally,with changing demographics,
process?How can safety and compliance enjoy a hospitality zone's vibrancy, and it is important for local government man- i
agencies in your city and county work it is the communication and cooperation agers to consider time and generational
together to streamline initiatives? among various stakeholders who will continuums as well as use of office,
facilitate implementation of necessary retail,and residential space.The inherent
3.Multiuse.sidewalks.Vitality and changes and ensure sustainability. value of smart growth planning is that
vibrancy extend outside of buildings less time is spent commuting. In turn, j
to the streets and sidewalks,and they Planning for People with efficient public transportation and
encompass such experiences as sidewalk The"people factor"creates dynamically less distance traveled,this time savings i
cafe dining,kiosks,food vendors, street different impacts in a bookstore and a can be translated to more community
entertainers,and public markets. restaurant,even though each might take time,which is often spent socializing
What is your vision to enhance vital- up the same square footage. While the with coworkers,families,and friends,
ity and minimize chaos on your hospital- bookstore may have 10 to 15 customers and thus more demand for nightlife.
ity zone's streets and sidewalks?What and three to four employees present at Adapting traditional zoning,licensing,
systems, tools, resources, and people will any one time,the restaurant may host and permitting systems to the smaller,
you need to initiate desired changes? 100 customers with 10 to 20 employees. more flexible,and consumer-oriented
Contemporary planning usually spec- businesses is one way local government
4.Venue safety.There is increased pres- ifies in great detail the physical space managers can enhance this industry sec-
sure for licensed beverage businesses to arid the structures,but it only implies tor.A new form of concierge governance
prevent sales and service to underage the addition of people.Highlighting the designed with streamlined systems pre-
and intoxicated persons as well as assure 3,000 housing units to be built can be senting a"how can we help you succeed"
the safety of patrons both inside the translated to approximately 7,000 people attitude can facilitate progress.
venues and as they exit. located in this concentrated residential
What impediments exist for venues area. Showcasing 100,000 square feet of Final Thoughts
to access qualified labor and educational retail space can include reference to 20 Every community has buildings, streets,
training?How can your community assist new dining and entertainment venues, sidewalks,lights,and parks. What distin-
busfnesses in the creation of a safety plan with total seating capacity (occupancy) guishes one community from another are
and connect business owners to mentors? of 15,000 people,many in the area in the the people and the opportunity to share
evening and after 10 p.m. food,drink,music,and dance in safe
5.Late-night transportation.Provid- For these reasons,planning for a and convenient venues. It is the social I
Ing safe and efficient access to and exit concentrated hospitality zone requires connectivity and relationships that make
from hospitality zones can enhance the involvement of many diverse and often life worth living and that define a vibrant
visitor experience,reduce alcohol-related adversarial stakeholders,including community.
accidents,and expedite clearing the zone business owners; residents; police; Sociable cities attract conventions,
at bar-closing time. fire personnel;and staff who regulate tourists,residents,and a creative class of
What challenges does your community alcohol sales, public works,planning, talented professionals who provide an
face inproviding safe rides to and
from health, and more. The late-night and economic base that helps emerging
the hospitality zone?How can impaired weekend hours mean that adaptation of industries that are clean and sustainable.
driving and disorderly conduct be ad- such local government services as trash Planning for people in a 24/7 economy
dressed through multiple transit options? removal, transportation,traffic and requires adaptation and efficient.
parking control, and safety compliance management of resources through
6.Quality of life Mixed-use districts inspections is required. common vision,communication,and
place residents and commercial busi- This may require staff dedicated to collaboration.PA
nesses in close proximity,often resulting manage the nighttime economy.Seattle,
in conflicts about noise,trash,vandal- Washington;San Jose,California;and — nM PETERS is
ism, fights,and public urination. Edmonton,Alberta,Canada,are among president,Responsible
What resources and partners need to be those cities with a downtown or nightlife Hospitality Institute,
Santa Cruz,California
engaged to update codes and to define coordinator serving as a liaison among (jimQa rhiweb.org),
d ALICIA LAKOMSKI is project manager,
community standards that address sound the key stakeholders,identifying gaps in ani
Responsible Hospitality Institute(aliciaQrhiweb. i
management and undesired behaviors? service,resolving conflicts,and setting org).All rights reserved.
icma.org/pm NOVEMBER 2010 I PUBLIC MANAGEMENT B2-11
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November 15, 2010 MEETING AGENDA a crrrMCER c FrrDER
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DATE // / 0 ITEM # 802 a ATT MPJ a PWnER
TO: City Council o c��Rx/oRic a PARKS&RRECDER
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FROM: Deborah Linden, Chief of Police c stocrrynW °00UNCQ'
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VIA: Katie Lichtig, City Manager
SUBJECT: Response to question re: B2—Update on Alcohol Outlet Study Session Strategies
November 16, 2010 City Council Mee ing
On November 13, 2010, Vice Mayor Andrew Carter emailed me the following_ question related
to item B2 on the November 16, 2010, Council meeting agenda:
"Having read the agenda packet for Tuesday, am I to take it that the only work that has taken
place since the October 2009 alcohol GIS presentation has been on the concept of a downtown
'hospitality zone"'?
The direction staff received from the Council at the October 20, 2009, study session was (taken
from the minutes of the Council meeting): "Council discussion ensued regarding the findings in
the study. There was general consensus that staff should review all strategies and return with
recommendations. ACTION: Moved by Ashbaugh/Carter to direct staff to develop policy
recommendations in collaboration with affected stakeholders to include a consideration of a long
range planning entertainment district ; motion carried 5:0." There was no timeline attached to
Council's direction, and Council members were clear about using a collaborative process to
develop policy recommendations to bring back to Council.
During the Council meeting, there was significant concern expressed by the bar and restaurant
owners regarding the alcohol 'outlet study and the recommended strategies that involved
additional regulation or fees. This concern continued and heightened after the study session.
Staff had very clear direction from Council to move forward in close collaboration with affected
stakeholders, including bar and restaurant owners. Staff met with them to stress that this would
be a collaborative process, rather than the City simply imposing new regulations without
involving them in the process. Staff from the Police, Community Development, City Attorney,
Administration and Fire Departments held a series of internal meetings to discuss what process
to use that would bring together various stakeholders and not alienate the bar and restaurant
owners. Staff also secured $10,000 in State ABC grant funds to hire a facilitator to help guide the
process.
As we were moving forward, the Downtown Association was exploring the concept of a
downtown hospitality zone through the work of the Responsible Hospitality Institute (RHI), a
non-profit organization. Deborah Cash attended an RHI conference and arranged for Downtown
Association representatives and City staff to participate in a series of webinars that began in
April of this year. Staff has been attending the webinars every few weeks at the Downtown
Association office, along with Downtown Association staff and Board members (including bar
Response to Question from Vice Mayor Carter Page 2
owners), which has led to more in-depth and very productive discussions about the issues facing
our downtown. Staff attended a presentation by the Livermore Downtown Association Director
regarding their work with RHI and most recently, held a conference call with RHI staff to
discuss the process in more depth. The more we explored the concept of a hospitality zone, the
more we became convinced that the process to create one will accomplish what Council directed
us to do - develop policy recommendations in collaboration with all stakeholders - and will
achieve the desired outcomes and strategies presented in the study session in a very collaborative
way where all stakeholders will have meaningful input and a stake in a positive outcome,
including appropriate regulation. The Downtown Association is fully supportive and willing to
take the lead in the process.
The hospitality zone process places significant emphasis on bar and restaurant owner/operator
responsibility and training, as well as the need for appropriate regulation, in order to achieve
both greater public safety and economic vitality. The process may be somewhat slower than just
moving forward with individual regulatory actions, but staff believes it is the best process to
involve all the various stakeholders and most consistent with the direction provided by the
Council last year. Staff also believes the process will also help address the concerns expressed by
the bar/restaurant owners and hopefully move to a positive outcome for the Council and
community. However, if on Tuesday night a majority of Council members want us to move in a
different direction, it would be very appropriate to give staff that feedback so we can change
what we're doing.
RECEIVED
NOV 16 2010
SLO CITY CLERK
RECEIVED
From: Carolyn[SMTP:KE6HNG@ATT.NET] NOV 16 2019
Sent: Monday, November 15, 2010 9:40:46 PM
To: Council, SloCity SLO CITY CLERK
Subject:Agenda Business Item #2-Alcohol Outlet Study
Auto forwarded by a Rule
Dear Mayor Romero and Council Members:
I have reviewed Chief Linden's report on the Alcohol Outlet Study that
will be presented at Tuesday night's Council meeting. I am very
disappointed that.Staff has not followed Council's directive to explore
nine strategies to reduce public safety problems associated with
alcohol outlets. After an entire year of investigation, it appears from
the report that after watching some webinars on the internet, Staff has
decided that it would be best to try a more "collaborative" approach to
these problems. They propose utilizing only one of the strategies
directed by Council a year ago by hiring a company for $20,000.00+
to help "guide" the creation of a hospitality zone. There will be teams,
working groups, task forces, assemblies, etc. created who will have
meetings, discussions, suggestions, conclusions and reports. I believe
this will be a waste of valuable time and our limited city funds and, in
the end, will not have any real effect on curtailing our downtown
alcohol problems.
Since the noise regulations were revised in March, I have been
reviewing the police log every morning and tracking the noise calls. In
doing so, I have noticed a marked increase in alcohol related crimes. It
seems as though much of our police resources are being directed
downtown, (particularly Thursday through Saturday nights) due to
alcohol related problems from bars, drawing them away from the
neighborhoods who are also experiencing serious alcohol related
problems. I am concerned that Staff is not taking these problems
seriously enough since their proposal does not appear to suggest any
regulatory strategies at all (despite Council's direction). I'm afraid
that attitude will continue to stall any progress toward providing some
urgent relief to the community. I would hope our representatives
would be more sensitive to the needs of the entire community, but the
proposal submitted by staff, after a year of investigation, is sorely
lacking in that regard.
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Therefore, I urge you to direct Staff to follow through with what was
directed of them last October and not waste another year.
Thank you for your attention.
Carolyn Smith
1568 Cucaracha Court
San Luis Obispo, CA 93405
(805) 544-3397