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HomeMy WebLinkAbout01/31/2009, AGENDA RT-71SED AGENDA council agenda CITY OF SAN LU I S OB ISP O CITY HALL, 990 PALM STREET Special Meeting Saturday, January 31, 2009 8:30 AM 2009-11 Financial Plan Library Community Room COUNCIL GOAL SETTING 995 Palm Street WORKSHOP CALL TO ORDER: Mayor Dave Romero ROLL CALL: Council Members John Ashbaugh, Andrew Carter and Jan Howell Marx, Vice Mayor Allen K. Settle and Mayor Dave Romero 2009-11 FINANCIAL PLAN COUNCIL GOAL SETTING WORKSHOP 8:30 AM Refreshments 9:00 Welcome and Introductions Mayor 9:05 Background: Purpose of the goal-setting City Manager 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. -3 - Council Agenda Saturday, January 31, 2009 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 Clarify the Goals Council 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- council agcnda CITY OF SAN LUIS OBISPO CITY HALL, 990 PALM STREET Special Meeting Saturday, January 31, 2009 8:30 AM 2009-11 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 2009-11 FINANCIAL PLAN COUNCIL GOAL SETTING WORKSHOP 8:30 AM Refreshments 9:00 Welcome and Introductions Mayor 9:05 Background: Purpose of the goal-setting City Manager process, overview of the City's fiscal outlook, results from the Community Forum and next steps 9:15 Process and Guidelines a *: C s .;a cs_s-po )ss Facilitator C=IY C= SPV LUIS 05-SDC ) I decla:e enc' _ e_ by the City of San Leis CeisDo i.. r-- C :y DEDa:u.Enti and that I DOSteO t1__ r a :^.e . zne front door of City Hall on 1 Date S_g.. bre 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. -3 - Council Agenda Saturday, January 31, 2009 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 Clarify the Goals Council 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- council agenda CITY OF SAN LUIS OBISPO CITY HALL, 990 PALM STREET Special Meeting Saturday, January 31, 2009 8:30 AM 2009-11 Financial Plan Library Community Room COUNCIL GOAL SETTING 995 Palm Street WORKSHOP CALL TO ORDER: Mayor Dave Romero ROLL CALL: Council Members John Ashbaugh, Andrew Carter and Jan Howell Marx, Vice Mayor Allen K. Settle and Mayor Dave Romero 2009-11 FINANCIAL PLAN COUNCIL GOAL SETTING WORKSHOP 8:30 AM Refreshments 9:00 Welcome and Introductions Mayor 9:05 Background: Purpose of the goal-setting City Manager 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. 3 I Council Agenda Saturday, January 31, 2009 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 Clarify the Goals Council 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- Recommended Goals COUNCIL ADVISORY BODIES 2009-11 Financial Plan Council Advisory Body RECOMMENDED GOALS January 2008 city of san lugs oBispo 2009-11 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 5 Housing Authority 6 Human Relations Commission 7 Jack House Committee 8 Joint Recreational Use Committee 9 Mass Transportation Committee 10 Parks and Recreation Commission 11 Planning Commission 12 Promotional Coordinating Committee 13 Tourism Business Improvement District Board 14 Tree Committee 15 Appendix Advisory Body Role in the Budget Process 17 INTRODUCTION• , , OVERVIEW As discussed below, this document represents advisory body goal recommendations to the Council for 2009-11, 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 Council advisory bodies received a consolidated listing of all recommended advisory body goals on November 12, 2008. This provided advisory bodies with an early opportunity to review what other advisory bodies saw as high community priorities; and while not required, it also provided an opportunity to revise goals in light of these if they wanted to do so. Under this approach, each advisory body determined for themselves if a formal second review was desirable. In this case, any revisions were due to the Department of Finance & Information Technology by December 29, 2008. The Council then received the final report with all advisory body recommendations before they began the goal-setting process in January 2009. _ 1 _ ARCHITECTURAL REVIEW • • In Priority Order 1. 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 which 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. In terms of the streetscape, the element should include a specific component on having uniform details for street furniture and a schedule for upgrading older installations, including,but not limited to: a. Street Trees — identify appropriate new street tree planting, propose a schedule for removal of aging trees and those creating maintenance issues, and recommend a uniform treatment for tree wells and grates. b. Sidewalks—evaluate Mission style installations and recommend improvements. c. News Racks — propose a design for an enclosure to accommodate a range of different papers and magazines in a consolidated and uniform manner. d. Trash & Recycling Containers— look at a new attractive and efficient container design, and explore ways to improve trash pick-up in the downtown to improve health and address maintenance concerns. e. Signage — provide a coordinated program for the installation of City-installed informational and directional signage, 2. Downtown Maintenance. Encourage increased funding for ongoing maintenance activities like shrub and flower planting in landscaped areas and the steam cleaning of sidewalks to improve the appearance of the downtown. 3. Alternative Transportation Incentives. Encourage using in-lieu parking fees and other transportation revenue sources for the development of bicycle circulation and improvements and encourage the development of spaces in conventional .parking lots and structures to accommodate electric cars, Vespas and other alternative transportation vehicles. 4. Community Design Guidelines Update. Prepare updates to the document beginning with: a. Update the Lighting section of the Guidelines to augment existing guidelines and better align with the night sky ordinance standards. b. Identify locations of City gateways and develop guidelines for desired development and improvements in these areas. c. Provide guidance for the design of trash and recycling facilities in the downtown that Would be required with the review of major remodels, additions to existing buildings, and the construction of new projects. d. Augment and enhance the existing criteria for infill residential development to prevent out of scale and non-compatible development 5. Old Town Historical District. Study the boundaries of the existing district and look at expanding the district based on an inventory of historical homes in adjacent blocks and the goal of enhanced historical preservation. -2- BICYCLE COMMITTEE In Priority Order All goals are designed to maintain and improve the City's silver level "Bicycle Friendly City" designation by the League of American Bicyclists. Recommended Measure Y/Major City Goal Why Goal is Im ortant Goal Relationship Candidate Fundin Complete This goal provides a huge Direct relationship: a BTA grants construction of the safety enhancement for a large Traffic Congestion.Relief& o STIP funding Railroad Safety volume of bicyclists,a safe Bikeway Improvements o City debt financing Trail, bike route to the University, for construction schools,parks,and promotes Supplemental relationship: • Fundraising efforts the achievement of the General Public Safety'Service Plan goals to increase bicycle Levels&Downtown use. Improvements Maintain current Funding will continue the Public Safety Service a General Fund with a funding of$15,000 momentum established in FY Levels(traffic safety)and portion coming from annually for 2007-09,help to meet the Traffic Congestion Relief Transportation Bicycling Safety increased need reflected in the Development Act Education. increased 2008 bike count,and (TDA)funds support the Grand Jury goal of promoting safe cycling. Develop a specific Public input at two meetings Direct relationship: o Prop. l e funds design for the Bob has identified the need to Bikeway Improvements, Jones City to Sea connect the existing trail to Goals of four other Council Trail alignment LOVR and provide a grade Advisory bodies from existing separated crossing.The Land section to a County Conservancy,in concert with Supplemental relationship: connection at the SLO County,is working to Public Safety Service Octagon Barn. begin the county section of the Levels Design should be trail at the Octagon Barn. done in conjunction Without a specific design,a gap w/LOVR in the trail may result. interchange project and include a grade separated crossing. -3- i I I BICYCLE COMMITTEE Recommended I I Measure Y/Major City Goal Why Goal is Important Goal Relationship Candidate Fundin Continue improving This goal increases the Direct relationship: • Streets Maintenance the maintenance usability and safety of bicycle Bikeway Improvements& Budget and safety of and pedestrian facilities which Traffic Congestion Relief • Pavement bicycling and in turn promotes the use of Management pedestrian alternative transportation.The Supplemental relationship: Program Funds. facilities by 2008 bi-annual bike counts Public Safety Service • General Fund budgeting$25,000 indicate the demand for these Levels&Downtown annually for facilities has increased.By Improvements miscellaneous including these improvements bicycle facility as part of each years Pavement improvements Management cycle,substantial during the cost savings are realized Pavement Mgt. cycle,as identified in the Bicycle Transportation Plan. Maintain half time This position seeks out and Direct relationship: • General Fund temporary staffing applies for grant funding as Traffic Congestion Relief& position for Bicycle well as assists in the Bikeway Improvements Improvements implementation of the Bicycle Implementation Transportation Plan. Supplemental relationship: (approximately Public Safety Service $27,000 annually) Levels&Downtown Improvements Indentify a new Promotes the achievement of Direct relationship: • Safe Routes to Bicycle Boulevard the General Plan goals to Bikeway Improvements& School grant as prioritized in the increase bicycle use by Traffic Congestion Relief funding Bicycle expanding the bikeway Transportation Plan. network in the built area of the City. -4- CULTURAL • Goal#1 is the Highest Priority 1. Historic Preservation Ordinance: Prepare a Historic Preservation Ordinance, pursuant to General Plan Conservation and Open Space Element Program 3.30.10, and provide funding for the preparation of a historic character assessment of City historic districts. 2. Historic Resource Inventory: Retain a historic survey coordinator, using private contributions in whole or part, to lead a community-staffed historic survey to update and maintain the Citywide Historic Resource Inventory of Master List and Contributing properties, including potentially-historic neighborhoods cited in the Lovell Historic Survey Report, annexation areas, and threatened structures. 3. Historic Adobes: Stabilize initially and, as funding allows, rehabilitate the City-owned historic adobes: Rodriguez, Butron, and La Loma Adobes. 4. Southern Pacific Freight Warehouse: Provide funding to complete the rehabilitation of the historic Southern Pacific Freight Warehouse within the two-year budget cycle to allow public use as a transit facility and Railroad Museum. 5. Historic Plaque Program: Provide funding to continue the Historic Plaque Program at current levels. 6. Public Education Tours: Sponsor or co-sponsor an annual historic buildings fund-raiser tour with local non-profit organizations and use proceeds for historic education outreach to local schools. 7. Historic Downtown Light Standards: Continue the replacement of"modern" street light standards with historic street lights to improve Downtown safety and aesthetics. -5- i 7 HOUSING AUTHORITY 1. Relocation of the Homeless Shelter: This was an identified goal two years ago and will continue to be a goal until accomplished. Progress has been made on selecting potential sites and in design concepts. The development of the 10-Year Plan to End Homelessness has also made progress and will hopefully support this goal as a major need. 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: This is another continuing goal from 2008. The Housing Authority (HASLO) has been at the current location for over 30 years. A potential site has been secured and HASLO will need the City's cooperation and assistance in completing a new building:. 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 construction costs will be critical. 3. Acquisition and Construction of additional affordable housing units: This will probably continue to be a constant goal. With affordable housing identified as one of the most critical issues facing this city, the need will always exceed the supply. The Housing Authority has been instrumental in developing the majority of affordable housing units within the city limits for a 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. The city will need to revisit the following items in order to assist in the future creation/acquisition of units to be designated "affordable": a. a dedicated stream of funds to assist with the planning and upfront soft costs; b. expedited processing in the planning and design approvals; c. assist HASLO in creative funding opportunities for homeownership; d. assist in the acquisition of appropriate development sites. 4. Reduction of water and sewer rates on HASLO owned/managed properties: The city instituted a 15% rate reduction for qualified individuals several years ago. Since many of HASLO's projects are master metered, the rate reduction in general was never pursued. Given the reduction in funding from the U.S. Department of Housing and Urban Development and the increased fees for water and sewer, this has become a critical issue. The goal would be to work with the city on a fee reduction similar to that available to other low income households. 5. Reassessment or temporary waiver of Property Tax for the Anderson Hotel Apts: This property is currently managed by HASLO under a long-term lease arrangement with the owners. A reassessed or temporary reduction of property taxes would allow additional funds needed for ongoing repairs, tenant security and expanded activities. -6- HUMAN RELATIO NS COMMISSION 1. Homeless Prevention and Transition Plan Continue to support a long-term, comprehensive, proactive, sustainable program that addresses homelessness and focuses on transitioning people out of homelessness. How a. Join with the County and other local municipalities in adopting and implementing the San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness. b. Assess the current facilities used for homeless services and their capacity to meet the short term and intermediate needs. c. Take the lead in facilitating the acquisition of property and ultimate development of a comprehensive campus approach that provides shelter and related homeless services. d. Given the existing housing market and increased Cal Poly campus housing, direct staff to explore ways to increase the affordable housing inventory using creative financing, master leasing, or purchase programs. e. Expand the Grants in Aid budget or finance a separate fund to address homeless prevention programs. why Progress has been made in the past two years by developing a written comprehensive plan to end homelessness. Specific actions must be taken to support the plan or these efforts will have been in vain. It is critical that root causes be addressed, instead of putting"band-aids" on symptoms. A unified facility can creates economies of scale, supports the 10-year plan, and improves service delivery. 2. Supportive Services for Seniors Provide supportive services to seniors by encouraging collaboration among service providers. How a. Conduct a comprehensive needs assessment to better understand the needs of seniors, both active and homebound, and to determine senior social services priorities and redundancies. Incorporate existing relevant data from social service providers. b. Develop a plan that addresses the prioritized needs of seniors by involving non-profits agencies, the Area Agency on Aging, and other stakeholders. Why A senior center needs study planned as part of the 2007-09 major City goal work plan (Senior Center Facilities), was not completed. Testimony at the annual Community Needs Workshop identified several senior issues including lack of information, lack of physical access to existing services, and growing financial concerns. More specific information regarding the needs and current programs available to seniors is needed in order to address the concerns. The senior population in San Luis Obispo County is growing and addressing this need is the right thing to do for the community. -7- 1 HOUSEJACK COMMITTEE 1. Buggy Shed Restoration 2. Removal of Elevator Shaft and Restoration of Original Bay Window There was discussion specific to the Buggy Shed regarding volunteer assistance in making the project happen. There has been expressed interest from the Docents and members of the community to help make the shed a key part of the weekly tours. Funding for the project could be raised through community donations (both monetary and materials.) General Fund dollars would be needed to complete the bay window restoration project. -8- JOINT • COMMITTEE In Priority Order Goal Importance Funding Sources 1. Maintain funding for the San Luis Continuing to fund this program allows General Fund Obispo Youth Sports Association at the youth sports organizations to save money current level of$20,000 each year to in user fees to the school district,which is assist in field improvement projects on identified in the Joint Use Agreement school district sites that are completed between the City and School District. in lieu of payment of user fees by affiliated members. 2. Allocate funding to complete the Santa Identified as a Major City Goal and need Parkland Development Rosa skate park,which includes the was established through a 2007-08 study. Fund,General Fund, development of plans and specifications Skate Park MasterPlan which is to be Donations,Grants as well as construction of the park. completed soon: 3. In order to update the Parks& The.Parks&Recreation Element/Master General Fund Recreation Element/Master Plan, Plan is long overdue for an update and complete a Community Needs most unmet needs that were identified Assessment as a basis for plan have been accomplished. Knowing the development with special emphasis on needs of the community is important to the need for a Senior/Community developing anew Element/Master Plan. Center and tennis courts with associated lighting. A desire for lighting tennis courts was evaluated by the JUC recently. Because of opposition by the Sinsheimer Park neighborhood,a needs assessment for lighted tennis courts and potential locations is desired. 4. Resume implementation of the Move towards completion of Sinsheimer General Fund Sinsheimer Park Master Plan. Park. This has been previously identified in the CIP program. 5. Support the construction and This will complete the link to the Bob Design could be maintenance of the City's bicycle path Jones City to Sea Trail and connect with funded through a system, including extension of the Bob the City's bike system. variety of sources— Jones City to Sea Trail. Encourage General Fund,Land bicycle-related events and activities to Events such as the Tour of California and Conservancy,etc. support the concept of San Luis Obispo other activities enhance the bicycle- Construction can be as a"bicycle-friendly"community. friendly community concept and support funded through grants. for such events-should be continued. Tourism aspects would be funded through the General Fund. 6. Endorse recreational and competitive Support for events that enhance tourism General Fund events that will enhance tourism to San in the community and promote recreation Luis Obispo. improves the quality of life. -9 - 1 TRANSPORTATIONMASS In Priority Order GOAL IMPORTANCE FUNDING SOURCE What is being proposed for the Why is it important? How can it be achieved from community? a resource perspective? 1. Complete physical o Improve accessibility o Capital improvement infrastructure to support throughout the City. program convenient ridership, o Increase convenient bus o Federal transit dollars including schedule and service. o Transportation media information, ADA Development Act dollars access, lighting,bike capacity and increased bus stop passenger amenities. 2. Support congestion relief and o Land use is the most o Policy changes long term fiscal health important long term o Municipal code changes through transit-supportive influence on ridership land use strategies and levels. revising parking o Puts land use into more requirements near transit revenue producing uses. routes. 3. Short Range Transit Plan o Reduce traffic congestion. o Federal transit dollars Update to include o Decrease pollution o Transportation community outreach and o Use infrastructure more Development Act dollars promotion programs, and efficiency research strategies to/from • Review financial and and around Downtown to operating health of transit increase ridership. system. o Make recommendations to refine/change service and/or expand service. to PARKS AND RECREATION • • Goal Statement: Allocate funding to complete the skate park, which includes the development of plans and specifications and construction of the park. Importance: A need has been established through a 2007-08 needs study and a Skate Park Master Plan will be completed in the next month. The next steps include plans and specifications followed by construction. Funding Sources: Parkland Development Fund, Donations, Grants and General Fund Goal Statement: Continue to support the acquisition of open space to include funding to complete the purchase of the Froom Ranch transaction. Importance: This is a key parcel that ties together multiple pieces of open space. It is also a time sensitive acquisition that benefits from outside funding if acted upon this next budget cycle. Funding Sources: General Fund, State Grants, Donations Goal Statement: Complete a Community Needs Assessment as a basis for updating the Parks and Recreation Element/Master Plan with a greater degree of emphasis on the need for a Senior/Community center and tennis courts and associated lighting. Importance: The P&R Element/Master Plan has needed to be updated since 2001. The majority of needs identified in the last update have been realized and until we have the results of a new needs assessment, our approach to meeting the needs of the community will be guess work, at best. Without knowing the needs of the community, we have nothing to measure our achievements against. The Senior/Community Center Needs Study was scheduled to occur in 2008-09, but was delayed because of financial reasons. The seniors and the community still want this study to be completed. The tennis court emphasis has been identified as a result of the tennis community requesting lights for Sinsheimer tennis courts. Due to neighbor opposition, the PRC would like to know if new courts are needed, if courts need to be lighted and if so where is the best location for either. Funding Source: General Fund Goal Statement: Continue work to complete the Bob Jones Trail, in particular with emphasis on the City/County link between Los Osos Valley Road and the Octagon Barn. Importance: This is the last link of the Bob Jones Bike trail and connects the City's commuter bike system and the County's recreational bike trail. Funding Source: For design only: General Fund, possibly the Land Conservancy SLOCOG, and/or the County 11 PLANNING • • 1. Adopt a public improvement design strategy and public improvement program with an emphasis/priority on the Downtown area. 2. Implement Housing Element programs with an emphasis on homeless services and affordable housing production. 3. Conduct a limited update of the Land Use and Circulation Elements focusing on the public input aspect of the sphere of influence areas and using in-house staff and other methods to minimize the associated costs of the effort. 4. Update the circulation model currently in development to be a forecast circulation model. 12- 1 PROMOTIONAL C • • • 1COMMITTEE BACKGROUND The Promotional Coordinating Committee (PCC) had a lively discussion during its October 8, 2008 meeting regarding goal setting for 2009-11. Consistent with its assigned role, the adopted goals concentrate on improvements and enhancements that would make the City of San Luis Obispo a better place to reside and visit. The PCC did not weigh the goals since the members felt that they were equally important. GOALS 1. Beautification of Downtown a. Continue the efforts towards a directional signage program throughout the City that directs visitors to points of interest. b. Introduce an aggressive sidewalk cleaning program to keep downtown attractive and clean for residents and visitors alike. c. Support and facilitate sidewalk dining downtown. 2. Support construction and maintenance of bicycle trails, encourage and support bike events and increase awareness of San Luis Obispo as a"Bicycle Friendly Community." 3. Support efforts towards a `-`Car Free San Luis Obispo' tourism program similar to Santa Barbara. 4. Encourage and support outreach to attract and bring new cultural, recreational and competitive sports events to San Luis Obispo. 5. Support collaboration with existing local cultural, recreational and competitive sports events to drive visitors to San Luis Obispo. 6. Establish a City shuttle service to outer areas (Los Osos Valley Road, Madonna Plaza, Airport) to facilitate visits to Downtown San Luis Obispo. 7. SLO Airport - Support the San Luis Obispo County Regional Airport in its efforts to keep airline services in San Luis Obispo and assist with marketing efforts to bring visitors to San Luis Obispo by plane. 13- TOURISM BUSINESS BOARD BACKGROUND This was the first time the newly elected Tourism Business Improvement District (TBID) Board immersed itself in the City's budget and goal-setting process. The Board discussed a variety of issues and felt that the below listed goals would greatly enhance the City of San Luis Obispo as a place to visit. Like the Promotional Coordinating Committee, the TBID Board did not weigh its goals, keeping them all equally important. GOALS 1. SLO Airport Support the San Luis Obispo Airport in its efforts to keep airline services in town and assist with marketing efforts to bring visitors to San Luis Obispo by plane. 2. Establish a City shuttle service to outer areas (LOVR, Madonna, Airport) to facilitate visits to Downtown San Luis Obispo. 3. Continue funding support for the Promotional Coordinating Committee in its efforts to promote cultural, recreational, and social events that bring tourists to San Luis Obispo. 4. Beautification of City Gateways and the City's downtown core. 5. Enhance security in downtown so residents and tourists can feel safe while enjoying downtown activities. - 14- . TREE COMMITTEE In Priority Order 1. Improve Tree Care Why? To ensure the vitality of our urban forest, where trees are trimmed on a regular basis, disease and pests are controlled and trees are replaced in a manner that adds value to living here. How? Add Tree Maintenance staff to provide for necessary trimming and tree care; Increase the budget for Tree Maintenance to be comparable with other cities that have urban forests; Use benchmarking to track City staff efforts and progress. 2. Gateway Tree Planting Why? To establish a sense of place, that San Luis Obispo is a tree-friendly community that values a vibrant urban forest. Identify the City of San Luis Obispo with other cities that have strong urban forest programs How? Create new projects for gateway planting projects; Form partnerships with tree organizations to utilize volunteers and donated labor/materials; Staff time to write grant applications for project funding. 3. Median Tree Planting Why? To further develop the urban forest concept as you drive through San Luis Obispo, trees would be planted in the medians of arterial streets (where space is available). Require new developments to build medians and plant trees as a condition of approval. How? Create new projects for median tree planting projects; new development requirements; Form partnerships with tree organizations to utilize volunteers and donated labor/materials; Staff time to write grant applications for project funding. 4. Modify Planning and Development Requirements Why? To establish clear criteria as to the types of trees that developers are required to plant in order to emphasize canopy coverage. Provide for follow-up and enforcement of trees that are planted to ensure they are established to the satisfaction of the Urban Forest Manager. How? Staff time working with the Tree Committee to revise existing regulations and develop new regulations to achieve the goals Staff time to enforce new regulations. - 15- i TREE COMMITTEE 5. Develop Educational Materials for Trees within the City Why? To better educate property owners, contractors and developers about acceptable tree types, selection, pruning, maintenance, and pest/disease control in order to continually enhance the quality of the urban forest in San Luis Obispo. How? Staff time working with the Tree Committee to find or create printed materials to be distributed via utility bills; Staff time to add information to the City web site or links to other sites; Staff time to conduct workshops for property owners and tree trimming contractors. - 16- I ADVISORY BODY ROLE IN THE BUDGET PURPOSE OF THE CITY'S BUDGET O Budget Foundation: December 16, 2008. 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 2007-08 and discuss results of the five-year forecast. Plans, Source Reduction,Recycling& Hazardous Materials Plans, Pavement Management Plan, Short ® Community Forum: January 15,2009. 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 31, 2009. Discuss candidate goals presented at January The Financial Plan is the key tool for 14 workshop; discuss Council member goals; and programming implementation of these goals,plans prioritize and set major City goals for 2009-11. and policies by allocating the resources necessary to do so. © Major City Goal Work Programs: April 14, 2009. Conceptually approve detailed work This requires a budget process that: programs for major City goals and set strategic budget direction for 2009-11. ■ Clearly sets major City goals and other important objectives. ADVISORY BODY ROLE ■ Establishes reasonable timeframes and organizational responsibility for achieving them. By providing the Council with their goal recommendations,advisory bodies play a very ■ Allocates resources for programs and projects. important part in this process. For example, virtually all of the advisory body recommendations FINANCIAL PLAN FEATURES received as part of this process two years ago were • Goal-Driven included in someway in the 2007-09 Financial Plan. ■ Policy-Based Council goals, by their nature, tend to be broader in ■ Multi-Year scope than those developed by advisory bodies. In o Highly-Automated, Rigorous,Technically your recommendations to the Council,please Sound consider what you believe would be appropriate City goals, both from the perspective of your advisory COUNCIL GOAL-SETTING body's purpose,as well as any perceived community-wide concerns and needs. First Step in the Budget Process. Linking goals with resources requires a budget process that Council advisory bodies will receive a consolidated identifies key objectives at the very beginning of the listing of all recommended advisory body goals by process. Setting goals and priorities should drive the November 17, 2008. This provides advisory bodies budget process, not follow it. with an early opportunity to review what other advisory bodies see as high community priorities; FIVE-STEP PROCESS FOR 2009-11 and while not required, it is also an opportunity to revise goals in.light of these if they want to do so. O Setting the Table: November 20,2008. Review The Council will receive the final report with all the status of General Plan implementation programs, advisory body recommendations before they begin long-term Capital Improvement Plan(CIP)current the goal-setting process in January 2009. Major City Goals, current CIP projects and the City's general fiscal outlook. - 17- i ADVISORY BODY ROLE IN THE BUDGET PROCESS Goal-Setting and the Budget Process 2009-11 Finnnchil Plan a Letters from Community Groups Community Surveys Letters from Individuals Goal-Setting Input Community Forum ** Fiscal Forecast January 15, 2009 Current 2-Year Long-Term Plans, Goals * Goals & Policies " November 20, 2008 Council Goal-Setting ••December 16, 2008 "Setting the Table," Workshop `Budget Foundation" Budget Workshop January 31, 2009 Workshop Staff Budget Preparation l Major City Goal Work Programs & Strategic Budget Direction: April 14 Preliminary Budget: May 28 Budget Workshops: June 4, 9 and 11 Adopted Budget: June 16, 2009 city of san lues ompo _ 18_ Section 3 Recommended Goals COMMUNITY BUDGET BULLETIN RESULTS OF COMMUNITY BUDGET Updated:January 21,2009 & flood protection, spending reductions and binding arbitration repeal;and while they continue to be concerns, BACKGROUND falling below the "Top 15" are other infrastructure maintenance, interchange/intersection improvements and We inserted a "community budget bulletin" in our utility stopping/limiting growth. bills in December 2008 informing our customers about March 2005 and June 2006 Scientific Surveys These the City's goal-setting process, and inviting them to results are also similar with those from scientific public participate in the Community Forum on January 15, 2009 opinion surveys the City completed in March 2005 and and the Council goal-setting workshop on January 31, June 2006. These showed street repair, traffic congestion, 2009. This reached all 14,000 of our customers. relief, creek&flood protection,public safety, open space protection, senior services and code enforcement as top In addition to encouraging participation in these concerns,which are reflected in the results below. workshops, this bulletin asked our customers to share with us what they believe are the three to five most TOP 15 THEMES' PRIORITES important things for the City to do over the next two years. It also asked: "Are there any services or programs Based on 436 Responses that you believe the City should reduce or eliminate to save money in funding your top priorities?" Responses SURVEY PARTICIPATION 1. Street repair/neighborhood paving 181 2. Open space preservation 162 Participation in this survey was very high: by January 3. Traffic congestion relief 142 21, 2009, we received 436 replies. This response is 4. Public safety 123 especially notable since this was an "open-ended" survey instrument (it did not provide pre-determined"check-off' 5. Creek&flood protection 103 answers), so it required extra thought and effort on the part of respondents to complete and return the survey. (It 6. Senior services&facilities 99 should be noted, however, that the 2007-09 Measure Y 7. Neighborhood code enforcement 89 were highlighted in the"bulletin.") 8. Downtown protection/enhancement 78 SURVEY RESULTS 9. Spending reductions 62 10. Bikeway improvements 55 Caveat: Not a Scientific Survey 11. Binding arbitration repeal 41 It is important to stress that this is not a "scientific 12. Parks&recreation 35 survey" and as such great caution should be used in interpreting the results. Nonetheless, we believe the 13. Transit system 28 results are useful—especially when viewed in conjunction 14. Homeless concerns 24 with the other forms of feedback the Council will receive in this process—in gaining additional insight into the 15. Affordable housing 21 concerns of our community. But There Are "Themes" TOP 5 THEMES: REDUCTIONS Since these are "open-ended" responses, it is not possible Based on192 Responses to provide a simple, analytical summary of the results. Responses Nonetheless, clear themes emerged. The sidebar charts Theme summarize"Top Themes,"presented in order of the most 1. Reduce public safety services 30 common responses. 2. Reduce police salaries& 24 How Does this Compare with Other Surveys? benefits/repeal binding arbitration 3. Don't build senior center parking lot 16 Two Years Ago. We conducted the same survey on 4. Reduce traffic mitigation efforts 13 priorities two years ago as part of the 2007-09 Financial Plan and these results are very similar. In fact, 12 of the 5. Reduce/eliminate open space 12 "Top 15 Themes" are the same. The additions are creek preservation expenditures RESULTS OF COMMUNITY BUDGET January 7, 2009 & flood protection, spending reductions and binding arbitration repeal; and while they continue to be concerns, BACKGROUND falling below the "Top 15" are other infrastructure maintenance„ interchange/intersection improvements and We inserted a "community budget bulletin" in our utility stopping/limiting growth. bills in December 2008 informing our customers about March 2005 and June 2006 Scientific Surveys. These the City's goal-setting process, and inviting them to results are also similar with those from scientific public participate in the Community Forum on January 15, 2009 opinion surveys the City completed in March 2005 and and the Council goal-setting workshop on January 31, 2009. This reached all 14,000 of our customers:. June 2006.. These showed street repair,traffic congestion, relief, creek& flood protection, public safety, open space protection, senior services and code enforcement as top In addition to encouraging participation in these concerns,which are reflected in the results below. workshops, this bulletin asked our customers to share with us what they believe are the three to five most TOP 15 THEMES: PRIORITES important things for the City to do over the next two years. It also asked: "Are there any services or programs Based on 302 Responses that you believe the City should reduce or eliminate to save money in funding your top priorities?" Theme Responses SURVEY PARTICIPATION 1. Street repair/neighborhood paving 125 -- 2. Open space preservation 109 Participation in this survey was very high: by January 7, 3. Traffic congestion relief 96 2008, we received 302 replies. This response is especially notable since this was an "open-ended" survey 4. Public safety 84 instrument (it did not provide pre-determined"check-off' 5. Senior services&facilities 79 answers), so it required extra thought and effort on the part of respondents to complete and return the survey. (It 6. Creek&flood protection 74 should be noted, however, that the 2007-09 Measure Y 7. Neighborhood code enforcement 65 were highlighted in the"bulletin.") 8. Downtown protection/enhancement 47 SURVEY RESULTS 9. Spending reductions 36 Caveat: Not a Scientific Survey 10. Bikeway improvements 31 11. Binding arbitration repeal 27 It is important to stress that this is not a "scientific 12. Parks&recreation 22 survey" and as such great caution should be used in interpreting the results. Nonetheless, we believe the 13. Transit system 18 results are useful—especially when viewed in conjunction 14. Homeless concerns ' 18 with the other forms of feedback the Council will receive in this process-in gaining additional insight into the 15. Affordable housing 14 concerns of our community.. But There Are "Themes" TOP 5 THEMES: REDUCTIONS Since these are "open-ended" responses, it is not possible Based on]15 Responses to provide a simple, analytical summary of the results. Nonetheless, clear themes emerged. The sidebar charts Theme Responses summarize "Top Themes,"presented in order of the most 1. Reduce public safety services 17 common responses. 2. Reduce police salaries& 16 How Does this Compare with Other Surveys? benefits/repeal binding arbitration 3. Reduce/eliminate open space 11 Two Years Ago. We conducted the same survey on preservation expenditures priorities two years ago as part of the 2007-09 Financial 4. Don't build senior center parking lot 10 Plan and these results are very similar. In fact, 12 of the "Top 15 Themes" are the same. The additions are creek L 5. Reduce traffic mitigation efforts 10 - I - Community Budget Bulletin Survey Responses: What Are the Most Important Things for the City to Accomplish Over the Next Two Years? 1. Public Safety 2. Creek Protection 3. Street Maintenance 4. Traffic 1. Upgrading the main streets, like Broad, South, etc. 2. Bring arbitration of salary negotiation back into reason. 3. Improve sidewalks and public landscape—Tank Farm Road. 4. Trim bushes and trees; rake up leaves the entire length of Tank Farm. 5. Develop sustainable water supply to meet future needs and manage drought. 1. Fix the streets. 2. Time the traffic lights. 1. Creek flood protection. 2. Neighborhood paving. 3. Neighborhood code enforcement. 4. Public safety. 5. Keep walkways clean and safe; downtown improvements. 1. Public safety. 2. Traffic relief. 3. Senior services. 4. Code Enforcement. 5. Paving and maintenance. 1. Neighborhood code enforcement. 2. Open space preservation. 3. Neighborhood paving and deferred street maintenance. 4. Traffic congestion relief. 5. Creek and flood protection. 1. Open space preservation. 2. Sidewalk restoration in residential areas (uneven& broken sidewalks are a hazard to all, especially the elderly). -2- Community Budget Bulletin Survey Responses: 1. Open space preservation. 2. Railroad & Bob Jones Bike Paths. 3. Senior services and facilities programs. 1. Eliminate binding arbitration. Don't replace retiring police;let attrition reduce the number. ;2. Preserve open space. 1. Creek and flood protection. 2. Neighborhood ADA compliant. 3. Neighborhood paving/street maintenance. 4. Los Osos Valley Road overpass expansion. 5. Downtown improvements. 1. Quit catering to the Copelands: 1. Get police officers to ticket drivers who run red light. 2. Open space preservation. 3. Traffic congestion relief. 4. Senior services/programs. 5. Children's/teen programs. 1. Wildfire risk prevention. 2. Creek& flood protection. 3. Open space preservation. 4. Downtown improvements. 5. Senior services and facilities programs. 1. Open space preservation. 2. Senior services. 3. Traffic congestion relief. 4. Downtown improvements 1. Traffic congestion on'LOVR 2. Neighborhood paving& deferred maintenance. 3. 'Public safety. - -3 - Community Budget Bulletin Survey Responses: 1. Traffic congestion relief. 2. Open space preservation. 3. Bike lanes and trails. 4. More frequent bus service from south end of town. 5. Graffiti clean-up and enforcement education. 1. Senor services. 2. Street maintenance. 3. Traffic. 4. Open space. 5. Public safety. 1. Lower the costs of sewer and water to citizens. 2. Do not pave Mitchell Park—use gravel so that water can percolate through soil. 1. The City needs more night-time recreational facilities available, specifically tennis court lights. 2. Street paving and maintenance should also be a high priority. 1. Helping public safety. 2. Laguna Lake/all parks kept. 3. Open space. 1. Open space preservation. 2. Public safety. 3. Traffic congestion. 4. Restoring Laguna Lake. 1. Open space preservation. 2. Downtown Improvements. 3. Street maintenance. 1. Creek& flood protection. 2. Traffic congestion. 3. Homeless problem. 4. Housing for average worker. 5. Railroad Museum project—the sooner it's completed,the sooner it can have a return of the money spent. -4- Community Budget .. 1. Open space preservation. 2. Downtown improvements. 3. Traffic congestion relief. 4. Neighborhood paving. 5. Creek & flood protection. 1. Reverse or get rid of binding arbitration. 1. Dredge Laguna Lake. 1. Help with public housing; perhaps rentals,not necessarily for low-income. 2. Water/sewer/utilities. 3. Public safety. 1. Emphasize street maintenance and improvements. 2. Increased use of reclaimed water. 3. Get rid of the fancy lettered street signs that can't be read. 1. Street paving. 2. Traffic congestion relief. 3. Creek and flood protection. 1. Cut staff. 2. No new benefits. 3. No cost of living increases. 1. Maintain present course. Thanks for the good bus service. 1. Traffic congestion relief. 2. Creek and flood protection. 3. Senior services and facilities programs. 1. Slower growth. 2. Preserving historic downtown. 3. Open space preservation. 4. Limit downtown building heights to 2-stories max. 5. Bike friendly town. 1. Resurface the roads that need it. -5- Budget .. 1. Stop binding arbitration. 2. Cut spending and fees. 3. Hiring freeze—no new employees. 4. Traffic congestion relief. 5. Downtown improvements. 1. Services to elderly and poor. 2. Services to children. 3. Low-income housing. 1. Creek and flood protection. 2. Traffic congestion relief. 3. Senior citizen services and programs. 4. Open space preservation. 5. Paving and street maintenance. 1. Public safety, including restoring cut traffic, patrol, fire marshal and training positions. 2. Traffic congestion relief. 3. Neighborhood code enforcement. 4. Open space preservation. 5. Creek and flood protection. 1. Neighborhood paving and street maintenance. 2. Senior services and facilities programs. 3. Traffic congestion relief. 4. Open space preservation. 1. Continue repaving/repairing our City surface streets. 2. Work to repeal binding arbitration with police officer union and especially before the Fire Dept. follows suit. 3. Pursue the improvement of the LOVR overpass and on/off ramps. 4. Complete the Prado Road to connect from Higuera to Broad Streets. 1. Traffic congestion relief. 2. Open space preservation. 3. Public safety. -6- Community Budget .. 1. Traffic congestion relief. 2. Neighborhood paving and deferred street maintenance. 3. Creek & flood protection. 1. Public safety. ---- 2. Downtown improvements. 3. Senior services. 4. Creek and,flood_protection, 1. Creek & flood protection. 2. Neighborhood paving and deferred street maintenance. 3. Public safety. 4. Neighborhood code enforcement. 5. Traffic congestion relief. 11. Develop and begin-ti)implement anew sustainable energy program to reduce greenhouse gases. 2. Create incentives for using an improved public transportation system. 3. Encourage"infill" growth—no sprawl allowed. 4. Water is a scarce commodity and will become less available. Conservation measures must be implemented now. We can't wait until the extreme_drought 1. Reduce Police Department wages and retirement benefits. 2. Maintain roads, fix potholes. 3. Maintain bike lanes. 4. Maintain creek and flood protection. 5. Maintain current parks. 1. .Continue improving bicycle infrastructure,especially railroad bike path. 2. Street maintenance. Open space preservation,- _ 1. Pave road (227, Chorro). Do it properly; no patches. 2. Clear stream beds behind the"Willows" and other areas. 3. Use creativity to control traffic congestion. 4. Widen Tank Farm Road while already a mess. 5. Eliminate all events that cost overtime for Police Department. -7- Community Budget Bulletin Survey Responses: 1. Widen Madonna Road to get rid of merge lance near Laguna Lake Park entrance. 2. Creek and flood protection—clear creek beds so run-off flows smoothly. 3. Dredge Laguna Lane—there is potential for flooding in that area. 4. Longer library hours. 5. Fix bump on California Boulevard where street meets freeway overpass going towards Cal Poly. 1. Parking downtown. 2. Traffic on LOUR. 1. Reliable, adequate water supply. 2. Don't lose sight of open space acquisition during these hard economic times. 3. Continue on-going preventive maintenance for streets/paving. 4. Continue to pursue the railroad bike path. 5. Affordable housing. 1. Traffic congestion relief. 2. Water prices are crazy. What happened? 3. Let the Dalidio Ranch growth go through. 1. Adopt a very conservative, worst case scenario, budget. 2. Repave roads with high traffic use. 1. Balanced budget. 2. Jobs creation. 3. Senior and medical services. 1. Reversal of binding arbitration. Run like a business. You pay the lease and reward with incentives, not a free ride. 2. Reduction in city staff and outsource to private contractors many functions to save long-term financial obligations. 3. Maintain city streets and internal infrastructure. 4. Prevention of sprawl. Rezone putting housing units in commercial and industrial zones. 5. Prevent turning our beautiful downtown into a metropolis for tax money. 1. Neighborhood paving and street maintenance. 2. Senior services and facilities. 3. Neighborhood code enforcement. -8- Community Budget Bulletin Survey Responses:�Priorities I. Public safety. 12. Neighborhood code enforcement. 3. Affordable housing-allowing_ for Orcutt. 4. Prado overpass/Dalidio. 5. Senior services. 1. You should actively engage in cutback"management. You can't do all things for all people in the economic recession of today. 2. Keep public safety as a priority but reduce and/or postpone all other"nice to do" or"nice to fund" former priorities. In cutting back, you will reduce your budget 15 to 20%. '1. More bike boulevards, bike paths, and continuousbike lanes. 2. More services for homeless, low-income housing. 3. Pedestrian-only downtown. d. Creek cleanup (street and Ag runoff). 5. Safe routestoschool. 1. Public safety. 2. Creek and flood protection. 3. Safe bike lanes and public transportation. L. Water conservation. .2. Open space preservation. 3. Senior services and facilities. . 1. Open space preservation.. 2. Downtown improvements. 1. Traffic congestion relief: - 2. Neighborhood code enforcement. 3. Public safety -- -. . -------- - --- 1. Bike lanes. 2. Open space. 3. Replace downtown trolley and city buses with electric or natural gas vehicles. .1. Downtown preservation. 2. Open space preservation. 3. Public safety. 4. Neighborhood paving/deferred street maintenance. -9- I ' Community • • Responses: 1. Senior services and facilities programs. 2. Public safety. 3. Neighborhood paving and deferred street maintenance. 4. Traffic congestion relief. 5. Creek and flood protection. 6. Downtown improvements. 1. Encourage the elimination of arbitration process and put all city employees on an equal basis for future pay adjustments. 2.. Keep good city employees and continue to support.the Parks & Recreation programs. 3. Neighborhood paving and deferred street maintenance.. 4. Neighborhood code enforcement: 5.._ Senior services and facilities programs, esp. water, 1. Public safety. 2. Open space. 3. Downtown improvements. 4. Creek and flood protection. 5. Senior services. 1, Parking for the seniors at Mitchell Park: 2, Fill in potholes; repave the street.__ - 1. Neighborhood paving and deferred street maintenance. 2. Neighborhood code enforcement. Build team coops–various staff walk/drive-bys to notice problems. 3. Preserve open space before the areas are gone forever. 1. Neighborhood paving. 2. Creek and flood protection. 3.. Senior services. 4. Neighborhood code enforcement. ,5. _Open-space preservation. — 1. Neighborhood quality; blighted and overcrowded student rentals. 1. Public safety including yanking any welcome•to gangs. 2. Creek and flood protection. 3. Installation of street-names on downtown buildings well above SUV height: 4. Open space-preservation. - 10- Community Budget bulletin Survey Responses: 1. Remove the binding arbitration requirement. 2. Seriously begin funding for a new senior center. No more band aids. 3. Enforce noise ordinance. 4. Keep the open space protected. Great job so far. 5. Salary freeze for all City employees for next year. 1. Keep San Luis Obispo.. San Luis Obispo 1. Conduct 360°review of all discretionary expenditures. Start with publications and newsletters.. Eliminate all but the necessary. Eliminate any positions dedicated to theses tasks. Outsource by bid. 2. Health and safety staff and expenditures (freeze Police salaries). 3. Managing and oversight of Prado Day Center. Create more shelter space for people during the winter. 4. Parks and Recreation availability and improvement. Low/no cost use opportunities. 1. The double-decker bus was a very nice addition to public transportation. 2. Stop developing Bishops Peaky 1. Clean the creeks. Clear all trees within 5 feet above the dry bed. 2. Repave all streets that need it. 1. Maintain reserve to starve off bankruptcy. 2. Protect reserve from State pilfering. 3. Aim for sustainability: 4. Improve infrastructure as#1 priority. 5. Make bar owners responsible for drink-related costs_to city._ _ i. Reducing the cost of government. Water and sewer costs have almost doubled. '2. Reduce the cost of government and spend money on material things like road repair. You inability to manage costs can't always be shifted to the people. '3 _Stopcharging so much the vendors don't come to outcraftsfair anymore. 1. Infrastructure maintenance—street paving, water supply, etc. 2. Senior services essential to one's health and safety. 3. Public safety. 1. Take care of people's fundamental needs and protect thea-property. - 11 - Community Budget Bulletin Survey Responses: I. Street maintenance. 2. Go after cell phone drivers. 3. Open space. 1. Neighborhood code enforcement. 2. Street maintenance. 3. Youth programs. 4. Senior services. 5. Park maintenance. 1. Improve firefighter and paramedic staffing levels and response times. 2. Increase neighborhood police officer staffing as promised when Measure Y passed. 3. Maintain better park securing to remove homeless from areas where children plan. 4. Clean up creeks and homeless camps. 5. Put bar tax on ballot to fund more public safety costs because of their impacts. 1. Open space preservation. '2. Traffic congestion relief. 1. Balance the budget. 2. Hold fast on historic preservation. 3. Stand up against too tall buildings. 4. Clean up downtown sidewalks. 5. Enforce quieter downtown streets. 1. Neighborhood code enforcement Homes being.turned into boarding houses. 2. Open space preservation. 1. Public Safety—do not eliminate binding arbitration. 2. Traffic congestion. 3. Creek and flood protection. 4. Neighborhood paving. 5. Neighborhood code enforcement. 1. Learn to live within your budget. 2. Do not keep raising amount of our taxes. 3. Eliminate some of the labor force to fit budget. - 12- Community Budget Bulletin Survey Responses: 1. While not at the top of the list, an important thing for the city to do would be to participate as a partner in the development of the Octagon Barn Center. The city is the major beneficiary and it is not currently a player. 1. Open space preservation. 2. Public safety. 3. Protecting downtown from growth. 1. Public safety. 2. Senior services. 3. Graffiti removal. 1. Change the retirement policies for public employees. Most people retire at 65,you should do at least the same. 2. Begin steps to terminate public employee unions. If they strike,hire strike breakers. There are plenty of people willing to work. 3. Improve paving. Once paved, stop digging them up again. 4. Get the boats and RVs off the streets. 5. Care for the creeks. 1. Reduce cost to citizens. 2. Strong enforcement of anti-graffiti, anti-panhandling laws. 3. Neighborhood code enforcement of excessive noise and illegal parking in residential areas. 4. Street maintenance. 3. Examine the City's bridges; heavy plant growth in creeks, especially outer regions of city. 4. Promote low energy transportation. Develop walk, bike, and bus transportation. 5. Water—consider alliance of cities to develop water from ocean. 6. Encourage small businesses/small retailers, services in lieu of job loss. Encourage more medical doctors.. 1. Public Safety. 2. Neighborhood paving and deferred street maintenance. 3. Traffic congestion relief. 1. Support expansion of Diablo power plan to 4 reactors. 2. Eliminate any and all overtime to the Police Department. 3. Consider a City gasoline tax with funding directed to paving and congestion relief. 4. Neighborhood code enforcement should be reduced and spending eliminated. 5. Downtown improvements should be paid for by downtown property owners. - 13 - I Community 1. Programs that support homeless and low-income children. 2. Programs that support low-income and isolated senior citizens. 3. Open space preservation—continue to strive for the green belt. 4. Use of"green"building and technology in city-run buildings and operations. 5. Support for small businesses—not Copelands and the like. 1. Neiborhood code enforcement. 1. Change binding arbitration law; as it is, it's unsustainable. Costs will drive the city towards insolvency. 2. Address homeless problem; the criminal and mentally ill element is a blight to our community. 3. Address traffic congestion; Madonna Road, LOVR, Tank Farm and Broad Street. 4. Push for broadening LOVR. Proceed with the Prado interchange and Buckley Road interchange. 5. Senior services. Allow the parking spaces at the senior center. 1. Revise overly-generous retirement benefit programs for public safety employees back to 2% per year of service. 2. Revoke using ballot process the binding arbitration for City employees. 3. Fully disclose to taxpayers for fully_funded health and retirement benefits for city employees.__. 1. Provide a safe bike-pedestrian way from Broad north to LOVR via Foothill, away from the traffic. 1. Public safety. Z. Neighborhood parking; street maintenance. 3. Traffic congestion__ 1. Revoke binding arbitration for city employees. 2. Set realistic retirement and health benefit programs and fully disclose costs for city employees. 3. Revise(reduce) retirement benefit compensation to pre-2001 levels. 4. Increase fines for property owners with 3 or more noise violations. 1. Manage the budget prudently and cautiously. 2. Don't rely on growth (commercial or residential)to`solve" budget problems. 3. Avoid starting up new programs unless their cost'is offset by new revenue. 4. Consider hiring all new employees with lower retirement benefits (2 tier this benefit). 5. Postpone new capital projects but don't cut maintenance. 6. Aggressively seek funds from the new Obama infrastructure program - 14- Community Budget Bulletin Survey Responses: 1. Smooth out rough streets. 2. Senior services. 3. Flood protection/creek maintenance. 2. Garbage cans/mutt mitts at Bishop Peak/Patrida open space. 3. Cal Poly—neighborhood noise. 4. Transit subsidies. 5. Undergrounding.overhead lines. 6. Increase access-to school gyms/recreation. Keep kids off the streets. 1. Paving and street maintenance.. 2. Open space preservation. 3. Public safety. 4. Traffic congestion. -1. Neighborhood paving,etc. -- 2. Creek and flood protection. :3.. Open space preservation. 1. Public safety—fire police victim witness programs. 2. Social services including seniors,poor and displaced citizens. 3. Continued work with student impact on year-long residents in neighborhoods near campus, including Anhohn tract. 4. Tree planting and maintenance in public street areas. 5. Continued"adoption"or purchase of lane within city limits for small park or green spaces. 1. Neighborhood code enforcement. 2. Parking enforcement(handicap,wrong way, blocking,sidewalks, etc.). 3. Completion_of,bike trail tie-in to.Bob Jones Trail:_ 1. Traffic congestion relief. 2. Open space preservation. 3. Senior services and facilities programs. 4. Neighborhood paving. 5. Creek and Flood protection. 1. Make sure the budget is balanced. 2. Stop negotiation pay based on what comparable cities.pay. - 3. Maintain active_pla_nning activities, especially_trafficand commercial development: :. - 15- Community Budget Bulletin Survey Responses: 1. Safe bike paths along LOUR and Foothill Boulevard away from traffic. ---------- ----- ----- ---.-------------- -- - --- ---- 1. Work to overturn binding arbitration for City Police and Fires Staff. Pay them a fair but not exorbitant salary. 2. Continue to install LED traffic signals to reduce power demand. Make similar changesfor energy savings. 3. Wherever possible, continue to coordinate traffic signal timing for better traffic flow and lower. emissions. 1. Fire Police 2. Street Paving. 3. Flood protection. 4. Traffic congestion relief Aeep studying changing traffic light timing. }1. Traffic Congestion Relief. 2. Handicapped parking(free in city garages). 3. Neighborhood code enforcement. 4. Open space enforcement. 1. Fix the streets and bridges. 2. Senior facilities-new,bigger building. 3. Open space preservation. 4. Don't forget about dogs and cats. 1. We need more firefighters/paramedics. 2.. Hire more police to increase their presence in;neighborhoods. 3. Reduce homeless in neighborhoods. 4.. Support businesses in city. ,5. Develop,increase tourism 1. Maintain adequate Public Works staffing resources to ensure property maintenance of infrastructure. 2. Develop an effective rapport with Cal Poly with the intent of them taking greater responsibility for "Town/Gown" impacts(vandalism, neighborhood blight, law enforcement,joint use of facilities, etc.). 3. Work to eliminate binding arbitration from city charter. 1. Mamtain/improve bicycle lanes. 2. Senior services and facilities programs. , 3. Traffic law enforcement. Too many.speed/stop sign/light violators. 4. Open space preservation. - 16- Community • •• Responses: 1. Neighborhood code enforcement. 1. Public safety. 2. Job creation (or keeping present jobs). 3. Helping businesses stay in business. 4. Senior services. 5. Deal with transients. 1. Open space preservation. 2.. Water quality and conservation. 1. Public safety.. 2. Creek and flood protection. 3. Senior services. 4. Neighborhood paving, deferred maintenance. 5. Neighborhood code enforcement. 1. Prevent state from acquiring SLO:money. 2. Increase efforts to promote and support pedestrian, bike, and public transportation. 3. Only take actions that promote sustainability. 4. Plant more trees and preserve open space.. 5. Install.parking meters for all on-street parking and commercial.parking lot spaces. 1. Senior services and facilities programs. 2. Neighborhood paving and deferred street maintenance. 3. City park maintenance and recreation programs. 4. Reduce water and sewer rates. 5. Enhance Farmers' Market. 1. Keep traffic moving. 2. Control-stupid-drunks. 1. Senior services and facilities programs should be reinforced. 2. Creek and flood protection to help save properties. 3. Neighborhood paving and street maintenance done. 4. Neighborhood code enforcement, especially around Cal Poly. 5. Traffic congestion relief, however, coming from down south...what traffic? - 17- Community Budget Bulletin Survey Responses: Priorities 1. Traffic congestion relief, e.g., LOVR overpass and 101. 12. Downtown improvements. 3. Paving and street maintenance. 4. Creek and flood protection. 5. Open space_preservation. 1. Expand overpass at LOVR and 101. 2. Repair streets, e.g., South Higuera @ Madonna. 3. Senior programs. 4. Continue to purchase"greed'vehicles. 5. K-12 school funding. 1. Traffic congestion LOVR @ Hwy 101. 2. Local/small business economic stimulation. 3. Open space preservation still important:; 4. Low impact affordable shopping;in SLO (i.e.;Target). 5. SLO PD overpaid. Resources could be used in better ways for the best interest of the city_•.roads, 1. Improving traffic congestion. 2. Maintaining a strong police force. 3. Dealing with the homeless population. 4. Maintaining city streets. Pavement management as preventative maintenance. 1. Complete the Railroad Safety Trail from Cal:Poly to Tank Farm Road. 2. Complete city portion of Bob Jones.Trail_. 3. Continue acquiring open space. .4. Widen Tank Farm Road. 5. Fix LOVR over 1. Traffic reduction by developing a light rail system from the airport to Cal Poly. Expand to route from Santa Maria to Paso. 2. Stop the county. Insane growth at the city boundaries. No further retail along LOVR. 3. Improve tourism marketing and market to families of Cal Poly students. 4. In all matters of growth, keep it smart. Keep "for the greater good"in mind vs. developers financial interests. L Reduction and control of impact of college students living in residential neighborhoods. Better enforcement of noise ordinance, unrelated roommate limit and illegal conversions. 2, Better enforcement of traffic laws, especially regarding speed in residential neighborhoods, stopping at stop signs and tailgating._ - 18 - Community • • - Responses: 1. Put the Senior parking in by the Senior Center. 2. Do away with or cut back on bike lanes. 3. Too much money goes for salaries. 1. Water_system-pipes_keep_breakmg and lots of water is wasted; you need to be proactive. 1. Provide more car parking to access Senior Citizen facilities. 2. Continue to try to extend Prado Road to Hwy. 227. 1. Police patrols of neighborhoods to ticket vehicles parked over sidewalks, to catch speeders, to try to catch those who vandalize our neighborhoods., 2. Downtown is filthy_It needs to be cleaned up. 1. Withdraw from arbitration agreements. 2. Control costs. 3. Lower taxes. 1. Repair potholes in the streets. I. Close city offices one day a week and-'up production.'. 1. Stop filling in with strip mall and box stores when they just belly up. Use the stores that are vacant for the senior center so there is already free parking and huge space. Don't take away from one to give to another. 2. Clean up surface water going into our streams. 1. Neighborhood code enforcement. There are way too many raucous parties and homes and yards that look like dumps. 2. Protect downtown from chain stores.taking over. Limit heights of buildings. 3. More affordable housing for the workforce. Rehab old buildings for lofts or townhomes. 4. Improve mass transit; plan for light rail. .5. Encourage more cycling; improve bike lanes. . 1. Neighborhood code enforcement. 2. Senior services. 3. Public safety. - 19- I Community Budget Bulletin Survey Responses: Priorities 1. More recreation activities and sports, `2. Flood protection. 3. Upgrade library. 4. Senior and veteran services. 5. Open space preservation. 1. Roads. 2. Public safety. 3. Creek and flood protection. 4. Seniors. 5. Downtown. 1. Help the Copelands' help the downtown. 2. Fill in around all trees in the downtown. 3. Hold parking meter rates-don't raise them: 1. Cooperate with county to open the library on Mondays and Sundays. We should encourage reading, not discourage it. 2. Drinking fountains and bathroom facilities at all playgrounds, including Emerson Park (or open up P&R Admin bathrooms). 3. Accessible and safe sidewalks on Chorro Street north of Murray Street. 4. Creek and flood protection of all creeks, not just San Luis Creeks. 5. Street maintenance seems to be poorly managed. Minimum maintenance should focus on fixing all potholes. Too many vital boulevards and streets are tied up 24/7. 1. FinN resurfacing of upper Monterey Street to present a good appearance for people entering the city. 1. Paving streets. 2. Senior services. 3. Neighborhood code enforcement. 4. Traffic congestion relief. 1. Have fine folks return to routine checking and testing of hydrants and painting of hydrants. This has been neglected for many years. I. Build bike/hiking bridge over Prefumo Creek to LOUR. 3. Enforce bike/pedestrian/car interactions. Get bikes off sidewalks and pedestrian crossings. Ticket cars running red lights_and making illegal turns. -20- Community Budget .. 1. Bike transportation. Bike lanes. Better bus service. 2. Paving Madonna overpass,bike lanes and sidewalks. 3. Bike path at Madonna 4. Park restrooms;better parks. 5. Better recycling. 1. Neighborhood noise control: 2. Speed control in residential areas. 3. Neighborhood paving and deferred street maintenance. 4. Creek and flood protection. 5. Traffic congestion relief. 1. Encourage all new development to include photovoltaic solar via strong zoning language. 2. Focus new development around people,bikes and transit rather than automobiles via design standards that move cars to back of projects or discourage them. 3. Cross town bike ways east/west from Monterey Heights area, San Luis Drive to S. Higuera, like Bill Roalman Boulevard. 4. More Class One transportation-oriented bike paths in and out of downtown rather than recreationally-oriented paths. I. Parks _and fields I. Roads and traffic. .3. Public safety. 4. Preserve downtown; don't overbuild mall box stores. 1. Fill all commercial properties with anything. 2. Do not allow any further commercial development. 3. Do not allow building of mega-homes that destroy the integrity of the town. 4. Do provide housing for blue collar salaries. 5. Do preserve historic buildings to keep SLO from becoming another Santa Barbara. 1. Put a freeze on new hiring. 2. Freeze all budgets. 3. _Look for ways to cut spending. 1. Keep out the gangs. 2. Keep the City clean. 3. Try to organize a band to play at least once a week in Mitchell Park. 4. Mark the loading zone as to when the public can park without getting a ticket. -21 - Community Budget Bulletin Survey Responses: 1. .Recreation after-school care. A 2. Creek and flood protection: 1 Public safety. 4. Traffic congestion. 5. Open space. 1. Restore SLO Creek into a first class steelhead habitat. 2. Reduce traffic on residential streets. 3. Control off-street parking in residential streets so that owners can park in front of their property. 1. Support(eminent domain)Dalidio property to advance. 2. Freezing any raises for public employees during our economic crisis. 3, Establish centers for the_homeless that encourage personal growth and self-reliance. 4. Monitor private:"charitable"organizations money in giving to the really needy. 5. Encourage volunteers to support youth programs after school. 1. Reverse decision to spend over$200,000 for a few parking spaces in Mitchell Park. 2. Provide shuttles from parking lots such as Madonna Plaza to downtown. 3. Clean debris out of creek and railroad right-of-way. 4. Enforce law regarding underage drinking and noisy parties in neighborhoods. 5. Slow down traffic in.neighborhoods such as Buchon and Toro. 1. Other than street maintenance, monitor how many people are living in one resident. 2, Keep sidewalks clear. :3. Cars are blocking.sidewalks. . 4. Crack down on parties,noise and aftermath debris: '5. _Drug-related(suspicious) behavior. 1. Maintain parks. 2. Maintain streets. 3. Control college students. 4. Decrease noise. 1. Taking care of trimming trees.growing on City_p.roperty into power 1. Reduce expenditures all around. 2. If necessary, reduce workforce. 3. Take a close look at project management. 4. No new programs implemented; only critically required programs. -22- Community •.- Responses: 1. Limit new housing. 12. Preserve open space,especially on agricultural lands. 13. Eliminate, if possible, the tax put on condo owners for fire safety inspections. Can't firefighters inspect and ask me if I have a batter in my smoke detector without me having to pay the tax each year. 4. I appreciate the dedication and hardwork of all city staff who make.SLO a very livable city and the _ envy-of my family 1. Cut Police budget 20%. 2. Reduce City sales tax by I%. 3. No more parking garages. 4. Do not annex Dalidio property. 1. Transportation for the elderly. 2. Need a bus going down California from Poly to deadend (high school) with pickups on the way. Trans portation_is lousy for the elderly. Ride-on is threatening.to stop senior shuffle. 1. Public safety. 2. Traffic congestion. 3. Creek & flood protection. 4. Neighborhood code enforcement. 5. Neighborhood paving; potholes everywhere. 1. Open space preservation (especially Dandio property). Target can go into a store already vacant. !2. Fill open space with redwoods that families can buy. :3. Finish the bike trail from Avila to SLO. Clean off bike trails and add new ones. 4. In congested areas(U., Cal Poly), provide more public transportation. 5. Stop big box stores from coming in and making SLO another Ventura. 1. Create workforce housing. 1. Creek and flood protection. 2. Paving and street maintenance. 3. Public safety. -23 - Community Pyoget Bulletin Survey Responses: 1. Preservation of open space. 2. Creek & flood protection. 3. 25% cut in city expenditures on new trucks and vehicles. 4. 10% cut in police force through furloughs to compensate for their outrageous salary. 5. 10%pay cut for City council and 15% pay cut for Mayor. 6. Postponement of Mitchell Park parking lot. 7. 50% cut in planned paving/road projects. 1. Better public transportation. 2. More bike paths. 3. More pedestrian zones. 4. Downtown improvements. 5.. _Open space_preseryation,__ 1. Maintain public safety, especially around creeks, Cal Poly and parks. 2. Maintain open space including ranger led hikes.. 3. Review building fees/hoops to bureaucracy. Encourage people to improve properties legally and still maintain building safety. 4. Maintain or encourage teenage and youth services. 5. Anything with public education K-12, maintain or improve. 1. .Remove the portion of water bills related to future growth. 2. New developers should pay for infrastructure. 3. Quit talking about the myth of affordable housing. 4. Kill the senior center parking lot. '5. Cut all management salaries temporarily, restore in the future. 1. Open space preservation. 2. Community gardens and organic farming. 3. Bike paths. 4. Downtown improvements. 5. Public safety, neighborhood wellness. I. We need more parking spaces. 1. Restore peace and safety to the neighborhoods. 2. Hold Cal Poly responsible for students and their actions. 3. Enforce the cell phone driving law. 4. Tax the tourists for City improvements, which help the industry. 5. Give cable subscribers an alternative to Charter or pressure charter to provide better service. -24- Community Budget Bulletin Survey Responses: 1. Open space preservation. 2. Preserve historic downtown,not faux historic buildings. 3. Create maximum size for retain stores so we don't end up with the blight of big empty box stores. Create neighborhood feeling with smaller shops. 1. Open space preservation. 2. Senior services and facilities programs. 3. Creek and flood protection. 4. Deferred street maintenance. 1. Public safety, including restoring traffic patrol, fire marshal and training positions. 2. Creek and flood protection. 3. Neighborhood code enforcement. 4. Senior services and facilities programs. 5. Traffic congestion relief. 1. Please monitor neighborhoods where students live, with unkempt yard, trash everywhere. 1. Traffic congestion relief. 2. Neighborhood code enforcement. 3. Public safety. 4. Bike lanes,public transportation. 5. Children's services. 1. Finish Bike Boulevard and begin other bicycle projects. 2. Establish a"wheel tax"—tax all vehicles parked on city streets overnight. Issue a limited number of no cost passes which is based on zoning in their neighborhood. 1. Cost Reductions—raise fees for use of soccer fields so that it's self-sustaining. 2. Spend less on modifications to intersections. 3. Decrease size of police force. 4. Decrease government overhead. 5. Privatize skate park and golf course. 6. Work to eliminate the$16 million in-debt financing. 7. Decrease staffing. 8. Reel in sewer expenses. -25- Community Budget Bulletin Survey Responses: 1. Open space preservation. Do not pave Mitchell Park. 2. Neighborhood paving and deferred street maintenance. 3. Enforce sound abatement laws by ticketing trucks and motorcycles that do not have proper exhaust/muffler and are too loud on city streets. 4. Freeze all pay at last year's pay schedule until state budget is balanced. 1. Creek and flood protection 2. Traffic congestion relief. 3. Neighborhood code enforcement. 4. Neighborhood paving and deferred street maintenance. 5. Public safety. 1. Neighborhood Code Enforcement. 2. Neighborhood street maintenance. 3. Open space preservation. 1. Traffic congestion relief. 2. Neighborhood code enforcement and drunkenness abatement. 3. Street maintenance. 4. Senior services—new senior center. 5. Open space. 1. Chronic traffic gridlock, especially on Madonna and LOVR. 2. Infrastructure—road paving, sewers, water—move utilities underground. 3. Make life easier for businesses. 1. Trim trees to prevent clogging drains (in Laguna area). 2. Dredge creeks 3. Dredge lakes. 4. Spray lake for mosquitoes. 5. Pave streets. 1. Support financially police by having enough staff on each shift. 2. Support financially firefighters by hiring or keeping enough staff on board. 3. Keep big box chain stores out of SLO, thus supporting the downtown. 4. Keep some open space in SLO. 5. Remove graffiti right away. -26- Community Budget Bulletin Survey Responses: 1. Open space preservation. 2. Downtown improvements. 3. Neighborhood code enforcement. 4. Neighborhood patrols/safety. 1. Fix deep potholes; skip the shallow ones. 2. Pave the senior center lot. 3. Put open space acquisition on hold indefinitely. 4. Begin to fill current city vacancies. No one should have to do two or even one and a half jobs. 5. Get smaller buses.. 1. Stay solvent without complete disruption of plans. 2. Insure that infrastructure continues to be updated. 3. Better and safer traffic flow. 1. Cut costs. Eliminate positions; reduce pay and benefits like the rest of us. 2. Fix binding arbitration problem. 3. Fix roads. 4. Don't slum for sales taxes. Stay selective, keep SLO different. 5. Listen to citizens. 1. Open space preservation. 2. Downtown improvements. 3. Traffic operation relief. 1. Open space preservation. 2. Dedicated bike paths. 3. Support for homeless. 4. Street paving. 5. Downtown improvements. 1. Public safety. 2. Neighborhood paving and deferred street maintenance. 3. Creek and flood protection. 4. Traffic congestion relief. 5. Senior services and facilities programs. 6. Neighborhood code enforcement. 7. Open space preservation. 8. Downtown improvements. -27- Community Budget Bulletin Survey Responses: 1. Downtown improvements. 2. Neighborhood paving and deferred street maintenance. 3. Senior services and facilities. 1. Reinstate traffic control. 2. Repair city streets. 3. Encourage alternate transportation. 4. Take advantage of gas crisis and put more buses on routes. I. Require green/eco building/developing. 2. Require restaurants to buy local from local farms. 3. Make all streets bike friendly. 4. Make more sidewalks. 5. Save open spaces and land. 1. Neighborhood paving and deferred maintenance. 2. Downtown improvements. 1. Renegotiate the police deal to reign in those ridiculous costs. 2. Freeze or reduce government salaries. 3. Stop approving big projects downtown and direct them to outskirts of town. 4. Let Dalidio do a project. 5. Add an overpass at Prado Road. 1. Limit crass commercial encroachment(Target, etc.). 2. Protect green and open space. 3. Limit height in downtown. 4. Public transportation, including smaller clean buses that run every 15 minutes. 1. Affordable housing. 2. Traffic congestion relief on Broad Street. 3. More facilities for homeless. 4. New location for senior center. 5. Open space preservation. 1. Open space preservation. 2. Paving and street maintenance. 3. Creek and flood protection. 4. Downtown improvements. 5. Public safety. -28- Community Budget Bulletin Survey Responses: 1. Make our streets safer by getting tougher on loitering. 2. Pave, stripe, light Dana Street. 3. Keep San Luis Creek clear to prevent floods. 4. Bike paths. 5. Finish the path to Avila. 1. Review all budget items and agreements to control costs like police benefits and salaries. 2. The City should have an administrator to run SLOCOPA or have County run open access television,not private contractor. 3. Remove the auto traffic downtown and make it more walkable. 1. Reduce heavy traffic on Pismo by directing it to Higuera and Marsh. 2. Allows owners to establish parking rights in front of their houses so they can park their won cars there. 1. Senior services and facilities programs. 2. Open space preservation. 3. Neighborhood paving and deferred street maintenance. 1. Open space preservation. 2. Creek and flood protection. 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 to wait so long at red lights. -29- Community Budget Bulletin Survey Responses: Priorities 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. 1. Alleviate traffic problem on LOUR. 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. - Repair pot holes._ — — ---- - -- 1. Preserve open space. 2. Reduce/manage traffic congestion. 3. 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. 2. Improve levels of police service. '3. Street repair. 4. Enforce the number of unrelated persons Iiving.in houses. 5. Allow building of additional affordable.homes to attract new employees to allow our children to live in SLO> 1. Continue programs that reduce and effectively manage traffic congestions. 2. Pfeserving 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. 1. Traffic congestion-Broad Street. 2.__Open space preservation._ -30- Community Budget Bulletin Survey Responses: 1. Neighborhood paving and deferred street maintenance. 2. Open space preservation. 3. Senior services and facilities programs. 4. Creek and flood protection. 5. Public safety issues. 1. Stop expansion of senior center parking lot 2. Quit installing new traffic signals which stop the orderly flow of traffic on Johnson and waste gas 3. Fill potholes instead of spending thousands on curb cuts 4. Drop flood and creek protection 5. Don't purchase any new police vehicles-only fire 1. Responsible expenditure of our limited funds 2. Community safety and welfare 3. Protection of our environment 4. Respectful attention to the recommendation of our commissions 5. No parking lot at Mitchell Park 1. Traffic problems at LOVR shopping center. Make all exists right turn only,put a traffic light exiting the shopping center onto Madonna and synchronize it with the light at the corner of LOVR and Madonna. 2. Where are the public restrooms? The restrooms by the Mission are disgusting, embarrassing to our community when tourists use them, and please more police presence in that area by the Mission Church, creeks and restrooms. 3. Make the downtown stores stop putting up mannequins (see Victoria's Secret) and posters (see Abercrombie and the skate shops) that are nearly nude. It's hard to take my young kids downtown. 4. Enforce the no talking/texting on cell phones,I see it all day long as I shuttle my kids around town,especially the mom types and the college drivers. Good way to generate revenue. 5. Keep up the good work of shutting down the rowdy college parties that invade our neighborhoods, and keep the police presence downtown on weekend nights starting on Thursday Farmer's Market,thanks. 1. Renegotiate staffing costs 2. Creek and flood protection 3. Public safety 4. Neighborhood paving and deferred street maintenance 5. Open space preservation -31 - Community Budget Bulletin Survey Responses: 1. Open space preservation 2. Maintaining aesthetic, unique character of City for future 3. Traffic and nature of drivers-more enforcement of traffic laws 4. Senior services-we owe it to them 1. Public safety-restore traffic patrol 2. Traffic congestion relief 3. Neighborhood paving and street maintenance 4. Creek and flood protection 5. Open space preservation 1. Neighborhood pacification (code enforcement) 2. Connect Irish Hills to other recently acquired open space 3. Do not raise water/sewer rates 4. Deferred maintenance 5. Public safety 1. Open space preservation 2. Develop bike path 3. Improve dog park maintenance 4. Annex surrounding Ag land 1. Get wage and retirement problem under control 2. Find someone that understands arbitration so City never again caught in current situation 3. Future negotiations with employees must include changing comparative cities, I am not current on size and tax income situation with most of the current ones, but Santa Barbara is much larger,wealthier, and older than SLO and is not a valid comparison. 4. Future employee contracts must be in line with local benefits. How many non-government employees even have a retirement plan? 1. Balance the budget without either raising taxes or fees 2. Reduce traffic congestion around Hwy 101 exits and ramps during commuting times 3. Stop spending money on frivolous projects (municipal art) 4. Maintain public parks and neighborhood streets better 5. Get rid of that eyesore unfinished building on Broad Street across from Orcutt. 1. Senior services and facilities programs 2. Neighborhood paving and deferred street maintenance 3. Open Space Preservation 4. Downtown Improvements -32- Community twdget bulletin Survey Responses: 1. Public safety-neighborhood patrol 2. Neighborhood code enforcement i,- - .____ . _ _ --- 1. Public safety-traffic patrol- and fireman training, traffic congestion 2. Flood control 3. Removal of dead trees-fire hazards 4. Restore street parking on Johnson by First Baptist Church 5. Nei2hborhood Code Enforcement 1. Continue with Measure Y commitments 1. Change the Charter that gives fire'and police such outlandish salaries 2. Check.salaries of certain City officials that are irresponsibly high 3 Quit giving Copeland's their way in all these projects while shooting down all of Dalidio's projects 4. Have better control on all monies spent_on projects -- 1. Create a program budget to widen and improve downtown sidewalks, especially Higuera. Even if parking is lost, sidewalks have become overcrowded and unsafe 2. Complete the Railroad safety trail and Morro St. Bike'Blvd. 3. Complete the Bob Jones Trail 4. Locate a site and build a new Senior Center that is well served by public transit. Remove center from Mitchell Park and give over to park improvements 5. Consistently clean the downtown sidewalks 1 Complete.the Railroad safety_trail 1. Public safety 2. Creek and flood protection 3. Neighborhood paving and street repairs 4. Open space preservation 5. Senior services 6. Bike Lanes I. Open space preservation no developments on mountains,fire protection 2. Neighborhood paving 3. Public safety-voting_ out arbitration 4. Traffic congestion 5. Neighborhood-code enforcement -33 - i Community •• ' 1. Clean up of rental housing with private landlords to prevent the town's shabby neighborhoods 2. Encourage Frat and Sorority housing to be on campus-up Poly canyon so SLO neighborhoods are not held captive to Poly rental house noise pollution 3. Fix streets &potholes 4. In fill of stores and industrial spots before allowing expanded growth in City 5. Freeze Council salaries 1. Cut expenses-lay off people now;start with Building Department and then Police and Fire 2. Vote to reverse binding arbitration 3. Pave the streets 4. Flood protection; clean out creeks 5. Do not pave anymore parks 1. Eliminate use of City vehicles for personal use-instead pay mileage(use call-back pay mileage when necessay) 2. Sell surplus vehicles at auction 3. Reverse binding arbitration 4: Gut the Police and Fire budget 2: Pave Marsh St 3: Make Mission Plaza into a square elunihate streets that go througli��� 4. Encourage and save neighborhoods&-houses to.preseive historical heritage 1. Public safety 2. Paving and maintenance 3. Traffic congestion relief 4. Creek and flood protection 1. Reverse binding arbitration____ 1. Improve water filtration 2. Leave potholes on streets to slow traffic 1. Repair infrastructure 2. Have City_plumbers that can repair.leaks and drips to conserve water -34- Community Budget Bulletin Survey Responses: 1. Public safety 2. Traffic congestion 3. Neighborhood paving 4. Senior services 5. Open Space —___ 1. Public safety 2. Neighborhood paving 3. Neighborhood code enforcement 4. Creek& Flood protection 5. Traffic congestion relief 1. Keep areas around City clean and green 2. Improve traffic control-open downtown to more people, not cars 3. Creek planting of willows and trees; flood control 1. Paving and street maintenance 2. Traffic congestion relief 3. . Senior services 4. Open space preservation 1. Maintain high water quality 2. High level of public safety 3. Infrastructure maintenance and upgrades 4. Flood management 5. Open space preservation 1. Lower City staff pay 2. Reduce paid time off for City staff 3. Begin a zero based budget-stop wasteful spending 4. Stop using other cities for salary comps and use,SLO private businesses and EDD I. Traffic safety-enforce speed limits in residential areas 2. Downtown cleanliness-sidewalks and businesses are dirty 3. Continue to improve bike lanes 4. Continue to improve accessibility for seniors and disabled 5. Work with County to enforce leash laws-too many dogs off leash -35- Community Budget Bulletin Survey Responses: 1. Neighborhood paving and deferred street maintenance !2. Senior services and facilities programs 3. Open space preservation_ 1. Public safety 2. Creek and Flood protection 3. Remove transients living along creek and neighborhoods 4. Acquire a piece of land with a shelter, restrooms, meals, and training fot send all transients on to jobs and out of the City. 1. Neighborhood paving and deferred maintenance :2. Public safety ,3. Open space preservation 4. Senior services and facilities 5. Downtown improvements 1. Public safety 2. Open space preservation. 3. Protect senior programs. 4. Creek and flood protection 5. Traffic congestion relief i. Downtown improvements-need tax revenue 2. Senior services and programs '3. Paving and street maintenance 1. Public safety 2. Traffic congestion relief 3. Neighborhoods-paving, patrol & code enforcement 4. Creek and flood protection 5. Open Space 1. Neighborhood paving and deferred street maintenance 2: Senior services and facilities programs I Open space preservation 1. Assure the basic safety of residents from floods, runoff, fire, etc. 2. Help residents including renters and businesses reduce water use -36- Community Budget Bulletin Survey Responses: Priorities 1. Traffic Congestion I. Senior services 3. Public Safety 4. Neighborhood code enforcement 1. Paving and street maintenance 2. Open space 3. Traffic congestion 4. Creek and flood protection 1. Cut&-i ire dept's cursory inspection of properties with multiple occupants 2. Cut salaries of Council members 3. Downtown improvements 4. Street maintenance 1. Prepare for deep and long depression 2. Assess ag lands, water, transport, and power to move the City towards a self-sustaining state 3. Either embrace bankruptcy early or get clear how to survive a ten year depression 4. Stop entitlements and retirement payments L. Consider another sales tax increase for local revenues to balance the budget 2. Align City employee benefits with the local private sector-cap or reduce these benefit costs 1. Keep moderate income families in the area-possibly rent control, rental subsisdies 2. Support local merchants, no big box stores 3. Public transportation 4. More parks and open space 1. Public safety 2. Creek and flood protection !3. Senior services 4. Open space preservation 5. Neighborhood code enforcement 1. Control costs for police services. Reduce size of force ad eliminate arbitration 2. Reduce capital projects that are non-essential such as curb cuts 3. No parking lot at Mitchell Park 4. Continue Open space preservation -37- Community • • - Responses: 1. Creek and flood protection 2. No parking lot expansion for senior center ,3. No more low-density housing at City edge 4. Ensure reuse of shopping center spaces vacated by failed businesses before allowing new development 5. Hold line on increases to police officers-out of line with rest of employees 1. Open Space Preservation 2. Street parking and maintenance 3. Downtown improvements 4. Traffic congestion relief 5. Neighborhood code enforcement 1. Eliminate police corruption & harassment '2. Reduce staff and PD by 50% 3. Take care of homeless people !a� 1. Open space preservation 2. Street paving and maintenance 3. Downtown improvements 4. Traffic congestion relief 5. Neighborhood code enforcement 1. Open space protection 2. Bike trails/Hiking trails 3. Bike lanes �4. Affordable Housing S. Green technologies/LEED 1. Open space preservation 2. Public safety 3. Senior services 4. Traffic congestion 5. Neighborhood paving 1. Pothole repair 2. Open space-preservation 1. Cut back on spending-less government -38- Community Budget 1. Crosswalk at Johnson and South 1. Streamline the process of obtaining a building permit 2. Eliminate binding arbitration 3. Defer any nonessential services during budget crisis 4. Have park rangers multi-task with maintenance responsibilities J. Road maintenance I. Public safety 3. Open space 4. Public transportation 5. No loss of downtown parking 1. Paving and streets 2. Creek and flood protection 3. Senior services 4. Open space I. Enforce the laws-get rid of the transients 1. Public safety 2. Street paving 1. Pave City streets 2. Parking for the Senior Center 3. Lower water prices- 4. Sidewalk repair_ 1. Creek and flood protection 2. Open space preservation 3. Senior services 4. Traffic congestion 5. Public safety 1. Public safety 2. Creek and flood protection 3. Open space preservation 4. Traffic congestion 5. . Downtown Improvements -39- Community • • ' Responses: 1. Public safety 2. Senior services 3. Neighborhood code enforcement 1. Senior services and facilities programs 2. Neighborhood code enforcement .3. Senior transportation facilities 4. More Diablo safety 5. Neighborhood police.patrols 1. Neighborhood paving and deferred street maintenance 2. Creek and flood protection 3. Open space preservation 1. Additional provisions for the homeless 1. Creek and flood protection 2. Neighborhood code enforcement 3. Open space preservation 4. Downtown Improvement 5. Traffic congestion relief 1. Neighborhood paving - I Downtown_improvements -40- Community Budget Bulletin Survey Responses: Program Services or Programs that the City Should Reduce or Eliminate to Save Money in Funding Top Priorities Social Services across the board . In areas where there is public grass that the City waters, i.e., Margarita, maintain watering system so only the grass is watered, not the street. I. No airport.expansion. 2. No parking lot at senior center. 3. Pave airport parking lot but don't build a new deck. 1. Downtown improvements. 2. Open space preservation. 3. Senior services. If you cut services,just as in private industry, there are corresponding personnel cuts. Downtown improvements. Use inmates and Conservation Corps members to do more on-going projects (creek/flood - protection, open_space preservation)to safe money on hi paid city employees. Consider what is not essential at this time. Something that is not essential and not an urgent priority. Consider a goal of 20-50%reduction of costs other than public safety. Make Dept. Heads justify their budgets. You'll be lucky to get 25% reduction,but make sure there are no increases. I believe that volunteerism is an area that could save the city and county hundreds of millions of dollars. Incorporation of volunteer Fire and Police would bring our city closer and incorporate a more family feel to the city as it once was. 1. Park maintenance. 2. Street cleaning. I realize you can't go back on an already-agreed upon contract, but public safety personnel.are way-over paid and benefits are excessive. -41 - Community Budget Bulletin Survey .. ogram Reductions Increase user fees. _Reduce parks programs._ _. We have plenty of police enforcement for our city. No salary increases. No more beefed up patrol cars, no more overflowing our county jail system just to make criminal justice a cash cow. Open space and parks enforcement officers 1. Senior services. 2. Open space procurement. 3. Downtown improvements. 1. Reduce police force. 2.. Find alternatives'for some of the police community calls by analyzing the nature of the calls. Perhaps_by hiring two more crisis workers, overall costs could be saved in police hours. 1. Public safety, including traffic patrol, fire marshals, training. 2. Traffic congestion relief. 3. Neighborhood code enforcement. Arbitration process. Public safety. Traffic congestion relief. Lesspolicing Eliminate traffic congestion relief. Start improving public transportation and bike lanes. We will not have gas forever. Exorbitant pay raises for Police 1. Not so many Police during Mardi Gras. 2. The Police cars are too expensive. -42 - Community Budget Bulletin Survey Responses: Program Reductions I appreciate the city's commitment and fiscal responsibility given the constant pressure by the state and the new SLOPD arbitration fiasco. Review all personnel assignments for efficiency and unnecessary positions. Pay particular attention to water and sewer, administrative increases and unnecessary projects. Much greater efficiency needed. 1. No pay increases until economy improves. I. Lmiit downtown heights. Parking lot at senior center is a poor decision. I am a senior and know the benefits of walking. The limited activities a f poorly operated senior center does not merit parking lot expansion (and I'm a senor). — - - - -— - ---- We need to do something about the street kids situation which is increasing and not just move them on. 1. Cut salaries. .2. Downsize. 1. Storm water. 2. Waste water. 3. Road improvements/traffic. The Santa Barbara Street project was a needless waste of money. 4. Keep downtown from becoming a light-starred canyon. Any and all programs that are better supported byprivate interests. 1. Prado Day Center should be closed. Too many homeless impacting city services and costing city staff time and money, 2. Stop buying open space during tough financial times. 3. Make developers pay full price for city owned property. 1. Street paving. People can continue to get-around just fine for a couple of years. I. Traffic congestion_-we hardly _have traffic compared to other cities in California. -43 - Community Budget Bulletin Survey Responses: Program Traffic congestion relief. Our traffic jams don't last more than 5 — 10 minutes. No big problem. Think of New Jersey! 1. Public safety salaries are out of control. We are hurting and they are getting rich. 2. Did the city buy all new vehicles and trucks? I hope Meast17re Y funds or the shifting of funds wasn't involved. We have done without street lights or park improvements for over 15 years; I supposed others could do the same. 1. Downtown improvements. Z. Public safety, _ Why are we putting in new traffic lights and curbs when the streets are rough and have potholes? 1. Cut back on recreation programs in Parks and Recreation. 2. All the city vehicles look new or newer. Consider lengthening replacement schedules. 3. Analyze and evaluate contracting with the sheriff for law enforcement and the County Clerk for conducting records. Don't worry about preserving open space; preserving the community with jobs is more important. Why did the form get sent out postpaid when it could,have been returned with the water bill payment. You're wasting money__on postage, _ 1. Open space preservation. 2. Downtown improvements. 1. Any additional or new property purchases should be put on hold. ;2. Fire Marshal and Fire Training position should be eliminated. 3. Eliminate open space funding:T Terminate at least enough cops to make the cost of policing the same as before the absurd new contract. Eliminate all overni t . Mpg on narrow residential streets -44- Community Budget Bulletin Survey Responses: Program Reduce parking subsidies for cars. 1. Do not restore cut traffic patrol. 2. Delay street maintenance. 3. Increase property taxes on mansions. 1. Prado Day Center. 2. Homeless Shelter. No more downtown "art"projects, No enough money for that with all the other priorities. 1. Open space acquisition. We've got enough we can't properly care for already. 2. Over-paid, under-worked police officers. Find a way_to keep police and firemen funds from taking all the money. No local funding should be provided to subsidize or promote low-cost home ownership. We cannot afford that level of service and social engineering. 1. ,.Weare paying too much in.salaries.for police and.fire.protection. Why not go to a 1 cent sales tax instead of% cent? That would help a lot and everyone would have to help pay instead of only property owners. L Skip South Street project. - — .2. Reduce excessive retirement costs. 3. Remove unneeded traffic lights. 4. No senior discounts. 1. Downtown improvements. 2. Open space preservation. 1. Homeless. - 2. Drug& alcohol. -45- Community Budget Bulletin Survey Responses: Program City employees need to stop being so rude to residents and to their jobs instead of telling residents, "it's not my job" when we know it is their job. Tree commissioners that just say you can't cut down a tree. As a 3`d generation SLO resident, I think money spent on the Chinese project is a waste. Yes, there were a few Chinese here,but mostly this is a Spanish-Mexican settled area. Keep SLO Spanish or Indian. Keep our roots. The Police raises that will bankrupt the City 1. The street sweeper program should be reduced. It is not effective in the neighborhoods without parking enforcement. The sweeper misses the entire neighborhood. Instead, sweep the main boulevards. 2. Neighborhood code enforcement. Cut it to a minimum. 3. Cut administrators to a minimum. The %z cent sales tax was not intended for staff salaries, but toenhancethe City. Stop driving fire trucks around town. We can't sustain the increasing proportion of tax dollars being spent on public safety (wages) and correctional facilities. Spend more on education, child welfare, and well-maintained spaces (streets, downtown,etc.)to prevent crime._ Encourage non-auto transportation (bus, bike paths, sidewalks) to retain our small city culture. Mardi Gras enforcement. Use what we have. We are built out right now. Put reduce, recycle and reuse to practice in government. Parking lot at Mitchell Park. The downtown trolley. Decrease the Fire Department. -46- i Responses:Community Budget Bulletin Survey Program Section 8 housing. Many of our neighborhood complaints revolve around residents in Section 8 'housing or homes with over-capacity. - Parking lot in Mitchell Park. -- - -- ---- -- --- ot allow— --lawns----that-- ---need- —ater-.. . - -- -- -- Have a moratorium.and do nw— We are paying too per Police officer. We should reduce the force and expect them to do more with the unreasonable pay increase. 1. Airport expansion is a huge waste of public dollars. Let the private sector do this if there is a market demand. 1. Downtown is a mess. Your concentration of residences downtown will result in more dramatic safety issues and traffic congestion. 2. Senior center should be relocated to a larger facility.,. Drop the Mitchell Park parking lot for senior center. Charge Cal Poly and Cuesta for the actions of their students: - Do not put a parking lot in Mitchell Park. 1, How about trash pickups every other week.. 2. Four day work days for City staff. 3. Stop_free parking at meters downtown and-in garages on Sunday. 1. Downtown improvements are not fair to other areas and is not wisely spent anyway. 2. Open space purchases are a waste during a tight economy.. 1. Skip the community garden. ,2. Eliminate street sweeping. 3. Don't take on any huff projects Stop adding traffic lights. -47- Community Budget Bulletin Survey Responses: Program 1. Street sweeping is a waste of time and money. 2. Postpone_Mitchell Park parking lot costs to future date._-_.____ Cut taxes and costs for seniors trying to survive in SLO with limited incomes. Paving/parking lot in Mitchell Park " Eliminate/trim city jobs including maintenance crews: Use the private sector, go out to bid, live within the budget=we allhave to 1. Public safety pension program should be modified to a max of 2.7% at 60 years; 2.5% at 55 2. All other City staff should be 2..5% at 62 Reduce Council and administrative salaries Street repaving and sidewalks I. Consider short-term selectively targeted reduction of 5-10%for departments and programs until the economy improves 2. Do not use Measure Y funds for other than intended 3. Defer neighborhood patrol program and some street paving_ Don't spend any more money on Damon Garcia fields Encourage support of local businesses and not let any more big box retailers who kill small business. I don't want SLO to look-like every other ON your drive by 1. Cut 10% of Police and Fire 2. Lay off 50% of Planning and Building staff Leave the poor and middle class alone Cut the Police budget -48- ,I Community Budget Bulletin Survey Responses: Program Reductions "Go back to; eik"ii water meters eveoy bther'mouth 22.Review policies so that people like Copelands.has to pa -fair market value for City owned property 1. Cut all salaries and wages 20% 2. Abandon Nacimiento water in favor of State water 3. Fire trucks not needed for medical emergencies No alcohol drinking in public view Publicart 1. Neighborhood code enforcement 2. Public Safety 1., Creek and flood protectt�on I Traffic congestion relief 3: Neighborhood code enfore eme nt 1. Eliminate non-essential positions; offer early retirement then close position 2. Get rid of binding arbitration-it will bankrupt us Q. Create second tier pensions.to lower.cost-Move safety,retuement to 55 and general to 60 2: Cut public safety positions-binding,arbitration has made it impossible to support existing positions–— 3. Eliminate,duplication of fire.and ambiil'ance response Cut out all the gun practice at the rifle range 1. Sidewalks,;streets do hdt need.wider p;wheelchair access, o'r new signs 2.Cuttstaffing 1/3 across the board End binding arbitration 1. Reduce Traffic patrols, foc-us on coaiinercial and.neighborhood crime prevention 2.-Reduce senior services and facilities Eliminate 50%of city office jobs Binding arbitration Senior Center parking lot expansion Neighborhoo"code-- enforcement -49- Community Budget Bulletin Survey Responses Updated: January 21, 2009 What Are the Most Important Things for the City to Accomplish Over the Next Two Years? 1. Public safety 2. Street maintenance 3. Open space preservation and expansion 4. Affordable housing 5. Replace City staff with volunteers 1. Complete RR bike path to Cal Poly 2. Complete and connect the Prado Road Bike Path to Bob Jones Trail 3. Complete bile boulevard with bulbouts and traffic diverters 1. Creek and flood protection 2. Open space preservation 3. Elimination of tall building proposals 4. Oppose Dalidioproject____ 1. Improve and support Downtown 2. Public safety and police patrol 3. Sidewalk maintenance 4. Code enforcement for noise 5. Surveillance cameras to reduce crime 1. Open space preservation 2. Downtown 3. Public safety 4. Traffic congestion 5._ Neighborhoodcode enforcement 1. Economic development 2. Incentives for green business 3. Downtown improvements -L Open space preservation 2. Creek and flood protection 3. Relief for traffic congestion -51 - Community Budget .. 4. Public Safely 15. Senior services 1. Repair streets 2. Recreation for kids age 7-15 3. After-school sports for 7-8 grades 4. Support schools K-12 1. Maintain small building heights in downtown �2. Traffic congestion, especially at Madonna and LOUR 3. Street maintenance including neighbothoods 1. Reduce budget by 25% 2. Discontinue handicap ramp work on Broad Street 3. Reduce restrictions on development 4. Affordable housing or low income and elderly 1. Preserve open space 2. Retain historic look of downtown 3. Limit building heights 4. Save Bubble Gum Alley 5.. Stop urban sprawl 6. Clean creeks '7. Maintain streets and b&e paths 8.Create dog friendly_town (like Carmel) 1. Public safety-fire and police 2. Road repair 3. Water availability 4. Building moratorium 5. Downtown improvements and parking -- ---------- ------------- 1. Affordable housing 2. Health care 3. Childcare 4. Facilitating small business 5. Increase downtown parking 1. Public safety 2. Street improvements and maintenance -52- Community Budget Bulletin Survey Responses 3. Neighborhood Code enforcement 4. Alternatives to vehicle traffic: bikeways,bus service 1. Neighborhood paving and street maintenance: 2. Public safety; restore public safety services previously eliminated (i.e. traffic patrol, etc.) 3: Traffic congestion 4. Senior services 5. Neighborhood codeenforcement 1. Open space preservation 2. Traffic-LOVR and Hwy 101 3. Defer street maintenance for 2 years 4. Binding arbitration 1. Public safety 2. Traffic congestion 3. Senior services and youth services facilities and programs 4. Open space preservation 5. Flood protection 1. Public safety 2. Creek/flood protection 3. Open space 4. Continue excellent City Parks and Rec programs 1. Public safety-more police tokeep down noise in neighborhoods and stop bicycles from running stop signs 2. Too many students in onehouse not related 3. Neighborhood code enforcement-people should,put.away their garbage cans after collection 4. Streets, sewer and water maintenance 1. Control payroll and benefits 2. Pave poorly maintained streets 3. Realign LOVR/Higuera/Vachell 4. Traffic light at airport 1. Planning for infill around downtown-uptown area,lower Higuera, Santa Rosa to Highland 2. Coordinating with County to protect critical prime farmland near City-including food policy efforts such as leasing to new/beginning farmers" 3. Focusing on.water conservation and reuse-LID development,groundwater protection 4. Developing incentives and regulations to make new development carbon neutral -53 - Community Budget .• 'S_Modify code enforcement to include civil fines to fully fund this program 1. Ask for Federal money to replace old infrastructure 2. Physically walk up all creeks and assess hazards and potential problems for flood control 3. Get the LOU overpass done 4. Redo LOU/Higuera intersection .—--- ------ Pr_s---- _.__� _ --- ------- ---- ----- '1. Remove— ---binding arbitrationn—__� 2. Fiscal responsibility-lower expenses to meet income/revenues 3. Hire actuary to ensure our commitment to employee pensions is fully funded 4. Lower cost of employee benefits and pension promises 5. Increase services to citizens-especially roads, streets, sewer, and downtown improvements 1. Overturn binding arbitration 2. Maintain buildings, roads, and all other physical assets 3. Maintain large reserve 4. Create and enforce green building codes 5. Neighborhood code enforcement-train police to be better eyes on violations 1. No pay increases for City employees 2. No new hires-spread work to current employees 3. No creek flood protection 4. No open space preservation 5: No neighborhood code enforcement 1. Open space preservation (x 4) 2. Crime 1. Deferred street maintenance 2. Public safety 3. Neighborhood code enforcement 4. Creek and flood protection 1. Finish bike trail to Cal Poly 2. Open Space Preservation 3. Green Building/Energy Policy 4. Creek and Flood protection 5. Air quality and pollution policy -54- Community •. - Responses 1. Free (or 2 hours free) Downtown parking 2. Continue control of Downtown homeless population 1. Traffic at Prado Road overpass 2. Development of Dalidio property 3. Replace empty business downtown 4. Bring in Target store on LOUR 5. Graffiti 1. Traffic flow is terrible on LOUR, Madonna and 101. 2. Open space. 3. Safe water for drinking. 1. Neighborhood paving and deferred maintenance 2. Traffic congestion 3. Creek and flood relief 4. Senior services 5. Code enforcement 1. Creek maintenance and clean up particularly behind Willows neighborhood 2. Maintenance, improvement, and development of bike trails 3. Potholes 1. Make Downtown sidewalks easier to pass through—trees, benches, potted plants narrow the path 1. Maintain history and charm of downtown 2. No new complexes downtown 3. Open space preservation 4. Public safety 1. Stop selling City property for less than full value 2. Repair and maintain streets 1. Stop raising water and sewer rates 2. Traffic congestion 3. Public safety 4. Drug and alcohol services -55 - i Community • •- 5. Mental Health services 1. Reasonable rates for water and sewer 2. Public safety/Police protection 3. Flood protection 4. Paving major traffic ways 5. Homeless services/Mental Health services 1. Balancing the budget 2. Reduce City staff—all departments 3. Get rid of 75% of Planning Dept(because of economy and no building) 1. Proposed senior parking area 2. Repair roads and bridges 3. Creek and flood protection 4. Inspect and upgrade utility pipes routinely 1. Bike lanes and public transit to ease traffic congestion 2. Open space preservation 3. Creek and flood protection 4. Downtown improvements 5. Public safety 1. Re-write arbitration agreements 2. Cancel parking lot for Senior Center 3. Move Senior Center to property on Santa Rosa Street 1. More open space 2. Traffic congestion relief 3. Traffic patrol I. Continue good bus service 1. Fix pot holes and repave roads 2. Repair traffic signal at Froom Ranch Rd and LOUR 3. Synchronize traffic signals on Madonna Road 4. Clean up Downtown or require merchants to clean their store fronts 5. Develop a plan to turn Laguna Lake into a real park -56- :Community Budget Bulletin Survey Responses 1. Reduce employee levels\Support non-binding arbitration legislation 2. Amend Copeland "giveaway" agreement 3. 100%hiring freeze 4. Eliminate all travel/outside meetings/conventions and initiate on-line conferences .1. Control and set sanction for absent landowners who own"party houses" 2. Noise control for auto boom boxes 3. Aggressive traffic enforcement for speeding and tailgating 1. Creek and flood protection 2. Neighborhood paving 3. Neighborhood code enforcement 4. Open space 5. Downtown improvements 1. Annex land for parks and athletic fields 2. Bike access to town to reduce automobile traffic 3. Reduce traffic signals toimprove traffic flow 4. Make public salaries and pensions equal to private sector equivalent 5. Create a City"savings account" for a rain aka State of CA 1. Public transportation, extended hours on weekends 2. Open space 3. Car free zone downtown 1. Construct Prado Road interchange 2. Construct Prado Road extension 3. Eliminate Mitchell Park parking lot,provide transit instead 1. Contract fire service with Cal Fire 1. Pave Broad Street-from fire station to Tank Farm,Roid _. 1. LOUR from Higuera to freeway 1. Traffic congestion relief 2. Neighborhood paving 3. Creek and flood"protection 4. Downtown 57 Community Budget Bulletin Survey Responses 5. Open space 1. Annex Dalidio 2. Repair streets 1. Open space preservation 2. Downtown improvements 3. Senior services 1. Neighborhood code enforcement 2. Traffic congestion relief 3. Senior services 4. Open space preservation 5. Public safety 1. Senior services 2. Open space preservation 3. Public safety 4. Paving/street maintenance 1. Neighborhood paving and deferred street maintenance 2. Senior services and facilities programs 3. Open space preservation 4. More dog friendly space 1. Better parking 2. Repair pot holes 1. Repave streets 2. 10% salary reduction to all City employees 3. Maintain senior and disable services at current or better levels 1. Reduce City expenditures 2. Facilitate elimination of mandatory arbitration 3. Reduce city staff by 15% 4. Cut City employee salaries by 20% for those earning over$100K, and by 10% for those earning over$60K 5. Don't look for new opportunities to spend money -58- Community Budget Bulletin Survey Responses 1. Set aside binding arbitration 2. Widen Tank Farm Road to 4 lanes 3. Street improvements 4. Reduce building permit fees 5. Re-design street signs to be large,black letter that reflect headlights 1. Widen Tank Farm Road 1. Street repairs 2. Remove willows and debris from creeks 3. Look for more City water 4. Improve sewer system 1. Neighborhood paving and deferred street maintenance 2. Traffic congestion relief 3. Senior services and facilities programs 4. Neighborhood code enforcement 5. Downtown improvements 1. Implement stormwater program to disconnect rooftops from streets 2. Facilitate homeowners to use grey water and water harvesting 3. Bicycle path and safe program 1. Paving maintenance on major streets 2. Downtown improvements: better signage, repair cracked sidewalks, tourist signage 1. Creek and flood protection 2. Neighborhood paving/maintenance 3. Downtown improvements 4. Open space preservation 5. New parks/community areas 1. More care for the homeless 2. Affordable housing help 3. Signal at Orcutt and Tank Farm Rd. 4. Public safety -59- Community-Budget Bulletin Survey Responses 1. Widen Tank Farm Rd 2. Traffic congestion relief by expanding park and ride program 3. Expanding bicycle access to business areas, shopping areas and Cal Poly 1. Keeping creeks clean 2. Keep reliable public transportation 1. Maintain 4 lanes for South St, add traffic light to facilitate pedestrian crossing 2. Widen Tank Farm Road 3. Extend Prado Road to Broad 4. Build Senior Center parking lot 5. Street/sidewalk.repairs 6. Add lighting on Broad Street south of South Street 7. Dredge Laguna Lake 8._Replace dead trees in Meadow Park 1.. Open space 2. Timing on traffic signals for better traffic flow 3. Save fuel via turn off engines while stopped (Police) 1. Public safety 2. Neighborhood paving 3. Traffic 4. Open space 5. Downtown improvement 1. Keep creeks clean 2. Reliable public transportation 3. Continue curb cuts on sidewalk comers for disabled 4. Make High St, South St, Broad St safe for pedestrians 5. Create housing for homeless 1. Remove homeless from parks 2. Sake park for kids 3. New senior center 4. More bike paths 5. Open space preservation 1. Public transportation 2. Finish.railroad safety trail -60- Community Budget Bulletin Survey Responses 1. Neighborhood paving 2. Creek and flood protection 3. Open space preservation 4. Traffic congestion 5. Senior services and programs 1. Create center turn lane and bicycle lanes for Tank Farm Road 2. Keep neighborhood code violations, especially noise violations 3. Keep low income family and child services 4. Fill in street potholes/cracks and reduce street paving to only critical streets 5. More bicycle racks in downtown area 1. Stop police pay and retirement runaway 2. Neighborhood code enforcement 1. Traffic congestion relief 2. Re-paint house numbers on street curbs 3. Neighborhood paving 4. Downtown improvement 5. New highway overpass to decrease traffic congestion 1. Reduce department expenditures by 10%,20% or 30% 1. End binding arbitration 2. End defined benefit plans for City employees 3. Have City become more energy efficient 4. Build roller hockey rink and skate park 1. Open space 2. Public safety 3. Neighborhood paving 4. Downtown improvements 5. Neighborhood code enforcement 1. Complete off-road bike path all along train tracks-Cal Poly to Tank Farm 2. Resurface Broad Street between South Street and Orcutt 3. Road repairs 4. South Street should have 2 lanes, add a light with crosswalk -61 - I Community Budget .. 1_. Public safety 1. Public safety 2. Open space preservation 3. Shelter and assistance for homeless families 4. Increase child protective services staff 1.. Public safety 2. Traffic congestion relief 3. Creek& flood protection 4. Neighborhood paving and street maintenance ,5. Downtown improvements 1. Downtown improvements 2. Parks and Rec facilities maintenance 3. Open space preservation 4. New senior center 5. Teen center 1. No .more franchisestores 2. Enforce speed limits 1. Reliable water system 2. Repair potholes in major intersections 3. Purchase more land for open space 4. Increase staff for City Tree Program 5. Neighborhood code enforcement 1. Create/finish bicycle path along railroad to Cal Poly 2. Finish bike path connection from Orcutt to Vons 3. Open space preservation 1. Public safety 2. Traffic congestion relief 1. Open space preservation 2._S —chronize traffic_signals _ -62- ` J Community Budget Bul.letin Survey Responses 1. Open space preservation 2. Paving and street maintenance 3. Senior services 1. Traffic congestion 2. Expand downtown parking_!_ 1. Open space preservation 2. No parking lot at Mitchell Park 3. Creek and flood protection 4. Neighborhood code enforcement 5. Traffic congestion—encourage using bus 1. Coordinate street lights to ease traffic flow 2. Expedite development of workforce housing. 3. Bring attractions to City,i.e.festivals,etc. 1. Do not raise taxes and service fees 2. Keep costs down 1. Stimulate economic growth 2. Reduce City overhead/expenses 3; Do not enter into binding agreement 4. Allow growth and development____ I. Open space preservation 2. Traffic congestion relief 3. Neighborhood paving and deferred street maintenance 4. Creek and flood protection 5. Neighborhood code enforcement 1. Reduce carbon-f-o-otpiint of the City of San Luis Obispo 2. Establish bikeways 3. Preserve downtown character 4. Trim budgets, administrative staff, streamline 1. Neighborhood paving 2. Creek and flood protection -63 - Community Budget Bulletin Survey Responses 3. Neighborhood code enforcement 4. Open space preservation 5. Public safety 1. Open space preservation 2. Deferred street maintenance 3. Infrastructure maintenance 4. Develop and preserve an arts district 1. Balance the budget 2. 10% cut in every department 3. Freeze department head wages 4. Dispense with cosmetic improvement 5. Stop buying open space 1. Street paving 2. Add housing above shops in Downtown 3. Low cost housing 1. Open space 1. Reduce burdens on owners of"Historical Buildings" re review and upgrades 1. Cut costs 2. Reduce staff. 1. Reinstate neighborhood policing program 1. No Mitchell Parking lot 2. Road repair/resurface 3. Graffiti 1. Street maintenance 2. Public safety 3. Open space 4. Downtown improvement -64- Community Budget Bulletin Survey Responses 1. Clean up creek by Mission 2. Eliminate panhandlers downtown 3. Meth awareness for citizens and task force for education 1. Finish bike path that starts at Prado Road. 1. Traffic congestion 2. Senior services 3. Open space 4. Downtown 5. Street maintenance L Complete Bob Jones trail design 2. Open space.preservation 3. Paving and deferred street maintenance 4. Neighborhood code enforcement 5. Public safety---------_—__ 1. Reduce workforce by 10%, freeze all salaries and benefits 2. Place all employees on 2 days off per month without pay and benefits 3. Repair potholes on buy streets 1. Open space preservation,maintain trails 2. Add bicycle lanes 3. Bring Tour of CA back to SLO 4. Concerts in Plaza and community events 1. Public safety 2. Senior services 3. Neighborhood paving and street maintenance 1. Traffic congestion relief 2. Public safety 3. Street potholes -65- Community Budget Bulletin Survey Responses 1. Secure"green belt" 2. Complete bike path 3. Tree planting in neighborhoods 4. Plant/preserve native plants in open space 5. Keep public areas clean (e.g. stairways, etc.) 1. Open space preservation 2. Downtown improvement 3._Senior.programs _._-- . .-- 1. Look at %of City budget spent on pensions and benefits for City staff, police, fire 1. Neighborhood paving and deferred street maintenance 2. Creek and flood protection 13. Put power lines underground 4. Downtown improvements 5._ Neighborhood code enforcement 1. Open space and preservation/acquisition 2. Bike lanes 3. Tree planting 4. Reclaimed water 1 Increased funding for the library 1. Reject/repeal binding arbitration. 2. Keep all public parks and gardens in excellent condition. . .3. please pick best,not cheapest contractors. 4. Increase community gardens/pocket parks/landscaped areas in city. L Traffic congestion relief. 2. Open space preservation. 3. Creek and flood protection. 4. Public safety. 5. Neighborhood code enforcement. 1. Meadow Park—More police presence. ,2. Starting at Woodbridge and Exposition,we need posted speed signs east to Broad Street. - -66- Community Budget .. 1. Green building/energy retrofit. 2. Continue bike paths/bike boulevard. 3. Maintain library hours. 4. Creek restoration/LID. 5. Downtown improvements. J. Open space acquisition/access. 2. Increase incentives for using alternative transportation. 3. Make SLO more bicycle friendly;more peak racks, more bike boulevards. 4. Be forward thinking. Don't pave Mitchell Park. Provide transportation for seniors to get to the center. 5. Smoke free outdoors. Promote sustainability,transition towns. 1. Open space acquisition and access. 2. Increase alternative transportation. 3. More bike boulevards. 4. Incentives for using alternative transportation. 5. Repair the stove/oven at Ludwick Center. -67- } BudgetCommunity .. Services or Programs that the City Should Reduce or Eliminate to Save Money in Funding Top Priorities 1. Stop..preserving retail tax revenues.Empty stores don't produce taxes, only ugly growth. 1. The bicycle path along Morro along with the corresponding blocking off Morro and reducing parking on Morro and increasing traffic on Broad and Santa Rosa. 1. Postpone pay raise for City employees. Shorten work week to four days for City employees 1. City planning and engineering departments should be reduced by budget and staff. 1. . How about trash pickups every other week. 2. Four day work days for City staff 3. _ Stop free-parking at meters downtown_and in garages on Sunday_._ 1. Freeze all pay. 1_. .Fire Marshalling of unwanted,unnecessary fire inspections. 1. Stop adding traffic lights. 1. Cut one police officer and one police staff position. Implement a city-wide staff hiring freeze to ' reduce staff through attrition. 1. No additional funds for police and fire. They need to live within their budget and focus on less overtime pay. 1. I'm a senior and don't agree with the mentality that we should be provided with more services. No one owes us anythmg._We all should have worked for what we have or want. 1. Downtown improvements -68- Community Budgqt Pulletin Survey Responses F1 Avoid overtime associated with any pro ain'inoluding gublic safety 1. Stop giving away property to developers i.e. Copelands 1: Em loyee payments for waiving health benefits when"covered elsewhere 1. Do not spend money on parking lot at Mitchell Park LI Eliminate assistance.programs that individuals; cgiporations, or go_v_ernments fund when ther s excess revenue. Run the City like aprivate.enterprise business; 1. Close facilities when most employees are on vacation and business is slow Downtown is fine-it does'not need improvements 2. 'open space preservation should be reduced or eliminated _w 3: Get rid of computers that people use.webmmsurfing 1. Stop building every time someone offers you money where you know there is a flood plane it: Eliminate the Tree Cominiftee 2. Provide more flexibility in sign ord e 3. Reduce scope'of ARC 1. Park Rangers are a waste of time and money. Regular police can cover incidents. 1.Road tui 2.. Downtown improvements 1. Police and Fire 4. Too much money on law enforcement and raises 1. Art sculptures around the City. -69- Community Budget Bulletin Survey Responses 1. No parking lot at Mitchell Park 1. $90,000 for a ladder truck that sits outside and not used. Staff cars used to go to lunch or driven home. 2. $375,000 for a brush engine that's not used; Union license plate frames on City fire trucks; Dog running around stations I & 2; on duty crew working on old association fire engine; no women or black firefighters; all white boys club inate collective bar "'inin ' for'govemirient employees Elim 1. Cut staff in development departments-not enough development to keep staff busy 2. Purchase fuel efficient vehicles, especially in police dept. Maintain vehicles for minimum of 7 years and reduce number of City owned vehicles 1L Senior Centel parking-the resources'wasted justplanning fo�arking would pay for van pool service. I am sick of hearing about the senior center's petty issues: 1. Eliminate senior center parking lot 1. Encourage working with firemen and'police"to comprorruse and unions.to not ask for such high wages that undermine our practical:budgets of the city:it's these pensions that we have to Day after, they retire and it is too costly 1. Eliminate new parking at Senior Center 2. Reduce the number of City employees by not hiring new ones when there is a retirement 3. Freeze all City salaries, including Council, until the economy turns around. 4. Get rid of that arbitration business that is costing us so dearly 1. Do away with the Tree Committee 1. Never build another restroom facility like the one in the parking lot across from Big Sky 2. Should have taken the $4 million offered for the downtown Chinese projest instrad of giving it to just Tom Copeland. The City would be $1 million minimum ahead today. 11Raise price of golfing 2. Reduce payments to pohce , 3. Stop ridiculous Chinatown Project -70- Community Budget Bulletin Survey Responses 1. Eliminate/trim city jobs including maintenance crews. Use the private sector, go out to bid, live - -within the budget-we all have to 1. Public safety pension program should be modified to a max of 2.7% at 60 years; 2.5% at 55 2. All other City staff should be 2..5% at 62 1. Reduce Council and administrative salaries 1. Street repaving and sidewalks 1. Consider short-term selectively targeted reduction of 5-10% for departments and programs until the economy improves 2. Do not use Measure Y funds for other than intended 113. Defer neighborhood patrol program and some street.paving 1. Don't spend any more money on Damon Garcia fields 1. Encourage support of local businesses and not let any more.big box retailers who kill small business.I don't want SLO to took like every other City your drive by 1. Cut 10% of Police and Fire 2. Lay off 50% of Planning and Building staff 1. Leave the poor and middle.class alone 1. Cut the Police budget 1. Go back to reading water meters every other month 2. Review policies so that people like Copelands has to pay fair market value for_City owned property 1. Cut all salaries and wages 20% 2. Abandon Nacimiento water in favor of State water 3. Fire trucks not needed for medical emergencies 4. No alcohol drinking in public view 11. Public art art -71 - Community Budget Bulletin Survey Responses 1. Neighborhood code enforcement 2. Public Safety il. Creek and flood protection 2. Traffic congestion relief_ I. Neighborhood code enforcement 1. Eliminate non-essential positions; offer early retirement then close position 2. Get rid of binding arbitration-it will bankrupt us 1. Create second tier pensions to lower cost-Move safety`retiirementto.55 and general to 60 2. Cut public safety positions_binding arbitration has madeft impossible to sugport existing positions I Eliminate duplication of fire and ambulance response 1. Cut out all the gun practice at the rifle range �1. Sidewalks, streets do not need widenirig, wheetchair access, or new signs 2. Cut staffing m1/3 across the board 1. End binding arbitration 11. Reduce Traffic patrols, focus on commercial and neighborhood crime prevention 2. Reduce senior services and facilities 1. Eliminate 50% of city office jobs Q. Binding arbitration 1. Senior Center parking lot expansion p. Neighborhood.code enforcement _72- 1 � � • I Recommended Goals COMMUNITY GROUPS/OTHERS MEMORANDUM FOR COMMUNITY FORUM, JANUARY 15, 2009. TO: SAINT LUIS OBISPO MAYOR AND CITY COUNCIL MEMBERS, SAN LUIS OBISPO CITIZENS AT LARGE FROM: GARY HAVAS ON BEHALF OF THE MEMBERS OF THE PARKS AND RECREATION COMMISSION SUBJECT: INPUT FOR THE 2009-2011 FINANCIAL PLAN, OPEN SPACE PRESERVATION DATE: JANUARY 15,2009 CC: PRC MEMBERS;BETSY KISER, STAFF LIAISON TO THE PRC Greetings Mr. Mayor and Council Members: On behalf of the members Parks and Recreation Commission upon which I now serve, I urge you to fully fund the Natural Resources budget in the 2009-2011 Financial Plan. I have spoken with the San Luis Obispo Natural Resources Manager and find that, while we are in a difficult financial position at present, opportunities to leverage the monies allocated for the next financial period are tremendous. This leverage will allow the City the ability to acquire two separate parcels vital to the open space contiguity about the City of San Luis Obispo. With a portion of the fully funded $400,000.00 budget and generous consideration from a local land owner it will be possible to complete an outstanding negotiation for property in the Irish Hills known as the Froom Ranch. This area lies largely behind the Home Depot and Costco stores and fills in a significant piece of land from the Johnson Ranch Open Space to the current Irish Hills Open Space and would significantly add to the protection of these areas and their inherent beauty, and serve as open spaces for popular forms of recreation. This negotiation is complete but for the funding from the City. However, there is a deadline; this opportunity may become unavailable with no real assurances of revitalization in the future. In the long term, having this space will be vital to realizing a contiguous open land area from San Luis Obispo to the Pacific Ocean. With another portion of the full $400,000.00 budget, leveraged with ready funds from the Army Compatible Use Buffer (ACUB) program, one of three opportunities is available to the City of San Luis Obispo adjoining Camp San Luis. In short, the Army is interested in protecting. and securing its neighboring lands. Those lands, in places, meet with existing City open spaces and the City has been offered funds to help it acquire them, and preserve them as undeveloped. The Y ' funds will only be available, and hence the transaction also, if the City supplies its required monies. So much has been done by the City and allied agencies in this geographic area to date that preserve its beauty, accessibility, and to enhance public enjoyment. This is not the time to stop. Working hard to complete the first of these opportunities. may be the catalyst that allows the others to fall into place as well, further preserving and enhancing the things the public so enjoys about being here. I and my fellow commissioners agree that it is the stance of the Parks and Recreation Commission to add extra emphasis to our goal-setting declaration that open space preservation and acquisition is paramount. Please fully fund the Natural Resources $400,000.00 budget for the 2009-2011 Financial Plan. Yours truly, Gary Havas, 525 Caudill Street, San Luis Obispo, CA 93401 - San Luis ObispoL Property Owners Association P.O.Box 12924 San Luis Obispo,CA 93406 SAN LUIS OBISPO PROPERTY OWNERS ASSOCIATION (SLOPOA) POSITION STATEMENT FOR THE SAN LUIS OBISPO CITY BUDGET (For theTwo-Year Budget Setting Process for 2009-2011) In light of the San Luis Obispo Property Owners Association's (SLOPOA) past and current regional and City of San Luis Obispo economic concerns and SLOPOA's"Public Awareness Efforts"to bring these concerns to the attention of city leaders and the general public;SLO- POA can only support an overall city budget and budget-related goals, policies and-pro- grams which respect and reinforce the following specific guidelines in order to maintain our high quality of life in both our beloved city and our central coast region:- That egion:That the first and.foremost function of local government is to provide those services that individuals and groups,otherwise cannot provide for themselves, such as infrastructure construction-and maintenance, and public safety; . 2) That a balanced budget must be the first priority for our city now and in future years; 3). That a balanced city budget should never be predicated upon increasing taxes,fees, or surcharges for services to meet future city budgets or to satisfy present budget"shortfalls." 4) That a healthy reserve of at least 20% be maintained for unforeseeable emergencies; 5) That budgeting for government operations should be based upon actual revenues based on historical precedent of the preceding years and general economic forecast for the coming year(s); 6) That city staff members' salaries(including benefits)and city staffing levels should be com- mensurate with those of the local private sector employers and private sector needs; 7) That local property owners and rate payers should'only pay their reasonable(proportionate) share of any legitimatefjustifiable future tax rate or fee increases based on reasonable cost of living adjustments. 8) That property owners.and taxpayers within a specific district of the city should be allowed to levy additional taxes or fees for specific improvement projects in a given district consistent with overall city budget priorities and projects. 9) That'allocations for all city-funded programs (as well as those receiving matching funding and/or grants) be done in a transparent and easily understandable manner(as now clearly required by state law)with information readily accessible to the public to.include specific employee salary and benefit increases, new capital costs, debt service for the City of San Luis Obispo, and all other new orfixed expenditures. 10) . That the San Luis Obispo Property Owners Association, which represents the major property owners in both San Luis Obispo County and the City of San Luis Obispo, be well represented on any city-wide advisory group which may be established to study city-wide pension, benefits or budget-related reform. STATEMENT OF SUPPORT /i5 Jp By: Central Coast Agriculture Cooperative Eric Michielssen, Board of Directors/Treasurer � Z Good evening City Council, My name is Eric Michielssen, I've been asked to speak for the Central Coast Ag Cooperative in support of the utilization of the Calle Joaquin property as a Community Farm. In addition to my position on the Board of the Ag Coop, I also serve as a member of the County Ag Liason Advisory Board representing local organic farmers and Direct Market farmers who sell at our local farmer's markets. In addition, I own Clark Valley Organic Farm in Los Osos and we market our produce locally in the farmer's markets and through our Farm Harvest Share—CSA program. As a member of the Ag Coop, we are interested in actively supporting and participating in this site as a Community Farm in the truest sense of the term. It is a great location for a Community CSA, where community members share in the work of the farm and share in the food that is produced there. Our organization may be willing to step up and help manage a Community farm there and take some of the responsibility off of the City's shoulders. In addition, our organization has already received a USDA localization grant that helped fund our start-up expenses and we are in line now for an additional sizeable grant to implement our program and may have funds available for improvements to. this site. We also would qualify for a USDA-guaranteed Farm Loan that also could be used to help develop this site. i The Ag Coop...also known thru our website as www.coastgrown.com is an offshoot of the "Buy Fresh,Buy Local" campaign of the Central Coast Ag Network and Central Coast Grown.....though not officially part of that group, many of our Coop members came together as a result of that group. We are incorporated as a non-profit ag cooperative with the State of California and will soon enjoy Federal non-profit 501 C-3 status as well. If the City is receptive to the Community Farm idea, but'is unsure of the management and maintenance and costs of such an idea, The Central Coast Ag Coop may be able.to step forward to help with those issues. We also feel very comfortable working with the many groups that have stepped forward in support of this Community Farm idea.. We want to see Community put back into our food system and this is a great way to see it happen. Thank you. Eric Michielssen Clark Valley Organic Farm 23.10 Clark Valley Road . Los Osos, CA 93402 (805) 441-3438 ericm@clarkvalleyfarm.com 17 November 2008 To: Bill Statler,Finance Director AtiAL Fro orah Cash, Executive Director P San Luis Obispo ��Luis Obispo Downtown Association Downtown Re: Council's Two--Year Goal Setting Recommendations Association PO Boz 1402 The San Luis Obispo Downtown Association has, for many years, respectfully San Luis Obispo submitted to the City Council suggestions for keeping the city's center high on the California 93406 list of priorities for the community mainly because of Downtown's high level of Phone 805-541-0286 use and its importance to the city's tax base. The Downtown area has many Fax 805-781-2647 needs, both obvious and subtle, and only through careful management, www.downtownslo.com maintenance and sufficient funding will Downtown remain attractive and economically strong. It is tempting to ask for the myriad of services from public safety to public works to accomplish the "care and feeding" of Downtown at the levels necessary to keep it vibrant and viable. However, in these times of budgetary uncertainty, the Downtown Association Board of Directors feels it's wisest to focus on the most important"specific" items that have a good chance at being funded in this cycle. Moreover, the Board feels the Downtown Association's role in this process is one of a partnership with the City; more than an"ask" for funding, the request comes with the assurance that the Downtown Association will continue its part in providing services and projects for Downtown for the benefit of not only its own members but also for the general public, visitors and residents. The Board of Directors and four committees of the Downtown Association have carefully considered what they believe to be the most important needs of Downtown at this time and submit the recommendations below, although in no particular priority. Everyone agrees that these recommendations will lead to keeping Downtown strong, beautiful, a great place to visit and a desired place to do business. SAFETY ■ Continue and increase police presence in the Downtown; support private security patrol Our private security logs indicate an increased level of transient related problem behavior, graffiti and even criminal activity resulting in arrests that necessitate a high level of observation and action by law enforcement. While the Downtown Association currently funds a full time private security patrol, increased police presence and assistance in funding the patrol are requested. ■ Energize lighting option at Thursday Night Farmers Market (developing the joint project) I During "Project Higuera" in 2007, the Downtown Association and the City worked jointly to begin the process of providing electrical access to vendors at Thursday Night Farmers Market. The Downtown Association paid $3,800 to the City for electrical installation (underground) that could eventually be built out aboveground for use with a"spider box" system. As it can be very dark along Higuera Street during the market and because the Health Department requires food vendor to provide lighting when serving food, this amenity is more than just for ambiance; it's necessary for the market's continued safe operation. The Downtown Association has budgeted for further costs of this project however requests that this be made a public works priority for start up within this budget cycle. Immediately advance the pedestrian street lighting program This item"ties in"with the request for market lighting due to the darkness of Higuera Street at night. Between the trees blocking the existing street lights and the fact those lights were designed for vehicular traffic and not foot traffic, as well as businesses being "dark" (turning off lights after closing), it can be off-putting for those wanting to walk along the street after dark. This project has long been requested by a number of advisory bodies and has gone through a lengthy and nearly complete process with public works. It's time to implement it. The Downtown Association has offered to partner in the project through obtaining sponsorships similar to the former and popular"bench" program. CLEANLINESS/PUBLIC WORKS ■ Renegotiate contract to scrub Downtown sidewalks on a monthly basis and increase Mission Plaza scrubbing schedule to 10 times per year. The Downtown Association was present at the table during the first years of developing a sidewalk scrubbing schedule and contract. While the number of scrubbings has increased slightly since that time, the level of service is far below what's needed to maintain clean and safe sidewalks. Moreover, with stringent requirements regarding run-off water; businesses with sidewalk frontage have fewer options regarding removing `-`urban fallout"matter from their immediate areas, resulting in frustration for them and disgust of those walking on the sidewalks. Especially being a tourist destination, this is one area that needs more attention, immediately. • Continue to support Downtown Tree Program to remove failing trees and fill empty tree wells Currently the City employs two full time tree trimmers. With more than 30,000 trees in its inventory,tree workers are pushed to their limits simply to address basic tree care and attempt to respond to Z I emergencies. Downtown's urban forest is one of its most characteristic features. More than an amenity, the urban forest provides cooling and shade, comfort and calm. The Downtown Association formed the Downtown Foresters to assist tree crews in their efforts in the Downtown area, but continuing to water, trim, remove/replace and grate Downtown trees is an on-going job that needs regular attention by public works; additional staffing is recommended. PARKING Move forward immediately with Palm Nipomo Parking Garage The "West End" quadrant of Downtown is growing. With the re- opening of the Children's Museum, the anticipated renovation of the SLO Art Center; the rejuvenation of the Creamery as well as three major development projects planned for the corner of Nipomo and Marsh streets, the parking needs of this area will be evident sooner than estimated. This area is optimum because the City already owns the property, strides have been made in the planning and designing of the structure and funding is available to move forward. This project should be moved forward now to avoid the parking shortfall debacle faced prior to the Marsh Street structure expansion and completion of 919 Palm. ■ Develop strong and effective alternative transportation programs Entering into a new decade is certain to bring behavioral and consciousness changes as we have already witnessed on a variety of levels where businesses and people are beginning to think "green." People who travel to and from Downtown regularly are becoming more interested in leaving the car at home when possible, improving the environment, reducing their carbon footprint and getting more exercise. Particularly when paired with incentives, these programs are proving effective and affordable. The City could benefit from partnering with agencies like RideShare and RideOn to promote existing programs and provide incentives for Downtown—and City—users to use alternative transportation when possible. MARKETING Study feasibility of creating a Downtown hospitality zone to promote vitality and capitalize on "What's already going on." In other words, recognize and support the "nighttime economy" opportunity of Downtown. At a recent California Downtown Association conference attended by Downtown Association Board and staff members, one presenter discussed a developing trend across the United States in the revitalization of downtown districts with the creation of "hospitality zones." These zones refer to areas in a community where a"nighttime economy"is recognized as an essential element to the success of a business district and capitalizes on an area's features and (sometimes) already existing high level of activity, such as we have in San Luis, being a college community. The creation of the zone requires collaboration between businesses, government and the downtown management agency, all who understand that it makes sense to maximize the energy of a popular evening destination. Well-known examples include Austin, Texas, San Francisco, Norfolk, VA and Boulder, CO where entertainment, outdoor activity and amenities like taxi zones, portapotties and security patrol are provided. The Downtown Association is anxious to develop such a program with the City and asks that the City partner financially in studying the feasibility of the concept for Downtown SLO. ■ Incorporate Downtown events in City marketing materials whenever possible This particular goal has no price tag; rather, the Downtown Association, which hosts a myriad of events and goings on that provide excellent marketing material for tourism, business attraction, residential attraction and other uses, suggests that the City take full advantage of any opportunities these activities offer for marketing purposes. While we acknowledge that the City and Chamber of Commerce do in fact highly feature Farmers Market and Concerts in the Plaza, for example, we encourage the use of every possible event and attraction in City marketing materials. In addition to these"project specific" goals, the Board of Directors respectfully requests that the City Council approve those development projects that further the goals of Downtown as outlined in the Strategic Plan,particularly those projects recently addressed in the Downtown Association's Position Paper on Downtown Development. Cc: San Luis Obispo Downtown Association Board of Directors Ken Hampian, City Administrative Office i ��pAE ONIy San Luis Obispo County Bicycle Coalition �� F9 PO Box 14860 • San Luis Obispo, CA 93406-4860 m A 1 I F Adam Fukushima, Executive Director BIC''IICIQ COaIILIOO Phone: 805-547-2055 4 Email: adamf@slobikelane.org San Luis Obispo City Council 990 Palm Street San Luis Obispo, CA 93401 January 5, 2009 RE: Budget Goals for FY 2009-2011 Dear Honorable Mayor Romero and Members of Council, Thank you for the opportunity to participate in the goal setting process for the 2009-2011 fiscal cycle. San Luis Obispo has established a high standard as a bicycle friendly community and we'd like to first thank the City for the following accomplishments in the last cycle: • Winning over$1.4 million in grants for the Railroad Safety Trail • Completing a new section of the Bob Jones Trail • Finishing the Bill Roalman Bicycle Boulevard, which will be coming in a few short weeks • Beginning construction on a new section of the Railroad Safety Trail • Supporting bicycle safety education • Bicycle use is up 44% over two years ago (City Bicycle Count Data 2008) Riding a bike is a wonderful cost-saving solution for people of all economic stripes. This is now more important than ever given the current economic downturn and the volatility of gas prices. Bicycling makes our city special. Whenever the city has built facilities for bicycling and walking there has always been an economic benefit whether it be in tourism or increasing retail commerce. The following table presents the Bicycle Coalition's recommended goals in order of priority for FY 2009-2011. These goals are designed to maintain the City's progress in bicycle improvements, traffic congestion relief, and public safety as detailed in Measure Y. Please note that these goals match those of the Bicycle Advisory Committee, however we have given them somewhat different priority rankings. J Goal Reason Measure Y/Major Candidate City Goal Funding Relationship 1)Continue Provides an enormous safety Direct relationship: -BTA grants construction of the enhancement for travel Traffic Congestion -STIP funding Railroad Safety between Cal Poly, Relief&Bikeway -City debt financing Trail. downtown,and employment Improvements for construction centers.Serves as an -Fundraising efforts alternative to some of the Supplemental City's top collision relationship: Public intersections on Santa Rosa Safety Service Levels& St. Downtown Improvements 2)Maintain current Funding will continue the Public Safety Service Levels -General Fund with a funding of$15,000 momentum established in FY (traffic safety)and Traffic portion coming from annually for 2007-09,help to meet the Congestion Relief Transportation Bicycling Safety increased need reflected in the Development Act Education. increased 2008 bike count. It (TDA)funds will also help address the trend over the last six years of increasing bike collisions according to the current Traffic Safety Report 3)Maintain half This position seeks out and Direct relationship: -General Fund time temporary applies for grant funding as Traffic Congestion staffing position for well as assists in the Relief&Bikeway Bicycle implementation of the Bicycle Improvements Improvements Transportation Plan. In the Implementation last cycle,this position Supplemental (approximately leveraged over$2.2 million in relationship: Public $27,000 annually) state and federal grant funding. Safety Service Levels& Downtown Improvements 4)Continue This goal increases the Direct relationship: -Streets Maintenance improving the usability and safety of bicycle Bikeway Budget maintenance and and pedestrian facilities,which Improvements& -Pavement safety of bicycling in tum promotes the use of Traffic Congestion Management and pedestrian alternative transportation. The Relief Program Funds. facilities by 2008 bi-annual bike counts budgeting$25,000 indicate the demand for these Supplemental relationship: -General Fund annually for facilities has increased by Public.Safety Service Levels miscellaneous 44%.By including these & Downtown bicycle facility improvements as part of each Improvements improvements year's Pavement Management ducting the Pavement cycle,substantial cost savings Mgt. cycle, as are realized identified in the Bicycle Transportation Plan. 5)Develop a Public input at two meetings Direct relationship: -Prop. to funds specific design for has identified the need to Bikeway Improvements, the Bob Jones trail connect the existing trail to Goals of four other Council alignment from LOVR and provide a grade Advisory bodies existing section to a separated crossing.The.Land County connection Conservancy, in concert with Supplemental relationship: at the Octagon Barn. SLO County,is working to Public.Safety Service Levels Design should be begin the county section of the done in conjunction trail at the Octagon Barn. w/LOVR Without a specific design,a gap interchange project in the trail may result. and include a grade separated crossing. 6)Identify a new Promotes the achievement of Direct relationship: -Safe Routes to Bicycle Boulevard the General Plan goals to Bikeway School grant funding as prioritized in the increase bicycle use by Improvements& Bicycle expanding the bikeway Traffic Congestion Transportation Plan. network in the built area of the Relief Ci We wouldn't ask for something without saying how we will help out. We pledge to do the following: 1) We will continue our work in searching for grants. In the 2007-2009 budget cycle we were happy to help the City win grant funding totaling more than $2.2 million. 2) We offer to help the City negotiate with Union Pacific for the land easement. 3) We pledge to continue our programs to help make our streets safer including activities to improve behavior among motorists and bicyclists and our bicycle education skills classes to teach legal and safe bicycling. In 2008 we reached over 500 people with the bike education curriculum and intend to at least double that over the next two years. 4) We also pledge to continue the bike valet at the weekly Farmers Market. Since the program's inception we have replaced 10,000 trips that otherwise would have been made by automobile. By doing this, we ease traffic congestion and parking needs. Together let us make SLO better for bicycling and walking and make SLO a better community. Sincerely, Adam Fukushima Executive Director San Luis Obispo County Bicycle Coalition Page 1 of 1 Council,SloCity - -. From: Johanna Andris Dohanna_andris@dot.ca.gov] Sent: Wed 1/14/2009 5:03 PM To: Council, SloCity Cc: Subject: Bicycle Education Attachments: Dear City Council Members - I am writing to express my appreciation for the bike education course offered through the San Luis Obispo County Bicycle Coalition. Please continue to fund this important program. Nine months out of the year I use my bike as a means to commute to work. I attach a trailer bike to my bike so that my 1st-grader can ride on the back, and that is how she gets to and from school. Last year I had the opportunity to take the bike education course. Even though I already had been riding my bike for several months,I learned many useful techniques and tips that make me abetter, safer bicyclist. Not only are my daughter and I now safer on the bike, but an unexpected benefit from taking the class is that it also made me a safer driver. The class teaches students to consider the driver's perspective, and it also presents various situations from the bicyclist's perspective, so that as a driver can better predict a bicyclist's actions. I believe it should be a requirement for all bicyclists and non-bicyclists to take this class. If that were the case, there would be far fewer accidents on our roads. But until that happens, at a minimum, this class should continue to be offered to all citizens of this county who wish to take it. One thing I love about San Luis Obispo is that it is fairly easy to get around on a bike, and I see more and more bicyclists on the road now than ever. The bike education instructors are amazingly talented, and the class is efficiently run with lots of good information and a riding session to practice all the techniques-that were presented. Please allow this invaluable instruction to continue. Sincerely, Johanna Andris San Luis Obispo Please consider the environment before printing this email. https://mail.siocity.org/exchange/slocitycounciVInboxBicycle%2OEducation.EML?Cmd=... 1/15/2009 Page 1 of 1 1 Council, SloCity From: Betty Aten [betty@slorevo.com] Sent: Thu 1/15/2009 10:09 AM To: Council, SloCity Cc: SubjectSupport Bicycles! Attachments: Dear SLO City Council Members, Have you noticed more bicycle riders in town? Have you noticed more bikes filling the downtown bike racks? Isn't it wonderful? Let's keep the momentum going and growing. I urge you to support continued bicycle funding for projects already identified and to support future projects as much as the budget will allow.This is a cost-effective action that will help keep cars off the road and out of the downtown core where parking can be an issue. Bicycling is a win-win situation --good for people AND good for the city. Thank you for your consideration. Betty Aten https://mail.slocity.org/exchange/slocitycouncil/Inbox/Support%20B icycles!.EML?Cmd=o... 1/15/2009 Page 1 of 1 Attachments can contain viruses that may harm your computer.Attachments may not display correctly. Coundl,SloCity From: J Belsher Creative [info@jbelsher.com] Sent: Thu 1/15/2009 11:41 AM To: Council,SloCity Cc: Subject: bike budget Attachments: D page4lGra�his 1 B 11 A1T3660 Am(4K81 Dear SLO City Council: Just wanted to express my hopes that the city council will appropriately allocate funds to continue improving our safe bike lanes throughout the city.The safer we can make cycling,the more we can encourage people to use that people-powered mode of transport. I ve been hit and almost run down on my bike and I can tell you it's terrifying. In a city as big and busy as Paris, I actually felt safer than here,as they dedicate time for the bus lane to cyclists and It is safe from vehicles. In a region that is predominantly climate supportive, it makes a lot of sense to urge people to use the bike, not fuel,to get around. But it has to be safer. Thank you, Jody Belsher E CCUNCIL u CDD DIR i '�D FILE 2-GAGClninloz ?'FIN DIR O'AEft0la70?pw_12-FIRE CHIEF MEETING AGENDA V,TTORNEY ZPW DIR / E3 LERK/ORIG 12-POLICE CHF DATEITEL'1 i _C—�,r/� ❑ DEPT HEADS OIREC DIR G- TJTILDIR r T/LL 1 SIR [Din A)Z:*UT/ME.5 CCU AZrc= 'C(Ty 4LG2 https:Hmail.slocity.org/exchange/slocitycounciVInboxlbike%20budget.EML?Cmd=open 1/15/2009 Page 1 of 1 Attachments can contain_viruses that may harm your computer.Attachments may not display correctly. Coundl, SloCity From: J Belsher Creative[info@jbelsher.com] Sent: Thu 1/15/2009 8:41 PM To: Council,SloCity Cc: Subject: budget Attachments: LI pastedcraphic df(�1Mg) AT 83946.htm(4KB) Please consider having the lights put in at Sinsheimer tennis courts.There currently is no safe place to play night tennis.The high school courts are poorly lit and even if they were well lit, the fences are too close to the courts and are unsafe.They are ripe for a lawsuit. Thank you, J..Belsher \ https:Hmail.slocity.org/exchange/slocitycouncil/Inbox/budget.EML?Cmd=open 1/20/2009 Page 1 of 1 Council, SloCity From: Victoria Buser liswimsio805@yahoo.com] Sent: Tue 1/20/2009 3:14 PM To: Council,SloCity Cc: Subject: Please give us a skate Park in SLO Attachments: I can't afford another ticket in the parking structure. Thank you so much — Victoria (Sk8mom) https://mail.slocity.org/exchange/slocitycounciUlnbox/Please%20give%20us%2Oa%2Oskat... 1/21/2009 R'C0UNIC IL ` ErcDD DIR (�CiAft�f*M6s- Lp FIN DIR - � FED FILEFIRE CHIEF F'ATTORNEY zrpw DIR January 23 2009 - MEETING AGENDA RrCLERK/ORIGa Z'POLICE CHF 0 ❑ DEPT HEADS L�REC-DIP DATE r o ITELi Fi' G,6 ffUTI�DIR To: Mayor Romero an ity Council I NG Er HR DIR NCW -rtlne5 COZ- C4 �CIT'I MLc Let me first express my appreciation for a well-organized Community Forum�That so many contributed to the evening is strong testimony to the personal interest in our community by both residents and non-residents. Indeed, it would be an interesting Forum where the question was: "What makes San Luis Obispo special to you?" A ground rule would be that there could be no discussion of budgets (or the lack thereof)! The answers would be as numerous as the participants but revealing as to what has happened in the past to give rise to the present as we look to the future. For instance, there would be no need for a railroad museum if no railroad traversed our City. Indeed, my contribution would be that we have a compelling sense of community - of place - in a world seemingly overrun by necessary answers to more immediate issues. Today's decisions affect the future but also reflect the past. In other words, we can only know who we are or where we may possibly go by looking at who we were. Unfortunately, the pressures of the present give little time to celebrate the past as it is seen as possibly interesting but of little relevance to the future. If we could somehow take our community as a whole, we can clearly see decisions in the past were also a dedication to the present. A Children's Museum exists today because in the past, all children...even those unborn...were considered worthy of this mighty effort. A young tree well planted and nourished will grow and prosper for years beyond its planter. We would be less than wise to ignore our civic heritage as someday we will be the past to others. So much of what is called history was but the prelude, the opening cords of the community score which still remains unfinished as the echo of the past still rings in the ears of the present. Much of what is relished as the "quality of life" by us began by others unknown to anyone. Appreciating history goes beyond saving a building or writing of an episode or reading old documents and newspapers. It is an attitude of stewardship as we each take turns remembering, preserving, promoting and presenting what has been given to us. We are indeed grateful someone thought of the future we enjoy today. Surely, we wish to continue and augment our inheritance to those yet to come. Specifically, my proposals are few when matched with the many possibilities: 1. Why can't street names remember our civic ancestors? 2. Who were those whose names exist on present street signs? 3. We live above our history as well as in it. Whenever anyone digs in our community, history lies hidden in the dirt. Who's there to look? 4. The several adobes in the community simply deteriorate with age. Their preservation — and.contemporary use — addressed today will be gratefully acknowledged in years to come. The La Loma Adobe has the potential of being a gem in one of the last potential parks in the central community. Might we at least look at possibilities? 5. Those who visit San Luis Obispo as tourists come for one of the oldest structures in the State. Yet, the Mission Plaza (and its expansion) seems forgotten. Capitalizing on this initial interest in our history would expand both any visit and the local economy. 6. We have many historic buildings and homes. In partnership with the Chamber of Commerce or Visitor's Bureau, a trolley tour of the City would be a delight for residents and visitors. 7. With a dedicated City channel on public access television, the opportunities for showcasing our City and, its past via the airwaves have barely been touched. 8. In conjunction with the City schools, what efforts are being made to relate our past to the students...our future. Some require more dialogue than funding, but all deserve consideration. Unlike most of the County's communities, we do not have an historical society or commission to act as guardians and promoters of our history. Possibly it is time to start one. We do have a fine Cultural Heritage Commission. Possibly it needs to be a Cultural and Historical Heritage Commission. Certainly, this is not to suggest we are blind to or do not care about the past. We are grateful much has been done. However, past efforts are part of a continuum of future growth. As a City, my hope is we will be active and dedicated participants in this continuum. Thank you and best wishes, Joseph A. Carotenuti San Luis Obispo Page 1 of 1 From: jacjs@sbcglobal.net Sent: Monday, January 12, 2009 5:34 PM To: Statler, Bill Subject: SUGGESTIONS As one of the oldest communities in the State, my suggestion is we continue with an even more vigorous program of preservation and presentation of our city that will last beyond the immediate future. I will attend the Community Forum and (hopefully)will have some proposals for consideration. Joseph A. Carotenuti 1/13/2009 Page 1 of 1 From: Hampian, Ken Sent: Wednesday, January 14, 2009 10:07 PM To: Hooper, Audrey Cc: Chippendale, Sue Subject: 1/15 Red File From: Carter, Andrew Sent: Wednesday, January 14, 2009 8:57 PM To: Council—ALL Cc: Hampian, Ken; Statler, Bill Subject: Top 15 Priorities over time I thought you might be interested in this chart I compiled from results in the Community Budget Bulletin Survey distributed this year and during the previous two budget cycles. "Top 15" Priorities Over Time— Community Budget Bulletin Survey 2009 2007 2005 Item Rank Rank Rank Street repair/neighborhood paving 1 1 3 Improve intersections/widen streets --- I 1 10 Open space preservation 2 3 9 IED FILE Traffic congestion relief 3 2 2 — MEETING AGENDA Public safety 4 4 12 PATE/ / 0 ITEC t ,,.L!5 Senior services&facilities 5 6 --- Creek&flood protection 6 --- --- Other infrastructure(e.g. sidewalks,parks, �- 5 storm drains) Neighborhood code enforcement 7 --- --- COP qr� eighborhood wellness/student housing --- 10 4 -COUNCIL L?,-CDD DIR pacts C(' �ir�I/nce D-FIN DIR CfA6A$RSsreryrncrt[ IRE CHIEF Downtown protection/enhancement 8 9 6 [�ATTQRNEY 0-PW DIR Spending reductions 9 — - 1�CLERK/ORIG =-POLICE CHF Bikeway improvements 10 7 11 EPT HEADS ErREC DIR P 73 Binding arbitration repeal 11 --- --- E Z"UTIL DIR Parks&recreation 12 14 13 �_ t_ ` Z_HR on Transit system/alternate transportation 13 15 15 NGw77I�l-S i Cp2r�Cr� Homeless concerns 14 13 --- Ile Affordable housing 15 8 1 /C Lrn Limit/control/stop growth --- 12 7 For big box - - --- 5 Against big box - 5 ibrary -- 8 [Long-term water supply --- --- 14 Andrew Carter Council Member City of San Luis Obispo 1/15/2009 ® 13 January 2009 To: Mayor Romero and SLO City Councilmembers 1 J SIA r� San Luis Obispo L;�;'UCUNCIL `CDD DIR Downtown �' �'� 2 G-FIN DIR Association Fro�rah Cash, Executive Director I�Ae,aon� co�^�D-FIRE CHIEF San Luis Obispo Downtown Association Q"ATTORNEY aPW DIR �CLERK/ORIG !;'POLICE CHF P.O. Box 1402 ❑ DEPT HEADS t_i REC 91R Son Luis Obispo Re: Council Goals r P1g O-UTIL DIR _� 2�u'u-� L� HR DIR California 93406 q,� n � The Downtown Association previously submitted a list of recommen a�tions for Phone:805-541-0286 the City Council to consider during its upcoming two year work program and Giyq rW�e FAX 805-781-2647 budget. (Submitted to Finance Director Bill Statler on November 17, 2008, �L�2lc www.downtownsio.com attached). Since that time, changes in both the economic climate and input from additional sources necessitated that the Downtown Association Board review its list and revise its recommendations to address economic realities yet continue the interdependent relationship the City and Downtown Association has developed over the years. As a result, the following list represents a"streamlined" version of two major goals under one heading "Downtown Enhancements." It is worth noting, however, the goals stand independent of one another with one category targeting those items that should be accomplished within the two year(short)term and those that could be assigned a consultant or task force for implementation in the long term. Downtown Enhancements Long Term Infrastructure Improvements Develop a long-term plan to upgrade the visible elements of Downtown infrastructure including street furniture, signage, trees, sidewalks, lighting, art and all outdoor elements Short Term Continue or expand dedicated Downtown police presence Continue or expand sidewalk scrubbing schedule Plant empty tree wells Begin outfitting Downtown blocks with pedestrian style overhead lighting Move forward and begin construction of Palm/Nipomo parking structure Move forward with proposed Downtown development projects including: ■ Vaquero ■ Chinatown ■ Garden St. Terraces RED FILE ■ Former"Logan" or"Parson's" Home MEETIRG AGENDA DATE / / n ITE!. S(�1oJ� ■ 590 Marsh Street Downtown businesses, while experiencing the same challenges as all businesses in the current economy, continue to represent one of the highest sales tax districts and one of the highest use districts in the City. To maintain this momentum, it is crucial that the City Council continue its level of support and dedicated resources to the Downtown in conjunction with the Downtown Association's aggressive schedule of promotions, economic activity, design and organization. Cc: San Luis Obispo Downtown Association Board of Directors Ken Hampian, City Administrative Officer 17 November 2008 To: Bill Statler, Finance Director From: Deborah Cash, Executive Director San Luis Obispo Downtown Association Re: Council's Two--Year Goal Setting Recommendations The San Luis Obispo Downtown Association has, for many years, respectfully submitted to the City Council suggestions for keeping the city's center high on the list of priorities for the community mainly because of Downtown's high level of use and its importance to the city's tax base. The Downtown area has many needs, both obvious and subtle, and only through careful management, maintenance and sufficient funding will Downtown remain attractive and economically strong. It is tempting to ask for the myriad of services from public safety to public works to accomplish the "care and feeding" of Downtown at the levels necessary to keep it vibrant and viable. However, in these times of budgetary uncertainty, the Downtown Association Board of Directors feels it's wisest to focus on the most important"specific" items that have a good chance at being funded in this cycle. Moreover, the Board feels the Downtown Association's role in this process is one of a partnership with the City; more than an"ask" for funding, the request comes with the assurance that the Downtown Association will continue its part in providing services and projects for Downtown for the benefit of not only its own members but also for the general public, visitors and residents. The Board of Directors and four committees of the Downtown Association have carefully considered what they believe to be the most important needs of Downtown at this time and submit the recommendations below, although in no particular priority. Everyone agrees that these recommendations will lead to keeping Downtown strong, beautiful, a great place to visit and a desired place to do business. SAFETY ■ Continue and increase police presence in the Downtown; support private security patrol Our private security logs indicate an increased level of transient- related problem behavior, graffiti and even criminal activity resulting in arrests that necessitate a high level of observation and action by law enforcement. While the Downtown Association currently funds a full time private security patrol, increased police presence and assistance in funding the patrol are requested. ■ Energize lighting option at Thursday Night Farmers Market (developing the joint project) During "Project Higuera" in 2007, the Downtown Association and the City worked jointly to begin the process of providing electrical access to vendors at Thursday Night Farmers Market. The Downtown Association paid $3,800 to the City for electrical installation (underground) that could eventually be built out aboveground for use with a"spider box" system. As it can be very dark along Higuera Street during the market and because the Health Department requires food vendor to provide lighting when serving food, this amenity is more than just for ambiance; it's necessary for the market's continued safe operation. The Downtown Association has budgeted for further costs of this project however requests that this be made a public works priority for start up within this budget cycle. ■ Immediately advance the pedestrian street lighting program This item "ties in"with the request for market lighting due to the darkness of Higuera Street at night. Between the trees blocking the existing street lights and the fact those lights were designed for vehicular traffic and not foot traffic, as well as businesses being "dark" (turning off lights after closing), it can be off-putting for those wanting to walk along the street after dark. This project has long been requested by a number of advisory bodies and has gone through a lengthy and nearly complete process with public works. It's time to implement it. The Downtown Association has offered to partner in the project through obtaining sponsorships similar to the former and popular "bench"program. CLEANLINESS/PUBLIC WORKS ■ Renegotiate contract to scrub Downtown sidewalks on a monthly basis and increase Mission Plaza scrubbing schedule to 10 times per year The Downtown Association was present at the table during the first years of developing a sidewalk scrubbing schedule and contract. While the number of scrubbings has increased slightly since that time, the level of service is far below what's needed to maintain clean and safe sidewalks. Moreover, with stringent requirements regarding run-off water, businesses with sidewalk frontage have fewer options regarding removing "urban fallout"matter from their immediate areas, resulting in frustration for them and disgust of those walking on the sidewalks. Especially being a tourist destination, this is one area that needs more attention, immediately. ■ Continue to support Downtown Tree Program to remove failing trees and fill empty tree wells Currently the City employs two full time tree trimmers. With more than 30,000 trees in its inventory, tree workers are pushed to their limits simply to address basic tree care and attempt to respond to i emergencies. Downtown's urban forest is one of its most characteristic features. More than an amenity, the urban forest provides cooling and shade, comfort and calm. The Downtown Association formed the Downtown Foresters to assist tree crews in their efforts in the Downtown area, but continuing to water; trim, remove/replace and grate Downtown trees is an on-going job that needs regular attention by public works; additional staffing is recommended. PARKING ■ Move forward immediately with Palm Nipomo Parking Garage The "West End" quadrant of Downtown is growing. With the re- opening of the Children's Museum, the anticipated renovation of the SLO Art Center, the rejuvenation of the Creamery as well as three major development projects planned for the corner of Nipomo and Marsh streets, the parking.needs of this area will be evident sooner than estimated. This area is optimum because the City already owns the property,strides have been made in the planning and designing of the structure and funding isavailable to move forward. This project should be moved forward now to avoid the parking shortfall debacle faced prior to the Marsh Street structure expansion and completion of 919 Palm. ° Develop strong and effective alternative transportation programs Entering into a new decade is certain to bring behavioral and consciousness changes as we have already witnessed on a variety of levels where businesses and people are beginning to think "green. People who travel to and from Downtown regularly are becoming more interested in leaving the car at home when possible, improving the environment, reducing their carbon footprint and getting more exercise. Particularly when paired with incentives, these programs are proving effective and affordable.. The City could benefit from partnering with agencies like RideShare and RideOn to promote existing programs and provide incentives for Downtown—and City—users to use alternative transportation when possible. MARKETING ■ Study feasibility of creating.a Downtown hospitality zone to promote vitality and capitalize on "What's already going on." In other words, recognize and support the "nighttime economy" opportunity of Downtown. At a recent California Downtown Association conference attended by Downtown Association Board and staff members; one presenter discussed a developing trend across the United States in the revitalization of downtown districts with the creation of "hospitality zones" These zones refer to areas in a community i where a"nighttime economy"is recognized as an essential element to the success of a business district and capitalizes on an area's features and (sometimes) already existing high level of activity, such as we have in San Luis, being a college community. The creation of the zone requires collaboration between businesses, government and the downtown management agency, all who understand that it makes sense to maximize the energy of a popular evening destination. Well-known examples include Austin, Texas, San Francisco, Norfolk, VA and Boulder, CO where entertainment, outdoor activity and amenities like taxi zones, portapotties and security patrol are provided. The Downtown Association is anxious to develop such a program with the City and asks that the City partner financially in studying the feasibility of the concept for Downtown SLO. ■ Incorporate Downtown events in City marketing materials whenever possible This particular goal has no price tag rather, the Downtown Association, which hosts a myriad of events and goings on that provide excellent marketing material for tourism, business attraction,residential attraction and other uses, suggests that the City take full advantage of any opportunities these activities offer for marketing purposes. While we acknowledge that the City and Chamber of Commerce do in fact highly feature Farmers Market and Concerts in the Plaza, for example, we encourage the use of every possible event and attraction in City marketing materials. In addition to these "project specific" goals, the Board of Directors respectfully requests that the City Council approve those development projects that further the goals of Downtown as outlined in the Strategic Plan,particularly those projects recently addressed in the Downtown Association's Position Paper on Downtown Development. Cc: San Luis Obispo Downtown Association Board of Directors Ken Hampian, City Administrative Office w To:San Luis Obispo City Director Bill Statler January 12,2009 Regarding:San Luis Obispo Goal Setting& Budget Process Identify Goals&Programs as part of the City's 2009-2011 Financial Plan&Budget Dear Honorable Mayor and Council Members: On August 27''.2007.Jeff Hook noted that the Cultural Heritage Commission had discussed a Certified Local Government(CLG)program several years ago but had tabled the item because of the amount of work involved developing a historic preservation ordinance,a requirement of the CLG program. He added dial the recently-adopted General Plan Conservation and Open Space Element calls for the preparation of a historic preservation ordinance,and that a preliminary draft was being prepared by staff,so that the timing for CLG participation may now be more appropriate. Committee members felt the program could help leverage for historic surveys or preservation projects and that the program could help the City implement its General Plan policies for historic preservation. On a motion by Committee member Crotser,seconded by Chairperson Breska,the CHC voted 4-1 to recommend that once the City has adopted an historic preservation ordinance,the Council approve participation in the Certified Local Government Program and direct staff to proceed with the application process,subject to the following findings: a.Preserving our heritage of historic buildings and places is supported by General Plan policies 3.31 through 3.3.5 of the Conservation and Open Space Element. b.The Certified Local Government Program is operated by the State of California to mist local governments with identifying and preserving historic buildingsand provides benefits to participating local governments in recognition of their commitment to follow state-approved historic preservation standards and procedures. c.The Certified Local Government Program is consistent with General Plan programs 3.6.1 and 3.62 in that it will help identify cultural resources and guide the review of new development for consistency with adopted standards,and will help provide financial assistance and incentives for historic preservation. On September 22,2008,Jeff Hook presented a staff report describing the goal-setting and budget process: Committee members reviewed the status of 2007-2009 CHC goals and identified additional community priorities for cultural resource preservation and education. On a motion by Committee Member Crotser, seconded by Committee Member Miller,the Committee voted 5:0 to identify the following CHC program goals for 2009-2011,with goal"a"being the highest priority,and to forward these to the City Council with a request for resources to complete the work during the 2009-2011 budget cycle: a.Historic Preservation Ordinance:Prepare a Historic Preservation Ordinance,pursuant to General Plan Conservation and Open Space Element Program 3.30.10,and provide funding for the preparation of a historic character assessment of City historic districts. b.Historic Resource Inventory:Retain a historic survey coordinator,using private contributions in whole or part,to lead a community-staffed historic survey to update and maintain the Citywide Historic Resource Inventory of Master List and Contributing properties, including potentially- historic neighborhoods cited in the Lovell Historic Survey Report,annexation areas,and threatened structures. State legislation does not require cities to adopts Historic Preservation Element as part of the General Plan.Section 65303 of the Government Code states that the City's general plan may include... "a historical preservation element for the identification,establishment,and protection of sites and structures of architectural,historical,archaeological,or cultural significance,including significant trees,hedgerows,and other plant materials.The historical preservation element shall include a program which develops actions to be taken in accomplishing the policies set forth in this Element" San Luis Obispo's newly adopted Historic Preservation Element could identify the goals and objectives of its historic preservation program,how it can be encouraged and supported,the process which should be RED FILE RECEIVED MEETING AGENDA JAN 0 9 2009 DATES ITEP,1 ,� � SLO CITY CLERK O — - used to designate structures,sites,parks(such as Mitchell Park),and other resources as historic,and the regulations and benefits for resources which have been designated historic. San Luis Obispo's Historic Preservation element could energize the Historic preservation mechanisms that are already in and could assist in enriching the community environment with reference to its past, its present and its future.Other benefits include: 1.Economic Benefits: a.Stability of Residential and Commercial Areas-The city's special character can be a powerful tool for the economy as well as community identity. When public policy clearly favors preservation and good design,this gives a level of stability that helps attract investment and avoids the"boom- bust"cycle characteristic of rapid development and overbuilding. b.Cost and Time Savings-Fixing up an old building sometimes costs less and takes less time to complete than constructing a new one of the same size for the same use.This also helps stabilize commercial rents allowing the continuation of the"home-grown"businesses that provide our City with its unique shopping appeal. c.Conservation of Natural Resources-As opposed to new construction,rehabilitation uses a smaller amount of building materials and less energy,and San Luis Obispo,after all, is a"Cool"City— a city that has made a commitment to stopping global warming by signing the U.S.Mayors'Climate Protection Agreement d.Opportunities for Small Business-Older buildings often have kinds of spaces that are especially suited to small companies and start-ups. 2.Community Identity: a.Beauty-Older buildings,well-designed new buildings,and appropriate landscape features very often have a beauty valuable for its own sake. b.Continuity-Older buildings,quality new buildings,and good landscaping provide a sense of permanence and well-being. c.Understanding-Older buildings give an enhanced understanding of who we are,where we have been,and where we might be going. The findings from a November 15. 2008 Visionary Workshop sponsored by Save Our Downtown further reinforce the importance of funding this request The Community Room in the City/County Library was filled to capacity.Council members were all invited as well as members of SLO's advisory bodies,City staff and administrators.Planning Commissioners and Cultural Heritage Committee members were present as well as Community Development Director John Mandeville,Senior Staff Planner Pam Ricci and Council member elect John Ashbaugh.Architects, including Mark Rawson,George Garcia and Craig Smith,were also in attendance.Downtown business owners and the public at large were invited and present.Former Mayor Kenneth Schwartz,urban planner and Cal Poly lanscape architecture lecturer Vangeli Evangelopolous and eminent architectural historian Bruno Giberti made presentations to those assembled. The final question that we asked of those 78 participants attending this workshop was:"Identify the key issues critical to Downtown San Luis Obispo."47 issues were brainstormed and then ranked. The top ranking issues were as follows: a. preservation of the authentic and distinctive architectural character of San Luis Obispo; b. preservation of a sense of history c. preservation of views of the hills and the Cerros;and, d. maintaining the small scale,intimate and compact character of Downtown. Respectfully submitted by, &MML Allan Cooper,AIA rn-AT7ORNEY TCDD DIR Chairof"SaveOurpowntown" 2-FIN DIR 756 Broad Street 'FIRE CHIEF San Luis Obispo,CA > W DIR CHIF93401 �'RIG -POLICE CHIF O-CLEG-REC D Fi 2!LITIL DIR %. (L_tatrnJG,- E7-HR DIR_ NG�J-nna&5 GCM /Ylla/Z � G�.I�Yl-IG- - Page 1 of 2 a . F+ Y council, 5100ty from: Nathalie and Ron Cox[namx@pacbell.net] Sent: Mon 1/12/2009 6:41 PM To: Council,SloCity Subject: Bicycle and pedestrian improvements are important! Attachments: January 12, 2009 `!ED FILE MEETING AGENDA DATE /s ITE!A To: San Luis Obispo City Council Members Re: Continued City support to make SLO a better place for bicycles and 0°Py X1,4 L pedestrians i; CT'COUNCIL DD DIR 2 kea7vMCI FIN DIR IRE CHIEF O'ATTORNEY Er-PW DIR E1'CLERK/ORIG nOLICE CHF Dear Council Members, ❑ DEPT HEADS CLEC DIR 12 UTIL DIR PI'HR DIR Since we will not be able to attend the Thursday night meeting at the Ludwick Community Center we are taking this opportunity to voice our support for continued bicycle and walking improvements in the city. Progress has been made but more is needed to make walking or bicycling a reasonable altemative for many people. We are not nearly as green in San Luis Obispo as we like to think......that can certainly be seen by the number of cars that are rocketing through the city each and every day. We moved to San Luis Obispo in 1967. One of the reasons we chose SLO was because it seemed a perfect place to make use of a bike or walking to access work and shopping. We have always felt it important to limit our use of a car and always make the effort to bike or walk. We're not anti-car by any means....they are a useful tool but sadly can be much over used. There is a larger city population now and many more cars so it is ever more essential to have safe and practical ways to move around in the city. We truly believe more people would avail themselves of the opportunity to bike or ride if they felt safe doing so. The biggest concem we hear from people who see us on our bicycles or walking is about the cars. 'There is just too much traffic,the traffic moves too fast, people aren't paying attention as they should........the list goes on. Its refreshing to see some of our young parents biking or walking with their children to school. It would be even better to larger numbers of them https://mail.slocity.org/exchange/slocitycounciUinbox/Bicycle%20and%20pedestrian%20i... 1/13/2009 Page 2 of 2 rather than long lines of cars loading and unloading children at their schools. What a perfect way to teach the younger generation that they have options for transportation. Riding a bike or walking can be a wonderful cost saving solution for people. Biking or walking is a great way to limit costs and personal stress....and it certainly offers an opportunity for a healthier lifestyle. It also would make our streets safer and play a, factor in helping to keep our planet healthy. We thank you for what has already been done and urge you to keep the momentum going. Let's finish The Railroad Community Trail,The Bob Jones Trail and make other bicycle and pedestrian improvements in our beautiful city. Nathalie and Ron Cox 289 Almond Street San Luis Obispo, CA 93405 805 544-0971 https://mail.slocity.org/exchange/slocitycouncilAnboxBicycle%20and"/o20pedestrian%20i... 1/13/2009 1. ~ 1r Bill Slater 17 Jan 2009 City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 RE: Community Forum: Measure Y priorities. Dear Mr. Slater, I was unable to be in attendance at the recent forum at the Ludwick Community Center, but in case the issue of Dana Street was not brought to your attention, I wanted to make you aware of a San Luis street in serious need of assistance. Dana Street is an amazingly diverse street that is only one block long, but has heavy use and provides substantial assistance to the citizenry. E Dana Street does not have parking meters and consequently acts as a de facto parking lot for many people who work in downtown. Many of the people who park on Dana Street have been doing so for years and are substantial contributors to the business life of downtown. C Dana street property owners have contributed a great deal of private investment in the recent past. Condominium construction, renovation and new house construction have all made recent improvements. Consequently the property owners have made substantial contributions to the city tax base. E A large variety of commercial and community facilities are along Dana Street and they receive considerable and constant use: The Reis Mortuary and Crematory, The Odd Fellows hall, (the smallest park in the city is across from the Odd Fellows hall and even though consists of only two benches, they are often occupied. ) One of the famous Dana family houses has recently undergone a complete renovation and now the city is in the process of attempting revitalization of various historical adobes, one of which is near the end of Dana Street. E There are a substantial number of elderly and disabled residents on Dana Street and the current pavement is so rough it makes the street difficult to walk on in numerous places. The American with Disabilities Act of 1990 has standards that may well apply to the renovation of the surface of Dana Street. �a E I have lived on Dana Street for twenty years and have seen almost no repairs made to the very rough condition of the street. The current. pavement surface is concrete, and makes an excellent base for asphalt paving over the top, but other streets providing far less utility to the city seem to always get repaved. I have conducted an informal survey of residents and owners and everyone thinks the condition of the street is unnecessarily rough, unsafe and deplorable. Considering that Dana Street makes substantial contributions to the community, the resident and owners consensus is to request the city to repave Dana Street as soon as possible. Should you require further amplification of either information or this request, please contact me. In any event, just drive down or walk across Dana Street. You will understand immediately. Sincerely, Gary Dwyer 415 Dana Street #5 (805) 545-9981 Page 1 of 1 Coundl,SloCity From: Carolyn Eicher[eicherzink@mac.com] Sent: Wed 1/14/2009 11:26 PM To: Council,SloCity Cc: evelum@gmail.com Subject: Support for 13 acres of open space Attachments: I am writing to express my support for what I think should be the top priority for the City Council which is the the 13 acres of open space in San Luis Obispo. We look forward to this piece of land being used in an agricultural manner for public use. It can be used for educational purposes, growing food to support our community, giving our community members access to more community gardens as there are more than 80 people on the waiting list at this time. Also important is a need for children's gardens which could be used for our residents and as a way to draw in more tourists.This piece of untouched land is an asset to our community and it can be used to bring our community members together. Sincerely, Carolyn Eicher SLO Grown Kids slogrownkids.org https://mail.slocity.org/exchange/slocitycounciVInbox/S upport%o 20for%2013%20acres%2... 1/15/2009 Page 1 of I From: Debi White-Gregory [debiwg@gmail.com] Sent: Monday, January 12, 2009 1:44 PM To: Stager, Bill Cc: kris.roudebush@gmail.com; eveium@gmail.com Subject: 13 acres near Calle Juaquin As a tax payer and property owner whose land is near this site, I urge the SLO City Council to make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education, technology and tourism. Such a space would foster a stronger,more resilient community and empower generations to come. I also asked to be kept advised of the progress of this project. Thank you, Deborah Gregory 1986 Oceanaire Drive San Luis Obispo, CA 93405 1/13/2009 Page 1 of I From: Kevin Hauber [kevin@themortgagehouse.com] Sent: Monday, January 12, 2009 2:25 PM To: Stager, Bill Cc: 'Nicholas Alter' Subject: Community Forum Attachments: image001.jpg Bill; I am writing you in regards to topics for the Community Forum on the 15th. I represent several organizations that have been working on issues involving green building and renewable energy including the Chamber of Commerce Sustainability and Resources Committee; KO Green Build, and SEA Change(Strategic Energy Alliance). All of these groups have been focusing efforts to promote adoption of green building standards and renewable energy programs by the City, namely the adoption of the"2030 Challenge' into planning policy and the creation of a solar financing district as provided for by AB 811. I add my voice to the chorus of those who advocate these progressive measures. I look forward to discussion of these items on the 15th. I can get more detailed information to you in the meantime if you desire. Best regards, Kevin Hauber .The Mortgage House 805-459-8844 o. 805-788-4488 f. 805-788-4490 1/13/2009 . 1 I 1 From: Hector Hernandez [mailto:Hhernandez@waterboards.ca.gov] Sent: Thursday, January 15, 2009 4:34 PM To: Carter, Andrew; Settle, Allen; Kiser, Betsy; Romero, Dave; Ashbaugh, John; Marx, Jan; Chris Zielke Cc: acrozier@calpoly.edu; BJ; Gwilley_apcd@co.slo.ca.us; chris p; Ozzie Olmos; patrick; Bardhyll; mark; mike kirkland; Matt Thule; ryan foran; Mauricio.Argente@tetratech.com; MAURI_CIO.ARGENTE@ttisg.com; Alison Jones; Corey Walsh; Hector Hernandez; Harvey Packard; Martin Fletcher; Mike.Higgins; Michael Thomas; Peter von Langen; cemigase_99@yahoo.com; dkharrold@yahoo.com; hattini; rod_kalpakoff@yahoo.com Subject: Re: Tonight's City Council meeting I am also a soccer player in the city of.San Luis Obispo and have been playing pick-up games weekly on Tuesdays and Thursdays. I fully support Mr. Zielke's comments. I urge the City Council re-open Damon Garcia for public, non-permit-based use. Hector Hernandez Hector Hernandez Water Resources Control Engineer California Regional Water Quality Control Board Central Coast Region 895 Aerovista Place, Suite 101 San Luis Obispo, CA 93401-7906 (805) 542-4641 (805) 788-3530 (fax) »> "Chris Zielke" <czielke@tuinteractive.com> 1/15/2009 4:23 PM >>> I am a soccer player here in the city of San Luis Obispo. I play in with a group of people that has met weekly on Tuesday and Thursday at noon for years. We played on city parks before the Damon Garcia fields were opened. We used Damon Garcia while it was open to public use. Now, we have resorted back to various city fields since Damon Garcia has been closed to the public. In the winter, we commonly get 15-20 people for a game. In summer, the number swells to 30 or more which results in multiple games at noon. Few of our city parks are large enough to support two soccer games at once. While our group has no name because it is a pick-up game, I believe we have 50 players who play frequently. I am also aware of another group of 20 or so who also play at noon on Tuesday and Thursday. Damon Garcia could hold all of these players without crowding. The city parks that are not meant to be soccer fields get torn up more easily than the Damon Garcia fields did. I wonder if limiting Damon Garcia use has actually saved the city any money. In fact, the field we used today has bare spots and ridges of dried mud. This is not fun soccer, and such field conditions lead to more injuries than a well tended field. - s J I would like to see Damon Garcia re-opened for public, non-permit-based use. If the Damon Garcia fields need improvement to support the amount of general use, then I believe it is money well spent because the other city parks and fields suffer when appropriate facilities are unavailable. Chris Zielke soccer player-at-large Page 1 of 1 From: rickjameson (rickjameson@charter.net] Sent: Friday, January 09, 2009 11:24 AM To: Statler, Bill Cc: Staffer, Bill Subject: Tennis court lighting Mr.Statler, I would like to express my sentiments re. the proposal to install lights at Sinsheimer Park tennis courts. Just not a good idea. For one thing, living right over the courts, the last home on the Helena St. culdesac, I am not impressed even with the daytime usage of the courts; with the more presssing needs in the city, e.g., public safety, street maintenance, senoir services(my top three, we are all aging and so is the community as a whole), the expenditure of woefully inadequate city funds on divertissements would be irresponsible. It is hoped this recession will not be prolonged (actually, historically speaking, it already isy. Once economic growth is restored and the city coffers are replenished, consider then such extravagant outlays as tennis court lighting. And then do it where the character of one of the original neighborhoods of this city(1953) is not destroyed. This does not even take into account the expenditures that will be required for parking(cars on certain days (particularly during baseball season) overflow the culdesac and overwhelm the neighborhood, often obscuring stop signs and creating dangerous pedestrian/traffic situations, particularly at Sydney/Helena. There is also the extra noise and gatherings that do not lend to a peacable existence, especially for those citizens who live closest to the courts, likewise subjected to refective lights. I am sure there will be an upswell of neighborhood resistance to any court lighting plan, including legal resistance,which will be expensive for all interested parties,for and against. A solution: put the lights where a neighborhood will not be disturbed, preferrably as new courts are put in; this will mitigate costs as well. Or, maybe improve lighting at the high school courts. They're far enough away from dwellings that citizens will be able to come home from work and enjoy the peace and quiet of an evening which I think is any citizen's inalienable right. Thank you for your"ear". Sincerely, Richard Jameson & Bev Shannon 2599 Helena St. SLO 544-5842 1/13/2009 San Luis Obispo Railroad Museum Post Office Box 13260, San Luis Obispo, CA 93406-1320 January 11, 2009 Honorable Mayor and City Council City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Re:Two-year Budget Goals Dear Mayor Romero and Council members, Please include the completion of renovation of the city owned historic freight warehouse in the Historic Railroad District as a Major Goal of the upcoming two year budget. This project, which has been underway since 1999, is within easy reach of completion even considering the tight financial conditions that currently exist. Using a combination of resources available to the city, the project can be completed for less than one- half the cost of renovation of the Laguna Lake restrooms recently approved by the Council! And, this valuable community resource will then be available for installation of the railroad museum (which has been a community and Council supported goal since project inception) initiating revenue generation to the community through sales tax, transient occupancy tax and restaurant patronage. The museum project is truly a "pay back" investment opportunity for the city. A recent visit to the nearly restored structure by the Cultural Heritage Committee has generated their enthusiastic support for the project, and the Human Resources Commission is recommending allocation of Community Development Block Grant Funds toward project completion. The Railroad Museum organization is also participating in the reconstruction effort by providing professionally installed fire and security systems for the building at no charge to the city, and will be making additional permanent interior improvements such as professionally installed electrical distribution once building occupancy is granted. The key to providing these resources is the willingness of the city to provide funding at this time. Timing is critical. The potential of private sector participation will wane if constant progress and a realistic conclusion in the near future are not evident In addition to creating an accessible, secure, and stimulating environment for protection of artifacts, ideas and history from one of the major eras of our communities' past, the museum will provide a viable tie to current times as well. Establishment of the museum will also enhance educational opportunities in the community at a time when schools are being forced to constrain programs, and will provide additional community meeting space which is currently in short supply. The city has been a willing partner in this endeavor throughout the past decade. Please seize this opportunity to make a quantum leap into the future by completing the building renovation now. Sincerely, Arnold Jonas Member, SLORRM Museum Board RED FILC MEETING AGENDA DATE.�� ITR ,f s�-OX G, e ot��� C Cl n ,J 77D,Y nOo dl4 HHE] -3�7,ti pT, f / NIa lIiw UIG 03l[] SaH3H ld3a ❑ dHO 3011Od-Z 5IdO/NFi3lr%-E5 dlQ Md,2 A3NdOiiV-a =RHJ ala NQ 2 WA/4.40eoLaZ FJIa aa0rp TONnog-'7 -71--Wtii? 4dao C16I� Page 1 of 1 Council, SloCity From: Lisa Jouet Douetstudio@sbcglobal.net] Sent: Thu 1/15/2009 9:31 PM To: Council,SloCity Cc: Subject:. 1/15 budget meeting Attachments: We were unable to attend tonight's meeting at the Ludwick Center to offer any input for the future budget decisions concerning the city of San Luis Obispo. We do, however, wish to make it known that we strongly encourage the city to make every effort to continue the past work and planned improvements regarding the use of alternatives to the automobile (specifically bicycling). Both my wife and I (along with our 2 year old many times) use our bicycles as our primary mode of transportation within the city and look forward to seeing more of our neighbors doing the same as San Luis Obispo becomes more of a "bicycle friendly" place to live. There really is no better city in the world when it comes to the potential recreational, economic, cultural, and educational experiences accessible by a short to moderate (and extremely pleasant and scenic) bicycle ride. Thank you for your time. Tim, Lisa, & Kiki Jouet 1',`D FILE I��COUN01L 7-COD DIR 3' atyiac,+c [-"FIN DIR MEETING AGENDA [D'AGAOAzrcatAr,�IRE CHIEF 2ATTORNEY ®'PW DIR PATE 1/3 I f FL.i '.`4SCyo of EfrCLERK/ORIG Z"POLICE CHF / 0 DEPT HEADS GREG DIR �•�PI/3 --- I_viTILDIR HR DIR A66W-a*Ld 5- /C&U A-)Ct �C�Tt1 inGiL �C��i2lG https://mail.s locity.org/exchange/slocitycouncil/Inbox/1_xF8FF_15%20budget%20meetin... 1/20/2009 - Page 1 of 1 From: Hampian, Ken Sent: Wednesday, January 14, 2009 10:23 PM To: Hooper, Audrey; Chippendale, Sue Subject: FW: Funding Appeal for Freight Building Completion Attachments: Freight Bldg Funding.doc From: steamerajim@slomra.org [mailto:steamerajim@slomra.org] Sent: Wednesday, January 14, 2009 5:08 PM To: Statler, Bill Cc: Romero, Dave; Hampian, Ken Subject: Funding Appeal for Freight Building Completion Hello Mr. Statler, Attached please find a letter addressed to you and the City Council. It concerns a financial appeal to complete the funding necessary to open the Historic Freight Building in Railroad Square. Please distribute this letter prior to the upcoming Community Forum this Thursday. I look forward to meeting you Thursday. Thanks, Jim Keating SLOMRA President www.slomra.org 805-458-8734 1/15/2009 1 � ,ai1.�I111fPi� 1 1 . AM January 14,2009 City Council Members Bill Statler, Finance Director City of San Luis Obispo Dear Council Members and City Staffers, This letter is an appeal for your approval of final funding from the City of SLO and its funding sources to complete the restoration of the Historic Freight Building in Railroad Square. As the end of this ambitious project is now in sight,an approval of final funding would help to realize the completion of the restoration of this important and historic city structure. This final"investment'from the city would start to return tourist dollars very quickly,as upon completion,the Freight Building would be immediately utilized by railroad-related organizations whose events and exhibits would further enhance and enliven RR Square and downtown SLO. These activities will immediately start attracting out of town visitors and their dollars. As president of the San Luis Obispo Model Railroad Association(SLOMRA), I envision a co-habitation scenario with the San Luis Railroad Museum(SLORRM),whereas both organizations could immediately start utilizing a completed Freight Building. The SLOMRA has achieved great success over the past couple of years with growing attendance and media attention at its public displays and model railroading events. The sooner the building is inhabitable;these events could be held at this prime location,bringing the crowds into RR Square,where all the surrounding businesses would benefit. Thank you for your consideration. As the city of San Luis Obispo has already invested substantial time and resources into this Freight Building restoration project,the funds necessary to complete this project represent a modest amount. My appeal to you is to allocate funding to see this project completed so that it can start generating additional interest in and revenue for the city. I look forward to discussing this issue with you further at the Thursday night Community Forum. Sincerely, Jim Keating SLOMRA President steamerajim@slomra.org San Luis Obispo Chamber of Commerce 1039 Chorro Street• San Luis Obispo, California 93401-3278 (805) 781-2777• FAX (805)543.1255 David E. Garth, President/CEO CoP fir! � C�COUNCIL u CDD DIR 2'$A et"I/+6f- [:!-FIN DIR 2'AeA6A99e,1tA­-ep'FIRE CHIEF January 8, 2009 21TTORNEY Q'PW DIR O CLERK/ORIG E'POLICE CHF ❑ DEPT HEADS- EI'REC DIR '?__ I EUTIL DIR �- 0-HR DIR Mayor Dave Romero and Members of the City Council MEW r-/iNCzgu C&L,(Pc City of San Luis Obispo e [-ry M6/Z 990 Palm Street e San Luis Obispo,CA 93401 REED FILE - MEETING AGENDA Re: Goal-setting and the budget process for 2009-11 DATE1�`T" ITEl):7 Dear Mayor Romero and Council Members: The San Luis Obispo Chamber of Commerce Board of Directors respectfully submits the items below as the most important programs for the City to accomplish in the next two years: These priorities were reached following extensive committee and board discussion and evaluation. They represent long-term investments in our quality of life,which the Chamber believes is critical at a time when the City is facing economic uncertainty, declining revenues and likely state takeaways.We believe that with your leadership this current economic crisis presents an opportunity for us to move towards a true 21s'century local economy. 1. Greater emphasis on Economic Development Why: • The new economic realities make it even more critical to prioritize strengthening our city's base of revenues • Retain and grow head of household jobs,with greater emphasis on"base level"jobs • Send a message that we are"open for business" • Assist the business community to navigate the current economic challenges How: • Update information on existing industry clusters and targeted industry groups • Create a business incentive program to encourage primary employers that are environmentally and socially sustainable • Develop a stronger City economic development brand in cooperation with the Chamber • Add resources to help form new collaborative economic development relationships • Prioritize projects in the entitlement process based on the project's potential for immediate general economic benefit and job growth. • Enhance data collection to better understand our business community and its needs • Improve online presence. 2.Downtown beautification Why: • It is critical to our city's economic development and tourism brand • Attracts residents and visitors to bring in needed sales tax and TOT revenues • Enhances the image of San Luis Obispo as a unique destination • Core to the city's sense of place and community pride How: • Redo the downtown design manual • Develop a budget plan to finance public improvements • Begin work in a demonstration area in the core of downtown 3. Become a center for sustainable business leadership Why: • Save environmental resources • An environmentally-oriented city will enhance our economic development brand • .Attract the entrepreneurial/creative class • Attract and nurture businesses aligned with this goal How: • Implement climate action plan that strives to have a carbon neutral city • Improve web presence on the City's sustainability efforts and inventory local assets and resources • Enhance bike access and bike education • Promote clean fuel vehicles,including in the public transportation system, and use of alternative transportation Thank you for your consideration of these suggested goals and for inviting input from the community.We look forward to participating in the Community Forum on January 15 and in the other remaining steps in the budget and goal setting process for 2009-2011. rirperson oard cc: Ken Hampian, City Manager Bill Statler, Director of Finance and Information Technologies Page 1 of 1 Council, SloCity From: Brian Koch [bakatwork@yahoo.com] Sent: Thu 1/15/2009 9:12 AM To: Council, SloCity Cc: Subject: Budget Meeting-Bicycle Transportation Attachments: Dear SLO City Council, Please continue to prioritize bike friendly projects in the budget. Using bicycles for transportation makes sense for this city and the environment as a whole. Sincerely, Brian Koch, MD 1515 Palm St SILO, CA 93401 https://mail.slocity.org/exchange/slocitycouncil/Inbox/Budget%20Meeting-Bicycle%20Tra... 1/15/2009 Cano, Elaina From: Hampian, Ken Sent: Friday, January 30, 2009 1:08 PM To: Hooper, Audrey; Chippendale, Sue; Cano, Elaina Subject: FW: Red file for 1-31 RECEIVED JAN 3 0 2009 Please Red File. -----Original Message----- FLD FILE SLO CITY CLERK From: Marx,)an __— MEETING AGENDA Sent: Friday,January 30,2009 8:27 AM DATE- � 'E�:r To:Hampian, Ken Subject: Red file for 1-31 Dear Council Colleagues: For your reference, here are a few examples of community agricultural operations to consider as we weigh the goal of Master Planning the 90 acres of agricultural open space between LOVR, Madonna and the freeway. tan Marx The Farm in Salinas Educational Center and demonstration farm http://www.thefarm- solinosvalley.com/whathtml Prusch Park city of San Jose. Demonstration farm,fruit trees, school tours and community gardens 408 926-5555 http://www.pruschfarmpark.org/ Community Food Center http://www.growingpower.org Hidden Villa http://www.hiddenvillo.org/ CREEC (co. schools) Dist 8 http://www.creec.org/regionS/stories/storyReader$154 Farm Aid farmaid.org �cUNCIL � Cf CAO CDD DIR L9-ACA0 SIN DIR [�ATTORNEY LC FIRE CHIEF 19 CLERK/ORIG 11 r W DIR 0 DE 7 HEADS POLICE CHF v. /13 Z-PEC DIR B M-tTIL DIR - GVHR DIF v - v From: Hampian, Ken ilA2D Cpm E/3��}�L Sent: Thursday, January 15, 2009 10:27 AM To: Hooper, Audrey; Chippendale, Sue G'COUNCIL L!CDD DIR Subject: FW: Financial Planning ET'Q�rr'itfki,�a L'FIN DIR ErAeA0A!WG,*/rr�L'FIRE CHIEF E'ATTORNEY 11-PW DIR C3'CLERK/0RIO C POLICE CHF Please Red File for tonight. ❑ DEPT HEADS Z'g5C DIR F", --Original Message----- 66 Z'UTIL DIR From: Michael Multari [mailto:mmultari@calpoly.edu] �& � [�'hIRDIFI Sent: Thursday, January 15, 2009 9:10 AM CM4 Air-4 4- To: Council, S1oCity Gl'rh /1262 Cc: Hampian, Ken; Statler, Bill GLS-21L Subject: Financial Planning Mayor and Councilmembers--first of all, thanks to you for your dedication and hard work during a time of difficult financial times. I may not be able to attend tonight's workshop, but I have spoken before the Council on the financial plan goal setting before (as an individual, not as a Planning Commissioner) . The Legislative Analyst's Office issued yet another report about the State's cash flow and budgetary crises. It seems likely to me that there is a strong possibility that the State will defer payments to local agencies due from various sources so that the State will have sufficient cash to make its obligations. April will bring Sacramento a strong flood of cash as income and property taxes are paid, but by the fall, cash shortages are likely again. Not only might the State take money away from local agencies but even if it nominally does not, it may end up deferring payments, putting the obligation of short term borrowing for cash on the backs of those local agencies. Bill Statler is certainly more expert than I in these matters and he provides excellent counsel. Furthermore, it seems likely that our economic recession will be deep and lengthy. State employment will be frozen and then cut, a significant base for our local economy. Federal assistance may work its way to the States and local agencies, but despite best efforts, it is hard to see how that can happen faster than several months or a year or more based on every experience I know of dealing with those levels of government. Higher unemployment rates, lower incomes among people who do find work, more business closures, building vacancies, and the greater need for social services are also likely. Of course, with time and work and sacrifice, we will locally and as a State and nation work through this. I'm quite certain of that. But the next couple of years are likely to be difficult; for our residents, businesses and for our city government. I suggest, then, that goals requiring cash expenditures for the next two years (at least in our general fund) should be modest. We should focus on things we can accomplish during this time with our existing staff. We should husband our cash as the State is likely to take or defer revenues normally available to us. And we should gear up for those things that we' ll need more of during bad times: homeless services, low income housing, graffiti abatement and property protection (fewer eyes on the street in business districts) , and economic development. The cost of preparing for these conditions is little in the long run -- if predictions are wrong and conditions improve quickly, then we can make pleasant adjustments over the course of the next year or two. But if things continue to worsen, and there are recursive relationships that feed on each other, we would be wise to position ourselves as best we can. I have every confidence in Ken Hampian, Bill Statler and you, that our City government will be exemplary in its financial planning. Sincerely and grateful for your work, REED FILE Mike Multari MEETING IR!G AGED 83 La Entrada DATE f S o ITEI: S&CrZOV-51 1 Pagel of 3 From: Paul Neel [paul.neel@gmail.coml Sent: Friday, January 09, 2009 1:58 PM To: Statler, Bill Subject: Community Forum Jan. 9, 2009 Bill Statler 990 Palm Street San Luis Obispo, CA 03401 Dear Mr. Statler Re: Lighting Sinsheimer Park Tennis Courts Unfortunately, we will be out of town on January 15th, and cannot attend the community forum. There appears to be an unmet need for more and better tennis courts in this community. This problem has prompted a request made by several tennis players to light the tennis courts at Sinsheimer Park. First of all, we have no problem with the tennis courts. We are fortunate to live near such a nice park. We are comfortable with the daytime activity of the courts and we are use to the noise and often foul language used by some tennis players. As a matter of fact we fiunished the water from our house during, the construction of the courts. It is the nighttime activity at this side of the park that concerns our community. We are not just concerned with light trespass, glare, reflectivity, noise and sky glow but how this would change the nighttime environment and the life style of those living in this neighborhood. The city has attempted to improve neighborhoods by traffic calming, safety and other measures for many years. This proposal is certainly not in the spirit of that effort. The proponents for lighting the courts would probably play for a few hours a week while residence are here all evening every evening. Is this issue more important to the pleasure of a few players who don't live here at the expense of those who do? 1/13/2009 Page 2 of 3 Perhaps if there had been an impact and traffic study in the past the tennis courts would not have been placed where they are. Also, adequate parking would have been provided which would have eliminated the need to park up and down the streets in front of our houses. This is not so much a problem in the daytime when people are at work but at night there are more cars in the neighborhood exacerbating the problem. The houses in this area are about 50 years old and most have a single carport requiring a second car to be parked on the street. If the tennis courts were to be lighted, cars would be parked in front of many of the residences along Helena, Santa Clara and Sydney Streets. Residents as far away as Joyce Court are able to hear the sound of the balls being hit back and forth which we put up with during the day but it would be intolerable at night. Surely the residents of this neighborhood community have been more than patient with the negative impact of both noise and light pollution created by the lights of the baseball and softball diamonds as well as traffic concerns. We all love the park and support the activities that occur in the park during the day despite the concerns mentioned above but please do not make this neighborhood suffer with the negative impact of traffic, noise, and light pollution of the park on a 24/7 basis. In addition we are very concerned that the Recreation Department apparently limited the number of letters sent to the residents of this neighborhood community to only those houses adjacent to the park on two sides thus limiting the number of residents who were informed of the proposed change and who could participate in the meeting of September 24th. Residents on Joyce Court, Del Campo, and Leona report that they did not receive letters. Surely this was just an oversight on the part of the Recreational Department because we are sure they did not intentionally want to limit debate on the issue of lighted tennis courts. The city has not done an impact report on the impact that any of the park activities have on the surrounding community. While we have been tolerant of the fact that these necessary steps have not been done by the City in the past, now would be a good time to finally listen to the concerns of the community living.close to the park. Sincerely. Paul R. Neel Verla J Neel 1/13/2009 Page 3 of 3 2553 Santa Clara Street San Luis Obispo, CA 93401 805 543 5979 ypnl@mac.com mac.com 1/13/2009 Page I of I Council,S100ty from: Sara Oppler[sm=ug@hoanaii.com] send Mon 1/12/200912:45 PM To: Councii,SloQW C Subject: Priority#1-Open Space Attachments: SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education, technology and tourism. Such a space would foster a stronger, more resilient community and empower generations to come. Sara Oppler 958 Pismo St. San Luis Obispo, CA 93401 windows UveTM HoWWO:Chat.Store.Share.Do more with maN.Check it out https://mail.s[ocity.org/exchangelslocitycouncil/Inbox/Priority%20%231%20-%200pen%... 1/13/2009 From: Stader, Bill Sent: Monday, January 12, 2009 2:23 PM To: 'Dennis Pearson' Subject:. RE: Funding Appeal for SP Freight Building Dennis - Thanx for your comments. I will make sure that the Council sees them. Bill Bill Statler Director of Finance & Information Technology City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Phone: 805.781.7125 Fax: 805.781.7401 Email: bstatler@slocity.org -----Original Message----- From: Dennis Pearson [mailto:dennisapearson@gmail.com) Sent: Monday, January 12, 2009 8:11 AM To: Curtis Reinhardt Cc: Statler, Bill; Romero, Dave; Hampian, Ken Subject: Funding Appeal for SP Freight Building City Council Members Bill Statler, Finance Director City of San Luis Obispo Dear Mr. Statler, I wish to add my support for funding to complete the Southern Pacific freight building. The city has made great progress on Railroad Square and it would be a shame to drop the freight house when we are so close to occupancy. I am not a member of the San Luis Railroad Museum (SLORRM) but I do see this project's benefit to the community as a focal point for the revitalization of the east side. I have been studying the railroad history of San Luis Obispo for over 25 years. The freight house is the last remaining structure from the city's railroad history. I am aware of the budget deficit but, I believe this project will have a positive cost impact in the near future. Sincerely, Dennis Pearson Nipomo 1 i 14 January 2009 1591 Slack St San Luis Obispo, CA 93405-1963 The City Council or San Luis Obispo 990 Palm St San Luis Obispo, CA 93401 Friends: Mayor Romero will undoubtedly fill you in on our Zone 9 Flood Control Committee meeting today, but as your representative for the past two years I thought I should let you know my impressions of this issue. Our Committee is asking you to give our Higuera Flood Control project a high priority on you goal setting this month. Ever since the March 10-11, 1995, floods I know most of you remember, Zone 9 folks have been working to get this project in a form that we believed deserved tax payer monies to try to prevent a similar occurrence. Mind you, I thought this would be a faster and much easier task than it has been; during this horribly dry year in the midst of a budget melt down in the State, it is hardly the time for Zone 9 to finally say"we're ready !",but that's where it is. Your action will be instrumental in obtaining the County support the project requires. Since I will be 85 Friday, I'd like to believe that this project will begin before I pass on! It really is the longest investment of time and energy I could have imagined when the floods that led to its study were so devastating to the folks on that end of our City. Time seems to push the issue out of folks' minds until we have more citizens who have to be reminded that it can happen here than experienced it. Fortunately there are people on the committee who have that knowledge, including Mr. Parsons of Hayward Lumber who went through the experience first hand. I am notifying Barbara Lynch and Neil Havlik of the contents of the letter because they have been yeomen, or is it yoepersons, in serving with us through all our tribulations. Dominic Perello W14-2D copy C4W L 2'COUNCIL 12'CDD DIR C1� fl uT�i/+u�t Z'F N D I R DED FILE 13'AGA0*oF-caq xct CF:RE CHIEF ErATTORNEY CJ'P`vV DIR MEETING AGENDA ff CLERK/ORIG Q`POLICE CHF p ❑ DEPT HEADS 3'- .cC DIR DATE is I T Ei:; C!'R1 mztz- e L4U-- i. Page 1 of 1 Coundl, SloCity From: Harvey Petersen Ophp@charter.net] Sent: Tue 1/13/2009 2:37 PM To: Council,SloCity Cc: Subject: Upcoming Budget Meeting Attachments: To Mayor and SLID City Council members: We are writing to encourage that the new City budget being developed include cycling in your budget. San Luis Obispo has been supportive of promoting bicycling in the past by helping to fund the Railroad Bike Trail and the Bob Jones Bike Trail, to mention a few throughout the city and surrounding area. It would seem to be very important that progress not be lost on what has already been done. In the current economic downturn, cycling is a cost-saving solution for everyone. In addition, it is a healthy form of transportation, both physically for the individual cyclist and for the environment. As members of the San Luis Obispo Bicycle Club, we often cycle that trails and paths already in existence throughout our area. We definitely support communities and organizations doing all that is possible to make cycling a safe and healthy life style. Thank you...... Harvey and Joan Petersen https://mail.slocity.org/exchange/slocitycounciUlnboxfUpcoming%o20Budget%20Meeting.... 1/14/2009 � _ Lh�zD copy c�riai� _ • - — D�-COUNCIL TCDD DIR L� G�AC@err+kk6e aFIN DIR Fir.-D FILE 071RE CHIEF MEETING AGER^A 15-ATTORNEY IrPW DIR Jan25 2009 ErCLERK/ORIG O POLICE CHF Y DATE% 3� IT.r-_i.i s:' SC' °�'� ❑ DEPT HEADS EnEC DIR pig 2-UTIL DIR ET HR DIR � NG�wnmEg �evu�.hcL To: Mayor Romero & The San Luis Obispo City Council eiTy2 From: Peg Pinard Subject: The Voter's"Measure Y Ballot Priorities" Dear Mayor Romero & Councilmembers, This is an extremely complicated issue.(The staff report on Budget Goal Setting/Measure Y is over 300 pages). It is also extremely important, especially to the voters who agreed to tax themselves by voting for Measure Y. Here are the basics; How did we get"Measure Y Ballot Priorities"'? Prior to the vote on Measure Y,the City hired consultants for multiple resident surveys and studies to identify possible ballot priorities for which residents would be willing to tax themselves. Residents were then resurveyed to rank the identified priorities. [Attachment#1, Ranked"Measure Y Ballot Priorities"]) This is the resultiniz Measure Y ball with s ecific "Meas a Y lot Priorities" San 1m1s:0bjspa Essential Services Measures To protect and. maintain essential services—such as neighborhood street paving and traffic caagestion ,Ru ,me isstmm Yes lim aed e m fnc pato` a Marshal and fire/paramedic training op siho�ns: .�oo ,�taxon,sewer citizen Facilities; n boyhood code enfoacemcat; 3en space preservation and od=vital general Purpose services-shall the sTes tax ba-m—mmedby ane-half, No cent foryefyears only,with citizen oversigbt and independent anneal financial audits? How were these "Measure Y Ballot Priorities"implemented? The council subsequently made the"Measure Y Ballot Priorities"the City's Major City Goals for the 2007-2009 budget. They also added"Other City Goals"which were not"Measure Y Ballot Priorities".( This is Council's right.) These"Other City Goals" were "Homeless Services", "Affordable Housing","Hockey Rink and Skate Park Improvements", "Downtown Improvements", and`Bikeway Improvements". (Attachment#2, Please note that the city carefully stated the "Measure Y Ballot Priorities"on the first page of the 2007-2009 budget mailed to residents, then separately listed Major City Goals on the last pag2. Presumably that was for Measure Y voter accountability). And the problem? The City Council is now setting its 2009-2011 budget goals. The Problem is that the City is giving residents the false impression that one of the "other City Goals" "Downtown Improvements",was a "Measure Y Ballot Priority" thev had voted for (Attachments # 3 mailed resident survey; Attachment #4 Ludwick Center Forum Feedback Form; Attachment#5 Ludwick Forum handout of Measure Y Priorities). The Mayor defined"Downtown Improvements" in the recent Palm Street Perspective and he is clearly promoting them (Attachment#6) but, "Downtown Improvements"was not a Measure Y Ballot Priority. Had the Measure Y ballot question been phrased,"Would You vote to raise your taxes for new trash cans and news racks for the downtown?" does anyone think that Measure Y would AM have passed? In these hard economic times it is especially important to be straightforward and honest with voters and increasingly limited taxpayer's money. City residents voted for the Measure Y Ballot Priorities. One sector's agenda for taxpayer funding of new downtown trash cans and news racks should not be confused with the community's Measure Y Priorities at the time they voted to tax themselves. Presenting"Downtown Improvements" as if it were a "Measure Y Ballot Priority" is a "bait and switch" tactic and it is.being dishonest. And what is the impact of this? By presenting"Downtown Improvements" in mailed surveys and forum feedback forms as if it were a"Measure Y Ballot Priority", "Downtown Improvements"not surprisingly became the highest ranking "other city goal" in the survey and forum result(Attachment # 7). Because of this elevated "public support", more funding for"Downtown Improvements"will presumably follow. Advocates of"Homeless Services", "Affordable Housing", "Bikeway Improvements", and "Hockey Rink and Skateboard Park Improvements" have every right to be angry that their goals were not given the same special treatment to elevate their ranking. As the New Times stated last week, " How(the Council)prioritizes the (skateboard park) in relation to other city projects will be a large factor in how much city money goes toward the construction costs". Voters may also be justifiably angry when they realize that some funding for the Measure Y Ballot Priorities they voted for may be siphoned off to fund Downtown trash cans and news racks. If voters lose faith in the integrity of implementing their Measure Y Ballot Priorities, it is unlikely they will vote to retain Measure Y. What can the Council do now? The City Council should "adjust"their final goals for 2009-2011 to account for the unfair advantage given"Downtown Improvements"in the City's Goal Setting process. In future City documents and mailings to voters, staff must once again clearly differentiate between "Measure Y Ballot Priorities" for which voters agreed to tax themselves, and"other City Goals". The manipulation of the process has got to stop. Sincerely, p Peg Pinard P.S. The City also paid to have residents "rank"the identified Measure Y Ballot Priorities as part of the City's Measure Y ballot effort(attachment#1). Measure Y Ballot Priorities should be in that order when the City lists them. For example, by consistently putting "Open Space Preservation"at the bottom of Measure Y Ballot Priorities lists (attachments#2,3,4,5), it gives the false impression that "Open Space Preservation"was low on the Community's list of"Measure Y Ballot Priorities". In reality, it was the fourth highest. cc. New Times, Tribune, etc. Attaebment COMFvIUNITY RESPONSE SUMMARY July 1,2006 As of II&L. 6 we have received over 1,200 res M jj to ourma'im(916)and community feedback_ MWS . ofithe .0 only seveMW said it was not impmtant tD protect and mgmtem vital public sday and City savim . TOP TB=CONCBIiM As reflected below, the resthlts are very similar between the two.feedback methods. The top three ins for both are: ■ Repairing City streets(by a wide margin) ■ Reducing traffic congestion ■ Upgrading storm drains RMUS SUM EMY The following the ei as of July 1, 2006 in ank order(.-1„is the-pnhighest °at Maier Feedback Service Form(308 1 R=S POftles and rqm=g and maintaining city streets 1 2 Reducing traffic congestion 3 ! 3 Upgrading our 100 year old stomt drains 2 5 �&�S and retam addition firefighters and paramedics 6 ! 6 Park maintenance ° 7 7 Pr+ W=g semor programs and services 5 more police officers 8 OTHER CONCERNS Of the 1,224 replica as of July 1,2W6,22%(275)ideatified concerns in addition to those above. Those that generated five its or morn include: Concern Number wed bikeways and public transportation i 33 Affordable housing 23 Homeless services ` 10 Youth programs 10 Lagoa Lake dredging 10 ?ublic art 7 Adobe pro=tion 5 �1-{8-46 Juin 1 S=i-rr�F Report Attachment#2 Bud `et=In-Brief g >, , . . - - to 08 de�� A' ed 2008-09 B�.c get We're Stilt Focused on:Measure.Y Priors es bill., cal;Challen-des Ahead The purpose of this'budget4"riel!Is:to summarize.: 'NleasiUre'Y's April t;2007 effecdve.date,this means the second year of the City`s 200T 09 Fnancial'Plan. tf d$128 million in added General Fund resources by highlighting the City's budget pi ocess,key:budget.:: will be;agailabfe in.this:tvvo-year budget The use of . features, major City goals.and basic°bbudgetfacts Msu funds is detailed on the following pa , If you have any questions aboutthe CWs budget or which reflects ccrrfreunit5+priorities of would like a complete copy of the Financial Pian or Supplement, Please gall,us:atZ4.1-41 _Restesing . . . borhoodstreef web site atwww.sloctty osg. f�ro9ram'andca ohing-up ort deferred street fnaintenance Purpose of the Cify'sTwo-Yea�FthaitciafPlan e :.Aeducing arrci.m' 'anaging traffic gRWestlOn. improving public service levels. The fundamental purpose of the City's;Financial _.-- Plan is to link what we want to aocomp(Lstt for the • Improving flood a tlati including silt community with the resources removal in.our creeks and necessary to do so. Our two- better storm-drain year Financial Plan process maintenance. does this by-cleady.setting, ': Eiihanangwalff major City goats and other includin important objectives; reg ffie existing establishing reasonable •Senior.Center and planning timeframes and organuationat M ahead for,the future. responsibility for achieving them; and therr allocafirigthe • : Strengthening resources required for neldhborhood codes implementation. ent by adding a - : . n,.o..;.... ;:code enforcement officer This process-results in a:two-, and expanding the`SNAP" year budget document that emphasizes long range NEW= 4: Restoring funding for 2REV planning, budgetingfor_a r _ . ;4, Rr►. effective program managed and :. accountability. While appropriations are still made But Fiscal Challenges Ahead annually,the.Financial Pian is the foundation for preparing the budget in the.second year:.' Th-6Budget Message'm{'the Financial Plan Staying Focused on MeasureY Prlorittes• Supplement'descr& theid!Ws:fiscal situation as stable,but identrn*d'three:i eiuncertafnties facing The City's two-year budget continues.to:be focused theCity at tligt tirrte:,. on responding to commu " riorfdes that surfaced, . Po 9 nriY P . Adverse.kscakimpacts on cities as the State before and after the Measure.Y campaign. This - addresses its vel sikious`budget problems. cent sales tax.measurs,which was adopted with 651*/6 voter approval in November 2006;results in Direction cf ft-local economy and its impact on about$5.9 million annually in addedGeneral Fund key City.revenues like sates and property taxes. revenues in the 2007-09 FinanCW Plan.Combined Res utts of binding arbitration. with carryover revenues from2006-07 due to tuis' .0131spo cio say -----------z • . CITY GOALS Attachment#2h The 2007-09 Financial Plan sets rrrajor City goals for the next two years:and inks,them with the programs, projects and resources necessary(t,a achieve thorn Detailed work prog�nshave•beenprepared for each of these goals,including its relationsh'i 'to SA re..Y' riontie challenges we wr�Efaa itti achieving the goal,action plans and resource requiremerAs.:As acted below,these goals are closely keEfto Measure Y priorities ? pr�b set nce t_evets: 'Rd&w-hockey Rink and Improve publicsafety service Skefe Park Improvements: levels,wifh.ari emphasis:in :i. .Complete major upgrades to the police services on exrsflrtg roller hockey rink and neighborhood patrols . ' ilMitroard park facilities at Santa (particxillarlyafright)and traffic Rosa Park safety;'andonprevention and training inflre se:nrices: Neiahhorhnod as na 'Homeless Services. Work with and 5&amadRbDd social services partners to I r;•RestOre-tffi8- improved homeless and downtown ihilfering andservices. `• wtitr"dB eyed sNeeanfd etch up,: :... maintenance.. TrafH_ c:Cee�estlon Relief Aftondable,Housing. Expand_effortsto.reduce.and -Strengthen efforts to increase manage ftftic.congestion a_ffonia6le housing; including throughout the,Cdy, including. ways 1°augmenting existing the Los Osos.Val ley#dad Tg co I , or and i%iterchange rnd - ;. Bikeway la►provements. ''Neighborhood Wellness. Contrnuetawork.towards : Increasebuil ding and,ronino code completion of the Railroad oto promote y neighborhood wellness and ma►ntertanc of existing . . ;community appearance. tiuycletrar�s,;lanes'and . ' byways;andconsrder - I addit�nissibrks naris w -1 CoWn kopmvements: TOMPYming tele Los Strengthen support for the Osos:a/alfey ttoadd�ghway Downtown in multiple areas, such , •, 101 aresofSair Luis Obispo a s.maintenance,economic Creek, puts utn Improvements- .':.development,public safety, to San WisObispb Creek in parldng,aourism promotion; the Mid-Higuem area and progress on the installation of .imptementingtfie.Storm Sewer. :pedestrian fighting and Mastar:Plan ;comprehensive directional sign program and other improvements { _ .��urces allow.. I Senior Ciiiin Eadlltles. "" Open Space Preservation. .. Enhance senior center estora.open space aaiu scion I facilities through.improyemerols program funding to at Least to the.cunfera senior center •.$200,000 per year and bring and pursuit of plans for a forWaid opportunities should they future seriior,cente, arise that further leverage City funds through grant programs -SMeasttre Y Ballot Priorities ,I - , Attachment#: What are the most important things for the.City to accomplish over the next two years? Please share with us the three to Svc things that you believe shouid`be the City of San Luis Obispo's most important,highest priority goals to achieve daring 2009-11. For back round ©• inform on in preparing our o s, e I owing ° emerged at Measure Y priorities two years ago i ® the 2007-09 Finan Ian: Public safety, including O —-restoring rut traffic patrol, Fire Marshall and training positions Q ..Neighborhood ppying arta'C lerredstreet maintenance Are there any services or programs that you; believe the City should • Traffic con-gestion relief reduce or eliminate to save money,in funding your top priorities? . . Creek&flood.protection • Senior.sery il_r�merams •.ypinbbncbood rode e me t • Open space preservation • Downtown improvements Fold and ropeRaeMaL --- --- NO POSTAGE NECESSARY IF MAILED IN THE UNITED STATES BUSINESS REPLY MAI FIRST-CLASS MAIL. PERMR NO.369 SAN LUIS OBISPO.CA POSTAGE WILL BE PAID BY ADDRESSEE CITY ADMINISTRATIVE OFFICER CITY OF SAN LUIS OBISPO .990 PALM ST SAN LUIS OBISPO CA 93401-9938 Attacbment#4 Community Forurn Feedback Thank you for participating in fhe:Community Forum for the City of"San Luis Obispo's 2009-11 goal- setting process. Please take a few minutes.to share your.communitypriorities wil i us. How would you. suggest .prioddidmg the .City's aeinvitlesT For each budget community priority below,please indicate what level of attentionwould 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. Level of Attention Community Priorities (Compared to Suggested Changes'or Possible Ways to Current) Potential Goals.: Accomplish Them Lest same More Public Safety(Police,Fire &Paramedic Services) . Street Maiauaance�Paviaig Traffic Congestion Relief Creek&Flood Protection Senior Services&Facilities Neigbborhood Code Enforcement Open Space PrelontLan. watown Protection/ Measure Y Priorities o Funding The following summarizes Genera a�operatinggrams and capital improvement plan(CIP)projects for 2007-09 in responding to Measure Y priorities (which closely match actual and projected Measure Y revenues), along with actual, audited resu s o . Two-Year 2007-09 Budget 2007-08 Ope rafina CIP Total Actual Neighborhood Patrols&Traffic Safety 1,491,800 137,900. 1,629,700 645,200 Fire Prevention&Training 654,800 654,800 311,300 Paving Crew Productivity 129,000 168,800 297,800 60,400 Neighborhood, Downtown&Arterial Street Paving 2,867,000 2,867,000 1,340,400 Traffic Signal Operations 151,100 73,000 224,100 14,100 Johnson&Buchon Intersection Improvements 100,000 100,000 Bob Jones City-to-Sea Bike Trail Bridges 220,000 220,000 Tassajara/Foothill Intersection Improvements 125,000 125,000 Buena Vista/Garfield Intersection Improvements 35000 35,000 20,500 Los Osos Valley Road Interchange Design 701,900 701,900 115,000 Other Traffic Congestion Relief Projects 230,000 230,000 18,600 V Storm Water Management Plan Implementation 1,096,700 456,600 1,553,300 803,800 Storm Drain Replacements 1,112,400 1,112,400 132,200 Creek Silt Removal 325,000 325,000 89,200 Andrews Creek Bypass Improvements 125,000 125,000 20,800 Bishop/Augusta Creek Bank Stabilization 38,000 38,000 1,500 Storm Sewer&Culvert Repairs 200,000 200,000 6,200 CIP Project Management& Inspection 116,900 116,900 3,700 ento�s�ien►iczest �aei .,.a:�Y�:�,�,���,>iw'��;:��..:�-:�,. '"'.'"~�," _ Senior Center Furniture Replacement 9,000 9,000 Senior Center Window Replacement 9,000 9,000 Senior Center Remodel 334,100 334,100 25,000 Enhanced Building&Zoning Code Enforcement 245,100 18,000 263,100 96,300 "SNAP"Enhancement 32:15 32,500 14,400 e'0i4da .t�.�az.. vcW5. ''" � .. s v Open Space Acquisition 400,000 400,000 40,000 Len S ace Maintenance& Enhancements 87,400 140,000 227,400 43,500 ?� W r:'�``';cr,.-..: za».rr l" i✓u�tiw'Y`"la:zSi0-F-W4�t s" �"�"�, 10,000 50,000 1 10,oa0 30,000 Sidewalk Scrubbing 40,000 40,000 20,000 Mission Plaza Stair Replacement 75,000 75,000 40,700 Downtown Urban Forest Maintenance 50,000 50,000 Total $4,303,300 $7,752,700 1$12,056,000 $3,892,800 ' Reflects budget-balancing actions taken by the Council on September 30, 2008 due to the Impact of the binding arbitration decision. Available Measure Y Revenues:2007-09 Actual carryover from 2006-07(due to Measure Y effective date of April 1, 2007) 1,000,000 Actual: 2007-08 5,996,600 Projected: 2008-09 5,561,800 Total $12,558,400. 4 ' {"1.Wa.uuavu�v� h PALM STREET PERSPECTIVE ONE MORE TIME By SLD City Mayor,Dare Romero T WAS WITH SOME DEGREE OF SADNESS ON DECEMBER IST THAT I ties to serve the expansion areas along Tank apefofaed my s&6k and probably last installation cw wwny as an elected ofttial for Farm Road and the replacement of our Hock our beloved San Luis Obispo. ey Rink.Well begin the long and arduous process of updating the Land Use Element I remarked on how fortunate we are to be able r residents wonder- and the Circulation Element of our General to follow slob a peaceful and orderly banal- measure Y plan Well simply have to move slowly on tion of leadership.Few government agencies ==moneywiHply have to be scaled back. other desirable but high cost improvements in the world have that privflege.With genuine we need in SLOTOWN. affection,we thanked Christine Mulholland On the positive side,San Luis Obispo has . and Paul Brown for their years of service, an g ata$is�7'well .. one excetpllbe a concerted ef- then watched them leave the council dais and and is.on stable financial footing.We have- fmt to improve public furnishings take their place is the audience made great strides in the past few yam to such as slicer sc signals and street upgrading our water supply,healmeot and . ' light poles, sidewalks and In many ways our City Council undergoes a distribution system,our sewer collection . news racks ini t ��to make new beginning as we welcome Jan Marx and and treatment system,the condition of our them new and trulybeautiful.This would be John Ashbaugh with hopes of continuing as sheets,new traffic signals,flood protection a erect complement to the repaved streets a smooth running team Well disagree on and downtown parking.Coming from a and the newly remodeled stores created with many issue but willtryvery hard to be seen public works background,I have been Dale. the seismic retrofit program as a collegial body whose primary interest is `happy camper." a successful city. rm sure the next two years wont be as much For the next few years,the city will have to: fun as the past few,but all things considered, We'll be faced with hard financial times for concentrate on completion of projects now being Mayor of our beloved San Luis Obispo the next firwyears,'as will government ager underway–such as the Nacimiento Water is still the best elected job in California.I des at every Level.The short and long-term Pipeline,the Public Safety Dispatch Center, .. am truly honored and grateful to serve and effects of binding arbitration will further the Los Osos Interchange improvements, thank the voters for granting me this privi- limit our ability to provide the high level of construction of trunk water and sewer&c3h- lege one more tim=e. ,, Meeting Roam" Avafable: PF 1 Aval'lable SAN S ...'... HollowIrWeVeed U Items: Rooms Theater Classroom Square .:Shaped Rates wimm met, Overfw California 150 75 70 '' , 60:. $500 Monterey 120 50.. 50:; '. . " : $295 ft—Poul=Ice Wale;LCD Sar►Luis 72 32 40 :.: '32 $265 Fwd 1930 Monterey St. Executive 25 16 18 14 $125 AUAUn 1Ci1L ft7 Result's of CornmunityBudget Buliefin Survey BAMROUNO.: eedubtlo.m and bunting arbitration repeal; and while they continue to,be•i"ortceras, failing below the'Top Wd We inserted 'a 'community builetin" in our 15' are other infrastructure maintenance; utility bills in D�rrber.20D8 bbrri ing 'community ' irtterchange/irtiersection improvements; and limiting! members about the CHYS goat setting process'and Stoppm9 glowtft inviting them to participate irt,the Community Forum:. on January 15, 2009.and the Council goal-setting AMarvh'2005 a6e June 2006.SdenWc Surveys. workshop on January.31, 2009. :This reached all Tt►ese .:results.:are.,;also-similar with those from 14,000 of our customers. : : scaewd puxiliG opm arr surveys-the City completed in lma r6h. and'June 2Q06 These showed street n -in. - these repair, traffic congestion.. relief, creek & flood Along with. is bulwour l aging .pacts iat d rotecbon,.':Publ;c safety,.. open space protection, workshops..this bulletin asked:�wttati'do you believe P are the three to five most important things.for the senior. services and code enforcement as top City to do over the next two,yeam?It also asked:are . concerns,which are're, ded in the results below. there any services or..pnbgrarrts that you believe the City shoulck reduce Ae=taO umeq m OP>15;ITIEflAES:PRIORIMES . . 9 fundin youraop�lor ' - •. - ,Resell avr�� SURVEY.PAR*iiPATiON Theme Responscs 1: r ne'ighbmhood-lumng 125 Participation. .in this,-' survey :was very,high: by 1 January.7, 2009, vue mcelved 302..replies. This 2. 0e P�= ce response is :especially bl®,slaca.this was an �. :. 3 ,.Tradfic conBestiori reGeE. 96 •open-ended'.survey,iristituirient (d didnot provide :.> 84 pre-determined `cheek-0if' ar�vvers),..so it requited. . 4 extra thought and:.effort ort #ti$ t of responderns 5 Seniair seivices 8 fecililies 79 to complete and return-tha survey .: 6 t,rflek&#Icod aroti trod 74 SURVEY.RESULTS 7: ood:.... enforretnent 65 8: potectlonfenhanceme 47 Caveat:Not a S>cierflt Susieeyspending - ' g 36 R is imporlanE.to stn ess, this;vvas nota'scbentific: ID., Bikeway Improvemenfg 31 survey'and as such.great ex�upbrx shauW be seed in . ' : 11::t3itrding ettitbadon repeeE ,. 27 interpreting its results:mess,the„results are .:, 22 usefully when v!ewed in conjunction witil 12..PWWA recreation the other,forirts:cf feedback tie Coutxiir will receive . 13'<-TrarlSksystem 18 in this prooess-in:gaining additional .insight into the 74. .Homelessconcem.s 18 Concerns of*w w Community . : 14 I&.Atiordetite housing. But There Are`Themes TOPS ITIO $.• REDUCTIONS Since these are 'one. ended responses, it is not : Basedonff5es possible to provide a simple;.. Summary bf analytical - the results. Nonetheless, .dear themes emerged: The sidebar charts summarize 'fop Themes,” i7 presented in order of the mcetcommort responses 1 :x+08 i services . 2.'...Reducenotice saferfes& 16 How Does this Compare wIlt OtherSurveys? benefitsli+epeai OnCOng arbitration 3. RaduciMmhla open space 1 Two .Years Ago We,cx>ri 166ted the same survey praseiiiaSon:e fres on prroritierrtm years ago of 2007-09 4. i7ortrt uuctae orcer4ec oertar,9 to : 10 Fnanctial:Plan arrd these> are very simil'ai: lrt 10 fad, t2 cf the'fop"15 Tfie'mes'�are the same The 5` irafQcnGf9etiar►efforts additions are, creek.A.fiaod':protection: Spending. ARGUMENT iN FAVOR OF MEASURE Y-06 ARGUMENT AGAINST MEASURE Y-06 Keep San Luis Obispo our special place. For the future of SLO, Is it true San Luis Obispo cannot provide basic citizen services vote YES ON Y. without raising our sales tax? The State has taken away$22-million from SLO during the past 15 With years of service inside City government,we are dubious.We years and continues to take$3-million every year to balance its budget see nonessential spending..We believe San Luis Obispo's'money These takeaways have forced SLO to art essential services. problem"is more about priorities than finances.Here's why. • YES ON Y groes San- Luis Obispo local control — all funds Traditionally, city government exists to provide residents with generated will remain here. important things we cannot provide ourselves. In San Luis Obispo, • YES ON Y restores essential neighborhood services, such as these °basic services" include utilities, streets, parks, open space she paving and pothole repair. preservation, flood control, police and fire service. These are the YES ON Y helps relieve traffic congestion. fundamental reasons we have a City government. • YES ON Y keeps our community safe by restoring police and fire Providing basic services to residents must come first. In San Luis positions that had to be cut Obispo, however, the City frequently considers its 'customers" to be • YES ON Y provides urgently needed money for flood protection developers and a few vested commercial interests. "Service" means and storm dram repair. making tthem happy. Government has come to mean deals and • YES ON Y ensures essential programs and facilities for our subsidies for developers, endless costly rewriting of regulations to growing senior population. weaken popular environmental and neighborhood protections, • YES ON Y allows the City to restore funding for open space promoting development many citizens don't.ward,and well-paid staff to protection and acquisition, a program that has been all but support and advocate for developers.. These items now compete eliminated in recent years. financially with providing basic citizen services. fie sales tax rate in SLO is currently at the lowest level in the ' San Luis Obispo must not regard basic citizen services as a state. Even with this minor increase our rate W#be the same or lower sideline — as things residents should pay extra for if they really want than that Daid by 85%of the state's residents. them—rather than its topmost priority. • YES ON Y is a low cost, high impact solution. Non-residents and We believe San Luis Obispo has distorted spending priorities.We tounsts will Day over half. Santa Maria has been at this rate for believe our City needs to get back to basics - to make residents its over 16 years. 'customers,"and provide services for residents first. Please join us in • YES on Y has strong Dublvc safeguards to ensure that funds will be sending this message to City Hall. spent as residents prefer independent audits, citizen oversight, Please vote no ori Measure Y. including yearly reports to every household,and an 8-year°sunsef s/Peg Pinard,Former Mayor/Former County Supervisor provision so the Measure will go back to voters for reauthorization. s/Richard Schmidt,Former Planning Commissioner More retail development won't fixthe problem. It would take NINE Costco's to generate the same amount of revenue. REBUTTAL TO THE ARGUMENT AGAINST MEASURE Y-06 SLO's belt is simply out of notches. Please join us in protecting In 2005 San Luis Obispoconvened an independent ad hoc citizen's SLO's future. Vote YES ON Y. advisory committee to assess the financial condition of the city. The s/Mary Verdin,Chair,Chamber of Commerce citizen's committee found that on-going financial raids from politicians in s/Karen Merriam,Chair,Santa Lucia Ctiaptar Sierra Club Sacramento have significeritiy affected San Luis Obispo. These raids , s/ Pierre Rademaker, Past President, SLO Downtown Association have accounted for fosses of$?2,mffm over the last decade resultim s/Agatha Reardon,Vice President;SLO Senior Citizens Center in:. s/Sandi Sigurdson,Executive Director,SLO Symphony service reductions in every city department, •a 67%reduction in street paying and road maintenance REBUTTAL TO ARGUMENT IN FAVOR OF MEASURE Y-06 'elimination of 25 full time positions including swam police officers Almosttotal depletion of Open Space protection fund Proponents paint an appealing picture of how San Luis Obispo will Despite these hardships, San Luis Obispo's budget is extremely well use Measure Y revenues. managed. The city routinely receives national and state awards for But'"promises°about use of Measure Y funds are unenforceable. financial management and reporting.After reviewing a detailed survey There's no requirement Measure Y revenues be used only for"essential comparing similar cities, a Tribune headline concluded: SLO Often services." By law, this money can be used for any "general purpose, Does More,Spends Less Than OtherCit/es. the City wishes,and cannot be earmarked Voters have every right to be skeptical. For example, our General Unfortunately,we are at a point where our qualittt of fife will deteriorate Plan says development pays its own way, yet San Luis Obispo with deeper cuts. A modest revenue increase with strict accountability continues to offer developers financial subsidy. provisions is the most sensible means by which to maintain San Luis • Last year,voters rejected a multimillion dollar sales tax rebate the Obispo's quality of Irfe and services: City had offered Marketplace developers. Measure Y includes the following taxpayer protections: • Yet the same day the City Council Dlaced Measure Y on the ballot 1. An independent annual financial audit to be made available to the rt also authorized pursuing another subsidized private developmem pubfirti (Garden Street Terraces).Its features include: 2. An annual community report mailed to every SLO residence; • $2.4 million cash advanced to the developer by the City. 3. An annual citizen oversight meeting • Valuing a City parking lot being transferred to the developer at 4. An eight year °sunset provision requiring that SLO residents $1.5 million instead of its$5 million appraised value. evaluate and affirn this additional revenue by a vote of the people. • Rebate of most new property tax from the development for 30 yam• Protect and preserve the"SLO Life."Vate YES on Measure Y. Basic resident services should be San Luis Obispo's first priority. s/Mary Verdin,Chair,Chamber of Commerce Please send a message to City Hall to put first things first. s/Karen Merriam,Chair,Santa Lucia Chapter Sierra Club Please vote no on Measure Y. s/Pierre Rademaker,Past President,SLO Downtown Association st Amy Kardel,Ad Hoc Citizen's Advisory Committee Member s/Peg Pinard,Former Mayor/Former County Supervisor st Ken Schwartz, former Mayor of San Luis Obispo, Ad Hoc Citizen's sl Richard Schmidt,Former Planning Commissioner Advisory Committee Member . PR-1040.4 SL 005.019 January 20, 2009 TO: Mayor Dave Romero and Members of the City Council, John Ashbaugh, Andrew Carter,Jan Marx and Allen Settle _ Subject: Rodriguez Adobe I live three blocks away from the Rodriguez Adobe, 1341 Purple Sage. It dates back to 1845. 1 saw the external part of the building being refurbished sometime in the 90's. I was told that it was done by the property developer under an arrangement with the city. When I take my walks I pass by the Adobe quite often. The building looks clean, but it does not look like a historic adobe. It does not even give me a feeling of a real building. It looks like a backdrop at MGM studios, or like an inert structure behind a huge stretch of green lawn. When I think of adobe restoration, I think of it as being restored to leave a legacy to the next generations, giving them a sense of history of who the people were who lived there, how they interacted, and what the community was like. The inside of the building is not accessible, but if you look through the windows you will see a building that is terribly deteriorated. It is unsafe to enter. Restoration of the inside will take a lot of work and money, not only because of it's deterioration, but also because it needs to be upgraded to meet earthquake requirements. I am not here tonight to ask you to include restoration in the 2009-2011 budget, because of the budget crisis. However, the park does need some trees, or as someone has suggested, an orchard. It has also been suggested that the adobe be used as parks storage shed. If this historical adobe was worth keeping, it's eventual use should not be as a storage shed. Consideration needs to be given sometime to restore the adobe and give it the voice it needs to share it's history. Thank You for Listening, Agatha Reardon 9izo Copy 6-In f+ I- E<COUNCIL "CDD DIR 1275 ita Way, aCAO C177f yid L�FIN DIR San Luuisis Obispo, CA 93401 p'ACAO*5-src(4nic Z-FIRE CHIEF If ATTORNEY 3'PW DIR El'-CLERK/ORIG 2POLICE CHF RED FILE r 0 DEPT HEADS CrREC DIR r PIr3 Z UTIL DIR RECEIV ::_: AAEETIf�GAGERDA _r _r2[i C- HA DIR JAN 2 3 7009 DAT 3 ITEM 0�noA/1V- nrn4s SLO CITY CLERK ��« K From: Curtis Reinhardt[cdreinhardt@charter.net] Sent: Sunday, January 11, 2009 12:39 PM To: Statler, Bill Cc: Romero, Dave; Hampian, Ken Subject: Funding Appeal for Freight Building Completion Attachments: Freight Bldg. Funding Appeal.doc Freight Bldg. Funding Appeal.d... Hello Mr. Statler, Attached please find a letter addressed to you and the City Council. It concerns a financial appeal to complete the funding necessary to open the Historic Freight Building in Railroad Square. Please distribute this letter prior to the upcoming Community Forum this Thursday. I look forward to meeting you Thursday. Thanks, Curtis Reinhardt Reinhardt Event Services 2251 Shell Beach Rd.. #6 Pismo Beach CA 93449 805-773-4173 805-801-9636 (cell) www.curtisreinhatdt.com L�COUNCIL L3'CDD DIR RCD FILE ."C> c' C'I FIN DIR �ACAAy4r�rcay/rc�FIRE CHIEF _= MEETING AGENDA B ATTORNEY ErPW DIR DATE J �,_/ _ ITEM OL L2't��CEPT HEAD Er-POLICE CHF SEPT HEADS nEC DIR ❑ _ P/� [� IL DIR %TYl 0 HR DIR �C c�rccc i REINHARLYY FZ - - - CURTIS REINHARDT Event Conception,Coordination and Consulting 805-773-4173 curtisCacurtisreinhardt.com January 11,2009 Memo regarding: Funding for completion of the Historic Freight Building City Council Members Bill Statler,Finance Director City of San Luis Obispo Dear Council Members and City Staffers, I am writing you to appeal for your approval of final funding from the City of SLO and it's miscellaneous funding sources to complete the restoration of the Historic Freight Building in Railroad Square. The end of this long term project is now in sight and your final funding coupled with a concerted community effort could help us all realize the completion of the restoration for this important,historic city structure. Once complete it could be immediately utilized by railroad related and other civic organizations whose events and exhibits would further enhance and enliven RR Square and downtown SLO. Activities around and within the Freight Building will immediately start attracting out of town visitors and their dollars. This final"investment" from the city would start to return tourist dollars and outside media attention very quickly. The San Luis Railroad Museum(SLORRM),the San Luis Obispo Model Railroad Association(SLOMRA)and related entities could immediately start utilizing a completed Freight Building. Numerous other local organizations could also benefit from utilizing some of the common space in the Freight Building. The overall plan includes floor space in the Freight Building for SLOMRA to interface with SLORRM and create a permanent,professional,historic model layout that will complement the other SLORRM features-and displays in and around the building. The sooner the building is inhabitable,the sooner SLORRM, SLOMRA and others can start utilizing the facility,presenting events and exhibits,and attracting crowds! My company is developing the Central Coast Railroad Festival. Plans are for the first annual event to take place in October 2009 and the Freight Building would be-a primary location for the activities and events of the Festival. I have-spoken to Mayor Romero and numerous other civic leaders about this upcoming Festival. Everyone I have spoken with is excited about the possibilites it offers historically,recreationally, and promotionally for the City. This event could focus regional attention on the newly refurbished Freight Building and San Luis Obispo. Festival partners might well be able to act as an additional catalyst to help realize the completion of the Freight Building sooner than later. Thank you for your consideration. I realize that the City is under more than the normal financial pressures this year. I also know that the City has already invested substantial time(years)and money into this Freight Building restoration project. It appears to me that the funds necessary to complete this project represent a modest amount when compared to the dollars that have already been invested in it. My appeal to you is to go ahead and finish this project now so that it can start generating additional interest in and revenue for the city. I look forward to discussing this issue with you further at the Thursday night Community Forum. Sincerely, Curtis Reinhardt Ex.Dir.,Central Coast Railroad Festival Member of the SLOMRA&SLORRM Page I of 1 Council, SloOty From: Paul Reinhardt[per026@grnail.cbm] Sent: Tue 1/13/2009 7:20 PM To: Council, SloCity Cc: Subject: Budget priority Attachments: I would like to see the city continue to expand the greenbeft around the city. Paul Reinhardt San Luis obispo, California "When the spirits are low,when the day appears dark,when work becomes monotonous,when hope hardly seems worth having, just mount a bicycle and go out for a spin down the road, without thought on anything but the ride you are taking. Sherlock Holmes author,Arthur Conan Doyle,Scientific American, 1896 hnps:Hmail.slocity.org/exchange/slocitycountil/Iiibox/Budget%o20priority.ENIL?Cmd=open 1/14/2009 Page I of I council,slocity From: AliceReinheimer[aliaeri@diarter.net] Sent Mon 1/12/2009 6:25 PM To: Council,SioCity ccs eveium@gmail.com Subject 13 acre Calle Joaquin open space utilization Attachments: Dear SLO City Council, What a precious gift you have! 13 acres of the most fertile soil in the world, in a climate that allows year round growing! You have an opportunity to use this incredible resource in a way that will give lasting value to the larger San Luis Obispo County community. Please make it a showcase for sustainabifity— in agriculture, in energy usage, in education, in technology. It.is time that we take care of our own future and build a stronger local community. By showing people how we can sustainably use the great soil, climate and human resource we have right here in San Luis Obispo County, you will be doing the right thing. With kind regards, Alice Reinheimer 580 Gularte Road Arroyo Grande CA 93420 489-2930 https://mail.slocity.org/exchange/slocitycouncil/Inbox/13%20acre%20Calle%20Joaquin%... 1/13/2009 Page 1 of 1 From: Carol [cripp@charter.net] Sent: Sunday, January 11, 2009 10:52 AM To: Statler, Bill Subject: Tennis court lighting Mr. Statler: I am opposed to lighting the tennis courts at Sinsheimer Park. Adding lights to benefit some (?) nighttime players does not seem to be the best use of funds when street repair and other projects are being posponed. Perhaps a lesser amount could be used to improve the lights at the High School. The Parks and Recreation Commission would like to fund more tennis courts because the number of courts in SLO does not compare favorably with other communities according to some standard determined by someone. It is my opinion that 'keeping up with the Joneses' has created enough difficulties in our community. I would like to remind you that our neighborhood was established long before any of the facilities in Sinsheimer Park. We have accepted more foot and automobile traffic generated by the baseball stadium, the softball stadium, the daytime tennis courts, and the daytime events in the park itself. The park has become increasingly more popular with dog walkers. Some arrive in cars. Much of the traffic ignores the stop sign at the intersection of Sydney and Helena Streets. Adding lights to the tennis courts will generate more traffic and even more light and sound pollution in our neighborhood. (You do not have to attend the baseball games to know who is batting or which team is winning.) The same thing is true of enthusiastic/frustrated tennis players. In conclusion I ask that you allow us to enjoy the same peaceful evenings enjoyed by most SLO citizens. Herman and Carol Ripp 2575 Helena Street, SLO 543-0195 1/13/2009 Page 1 of 1 I I Council,SloCity From: Greg Robertson [greenguzzi@hotmail.com] Sent: Thu 1/15/2009 9:47 AM To: Council, SloCity Cc: Subject: Attachments: Dear Council Member, I strongly desire that San Luis Obispo continue to become a more bike-friendly city.San Luis Obispo's abundant bike lanes and trail networks were one of the main reasons my spouse and I derided to make SLO our home. I believe the Railroad Safety Trail, Bob Jones Trail, and Irish Hills Natural Reserve and Johnson Ranch connection projects are all incredibly beneficial to improving the quality of life in SLO. In my opinion,all three projects need and merit inclusion in this and future years'budgets. Sincerely, Greg Robertson 1101 Ella Street San Luis Obispo,CA 93401 805-434-1869 Windows Live'": Keep your life in sync. Check it out.. https://mail.slocity.org/exchange/slocitycouncil/Inbox/No%20Subject-3.EML?Cmd=open 1/15/2009 Page 1 of 1 Council,SloCity From: Kris Roudebush [kris.roudebush@gmail.coml Sent: Wed 1/14/2009 6:21 PM To: Council,SloCity Cc: Subject- Top Budget Priorities Attachments: 1-SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture,education,technology and tourism. Such a space would foster a stronger, more resilient community and empower generations to come. 2-Better infrastructure for bikes in the city.To provide safety and ease of transportation for the large population of bike riders. 3-I also believe the city should focus on local distribution of renewable energy. 4-Finally, I would like to propose the city start composting its green waste.This means we should be able to put food wast in our green bins for composting. As done in Alameda County. -Ways to cut costs: 1-One way to cut costs in the city is to NOT continually reduce traffic and municipal code tickets in court.When judges reduce the costs of the original ticket, less money goes towards the city.This especially applies to DUI tickets. 2-Reduce salary increases for department heads.They already make a ridiculous amount of money! Sincerely, Kris Roudebush 1703 Santa Barbara St. Room 12 San Luis Obispo, CA 1 https:Hmail.slocity.org/exchange/slocitycouncil/Inbox/Top%2OBudget%2OPriorities.EML?... 1/15/2009 i aae N Residents for Quality Neighborhoods LIJAN ECEIVED P.O.Bax 12604.San Luis Obispo.QA 93406 3 0 2009 January 29, 2009 CITY CLERK Subject: January 31, 2009 City Goal-Setting Workshop RED FILE MEETI1%,1aG AGE[LDA Honorable Mayor and Council Members, DATE LITE[.`. `_��a? ((Syl Residents for Quality Neighborhoods is keenly aware of the impact that current economic conditions are having on the City's revenue. The loss of funds derived from sales taxes, transit occupancy taxes, and property taxes have been unprecedented in their swiftness and severity. It is under these conditions that we have considered, and are submitting, our recommendations for the City's 2009 -2011 Goal Setting. As I'm sure you are aware, RQN was a strong supporter of Measure Y. Our support of this measure was rooted in the belief that additional funding would be provided for Neighborhood Wellness Programs in order to better address the ongoing, serious, negative impacts of noise, traffic, code violations, and property maintenance issues present in our residential neighbor- hoods. The incidence of violations in these areas and the impacts they have on the quality of life of city residents remain high. We urge the Council to keep Neighborhood Wellness as a Major City Goal for the 2009 - 2011 budget cycle. Specific programs include Neighborhood Policing, Traffic Management, Code Enforcement, and Neighborhood Services. The development of the Community Policing Program was, and still is, a top priority for RQN. The proposal put forth by the Police Department would have created two, two officer teams that would develop programs and solutions to address issues specific to individual neighborhoods. Budget constraints caused this initiative to be deferred in the 2007—2009 budget cycle. However, RQN believes that some version of this program is a necessity -- even in this financial climate. Traffic volume and speed create significant impacts in residential neighborhoods. The Neighborhood Traffic Management Program is essential to developing solutions to these problems. Code violations such as illegal second units, illegal garage conversions, and illegal construction continue to impact our residential neighborhoods. Code enforcement must be maintained at current levels in order to ad ess th se violations in a purposeful and timely manner. If rvC nIJNCIL 2-CD1D DIR SAO Gr-FIN DIR E-ACAO dr_�r=1R E CHEF f� C!_cRKORIG rGLI,'c CHF DEPT HEAL)S � I it I The Neighborhood Services Office remains a vital element in maintaining the quality of life for City residents. It directs the Student Neighborhood Assistance Program (SNAP) staff, coordinates enforcement of municipal codes relating to neighborhood improvement, and administers the noise abatement program. The current budget climate will challenge the City to not only do with less, but to do more with less. It is the neighborhoods in which we live that create the foundation for the City's quality of life. Maintaining the quality of life in residential neighborhoods needs to continue to be a top priority for the Council and for the City. Sincerely, Brett Cross RQN Chair Far-D FILE -- MEETIILG AGE�,IDA _UN L IR �1 G�COUNCIL U CDD DIR January 15, 2009 DATED* ITE(,.I �1A&V ���4`�rn6'- SIN DIR �5r4iY1Ak[?FIRE CHIEF TTORNEY ErPW DIR CLERK/ORIG C�POLICE CHF The.Honorable.Dave Romero ❑ DEPT HEADS I!7-REC DIR C%' d�! 3 Members of the San Luis Obispo City Council - L''rUTIL DIR City of San Luis Obispo 0-HR Din 990 Palm Street EFRIEIVED �V�r71)1&5San Luis Obispo, CA 93401 ? � �Re: Budget Priorities for 2009-11Y CLERK Dear Mayor Romero and Councilmembers, SLO Green Build, the SLO County Air Polution Control District, and the Central Coast Chapter of the United States Green Building Council respectfully request the City of San Luis Obispo take a leadership position in our county by adopting the 2030 Challenge and prioritizing three (3) implementation actions in the 2009-11 budget. Adoption of the 2030 Challenge and implementing the actions will be a powerful commitment to reduction of greenhouse gases (GHG) and a significant commitment to economic development. The time has come again for our community to set goals and priorities for the next two-year budget cycle. Things are very different in 2009. Our community and country is facing serious economic challenges, perhaps greater than we have ever seen in our lifetimes. At the same time, our global environment is being threatened by ever increasing impacts caused by climate change. These two critical challenges make strange bedfellows, but are tied together in innumerable ways and together present significant opportunities to take immediate action that address both. Adow the 2030 Challenge (htti)://www.architecture2030.orgZ The construction and operation of buildings are the major source of demand for energy and materials that produce by-product greenhouse gases (GHG). In fact, buildings account for nearly half of the energy use in the United States. Slowing the growth rate of GHG emissions and then reversing it over the next ten years is the key to keeping global warming under one degree centigrade ('C) above today's level. It will require immediate action and a concerted global effort. The 2030 Challenge sets a target of carbon neutrality for all new buildings by 2030, with the following targets: • All new buildings, developments, and major renovations shall be designed to reduce the energy use, gradually improving over the next two decades to achieve carbon-neutral by 2030° (using no fossil fuel GHG emitting energy to operate). • At a minimum, an equal amount of existing building area shall be renovated annually to meet the same targets. • These targets may be accompanied by implementing innovative sustainable design strategies, generating on-site renewable power and/or purchasing renewable energy, and/or certified renewable energy credits. *California's current Title 24 energy code is already within 10%- 20% of these targets; goals for the City would be adjusted to reflect surpassing Title 24 by approximately 10%for commercial and 15%for residential, with updates based on the target year and current Title 24 code. It should also be noted that this is in alignment with the California Green Building Code slated to become mandatory in 2010. Budget Priorities 2009-11 January 15, 2009 Page 2 Implementing Actions: 1. Municipal green building and operations policy: provide leadership in support of 2030 Challenge by implementing a municipal green building and operations policy which targets: a. All new City buildings greater than 10,000 sf meet LEED Silver standards; b. All existing City buildings meet LEED EB Silver standards; c. All other facilities, vehicles, and operations attain high energy-efficient conservation standards that support the 2030 Challenge. 2. Financing mechanism for energy efficiency improvements. AB 811 (Levine) Contractual Assessments: provide leadership in support of 2030 Challenge by implementing a financing program for the City of San Luis Obispo (similar to Berkeley FIRST program) that would enable willing property owners to enter into contractual assessments to finance the installation of distributed renewable generation, as well as energy efficiency improvements, that are permanently fixed to the property owner's residential, commercial, industrial, or other real property. These financing arrangements would allow property owners to finance renewable generation and energy efficiency improvements through low-interest loans that would be repaid as an item on the property owner's property tax bill. 3. Time of sale energy and water use audit: provide leadership in support of 2030 Challenge by developing and implementing a program that will require energy and water audits to be performed at the time of sale for all properties. This implementation action is intended to: a. Develop information and awareness regarding energy and water consumption of residential and commercial properties; b. Provide recommendations for conservation of these resources and; c. Highlight operation costs associated with energy/water use as a factor in real estate transactions. Thank you for your consideration of these important goals. We look forward to participating in the Community Forum on January 1511 and the remaining goals and budget setting steps this spring. Sincerely, ErijPst en And ea P ase AIA LEED AP Sta Whi a AIA LEED AP CEesign Group SLO Gre Build USGBC, Central Coast Chapter arryL SLO County Air Polution Control District aln\\Apollo\Architecture\Sta//_Personal Folders\Stacey\aln-200911 SLO CC budget prioiry request.duc f i Resolution#1: Adopt the 2030 Challenge The 2030 Challenge sets a target of carbon neutrality for all new buildings by 2030, with the following targets: • All new buildings, developments, and major renovations shall be designed to reduce the energy use, gradually improving over the next two decades to achieve carbon-neutral by 2030* (using no fossil fuel GHG emitting energy to operate). • At a minimum, an equal_amount of existing building area shall be renovated annually to meet the same targets. • These targets may be accompanied by implementing innovative sustainable design strategies, generating on-site renewable power and/or purchasing renewable energy, and/or certified renewable energy credits. *California's current Title 24 energy code is already within 10% - 20% of these targets; goals for the City would be adjusted to reflect surpassing Title 24 by approximately 10% for commercial and 15% for residential, with updates based on the target year and current Title 24 code. It should also be noted that this is in alignment with both Federal Policies in draft and the California Green Building Code slated to become mandatory in 2010. Budget Implications: Staff time to draft final resolution and specific implementation action items; No cost resolution Resolution#2: Establish a Municipal Green Building and Operations Policy Direct staff to prepare and implement a municipal green building and operations policy which targets: • All new City buildings greater than 10,000 sf meet LEED-NC Silver standards; • All existing City buildings meet LEED-EB Silver standards; • All other facilities, vehicles, and operations attain high energy-efficient conservation standards that support the 2030 Challenge. Budget Implications: Staff time to draft final resolution; With limited, if any new construction planned for City buildings in the 2009-11 budget cycle,it is expected that this resolution will primarily be expected to impact the operation of existing facilities.Staff time and training will be required to administer the program, with minimal certification costs of approximately $2,500 per building. Expected operational cost.savings are significant, with limited upfront investment. Recent studies have concluded that 30%reduction in energy use, 30%—50%reduction in water use, and 50-97%reduction in waste average cost savings are to be expected. Resolution#3: Establish a Financing Mechanism to Support.Residential Energy Efficiency Improvements and/or the Installation of Roof Top Solar(AB 811) Direct staff to research and establish a mechanism to provide incentive to install energy efficiency improvements and renewable energy. As a Charter City. an Luis Obispo iseligjj?le to implement a Program similar to the Rprkelple DEct ErnquiM. Capital to establish the endowment cou come from a variety of sources. Initial seed money would be paid back over time through the repayment of the initial City backed loan through a property owner's property tax bill. Further research should be completed by the City Finance team to determine which avenue is most appropriate to fund the initial investment. Budget Implications: Staff time to create program, research which funding mechanism(s)would be most appropriate to establish the initial endowment, to establish the financing district, and administer program. Budget implications would vary based on the size of program San Luis Obispo seeks to implement in the initial phase. It is anticipated that this program could be consolidated into other existing or desirable City programs,such as the Home Investment Partnership Program. Resolution#4: implement an Energy Efficient Ordinance,requiring a point-of-sale water and energy audit and disclosure Direct staff to research and implement a point-of-sale water and energy audit and disclosure program for single family residential, multi-family and commercial buildings. Note that several programs exist throughout.the nation, with a likely possibility of there being either a state or federally mandated program implemented by 2010. Budget Implications: Staff time to research and draft ordinance. No cost resolution Page 1 of 1 From: Statler, Bill Sent: Thursday, January 15, 2009 12:21 PM To: Hooper, Audrey; Chippendale, Sue Subject: FW: SLO City Council Budget Community Forum From: Sami Schermerhorn [mailto:samischermerhorn@gmail.com] Sent: Thursday, January 15, 2009 11:54 AM To: Stader, Bill Subject: SLO City Council Budget Community Forum Priority#1 SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education, technology and tourism. Such a space would foster a stronger, more resilient community and empower generations to come. I E--COUNCIL 21—CDD DIP, CZAQC/1%/H62 ryEl"�FINDIR PIED FILE 3—AGA-&Aa5r4ry/�E'FIRE CHIEF � ���Ei\' AEfr'ATTORNEY r?-PW DIR MEE C CLERK/ORIG 0-POLICE CHF I I EIA O DEPT HEADS G/REC DIR `-1 pf B Z-UTIL DIR �2rSu 1� E'HR DIP, � e its rKcre, 1/15/2009 Page 1 of 1 Coundl,SloCity From: Kelli Schonher Ikschonher@yahoo.com] Sent: Thu 1/15/2009 9:40 AM To: Council,SloCity Cc: Subject: SLO City Budget Needs to Include Money for Bike Trails and Open Space Projects Attachments: Dear Council Member, I would like to convey my strong desire to see San Luis Obispo continue to be a bike-friendly city. San Luis Obispo's abundant bike lanes and trail networks were one of the main reasons my husband and I decided to make SLO our home. I believe the Railroad Safety Trail,Bob Jones Trail,and Irish Hills Natural Reserve and Johnson Ranch connection projects are all incredibly beneficial to improving the quality of life in SLO. In my opinion,all three projects need and merit inclusion in this and future years'budgets. Sincerely, Kelli.Schonher 1101 Ella Street San Luis Obispo,CA 93401 805-215-2369 https://mail.slocity.org/exchange/slocitycouncil/Inbox/SLO%2OCity%2OBudget%2ONeeds... 1/15/2009 I From: Kenneth Schwartz [mailto:kschwartz25@gmail.com] Sent: Friday, January 23, 2009 2:34 PM To: Council, SloCity Cc: Hampian, Ken; Statler, Bill Subject: Flooding: Federal Economic Stimulus Program Dear Mayor and Councilmembers; A story on page A8 of this morning's (Friday, January 23) edition of the Tribune should remind you of an opportunity the City of San Luis Obispo has to repair/replace old structures and design new structures within our creeks.and storm drainage system. I very strongly encourage the Council and staff to act quickly and submit a proposal to Federal authorities seeking appropriate priority for funds to improve the critical infrastructure that makes San Luis Obispo vunderable to any storm measuring 30 years or more. The Tribune recently devoted its front page to a story describing the 40th anniversary of the 1969 flood. The 1969 flood was bad enough,but vastly different from the 1973 flood the results of which made our City a national disaster area. Neigther flood hit the 100 year flood threshold. The City has done little to make improvements since those floods and the formation of Area 9 flood control district was a taxpayer-governmental action travesty. In my January 9, 2009 memo to you, I failed to list the dredging of Laguna Lake as another project that should be included as a part of a flood control project. As I believe you know, Laguna Lake plays a metering retention role for waters draining off of the Irish Hills upstream of the lake as well as waters entering the lake via Prefumo Creek (which was moved from its natural location to its present location by developer Ran Skinner when the Laguna Lake tracts were developed in the 1960's. I urge you to act with haste in order to seek funding that could make our City very much safer than it presently is. Sincerely, Kenneth E. Schwartz, FAIA 201 Buena Vista San Luis Obispo, CA 93401 FfgnO Co y �ip-1L 2-COUNCIL GCDD DIR ErGAe6lf�lmcc. Q'FIN DIR FED FILE _ ET—AGAGAssrt,>yn&w-p'FIRE CHIEF " MEETING AGENDA (,�AT' TORNEY PW DIR L'I I.LERK/ORIG 3'POLICE CHF DATE/ o ITEM #s�av� ; 0 DEPT EADS L> 1EC DIR �uTIL DIR CHR DIR i riJ�kl-nh7�, / CBiti.fJGtL CLc.2r-- 12'Cc, 4CIL E'CDD DIR 0tAee",1j4Q Z-FIN DIR - ✓ RED FILE 0"AGAeASsyeiYym16e2_PIRE CHIEF E'ATTORNEY LiPW DIR MEMO MEETING AGENDA O'CLERK/ORIG L1'POLICE CHF DATE /So ITEf�i ;ss��4f ID DEFT HEADS D 'REC DIFI � f Z' LITIL DIR Date: January 9, 2009] rs2c tgra�� 2'H R DIR To: Mayor Dave m anand Councilmembers Ashbaugh, Carter, Marx and Settle �C�Trl /H62 From: Ken Sch !ham former Mayor and..Councilmember e Re: 2009 1' et Priorities Copies: Ken Ha pian and Bill Statler Two things are uppermost in my mind as I consider your request for ideas on what the City should be planning for in the next two years. One is public safety and the other is better investment of City revenues to stimulate other tax incomes.. 1. Public Safety The public safety issue I speak of is flooding. The disastrous 1973 flood occurred during my 1969— 1979 tenure as Mayor. It left an indelible and unforgettable impression on my brain which I wish on no other City official. I have been tormented by the fact that our City government has never been able to generate sufficient funds to significantly reduce much less alleviate the continuing flooding threat San Luis Obispo faces RIGHT THIS MINUTE. What we have done is nothing more than to apply a couple of band-aids here and there. Please remember the '73 flood DID NOT even rise to the level of a 100 year storm—the normal flood planning standard. The 100 year storm is yet to come. I propose the City whole-heartedly join President Obama's proposed program to repair the Nation's failing infrastructure (while putting people back to work)and immediately submit a list of projects that would help solve our City's flooding threat by enlarging a number of inadequately designed structures that impede 100 year flood waters from"getting-away" beginning downstream and working upstream with: (1) structures over San Luis Creek at(a)Los Osos Valley Road; (b)Prado Road;(c)Madonna Road; and(d)Marsh-Higuem-101 off/on ramps; and(2)structures over Perfumo Creek at(a)Highway 101; and(b)Madonna Road;and (3)structures over Garden and Stenner Creeks from their juncture with San Luis Creek working upstream. Such projects would help protect the downstream half of the City. The upper half of the City, including the downtown,requires a different solution considering that major portions of San Luis Creek are buried under our downtown business district. In the upper part of our City, allowing flood waters to "get away"would tear the historic City apart;here flood waters must be contained. Very preliminary proposals have suggested building a floodwater retaining basin upstream from Cuesta Park;this proposal should be quickly scoped out and a proposal sent to the Feds for funding under the same public safety-"put people back to work"program. 2. Invest City Revenues to Stimulate Other Tax Income The City has long resisted using tax revenues to support and stimulate private endeavors to build"cultural"type facilities. The sole exception of any significance was the investment made in the three-partner joint venture to create the Performing Arts Center on the Cal Poly campus. I believe the City's posture has been wrong-minded when"non-profits"are involved. Rather, we,the City, should encourage such projects by making significant monetary contributions to non-profit projects that will enhance the City's ability to draw more visitors and stimulate our economy as visitors and tourists will do. Two non-profit projects come immediately to mind; (1)The Railroad Museum which has made amazing progress and badly needs an infusion of capital to finish its work;and(2)The Art Center whose excellent project in Mission Plaza should be applauded and given the green light to proceed as quickly as possible. Bold, innovative financial action by the City is needed. An investment of City capital into The Art Center would do for the visual arts"community"what the non-profit PAC has done for the music and performing arts"community"as well as for our entire community. And lastly, 3. Encourage the Chinatown Project to get underway promptly This private project needs no City subsidy other that what it has already received in parking discounts;the developer must be prodded to start construction on this project as soon as possible. Finally, I urge the Council to; (1)re-evaluate prior notions about project priorities and seize opportunities never before suggested by the Feds; and, (2)divest itself of its own inherent reluctance to joint-venture with non-profits,and break new ground. Your acceptance of these two recommendations will make San Luis Obispo not only safer for all, but more handsome and viable for our citizens and visitors. I urge your most serious consideration of these two major ideas and make them central in the 2009—2011 budget priorities of San Luis Obispo. Ken Schwartz, FAIR 201 Buena Vista San Luis Obispo, CA 93405 Ph: 543-8592 Page 1 of I w I ! Council, SloCity From: pschwart[pschwart@calpoly.edul Sent: Wed 1/14/2009 10:56 AM To: Council, SloCity Cc: eveium@gmail.com Subject: Use of 13-acre Open Space Attachments: Dear SLO City Council, As a SLO home owner,tax payer,father,and Cal Poly Professor,and codirector of Cal Poly's Renewable Energy Institute, I am voicing my strong support for use of the proposed 13-acre plot. My area of research and instruction is that of sustainability, renewable energy,and appropriate technology. I look forward to being part of the success of land's future. Priority #1 "SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education, technology and tourism. Such a space would foster a stronger, more resilient community and empower generations to come." Thank you Pete Schwartz = RED FILE ff COUNCIL �- � C���xG2 r CDD DIR — MEETING AGENDA 1:FIN DIR i y ���A " INQZTFIRE CHIEF DATE ITEf%f ,1 6i)X O ATTORNEY Cri`PW DIR l2rC-LERK/ORIGPOLICE CHF ❑ DEPT HEADS Cl-REC DIR Zr LITIL DIR L'.-HR DIR 3 CO3U vG�L �C�>y fMe,ie- https:Hmail.slocity.org/exchange/slocitycounciVInbox/Use%20of%2013-acre%200pen%2... 1/14/2009 I From: Pete Seerden [mailto:peteseerden@hotmail.com] Sent: Sunday, January 18, 2009 1:28 AM To: Statler, Bill Subject: 2009-11 Budget Item Proposal - Outdoor Smoking Prohibition Dear Mr. Statler, please accept this submission for the City Council's Goal-Setting Workshop on January 31. Thank you. Pete Seerden 1. WHAT: ESTABLISH SMOKE-FREE POLICIES PROHIBITING OUTDOOR SMOKING THROUGHOUT THE CITY OF SAN LUIS OBISPO, PARTICULARLY THE DOWNTOWN AREA, PUBLIC PARKS AND RECREATION FACILITIES. 2. WHY: a. SECOND-HAND SMOKE AND THE SIGHT OF CIGARETTE-BUTT LITTER IS BECOMING ALARMINGLY DIFFICULT TO AVOID, PARTICULARLY IN THE DOWNTOWN AREA. b.THE LITTER AND STINCH PROJECTS A NEGATIVE PERCEPTION OF THE CITY TO VISITING TOURISTS WHICH JEAPODIZES POTENTIAL CITY REVENUE. c. CIGARETTE BUTTS CAN BE PICKED UP BY CHILDREN BY WHICH THEY CAN BE BURNED OR SUFFER POISONING BY INGESTION. d. CIGARETTE BUTTS LEAK DANGEROUS CHEMICALS THAT LEACH THROUGH THE CITY'S STORM DRAINS AND CREEKS. e. THE RIGHT OF THE PEOPLE TO BREATHE FRESH AIR SHOULD SUPERSEDE THE RIGHT OF SMOKERS TO SMOKE. 3. HOW: a. INSTALL SIGNEAGE AT ALL PARKS AND IN THE DOWNTOWN AREA. b. ESTABLISH A HOTLINE NUMBER TO REPORT OFFENSES. c. ESTABLISH FINES AND PENALTIES. H� CoPy L—m i c. I COUNCIL [�CDD DIR RED FILE E--eAA)C111MG,- 2-FIN DIR Q AeAlbAssrcM/naaZ-FIRE CHIEF - MEETING AGEPNIDA n ATTORNEY EI-PW DIR / 3 / o I i EPA SLcr�o,� C)"CLERK/ORIG 11-POLICE CHF ATE ❑ DEPT HEADS 13REC DIR EIUTIL DIR n/611l T/inEs Cou ue r�— C cry 1'262 Page 1 of 1 Council, SloCity From: Kerry and Kent Taylor[kkpt3@sbcglobal.net] Sent Thu 1/15/2009 9:28 AM To: Council, SloCity Cc: Subject: Council Goals Attachments: Dear Mayor and Council members, Relative to your goal setting session this evening, perhaps one of your goals for 2009 should be to not construct any more special interest parking lots in the middle of City parks. Kent Taylor https:Hmail.slocity.org/exchange/slocitycounciVInbox/Council%2OGoals.EML?Cmd=open 1/15/2009 Page 1 of 1 From: tomeks1976@aol.com Sent: Friday, January 09, 2009 9:46 PM To: Statler, Bill Subject: Lights on Tennis Courts in Sinsheimer Park Dear Bill Statler, We are writing to voice our opposition to the possible placement of lights on the tennis courts in Sinsheimer Park. My family lives at 2505 Santa Clara St. and our house is directly adjacent to the park/tennis courts. Our complaint with this proposal is how the increased light and noise will disturb our daily lives, especially at nighttime. These tennis courts are in close proximity to many houses in the neighborhood. The new lights will undesirably illuminate the backyards and living rooms of many of these houses. From our living room, we already have to deal with the presence of floodlights from the two baseball fields. Now these proposed new lights will overexpose and flood our property. We feel this takes away from our sense of privacy in our own home. Furthermore, for whatever reason, tennis players love to grunt, curse, moan, scream, and make a wide variety of bizarre noises. During the day this is totally acceptable but, at night these sounds are just noise pollution. It is unfair for the residents of the neighborhood to have to deal with these distractions in there own homes. Public tennis courts with lights are currently available for use at SLO High School, which makes this proposal even more absurd. These tennis courts are isolated from any homes or residences, so playing tennis at nighttime will not lead to any disturbances for the neighbors. Additionally, in these weak economic times with the city budget in a deficit, spending taxpayer money on services that already exists seems foolish and self-serving. By living next to a parte, we understand we have to deal with a certain amount of noise and disturbances. However, we feel this project will bring too much of the park into our family home and greatly erode our level privacy. Thank you for taking the time read our opinion on the matter. Sincerely, Tom and Malia Slowik A Good Credit Score is 700 or Above. See yours in just 2 easy steps! 1/13/2009 .l Page 1 of 1 Council,SloCity From:. Bert Townsend [betownsend@sbcglobal.net] Sent: Wed 1/14/2009 5:04 PM To: Council,SloCity Cc: Subject: bike education and safety Attachments: Several months ago I took a bike safety course. This was helpful and informative. If possible, this type of course should continue to be available. Re: safety. Many bike lanes are in poor condition, with cracks, pot holes, or trash such as broken glass. There is an especially big pot hole in the southbound lane of Broad St., between Woodbridge and Caudill, causing a jarring bump if not noticed in time. Elaine Townsend, San Luis Obispo https://mail,slocity.org/exchange/slocitycouncil/Inbox/bike%o20education%20and%20safet... 1/15/2009 Page I of 1 From: Stater, Bill Sent: Wednesday, January 14, 2009 11:51 PM To: Hooper,Audrey; Chippendale, Sue Subject: FW: SLO City Budget Priorities From: Barrie Valencia [mailto:barrie_valencia@yahoo.com] Sent: Wednesday, January 14, 2009 5:19 PM To: Statler, Bill Subject: SLO City Budget Priorities Priority#t SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education, technology and tourism. Such a space would foster a stronger,more resilient community and empower generations to come. Priority#2 More Bike Infrastructure Priority#3 Sustainable Landscaping(Native Plants, Xeriscape, Permaculture) Priority#4 City-wide Composting Priority#5 water catchments/grey water 1/15/2009 _ Page 1 of 1 toundl, SloCity From: Eric[ericm@clarkvalleyfarrn.com] Sent: Wed 1/14/2009 12:00 PM To: Council,SloCity Cc: Subject: Open Space off Calle Joaquin Attachments: Hi, Debra Garrison,our leader at Central Coast Ag Coop,aka www.coastgrown:com, asked me to speak for the coop at the"Open Space"planning meeting Thursday night. We would entertain the idea of managing the space,farming part of it,organizing community groups, education, etc. We'd just need some space for a portable cooling unit and freezer and perhaps a temporary Storage unit/Office. We also have preliminary grant funding from USDA for some of the Improvements and can obtain a USDA guranteed loan for more permanent improvements...Jt would be a great combination of a local farmer, non-profit AG coop and the City....possibly a win/win for all....Hope to see ya there. Eric Michielssen Clark Valley Organic Farm&CSA 2310 Clark Valley Road Los Osos,CA 93402 (805)528-7395 Cell: 441-3438 www.clarkvalleyfarm.com hnps:Hmail.slocity.org/exchange/slocitycounciUDeleted%20Items/Open%2OSpace%20off... 1/14/2009 Page 1 of 1 i' Council,SloCity From: Terry Mohan [catsdad@sbcglobal.net] Sent: Fri 1/9/2009 9:22 PM To: Statler,Bill; Statler, Bill Cc: Council,SloCity Subject: Budgetary Forum Attachments: Bill, I received an email from Linda Fitzgerald stating that both the Park & Recreation and Joint Use Commission will be recommending improvements to the tennis courts and lighting at the courts to the council. The citizens in our neighborhood that border the Sinesheimer tennis courts have already demonstrated their opposition to lighting these courts at both a community meeting and a Park & Recreation Commission meeting. We feel that the Joint Use Commission is bias in this matter as one of their members was instrumental in organizing the petition requesting the additional lighting. As was demonstrated at our meeting while the lighting itself was a substantial cost additional lighting of neighboring paths and other improvements to accommodate visitors to the park at night would greatly increase the cost. The courts at the high school are adequate for the limited night tennis players and they should look into improving the lighting there before requesting improvements the city can not afford. Terry Mohan 2416 Santa Clara San Luis Obispo, CA 93401 �-iz a CoP �'/A-rte C'COUNCIL LfCDD DIR RED FILE CIYIP44Ge D-FIN DIR MEETING AGENDA �AGA4@ n�CfiFIRE CHIEF ETATTORNEY 2PW DIR DATE/29ITEC! ,' SEcno,>J�rc E5 CLERK/ORIG❑ DEPT HEA S C'RECCID RCHF --P�--- E'UTIL DIR u GVHR DIR rl/GZJ17/Y!�$ /LOI rAX4/ �Grn1 ��IG/L /C LG�Yl.IC_ https://mail.slocity.org/exchange/slocitycouncil/InboxBudgetary%2OForum.EML?Cmd=o... 1/12/2009 Page 1 of 1 Council,Slo0ty From: Pete Muller[pete@muller.net] Sent: Mon 1/12/200910:28 PM To: Council,SloC1ty cc Subject Community Goal Att3chments: To: The City Council In my opinion,expanding bicycle pedestrian trails should be a top priority for this city. I would encourage the City Council to do whatever is required to obtain more right-of-ways along train tracks or other unused property in order to accomplish this. The goal should be to make it possible(within a few more years)to *easily* travel by bicycle to/from any location in the city. Thanks Pete Muller https://mail.slocity.org/exchange/slocitycouncil/Inbox/Community%20Goal.EML?Cmd=o... 1/13/2009 _ i ) SUIS pe gpA* 4 rEC��p A6 A 1 • � a aw O'CDED�9 To promate safe and legal riding of bicycles and encourage bicycle riding as an accepted mode of transportation January 12,2009 San Luis Obispo City Council 990 Paha Street San Luis Obispo,CA 93401 Re: San Luis Obispo 2009-2011 Budget Priorities Honorable Mayor Romero and City Council, Thank you for the opportunity to respond to your request regarding setting budget goals for 2009-2011. The San Luis Obispo Bicycle Club,an organization of more than 500 members,whole heartedly supports the list of budget priorities submitted to you by the San Luis Obispo Bicycle Coalition's Executive Director Adam Fukushima, for the same reasons cited by him. In short,these priorities are: 1) Continue construction of the Railroad Safety Trail. 2) Maintain current funding of$15,000 annually for Bicycling Safety Education. 3) Maintain half time temporary staffmg position for Bicycle Improvements Implementation 4) Continue improving the maintenance and safety of bicycling and pedestrian facilities by budgeting$25,000 annually for miscellaneous bicycle facility improvements during the Pavement Management cycle,as identified in the Bicycle Transportation Plan.. 5) Develop a specific design for the Bob Jones trail alignment from its existing section near Los Osos Valley Road to a County connection at the Octagon Barn 6) Identify a new Bicycle Boulevard as prioritized in the Bicycle Transportation Plan, We understand the economic difficulties the City of San Luis Obispo currently faces. However, the planning and provision for bicycle and pedestrian improvements should continue in order to give residents valued and viable alternatives for transportation.The San Luis Obispo Bicycle Club will continue to offer support to alternative transportation and pedestrian improvements for the safety and convenience of the city's residents,and support to city bicycling related events as we have in the past. Sincerely, Frank Mullin,President San Luis Obispo Bicycle Club Page 1 of 2 w i From: Statler, Bill Sent: Friday, January 16, 2009 10:15 AM To:. 'eveium@gmail.com' Cc: Hooper, Audrey; Chippendale, Sue Subject:.RE: SLO City Budget Priorities Eric—Thanks for sharing your goals for the community, I will make sure that the Council sees them. - Bill From: Eric Veium [mailto:eveium@googlemail.com] Sent: Thursday, January 15, 2009 4:29 PM To: Council, SloCity; Statler, Bill Subject: SLO City Budget Priorities Dear SLO City Council, Here are my Top SLO City Budget Priorities for the 09-11 budget cycle. Although you would expect my requests to include a lot of me, me; me requests —that come from a special interest group demanding more service, new facilities or more money from the city devoted to my particular activity, my budget item priorities are focused on helping the entire community and take a longer-term approach. Priority#1 SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education, technology and tourism. Such a space would foster a stronger, more resilient community and empower generations to come. Priority # 2 SLO City Council should provide even more support to the continued development of bike and alternative transportation mode infrastructure. This will provide SLO citizens with the supportive infrastructure they need to get out of their cars! This infrastructure will improve public safety, public health, fight climate change and prepare SLO for the coming depressive economy or even worse rising oil prices and peak oil. Priority # 3 SLO City Council should actively fight our City's addiction to oil and dirty energy by investing our time and resources into finding ways to provide local distributed renewable energy to our community. This effort will help prepare San Luis Obispo from uncontrolled cost-of-living increases caused by rising energy prices, peak oil, and climate change. Priority# 4 SLO City Council should make it a priority to divert additional waste from landfills and create large quantities of rich local compost by improving waste management infrastructure to allow Food Waste composting through the existing Green Bin infrastructure. This is already being done in places like Alameda County and could easily be integrated into our current waste management system. 1/20/2009 Page 2 of 2 Services to remove & scale back In order to recover uncecessary costs and prepare the city for the current and future economic crisis, the SLO City Council should make it a Top Priority to reduce spending on the existing public safety program. This should be done by eliminating underutilized positions. scaling back current compensation packages and liquidating recent luxurious equipment purchases including patrol cars and patrol motorcycles. Most of all Unbind Binding Arbitration! Best Regards, Eric Veium eveium c(&i gmail.com 805.835.3669 Knowing is not enough; we must apply. Willing is not enough; we must do. --.Johann Wolfgang von Goethe or Bruce Lee 1/20/2009 Page 1 of 1 From: Statler, Bill Sent: Monday, January 12, 2009 10:50 PM To: Hooper, Audrey; Chippendale, Sue Subject: FW: Priorities for the City Council Budget Community Forum And another one ..... - Bill From: Chad Worth [mailto:chadnworth@gmail.com] Sent: Monday, January 12, 2009 8:33 PM To: Statler, Bill Subject: Priorities for the City Council Budget Community Forum Hello, Below are priorities for the City Council Budget Community Forum as 1 will likely not be able to attend. Priority#1 "SLO City Council should make it a top priority to utilize the 13-acre plot of Open Space at the end of Calle Juaquin as a community resource to promote sustainable agriculture, education,technology and tourism. Such a space would foster a stronger,more resilient community and empower generations to come." Priority#2 Explore and fund a Community Choice Aggregation feasibility study Priority#3 Explore and start a city energy financing program for homerenewable energy and energy effeciency.(AB811) Priority#4 More Bike Paths Priority#5 Purchase Clean Air Buses Chad Chad Worth 925.595.5539 1/13/2009 Page 1 of 1 Coundl-SloClty From: Willi Zill*[willizillrey@c harter.net] Send Mon 1/12/2009 9:58 PM To: Council,SloClty- CIC Subject: bicycle Attachments dear slo council, bicycling is important to me.In normal times,riding a bike is a wonderful cost-saving solution for people of all economic stripes;but never is it more important than when times get rough,as they are now.Bicycling is a great way to trim monthly transportation costs,get fit,lessen traffic,and address global warming. wru'AUeY haps://mail.slocity.org/exchange/slocitycounciUlnbox/bicycle.EML?Cmd=open 1/13/2009 Recommended Goals RESULTS FROM COMMUNITY FORUM To be distributed on January 20, 2009 Summa of Communi Forum Results OVERVIEW There were about 275 participants at the Community Forum held on January 15, 2009 at the Ludwick Community Center. There were four 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 five "dot stickers" to place on the sheets to "vote" for up to five ideas that they felt should be the top priorities for 2009-11. 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? 4. Supplemental Comments. Participants were provided with half-page "sticky notes" to provide supplemental comments to the public comments: "green" for comments on where resources might come from to fund the idea; and "pink" for concerns or added comments. RESULTS SUMMARY The following pages summarize the results of each of these participation opportunities: public comments; "voting with dots;" community forum feedback survey; and "green and pink" supplemental comments. - 1 - Summary of Community Forum Results PUBLIC . COMMENTS There were 68 speakers who presented their recommended goals, summarized by topic as follows: Public.Cbmment Summa . B To _i6- • Bicycle Improvements: RBST, Bob Jones Trail, Class 1 paths 18 • Freight warehouse funding/RR museum 8 • Open space preservation 6 • Skate park 5 • Tobacco control 4 • Sustainability 4 • Open space at Calle Joaquin 4 • Downtown Improvements/beautification/street furniture 4 • Economic Development 4 • Historic survey/Historic element of General Plan/Historic preservation 4 • Sports fields 2 • Lighted tennis courts 2 • Sustainability at Meadow Park 1 • Bicycle education 1 • Creek & flood protection 1 • Housing/homelessness 1 • Health &human services 1 • Art in public places 1 • Green building 1 • Youth sports 1 • Car sharing program 1 • Unique sense of place 1 • Focus on services only governments provide 1 Totals add to more than 68 due to multiple topics by some speakers. _2_ Summary of Community Forum Results "VOTINGD• 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 2009-11. The following summarizes the results, presented in "highest vote" order, grouped by similar themes where appropriate. (In these cases, individual `votes" are provided in parentheses.) Results Summary: Ndting with Dots" • Bicycle Improvements 254 o Bicycle Improvements: Bob Jones trail between octagonal barn and LOVR (147) o Bicycle Improvements: Railroad Safety Trail (65) o Bicycle Improvements: Fund miscellaneous improvements at$25,000/yr (10) o Bicycle Improvements: more class 1 bike/ped facilities (9) o Increase bicycle parking/racks (8) o Bicycle Improvements: Railroad Safety Trail to Tank Farm Rd(6) o Create bicycle only and vehicle only facilities (6) o Close Higuera on Sundays to bikes (3) • Open space protection 57 • Downtown Improvements 51 o Downtown Improvements: Lighting&Sidewalks (25) o Downtown Improvements:public safety, tourism, economic development, infrastructure maintenance(14) o Downtown Improvements: Mission Plaza expansion (6) o Downtown Improvements: upgrade street furniture, lighting and other amenities (4) o Downtown Improvements: directional signage downtown (2) • Skate park: fund and build new skate park 43 • Railroad freight warehouse museum project completion 40 • Green Build/Sustainability 37 o Continue support for SLO Green Build(7) o Create a local renewable energy source (7) o Create a solar financing district: AB811 (6)( o Municipal green build standards & operations policy (4) o Increase sustainability efforts (3) o Increase local sustainabilityfood production—create demonstration facility with new technologies featured(3) o Install photovoltaic panels on City Hall(2) o Adopt 2030 challenge (2) o Create a carbon-neutral demonstration facility at Meadow Park(1) o Time of sale energy audit (1) -3- Summary of Community Forum Results VOTINGDOTS Results Summary: "Voting with Dots?',._ o Solar(1) • Use of open space @ Calle Joaquin 27 • Economic Development 25 o Economic Development: Promote "authentic SLO"and business community that is environmentally based(6) o Economic Development: attract sustainable, clean businesses (5) o Economic Development: Aggressively encourage new businesses: 200 new ones (5) o Become the center for sustainable business leadership (5) o Economic Development: additional resources to grow jobs & businesses in City (2) o Economic Development: more emphasis & resources to create sustainably focused program and help with industry clusters (2) • Expanded Smoking Regulations 23 o Smoke Free Outdoors (10) o Ban smoking city-wide (7) o Limit sales of tobacco(5) o Adopt a smoke free ordinance (1) • Continue support for Art in Public Spaces program 15 • Homeless services/shelter 15 • Traffic Congestion Relief: Join public/private partnership for car sharing 14 • Bicycle education 13 • Continue to fund the JUC's facility maintenance program 10 • Implement major financial structural reform within the City organization . 9 • Creek and flood protection 7 • Public Transportation 7 o Provide alternative transportation infrastructure: bikeways, transit (6) o Enhance public transportation (1) • Street maintenance 6 • Historic Preservation 6 o Historic preservation (3) o Update historic inventory (2) o Adopt a historic preservation ordinance (1) • Affordable housing 6 • Safe streets 4 • Consider financial condition of comparison cities when conducting wage surveys 4 • Public Safety: Prioritize core government services, including public safety 3 • Control concentration of bars downtown I 1 -4- SummaDj of Communily Forum Results ' SURVEY RESULTS Potential Goals and Ways to Achieve Them We received 28 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 same More Public Safety(Police, Fire&Paramedic Services) 8 13 3 Street Maintenance/Paving 2 15 5 Traffic Congestion Relief 5 2 15 Creek&Flood Protection 4 9 6 Senior Services&Facilities 3 13 4 Neighborhood Code Enforcement 7 8 3 Open Space Preservation 1 7 17 Downtown Protection/Improvements 1 16 7 .Other services Improved bicycle paths (Railroad Safety Trail and Bob Jones Trail 3 frequently mentioned by name) Railroad museum 2 Tobacco control 2 2 Economic development 1 Sustainability 1 Skate park 1 Note: Totals are less than 28 in all cases because respondents did not respond to all questions in the survey. -5- Summary of Commurift Forum Results SURVEY RESULTS Potential Revenue Enhancements Potential Revenue Enhancements Further Consideration. Please check or list any revenue enhancement opportunities that you would like the Council to consider for reduction in balancing the budget for 2009-11. (Please note that tax or assessment measure require voter approval). We Received 16 Responses to This Fees and Assessments Taxes • Development Permit Applications 2 • Parcel Tax(Flat amount per property) 5 • Recreation Programs 7 • Sales Tax 4 • Paramedic Services 3 • Property Transfer Tax 4 • Fire Business Inspections 1 • Transient Occupancy Tax 4 • Creek&Flood Protection Fees 4 • Business Tax • Street Lighting Assessment I e Utility Users Tax 2 • Landscape Maintenance Assessment 1 • Alcohol Tax 1 1 • Carbon Tax I • Resource Tax:use of water,gasoline, 1 grazing on public land -6- Summary of Community Forum Results SURVEY RESULTS: Potential Cost or Service Reductions Potential General Fund Cost or Service Reductions for Further Consideration. Please check or list any service areas that you would like the Council to consider for reduction in balancing the budget for 2009-11. We Received 18 Responses to This Public Safety Community Development • Neighborhood Service/Crime Prevention 6 • Planning: Development Review 1 • Police Investigations 3 • Planning: Long-Range Planning • Police Traffic Safety 4 • Building and Safety • Police Patrol 8 • Engineering: Development Review • Fire Emergency Response I • Engineering: Capital Projects • Fire Hazard Prevention • Natural Resource Protection 1 • Disaster Preparedness 1 • Tourism Promotion 3 Transportation • Economic Development 2 • Traffic Safety/Neighborhood Traffic Mgt I General Government • Pavement Maintenance I • Human Resources/Risk Management 1 • Sidewalks 1 • Financial Management • Traffic Signals and Signs • Information Technology 2 • Street Lights • Building Maintenance • Creek and Flood Protection 1 • Fleet.Maintenance 1 Leisure,Cultural&Social Services Other Services • Recreation Programs 2 Homeless services 1 • Park and Tree Maintenance 1 Freeze City wages 1 • Swim Center Alterative transportation choices 1 • Cultural Services 3 • Social Services 2 -7- ( ! $ # � ca / § / Cc � B » . �od , o te E \ \ k� ) �> . 0 k ] k /k2 ® c2k 2 A \ ) f : :L—r / � R w =0 E E k e .. . = « = w Qe3 0a) ° 1 CL 2 \ :3 \ \ k e ° � § 9 § _ 22 6. § _ _ �= 5 _a0®Emsfa § $� 7 b f \ § \ mo §§ CD _ § f , CL M m ] @ ■ . a) a)'a $ 2 2 ME kkkb § » % a- § CLe � � & 0 § 0 c � � o © o., a)05.2 2c Eoc ` k ƒ 0 � - uccoaZEe \ QIB J2 \ m c Iq N \ n � E . a E 2 . � f ER 2 e § 0 L ] § § % , ) 2 § 2 § CD M c $ : - f 7 E � � f § » z e % \ ) \ / 2 ) 2 a 2 ] w e o f £ ° ` S @ § _ r e E cm _ m w 8' 0 0 ƒ 0 § k \ E ) $t k } 2 0 2 $ / $ r/ 2 &\ � 2 c 7 / > \ o e e . o o § ° � LLI0 a 2 c cc G _ 0 0 ) / R % CD j am § . f ] \ f % § / 2 § § ] .2 E � E = E � ; » om S _ moo E Ez _E § ® $ - § a = k ) q 2 � } w 2 2 ° t E � § � C � � k ~ ® k £ k °* \ w 2 0 / /_ § f m b c a E & Q U a § A a £ c o 0 O U C c - 0) 3 a) 0: 3 � E v _ ma C L N N N O CN V 07L o r- oc � E 0 � 3 aL � � w LL Y 'O Y V O Qf O O C 0 O ' N O L Co L a) C m 0) o 0 .-= O _ V 3 p o c 'Fu C 0) OoO .r O L2 O) o ac m a N M 'C O E c N � 0 (n c 0 o ns E ai a� -0 o a, a- U) N w2 - .n o m c 0) CC 9. 7 .. .. 07w 4) - 4) 06 7 v V W o aC -0 N o m o M = aa� � CU y ,, o C cm N N f0 " N L Q O to a L j > - N 0) a N L C � � �� d D U � D y . 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'U O f0 (B L d N O N E M V • Y Q O O V j r 'IO (6 N ` Z b w O N c ° y cyo c°i coT c i Q y '° C N c w F 00 Q) M 'ao c Co r°n ° ° o ° N c U N a C My V O L) `o O =°c(D M U N O EN LLEE co ° coo LL rn z C3aci m d a r V c6 o c ° E o W m E E c $ v - p E > co E E o m a> 2 0 0 o o c> @ c Qy U) m co U) 2 Q C9 UM . 0 -1 U U) co t 2 a § k E E u Si E / � » § 3 d ei &\� ) § A (D &E6 ra $ B 22 & $ / \ , 9 / k "U CD 0m �� \% 02Ea = E£ � c ° 0 - � � q - *u . - � / � � E , § ) o $ k ƒQa (Dk\2 kn 2 \ & ] f} ) § f0 § [Jf 07 % mcho bo 'a ¢ CU = a § ( aA CM'w � \� _ - c � &= ® e , 0o = 2 ® tea »\ fG o _ � = � � or- 0 . x � \ § mA2 CL> ) 9E - § a _ 2 / 2CDCCC) £ \ . J0 n n C%j N E . % % E a § LL ) / E in k \ rz » � % ) & Ee 0 a _ .55 a . 8 § cu 2 1/ k / ° E ® o - % ® � } k \ § k k k { E - o / \ ka & \ / _ ) ) § @2 0 / / § / ) ] ) - ) > ® \ § k ) § \ \ \ \ . 7 ) k k k m k § ( f 0 of o f\ M \ - , o E § 0 2 0 0 5 5 = 2 E3 © � « / § o - n a 7 £ o $ ¥ 2 0 , 2 Q © E o 2 f R 5 @ ° ` $ 9 ° » \ ±_ ± / ® ) B k ) / / k $ k / } j § \ k k k k E n w 2 2 / / I / J E / / _ ) / 2 o f /f o § Section • Recommended Goals COUNCIL MEMBER GOALS To be distributed on January 29, 2009 n --- - mts council mcmoRAnbum January 29, 2009 TO: City Council FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance & Information Technology SUBJECT: COUNCIL MEMBER CANDIDATE MAJOR CITY GOALS In preparation for the goal-setting workshop on Saturday, January 31, attached is the consolidated listing of candidate major City goals submitted by Council members, organized by major functional area and similar"themes." 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. G:\Budget Folders\A. Financial Plans\2009-11 Financial Plan\Council Goal-Setting\2009-1-31 Goal-Setting Workshop\Council Candidate Goals\Transmittal Memorandum,Consolidated City Goals,2009-1 Ldoc _�'L_p CTCOUNCIL 13-CDD DIR RFD FILE 7'v06Z- 2-FIN DIR �4!!R" oCO-FIRE CHIEF - MEETING AGENDA ATTORNEY p'PW DIR &tLERK/ORIG ZIPOLICE CHF DATEIT&J iC DEP?HEADS Q"REC DIR 3UTIL DIR r� rC' �HR DIR 4Il4u'T/SEs couk)elC- 2009-11 Financial Plan CANDIDATE COUNCIL - MAJOR CITY GOALS The following consolidates candidate Major City • City staff prepare a cost analysis of Goals for 2009-11 received from the Mayor and infrastructure and funding needs and application Council Members. They are organized by the six materials to our members of Congress to take major functional areas used in the City's Financial advantage of any forthcoming federal aid to state Plan as follows: and local governments. 1. Public Safety • Street paving(Maintain some level of progress 2. Public Utilities against the following previous Major City 3. Transportation Goals) 4. Leisure, Cultural & Social Services 5. Community Development Traffic Congestion Relief/Bicycle Paths 6. General Government • Traffic congestion relief(Maintain some level of We have tried to group similar goals together within progress against the following previous Major each function. In some cases, this meant organizing City Goals) some of the goals differently than the"themes"used by Council Members in submitting their goals. In o Traffic Congestion Relief. Increase efforts on these cases, while we may have organized the goals projects which relieve traffic congestion, differently,we have retained the original language including street widenings, intersection and noted the"theme"used by the Council Member improvements, signal timing, bike trails, traffic in parenthesis next to the goal. signal installations and upgrades, and transit. PUBLIC SAFETY o Bicycle improvements(Maintain some level of progress against the following previous Major None specifically(see Maintain Critical Services City Goals) under General Government below) o expanding bicycle facilities and educational PUBLIC UTILITIES programs to accelerate a modal shift from automobiles to bicycles(Adopt and Begin Implementation of Local Climate Action Plan— None specifically(see goals below related to See Below Under Open Space infrastructure maintenance and Maintain Critical Protection/Natural Resources Management) Services under General Government) Creek and Flood Protection TRANSPORTATION • Flood Protection. Fund, design and obtain all approvals for first phase of flood protection Street Paving/Infrastructure Maintenance improvements in Mid-Higuera area. • o Infrastructure Maintenance. Continue a high Creek and flood protection (Maintain some level of infrastructure maintenance with level of progress against the following previous particular emphasis on Downtown and Major City Goals) Neighborhoods. • Maintain and repair city infrastructure, including streets and bike paths. (Measure Y) - 1 - I 1 2009-11 Financial Plan CANDIDATE COUNCIL - • - CITY GOALS LEISURE,CULTURAL & SOCIAL SERVICES Social Services { • Institute an outdoor smoking ban in public Parks& Recreation Programs places. • Santa Rosa Skate Park. Allocate funds • Homeless services—Includes efforts of the"10 (including grants and donations), develop plans Year Plan to End Chronic Homelessness" and specifications and construct skate park. (Maintain some level of progress against the following previous Major City Goals) • Skate park improvements (Maintain some level of progress against the following previous Major COMMUNITY DEVELOPMENT City Goals) "za: 7771 • Youth Recreation. Support phased and Planning incremental development of the proposed skate park in Santa Rosa Park; review scheduling and . General Plan Elements. Complete Housing facility improvements at existing sports fields to Element update,commence Circulation Element enhance opportunities for general and group use. and limited Land Use Element update. Trees • Update Land use and Circulation Elements by consulting with residents to plan a healthy and • Renew the urban forest,planting the right tree environmentally responsible community, in light in the right place,planning plantings in light of of Smart Growth Principles and climate global warming and drought cycles. We need a disruption legislation(for instance SB 375). Not long term tree planting program to beautify the total revision, only update as really needed. city,mitigate increased residential density, Focus on energy conservation through land use counter die off and to combat air pollution and design,making San Luis Obispo more global warming. pedestrian and bicycle friendly,linking transportation and housing,creating park and Cultural Services ride areas, and becoming carbon neutral. • Work with community groups to grow existing • Revised Land Use and Circulation Elements community events and develop new ones— (Maintain some level of progress against the cultural, educational, recreational,historical, arts following previous Major City Goals) & crafts,hobbyist, individual&team sports, food&wine; literary, etc. • Initiate a Community "Vision 2020"Process. Initiate a"visioning"process to gather data, • Historic preservation (Maintain some level of engage the public, and begin to plan our progress against the following previous Major transition toward a long-term economic, social; City Goals) and environmental structure that is sustainable in a rapidly-changing world; ultimately,build • Historic Preservation. Complete a draft Historic toward an update of our general plan, Preservation Ordinance,update the inventory of particularly the Land Use and Circulation historic and cultural resources within the city, Elements. and support completion of the Railroad Museum as well as a Master Plan for the City's remaining adobes. -2- 1 � 2009-11 Financial Plan -CANDIDATE COUNCIL MEMBER MAJOR CITY GOALS Downtown LOUR, slated for city ownership,as per the 1994 Land Use Element Update. [McBride 13 Downtown Beautification: Re-evaluate and upgrade acres we presently own, the"Gap"Madonna 12 all standards for Public Furnishings in Downtown; acres and the Dalidio 65 acres] fund and construct demonstration program. • Enhance Natural Resources, Open Space,and Expand downtown beautification efforts to include Local Food Production Systems. Continue clean sidewalks and trash cans,pedestrian street existing efforts to connect the Irish Hills Natural lighting, directional and informational signage,the Reserve with Johnson Ranch Open Space where filling of empty tree wells and replacement of a willing seller and available funding are missing tree grates, development of news rack and identified; collaborate with the County,Cal Poly trash can design guidelines,etc. and other organizations and landowners to assess local food systems, expand the"urban Create a Specific Plan for the Downtown. Update forest,"establish an urban farm, and promote the Downtown Concept Plan, as well as the 1993 community gardens. Master Plan and Pedestrian Access Plan in light of new development, Smart Growth Principles, and the • Expand the Community Garden program. critical need to preserve historical resources in the Expand the Community Garden program to meet Downtown before it is too late. the present need, especially in high density areas, and as a mitigation for new residential Housing projects. • Affordable housing (Maintain some level of • Community garden program expansion to areas progress against the following previous Major such as Emerson Park and Meadow Park City Goals) • Research, consider and implement energy Neighborhood Wellness conservation strategies. Solar financing through property tax add on(AB 811); door closing ordinance; Community Choice Aggregation; • Expand rental inspection efforts include point of sale energy and water audit; establish single family homes and duplexes.s. municipal green building and operations policy • Neighborhood wellness—noise, alcohol,.and (ie, Portland model). code enforcement (Maintain some level of . Adopt and Begin Implementation of Local progress against the following previous Major Climate Action Plan. Complete the inventory City Goals) of greenhouse gas emissions; set challenging but Open Space Preservation and achievable goals for greenhouse gas reductions Natural Resources Management/Protection by 2030; and begin reducing local sources of greenhouse gas emissions,particularly automobiles,by expanding bicycle facilities and • Open space preservation (Maintain some level educational programs to accelerate a modal shift of progress against the following previous Major from automobiles to bicycles. City Goals) Economic Development • Open Space Protection,Planning and Acquisition. Allocate at least$200,000/year • Economic Development Renew and increase (use to leverage grants; work with nonprofits economic development efforts including and community groups(Measure I); Master emphasis on environmentally oriented business, Plan the 90 acres of agricultural/open space land while working closely with Cal Poly and Cuesta. bordered by the Freeway,Madonna Road and -3 - e � 2009-11 Financial Plan CANDIDATE COUNCIL MEMBER MAJOR CITY GOALS • Expand economic development efforts to • Establish a category of ongoing city goals include.a new emphasis on increasing head of separate from those to be completed in a two household jobs. (The current emphasis on TOT year budget. Continuing goals, for example, and Sales Tax would continue:) would be affordable housing open space preservation,bike trails,railroad museum and • Promote Sustainable Local Economic preservation of historic adobes. An example of a Development. Develop and implement an two year goals would be downtown economic development strategy that emphasizes: enhancement. Retention and expansion of head-of-household jobs; expanding on our existing position as a desirable tourist destination;and focuses on businesses that promote sustainable design, energy efficiency,alternative energy sources, and"green"building materials. GENERAL GOVERNMENT >a • Find ways to permanently reduce the cost of providing current government services. This will enable us to cut less when times are hard and do more when times are good. • Maintain Critical Services.: Maintain existing services at a level that will not compromise public safety or the quality of life for our citizens; retain critical city services and programs such as neighborhood wellness, homeless services, and those devoted to protecting life,property, economic vitality, and water quality. • Balance the city budget and retain the 20% reserve. • Allow voters to decide if they want the council or an outside arbitrator to decide wage and labor issues as it relates to binding arbitration on a ballot measure. • Stop city expenditures of federal unfunded mandates such as those required by the Regional Water Quality Control Board until proper compensation for services can be determined. • Adopt policy of determining how new goals will be paid for prior to becoming a new city goal. -4- Section 7. 1 Background Materials Status Reports from November 20, 2008 Workshop STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS Attachment 1 Status Report on General Plan Implementation Programs Land Use and Circulation Element Update Options November 2008 city of San WIS OBI s o p Status of General Plan Implementation Programs Land Use and Circulation Element Update Options OF • Introduction Overview l Status of General Plan and Area Plan Implementation Programs l Report Organization 2 Findings 3 Land Use(LUE) and Circulation(CE) Element Update Options 5 Option 1: Comprehensive LUE and CE Update 5 Option 2: Phased Update--CE Only in 2009-11 and LUE Later 6 Option 3: Focused Update of the LUE and CE 8 Option 4: Defer LUE and CE Updates but Update the Traffic Model for Forecasting 9 Option 5: Defer All Work to 2011-13 9 Summary 10 Status of General Plan Implementation Programs By Element Land Use Element 11 Housing Element 15 Circulation Element 18 Conservation and Open Space Element 21 Noise Element 27 Safety Element' 28 Parks and Recreation Element 30 Water and Wastewater Element 32 Status of Area Plan Implementation Programs Downtown 33 Mid-Higuera Area 34 Railroad District 35 Airport Area 37 Draft Project Plan: Land Use and Circulation Element Update Excerpt from August 19, 2008 Council Agenda Report 39 INTRODUCTION OVERVIEW The purpose of this report is two-fold: 1. Provide a concise yet comprehensive summary of the status of all General Plan implementation programs as well as implementation programs for four key "area" plans: Downtown, Mid-Higuera Area, Railroad District and Airport Area. 2. Follow-up on the Council's request for alternatives to the concept for a comprehensive update to the General Plan Land Use and Circulation.Elements (which was presented to the Council in August 2008) that could reduce the cost of the update. Four added options are presented in this report. STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS 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 404 individual implementation programs in the General Plan, 85% (342) of them are completed or have been Status of General Pian Implementation Programs integrated into the City's ongoing o w9n operations. 0 INis% aC�laTl 9% i, Given the ambitious nature of our = , General Plan and its thirty-year time °O horizon, we believe that this ® complete represents significant progress in or Ongoing es% achieving General Plan goals. Of the remaining 15% (62) of o Incomplete programs that are not yet complete, Programa we have classified: ■ Less than 1%(2)of them as being relatively easy to achieve from a resource perspective. ■ 6% (23) as being difficult to achieve. And 9%(37) as being somewhere in between. Report Focus: Why Report on the Status of Programs? The City's General Plan is composed of a"building block"hierarchy of goals, objectives, policies and programs. Goals and objectives are direction-setters. They describe desirable conditions and preferred outcomes as they are applied to specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific actions for their achievement. Objectives generally state an intermediate step toward attaining a goal. Policies are typically more specific statements that guide decision-making. - 1 - I._I -INTRODUCTION-- Programs •Programs implement goals, objectives and policies. As such, monitoring our progress in implementing General Plan programs is an excellent way of monitoring our progress in achieving General Plan goals and objectives. And for this reason, it is the focus of this report. Report Organization General Plan Elements The report first organizes each of the implementation programs into one of our 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) Implementation Program Summary. A short "one-line" narrative is provided for each implementation program, referencing the specific General Plan Program number. (Each program is assigned a"line number" solely for easy internal reference within the report itself.) 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 2009) 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 become an ongoing program) by June 2009, then we have rated how difficult it will be to complete on an "order of magnitude" (qualitative) basis using the following coding: Low (L): Minimal staff effort and no consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. While this is a qualitative assessment by the lead department, this generally means that less than 80 hours of staff work 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 -2- 1-�- INTRODUCTION 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." Area Plans. "Area plans" like the Conceptual Physical Plan for the City's Center (Downtown Plan) are not General Plan Elements. However, each of the four area plans adopted by the Council that have "implementation programs — Downtown Plan, Mid-Higuera Street Enhancement Plan, Railroad District Plan and Airport Area Specific Plan — are closely linked to the General Plan implementation. Accordingly, the status of "area plan" implementation programs is also provided in this report. They are organized in the same manner as the status report on General Plan program implementation. Findings General Plan Programs Status Summary. As noted above, 84% of the City's General Plan implementation programs have been completed or integrated into the City's day-today operations. The following is a more detailed summary of the status of General Plan implementation programs by element: Summary, Status of General Plan Implementation Pro-grams Complete Difficulty to Complete Or On oin Low Med/umIN No. No. �q: No. Pctotal Land Use 52 r 13 -1: 73 Housing60 ' 8 68 Circulation 52 2 $, 8 % 65 Conservation&O n Space 102 0 7 >ff e:. . 118 Noise 4 ;,.`yrs4 Safe 33 ,w34Parks&Recreation 36 .. - M: . ,'z 39Water&Wastewater 3 :_ Q a; 3Total 342 8 2 ' _ . 3T 9l404 As reflected above, there are very few"low effort"programs remaining. 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" -3- / 1,-� INTRODUCTION assessment of the staff resources and added budget resources that will ultimately be needed to complete these programs at some point: Remaining Staff Effort Other Added Programs FTEs` cost`" Resources. Total Low Dfficulty 2 0.1 13,000 13,000 Medium 37 6.3 871,000 925,000 1,796,000 High 23 15.7 2,165,800 2,300,000 4,465,800 Total 62 22.1 $3,049,800 1 $3,225,000 $6,274,800 "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 "order of magnitude" resources that would be needed to complete them. However, they do not 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 or medium difficulty" programs to get them off our plate. However, this should be weighed against the value likely to be derived. In this case, we might have a greater impact in improving the community's quality of life if we focused the same level of resources towards accomplishing a fewer number of"high value" (but relatively higher effort) programs. On the other hand, we would want to avoid undertaking high-effort but lower-value programs. 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 s Quadrant A Quadrant B Low Effort, High Value Low Effort, Low Value O U. U. w Quadrant C Quadrant D High Effort, High Value High Effort, Low Value r _a 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 -4- I I I INTRODUCTION 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. Area Plans 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." Mia!-Higuera Area Enhancement Plan Programs Of the twenty-four programs set forth in this plan, one has been integrated into ongoing programs. We have classified two of the remaining twenty-three programs that are not yet complete as"medium"difficulty and twenty-one of them as"high." Railroad District.Plan Programs Seven of the forty-one Railroad District Plan implementation programs have been completed or integrated into ongoing programs. Of the remaining thirty-four programs that are not yet complete, we have classified one of them as "low" difficulty, three as "medium" and thirty as Gchigh„ Airport Area Specific Plan Programs Of the twenty-nine programs set forth in this plan, nineteen have been completed or integrated into ongoing programs. We have classified one of the remaining twenty-three programs that are not yet complete as "low"difficulty, two of them as"medium"and seven as "high." LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS On August 19, 2008, the Council reviewed a draft work program for a comprehensive update of the General Plan Land Use(LUE) and Circulation(CE) Elements. This work program, amended as directed by the Council, is summarized in Option 1 below. At that meeting, the Council directed staff to develop alternatives that could reduce the cost of the update. An analysis of the advantages and disadvantages of four added option is provided below. Option 1: Comprehensive LUE and CE Update As detailed in the August 2008 report, a comprehensive approach entails intensive public involvement, takes almost four years to complete, requires significant staff resources and costs $1.4 million: � 5. INTRODUCTION O. Comprehensive Temporary Staffing 50,000 Consultant Services Background,Issues,Fiscal Analysis,Reports 550,000 Environmental Review 400,000 Traffic Model Enhancements.for Forecasting 200,000 Public Outreach(Surveys,Charettes,Public Meetings) 100,000 Printing&Mailing 40,000 Contingency @ 5% 6.7,000 Total $1,407,000 The draft project plan presented to the Council in August 2008 is provided at the end of this report. If a comprehensive update is adopted by the Council as a goal for 2009-11, the Council directed several changes to the draft project plan, including: 1. The process should be primarily resident and neighborhood based but still allow for some appropriate representation of important sectors of the community by persons who might not live within the City limits(such as representatives of non-profits, the medical community and regional interests. 2. Staff will be sensitive to the cost concern and will look at options for phasing and alternative funding methods. However, General Plan updates are ultimately expensive and the Council will need to weigh the priority of an LUE/CE update within context of all other possible priorities s competing for resources as part of the 2009-11 Financial Plan process. 3. If the update is established as a Major City Goal by the Council in January 2009, the staff will look at ways to accelerate some of the steps that are targeted in the plan to start in May 2009. 4. Staff should use legislative drafts as a tool to make it clear to citizens what is being changed when amending plans. Staff will do so to the maximum extent feasible and practical during the update. 5. The proposed sequence of steps outline in the draft project plan seems generally agreeable with the understanding that the staff will review the draft to make it clearer that the process, and each major step, will start with primarily resident involvement. 6. The Parks and Recreation Element will not be tied to the LUE update. Instead, it will proceed on its own track. 7. The survey used in 1988 should be used as a point of departure in developing a new survey. However, staff should also be open to new and more relevant questions and methodologies for assuring a representative, scientific sampling of community sentiment and vision. Option 2: Phased Update—CE Only in 2009-11 and LUE Later With this option, the CE would be updated first in 2009-11, with the update of the LUE to follow later, perhaps in 2011-13. There are several advantages to this approach: -6- ' INTRODUCTION L It may be appropriate to wait until the 2050 regional planning effort currently in process under SLOCOG direction is more clearly defined. 2. Changes under SB 375 and other state legislation will be better developed and could impact land use policy direction. 3. Grant funding for general plan updates may be available in 2011 to local agencies that provide matching funds. 4. Since the economy is very slow at this time, it is not likely that development pressures will challenge the existing land use policies; and the overall guidance in the LUE is still valid. While many programs have been completed or are on-going, the LUE provides direction that still appears to reflect community values. 5. As outlined below, the cost of this option is $700,000 lower in 2009-11 compared with Option 1 by focusing on updating the CE,which is often viewed as the element most in need of updating. However, if the goal is to eventually update both elements, the total cost is the same as Option 1, although the financial commitment in 2009-11 with this phased approach is lower. 6. The City's budgetary challenges and the desire to keep the minimum reserves allowed by policy have resulted in Council action on September 30, 2008 to defer many projects that were funded for the current Financial Plan. Deferring the LUE portion of the update may be a more fiscally desirable option for 2009-11 in light of these challenges. The 2009-11 cost for this option is estimated at $685,000 as follows: i Option 2 Cost Summary: CE Update Only in 2009-11 Consultant Services Background,Issues,Fiscal Analysis,Reports 100,000 Environmental Review and Technical Assessments 300,000 Traffic Model Enhancements for Forecasting 200,000 Public Outreach(Surveys,Charettes,Public Meetings,Mailings) 50,000 Contingency @ 5% 35,000 Total $685,000 However, as noted above, while the cost in 2009-11 is much lower for this option, it will cost another$700,000 in later years (such as 201.1-13)to complete the subsequent LUE update. In short, while this option provides for a phased approach not available under Option 1, the total cost is likely to be the same (perhaps higher, given economies of scale) but take longer to complete. On the other hand, this phased approach focuses resources on the area most in need of attention; and allows for a discrete, independent assessment of allocating resources for a subsequent LUE update. Possible Funding Sources: Proposition 84 was a $5A billion bond measure approved by the voters in 2006 for natural resource conservation, safe drinking water, flood control and parks acquisition. As part of the implementation of this grant, a variety of program areas were -7- ��� r � , INTRODUCTION- identified, • D •identified, including $580 million for Sustainable Communities. The sustainable communities grant portion can be used for preparation and implementation of local or regional general plans that support the planning and development of sustainable communities. The implementing legislation (SB 732) was approved by the Governor on September 30, 2008 and identifies formation of a Strategic Growth Council to establish application criteria and guidelines through a public participatory process. California State Department staff estimate that the notice of funding availability (NOFA) that starts the application period will not be released for another two years This means that some or all of the subsequent LUE costs may be eligible for State funding. Option 3: Focused Update of the LUE and CE This option would provide a "surgical" update to both the LUE and CE by focusing on policies and programs that can easily be identified as out-of-date. For example, several key sections of the LUE have been reviewed in the last few years in the context of other policies: 1. The Open Space and Conservation Element update in 2006 included the review and revision to LUE Chapter 6. 2. LUE Chapters 3 and 4 were recently reviewed with the downtown building heights discussion. 3. And the Housing Element will receive a comprehensive update this year. Additionally, based on public input received during the.Council's review of the draft project plan in August 2008, the core community values and policies in the LUE may still accurately reflect community intent. A series of topic specific updates managed by staff could address completed programs and focus solely on the items that need community input and consideration because of recent changes, including: 1. Sphere of Muence/expansion areas (Section 1.6.2). 2. Residential growth rate (per Council direction to look at period of applying the growth rate— LUE 1.10.2). 3. Residential densities, especially around Cal Poly(Land Use Map &Chapter 2). 4. Airport Area policies have been superseded by AASP(Chapter 7). 5. Several Optional and Special Design Areas (Chapter 8) have completed plans (i.e. South Broad Street area plan is in hearings; Santa Barbara Street area is being redeveloped; Mid- Higuera area has an adopted plan; the Los Osos Valley Gap property has a submitted development plan application; and the McBride area has been annexed). 6. Economic development has become a national issue and may now warrant its own chapter. -8- INTRODUCTION In order to Iower the cost, a focused update would limit the scope of subject areas being updated, such as the six noted above. Based on a scope of work similar to what has been presented above, the estimated cost of the option is$950,000,which is $450,000 less than Option 1. Op—tion Consultant Services Background, Issues,Fiscal Analysis,Reports 250,000 Environmental Review and Technical Assessments 400,000 Traffic Model Enhancements for Forecasting 200,000 Public Outreach(Surveys,Charettes,Public Meetings,Mailings) 50,000 Contingency @ 5% 50,000 Total $950,000 Additionally, a commitment of two FTE person years would be needed with this option. Focus and Discipline Required for Success. To be successful, this option would require extraordinary commitment on the part of the Council, staff and advisory bodies to remain focused on an approved work program. It is possible that participants may perceive the focused update as an opportunity to address a much broader range of General Plan issues. In order for this option to work within limited resources -- and not ultimately cost more and take longer to complete than Option 1 — it will be essential to focus staff, public input and advisory body review on prescribed parts of the LUE. To accomplish this, it may make sense to accomplish the update in a packaged series of amendments rather than a comprehensive update. If we select this approach but do not remain focused, then the time and cost of the update are likely to exceed those in Option 1. Option 4: Defer LUE and CE Updates but Update the Traffic Model for Forecasting With this option, we would defer any update activity to at least 2011-13 but finish updating the traffic model to be a forecast model. This would cost$200,000 in 2009-11. Option 5: Defer All Work to 2011-13 With this approach, we would defer all work in updating the LUE and CE until at least 2001-13. There are some benefits to this approach. 1. As noted above, efforts from the 2050 regional planning effort currently in process under SLOCOG direction will hopefully be more clearly defined. Changes under SB 375 and other state legislation will be better developed and could impact land use policy direction. Since the economy is very slow at this time, it is not likely that development pressures will challenge the existing land use policies; and the overall guidance in the LUE may be perceived as remaining valid for many members of community. While many programs have been completed or are on-going, the LUE may still provide adequate direction that reflects community values. 2. And like Option 2, from a financing perspective, there may be State funds available to help offset all or much of the cost that will not be available if we begin this effort sooner. On the -9- 1-� INTRODUCTION other hand, given the State's current fiscal situation, we should not assume that this funding will be available in the future. 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O m 0 ;� E N t � 0 7 Y y r E m =- c o c p m o � m.swwm o ° m • ` � E 9) ca = 5w c c m o u. .. o cr. U � m ° � vL c � `r` N5 m w ° m m n v by ° m N N c o _*z c c o— CJ 16 3:o N � m mN m J m 'yO c. • 0 — d C J m p m ca -5. 'o o ° Q u E 3 ° ° o m t $ o m � oH 3° m ; cx EKY m = oEc .0a .2 � co > mm �o � N toa > m ., w 33 � c � � Q ,� Y LL O L V 3 p ,� a m O p w N C O Y h C E ? m C m d o N O m Y N m p °v O C O c�9 N2 GO M o y = mp v � 4it 0 y = E ° oU w m e in > h 3 � � �0 .e_ o E B ° C9 n y 3 w ce °� m ° c • d m otS o N m s 0 . °> .. E N u V c«o ca = y p m L Y m v, ° H y y N U C w m y m .y., N �. ►.. . U •=c m 3 2 8 Y a3i mCL N L t6 p 12 f�6 2 1] _ C C — _ N N `O M �3p N @ — l0 • w E C p=j N 7 a+ C 'y �_ N 7 ppC �Cpp C m > QQ C N N �N = � � agm Bojo) WS � � aUUW � LU c W e S9 �. � 000 0 � � ooh 3 0000000 � � � � � BaQUU Uaa UUa a UUUUUUU (LECL0. a a o. 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N M C7 f7 C'7 Hull f7 M M M !j �-3L ( i L m = CL 0 v > sm a � G � J s c m O o U O 0 0 00 0 0 00 00000 0000 0 a. M o cM�i m a> , a. y a Q • .. pap a w Q ¢ "It n °) a� ..i N G Q Ci (li • fm y W O M w cro C7 ch CY CL CL Ma a cc CL to V H V C @ V' a CD O. C Ur CL In •tS $ O p C N N m °� In E M a 0. CLo 0 3 ¢ U o O }g o C � a E � ocn c p a = y Cga m m m m rn O C CY) 3 M o O 0 .2 = in ch c m M • a -3 �M N m N M V > Oo � Inc •O m 'O CL C CL CD 0 = m-2 a. Q ° Hv E c o o c m � "; o m o In m a c w a m $ � @ mU o m � w o N CL 3 E o w c o v $ at m o °o • jm > Q ,Q tC f6 N CU N O U o co > 5 ° CL Q ��+ O C O N 3 C f0 p m N 27 = m r t n 3 Q 3 (D C ° °) c c4 CD o `o v°)i U m E o N >, .a y co m C CN C C p C C O y LL �C o= N. o aL y _ N to� m y open °) >m N c > > cm v � oo � o co c m a. y o c o c .. ° o • o x � •- � 0 3 > No 30 'vo ca� ° I- � vma� � ° E N w V C m E G C m CD E cr N. C O $ '� 0 a � 3cE n w N $ ° coc ; mom c � a� cyaacih 0 8 m8 8 8 cc ? � �91 c � E ° E8E co :. ce v m �. a� p M — c .. 'o rn o a c c m v v- c c y o co t4 N a d C «. N O N m 0 y O ►- O N N N t j N ' p E 7 co m N O lC0 '� C E m lC0 Y_ N Y O • z E r ari ° a 3 3 E a ° 3 m o m awr Hm a y aM2 ° cco � •N pa) mcmoy CL E W � Ci0 Wvi0Q � 12 2 .0 W6UU � clt� � x � C � � m � N W Ci vi O 6 — ai m • 8 ?� 2 p p aaQ Q a Q Q ¢ ¢ ¢ ¢ QQ ¢ av Ua. aa a • d r104 C7 liq Gn to r� Ca CD C14 m v LO w r� N N 1-3� �f ■ ■ � a � � ■ col � I ■ fig & \ ° a � . U cli ? %® k t § § . � ® / 2LL m k ° " c 2 CO - (Dm m a n .5 a S � f2 tkk $ vi � t1a // t 00 , kk k D@ E g a4a 26 (D k � 0 0 'a) (D % ) ca @ � � f � � � t $ k § o ® @ E 2 2 � 2 to @ � � CD £ 2 3 § 4'0 2 2 Q ME CL I § f 2 f k k § f E � £ © Ikg � CL k $ U) § § \ � f � a CL 2 ° m2 � m . c � © 2 U) kk � I § ca © ° $ , ` 2@2 ■ G \ j2 � £ § k u —LL § ( k Io § < a « 2 < 0w e kE a. SE E22 ■ N q � q � % qC4 i GanwW Plan Update Process T. Land Use Element and Circulation Element Update Project Plan The discussion below provides an overview of the general phases of the process. The narrative summary isfollowed by a more detailed task list. The project will begin.with a request for general fund monies as part of the 2009-11 Financial Plan,process, Consultant services will be secured through.a request for proposal. (RFP) process.(most likely separate consultants for.the overall project and the EIR). The consultants, with staff direction and participation, will develop the following: Early Policy Guidance and Scoping A public participation plan will be developed with the consultant and as evaluation of existing General Plan policies and goals will be conducted. A-working group of City staff will form'., Collection of data begins. Backssound Report/Data Collection A Background Report will be developed. This report providevinformation on a wide'rangg;pf,` topics including economics (jobs, shopping, and employers), public safety (fine, medical`arid ' police services), a housing inve9tory, parks and open space inventory, enviroiimentaT inventory, land use inventory (including properties inAded' within the City's Sphere' of Influence), public services, and safety/hazard issues. .The Draft Background .report .is an, objective, policy neutral documentation of existing conditions and the regulatory framework. The report serves as the description for the settings portion of the Environmental Document for. the subsequent update to the General Plan. The data required for development and validation of the traffic model includes details of.land uses by'square foot and use types by parcel. Parcel-level data will be verified using the, ity's existing geographic information system, (GIS) and permit tracking information, as well as traffic counts, field verification, pre-tracking system permit information and address file information. Council will help appoint representatives to a citizens' task.force which will be comprised of stakeholder group representatives, advisory body members, and volunteers. ` A survey.instrument will be designed and distributed as guided by the public participation plan developed early on in the update process. ; Traffic Model Development The City's existing traffic model has worked fairly'well in.predictingvehicle traffic behavior:and impacts for the last several years, The model is deficient in that it does .not take into account multi-modal behavior and regional and local land use and transportation. As such,bicycle, mass transit and pedestrian trips have never been evaluated as :part of.the circulation setting for the City. Public Works Department staffare currently working with LSA Associates to update the base-year traffic model. The model will need to be updated to provide forecasting and alternatives analysis. This may involve data collection .including: Origin-Destination Trip 'Collection,trip logs, frequency and travel time•data collection; -39- r r.M General Plan Update Process Issues and Opportunity Re,.port To understand the extent, of review and update required for the Land Use Element. and Circulation Element, it is necessary to understand how well the existing policies and programs are serving the community. The Issues and Opportunities report will focus the community's attention on key issues, changes and opportunities that havemajor policy implications as the City of San Luis Obispo considers how to guide development over the next 20 years: The report uses information contained in the draft.Background Report along with survey responses, workshop input, City Staff observations and outreach efforts to summarize the issues identified. The report will discuss existing Land Use and Circulation Elements policies and implementing programs to determine where changes maybe appropriate(i.e, completed programs most likely do not need.to be re-evaluated). These goals, policies and programs will provide the core of topics foa public review. The report will not reach conclusions or suggest the manner,in which the City should proceed in the development of the General Plan, but it will identify issues of critical importance: Questions for the community. include: Is the vision of how the community wants to grow still fairly. accurate or have changes occurred calling for a new or revised vision?- Are there different ways to achieve that vision that weren't available or utilized 15 years ago? Knowing what the community vision is and how it may have changed will guide the scoping for the update process. Alternatives Evaluations &Selection Staff and the consultant will work with the community, the advisory bodies, and City Council to develop, evaluate, and select land use and policy alternatives for evaluation. There will be traffic, fiscal; environmental, and community vision trade-offs associated with each alternative. Once a preferred alternative is selected, the land use plan can be drafted and a project description defined for environmental review. General Plan Preparation&Environmental Review Policies and programs are developed at this stage to respond to,the land use plan. Where land use changes. are identified that may have associated impacts. (i.e. noise, air quality, traffic,.etc.) policy additions or changes to other elements may be identified as part of the environmental review process. A draft E1R is then prepared based on the project description and'a selected range of alternatives. Fiscal analysis of the General Plan is included at this stage. Public Hearings and Adoption. The draft general plan.update and environmental document are evaluated through the public hearing process: A final EIR and General Plan documents and adopting resolutions and ordinances are prepared. The chart on the next page shows how the community participation; general plan update and environmental review interact throughout the process. _ao- —L�D General Pian Update Proem TASK DEFINITION Staff from all departments.will be involved in the update process. In reviewing the_experience of other communities, the typical commitment is an average.of two full-time equivalent (FM staff positions for.an update process in addition to the consultant and temporary Help assistance. The update process will have varying time commitments during the life of the update, but on average, the City can expect to dedicate two existing FTEs to this effort. City staff involved to the greatest extent will be Community Development and Public Works staff, but staff from Parks and Recreation, Utilities, Fire, Police, Finance and Administration will also be involved in this process. GENERAL PLAN PREPARATION PROCESS MiAM COMMUMIN PLAM MO TASKB CEQA PRODUCES PAMICU'ATM Stwey&. Idcnlifying the Issues MWIMervIeWs 1&2 Background t ommnmtry v nmmm rt8 KPT A*fi i LblktRing and Atwtyzft Ift nmwion W"Moll . eyc 00veloping a Vision ad IMMLon ]-b Itwnhall Mol�nd ReviewingAltemativm 01 AltetnWivasPvaluatioo LL initial Draft Co=rm Warkahapa Aepaiiitg,dte Phm.: IYPjsa®ee�Mption ' 1!reparigg dio BiR.. lnryaerfitalysfs DMR 7&8 TgwnheBMectinp and. F—io Raviawing the Plan oad EIR Potiik Review Hearings Puhuc Hearings PcCHcrc:c� C'ertifyin&the FIR and Adripting the espotuc to omments,r it rags. Others Plan Phase 1—Pr o„g,,,_ram Initiation: 4 months May.—August 2009 During this phase,following consultant selection,the General Plan Team will establish the foundation for the General Plan Update, including tools to be used during the update,meeting with the Planning Commission and Council and initiating the public outreach program.' Task 1.1 Initiate Program Authorization from Council Consult Office of Planning and Research website Distribute RFP Evaluate RFP responses.and select consultant team Identify internal project team—together with consultant this Becomes the "General Pian Team" Task 1.2 Scoping Develop a detailed work schedule w/consultant including schedules for community outreach and participation. • . . _41 _ 1� 1I General.Plan Update Process Reviewand discuss overall format and organization of the GP Determine planning area boundary Review GIS and other data sources Task 1,3 Joint City Council/Planning Commission Study Session: Project Initiation and General Plan overview. Appoint the General Plan Working Group. Task 1.4. Land Use Database—define and format GIS land use database for use in the General. Plan update. This provides basis for development estimates. Task 1.5 Base Maps—define and format base maps for use in the General Plan update. Base maps are used for display presentation and throughout process. Uniform legends and title blocks are developed. Task 1.6 Project Website—initiate project website. This will provide current information throughout the process for status, download documents and presentations and provide a forum for public comment submittal to the City. Task 1.7 Newsletter—.The General Plan Update Process—create and distribute (possibly via utility billing) Task 1.8 Community Workshops—General.Plan update process Provide community and citizen groups an overview of what the General Plan does and how the process will progress over the next two-three years. Phase Products: • Detailed Project Schedule • Staff Reports • Project Base Maps • Land Use Database • Newsletter Website • Community Workshop Summary Phase 2-Background Report: 6 months August 2009-February ZO10 During this phase, the General Plan Team will update information on existing conditions and . trends and identify the regulatory framework affecting.the issues-to be addressed in General Plan Policy. Preparation.of the background report includes review of documents such as the existing General Plan elements, Specific Plans, SOI report, Airport Land Use Plan, EIRs, Chamber of Commerce Strategic Plan, needs assessments, etc. Interviews and outreach to Cal Poly, Cuesta, advisory bodies, interest groups, and other agencies and organizations occurs at this time. The Citizens' Advisory Committee is formed. The objective. is to develop and document a comprehensive picture of the existing conditions found in the City. Task 2.1 Hire interns/outreach to faculty and students to assist with validation of parcel data for traffic model. -42- —�� General Plan Update Process .Task 2.2 . Administrative Draft Background Report-data collection to address topics: Introduction Regional Setting Planning Area-Boundary Organization and Purpose of the Background Report Land Use. .. City Limits and Planning Area Land Use Planning in San Luis Obispo General Plan Summary Zoning Summary Existing Land Use Sphere of Influence(SOI) Annexation Other Plans (i.e.Cal.Poly Master Plan,County SLO plan)and Land Use RegulationsAffecting San Luis Obispo Agencies.Concemed with Land Use Planning in San Luis Obispo (i.e. Airport Land Use Commission) ,Greenhouse Gas Emissions Inventory Results Housing. Housing-Unit/Land Capacity Inventory Progress Report on:Housing Element Update Demographics and Economic Conditions Historic Population Growth Population Characteristics Population Projections Employment Projections Economic Conditions in San Luis Obispo Chamber of Commerce Economic Strategy Report Fiscal Considerations Revenue Sources/Available Capital Improvement Plan funding mechanisms Expenditures Transportation and Circulation. Street and Road System Parking Bus Service Rail Service Air Transportation. Taxi Service Ride Sharing Pedestrian Network. Bikeways -43- �. 3 General:Plan Update Process Public Facilities and Services General Government Water Service Sewage Collection and Treatment Storm Drainage.and Flood Protection Schools Fine Protection Law Enforcement Communications Solid Waste Disposal Emergency and Medical,Services Recreational Resources Parks and Recreation Facilities Recreational Programs—Public and Commercial Natural Resources Open Space &Viewshed Water Resources— Supply&Quality Air Resources Historic and Cultural Resources Energy Resources Native Minerals Resources Riparian and Wetland Resources Wildlife and Habitat Resources &Corridors Agricultural Resources Health and Safety Seismic and Geologic.Hazards Flood Hazards Fire Hazards Noise(Traffic, Railroad, Airport, Commercial Activity=Noise Contours) Air Quality (Stationary Sources, Sensitive Receptors) Emergency Response Airport Hazards Hazardous Materials/Waste(Summary of Major Producers/Users) Urban Form and Design Major Physical Elements Community Form and Character Commercial Areas Industrial Areas Neighborhood Areas Streets and Highways Principal landmarks/Historic Resources Major Developments in the Planning Stages - - I'qq General Plan Update Process Task 2.3 Develop Survey/Outreach Questions Task 2.4 Interview and Outreach to Interest Groups Task 2.5 Appoint Citizen's Advisory Committee and hold meetings Task 2.6 Transportation Forecast Model Development Finalize Transportation Data collection Origin-Destination Trip Collection Trip Logs,Frequency and Travel Time Data Collection Transportation Model Review and Determination Collect County &Other Jurisdiction Land-Use and Traffic Forecasting Data Prepare deficiency reports and future needs assessments Task 2.7 Public Review Draft Background Report Task 2.8 Community Workshop—Background Report—Discussion of Issues Task 2:9 Newsletter—Background Report Overview Phase Products: . • Administrative Draft Background Report • Survey Instrument • Interview Responses • Public Review Draft Background Report • Newsletter • Website Update Citizens' Advisory Committee Meetings Summary • Community Workshop Summary . Phase 3•—Issues,Oauortunities,and Vision—4 months January—May 2010 During this phase, the General Plan Team will summarize key issues and opportunities based on Draft Background Report Findings, input from the. community through workshops and stakeholder interviews, City staff and consultant observations, and feedback from the Joint Study Sessions. Following community workshops, the General Plan -Team will develop an overall Land Use and Circulation vision for the future of San Luis Obispo based on community input. Task 3.1 Issues and Opportunities Summary Task 3.2 Newsletter- Overview of Issues and Opportunities Task 3.3. Community Workshops: Issues and Opportunities Address General and Specific Areas: Dalidio,. SOI areas, Special Design Areas charrettes(Foothill,Madonna, Grand,Monterey, Sunset Drive-in) Task 3.4 Joint City-Council/Planning Commission Study Session -45- J—YJ i \ General Plan iJpdats Process Phase Products: Summary.of Key_Issues and Opportunities • . Draft Vision Statement Staff Reports • Newsletter • Citizen's Advisory Committee Meetings Summary • Community Workshop Summary • Website Update Phase 4;-Alternatives'Report—&7- "months May-November 2010 During this phase, the General Plan Team will work with the community, Advisory Bodies, Planning Commission and the Council to develop, evaluate, and select land use and circulation. policy alternatives to create a framework for the new General Plan. Task 4.1 Develop Policy and Land Use and Circulation Alternatives The Team will develop three alternative growth scenarios for land use.needs for the; community based on data research and analysis, .the public input .process and population projections for the area. Supporting maps, graphics, and narrative suitable for public review to illustrate the range of alternatives will be developed. The Team will develop policy alternatives to address the key issues andopportunities identified in.Phase 3. Task 4.2 Evaluate Growth Alternatives—TheTeam will evaluate the three selected alternatives to understand impacts to existing/programmed public facilities, impacts to the environment, and fiscal implications. Population projections based on land use build- out will be developed Task 4.3 Administrative Draft Issues and Alternatives.Report—from Tasks 2'and 3 Task 4.4 Public Draft Issues and Alternatives Report-After Internal Review/Comment Task 4.5 Newsletter—Alternatives. Task 4.6 Citizens' Advisory Committee Meetings -Alternatives Task 4.7 Community Workshops—Alternatives Task 4.8 Joint City Councillplanning Commission Study Session Phase Products: • Administrative Draft Issues and Alternatives Report • Public Review Draft Issues and Alternatives Report Staff Reports • Newsletter • Citizens' Advisory Committer Meetings Summary • . .Workshop Summary • Website Update General Plan UEate Process Phase5—Policv Document—7 months October 2010-April 2011 During this phase, the General Plan Team will draft.a set of goals, policies, and implementation measures for the Land Use and Circulation Elements in addition to changes that are.needed to other elements to ensure consistency. Task 5.1 Administrative Draft Goals and Policy Report to include vision statements and goals,- policies oals,policies and implementation measures Land Use Element including economic development policies. Appropriateness of current land .use designations .& policies for meeting residential, commercial and. industrial needs of community. Land use guidance needed to.achieve. urban form desired. Economic balance. Identifying new SOI boundary. • Circulation Element establish.baseline of circulation improvements needed to support projected growth within City at.acceptable service levels. Identify scope and timing of improvements. • Global climate change policy identification • Housing Element updates resulting from other changes • Noise Element updates resulting from other changes • Safety Element updates resulting from other changes • Water/Wastewater Element updates resulting from other changes • Conservation and Open Space Elementupdates resulting from changes. • Parks and Recreation Element.updates resulting from other changes • Setting information from Background Report will be bound separately to be shared by General Plan and EIR Task 5.2 Land Use Diagram —:draft diagram that shows preferred alternative. Identify land use designations, population density and building intensity. Task 5:3 Circulation Diagram-show preferred alternative. Task 5.4 Citizens' Advisory Committee Meetings Task 5.5 Community Workshops Task 5.6 Public Review Draft Policy Document Task 5.7 Joint City Council/Planning.Commission Session. Phase Products: • Administrative Draft Policy Document • Public Review Draft Policy Document • Citizens' Advisory.Committee Meetings Summary •` .Community Workshop Summary • Staff Reports • Website Update -47- I_� 7 Geneml Plan Update Proem Phase.6 Environmental Impact.Report.—7-8 months January-August 2011 During this phase, the consultant with input from staff, will prepare a Draft EIR analyzing the potential impacts of the DraftGeneral Plan-(project description). The EIR will be designed to meet the requirements of CEQA and to streamline future City consideration of development and public works projects consistent with the General Plan. Task 6.1. Noticeof Preparation Distribution Task 6.2 Planning Commission Scoping Meeting Task 6.3 Administrative Draft EIR Executive Summary- setting, impacts, mitigations, &alternatives Introduction Impacts and Mitigation Measures Land Use Circulation Sustainability and Global Climate Change Other Elements as impacted by proposed changes Alternatives Analysis Cumulative Impacts Other Regional CEQA Issues Fiscal Analysis Task 6A Internal staff review of Administrative Draft EIR Task 6.5 Public Draft EIR—45.day public review. Task 6.6 Citizens' Advisory Committee meetings Phase Products: • Staff reports • Administrative Draft EIR • Public Review Draft EIR • Citizens' Advisory Committee Meetings Summary • Website Update Phase 7—Public.Review—6 months August 2011-.March'2012 During this phase, the General Plan Team will assist the community, advisory bodies, Planning Commission and City Council, in the review of the Draft General Plan and Draft EIR, culminating in Council direction for changes to the Draft General Plan. The Citizens' .Advisory Committee members will be encouraged to.attend and participate during.the public hearings. Task 7.1 Newsletter—draft General Plan and draft EIR Task 7.2 Advisory Body Hearings . Task 7.3` Planning Commission hearings -'48- l o Oenerml Plan update Proteus Task 7.4 City Council Hearings Phase Products: • Newsletter • Staff reports • Website update Phase S—Final Docwnents and Adoution—5-6 months March 2012— August 2012 During this phase, the General Plan Team will prepare the final versions of the General Plan Goals and Policies Report and the EIR for finalreview and adoption, by the Planning Commission and City Council. The Citizens' AdvisoryCommittee members will be encouraged' to attend and participate during the public hearings. Task 8.1 Respond to Public Comments on Draft EIR (DEIR) Comments received during public review of the DEIR are responded to by Consultant. Task 8.2 Prepare Final EIR(FEIR) Overriding considerations(if needed)developed for certification. Task 8.3 Final.General Plan Documents—corrections/updates Task 8.4 Adoption Hearings Phase Products: • Camera-Ready General Plan and EIR documents,CDs, and PRFs or HTML for web Public Outreach Program Public outreach is a key part of the update program and the Public Participation Plan will be developed with the consultant's assistance. The outreach needs to be initiated early to make the community aware of opportunities to establish an accurate understanding of the process. Timing of the outreach is listed within the phases and is summarized below. Project Website: Interactive website containing current information on status of the project, downloadable documents and presentations, .and a way to send information and input to appropriate staff. Establish a General Plan update (moderated) blog. Monitor the site to ensure responses are appropriate for.publishing. Online survey E-Updates: Develop an email contact list and send regular updates to maintain interest and generate participation. Work with Chamber of Commerce a-blast to get information out to business community. -49- I� 1 General.Plan Update Process Newsletter. Produce graphic-rich newsletter that provide information about process at key points. These can be developed as PDFs to email to list above. Distribute flyers through the schools. Media Outreach.- Meet with The Tribune, New Times, and SLO Journal staff at beginning of proms.to develop contact and conduit for information exchange. Contact radio stations for Public, Service. Announcements, Prepare news releases on the process and key elements of the update. Keep an on-going update on Channel 20. Surveys: Prepare a survey instrument and distribute to the community. Citizens'Advisory Committee: Citizens' Advisory Committees have been used to gather on-going input from community groups. The role of the group needs to be clearly defined.and establishing membership of the group participants can present challenges as there are a multitude of stakeholder groups and limited membership available. Size'of the group is critical — too small is not representative, however more than about 15 becomes unwieldy. The, Consultant will assist with defining effective methods for community outreach and participation: The Council will be asked during the data collection phase to appoint Citizens' Advisory.Committee members who will participate throughout the process, Presentations to Community interest groups(Speakers Bureau): Offer to speak before community and stakeholder groups. These groups include Kiwanis, Rotary, Board of Realtors, Home Builders Association,American Institute of Architects, schools, Chamber of Commerce, Downtown Association, City residents —both current and future, Residents for Quality Neighborhoods, Downtown Association, the Environmental Center of San. . Luis Obispo County, Sierra Club, County. of San. Luis Obispo, Land Conservancy, Cal Poly/Cuesta, Elementary, Junior High and High Schools, San Luis Obispo Council of Governments, Caltrans, All City .Departments, Air ,Pollution Control District, PGE, Gas Company, Phone company, cable and other utility providers, Regional Transit Authority, Amtrak,. Union Pacific Railroad, Transportation providers (both medical and school), Airport operations, County Visually impaired committee, CalFire, Local Tribal Contacts, Advisory Groups, Regional Water Quality Control Board, Media,:Office of Emergency Services, Fish and Game; Fish and.Wildlife Service, youth sports groups, seniors, housing providers, non:profits, interested people on E1R distribution.list, and more. Stakeholder interviews: Interview key community leaders, Council members, Advisory body members, etc. Community'Workshops: Hold workshops at.key points in the process to informieducate and solicit feedback. Use breakout sessions, graphics, walking tours, interactive, sessions to get input. Charrettes..may:be used for key design areas. - 50- /�� General Plan Update Process FarmersMarket Set up an information booth at Thursday and Saturday Farmers' Market. and distribute. newsletters, answer questions, get people involved. Public Hearings &Study Sessions Advisory bodies and Council. Other considerations: Aft translation services during meetings and outreach in other languages) for written materials needed? If so; which languages? Spanish would be most likely need. City H41019 Palm Open House Displays: Have updates and on-going display area for'TlanSLO"process in City Hall and 919 Palm ae/e■1■ell■I■Ire■■■■■/a■■■ec..,o �■■■a■■IRS■1�!'•�■■■■■■e■■a-a D E�elil�■it■�■■■�ll:�■�i■/■/�■■■■ � EJ EIe/e■!■e■L!lllO■■■■■■ /■111 EI 7era1�■�el:lamlt�■■■■���■t� C-] ■/■�ea■1■■`:1�■■■■■/e■■ D■/ee■■elY'1■�/■■■e/�/earl D �■■salm■sel ;l■i■■■�■■■/e/■�■■tl. 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Section 7.2 Background Materials Status Reports from November 20, 2009 Workshop LONG-TERM CAPITAL IMPROVEMENT PLAN Attachment 2 LONG-TERM CAPITAL IMPROVEMENT PLAN Summary of Facility and Infrastructure Improvements Through General Plan Build-Out November 2008 city of San LUIS i LONG-TERM CAPITAL IMPROVEMENT PLAN November 2008 TABLE bF coNTENTS INTRODUCTION Overview I Report Organization 2 Summary 3 CAPITAL IMPROVEMENT PLAN PROJECTS BY FUNCTION Public Safety 4 Police and Fire& Environmental Safety Public Utilities 5 Water and Wastewater Transportation 6 Streets 6 Creek&Flood Protection 7 Pedestrian&Bicycle Paths 7 Parking 9 Transit 9 Leisure, Cultural and Social Services 10 Parks&Recreation,Adobe Restoration and Public Art Community Development 11 Open Space Protection and Trails General Government 12 Information Technology and Buildings Cost Summary by Function 12 city of san tuis oBispo —INT,RODUCTION OVERVIEW The purpose of this report is to assist the Council in developing goals for 2009-11 by presenting a comprehensive but concise summary of the City's long-tern capital improvement plan (CIP) for facility, infrastructure, equipment and land costs needed to serve the City at build-out under the adopted General Plan. Provides a "menu" of possible "goal entrees." 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 2009-11. 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: $897.8 Million As summarized in the "sidebai" chart, these improvements total ■ community General Dexelopment Goverment $898 million, with transportation 3% s% improvements accounting for o Public safety + about 70% of these costs. O Leisure.Cultural ' Key Assumptions a Social Services 14% ®Transportation The following are key 69% assumptions underlying the costs •Public Utilities 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 2007-12 General Fund fiscal forecast two years estimated that annual costs in the General Fund alone to adequately maintain the facilities, infrastructure and equipment we 1 �✓' INTIRODUCTION already have in place is about $8 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 $21 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 $93 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, `must do" projects. In fact, this is the purpose of the City's goal-setting and budget process; 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 fixture, as a starting point in the goal-setting process. Crafting funding solutions for implementation based on Council priorities is the next step in the process, and an integral part of the Financial Plan process. REPORT ORGANIZATION Function Groupings. The report organizes CIP project into the six major functional areas used in the City's Financial Plan: Public Safety Police Protection, Fire& Environmental Safety Public Utilities Water, Wastewater Transportation Streets, Pedestrian &Bicycle Paths, Creek &Flood Protection, Parking,Transit -2- a INT'RODUCTION 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 2009-11. 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 2009-11 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. a-3 -3- 1 PROJECT SUMMARY Pro ect Description Plan or Poligy LinkCost PUBLIC SAFETY C.Y. d' ^ � .x ..$' "` 'Ys K±a:4'rw....i..hF a �•lAL' Land Acquisition for New Police Headquarters Police Facilities Master Pian 8;818,000 New Police Headquarters Facility Police Facilities Master Plan 33,705,000 Total Police Protection 42,523,000 >7r '-., -. .. . . .. i �i�.a'�.ab •x' -�..,"1 ._f '� '�' vie Eauliment Truck w/E ui ment Pending Fire Mastee Plan 1,133,000 Squad/Ambulance Pending Fire Master Plan 221,300 MDC's:Truck-2, Squad-1, OES-271, E-6 Pending Fire Master Plan 40,000 Technical/Heavy Rescue Response Vehicle Pending Fire Master Plan 100,000 Facilities Security/Perimeter Fencing Stations 2& E Safety Element 30,000 Instructional Facility& New Station Pending Fire Master Plan 2,500,000 Station 4 Addition I Safety Element 300,000 Total Fire and Environmental Safety 4,324,300 TOTAL PUBLIC SAFETY $ 46,847,300 -4- a-Y PROJECT R. SUMMARY Pro act lotion I Plan or Policy Link Cost PUBLIC UTILITIES Water Distribution Telemetry System Improvements IT Strategic Plan, March 2001 890,000 Master Plan Implementation Water Master Plan, October 2000, 7,540,000 prepared by Boyle Engineering Water Reuse Master Plan Implementation Water Reuse Master Plan, Sept.2004 7,210,000 Prepared by Dudek and Assoc. Total Water Service 15,640,000 jWAW . �„�1 Collection Telemetry System Improvements IT Strategic Plan, March 2001 730,000 Calle Joaquin Lift Station Wastewater Master Plan, Oct 2000 2,100,000 prepared by Brown and Caldwell. Silver City Lift Station Wastewater Master Plan, Oct 2000 250,000 prepared by Brown and Caldwell. Treatment and Reclamation Master Plan Implementation(plant Wastewater Master Plan, Oct 2000 42,600,000 improvements to meet General Plan o prepared by Brown and Caldwell. Pro'ected Treatment Requirements Improvements Estimated b Brown and Caldwell 4,100,000 Total Wastewater Service 49,780,000 TOTAL PUBLIC UTILITIES $ 65,420,000 S� -s- PROJIECT SUMMARY Pro ect ription I Plan or Policy Link cost I TRANSPORTATION Now Roads Prado Road: Broad to Hi era Circulation Element A.1 21,000,000 Prado at Higuera Intersection Margarita Area Specific Plan(MASP) 300,000 Prado Road: Higuera to US 101 Circulation Element A.1, BA 6,000,000 Buckley Road: Extend from Vachell to Hi era Circulation Element A.3 4,200,000 Bullock Lane Extension to Tank Farm Road Circulation Element A.4 3,200,000 Sacramento Drive Extension Orcutt Road Circulation Element A.5 1,600,000 Bishop Street Extension Across UPRR to Broad Circulation Element A.6 10.500,000 Santa Fe Rd: Realign s/o Tank Farm Road Circulation Element A.7, AASP 5,200,000 Santa Fe Rd:Connect with future Prado Rd Circulation Element A.7, MASP,Airport Area Specific Plan (AASP) 1,500,000 Road Widenings Hi era Street-High to Marsh Circulation Element B.1 3,700,000 Orcutt Road-Broad to Johnson Circulation Element B.2 1,600,000 Orcutt Road-UPRR Crossing Widening Circulation Element B.2 2,700,000 Tank Farm Road-S Higuera to Broad Circulation Element B.3, AASP 5,750,000 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 3,200,000 Santa Rosa Street at Foothill(EB RT lane) Circulation Element B.8(a) 1,100,000 Santa Rosa Street at Olive(NB RT Lane) Circulation Element B.8(b) 1,600,000 Santa Rosa Street at Walnut(LT lanes) Circulation Element B.8(c) 300,000 Santa Barbara Street: Upham to Broad Railroad District Plan 1,300000 Santa Barbara Street: Leff to Upham rRailroad District Plan 260,000 Broad Street:South Street to Alphonso I Four Creeks EIR 1,100,000 Freeway Interchanges Prado Road Interchange Circulation Element CA 42,000,000 LOVR Interchange Circulation Element C.2 28,300,000 Route 101/HWY 1 (Santa Rota) Circulation Element C.3 42,800,000 Broad Street/US 101 (Ramp Modifications Circulation Element C.4 1,600,000 Other Street Projects Monterey Street: Santa Rosa to Grand Circulation Element D.1 15,700,000 Orcutt Road Grade Separation at UPRR Circulation Element 0.2 21,000,000 Prefumo Canyon Road-Landscaped median Circulation Element D.3 525,000 Broad Street Dogleg Circulation Element 5.3 375,000 Guard Rail Upgrade and Replacement Safety Element 1,050,000 Congestion Relief Projects Circulation Element 5,225,000 Neighborhood Traffic Management Circulation Element, LU 2.1.3. 850,000 Traffic Safety Mitigation Circulation Element 5,225,000 LOVR Landscaped Medians Circulation Element 2,100,000 Broad Street Landscaped Medians (S of Orcutt) AASP 2,625,000 Broad Street Corridor Enhancement Circulation Element 2,100,000 Santa Rosa Street Corridor Enhancement Circulation Element 1,575,000 Foothill Road Corridor Enhancement— Circulation Element 1,575,000 Undergrounding of Overhead Utility Lines Circulation Element 21,000,000 Ci Assistance: Neighborhood Improvements Housing Element 7.3.3 5,225,000 Parker Street Improvements Mid-Higuera Enhancement Plan 75,000 Brook Street Extension &Plaza Mid-Hig;uera Enhancement Plan 225,000 Walker/Pacific Closure&Plaza Mid-Hi uera Enhancement Plan 225,0001 -6- PROJECT SUMMARY Project Description I Plan or Folic Link Cost Traffic Signals, Street Lights 6 Signals New Traffic Signals Circulation Element 2,625,000 Traffic Signal System Upgrade Circulation Element 775,000 Video Detect/Surveillance Circulation,Element 1,050,000 Traffic Si nal Communications Circulation Element 1,575,000 Downtown Pedestrian Level Street Lighting Circulation Element 2,400,000 New Street Lights $15,000 Per Year Circulation Element 325,000 Street Light Modifications/Upgrade Circulation Element 2;600,000 Downtown Pedestrian Signals Improvements Circulation Element 300,000 Billboard Removal Program Circulation Element 14.11 2,100,000 Acquire 975 Broad Street, Extend SLO Creek Circulation Element 2,100,000 Path West of Ni omo Crosswalk Lighting Systems Circulation Element 300,000 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 4,700,000 California Avenue: SLO Creek Land Use Element 6.4.6E OS 3.2.1 E 6,300,000 Johnson Avenue:SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 3,000,000 Chorro Street: Stenner Creek Land Use Element 6.4.6E, OS 3.2.1E 2,700,000 Madonna: Prefumo Creek Land Use Element 6.4.5E, OS 3.2.1 E 1,450,000 Bianchi Lane:SLO Creek Mid-Hi uera Enhancement Plan 525,000 Calle Joaquin: Prefumo Creek land Use Element 6.4.6E, OS 3.2.1 E 1,775,000 MurrayStreet: Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 2,100,000 Total Streets 317,285,000 Cuesta Park Detention Facility Waterway Management Plan 10,875,000 Mid-Higuera Bypass Channels Waterway Management Pian 5,300,000 Mid-Hi uera Enhancement Plan Elks Lane Bypass Channels Waterway Management Plan 12,850,000 Channel Modifications near LOVR Waterway Management Plan 6,800,000 Creek Bank Stabilization Waterway Management Plan 31,800,000 Creek Bed Stabilization Waterway Management Plan 22,600,000 Remove man-made obstructions from creeks Land Use Element 6.5.1C 5,225,000 Total Creek and FloodProtection { 95,450,000 lflT y / Pedestrian Complete Community Sidewalk System Circulation Element, Cl 5.1.2 18;254,000 Continue Program of Replacing Existing Curbs with Handicapped Ramps Circulation Element, Cl 5.1.3 6,273,000 Repave Pedestrian Crossings and Install Pedestrian Bulb-Outs Circulation Element 5.0.58. 523,000 Monterey Street Civic Center Plaza Installation Circulation Element 2,379,000 Garden Street Makeover Circulation Element DA 345,000 Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution No. 9114 4,600,000 RR District Boardwalks Railroad District Plan 314,000 Leff and Osos Improvements Railroad District Plan 309,000 Walk of Histo est Side of Tracks Railroad District Plan 523,000 a-� -7. PROJjtCT SUMMARY Project Description I Plan or Policy Link Cost Bicycle Paths Bob Jones Trail Prado to LOVR 2007 Bike Plan 2,300,000 Prado Road Bike Bridges 2007 Bike Plan 523,000 Bob Jones Trail Elks to Prado 2007.Bike Plan 1,658,000 Bob Jones Trail Madonna to Elks 2007 Bike Pian 1,255,000 Elks Lane Parallel Bike Bride 2007 Bike Plan 366,000 Bob Jones Trail(Marsh to Madonna) 2007 Bike Plan, Mid-Higuera Enhancement Plan 1,464,000 Madonna Road Underpass 2007 Bike Plan 157,000 Bob Jones Trail LOUR to Barn2007 Bike Plan 523,000 Prefumo Arm. Calle Joaquin to Madonna 2007 Bike Plan 972,000 Madonna Road Bridge to Laguna Park 2007 Bike Plan 1,673,000 Railroad Bike Path(Depot to Marsh 2007 Bike Plan 2,718,000 Railroad Bike Path Marsh to Hathwa 2007 Bike Plan 6,891,000 Railroad Bike Path Hathwa to Foothill 2007 Bike Plan 366,000 Railroad Bike Path Foothill to Campus 2007 Bike Plan 162,000 Railroad Bike Path Foothill Bridge) 2007 Bike Plan 11777,000 Path Along n/Orcutt to Laurel 2007 Bike Plan 136,000 Path Along Creek to Southwood 2007 Bike Plan 366,000 Railroad Bike Path Laurel to Tank Farm 2007 Bike Plan 1,150,000 Bridge Over Tank Farm Road 2007 Bike Plan 1,568,000 Brid a Over RR Q Fairview/Penny Ln 2007 Bike Plan Railroad District Plan 2,091,000 Underpass at Industrial Way 2007 Bike Plan 732,000 Bridge from SinsheimerPark to Lawrence Drive 2007 Bike Plan, Railroad District Plan 3,241,000 Railroad Bike Path (High to Roundhouse 2007 Bike Plan 240,000 RR Bike Path Roundhouse to McMillian 2007 Bike Plan 753,000 Acacia Creek BP Rockview to Damon-Garcia), 2007 Bike Plan 627,000 Acacia Creek BP Damon-Garcia to Tank Farm 2007 Bike Plan;AASP 261,000 Acacia Creek Underpass @ SR 227 2007 Bike Plan 366,000 Union Oil PropBP(Tank-Farm to Buckle 2007 Bike Plan;AASP 1,568,000 Buckley Road Path Broad to Vachell 2007 Bike Plan;AASP 3,450,000 Tank Farm Crk.BP ank Farm to Vachell 2007 Bike Plan; AASP 1,464,000 Morro Street BB Santa Barbara to Pismo _ 2007 Bike Plan 52,000 South Street Widening for BP 2007 Bike Plan 52,000 Bikeslot at California-Foothill 2007 Bike Plan 162,000 Bikeslot at South-Broad 2007 Bike Plan 142,000 Bikeslot at S.Hi uera-LOVR 2007 Bike Plan 209,000 Bike Path Flora to RAN) 2007 Bike Plan 314,000 La na Lake Park to Foothill 2007 Bike Plan 1,673,000 Marsh Street Interchange Mods 2007 Bike Plan 314,000 South Hills Path(Margarita Area to Exposition) 2007 Bike Plan; MASP 1,568,000 Railroad Corridor Palm Tree Planting Railroad District Plan 105,000. Total Pedestrian and Bicycle Paths 78,729,000 PROJECT s • SUMMARY Project Description Plan or PolicyLink Cost :3 '73,._. ..� -rf,$i�°•'.�_vfi"- . .�'{.. •r.� ^��`' 3? :.°� IG:s :Y'sili&L' '?.t •+ a.a,__... NARF Parking Access and Parking Management Plan 31,350,000 New Parking Structure 1 every 5 ars Access and Parking Management Plan 62,725,000 New Parking Lot Acquisition- Access and Parking Management Plan 6,275,000 New Meter Installations -E/o Santa Rosa Access and Parking Management Plan 52,000 Residential Parking District.Implementation Access and Parking Management Plan 209,000. Develop Downtown Park and Ride Lots Circulation Element 12.6, Access and 2,100,000 Parking Management Plan Additional Passen er Loading Area Near Depot I Railroad District Plan 105,000 Total Parking 102,816,000 capital Bus Stop Improvements Short Range Transit Plan 418,000 Bus Expansion 1 Every 3 Years Short Range Transit Plan 2,600,000 NARF:Transit Short Range Transit Plan 5,225,000 RTC Transfer Point Upgrade Short Range Transit Plan 775,000 Transit Signal Priority System Short Range Transit Plan 1,050,000 Freight Warehouse Transfer Center Regional Transportation Plan 1,350,000 Voice Enunciation System Short Range Transit Plan 260,000 Automatic Bus Washer Short Range Transit Plan 260,000 Bus Yard Expansion Regional Transortation Plan 3,125,000 Total Transit 15,063,000 TOTAL TRANSPORTATION $609,343,000 -9- �� PROJECT Project Description I Plan or PollFij Link cost pLEISUREj CULTURAL AND SOCIAL Parks Laguna Lake Park Master Plan Parks and Recreation Element(2.55.2) 2,614,000 Laguna Lake Dredging Laguna Lake Management Program 7,319 000 Margarita Area Neighborhood Park/Additional MASP/Parks & Recreation Element 8,158,500 Sports Fields 2.53 Orcutt Area Neighborhood Park GASP/Parks & Recreation Element 11,111,100 2.53 Caltrans North Property Acquisition &Park Mid-Hi vera Enhancement Plan 2,331,000 Other Parks to Meet 10 acres/1,000 Goal Parks and Recreation Element 2.1.1 71,639,400 Other lrr*rovements Mini Parks Parks and Recreation Element(2.40L- 1,050,000 Tennis Courts Parks and Recreation Element 2.40 625,000 Sinsheimer Park Master Plan Parks and Recreation Element(2.56.2) 2,100,000 Community Center Parks and Recreation Element 2.54 8,350 000 Meadow Park Upgrades Parks and Recreation Element 2.54 260,000 Sand Volleyball Facility Emerson Park Parks and Recreation Element(2.57.5) 105,000 Skate Park Major City Goal 2007-09 1,000,000 Golf Course Parks&Recreation Element 1.33.2 209,000 Total Parks and Recreation 116,872,000 ^ n }Y 4 „ .tA� s _ it 'r,•'�g:4',ytl�n'�...�}Yr - ,.ae::��'.Cy a:.. ry.,. Adobe Restoration Parks and Recreation Element 2.57.5 3,125,000 Railroad District GatewayTree Planting Railroad District Plan 26,000 Historic Railroad Car Display Railroad District Plan 26,000 Public Art @ 1% of CIP Costs Art in Public Places Policy 8,725,000 Total Cultural Services 11,902,000 TOTAL LEISURE, CULTURAL AND SOCIAL SERVICES 1 128,774,000 - 10- ���� 1 PROJECT SUMMARY Project DescriRbon Plan or Policy Link I Cost coMMUNITY DEVELOPMENT•�y '.'�„»gym.._ -Y:• $ _ e.a.: ,ib ,... "F: :.1'_ '. �.SXw<""P:�.::+.v..• Open Space A uisition,Trail Development I Conservation& Open Space Element 1 25,000,000 Creek Pedestrian Trail and Open Space I Mid-Hi uera Enhancement Plan 500,000 Total Natural Resources 25,500,000 TOTAL COMMUNITY DEVELOPMENT 25,500,000 PROJECT SUMMARY Pro'ect Descrition I Plan or Policy Link Cost GENERAL GOVERNMENT AT > w. -&v* �' Vis, � SN "LL`.'.�'•v, Document Management I IT Strategic Plan, March 2001 650,000 E-Govemment I IT Strategic Plan, March 2001 250,000 Technology Mgt Tools/Security Im rovements I IT Strategic Plan, March 2001 225,000 Technology Infrastructure Improvements I IT Strategic Plan, March 2001 813,000 Total Information Technolo 1,938,000 T 4w 5 .s,��.a1�s 'moi' � M4k,. ti ..�n� .0�z,, »;y q n., :,4V Lhl?�1'.'�^�`�yiry City Hall Expansion Conceptual Physical Plan for City Ctr; 20,000,000 Facilities Master Plan: 1988-2010 Total Buildings 20,000,000 TOTAL GENERAL GOVERNMENT 21,938,000 SUMMARY • Public Safety 46,847,300 Public Utilities 65,420,000 Transportation 609,343,000 Leisure, Cultural and Social Services 128,774,000 Community Development 25,500,000 General Government 21,938,000 Total 1 $897,822,300 Long-Term CIP By Function: $897.8 Million ■ Community ® General Development Government 3% 2% 0 Public Safety 5% % D Leisure, Cultural Ah &Social ri Services 14% M Transportation 69% ■Public Utilities 7% - 12- a ^' Section Background Materials Status Reports from November 20, 2008 Workshop STATUS OF 2007=09 GOALS AND OBJECTIVES Attachment 3 STATUS OF OBJECTIVES As of November 1, 2008 city of San tUlS OBISPO I STAT uS OF GOALS AND OBJECTIVES As of November 1, 2008 TABLE OF CONTENTS INTRODUCTION OTHER COUNCIL OBJECTIVES Overview I Public Safety Report Card:Major City Goals 1 Public Safety Facility 26 Report Card: Other Council Objectives 2 Action Plan Changes 2 Transportation Next Report 3 Undergrounding Overhead Utilities at City Gateways 26 MAJOR CITY GOALS Leisure, Cultural&Social Services Laguna Lake Dredging 26 Public Safety Tree Planting and Maintenance 26 Public Safety Service Levels 4 Community Partnerships 26 Transportation Community Development Neighborhood Paving& Land Use and Circulation Element Update 26 Deferred Street Maintenance 7 Night Sky Ordinance 27 Traffic Congestion Relief 8 Bikeway Improvements 11 CARRYOVER GOALS AND OBJECTIVES Flood Protection 13 Leisure& Cultural Services Major City Goals Senior Citizen Facilities 14 Economic Development: Sales Tax Roller Hockey Rink& and TOT Revenues 28 Skate Park Improvements 15 Homeless Services 16 Other Council Objectives Waterways Management Plan Community Development Implementation Program 28 Affordable Housing 18 Airport Area Annexation 28 Neighborhood Wellness 20 Broad Street Corridor Plan 28 Downtown Improvements 22 Open Space Preservation 25 2007-08 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 1, 2008 TABLE OF CONTENTS INTRODUCTION OTHER COUNCIL OBJECTIVES Overview 1 Public Safety Report Card: Major City Goals 1 Public Safety Facility 26 Report Card:Other Council Objectives 2 Action Plan Changes 2 Transportation Next Report 3 Undergrounding Overhead Utilities at City Gateways 26 MAJOR CITY GOALS Leisure, Cultural& Social.Services Laguna Lake Dredging 26 Public Safety Tree Planting and Maintenance 26 Public Safety Service Levels 4 Community Partnerships 26 Transportation Community Development Neighborhood Paving& Land Use and Circulation Element Update 26 Deferred Street.Maintenance 7 Night Sky Ordinance 27 Traffic Congestion Relief 8 Bikeway Improvements 11 CARRYOVER GOALS AND OBJECTIVES Flood Protection 13 Leisure& Cultural Services Major City Goals Senior Citizen Facilities 14 Economic Development: Sales Tax Roller Hockey Rink& and TOT Revenues 28 Skate Park Improvements 15 Homeless Services 16 Other Council Objectives Waterways Management Plan Community Development Implementation Program 28 Affordable Housing 18 Airport Area Annexation 28 Neighborhood Wellness 20 Broad Street Corridor Plan 28 Downtown Improvements 22 Open Space Preservation 25 INTRODUCTION OVERVIEW Organization. The "report card" is followed by a short summary of notable changes from the original action plan. After this is a more detailed report on This report details the status of major City goals set each major city goal, which shows the objective, by the Council as part of the 2007-09 Financial Plan. action plan as adopted by the Council, any revisions In general, we are on-track in (additions are shown in italics; accomplishing these objectives - date changes are also shown in based on the work programs adopted italics and highlighted in a separate by the Council. Many of these are multi- column; and deletions are shown in year goals that have strikeout) and a brief status Report Card The following is a activities associated with summary as of November 1,2008. quick "report card" on the status of them that go beyond the two-year 2007-09 time major City goals based on the Shorter reports are provided for "action plans" approved b the frame. This status report is other Council objectives" for P PP Y focused on approved � Council as part of the 2007-09 "Action Plan"tasks through 2007-09 as well as for "carryover Financial Plan. As a benchmark, at June 30, 2009. goals"from 2005-07. November 1, 2008, we are about 67% through the two-year Financial Plan period. Most of the goals are near or exceed. this level, with many goals showing good progress. Report Card: 2007-09 Major City Goals Percent Com*lete as of Novemberrr Public Safety Service Levels Neighborhood Paving&Deferred Street Maintenance Traffic Congestion Relief Bicycle Improvements Flood Protection Senior Citizen Facilities Roller Hockey Rink&Skatepark Improvements Homeless Services Affordable Housing Neighborhood Wellness Downtown Improvements Open Space Preservation 00/6 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% - 1 - INTRODUCTION Report Card: 2007-09 Other Council Objectives Public Safety Facility Undergrounding Overhead Utilities at City Gateways Laguna Lake Dredging Study Tree Planting&Maintenance Community Partnerships Land Use&Circulation Element Update Night Sky Ordinance 0% 10% 20% 30% 40% 50% 00% 70% 80% 90% 100% ACTION PLAN CHANGES Road/Broad Street intersection have been delayed to 2009. As a result of budget balancing, South Higuera widening from Margarita Avenue to Elks As noted above, in general we are on-track in Lane has been deferred. accomplishing these objectives based on the work programs adopted by the Council. However, notable Bikeway Improvements. The Railroad Safety changes from the original action plans include the Trail Phase 3 is currently under design and is following. anticipated to take up to a year for design completion. Phase 4 is under construction and is Major City Goals anticipated to be completed by March 2009. Preliminary engineering has begun on the Highway Public Safety Service Levels. Although the hiring US 101 Bridge Crossing. Staff anticipates being process for some of the positions had been slightly ready to invite bids in Fall 2009. An additional State delayed, the department has now filled all of the Bicycle grant has been received for construction of added positions, with two positions being held Phase 3, which extends the trail from the train vacant as a result of Council's budget balancing station to Marsh Street. actions on September 30, 2008. The Public Safety Dispatch Center is back on track with the award of Senior Citizen Facilities. The Senior Center the construction contract anticipated in November remodel completion has experienced a few delays 2008. but is expected in November 2008 as is the award of contract for the construction of parking adjacent to Traffic Congestion Relief. Progress has been made the facility. The Senior Center needs study has been on several projects with construction complete on deferred as a budget balancing strategy. Orcutt Road and Santa Barbara Street widening. Due to Consultant changes, the Short Range Transit Downtown Improvements. As set forth in the goal Plan Update will be considered by Council in Spring progress continues on most tasks to improve 2009. To better coordinate with the Tank Farm downtown. A proposed program to install parking Sewer project, improvements to the Tank. Farm wayfinding signs was recently reviewed and -2- 3-a INTRODUCTION deferred by Council. A Task Force has been formed project, so it can be completed before Caltrans and will bring forth findings and recommendations repaves Broad Street as part of its current project. to Council in May 2009 regarding the City's Parking Fund. NEXT REPORT Other Council Objectives We will present the next "formal report" to the Almost all of the objectives set by Council have Council in February 2009 as part of the 2008-09 seen progress and the Laguna Lake Dredging is Mid-Year Budget Review. In the interim, we will already halfway through its work program. keep the Council up-to-date on the status of major However, one goal has seen no progress due to the projects through agenda reports, Council Notes, and third party involved being unavailable to make this a other briefing opportunities. high priority. Undergrounding Overhead Utilities at City Gateways. No progress has been made on this project. PG&E has been focusing the efforts of its engineers on the Broad Street undergrounding -3- 3 ,3 • O • CITY GOALS PUBLIC SAFETY SERVICE LEVELS Objective. Improve public safety service levels, with an emphasis in police services on neighborhood patrols (particularly at night)and traffic safety; and on prevention and training in fire services. Action Plan Current Revised Task „Y5 ,�~.;.. ,�. ' r,� ,:,^••_'acv`".Mstt, '„i��` rt� .'u'3fl7;a-�Xh�n.. d' :':� r:15 P 1. Recruit and hire additional police officer and dispatch positions;purchase necessary Complete vehicles and equipment. 2. Examine internal policies regarding SNAP and police response to noise and party Complete disturbances in order to assess whether or not changes are needed. 3. Develop and implement strategies for Traffic Unit and patrol officers to enhance traffic Complete enforcement and safety,especially at high-collisions areas as identified in the Traffic Safety Report. 4. Develop strategies for closer collaboration with Public Works Traffic Engineering staff Complete to more comprehensively address traffic concerns. 5. Purchase and install grant-funded radar speed display devices in coordination with Complete Public Works. 6. Develop detailed programs for neighborhood patrol services,including evaluating 7/08 Complete current patrol deployment methodology and examining alternative deployment strategies. �1A8 7. Defer implementation of neighborhood team program pending further consideration by Complete Council during 2009-11 financial planning process,per Council direction on 9-30-08. Two officer positions being held vacant for 2008-09. 8. Complete training of new police officers(including specialized motorcycle training for 11/08 12/08 a new traffic officer)and dispatcher. 9. Research other ordinances and tools in use in other jurisdictions to address noise,party, 11/08 5/09 and underagelexcessive drinking problems. If additional legal tools are identified as potentially valuable in our City,make appropriate recommendations to CAO and Council.. 10. Implement E-Citation and E-Collision reporting technology. 6/08 12108 11. Research traffic safety technologies such as red light cameras and indicators to 12/08 determine whether or not they would potentially be effective in increasing traffic safety in our City. If staff believes they would be valuable,make appropriate recommendations to CAO and Council for funding in 2009-11. 1. Develop appropriate job description for Fire Marshal. Complete 2. Advertise Administrative Assistant position Complete 3. Interview applicants Complete 4. Conduct testing and interview successful Fire Marshal candidates. Complete 5. Hire new Fire Marshal and new Administrative Assistant Complete 6. Finalize and activate"Train the Trainee'program Complete 7. Develop Organizational Development Program and create supporting database 6/09 -4- 3_y MAJOR CITY GOALS 8. Develop job description for Training Battalion Chief. Complete 9. Meet and confer with appropriate labor units and establish hiring process for Training Complete Battalion Chief. 10. Conduct testing and interview successful Training Battalion Chief Candidates. Complete 11. Hire Fire Training Battalion Chief. Complete 9" 4. 8 14. Conduct Recruit Firefighter Academy. 4/09 15. Place new Firefighters in service. 6/09 5 .n. , 'm.,.la.� t� 'k�h,u ''i .'�wi° �' � P�:T� 4�.;,',`•"Wii1�. c�:�. 1. Invite bids for dispatch center construction. Complete 2. Receive construction bids. 8/08 Complete 3. Evaluate bids and award construction contract. 10/08 11/08 4. Execute contract;contractor mobilizes and begins work. 11/08 .12/08 5. Issue request.for proposals for radio system replacement. 8/08 11/08 6. Receive and evaluate radio system proposals;award contract and begin installation. 9/08 1/09 7. Complete dispatch center construction. 6/09 11/09 8. Install furnishings and technology equipment. 10/09 12/09 9. Train,cutover and occupy dispatch center;complete radio system improvements. 112/09 13110 Status Summary: Police Services—70%Complete Staffing. Due to the City's hiring chill implemented in June, the Police Department held two police officer positions for the newly designed four-officer Neighborhood Team vacant. On September 30, 2008, Council, as part of the budget balancing measures taken to balance the 2009-10 budget froze these two positions. Further implementation of the new Neighborhood Team will be considered during the 2009-11 financial plan process. Strategy Development for Improving Services to Neighborhoods. The two officer positions added pursuant to this goal have been deployed on weekend nights to increase staffing and improve response to noise and party complaints. Door hangers explaining the noise ordinance and alcohol laws were distributed to residents living in the neighborhoods near Cal Poly. Officers have been more aggressively enforcing the noise ordinance. Cal Poly University Police has been working cooperatively with City officers to respond to noise and party complaints, pro-actively contact repeat offenders,and outreach to the Greek community. Staff has completed draft modifications to the City Social Host ordinance and is in the process of meeting with stakeholders for input. Staff has created a draft of a new Nighttime Curfew Ordinance which is under legal review prior to seeking stakeholder input. Staff is also conducting research into other ordinances related to alcohol fees and property owner responsibility. Staff has modified the completion date for this portion of the workplan to May 2009 in order to allow sufficient time to develop recommendations for Council and to ensure various stakeholders have an opportunity to provide feedback and participate in the process. Increasing Traffic Safety. Staff members from the Police and Public Works Departments have improved communication and collaboration regarding traffic safety issues. A new format for the annual Traffic Safety Report integrates collision analysis, enforcement data, and education activities into one report. Traffic enforcement activities by traffic and patrol officers have increased, especially at intersections and corridors with high collision rates. Special nighttime DUI patrols and weekly traffic enforcement focus areas have been MA16R CITY GOALS"---'! implemented which concentrate resources on a particular area or type of violation. New grant-funded radar devices have been installed in patrol vehicles and police motorcycles, and educational speed displays have been mounted on Johnson and Santa Rosa to alert drivers to thein actual speed. The new electronic collision reporting and citation system is being field tested and should be fully implemented in December 2008. Status Summary: Fire Services—75% Complete Staffing. Due to lower than expected attrition,the hiring and training of recruits is being delayed until the spring of 2009. Train-the-Trainer. Following the Fire department policy to "Train-the-Trainer", several employees have been sent to a variety of sessions and locations including Los Angeles for a Training Symposium with subjects including: 1. Structure fire initial attack 2. Interior hose operations 3. Primary and secondary victim searches-in burning structures 4. Roof ventilation for structure fires\ 5. Truck operations 6. Forcible entry Succession Training. A revision of the outdated Outside Training Policy incorporated in Succession Training has been completed and more individuals have been receiving the training identified. On October 29'"many City employees participated in a monitored EOC drill providing a wide range of City employees the opportunity to prepare for an actual(and hopefully unlikely)disaster. Department Master Plan. Upon approval by Council in March 2008 the Request for Proposals for a Master Plan for the Fire Department was distributed to interested consultants. The contract was issued to CityGate Corporation and the information gathering is well underway. The final report is expected to be delivered to the Council in the first quarter of 2009. Status Summary:Dispatch Center and Radio System Replacement—20%Complete The bid package was approved by the CAO in August 2008. Very favorable bids were received on October 15 ($1.5 million under the Engineer's Estimate of $4.9 million) and the contract award is expected be made in November 2008 with groundbreaking planned for December 1,2008. MAJOR CITY OA NEIGHBORHOOD PAVING AND DEFERRED STREET MAINTENANCE Objective. Restore the neighborhood and downtown paving program, and catch up with deferred street maintenance. Action Plan Task Current Revised 1. Perform pavement street repairs using City crews Ongoing 2. Pursue outside funding for pavement projects Ongoing 3. Complete arterial street repair project Complete 4, Complete Los Osos Valley Road pavement repair project:City limits to Highway 101 Complete 5. Complete Higuem Street paving in Downtown Complete 6. Work with Downtown Association in finalizing paving locations for 2008-09 Complete 7. Complete paving in Area 1 Complete 8. Complete 2008-09 Downtown paving project 2/09 9. Complete design of paving project for Area 2 6/09 Status Summary: 65% Complete. Street Maintenance crews have been busy at work preparing Area 2 for a summer 2009 rehabilitation project and completing some minor street rehabilitation. The Los Osos Valley Road rehabilitation project is complete. Staff has met with the Downtown Association regarding possible street projects for next year and how best to coordinate the timing of these projects with special events and activities in the Downtown. After discussion with the Downtown Association, it appears that first quarter of 2009 is the best time to complete the next project. The project will resurface Osos Street between Monterey and Palm, with emphasis on repairing damage done by the continued use of this block by the RTA buses. 3-� MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF Objective. Expand efforts to reduce and manage traffic congestion throughout the City, including the Los Osos Valley Road corridor and interchange. Action.Plan Task Curretit Revised t ifd� .,M1� � �_.. ° �titl. 3.�F T'PA•,yv<.��1Y«�.M`.'n«44�ia. -i 1. fete Short Egg Transit Plan U daQ�tee. / 06/08 03109 1. Extend Evening Service Hours on Route 4,Routes 6a/6b� Complete 2. Begin Review of Evening Service Hours modifications on Routes 2 and 3 Complete 3. lement ev ` service modifications to Routes 2 and 3 Complete •J#.: »m3" KSm].(ili.Y' �.P£.h A{�+. .:A t'x:ix. _ 1. Prepare and distribute request for proposals for consultant services for first year report Complete (subsequent annual reports will be prepared by City staff). 2. Hire consultant and begin preparing report. Complete 3. Comvlete=and pre=t results to the Council. 12/08 06/09 - 1. Complete National Environmental Policy Act(NEPA)document to secure funding for 6/08 Complete design and construction. 2. Complete final project design 3/09 12/09 3. Pursue additional funding as needed to complete Mid-Higuera widening project Marsh to Ongoing Ongoing High Street v'C+�.."r's} .� � ... {�in {�``�'°.ni�{.''��. _. •'� .rXY.'.:7C•"1%5r!-'.',� n•:a� l✓,-.`:': f_:.°5 ��u ti _.J i_ ."..�hY6:�iit�. 1. Complete UPRR permitting of project Complete 2. Pursue additional funding as needed to complete Orcutt Road widening project Duncan to Ongoing Complete Laurel Lane 3. Begin construction Complete 4. Complete major construction Complete 5. Begin signal installation 12108 6. Com Tete RM'ect 03/09 t.. oye a .1U :7Srr'�.".�� ,.N,.n� '»��Rw ..�y. .1 � ���F.�' .it.'!!>"itYE a.•,y �tf ..3�.�S' ,i ..-. 1. Bid project 4 Complete 2. Begin construction Complete 3. Co Iete construction 8/08 Complete . .a,• ;E.I , , ,w,r :�:o - s `'�`�.::5::r• # :& a 4 ' "C:F1?�5.:.r._ 1. Work with west side Margarita area property owners to resolve funding issues and outline Ongoing project development schedule 2. Begin environmental review and technical studies by MASP property owners On hold 3. Begin project plans,specification and estimates(PS&E)by MASP property owners On hold 4. Complete environmental review. On hold 5. Complete construction plans and specifications. On hold 6. Process reimbursement and financial plan for project On hold 7. Begin construction sub•ect to available rig t-of--wa and rivate develo went schedule On hold v_a•y .� '.�•f,� _-rbµY• :+'i'�, {t ��GGl��!..--''yy" P L�L.rar.- JJ}}<.. �� OII:4xrcZ f•.an:6 tM. .1: »+.F'�v'T�felY:Xi"��46.u1'�� 4•:� S. .�:l.Y'? 1. Begin construction Complete 2. 2om late construction Complete err 1. Complete environmental review of the project Complete 2. Complete Caltrans Project Report Complete 3. Compete for STIP funding Complete 4. Begin preparing construction plans and specifications 7/08 Completed 5. Pursue additional funding Ongoing 6. Implement phase improvements as new development is approved and can be identified Ongoing -8- 3 _g MAj6R CITY GOALS- h'. v i- ! kli". See Bi le rovements Work Program 1, Begin project design(Combined Scope of PismoBuchon NTM Program) Complete 04/09 2. Begin construction 8/08 08/09 3. Complete construction 10/08 10/09 +�. n yw.. .p:.. ,y .1 ,,yypp�� L 1 •F..vY` very v - e +i:.. . fry3., 1 1. Prepare and distribute request for proposals for consultant services for design services Complete 2. Hire consultant and begin design. Complete 31. 8eavlete deeign 9/08 Deferred 41 Begin senstmetie 12/08 Deferred 4/09 Deferred •.+, e�(�r�;.. k• ,f •hLy +''; 1 '.T.�:� iAY7A+.s'! 'i ,r�.. Ye da+F ':�:.r.. - 1. Initiate design of Tank Farm Road widening project Underway Underway 2. Complete project design 6/09 12/09 3. Begin construction(contingent upon completion of Tank Farm Lift Station project& 6/09 4/10 PG&E under undin of overhead utili lines. N��NOKNQZ U0 1. Distribute a request for proposals Complete 2. Interview and rank proposers Complete 3. Award a contract Complete 4 Complete Model Update 6/09 Status Summary: 70%Complete. Transit Service Improvements. The new trolley was received in September 2008. Six heavy duty transit vehicles have been ordered and staff is anticipating delivery by the end of June 2009. The SRTP got off to a late start.. Due to the acquisition of our consultant's firm, the Short Term Transit Plan(STTP).start was slowed. The draft SRTP spent longer in the public review process than originally anticipated. The final draft report will be presented to the Mass Transportation Committee in November 2008. The report will then be reviewed by the Planning Commission and finally on to Council in spring 2009. . Orcutt Road and Santa Barbara Street Widening. Both widening projects have been completed and the traffic signal installation at Laurel and Orcutt is scheduled for December 2008. Mid-Higuera Widening. A contract has been awarded to a property acquisition consultant who has begun preliminary property acquisition tasks. In March 2009, the budgetary estimates are expected to be completed which will help determine the City's expected costs. Given the amount of property acquisition and the likely high cost, staff anticipates returning to Council upon receipt of the budgetary estimates. At that time staff will present a possible limited acquisition project to allow improvements at the Higuera/Marsh intersection to occur in advance of the rest of the widening and to request direction from Council whether to proceed. Final plans will be completed based on direction from Council. Higuera Widening —Margarita to Elks. This project was deferred through the Council's budget reduction in September 2008. It will be included for consideration in the 2009-11 Financial Plan. Prado Road Extension. Progress on this project is on-hold as a result of market conditions. Staff continues to work with the developers of both housing and business park zoned properties in the area in an effort to coordinate the extension of Prado Road as soon as feasible. Unfortunately, at this time, staff cannot predict when the project will be under way. LOUR Interchange. The environmental document and draft project report. were presented to Council for comment in October 2008. City staff successfully worked with SLOCOG to program construction funds for this -9- 5-y ► • ' CITY GOALS '-" project in the 2008 State Transportation Improvement Program (STIP). Following Caltrans review and final approval of the draft project report and related environmental documents the City's consultants will start work on the construction documents. Traffic Mode! Upgrade & Congestion Management Report A consultant has been awarded the Base Year Traffic Model services contract and work has begun. Staff anticipates it will take six to nine month to complete the base model. Additionally, a consultant has been awarded the congestion management report contact and work has begun with completion of this work anticipated by June 2009. Tank Farm Road Intersection Improvements. The delay to this project is due its coordination with the Tank Farm Gravity Sewer and Lift Station project now under construction. The improvements to this intersection cannot take place until the existing lift station is removed, which will be one of the final phases of construction. This project is also being coordinated with the under-grounding of the existing overhead utility lines along Broad Street. PG&E is currently working on design drawings for the under-grounding, and expects construction to occur in mid 2009. The intersection improvements will follow both of these projects and is expected to be completed in:2010. _ 10- 3'/O MAJOR CITY GOALS BIKEWAY IMPROVEMENTS Objective. Continue to work towards completion of the Railroad Safety Trail; improve maintenance of existing bicycle trails,lanes and byways; and consider additional bike trails. Action Plan Tisk CUrrent Revised Railroad Saf Trail-Phase 3 ' r. - - •« 1. Complete negotiations and execute license agreement with UPRR for use of their property 12-09 for the Railroad Safety Trail bikeway. 2. Acquire additional fimding Complete 3. Complete construction documents. 3-09 6-09 Railroad Safety Trail-PLBse 4 w 1. Complete construction drawings. Complete Complete 2. Complete construction using grant funding. 9/08 3-09 •r ,adBafe .'TG51fI •:• vv "1 1` ,.. �" . ` r. 7.,.'t::tl u r :•' Sty. ( ., .. .. ...., s:_ I. Award design contract. Complete 2. Complete design and invite construction bids. 4/09 10/09 3. Award contract and begin construction. 7/09 01/10 .lob lone, to,3ea Trail 1. Pursue outside funding for bridge connections. Ongoing Complete 2. Begin construction of Phase 1 a bike path. Complete 3. Complete construction of Phase 1 a bike path. Complete 4. Complete construction drawings for bridge abutments. 10/08 04/09 5. Complete construction and install bridges. 6/09 12/09 -Bill`Roalman2i cle Boulevard',Phm 2 Bulb-Outs 1. Complete design and award contract for bulb-outs. 8/08 11/08 2. Complete construction of bulb-outs. 12/08 04/09 Other Pro heft That Improve Bi cliu " 1. Complete on-street bicycle facility paving and striping improvements in conjunction with 11/08 Complete City street paving projects. 2. Complete miscellaneous bicycle facility improvements identified in the Bicycle Ongoing Transportation Plan,as resources permit. 3. Develop a list,in conjunction with the Bicycle Committee,of streets that would benefit Ongoing from increased street sweeping and coordinate with Street Maintenance to use miscellaneous sweeping hours,when available,to increase frequency. 4. Seek funding for the design and construction of bikeways within the City. Ongoing 5. Promote bicycling as an alternative form of transportation. Ongoing 6. Provide more bicycle parking through the City's"Racks with Plaques"program Ongoing Status Summary: 55% Complete Railroad Safety Trail Phase 3. The RFP for design services for the project is out forbid with design anticipated to take nine months to a year to complete. The final agreement with the Railroad will follow the completion of - 11 - 3^// MAJOR • the plans. A State Bicycle grant in the amount of$890,000 was recently awarded to the City to fund this phase of project construction. Railroad Safety Trail Phase 4. This project is currently under construction and is expected to be completed by March 2009. Bob Jones Bike TralL Design is underway on the bridge connections to City streets from the completed segment of the trail. Construction and bridge installation near Prado Road is expected to be ready for bid advertisement by December 2009. The LOVR Interchange project will be designed to include the western end of the trail, and facilitate an eventual connection to the County portion. Bill Roalman Bicycle Boulevard Design work has been completed, and Council approved advertising for construction bids in October 2008. Construction is expected to begin in December 2008 and be completed by April 2009. Other Projects. Staff has submitted another grant application to the State Bicycle Safety Account for further work on various phases of the Rail Road Safety Trail. As each phase nears completion, staff is confident that grant funding will be available since only gaps are to be filled in, rather than long sections of the trail. Staff continues to work with the Rotary Club to coordinate supplement the funding for construction of the Rail Road Safety Trail. - 12- � '�a- MAJOR CITY GOALS`.� FLOOD PROTECTION Objective. Reduce flood risk by opening the Los Osos Valley Road/Highway 101 area of San Luis Obispo Creek,pursuing improvements to San Luis Obispo Creek in the Mid-Higuera area, and implementing the Storm Drain Master Plan. Action Plan Task Current Revised 1. Vegetation and Silt Removal—LOVR Bypass Complete 2. Vegetation and Silt Removal—Tank Farm Road 10/09 3. Vegetation and Silt Removal Design-Confluence SLO/Perfumo Creeks,Water 6/09 Reclamation Facility,Morrison and Los Osos Valley Rd bridge 4. Mid-Higuera—Project scope and budget refinement with currently allocated funds Complete 5. Mid-Higuera—Preliminary design of widening 2/09 6. Staff and equip storm sewer pipeline cleaning program 6/08 Complete 7. Storm sewer pipeline cleaning Ongoing 8. Storm sewer pipeline replacements for Area 1 6/08 12108 9. Storm sewer pipeline replacements for Area 2 6/09 09109 10. Culvert repair design completed 6/09 11. Perfiano Creek—Laguna Lake Outlet Clearing 9/08 1 Complete Status Summary: 55%Complete Marsh Street Bridge and LOUR Bypass Channel These silt removal projects have been completed. Mid Higuera Bypasx Staff has obtained a proposal through Zone 9,to complete additional hydraulic study. The work refines the"footprint"of the project and will allow staff to develop an updated cost estimate. The Board of Supervisors authorized $25,000 in preliminary study work which is currently underway. This work will provide better information for future budgeting purposes. The original workscope outlined in the budget was not funded and the time line has been revised above. Prefumo Creek—Laguna Lake Outlet Clearing. The City Council requested that staff add this action item to the Flood Protection Goal. City staff, using crews from the CCC, removed vegetation, and silt from the outlet area in October 2008. - 13- 3 -C3 MAJOR CITY GOALS SENIOR CITIZEN FACILITIES Objective. Enhance senior center facilities through improvements to the current senior center and pursuit of plans for a future senior center. Action Plan Task Current Revised Senior Center Remodel 1. Replace existing chairs at the Senior Center Complete 2. Replace or repair the windows in the Senior Center. 9/08 3/09 3. Hire an architect to evaluate the existing kitchen and storage needs. Complete 4. Meet with stakeholders to finalize kitchen remodel workscope. Complete 5. Complete design for kitchen remodel. Complete 6. Begin construction. 7/08 7. Complete construction. 9/08 11/08 Provision of On-Site Parking Spaces 1. Amend the Mitchell Park Master Plan. 5/08 Complete 2. Complete design for parking lot. 10/08 Complete 3. Begin construction. 12/08 4. Complete construction. 2/09 SenieF Gooier-Needs Study Complete Project 7/08 Deferred 3. 3/09 Geensil: Status Summary: 55%Complete Senior Center Remodel After a preliminary meeting with City staff and some Cultural Heritage Committee members,the projected window replacement completion date has been extended to March 2009. More time was needed for staff to review repair verses replacement criteria relative to adopted Historical Preservation guidelines. This review was completed and a determination was made for rehabilitation versus replacement. Staff is pursuing competitive proposals and anticipates window rehabilitation in March 2009. The Senior Center Kitchen construction began in early July and was expected to be completed in late September 2008. However, this project has experienced several unanticipated delays in construction. Staff has revised the construction completion date for November 2008. Provision of On-site Parking Spaces. Plans and specifications for the Mitchell Park Master Plan amendment were approved by Council on September 16, 2008 with modifications that were recommended by the Architectural Review Commission. The contract is scheduled for award in November 2008 with construction slated to begin in December 2008. Senior Center Needs Study. On September 30, 2008,Council deferred this project for consideration in the next financial plan. - 14- 3 �l1 O,'R CITY GOALS ROLLER HOCKEY RINK AND SKATE PARK IMPROVEMENTS Objective. Complete major upgrades to the existing roller hockey rink and skateboard park facilities at Santa Rosa Park. Action Plan T ask Revised I Skate Park Study and Improvements 1. Develop and issue the RFP for skate park needs study;receive and evaluate proposals. Complete 2. Hire consultant,complete study,present results to the Parks and Recreation Commission Complete and City Council. 3. Depending on the outcome,begin replacing existing equipment or begin preparing design Complete 12/08 and construction documents. 4. Seek outside funding opportunities Ongoing Roller Hockey Rink Expansion 1. Meet with stakeholders to solicit input on design Complete 2. Complete design and construction documents 8/08 2/09 3. Award bid,begin construction 3/09 4. Seek outside funding opportunities Ongoing 5/09 Status Summary: 65%Complete Skate Park Study and Improvements. On May 20, 2008, City Council received the results of the Skate Park Needs Study. Authorization was given to proceed with the development of a Skate Park Master Plan and the purchase of new modular equipment for use in the interim until a new park can be built. RRM Design held the fust of two design charrettes with stakeholders on October 4, and has scheduled the second and final meeting for November 8. The resulting Skate Park Master Plan will be presented to City Council in January, 2009. An RFP was released for the modular equipment in late October,with proposals due November 21, 2008 Roller Hockey Rink Expansion. During November 2007, a local engineering firm was hired to investigate and explore different design solutions and cost estimates for expanding the rink. As part of this initial process; several stakeholders meetings were held to seek input on community expectations, identify issues and concerns with the existing rink and to ultimately review and comment on various alternatives for the design. Out of this preliminary design phase, two alternatives were brought forward: one that provides the best long term solution and one that more closely aligns with the existing budget. These two alternatives are currently under review by staff. Staff anticipates returning to Council in November 2008 to amend the engineers contract to complete construction documents of the recommended alternative. MAJOR CITY GOALS HOMELESS SERVICES Objective. Work with social services partners to develop improved homeless sheltering and services. Action Plan Task Current Revised L .r'..u •s S, '�;Y, U?`L�''�...:!nli P�3 &t`� �' a. 6 1. Evaluation of the two local homeless shelters. Complete 2. Meetings with individual organizations working in homeless services. Complete 3. Site visits to other centers in Santa Barbara. Complete 1. Join the HSCC steering committee for ongoing dialogue and City participation. Ongoing 2. Evaluate potential homeless services sites within City through city and county. Complete 3. Define campus model and need assessment. Ongoing 4. Agency collaboration to establish Continuum 4 ContinuAu1ml'yAMy�'LyotfC`1 are. UOngoing 4Y + w- 1. Secure funding for the drafting of a 10-year plan. Complete 2. Request for Proposal through County for a 10-year plan. Complete 3. Award contract to 10-year plan consultant Complete 4. Completion of 10-year plan. Complete 5. Implementation of 10-year plan�y&formation of governing board 1.Meet and confer with various agencies(Fish&Game,Regional Water Board) Ongoing 2.Establish enforcement actions and begin regular"clean-up' of camps 11/08 3.Create Safety Net in collaboration with service providers Ongoing Status Summary: 75%Complete Evaluation of Local Homeless Shelters. With two possible designs for a homeless campus in hand, the Homeless Services Coordinating Council (HSCC) Steering Committee continues to look for a feasible location for the center within City limits. The former location of Greyhound on South Street is currently being investigated with City staff assisting in the evaluation. Meetings with Local Homeless Services. Staff continues to be involved in all the meetings and discussions and is part of the HSCC Steering Committee, the 10-year plan Leadership Council and its Transitions Team, and the Friends of Prado board. 10-year Plan to End Chronic Homelessness. City staff was represented in three committees and was part of the development and definition of the parameters for "Short-Term & Permanent Housing", "Finance & Administration" and the"Leadership Council". The 10-Year Plan has been distributed to participants for review and comment with final presentation and approval before the Leadership Council on October 30, 2008. Staff continues its involvement in the Transitions Team which is responsible for the creation of a governing board to - 16- 3,4(o MAJOR CITY GOALS'-- continue the implementation of the plan. $25,000 in additional CDBG monies from the City were allocated to the consultant,HomeBase,to fund continued consultant support through the implementation process. Greek Homeless. City Rangers have long been involved with various camps along the creeks in San Luis Obispo and the related pollution of the fragile riparian area and creek system. A taskforce was formed with members of Fish&Game,Regional Water Board,Police,Rangers, Service Providers,City Attorney,and administrative.staff to establish a"clean-up"schedule to move homeless camps out of the creek system.The first sweep happened mid-October,with follow-up early November to clean the area from rubbish before the first rainfall.The Service Providers,in an effort to bring services to this homeless population,have been visiting the camps weekly and the first success in bringing folks to the shelters have been achieved. 3_l� NNW MAJOR CITY GOALS AFFORDABLE HOUSING Objective. Strengthen efforts to increase affordable housing, including ways of augmenting existing funding. Action Plan Current Revised Task i 1. Inventory and establish a monitoring&early warning system to track affordable housing 12/08 6/09 units at risk of being converted to market rate housing. 2. Develop a first-rime homebuyer program administered by the City for consideration by the Complete Council. (The City currently participates in others'programs but does not have its own. We will explore the pros and cons of doing so,and present the results to the Council.) 3. Apply for at least three Federal,State or private foundation loans/grants. 6/09 4. Work with the Housing Authority to develop affordable housing in the Margarita Specific 6/09 Plan Area 5. Continue to implement the Inclusionary Housing Program. mooing 6. Evaluate the City's Inclusionary Housing Program and propose to the Council ways of 9/08 6/09 strengthening it. 7. Work with submitted development applications to obtain more affordable dwellings as Ongoing part of the proposed developments. 8. Continue to define the residential development potential of infill areas identified in the 6/09 Housing Element. 9. Address residential parking in the downtown area to accommodate increased residential 6/09 6/10 development. 10. Continue funding affordable housing programs through the CDBG program and retain this Ongoing as the highest priority use of these fiords. 11. Implement.Housing Element program 6.3.7 by considering General Plan amendments and 6/09 rezoning of at least two of the six,areas identified for possible rezoning for residential use. 12. Continue implementing other Housing Element programs and affordable housing Ongoing production goals. 13. Proactively look for new opportunities to useAffordable Housing Fund and grant monies Ongoing to leverage other fimds for affordable housing projects. Status Summary: 50% Complete Housing Authority. Staff continues to meet quarterly with the Housing Authority of San Luis Obispo (HASLO) to discuss on-going affordable housing issues and coordination of processes. City and HASLO staff have worked together to revise the plans for the proposed Moylan Terrace project at Htunbert and Victoria Streets. City staff was active in solving design problems, including site drainage and consistency with the draft Broad Street Corridor Plan. HASLO development of affordable housing in the Margarita Area Specific Plan is contingent upon dedication of the site and improvement provision by the developers, which has yet to occur. - 18- 3 -�(1 MAJ6R CITY GOALS,`-� First-lime Homebuyer Program. Staff is collaborating with the County and HASLO to administer the program and has awarded four loans from the Affordable.Housing Fund portion of the First Time Homebuyer program for a total of$56,915 in loans to date. CDBG Grants, The City has received authorization of CDBG funds for 2007 and staff is finishing the necessary environmental review and recipient agreements in order to allow the approved projects to begin drawing down the funds. Staff expects 2008 funds to be available within the next month as well. The City renewed its commitment to participate in the urban county for the upcoming three year period(2009-2012). The application deadline for 2009 CDBG was October 14, 2008 and the Council has endorsed the Human Relations Commission's recommended priorities for the 2009 grants. Inclusionary Housing. Staff is continuing work with one of the infill areas identified in the Housing Element: The Broad Street Corridor. The draft Broad Street Corridor Plan is being revised to reflect direction from the Planning Commission and an updated traffic study has been submitted to staff for review to analyze potential circulation impacts. Initial estimates show that 400-600 additional dwelling units could be accommodated in the plan area. Staff continues to work with an Airport Land Use Commission subcommittee to address concerns about Airport compatibility and will return with the revised draft of the plan. Grant Applications Staff continues to look for grants to assist with development of affordable housing. The challenge in meeting grant eligibility requirements is one of timeliness—the housing development being assisted must be ready to start construction in order to be eligible for the grants reviewed to date. Due to market conditions and infrastructure costs, qualifying projects (i.e. Margarita area low income housing) have not come forward for construction yet. Staff continues to review available grant packages and will look for creative opportunities to use grants to assist construction of affordable units. Affordable Housing Fund Use. Staff continues to look for creative ways to use the Affordable Housing Fund (AHF) monies. Staff is meeting with housing developers to suggest support for AHF assistance in exchange for production of additional deed-restricted affordable units. Staff is also reviewing the feasibility of use of AHF monies for purchase of property in order to partner with developers like the Olsen Company or The Related Company who specialize in construction of affordable housing developments. Staff has initiated meetings with representatives of the Olsen Company,Unidev and Habitat for Humanity to determine where collaborative efforts might result in successful projects. Other Housing Efforts Staff has drafted a zoning ordinance amendment to address options to meet residential parking requirements associated with development of residential units in the downtown core. This amendment was reviewed by the Downtown Association and the Chamber of Commerce for input. One of the options considered for the ordinance is use of the parking structures to meet residential parking requirements for downtown developments. This option needs further clarification prior to being reviewed by the advisory bodies and Council. Staff received the Regional Housing Needs Allocation(RHNA)number and distribution of housing units that the City's Housing Element will need to accommodate during the update for the 2009-2014 cycle. The work plan for the Housing Element update was considered by the Planning Commission on October 8, 2008 and data collection for the update is in process. - 19- 3-('R p � CITY � . NEIGHBORHOOD WELLNESS Objective. Increase building and zoning code enforcement to promote neighborhood wellness and community appearance. Action Plan 1. Continue to work with the SLO Solutions program in resolving neighborhood conflicts: Ongoing 2. Hire additional Code Enforcement Officer and expand hours of existing 0:5 FTE Complete Permit Technician to 0.75 FTE. 3. Hire and train additional SNAP personnel. Ongoing 4. Survey other agencies to review successful enforcement programs. Complete 5. Deploy additional SNAP personnel for NEO and parking enforcement. Complete 6. Meet with neighborhood groups to discuss issues and concerns(may be area specific). Ongoing 7. Meet with student groups to discuss issues and concerns. Ongoing 8. Meet with Chamber of Commerce,Downtown Association,Property Managers Ongoing Association,Property Owners Association and businesses owners (may be area specific)to discuss issues and concerns. 9. Determine appropriate strategies for new programs. Ongoing 10. Communicate with stakeholders and solicit feedback. Complete 11. Analyze code enforcement fines and explore other costs recovery options;present Complete findings to the Council. 12. Complete work program implementation. Complete Status Summary: 100% Complete-Ongoing SLO Solutions Program. Staff continues to work closely with the partners involved in the SLO Solutions Program to encourage use and ensure the program remains effective. The program continues to provide conflict resolution and mediation services to City residents at no cost. Ongoing.Marketing. The Police Department continues to encourage students to be responsible neighbor through the City's student-oriented website - RespectSloBro.corr This site serves as a clearinghouse for information pertaining to neighborhoods. In Fail 2008, pamphlets and ads were developed covering such topics as being a good neighbor, noise ordinance, and living off campus. Newspaper ads continue to run regularly in the Mustang Daily and New Times newspapers. The SLO Solutions program is advertised in all of the new brochures and on the new website. Neighborhood Wellness Goal Complete, Ongoing Cross-Training. The Neighborhood Wellness component of the Major City Goal is effectively complete with ongoing efforts to identify and follow-up on new key issues that may arise. Staff has an excellent guide in the Neighborhood Wellness Work Plan and consistent efforts are made to work with neighborhood groups to ensure the most effective and efficient use of staff resources. Cross- training efforts have achieved very positive results. Although it was initially expected that cross training would -20- 3 o�ac MAJOR CITY GOALS ` occur primarily with Police Department SNAP personnel, this effort was extended to other departments including Utilities, Public Works and the Fire Department. During monthly staff meetings with Public Works and Fire Department code enforcement staff shared the Neighborhood Wellness Work Plan with other field staff, these meetings provided an opportunity to share information regarding how to recognize code violations. As a result there has been a concerted effort from other City staff to refer issues to code enforcement for follow-up. Since July 1, 2007 through October 15,2008, code enforcement has responded to nearly 700 requests.in total; 28 %of these have been internal referrals from other departments within the City. Prior to the cross training, less than 2%of referrals came from City field personnel. Fire and Safety Education. As a result of Council's increased concern regarding fire prevention members of the City's Code Enforcement Program and Fire Department developed additional strategies to inform the community on how to prevent potential property damage and loss of life as a result of fire. Although the City has a residential inspection program, it only involves apartments of three or more units.. Unfortunately, several recent residential fires occurred in single family homes with illegal room conversions. Staff produced a Fire and Safety brochure and sent it to all residences within the City of San Luis Obispo. The brochure has fire and life safety tips as well as a section to help citizens identify unsafe housing. Several outreach efforts are underway to inform members of the community of the danger of unsafe housing conditions including: ■ Presentations at Cuesta College at Property Management Classes. ■ Participation in the Cal Poly Housing Fair in Spring 2009. ■ Outreach to property management groups and rental property owners. Cross-training with other departments. ■ Website enhancements including an interactive complaint forma. Enhanced Signage Enforcement. Signs located in the right-of—way can be hazardous by limiting visibility or becoming a distraction for drivers. The Code Enforcement Program has worked proactively with the Public Works Department to abate these sign nuisances. Staff has abated over 100 illegal signs during the past year. Other less serious sign violations are addressed by issuing a notice of violation along with a warning that subsequent violations may result in confiscation of the sign or a fine. . Business owners are referred to the Planning Department to obtain information regarding options for more permanent signage. Code Enforcement in conjunction with the Economic Development Program is beginning to provide information to newly established businesses in the form of an e-greeting / welcome letter. As follow up to these increased enforcement efforts, staff plans to meet with community and business groups to determine whether or not this strategy has been beneficial. -21 - 3 -2-1 MAJOR CITY GOALS " DOWNTOWN IMPROVEMENTS Objective. Strengthen support for the Downtown in multiple areas, such as maintenance, economic development, public safety, parking, tourism promotion, progress on the installation of pedestrian lighting and comprehensive directional sign program and other improvements as resources allow. Action Plan Task Current Revised Maintenance 1. Complete replacement of the sewer line located in Osos Street,Marsh to Pacific Streets Complete 2. Jump start the downtown street maintenance program through already dedicated funds Complete &paving ofHiguera Street in 2007-08. 3. Pave other Downtown streets in 2008-09. 2/09 4. Flood protection to downtown area through dedicated storm drain cleaning. Ongoing 5. As part of the Downtown Urban Forest Management Plan,plant street trees and upgrade Ongoing tree wells. 6. Repair Mission Plaza stairs. Complete 7. Implement Mission Style sidewalk tile repairs. Ongoing 8. Support Farmer's Market and other events downtown including: street closures, Ongoing sidewalk scrubbing and maintenance and delivery of portable public restroorns. Economic Development 1. Assist the Downtown Association with an update to its Downtown Strategic Plan and Complete evaluation of alternative organizational forms. 2. Support efforts of compliance with deadlines for seismic work necessary to strengthen mooing unreinforced masonry(URM)buildings Downtown. 3. Provide staff support for the completion of important Downtown revitalization projects Ongoing such as Chinatown and Garden Street Terraces. 4. Continue to support the Art Center and Children's Museum's expansion efforts and the Ongoing future efforts of the San Luis Obispo Little Theatre's remodel of their current space Public Safety 1. Continue to provide a very high level of police resources dedicated to the Downtown. Ongoing 2. Continue efforts to control criminal behavior in the Downtown, including aggressive Ongoing panhandling,alcohol violations,and graffiti. 3. Collaborate with Downtown Association members regarding public safety issues and Ongoing concerns. 4. Invest in added efforts in neighborhood wellness and community appearance in Ongoing Downtown as appropriate. Parking 1. Complete study of a parking structure at Pahn Nipomo. 11/08 Delayed 2. Complete and install Parking Way-Finding Signs. 12/08 Deferred 3. Resurface Parking Lot 9. Complete 4. Repaint the Marsh Street Structure. Complete 5. Expand bicycle parking Downtown. Ongoing 6. Continue marketing parking options in the Downtown. Ongoing 7. Study and implement a Downtown Residential Parking District. Complete -22- �,�y • 0 ' CITY GOALS-­' Task Current RLvised Tourism Promotion and Special Events 1. Continue Tourism Marketing Plan efforts promoting Downtown as aplace to visit. Ongoing 2. Continue to support the review of two revitalization projects which propose the addition Ongoing of hotel rooms and incorporate those new properties into future Community Promotions efforts. 3. Continue the support of special events like"the Tour of California to drive tourists and Ongoing visitors to Downtown San Luis Obispo. Pedestrian Lighting 1. Complete design of pedestrian lights for one block of Higuera Street. Complete 2. Complete construction of pedestrian lights for one block of HigueraStreeL. Complete Mission Style Sidewalks 1. Review standard specifications for Mission Style sidewalks. 3/09 2. Consistent with City standards,continue repair and installation of Mission.style Ongoing sidewalks.. Signage 1. Complete feasibility and location study. 6/09 2. Complete program design including all approval. 12/09 Other Tasks 1. Amend the Zoning Regulations and Community Design Guidelines to implement General Complete Plan building height policies. 2. Review new developments for possible implementation of the Downtown Physical Ongoing Concept Plan. 3. Consistent with General Plan programs,encourage housing in Downtown. Ongoing 4. Evaluate outdoor dining Downtown propose ordinance and procedural changes for .7/09 possible expansion to other locations Downtown. Status Summary: 45% Complete Maintenance. The Higuera Street paving project is complete as is a sewer line replacement in the Downtown. As discussed under paving, work on downtown streets will occur in the first quarter of 2009 to accommodate business owners. The Mission Plaza stairs have been replaced and new railings installed. Ongoing support of events downtown continues by staff. The more frequent sidewalk scrubbing schedule has been implemented Downtown and feedback has been positive. Economic Development and Tourism. The Economic Development Manager continues to work with URM property owners to achieve building retrofit. July 1,2008 was the first of the Council assigned deadlines and thus far ten more buildings have fully completed the retrofit with six buildings remaining on that list. Work is underway for four of the six with lagging progress on two. Contact with these building owners continues to be undertaken by the Economic Development Manager in conjunction with the Building Division. Coordination and facilitation of two proposed Downtown projects,Chinatown and Garden Street Terraces is ongoing. On July 17, 2008 the Tourism Business Improvement District (TBID) went into effect with an assessment start date of October 1, 2008. This district will bring approximately $700,000 in 2008-09 specifically for tourism related marketing and promotional efforts. The newly elected TBID Board is meeting monthly on every second -23- 3 -33 MAJOR CITY GOALS Wednesday of the month. All hoteliers receive the agenda and last approved minutes monthly to encourage participation in establishing the TBID's goals and objective. Pedestrian Lighting. The Higuera Street area pedestrian lighting project is complete. Mission Sidewalks. Public Works and Community Development staff have met internally to discuss pros and cons of various options for future Sidewalk Standards and to determine the appropriate process for review and approval of a revised standard. A design project is nearing completion to do replacement work in coordination with tree removals once the new standard is adopted. Construction of new Mission Style Sidewalks have been deferred. Outdoor Dining. A project plan has been completed to focus the scope and outline the tasks necessary to complete the project. The plan assumes an update of the existing ordinance as opposed to creating a new one requiring major public or private improvements. Initial public outreach has been conducted with the Downtown Association and Chamber of Commerce. Next steps to be conducted in Fall 2008 are to address potential constraints to carrying out the project identified in the initial analysis, such as location criteria, impacts on parking,and process/costs for sidewalk dining. Palm-Nipomo Parking Structure During the Parking Fund Review in May 2008, staff was asked to hire a consultant to consider the fiscal health of the fund, the fund's ability to afford the Palm-Nipomo structure, and to work with an ad hoc parking review committee on additional funding sources. Staff has hired the consultant and completed recruitment for the committee. The first meeting has been scheduled for November 7, 2008, with a goal of returning to Council by Spring 2009 with the findings and recommendations. -24- 3 -3Y MAJOR CITY GOA_LS_ OPEN SPACE PRESERVATION Objective. Restore open space acquisition program funding to at least $200,000 per year and bring forward opportunities should they arise that further leverage City funds through grant programs. Action Plan Task I - Current Revised 1. Work with interested landowners to complete one to three conservation transactions. Ongoing 2. Complete two Conservation Plans for City open space lands;begin implementation of 1/08 and 1109 and those plans. 1/09 6/09 3. Implement other new natural resource or recreational enhancement programs or Ongoing activities. This includes new open space areas such as Bowden Ranch,the UPRR properties,Bob Jones Trail,and mitigation sites with long-term obligations such as Damen-Garcia and the SLO Creek corridor. 4. Hire properly equipped contractors to,perform cleanup and removal of homeless Ongoing encampments on City open space lands and along the SLO Creek corridor and other important corridors to provide for a cleaner creek environment and safer conditions for City staff and the public. 5. Complete the Johnson Ranch public access improvements. 5/09 6. Complete three different creek mitigation projects:Damon-Garcia sports complex;Calle 6/09 6/10 Joaquin road realignment;and the City Water Reclamation Facility. 7. Continue to leverage City funds through the pursuit of grant and donation opportunities. Ongoing Status Summary: 50%Complete Properdes and Plans. The Natural Resources Program is continuing active discussion with several property owners in anticipation of future conservation transactions. The largest of these, a five-step transaction with the Glick family involving three separate properties, is expected to be finalized and close escrow before Thanksgiving. Another major effort is also underway to raise outside funding for the acquisition of the 310 acre Froom Ranch "backcountry." Discussions are underway with several other major property owners where the City has a conservation interest. The Johnson Ranch Conservation Plan was approved by the City Council on January 22, 2008, and implementation activities began immediately with several already underway. Due to the press of other matters, the Stenner Springs Natural Reserve (the next open space property to undergo a Conservation Plan), has been postponed and is now anticipated for completion in June 2009. Staff continues to seek creative opportunities to leverage City open space funds by pursing grants, meeting with foundation representatives, and seeking private contributions. Programs and Afidgadons. Work in "winterizing" various creek areas around the City is nearly complete. Construction of trails and other public use improvements at the Johnson Ranch is underway and is on target for the anticipated opening of the site to the public in late April 2009. A significant homeless camp cleanup operation in conjunction with Ranger and Natural Resources staff continues. Mitigation monitoring activities at the three mitigation sites continue, and the condition of the sites is such that we have determined that it is appropriate to delay any further mitigation work at this time. Finally, with receipt of a $350,000 State grant in July 2008, staff is working on the establishment of an enlarged wetland at the Water Reclamation Facility. -25 - -35 •TH(R COUNCIL • : The following provides brief status reports on Tree Planting and Maintenance "Other Council Objectives"for 2007-09. Objective. Boost tree planting and maintenance. Public Safety Facility Status Summary: 50% Complete. The contract Objective. Continue progress toward a public tree trimmers, working in conjunction with staff safety facility by evaluating sites and developing a trimmers, have completed the trimming in Area 1. financing plan. The City's tree crew continues to plant vacant wells as they develop and recently assisted in a second Status Summary: 100% Complete. Police neighborhood tree planting event on Higuera Street Department staff attended a public safety facilities seminar in February and shared the information Community Partnerships learned with the project team. The CIP project related to this goal was deferred as part of budget Objective. Review opportunities to expand reductions necessary to balance the 2008-09 budget. community partnerships to achieve City goals. Staff has completed the tasks that could be reasonably accomplished without any project Status Summary: Ongoing: Staff continuesto funding. work with a variety of community partners.' As new opportunities arise, staff responds by developing a Undergrounding Overhead new relationship which could be formal or informal. Utilities at City Gateways In.October, City and Chamber staff met with PAC representatives to collaborate on event promotions Objective. Pursue opportunities and funding to and marketing. place overhead utilities underground on Los Osos Valley Road and other gateways. Land Use and Circulation Element Update Status Summary: 0% Complete. PG&E has Objective. Prepare a detailed project plan for determined this to be a low priority for their updating the General Plan and Circulation Element engineers given that they are trying to address Broad in 2009-11, including ways to address economic Street ahead of CalTrans' paving project of this development goals and policies as part of that street corridor. process; and update the traffic model in 2007-09. Laguna Lake Dredging Study Status Summary: 85% Complete. A consultant has been awarded the Base Year Traffic Model Objective. Develop options and decide future of development services contract and work on the base Laguna Lake, and begin implementation of model is anticipated to be completed by April 2009. approved dredging plan. Community Development staff presented Council with a detailed project plan for updating the Land Status Summary: 50% Complete. The Use and Circulation Elements of the General Plan Community Development Department requested that for consideration. Council provided direction in the project be submitted to the Air Pollution Control response to public comments. The Planning District for their review, prior to the environmental Commission subsequently discussed the possible study being completed. Air Pollution has provided update of the Land Use and Circulation Elements comments which are being incorporated into the and will forward its recommendations as part of the Initial Study for final review by Community Goal Setting process associated with the 2009-2011 Development after which it will come to the Council Financial Plan. Additional alternatives will be for approval and staff direction. presented at the "Setting the Table" Council budget workshop on November 20,2008. -26- 3-3� Wight Sky Ordinance Objective. Develop and adopt .a night sky ordinance. Status Summary: 80% Complete. Research into night sky ordinances has been conducted. A draft ordinance was reviewed by the Planning Commission on August 13, 2008. The revised ordinance (per the Planning Commission's comments) is scheduled to be reviewed by the Architectural Review Commission on October 20, 2008,the Planning Commission.November 19, 2008 and the City Council.January 6, 2009. If approved by the Council at that time, the Night Sky Ordinance will be effective by March 1, 2009. -27- 3 '37 • " •VER GOALS-AND OBJECTIVES The following summarizes the status of"carryover" Status Summary: 0% Complete. The Army Major City Goals and Other Council Objectives Corps of Engineers is nearing completion of the from the 2005-07 Financial Plan. In several cases, Record of Decision regarding the approval of the "carryover tasks" have been incorporated into the Letter of Permission permit process. Staff time is Major City Goals (or "Other Council Objectives') currently devoted to the implementation of the for 2007-09, and as such, they are not repeated in NPDES Phase 2 Stormwater program this section. Airport Area Annexation, MAJOR CITY GOALS Objective. Annex the Airport Area, Economic Development. Status Summary: 100% Complete for Phase lA. Sales Tax and TOT Revenues The Local Agency Formation Commission (LAFCO) completed the annexation process for 626 Objective. Encourage and promote projects and acres associated with Phase 1A of the annexation programs that will increase sales tax and transient area. The map and certificate of annexation was occupancy tax revenues. delivered to the State Board of Equalization and the land was officially added to the City boundary on Status Summary: 67% Complete. The business July 25, 2008. visitation program continues to highlight the diversity of businesses in our area. The visit to the Discussion with property owners in the Phase 1B San Luis Harbor District brought to light area is beginning. opportunities for the economic growth of the City via partnerships with agencies not within our city Broad Street Corridor Plan limits. Visitations also showcased two large employers, Wallace Group and Aeromech as well as Objective. Adopt and implement a plan for South two downtown businesses, each with its own Broad Street corridor planning and improvements. concerns, Big Sky Caf6 and Shadow Canyon Cellars. Work in support of Garden Street Terraces Status Summary: 80% Complete. The consultant- and Chinatown application processing continues to produced draft plan has been revised in response to promise future sales tax and transient occupancy tax public comments and advisory body input. The revenues. focus group that helped develop the plan is still active in the process and has provided input to The "GAP" project's environmental assessment current projects within the plan area process has restarted following changes to the site plan to accommodate location of Target in this Intensifying the land'uses and possibly the street center. pattern necessitated a traffic study. A detailed traffic study has been completed and the consultant The future of the auto dealer lots on Calle Joaquin is responding to comments on the second draft. The remains uncertain due to the economic downturn. circulation impacts of any proposed changes will need to be addressed if possible. Otherwise an EIR OTHER COUNCIL OBJECTIVES to consider the significant traffic impacts will need to be completed. Waterways Management Plan Staff' anticipates bringing the environmental Implementation Program document to the Planning Commission in November for.consideration and finalizing changes to the draft Objective. Upon completion of the Waterways plan by the end of the.year for consideration by Management Plan, adopt an implementation Council in Winter 2009. program. -28- 3 ,38 Section 7.4 Background Materials Status Reports from November 20, 2008 Workshop STATUS OF CURRENT CIP PROJECTS Attachment STATUS OF CIP PROJECTS As of November 1, 2008 city Of san ' tuis O.BISPO STATUS OF CIP PROJECTS As of November 9, 2008 TABLE OF • INTRODUCTION Overview 1 Report Organization 1 Findings 3 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 5 Enterprise Funds 6 Construction or Acquisition in Progress Capital Outlay Fund 8 Special Revenue and Other Capital Project Funds 9 Enterprise Funds 9 Design Completed.In Bid Process Capital Outlay Fund 11 Special Revenue and Other Capital Project Funds I 1 Enterprise Funds 11 In Design Capital Outlay Fund 12 Special Revenue and Other Capital Project Funds 12 Enterprise Funds 13 Under Study Capital Outlay Fund 14 Special Revenue and Other Capital Project Funds 14 Enterprise Funds 15 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 can help us in balancing the budget and funding higher-priority projects. However, in preparing budget "rebalancing" recommendations to the Council for its consideration on September 30, 2008, the CIP Review Committee identified $348,000 in completed projects; and recommended CIP project deferrals/deletions of $2.4 million. In short, largely due to that comprehensive review process, no added candidate projects for deferral or deletion emerged from this detailed review of the status of our CIP projects. This is not surprising, given the excellent progress we are making in achieving our CIP goals; the in-depth analysis focused on our CIP when approved by the Council; and 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 249 projects that have been financially active in 2008-09: 1. 60%(149) are either completed oStatus of CIP Protects r under construction. o Under Study 2. 6% (14) are in the bid process. is% a •'' Complete or Under Construction i 3. 19% 48 are under design o Under Design a Construction/ 4. 15% (38) are under study, in �s°� Ne Acquisition many cases with preliminary co 1%ed work completed and now ready for the designh ■ Design phase. Completed: p Under In Bid Construction/ The Bad News: No Significant Process Acquisition "New Funds" Opportunities. Given our substantial progress on approved projects, we have not identified any significant "new funds" opportunities. For those projects that are under design or study, all of them have compelling reasons to remain funded. Additionally, the progress reflected in this summary is somewhat misleading, since we deleted $2.4 million in projects in September 2008, which were all in the study or design phase. 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, ��1 i-INTRODUCTION design or study. As reflected in this summary, we are making excellent progress on our major CIP projects. Status of All CIP Projects This report summarizes the status of all 249 CIP projects with financial activity in 2008-09 organized as follows: Project Status'. Projects are first presented in one of five "phase" categories: 1. Construction or acquisition completed 2. Construction or acquisition in progress 3. Design completed: in the bid process 4. Under design 5. Under study Each project shows the"percent complete" within the phase along with the year that the Council approved funding for that phase. Primary Funding Source. Within the "phase," projects are then presented by their primary funding source: 1. Capital Outlay Fund (Along with grant 10. Parkland Development Fund fiords, the General Fund is the primary 11. 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 12. Water Fund 4. Public Art In-Lieu(Private Sector) 13. Sewer Fund 5. Transportation Impact Fee Fund 14. Parking Fund 6. Los Osos Valley Road Impact Fee Fund 15. Transit Fund 7. Airport Area Impact Fee Fund 16. Golf Fund S. Affordable Housing Fund 17. Whale Rock Reservoir Fund 9. Open Space Protection Fund With in each fund, projects are organized by functional area:. public safety, public utilities; transportation; leisure, cultural and social services; community development; and general government. Priority Criteria. For each project, we have provided information about the "high-priority" criteria used by the CIP Review Committee in initially evaluating CII' budget requests before recommending them to the CAO for approval by the Council: 1. .Does it help achieve a Major City Goal? 2. Is the project needed to meet significant public health or safety concerns? 3. Is there significant outside funding? -2- INTRODUCTION• i 4. Is it needed to adequately maintain,repair or replace existing infrastructure, facilities or equipment? 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 the City's public art policy or funded through the private sector public art in-lieu fee? 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 - i STATUS OF • • CIP PROJECTS As of November 1,2008 Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Water Treatment Plant Tank Farm Sewer&Lift Station Downtown Paving:Higuera LOVR Paving:City Limits to Hwy 101 Neighborhood Paving:Area 1 Santa Barbara Street Widening Broad/Orcutt Widening Railroad Trail:Hwy 101 to Cal Poly Bob Jones CityAo-the-Sea Trail LOVR Bypass Channel Senior Center Remodel UNDER DESIG Public Safety Dispatch Center Radio System Upgrade Downtown Paving:Osos LOVR Interchange Johnson @ Buchon Intersection Skate Park Improvements Water Reclamation Facility Palm-Nipomo Garage Tank Farm @ Broad Intersection Baseball Field Synthetic Turf Roller Hockey Rink Expansion -4- -y I , 1 crg 9 X !i •� X x X x X x .x X ' x X Lp LD ?, 5 9 X X .X X x X x Q X X X X x x _- ° 2 W Ik Y 42 x 4 W m CCI r.. a x �_ x x m rE E m r m m � �$ `0x xxxxxxxx x � Cx s- s G t�. 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(D �E � m � E - - I- a v) 0v � 'L E ° � JaY'x ? ° �o a E6 ENS v -& c � � � o � �_ mmo E ' m ` E : x � o „ � m • gay m yrV ■ m c E E m � £ Zur ' U I Section Background Materials GOAL-SETTING PROCESS FOR 2009=11 counat 12-16-08 j apenaa Repout NuAni CITY OF SAN LUIS OBISPO FROM: Ken Hampian, City Manager Bill Statler, Director of Finance& Information Technology SUBJECT: GOAL-SETTING PROCESS FOR 2009-11 RECOMMENDATION Approve the goal-setting process for 2009-11. REPORT-IN-BRIEF The purpose of this report is to finalize the goal-setting process for 2009-1.1, including detailed plans for the Community Forum to be held on January 15, 2009 at the Ludwick Community Center and the Council goal-setting workshop to be held on January 31, 2009 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 we used two years ago. No significant changes are recommended from two years ago. The proposed agenda for the Community Forum is provided in Attachment 1. As discussed below, there may be interest in adding another community meeting that is focused solely on Measure Y priorities. Given the extensive opportunities for meaningful community involvement in determining the use of Measure Y funds and the objective of closely integrating the use of Measure Y funds with the City's goal-setting and budget process, we do not recommend doing SO. DISCUSSION Background On September 2, 2008, the Council approved the goal-setting and Financial Plan schedule for 2009-11, including the conceptual approach to Council goal-setting as part of this process. Under this approach, we will continue using a multi-year budget that begins with the Council setting goals for the most important things for the City to accomplish over the next two years. Based on our experience over the past.eighteen 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. Integration with Measure Y Priorities 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: i Goal-Setting Process for 2009-11 Page 2 1. 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. . Public safety, including restoring cut traffic patrol, Fire Marshall and 2. Annual citizen meeting. An invitation will be training positions extended each year to the entire community . Neighborhood paving and inviting them to participate in a forum to review deferred street maintenance and discuss the use of the revenue generated by . Traffic congestion relief this measure. City staff will also be available to meet with any group that requests a specific • Creek &flood protection briefing with their members to discuss and answer . Senior services and facilities questions about the revenues generated by the programs measure and their uses. . Neighborhood code enforcement The proposed goal-setting process for 2009-11 is • Open space preservation designed to meet these two requirements. . Downtown improvements Additionally, while other priorities can certainly emerge from this process for the use of Measure Y funds, all of our public communications during this process will highlight existing Measure Y priorities,which are summarized in the sidebar chart. Option of Adding Community Meeting Focused Solely on Measure Y Priorities. As noted above, Measure Y requires holding an annual meeting for the entire community to participate in a forum to review and discuss the use of the revenue generated by this measure. We believe that along with many other opportunities for meaningful community involvement in determining Measure Y revenues as part of the City's overall goal-setting and budget process,the Community Forum to be held on January 15, 2009 meets this requirement. (In fact, in building on the foundation already laid in the City's goal-setting.and budget_pro_cessthe.Community....... .... ...... .. Forum was the specific"forum"in mind when this language was drafted.) However, there may be interest in adding another community meeting that is focused solely on Measure Y priorities as the"annual citizen meeting." We do not recommend doing so for several reasons: 1. The Community Forum is widely advertised as an opportunity to present goals to the Council as part of the budget process; and the availability of Measure Y funds is highlighted in all of our`Invitations" to the Community Forum, which include the "Community Budget Bulletin" insert in utility bills and direct mailing to over 200 community groups and interested individuals. 2. The Measure Y requirement of ensuring integration with the City'sgoal-setting and budget process is best achieved by doing just that: ensuring that the discussion of the proposed uses /-2.. i I Goal-Setting Process for 2009-11 Page 3 of Measure Y funds are not discussed in a silo outside of the context of the City's overall budget process and fiscal situation. Two-Step Approach With the November 20 and December 16, 2008 budget workshops as the foundation, we again recommend using a "two-step" approach to the Council goal-setting process. As previously approved by the Council, Don Maruska will serve as our facilitator at both workshops. 1. Community Forum. Held on the evening of Thursday, January 15, 2009, the purpose of this forum is to solicit suggested goals and work programs from Council advisory bodies, community groups and interested individuals. To ensure that adequate space is available for this workshop, it will be held at the Ludwick Community Center. 2. Council Goal-Sening Workshop. Following the receipt of written and oral comments at the January 15 Community Forum, the Council goal-setting workshop will be held on Saturday, January 31, 2009, 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 15 community forum is intended to solicit suggestions from Council advisory bodies, community groups and interested individuals on proposed City goals and fiscal issues. As noted above, 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 20, 2009. The proposed agenda for the Community Forum is,provided_in Attachment 1. As reflected in this summary, we recommend that the facilitator be responsible for calling speakers to allow the Mayor fuller participation. To involve participants, we again plan to use "voting with dots" at the end of the forum along with distributing a "feedback form" on City service priorities (Attachment 2). We also plan to provide participants with half-page green "post-its" to note resource suggestions next to goals; and yellow half-page "post-its" to note any suggestions or concerns. Council Goal Setting Workshop At the all-day January 31 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 2007- /-3 Goal-Setting Process for 2009-11 Page 4 09, the Council used a ranking system of 5 through 0 for each candidate goal. We recommend continuing to us this ranking system for 2009-11, summarized as follows: 5 Most important,highest priority for City to achieve over the next two years. 4 Very important goal to achieve. 3 Important goal to achieve. 2 Address if resources are available. 1 Defer to 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. Staff will summarize the results of the Council's ranking during a break at the workshop. Based on our past experience, it likely that three priority"tiers"will emerge from this process: 1. Major City Goals. These represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources to accomplish them should be included in the 2009-11 Financial Plan. If the work program approved by the Council for a Major City Goal is not included in the City Manager's Preliminary Financial Plan, compelling reasons and justification must be provided as to why resources could not be made available to achieve this goal. (Twelve goals fell into this category in 2007-09: all were incorporated into the 2007-09 Financial Plan based on the work programs approved by the Council in April.2007.) 2. Other Important.Goals. Goals in this category are important for the City to accomplish, and resources should be made available in the 2009-11 Financial Plan if at all possible. (Three goals fell into this category in 2007-09; all were incorporated into the 2007-09 Financial Plan in some fashion.) 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. (Five goals fell into this category in 2007-09; all were incorporated into the 2007-09 Financial Plan in some fashion, with the exception of expanding the City's role in developing the Railroad Museum.) 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 3, 2009, But Only If Needed Continued consideration of goals for 2009-11 is scheduled for the next regular Council meeting following the workshop (February 3, 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. This was also the case in 2005-07. ) Goal-Setting Process for 2009-11 Page 5 Council Homework Assignment Provided in Attachment 5 is the Council's "homework assignment" for the January 31 workshop. It requests that Council members prepare and submit up to seven (7) candidate goals for Major City Goals by Monday. January 26, 2009. 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 29, for review and consideration before the workshop. Major City Goal Criteria Provided in Attachment 6 are the suggested "criteria for major City goals"which have been used by the Council for the past eighteen years. Extensive Notification 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 7.) 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 8). --------------------- . _.. ........ ....... - -- - - 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 9, 2009 with the following twelve sections: Agendas 1. Agendas for the January 15 community forum and January 31 goal-setting workshop. Goal-Setting Process for 2009-11 Page 6 Goal Recommendations 2. Goals received from Council advisory bodies. 3. Goals from the"Community Budget Bulletin" survey as of January 9 (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 9 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 15 Community Forum (to be distributed by January 20). 6. Consolidated Council member candidate goals (to be distributed by January 29). Background Materials 7. Status reports from the November 20 budget workshop: General Plan programs; long-term CIP; 2007-09 goals and objectives; and cun-ent CIP projects. 8. Goal-setting process for 2009-11 (September 2, 2008 Council Agenda Report). 9. Results from June 2006 public opinion research. 10. General Fund Five-Year Fiscal Forecast(presented to the Council on December 16, 2008). 11. Other background information such as the 2009-11 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 .. -- ------------------After the Council finalizes goals and objectives for 2009-11, 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: ��lO Goal-Setting Process for 2009.11 Page 7 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 31 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 constraints and limitations can we expect in achieving this goal? What concerns or issues will remain unresolved even if the goal is achieved? Who are the key stakeholders? What are the major assumptions in preparing the work plan? Are there any significant environmental considerations? What is the relationship to Measure Y priorities? 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 e go Do wen to resources (staffing, contract services, capit improvemer t p an project) to do this? Is there any General Fund revenue potential? 6. Outcome: Final Rork 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 at a special budget workshop on April 14, 2009. As discussed above, programs and projects related to goals in the other two priority categories will be reflected in the Preliminary Financial Plan as appropriate.. Goal-Setting Calendar The following summarizes key dates leading to the January 31 goal-setting workshop: /,7 Goal-Setting Process for 2009-11 Page 8 Council Goal-Seton Calendar L When What Friday,January 9 Council receives goal-setting notebooks,which includes advisory body goal recommendations, initial results from Community Budget Bulletin Survey; and written suggestions as of issue date. Thursday,January 15 Council holds community forum. Tuesday,January 20 Council receives written results from community forum. Monday,January 26 Council members submit goals to Finance. Thursday,January 29 Finance distributes consolidated Council member goals organized by similar topics. Saturday,January 31 Council holds goal-setting workshop. Next Steps The Financial Plan calendar approved by the Council on September 2, 2008 is provided in Attachment 9. After the goal-setting workshop, key dates in the budget process include Remaining Key Dates After uary 31 Goal-Setting Workshop Tuesday, February 3 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 31 workshop if needed. Tuesday, February 24 Mid-Year Budget Review. Consider the City's fiscal status at the Special Budget Workshop mid-point of the fiscal year and make appropriation adjustments as necessary, review status of 2007-09 goals and objectives. Tuesday, April 14 Major City Goal Work Programs. Review and approve detail work Special Budget Workshop programs to accomplish major City goals;provide other budget direction as needed. Thursday, May 28 PteUminaryFinancial-Plan -Receive 2009=11 Preliminary Financial Plan and Appendices A&B: Significant Operating Program Changes and Capital Improvement.Plan(CEP)Projects.. Thursday,June 4 Budget Workshop. Review the Financial Plan and consider General Special Budget Workshop Fund operating programs. Tuesday,June 9 Budget Workshop. Consider General Fund CIP projects. Special Budget Workshop Thursday,June 11 Budget Workshop. Consider Enterprise Fund operating programs, Special Budget Workshop CIP projects, revenue requirements and rates. Tuesday,June 19 Public Hearing and Budget Adoption . Continue to discuss and Regular Meeting receive public comment on the Preliminary Financial Plan; adopt the budget. i Goat-Setting Process for 2009-11 Page 9 SUMMARY Council goal-setting is an important"first step" in the City's Financial Plan process. In fact, it is important to stress just this fact—it is the beginning of the budget process, not the end. Setting goals—and subsequently approving work programs for major City goals—is not adoption of the budget. As reflected in the budget schedule above, this will not occur until June 2009, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings. ATTACHMENTS 1. Outline for Community Forum(January 15) 2. Community Forum Feedback Form 3. Outline for Council Goal-Setting Workshop (January 31) 4. Guidelines for Council Members During the Goal-Setting Process 5. Sample Form for Council Members to Submit Candidate Goals 6. Criteria for Major City Goals 7. "Community Budget Bulletin" Inserted in City Utility Bills 8. Notice Sent to Community Groups and Interested Individuals 9. Financial Plan Schedule Summary NEEMSEEMEMIM11i0i 11, 110111-0 1111 i GABudget Folders\A.Financial Plans\2009-11 Financial Plan\Council Goal-Sotting\2008-12-16 Budget Foundation Workshop\Goal-Setting ProcessZoal-Setting Process,12-16-08.DOC __. ------------ - --------- . /-9 Goal-Setting Process for 2009-11 Page 10 ATTACHMENT 1 Community Forum 6:30 PM to 9:30 PM, Thursday, January 15, 2009 Ludwick Community Center 6:30 Welcome Mayor 6:35 Process,Current Goals,Measure Y Priorities and Fiscal Outlook City Manager/ Finance&IT Director 7:00 Public Comment 1. Members of public who desire to speak complete public continent 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. Facilitator calls upon a speaker and identifies topic. 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. 6. All participants provided with: half-page green"post-its"to note resource suggestions next to goals; and yellow half-page"post-its"to note any suggestions or concerns. 9:15 Participants Vote on Top Priorities with Dots 9:30 Participants Complete Summary Feedback Form Preparation _.. . . • Prepare handouts on budget process,current goals&objectives and Measure Y Priorities;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 posting area for each of the budget priority categories. • Provide participants with half-page green and yellow post-its. • After receiving public comments,provide 5 adhesive dots per attendee. • Prepare summary feedback form for attendees to note suggested priorities and recommendations; and distribute with dots. Outline of Summary Feedback Form • Identify desired level of attention(less, same,or more) for budget priorities. • Invite suggestions to accomplish proposed goals. Goal-Setting Process for 2009-11 Page 11 ATTACHMENT 2 Community Forum Feedback Thank you for participating in the Community Forum for the City of San Luis Obispo's 2009-11 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. Level of Attention Suggested Changes Possible Ways to Community Priorities (Compared to or Potential Goals Accomplish Them Current) 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 Improving code enforcement Preserving Downtown Protecting senior services and programs OthersvM- c'es :1 Goal-Setting Process for 2009-11 Page 12 ATTACHMENT 3 Council Goal-Setting Workshop 8:30"to 4:30 PM Saturday, January 31, 2009 City-County Library Community Room 8:30 -9:00 a.m. Refreshments 9:00 -9:05 a.m. Welcome and Introductions Mayor 9:05 -9:10 a.m. Purpose,Process&Guidelines Facilitator 9:10-Noon Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Discuss Revenue Enhancement or Service Reduction Possibilities [staff writes candidate goals on flip charts] Noon- 12:15 p.m. [Council may accept further comments from the public that have not been previously presented] 12:15- 1:15 Lunch Break[staff compiles candidate goals] 1:15 -2:15 p.m. Discuss and 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 Council 4:00-4:30 p.m. Discuss Next Steps - --------Council/Staff ---- Preparation • Staff compiles and distributes composite list of candidate goals to Council members • Staff prepares a template for Council ballot sheet • Assign staff to record goal statements as Council formulates them - 1 Goal-Setting Process for 2009-11 Page 13 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 31, 2009 Council.Goal-Setting Workshop_......... .. -.- ----.-_- . 8. Use this process as away 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 2009-11 Page 14 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 26, 2009. Finance will then compile a verbatim, composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of the submissions and discuss them at the Council Goal-,Setting Workshop before staking a position. An electronic version of this form will be provided to you. O 8 0 --------- ............ .................... -.._. Note: Council Members will receive a copy of this form in the notebooks provided on January 9 and via e-mail i Goal-Setting Process for 2009.11 Page 15 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 of objectives. 10. Reflect genuine consensus: while unanimous agreement is not required, they should be accepted to the point where resistance to them is reduced or eliminated. - _ ... . _._ -------- ------- - ----- city o f Attachments san Luis oi31spo COMM UNITY BUDGET 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 very tough focal outlook facing the City, which would be much worse without Measure Y revenues, it's an especially important question this budget season. Next June,the Council will approve a two-year budget for implementation of a new neighborhood patrol program 2009-11. In San Luis Obispo,this is much more than a and delete$2.4 million in capital projects,including "numbers"document: the budget determines the City's $925,000 for street paving. Because of these short-tern priorities and sets our course for the next two years. actions,we will begin 2009-11 with a balanced budget. Long-term budget-balancing strategies will be developed Very Tough.Fiscal Outlook The City is facing another as part of the 2009-11 Financial Plan. very tough budget season. While Measure Y revenues continue to be a bright spot=in fact,without them we Goal-Soling Process Our City's budget is based on would be facing a dire fiscal situation instead of"just"a goals established by the Council before the staff begins very tough one—all of the other bright spots have preparing the preliminary budget. The Council develops darkened from two years ago. Key challenges include: these goals only after hearing from the community. Even with the passage of Measure Y in November 2006,which • Adverse Economy. The national and state established a City%:-cent sales tax,our resources are very economies are experiencing their greatest downturns limited. This is especially true given the tough fiscal since the Great Depression. While we are better economic situation facing us,so we need to hear from you positioned than many communities to deal with this, about what is truly important for our community—what we are not immune to these powerful economic our highest priorities should be over the next two years. forces. We have seen—and will continue to see— adverse trends in our top three General Fund revenues We need Your heli)in two important ways: of sales,property and transient occupancy taxes. O Fill out and return to us the brief questionnaire on • Adverse State Fiscal Outlook. Our City was spared the reverse side of this bulletin. You can mail it,fax it, large budget reductions in the State budget process email it or drop it by any City office. earlier this year. However,the State is.now facing an added$28 billion deficit on top of the cuts it has ®Attend our Community Forum on January 15,2009 already made for the current fiscal year. While it is from 6:30 to 9:30 PM at the Ludwick Community possible that we may again escape any deep State Center,864 Santa Rosa Street. This forum is an budget cuts,this major threat will continue to hang opportunity to present your ideas to the Council and over us for the foreseeable future. discuss them with other community members.It's a chance not only to provide your own input but also to see Along with these challenges,the City will face how your ideas fit in a broader community context. unanticipated staffing cost increases of$2.3 million annually due to an arbitration decision in June 2008. City staff will compile the results for the Council to review in advance of its goal-setting workshop on Short-Term Budget Actions So Far. On September 30, Saturday,January 31,2009,when the Council will 2008,the Council took action to"re-balance"the budget consider all of the public input it has received in setting by closing a gap of$4.8 million in the current year. The major City goals for the next two years. most significant of these actions was to"freeze" If you have any questions about the City's goal-setting and budget process,please contact Bill Statler, Director of Finance& Information Technology,at 781-7125 or bstatler@slocity.org. 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. Attachmantjw What are the most important things for the City to accomplish over the next two years? Please share with us the three to rive things that you believe should be the City of San Luis Obispo's most important,highest priority goals to achieve during 2009-11. O For background © information in preparing your goals, the following emerged as Measure Y © priorities two years ago in the 2007-09 Financial Plan: Q • Public safety, including restoring cut traffic patrol, Fire Marshall and © training positions Neighborhood paving and deferred street maintenance Are there any services or programs that you believe the City should reduce or eliminate to save money in funding your top priorities? • Traffic congestion relief . Creek&flood protection • Senior services and facilities programs . Neighborhood code enforcement • Open space preservation -____-__Fold and TapeXereforMallinp�---___ ....................... 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'C e3 >C �' ATTACHMENT 9 2009-11 Financial Plan Schedule September 2,2008 Council • Approves Financial Plan process and schedule. September 30,2008 Council • Reviews fiscal update and approves short-term budget actions in Special Workshop closing gap in 2008-09. 7:00 PM to 10:00 PM October 9,2008 City Manager . Updates advisory body chairs on the goal-setting process. November 10,2008 Advisory Bodies • Provide recommended goals to Finance. November 17,2008 Finance • Distributes consolidated listing of draft recommended goals to advisory bodies for their review. November 20,2008 Council 0 Holds workshop on status of General Plan and programs,long-term Special Workshop capital improvement plan(CIP),Major City Goals,objectives and CIP 7:00 PM to 10:00 PM projects;and general fiscal outlook. December 16,2008 Council • Finalizes goal-setting process;considers Financial Plan policies and Regular Meeting organization;reviews audited financial results for 2007-08;and discusses results of General Fund.five-year fiscal forecast. December 29,2008 Finance • Receives any changes in goals from advisory bodies. January 15,2009 Council . Holds community forum at the Ludwick Community Center. Special Workshop 6:30 to 9:30 PM January 31,2009 Council • Holds goal-setting workshop:discusses candidate goals presented at Special Workshop January 15 community forum;discusses Council member goals 8:30 AM to 4.00 PM distributed on January 29;prioritizes and sets major City goals. February 3,2009 Council • Finalizes goals and priorities(if needed), February 24,2009 Council • Considers mid-year budget review. Special Workshop 7:00 PM to 10:00 PM March 19,2009 Departments • Submit budget requests and major City goal work programs. April 14,2009 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 Team, • Analyze department budget requests;hold briefings with departments; Finance prepare revenue estimates;make recommendations to the City Manager. May 28,2009 City Manager •, Finalizes budget recommendations and issues preliminary budget. Jane 4,9,11,2009 Council • Holds evening workshops to review and discuss Preliminary Budget: Special Workshops — June 4:Overview and General Fund operating Preliminary Budget — June 9:General Fund CIP projects. � 7:00 to 10:00 PM — June 11:Enterprise Fund programs,CIP projects and rates. June 10,2009 Planning Commission • Reviews CIP for General Plan consistency. Jane 16,2009 Council • Holds continued Financial Plan review and adopts budget. (Holds special meeting on June 23 to continue review and adopt budget if required.) Rey Council Dates in Bold ATTACHMENT 9 Goal-Setting and the Budget Process 2009-11 Financial Plan Advisory Bodies Letters from Community Groups Community Surveys Letters from Individuals Goal-Setting Input Community orum i January 15, 2009 Fiscal Forecast *` Current 2-Year Long-Term Plans, Goals ' Goals & Policies ` "November 20, 2008 Council Goal-Setting "December 16, 2008 "Setting the Table° Workshop °Budget Foundation° Budget Workshop January 31, 2009 Workshop Staff Budget Preparation Major City Goal Work Programs.& Strategic Budget Direction: April 14 Preliminary Budget: May 28 Budget Workshops: June 4, 9 and 11 Adopted Budget: June 16, 2009 city of san lui s oBi spo Background Materials FISCAL OUTLOOK: DECEMBER 16, 2008 FORECAST o coo CD LL LM 0 • m � E � ® ; 3 V Q N m kn N Nr vD l- 00 os N N N N N M r) M M Cl) M M w cd ❑ �" N y u" c0 '-' a c F � ❑° c �00 a s C O c 3 o o � � F N > w � i w. °) Cc � a c O > o � a CL a� � x O O0ca 0 a E c e° h c c c V 3 rJx1 "� p F N v o v o v o � v y v Q o N .a p y W a"i ami rn ca p i a c Li 0 (A Q to N d x cH c c o x x 0 U o p ❑ aE: E F lu 0. .. 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Section 1 Background Materials PUBLIC OPINION RESEARCH Summary of March 2005 and June 2006 Public Opinion Research Results lic Opinion Survey Summary March 2005 and June 2006 Results city of i� san lues osispo June 2006 Rating of San Luis Obispo As a Place to Live Excellent Excellent Good:or Good Fair Poor Unchanged from 0% 10% 20% 30% 40% 50% 60% 70% 60% ctty of i�san lues osispo 1 Summary of March 2005 and June 2006 Public Opinion Research Results June 2006 Right Direction or Wrong Track? Fright Direction m' 'o 'r 1 g Y; .Fia r 71% Wrong Track 21°h M1 -. Y No Opinion 8% . - l)% 20% 40% 60% 80°% -,V June 2006 Overall Rating of Job Done by the City ExcellentorGood y*'= �r. t ," K 74 r =' Fair 20% C Poor 4% No Opinion , 2% r 0% 20% 40% 60% 80% q { Three-quarters excellent or good; only 4% poor 4 9 Y city or san Luis osispo 2 Summary of March 2005 and June 2006 Public Opinion Research Results City Department Ratings (March 2005) Fire Department 69% 891/(r 9% 1% 1% 0 Parks&Recreation 46% '82% 10% 4% 4% Police 43% 74% 14% 11%; 1% Natural Resources and Open 30% 53% 15% 11% 22% Space Protection Program Public Works 23% 57% 19% 18°1a 15% City Council 15% 57% 26% 16% . 3% Very high favorable; very low unfavorable D Spending for City Services (March 2005) Services Too About Too Dont Little Right Much Know Street repairs and maintenance 42% 37% 0 2°h 19% Traffic management to reduce congestion 35% 37% 2% 26% Repair of broken sidewalks 28% 43% 2°k 28% Protection of open space 23% 47% -1.0°k 21% Flood protection and stone drain maintenance 19% 55% 2% 24% Senior citizen services 18% 36% 2% 44% Street lighting repair and maintenance 11% 65% 2% 22% Recreation opportunities and programs at city parks 11% 61% 40k 24% Police protection in local neighborhoods 10% 66% 5% 190/0 Maintenance of public parks 8% 70% 30/0 19% Building and safety code enforcement 8% 53% '8°1 34% Fire and emergency medical services response time 7% 650/6 21/4 26% Graffiti removal 7% 60% 3%a• 30% Fire prevention and protection 6% 690A '130/0 22% Almost no one thinks we're spending too much-on anything city of sail Luis oBlspo 3 Summary of March 2005 and June 2006 Public Opinion Research Results June 2006 Rating in Managing City Funds Excellent or Good jt;�Il E Fair sX " r °crcF Poor <. 6% i d 1IIAh No Opinion ;a.,a� s_ 12% 0% 10% 20% 30% 40% 50% 60% Only 6% think we're doing a poor job „, , ', City Of �� San IDIS 0131SpO 4 Fairbank, Maslin, Maullin & Associates Opinion Res-earch d. Public PolicyAnalvsis MEMORANDUM TO: City of San Luis Obispo FROM: Fairbank, Maslin, Maullin &Associates DATE: May 5, 2005 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.1 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. City of San Luis Obispo, Voter Survey Summary page 2 • The survey showed that including a sunset provision could increase support for the measure. Nearly six in ten (59%) 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 Tag (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 provide the level of city services 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). ■ 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 11 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 indicated 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). 242.1 Colorado Ave., Ste. 180 1999 Harrison Street,Ste. 1290 Santa Monica, CA 9 0 4 0 4 Oakland. C:4 .9 4 6 1 2 Phone: (310)828-1183 Phone: (510) 451-9521 Fax: (310) 433-6562 Fax: (510) 451-0384 6 i 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. ■ 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 reduce the money 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 Harrison Street,Ste. 1290 Santa Monica, CA 9 0 4 0 4 Oakland. CA .9 4 6 1 2 Phone: (310) 828-1183 Phone: (510)451-9521 Fax: (310) 453-6.562 F'ar: (510) 451-0384 I City of San Luis Obispo, Voter Survey Summary page 4 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 mith opponents and undecided voters constitute 58 percent of the voters, underscoring that a majority is less than certain about the need for a 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 � 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 finther 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 tern. 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. 2415 Colorado Ave., Ste. 180 19,9.9 Harrison Street,Ste. 1290 Santa Monica, CA 9 0 4 0 4 Oakland. {;1 9 4 6 1 2 Phone: (310) 828-1183 Phone: (510)451-9521 Fax: (310) 453-6562 Fax: (510)4584 I - \ Fairbank, Maslin, Maullin & Associates Opinion Research & Prtblic Policy.4nalysis MEMORANDUM TO: City of San Luis Obispo FROM: Fairbank, Maslin, Maullin&Associates DATE: July 11, 2006 SUBJECT: Survey Results Fairbank, 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 'iia Cent Sales Tax Increase Measure Definitely yes t�L 32% TOTAL YES Wk tc:aec .:.: c: t 230A 60% Undecided, lean yes =5% Undecided, lean no 3% YtaTAI NSD Definitely no VIP, -, u .,•°gas 19% NMVDK/NA _ 8% 0% lox lox wx 40% 50% 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. 7 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 ensuing year while public discussion of a possible city financial ballot measure has been underway.Z 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 support increased 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 belief among voters 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. r� • 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."3 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 apossible ballot measure for the November ballot to raise additional funds 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 1999 Harrison Street,Ste. 1290 Santa Alonlca, C:4 9 0 4 0 4 Oaland, C:4 9 4 6 1 2 Phone: (310) 828-118.3 Phone: (.510) 451-9521 f`=: (310) 453-6562 Fur: (.510) 451-0384 J41p) Section 11 Background Materials OTHER BACKGROUND INFORMATION 2009-11 Financial Plan Schedule When Who What September 2,2008 Council • Approves Financial Plan process and schedule. September 30,2008 Council • Reviews fiscal update and approves short-term budget actions in Special Workshop closing gap in 2008-09. 7:00 PM to 10:00 PM October 9,2008 City Manager • Updates advisory body chairs on the goal-setting process. November 10,2008 Advisory Bodies • Provide recommended goals to Finance. November 17,2008 Finance • Distributes consolidated listing of draft recommended goals to advisory bodies for their review. November 20,2008 Council • Holds workshop on status of General Plan and programs,long-term Special Workshop capital improvement plan(CII'),Major City Goals,objectives and CIP 7:00 PM to 10:00 PM projects;and general fiscal outlook. December 16,2008 Council • Finalizes goal-setting process;considers Financial Plan policies and Regular Meeting organization;reviews audited financial results for 2007-08;and discusses results of General Fund five-year fiscal forecast. December 29,2008 Finance a Receives any changes in goals from advisory bodies. January 15,2009 Council • Holds community forum at the Ludwick Community Center. Special Workshop 6:30 to 9:30 PM January 31,2009 Council • Holds goal-setting workshop:discusses candidate goals presented at Special Workshop January 15 community forum;discusses Council member goals 8:30 AM to 4:00 PM distributed on January 29;prioritizes and sets major City goals. February 3,2009 Council • Finalizes goals and priorities(if needed). February 24,2009 Council • Considers mid-year budget review. Special Workshop 7:00 PM to 10:00 PM March 19,2009 Departments • Submit budget requests and major City goal work programs. April 14,2009 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 Team, • Analyze department budget requests;hold briefings with departments; Finance prepare revenue estimates; make recommendations to the City Manager. May 28,2009 City Manager • Finalizes budget recommendations and issues preliminary budget. June 4,9,11,2009 Council • Holds evening workshops to review and discuss Preliminary Budget: Special Workshops — June 4:Overview and General Fund operating programs. Preliminary Budget — June 9:General Fund CIP projects. 7:00 to 10:00 PM — lune 11:Enterprise Fund programs,CIP projects and rates. June 10,2009 Planning Commission • Reviews CIP for General Plan consistency. June 16,2009 Council • Holds continued Financial Plan review and adopts budget. (Holds special meeting on June 23 to continue review and adopt budget if required.) Key Council Dates in Bold A Goal-Setting and the Budget Process 2009-I1 Financial Plan Advisory Bodies Letters from Community Groups Community Surveys Letters fromIndividuals Goal-Setting Input 9Qb MW Fiscal Forecast ** Current 2-Year Long-Term Plans, Goals * Goals & Policies * Council Goal-Setting *# November 20, 2008 December 16, 2008 "Setting the Table" Workshop "Budget Foundation" Budget Workshop January 31, 2009 Workshop Staff Budget Preparation l . Major City Goal Work Programs & Strategic Budget Direction: April 14 Preliminary Budget: May 28 Budget Workshops: June 4, 9 and 11 Adopted Budget: June 16, 2009 city of san WI S ®BE SP® City Of san Luis OBIS O BUDGET PROCESS OVERVIEW The City of San Luis Obispo has received national Preparation and Review Process recognition for its use of a two-year budget process that emphasizes long-range planning and effective program Under the City Charter, the City Manager is responsible management. Significant features of the City's two-year for preparing the budget and submitting it to the Council Financial Plan include the integration of Council goal- for approval. Although specific steps will vary from year setting into the budget process and the extensive use of to year, the following is an overview of the general formal policies and measurable objectives. The Financial approach used under the City's two-year budget process: Plan includes operating budgets for two years and a capital improvement plan(CIP)covering four years. First Year. As noted above, the Financial Plan process begins with Council goal-setting to determine major While appropriations continue to be made annually under objectives for the next two years. The results of Council this process, the Financial Plan is the foundation for goal-setting are incorporated into the budget instructions preparing the budget in the second year. Additionally, issued to the operating departments, who are responsible unexpended operating appropriations from the first year for submitting initial budget proposals. may be carried over into the.second year with the approval of the City Manager. After these proposals are comprehensively reviewed and a detailed financial forecast is prepared, the City Manager Purpose of the Two-Year Financial Plan issues the Preliminary Financial Plan for public comment. A series of workshops and public hearings are then held The fundamental purpose of the City's Financial Plan is to leading to Council adoption of the Financial Plan by June link what we want to accomplish for the community with 30. the resources necessary to do so. The City's Financial Plan process does this by: clearly setting major City goals Second Year. Before the beginning of the second year and other important objectives; establishing reasonable of the two-year cycle,the Council reviews progress during timeframes and organizational responsibility for achieving the first year, makes adjustments as necessary and them;and allocating resources for programs and projects. approves appropriations for the second fiscal year.. Major City Goals Mid-Year Reviews. The Council formally reviews the City's financial condition and amends appropriations, if Linking important objectives with necessary resources necessary, six months after the beginning of each fiscal requires a process that identifies key goals at the very year. beginning of budget preparation. Setting goals and priorities should drive the budget process,not follow it. Interim Financial and Project Status Reports. On- line access to "up-to-date' financial information is For this reason, the City begins each two-year Financial provided to staff throughout the organization. Plan process with in-depth goal setting workshops where Additionally, comprehensive financial reports are the Council invites candidate goals from community prepared monthly to monitor the Citys fiscal condition, groups, Council advisory bodies and interested and more formal reports are issued to the Council on a individuals; reviews the City's fiscal outlook for the next quarterly basis. The status of major program objectives, five years and the status of prior goals; presents their including CIP projects, is also periodically reported to the individual goals to fellow Council members; and then set Council on a formal basis. and prioritize major goals and work programs for the next two years. City staff then prepare the Preliminary Administration Financial Plan based on the Council's policy direction. As set forth in the City Charter,the Council may amend or Budget and Fiscal Policies supplement the budget at any time after its adoption by majority vote of the Council members. The City Manager Formally articulated budget and fiscal policies provide the has the authority to make administrative adjustments to foundation for preparing and implementing the Financial the budget as long as those changes will not have a Plan while assuring the City's long-term fiscal health. significant policy impact nor affect budgeted year-end Included in the Financial Plan itself,these policies cover a fund balances. broad range of areas such as user fee cost recovery goals, enterprise fund rates, investments, capital improvement management, debt management, capital financing, fund balance and reserves, human resource management and productivity. Budget-In-Brief 2007-09 Financial Plan Supplement Approved 2008-09 Budget We're Still Focused on Measure Y Priorities but Fiscal Challenges Ahead The purpose of this "budget-in-brief' is to summarize Measure Y's April 1, 2007 effective date, this means the second year of the Citys 2007-09 Financial Plan that$12.8 million in added General Fund resources by highlighting the Citys budget process, key budget will be available in this two-year budget. The use of features, major City goals and basic"budget facts." Measure Y funds is detailed on the following page, If you have any questions about the City's budget or which reflects community priorities of: would Pike a complete copy of the Financial Plan or Supplement, please call us at 781-7125 or visit our • Restoring the neighborhood street paving web site at www.slocity.org. program and catching-up on deferred street maintenance. Purpose of the City's Two-Year Financial Plan • Reducing and managing traffic congestion. The fundamental purpose of the City's Financial Plan • Improving public safety service levels. is to link what we want to accomplish for the • Improving flood protection, including silt community with the resources removal in our creeks and necessary to do so. Our two- ___ better storm drain year Financial Plan process maintenance. does this by: clearly setting a Enhancing senior major City goals and other , services, including important objectives; remodeling the existing establishing reasonable timeframes and organizational w Senior Center and planning responsibility for achieving ahead for the future. them; and then allocating the _; <, • Strengthening resources required for „•,"„,,,, ; ` _t neighborhood code implementation. enforcement by adding a . �� code enforcement officer This process results in a two- -rf;; Fes^ and expanding the"SNAP" year budget document that ! =,y:." program. emphasizes long range =' • planning, budgeting for results, Restoring funding for open effective program management and fiscal space preservation accountability. While appropriations are still made But Fiscal Challenges Ahead annually, the Financial Plan is the foundation for . preparing the budget in the second year. The Budget Message in the Financial Plan Staying Focused on Measure Y Priorities Supplement described the City's fiscal situation as - stable but identified three key uncertainties facing The Citys two-year budget continues to be focused the City at that time: on responding to community priorities that surfaced • Adverse fiscal impacts on cities as the State before and after the Measure Y campaign. This Y2- addresses its very serious budget problems. cent sales tax measure, which was adopted with 65% voter approval in November 2006, results in • Direction of the local economy and its impact on about$5.9 million annually in added General Fund key City revenues like sales and property taxes. revenues in the 2007-09 Financial Plan. Combined . Results of binding arbitration. with carryover revenues from 2006-07 due to city of san tuis oBi spo Since adoption of the 2008-09 Budget, it has As reflected in this chart, about 20% of the funds are become clear that all of these factors are likely to proposed for public safety(police and fire) result in adverse impacts on the City's financial improvements; and 70%for infrastructure condition in both the short and long run. This has led improvements to our street, traffic and flood to implementation of the City s "Fiscal Health protection systems. Contingency Plan." In the short-term, this plan calls for a hiring chill, review of capital improvement The following summarizes budgeted uses of deferrals, operating cost.reductions, possible use of Measure Y resources over the next two years. reserves and other short-term actions. In the longer- Although some may be subject to revision depending term, it calls for preparation of a five-year forecast in on the City's revised fiscal outlook in both the short better defining the problem facing us and then and long term, Measure Y will still support a wide crafting strategies to close any identified gaps. range of community priorities. A comprehensive assessment of the impact of these Two-year changes on the City's financial condition in 2008-09 Budget Total is scheduled for Council review on September 30, Public Safety 2008 at 7:00 PM at the Ci Hall Council Chambers. Neighborhood Patrols&Traffic Safety 1.629,800 Fire Prevention&Training 654,800 Longer term strategies will be developed as part of the 2009-11 Financial Plan. Neighborhood Paving&Deferred Street Maintenance Paving Crew Productivity 297,800 How Will These Affect Measure Y Uses? Neighborhood,Downtown& Arterial Street Paving 2,867,000 Traffic Congestion Relief The Short Story: It is too soon to tell. These Traffic Signal Operations 224,100 remain high community and Council priorities. Johnson&Buchon Intersection Improvements 100,000 However, the fact is that we are likely to have fewer South Higuera Widening:Margarita to Elks Lane 135.000 General Fund resources available in responding to Bob Jones City-to-Sea Bike Trail Bridges 220.000 Tassajara/FoothillIntersection Improvements 125,000 them. We will have a better idea of the short-term Buena Vista/Garfield Intersection Improvements 35,000 impacts by the September 30 report; and an Los Osos Valley Road Interchange Design 701,900 assessment of the longer term impacts as part of the Other Traffic Congestion Relief Projects 230,000 2009-11 budget process. However, regardless of the outcome, Measure Y remains a vital element of Creek&Flood Protection the Ci s ability to meet community priorities. Storm Water Management Plan Implementation 1,553,300 p Storm Drain Replacements 1,362,400 Creek Silt Removal 325,000 Use of Measure Y Revenues Andrews Creek Bypass Improvements 125,000 Bishop/Augusta Creek Bank Stabilization 38,000 Over the next two years, about 40% of Measure Y Storm Sewer&Culvert Repairs 200,000 resources are allocated to operating programs and CIP Project Management&Inspection 116,900 60%to capital improvement plan (CIP)projects. senior services and Facilities This reflects a reasonable balance between day-to- senior center Furniture Replacement 9,000 day delivery of key services like police and fire Senior Center Window Replacement 9,000 protection, and infrastructure improvements like Senior Center Remodel 334,100 Street paving and flood protection. Senior Center Needs Study 30,000 Neighborhood Code Enforcement 2007-09 Use of Measure Y Revenues Enhanced.Building&Zoning Code Enforcement 263,100 "SNAP"Enhancement 32,500 o Open Space o Downtown Graffiti Management Enhancements 21,300 o Neighborhood Preservation Improvements Code 5% 3% Enforcement Open Space Preservation pqo o Public Safety Open Space Acquisition 400,000 18°h Open Space Maintenance&Enhancements 277,400 is Senior Senices 3% Downtown Improvements Sidewalk Repairs 60,000 o Creek&Flood Sidewalk Scrubbing 40,000 0 Nelghborhood Protection Pedestrian Lighting 56.000 30% 25%g Pedestrian Traffic Signals 80,000 Mission Plaza Stair Replacement 75,000 Downtown Urban Forest Maintenance 50,000 Comprehensive Signing Program 1 40,000 Total I $12,716,300 D Traffic Congestion •Reflects increase in funding from the 200507 Financial Plan of$1,025,000 Relief 14% annually.the total street paving.budget for 2007-09 is$5.0 million. 2 NW MAJOR CITY GOALS The 2007-09 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 its relationship to Measure Y priorities, challenges we will face in achieving the goal, action plans and resource requirements. As reflected below, these goals are closely linked to Measure Y priorities. Public Safety Service Levels. Roller Hockey Rink and Improve public safety service Skate Park Improvements. levels, with an emphasis in Complete major upgrades to the police services on existing roller hockey rink and neighborhood patrols _ skateboard park facilities at Santa (particularly at night)and traffic -r Rosa Park. safety; and on prevention and training in fire services. Neighborhood PavingHomeless Services. Work with and Deferred Street :'�—, social services partners to develop Maintenance. Restore the r improved homeless sheltering and 3 neighborhood and downtown — services. paving program, and catch up with deferred street maintenance. Traffic Congestion Relief. Affordable Housing. Expand efforts to reduce and a Strengthen efforts to increase manage traffic congestion affordable housing, including ways throughout the City, including of augmenting existing funding. the Los Osos Valley Road corridor and interchange e Bikeway Improvements. a * Neighborhood Wellness. t Y Continue to work towards �� Increase building and zoning code completion of the Railroad enforcement to promote =' Safety Trail; improve > ¢ neighborhood wellness and maintenance of existing bicycle "" . community appearance. 7: trails, lanes and byways; and consider additional bike trails. Flood Protection. Reduce Downtown Improvements. flood risk by opening the Los Strengthen support for the Osos Valley Road/Highway Downtown in multiple areas, such 101 area of San Luis Obispo K as maintenance, economic Creek, pursuing improvements r development, public safety, to San Luis Obispo Creek in parking, tourism promotion, - the Mid-Higuera area and progress on the installation of implementing the Storm Sewer pedestrian lighting and Master Plan. comprehensive directional sign program and other improvements as resources allow. Senior Citizen Facilities. Open Space Preservation. Enhance senior center facilities Restore open space acquisition athrough improvements to the `• program funding to at least F- i' `I current senior center and $200,000 per year and bring pursuit of plans for a future `" forward opportunities should they __ lr� senior center. arise that further leverage City funds through grant programs. 3 BUDGETFACTS 2008-09 Budget By Funding Source: 2008-09 General Fund Budget: $96.6 Million $58.9 Million 0 Debt Service 5% ■Capital 0 Enterprise Projects Funds 13% 0Operating 35% Programs 0 General 62% Fund 61% ■Other Funds 4% 2008-09 General Fund Operating Budget 2008-09 General Fund Operating Budget By Function: $48.3 Million By Type: $48.3 Million 0General 0 Other Govt OperatingCosts 16% s ■Public 12% 0 Comm Safety Develop- (Police& ■Contract mere Fire) Services 13% 49% 9% 0 Staffing 79% 0 Leisure. Jo Cultural& Social 0 Streets, Services Creek& 15% Flood Protection 7% 00 r• .. Projects: 2008-09 General Fund Revenues: Public Safety Improvements $2.1 $53.6 Million Water and Sewer System Improvements 15.5 0 All Other Neighborhood&Arterial Street Paving 5.0 o service Revenues4% LOVR Interchange: Plans&Specifications 2.5 Charges Pedestrian& Bikeway Improvements 2.0 9% ■Sales Tax Y P 26% Creek&Flood Protection Improvements 3.7 0 Other Park Improvements 3.1 Taxes Open Space Preservation 0.6 9�0 These projects total$33.9 million,accounting for 85%of total DVLFNLF capital project costs of$40.7million in 2007-09. Swap 6°�0 ■Measure Y2008-09 Regular o Utility Sales rax Public Safety 146.0 Users Tax 11% Public Utilities 64.3 8°� Transportation 34.5 0 Transient 0Property Leisure,Cultural&Social Services 33.0 Occupancy Tax Community Development 43.9 Tax 17% General Government 55.9 10% Total Positions 377.6 4 -_ `-- city of j san lues OBIspo Budget • Fiscal Policies FINANCIAL PLAN PURPOSE 2. Concentrating on developing and budgeting AND ORGANIZATION for the accomplishment of significant r, obj ectives. A. Financial Plan Objectives. Through its 3. Establishing realistic timeframes for Financial Plan, the City will link resources with achieving objectives. results by: 4. Creating a pro-active budget that provides 1. Identifying community needs for essential for stable operations and assures the City's long-term fiscal health. services. 2. Organizing the programs required to provide 5. Promoting more orderly spending patterns. these essential services. 6. Reducing the amount of time and resources 3. Establishing program policies and goals, allocated to preparing annual budgets. which define the nature and level of C. Measurable Objectives. The two-year program services required. financial plan will establish measurable program 4. Identifying activities performed in objectives and allow reasonable time to delivering program services. accomplish those objectives. 5. Proposing objectives for improving the D. Second Year Budget. Before the beginning of delivery of program services. the second year of the two-year cycle, the 6. Identifying and appropriating the resources Council will review progress during the first required to perform program activities and year and approve appropriations for the second accomplish program objectives. 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 Manager. 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 twenty four 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. _t_ l/ Budget and Fiscal Policies 1. Operating revenues must fully cover supplement the budget at any time after its operating expenditures, including debt adoption by majority vote of the Council service. members. The City Manager has the authority 2. Ending fund balance (or working capital in to make administrative adjustments to the the enterprise funds) must meet minimum budget as long as those changes will not have a policy levels. For the general and enterprise significant policy impact nor affect budgeted funds, this level has been established at 20% year-end fund balances. of operating expenditures. GENERAL REVENUE MANAGEMENT Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this situation, beginning fund A. Diversified and Stable Base. The City will balance can only be used to fund capital seek to maintain a.diversified and stable revenue improvement plan projects, or other"one-time," base to protect it from short-term fluctuations in non-recurring expenditures. any one revenue source. FINANCIAL REPORTING B. Long-Range Focus. To emphasize and AND BUDGET ADMINISTRATION facilitate long-range financial planning, the City will maintain current projections of revenues for the succeeding five years. A. Annual Reporting. The City will prepare annual financial statements as follows: C. Current Revenues for Current Uses. The City will make all current expenditures with 1. In accordance with Charter requirements, current revenues, avoiding procedures that the City will contract for an annual audit by balance current budgets by postponing needed a qualified independent certified public expenditures, accruing future revenues, or accountant. The City will strive for an rolling over short-term debt. unqualified auditors' opinion. D. Interfund Transfers and Loans. In order to 2. The City will use generally accepted achieve important public policy goals, the City accounting principles in preparing its annual has established various special revenue, capital financial statements, and will strive to meet project, debt service and enterprise funds to the requirements of the GFOA's Award for account for revenues whose use should be Excellence in Financial Reporting program. restricted to certain activities. Accordingly, each fund exists as a separate financing entity 3. The City will issue audited financial from other funds, with its own revenue sources, statements within 180 days after year-end. expenditures and fund equity. B. Interim Reporting. The City will prepare and Any transfers between funds for operating issue timely interim reports on the City's fiscal purposes-are clearly set forth in the Financial status to the Council and staff. This includes: Plan, and can only be made by the Director of on-line access to the City's financial Finance & Information Technology in management system by City staff; monthly accordance with the adopted budget. These reports to program managers; more formal operating transfers, under which financial quarterly reports to the Council and Department resources are transferred from one fund to Heads; mid-year budget reviews; and interim another, are distinctly different from interfund annual reports. borrowings, which are usually made for temporary cash flow reasons, and are not C. Budget Administration. As set forth in the intended to result in a transfer of financial City Charter, the Council may amend or resources by the end of the fiscal year.. -2- 9 Budget and Fiscal Policies In summary, interfund transfers result in a Price Index. Fees may be adjusted during this change in fund equity; interfund borrowings do interim period based on supplemental analysis not, as the intent is to repay in the loan in the whenever there have been significant changes in near term. the method, level or cost of service delivery. From time-to-time, interfund borrowings may be B. User Fee Cost Recovery Levels appropriate; however, these are subject to the following criteria in ensuring that the fiduciary In setting user fees and cost recovery levels, the purpose of the fund is met: following factors will be considered: 1. The Director of Finance & Information 1. Community-Wide Versus Special Benefit. Technology is authorized to approve The level of user fee cost recovery should temporary interfund borrowings for cash consider the community-wide versus special flow purposes whenever the cash shortfall is service nature of the program or activity. expected to be resolved within 45 days. The The use of general-purpose revenues is most common use of interfund borrowing appropriate for community-wide services, under this circumstance is for grant while user fees are appropriate for services programs like the Community Development that are of special benefit to easily identified Block Grant, where costs are incurred individuals or groups. before drawdowns are initiated and received. However, receipt of funds is 2. Service Recipient Versus Service Driver. typically received shortly after the request After considering community-wide versus for funds has been made. special benefit of the service, the concept of service recipient versus service driver 2. Any other interfund borrowings for cash should also be considered. For example, it flow or other purposes require case-by-case could be argued that the applicant is not the approval by the Council. beneficiary of the City's development review efforts: the community is the 3. Any transfers between funds where primary beneficiary. However, the reimbursement is not expected within one applicant is the driver of development fiscal year shall not be recorded as interfund review costs, and as such, cost recovery borrowings; they shall be recorded as from the applicant is appropriate. interfund operating transfers that affect equity by moving financial resources from 3. Effect of Pricing on the Demand for one fund to another. Services. The level of cost recovery and related pricing of services can significantly USER FEE COST RECOVERY GOALS affect the demand and subsequent level of 7. services provided. At full cost recovery, this has the specific advantage of ensuring A. Ongoing Review that the City is providing services for which there is genuinely a market that is not Fees will be reviewed and updated on an overly-stimulated by artificially low prices. ongoing basis to ensure that they keep pace with Conversely; high levels of cost recovery will changes in the cost-of-living as well as changes negatively impact the delivery of services to in methods or levels of service delivery. lower income groups. This negative feature is especially pronounced, and works against In implementing this goal, a comprehensive public policy, if the services are specifically analysis of City costs and fees should be trade targeted to low income groups. at least every five years. In the interim, fees will be adjusted by annual changes in the Consumer �O 3- Budget and Fiscal Policies 4. Feasibility of Collection and Recovery. scale licenses and permits might fall into Although it may be determined that a high this category.. level of cost recovery may be appropriate for specific services, it may be impractical D. Factors Favoring High 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 3. 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 insurance. -4- / Budget and Fiscal Policies 3. The method of assessing and collecting fees sector, cost recovery levels should be should be as simple as possible in order to higher. reduce the administrative cost of collection.. Although ability to pay may not be a 4. Rate structures should be sensitive to the concern for all youth and senior "market" for similar services as well as to participants, these are desired program smaller, infrequent users of the service, activities, and the cost of determining need may be greater than the cost of providing a 5. A unified approach should be used in uniform service fee structure to all determining cost recovery levels for various participants. Further, there is a community- programs based on the factors discussed wide benefit in encouraging high-levels of above. participation in youth and senior recreation activities regardless of financial status. F. Low Cost-Recovery Services 3. Cost recovery goals for recreation activities Based on the criteria discussed above, the are set as follows: following types of services should have very low cost recovery goals. In selected High-Range Cost Recovery Activities circumstances, there may be specific activities (60% to 100%) within the broad scope of services provided that a. Classes(Adult and Youth) should have user charges associated with them. b. Day care.services However, the primary source of funding for the c. Adult athletics (volleyball, basketball, operation as a whole should be general-purpose revenues, not user fees. softball, lap swim) d. Facility rentals (Jack House, other in- t. Delivering public safety emergency door facilities except the City/County response services such as police patrol Library) services and fire suppression. Mid-Range Cost Recovery Activities 2. Maintaining and developing public facilities (30% to 60%) that are provided on a uniform, community- e. City/County Library room rentals wide basis such as streets, parks and f. Special events (triathlon, other City- general-purpose buildings. sponsored special events) g. Youth track 3. Providing social service programs and h. Minor league baseball economic development activities. i. Youth basketball j. Swim lessons G. Recreation Programs k. Outdoor facility and equipment rentals The following cost recovery policies apply to Low-Range Cost Recovery Activities the City's recreation programs: (0 to 30%) 1. Public swim 1. Cost recovery for activities directed to in. Special swim classes adults should be relatively high. n. Community garden o. Youth STAR 2. Cost recovery for activities directed to youth p. Teen services and seniors should be relatively low. In q. Senior services those circumstances where services are similar to those provided in the private 4. For cost recovery activities of less than 100%, there should be a differential in rates 5_ /2 Budget and Fiscal Policies between residents and non-residents. a. Planning (planned development permits, However, the Director of Parks and tentative tract and parcel maps, Recreation is authorized to reduce or rezonings, general plan amendments, eliminate non-resident fee differentials variances,use permits). when it can be demonstrated that: b. Building and safety (building permits, a. The fee is reducing attendance. structural plan checks, inspections). b. And there are no appreciable c. Engineering (public improvement plan checks, inspections, subdivision expenditure savings from the reduced requirements, encroachments). attendance. d. Fire plan check. 5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special-use 2. Cost recovery for these services should areas, and recreation equipment for generally be very high. In most instances, activities not sponsored or co-sponsored by the City's cost recovery goal should be the City. Such charges will generally 100%. conform to the fee guidelines described above. However, the Director of Parks and 3. However, in charging high cost recovery Recreation is authorized to charge fees that levels, the City needs to clearly establish are closer to full cost recovery for facilities and articulate standards for its performance that are heavily used at peak times and in reviewing developer applications to include a majority of non-resident users. ensure that there is"value for cost." 6. A vendor charge of at least 10 percent of L Comparability With Other Communities gross income will be assessed from individuals or organizations using City In setting user fees, the City will consider fees facilities for moneymaking activities. charged by other agencies in accordance with the following criteria: 7. Director of Parks and Recreation is authorized to offer reduced fees such as 1. Surveying the comparability of the City's introductory rates, family discounts and fees to other communities provides useful coupon discounts on a pilot basis (not to background information in setting fees for exceed 18 months) to promote new several reasons: recreation programs or resurrect existing ones. a. They reflect the "market" for these fees and can assist in assessing the 8. The Parks and Recreation Department will reasonableness of San Luis Obispo's consider waiving fees only when the City fees. Manager determines in writing that an undue hardship exists. b. If prudently analyzed, they can serve as a benchmark for how cost-effectively H. Development Review Programs San Luis Obispo provides its services. The following cost recovery policies apply to 2. However, fee surveys should never be the the development review programs: sole or primary criteria in setting City fees as there are many factors that affect how 1. Services provided under this category and why other communities have set their include: fees at their levels. For example: /3 -6- i 1 Budget and Fiscal Policies a. What level of cost recovery is their fee required to ensure that they remain appropriate. intended to achieve compared with our and equitable. cost recovery objectives? b. What costs have been considered in E. Franchise Fees. In accordance with long computing the fees? standing practices, the City will treat the water and sewer funds in the same manner as if they c. When was the last time that their fees were privately owned and operated. This means were comprehensively evaluated? assessing reasonable franchise fees in fully d. What level of service do they provide recovering service costs. compared with our service or performance standards? At 3.5%, water and sewer franchise fees are based on the mid-point of the statewide standard e. Is their rate structure significantly for public utilities like electricity and gas (2%of different than ours and what is it gross revenues from operations) and cable intended to achieve? television (5%of gross revenues). 3. These can be very difficult questions to As with other utilities, the purpose of the address in fairly evaluating fees among franchise fee is reasonable compensation the use different communities. As such, the of the City's street right-of-way. The comparability of our fees to other appropriateness of charging the water and sewer communities should be one factor among funds a reasonable franchise fee for the use of many that is considered in setting City fees. City streets is further supported by the results of recent studies in Arizona, California, Ohio and ENTERPRISE FUND FEES AND RATES Vermont which concluded that the leading cause for street resurfacing and reconstruction is street cuts and trenching for utilities. A. Water, Sewer and Parking. The City will set fees and rates at levels which fully cover the REVENUE DISTRIBUTION total direct and indirect costs—including operations, capital outlay and debt service—of the following enterprise programs: water, sewer The Council recognizes that generally accepted and paz'king• accounting principles for state and local governments discourage the "earmarking" of B. Golf. Golf program fees and rates should fully General Fund revenues, and accordingly, the cover direct operating costs. Because of the practice of designating General Fund revenues for nine-hole nature of the golf course with its focus specific programs should be minimized in the City's on youth and seniors, subsidies from the management of its fiscal affairs. Approval of the General Fund to cover indirect costs and capital following revenue distribution policies does not improvements may be considered by the prevent the Council from directing General Fund Council as part of the Financial Plan process, resources to oiher functions and programs as along with the need to possibly subsidize direct necessary. operating costs as well. A. Property Taxes. With the passage of C. Transit. Based on targets set under the Proposition 13 on June 6, 1978, California cities Transportation Development Act, the City will no longer can set their own property tax rates. strive to cover at least twenty percent of transit In addition to limiting annual increases in operating costs with fare revenues. market value, placing a ceiling on voter- approved indebtedness, and redefining assessed D. Ongoing Rate Review. The City will review valuations, Proposition 13 established a and adjust enterprise fees and rate structures as maximum county-wide levy for general revenue -7- o , Budget and Fiscal Policies purposes of 1% of market value. Under INVESTMENTS subsequent state legislation, which adopted < ; formulas for the distribution of this countywide levy, the City now receives a percentage of total A. Responsibility. Investments and cash property tax revenues collected countywide .as management is the responsibility of the City determined by the County Auditor-Controller: Treasurer or designee. Until November of 1996, the City had B. Investment Objective. The City's primary provisions in its Charter that were in conflict investment objective is to achieve a reasonable with Proposition 13 relating to the setting of rate of return while minimizing the potential for property tax revenues between various funds. capital losses arising from market changes or For several years following the passage of issuer default. Accordingly, the following Proposition 13, the City made property tax factors will be considered in priority order in allocations between funds on a policy basis that determining individual investment placements: were generally in proportion to those in place before Proposition 13. Because these were 1. Safety general-purpose revenues, this practice was 2. Liquidity discontinued in 1992-93. With the adoption of a 3. Yield series of technical revisions to the City Charter in November of 1996, this conflict no longer C. Tax and Revenue Anticipation Notes: Not for exists. Investment Purposes. There is an appropriate B. Gasoline Tax Subventions. All gasoline tax role for tax and revenue anticipation notes (TRANS) in meeting legitimate short-term cash revenues (which are restricted by the State for needs within the fiscal year. However, many street-related purposes) will be used for maintenance activities. Since the City's total agencies issue TRANS as a routine business expenditures for gas tax eligible programs and practice, not solely for cash flow purposes, but projects are much greater than this revenue to capitalize on the favorable difference between source, operating transfers will be made from the interest cost of issuing TRANS as a tax- the gas tax fund to the General Fund for this preferred security and the interest yields on purpose. This approach significantly reduces them if re-invested at full market rates. the accounting efforts required in meeting State reporting requirements. As part of its cash flow management and investment strategy, the City will only issue C. Transportation Development Act (TDA) VANS or other forms of short-term debt if Revenues. All TDA revenues will be allocated necessary to meet demonstrated cash flow to alternative transportation programs, including needs; TRANS or any other form of short-tern regional and municipal transit systems, bikeway debt financing will not be issued for investment purposes. s long as the City maintains its improvements, and other programs or projects current policy of maintaining fund/working designed to reduce automobile usage. Because capital balances that are 20% of operating TDA revenues will not be allocated for street expenditures, it is unlikely that the City would purposes, it is expected that alternative need to issue TRANS for cash flow purposes transportation programs (in conjunction with other state or federal grants for this purpose) except in very unusual circumstances. will be self-supporting from TDA revenues. D. Selecting Maturity Dates. The City will strive D. Parking Fines. All parking fine revenues will to keep all idle cash balances fully invested be allocated to the parking fund. through daily projections of cash flow requirements. To avoid forced liquidations and losses of investment earnings, cash flow and -8- Budget and Fiscal Policies future requirements will be the primary City's portfolio on an ongoing basis to consideration when selecting maturities. determine compliance with the City's investment policies and for making E. Diversification. As the market and the City's recommendations regarding investment investment portfolio change, care will be taken management practices. Members include the to maintain a healthy balance of investment City Manager, Assistant City Manager, Director types and maturities. of Finance & Information Technology/City Treasurer, Finance Manager and the City's F. Authorized Investments. The City will invest independent auditor. only in those instruments authorized by the California Government Code Section 53601. L. Reporting. The City Treasurer will develop and maintain a comprehensive, well- The City will not invest in stock, will not documented investment reporting system, which speculate and will not deal in futures or options. will comply with Government Code Section The investment market is highly volatile and 53607. This reporting system will provide the continually offers new and creative Council and the Investment Oversight opportunities for enhancing interest earnings. Committee with appropriate investment Accordingly, the City will thoroughly performance information. investigate any new investment vehicles before committing City funds to them. APPROPRIATIONS LIMITATION G. Authorized Institutions. Current financial statements will be maintained for each A. The Council will annually adopt a resolution institution in which cash is invested. establishing the City's appropriations limit Investments will be limited to 20 percent of the calculated in accordance with Article XIII-B of total net worth of any institution and may be the Constitution of the State of California, reduced further or refused altogether if an Section 7900 of the State of California institution's financial situation becomes Government Code, and any other voter approved unhealthy. amendments or state legislation that affect the City's appropriations limit. H. Consolidated Portfolio. In order to maximize yields from its overall portfolio, the City will B. The supporting documentation used in consolidate cash balances from all funds for calculating the City's appropriations limit and investment purposes, and will allocate projected appropriations subject to the limit will investment earnings to each fund in accordance be available for public and Council review at with generally accepted accounting principles. least 10 days before Council consideration of a resolution to adopt an appropriations limit. The I. Safekeeping. Ownership of the City's Council will generally consider this resolution investment securities will be protected through in connection with final approval of the budget. third-party custodial safekeeping. C. The City will strive to develop revenue sources, J. Investment Management Plan. The City both new and existing, which are considered Treasurer will develop and maintain an non-tax proceeds in calculating its Investment Management Plan that addresses the appropriations subject to limitation. City's administration of its portfolio, including investment strategies,practices and procedures. D. The City will annually review user fees and charges and report to the Council the amount of K. Investment Oversight Committee. As set program subsidy, if any, that is being provided forth in the Investment Management Plan, this by the General or Enterprise Funds. committee is responsible for reviewing the -9- A Budget and Fiscal Policies E. The City will actively support legislation or The annual contribution to this fund will initiatives sponsored or approved by League of generally be based on the annual use allowance, California Cities which would modify Article which is determined based on the estimated life XIII-B of the Constitution in a manner which of the vehicle or equipment and its original would allow the City to retain projected tax purchase cost. Interest earnings and sales of revenues resulting from growth in the local surplus equipment as well as any related damage economy for use as determined by the Council. and insurance recoveries will be credited to the Fleet Replacement Fund. F. The City will seek voter approval to amend its appropriation limit at such time that tax C. Future Capital Project Designations. The proceeds are in excess of allowable limits. Council may designate specific fund balance levels for future development of capital projects FUND BALANCE AND RESERVES that it has determined to be in the best long-term interests of the City. A. Minimum Fund and Working Capital D. Other Designations and Reserves. In addition Balances. The City will maintain a minimum to the designations noted above, fund balance fund balance of at least 20% of operating levels will be sufficient to meet funding expenditures in the General Fund and a requirements for projects approved in prior minimum working capital balance of 20% of years which are carried forward into the new operating expenditures in the water, sewer and year; debt service reserve requirements; reserves parking enterprise funds. This is considered the for encumbrances; and other reserves or minimum level necessary to maintain the City's designations required by contractual obligations, credit worthiness and to adequately provide for: state law, or generally accepted accounting principles. 1. Economic uncertainties, local disasters, and other financial hardships or downturns in CAPITAL IMPROVEMENT MANAGEMENT the local or national economy. 2. Contingencies for unseen operating or capital needs. A. CIP Projects: $15,000 or More. Construction projects and equipment purchases which cost 3. Cash flow requirements. $15,000 or more will be included in the Capital Improvement Plan (CIP); minor capital outlays As part of the City's budget-balancing strategy of less than $15,000 will be included with the for 2005-07, the projected ending fund balance operating program budgets. at June 30, 2007 will be 15% of operating expenditures. It is the City's goal to return to B. CIP Purpose. The purpose of the CIP is to the full policy level in 2007-09. systematically plan, schedule, and finance capital projects to ensure cost-effectiveness as B. Fleet Replacement. For the General Fund well as conformance with established policies. fleet,the City will establish and maintain a Fleet The CIP is a four-year plan organized into the Replacement Fund to provide for the timely same functional groupings used for the replacement of vehicles and related equipment operating programs. The CIP will reflect a with an individual replacement cost of$15,000 balance between capital replacement projects or more. The City will maintain a minimum that repair, replace or enhance existing facilities, fund balance in the Fleet Replacement Fund of equipment or infrastructure; and capital facility at least 20% of the original purchase cost of the projects that significantly expand or add to the items accounted for in this fund. City's existing fixed assets. -10- /� I Budget and Fiscal Policies C. Project Manager. Every CIP project will have 9. Equipment Acquisitions. Vehicles, heavy a project manager who will prepare the project machinery, computers, office furnishings, proposal, ensure that required phases are other equipment items acquired and completed on schedule, authorize all project installed independently from construction expenditures, ensure that all regulations and contracts. laws are observed, and periodically report project status. 10. Debt Service. Installment payments of principal and interest for completed projects D. CIP Review Committee. Headed by the City funded through debt financings. Manager or designee, this Committee will Expenditures for this project phase are review project proposals, determine project included in the Debt Service section of the phasing, recommend project managers, review Financial Plan. and evaluate the draft CEP budget document,and report CIP project progress on an ongoing basis. Generally, it will become more difficult for a project to move from one phase to the next. As E. CIP Phases. The CIP will emphasize project such, more projects will be studied than will be planning, with projects progressing through at designed, and more projects will be designed least two and up to ten of the following phases: than will be constructed or purchased during the term of the CIP. 1. Designate. Appropriates funds based on projects designated for funding by the F. CIP Appropriation. The City's annual CIP Council through adoption of the Financial appropriation for study, design, acquisition Plan. and/or construction is based on the projects designated by the Council through adoption of 2. Study. Concept design, site selection, the Financial Plan. Adoption of the Financial feasibility analysis, schematic design, Plan CIP appropriation does not automatically environmental determination, property authorize funding for specific project phases. appraisals, scheduling, grant application, This authorization generally occurs only after grant approval, specification preparation for the preceding project phase has been completed equipment purchases. and approved by the Council and costs for the succeeding phases have been fully developed. 3. Environmental Review. EIR preparation, other environmental studies. Accordingly, project appropriations are generally made when contracts are awarded. If 4. Real Property Acquisitions. Property project costs at the time of bid award are less acquisition for projects, if necessary. than the budgeted amount, the balance will be unappropriated and returned to fund balance or 5. Site Preparation. Demolition, hazardous allocated to another project. If project costs at materials abatements, other pre-construction the time of bid award are greater than budget work. amounts, five basic options are available: 6. Design. Final design, plan and specification preparation and construction cost 1. Eliminate the project. estimation. 2. Defer the project for consideration to the 7. Construction. Construction contracts. next Financial Plan period. 3. Rescope or change the phasing of the 8. Construction Management. Contract project to meet the existing budget. project management and inspection, soils 4. Transfer funding from another specified, and material tests, other support services lower priority project. during construction. Budget and Fiscal Policies 5. Appropriate additional resources . as a. When the project's useful life will necessary from fund balance. exceed the term of the financing. G. CIP Budget Carryover. Appropriations for b. When project revenues or specific CIP projects lapse three years after budget resources will be sufficient to service adoption.. Projects which lapse from lack of the long-term debt. project account appropriations' may be resubmitted for inclusion in a subsequent CIP. I Debt financing will not be considered Project accounts, which have been appropriated, appropriate for any recurring purpose such will not lapse until completion of the project as current operating and maintenance phase. expenditures. The issuance of short-term instruments such as revenue, tax or bond H. Program Objectives. Project phases will be anticipation notes is excluded from this listed as objectives in the program narratives of limitation. (See Investment Policy) the programs,which manage the projects. 3. Capital improvements will be financed I. Public Art. CIP projects will be evaluated primarily through user fees, service charges, during the budget process and prior to each assessments, special taxes or developer phase for conformance with the City's public art agreements when benefits can be policy, which generally requires that 1% of specifically attributed to users of the eligible project construction costs be set aside facility. Accordingly, development impact for public art. Excluded from this requirement fees should be created and implemented at are underground projects, utility infrastructure levels sufficient to ensure that new projects, funding from outside agencies, and development pays its fair share of the cost costs other than construction such as study, of constructing necessary community environmental review, design, site preparation, facilities. land acquisition and equipment purchases. 4. Transportation impact fees are a major It is generally preferred that public art be funding source in financing transportation incorporated directly into the project, but this is system improvements. However, revenues not practical or desirable for all projects; in this from these fees are subject to significant case, an in-lieu contribution to public art will be fluctuation based on the rate of new made. To ensure that funds are adequately development. Accordingly, the following budgeted for this purpose regardless of whether guidelines will be followed in designing and public art will be directly incorporated into the building projects funded with transportation project, funds for public art will be identified impact fees: separately in the CIP. a. The availability of transportation impact CAPITAL FINANCING fees in funding a specific project will be AND DEBT MANAGEMENT analyzed on a case-by-case basis as plans and specification or contract awards are submitted for City Manager A. Capital Financing or Council approval. 1. The City will consider the use of debt b. If adequate funds are not available at financing only for one-time capital that time, the Council will make one of improvement projects and only under the two determinations: following circumstances: -12- /9 Budgetand Fiscal Policies • Defer the project until funds are i. The life of the project or asset to be available. financed is 10 years or longer. • Based on the high-priority of the B. Debt Management project, advance funds from the General Fund, which will be 1. The City will not obligate the General Fund reimbursed as soon as funds become to secure long-term financings except when available. Repayment of General marketability can be significantly enhanced. Fund advances will be the first use of transportation impact fee funds 2 An internal feasibility analysis will be when they become available. prepared for each long-term financing which 5. The City will use the following criteria to analyzes the impact on current and future evaluate pay-as-you-go versus long-term budgets for debt service and operations. This analysis will also address the reliability financing in funding capital improvements: of revenues to support debt service. Factors Favoring 3. The City will generally conduct financings Pay-As-You-Go Financing on a competitive basis. However, a. Current revenues and adequate fund negotiated financings may be used due to balances are available or project phasing market volatility or the use of an unusual or can be accomplished. complex financing or security structure. b. Existing debt levels adversely affect the 4. The City will seek an investment grade City's credit rating. rating (Baa/BBB or greater) on any direct c. Market conditions are unstable or debt and will seek credit enhancements such present difficulties in marketing. as letters of credit or insurance when necessary for marketing purposes, Factors Favoring Long.Term Financing availability and cost-effectiveness. d. Revenues available for debt service are 5. The City will monitor all forms of debt deemed sufficient and reliable so that annually coincident with the City's Financial long-term financings can be marketed Plan preparation and review process and with investment grade credit ratings. report concerns and remedies, if needed, to the Council.. e. The project securing the financing is of the type, which will support an 6. The City will diligently monitor its investment grade credit rating. compliance with bond.covenants and ensure f. Market conditions present favorable its adherence to federal arbitrage interest rates and demand for City regulations. financings: 7. The City will maintain good, ongoing g. A project is mandated by state or federal communications with bond rating agencies requirements, and resources are about its financial condition. The City will insufficient or unavailable. follow a policy of full disclosure on every h. The project is immediately required to financial report and bond prospectus meet or relieve capacity needs and (Official Statement). current resources are insufficient or unavailable. -13- !� Budget and Fiscal Policies C. Debt Capacity a. The revenue source for repayment is under the management or control of the 1. General Purpose Debt Capacity. The City City, such as general obligation bonds, will carefully monitor its levels of general- revenue bonds, lease-revenue bonds or purpose debt. Because our general purpose certificates of participation. debt capacity is limited, it is important:that b. The bonds will be rated or insured. we only use general purpose debt financing for high-priority projects where we cannot 2. The City will consider retaining the services reasonably use other financing methods for of an independent disclosure counsel when two key reasons: one or more of following circumstances are a. Funds borrowed for a project today are present: not available to fund other projects ' tomorrow. a. The financing will be negotiated, and the underwriter has not separately b. Funds committed for debt repayment engaged an underwriter's counsel for today are not available to fund disclosure purposes. operations in the future. b. The revenue source for repayment is not under the management or control of the 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 revenues; and in no case should they exceed financings. 15%. Further, direct debt will not exceed c. The bonds will not be rated or insured. 2% of assessed valuation; and no more than 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 fund rates at levels needed to fully cover debt service E. Land-Based Financings requirements as well as operations, maintenance, administration and capital 1. Public Purpose. There will be a clearly improvement costs. The ability to afford articulated public purpose in forming an new debt for enterprise operations will be assessment or special tax district in evaluated as an integral part of the City's financing public infrastructure strictn rate review and 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 The following criteria will be used on a case-by- options such as impact fees, reimbursement 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 w an independent disclosure commenced, preference in financing public services 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 -14- Budget and Fiscal Policies identified community facility and counsel, assessment engineer and infrastructure goals in accordance with underwriter. adopted facility and infrastructure plans as set forth in key policy documents such as Any costs incurred by the City in retaining the General Plan, Specific Plan, Facility or these services will generally be the Infrastructure Master Plans, or Capital responsibility of the property owners or Improvement Plan. Such improvements developer, and will be advanced via a include study, design, construction and/or deposit when an application is filed; or will acquisition of: be paid on a contingency fee basis from the proceeds from.the bonds. a. Public safety facilities. b. Water supply, distribution and treatment 4. Credit Quality. When a developer requests systems. a district, the City will carefully evaluate the applicant's financial plan and ability to c. Waste collection and treatment systems. carry the project, including the payment of d. Major transportation system assessments and special taxes during build- improvements, such as freeway out. This may include detailed background, interchanges; bridges; intersection credit and lender checks, and the improvements; construction of new or preparation of independent appraisal reports widened arterial or collector streets and market absorption studies. For districts (including related landscaping and where one property owner accounts for lighting); sidewalks and other more than 25% of the annual debt service pedestrian paths; transit facilities; and obligation, a letter of credit further securing bike paths. the financing may be required. e. Storm drainage, creek protection and 5. Reserve Fund A reserve fund should be flood protection improvements. established in the lesser amount of: the f. Parks, trails, community centers and maximum annual debt service; 125% of the other recreational facilities. annual average debt service; or 10% of the bond proceeds. g. Open space. h. Cultural and social service facilities. 6. Value-to-Debt Ratios. The minimum value- 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, with the public improvements, information technology systems and should be at.least four times the amount of telecommunication systems.. the assessment or special tax debt. In School facilities will not be financed except special circumstances, after conferring and under appropriate joint community facilities receiving the concurrence of the City's agreements or joint exercise of powers financial advisor and bond counsel that a agreements between the City and school lower value-to-debt ratio is financially districts. prudent under the circumstances, the City may consider allowing,a value-to-debt ratio 3. Active Role. Even though land-based of 3:1. The Council should make special financings may be a limited obligation of findings in this case. the City, we will play an active role in managing the district. This means that the 7. Appraisal Methodology. Determination of City will select and retain the financing value of property in the district shall be team, including the financial advisor, bond based upon the full cash value as shown on counsel, trustee, appraiser, disclosure the ad valorem assessment roll or upon an 15- 72, Budget and Fiscal Policies appraisal by an independent Member minimum delinquency amounts per owner, Appraisal Institute (MAI). The definitions, and for the district as a whole, on a case-by- standards and assumptions to be used for case basis before initiating foreclosure appraisals shall be determined by the City proceedings. on a case-by-case basis, with input from City consultants and district applicants, and 13. Disclosure to Bondholders. In general, by reference to relevant materials and each property owner who accounts for more information promulgated by the State of than 10% of the annual debt service or California, including the Appraisal bonded indebtedness must provide ongoing Standards for Land-Secured Financings disclosure information annually as described prepared by the California Debt and under SEC Rule 15(c)-12. Investment Advisory Comrnission. 14. Disclosure to Prospective Purchasers. Full 8. Capitalized Interest During Constructiom disclosure about outstanding balances and Decisions to capitalize interest will be made annual payments should be made by the on case-by-case basis, with the intent that if seller to prospective buyers at the time that allowed; it should improve the credit quality the buyer bids on the property. It should not of the bonds and reduce borrowing costs, be deferred to after the buyer has made the benefiting both current and future property decision to purchase. When appropriate, owners. applicants or property owners may be required to provide the City with a 9. Maximum Burden. Annual assessments (or disclosure plan. special taxes in the case of Mello-Roos or similar districts) should generally not F. Conduit Financings exceed 1%of the sales price of the property; and total property taxes, special assessments 1. The City will consider requests for conduit and special taxes payments collected on the financing on a case-by-case basis using the tax 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 should generally not exceed 2%. purpose in providing the conduit financing. 11. Special Tax District Administration. In the c. The applicant is capable of achieving case of Mello-Roos or similar special tax this public purpose. districts, the total maximum annual tax should not exceed 110% of annual debt 2. This means that the review of requests for service. The rate and method of conduit financing will generally be a two- apportionment should include a back-up tax step process: in the event of significant changes from the initial development plan, and should include a. First asking the Council if they are procedures for prepayments. interested in considering the request, and establishing the ground rules for 12. Foreclosure. Covenants. In managing evaluating it administrative costs, the City will establish -16- 23 Budget and Fiscal Policies b. And then returning with the results of savings are at least three percent (3%) this evaluation, and recommending of the refunded debt. approval of appropriate financing b. Refinancings with savings of less than documents if warranted. three percent (3%), or with negative This two-step approach ensures that the savings, will not be considered unless issues are clear for both the City and there is a compelling public policy applicant, and that key policy questions are objective. answered. HUMAN RESOURCE MANAGEMENT 3. The workscope necessary to address these issues will vary from request to request, and A. Regular Staffing will have to be determined on a case-by- case basis. Additionally, the City should 1. The budget will fully appropriate the generally be fully reimbursed for our costs resources needed for authorized regular in evaluating the request; however, this staffing and will limit programs to the should also be determined on a case-by-case regular staffing authorized. basis. 2. Regular employees will be the core work G. Refinancings force and the preferred means of staffing ongoing, year-round program activities that 1. General Guidelines. Periodic reviews of all should be performed by full-time City outstanding debt will be undertaken to employees rather than independent determine refinancing opportunities. contractors. The City will strive to provide Refinancings will be considered (within competitive compensation and benefit federal tax law constraints) under the schedules for its authorized regular work following conditions: force. Each regular employee will: a. There is a net economic benefit. a. Fill an authorized regular position. b. It is needed to modernize covenants that b. Be assigned to an appropriate are adversely affecting the City's bargaining unit. financial position or operations. c. Receive salary and benefits consistent c. The City wants to reduce the principal with labor agreements or other outstanding in order to achieve future compensation plans. debt service savings, and it has available working capital to do so from other 3. To manage the growth of the regular work sources. force and overall staffing costs, the City will 2. Standards for Economic Savings. In follow these procedures: general, refinancings for economic savings a. The Council will authorize all regular will be undertaken whenever net present positions. value savings of at least five percent(5%)of the refunded debt can be achieved. b. The Human Resources Department will coordinate and approve the hiring of all a. Refinancings that produce net present regular and temporary employees. value savings of less than five percent c. All requests for additional regular will be considered on a case-by-case positions will include evaluations of: basis, provided that the present value -17- Budget and Fiscal Policies • The necessity, term and expected circumstances where the use of temporary results of the proposed activity. employees on an ongoing basis in excess of • Staffing and materials costs this target may be appropriate due to unique including salary, benefits, programming or staffing requirements. equipment, uniforms, clerical However, any such exceptions must be support and facilities. approved by the City Manager based on the review and recommendation of the Human • The ability of private industry to Resources Director. provide the proposed service. 4. Contract employees are defined as • Additional revenues or cost savings, temporary employees with written contracts which may be realized. approved by the City Manager who may receive approved benefits depending on 4. Periodically, and before any request for hourly requirements and the length of their additional regular positions, programs will. contract. Contract employees will generally be: evaluated to determine if they can be be used for medium-term (generally accomplished with fewer regular employees. (See Productivity Review Policy) between six months and two years)projects, programs or activities requiring specialized 5. Staffing and contract service cost ceilings or augmented levels of staffing for a will limit total expenditures for regular specific period. employees, temporary employees, and The services of contract employees will be independent contractors hired to provide discontinued upon completion of the operating and maintenance services. assigned project, program or activity. B. Temporary Staffmg Accordingly, contract employees will not be used.for services that are anticipated to be 1. The hiring of temporary employees will not delivered on an ongoing basis. be used as an incremental method for C. Independent Contractors expanding the City's regular work force. Independent contractors are not City employees. 2. Temporary employees include all employees They may be used in two situations: other than regular employees, elected officials and volunteers. Temporary 1. Short-term, peak workload assignments to employees will generally augment regular be accomplished using personnel contracted City staffing as extra-help employees, through an outside temporary employment seasonal employees, contract employees, agency (OEA). In this situation, it is interns and work-study assistants. anticipated that City staff will closely 3. The City Manager and Department Heads monitor the work of OEA employees and minimal training will be required. will encourage the use of temporary rather However, they will always be considered than regular employees to meet peak the employees of the OEA and not the City. workload requirements, fill interim All placements through an OEA will be vacancies, and accomplish tasks where less coordinated through the Human Resources than full-time, year-round staffing is Department and subject to the approval of required. the Human Resources Director. Under this guideline, temporary employee 2. Construction of public works projects and hours will generally not exceed 50% of a regular, full-time position (1,000 hours delivery of operating, maintenance or specialized professional services not annually). There may be limited -18- f� Budget and Fiscal Policies routinely performed by City employees. 1. Encouraging accountability by delegating Such services will be provided without close responsibility to the lowest possible level. supervision by City staff, and the required methods, skills and equipment will 2• Stimulating creativity, innovation and generally be determined and provided by the individual initiative. contractor. Contract awards will be guided by the City's purchasing policies and 3. Reducing the administrative costs of procedures. (See Contracting for Services operation by eliminating unnecessary review procedures. Policy) 4. Improving the organization's ability to PRODUCTIVITY respond to changing needs, and identify and implement cost-saving programs. Ensuring the "delivery of service with value for 5. Assigning responsibility for effective cost" is one of the key concepts embodied in the operations and citizen responsiveness to the City's Mission Statement (San Luis Obispo Style— department. Quality with Vision). To this end, the City will constantly monitor and review our methods of CONTRACTING FOR SERVICES operation to ensure that services continue to be delivered in the most cost-effective manner possible. This review process encompasses a wide range of A. General Policy Guidelines productivity issues, including: 1. Contracting with the private sector for the A. Analyzing systems and procedures to identify delivery of services provides the City with a and remove unnecessary review requirements. significant opportunity for cost containment and productivity enhancements. As such, B. Evaluating the ability of new technologies and the City is committed to using private sector related capital investments to improve resources in delivering municipal services productivity. as a key element in our continuing efforts to provide cost-effective programs. C. Developing the skills and abilities of all City employees. 2. Private sector contracting approaches under this policy include construction projects, D. Developing and implementing appropriate professional services, outside employment methods of recognizing and rewarding agencies and ongoing operating and exceptional employee performance. maintenance services. E. Evaluating the ability of the private sector to 3. In evaluating the costs of private sector perform the same level of service at a lower contracts compared with in-house cost. performance of the service, indirect, direct, and contract administration costs of the City F. Periodic formal reviews of operations on a will be identified and considered. systematic, ongoing basis. 4. Whenever private sector providers are G. Maintaining a decentralized approach in available and can meet established service managing the City's support service functions. levels, they will be seriously considered as Although some level of centralization is viable service delivery alternatives using the necessary for review and control purposes, evaluation criteria outlined below. decentralization supports productivity by: 5. For programs and activities currently provided by City employees, conversions to -19- Budget and Fiscal Policies contract services will generally be made through attrition, reassignment or absorption by the contractor. B. Evaluation Criteria Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service levels will be determined on a case-by-case basis using the following criteria: 1. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative service providers? 2. Can the contract be effectively and efficiently administered? 3. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the City for any such damages? 4. Can a private sector contractor better respond to expansions, contractions or special requirements of the service? 5. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractor's performance after bid award? 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? -20- Display Ads • The Tribune • New Times • SLO Journal • SLO City News city of j san lues owspo 2009-1 . . . and Budget 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 very tough fiscal outlook facing the City, which would be much worse without Measure Y revenues, it's an especially important question this budget season. The City is starting to prepare our next two-year budget: the 2009-11 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. January 15, 2009 In setting goals for 2009-11 as part 6:30 to 9:30 PM of the budget process, and in Ludwick Community Center considering priorities for the use 864 Santa Rosa Street of revenues from Measure Y (the %-cent City sales tax approved by voters in November 2006), the Council wants to know what you think are important community priorities for the next two years. Please join us at the Community Forum on the evening of January 15, 2009, 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 or visit the City's Web site at www.slocitv.org for more information about the Community Forum or the City's goal-setting and budget process. ® The City of San Luis Obispo is committed to including community members with disabilities 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 or other assistance. 2r Excerpt from Parks &Recreation Winter/Spring Activity Guide r• 0 wraamna+mar ,rzm��+Ras The City of Saes Lacus Obispo Parks and Recreation Mission Staten-bent WL'h Paavgr'.rj and am6us2awa av era aom.mdaatd w pr*i6*tg VadLy pard; open *we,rwc aVb4cas%ardandedacatlondsandersrlFssvanknracaman:ead preen of ptawmaf wad4a—*ngand a sum of wtrcntty. Message froan the Director CVr Ca=marsKnovftt_ Ont wn fir us to to ame a bew.r cad more respou-,hm Farb and re_renka thpattment is to welt 4-ct from those of poet who use our roam-pn4rms and bcMilm and thuefwe know out siragtbs mad wtmlmesres best.BM fiTi3ng a,p.pik,pMA=means of sacureti.that tagm has abuays bm cbellerFjzq,so recently wz crated ac easy to use—xaer sxidacdan atr%xT that L [l ripted to be Nath- Yon_ihpa� ing as. to wwasiarecsurvays org and wzkms mrwer mulnFlt b ace q teams to tell us what-V-.0 chink aN:m ladPil3ua! lz�pms.'wk revie cbe dam mplatiy aad ukz yvnr optotmss a>rrtausl7l lnacber wap of maldag us better l.- w FartWprA to the drMupmerA of the 2i.-:d)20 11 Ftmucul plan.7bu,vuy laceasTza Frc xss begin lax Muth input Pram aur adnswy bodes =3 distttbminn of stsw,s tbrx gh uiWTy Wings,air+will ccxrtince thrwgb th.e qc=log maaths.d Ferfea way to Fanitipate is to attend dao Community Forum hosted by City Couaa7 an jay IS at the ludwick Caroms mi Qatar w sand La your writsm mmme= in A,dmimsuntian.City of San Lois Obispo,900 Palm Straot,Smn Luis Obispo, 93401. Y-4z Input mit b#.us Idmdfy utm Tired.,.cc.be acr=pllshed for our --anatm-no ty ons the nen two)Nese and Unt dmse V%LwUh the restruer,nraeszar7 to do m And finalh: 37e are alea73 aeku= to Shm me. a a at 7U.7300 to dam yam parks and Rtereacka [gene lad:,: and era-eras. By applying pair wrD ilurught caw and pm_d-al sugge_ tans mbem appraprUreq we can tmFrmr cur pmTrz= ami wisher J­r the berre@t of all. civam9Cam:a:_1,AMro[th;k0 1 AUIS mid PINV,nms_. 5atr Dliemor, 3etyEL�c• I CcmtlnIty Fema r5pecfal V&dmhopc JaotD7 rpt 5,2009,&GAIT p zn.to g.M pzL i at the LzboickCommIILlly'rkrw WA 5acta PA=Street Seeking toput from the communitic i 1. The Cft7 a[San Luis Obupo G-nrn ttted to tododz the dlsahled In all of Its sersires, FmVIms ar,9 ambltte2 Telecmtsauakad•xts Dina fur the Ctd: JWSJ 761.7410. For irli}Te If3?OnnattOM Fall ME CJTj?01 San Lilts Cblipo FarY.s and fteae,atlDn DEpartment at 791-73W or vlsdt tete City's Web.site at tienv4+a.s7o<I Oj.©r�a3rlssaritlr�ar�tC�rn 27t - Cit! of san tuts owspo 990 Palm Street.m San Luis Obispo, CA 93401 0 :0805. 781.7401 0 Email: bstatler@slocity.org News Release DATE: January 6, 2009 RELEASE: Immediate (805) 781-7125 CONTACT: Bill Statler, Director of Finance & Information Technology CITY BEGINS BUDGET PROCESS WITH GOAL-SETTING First Step Is Community Forum The City is starting to prepare its next two-year budget: the 2009-11 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 first step in this process is Council goal-setting. In setting goals for the next two years and in considering priorities for the use of revenues from Measure Y (the '/z-cent City sales tax approved by voters in November 2006), the Council is genuinely interested in knowing what the members of our community believe are the most important priorities for the City to address. And with the very tough fiscal outlook facing the City, which would be much worse without Measure Y revenues, it's an especially important question 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 January 15, 2009, 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 31, 2009 where the Council will set major City goals for the next two years. These will guide preparation of the 2009-11 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 this significant opportunity for citizen participation, City Manager 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 15 to hear ideas from the community before the Council sets goals on January 31." For more information about the community forum and the City's budget process, please call Bill Statler, Director of Finance & Information Technology, at 781-7125. ® The City of.San Luis Obispo is committed to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf(805)781-7410. O _ to N to CD `O Cp rA ♦' .3: O p ti4 p ^p • U �+�.+ U oR 8 c O N y C N _ C • d c w — • � � o � n o Z E R 0 0 `000 Osy $ r L a (0 a� 12-1 y T O d aD • 7 9 C O O 'O C_ •> .� N V y E o@ o • y V m c r mCc r l aIm m a E o o d h € m av y >,Y c d E ;, $ o yy rA N O O O Y .0 G • adri 00a N DO O C rQ � 0 R O oC7 �" 3 .E c °-' o c c aCi o d EN ° coo n a o C w a o U o o1 a c ya aNi y ' d ayi aEi p cn n +�` > .cc, ° °��°c end m = :E w e w m o = o ° — - rJ p° d .o c R m w cci E o �-� aa FE y T C C C N 3 N > O 9 > = ^C+ O O .� y W A p 3 O 'E .0 °� C C p y d E d R v H . 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Next June,the Council will approve a two-year budget for implementation of a new neighborhood patrol program 2009-11. In San Luis Obispo,this is much more than a and delete$2.4 million in capital projects,including "numbers"document: the budget determines the City's $925,000 for street paving. Because of these short-term priorities and sets our course for the next two years. actions,we will begin 2009-11 with a balanced budget. Long-term budget-balancing strategies will be developed Very Tough Fiscal Outlook The City is facing another as part of the 2009-11 Financial Plan. very tough budget season. While Measure Y revenues continue to be a bright spot—in fact,without them we Goal-Setting Process. Our City's budget is based on would be facing a dire fiscal situation instead of"just"a goals established by the Council before the staff begins very tough one—all of the other bright spots have preparing the preliminary budget. The Council develops darkened from two years ago. Key challenges include: these goals only after hearing from the community. Even with the passage of Measure Y in November 2006,which • Adverse Economy. The national and state established a City'/2-cent sales tax,our resources are very economies are experiencing their greatest downturns limited. This is especially true given the tough fiscal since the Great Depression. While we are better economic situation facing us,so we need to hear from you positioned than many communities to deal with this, about what is truly important for our community—what we are not immune to these powerful economic our highest priorities should be over the next two years. forces. We have seen—and will continue to see— adverse trends in our top three General Fund revenues We need vour help in two important ways: of sales,property and transient occupancy taxes. O Fill out and return to us the brief questionnaire on • Adverse State Fiscal Outlook. Our City was spared the reverse side of this bulletin. You can mail it,fax it, large budget reductions in the State budget process email it or drop it by any City office. earlier this year. However,the State is now facing an added$28 billion deficit on top of the cuts it has ® Attend our Community Forum on January 15,2009 already made for the current fiscal year. While it is from 6:30 to 9.30 PM at the Ludwick Community possible that we may again escape any deep State Center,864 Santa Rosa Street. This forum is an budget cuts,this major threat will continue to hang opportunity to present your ideas to the Council and over us for the foreseeable future. discuss them with other community members. It's a chance not only to provide your own input but also to see Along with these challenges,the City will face how your ideas fit in a broader community context. unanticipated staffing cost increases of$2.3 million annually due to an arbitration decision in June 2008. City staff will compile the results for the Council to review in advance of its goal-setting workshop on Short-Term Budget Actions So Far. On September 3Q Saturday,January 31,2009,when the Council will 2008,the Council took action to"re-balance"the budget consider all of the public input it has received in setting by closing a gap of$4.8 million in the current year. The major City goals for the next two years. most significant of these actions was to"freeze" If you have any questions about the City's goal-setting and budget process, please contact Bill Statler, Director of Finance& Information Technology, at 781-7125 or bstatler@slocity.org. ® 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. 33 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 2009-11. For background © information in preparing your goals, the following emerged as Measure Y ® priorities two years ago in the 2007-09 Financial Plan: A • Public safety, including restoring cut traffic patrol, Fire Marshall and © training positions . Neighborhood paving and deferred street maintenance Are there any services or programs that you believe the City should reduce or eliminate to save money in funding your top priorities? • Traffic congestion relief • Creek &flood protection • Senior services and facilities programs • Neighborhood code enforcement e Open space preservation Fold and Taee HereJor Mai/in&................................... [Prepaid mailing information goes here after this is converted to PDF file] - --- ' city of san tuts ompo MEMORANDUM August 26, 2008 TO: All Council Advisory Body Members FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance & Information Technology SUBJECT: 2009-11 FINANCIAL PLAN—AND YOUR IMPORTANT ROLE IN IT As hard as it is to believe, it is now time to begin preparing the City's next two-year Financial Plan and Budget for 2009-11. Council 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 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 time frames and organizational responsibility for achieving them. 3. And then allocating the resources required for implementation. In setting goals for the 2009-11 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 2007-09 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. 2009-11 Financial Plan: Council Advisory Body Role Page 2 Importance of Goal-Setting in Good Times and Bad We will go into 2009-11 Financial Plan with mixed fiscal signals at best. On one hand, we are fortunate to have the added resources from Measure Y, the 'V2-cent sales tax measure approved by voters in November 2006, which generates about $6 million annually in General Fund revenues. On the other hand, we are facing significant fiscal challenges from the serious threat of significant State budget takeaways, downward trends in key revenues like sales, property and transient occupancy taxes and results of binding arbitration. The depth of these challenges will become clearer over the next several months; and we will be providing the Council with a comprehensive update at a special Council meeting on September 30. However, regardless of our specific fiscal circumstances, we still need an effective process for setting goals for the most important, highest priority.things for us to do in the next two years. And this is the essence of the budget process: of all the things we want to do in making our community a good place to live, work and play, which are the most important? And what are the difficult resource trade-offs we have to make to do them? The specific answers to these questions — and the difficulty in arriving at these answers — are likely to vary depending upon our fiscal circumstances. However, the need to raise these questions — and to use a process where the community and elected leadership can meaningfully participate in crafting answers to them—is the same in both good times and bad. Next Steps Recommended advisory body goals are due by November 10, 2008. All advisory bodies will receive a consolidated listing of all recommended advisory body goals by November 17, 2008. This provides advisory bodies with an early opportunity to review what other advisory bodies see as high community priorities, and while not required, it is also an opportunity to revise goals in light of these if they want to do so. Any changes are due by December 29, 2008. The Council will receive the final report with all advisory body recommendations before they begin the goal- setting process in January 2009. Staff supporting your advisory body should soon begin scheduling meetings with you to discuss your goal recommendations to the Council. In the interim, please call Bill Statler at 781.7125 or email him at bstatler ,slocitv.ore if you have any questions concerning the 2009-11 Financial Plan process and yourimportant role in it. ATTACHMENTS ■ Advisory Bodies, Goal-Setting.and the Budget Process i Summary of the City's Goal-Setting and Budget Process ■ 2008-09 Budget-in-Brief 36 f� crty of san tuts osos o ADVISORY BODIES, GOAL-SETTING • THE BUDGET PURPOSE OF THE CITY'S BUDGET cost of services study,which is the foundation for the cost recovery via fees. The City has adopted a number of long term goals and plans—General Plan, Water and Sewer Master 0 Budget Foundation: December 16, 2008. Plans, Source Reduction, Recycling& Hazardous Finalize plans for the goal-setting process, review Materials Plans, Pavement Management Plan, Short fiscal policies,present audited financial results for Range Transit Plan,Downtown Access and Parking 2007-08 and discuss results of the five-year forecast. Plan,Waterways Management Plan,Neighborhood Traffic Management Program, Bicycle Plan,Public © Community Forum: January 14,2009. Art Policy, Conceptual Physical Plan for the City's Consider candidate goals from Council advisory Center and Facilities Master Plan. bodies,community groups and interested individuals. The Financial Plan is the key tool for programming implementation of these goals,plans 0 Council Goal-Setting Workshop: January 31, and policies by allocating the resources necessary 2009. Discuss candidate goals presented at January to do so. 14 workshop; discuss Council member goals; and prioritize and set major City goals for 2009-11. This requires a budget process that: © Major City Goal Work Programs: April 14, ■ Clearly sets major City goals and other 2009. Conceptually approve detailed work important objectives. programs for major City goals and set strategic ® Establishes reasonable timeframes and budget direction for 2009-11. organizational responsibility for achieving them. ® Allocates resources for programs and projects. ADVISORY BODY ROLE By providing the Council with their goal FINANCIAL PLAN FEATURES recommendations, advisory bodies play a very important part in this process. For example, ■ Goal-Driven virtually all of the advisory body recommendations ■ Policy-Based received as part of this process two years ago were ■ Multi-Year included in some way in the 2007-09 Financial Plan. ■ Highly-Automated,Rigorous,Technically Sound Council goals,by their nature,tend to be broader in scope than those developed by advisory bodies. In COUNCIL GOAL-SETTING your recommendations to the Council,please consider what you believe would be appropriate City First Step in the Budget Process. Linking goals goals, both from the perspective of your advisory with resources requires a budget process that body's purpose,as well as any perceived identifies key objectives at the very beginning of the community-wide concerns and needs. process. Setting goals and priorities should drive the budget process, not follow it. Council advisory bodies will receive a consolidated listing of all recommended advisory body goals by FIVE-STEP PROCESS FOR 2009-11 November 17,2008. This provides advisory bodies with an early opportunity to review what other O Setting the Table: November 20,2008. Review advisory bodies see as high community priorities; the status of the General Plan programs, current and while not required, it is also an opportunity to Major City Goals, long-term Capital Improvement revise goals in light of these if they want to do so. Plan, any emerging service level concerns and the The Council will receive the final report with all City's general fiscal condition and outlook. This advisory body recommendations before they begin year,the Council will also consider the results of the the goal-setting process in January 2009. 3�