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01-11-2011 Goal-Setting Agenda Packet
GOAL - SETTING AGENDA PACKET January 11, 2011 Community Forum January 29, 2011 Goal- Setting Workshop r I city of san Luis oBispo 2011 -13 financial plan GOAL - SETTING AGENDA PACKET January 11 and January 29, 2011 AGENDAS 1. Workshop Agendas January 11: Community Forum January 29: Council Goal- Setting Workshop RECOMMENDED CITY GOALS TABLE OF CONTENTS BACKGROUND MATERIALS 7. Goal- Setting Process for 2011 -13 December 14, 2010 Council Agenda Report Goal- Setting Process for 2011 -13 8. Status Reports from December 14, 2010 Workshop 2. Council Advisory Bodies 1. Status of 2009 -I1 Goals and Objectives Introduction I Introduction 1 -1 Architectural Review Commission 2 Major City Goals 1 -4 Bicycle Committee 3 Other Important Objectives 1 -18 Cultural Heritage Committee 5 Carryover Goals and Objectives 1 -26 Housing Authority 6 Human Relations Commission 7 2. Status of Current CIP Projects Jack House Committee 8 Introduction 2 -1 Joint Recreational Use Committee 9 Status Report: Major CIP Projects 2 -4 Mass Transportation Committee 10 Status Report: All CIP Projects 2 -5 Parks and Recreation Commission I 1 Planning Commission Promotional Coordinating Committee 12 13 3. Status of General Plan Implementation Programs Tourism Business Improvement District Board 14 Introduction 3 -1 Tree Committee 15 Implementation Program Status by Element 3 -6 Appendix: Advisory Body Role in the Budget Process 16 4. Long -Term Capital Improvement Platt (CIP) 3. Community Budget Bulletin Overview 4 -1 Responses received after January 7 will be distributed on January 18 CIP Project Summary by Function 4 -3 Overview 1 9. Fiscal Outlook: October 19, 2010 Forecast Responses 2 Five -Year General Fund Fiscal Forecast: 2011 -16 4. Community Groups /Others 10. Results from Public Opinion Research Items received after January 7 will be distributed as they are received June 2010 Survey Results I Downtown Association 1 Chamber of Commerce 2 5 11. Other Background Information Other 2011 -13 Financial Plan Schedule 1 5. Results from Community Forum Goal- Setting and the Budget Process 3 Budget Process Overview 4 To be distributed on January 18 Financial Plan Policies 5 Public Notification 6. Council Member Goals Display Ads 27 To be distributed on January 27 News Release Notice to Community Groups 28 29 Community Budget Bulletin and Survey 31 Memorandum to Advisory Bodies 33 12. Notes and Other Materials Provides the Council with a place for notes and other supplemental materials received by them. WORKSHOP AGENDAS January 11: Community Forum January 29: Council Goal-Setting Workshop Recommended City Goals COUNCIL ADVISORY BODIES Council Advisory Body RECOMMENDED GOALS December 30, 2010 city of san Luis oi3ispo 2011 -13 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 Use of Recreational Property 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 16 INTRODUCTION OVERVIEW As discussed below, this document represents advisory body goal recommendations to the Council for 2011 -13, 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 will receive a consolidated listing of all recommended advisory body goals by November 17, 2010. 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. Under this approach, each advisory body determines for themselves if a formal second review is desirable. In this case, any revisions are due to the Department of Finance & Information Technology by December 27, 2010. The Council will then receive the final report with all advisory body recommendations before they begin the goal- setting process in January 2011. 1- In Priority Order 1. Downtown Beautification & Maintenance: Provide 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. Expand the areas beyond the identified demonstration blocks on Higuera Street for the latest uniform street furniture improvements such as street tree grates, Mission style sidewalk, consolidated new rack enclosures, trash & recycling receptacles, and coordinated informational and directional signage, 2. 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. 3. Community Design Guidelines Update: Prepare updates to the document beginning with: a. Identify locations of City gateways and develop guidelines for desired development and improvements in these areas. b. 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. C. Augment and enhance the existing criteria for infill residential development to prevent out of scale and non - compatible development d. Strengthen and more clearly define guidelines for storefronts and windows in commercial areas to prevent the installation of dark film and interior signs and displays that obstruct views into stores. -2- In Priority Order On November 18, 2010 the Bicycle Advisory Committee finalized its recommended FY 2011 -13 goals for Council consideration. The following table is ranked by high, medium and low priority. All goals are designed to implement Measure Y priorities of Traffic Congestion Relief, maintain the City's silver level "Bicycle Friendly City" designation by the League of American Bicyclists and make the best use of the City's limited financial resources. Recommended Goal Maintain part-time temporary staffing position for Transportation Programs Implementation (approximately $38,000 annually). Consistent with MTC draft recommendation Continue improving the maintenance & safety of bicycling & pedestrian facilities in conjunction with Pavement Management projects. Funding (previously budgeted at $25,000 annually) can be reduced proportionately with reductions in the Pavement Management CIP. Consistent with PCC signage draft rec. & PC infrastructure maint. Continue design and construction of the Railroad Safety Trail: Marsh Street to Hathway. Why Goal is Important HIGH This bicycle /transit funded position seeks out and applies for grants as well as assists in the implementation of the Bicycle Transportation Plan and Short Range Transit Plan. This goal increases the usability and safety of bicycle and pedestrian facilities which in turn promotes alternative transportation. The 2008 bi- annual bike counts indicate the demand for these facilities is increasing. By including these improvements in each years Pavement Management cycle, substantial cost savings are realized. Measure Y /Major City Goal Relationship Direct relationship: Traffic Congestion Relief & Bikeway Improvements Supplemental relationship: Public Safety Service Levels & Downtown Improvements Direct relationship: Bikeway Improvements & Traffic Congestion Relief Supplemental relationship: Public Safety Service Levels & Downtown Improvements MEDIUM This goal provides a huge safety enhancement for a large volume of bicyclists, a safe bike route to the University, -3- Direct relationship: Traffic Congestion Relief & Bikeway Improvements Candidate Funding - '/z General Fund - %Z Transit Fund - Streets Maintenance Budget - Pavement Management Program Funds - General Fund - Transit Fund BTA grants STIP funding - City debt financing for construction Fundraisina efforts BICYCLE COMMITTEE Consistent with PC and PR draft recommendations Develop a specific design for the Bob Jones City to Sea Trail alignment, from the existing section, to a County connection at the Octagon Barn. Design should be done in conjunction with the LOVR interchange project, and include a grade separated crossing. Consistent with PC, PRC and JUC draft recommendations. Maintain $7,500 in funding (50% of previous levels) for Bicycling Safety Education. Reduction proposed in response to budget constraints only. schools, & parks: implements General Plan goals to increase bicycle use and supports Grand Jury recommendations to close gaps. Public input at two meetings has identified the need to connect the existing trail to LOVR and provide a grade separated crossing. The Land Conservancy, in concert with SLO County, is working to begin the county section of the trail at the Octagon Barn. Without a specific design, a gap in the trail may result. LOW Funding ;�ifff continue the momentum established in FY 2007- 09, help to meet the increased need reflected in the 2009 Traffic Safety Report, increased 20 bike count, and support the Grand Jury goal of promoting safe -4- Supplemental relationship: Public Safety Service Levels & Downtown Improvements Direct relationship: Bikeway Improvements, Goals of four other Council Advisory bodies Supplemental relationship: Public Safety Service Levels Public Safety Service Levels (traffic safety) and Traffic Congestion Relief Prop. le funds Transportation Planning grant - General Fund with a portion coming from Transportation Development Act (TDA) funds Goal #1 is the Highest Priority 1. Apply to become a Certified Local Government based on an adopted Historic Preservation Ordinance. 2. Conduct Historic character assessment of City districts. Using community volunteers, review and update the City -wide Historic Resources Inventory. 3. Sponsor public education efforts including historic building tours and outreach materials. 4. Collaborate with Cal Poly to stabilize and rehabilitate the City -owned Butron Adobe and grounds. -5- HOUSING AUTHORITY No goals were submitted from the Housing Authority for 2011 -13. -6- The Human Relations Commission (HRC) makes recommendations to the City Council and staff on how to best address social concerns and human needs in San Luis Obispo. The HRC serves as a conduit for input from community members and social service organizations and has the opportunity to encourage cooperation and collaboration between nonprofit agencies and city departments. - A community's moral value is determined by how it treats its most vulnerable members. Therefore, the HRC recommends to the Council that the support of basic human needs be established as a major city goal for 2011 -13. Although there are many worthwhile needs such as senior services, hunger prevention, support for youth at risk and others, given the current fiscal constraints we encourage the city to focus on homeless prevention, supportive services and transitional housing. Homeless Prevention and Transition Plan Continue to support a long -term, comprehensive, proactive, sustainable program that addresses homelessness and focuses on transitioning children, families and individuals out of homelessness. How: 1. Continue to work with the County and other local municipalities in implementing the San Luis Obispo Countywide 10 -year Plan to End Chronic Homelessness. 2. Take the lead in facilitating the acquisition of property and ultimate development of a comprehensive campus approach that provides shelter and related homeless services in the city of San Luis Obispo. 3. Explore ways to increase the affordable and transitional housing inventory using creative financing, master leasing, or purchase programs. 4. Preserve the Grants in Aid budget and General Fund support at current levels. 7- JACK HOUSE COMMITTEE In priority order: Gazebo restoration - The Gazebo is an important landmark element in the Jack House Gardens, but has been classified as being in questionable condition by the Department of Public Works. An architect has been retained to complete construction documents for the design and restoration of the Jack House Garden Gazebo. Hopefully funds will be available to complete construction prior to summer 2011 garden events. 2. Buggy Shed makeover and updating for public use. The Buggy Shed is an integral part of the Jack House Gardens. Several years ago it had a seismic structural upgrade which made it safe for public use. With minimal funding and anticipated volunteer work the front half of the facility can be open to the public as a display space for historic artifacts and/or a small meeting facility. The back half of the facility will remain a storage space for tables and chairs used in the Gardens. 3. Bay Window restoration and elevator shaft removal. The bay window on the south side of the house used to serve the first floor dining room and the second floor master bedroom. The bay window was removed and replaced with an exterior elevator shaft to serve the resident at the time. Removing the elevator shaft and restoring the bay window would restore the south side of the house to its original charm and grace. It would also restore the missing south light quality to the dining room and master bedroom. Hopefully some of the funding of this restoration could be provided for through the recent trust endowment for Jack House restoration projects. 4. Installation and design of cistern pump placement in original location. The original cistern still exists under the rear patio at the back of the house. Its location and image can be discerned by the design of the paving pattern. However, the final design remains unfinished. To complete the final design the cistern pump, which is in storage, needs to be mounted on the paving pattern in the original location. - 8 - Umbrella Goal Promote active and healthy lifestyles in San Luis Obispo as exemplified by: 1) Continuing to fund the Field Improvement Grant Fund at the current level of $20,000 each year. 2) Construct the Santa Rosa Skate Park, as designed during the 2011 -13 Financial Plan. 3) Support the construction and maintenance to complete the Bob Jones Bike Trail, with particular emphasis on the City /County link between Los Osos Valley Road and the Octagon Barn. 4) Increase the number of playable tennis courts or hours of available use to meet the national average of one court for each 2000 residents. Achieved by: • improve the lighting at San Luis High School tennis courts • install lighting at Sinsheimer Park Tennis Courts • install new lighted tennis courts in the City of San Luis Obispo 5) Maintain public safety in City Parks and Open Space by increasing Park Ranger and /or law enforcement presence and patrols. -9- MASS TRANSPORTATION COMMITTEE In Priority Order GOAL IMPORTANCE FUNDING SOURCE What is being proposed for the Why is it important? How can it be achieved from a community? resource perspective? 1 .Maintain part-time temporary • This bicycle /transit funded position staffing position for seeks out and applies for grants as • 1/2 General Fund Transportation Programs well as assists in the implementation . 1/Z Transit Fund Implementation of the Bicycle Transportation Plan (approximately $38,000 and Short Range Transit Plan. annually) • Traffic Congestion Relief & Bikeway Improvements • Public Safety Service Levels & Downtown Improvements 2. Maintain existing service • Improve accessibility throughout the • Federal transit dollars levels including Evening City. • Transportation Development Act service. Update transit • Increase ridership, revenues and dollars marketing plan, develop farebox recovery ratios • Shelter and bench advertizing and implement a • Promotes economic goals and reduces • Measure Y comprehensive marketing the likelihood of fare increases or campaign. Add a FT staff service reductions position with marketing responsibilities and outreach. 3. Complete physical • Improve accessibility throughout the • Capital improvement program infrastructure to support City. • Federal transit dollars convenient ridership, • Increase convenient bus service. • Transportation Development Act including schedule and dollars media information, ADA • Prop 113-Cal Ema access, lighting, bike capacity, electronic AVL signage and increased bus stop passenger amenities 4. Support congestion relief and • Land use is the most important long • Policy changes long term fiscal health term influence on ridership levels. • Municipal code changes. through transit- supportive • Puts land use into more revenue land use strategies and producing uses. revising parking requirements near transit routes. -10- GOAL: Promote active and healthy lifestyles for our community through City programs, facilities, and policies. KEY TASKS: 1. Commit financial support to existing recreational facilities, activities and programs 2. Increase facility availability (including but not limited to): • Expand weekly play time at Damon Garcia • Construct the Santa Rosa Skate Park as designed during the 2011 -13 Financial Plan • Complete the Rail Road Safety Trail and Bob Jones multi -use trails 3. Expand recreational opportunities (including but not limited to): • Form community partnerships to increase sports programming. • Build additional open space trails. WEE PLANNING COMMISSION Community -wide Priorities ■ Maintenance of essential services. ■ Minimize deferred infrastructure maintenance. ■ Implement Housing Element programs with emphasis on homeless and social services and affordable housing production. ■ Outdoor recreational opportunities including bike trails and a skate park. Priorities for City Staff Resources • Continue to provide outstanding customer service and a high level of professional analysis of planning issues. • Conduct a limited update of the Land Use and Circulation Elements with a focus on specific areas such as the greater downtown or Foothill corridor, among other possible areas, using staff and Planning Commission resources. • Complete and begin implementing the Climate Action Plan (i.e. drafting associated standards, ordinances, etc.). • Allow sufficient staff time to pursue (and perform, if successful) grants from outside funding sources. From today's perspective, the most promising and important areas include: • Further implementation of the Climate Action Plan (i.e. drafting associated standards, ordinances, etc.) • Regional bike and pedestrian paths • Housing and homeless grants • Open space acquisition (fee or easement) • A more - expanded update of the Land Use and /or Circulation Elements than might be possible otherwise -12- Background The PCC had a lively discussion during its September and October regular meeting regarding goal setting for the 2011 -13 Financial Plan. 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 ■ Beautification • Concentrate on median beautification and create an "Adopt a Median" program. • Include all business districts (Railroad, Old Town, China Town) in beautification instead of concentrating solely on Downtown. ■ Create signage for bicycle trails with a distinct look so they visually link together. ■ Provide easier access to airport and Amtrak station with public transportation. ■ Offer better cab service and create a cab stand downtown, especially during the weekend. Consider implementing taxi call boxes or directories at airport, train stations, and bus station downtown for people arriving from out of town. x Support collaboration with local cultural, recreational and competitive sports events to drive visitors to San Luis Obispo. ■ Install proper pedestrian lighting on residential and perimeter streets to increase safety. Consider implementing an "Adopt a Street Light" program for this purpose. -13- TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD Background The Tourism Business Improvement District (TBID) 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. Most of them were forwarded during the last goal setting process, but the committee felt that the goals listed are still very much viable and needed to be pursued. Like the PCC, the TBID board did not weigh its goals, keeping them all equally important. Goals ■ San Luis Obispo Events Establish a process to make event organization and permitting easy, cost effective, and user friendly. As a City embrace and facilitate events as much as possible. ■ 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. ■ Establish a City shuttle service to outer areas (LOVR, Madonna, Airport) to facilitate visits to Downtown San Luis Obispo. ■ 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. ■ Beautification of City Gateways and the City's downtown core. ■ Enhance security in downtown so residents and tourists can feel save while enjoying downtown activities. -14- In Priority Order 1. Increase the operating budget and staffing for the Urban Forest (Program 50220 Tree Maintenance) Why? To ensure the vitality of our urban forest, where trees are trimmed on a regular basis, trees are replaced, new trees are planted and all the trees within the city are cared for in a manner that adds value to the city. San Luis Obispo has been a Tree City USA, for 27 consecutive years now since 1983. How? A. Increase staffing by adding a third full time position to the Tree Crew. Three people is the industry standard size crew for most efficient tree trimming. B. Increase staffing by converting the young tree care specialist to a full time position. This position has been a temporary worker for 8 years. C. Increase budget for one year to purchase a stump grinder for Tree crew for $30,000.00. D. Increase the tree budget by $10,000.00 a year to keep up with necessary, tools, training, education and operating expenses. The city currently has four certified arborists on staff. All 3 full time positions and one "temporary" worker are certified arborists. These increases will help to bring the city closer to parity with other cities of a similar population and number of trees. The City has almost 19,000 street and park trees that are cared for by the Urban Forestry Crew. Many cities with a similar population or number of trees under their care have much larger budgets and personnel for the Urban Forest. - 15 - ADVISORY BODY ROLE IN THE BUDGET PROCESS PURPOSE OF THE CITY'S BUDGET The City has adopted a number of long term goals and plans — General Plan, Water and Sewer Master Plans, Source Reduction, Recycling & Hazardous Materials Plans, Pavement Management Plan, Short Range Transit Plan, Downtown Access and Parking Plan, Waterways Management Plan, Neighborhood Traffic Management Program, Bicycle Plan, Public Art Policy, Conceptual Physical Plan for the City's Center and Facilities Master Plan. The Financial Plan is the key tool for programming implementation of these goals, plans and policies by allocating the resources necessary to do so. This requires a budget process that: ■ Clearly sets major City goals and other important objectives. • Establishes reasonable timeframes and organizational responsibility for achieving them. • Allocates resources for programs and projects. FINANCIAL PLAN FEATURES • Goal - Driven • Policy -Based • Multi -Year • Highly- Automated, Rigorous, Technically Sound COUNCIL GOAL - SETTING First Step in the Budget Process. 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. FIVE -STEP PROCESS FOR 2011 -13 O Updated Five Year Fiscal Forecast: October 19, 2010. Review the results of the General Fund five year fiscal forecast. SGZ © Budget Foundation: December 14, 2010. Review the status of the General Plan programs, current Major City Goals, long -term Capital Improvement Plan, any emerging service level concerns and the City's general fiscal condition and outlook. Finalize plans for the goal - setting process, review fiscal policies, present audited financial results for 2009 -10. 4 Community Forum: January 11, 2011. Consider candidate goals from Council advisory bodies, community groups and interested individuals. O Council Goal- Setting Workshop: January 29, 2011. Discuss candidate goals presented at January workshop; discuss Council member goals; and prioritize and set major City goals for 2011 -13. 4 Major City Goal Work Programs: April 12, 2011. Conceptually approve detailed work programs for major City goals and set strategic budget direction for 2011-13. ADVISORY BODY ROLE By providing the Council with their goal recommendations, advisory bodies play a very important part in this process. Council goals, by their nature, tend to be broader in scope than those 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. Council advisory bodies will receive a consolidated listing of all recommended advisory body goals by November 17, 2010. 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. The Council will receive the final report with all advisory body recommendations before they begin the goal- setting process in January 20 t 1. Goal-Setting and the Budget Process 2011 -13 Financial Plan t f" Letters from Advisory Bodies .� Community Groups Community Surveys Goal- Setting Input r' Community Forum , �Januaty 11, 2011 Rscal Fbtecast Current 2 -Year Goals '" Council Goal - Setting Workshop January 29, 20� 11 Letters from Individuals * December 14, 2010 "Budget Foundation" Wbrkshop Long -Terra Pla�rs,��, ,•., Goals &Policies '� �I Staff Budget Preparation T "October 19, 2010 Major City Goal Work Programs & Strategic Budget Direction: April 12 Preliminary Budget: May 26 Budget Workshops: June 2, 9, 14 Adopted Budget: June 21, 2011 City of san luis oBispo _17_ Recommended city Goals COMMUNITY BUDGET BULLETIN January 5, 2011 BACKGROUND We inserted a "community budget bulletin" in our utility bills in November and December 2010 informing our customers about the City's goal- setting process, and inviting them to participate in the Community Forum on January 11, 2011 and the Council goal- setting workshop on January 29, 2011. This reached all 14,000 of our customers. In addition, the survey was available on the City's website. In addition to encouraging participation in these workshops, this bulletin asked our customers to share with us what they believe are the most important things for the City to do over the next two years. It also asked: "In what ways should the City reduce /eliminate costs or increase revenues to fund your top priorities ?" SURVEY PARTICIPATION Participation in this survey was very high: by January 5, 2011, we received 406 individual replies. This response is especially notable since this was an "open- ended" survey instrument (it did not provide pre- determined "check -off' answers), so it required extra thought and effort on the part of respondents to complete and return the survey. SURVEY RESULTS Caveat: Not a Scientific Survey It is important to stress that this is not a "scientific survey" and as such great caution should be used in interpreting the results. Nonetheless, we believe the results are useful — especially when viewed in conjunction with the other forms of feedback the Council will receive in this process —in gaining additional insight into the concerns of our community. But There Are "Themes" Since these are "open- ended" responses, it is not possible to provide a simple, analytical summary of the results. Nonetheless, clear themes emerged. The sidebar charts summarize "Top Themes," presented in order of the most common responses. How Does this Compare with Other Surveys? Two Years Ago. We conducted the same survey on priorities two years ago as part of the 2009 -11 Financial Plan and the results are similar for both priorities and reductions. Although the specific priorities have changed over time, the overarching theme of maintaining essential services and infrastructure has been consistent for many years. June 2010 Scientific Surveys. These results are also similar with those from scientific public opinion surveys the City completed in June 2010. These showed, affordable housing, traffic congestion relief, economic development, neighborhood issues, public safety, open space protection, and the City budget as top concerns, which are also reflected in the results below. TOP 10 THEMES: PRIORITES Based on 406 Responses 1. Infrastructure maintenance 120 2. Preservation of essential services 115 3. Traffic congestion relief 88 4. Open space preservation 82 5. Fiscal health 76 6. Economic development 72 7. Spending reductions 71 8. Bikeway improvements 70 9. Neighborhood code enforcement 40 10. Homeless concerns 38 TOP 10 THEMES: REDUCTIONS/REVENUES Based on 346 Responses 1. Reduce salaries & benefits 150 2. Reduce positions 56 3. Reduce overtime 48 4. Pension reform 40 5. Eliminate or modify binding 39 10. arbitration 17 6. Raise taxes /fees 31 7. Service delivery method (contract, 27 privatize, volunteers) 8. Revise parking fees /districts 26 9. Increase PD enforcement /fine 24 10. Pursue grant opportunities 17 Community Budget Bulletin Survey Responses: Priorities What Are the Most Important deeds of the City Over the Next Two Years? Responses are reproduced verbatim. Where the response is shown more than once, it was received more than once. 1. Maintain infrastructure -- roads, utilities, fire and safety 2. Restore Laguna Lake - -it's only fair, since we have to pay for Downtown and the soccer fields when we don't use these. 3. Live within your means - -no new fee increases or taxes! 1. Increase library services. Longer hours, interlibrary loans with a wider group of libraries, and continued collection development in digital databases and books. 1. Urban Forestry components built into the long range plan. 2. Urban greening 1. Controlling costs 1. Maintain current level of essential services- Police, Fire, Water, Sewer, Streets. 2. Promote economic development. 3. Maintain current level of recreational opportunities for youth. 4. Focus on eliminating vagrancy /aggressive pan - handling downtown. 5. Continue funding of noise ordinance enforcement in neighborhoods around Poly. 1. Economic Development 2. Historic Preservation 3. Neighborhood Development, including Downtown 4. Infrastructure Maintenance 5. More roundabout, fewer stop signs within neighborhoods 1. Retain historic nature of the community 2. Keep the city safe by continuing to control crime 3. Encourage new and existing small businesses 1. Create jobs 2. Reduce traffic 3. Get homeless people off the streets 4. Build Prado Rd extension 5. Allow drive -thrus in the city 1. Cutting employee costs down to more historically normal levels -- down to about 60 -65% of the budget 2. Economic Development 3. Get rid of binding arbitration -2- I . Provide safe, affordable and healthy housing for all citizens, especially homeless veterans and disabled veterans. 2. Maintain the city's physical infrastructure and develop its access to high technology information resources. 3. Maintain and expand SLO Transit services and keep them safe, affordable and convenient. 4. Maximize city government cooperation with Cal Poly in order to realize mutually beneficial economic, social and technological achievements. 5. Conduct the city administration in the most cost effective manner in order to generate balanced budgets and a healthy surplus. 1. Ban the use of leaf blowers in the city. They cause pollution in multiple ways. They pollute the air with their gas powered engines, they pollute our water with waste products that blow into the drains and they create noise pollution with their noise. 2. Do something about the homeless in the parks and panhandling in the city. Meadow Park in particular is just frightening. The homeless sleep there and use the restrooms for a lot more than what they are made for! 3. What is going to be done to make the traffic flow work better on Los Osos Valley Road through the Costco shopping area? Once they put Target in, it's going to be even worse. And what about the bridge on LOVR over 101? Traffic is backed up there every day at rush hour. 1. Increase housing stock, annex Orcutt and facilitate housing development in Margarita Area 2. Continue to look at ways to attract tourism and find ways to allow bed and breakfast inns and additional hotel development 3. Annex Cal Poly to increase population and revenue 4. Continue focusing on downtown enhancement projects, public improvements 1. Maintaining services that families rely upon - parks, streets and protect our environment. We don't want to end up like LA with dead creeks (i.e. creeks that don't support wildlife). 2. Reduce the impact of college students upon neighborhoods, by convincing students that they are members of the community with a vested interest in the long term health of the community? 1. Work to improve relations between all community members. 2. Extend transit service to make Downtown easily accessible after dusk; Adjust transit routes to service the SLO Airport and add a cross -town route to reduce the need for unneeded trips. 3. Food compost collection in green -waste containers. 4. Expand use of reclaimed water from reclamation facility; reduce need to purchase additional Nacimiento water in the future. 1. More housing for low, moderate, and workforce families. Support for smaller, affordable -by- design units near jobs. 2. Traffic calming and rationalization, especially downtown. More pedestrian - friendly areas. 3. Completion of homeless campus with increased mental health /drug and alcohol treatment programs. -3- 1. Balance the budget. 2. Stop raising /adding fees. 1. Fiscal security 2. Maintaining the unique character of downtown, with its historic buildings, tree -lined streets, and family -owned businesses that cater to local residents 3. Affordable housing 4. Transparency and accountability of local government 5. Water quality of local streams 1. Fiscal health 2. Infrastructure improvements - especially "complete streets" and bike lane /path projects to improve connectivity and reduce hazards; maintenance of same. 3. Downtown sidewalk replacement /improvements. 4. Continue open space acquisition; improve park facilities. 1. Maintain core services and infrastructure, including expansion of the urban forest. 2. Continue to fund the Open Space fund, including completing the master plan for the Calle Joaquin urban farm. Implement the Master Plan in partnership with a non profit, the food banks and the community. 3. Appoint the Mayor's Task Force on Neighborhoods, create and map official neighborhoods, establish neighborhood co- coordinators and a Neighborhood network. 4. Make SLO more sustainable and more environmentally aware. Create an all city staff Green Team with a representative in every city department 5. Build a multi modal parking structure and bus depot north of Santa Rosa, working with the county, RTA and SLOCOG. 1. Reduce personnel costs starting at the top; freeze all pay /benefit increases 2. Stop using "fees" as a way to increase revenue 3. Expect and communicate productivity as opposed to never ending Council meetings 1. The City needs to give as much attention to all neighborhoods as it has given to the downtown. It needs to identify the problems related to each neighborhood and attempt to solve them according to their importance. 2. The City must stop being the pawn of Cal Poly and Cuesta College and, instead, stand up to them when they act irresponsibly (lack of student housing, invasion and destruction of entire neighborhoods, etc.) 3. The City also needs to pay particular attention to neighborhoods around "magnet type" schools, such as Laguna Lake middle school, Pacheco and Bishop's Peak schools, regarding traffic, parking, noise and disturbance. 4. The City must stop targeting some neighborhoods for "sacrifice ". Changes in zoning, tearing down family homes to build apartments or condos should come from the residents, not imposed to them by the City Council. 5. Some R1 neighborhoods suffer from regular cut - through traffic. The City ought to identify these neighborhoods and solve their problems. 1. Establish building height limit of no more than 3 stories in downtown core area. -4- 2. Maintain parks and greenbelts around city 3. Maintain and rebuild infrastructure- roads, sidewalks, water, sewer. 1. Fiscal responsibility. 1. Keep physical aspects of our city is good repair. Roads, storm drain, bridges, trees etc. 2. Spend more on Capital improvements. 3. Reduce cost of police and fire. Too expensive given that so many people are willing to work as police and fire for MUCH less. Look for local applications. 4. Move city focus back to citizen goals and less to meeting union demands. 5. City staff should own up and state that staffs' number one (unstated) city goal is to provide highest pay, maximum benefits and a pension to die for - to itself. 1. The extension of Prado Road to Broad Street 2. Continue bike paths /bike lanes such that one can get from the southern part of the city to Cal Poly safely and easily. (and thank you for the work you have done already!) 3. Enforce zoning laws to discourage landlords from having student housing in existing family residential areas. You have made progress but more needs to be done. Being surrounded by student rentals which are poorly maintained (compared to other homes in the neighborhood) is no fun. And the noisy parties, cars always parked in the street, the list goes on. Encourage Cal Poly and Cuesta to provide adequate housing for their students. 1. Incentivize green industries and businesses to set up shop in SLO 2. In -fill development in downtown. Build up, mixed use, walk able and bike able to encourage a vibrant economy in downtown and expand downtown with in reason. Deploy city wide free Wi -Fi (supplement with advertising revenue) 3. Develop hiking paths and biking paths to connect all areas of SLO as well as neighboring towns and Rec areas. All streets should have bike lanes. 4. Expand green and public transit services and incentives. Create free parking at key public transit hubs. Charge for parking and tax gas to pay for it. 5. Create a "zero" waste city where all garbage is recycled or reused for other things like power generation. 1. Pressure Cal Poly to build more student dorms and Cuesta to wake up and finally build a student resident area at Cuesta. 2. The stretch between Foothill and Highland offered affordable housing to young families before they were pushed out by students. SLO is in dire need of affordable housing. Please, return this area to families. 3. Plant trees where there are none or few of them. Line major streets and boulevards with trees. Foothill Blvd needs an overhaul similar to Los Osos Valley Rd. 4. Channel traffic through commercial and collector streets. Protect residential areas from cut - through traffic (for example, build islands to slow traffic, or block a street). 5. Protect family homes. Do not allow developers to raze them and turn them into apartments or condos unless they are not salvageable. Tall three -story condos such as N.Chorro's last batch should not be allowed. -5- I . Pressure Cal Poly to build more student dorms and Cuesta to wake up and finally build a student resident area at Cuesta. 2. The stretch between Foothill and Highland offered affordable housing to young families before they were pushed out by students. SLO is in dire need of affordable housing. Please, return this area to families. 3. Plant trees where there are none or few of them. Line major streets and boulevards with trees. Foothill Blvd needs an overhaul similar to Los Osos Valley Rd. 4. Channel traffic through commercial and collector streets. Protect residential areas from cut - through traffic (for example, build islands to slow traffic, or block a street). 5. Protect family homes. Do not allow developers to raze them and turn them into apartments or condos unless they are not salvageable. Tall three -story condos such as N.Chorro's last batch should not be allowed. 1. Define strategies for sustainable financial future with focus on larger percentage of tax dollars spent of capital improvements and maintenance. 2. Streamline process and remove barriers (fees and exhibits) that complicate multi- family housing and in -fill building projects within the city limits. For example, why would an EIR be required to build a building in the downtown core? Is that not the best place to build per most publications, sound development and CEQA? Why the EIR requirement for something we already know the answer to? It seems a bit absurd at times. 3. Water, roads, storm - drain, creek maintenance, sewer, sidewalks and trees. 1. Expand bike paths - become Bike City USA 2. Expanded open space $ 3. Build community with Cal Poly - Cut "regulation mentality & hostile environment 4. Save Adobes and other City historic resources 5. Keep beautification efforts of downtown - bury utilities underground in downtown 1. Less focus on new housing. New housing only puts more pressure on our infrastructure, increases government service costs and allows criminals /riffraff to afford living in SLO 2. SLO's greatest assets are the educated population and its small -town atmosphere 1. Keep the small town feel 2. Maintain current public safety levels i.e. law enforcement and fire protection. 3. Minimize the building and expansion of LOVR across from Home Depot 1. Essential services 2. Bike paths 3. Open space 1. Gain control over the "obscene and totally "out of control" compensation and retirement expenditures allocated to Fire and Police Dept. personnel 2. Street maintenance 3. Design and begin implementation of a plan to beautify & establish sport/recreation fields at Laguna Lake Park 4. Continue to direct funds for bicycle lanes to encourage more bike riding by ALL citizens, not just students. -6- 1. Reduce spending 2. Encourage development 3. Cut red tape 4. Create positive business atmosphere 5. Allow small business to create jobs 1. Please put stop signs in on the corners of Islay and Nipomo. Need signs on all four corners. Cars drive thru there like a highway. I have seen too many near accidents there 1. Stop passing more ordinances and laws. We have enough gov't restrictions now. Give the citizens a break.... 1. Have a team that is paid by the City to get rid of graffiti 1. Stop raising the damn water rated for people in apartments 2. Stop sending return envelopes for water and sewer to people who pay online 1. Environment - habitat, open space, rehabilitation, pollution prevention, green energy 1. Preservation of essential services and fiscal health 2. Infrastructure maintenance 3. Economic development 4. Traffic congestion relief 1. Please reduce water charge NOW 1. The retirement of City employees. It will bankrupt the City 1. Pension reform - Payroll costs are killing the City 1. Balancing the budget without increasing fees and taxes 1. Traffic congestion 2. Public transpiration to Cuesta, Cal Poly and Hancock 1. Getting contract (Police and Fire) benefits under control - specifically, reducing new benefits to obtain sustainability for existing obligations 2. Re- commit to Measure Y CIP improvements 1. Re- negotiate Fireman's and Policeman's union contracts. Their salaries, benefits & pensions are excessively high, per a recent tribune article. 2. A serious discussion on the prevailing wage should be had. It's costing businesses too much. 1. Public Health 2. Balanced budget with trimmed "aft" -7- 3. Essential infrastructure (i.e. broken pipes or culverts as opposed to street AC slurry seals or ADA retrofit. 1. Sewer 2. Potholes in roads 1. RR safety bike path 2. Other bike infrastructure 1. Hire more safety workers and reduce overtime for existing ones 1. Bike paths 2. Skate park 1. Repeal binding arbitration for Police and Fire unions 2. Re- negotiate retirement programs to more sustainable economic versions - Safety 3 @ 55, misc 2.5 @ 60, etc. 3. Focus tax override $ on infrastructure maint. 1 st, then enhancements 2nd. 1. Orderly growth (slow) 2. Prado Road - Continue forward Prado Road interchange (try again) 3. Water for the future 1. Preserve essential services 2. Infrastructure maintenance - especially Laguna Lake Park 1. Homeless 2. Crime 3. Graffiti 4. Litter - especially in Mission Creek 5. Noise 1. Fiscal /budgetary balance (spend no more than you can reliably take in) 2. Infrastructure maintenance (use State -of -the -art procedures to ensure accountability and efficiency 1. Lower police officer's salaries 2. Lower firemen's salaries 3. Switch both fire and police to shorter shifts requiring less backfill and overtime 1. Bike lanes and paths 1. Pay for city employees - they are too high 2. Eliminate all personal use vehicles 3. No City vehicles should be driven out of the City limits 4. Reduce number of vehicles where possible -8- 1. Traffic congestion on LOVR 2. Excess speeding on LOVR north of Madonna Road 1. Transportation: increase & maintain bike paths - increase bus services 1. Lower water rate 2. Lower all City govt. expenses 3. Repair roads I. Support local police department 2. Support local fire department 3. Maintain roads 4. Monitor student noise 1. Widen LOVR/101 overpass 1. Reduce wages of all staff and stay within your allotted budget 2. Cut down on Police and Fire until you can fit their budgets into your overall budget 1. Support of homeless population 2. Bike Lanes - Class 1 1. Get rid of trolley cars in winter time. Have smaller buses in most of the town not forty passenger buses with 3 or 4 riders. Buses have a rough time to make many turns in towns. What a waste of money. I am a native of SLO County for 80 years and resident of town over 50 years. 1. Move utility lines underground 1. Business health 2. Good roads 3. Parking downtown 4. Lighting downtown 5. Get rid of vagrants downtown 1. Reduce City customer water bills 2. Expand LOVR bridge over 101 into 2 lanes each way with entrances /exits for 101 access. This area is a horrible congestion spot 3. Finish Prado Road 1. Los Osos Valley Road between Higuera and the shopping center on LOVR 1. Cannot we get street numbers on our businesses? It is so difficult for newcomers and can contribute to lots of "stop and go" driving as we search. -9- Community Budget Bulletin Survey Responses: Priorities 1. Remove homeless bums from City parks 2. Initiate a City ordinance regarding camping on public streets in campers and cars 1. Clean up Laguna Lake 2. Upgrade the dog park. The water faucet areas are like a swamp 1. Services for the homeless and disadvantaged 1. Job creation, job creation, job creation -attract employers to area and for that you need ..... 2. ...infrastructure improvements (e.g. Prado Rd.) and.... 3. ...somewhat affordable housing in and around SLO. People want to live in SLO. 1. Stability in City government's operational costs (i.e. Utilities) 2. Our water /sewer November bill suddenly increased by 20% and that's NOT stability. We do not know why! 1. Improved Fiscal Management 2. Greater transparency in strategic planning issues 1. Lower the cost of doing business in SLO 2. Make it easier for customers to patronize SLO businesses 1. Continue to increase bike routes throughout the City with the hopes of reducing traffic and the number of cars. 2. Continue purchasing additional land for parks, soccer fields or whatever other purposes the city feels is appropriate. 1. Restore residential neighborhoods. Require property owners to keep their rental properties from causing blight. 2. Lower costs of water resources by reorganization. We don't need the separate dept. heads we currently have. 3. Resolve the residential neighborhood parking problems. Too many vehicles parked on streets. Equate # of tenants to off street parking available. 4. Re -paint ALL residential curbs for fire code not just downtown area - red curbs - 5. Create a campaign against alcohol abuse throughout the City - particularly downtown 1. Reduce costs 1. Maintain the City - tourists are income 2. Provide services for the elderly 3. Keep it safe! 4. Maintain transportation 5. Be more aggressive re: Code Enforcement _10- 1. Maintenance - get code enforcement on the street! Trash cans out all week - furniture in front of the houses - weeds -trash - in 5 years it has gotten bad! 2. Keep police & fire -- with too many more students it is needed. 3. Keep residents here - that's what makes SLO QUAINT 1. Reducing the budget - no overpaid city executives & NO OVERTIME for police etc. - Anyone! 2. Always maintain the clean environment 3. Keep bars to a minimum in our town - especially the downtown 4. Keep the development to a minimum - what we can support - empty buildings & shopping centers are an indicator of not a real plan (although the economy is also responsible) 1. Reduce payroll and benefit costs!! 2. Reduce operating costs whenever possible. Do a line by line analysis & cut costs whenever possible 1. Stop using students as cash cows for police revenue. These students could be future residents and business owners but who would want to come back to a City that treats them so poorly? 1. Eliminate unnecessary bureaucracy 2. Bring city government salaries in line with private sector 3. Eliminate pension plan for government employees or fund with employee donations. 1. Fire and police response 2. Water supply & sewer maintenance (clean up creeks, storm drains, road margins) 3. Street maintenance & resurfacing i.e. Highland Drive (upper) 4. Graffiti removal promptly - use "offenders" labor in removal. Educate on respect of property 5. Enforce: bicycle riders must obey traffic laws. 1. Balancing the City's budget responsibly through a combination of reducing expenditures and increasing taxes (fiscal responsibility) 2. Economic development 3. Infrastructure upgrades & maintenance 1. Dedicated bike path to Avila or? Not on- street bike lanes - way too dangerous for families 2. Clean the filthy sidewalks :) 1. Insuring healthcare for all 1. Road maintenance 2. Eliminate waste in spending 1. Eliminate excessive compensation & benefits 1. Directional signage 2. Improve the beauty of meridians and roadside 3. Lower fees 4. Lower water rates - they are outrageous mom 1. Cal Poly and Cuesta students are gradually moving into neighborhoods all over the city - especially those closer to Poly. They clog the streets with their vehicles, turn the area into slums, trash the streets, destroy property values and on and on. Once nice neighborhoods are now eyesores. 1. Maintain core services, police, fire, water, sewer, trash, roads 1. Cut spending, staff and pension 2. Allow private companies to perform maintenance 1. Keep /restore what we have in this City. Makes no sense to me to expand anything or build new. 1. Reduce expenditures 1. Code enforcement - this may not be a "very" high priority but too often I am told there is just not enough staff to promptly follow -up matters 2. More downtown activities subsidized by city /city parks 3. Bring back Mardi Gras 4. Celebrate /promote downtown businesses 1. Permit drive - through services along perimeter of city 1. Fire protection 2. Police protection 3. Water /utilities 4. Roads 5. Infrastructure 1. Ban plastic bags 2. Pedestrian only streets in downtown 3. Bike paths and greenbelts 4. Infrastructure, roads 1. Reduce payroll, eliminate positions across the board pay cuts of 10 %+ for remaining employees 2. Quit paying exorbitant overtime wages to seasoned employees. 3. Quit allowing spiking of pension benefits 4. Throw out "binding arbitration" by any means available, including bankruptcy 5. Establish independent task force to investigate City employee salaries, wages, benefits 1. San Luis Obispo's most pressing need is to address the traffic flow on the south/east end of LOVR. I live in Los Verdes #2 condo complex and on an almost daily basis must make a dash between cars to leave home and return. I cannot count the many times I have had close calls and near collisions and it is getting worse. Please help -12- Community Budget Bulletin Survey Responses: Priorities 1. Preservation of essential services 2. Balance budget 3. Infrastructure maintenance 4. Economic development 1. Reign the overtime for Police and Fire - $ amounts are shocking 2. Senior citizen services expanded 3. Road maintenance & add more bike lanes and bike parking racks 4. Traffic congestion especially the LOVR & Madonna Rd and Pereira Drive - please close it at North end of hazard 1. Maintain public safety levels to current levels - Police - increase firefighter staffing to safe levels 2. Maintain streets /roadways 3. Preserve parks /playgrounds 4. Remove homeless camps from creeks to protect environment 5. Lift hiring freeze /restore city jobs - as economy improves 1. Traffic congestion relief via expanded alternative transport such as bike lane improvement, enhancement, etc. 2. Clean bike lanes of debris to encourage increased bike ridership 3. Encourage bike ridership to improve public health and reduce obesity. 1. Do more community outreach and include the students of Cal Poly and Cuesta in the efforts - for example: coming to campus and actively reach out to the student community 2. Work on traffic congestion especially around Cal Poly's campus 3. Economic development: bring an In and Out and Target 1. Dredge and upgrade Laguna Lake 2. Control homeless problem & stop recycle pilfering 3. Sweep neighborhood streets more 4. Trim vegetation @ intersections and stop sign and traffic light locations 1. Reduce the cost of city government 1. Be practical! Think less about how we appear to the outside world and more about serving citizens of SLO 2. Be realistic! Think about the finite amount of taxpayers' money can go for "frills" 3. Create jobs! Think about the Cal Poly grads who want to stay and those from away who want to live here. 4. Realize that a stable economy cannot rely solely on tourism 5. Forget about publications like Parade who can easily praise us but don't have to try to make a living here -13- Community Budget Bulletin Survey Responses: Priorities 1. Preserve essential services and fiscal responsibility. Public safety and maintenance of streets, roads, etc. Traffic 2. Economic health - lower leases for retail businesses - be sure the downtown has good mix of stores such as department stores, etc and not a large concentration of bars like now and getting more. This problem is taking away from our beauty, causing police work, making our store fronts and sidewalks filthy and not a good odor 1. Maintaining fire and police jobs -but begin to maybe cutback a little on new hire pensions 2. Maintain roads 3. Keep realistic goals within money actually received. Keep being conservative 1. Encourage bicycling - discourage vehicles No more traffic signals - 2. No more traffic signals - do not widen any more roads 3. More trees - less pavement 4. Make Higuera downtown a pedestrian mall 5. No more big box stores on LOVR 1. Preservation of essential services and fiscal health - Freeze budget and personnel 2. Do something soon for traffic on LOVR before Target, etc., comes in, especially more traffic lights 3. Reduce the Cal Poly/ Cuesta downtown public drinking, assaults, noise (Kudos to our Police Chief) 4. Start Prado Road extension 5. Resolve the Sunny Acres situation. Start active process for new center for homeless 1. Homeless control: homeless continue to grow - way out of hand! 2. Student downtown bar control: If bar owners are allowing people to get wasted, they need to take ownership and be responsible. I am raising a family here that should be considered. 3. Increase police patrol for homeless and also students vandalizing downtown homes 4. Put money toward youth sports facility so kids stay out of trouble I . The City needs to give as much attention to all neighborhoods as it has given to the downtown. It needs to identify the problems related to each neighborhood and attempt to solve them according to their importance. 2. The city must stop being the pawn of Cal Poly and Cuesta College and, instead, stand up to them when they act irresponsibly (lack of student housing, invasion and destruction of entire neighborhoods, etc) 3. The city also needs to pay particular attention to neighborhoods around "magnet type" schools, such as Laguna Lake Middle school, Pacheco and Bishop's Peak schools, regarding traffic, parking, noise and disturbance. 4. The city must stop targeting some neighborhoods for "sacrifice ". Changes in zoning, tearing down family homes to build apartments or condos should come from all the residents, not imposed to them by the City Council. 5. Some RI neighborhoods suffer from regular cut - through traffic. The City ought to identify these neighborhoods and solve their problems. WERE Community Budget Bulletin Survey Responses: Priorities 1. Attracting and keeping small businesses here. 2. Keeping tourism a priority 3. Cleaning up downtown sidewalks and improving night lighting to encourage walking/shopping atmosphere. 1. Make a streamside corridor of walkpaths /bikepaths the length of San Luis Creek. Develop city around the streams facing them. They are the highlight of SLO. 2. Stop building new commercial development on rural farmland. Many existing buildings are vacant. 3. Improve roads & traffic near Costco 4. Eliminate gang activity, tagging, transients, beggars 5. Get rid of big emblems like "M" on mountainsides - Eyesores on our gorgeous view hills. Should be natural, unscarred land 1. Infrastructure: Los Osos Road /101 Interchange, water and old sewer lines, roads & streets 2. San Luis and Stenner Creek cleanout. /brush control: help prevent flooding in the City during bad weather. Remember 1969 and 1972. We are due 3. Prado Road interchange. We need to move forward on this. 1. Eliminate collective bargaining. Put it on the ballot for everyone to vote on it. 2. Institute job sharing to reduce costs. If the employees don't like it, they can quit. Fire people! 3. Fix streets & sidewalks. This benefits the residents 4. Fast track dredging of Laguna Lake instead of continuing to put it off 5. Repeal ban on feeding ducks. 1. Preserve City's fiscal health 2. Maintain essential services and infrastructure 3. Protect open space 4. Continue to support bikeways 1. Traffic congestion relief! ! ! LOVR overpass and reduce speed limit as it enters the residential areas!!! 2. Maintain services to the needy 3. Preserve fiscal health 4. Public safety and crime prevention 5. Keep our County library vibrant. 1. The meters and tickers are driving shoppers out of downtown. You'll lose more tax revenue than you'll gain from punitive parking measures 2. The students (while basically a boon to San Luis Obispo) ruin the quality of life for their neighbors. The programs now starting seem to be improving the situation. Keep them going 1. Remember why SLO is considered one of the best, happiest places to live, i.e.. Value and preserve what we have. We re not of the or the growth = progress, sprawling suburban strip mall plan. -15- Community Budget Bulletin Survey Responses: Priorities 1. Balance budget 2. Review mandatory Downtown Association membership 3. Get consistent enforcement of landlord business lic. requirements or remove requirement 4. Enforce public smoking ban 1. Help the senior citizens and locals to get along with Cal Poly students parties beer cans left in front yard, etc. 2. Parking in residential areas 3 -5 cars per house? 3. HOUSE COSTS - I was born in SLO but can't live there now 1. Local power generation 2. Local food source - available to all residents 3. Citywide composting of household waste 4. Improve public transit 5. Improved and expanded bike and walking paths 1. Reduce size of Fire Department - we sprinkled downtown - where are the savings to the public? 2. Reduce size of salaries of many City staff -how many $100,000.00 and benefits Fire Captains, does SLO really need'? 3. Workforce/ affordable housing near jobs. 1. Reduce the high pensions that retired public employees in Calif. Collect and increasing the average age of retirement for firemen and policemen to 59 or 60. 2. We need public pension reform to save California 3. We need the right to vote on fees - Permit fees can cost about 36% of the construction costs. 4. We need small businesses to stay in business and keep their workers 5. Use common sense - do we need expensive bathrooms, do we need cobbled sidewalks, do we need expensive art projects? 1. Stimulate City activities and projects that will enhance sales tax and bed tax revenues, e.g.: completion of RR museum; give priority to enhancing the appearance of the City entrances - especially upper Monterey 2. Rescind ordinance which increased height limits in downtown (excepting projects underway - Chinatown and Garden Terraces) Revert to old height limits and place a PD overlay allowing height limit exceptions based on creative design solutions subject to PC and CC approval 3. Design a new Nipomo -Palm parking structure using PD height limit exceptions to encourage use of a top floor for leasable commercial uses such as restaurants, offices, etc. 4. Commence dredging of Laguna Lake 5. Keep creek ways clear of debris and obstructions to prevent re- occurrence of '69 and '72 floods. 1. Cut out the phony fire inspections & useless fire extinguisher requirements, a one gallon apparatus won't save anything. My smoke detector alarms are checked each time a tenant leaves. 2. Cut out excessive parking violations and fees at meters -16- I . Skate park master plan built and have it free to used 2. Block downtown transportation from car traffic in specific areas like Monterey between Santa Rosa and Osos. Have it be more pedestrian oriented (see Santa Maria) 3. Make tank Farm Road 4 lanes 4. Cross walk between Foothill and Highland on Santa Rosa 5. Rent control for downtown businesses and homes 1. Get the City's financial house in order 2. Get City employee salaries and benefits in line with private sector 3. Streamline process for new development and help new business by reducing process and lower their costs of entry 1. Make a small segment of Higuera Street (much like Farmers' Market, only smaller) pedestrian only and closed to traffic 2. A second police substation near Higuera and Broad may deter crime in the downtown area, especially at night 3. Increase hours /funding for SLO Library 1. Public safety services must be maintained to protect and save the citizen of SLO from the threat of fire, crime, medical emergency 2. Establish regular neighborhood patrols for police to maintain peace and quiet and quality of life for residents and impacts of Cal Poly and Cuesta College 3. City neighborhood streets need attention with sidewalks clear of debris and curbing markers and signs maintained in proper care 4. Continue active open space program with emphasis on the northern boundary of the City with trails and public access 5. Improve zoning enforcement regarding rental housing and over limit of tenants in residential homes and resulting negative neighborhood quality of life. 1. Bicycle fees and /or license to assist in maintaining their right of ways 2. Directional signs stating where open space trail entrances are located @ all City dead end streets leading towards open space trails. (Presently, entering residential private properties, dead ends and private properties to reach open space trails - creating damage to private property landscapes and destroying private property fences) 1. Reduce staffing and staffing costs but don't do it in a punitive way by cutting the most valued services. Let citizens determine priority 2. Widen LOVR overpass 3. Maintain /enhance Economic Development Department. Increasing revenue is needed to achieve our budget goals 4. Streamline planning process. Eliminate ARC and CHC -17- Community Budget Bulletin Survey Responses: Priorities 1. Safe, preferably off road bike paths throughout City and County 2. Sunny or Southern exposure community garden plots with water, bathrooms (preferably pre- existing ones made available) and on contour planting swales utilizing hillsides like those near lower Higuera and Elks Lane 3. Sewer repair, especially Foothill corridor - this is a huge sanitation risk time bomb 4. Rainwater reclamation to groundwater instead of run off to sea. 5. Open space, parks and trails - development of new parks /open space and maintenance of existing parks and open space 1. Quit trying to pay high police salaries by raising parking fines and other misc. fines. Eliminate S.N.A.P. 2. Free 2 hour parking on downtown streets 3. Quit the urban sprawl of shopping centers on the City's outskirts 4. Re -start Mardi Gras 5. Use Mitchell Park for more activities, instead of always using Mission Plaza. We got a lot of parks use them more for City activities. Advertise activities better instead of a banner on Higuera, put some upon Foothill, California, South Broad, etc. 1. Affordable housing 2. Better schools 3. Noise reduction 4. Better shopping 1. Do everything in your power to help businesses stay solvent. Find a vacant building and convert it to rooms for the homeless 2. No one in this County with families should be homeless. That should be #1 on your agenda. 3. If you need money for that, establish a separate fund and ask people to contribute. I'm sure people would be quick to give. I would 4. It is about time you permit drive through restaurants. That is the silliest restriction I have heard. What a great way to increase business 1. Reduce and /or eliminate City wide budget gaps! 2. Reduce City employee overtime pay for all city departments immediately. 3. Reduce capital improvement project to "affordable levels" consistent with current city revenues! 4. Promote citywide economic development and business retention efforts wherever possible. 5. Re- evaluate current city staffing levels for every City department and maximize outsourcing efforts for private contractors whenever possible. 1. Building bike paths for all major streets 2. Close streets to traffic in downtown — [torn at this point - can't read] 3. Build a cultural center for teenagers 4. Create a space for everyday farmers [can't read] with crafts, food and music 5. Skate park - build a new safe [can't read] -18- I . Reducing gang activities 2. Enforcing father's duty to support the children they have produced. 3. Stop illegal aliens from demanding legal rights 4. Increase mental health services for the truly mentally ill = hospital care? 5. Encourage high school graduation through academics and not always sport activities. 1. We moved to our home on Chorro St. 57 years ago. At that time it was a quiet street, over years traffic has increased. It is hard to get out of our driveway. The traffic exceeds the speed limit. We need police who will not close their eyes to speeders and their infractions 1. Continue eliminating cars from the downtown. 2. Grants to replace gas /electric utilities with solar /wind sources 3. Some sort of rent control on commercial properties so that small business owners have a fighting chance to keep their doors open. 1. More efficiency in everything the City does; from permit streamlining to cleaning the storm drains and streets 1. Do not allow City employees to stand around with both thumbs up their butts; This includes Fire and Police departments 2. Until all planners to a tree and proceed without them. Post notice on board this is 21 st century. 3. Do not allow parking space at City facilities for horse drawn vehicles, not enough room. 4. Start construction on Topaz and Ca. Valley solar ranch tomorrow and widen freeway thru City. 5. Build more roads completely thru City; stop wearing high buttoned shoes. 1. Expand bike trail next to RR all the way to the Arbors/Islay Hill neighborhood 2. Make the PCRR underpass from Spanish Oaks Dr. to Poinsettia St. accessible for bikes and strollers 3. Lower water cost. 1. I'm happy with the current priorities. 2. Question: Why do we pay significantly more for our water than any other city in the county? 1. Preservation of essential services and fiscal health 2. Increase tourism to assist economy of City 1. Why bother; City pays no attention anymore. 1. Encourage business start ups through incentives if needed 2. Fix crumbling roads 3. Repeal compulsory arbitration 4. Improve enforcement of community regulations, including RV parking long tern on street, and similar nuisance factors like noise. 5. Fix downtown sidewalks, signage and clean up the place. Drive out vagrants from areas like the creek near Westend Coffee. -19- Community Budget Bulletin Survey Responses: Priorities 1. Increase bike paths through the City 2. Acquiring open space 1. Protect our open space and the views to the surrounding hills /landscape (it's what makes San Luis great) 1. Maintain existing levers of police and fire protection, including current staffing levels 2. Maintain water and sewer system infrastructure 3. Continue street paving program 4. Focus on core /essential services; Police /Water /Fire /Sewer this is why cities formed in the first place. 1. Slum landlords for students needs to be addressed 1. Infrastructure and street maintenance 2. Make developers pay for major projects such a LOVR overpass widening 3. Continue to support downtown -its our only hope for sustainability. 4. Thanks for hearing our input 1. Reform the current "culture of profligacy" within the city government into one of "responsible stewardship" 2. Comprehensive review of employee compensation to make sure these are no "unfunded liabilities" and to expose these irresponsible arrangements to the light of public scrutiny 3. Beautify the "downtown fringe" area with a systematic program of undergrounding electric and telephone utilities, coordinated with revegetation of street parkways. 1. Put binding arbitration on ballot for voters to decide. 1. Change parking meters to 3 hours, that way people can have lunch and shop or see movies 2. Consumers go to "big box stores" for free parking and because they are open 3. Encourage retail downtown to be open nights and Sundays when people are off work 4. Tell the police we ARE NOT Los Angeles and to treat people better, we pay their pay! 5. Let the farmers ONLY control the Farmer's Market 1. 2009 -2011 major City goals are still valid. 1. Frontage Rd. from Prado to LOVR on both sides to provide amenities strip for travelers. This should include an overpass at Prado - Dalidio 2. Simplify construction permits, lower construction fees. 3. Bike lanes 1. Take steps to slow or reverse the rate of increase in water and sewer rates. 2. Purchase additional green spaces around the city. 3. Maintain/improve streets and sidewalks 1. I think this is a very positive step to enquire! We are new residents in the city and have no specific suggestions at this time. 2. One suggestion- update water meters on our street -3535 Johnson Ave. -20- Community Budget Bulletin Survey Responses: Priorities 1. Environmental protection, habitat preservation 2. Open space acquisition 3. Water and air pollution prevention, ban leaf blowers! 4. Support green building and clean industries 1. Road pavement resurfacing and repairs 2. Graffiti removal using paint that matches well 3. Restrict loitering by the homeless 1. Maintain open space around the City. 2. Retain community cohesiveness through special events such as Xmas parade, events in the plaza etc 3. Maintain slow growth principles for the city 4. Continue to balance community /student relations while enforcing quiet neighborhoods 5. Attract one or more better department stores like Macy's, not oriented to students. 1. Balanced budget 1. Primarily to get input from and represent the wishes of the people who live in the city, it's voting citizens. 2. A "stakeholder process" marginalizing the wishes of citizens if the voices and input from stakeholders are louder, clearer and appear more numerous on issues such as growth, maintaining levels of service, etc. 3. Protect natural open space from the active recreation that belongs in parkland. 1. Homeless 1. To get employee pension /benefit costs under control. The city needs to move to a defined contribution plan vs. a defined benefit plan. 2. To become more efficient and self sufficient in regards to energy usage. 3. Ban single use petroleum based plastic bags. The amount of plastic trash, mostly bags along our roads and highways is embarrassing. 1. Employee honesty, have City employees follow up and act on complaints. 2. Police and Fire pensions and spending excess for equipment. 3. Less City cars used to drive to work, pay mileage on private cars for callouts. Lots of wasted dollars here 1. Traffic problems, You guys pay consultants for transportation plans but don't implement them. Take a look at LOVR and Highway 101. You allow development but don't provide for their traffic impacts. New development should pay their way. 1. We need more water. 1. Public Safety 2. Economic Development 3. Maintain infrastructure -21- Community Budget Bulletin Survey Responses: Priorities 1. Keeping infrastructure maintained. 2. Traffic Congestion Relief, especially near 101 and Los Osos Valley Rd. 1. Congratulations to Jan! ...and Thank you Dave! 2. Bike Path. SLO has been recognized as one of the top 10 cities in the WORLD! We have a lot to live up to. So conservation and being green should be a top priority. We need the bike path to connect our city which is spread out into several fingers -Cal Poly, Tank Farm, So Higuera and LOVR. I don't feel biking is safe in SLO and it needs to be! A good start has been made. Let's connect the dots! 3. Budget tightening. In my humble opinion, the street cleaners make more of a mess than they clean. Spend a little on promoting Home Owners and businesses to clean up their own gutters! ..and don't blow your leaves into the street for someone else to pick up! Egads people! 4. Downtown meters. Get rid of them! I don't shop downtown because I don't want to have to worry about parking. If I do go downtown, I park in the lots and don't "shop" so I can get out in a hour. NOT good for business! We have a nice downtown. Let's encourage people to go there! 5. Look into electric car meters! Instead of parking meters, put in electric charging units! Then people can go downtown and charge their cars while they shop leisurely! 1. Preserve open space 2. Reduce traffic congestion especially along Los Osos Valley Road between Madonna Road and Higuera Street. 3. Improve pavement conditions- there has been big improvements and I hope the trend continues. 4. Continue the program of adding bicycle safe transportation facilities. 1. Reduce spending and balance budget! 2. Contract out police & fire public safety to county and /or state 3. Continue to repair roads with 100% of all prop $$ to repairs... 0% to admin or other... repay from gen fund to repair funds 1. Continue to provide recreational opportunities for residents, including funding for youth sports activities and the city pool 2. Maintain city streets 1. Build the New Homeless Services Center: The City has approved a proposal by CAPSLO to build a new homeless services center on County -owned property adjacent to the Department of Social Services. It is now time to get it built. 2. Promote Sustainable Local Economic Development: Continue to implement the City's economic development strategy to emphasize retention and expansion of head -of- household jobs; expand our attractiveness as a desirable tourist destination; and focus on economic sectors that promote sustainable design, energy efficiency, alternative energy sources, and green building materials. 3. Make SLO a leader in greenhouse gas reduction: Adopt the Climate Action Plan. Establish an energy- efficiency and renewable energy financing program for SLO residents and business owners (including rentals. This is also a 2009 -11 Council objective, and it should be continued. 4. Implement our new Historic Preservation Program: Complete a new historic resources inventory. Determine whether sufficient support exists among property owners, business owners, and the -22- Community Budget Bulletin Survey Responses: Priorities historic preservation community for nominating our Downtown area as a National Historic District, qualifying us for signage on Highway 101 as well as potential grant funding. 5. Implement our Bicycle Transportation Plan: We've got two major Class I bicycle path projects which should be completed: Our Railroad Safety Trail and the Bob Jones City -to- the -Sea Bike Path. 1. Support the homeless population and less fortunate (new housing, job opportunities. 2. Purchase or improve the NW corner of Broads St. and Tank Farm Rd. It's an eyesore. 3. Complete bike /walking /running path from North to South, East to West. 4. Obtain State /Federal funds for Prado Rd. overpass over 101 to Madonna Rd. 5. Think "green" for water use, buildings, vehicles and tree planting. 1. Operate within budget which must not increase any taxes! 2. Reduce city employee costs; reduce outlandish salaries and pension benefit costs. Police and Fire that are paid salaries of $150,000 to $200,000 plus benefits is unacceptable! These salaries are paid by citizens that only make $35,000- $50,000. Stop the injustice! 1. Reduce congestion on LOVR near freeway on /off ramps between Froom Ranch Rd. and Higuera. 2. Concentration on creating more pedestrian and bike pathways. 3. Promote and offer more community activities. 4. Reduce panhandling; we have 2 young kids and have personally been harassed multiple times. 1. Make the intersection at Vachell Lane and S. Higuera more safe; stop light. 2. Development and reinforce other business districts besides the downtown; Railroad, upper Monterey, Mid Higuera, S. Broad, Foothill and Laguna 3. Encourage & promote "Good Neighbor Night ". If you don't, I mean. Look to Redding, CA. 4. Maintain parks better (especially walkways @ Sinsheimer Park and replace recycle bins. 5. Continue expansion of railroad safety trail. 1. Keep city water flowing. 2. Adequate police force. 3. Fire department as above. 4. Community events, they are what makes the city a good, desirable place to live. Ex: Music in the plaza. 1. Get public employee's salaries, vacation and retirement in with private. 2. With things as they are, I think your goal will be to keep things running as smoothly as possible with no new programs. 3. People need to take care of themselves and all frivolous things stopped. 1. Encourage new/large tech businesses to the area. 2. Expanding Prado Rd. 3. Better education. -23- Community Budget Bulletin Survey Responses: Priorities 1. I would love to see our fair city keep its uniqueness; especially downtown. Small scale on new developments, trees kept trimmed and intact, sidewalks repaired. It's so enjoyable, as a resident, strolling to town, knowing the shopkeepers, feeling part of the community. It's important for residents and tourists alike. 1. Keep utility costs low, keep taxes low, keep the cost of living here low instead of raising the cost of everything. For Heaven's sakes; don't let those smart meters come in where we now have more electromagnetic type waves beaming all around us every hour causing problems and elimination jobs. Our utility costs will not go down because of it and more people will be without jobs. 1. Traffic 1. Pay government employees a wage that is in line with the general population. 2. $311,000 + benefits for the City Manager, for instance, is all by absurd! Absolutely no one I've talked to thinks that this is a reasonable wage. 3. In general the State and local governments throw money away. 1. Adequate police and fire. 2. Condition of streets, paving. 3. Complete more of Railroad Safety Bike Path and other bike lane expansion. 4. Better non -car transportation (bus /train) 1. Gel long term expenses under control: Police & Firemen salaries are unaffordable and must be reduced. NO OVERTIME! 2. Pensions must be changed for all future service, from defined benefit to defined contributions as all companies have done. 3. They freeze accrued defined benefits currently earned and all future accruals are in a defined contribution plan. 1. Figure out a way to bring clean businesses /manufacturing to create jobs in San Luis. 2. Become much more business friendly; offer incentives to come here. Don't build obstacles!! 3. Encourage more growth, if the city doesn't grow, it dies! 4. Reduce City staff size consistent with private sector staff reductions equal with current levels of business. 5. Stop spending the City's revenues on "Pet Projects" which are not needed at this time. 1. Control & minimize the crime; get the druggies and panhandlers off the street. 2. Maintain the infrastructure (roads). 3. Improve the traffic congestion. 1. Revamp our budget. 2. Cut staff. 3. Lower employee's wages. 4. Improve schools and parks. 5. Help small businesses. -24- 1. Impose a hiring freeze and or lay off 30% of city employees to downsize City government. 2. Combine City departments to reduce space and overhead costs. 3. Reduce social service costs to quit catering to the homeless bums and send them to Santa Barbara for care, 4. Get out of the real estate business. Every purchase the City makes takes land income off of the tax rolls. 5. Quit being controlled by the Downtown Assn. and allow major retailers in; like Costco, May Co, Wal -Mart, etc. 1. Maintain fiscal discipline 2. Balance the budget 3. Reduce debt 1. Better traffic control & enforcement. I can't believe how many people run stop sign and speed. Enforcement would lead to more $$ for San Luis Obispo. 1. Keep business & sales tax revenues within the City. Support local businesses. 2. Crime prevention, keep gangs out of San Luis and train police to deal with domestic violence. 3. Support free city bus for Cal Poly students to reduce traffic congestion. 4. Make water rates more affordable for all. 5. Keep recreational activities affordable. 1. A balanced budget while maintaining jobs. 2. Good services; water, garbage, streets, etc. Maintain existing services and facilities; especially Parks. 1. Economic development, and not necessarily in so called "green" development projects. 2. Infrastructure maintenance. 3. Fiscal soundness, eve if it means modest tax adjustments. 1. Repair infrastructure; streets, sewer lines. 1. Create head of household jobs 2. Develop affordable workforce housing. Dalidio should be housing! 3. Protect the vitality of downtown. 4. Move Nipomo (purposed parking) structure closed to 101 off ramp. 5. Develop housing and grocery stores downtown. 6. Pave the streets. 1. Continue with resurfacing the streets. Poor job on Marsh St. from Broad to Lower Higuera, otherwise great! Looking forward to upper Monterey St. 2. Cut and remove the brush that exists in the many creeks beds throughout the City. 3. Establish a program utilizing prisoners monitored by security. 4. Strive to unplug the incredible situation on Los Osos Valley Road. It's great to have business but its insanity to go to and from this area. -25- I . Continue to acquire greenbelt open space. 2. Partner with neighboring cities assisting with their greenbelt /open space and development on their edges. 3. Purchase Dalidio Farms. 4. Homeless outreach should include regular creek patrolling, removal of encampments and partner with County to aggressively remove encampments and encourage homeless to use existing services 1. Policies to maintain a strong vibrant downtown - including trees. 2. Policies to encourage economic development; include programs encouraging Cal Poly Grad - Business Development. 3. Seek all stimulus dollars as possible. 4. Set up policies to encourage /develop community wide volunteer day projects. With good organization and insurance. 5. Sell one, possibly two, residential lots; Open space land, (on shelf not on top) of Terrace Hill, located on Bishop St., east of water tank. 1. Infrastructure maintenance. 2. Economic development. 1. Continue sensible, well - planned, relatively slow growth (infill type preferred) in the City. 2. Continue to plan for interconnected Class I bike paths (i.e.. Bob Jones from Marsh/Higuera to the sea. RR Safety trail all the way to Tank Farm Rd. 3. Continue to acquire property for open space. Property at corner of Orcutt/Tank Farm being most prime. Connect to Reservoir Canyon, forms SE border for City. 4. Continue excellent Parks & Rec services: Trail/Park maintenance. 5. Continue downtown activities: Farmer's Market, Parades, etc. 6. Continue excellent Fire and Police with sensible contracts. 1. Cut staff members, salaries and retirement. 2. Improve park, tree and open space maintenance. 1. Develop tax incentive and infrastructure programs targeting attracting clean, high tech employers to the area. 2. Develop incentives for start ups in the downtown retail business area to off set height rents caused by retrofit remodels. (Empty storefronts for this extended period of time is deadly for the downtown) 3. Develop program /policy to limit downtown liquor license to midnight. It's become endemic for the general, non - student population to avoid downtown after 9 pm. 4. Moderate income housing projects. 1. Stop development. 2. Stop paving over paradise 3. Develop a green zone 4. Support farming. 1. Infrastructure maintenance. 2. Maintain fiscal health. -26- Community Budget Bulletin Survey Responses: Priorities 1. Expand roads to meet the rapid commercial growth already in place. 2. Slow down growth; no more building. 3. Lower parking meter fines. It's discouraging to go downtown and for tourists. 1. Keep the roads nice (free of obstacles /delays /potholes) 2. Eliminate congestion (finish Prado Rd. with or without shopping centers). 3. Help the unemployed, mentally ill and homeless. 4. Allow pet owners to enjoy the parks and open space without unnecessary harassment. 5. Preserve historic sites, natural beauty and open space. 1. Traffic congestion relief. The best way to support this,goal is to make San Luis a more bike /pedestrian friendly town. Continue to create bike /pedestrian paths away from busy streets. 2. Coordinate better with local college students, especially Cal Poly to get them out of their cars and trucks. 3. Another way to relieve traffic congestion is to create more residential options downtown. By encouraging more people to live downtown, there will then be a need for shops and services for local residents. If we had a natural food store downtown, I wouldn't be forced to drive across town. Tourist $$ are great but we need places for purchasing every day essentials as well in the downtown. 1. Traffic management in Old Town circulation element should divert traffic around Old Town. 2. Expansion of the City greenbelt. 3. Maintenance and promotion of our unique downtown. 4. Control sprawl. 1. It would be nice to have a Prado Rd. overpass to lessen traffic on LOVR; charge for photocopies. 1. Shift funding, new water sources- Nacimiento -from existing users to new users, developers and special funds. 2. Enforce existing commercial growth management to 0.5% annually, equaling residential growth limit. 3. Draw in the commercial plans in the airport areas, shifting some CS in Margarita to residential and minimize Chevron. 4. Create a redevelopment area at the best transportation site to link to Cal Poly and partner with CP on an office /tech center. 5. Encourage and promote multi - family development on Broad St. and allow it to exceed the residential growth cap. 1. Limiting licensing for sale of alcohol within City limits, no more downtown. 2. Increase patrols for vagrants downtown. 3. Ban early or increased bar hours on St. Patrick's Day. 4. Complete bike lane from Tank Farm to Orcutt Rd, this would likely increase bike ridership /reduce emissions more than any other project. (Class I off streets) 5. Pedestrian bridge over Santa Rosa at Foothill and Broad St. at Mitchell or Francis. -27- Community Budget Bulletin Survey Responses: Priorities 1. Road work 2. Library 3. Public area maintenance 1. Diversity 2. Offer jobs to people irresponsible of sex, race or religion. I hold a master's degree and lived in San Luis for 19 years and still unable to get a job. I am an honest and contributing member of this town. 3. Job creation 4. Street light at Tank Farm Rd. can improve safety. 5. Safe housing for low income people. 1. Be more business friendly. Attract high tech businesses and green companies. Stay away from service jobs only mentality. 2. More bike lanes and trails. A bike trail that goes from San Luis to Bob Jones trail that mostly keeps bikes off the road. This brings in tourists also. 3. Make San Luis a fiber- optics wired town. This will set the city on the road into the future. It will also make business and info more efficient. 4. Reduce taxes on residences and businesses to stop the exodus to other states like Oregon, Texas and Arizona. 1. Keep roads and streets in good condition. 2. Keep beggars and homeless off the street. 3. Find a place for the homeless. 4. Slow down speeders. 1. Lower water fees. 2. Clean up parks and play equipment 3. Enforce noise ordinance -get control of parties. 4. Improve downtown parking. 5. Make Tank Farm Rd. safer. 1. Manage open space so that homes, existing and future, no not have a hazardous fire zone rating. Insurance Co. deny coverage, property values decrease, new homes become un- saleable. 1. A balanced sustainable budget. 2. Growth in business. 3. Growth in "for sale high density housing." 4. Finish Prado Rd. plans with overpass through to Madonna. 5. My brother a grad from SL High School and Cuesta but Poly keeps shutting him out and encourages him to use open enrollment. -28- Community Budget Bulletin Survey Responses: Priorities 1. Good neighbor policies. 2. Do away with development CC &R, they lead to poor neighbors. 3. Watch for drug activities in coffee shops, especially their bathrooms. 4. New senior center. 5. More police action on speeders. 6. More fun activities in our Parks. 7. Rid homeless out of our creek areas. 1. Cut back - everyone is pinching, getting second jobs, etc. Cut the funding to programs that private groups and churches can provide for. 2. Make it tax friendly to entice businesses to come here; otherwise this will be an affluent retiree community without families. It's becoming less diverse all the time. 3. Give incentives to businesses. 4. Quit letting the Sierra Club minded dictate who can afford to live here. What good is it to have a beautiful city without people to run it and provide services for all those affluent retirees. 1. Balance the budget. 1. Traffic congestion relief. 2. Repair /reconstitute Laguna Lake. It's a shame that city has allowed the lake to degenerate. 3. Build parking structure and remove some street spaces so downtown is more "Pedestrian mall ". 4. Get additional handicap spaces downtown. 1. Address the LOVR traffic from South Higuera and freeway overpass. Target will add to the mess! 2. Preserve open space 3. Promote tourism 1. Prado Road extension completed 1. End binding arbitration for Police and Fire 2. End ridiculous high overtime payment to fire captains 3. Freeze salaries - No COLAs 4. Close loophole that permits a single shopping center owner from contributing huge sums in recent mayor race 5. Explore contracting out P.D. to Sheriffs office & Fire to CDF 6. Have all new city buildings reviewed by the ARC so that a hideous metal building isn't erected next to a very handsome one, i.e., the metal building recently built next to fire station #1 1. Traffic congestion & relief 2. Preservation of essential services & fiscal health 3. Economic Development 4. Infrastructure Maintenance -29- Community Budget Bulletin Survey Responses: Priorities 1. Street repaving and improvement. Streets get repaved and then start being torn up again. 2. Sidewalk improvement. Many uneven patches due to tree roots, etc. 3. Extend Prado Rd 4. Dismantle Morro Street bike zone. Does anyone think traffic contortions (plus little bike use) a success? 1. Reduce compensation levels for city employees to the point where adequate funding of CIP can occur. For instance establish a Council policy that no more than 50% of the budget will be spent on public safety over a 2 -year budget cycle. Or no more than 75% of budget will be spent on personnel. Then reduce budgets or staff level to meet the goal. 1. Infrastructure - roads, sidewalks, water /sewer lines 2. Public Health & Safety - police, fire, clean water, sewer 1. Prado Road extension 2. Dredging Laguna Lake - I have watched the deterioration of the lake over the past 20 years - very sad 3. Los Osos Valley Rd freeway overpass rebuilt /improved 4. A Prado Road freeway overpass would be great - Tank Farm Road is very dangerous (especially the bike lane) because of too many cars 1. Balance budget 2. Reduce city employee costs including retirement benefits 3. Improve traffic flow, especially on the West side 4. Attract and support more business. How about a Macy's? 5. Encourage development of affordable family housing 1. Reduce troublesome transient population 2. Keep traffic moving 3. Maintain utilities 4. Maintain parks 5. Fully fund library 1. Balanced budget while maintaining essential fire, paramedic, police, schools, adequate city staff 2. Living wage for employees with benefits - Stop bashing unions and workers 3. Prioritize budget items - not proposal by proposal for cuts or funding but as an overall strategic PLAN 4. Do we have a contingency fund for emergencies such as earthquake damage to infrastructure /catastrophic equipment failure, i.e., sewer or water treatment? 1. Maintain current levels of service such as public safety 2. Prepare for increase of homeless population 3. Build facility for disabled veterans 4. Plan ahead for increase need on elder care, nursing homes, fire department paramedics, etc. as the baby boomer era ages 5. Annex surrounding areas into the city (such as the airport and cal poly) Mille Community Budget Bulletin Survey Responses: Priorities 1. Ensure Public Safety service levels remain the same or improve. 2. Ensure public works, water, and streets maintenance continues at current levels if possible 3. Ensure parks are maintained as best as possible. 1. Providing basic services- water, sewer, streets, public safety- without cost increases 2. Replace Peace Officer openings (240 with civilian (FST's) to handle larger volume of routine calls for service (reduces long -term costs) 3. Do more to work with State and Federal government to develop plan /funds to relieve traffic congestion on LOVR between Madonna & S. Higuera 1. Lowering the costs of the bills of the consumer -not highering them 2. Making less traffic messes in the City and addressing problems in the neighborhoods faster than usual 1. Most of what has gone into making San Luis Obispo a successful city and community is the input from people who had vision and in reasonable development. Congratulations to all those people 2. California faces a water problem and energy problem. How will SLO have influence with these serious matters? It is the future of SLO and California to make responsible decisions regarding our water and energy. 1. Pave the broken streets all over town 2. Keep parks as great as they are 3. Keep Parks & Rec offerings as great as they are 4. Finish Prado Road 5. Keep up the art painting on electric boxes 1. Eliminate fire lane on right hand side, top end, on the 1400 block of Morro St. 1. Reduce spending -live within budget income 2. Eliminate wasteful expenses 3. Change pedestrian walkway usage on Marsh & Higuera St. 1. Complete the bike trail from Cal Poly to link up with railroad trail that is completed 2. Survey all gas & oil pipelines in residential areas for safety 1. Water conservation on private properties 2. Rationing water 3. Water conservation for public facilities (sprinklers on less, use water for landscapes early morning, drought tolerant plants) 4. Signage regarding responsible water use (show the public the steps you take to save water) 5. Outlaw power washing sidewalks (an example of reckless water usage) 1. Preservation of economic health 2. Recruit a quality department store to the city such as Macy's or another firm- Forever 21 and Kohl's are not quality -31- Community Budget Bulletin Survey Responses: Priorities 1. Programs /services oriented to beautification of rundown houses /neighborhoods 2. Task Force to face issues of downtown vagrants and panhandling 3. Ticket enforcement of drivers on their cell phones 4. Bring back music night for New Year's Eve 5. Bike trail from SLO to Avila 1. Need specific fuel & fire management plans for City's urban /wild land interface areas, including annual and long term vegetation control measures. Open space areas are great, but the city has to take responsibility for associated fire risk. 2. Traffic on LOVR is a nightmare and has been for years, which the City is well aware of. When the new Target plus other stores come on line, this road will be total gridlock. The City has allowed this to occur, so what are you going to do about it? 1. Neighborhood police patrols 1. Better control population of indigents in town - particularly along creek 2. Review traffic patters; work to improve vehicular traffic flow; improve system. 1. Building & implementing street lights. especially along Foothill 2. Creating more free parking spaces and lots in the downtown area to eliminate congestion 3. Bring all roads and bridges up to code to make them safe and secure for all 4. Bring all stoplights up to code so that motorcycles and scooters are recognized so the light changes 1. Finances. The goal for this city should be to be honest with it's citizens 2. Will Salinas give us our share, the bottom water in Lake Nacimiento which will be the most expensive to make potable. We already maintain a live stream our to the Santa Margarita Lake Dam to maintain percolation of the river for Paso Robles and Salinas wells. In a few short years with the Federal Government instruct us to quit use of Salinas River in favor of Paso Robles or the Salinas area? Bottom line, state water doesn't look so bad after all. Morro Bay gets along on it fine. Is our $70,000,000 Nacimiento pipeline a good investment at this time? 3. I understand the Federal Government paid for 90% of our two deck bus with San Luis paying for 10 %. I think that a single deck bus in addition to what we already had would have done just fine. What was overlooked in this purchase was the reduction in quality of life along the 700 block of Johnson Ave. Noise, particulate matter, fumes, and added congestion with the increase in traffic. The smaller buses would run just fine on Mill Street where you have a concrete street base which will hold up to the commercial weight of the buses. 4. Make a strong effort to get rid of the unions that are bargaining for wages and benefits. I am old enough to remember the unions tearing down our steel industry, out auto industry, and now our city , stat, and county governments. They have an uncanny ability to shoot the goose that lays the golden egg. The excuse that we have to pay high wages and provide huge benefits to get qualified people is bull crap. We have a great college in Cal Poly that graduates each year young people that can handle any job you give them and probably a lot better than some of the old fogies. Give them a chance. They will work a lot cheaper. This is an easy town to administrate. We should be able to manage it with a small pile of dimes. -32- 5. The last thing I will gripe about is lies or partial truths from the city to the public. Your sign that announces that the 1/2% raise in sales tax is going to repair city streets. I believe this money goes in to the general fund. If so, where is the money that should have been earmarked to repair the street in the first place? This is an example that gets used especially to get votes for increased revenue for specific projects. It seems to me that the general fund is being guarded jealously from being spent for city improvements or street sweeping services. It's being used to only pay wages and benefits. That's just not right! 1. Cut salaries and pension costs. They are too high. 2. Road maintenance 3. Have given up on Downtown SLO - too crowded - prices too high (rents ?) - parking too expensive 1. Continue to find avenues to reduce automotive use - bike lanes, increased transit options, etc. 2. Continue efforts to reduce conflict with student /residents - noise, parking violations, trash issues 1. Roads - The poorer areas of the city deserve good roads too. I don't live there but I feel sorry for them & I ride everywhere. I have always used a bike for everything and the roads are terrible. You need a mountain bike to ride here. (It is the same everywhere though) Also, use a little money to train police officers that cyclists are not always the bad guy. What cars (drivers) do to people on a bike - train these guys that we are not always, ( ?) , not usually the culprit. If you can't do anything with the cops, please at least fix the roads. Thanks. 2. Open space. This isn't Los Angeles. How many shopping centers do we need - stop Dalidio - we can't support the ctrs. We have. (ok, I Do love Target) 1. More convenient affordable shopping for everyday people who pay the property taxes and sales taxes here. 2. Security and safety for citizens - "neighborhood watch" neighborhoods encouraged all over town. 3. Make it easier for citizens to remove overgrown, dangerous, front yard trees that never belonged here. 4. Discontinue flyers admonishing citizens to conserve water when we can see over - irrigation in city parks and save some trees and expense in the process 5. Police bicycle congestion- enforce "single file" bike riding 1. Repair of roads 2. Help with building Homeless shelter 1. Traffic light at intersection of either California and Taft or California and Hathway 2. Replace, complete, and restore or install new sidewalks on all city streets 3. Review, reinvent, or change plan for types of business downtown. Too many bars, coffee houses, restaurants 4. Increase code enforcement for homes and business for trash and weeds 5. Decrease homeless problem. Will increased services only increase number of homeless to come to SLO? -33- 1. Roads, roads, and roads. I hop you have the corner of Palm & Santa Rosa scheduled for repaving. One side is a disgrace & a hazard for pedestrians 2. Traffic circulation - especially the corner of Madonna & LOVR. The bridge over the creek on LOVR & 101 is always backed up at the busiest times of the day. What a mess! 1. Economic development. Lower business taxes for small business. 2. Re -hab EXISTING empty structures 1. Get a handle on future pension liabilities for employees, especially the firefighters and police. 1. A manufacturing job base 2. Street maintenance 1. Get control of and Roll Back public employee salaries, overtime, and pension costs / cut costs of city government in a very public way 2. Repeal the binding arbitration initiative 3. Postpone the extension of Measure Y until the binding arbitration initiative is repealed 4. Creek clean -up and maintenance 1. Fix traffic congestion on Los Osos Valley Road between intersections with Madonna Rd. and South Higuera 2. Preserve open space 1. Eliminate funding of special interests focus on the basics 2. We pass the addotopma; fimdomg for road repair & the first thing the city does is buy new vehicles 3. The street sweeper does a lousy job on our street (corner -inside) 4. Utility costs are out of control 1. Complete bike path @ LOVR & Laguna lane - funding in place, so let's make it happen 2. Prioritize walking & biking routes over car circulation 3. Better parks 4. Continue bus /parking cooperation with Cal Poly 1. Traffic on Los Osos Valley Rd between Madonna Rd & So. Higuera 1. Infrastructure maintenance 2. Police/Fire/Utilities services 3. Maintain Decent *Retirement Plans for employees ( *Defined benefit especially) (Note: I am Not a city employee) 1. Spend @ wisely, eliminate waste, checks & balances, oversight 2. S afety 3. Promote open space with public access 4. Welcome 'clean' employers (green businesses, sustainable practices) -34- 1. Dredge Laguna Lake 2. Infrastructure Maintenance 3. Economic Development 1. Control spending to reduce the cost of government to stimulate small business to hire unemployed 1. Keep up the good work 1. Fix our streets! 2. What happened to cleaning up the sidewalks? (pressure washing). Could the city implement a schedule to do it? 1. Restore commons sense - stop trying to improve flow on LOVR - east of Highway 101 2. Begin process to construct Prado Road interchange or overpass - Highway 101 1. Street re- paving, but not like what they have done so far - -real re- paving 1. Fix sidewalks on Oceanaire & rest of adjacent streets on south side of Madonna 2. Align & signal a pedestrian walkway to Laguna Lake shopping center from south side at Pereira 3. STOP DUMPING MY TAX DOLLARS INTO DOWNTOWN BARS & BUSINESSES. FIX THE NEIGHBORHOOD NOT ONLY IN THE "HISTORIC DOWNTOWN" ENOUGH!!! 1. Re- structured and reduced residential water fees - current escalation is prohibitive 2. Redevelopment agency & program to capture funds to upgrade downtown public features 3. Revised land use ordinances to shift numerous exceptions to variances to reflect State law 4. Hire a contract City architect to advise or replace the Architectural Review Commission 1. Support library 2. Support parks 3. Support social programs 1. * 4 -5 lanes in the LOVR overpass @ Highway 101. Widen the bridge. Dredge the Lake (Laguna) 2. Develop Dalidio 3. Prado overpass ?? (w /Cal Trans blessing) 1. Traffic congestion relieve 2. Get that new development going that Copeland's tried to stop 3. More restaurants near Madonna's LOVR, not so much down on Higuera 1. Control gangs 2. Make city buses safe 3. Continue bicycle route improvements & expansion 4. Continue greenbelt expansion 5. Stop further 'big box' stores and resulting auto traffic -35 - Community Budget Bulletin Survey Responses: Priorities 1. Balancing the budget, getting costs under control 2. Infrastructure maintenance 3. Reduction of city fees that would stimulate economic development 4. Better youth & adult sports facilities 5. Improving bike baths 1. Get rid of homeless problem 2. Gangs 3. Sex offenders 1. To improve customer service through a culture change among city employees. Too often I have found city staff in various agencies to be arrogant, unhelpful and with an air of superiority. I'd like to be treated with respect and concern for my situation when I come into or call on of the departments. 1. Continue fixing the surface streets - good progress, thank you 2. Review planning procedures and make adjustments to become easier to work with in regards to development projects - possibly offer incentives 3. Transportation improvements: i.e., Prado Rd., Prado Rd. interchange, LOVR interchange 4. Widen LOVER to mitigate the traffic 5. Make choices good for the many - no cuts to staff by reducing the excess of the few i.e., Police & Fire 1. Return neighborhoods to residents: enforce blight regulations & code violations 2. Instigate a C'A'I' leash law 1. SHUT DOWN DIABLO ASAP!!! 2. Too many street signs by Road Dept & too many billboards detract from scenic areas -- ruins tourism. So many road signs don't read them. 3. Median on Foothill should be planted with drought resistant plants. More floral trees to encourage tourists to enjoy beauty of city 4. Telephone lines (all) should be underground. Modern street lamps (all) should be replaced with deco or earlier style to conform to charm of city. 5. Train station should Not be altered since it is a historic gem. 6. Foothill traffic too noisy - -sound barriers needed. 1. I'm quite sure our best minds are "all over" preserving fiscal health and development and it is always pleasing to hear SLO is on the Nat'l list of Best this or that. But as a downtown merchant, I am troubled by the increase in panhandling, tagging, puhlic urination (and worse) and littering. All of these activities take away from the charm and appeal we rely o« for our tourist and local business. Steps to reduce these problems and respond more quickly - cleaning crews? are in order. 1. Affordable housing for those who work in SLO 2. Reduce homelessness -36- 1. My concern is flooding in the Laguna and Los Osos Valley Rd Area. With all the building and paving over of farmland there will be a lot of seasonal run off with much rain. We have had serious flooding in the past before all the commercial growth and paved over land. 2. Also the diminished capacity of Laguna Lake to hold water. 1. Quit growing the City!!! You're Wrecking the Character & Diminishing the Quality of Life! 2. Quite adding traffic signals & stop signals! I know it warms Romero's "Public Works Heart" but why? See #1 above. 3. Reel in O.T.! Especially out of control cops! Have the Police Chief make a bench marking trip to Key West. Huge parties & parades, no barriers, very little & transparent cop presence. 1. Develop and implement plans to attract technology based businesses. Create good well paid jobs that will stay here. 2. Promote the livability of SLO. Let's make it less of a secret 3. Slow growth- not no growth 4. Smart growth - not sprawl 1. Fiscal restraint 2. Balanced budget 3. No property tax increases 4. Spending caps 5. Moratorium on all New projects (including Public Works) under no. 2 above is achieved. 1. Keeping Library open 2. Balancing Budget 3. Traffic on Tank Farm Road - Reduce 4. Clean Fresh Water 1. Street crime - outside elements coming in 2. Live within our resources & "means" 3. I survive by living within my budget. There's a lot to be said for that 1. Work with county to develop a workable facility to house the homeless and address issues of homelessness 2. Drug & alcohol issues - diversion & prevention 1. Relieve traffic congestion, example - overdeveloping LOVR 2. Pursue green energy resources and encourage conservation 3. Preserve historical presence in the downtown area 1. Create support for clean energy initiatives & climate change solutions 2. Enforce new tobacco laws, enhance signage of the law 3. Transgenerational sports venues - bocce courts for example? Near eating establishments -37- ICommunity Budget Bulletin Survey Responses: Priorities 1. Police & Fire 2. Keeping high quality, happy employees 3. Street Repair 4. Bike Path extension of current trail 5. Extending Orcutt out to Tank Farm!! 6. Lighting throughout City - well lit = safety! 1. Street repair around Marsh/Higuera and surrounding area, like Pacific and streets to the south of Marsh 2. Additional parking in the downtown area 1. Improve bike paths and continue to make SLO a bike - friendly town 2. Greenbelt and park development - tree planting in open spaces 3. Increase enforcement of neighborhood ordinances limiting student dwellings and such 4. Stricter enforcement of tree removal laws - we are a Tree City USA 1. The list of goals from 2009 -2011 should be maintained for the next two years 1. Live within our means 2. Tax incentives to spur business investment & job creation 3. Do something (anything!) about Broad Street - ugly and unsafe now. Traffic speeds between South St and Orcutt Rd very, very unsafe. This is a huge tragedy waiting to happen and a big lawsuit against the city! I. Preservation of critical services 2. Fiscal health 3. Maintain infrastructure 4. Healthy small business (downtown) growth development. Priority. (don't lose out to big box growth) Maintain all educational activities (classroom, electives, sports, etc.) We can not afford to cheat our children! 2. Maintain all services for the homeless 1. Balance City Budget without revenue tax 2. Reduce overhead 3. Reduce fines for over parking in downtown 4. Continue positive moves in the infrastructure? in City 5. Restore metered parking spaces in downtown. Eliminate bulb outs I. Reestablish neighborhood patrols, especially on Thursday, Friday & Sat nights near Cal Poly 2. Maintain street repairs -38- Community Budget Bulletin Survey Responses: Priorities 1. Repair streets and potholes/Improve signal timing of traffic signals /improve bus service /fund a bus rapid transit system 2. Follow the General Plan. Stop giving exceptions to every developer that comes along 3. Enforce on- street parking (on- street vehicle storage) ordinances & give fines for repeated violations 4. REDUCE building height limitations in downtown district 5. Prevent overdevelopment in downtown district 1. Traffic congestion relief 2. Preserve essential services 3. Maintenance 1. Maintain current service levels in all areas unless public input indicates otherwise 2. Stick to guidelines in planning documents whenever possible 3. Emphasize long term as opposed to short term objectives 4. Make sure that long term plans are general and short term plans more specific and consistent with long term 5. Develop or improve on a long term plan for fiscal stability 1. Maintain the infrastructure we have with the funds available 2. Promote healthy alternate transportation by providing bicycle and walking paths 3. Continue to maintain or grow open space and hiking trails 1. Decrease crime and noise in downtown - primarily due to alcohol and drug issues 2. Better control underage drinking by enforcing the laws that exist for both sellers and buyers 3. Tourism is important to our economy and issues occurring downtown will hurt this important I'It &TJ ill M1111.1 ttia 1. Operate on a balanced budget 1. Fix & repair & replace roads 1. Overpass of 101 freeway at Prado Road and the extension of Prado from Madonna Road to Broad Street 1. The budget /fiscal responsibility - fix it 2. No new taxes 3. Measure Y should be funding new things, NOT covering the costs of existing services (especially increased personnel costs) 1. Affordable Housing 2. Affordable Medical Care 3. Affordable City Transportation -39- Community Budget Bulletin Survey Responses: Priorities 1. Schools -San Luis Coastal is a great district and has not been very hard hit comparatively so please maintain support (though I'm aware basic aide funding and state funding are the main sources) 2. The "charm" of SLO - we've just been voted the happiest city because of socializing wit h others through biking, farmers, etc. More bike paths and maintaining the Trees downtown and in the older neighborhoods like Mill Street and Sydney are critical. We don't want to look barren, hot and strip mall like. 1. Reduce the police force 2. Cultivate a town culture and encourage arts and music. Bring back Mardi Gras 3. Cultivate small businesses 1. Stop all City pensions 2. Start SS & 401K 1. Quit spending money foolishly 2. Lower City Manager's wages 3. Quit putting fees on everything 4. Help small businesses by lowering City fees 1. Lower water & sewer rates - Cost more to flush than take shower, do wash & dishes 2. Get all workers working not 4 watching 1 guy digging - it happens all over this town 3. Repair potholes on small side roads 4. Stop making big flower & tree boxes in small parking areas 5. USE COMMON SENSE 1. Cut spending 1. Stop spending until you can spend on a budget like most of us! 1. Good economy base 2. Head of household jobs 3. Affordable housing 4. Avoid 'sprawl' 5. Continue greenbelt 1. Traffic 2. People walking on red lights 3. Bikes not following laws 1. Preservation of essential services 2. Reduce cost of pension 3. Infrastructure maintenance 4. Reduce cost of water 5. Greenbelt -40- 1. Get ride of binding arbitration for unions 2. Lessen permit fees for building commercial and residential buildings 3. Reduce city salaries 1. Finish the Bob Jones Trail 1. Pass an ordinance allowing bicycles to treat stop signs as yield signs 2. Remove the meters from the City's motorcycle public parking spaces. This will encourage motorcycle use which decreases congestion & pollution 3. Install lighting at the public tennis, volleyball & basketball courts to enable evening use during the winter. 1. User friendly pedestrian/bicycle pathways 2. Slash Waste and interference with small businesses 3. Reconfigure budget upon needs not wants 4. The party is over! Treat the city budget like you would treat your own household budget when hard times = tough measures. Represent the taxpayer! Not special interests. 1. Senior opportunities /services - City & Schools 2. Traffic flow - autos, bicycle, pedestrian (include handicap access & corners) & bus routes 3. Balance the budget 4. Low - income housing/Senior too (college, low income family, senior) 1. Street repair - some of our streets are very bad 2. Stop excessive pay for City employees 3. Stop employees personal use of city vehicles and lock the city gas tank 4. Lower the sewer tax 5. Stop taxing utility bills - taxing for public purpose is illegal 1. Fire and Police 2. Water & Sewer 3. Roads Maintenance 4. Maintain open space 1. Affordable housing 2. Fiscal restraint 3. Job growth 4. Neighborhood quality, peace & quiet 1. Extension to Bob Jones bike trail from SLO 2. Homeless assistance 3. Gang prevention/graffiti removal 4. Reduction of pan - handling downtown 5. Greenbelt preservation -41 - Community Budget Bulletin Survey Responses: Priorities 1. Promote employee honesty 2. Reduce expenses - contract certain services 3. Have on call employees drive home own vehicles - pay mileage for call backs - lots of out of town employees wearing out lot of vehicles 1. Creating easy- access bicycle routes across town to encourage walking and riding over car transportation 2. Create incentives for local food consumption support organic & pesticide free farming in the area 3. Reduce transportation environmental footprint (public transportation & bus transit) 1. Maintain city infrastructure - particularly parks and open spaces 1. Achieve long term financial stability 2. Maintain & improve infrastructure 3. Enhance the vitality of downtown & continue creckside access /development south of Broad 4. Expand / acquire natural resources for protection & low impact recreational use 1. City sponsored music festival 2. More affordable (multi - family) housing units for extremely love and very low income households) 3. Expanded bus service, bus rapid transit along Broad street serving airport, downtown & Cal Poly 4. Clcan up tributaries that lead into San Luis Obispo Creek and the creek itself 5. Implement the San Luis Obispo Climate Action Plan 1. Keep creeks clean 2. Public transportation needed 3. Keep sewer line free of obstacles 4. Keep trees trimmed around power lines 5. More talking stop lights 1. Santa Rosa Park Skate Park 2. Skate Park - Santa Rosa Park 1. Pressure Cal Poly to build more student dorms and Cuesta to wake up and finally build a student resident area at Cuesta 2. The stretch between Foothill and Highland offered affordable housing to young families before they were pushed out by students. SLO is in dire need of affordable housing. Please, return this area to families. 3. Plant trees where there are none or few of them. Line major streets and boulevards with trees. Foothill Blvd. needs an overhaul similar to LOVR 4. Channel traffic through commercial and collector streets. Protect residential areas from cut - through traffic (for example, build islands to slow traffic or block a street) 5. Protect family homes. Do not allow developers to raze them and turn them into apartments or condos unless they are not salvageable. Tall three -story condos such as N Chorro's last batch should not be allowed. -42- I . Preservation of green space / creek cleanup 2. Bike lanes 3. Water reclamation 4. Homeless help 5. Reduce traffic congestion at LOVR overpass 1. Stop new housing development in the city. We love our small town - that's why we live here 2. Put in a special park tax part of property tax to help continue to pay for our lovely parks 3. Keep supporting all downtown events like Farmer's Market - they are another reason to live here. 4. Somehow tax us to continue to retrofit downtown buildings with help to businesses 5. Don't destroy downtown with that new development in Chinatown! 1. Kill Charter Status 2. Kill Charter Status 3. Kill Charter Status 4. Kill Charter Status 5. Kill Charter Status 1. Preservation of essential service and fiscal health 2. Infrastructure maintenance 3. Efforts for gang - prevention and vandalism control 4. Build homeless shelter in SLO City 5. Encourage conservation of water by residents Finish connection of Bob Jones City to Sea Trail 1. Widen Tank Farm Road between Broad and Higuera; add lighting to Broad St South of South St - extend Prado through to Broad; continue street / sidewalk / buried pipe repairs through the city 2. More effective noise control of parks facilities. Often there are large crowds with amplified music which blares and vibrates, being heard through the double paned glass windows of the homes adjacent, heard above the television sound within the homes 3. Expedite the building of the homeless complex on Prado to meet the needs of the growing number of homeless loitering around the city at parks and library 4. The homeless are assembling in large numbers at Meadow Park in campers, cars and on foot and with miscellaneous dogs and other paraphernalia. Dogs are a threat. Campers parked so close to corner of South St make it awkward to turn into Meadow St. 5. REPLACE dead and cut down trees in Meadow Park. Residents may be willing to buy and contribute a tree if a campaign is launched. Dredge Laguna Lake. 1. Preservation of essential services and health 2. Clean good- tasting water 3. Infrastructure 4. Maintenance of water pipes and streets 5. Clean out the creeks now. -43- Community Budget Bulletin Survey Responses: Priorities 1. Traffic congestion 2. Service - library, parks, beaches 3. Infrastructure 1. Reduce executive salaries and union negotiated benefits: i.e. retirement health, pensions, etc. to closer approximate the value paid to the value received 2. Infrastructure R &R & maintenance 3. For distant city growth should look toward Los Osos Valley & Edna Valley. 4. Support new energy i.e., PG &E with Diablo Canyon pays more tax than anybody! 5. Support quality growth such as commercial & residential with abundant parking 1. Traffic control: Subject - motorists who violate speed laws and also do not heed vehicle code rules. People are passing in right lanes, even in school & residential zones. 2. Traffic congestion is a major issue during commuting hours; Hwy 227; LOVR; Tank Farm Rd; Santa Rosa (Hwyl) are especially congested and drivers are VERY AGGRESSIVE to the point of road rage. 3. Truly we could "manage" the inconveniences" of congested through -ways, if the driving public would obey issues of road rules and common courtesy. Many are making illegal lane changes crowding front /rear vehicle clearances; speeding; 'texting'; using cell phones and not paying attention 4. Need more public safety involvement to "fine" arrest and intimidate unruly drivers 5. Thank you for persevering with 2009 -2011 slated goals 1. Fiscal soundness 1. Balanced budget 2. Bring Fire & Police Dept. wages at all personnel levels down to reasonable amounts- rollback comparable to California municipalities of comparable size, etc. 3. Slow traffic -put in more signals, stop signs, and road bumps 4. Stop catering to the Rossi's, Copeland's, and all other large scale developers -make them pay without subsidizing their projects 5. Freeze current city boundaries, do not permit use of services, easements or infrastructure to new or planned development outside established boundaries 1. We are now in winter -rain season. This year 2010 more compared with past years. Drainage overflowing ground -soil very saturated with water under, the grass is being washed away and it's sinking 2. Corners of streets well lit -curb lights will make easier to make turns when raining & it's dark 1. Balanced budget 2. Take every opportunity to attract clean, sustainable businesses here 3. Make more of an effort to help business start -ups (for example: tax incentives) within the City limits. We need jobs and increased revenue to the City. -44- Community Budget Bulletin Survey Responses: Priorities 1. Drop any time or money related to global warming. There have been ice ages, warm ages, and everything in between. Man is not the power that controls this. 2. Environmental impact studies reveal some degree of useful information but not enough to affect the impact & cost. They hinder reasonable development. 3. Someone should be held criminally responsible for denying Ernie Dalidio his constitutional rite to develop. 1. Assist the police department to better set a track to reduce crime 2. If people want to work here, they will drive from Paso Robles or Santa Maria. Do not push for affordable housing. Low cost housing will attract the crime and gang element that has established itself in Santa Maria. 3. Support business growth in the Prado extension. Jobs provide more tax dollars than low cost housing. 1. Increase the efficiency of and encourage pedestrian and bike traffic by eliminating /bypassing barrier (i.e. work to open crossing at train station and other natural crossing areas) 2. Increase bike safety by eliminating "road to nowhere" situations. Connect bike lanes and paths to encourage routine use for commuting, shopping, school, etc. Our city is so small and weather so nice that many more of us should be biking or walking (see Davis, CA: much worse weather, many more bikers and walkers) 1. Reduce Traffic Delays 2. Allow /facilitate home splits: single family house converts to duplex for affordability 1. Continue Bob Jones Trail work 2. Continue /expand use of recycled water 3. Plant more trees in residential areas 4. Apply for any possible grants to make the proposed homeless center a reality 1. Add the airport to the City bus routes. The airport is a transportation hub! Good grief! Most people have a friend drive them to the airport. That makes 4 trips coming and going. The bus is currently at the corner of Broad and Tank Farm, just .5 miles away from the airport. 1. Renegotiate contracts with police, fire and pertinent departments to reduce salaries, health insurance and retirements as first step is to bring costs in line with what we can afford 2. Any sales tax proposal should be committed to infrastructure repairs only. Sewers, bridges, roads, sidewalk repairs, etc. 3. Reduce salaries of city bureaucrats 1% a year for 5 years, then increase their contributions to retirement and health insurance like the rest of us. 1. Fiscal responsibility (pay cuts for PD) 2. Infrastructure maintenance (no surprises) 3. Development of Prado Extension ( +101 overpass) -45- Community Budget Bulletin Survey Responses: Priorities 1. Balance our budget. Public salaries need to be brought in line with private sector. 2. Appearance of downtown is awful. Sidewalks, tree wells, and magazine racks need to be cleaned up- actually replaced. 3. Better working relationship with Cal Poly. Had we just put in 1/2 the money we spent crushing Mardi Gras into making it a safe and successful event, everyone would have benefited. 1. Funding education 2. Spend limited revenue wisely -a. cut staff by not filling vacated jobs; b. evaluate salary schedules 3. Promote tourism 4. Encourage Dalidio project and back punishment of those who unfairly stopped it 5. Post streets for regular sweeping to clear vehicles on sweeping days. Especially in fall, accumulation of leaves a flooding problem. 1. Reduce dependence on sales tax revenue for general budget needs. Pressure to continually grow sales tax receipts leads to poor planning and development decisions. 2. Reset city staff expectations with regards to total compensation. Salaries cannot be in line with the private sector if other benefits (retirement) is many times higher than in the private sector. The correct benchmark is total compensation. 3. Focus on basic services, not enhancements; don't change for the sake of change; perform maintenance & repair and expansion. 1. Complete Prado Rd. at Broad St. 1. Make the city more bike - friendly with more bike paths and lanes 1. Tie in bike path to Cal Poly with railroad stretch. Extend on into town. Complete SLO -Avila bike path. 2. Tie two parts of city together with a bike path (downtown/LOVR part). Give bikes the same priority as cars in traffic planning. 1. Economy -cut costs 2. Traffic in LOVR and freeway 3. Reduce City Manager pay below Ken Hampian last raise 1. Make bike path from LOVR to Prado accessible from LOVR - improve LOVR overpass 2. Maintain and strengthen greenbelt program -it's our city's crown jewel 3. Keep working to end homelessness 4. Make left -hand turn light work at S. Higuera & Suburban Rd.; add crosswalk at Morro & Pacific 5. Keep fire & police departments strong & able to handle increasing city population 1. Improve the downtown area by making it more pedestrian friendly and attractive to tourists -46- 1. Since Measure H did not pass, please extend the Prado Road thoroughfare to Broad/Industrial Way. 2. Bicycle paths to extend City of SLO to Avila Beach (Bob Jones Trail) 3. Acquire more parks /open space 4. Community supported agriculture in a shopping center /permanent or daily Farmer's Market with local farmers 5. Fix the pedestrian crosswalk at Tank Farm & Poinsettia before a kid is killed 1. Revise the union agreement for binding arbitration 1. Public safety 2. Maintain essential services 3. Long range planning to include a range of work force housing options 4. Transit oriented development 5. Increase density, especially R -2 zone 6. Reduce required parking permits 1. Open Space - preserve & add more 2. Traffic reduction 3. Noise enforcement 4. Participate in the "close the Door" campaign to help retailers save energy by closing their doors when they are running the heater or AC 1. Maintain adequate police & fire protection while spending no money on overtime pay 2. Reduce administrative bloat. For example, Katie L. should never have been hired. There are much better qualified who would work for less. 3. Buy more land & open space. Don't buy artwork. 4. Traffic congestion relief 5. Reduce spending 1. Traffic flow on S. Higuera and LOVR across Hwy 101 bridge has to be fixed. Bridge widened. 1. Cut salaries and pensions 2. Sell the double decker bus and high rise fire engine 3. Get fire & police salary under control 1. Complete bike path from Cal Poly to Avila Beach 2. Put the kibosh on the Garden Street and Chinatown projects (atrocities, monstrosities) 3. Make more Class 1 bike paths 4. Fix the junky streets and sidewalks -not just downtown 5. Either get rid of or modify mission style sidewalk score the Saltillo tiles -they are intrinsically dangerous and they hydroplane in the rain. 1. Install tennis lights at Sinsheimer Park 2. Complete the Bob Jones trail 3. Extend Prado Road at Broad St. -47- Community Budget Bulletin Survey Responses: Priorities 1. Open space acquisition and protection 1. Social services- shelter, food, etc., for those in need -not only homeless but elderly, disabled, children 2. Road maintenance 3. Open space 1. It's too late to do anything now! You should have heightened the gates at Margarita Dan years ago ... or built a new reservoir... or put a coupe of de -sal plants on the coast! Instead of: dropping your pants, bending over and grabbing your ankles for the environmental socialists! 1. Reduce traffic in the downtown area 2. Improve traffic flow and reduce congestion throughout SLO 3. Promote alternative forms of transport within the city - walking, cycling, public vehicles 1. Begin improvements on Broad St. between South & Orcutt- medians, pedestrian crossings 1. Fire 2. Police 3. Roads I. Clean up the waste of bureaucracy, there is waste everywhere form city manager's sixty thousand more per year than prior mgr. and that's after police department strong holds city with binding arbitration. So where is what's best for the city as what's best for the city. 2. Worst thing is accountability for actions that clearly serve themselves! The rules don't apply to them! Little people have to make sacrifices while good ol'boys prevail throughout the city. Does anyone see state employees taking mandatory 15% pay cuts due to waste and inability to budget? Where's the cause and effect? Do's office is now throwing tantrum over wages that must be why one individual has no problem committing insurance fraud? People who own animals allow their defecation all over this city and neighbor's yard! South St. is a disaster 3. South St. is a disaster now single lane and medians that look like mess most of the time. Cell phone use driving is blatant. I don't feel safe in this town. Give me a job so I'm privileged with certainty rights, this city sucks. Officials should be available to the people. I've tried to speak with Chief of Police and never received even a return phone call and same with every department of better than thous. 4. Ask city employees not to sit and talk while vehicle running! -48- In what ways should the City reduce /eliminate costs or increase revenues to fund your top priorities? Responses are reproduced verbatim. Where the response is shown more than once, it was received more than once. 1. Re- evaluate pensions 2. Stop viewing us as your ATM -- people are on the edge, and adding fees to our cell phones and water is not the solution 3. Reduce staffing - -no reason why city costs went up $80 million over the last 20 years when population grew by 1000, okay? 1. Approve the Dalidio project to increase sales revenue. This project offers more benefits to the city than the Target development and other projects that have been approved in the Los Osos Valley Road area. 1. Provide enough resources for the Urban Foresters to properly maintain the green infrastructure 2. Require greening as a condition of approval in development and planning side of things. 1. Reducing police and fire dept. salaries and budget 2. Eliminate or reduce overtime for police and fire dept. 3. Eliminate binding arbitration for police and fire dept. 1. Suspend open space acquisition until economy improves unless funded by grants /gifts /endowments. 2. Increase revenues by billing for drunk in public responses /arrests for full cost of their misbehavior- bill them for all police time, fire response, any staff time associated with being intoxicated. 1. No pay increases 2. Savings from vacant positions and overhead costs (i.e., travel and training) 3. Reduce reliance on overtime pay 1. Create a tight budget, and follow it 2. Challenge each city department to reduce costs 3. City Council find new ways to generate revenue through tourism 1. Give the golf course to the Park's Maintenance Dept to manage. 1. Do not hire any full time staff 2. Privatize Parks and Recreation Dept. 3. Reduce pension obligations of staff that are near retirement 1. Don't increase revenues -- cut costs beginning with employee pay and benefits costs -49- Community Budget Bulletin Survey Responses: Program Opportunities 1. When feasible and practical the city administration should consolidate services with the county /region to eliminate duplication of service. 2. {City leaders should do everything in their power to regain full control of the budget process, especially public safety- related salaries/benefits and public employee pensions. This is important for our local democracy. 3. As a means to encourage the use of public transit the city should consider a local tax on car registrations. The revenue from this tax/fee would be used to fund SLO Transit and related transportation programs. 4. The salary of local elected officials should be increased in order to attract the highest quality candidates to serve San Luis Obispo. 5. A loc=al tax should be imposed on all tobacco products in order to generate revenue to fund tobacco prevention and control programs in San Luis Obispo. 1. Money is tight for everyone so increasing costs like for parking, etc., is not a good idea right now. I wish I had some answers for slow the city better fund projects, but I don't. 1. Eliminate binding arbitration for Police Department. Reduce Police budget. 2. Reduce Fire budget and benefits 3. Sell golf course 4. Sell unused city properties 5. Annex Cal Poly 1. 1 ani not big on raises taxes, but if we want pristine services then the city should consider special assessment districts, a higher sales tax which out of town shoppers pay far, or user fees for the parks. 2. Increase tourism in San Luis Obispo by promoting sporting events county wide, like triathlons, cross country bike races that cover the county and promote our area as the ideal spot for corporate retreats (another county wide goal). 3. Eliminate overtime and reduce the top salaries to those of jurisdictions that are truly comparable to ours. 4. Charge market rates for City assets. 5. Stop subsidizing the chamber and downtown business district. 1. Vigilante collection of monies owed to the city, including taxes owed by landlords. 2. Reduce the volume of water at the lowest tiers of the rate structure. Add an additional upper tier. 3. Evaluate the need for such high paid at -will employees, i.e., is there a cheaper top cop or city administrator out there? 4. Extend Measure Y. 5. Extend the bed tax to the Cal Poly Dorms. 1. Can the City increase taxes on tobacco products or add a soda tax? Raise taxes on bars to help support public security forces? 2. Expand metered parking on the edges of downtown. Maybe reduce parking fees overall, but with more metered spaces bring in more revenue. 3. Continue to negotiate with public employees on compensation. Reduce overtime costs. -50- 1. Bring compensation in line with average private sector wages. 2. Significantly reduce the total compensation for those at >$75K/year. 3. Fixed benefits should be set so that it is more economical to hire additional employees rather than pay more overtime. When it is more economical to pay overtime, than it means that fixed employee costs /benefits are too high. 1. Eliminate cozy deals with local developers that "give away" our most valuable asset -- downtown real estate 2. Salaries and benefits of city employees - -in particular management personnel -- should be brought into parity with salaries and benefits of local non - governmental employees 3. City government could do more to draw qualified management personnel -- who come here for the quality of life, not the salary - -and who know how to get things done with fewer staff and less cost 4. The city could do more (e.g., work with Cal Poly) to publicize itself as a location, and to act as a host and sponsor, for conferences, festivals, and other events that draw visitors 5. Create and publicize easy, visible public transportation for visitors and locals between downtown SLO and the beaches, including Montana de Oro, and charge enough to cover the cost. 1. Get binding arbitration matters resolved. 2. Keep measure Y. 3. Form assessment district for downtown sidewalk improvements. Seek contributions and grants for same. 4. Consider bond measure for open space and park improvements. 1. Privatize road paving and as much public works activity as possible. Public works staff are not as motivated or efficient as private contractors in this economic climate. 2. Create incentives for city employees to save the city money and energy. 3. Delay the Palm Nipomo parking structure until construction on the new Art Museum begins. Charge for parking on Sunday after Ipm. Put up more parking meters. 4. Make budget cuts, while preserving the priorities of the residents. Keep the reserve at 20 %. Establish a contingency fund with 50% of any unexpected budgetary savings. Keep productive employees and fire ones who are under performing. 5. Create Neighborhood enforcement specialists as part of Community Development, not the police department. 1. Reduce personnel costs starting at the top; freeze all pay/benefit increases 2. Leave some potholes and reduce constant street paving/closures /inconveniences 1. At this point, it's mostly meeting with neighborhoods and identifying their problems. So, it's hard to tell how much these problems would cost. 2. Here, it's just a matter of courage, not money. 3. Working with the school superintendent would help solve some of these problems. Other lost cost solutions such as painting a curb in white for passenger loading etc., would help. 4. No cost here. Only decency is necessary. An example: North Chorro was lined on one side with homes, a private school and lots of trees when I first came here. It's now packed with rabbit cages for students. 5. The cost will vary according to the location. However, two boulders across a street can solve a cut - through problem (Berkeley has done it all over the place). -51- Community Budget Bulletin Survey Responses: Program Opportunities 1. Reduce, eliminate overpayment of salaries and benefits for city employees. We are not LA, and high salaries are not required to fill positions. Living here is a fringe benefit. 2. Establish tax on bars, clubs and restaurants that serve alcohol to help pay for the extra services their businesses cause in having to have extra police and fire personnel responding due to intoxication and other liquor related issues. 3. Support a petition to eliminate binding arbitration for fire and police. 4. Actively pursue taggers and vandalism artists for costs of damage and police investigation costs. 1. Focus on cutting expenses, not increasing revenue. Salary and benefit costs are too high, particularly pensions. 1. Reduce cost of government. Pension costs are too high and too rich given relatively high salaries at city positions. Is it true that former City manager and Financial officer are making almost $140,000.00 a year in pension? For rest of life? If it's all about the money, maybe public service is not for them. 2. Redefine and reduce management positions. Too many managers. Contract out more work to private sector. 3. Put long range planning efforts on hold. With growth at such slow rate planning is getting to far ahead of needs. Keep options open and avoid preconceptions. No one can predict the future. 4. Council must get binding arbitration on the ballot. Now that people know what it really means. most want it removed to bring control back to city. 5. Reduce reports and staff time spent on advisory bodies like the CIIC. Seems as of late advisory bodies are creating more staff work load. Direction should always come from council. Advisory bodies are not elected. Many are full of hot air... 1. If the Police would ticket every person talking on a cell phone while driving, the city would be awash in cash. Enforce the law and cite the people for breaking the law. 2. Offer new small business's some sort of tax incentives or breaks to encourage them while they get started. 1. Put incentive rules and tax breaks in place for new green businesses and industries. Tax gas and charge for parking to pay for it. Increase sales tax to pay for it. Incentivize companies who allow telecommuting for workers. Save city costs in general by automating services and getting everything online. 2. For city wide Wi -Fi, have advertisers sponsor it. Put a parcel tax and a tourist hotel tax in place to pay for the balance. Save city costs in general by automating services and getting everything online (self serve). 3. For hiking and biking paths... tax gas and charge for parking. Save city costs in general by automating services and getting everything online (self serve). 4. For green and public transit and free hub parking... tax gas and charge for parking to pay for it also use a parcel tax to pay for it. 5. Create a zero waste city... figure out how to make the garbage into a revenue stream. The balance should be paid for by a parcel tax. Good luck with your difficult task ahead. Thanks for doing this survey. -52- Community Budget Bulletin Survey Responses: Program Opportunities 1. I am an average citizen who has no idea about a City budget. YOU ought to know about these matters. Anyway, number one would cost nothing. 2. Build pressure on landlords for maintenance of property. Give heavy fines to landlords who fail to maintain their properties. This type of pressure might lead them to sell their property to a family. 3. Make deals with nurseries to donate trees. Make deals with locals who want trees, and ask them to help financially, with their time, or both. 4. No cost. 1. With all due respect. Consider a "Meathead Movers" model for the fire department. Keep a core staff for leadership, training and supervision but build a revolving staff of young, strong, smart (Cal Poly & Cuesta students) as part -time staff trained to serve while in school. Seems like an endless resource. I think we might be surprised how many might be comfortable facing danger and a challenge for a fair wage of much less than full -time pensioned employees seem to demand. It could be a model for all college towns. 2. Or move toward an on -call volunteer component in the fire department. I would sign up. 3. Rumor has it that there are "too many ?" management positions at city departments. Other cities have consolidated departments, eliminated department heads and pushed more for outside "private sector" help to achieve certain tasks such as, studies, long range planning, infrastructure design etc. 4. Resolve pension obligation. Move away from defined benefit pension to defined contribution. City is hard pressed to justify such lucrative pensions while pay and benefits look to be fair enough. Many in the private sector, especially in San Luis Obispo are all working pretty hard just to get by. $90,000 a year is a lot of money in the private sector (no pension) Comparing city staff to other public sector employees to set compensation levels leaves citizens out of equation. The best and brightest argument is what all employers argue, not just public. It's a bit rude to expect so much while those not in government invest a few thousand a year into 401K's while social security moves toward 70 for full benefits. 5. City could maybe not take itself so seriously. Consider elimination of some of the advisory bodies and /or at least remind them that they are just that, "advisory ". 1. Cut all salaries - freeze hiring 2. All city managers, including Katie, step up by example - 10% salary cut 3. Introduce vote on binding arbitration 4. Lower benefits for new hires 5. Eliminate street sweepers - ineffective at best 1. Less subsidizing of public transit. 1. Manage all of the empty and new building space by limiting building. Utilize all the vacant offices and building by encouraging new businesses to utilize current facility & not building new vacant lease space 2. Limit growth - encourage current businesses to stay in town -53- Community Budget Bulletin Survey Responses: Program Opportunities 1. Reduce the outrageous outlay of funds to Police and Fire personnel (the unions are going to bankrupt SLO) 2. Generate revenues by setting up a fold driving range (with side nets ?) at the far end of Laguna Lake Park 3. Raise /increase traffic violation penalties i.e. speeding, stop sign /stop light violations, etc. 4. Allow some of the big box :stores to build in our area. The City is losing significant revenue from those kind of sales in both the North and South Counties 1. Eliminate staff 2. Streamline bureaucracy 1 Reduce fees to business 4. Eliminate regulations 5. Incentives to and for small business 1. Reduce work force and hours 1. Have police catch the offender (graffiti), fine them and their parents and use the proceeds to pay for the above. (Graffiti removal team) L City employee salaries and benefits are too high. Your Admin. Assts. Make $74K; private sector maybe $35K - It's way out of whack. 1. Taxes - smallest possible for essentials 2. Make is as easy as possible to establish a business and advertise that. Entice business by pointing out natural advantages of this area 1. The City needs to reduce water charge to the single residence like us. We have two people but our water bill keep goes up every month. We've been tried to limit all the water using in out of the house. Still doesn't get any less charge but even more. 1. Pension reform and city staffing levels. 1. Pension reform 2. Cut staffing levels 3. Increase retirement age for Police and Fire 1. Eliminate overtime pay 1. Stop reimbursing employees to take their private vehicles on City trips just so they can stop to visit Grandma on their way. 1. Stop sending out pre -paid postage mailers 2. Get a part-time City Manager 1. Reduce unbalanced salaries/benefits 2. Reduce staff -54- 1. Cut salaries, benefits and pensions across the board by 15% 1. Stop giving away parking lots to the Copelands 1. Freeze salary increases of City will economic recovery returns & property values increase back to pre -2007 levels. 2. Hiring freeze on non - essential positions 3. Contract out certain city services to reduce costs 1. Try to add another Measure Y 1. Revisit public safety compensation 2. Promote the natural environment aspects of the city to raise tax revenue from tourists - again especially natural resources such as Laguna Lake 1. Reduce future salaries and pensions to levels commensurate to basic minimum service provision: Freeze current salary /pension rates until spending cuts or revenue increases warrant 2. Reduce spending across the board with view to keeping only core essential services: infrastructure maintenance, skeleton emergency services only 1. Salary reduction 2. Layoffs 3. Cut mandatory staffing requirements 1. Congestion is really bad on Los Osos Valley road on over ramps from 101 to lower Higuera 1. Lower the salaries of the Police and Fire people. We pay them 1. Lower bloated City salaries 2. Eliminate wasted expenditures 3. Sell the double deck bus (What a waste) 4. Reduce City payroll 1. Reduce money spent on outside contracts 2. Consolidate top paid administrative positions 1. Let Laguna Lake fill in - meadow 2. Modify binding arbitration 3. No raises for Police for next 3 -4 years 1. Reduce City workforce 2. Reduce Water and Sewer fees 3. Reduce bonuses for City Manger and staff 4. Most importantly.... stop asking for more money from businesses and individuals -55- Community Budget Bulletin Survey Responses: Program Opportunities 1. Lower pensions for future employees earning over $100,000 2. Spend less on youth sports. 1. Painting boxes - really? 2. Security guards 1. Reduce the City Manager's salary 2. Raise fees at the golf course 1. Control cost increases and do not shift other problems unto utility costs 2. Note: We used to live in SLO and moved because of inadequate employment but maintain an apartment in SLO. Because of increasing costs we may find it necessary to sell at a loss anyway. I. Stop unnecessary printed communications - focus on alternate digital delivery. USE the City website. Case in point; is the utilities department's "resource" publication. The amount of meaningful content is Highly limited. Factoring in STAFF prep time, consultants, publication and mailing for their colored piece, it is far too expense. 2. Eliminate staff position previously hired to negotiate Charter Cable contract 3. Reduce Planning staff 1. You should combine onto one bill company that have multiple water accts. Silly to receive 4 bills. 1. Reduce taxes by shrinking government. For example the fire safety inspection should be FREE. 2. Make parking free for 2 hours on all streets with businesses nearby. 1. Minimal cost 2. Bond, private donations, money drives (runs etc.) Business contributions. I. Contract fire services to CDF taking advantage of lower personnel costs and other economies of scale. 2. Hire inspectors to fine property owners who do not maintain their properties (revenues from fines to help pay for insp) 3. Charge an inspection fee to rental property owners for annual inspections (revenue from fee to help pay for inspectors) 4. Search for grants for painting red curbs. 5. Charge a fee to downtown bars to help pay for the problems in the neighborhoods after the drunks return to their homes. 1. Combine multiple accts 1. Raise business tax - we have 2 rentals - we should pay more 2. Ask the college to do more for the community services - "Learn by doing " -give back! 3. Make people use a stamp for this survey -business reply is expensive! Save up 100 with stamps and get a credit from the P.O. -56- I . Limit the # of students at the college - they drain the resources 2. A few dollars more in hotel tax would help 3. Add a city tax for liquor 4. Raise business taxes a few dollars would help 5. Make sure the assessor is getting all of those expanded living spaces in houses 1. As mentioned above absolutely no overtime day 2. Reducing benefits - i.e. insurance & retirement to City staff & administrators. 3. They need to pay as much towards these benefits as the private sector. Government is just a giveaway - the taxpayers get the privilege of paying for it- 1. Live within the income you have 2. No further taxes or increases 3. Consolidate wherever possible! 4. Privatize wherever possible! 1. Less police. I don't really want my tax dollars paying for excessive overtime just so a few kids get arrested walking home. DUI check points and other safety measures are needed of course but spending my tax dollars to hand out MIP's is a waste. 1. Eliminate unnecessary bureaucracy 2. Bring city government salaries in line with private sector 3. Eliminate pension plan for government employees or fund with employee donations. 1. Use "offender" volunteer labor to do community service, trash removal, graffiti removal 2. Issue traffic citations to bicyclists who break traffic laws 3. Eliminate departments that could be more economically served by outside contractors e.g.) tree trimming (several members sit around in their truck) City has to pay their employees rain or shine: a lot of wasted # 4. ?Paving dept. 1. The present use of the Mills Act contracts between the City Cy historic homes should be eliminated! The contracts are NOT helping preserve the historic resources of our city but are rather tax relief given to structures that aren't 1) historic in some cases 2) or are interns in the Planning Dept. favored by staff. 2. Some better way is needed that is less like a "slush fund" for the Planning Dept. to hand out to favorites. 1. Audit expenditures and eliminate unnecessary bureaucracy - citizens must do it, why shouldn't the city? Stop overpaying. 1. Too many employees who do not produce -could combine some jobs 2. Sorry - city manager overpaid 3. Close under -used facilities 1. Reduce salaries & benefits 2. Revise retirement plans for City, Police & Fire -57- 1. Reduce staffing Parks & Rec - too many Directors 2. Dual pension system. New hires at different levels - lower levels 3. We do not need more fees. 4. THANK YOU. 1. Something needs to be clone about the above [Reference: Cal Poly and Cuesta students moving into neighborhoods all over city - clogging, trash, destroy property values] ...and I think the brilliant minds of our city government should make this a top priority. 1. Defund BIA 2. Defund low income money for housing 3. Defund homeless shelter 4. Go rack in 5 year increments and eliminate positions and departments until core city functions achieved 1. Grow more, interfere less 2. Help, not hinder small business. Too many wasteful regs and fees 1. Charge more for parking 2. Get rid of arbitration for City police and fire. Pay based on number of calls they actually make compared to other cities. 3. Reduce pension plans. Way out of line to private sector. 1. Forget about increasing revenues - any add'1 funds would come from the residents who are already financially overburdened. 2. The state system of furloughs days seems to work well. Try it with all City employees, including fire and police 1. Permit drive - through services along perimeter of city 1. Open space acquisition 2. Assistance to Chamber of Commerce 3. S to homeless /transient population 4. Streamline operations. Remove committees 5. Non essential services 1. Repeal binding arbitration 2. Close City offices 1 day a week 3. Alcohol tax on bar drinks 4. Fines on law violations -58- Community Budget Bulletin Survey Responses: Program Opportunities 1. Reduce payroll, eliminate positions across the board pay cuts of 10 %+ for remaining employees 2. Quit paying exorbitant overtime wages to seasoned employees. 3. Quit allowing spiking of pension benefits 4. Throw out "binding arbitration" by any means available, including bankruptcy 5. Establish independent task force to investigate City employee salaries, wages, benefits 1. Eliminate overtime - extend retirement years 2. Reduce business fees 3. Streamline development 4. Overhaul pension plans 5. No more expenditures on open space, bike paths & non - essential projects 1. Follow up on "sick calls" for police and fire so not abused. 2. Do more or less like the private sector of society is doing 1. Fire department provide ambulance transport for SLO residents for enhanced revenue /better service 2. Remove funding for Chamber of Commerce & Downtown Association - no more corporate welfare at taxpayers' expense 3. No sweetheart deals with developers - growth pays it own way at full market value 4. Refuse homeless services to parolees, felons, sex offenders who are a threat to community and drain on resources 1. Consider more state of the art bike infrastructure to expand bike ridership, which reduces pollution and wear and tear of streets 2. Recruit volunteers and /or inmate population to clean bike lanes of debris 3. Have retirement corps of City gov't officials collecting pensions volunteer time to staff vacancies 1. Reduce noise violation fees. Stop using college kids as city funding. The noise violation fees /fines are ridiculously expensive and unproportional to the violation itself. The city of San Luis Obispo needs to pay more respect to the student community. The students make up so much of San Luis Obispo's character yet they are unfairly under represented 1. Free parking days (once a week) 2. Obtain parking money from local businesses 3. Refund percentage of recycle $ to local residences 1. Put a cap, say l.5 %, on overtime that any city employee can earn 2. Disallow any overtime payment for city management employees (e.g. fire chief, captain and police chief, captain and lieutenant 3. At next salary negotiation, freeze defined benefit pensions for all employees (current and future) at current values and make future accruals defined contribution as has been done by all major corporations. 4. At next salary negotiation, drop the arbitration provision and base salary offers on truly comparable cities, i.e.. not Santa Barbara -59- Community Budget Bulletin Survey Responses: Program Opportunities 1. Be practical! Think less about "supporting the arts" and more about supporting local businesses & citizens 2. Be realistic! Remember how many seniors are here and spend more money on realities than dreams of bike paths. 3. Be responsible! What's more important? An art project or a practical project that contributes to the economy 4. Cut the ludicrously high salaries of the city government employees unless they affect the necessary changes to the above 1. We have a beautiful, natural setting (cannot read) and we have had a wonderful mix of stores in a few years past. 1. Not buy more open space land till we have excess money again and then carefully 2. Encourage more stores to come here like Macy's Dept. Store. Almost all the clothing stores are for college kids or younger - not the 30's to retirees. We are still having to shop outside SLO 1. Reduce pay to Police aild Fire 2. Firemen should work 8 hour shifts - no more 24 hours 3. Reduce pay of Managers and Dept. Heads 4. Cap retirement benefits to 100,000 per year 1. Freeze budget and personnel or cut across the board 10% - Also fee for service 2. You cannot widen the LOVR, you can police during peak hours - substantial fines for offenses. 3. Have Cal Poly /Cuesta go in 1/3 cost of additional policing plus have the names of offenders published in paper 4. 1/2% sales tax until paid for or bond issue 5. Contact habitat for Humanity for help - "How to....." get county -wide donations of materials plus volunteer labor. Use matching fund donations, etc. 1. It blows my mind the City wanted to pass an ordinance allowing historic homeowners to "maintain" their houses, yet the city buts up our street (Garden) and partly paves it? Worry about the City roads and leave the homeowners alone - do something valuable and worthy with your time - micro managing a homeowner is simply insulting. 1. At this point, it's mostly meeting with neighborhoods and identifying their problems. So, it is hard to tell how much these problems would cost. 2. Here, it's just a matter of courage, not money 3. Working with the school superintendent would help solve some of these problems. Other lost cost solutions sticli as painting a curb in white for passenger loading, etc, would help. 4. No cost here. Only decently is necessary. An example: North Chorro was line on one side with homes, a private school and lots of trees when I first came here. It's now packed with rabbit cages for students. 5. The cost will vary according to the location. However, two boulders across a street can solve a cut - through problem ) Berkeley has done it all over the place. 1. Other businesses cut salaries when economy slumped. City can follow suit. -60- 1. Increase a measure or bond for the city residents 2. Stop buying open space 1. Get rid of Katie Lichtig. She is arrogant, rude and not capable of leading & too costly!!! 2. Lay off police hired by Prop Y. We can't afford them and don't need them. 3. No overtime until someone actually works 40 hours. Cops /firemen have a racket going here. 4. Make employees pay their share or retirement contributions and reduce health care costs. 5. NO NEW FEES, taxes, fines, etc. We are taxed enough already. Quit writing parking tickets. 1. Reconsider (can't read) dedicated to motorcycle traffic enforcement - seems out of balance considering other (can't read) priorities 2. Implement two -tier retirement systems - Commitments previously made need to be kept, but new deal for new employees makes sense in this economic (can't read) environment. 3. Modify binding arbitration to require voter ratification of any arbitrator decisions. I. Reduce (slightly) maintenance of streets and parks 2. Reduce retirement pensions for City employees. It's a crime that the pensions are so high t t t ! 3. Increase the hotel /motel tax. 4. Minimal rise in tax on cigarettes and liquor sales 5. Reduce number of higher paid employees it not essential. 1. Are you kidding? Don't you read the papers? The pigs @ the trough have profited on the backs of the taxpayers. Get some realistic wages and benefits. 2. Let some of these fat cats try my $500.00 /month health insurance with a $5000.00 deductible. The gap between government workers and the private sector just keep getting bigger and bigger in the wage and benefit department - Good luck, You'll need it (and thanks for trying) 1. Preserve and maintain to keep quality high and decay low 2. Keep in close touch with the people doing the actual work. They know best where problems, inefficiencies, waste, etc, exist. Listening and valuing their impute keeps a workforce happy and productive and caring. 1. Review payroll - especially management and benefits 2. Consider extending downtown parking meters until 9pm weekdays and on Sunday 3. Put Police and Fire bargaining back on ballot 4. Dissolve D -bid district 1. Encourage through the paper or ? The CP students to meet neighbors and encourage them to treat others as they would want themselves and their parents treated. 2. Encourage visiting college friend to park at a distance and walk 1. 0.5% income tax on household with over 250K income 2. Local excise tax on alcohol and tobacco 3. Raise hotel occupancy tax a tiny bit 4. Lower salary for city Manager 5. Cut salaries of Police -61- Community Budget Bulletin Survey Responses: Program Opportunities 1. Reduce size of Fire Department - we sprinkled downtown - where are the savings to the public? 2. Reduce size of salaries of many City staff - how many $100,000.00 and benefits Fire Captains, does SLO really need? 3. Work force/ affordable housing near jobs. 1. Since we are living longer and are healthier, we need to work longer to receive the money for work - not for pensions. 2. Many proposed projects are scrubbed due to the many planning entitlements and permit related fees. 3. Big businesses like Wal -Mart etc, can easily pay the fees payable to the City, but small businesses need some consideration whether it be smaller fees, parking availability or even signs to help promote their business. 4. We need jobs for people using money for materialistic items does not help people help themselves. There is a need for helpers in schools and the health care & training for jobs for house care and car care 1. Submit binding arbitration for PD to reconsideration vote by electorate 2. 2011: Reduce overtime of safety services by 40 %; 2012: reduce overtime another 20 %. No overtime in excess of these new limits unless emergency declared by City Council 3. No one safety service employee to earn more than 10% of base salary 4. Consider modest increase in bed tax 5. Extend equipment and vehicle replacement schedule by one year minimum 1. Hire more police officers to reduce overtime 2. Bill those arrested at parties for the police overtime caused by their behavior 1. Limit overtime for firefighters and police 2. Cut compensation packages for highest paid city employees 3. Prioritize Measure Y spending to cover the above first 4. Disclose city budget to the community so we can brainstorm ways the City can reduce 1. Private business has had to reduce costs across the board particularly staff costs. City should follow suit and reduce pay for City employees 2. Only way to increase revenue is to increase business activity 1. The increased parking fines will compensate for lost meters 2. Increase the SLO Trolley fare mostly used by visitors from out of town 3. Increase bed tax -62- LCommunity Budget Bulletin Survey Responses: Program Opportunities 1. Proactively focus upon residential rentals and charge permit fees and enforce zoning occupancy violations with fines 2. Put a charter initiative to citizen vote to modify current binding arbitration to non - binding along with 2nd tier retirement for police and fire 3. Increase fines for neighborhood noise violations again as well as litter associated with "party houses" 4. Charge residents for police response on 2nd violations for neighborhood noise violations - seer reimbursement for DUI convictions and bars' responsibility for ABC violations. 5. Charge a penny for each drink served in a bar in SLO given the amount of downtown bar activity and police presence More accountable measures to observe city employees' workmanship. Ex: street repairs - many times observe street repairs being repaired and re -done several times within short period. Do it right the first time! If it is happening in one dept., I am sure it's the same in other depts. 1. Reduce Police and Fire staff and salary /compensation and pension costs. Reduce staffing at fire stations to eliminate overtime - Go to 3 -8 hour shifts 2. Sell new fire truck or at least sell old fire truck that was replaced by new fire truck. Charge Cal Poly more for its use 3. Eliminate 1/2 time Fire Code Enforcement Officer. Let insurance companies do their job. Owners are liable, let them carry the burden 4. Give street lighting system back to PG &E and get rid of staff maintaining it. 1. Vehicle fees like parking, railroad right of way, land swaps 2. Service organization (Rotary, Elks, Kiwanis) bequest program 3. Federal funding - stimulus monies for infrastructure 4. Monies from water & sewer bills (city of SLO)__ rebates to homeowners for water reclamation: cisterns from reefs to slowly discharge, pavers to replace sidewalks, on contour swales 5. Utilizing volunteer groups like CCCMB, docent groups - coast Mounted Assistance - Tax revenues and the General Fund donations from groups like SLOB bike coalition 1. Eliminate overtime 2. Also, how come when you make a sidewalk wider do you stuff a bunch of news racks, tree, bench, etc, there. Seems the spots that are wider are areas with more foot traffic and you clog them up with "stuff' 3. Have neighborhood celebrations and keep moving them around town each time. Whey always have the Plein Air Art in the Plaza? Move it around town on the day they do the 3 hour "paint off" and auction. 1. With an increase in affordable housing, better schools and noise reduction, San Luis Obispo would be a better place for young professionals with families to live. This group would buy more goods and services than retirees and students who do not need as much and increase revenue. 2. San Luis Obispo would become less of a transient town of students, snow birds and tourists and have a core group that would actually be interested in creating a community. Most of the people who live in SLO do not have a bested interest in the community -63- Community Budget Bulletin Survey Responses: Program Opportunities 1. Cut down on pensions - city employees are over - compensated as are all government employees. 2. Examine your budget and cut down on waste wherever you can. 3. Beautifying our city is nice, but not when there are homeless children to be fed. 1. Eliminate citywide overtime pay except when designated emergencies occur. 2. Cap employee retirement benefits immediately! 3. Implement a two tier pension system and eliminate supplementary employee retirement programs paid by the City 4. Initiate a ballot initiative for the public to re- evaluate "Binding Arbitration" immediately. 5. Eliminate automatic city staff annual cost of living salary increases to avoid compounding yearly salary increases. 1. Cut bureaucracy - simplify [can't read] 2. Cut City Manager's salary - hire locals 3. Have a sustainable plan to stop building new roads, new airports, development relying on oil 4. Invest in thoughts that are sustainable, like offering support /loans to residents to switch to solar 5. Do not micromanage our freedoms /focus on large ideas "SLO - first town in USA to become SOLAR!!!! 1. Enforce curfew laws and reduce alcohol sales at businesses 2. Increase attorney prosecution of dead beat dads 3. Enforce laws for all 4. Diagnosed mentally ill need treatment not allowed to wander aimlessly. 5. Put more emphasis on competent teachers and "core" subjects like correct English, Reading and Science 1. I don't know the answer but something has to be done. 1. Stop additional incorporation of county properties. 2. No dredging of Laguna Lake -let it return to a natural state. 1. Reduce benefits and wages of government workers to the median /average of the private sector. 2. Reduce development fees to encourage building which will create jobs. 1. Rein in outrageous benefits for Police and Fire Departments 2. Make beneficial building easier to accomplish 3. Fire everyone in the Tax Dept. 4. Seek ideas from people with knowledge. 5. Fire everyone in the road dept for incompetency; stop thinking yesterday, this is today 6. Think and do green energy; Utilize brain power at Cal Poly 7. Stop hindering useful progress; promote being innovative please 1. Increase local tax for tobacco sales 2. Increase local tax for alcohol sales 3. Layoff and lower wages of some of the Police Force. -64- I . Stop putting up the signs that say "the 1/2 cent sales tax paid for this project? That's simply politicking for the next sales tax vote! 2. Work the Firemen longer hours with no additional pay. With hundreds applying for every opening there will be no shortage of Firemen!! 3. Set the mandatory arbitration issue on the ballot 4. Freeze all city salaries and benefits for 3 years. The see if there are retention problems before living increases. 1. Suspend salary increases /retirement bonus for City Government employees 2. Encourage Cal Poly Senior projects in this area 3. Develop grants via SLO. Chamber of Commerce for authors of Tour Books (e.g.. "75 SLO. City Sites" that I co- authored and had published April 2010 by GRCI /Cal Poly this was done without financial assistance. 1. Repeal compulsory arbitration 2. Reassess some salaries like the Director of Parks and Rec at $150 K 3. More business =more tax revenues 4. Moratorium on public art projects and assessments for 24 months. 5. Avoid costly boondoggles like the $$$ restroom in the Garden St. parking lot. 1. Gasoline tax 1. Increase hotel bed tax 2. Increase sales /gas tax 3. Increase water rates 4. Add a city tax portion to county property taxes if it can -we pay too little in property taxes compared to states /counties like Texas. I know. 1. Stop funding non - essential services 2. Wherever the City has grown or expanded in staffing or services, there it should shrink. 3. Eliminate sources or programs that didn't exist 20 years ago. 4. Stop funding public "art ", it is too subjective. 1. Fines for unsightly buildings not maintained or painted 1. Eliminate Natural Resource Department. It's a huge terrible waste of $$. 2. Freeze salaries of our very expensive Administrative staff -No Colas! 3. Put binding arbitration before voters again. It will eventually kill us. 4. Do not continue or advocate extension of Measure Y sales tax. 5. We are a small town of limited means; we can no longer afford all the bells and whistles. 1. Cut the fat at the Police Department. They have priced themselves out of our price range. 2. Cut the fat at the Fire Department. Do we really need so many captains that make so much overtime and salary? 3. I would like to state that I admire the work of both departments. 4. Bring a ballot measure to repeal binding arbitration and their retirement and medical costs are going to bankrupt us all! -65- Community Budget Bulletin Survey Responses: Program Opportunities 1. Reform the current "culture of profligacy" within the city government into one of "responsible stewardship" 2. Comprehensive review of employee compensation to make sure these are no "unfunded liabilities" and to expose these irresponsible arrangements to the light of public scrutiny 3. Stop "milking" your citizens and businesses. I have seen a modest "business license fee" morph into a tax on businesses and now into a tax on doing business and even a tax on (can't read). Who voted for this? 1. Paving planning, How often paving is dug and smoothed only to be dug up within the next month. 1. Hiring freeze 2. No raises 3. Cut back on employee benefits such as sick and vacation time. 4. It is not fair to ask businesses and taxpayers to pay higher salaries than they can afford to pay their staff or receive. 1. Eliminate non - critical overtime by Police officers and firemen. 2. Ticket bike riders riding after dusk without headlights or tail lights 3. Balance revenue from parking tickets against a decline in downtown shopping by frustrated shoppers 1. Reduce construction permit fees to cover just the cost of inspection; we've priced home improvement out of the market 2. Get rid of parking meters downtown 3. Increase property tax as needed to cover shortfalls if that can't be done because of Prop 13, then cut services. 1. Offer voters an initiative to end binding arbitration for Fire and Police employees. 2. Amend /lower pension benefits for new public employees as follows: 2% at 60 for each year of service /employment and 2.3% at age 63 and above or 2.5% at age 55 3. for Fire & Police 1. Have firemen maintain their own stations like Cal -fire does. Cancel the cleaning, landscaping, etc that's done now and have them doing the work while they're waiting for a fire. 1. Reduce staff salaries and benefits 2. Reduce staff redundancies - develop efficiency 1. City employees including Fire and Police should see their salaries and benefits cut 2. Parking fines at meters reduced. Replace old meters with meters that know how long time has expired. Fines should be based on length of time expired. 1. Redirect some of revenue directed towards Police services for community programs. 1. Develop process to allow landlords to keep water service connected between tenants. Many times the water gets turned off for just a day, requiring city employees to make two trips to the property for off and ons -66- Lcommunity Budget Bulletin Survey Responses: Program Opportunities 1. Reuse the city's very good 1994 LUE, citizens mailed survey to find out if the community vision has changed. It was written by Mike Multari and City staff. 2. Comparing resident responses to the same questions regarding issues such as growth, traffic, air quality, etc, is also the only accurate way to answer staff s question of whether the community's vision is and how it may have changed, will guide the scope of the update process (council agenda report 8- 19 -08. 3. Paying a consultant money to write a different survey so that you must compare apples to oranges is an extraordinary waste of money and really stupid. 1. Stop spending 1. Get employee pension/benefits under control. 1. We all know Police and Fire and Admin (city hall) are the ones with the huge salaries. Look to the ones that make $75+ to cut, leave the little guys alone! 1. Employees profiting from recycling, top brass aware by sweeping under the rug. 2. Contract out Fire protection to State -Less chrome, etc on new equipment. Sell surplus equipment, don't give to Mexico for $1.00 just because several firemen own condos in that Mexican town. Many small US towns would love to have our used equipment. 1. Take away car allowances for Admin staff. Make them carpool or ride bikes. Ms. Lichtig came here with a car didn't she, why do we have to pay her to maintain one? 2. Also, we advertised and she answered the ad and knew full well what the position paid and then some Bozo gives her more $$. Get real. 1. Do you employee a traffic engineer that is qualified? The signal system needs timing. Do you have a plan that is funded for the installation of new signals? 2. Contract out some city functions, cheaper by private sector than city. 1. Stop overall expansion. 1. Stop building things unless you have the staff to adequately care for them. 1. Reduce /eliminate city officials attending conferences and meetings out of town. 2. Reduce /eliminate city officials use of texting and data services on cell phones paid by public funds 3. Reduce inventory of city owned vehicles 4. Reduce /eliminate caring for illegal aliens 5. Reduce /eliminate salary increase for non -union workers (managers, supervisors) -67- Community Budget Bulletin Survey Responses: Program Opportunities 1. Every time I pass thru S Higuera and LOVR and Suburban & LOVR, I am bewildered and frustrated by the "No turn on Red Light" signs. Why are those streets any different than any regular street where you wait for traffic then turn? To me, they are even more safe because there are only 3 accesses instead of 4! 1 say, get rid of those obnoxious signs! (Please ?) 2. A stop sign that makes no sense is at Fuller & Ambrosia. Ambrosia should stop, but please remove the stop for thru traffic on Fuller. 3. Intersection at Tank Farm and Long Street is brutal. Anything to help that? 4. LOVR needs attention. It is already backed up with traffic and with new businesses coming in, it's going to be a grid lock! HELP! 5. Thanks for listening! 1. Consider revisiting the topic of collective bargaining for police and fire personnel. 2. Two tier pension system 3. Place donation boxes at the open spaces. 1. Immediately lower salaries 15 -20 %, reduce employer retirement contribution by 50 -60 %, reduce all benefits 30- 40 %.... contract public safety positions, consider others. 2. You're in the business to provide services to citizens and business owners, not jobs to employees.... review all options and get it done better /cheaper.... it can & must be done! 1. Maintaining city staff at current level, including police and fire departments, is a good way to maintain costs. 1. Homeless Services Center: CDBG and related Federal funds, and if necessary the Affordable Housing Fund. 2. Sustainable Economic Development: General funds are used to support the current position. Other grants should be pursued as available. 3. GHG Reduction: California First for the energy - efficiency and renewable energy facilities financing. 4. Historic Preservation: Grant funds are available for some purposes. Volunteers can be used to update our historic resources inventory. 5. Bicycle facilities: Continue to use available grant funds as we have in the past. 1. � Seek Federal grants/loans at low interest rates to jump start jobs and projects. 2. Add 1/4-1% tax for hotels to cover sewer /water /protection services (fire and pd) 3. Outside the box ideas; fun park (miniature golf, bowling), annual fair (summer solstice) 1. Don't increase any taxes 2. Reduce city service cost by contracting to private businesses such as park maintenance /tree trimming. 3. I am shocked how many San Luis City owned vehicles are driving around this city. Why aren't many of these services contracted to private business to reduce costs? 4. Eliminate un- needed equipment and city employees. 1. Increase revenues through promoting tourism. San Luis has been found to be one of the happiest places in the world to live in numerous studies. -68- I . Increase efficiency of staff. 2. Abolish binding arbitration. 3. City employees; 1 furlough a day. 4. Increase fees of Downtown Assoc for use of public facilities, such as; Mission Plaza. It makes them pay their own way. 1. Police force overpaid! 2. Too much overtime for Police and Fire. 3. City Manager overpaid. 4. Too many meter maids. Parking meters enforced too aggressively. Excessive parking meter rates inhibit downtown shopping, makes shopping downtown a hostile experience. 5. City does a poor job communicating with citizens and then spends a fortune in staff time to repair damage. 1. Do away with any incentives for environmental thins. If it is good, people will purchase it. No need for City to subsidize. 2. Go through all fees and regulations to see what can be eliminated. We may be able to have fewer employees if we could have fewer regulations. 3. As you can see I want much less government! 4. Reducing is hard because the upkeep of our city requires funds. Perhaps ad another 1/2 cent sales tax. 1. Eliminate funding for recreation programs, luxury, non - essential programs. In hard times get back to basics. 1. Take a look at the buses that run around town. Has anyone figured out what each rider costs per year? Most times the buses that I have seen have no more than 10 people on them and often less than 5. 2. There are so many things it is troubling. 1. Get rid of binding arbitration on Police and Fire. 2. Increase parking garage fees. 3. Reduce recreation dept. activities; lots of this is done by other groups. 4. Make sure water /sewer is completely paid by fees. 1. Reduce labor costs; Lower compensation as key positions become vacant. 2. Reduce # of positions through attrition. 3. Implement two - tiered pension program, new tier S/B defined contributions, not defined benefit. 4. Stop spending $$ on additional greenbelt acquisitions. 5. Look into replacing some of the firefighter positions with volunteers. 6. Reduce the Planning Budget by eliminating unnecessary studies. 1. Cut staff by simplifying processes. 2. Eliminate huge salaries /pensions. 3. Furlough days. 4. Eliminate perks. 5. Sell/rent empty facilities. -69- 1. Impose a hiring freeze and or lay off 30% of city employees to downsize City government. 1. Pick up "green trash" less frequently like every two weeks. 2. Transfer ownership and costs of the City Parks to the Homeowner's Association whose members most benefit. 1. Reduce parking ticket fees so people will park downtown again. Also, reduce meter rates. 1. Look at all costs and share burdens equally across government. Few voters believe that an Administrator must be paid $300,000 plus. At $250,000 a year, a part time person could be hired at $50,000 a year; at $200,000, 2 part timers or 1 full timer could be hired. 1. I don't believe an increase is necessary. There is so much waste. Employees need to find ways to use minimal resources, i.e. print /copy on both sides, 2. Charge for photocopies to appropriate vendor or citizen requesting. 3. There are ways to do more with less; it's easy to spend money. 1. Eliminate binding arbitration; put it on ballot if necessary. 2. Eliminated overtime. 3. Freeze hiring. 4. Freeze wages and salaries. 1. We certainly must have the experts on board to evaluate costs and make adjustments accordingly. 2. Thank goodness we had the foresight to build garages for it's a real gamble to park on the street. $33 parking fine. Ridiculous! 3. I would probably vote for another tax if the City were to make pay adjustments at all levels and particularly in dealing with the police department. The 4. City really got blindsided with binding arbitration and the guys in blue ought to be ashamed of themselves. I have lived in San Luis for 55 years, it's a great place to be! 1. Trim or prune retirement benefits. 2. Cut medical benefits hugely. City employees should pat 70% of costs. 3. Manage citizen groups to maintain parks, buildings, creek cleanup, etc. 4. Contract out those services not reasonably done by #3. 5. Stop spending money for drinking water service. 1. Sell the golf course. 1. They should not increase the Police budget. 2. Salaries should be frozen and no new hires. The cost saving will stop with these ridiculous increases in pay and pensions. 3. Nobody in San Luis is getting these perks except City /County employees. -70- Community Budget Bulletin Survey Responses: Program Opportunities 1. Continue negotiations with City employees regarding pay, overtime pay and benefits. 2. Don't waste money changing street signs from green to brown or school crossings from yellow to optic yellow. 3. Tax cigarettes and alcohol more. 4. Once a year ask for a volunteer donation (with options to direct money to certain areas) to help preserve our wonderful "SLO. life" Raise water rates if necessary. 1. Advertise and fill jobs at 2/3 of current salaries. Most of us in the private sector here received pay cuts. City staff should too. We do not need the best of the best city workers. During these tough times, "just fine" city workers will do. 1. If we're attracting new employers, revenues will follow. 2. Not a revenue affect - Quality of life issue, however, overall revenues may increase if the retail scene runs longer at night because the general population feels safe and welcome downtown later into the evening. 1. Tax large developments: Home Depot, Vons, Ralphs, CVS, Costco, Inc. we do not need so many stores. It's duplicity x 10! 1. Create "open space" preservation tag that those of us who hike /bike and enjoy the open spaces can voluntarily add to the funds or decals for cars that can celebrate San Luis's open space, with the proceeds going to the open space fund. 1. Use federal/state stimulus funds to maintain roads. 2. Finish what was already planned and funded like Prado Rd. (We all believe this was long in the plans!) 3. Support community outreach. 4. Eliminate unnecessary ranger patrols and fines. 5. Do not allow unnecessary development or any projects that do not fund impact /changes. 1. Bike /pedestrian paths are less expensive to build and maintain. Take a serious look at payrolls & pensions and make sure the money is in the bank before granting raises the city can't afford. 2. Increase parking fees in the downtown corridor. 1. Reduce retirement benefits. 2. Eliminate binding arbitration. 3. Freeze salaries and benefits for the highest paid city managers /employees. 4. Reduce overtime pay for police and firemen and hire new employees at lower salaries /benefits to fulfill these overtime hours. 1. Reduce salaries or no raises of top management, their pension plan will suffice if they are near retirement. -71- community Budget Bulletin Survey Responses: Program Opportunities 1. Change compensation for safety personnel to eliminate most overtime and eliminate excessive pay at all staff positions. 2. Trim all budgets 10 -20% and reduce operations /maintenance 5 -10 %. 3. Target a City /Cal Poly site to develop and rent very low cost tech job centers with fiber optic and applied science focus. 4. Refine the downtown concept plan to continue upgrading the public areas and retail stores to generate greater sales tax revenues. 5. Refine the satellite commercial areas near Cal -Poly and expand them to allow more convenient shopping (sales tax) to students. 1. Buy or replace with smaller buses, present rapid transit units are too large. 2. Do not purchase or annex more open space until Park's services budget is increased to maintain and patrol present areas of open space. 1. Small gas tax 2. No pay raises 3. Small user fee increase. 1. They could interview people who applied for jobs and find out from employers why or why not an individual was denied a job and feed back to the person to improve. 2. Install more street lights. 1. Stop spending $$ on the homeless. The money can go to better use. We need to make San Luis "homeless unfriendly ". 2. An increase of tourism and business would add revenue. 1. Bring down salaries and high pensions. 2. Eliminate unneeded politicians. 3. Cut spending. 1. Layoff excess employees. 2. Reduce benefits to public workers 3. Reduce aid to homeless program. 4. Reduce aid to affordable housing programs. 5. Lower fees and costs to builders to make San Luis a business friendly environment. 1. Reduce size of the police force. 2. Reduce size of fire department. 3. Cut overtime for Police. 4. Cut overtime for Fire. 5. Provide greater incentive for more projects like the Dalidio; more growth. 6. Leave DeVaul and Sunny Acres alone. -72- 1. Reduce out flow of money to all employees and retired persons. 2. Give discounts to builders who develop senior housing. 3. No revenue increases. 4. Watch all bidding carefully; watch all bidding using friends. 5. Partner to solve $ with Cal Poly. 6. City has some businesses that bring in cash flow. Rentals, farm, store, rent some of them 1. Across the board reduction in public employees' salaries, especially public safety. Most can afford a 10% reduction in pay. 2. Cut funding to things like the Chamber of Commerce. What the City gives is disproportionate to what the City gets. Most goes to Dave Garth's existence. 3. The city does not need so many parks. Charge a use fee for sports teams to use the grounds. 4. Solicit volunteers for a city wide park cleanup and maintenance. 1. Pension reform 1. Paying too much for City Administrator!! Review all city salaries. 2. Charge tennis players same as charging golf, etc. This can offset maintenance of courts. 3. Pursue grants for #2 above. 1. Remove parking meters downtown so we can actually dine & shop there. Meters make me avoid downtown 2. Revenue thus tax payments will go up when downtown can shine without meter hindrance 3. Support/boost tourism 4. Use the top floor of the parking structures for special events and parties. Best views in town. Bring back a 4th of July Parade 5. Lock Laguna Lake Park at night to eliminate calls to the police for night disturbances. 6. Fine residences for blight, parties, etc. and enforce disturbances. 1. Restructure pensions 2. No more raises to Police /Fire; Administration 1. Reduce use of outside consultants 2. Increase annexation, especially along Broad Street airport corridor 3. Actually have police enforce laws (ticket $$) against drivers on cell phones and bikers running stop signs. 1. Look to other bodies to do social services - i.e., senior services (I am a senior), youth activities 2. Review benefit package for Top management to avoid City of Bell - -- management should NOT get better benefits than hourly workers!! 1. Property tax assessments for specific projects 2. Take a close look at Police and Firemen retirement /disability funding - it's financially killing us statewide -73- 1. Reduce city employee costs including retirement benefits 2. More business and more housing means more tax income to the city 1. Year round schools 2. Stop senior discounts 3. Require churches to pay real estate taxes 4. Stop funding transients 5. Require school athletics to be self - funded 1. Re- evaluate staffing, needs throughout city government 2. Re- evaluate building use, etc. to max E efficiency. if cut staff on Fridays, cut ALL so building E costs minimized. P.S. furlough Fridays not efficient for community - If go to 4 /10s for instance, why not Wed? Citizens will adjust to altered open times. 1. Close the golf course - this is a financial drain and does not have a positive financial effect on the city or local businesses. Perhaps it could be used as (open space until fiscal issues change. 2. Reduce use of money used for art work projects, many local artists or art classes at local schools would most likely donate art skills. 3. Have fire department paramedics provide ambulance transport charging insurance companies for their services 4. Push back road maintenance and black topping 5. Use that big new dispatch center to provide 911 operators to other cities through a contract. 1. Discontinue subsidies to business groups. 2. Seek competitive open bids for City capital improvement contracts, no sweet -heart insider deals. 3. Increase hotel taxes on out of town guests. 4. Institute alcohol tax to pay for negative impacts it brings to community. 1. Reduce /eliminate outside contractor costs whenever possible using staff instead 2. Eliminate: from the next 2 year budget all "looks good /feels good" projects -now is not the time for those 3. Actively seek Federal stimulus funds etc. 4. Close everything down (except public safety) 2 Fridays each month and include those as unpaid leave days for all employees 5. 'Sell all excess inventory -fleet, property, etc. 6. All city employees take a 5% pay cut for 1 year 7. Increase employee share of medical benefit costs g. Bring back retired employees "part - time" to fill vacancies 1. Cut out police & fire overtime. Hire enough staff to cover bases so overtime is not needed. That seems like a duh. Wow, that salary table in the Tribune was interesting. Overtime in SLO? Really? It's not LA. -74- 1. Pay firemen based on "average" of similar cities. These professionals are overpaid and underworked. 2. Decrease salaries for Police - carefully monitor overtime costs -bring sanity to uncontrolled overtime 3. Work to control "union greed" (particularly fire. Rescind binding arbitration. 4. Synchronize pedestrian crossing with traffic light sequences -often one person stops 3 -5 cars; causes air pollution and wear 5. Have Park Rangers do something other than drive by sites in big Ford pickup. There are often two people that never leave vehicle. 1. Higher downtown parking and ticket fees 2. Higher property taxes on retail areas /malls outside the downtown area (this is where service costs i.e. fire protection, police, etc.) are higher 1. Ration water usage 2. Drought tolerant plants in public spaces and new developments 3. Impose fines for irresponsible water use in drought season (like power washing sidewalks daily) 4. Harvest and utilize rainwater for irrigation 1. Increase fees for city park usage 2. Increase fines for disturbing the peace with loud parties, etc. 1. Stop overtime for public employees (I worked over 30 years in public services without one hour of paid overtime) 2. Develop Higuera between Marsh & Madonna 3. Change over every city light to LED 4. Once a month day off without pay for City employees 5. Quit sending businesses to the county land I . Money for fire planning and protection should have been set aside when the open space areas were purchased and considered part of the overall cost of acquiring these properties, obviously too late now. Hopefully the City is more aware of this need than they have been in the past. 2. When development on LOUR was first proposed, a big deal was made about how much money it would generate for the City. Where is all this money going anyway? If all you're trying to do is get to and from Hwy 101 and not shopping, you're paying a big price in aggravation, lost time, burned fuel, etc. and you can thank the development along LOVR for it. 1. Reduce expenditures on police & security 2. Reduce wasted water by changing sprinkler settings for town buildings i.e. courthouse 1. Cut salaries and pension costs. They are too high. -75- Community Budget Bulletin Survey Responses: Program Opportunities As a 30 -year resident & 30 -year public safety employee, I was deeply offended when firefighters used /abused the public trust by standing outside supermarkets with petitions for binding arbitration. Their greed has now come back to haunt them with increasing public outrage at police /firefighters salaries & benefits. Many people I know, including myself, will not vote for an extension of Measure Y until binding arbitration is reversed. Look at those pensions - see how Cal Poly gave a raise just before retirement - that stinks. Please work on that if it needs addressing in the city. People live a long time. Pensions are going to cause problems. 1. Eliminate "overtime" - since when do salaried employees receive overtime pay? 2. Reduce spending unnecessarily to "prettify" downtown for tourists at our expense 3. Fine all the airplanes that fly SO low and loudly over our homes 24/7 4. No more grants & property tax breaks for the people who can afford million - dollar -plus "historic homes ". 1. Raise taxes! 1. Increase or place tax on all rentals 2. Decrease City Manager and City Attorney salaries 1. Eliminate or reduce drastically overtime pay - hire new blood and don't burn out those we already have. This approach is not sustainable nor beneficial in the long run. 1. Downtown parking passes for residents 2. Increase parking cost to tourists 3. Encourage businesses & schools to have different opening hours 1. Decrease overtime to Fire & Police employees. 2. Limit the types of pay that police and fire can use towards increasing their pensions 3. If they take pay in lieu of medical insurance, do not let that increase their pensions 4. They are obviously overpaid if there are hundreds of applicants for each position 1. Have private industry bid on jobs the city does 2. Change pension system 1. Do not increase revenues. You don't have a funding problem, you have a spending problem 2. Rollback impact fees to generate more construction jobs 3. Get more aggressive with grants to fund local government efforts 4. Fight State attempts to take local government funding 1. Modest sales tax increase to fund above priorities [ traffic congestion on LOVR, preservation of open space] -76- community Budget Bulletin Survey Responses: Program Opportunities 1. Reduce Fire Dept budget - personnel is overpaid, police are overpaid 2. City personnel is overpaid. No new taxes 3. Stop any funding programs aimed at illegal immigrants 4. City manager is overpaid! 5. Work within your current budget 1. Tax car dealerships /restaurant tax continue to tax tourists 1. Property tax override vote for about $1 for $1000 value 2. Increase sales tax 1/4% 3. Increase fees 1. Ask/require top paid administrators to donate /take pay cut to increase revenues. 2. Promote tourism, host cultural, culinary events to bring in visitors 3. Hire disabled workers and supervised inmates, community service when possible 1. Keep an eye on all costs - concentrate on essential - you are doing great - thank you 1. Stop paying overtime 2. No more company cars 1. Slow down the process of approving new development. There is not enough water for more development. Every homeowner is suffering plumbing expenses from poor quality high mineral groundwater 2. Less Development = less congestion on existing roads 1. Ballot measure to fund Nacimiento water cost 2. Use tax increment financing to enhance business success and City sales tax receipts 3. Ordinance revisions by staff or relatively cheaply by consultant 4. Partial staff person expense well worth the additional cost 5. Grants and existing staff can meet this goal 1. Contract fire protection w /Cal Fire 2. Eliminate one or more of the city Biologist positions (arborist ?) 3. More events @ Laguna (revenue ?) 4. Fewer bus routes 5. Eliminate inter -city mail (department mail) if used 1. No more double decker buses 2. Right turn off Madonna onto LOVR to be a "no turn on red" - the two turn on lanes (Madonna) make it dangerous for those turning left w /green light (off Madonna onto LOVR) and for pedestrians of night especially 1. Delay road paving improvements to safe funds 2. Reduce the number of advisory bodies and commissions by consolidating them to save funds 3. Delay /prioritize major new studies /projects until economy is better -77- 1. The costs for Police & Firefighting are out of control. Reduce their salaries & budget 2. Eliminate overtime for Police & Fire Dept., hire at lower cost w /no overtime 3. Eliminate binding arbitration for Police & Fire Dept. 4. The City Council should stop being intimidated by the unions 5. Stop wasting money on street signs (that are not needed) & High tech pedestrian signs 1. Eliminate overtime pay city employees 2. No benefits to illegal immigrants 1. I would like to see City leadership come up with a list of choices for citizen consideration rather than asking for our cold -call recommendations. Isn't it leadership's responsibility to put unfinished business before all of us? 1. Reduce Police & Fire salaries - Revisit mandatory staffing level for the fire dept. to reduce OT expense 2. Ban the use of city resources for memorials or limit these expenditures to a reasonable amount. Ex: the recent memorial for past fire chief was incredibly overboard and wasteful. 3. Landscape or rockscape South Street between Broad Street & Higuera 4. Continue connecting the City to Sea bike path - excellent work so far :) 1. Pay realistic salaries and benefits to city employees - fire & police 1. Public indoor salt -water pool - I know - it's a dream 2. Avila Hill in town should be developed into a Park and Chumash museum. Why has there not been a decision on this 3. Liquor store and University Square shopping mall should plant more trees (not Palm ones - too Orange County) 4. Water fountain on Marsh too small 1. None of the above [reference to stop growth, traffic signals, OT] will happen because nobody in charge has the gumption to shut down these giant EMPIRES that have been built. 1. Control runaway payroll and pension costs 2. Look for programs or services that have exhausted their utility /purpose 3. Any new programs should have a sunset clause built in 1. Police & Fire salaries/ pension allowances Must be Reduced. Institute layoffs if necessary. The Police wage scale is absolutely ABSURD! 2. Stop frivolous, endless, and ceaseless Public Works projects. I've never seen more roads paved, dug -up and repaved again in such a small city. The "Dave Romero Era" is over w /good reason. 3. Reduce the Public Works staffing levels. 4. Do we really need "Park Rangers ? ? ?!!" 5. Review All salaries & city employees and reduce if necessary -78- I . Overtime eliminated or greatly reduced 2. Reduce travel /conference 3. Cut mileage reimbursement 4. Write tickets to those driving & talking on Cell Phones 5. Cut PERS percentage City pays & make employees pay more 1. Keep police patrol visual 2. New business needs to cover the coast of the services & resources they use. If a business requires a resource we don't have, Don't go to a new source & hope it will always be available at an unknown price (such as water) 1. Coordinate volunteer efforts 2. Facilitate building and other permits 3. Encourage coordinated discussions 1. Reduce overtime compensation, example -there was a 911 call in our residential area recently (Sunday) 5 patrol cars came (SLOPD) and 1 paramedic fire truck 1. Attract a business tax base for #1 above 2. Another sales tax? 3. No more expensive arbitration...... 1. Donations /work days for bike paths 2. Looking at my water bill, I would expect a surplus at City Hall 3. Laguna Lake golf tournament /fundraiser? Farmer's Market raffles, fundraisers? 1. Tougher negotiations with fire and police unions 2. Raise parking meter and parking lot costs 3. A gasoline tax in SLO 1. Better control of public safety personnel costs, especially overtime pay 2. Put to the voters a proposition to eliminate binding arbitration 1. Renegotiate wasteful public employee union work rules - why must a fire engine & crew accompany paramedics when there is no purpose? 2. Work with Poly to create high -tech start-up area of the city to create jobs that are higher - paying than retailing. Enough stores!!!!! 3. We have lots of highly paid city staffers to answer this question - it's their job. Get some creativity in city hall, not some old "let's raise the sales tax!" mentality! 1. Small, necessary SHORT TERM tax increase if needed to provide Critical services and fiscal health 2. Prioritize services to those most vulnerable in our community 3. (sob) raise parking citation fees (not parking meters -which works against downtown businesses) -79- Community Budget Bulletin Survey Responses: Program Opportunities 1. Reduce the number of streets to be repaired if necessary! 1. Reduce all employee salaries by 10% including all office managers 2. Cut medical and retirement benefits 3. Continue the services we want and expect from the city. 4. Eliminate all nonessentials (newsletters etc.) 1. Turn off water valves after it rains 2. Increase fines to students /persons who are disorderly & cause property damage 3. Have bar owners pay an extra tax for increased patrol & protection downtown 1. Cut upper and middle administrative positions 2. Got to a more horizontal organizational structure 3. Reduce salaries /benefits 4. Share benefits cost with the employees 5. Go to a two- tiered salary & retirement system 1. Put on hold & divert any monies spent on fluff such as "historical looking" street name signage - wasteful! 2. I'd urge the city to reconsider allowing vacation rentals to increase bed tax collected - as well as other permit (business) fees. The old arguments against VRs are weak, as owners of homes that are offered for 'lodging' take particular care in their maintenance and upkeep and are very careful to protect these homes from visitors who do damage. 1. Maintain or reduce employee salaries - discontinue use of comparative data to justify increases 2. Increase retirement age gradually until on a par with social security 3. Eliminate creation of new positions unless offset by reduction of a position of like cost 4. Never fund new positions or salary increases with soft money 5. Ensure that revenue projections are realistic and not based on undue optimism 1. I am assuming you are cutting waste where you can 1. Levy additional fees on downtown bar owners to provide for an increased police presence 2. Levy significant fines to bar owners who serve patrons who should not be served and who violate noise level ord. 1. Charter amendment repealing binding arbitration 2. Modify ALL employee pension plans to Pre -1999 formulas (for future & current employees) 3. Repeal ordinance requiring prevailing wage rates on Public Works projects 1. Focus on personnel costs, salary & benefits. Salaries are VERY high for this area. Pension benefits are WAY too generous 2. Repeal binding arbitration 3. Use outside contracting especially for landscaping & maintenance -80- 1. Limit pensions - grandfather in the current and limit the new. Many people will still apply and want to live here. It's the happiest city! The cost saved here can certainly fund the above priorities (schools, bike paths, tree maintenance) 2. Thank you for Asking! 1. Reduce the police force 2. Reduce local government administration jobs /salaries 1. It seems the City always has excess money for someone's vision like new bus, new signs, dig up street, repave then dig again. Street department manager needs to get projects more organized 2. Cut City workers pay and benefits 1. Hire me to make sure everyone is working 2. Put the guys standing around watching in a truck with shovels and tar to fill holes Pave parking lots, put lines on it and we can park easy & will save water not having flowerboxes wet 1. Do not acquire any more green space - this only adds to the amount of property to maintain 2. Do not buy anymore double decker $1MM buses 3. Renegotiate labor contracts at earliest opportunity 1. Strike balance between restrictive regulations and aggressive entrepreneurs 2. Continue relationship with Cal Poly 3. More section 8 assistance 4. Limit annexation 5. Continue land acquisitions 1. Reduce pension costs 2. Taxes if needed 1. Get ride of binding arbitration for unions 2. Lessen permit fees for building commercial and residential buildings 3. Reduce city salaries 1. Total waste of $ spent on Morro Street closures for bike path. Just could of turned it into a bike path period and let us stop at the stop signs. 1. Since construction has dropped considerably, city positions should be eliminated accordingly 2. Subcontract most of the labor and eliminate many city positions thusly stimulating small business and eliminating unrealistic pension expectations 3. I believe the key is subcontracting. Equipment purchases & maintenance would be eliminated. Lots of City government jobs would be shelved but the bottom line would be much more manageable. Do you have the guts to propose such measures? -81- 1. Planning - require construction & remodels to begin to plan/build for integration with city & county services (buses, etc.) 2. Budget - no raises (COLA), staggered work weeks for employees so coverage is 5 days (or 6 -7) per week for services 3. Limit overtime with skeleton crews & utilizing volunteers to assist 1. Parks and Recreation areas for the children and young people - top priority 2. Ask the public for donations to make the parks better for kids 3. Stop calling in sick to play golf all day 4. Try to lower overtime costs 1. Defer open space acquisition 2. Defer public art 3. Increase got efficiency by eliminating or reducing process requirements 1. Reduce overtime pay for city employees 2. "Realistic" salary & compensation for city employees 3. Reduce excess & expensive projects like signs /traffic light upgrade 1. Bring to light to public & address problems (reference "prompt employee honesty ") ex- city sells surplus equipment to scrap metal dealer - employee bus back from dealer and makes huge profit - not once but several times. City says they investigate but no one contacts scrap dealer - why shouldn't the city sell items at bid and reap the profits. 2. (Reference 'contract certain services') Contract fire protection to Cal Fire like other cities - huge savings - pension, overtime, etc. Also does $40,000 worth of chrome items make a new fire truck run any better? 1. Increase parking fees for cars 2. Sorry I wish I knew more 1. Reduce overall payroll, eliminate mandatory arbitration with police 1. Keep raising increased sales tax and consider further increase for natural resource acquisition 1. Local business sponsorships, ticket sales 2. Affordable ADU program, affordable housing fund (in lieu fees) 3. Transit occupancy tax 4. Volunteer creek cleanup program, usage fee based on % impervious surfaces / paving 5. New development impact fees 1. Keep city worker salaries low 2. Create fund raising events - family friendly 3. Promote more tourism -82- 1. Cut senior services - it sucks getting old 2. Eliminate binding arbitration 3. Get cheaper cops & firefighters. Keep the equipment just offer positions for nationwide pay average 1. I am an average citizen who has no idea about a city budget. YOU ought to know about these matters. Anyway, number one would cost nothing (reference 'pressure Cal Poly to build more student dorms and Cuesta resident area ") 2. Build pressure on landlords for maintenance of property. Give heavy fines to landlords who fail to maintain their properties. This type of pressure might lead them to sell their property to a family. 3. Make deals with nurseries to donate trees. Make deals with locals who want trees and ask them to help financially, with their time, or both. 4. No cost 1. Have a fair with lots of vendors - charge admission - affordable (stupid idea) We don't need to replace anymore of the old beautiful police cars with thug mobiles - they are insulting, in fact, have downtown police walk their patrol in friendship down streets - then no cars at all there. 1. Freeze all wages and hiring of new employees 2. Lay off as necessary like private sector 3. Replace City Manager and promote from within current labor force 4. Layoff / reduce police force to bring SLOPD budget to more "realistic" goal 5. Cut overtime in Fire Department - eliminate some Captain positions - too many Captains currently 1. Reduce the amount of overtime for high paid city employees 2. Increase ticketing of traffic or parking fines 3. Increase the rates for water use 1. Reduce Police/ Fire retirement 1. Fine the groups that exceed the noise level 2. Fine drivers who drive holding cell phones or other devices that distract their attention. A car is a lethal weapon; their inattention is asking for an accident 3. Revisit the city retirement benefits for employees. The existing program for Fire and Police retirement will bankrupt the city. Look at retirement for all employees. 4. Fine drunken behavior anywhere in the city 5. Encourage RV and movie productions to use the city for their locations 1. Eliminate costs re: flood control by cleaning out the creeks for easy water flow and no back -up 1. Increase revenues -83- Community Budget Bulletin Survey Responses: Program Opportunities 1. Police & Fire personnel - new police receive $90,000 per year ... Dept veterans of 6+ years should receive that type of salary. The pension scale of what is being paid out is the worst SLO CY budget breaker 2. Old pipes, bridges, pavement is a constant _ on budget 3. City growth should not defy gravity! Remember that H2O; _ runs downhill 4. Encourage more nuclear growth as well as other 'green' enterprises 5. Planning takes 3+ years in SLO and fees to build a 3000 sq ft residence cost $100,000, that is simply too damn much! It encourages quality builders to go elsewhere to work. I don't mean to 'overgrow' the town; its beauty or resources, but don't make it impossible. Thanks for asking. 1. Increase amounts /frequencies of traffic violations in City to help enforce courteous driving and raise revenues through fines - steep fines! 2. Enforce vehicle code laws concerning speed, safety, and driver attention (no texting, no cell phone use, no drinking or applying cosmetics while driving) 3. Public safety officers need to be funded so that existing codes /laws will be strictly enforced for general safety and consideration of others - or $teep fines for violation$ up to surrendering licen$e$ and impounding vehicle$. $$$ Fines to help raise funds for public safety. Thank you 1. Council should take an active role to return to the voters and repeal binding arbitration for police /fire 2. Renegotiate retirement rates for police & fire and general employees (2.7% at 55) too high 1. Reduce the layers of management in all departments including PD, FD, Roads, etc. 2. Roll back pension contributions to pre -1995 levels 3. One -half cent retail sales tax increase for all types of businesses involved in direct sales - earmark revenue for infrastructure, not wages 1. Cost of living reduced and CAL tax! Will bring V Ordinary family can't afford better tomorrow, we afraid to spend little that we have ... Our state is the only that increased % 2. Planning parenthood, limit four kids! (very controversial) -but less state support. Planning smart for 1 parent families. 1. Cut employee costs. This is a reality the private sector had to deal with over the last two years. It's time for you guys to do the same. It has to include more than just not replacing retiring workers. Police and Fire personnel (the 2 most expensive employees) need to be cut back. 1. I pulled over and watched a city road repair crew working 3 or 4 weeks ago. One employee was sitting in the truck. One was digging and one was leaning on a shovel while a fourth person (supervisor I assume) was just watching. There are a minimum of 2 employees for every legitimate job in the public sector jobs arena. I have been a private business owner for 60 yrs. and these words are true and correct. 1. Eliminate funding for the poor. This attracts more of the people that do not wish to work hard to succeed. Social service programs only support those who can't or will not support themselves. California is known as a welfare state. Do not support this direction. -84- 1. Get rid of traffic light intersections where a traffic circle would do the job. A great spot would be Marsh & Johnson or Laurel & Orcutt (that intersection is ridiculous). Circulation in SLO is way more complicated than it needs to be (ever travel in Europe ?). 2. Obviously: Pay police and fire more realistic wages and cut down on the toys they buy. Every few months it seems like I see a new police vehicle. 1. Hotel tax increases 1. Apply for any appropriate grants 2. "Adopt a Tree" or request a donation from homeowners on streets where planting is to be done 3. Reduce watering at Meadow Park along South Street where it just runs off into the street 1. Cut excess number of employees. Evaluate how each employee spends their time. I see employees driving around in trucks /cars; wandering the streets talking on their cell phones. Also see them parked for an excess amount of time doing nothing. Maybe a break, but likely not given the time. 1. Cancel building of a dormitory for vagrants. Require them to work at jobs such as raking leaves, clearing debris in our creeks, picking up trash in our parks and issue them a food ticket to be presented at Prado kitchen. If you don't work, you don't eat. 2. Arrest those vagrants that sleep under our bridges and require them to clean up other vagrant camp grounds. Keep them out of SLO Creek. Much of your e. coli comes from their use of creek for toilet. 1. New contracts for Fire, PD, and share health care and benefit costs with employees 2. Additional business taxes on smoke shops like the one in Marigold Center 3. Requirement for triple existing college community service hours - partner with them to control noise complaints 1. We need to bite the bullet and let staff go. That is the best way to reduce costs. 1. Tourism 2. Grants 3. Federal government programs 4. Work with unions during recession, especially to adjust rates of pay 1. Stop installing traffic signals and left turn signals where none are needed. If you are going to use high -tech systems such as cameras at signals then get them to working properly. Better time lights to avoid stops every 100 yards on main thoroughfare (Johnson Ave). 2. Reduce stafVsimplify processes- rather than resist the squeeze that comes from a tight budget, adapt as the private sector does. 1. Reduce street expenditures 2. Raise parking fees -this also discourages driving and promotes non -car commuting and errand running. -85- Community Budget Bulletin Survey Responses: Program Opportunities 1. Repeal binding arbitration for police & fire 2. Bring city salaries in line with private sector including value of benefits 3. Reduce parking fines to encourage downtown shopping 4. Increase fees on bars for policing downtown 5. Cut the bureaucracy in planning, development, building areas 1. Enforce the cell phone /driving law with steep fines 2. Increase developer fees to maintain greenbelts 3. Less costly Utilities Dept. mailers 4. Repaint parking lines in garage at Post Office so that people in metered spots don't take up two spots because they cannot park easily. 1. Tourism provides a significant revenue source to the City. However, tourism and revenue could be greatly increased if the downtown area was made more attractive and pedestrian friendly. This could ne achieved by restricting paring on the downtown section of Higuera Street and widening the sidewalks to allow outdoor dining and retailing in the summer months. 2. A lightly traveled cross street such as Garden Street should be made into a pedestrian precinct between Higuera and Marsh Streets. In other cities pedestrian precincts have attracted more retail business activity. The recent Court Street and Downtown Center developments have already demonstrated their feasibility in SLO. 1. Road thoroughfare -apply for a Federal, State or regional monies for road 2. Seek sponsorships for parts of the bicycle path 3. Hiring freeze on non - police and fire personnel 4. Administrative pay cuts of 15% 5. Increase sales tax by 1/2% to keep money on hand to meet future /current budgets 1. Revise current union agreement with police and fire unions for remove binding arbitration 1. Ballot measure to eliminate binding arbitration 2. Sales tax increase made permanent 3. Train city workers to be more efficient- especially public works department and building department. 1. Eliminate overtime pay 2. Fire Katie L. and hire someone more qualified for less pay 3. Don't swap or sell city property. Don't spend any money on art. Nature provides scenery better than art. 4. Eliminate housing development; more housing means more traffic congestion 5. Reduce budgets for all departments. Add no positions. 1. City employees must start to pay in pension plans and salaries frozen. The salary structure for city employees is totally out of wack! 2. Police & Fire personnel need to be cut 3. We don't need a 1.4 million dollar fire truck or a new fire station 4. No new taxes! City gets enough revenue -live within your means! -86- 1. Eliminate the salaries for council persons and Mayor (they don't need it, they have enough money and do it for vanity) 2. Eliminate SLOPD bicycle patrol program 3. Stop funding arts projects (ugly sculptures, painting utility boxes, etc.) 4. Install more efficient lighting in public buildings. No incandescent, fluorescents, Cols (use LEDs instead) 5. Don't leave the lights on when no one is there 1. Pay city /police /fire employees less 2. Promote more events, i.e. concerts to attract visitors and locals 1. Find ways to roll back pension (but not current pay and benefits) costs 2. Separate negotiations for pay and pension. If this requires ballot measure, support it. 1. Use city staff instead of hiring expensive consultants 1. 1 Now, you can cut costs and tighten your belts, just like the rest of us! Tax everybody $1.00 once a year "Help our City Out Day!" People are always saying how they love it here. 1. Increase vehicle parking fees in the downtown area 1. Put off non - essential downtown improvements that are not related to safety issues 1. Eliminate cell phone texting and data. The City ran well for years without that. 2. No raises for City management (non -union workers) 3. No social services or health care to the undocumented (illegal aliens) -87- Recommended City Goals COMMUNITY GROUPS /OTHERS Subject: RQN Having lived near Cal Poly for over 50 years, and having served on the City Planning Commision for 9 years I am very famiiar with the dilemma facing the Council regarding the budget and the continuing city neighborhood patrols. I do believe the proposal put forth by RQN is a good one and should be adopted by the City Council. Thank you for your consideration - -- -John H Evans From: Allan Cooper (allancoope @gmail.com) Sent: Monday, January 10, 2011 7:46 PM To: Marx, Jan; Ashbaugh, John; Smith, Kathy; Carpenter, Dan; Carter, Andrew Subject: January 11, 2011 Budget Preview Meeting: SLO Pedestrian Plan January 10, 2011 Regarding: January 11, 2011 Budget Preview Meeting: SLO Pedestrian Plan Honorable Mayor and Council Members: Save Our Downtown feels that there is some urgency in addressing a San Luis Obispo Pedestrian Plan at this time as the City could coordinate such a plan with the proposed Garden Street Terraces Project, the proposed China Town Project, a "re- energized" Conceptual Physical Plan for the City's Center (the "re- energization" or adoption of which could also be prioritized for the January 29th Budget Workshop), with the proposed location of future parking garages (specifically with the location of the proposed Nipomo /Palm St. garage) and. with the Prop 84 grant funding for updates on the Circulation and Land Use Elements. The City has already become heavily invested in the formulation of such a plan. In 1992, the City embraced The Physical Plan for the City's Center. This document has never been formally adopted but is referred to in an advisory capacity. Most importantly, this document was intended to be updated on a periodic basis. It's time for it to be updated! In 2003 a draft pedestrian plan was put together by staff along with a consortium of Cal Poly CRP grad students. Then in 2004 a consultant was hired to work on such a plan. A pedestrian lighting plan has recently been adopted and in lieu of a SLO Pedestrian Plan, the City has prevailed upon the Garden Street Terraces Project developers to adopt the Garden Street Improvement Plan. As for available resources, we have assembled a subcommittee comprised of Dr. Evangelos Evangelopolous, adjunct professor at Cal Poly, Russell Brown, retired Dean of Student Services and yours truly to brainstorm a work plan and some design performance specifications for such a plan (see our first draft below). We have become familiar with possible precedents for such a plan and will continue to research these precedents. We are eagerly joining forces with a number of the authors of the Conceptual Physical Plan for the City's Center including Chuck Crotser, Ken Schwartz, Pierre Rademaker, Andrew Merriam, Brian Starr and Rod Levin in our effort to formulate a pedestrian plan and incorporate it into their document. Save Our Downtown also feels that it is incumbent on the • hard copy: maft RED FILE o COUNCIL 0 CDD DIR MEETING AGENDA v CITY MGR n ASSTCM C FIT DIR o FIRE CHIEF DATE �! �� ITEM #�/ �f o ATTORNEY n CLERK/ORIG o PW DIR o POLICE CHIEF o PIB o PARKS & REC DIR From: i'ei vans o TRIBUNE o UTILDIR To: imark agslocity;,ora 0 NEW TIMES o SLO a HR DIR CITY NEWS o COUNCIL Cc: lashbaugh@siocity.org ; acarteraslocity.crg ; kSmithAslocity.org ; dcar ent r slocit o CITY MGR Sent: Tuesday, January 11, 2011 11:00 AM o CLERK Subject: RQN Having lived near Cal Poly for over 50 years, and having served on the City Planning Commision for 9 years I am very famiiar with the dilemma facing the Council regarding the budget and the continuing city neighborhood patrols. I do believe the proposal put forth by RQN is a good one and should be adopted by the City Council. Thank you for your consideration - -- -John H Evans From: Allan Cooper (allancoope @gmail.com) Sent: Monday, January 10, 2011 7:46 PM To: Marx, Jan; Ashbaugh, John; Smith, Kathy; Carpenter, Dan; Carter, Andrew Subject: January 11, 2011 Budget Preview Meeting: SLO Pedestrian Plan January 10, 2011 Regarding: January 11, 2011 Budget Preview Meeting: SLO Pedestrian Plan Honorable Mayor and Council Members: Save Our Downtown feels that there is some urgency in addressing a San Luis Obispo Pedestrian Plan at this time as the City could coordinate such a plan with the proposed Garden Street Terraces Project, the proposed China Town Project, a "re- energized" Conceptual Physical Plan for the City's Center (the "re- energization" or adoption of which could also be prioritized for the January 29th Budget Workshop), with the proposed location of future parking garages (specifically with the location of the proposed Nipomo /Palm St. garage) and. with the Prop 84 grant funding for updates on the Circulation and Land Use Elements. The City has already become heavily invested in the formulation of such a plan. In 1992, the City embraced The Physical Plan for the City's Center. This document has never been formally adopted but is referred to in an advisory capacity. Most importantly, this document was intended to be updated on a periodic basis. It's time for it to be updated! In 2003 a draft pedestrian plan was put together by staff along with a consortium of Cal Poly CRP grad students. Then in 2004 a consultant was hired to work on such a plan. A pedestrian lighting plan has recently been adopted and in lieu of a SLO Pedestrian Plan, the City has prevailed upon the Garden Street Terraces Project developers to adopt the Garden Street Improvement Plan. As for available resources, we have assembled a subcommittee comprised of Dr. Evangelos Evangelopolous, adjunct professor at Cal Poly, Russell Brown, retired Dean of Student Services and yours truly to brainstorm a work plan and some design performance specifications for such a plan (see our first draft below). We have become familiar with possible precedents for such a plan and will continue to research these precedents. We are eagerly joining forces with a number of the authors of the Conceptual Physical Plan for the City's Center including Chuck Crotser, Ken Schwartz, Pierre Rademaker, Andrew Merriam, Brian Starr and Rod Levin in our effort to formulate a pedestrian plan and incorporate it into their document. Save Our Downtown also feels that it is incumbent on the City to form a Citizen's Pedestrian Advisory Committee in lieu of relying on the City's Bicycle Advisory Committee or on the SLO County Bike Coalition to address pedestrian safety and circulation in San Luis Obispo. The projected cost of such a proposal would be negligible as it would only involve some staff time and the use of the City /County Library or the Ludvig Center for public outreach purposes. As an aside, we also endorse the Bicycle Advisory Committee's Highest Priority to improve the maintenance and safety of bicycling and pedestrian facilities in conjunction with Pavement Management Projects. Thank you for your time and consideration! Allan Cooper, Chair Save Our Downtown 756 Broad St. San Luis Obispo, CA Draft Design Specifications and Work Scope for a Pedestrian Plan Sub- Committee: Draft Design Specifications: a pedestrian plan would ideally: * provide continuous visual interest along the walkways in the form of adjoining shop fronts, street furniture, paving patterns, vegetation, etc. * insure that pedestrian walkways are comfortable, both physically and psychologically in the form of solar access, views, rain and wind protection, etc. * create more short blocks - frequent places to cross and frequent choices of direction (i.e., as indicated in the Conceptual Physical Plan for the City's Center) * insure that public services (i.e., public rest rooms, parking garages) are within easy walking distance * insure that walkways would connect points of historic and natural interest • insure traffic calming along pedestrian paths • provide audible pedestrian signals and curb ramps • mitigate against a `fence effect'" that makes crossing high traffic volume (or wide) streets difficult (i.e., Santa Rosa) • mitigate against incomplete or inadequate sidewalks • make underpasses and overpasses inviting (i.e., Broad St. /Highway 101 underpass) • create pedestrian pick -up and drop -off locations • create pedestrian linkage to mass transit Workscope: to determine need for a pedestrian plan, research would go into: * the location of pedestrian /vehicle /bicycle collisions and mitigate (and research reasons for pedestrian collisions • school - related (i.e., Mission Prep) pedestrian activity and hazards • walking rates Workscope: community outreach would involve: • public workshops • a Citizen's Pedestrian Advisory Committee • joining forces with the SLO Bicycle Advisory Committee and the San Luis Obispo County Bike Coalition (whose mission is: "to transform San Luis Obispo County into a safer and more livable community by promoting cycling and walking for everyday transportation ") 547 -2055 Workscope: revisit and coordinate the proposed pedestrian plan with: * A Conceptual Physical Plan for the City's Center (perhaps this plan could be up -dated and adopted) • existing and proposed locations of parking garages • proposed location and design of mid -block connections for the Chinatown Project and the Garden Street Terraces Project * precedents and best practices for pedestrian plans in other cities (i.e., Oakland and Sacramento) In conclusion this is what we hope will change with the adoption of a SLO Pedestrian Masterplan: * less ad hoc planning for the location of proposed parking garages (i.e., locating the garages wherever the City happens to own land) * less ad hoc response to the Conceptual Physical Plan for the City's Center (resulting from the fact that this plan has never been formally adopted or updated) * more stringent requirements insuring that proposed walkways have solar access, are protected from inclement winds, are comfortably wide and are buffered from traffic and trash pickup J, 114AL San Luis Obispo Downtown Nssociation PO Box 1402 San Luis Obispo California 93406 Phone 805 -541 -0286 Fax 805- 781 -2647 www.downtownslo.com 5 January 2011 To: Mayor Jan Marx and City Council members Froi eborah Cash, Executive Director San Luis Obispo Downtown Association Re: Recommendation for 2011 -13 Two Year City Goals The Downtown Association Board of Directors met recently to formulate a recommendation for the Council's consideration during the goal setting process. Based on the current state of the economy and the City's fiscal challenges, the Board feels its recommendation provides an opportunity to realize increased revenues while at the same time reduces the need for services related to late night activity in the Downtown area. The formal recommendation is that the City partner with the Downtown Association and the community in implementing the concept of a hospitality zone in the Downtown area. As discussed at a Council meeting in November, both the Downtown Association and the City have expressed desire to further research the hospitality zone concept proven successful in other communities with similar challenges. It is safe to say that an increase in sales tax —the City's number one income source — coupled with a decrease in police and emergency response services could be achieved with carefully planned and managed programs that create safe and vibrant places for people to socialize. A commitment to this partnership would entail providing resources and amenities to motivate Downtown businesses to stay open longer in the evening and allow the general public to feel safe and comfortable while there after dark. It makes sense to maximize the efficiency of the infrastructure already in place in one of the City's highest performing sales tax districts. This request heralds a new way of moving into a future that augurs a budget shortfall, a lagging economic picture, a continuing saga of issues associated with late night activity in Downtown and a need for doing things differently. The Downtown Association Board believes the idea of capitalizing on what we already have and forming partnerships to expand on our attributes is a bold approach to not only solving our 'problems' but to reaching new heights as a community. The Downtown Association thanks the Council for its consideration of implementing a hospitality zone in the Downtown area as a major City goal for the next two years. It is foreseeable that doing so will bring a high level of return on the investment. cc: Katie Lichtig, City Manager Chief Deb Linden, SLO PD Claire Clark, Economic Development Manager SLO Downtown Association Board of Director San Luis 1039 January 6, 2011 Obispo Chamber of Commerce Chorro Street • San Luis Obispo, California 93401 -3278 (805) 781 -2777 • FAX (805) 543 -1255 David E. Garth, President/CEO Mayor Jan Marx and Members of the City Council City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Re: Goal- setting and the budget process for 2011 -13 Dear Mayor Marx and Council Members: The San Luis Obispo Chamber of Commerce Board of Directors respectfully submits our top priorities listed below as the most important goals for the City to accomplish in the next two years. These recommendations were reached after extensive discussion and evaluation that directly engaged over 80 business and community leaders. They represent long -term investments in our quality of life, which the Chamber believes is critical at a time when the City continues to face the challenges of declining revenues and increasing expenses. No longer can our city function in a "business as usual" manner. Regardless of the economic climate, it is clear that fundamental structural transformation is required for our City to preserve the standard of service that is the hallmark of our community. The Chamber believes that the City needs to respond forcefully to the new realities. Our recommendations reflect this need for change. 1. Invest more resources in Economic Development Why: • Improve the lives of our citizens by providing greater opportunities to live and work here • Increase our City's base of revenues so City services can be preserved 2 • Retain and grow head of household jobs • Send a message that we are "open for business" • Assist the local community to navigate the current economic challenges How: a. Enhanced data collection to better understand the business community and its needs, strengths and opportunities b. Active communication and intimate working knowledge of the needs and opportunities of head -of- household jobs producers c. Continue to develop a stronger City economic development brand in cooperation with the Chamber d. Continue to improve online presence e. Establish greater certainty in the development review process and nurture a culture of facilitation f. Educate and work with property owners to secure pre- annexation agreements in the Airport area and Chevron Tank Farm annexation areas g. Review development impact fees and explore new financing strategies to meet existing community needs 2. Reduce spending to achieve long -term fiscal sustainability Why: • A policy tool is needed to guide the City in achieving significant reductions so that we are not continuously managing a structural gap • Change course from the path of upward spiraling operating costs, particularly in the area of staffing • Restore public trust in government by controlling costs while addressing the public's priorities How: a. Employ a bottoms -up spending approach that critically evaluates the entire ecosystem of City operations b. Reduce General Fund staffing costs as a percentage of revenue, with goal of reaching 2002 level of 68% from 80% today c. Expand current compensation benchmarking practices to include private sector comparables and pursue creative, forward - thinking methodology in public sector compensation d. Pursue environmental efficiencies in City operations and facilities consistent with the City's climate action plan The Chamber believes that our top two priorities address the City's desire to both increase revenues and cut costs. In addition, the following recommendations will further these goals: 1) Implement pension reform a. Establish a two -tier pension plan as a first step toward more extensive pension reform b. Implement the Financial Accounting Standards Board's reporting standards - the generally accepted accounting principles for private sector businesses and non - profits - in order to understand the City's true pension obligations c. Move from defined benefits to defined contribution plan 2) Eliminate binding arbitration - City Council takes the lead in placing a ballot measure before the voters to remove binding arbitration from the city charter 3) Reduce duplication and redundancy in department functions 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 11 and in the other remaining steps in the budget and goal- setting process for 2011 -2013. We believe your leadership on these priorities will ensure a sustainable and prosperous economic future for those who live and work here. Sincerely, Michael Gunther Chair of the Board cc: Katie Lichtig, City Manager Michael Codron, Assistant City Manager Mary Bradley, Interim Director of Finance and Information Technologies From: Joseph Barnes [mailto:josephd.barnes @yahoo.com] Sent: Tuesday, December 14, 2010 5:01 PM To: Bremer, James Cc: Wallace, Christine; Stanwyck, Shelly; Lichtig, Katie Subject: Dear Friends, My name is Joseph Barnes and I am a tennis player in need of lights in San Luis Obispo. I would love to have the ability to play after work and do not understand why our city does not have a decent lighted facility for its tennis communtiy. Please upgrade the high school lights and also accomodate the demand for night time play by bringing lights to Sinsheimer Park. Thank you, Joseph Barnes S From: Chris Zielke <czielke@tuinteractiveacom> Date: January 4, 20112:18:14 PM PST To: "Marx, Jan" <jmarx tr sloc_ity.org >, "Ashbaugh, John" <jaslibaug@slocity.org >, "Carter, Andrew" <ancarter slocity.org >, "Smith, Kathy" cksmitti @slocity.org >, "Lichtig, Katie" <kIichtig slocit .ororg> Subject: Damon Garcia Field City Council Members, in your upcoming city budget planning meeting, please consisder spend more on the Damon Garcia field, so that I and my soccer club can play there without a permit. Thank you for listening. Chris Zielke to RED FILE MEETrING AGENDA DATE */ f/ ITEM # ref hard co emid]: o COUNCIL 0 CDD DIR o CITY MGR G FIT DIR o ASST CM o FIRE CHIEF o ATTORNEY o PW DIR • CLERK/OR1G o POLICE CHIEF • P1B o PARKS R REC DIR • TRIBUNE o UTILDIR o NEW TIMES o HR DIR o SLO CITY NEWS G COUNCIL o CITY MGR o CLERK COMMUNITY FORUM - SAN LUIS wOBISPO, CALIFORNIA Art Apruzzese, MTC Technical Representative, January 11, 2011 What do you recommend as a major city goal? The major city goal which the Mass Transportation Committee (MTC,) of the City of San Luis Obispo recommends is: Increase ridership and revenue on SLO Transit buses. Why is this goal important to the city? This goal is important to the City of San Luis Obispo for the following reasons: First: At a time of increasing costs (especially for diesel fuel for local buses) and stagnant or declining revenue from federal and state transportation agencies, it is imperative that the city's transit service move toward greater economic self - reliance and independence. In his staff report, dated January 5, 2011, SLOCOG Executive Director, Ron De Carli states, "With no new revenues on the horizon, State (and Federal) revenues for transportation will continue on a diminishing path ". (page C -1 -4) Second: SLO Transit provides very professional, well managed, highly regarded, state - of -the -art local bus service to the citizens of San Luis Obispo. Our new bus fleet, however, is underutilized by the public and operates below capacity on many routes. Third: Increasing the productivity of SLO Transit buses is vital to the city because it will serve to increase the bus system's revenue and farebox ratio while simultaneously reducing traffic congestion, air pollution and local reliance on sources of foreign energy, thus slowing global warming. Increasing revenue will also help prevent the need to increase fares and /or reduce bus service to our city's most vulnerable residents, its older adults, disabled, low income citizens and students. How do you suggest that this goal might be accomplished? The goal of increasing ridership and revenue on SLO Transit buses can best be achieved through the following steps: First: Update the SLO Transit Marketing flan. Second: Develop and implement a comprehensive transit marketing campaign. Third: Add a full time staff position to the city's Transit Division with responsibilities for local transit marketing and community outreach. RECEIVED JAN 10 ,20111 SLO CITY CLERK Updating the SLO Transit Marketing Plan is already well underway and this document should be available for review by the full Mass Transportation Committee, City Staff and the SLO City Council in the next several months. Page 1 A comprehensive transit marketing campaign, designed to increase ridership and revenue on SLO Transit buses will promote public awareness of alternative transportation resources in our community. This campaign will focus on alerting current and potential bus riders about the economic, environmental and personal benefits of taking the bus to school, work and shop while leaving personal automobiles at home. Direct benefits may accrue to the city as well by decreasing traffic volume on city streets and reducing related infrastructure maintenance costs. Reductions in local air pollution can also be achieved as fossil fuel use declines. Upgrading the current part-time transit staff intern to full time, and assigning this person the task of implementing SLO Transit Plan Update recommendations, will facilitate the achievement of the goal of increasing ridership and revenue on local buses. Existing federal, state and local government transit funding will provide the financial resources necessary to staff this position. It is anticipated that no additional city general funds will be required to upgrade the current transit position to full time and to implement this goal. Approval of this budget goal by city leaders will benefit the entire community. By leveraging existing transit capital and operating assistance and service more effectively through a comprehensive marketing campaign, San Luis Obispo and its citizens will enjoy improved transportation choices, stable bus fares and reliable service in the coming years. In advance of council's goal setting sessions I would like to reiterate my advocacy for increasing resources available to city staff with the goal of increasing available hours of usage at the Damon Garcia turf fields on Broad Street. This complex, requiring decades of advocacy and planning, was built at considerable cost to the city of San Luis Obispo. The number of playable hours the city has gained from its investment has amounted (according to a recent study) to about 30 hours per week. As an involved member of the sports and recreation community in this city, I believe this is not an adequate payoff for our investment. There is still a considerable amount of unmet need for turf fields in San Luis Obispo. I believe it should be a city priority to maintain this facility in a fashion that will maximize its usage and make it available to more sports activities. During the public comment period of a recent city council meeting, I was asked my opinion about options or alternatives for the fields. Subsequent research on turf fields plus meetings with local turf field managers has led me to believe that Bermuda grass is the turf of choice for most turf sports in warm weather climates due to its ability to withstand the demands of a variety of turf sports and heavy usage. A recent study, paid for by the city, claims that Bermuda grass, built on a sand base, and grown in our climate cannot support the demands of daily use. BUT, in direct contradiction to that opinion, there are many examples of Bermuda grass turf fields within 15 miles of Damon Garcia that thrive even under heavy use. The new football field at Mission College Prep. is Bermuda grass. The soccer fields at Cuesta College (constructed 30 years ago) are Bermuda as are the fairways at Dairy Creek golf course. The Cal Poly collegiate football, baseball and softball stadium fields as well as the multi - purpose and football practice fields are all Bermuda grass. Additionally, the football practice field at Cal Poly is built on a sand base similar to the construction of Damon Garcia. This Bermuda football practice field withstands the demands of daily collage football practices which again contradicts the opinions in the report obtained by the city. After touring local facilities with Bermuda grass turf, and talking to the people maintaining these fields and fairways, I believe that with enough energy and resources Bermuda grass can be encouraged to grow and thrive at the Damon Garcia sports complex resulting in additional playing hours on the turf. Most importantly these same local turf managers believe it is possible to introduce Bermuda to the Damon Garcia fields using a variety of seeding methods as opposed to tearing the field out completely and starting with new seed or sod. All of the turf managers I spoke with also offered help to the city and its staff by sharing equipment and information on over seeding, slit seeding, fertilization, aeration and testing methods. The grounds director at Dairy Creek has offered the use of their slit- seeder, which could help introduce Bermuda grass at the sports fields. I urge council to set as one of its priorities for the Public Works and Parks and Recreation departments, the creation and implementation of a plan to strengthen the turf field at Damon Garcia and thus encourage more and more varied uses of this important city asset. As Always, thank you for your time. RECEIVED RED FILE Sincerely, JAN 1 V 20111 MEETING AGENDA rw DATE / // // ITEM # Se-r o.US/ SLO CITY CLERK 0 COUNCIL n CITY MGR n CDD DIR 0 FIT DIR To: San Luis Obispo City Council From: Jeff Whitener, 11 Mariposa Drive, San Luis Obispo, CA o ASST CM Q ATTORNEY 91 CLERVORIO o PIB o NEW 7 MES 113 o FIRE CHIEF o PWDIR C POLICE CHIRP o PARIS & REC DIR o HR DIR SLO CITY NEWS o COUNCIL Re: Underutilization of Damon Garcia Sports Fields CITY o CLERKGR In advance of council's goal setting sessions I would like to reiterate my advocacy for increasing resources available to city staff with the goal of increasing available hours of usage at the Damon Garcia turf fields on Broad Street. This complex, requiring decades of advocacy and planning, was built at considerable cost to the city of San Luis Obispo. The number of playable hours the city has gained from its investment has amounted (according to a recent study) to about 30 hours per week. As an involved member of the sports and recreation community in this city, I believe this is not an adequate payoff for our investment. There is still a considerable amount of unmet need for turf fields in San Luis Obispo. I believe it should be a city priority to maintain this facility in a fashion that will maximize its usage and make it available to more sports activities. During the public comment period of a recent city council meeting, I was asked my opinion about options or alternatives for the fields. Subsequent research on turf fields plus meetings with local turf field managers has led me to believe that Bermuda grass is the turf of choice for most turf sports in warm weather climates due to its ability to withstand the demands of a variety of turf sports and heavy usage. A recent study, paid for by the city, claims that Bermuda grass, built on a sand base, and grown in our climate cannot support the demands of daily use. BUT, in direct contradiction to that opinion, there are many examples of Bermuda grass turf fields within 15 miles of Damon Garcia that thrive even under heavy use. The new football field at Mission College Prep. is Bermuda grass. The soccer fields at Cuesta College (constructed 30 years ago) are Bermuda as are the fairways at Dairy Creek golf course. The Cal Poly collegiate football, baseball and softball stadium fields as well as the multi - purpose and football practice fields are all Bermuda grass. Additionally, the football practice field at Cal Poly is built on a sand base similar to the construction of Damon Garcia. This Bermuda football practice field withstands the demands of daily collage football practices which again contradicts the opinions in the report obtained by the city. After touring local facilities with Bermuda grass turf, and talking to the people maintaining these fields and fairways, I believe that with enough energy and resources Bermuda grass can be encouraged to grow and thrive at the Damon Garcia sports complex resulting in additional playing hours on the turf. Most importantly these same local turf managers believe it is possible to introduce Bermuda to the Damon Garcia fields using a variety of seeding methods as opposed to tearing the field out completely and starting with new seed or sod. All of the turf managers I spoke with also offered help to the city and its staff by sharing equipment and information on over seeding, slit seeding, fertilization, aeration and testing methods. The grounds director at Dairy Creek has offered the use of their slit- seeder, which could help introduce Bermuda grass at the sports fields. I urge council to set as one of its priorities for the Public Works and Parks and Recreation departments, the creation and implementation of a plan to strengthen the turf field at Damon Garcia and thus encourage more and more varied uses of this important city asset. As Always, thank you for your time. RECEIVED RED FILE Sincerely, JAN 1 V 20111 MEETING AGENDA rw DATE / // // ITEM # Se-r o.US/ SLO CITY CLERK Residents for Quality r1eigtlIbornooas P.O. Box 12604 . San Luis Obispo. CA 93406 January 7, 2011 R Ef E' I V F_ F', JAN 10 2011' Dear Mayor and Council Members, DLO CITY CLERK Residents for Quality Neighborhoods is again appreciative of the opportunity to provide input during the City's budget process. We are acutely aware of the City's current and projected financial situation. Sandra Rowley and I participated in the Fiscal Sustainability Task Force and gained a clear understanding of the budget issues facing the City, and I can assure you that our Board of Directors took those issues seriously when discussing and deciding the actions we are recommending. Residents for Quality Neighborhoods (RQN) began as a small group of involved citizens who initiated a process that eventually resulted in the formation of neighborhood parking districts and adoption of the City's High Occupancy Ordinance. RQN continues to represent quality of life issues that impact residents in all of our City neighborhoods. Changes to the Garage Conversion requirements and adoption of the Neighborhood Enhancement Ordinance all began through RQN input. Recent adoption of more stringent noise regulations, to include changes to the Premise list and property owners' responsibility, and the Unruly Gathering Ordinance were a direct result of our continuing efforts to address and reduce the significant number of noise calls made annually. Our neighborhoods continue to face serious challenges with significant effects not only on residents' quality of life but also the spillover to other areas of city life — the ability to attract families and employers, the ability to maintain civic and other volunteer organizations, the ability to provide arts and entertainment, and the ability to provide conveniently located schools —just to name a few, all depend on providing a high quality of life in our neighborhoods. Most neighborhoods in our community show symptoms of neglect — whether it simply be trash containers sitting out all week, cars parked in the yard or hanging over the sidewalk, the lack of landscape maintenance, or furniture and appliances left at the curb — or more serious issues involving code violations and blighted properties. These issues all affect the quality of life for current residents and have the same spillover effects mentioned above. The City has depended on complaint driven enforcement to address many of these neighborhood issues. Changes to the owner /renter mix that accelerated through the mid- 1980's has created an environment where complaint driven enforcement is no longer a viable means of addressing many of the issues facing neighborhoods. Proactive enforcement of City codes and ordinances are imperative if the community is to address and restore neighborhood quality of life and avoid blight throughout the City. The passage of Measure Y held the promise of more funding for neighborhood - related issues and wellness programs contained in Housing Element Goal 7 — Neighborhood Quality. The adoption of 'neighborhood police patrols' and 'strengthening neighborhood code enforcement' as two of the City's major city goals gave residents reason to believe that neighborhood issues would finally be addressed and their quality of life would improve. Residents for Quality Neighborhoods eagerly anticipated the creation of a Neighborhood Policing Program being developed by Chief Linden to provide two 2- officer teams to patrol the neighborhoods and address many of the noise, parking and Neighborhood Enhancement Ordinance (NEO) violations that negatively impacted residents. Unfortunately, a series of events culminating in an economic downturn that further eroded the City's economic condition all but scrapped plans for any type of Neighborhood Policing Program. However, the need for a proactive approach to neighborhood wellness did not diminish with the downturn of the City's financial condition. Understanding the fiscal issues facing the City, RQN began researching similar communities and the approaches being used there to address the types of problems our community faces. Based on approaches used in both the City of Davis and the City of Azusa, RQN proposes that new positions be created to proactively address NEO violations and enforce Noise Ordinance provisions. The job description and duties of the position, Neighborhood Services Specialist, would fall between Student Neighborhood Assistant Program (SNAP) personnel and a sworn police officer (see attachment) and interface with Code Enforcement. The position would be responsible for actively patrolling neighborhoods and ensuring compliance with City codes. The Neighborhood Services Specialist would also issue parking citations, NEO citations, and noise warnings and citations. Potential code violations would be forwarded to Code Enforcement. The requirements of the position and the commensurate salary range would be less than that of the Code Enforcement position and obviously less than a sworn police officer. The position would differ from that of SNAP personnel in that Neighborhood Services Specialists would be full time or full time equivalents. Job experience, education, and training would be greater. RQN believes that a salary range between $42,000 and $45,500 plus benefits would be sufficient to garner qualified applicants. RQN recommends that three full time equivalent positions be created, consisting of two full time positions and two 1/2 time positions primarily for evening enforcement of the noise ordinance and parking districts. Funding for the positions includes the collections of fines and forfeitures, maintaining unfilled police officer positions, and funding from rental property business licensing. Sincerely, Brett Cross RQN Chair NEIGHBORHOOD SERVICES SPECIALIST DESCRIPTION: ATTACHMENT Neighborhood Services Specialist performs a variety of duties necessary to implement and sustain neighborhood wellness. The position requires a knowledge of current laws, codes and ordinances related to party noise, neighborhood enhancement, and parking with a thorough understanding of neighborhood issues and dynamics. This position is distinguished by the use of independent judgment, the level of coordination required to interface with code enforcement and the degree of interpersonal skills required to perform successfully. SUPERVISION RECEIVED AND EXERCISED: Receives general supervision and training from a police supervisor and /or manager. EXAMPLES OF DUTIES AND RESPONSIBILITIES: -- Responds to complaints of party noise in residential neighborhoods. -- Issues Disturbance Advisory Cards (DAC) or Citations, as appropriate, for noise violations. -- Utilizes and interprets the noise information database. -- Coordinates with other police personnel and City Code Enforcement personnel as necessary. -- investigates complaints of Neighborhood Enhancement Ordinance (NEO) violations and issues notices of non - compliance and /or citations as applicable. -- Issues parking citations for violations in residential parking districts. -- Issues citations for parking violations. - -Works closely with violators to assist them in finding solutions to problems. -- Establishes relationships with neighborhood organizations. KNOWLEDGE AND ABILITIES: KNOWLEDGE OF: -- Geography and population distribution of the City. -- Pertinent noise, neighborhood enhancement ordinance (NEO), and parking laws, rules, and regulations. - -Basic computer skills. -- Correct English usage. -- Principles, practices, and techniques for communication with the public. ABILITY TO: -- Communicate effectively both orally and in writing. - -Work independently with little supervision and exercise initiative and sound judgment. -- Maintain accurate reports and records related to duties performed and equipment used. - -Read and interpret laws and regulations. -- Follow oral and written instructions. -- Interpret and apply operational procedures and the law to field situations. -- Communicate effectively with service population in an enforcement setting. -- Explain the law to the public. EDUCATION AND EXPERIENCE: - -High school diploma or GED. - -Must be at least twenty -one (21) years of age. -- Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. One way to obtain the knowledge and abilities would be one year experience in a law enforcement environment and with public contact. POSSESSION AND MAINTENANCE OF: - -A valid Class "C" California Driver's License. - -Free of misdemeanor or felony convictions. RE... From: Meredith Boyd[SMTP:MEREDITHB7 @AOL.COM] JAIL 10 1011 Sent: Monday, January 10, 2011 11:25:24 AM SLO CITY CLERK To: Council, S1oCity Subject: RQN recommendations Auto forwarded by a Rule Please adopt the recommendations from RQN regarding neighborhood patrols. Meredith Boyd meredith b7(cDaoi.com counC11 M6M0QAn0um January 10, 2011 TO: City Council FROM: Katie Lichtig, City Manager Prepared by: Debbie Malicoat, Finance Ma__wa__ SUBJECT: Additional public comment on the City's 2011 -13 Budget JAN 10 20111 SLO CITY CLERK Attached is a memo from the Neighborhoods North of Foothill providing input on the City's budget. Please insert this in section 4 of your Goal- Setting Agenda Packet binder. RFD FILE MEETING AGENDA DATE / /1 11 ITEM # o COUNCIL 9 COD DIR 0 CI7Y MOR 0 FIT AIR 0 ASST CM 0 FIRE CHIEF 0 ATTORNEY 0 PW DIR 0 CLERKIORIO 0 POLICE CHIEF • PIB 0 PARKS & REC DIR • TRIBUNE 0 UTILDIR • NEW TIMES 0 HR DIR 0 SLOCPIYNEWS 0 COUNCIL 0 CITY MOR 0 CLERK To: Mayor Jan Marx and Council Members From: Odile Ayral, Board Member, NNOF ( Neighborhoods North of Foothill) Date: January 7, 2011 Subject: Community Forum, City Budget The neighborhoods north of Foothill suffer from noise and trash pollution, parking violations, blighted properties, etc. These problems are exacerbated in areas occupied by large numbers of students, such as the area between Foothill and Highland, where rentals are more numerous than owner - occupied residences. NNOF was grateful to see the City pass noise and trash ordinances, but these ordinances are useless if they are not enforced. Therefore, NNOF strongly supports the RQN (Residents for Quality Neighborhoods) proposal for hiring Neighborhood Services Specialists. These positions could be paid for through unfilled police officer positions, collection of fines, and rental property licensing fees, and therefore would not create extra burden upon the City Budget. We urge you to give it your strongest consideration. From: Carolyn[SMTP: KE6HNG@ATT. NET] Sent: Friday, January 07, 2011 9:12:33 PM To: Council, SloCity Subject: Laguna Lake Golf Course Auto forwarded by a Rule Dear Mayor Marx and Council Members: Bard Co emau. • COUNCIL o CDD DIR • CITY MGR o FIT DIR • ASST CM o FIRE CHIEF • ATTORNEY o PW DIR • CLERKIORIG o POLICE CHIEF • PIB o PARKS & REC DIR • TRIBUNE o UTIL DIR o NEW TIMES o HR DIR o SLO CITY NEWS o COUNCIL o CrrY MGR a CLERK As a 30 year resident of San Luis Obispo, I appreciate that the Council is soliciting public input on budget matters at the upcoming budget meeting. I have some comments that I think might be helpful in providing consistency and continuity in the budget as it relates to sports /recreational facilities. As you may recall, there have been discussions in the past regarding a problem with the handling of the Laguna Lake Golf Course (LLGC) in the budget. This appears to be the opportune time to fix that ongoing problem. Historically, the golf course has been primarily maintained in the Enterprise Fund. Past inquiries have resulted in the understanding that there is really no rational reason for it to be there. Because LLGC has remained in the Enterprise Fund, it has been opportunized for repetitious and redundant financial examination with the stated justification being "does it pay its own way?" As a result of this, the supporters of LLGC have been forced to appear before the Council nearly annually for the last 10 years in order to defend the course's continued operation. This has involved hours and hours of staff time preparing reports not to mention forcing the supporters, some of whom are quite elderly, to experience anxiety and difficulty in having to attend late night Council meetings. Despite those difficulties, many do attend the meetings because of its importance to them and on every occasion, the majority of the Council has been supportive of the course, recognizing its value to the community. In contrast, the Sinsheimer Swimming Pool and the Damon - Garcia Soccer Fields (who also generate revenue from a sporting activity) have always been maintained in the General Fund. Neither facility pays its own way and each requires more general fund subsidy than the golf course. In fact, the golf course has a 78% cost recovery rate, which is a significantly higher recovery rate than the swimming pool and soccer fields. Interestingly though, the swimming pool and soccer fields have never been subjected to the same financial scrutiny as the LLGC, requiring its supporters to appear at Council meetings, write letters, or experience the concern that their sporting facility might be closed or sold. This leaves the public with the impression that the golf course is being singled out and inequitably handled in the budget process. Therefore, 1 would like to take this opportunity to request that the LLGC be put back into the General Fund. While I believe the supporters understand that this move will not eliminate future examination and investigation for better revenue generation RED FILE MEETING AGENDA RATE � �< At ITEM #_2rw ' and expense savings of LLGC (which all General Fund operations must face), they more importantly understand that it will provide for more equitable treatment with the other similar recreational sports facilities the city supports. Thank you for your time and attention. Carolyn Smith San Luis Obispo From: Dan Hinz[SMTP:DHINZ805 @CHARTER.NET] Sent: Saturday, January 08, 2011 9:36:41 PM To: Council, SloCity Subject: Budget matters Auto forwarded by a Rule Dear Council members I notice there is a meeting to get input from the public on budget matters on Tuesday, January 11th. I am a golfer and would like to see the treatment we receive handled in a more equitable manner. Every time we turn around we are at a council meeting justifying our existence. I Because the Golf course is in the Enterprise budget category we (and more importantly, the Parks and Rec Staff) face the prospect of another slide show and another publish hearing. The non - enterprise Parks and Rec venues function very nicely without this kind of dog and pony show. All this extra work is laid on the Parks and Rec activity that returns more in the way of fees that any of the other activities It is within your discretion to make this budget category change, and I strongly urge that you do so. Dan Hinz From: Camille Small [SMTP:NOTETOCAMILLE @YAHOO.COM] Sent: Monday, January 10, 2011 12:09:42 AM To: Council, SloCity Subject: Letter re: Budget to Benefit Neighborhoods Auto forwarded by a Rule Mayor Marx and Council Members, Please accept my letter with concerns that affect many. Camille Small January 9, 2011 Dear Mayor Marx and City Council Members, Large areas of homes, once proudly owned and occupied by families, are currently occupied by student renters. All of us acknowledge and appreciate many bright and law - abiding students who apply themselves and live sensibly while they earn degrees. However, multiple numbers of student renters in house after house with excessive numbers of vehicles and noisy gatherings result in neighborhoods that are no longer normal neighborhoods. They are certainly not "neighborhoods" any member of the City Council can be proud of. Those of you who know the facts must feel uncomfortable; those unaware of the facts must take a good look. Realtors know the facts as adult /family clients refuse to look at properties on certain streets. Sadly, one afore - mentioned street is where dear friends proudly purchased in 2000. That year, only 1 of the 20 homes was a student rental; today 10 of them are. My friends respond with heavy hearts each time a property is turned into yet another 5- person student rental. In a normal neighborhood, such as mine, every five homes has 12 occupants; on student rental streets every five homes houses 25+ people (and 20 vehicles). The number of student renters ignoring noise and other ordinances has made life in neighborhoods unpleasant to unbearable. Young couples report not being able to peacefully put young children to bed. Adults have their deserved peace of mind disturbed. Many people we know felt driven from their homes and moved. The conditions that drove them off are not what people should be expected to live with and plainly NOT acceptable. We feel it is the City's responsibility to maintain neighborhood wellness which is not currently being accom fished. Very recently I helped bring attention to an egregious situation in a home just off Patricia Dr. Neighbors had suffered for an entire year since first reporting the situation to code enforcement. Three young men ran a "car and parts business ", parked up to 10 damaged vehicles on the street (some on trailers) and ran noisy tools until late at night (11:30 p.m. when I went by, they were running a saws all). They parked a 45' long 10' high covered trailer a few feet from an intersection for weeks at a time when Municipal Code disallows this. Why, I ask, should it take multiple phone calls, e -mails and letters to get any action? Blowing up a drum of oil and damaging neighbors' properties wasn't enough. Did it take the comment that we should probably go to the newspaper or City Council that finally resulted in some action on behalf of permanent residents? Let's acknowledge that your employees in the responsible departments are diligent and dedicated. The only missing element (after adequate and well - written ordinances) would be too few people without adequate time to cover what has become of this city. Hence, a budget that includes more people to work on behalf of permanent residents is clearly in order. Parade magazine couldn't have seen our neighborhoods. Our downtown is delightful. Our neighborhoods are deplorable. With Respect and Hope for the Future, Camille Small RECEIVED JAN 11 20111 From: gin io@ charter .net[SMTP:GINIO @CHARTER.NET] Sent: Monday, January 10, 2011 9:23:35 PM SLO CITY CLERK To: Council, SloCity Cc: rgn.board @yahoo.com Subject: RQN proposal for Community Development positions to assist wth preventing further erosion of neighborhood quality of life in SLO Auto forwarded by a Rule We can not attend the scheduled City of SLO Budget Workshop to voice our opinion in person regarding our frustration with neighborhood issues of rental private homes in residential neighborhoods with a large number (beyond 5 unrelated residents) of tenants and the associated problems of nightly noise disturbances, saturated parking areas, and unkempt homes with visible debris. The City police department is unable to focus on problems in the neighborhoods because of the competing and influential demands of calls for service in the downtown business areas. It is very rare to see any routine police patrols in neighborhoods to enforce parking violations or other neighborhood disturbance issues in a proactive rather than reactive manner. We support the recommendation from RQN to assign neighborhood enforcement personnel in the Community Development Department to focus on enforcement of administrative and municipal code violations to improve the current eroding quality of life in residential neighborhoods. Funds collected for business licenses for rental units should be directed to fund these very important and needed positions since the promise of Measure Y funds for neighborhood problem enforcement patrols have not been fulfilled and Binding Arbitration commitments to the City Police Department pay raises continue to prevent these services. We strongly urge all of you to support the RQN proposal as well as take more proactive approaches to address the current and growing issues of private home rental units problems in residential neighborhoods. Cal Poly and Cuesta College leadership at all levels including the new incoming Cal Poly President must be brought into this dialogue wth the City of SLO and groups like RQN to promote more on campus housing for students and the establishment of enforceable code of conduct expectations of student bodies to prepare young citizens to act as responsible and respectful citizens and neighbors. We will continue to only support Council members and Mayor who demonstrate by vote and action support of solutions and services to improve the quality of neighborhood life in the City of SLO. Juventino Ortiz and Virgina Ortiz 2267 Santa Ynez Ave, SLO RED FILE MEETING AGENDA DATr /I /I1 ITEM #5-0'-v J • COUNCIL 0 CDD DIR • CITY MGR G FIT DIR • ASST CM a FIRE CHIEF • ATTORNEY a PW DIR • CLERK/OR10 o POLICE CHIEF • PIB o PARKS & REC DIR O TRIBUNE o UTIL DIR o NEW TIMES o HR DIR o SLO CITY NEWS o COUNCIL o CITY MOR o CLERK Recommended City Goals RESULTS FROM COMMUNITY FORUM To be distributed on January 18, 2011 Recommended City Goals COUNCIL MEMBER GOALS To be distributed on January 27, 2011 Background Materials GOAL- SETTING PROCESS FOR 2011 -13 council acenba neponi CITY OF SAN LUIS OB -1 S,PO FROM: Katie Lichtig, City Manager I w� Mary Bradley, Interim Director of Fi SUBJECT: BUDGET FOUNDATION: GOAL -S 2011 -13 RECOMMENDATION 12 -14 -10 & Information Technology PROCESS AND SCHEDULE FOR Discuss and approve the goal- setting process and Financial Plan schedule for 2011 -13. REPORT -IN -BRIEF The purpose of this report is to finalize the goal- setting process and schedule for 2011 -13, including detailed plans for the Community Forum to be held on January 11, 2011 at the Ludwick Community Center and the Council Goal- Setting Workshop to be held on January 29, 2011 at the City /County Library Community Room. We plan to build on past successes in integrating Council goal- setting into the budget process and follow an approach similar to the one we have used for many years. Yet, in light of the City's new fiscal realities, some modifications to the previous process are being proposed. These enhancements include integrating Measure Y goal identification into the overall goal- setting process and providing the staff, community and Council with service prioritization information which is intended to help in assessing service trade -offs and potential budget reductions. The proposed 2011 -13 Financial Plan Calendar is provided in Attachment 1. The suggested agenda for the Community Forum is Attachment 2 and the proposed agenda for the Council Goal- Setting Workshop is Attachment 3. DISCUSSION The fundamental purpose of the City's Financial Plan is to link what the City wants to accomplish over the two -year period with the resources required to do so. The Financial Plan process used by the Council does this by identifying the most important things for the City to accomplish for the community, establishing a timeframe and organizational responsibility for achieving them, and allocating the resources needed to do so. In order to identify key goals which will drive the budget process, the City begins its Financial Plan process with Council goal- setting to determine major objectives to be accomplished over the next two years. These key goals —Major City Goals —are in addition to the routine, ongoing services the City provides to the community. Two major elements of the goal- setting process are the Community Forum and the Council Goal- Setting Workshop which are both held in January. Goals approved by the Council are incorporated into the budget preparation process. In April, staff returns with draft work plans and requests for policy direction which is used to formulate a Preliminary Financial Plan for public comment. A series of study sessions and public hearings are then held prior to approval of the Financial Plan and Budget by June 30. 14 . Bud et Foundation: Goal- Settin Process and Schedule for 2011 -13 polze 2 The proposed goal - setting process for 2011 -13 continues to follow the multi -year approach which the City has used successfully for a number of years. As part of this process, community groups, interested individuals, and council advisory bodies present their recommendations to the Council. Extensive efforts are made 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 utility bills requesting goal suggestions from citizens and inviting them to participate in the Community Forum. This will reach about 14,000 households and businesses. (This insert is provided as Attachment 4.) The bulletin is also available on the City's website. 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 5), 4. Display ads will run in January in The Tribune, New Times and SLO City News. 5. Up -to -date information about the budget process will be maintained on the City's web site. A visual depiction of the Goal - Setting and Budget Process elements and their interactions is included in Attachment 6. Proposed Goal Setting Approach for 2011 -13 With tonight's workshop as the foundation, staff again recommend using a "two- step" approach to the Council goal - setting process. The two principal elements to this approach are the Community Forum, to be held on the evening of Tuesday, January 11, 2011, and the Council Goal - Setting Workshop to be held on Saturday, January 29, 2011. Based on experience over the past years, staff plan to use an outside facilitator for the forum and goal- setting workshop. This has been a critical success factor in the City's approach to integrating goal - setting with the budget process. Using an independent facilitator allows all Council members to participate fully in the process and allows staff to devote their efforts to listening and learning. Because of his familiarity with the City and its goal - setting process, Don Maruska will again act as facilitator for the process. Mr. Maruska and staff have worked together to prepare the proposed process, including modifications to enhance it. Community Forum The January 11 Community Forum is intended to solicit suggestions from Council advisory bodies, community groups, other groups of stakeholders and interested individuals on proposed City goals and fiscal issues. It is also intended to meet the "forum" requirements of Measure Y to "review and discuss the use of the revenue generated by this measure." To ensure that adequate space is available for the forum, it will be held at the Ludwick Community Center. The proposed agenda for the Community Forum is provided in Attachment 2. As reflected in the agenda, it is recommended that the facilitator be responsible for calling speakers to allow the Mayor to focus on the content. As noted in the agenda details, the facilitator will help organize comments by general topic and encourage groups to select a spokesperson and have others in the group indicate 1 -2 Budget Foundation: Goal - Setting Process and Schedule for 2411-13 Page 3 support for the same position with a show of hands. Each speaker will be invited to address the "what, why and how" of their suggested goal. The Department Head responsible for the budget category (i.e., Public Safety; Public Utilities; Transportation; Leisure, Cultural and Social Services; Community Development; and General Government) in which the comment falls will write the idea on a flip chart sheet and clarify any linkages with existing programs or plans. Staff will post the flip chart sheets with the public comments in the relevant budget category areas on the walls. Participants will also receive half -page "post -its" for audience comments next to goals: green to note resource suggestions and yellow to note any suggestions or concerns. To involve participants further and garner direct citizen feedback on all suggestions offered, "voting with dots" will be used again. At the end of the meeting, each attendee will receive adhesive dots to apply to the posted items (with no more than 1 dot per item): 5 yellow for top Measure Y priorities, 5 green for other goal priorities, and 10 blue for suggested expenditure reductions or revenue increases. City staff will summarize the results of the forum and distribute them to the Council before the Goal- Setting Workshop, Council Homework Assignment Provided in Attachment 7 is the Council's first "homework assignment" for the January 29 workshop. Based on all input received, it is requested that Council members prepare and submit up to seven (7) candidate goals for Major City Goals by January 24, 2011. Finance staff will then compile a verbatim, composite list organized based on common topics, without identifying who submitted the particular statements. It is recommended 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 year staff are also asking Council to identify expenditure reduction and revenue increase ideas. Attachment 8 asks Council to list up to seven (7) potential opportunities for expenditure reductions, and Attachment 9 asks Council for seven (7) potential opportunities for revenue increases. Since the budget will require balancing this year and going forward, this information will be important to identify resources which could be available to address new priorities. A consolidated listing of Council responses will be distributed to all Council members on January 27, 2011 for review and consideration before the workshop. Council Goal - Setting Workshop At the all -day January 29 workshop, the Council will review the consolidated summary of goals presented by Council members to ensure clarity, completeness and understanding; and then narrow the list to finalist goals that are supported by at least three Council members. The discussion will note which goals address Measure Y priorities. After discussing the potential goals, the Council will review the consolidated summary of expenditure reduction and revenue enhancement possibilities that might be considered to support the goals and balance the budget. This discussion will provide some broad level guidance from the Council about opportunity areas for the staff to explore along with the service prioritization rankings and management recommendations that will be forthcoming later in the budget process. 1-3 Budget Foundation: Goal-Setting Process and Sche ule for 2011 -13 Page 4 While the Council proceeds with the discussion outlined above, the staff will prepare a final listing that the Council can use in prioritizing goals. In 2009 -11, the Council used a ranking system of 5 through 0 for each candidate goal. Staff recommend continuing to use this ranking system for 2011 -13, 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 2013 -15 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 based on 3 points per candidate goal. For example, if there are 15 goals in the final listing, then 45 points might be about right; if there are 25, then 75 might be appropriate. The discussion of possible expenditure reductions and revenue enhancements also will factor into an assessment of the City's capacity to support goals for 2011 -13. Staff will summarize the results of the Council's ranking during a break at the workshop. Based on past experience, it is likely that three priority "tiers" will emerge from this process: 1. Major City Goals. These represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources to accomplish them should be included in the 2011 -13 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. 2. Other Important Goals. Goals in this category are important for the City to accomplish, and resources should be made available in the 2011 -13 Financial Plan if at all possible. 3. Address as Resources Permit. While it is desirable to achieve these goals over the next two years, doing so is subject to current resource availability. In determining these groupings, the Council will note which goals address Measure Y priorities and determine the desired emphasis among the areas that Measure Y funding supports. These discussions will provide guidance at a policy level, while details of work plans and budget figures will come forward with the work plans in April. The proposed agenda for this meeting is provided in Attachment 3; and suggested guidelines for Council members during the goal- setting process are provided in Attachment 10. Included as Attachment 11 are the suggested "Criteria for Major City Goals" which have been used by the Council for the past twenty years. These criteria capture the relevant considerations to determine a Major City Goal but now is the opportunity for the Council to refine the criteria if desired. Continued consideration of goals for 2011 -13 is scheduled for the next regular Council meeting following the workshop. This will be held on February 1, 2011, if needed. No follow -up meeting has HE Hud et Foundation: Goal-Setting Process and Schedule for 2011 -13 Pa e 5 been needed in the last several goal - setting sessions as the Council concluded all necessary actions at the Saturday Goal - Setting Workshop. Integration of Measure Y (Half -Cent Sales Tax) Funds into Financial Plan Adopted by the voters in November 2006, Measure Y set an added '/2 -cent City sales tax. This general purpose revenue measure is projected to generate $5.3 million in 2010 -11. Along with an eight -year sunset and requirements for annual audits and annual community reports on how much revenue is generated by the measure and how funds are spent, Measure Y includes the following accountability and citizen oversight provisions: 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, 2. Annual citizen meeting. An invitation will be extended each year to the entire community inviting them to participate in a forum to review and discuss the use of the revenue generated by this measure. City staff will also be available to meet with any group that requests a specific briefing with their members to discuss and answer questions about the revenues generated by the measure and their uses. The proposed goal- setting process for 2011 -13 is designed to meet these two requirements. Additionally, because Measure Y is a general purpose measure, the proceeds are not restricted to specific purposes; however, the ballot language provided examples of the types of uses that would be funded through the measure. The language on the ballot was: "To protect and maintain essential services —such as neighborhood street paving and pothole repair; traffic congestion relief; public safety, including restoring eliminated traffic patrol, Fire Marshal and fire /paramedic training positions; flood protection; senior citizen services or facilities; neighborhood code enforcement; open space preservation and other vital general purpose services — shall the sales tax be increased by one -half cent for eight years only, with citizen oversight and independent annual financial audits? " In short, while the ballot language provided examples of the types of uses —based on input received before placing the measure on the ballot — "Y" is a general purpose measure clearly allowing the Council the flexibility to respond to new circumstances and challenges. 2009-11 Measure Y Priorities • Infrastructure maintenance Traffic congestion relief Preservation of essential services: public safety, maintenance services, neighborhood code enforcement • Open space preservation • Downtown maintenance & beautification Attachment 12 provides a report on the Integration of Measure Y into the budget process. As noted above, the Community Forum will give the community an opportunity to provide input to the Council as to their views on Measure Y priorities. This will help align the goals and Measure Y priorities. 1 -5 Budget Foundation: Goal-Setting Process and Schedule for 2011 -13 Pa e 6 Council Goal Work Programs: Major City Goals After the Council finalizes goals and objectives for 2011 -13, the staff will prepare detailed work programs for each Major City Goal. 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 understand the scope and timeframe that the Council intended, needed resources cannot be identified; and without this understanding, the Preliminary Financial Plan may significantly over (or under) fund the desired work effort. a In short, before the staff begins to build the Preliminary Financial Plan around Major City Goals, it is essential that there is a clear understanding of what the Council hopes to achieve with each Major City Goal over the next two years. Accordingly, the purpose of each work program is to: 1. Define the scope and scale of the adopted goal. 2. Ensure that there is consensus about the action steps to be used in accomplishing it so appropriate resources are allocated. 3. Convert the general goal into specific action steps so that progress in achieving the goal can be measured. 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, progress can be measured —as well as success in accomplishing the goal —by clearly defining the specific actions to undertake over the next two years. The work program for each Major City Goal will address the following topics: 1. Objective. What does the City specifically want to accomplish? (This will be based on the objectives adopted by the Council at the January 29 Goal- Setting Workshop.) 2. Discussion. What are the factors driving the need for this goal? What actions have already been taken in trying to resolve this problem area? What key constraints and limitations can be expected 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 must be accomplished in order to achieve the goal, and when will they be completed? These "action steps" are the fundamental building blocks in defining and scoping the work program, and in monitoring progress in accomplishing the goal over the next two years. 4. Responsible Department Who is organizationally accountable for getting it done? , Budget Foundation: Goal -Sethu Process and Schedule for 2011 -13 face 7 5. Financial and Staff Resources Required to Achieve the Goal What will it take to achieve the goal? Should resources be added (staffing, contract services, capital improvement plan project) to do this? Is there any General Fund revenue potential? 6. Outcome: Final Work Product What will happen if the goal is achieved? What's the "deliverable ?" The work programs for Major City Goals will be presented to the Council at a special budget workshop on aril 12,x,1011. Programs and projects related to goals in the other two priority categories will be reflected in the Preliminary Financial Plan as appropriate. Proposed Enhancements to the Goal- Setting Process The following key enhancements to the process build on past experience: Inclusion of carryover goals, Major City Goals and Other Important Goals underway or not fully funded in the goal- setting process. This will ensure that the Council is looking at the full plate of major activities during the process. 2. Integration and identification of Measure Yfunding with other goals. This will emphasize clarity and accountability for Measure Y funding. 3. Identification by the Council members of opportunities for expenditure reductions and revenue increases as part of the goal - setting process. Since the budget will require balancing, early guidance on areas of interest for potential expenditure reductions and revenue increases will be important. Service Prioritization Project In addition to the changes in the Goal- Setting Process discussed above, staff have begun a new internal initiative to give the Council and the community another tool to compare and contrast services in deciding how to address the City's ongoing budget gap. A committee of department heads and Finance staff was tasked to develop an internal process and ranking criteria that could be used to prioritize City services. During this process, staff will identify services the City provides to the community, rank these services according to an established set of criteria, and identify opportunities for cross - departmental efficiencies and program scalability. Additionally, this system will allow an assessment of services that can be discontinued because they are of marginal added value compared to other services. The outcome of this effort will be one of many factors used in evaluating budget balancing options to be implemented with the 2011 -13 Financial Plan. As shown in Attachment 13, the rankings range from 1 through 5. The criteria include services that are legally mandated ( #1), essential to the health and safety of the community ( #2), provided for the entire community ( #3), those for only a portion of the community ( #4) and all other services ( #5). Staff are using this ranking system to determine the priority level of each of their program activities. Once rankings are completed, department heads will evaluate all the rankings and assess them for consistency across departments. This exercise will assist staff in determining if there are duplicative services being provided by multiple departments. It will also help identify opportunities for scaled back 1 -7 Budget Foundation: Goal - Setting Process and Schedule for 2011 -13 Page 8 services and ways to combine resources for greater efficiency. Although this is an important part of the Financial Plan creation process, rankings alone will not be used to determine the likelihood of an activity's modification. At the April 12, 2011 Special Workshop, staff will present the results of this exercise to Council to seek policy direction prior to preparing the Preliminary Financial Plan. Goal - Setting Calendar The following summarizes key dates leading to the January 29 Goal- Setting Workshop: Friday, January 7 Tuesday January 11 Tuesday, January 18 Monday, January 24 Thursday, January 27 Saturday, January 29 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. Council holds Community Forum. Council receives written results from Community Forum. Council members submit goals to Finance Department, Finance staff distribute consolidated Council member goals and revenue and reduction ideas organized by similar topics, Council holds Goal- Setting Workshop. 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 7, 2011 with the following sections: Agendas 1. Agendas for the January 11 Community Forum and January 29 Goal- Setting Workshop, Goal Recommendations 2. Goals received from Council advisory bodies. 3. Goals from the "Community Budget Bulletin" survey as of January 3, 2011 (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 3, 2011 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 11 Community Forum (to be distributed by January 18, 2011). 6. Consolidated Council member candidate goals (to be distributed by January 27, 2011). W Bud et Foundation: Goal-Setting Process and Schedule for 2011 -13 Palle 9 Background Materials 7. Status reports on the General Fund Fiscal Outlook; General Plan programs; long -term CIP; 2009 -11 goals and objectives; and current CIP projects as included in the Budget Foundation; Background Materials for 2011 -13 Goal- Setting and Financial Plan Process report dated December 14, 2010. 8. Results from May 2010 public opinion research. 9. General Fund Five -Year Fiscal Forecast presented to the Council on October 19, 2010. 10. Other background information, such as the 2011 -13 Financial Plan schedule, Budget -in -Brief, Financial Plan policies and public notifications. 11. Notes and space for other supplemental materials that the Council may receive. Next Steps after Goal - Setting in Budget Process After the Goal- Setting Workshop, key dates in the budget process include; Dates Tuesday, February 1 Regular Meeting Tuesday, February 22 Special Budget Workshop Tuesday, April 12 Special Budget Workshop Thursday, May 26 Thursday, June 2 Special Budget Workshop Thursday, June 9 Special Budget Workshop Tuesday, June 14 Special Budget Workshop Tuesday, June 21 Regular Meeting Tuesday, June 28 29 Follow -up to Council Goal- Setting, If Needed. Continued consideration of goal - setting at the next regularly scheduled Council meeting following the January 29 workshop, if needed. Mid -Year Budget Review. Consider the City's fiscal status at the mid -point of the fiscal year and make appropriation adjustments as necessary; review status of 2009 -11 goals and objectives. Major City Goal Work Programs. Review and approve detail work programs to accomplish major City goals; provide other budget direction as needed. Preliminary Financial Plan. Receive 2011 -13 Preliminary Financial Plan and Appendices A & B; Significant Operating Program Changes and Capital Improvement Plan (CIP) Projects. Budget Workshop. Review the Financial Plan and consider General Fund operating programs. Budget Workshop. Consider General Fund CIP projects. Budget Workshop. Consider Enterprise Fund operating programs, j CIP projects, revenue requirements and rates. Public Hearing and Budget Adoption . Continue to discuss and receive public comment on the Preliminary Financial Plan; adopt the budget, Hold special meeting to continue review and adopt budget, if 1 -9 Budget foundation; Goal-Seffing Process and Schedule for 2011 -13 Pue 10 Regular Meeting i required. 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 2011, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings. ATTACHMENTS 1. 2011 -13 Financial Plan Calendar 2. Outline for Community Forum (January 11) 3. Outline for Council Goal- Setting Workshop (January 29) 4. "Community Budget Bulletin" Inserted in City Utility Bills 5, Notice Sent to Community Groups and Interested Individuals 6, Goal- Setting Process Schematic 7. Sample Form for Council Members to Submit Candidate Goals 8. Sample Form for Council Members to Submit Expenditure Reduction Ideas 9. Sample Form for Council Members to Submit Revenue Increase Ideas 10. Guidelines for Council Members During the Goal- Setting Process 11. Criteria for Major City Goals 12. Measure Y Integration 13, Service Prioritization Project Proposed Criteria � .a�ar:. .,fi3 S c. �r:.,s: yl a ' t� F .. 1 . .: .; 1 D• 1 -10 Attachment -L Budget Foundation, Goal-Setting Process and aShedule for 2011 -13 Page 11 ATTACHMENT 1 I 2011 -13 Financial Plan Calendar -11 October 19, 1010 Council • Reviews results of General fund Fire -Year Fiscal Forecast November 4. 2010 Finance a Begins sending letters inviting participation in goal- settine process to couunmury groups and interested individuals: and begins inserting Conuminity Budget Bulletins in utility bills. SPT a Distribute Service Prioritization Project instnictious and template. Departments • Begun Sen.-ice Prioritizatiou Project November 8. 2010 CIP Review • Meets to review and evaluate recornrtnended changes to the CIP - Committee submittal process. November 10. 2010 Departments a Submit adctisory body goal recoimnendations to Finance & IT. November 17. 2010 Finance a Distributes consolidated listing of draft recommended goals to advisory bodies for their review. November 18, 2010 Public 'Works/Finance • Issue CIP budget instructions December 1.'_010 Departments • Complete status of General Plan prclgrams: long -tent CIP: status of current goals & objectives: status of torrent CIP projects: and General Fund "maintenance -only" CIP. December 14,1010 Council • Holds workshop on status of General Plan and progranLs. long -term capital improvement plan (CIP). Major City Goals. objectives and CIP projects: general fiscal outlook. • Finalizes goal - setting process: considers Financial Plan policies and organization. Decerllber 1"t. 2010 Departments a Subunit Service Prioritization ranking worksheets to Finance December• 30.2010 Departments a Submit any changes in advisory body goals to Finance. Finance a Receives written comments from community groups and interested individuals. and any changes in goals from advisory bodies. January 3. 2011 a Complete final fleet replacement requests due a Complete rhafl non fleet CIP requests. Due to Department Head for prioritization January 4. 2011 Finance • Distributes fleet mplacemear requests to CIP Review Comillittee. Jantaory 7. 2011 Budget Analysts • Complete evaluation of Sen-ice Prioritization Project rankings and assess consistency across departments. January 10. 2011 Depatments a Draft CIP requests (approved by Deparlinent Head) requiring review due to IT or Engineering. Jannan, 11,1011 Council • Holds conununity fo urn at the Luthvick Conuruluity Center. January 12. 201 1 CIP Review a Review fleet replacement requests with departments: prepare Committee reconunendations for City Manager January 14. 3011 CIP Review a Provides anv rural continents to Finance on fleet replacements by noon Committee January 13. 3011 Finance a Snummlarizea compile and distribute final fleet replacement reconunendations to City Manager • Present audited financial restilts for 2009 -10 to City Council January 19. 1011 Department Heads a Prioritize program values & identify reduction candidates (all day) January 24. 2011 Finance & a Disnibutes and holds briefing on 2009 -11 Budget Instructions. Departments Jaiwary 27.2011 Finance • Distribute consolidated Council member goals. January 29, 2011 Council • Holds goal - setting workshop: discusses candidate goals presented at Special workshop January 11 conlnitmity forum: discusses Council member goats 8:30AUto a: 00 PM distributed on January 27: prioritizes and sets major City goals, January 31. 3011 Departments . Complete finat C IP budget requests. Due to Finance for distliburion to C'IP Review conunittee -11 AttachmOnt / Budget Foundation: Goal-SeWLng Process and Schedule for 2011 -13 Page 12 Februai,y 1, 2011 Council • Finalizes goals and priorities (if needed). February 3, 2011 Departments ■ Attend "usual suspects" briefing on outcome of Council goal- sertiug and coordinate work program preparation and next steps. February 9. 2011 C'IP Review . Review UP requests with departments Committee & BRT February 10. 2011 CIP Review & BRT • Prepare CIP reconunendations to the City Manager February 10. 2011 Depamnents • Operating budget reduction targets provided February 15. 2011 Department Heads • Brainstorm Major City Goal work programs Februavy 22, 2011 Council • Considers mud -year budget review, (special meeting) March 1. 2011 Departments + Complete operating budget requests. major City goal work programs and any revised or added CIP requests to reflect Council goals and objectives, and department revenue estimates, • Submit operating budget reduction options March 2. 2011 Finance • Suumnanze. compile and distribute Major City Goal work prom•ams and supplemental/revised CIP's for the Council goals to Budget Review Team • Compile and distribute reduction options to Department Heads for review and prioritization. March 3. 2011 Finance • Summarize, compile and distribute SOPC's and operating budgets to Budget Review Team March 4 to March 9 Budget Analysts • IVieet with departments to review operating budgets, SOPC's, reduction options, and narratives. March 10. 2011 Department Heads • Review and prioritize reduction options March 14- March 1S Operating & Hold initial review of operating budget requests, reduction options and depa muents /BRT /City major City goal work programs with operating deparvnent Manager representatives, Mardi 21. 2011 Finance 9 Su innnarize results of 3/14 -3/16 budget reviews for distribution to BRT and City Mannager. Budget Review Team . Review financial position and craft SOPC reconuueudation for City Nlana2er. March 22. 2011 BRVCity Manager • Brief City Manager on major City goal work programs • Present operating budget recommendations to City Manager March 23. 2011 Departmenr • Review and discuss City Manager's tentative reduction Heads /City Manager recommendations Martin 24. 2011 Finance 0 Begin preparing preliminary fulancial plan • Begin .finalizing major City goal work programs packet and Conucil agenda report. March 30. 2011 Finance G Agenda report for Major City Goals (4/12 meeting) due April 12, 2011 Couueil • Approves detailed work programs for Major City Goals Special Workshop . Sets strategic budget direction in preparing Preliminary Firmicial Plan 7:00 to 10: 00 PM April 18.2011 Departments • Revised .SOPC's,Nalrafves are due by Noon Finance • CIP Re- wriles are due by Noon . Begin wont on Appendix B May 20. 2011 Finance • Agenda report due for Jnne 2 "d uueetirlg May 23. 2011 Finance • Completes Pirlimirnary Financial Plan and sends to printer, May 27, 2011 Finance . Agenda report due for Jule 9th meeting May 28. 2011 City Nianager • Finalizes budget recommendations and issues preliminary budget. June 1, 2011 Enterprise fiwds • Agenda report due for Jane 14th meeting 1 -12 A t t achment —r - Bud et foundation: Goal-Setting Process and Schedule for 2011 -13 Pa a 13 y �.}. .,^I ,^YYCt�II •.:: ,. :. x'■.y�,,��� ,,: lh, c. r.Z'. .:�TI!"W.i- .,� .a,T wY�. _ YYr�$t xT [ �� d Y4w'b:eq�� 4F yf'R y y�i v. • r x "� Fs.. 7. .'� _ r T ti'4 June 2, 9, 14, 2009 Council • Holds evening workshops to review and discuss Prelinunaty Budget: Special Workshops — June 2: Overalew and General Fund operating programs. Prehminai'v Budget — June 9: General Ftmd CIP projects. 7:00 to 10:00 PM — June 14: Enterprise Fund programs. CIP projects and rates. Rule 8. 2011 Planning Conunission • Reviews CIP for General Plan consistency, June 21, 2011 Corutcil • Holds continued Financial Plan renriew and adopts budget June 28, 2011 Council Holds special meeting to continue review and adopt budget if required Key Council Dares in Bold 1 -13 A ttachment L Budget Foundation: Goal- Setting Process and Schedule for 2011 -13 Page 14 Community Forum 6:30 PM to 9:30 PM, Tuesday, January 11, 2010 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 comment cards and indicate topic. Where a group has several members present, we encourage them to select a spokesperson and have others in their group indicate support for the same position with a show of hands. 2. We invite each speaker to address: a. What do you recommend as a Major City Goal? b. Why is it important to you and the City? c. How do you suggest that it might be accomplished? 3. Facilitator calls upon a speaker and identifies general topic. 4. Department Head in the budget category 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 category. 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 about the ideas. 9:15 Participants Vote on Top Priorities with Dots (no more than 1 dot per item) 9 :30 Adjourn Preparation 6 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 categories with current and continuing program activities and budget allocations. • Set up the room with posting area for each of the budget categories. • Include poster for Measure Y priorities, • Provide participants with half -page green and yellow post -its. • After receiving public comments, provide the following adhesive dots per attendee: 5 yellow for top Measure Y priorities, 5 green for other goal priorities, and 10 blue for suggested expenditure reductions or revenue increases. 1 -14 Attachment.. Budget Foundation; Goal-Setting Process and Schedule for 2011 -13 Page 15 ATTACHMENT 3 Council Goal - Setting Workshop 8 :30 AM to 4:30 PM Saturday, January 29, 2011 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 Expenditure Reduction and Revenue Enhancement Possibilities 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 Staff 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 enter goal statements into spreadsheet as Council formulates them. 1 -15 Attachment� Bud et Foundatiou: Goal - Setting Process and Schedule for 2011 -13 Page 16 COMMUNITY •' What are the most important issues facing the City of San Luis Obispo? The City wants your input! Next June the City Council will approve a two -year budget for 2011 -13. The budget is developed based on community and Council priorities and sets the City's course of action for the next two years. Of all the things that can be done to make the C%ty an even better place to live, work and play, which are the most important? Community Priorities Just as individuals and businesses have taken a sharp look at their finances and adjusted spending in light of these challenging economic times, the City is doing the same. A continued decrease in revenues means that in order for the City to live within its means and still continue to provide critical services for citizens, a reassessment of community and Council priorities is necessary. This survey is your opportunity to tell the City: What issues are important to the community? • *o What priorities should the City focus on over the next two -year period? •e Where are there opportunities for cost savings? Major Citv Goals The City Council needs to know what the community's priorities are so that resources can be allocated to achieve them. These Major City Goals are identified as the most important, highest priority goals for the City to accomplish over the next two years, Other Important Council Objectives are also established to reflect the continuation of current goals or new initiatives that can be accomplished with smaller resource allocations and as resources are available. Now it's time for you to share your ideas for 2011 -2013 Major City Goals. O Fill out and return the short survey on the reverse side of this bulletin. You can mail it to City Hall at 990 Palm Street or drop it by any City office. If you prefer to complete the survey online, please visit www,slocity.org, © Attend the Community Forum on Tuesday, January 11, 2011 . from 6:30 p.m. to 9:30 p.m. at the Ludwick Community Center, 864 Santa Rosa Street. This forum is an opportunity to present your ideas to the Council and discuss them with other community members. City staff will compile the community feedback for the Council to review in advance of its goal - setting workshop on Saturday, January 29, 2011. During this meeting, the Council will engage in a public discussion of all of the input it has received in setting major City goals for the next two years. If you have any questions about the City's goal - setting and budget process, please contact Mary Bradley, Interim Director of Finance & Information Technology, at 781 -7125 or mbradley @slocity.org. 1 -16 Attachment� Budget Foundation: Goal - Setting Process and Schedule for 2011 -13 _ rave I7 What are the most important needs of the City over the next two years? D] 0 10 In d [31 [4] 151 What should be the City's most important, highest riori goals to achieve during 2011 -137 what ways should the City reduce /eliminate costs or increase revenues to fund 1 -17 Attach menU-sl BudLet Foundation: Goal - Setting Process and Schedule for 2011 -13 Page 18 r O CD 7 N CS 'CS ��► tj v a� O r L N F C `• 7 L u _ _ ,. 2 N~ •' U v 7 a Orr I G p�� u r Cr a°i a .� a _r pry 1 -18 a ! T -` V. ] 'a Co N L' O U rte: P ss Vl O "La L u L N F C `• 7 L u _ _ ,. 2 N~ •' U v 7 a Orr I G p�� u r Cr a°i a .� a _r pry 1 -18 Attachment -51 Budget Foundation: Goal-Settinp, Process and Schedule for 2011-13 pagt 19 lam' y0 q ego I C6 E ZVI w E 5 ILA o E C- rN Ewa 0 b u Cd 6.1 Q A ae 5) �) j4. 0 W S- 9 6. '? 8 tlM. rj sl pj E. 92 T! M sat "i a 7 . Jf rZ �e g "0 4 4 E.8 E Oki u E U .2 3A., CLI A U 12 1 2p a a 18 u 1-19 Attachment Budget Foundation: Goal - Setting Process and Schedule for 2011 -13 _ Puee 20 ATTACHMENT 6 Goal- Setting and the Budget Process 2011 -13 Financial Flan Advisory Bodies =from C Community Surveys Goal - Setting Input Community Forum January 11, 2011 Current 2 -Year Goals * December 14, 2010 "Budget Foundation" Workshop Letters from Individuals Fiscal Forecast ** Long -Term Plans, Goals & Policies * Council Goal- Setting Workshop January 29, 2011 Staff Budget Preparation l ** October 19, 2090 Major City Goal Work Programs & Strategic Budget Direction: April 12 Preliminary Budget: May 26 Budget Workshops: June 2, 9, 14 Adopted Budget: June 21, 2011 city of san Luis ostspo 1 -20 Attachment.2 Bijdizet leoupdat ion - Goal - Setting Process and Schedule for 2011 -13 page 21 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 24, 2011. Since the Council will integrate and prioritize Measure Y with the other goals, please note which of suggestions address Measure Y priorities. 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. 0 Measure Y? Yes/No 0 Measure Y? Yes /No Measure Y? YesNo 0 Measure Y? Yes/No 0 Measure Y? Yes/No 0. Measure Y? Yes /No Q Measure Y? Yes/No Note: Council Members will receive a copy of this form in the notebooks and via e-mail 1 -21 pttachs�nent� Bud et foundation: Goal-SpAting Process and Schedule for 2011 -13 1'a a 22 Council Member Expenditure Reduction Ideas Please prepare ideas about potential opportunities for expenditure reductions and submit them to Finance by Monday, January 24, 2011. 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. Note: Council Members will receive a copy of this form in the notebooks provided on January 7 and via e-mail 1 -22 Attachment� Bud et Foundation; GqaI-Setfing Process and Schedule for 2011 -13 Pa a 23 ATTACHMENT 9 Council Member Revenue Increase Ideas Please prepare ideas about potential opportunities for revenue increases and submit them to Finance by Monday, January 24, 2011. 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. Note: Council Members will receive a copy of this form in the notebooks provided on January 7 and via e-mail 1 -23 Attachment. 0 Budget Foundation: Goal - Setting Process and Schedule for 2011 -13 Page 24 ATTACHMENT 10 Suggested Guidelines for Council Members During the Goal- Setting Process 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 candidate goals for consideration). 6. Avoid publicizing your submission of suggested goals. Let staff compile your submissions verbatim into a composite list of goals by category without identification of who made each suggestion. This enables you to see the whole picture. 7. Give yourself flexibility by not publicly staking positions in advance of the January 29, 2011 Council Goal- Setting Workshop. 8. Use this process as a way to learn from citizens and Council colleagues about what's important. 9. Explore areas where the Council can come together for positive action. 10. Recognize that this is an important step, but only the first step, in the planning and budgeting for the next two years. 1 -24 Attachniant� Budget_ Foundation: Goal- Settine Process and Schedule Corr 2011 -13 - - -- Page 25 Criteria for Major City Goals Be legitimate to our genuine beliefs (real, supported). 2. Agreed upon by a Council majority. 3. Limited 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. Can be translated into the performance goals and objectives of employees at all levels of the organization. 9. Created within a supportive atmosphere where participants are not afraid to state their suggestions for improving goals or objectives. 10. Reflect genuine consensus: while unanimous agreement is not required, they should be accepted to the point where resistance to them is reduced or eliminated. 1 -25 Attachment � Budget Foundation; Go l- Setting Process and Schedule for 2011 -13 Page 2G city of sAn Luis OBISPO 1 -26 Attachment Bud et Foundation: Goal-Setting Process and Schedule for 2011 -13 Pay c 27 OVERVIEW The .purpose of this report is to provide the Council with information about the reporting, uses, accountability, and priorities of Measure Y funds. Background Adopted by the voters in November 2006, Measure Y set an added % -cent City sales tax. This general purpose revenue measure is projected to generate $5.3 million in 2010 -11. Along with an eight -year sunset and requirements for annual audits and annual community reports on how much revenue is generated by the measure and how funds are spent, Measure Y includes the following accountability and citizen oversight provisions: 3. 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. 4. Annual citizen meeting. An invitation will be extended each year to the entire community inviting them to participate in a forum to review and discuss the use of the revenue generated by this measure. City staff will also be available to meet with any group that requests a specific briefing with their members to discuss and answer questions about the revenues generated by the measure and their uses. The proposed goal- setting process for 2011 -13 is designed to meet these two requirements. Additionally, because Measure Y is a general purpose measure, the proceeds are not restricted to specific purposes; however, the ballot language provided examples of the types of uses that would be funded through the measure. The language on the ballot was: "To protect and maintain essential services —such as neighborhood street paving and pothole repair; traffic congestion relief; public safety, including restoring eliminated traffic patrol, Fire Marshal and fire /paramedic training positions; flood protection; senior citizen services or facilities; neighborhood code enforcement; open space preservation and other vital general purpose services —shall the sales tax be increased by one -half cent for eight years only, with citizen oversight and independent annual f nancial audits? " In short, while the ballot language provided examples of the types of uses —based on input received before placing the measure on the ballot — "Y" is a general purpose measure clearly allowing the Council the flexibility to respond to new circumstances and challenges. DISCUSSION How are Measure Y priorities determined? Because of the above noted Council latitude, there is an element of judgment that comes into play in terms of defining what constitutes a Measure Y priority. Initially the City did surveying 1-27 Attachment -LL Bud ,get Foundation: Goal - Setting Process and Schedule for 2011 -13 Pane 28 and public education/outreach so staff would know where to start, but priorities can change over time, depending upon circumstances. On the other hand, if the City is perceived as straying too far from the priorities initially articulated, it may undermine the chances of a successful renewal when the measure sunsets in 2014. For this reason, it is important for the Council to provide priority guidance on the use of Measure Y funds, The Council has made great efforts in the past to assure that Council goals were reflective of Measure Y priorities and it is anticipated that this will continue to be the case in 2011 -13. The priorities from the past have included: infrastructure maintenance; traffic congestion relief; open space preservation; downtown maintenance and beautification; and preservation of essential services: public safety, maintenance services and neighborhood code enforcement. Measure Y funds have been used for both ongoing operations and capital projects to address the priorities identified. The following table identifies that approximately $2.3 million of Measure Y funds have been incorporated into day -to -day operations. Operating Program Operating Program Traffic congestion management programs $ 87,800 Construction manager $ 81,500 Bicycle safety programs 15,000 Paving crew 65,300 Public safety communications technician 93,500 Traffic signal operations 96,200 Traffic sergeant 237,700 Stormwater management plan: Police patrol officer 172,300 Code enforcement officer 92,700 Fire Marshall 135,900 GIS specialist 46,800 Fire Training Battalion Chief 208,300 Collection operators 138,700 Fire Administrative Assistant 66,100 Utilities workers 118,500 Park restroom maintenance 95,700 Building & Zoning: Park landscape maintenance contract 250,300 Code enforcement officer 54,900 Park maintenance worker 70,200 Permit technician 7,000 Field engineering assistant 94,600 Downtown sidewalk scrubbing 20,000 "SNAP" enhancement 18,100 Total Measure Y funding allocated to operating programs $ 2,267,100 To the degree that these operating programs remain priorities, the amount of Measure Y funding available for capital projects or additional operating programs is reduced. If Measure Y is expected to generate $5.3 million and $2.3 million is devoted to these ongoing operating programs, that leaves $3 million each year to accomplish other Measure Y priorities. During the upcoming goal- setting process, Council will be asked to affirm if the ongoing operating programs remain a priority use of Measure Y funds, and to prioritize the use of the remaining $3 million. 1 -28 Attachaient la Budget Foundation: Goal-Setting Process and Schedule for 2011 -13 Page 29 Provided at the end of this report is a list of the Measure Y uses during 2009 -10. This list is included in the City's Comprehensive Annual Financial Report (CAFR) and has been audited by the City's independent auditors. It provides information on the operating and capital expenditures during 2009 -10 as well as a reconciliation of all Measure Y revenues and uses since 2006 -07, SUMMARY Measure Y provides over $5 million in funding each year that enables the City to provide important and valued services to the community; for both day -to -day operating programs and one -time capital improvements. It is the Council's obligation to prioritize the use of this resource, just as it is their job to prioritize the use of all City resources. For this reason it is important that as the Council sets goals for the 2011 -13 Financial Plan, it also considers the prioritized use of Measure Y funds. 1 -29 4ttachment / Budget Foundation; Goal-Setting Process and Schedule for 2011 -13 Page 30 CITY OF SAN LUIS OBISPO, CALIFORNIA MEASURE Y FUNDING SUMMARY SCHEDULE FOR THE FISCAL YEAR ENDED JUNE 30, 2010 Traffic Congestion Relief Traffic S ignal Operations Johnson & Buchon Intersection Improvements Operating Programs Capital Improvement Plan Encumbered/ Encumbered/ Actual Designated Actual Designated Infrastructure Maintenance 100,000 Bob Jones City-to -Sea Bike Trail Bridges Stormwater Management Plan Implementation 20,600 439,600 Creek Silt Removal 38,000 145,800 Bishop/Augusta Creek Bank Stabilization 1,000 Meadow Park RoofReplacemnt 4,800 300 Andrews Creek bypass 67,400 35,300 Storm Drai n Rep I acem ents 286,300 125,300 Minor Storm Drain Facilities 15,300 253,500 Higuera Culvert Repair 15,000 800 Sidewalk Repair 21,500 172,200 Sidewalk ADA Access Improvements 5,400 210,700 Warden Bridge Resurfacing Street Light Replacements - Broad Street 45,000 Street Reconstruction &Resurfacing 903,300 390,900 Street Light Painting 1,800 48,200 Urban Forest Management Plan 49,000 25,700 Street Fleet Replacements: Paver and Roller 180,100 169,300 Other Infrastructure Maintenance Projects 61,500 Police Protection: Traffic Safety & Patrol Total Infrasintctare Maintenance 1,650,400 1,450,800 Traffic Congestion Relief Traffic S ignal Operations Johnson & Buchon Intersection Improvements 100,000 Bob Jones City-to -Sea Bike Trail Bridges 20,600 439,600 Tassajara/Foothill Intersection Improvements 8,500 116,500 Los Osos Valley Road Interchange Env Review & Design Other Traffic Congestion Relief Projects 87,800 B icycle Safety 15,000 Traffic Safety Report Implementation 1,700 25,800 Neighborhood Traffic Management 2,700 172,200 Sidewalk Repair 21,500 Street Light Replacements - Broad Street 100,800 Total Traffic Congestion Rellef 102,800 155,800 854,100 Preservation of Essential Services Public Safety Police Protection: Traffic Safety & Patrol 503,600 Fire Prevention & Training 410,300 Fire Engine/Truck Replacement: Debt Service Maintenance Services Streets, Sidewalks and Traffic Signal Operations 161,500 13,600 26,400 Creek & Flood Protection 396,600 Parks 416,300 29,400 Project Management & Inspection 1 76,100 Neighborhood Code Enforcement Enhanced Building & Zoning Code Enforcement 61,800 "SNAP" Enhancement 18,100 Total Preservation of Essential Services 1,144,300 13,600 55,800 1 -30 Attachment /a Budt_et Foundation: Goal - Setting Process and Schedule for 2011 -13 Page 31 CITY OF SAN LUIS OBISPO, CALIFORNIA MEASURE Y FUNDING SUMMARY SCHEDULE FOR THE FISCAL YEAR ENDED JUNE 30, 2010 Operates Programs Capital Improvement flan Encumbered/ Encumbered/ Actual Designated Actual Designated Open Space Preservation 341,400 421,000 Downtown Maintenance & Beautification Downtown Beautification 640,000 Mission Style Sidewalks 20,000 - Sidewalk Scrubbing - Pedestrian Lighting - Comprehensive Signing Program 40,000 Total Downtown Maintenance & Beautification 20,000 680,000 Total 5 2,267,100 - 2,161,200 3,461,700 Measure Y Revenues & Uses Summary Revenues: Carryover from 2006 -07 $ 1,000,000 Revenues for 2007 -08 5,996,600 Revenues for 2008 -09 5,641,400 Revenues for 2009 -10 5,252,500 Total Revenues 17,890,500 Uses: Operating programs 2007 -09 (1,463,700) Capital improvement plan 2007 -08 (2,434,100) Operating programs 2008 -09 (2,418,300) Capital improvement plan 2008 -09 (3,684,400) Operating programs 2009 -10 (2,267,100) Capital improvement plan 2009 -10 (2,161,200) Total Uses (14,428,800) Available for future year expenditures - $ 3,461,700 Encumbered or designated for future year expenditures (3,461,700) Net available for future year appropriations $ - 1 -31 Attachment-LL Budget Foundation: Coal - Setting Process and Schedule for 2011 -13 Page 32 ATTACHMENT 13 Service Prioritixatlon Project Proposed Criteria 1. Mandated a. Legally Mandated (cite the source in the Notes column) i. Required by Federal, State, City Charter or Municipal Code 1. Examples: a. Stormwater Compliance b. Election Administration 2. High a. Health and Safety i. Services that, were they not performed, would seriously jeopardize the health and safety of our residents 1. Examples: a. Provision of Potable Water b. Response to Emergency Medical Calls b. Essential Services i. Maintenance of core facilities and services for which the City is responsible and, if not done, will not be provided 1. Examples: a. Street Maintenance b, Building and Safety Inspections 3. High M�g� a. Functions for Proper Organizational Management i. Internal systems to support base City operations 1. Examples: a. Payroll Services b. Information Technology Systems and Networks c. Risk Management b. Typical Services Expected by the Community i. Services expected to be available for the benefit of all community members 1. Examples: a. Parks and Open Space b. Neighborhood Services 4. Mid -Range a. Targets Select Populations i. Services that augment those offered by other service providers or fill gaps where services are not provided 1, Examples: a. Senior Center b. Affordable Housing b. Typical Services Expected by the Community i. Services expected to be available for the benefit of a portion of community members 1. Examples: a. Childcare for Children and Teens b. Special Events Support 5. Other a. All Remaining Services i. Funded services that do not meet the criteria for the rankings above 1. Examples: a. Wellness Program b. Advisory Body Committees 1 -32 Background Materials Status Reports from December 14, 2010 Workshop STATUS OF 2009 -11 GOALS AND OBJECTIVES STATUS OF GOALS AND OBJECTIVES As of November 1, 2010 city of san lugs oi3ispo STATUS OF GOALS AND OBJECTIVES As of November 1, 2010 TABLE OF CONTENTS INTRODUCTION Overview Report Card: Major City Goals and Other Important Objectives Report Card: Other Council Objectives Action Plan Changes Next Report MAJOR CITY GOALS Infrastructure Maintenance Traffic Congestion Relief Economic Development Preservation of Essential Services and Fiscal Health OTHER IMPORTANT OBJECTIVES Land Use and Circulation Revisions Open Space Preservation Green House Gas Reduction and Energy Conservation Downtown Maintenance and Beautification Historic Preservation OTHER COUNCIL OBJECTIVES Creek and Flood Protection Urban Forest Skate Park Homeless Services 1 1 2 2 3 4 6 11 15 18 19 21 23 25 26 26 26 26 CARRYOVER GOALS AND OBJECTIVES Major City Goals Economic Development: Sales Tax and TOT Revenues Other Council Objectives Waterways Management Plan Implementation Program Laguna Lake Dredging Study Tree Planting and Maintenance Airport Area Annexation Broad Street Corridor Plan 27 27 27 27 28 28 INTRODUCTION OVERVIEW This report details the status of major City goals and other important objectives set by the Council as part of the 2009 -11 Financial Plan as of November 1, 2010. In general, we are on -track in accomplishing these objectives based on the work programs adopted by the Council. Report Card. The following is a quick "report card" on the status of major City goals and other important objectives based on the "action plans" approved by the Council as part of the 2009 -11 Financial Plan. As a benchmark, at November 1, 2010, we are 67% through the two -year Financial Plan period. Most of the goals and objectives are near or exceed this level. 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 each Major City Goal and Other Important Objectives, which shows the objective, action plan as adopted by the Council, any revisions (additions are shown in Many of these are multi- year goals that have activities associated with them that go beyond the two -year 2009 -11 time frame. This status report is focused on approved "Action Plan" tasks as of November 1, 2010. italics; date changes are also shown in italics and highlighted in a separate column; and deletions are shown in strikeout) and a brief status summary as of November 1, 2010. Shorter reports are provided for "Other Important Council Objectives" for 2009 -11 as well as for "carryover goals" from 2007 -09. Report Card: 2009 -11 Major City Goals & Other Important Objectives Percent Complete as of November 1, 2010 Per Actions Plan Tasks MAJOR CITY GOALS Infrastructure Maintenance Traffic Congestion Relief Economic Development Preservation of Essential Services & Fiscal Health OTHER IMPORTANT OBJECTIVES Land Use & Circulation Revisions Open Space Preservation Green House Gas Reduction & Energy Conservation Downtown Maintenance & Beautification Historic Preservation 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 -1 Creek & Flood Protection Skate Park Urban Forest Homeless Services Report Card: 2009 -11 Other Council Objectives Percent Complete as of November 1, 2010 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ACTION PLAN CHANGES As noted above, in general we are on -track in accomplishing these goals and objectives based on the work programs adopted by the Council. However, notable changes from the original action plans include the following. Major City Goals Traffic Congestion Relief. The economy and development market have slowed considerably, and as a result, congestion relief improvements contingent upon development (such as Prado Road extension) have been delayed significantly. However, the impacts of these delays are partially offset by the absence of increased traffic associated with the new developments. State transit funding continues to be volatile. Passage of Proposition 22 in the November election may stabilize some of these funding sources for the remainder of FY 2010- 11 and beyond. Funding from the Transportation Development Act (TDA) has decreased in 2010- 11 but was partially offset by the 2010 Gas Tax swap as well as the allocation of State Transit Assistance (STA) funding to local jurisdictions. Transit service changes were deferred in October 2010 based on revised revenue 1 -2 projections and potential fare adjustments in FY 2011 -12. The Los Osos Valley Road (LOVR) interchange project has been delayed due to environments litigation against Caltrans. Staff continue to work with Caltrans to resolve the issues, and 60% of the plans, specifications and estimates (PS &E) are complete and awaiting resolution of the litigation. The Bob Jones Trail bridges project has been delayed as staff work with Caltrans to coordinate the LOVR interchange project (the south end of the project). Caltrans rejected the City's request to encroach into US 101 to construct the southern connection to LOVR, prompting a revision of the project to make the necessary connection with a stand alone bridge. Costs for the bridge project will exceed the amount budgeted so staff will seek additional grant funding for this project. It is anticipated that the northern connection at Prado Road will be fully designed and ready for construction by spring 2011. Staff continue to develop a revised alignmen for the Railroad Safety Trail (RRST) in the Phase 3 area. Union Pacific Railroad (UPRR) reversed its earlier approval of the project based on a corporate policy that does not allow any type of easement that places activities closer than 40 feet from the centerline of the tracks. As the trail is currently designed, the bicycle path through this area would be placed inside that limit. Staff are exploring other routing options to complete the Trail in this area and are in discussions with UPRR, California Highway Patrol and the California Transportation Commission regarding potential alignments across and adjacent to the railroad right of way. It is anticipated that staff will return to Council in late spring of 2011 with recommendations on a new alignment and costs estimates for construction. Phase 4A of the RRST is substantially complete but awaiting final permit approval by UPRR of signal improvements at the intersection of Foothill and California. The Madonna Bike Path is approximately 80% complete and is anticipated to open in January 2011. Measure H, a voter initiative to delete a portion of the Prado Road extension adjacent to the Damon - Garcia Sports facility, qualified for the November election. Staff delivered numerous presentations to community groups about the potential impact to future congestion relief efforts if the measure passed. However, the measure was ultimately defeated at the polls. The State Route 1 Major Investment Study (SR- 1 MIS) was completed and adopted by Council on June 6, 2010. Other Important Objectives Land Use and Circulation Revisions. The traffic model update is substantially complete and was incorporated into the SR -1 MIS project. Final revisions to the forecast transit module will be completed by the end of January 2011. Evaluation of the Land Use Element policies and programs has begun. Greenhouse Gas Reduction and Energy Conservation. This work program is in progress. The City received $199,400 from the Energy Efficiency and Conservation Block Grant 1 -3 Program (EECBG) and will use $30,000 of these funds to develop a Climate Action Plan. Staff is working with the Cal Poly developed draft prior to releasing it for public review. The Council adopted a resolution to participate with the County of San Luis Obispo in the California FIRST energy efficiency financing pilot program, however that program has been placed on hold until mortgage lending issues are resolved. Staff will continue to work with the program team to explore other alternatives to energy improvement financing. Other Council Objectives All objectives have seen progress. There are no significant changes to report. NEXT REPORT We will present the next "formal report" to the Council in February 2011 as part of the 2010 -11 Mid -Year Budget Review. In the interim, we will keep the Council up -to -date on the status of major projects through agenda reports, Council Notes and other briefing opportunities. INFRASTRUCTURE MAINTENANCE aIt, , Objective. Sustain an effective level of core existing infrastructure maintenance such as streets, sidewalks, creeks and flood protection, as well as the protection and maintenance of other physical assets. Aefinn Plan Current Revised Task Building Maintenance Projects 1. Fire Station 3 Shower Stall Construction, Police Annex Sewer Lateral Replacement, io/io Complete Carnegie Library Exterior Sealing, Laguna Lake Restroom Replacement 2. Meadow Park Roof Replacement, Santa Rosa Restroom Replacement 6/11 Playground Equipment Projects 1 Meadow Pale Throop Park playground Equipment Replacement 849 Complete 2. Meadow Park playground Equipment Replacement construction; Johnson, Santa 6/11 Rosa and Emerson Park playground Equipment Replacement design Street and Flood Pro.tectlon Projects 1. Andrews Drainage System Design, Drainage Facility Design, 2/11 Street Reconstruction and Resurfacing Design, Sign Reflectivity Software and Equipment Purchase, Sidewalk Repairs, Sidewalk Ramp Construction, Warder Bridge ei-ng and Street Light Pole Painting 2. Andrews Drainage System Permitting, Drainage Facility Construction, Sidewalk 6/11 Repairs, Pavement Area and Downtown Street Reconstruction and Resurfacing Design and Construction, Sign Replacements, Sidewalk Ramp Construction, Parking lot resurfacing, Street Light Pole Painting, Downtown Tree Management Plan Tree and Sidewalk work 3. Pavement and sidewalk maintenance by City staff Ongoing Utility Projects 1. Polybutylene Water Service Replacement, Waterline Replacement, Sewerline 6/11 Replacement, Raw Waterline Coating 2. Polybutylene Water Service Replacement, Waterline Replacement, Sewerline 6/11 Replacement, Water Treatment Plant Roof Replacement and Filter Media Replacement, Water- n eela ati • Facility Pigeste n ei �, Clarifier Recoating, Downtown Design Standards Complete review and modifications of Downtown design standards used in 618 Complete infrastructure maintenance as part of the Council's Downtown Maintenance and Beautification objective Status Summary: 60% Complete. The following is a summary of accomplishments and importan* next steps for this goal. Due to a heavy workload in Engineering, and other factors such as the UPRR negotiations, Caltrans permit delays, detailed work to deliver a modified Downtown project, and neighborhood issues, some delay in project schedules has occurred. Staff are working to keep the new schedules for project delivery. 1 -4 MAJOR CITY GOALS Engineering staff have also accelerated the delivery of the Upper Monterey Street reconstruction project to take advantage of American Recovery and Reinvestment Act (ARRA) funds from the RRST Phase 3 project, which has been put on hold. Building Maintenance Projects. The Fire Station 3 Shower Stall construction, Police Annex lateral replacement, the Laguna Lake restrooms, and the sealing of the Carnegie Library are complete. Park Projects. Design for the Santa Rosa restrooms is complete. The Meadow Park Roof project will be delayed until next year because a bidding issue prevented contract award. Construction is expected to begin in May 2011. Design is nearly complete for the Meadow Park playground equipment. The Throop playground equipment replacement project is complete. The design of the next projects has been delayed and is now expected to be completed in early summer 2011. Street and Flood Protection Projects. Marsh Street microsurfacing, along with some minor utility work, is largely complete along with the LOVR pavement repairs which were accelerated due to damage resulting from the wet weather. The Andrews Street drainage system plans are nearing completion, and staff will meet with the neighbors to discuss the projects this spring. Permitting for work in the channel is not complete and it is currently unknown if work will begin this summer or next. Higuera Culvert and Street Reconstruction projects are under design. Sidewalk repairs are complete. Staff has moved to the next paving area and are preparing for next year's street microsurfacing, as well as completing smaller scale full overlay maintenance work. The Warden Bridge resurfacing project was deleted by the Council. The street light pole painting work will continue with the Downtown beautification project. Two emergency Corrugated Metal Pipe (CMP) storm drain replacements have been completed where sink holes developed in the street and adjacent to a privately owned structure. Design is underway on three additional CMP replacement projects, and staff anticipate construction will begin in the spring of 2011. Utility Projects. Polybutylene service replacement project is complete and waterline replacement projects are underway. The Raw Waterline Coating project has been postponed. Clarifier recoating project is complete. The Digester repair project will take place during the summer of 2011 to take advantage of reduced plant loads. 1 -5 MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF W: 'sflir ft Objective. Continue efforts on projects and programs which relieve traffic congestion, such as street modifications, intersection improvements, pedestrian improvements, bicycle facilities, trip reduction programs, traffic signal operations and public transit. Action Plan Task Current Revised Transit Service Levels 1. Maintain existing transit levels for local and regional services with uncertain Ongoing levels of State and Federal funding. 2. Implement recommendation in the Short Range Transit Plan if funding is available. Ongoing 3. Explore alternative fuel and vehicle type to offset operational costs. Ongoing Transit Improvements 1. Use federal and state capital funding to replace and upgrade vehicles. Ongoing 2. Use federal American Recovery and Reinvestment Act (ARRA) and state capital 640 12110 funding to upgrade Automatic Vehicle Location (AVL) system for improved on time performance. 3. Use federal (ARRA) and state capital funding to improve the transit facility on 940 4111 Prado Road. Congestion Management Report Implement low cost recommendations of the Congestion Management Report. Ongoing State Route 1 /Highway 101 Work with San Luis Obispo Council of Governments (SLOCOG) and Caltrans 640 Complete regarding further planning for State Route 1 (Santa Rosa Street) including an alternatives assessment for US 101 /State Route I interchange. Prado Road Extension Work with west side Margarita area property owners to implement phased Ongoing improvements to Prado Road. Signalization of US 101 /Grand Avenue Intersection 1. Complete design. 540 12110 2. Begin construction. 1A 3111 3. Complete construction. 12,49 8111 Los Osos Valley Road Interchange 1. Complete construction plans and specifications. 12/19 6111 2. Begin right of way acquisition. 640 Complete 3. Complete right of way acquisition. 6/11 4. Pursue additional funding. Ongoing 5. Implement phase improvements as new development occurs. Ongoing Traffic Nlodel Update 1. Complete base year traffic model update. 640 Complete I 2. Recruit temporary or contract staff, or consultant assistance for traffic model Complete development. management program). 3. Complete Traffic Model Update with existing Land Use scenarios. 640 1 /11 4. Identification and development of strategic revisions to the Land Use Element in 6/11 superseded sections. 2. Begin construction. 5. Conduct traffic model assessments of various land use modifications for future 6/11 year forecasts and strategic revisions to the Circulation Element. Complete Neighborhood Traffic Management Program Update Tank Farm Road Intersection Improvements Update the Neighborhood Traffic Management program to reflect current 748 4111 practices and principles. 649 Aero Drive Realignment 2. Complete project design. Work with the County of San Luis Obispo to relocate Aero Drive and signalize Complete access to San Luis Obispo Regional Airport. SLO County 511 4. Work with Rideshare to promote a new 511 traffic hotline. Ongoing Johnson and Buchon Intersection Improvements 1. Begin project design (combined scope of Pismo /Buchon neighborhood traffic 548 Complete management program). 3. Complete construction 4111 Railroad Safety Trail - Phase 4a: Foothill to Hathaway 1:040 2111 2. Begin construction. 2. Begin construction Complete 3. Complete construction. Complete 6111 Tank Farm Road Intersection Improvements 1. Identify alternative routes and present initial findings to the Council. 6/11 1. Initiate design of Tank Farm Road widening project. 649 Complete 2. Complete project design. 4049 6111 4. 641 Railroad Safety Trail - Phase 3: Amtrak to Marsh Street 1. Identify alternative routes and present initial findings to the Council. 6/11 2. Pursue additional funding. Ongoing Railroad Safety Trail - Phase 4a: The Missing Link (Foothill to Cal Poly) 1. Complete construction drawings. Complete 2. Begin construction Complete 3. Complete construction 4111 Railroad Safety Trail - Phase 4a: Foothill to Hathaway 1. Complete construction drawings. Complete 2. Begin construction Complete 3. Complete construction Complete Railroad Safety Trail Bride: lligliway 101 Crossing 1. Identify alternative routes and present initial findings to the Council. 6/11 2. Pursue additional funding Ongoing 13oh .Tones City- to -Sca Trail: North Connection to Prado Road 1 -7 Task Current Revised 1. Pursue outside funding for trail connections. Ongoing 2. Complete construction drawings. 648 4111 3. Complete construction. 949 6111 Bob Jones City -to -Sea Trail: Southern Connection to LOVR 1. Pursue outside finding for trail connections. Ongoing 2. Complete Callrans permitting. 4111 Bill Roalman Phase II Complete constriction. Complete Madonna Road Bike Path Work with property owners and Caltrans to implement a new bicycle facility that &" 2111 connects Madonna Road to Marsh Street. Mid - Higuera Widening Evaluate the costs and benefits of landscaped medians as set forth in the Mid- Higuera Complete Street Enhancement Plan and present results to the Council. Other Projects That Reduce Traffic Congestion Ongoing 1. Complete curb ramps, on- street bicycle facility paving and striping improvements in conjunction with City Street paving projects. 2. Implement Neighborhood Traffic Management projects. Ongoing 3. Construct curb ramps and install sidewalks. Ongoing 4. Conduct bi- annual vehicle and bicycle traffic counts. Ongoing 5. Complete miscellaneous bicycle facility improvements identified in the Bicycle Ongoing Transportation Plan, as resources permit. 6. Develop a list, in conjunction with the Bicycle Committee, of streets that would Ongoing benefit from increased street sweeping and coordinate with Street Maintenance to use miscellaneous sweeping hours, when available, to increase frequency. 7. Seek funding for the design and construction of bikeways and pedestrian paths Ongoing within the City. 8. Promote bicycling, walking and transit as alternative forms of transportation. Ongoing 9. Provide more bicycle parking through the City's "Racks with Plaques" program. Ongoing Status Summary: 60% Complete. The following is a summary of accomplishments and important next steps for this goal. 1. The City learned in June 2010 that the State implemented a Gas Tax swap and re- established some State Transit Assistance (STA) funding for FY 2010 -11. SLOCOG programmed approximately $216,000 in STA funding for the current fiscal year to assist in transit operations. State TDA funding is still significantly below historic levels. 2. On October 5, 2010, the Council implemented a partial list of fare box modifications that adjuster. the Trolley fare and deferred consideration of other fare increases until the 2011 -13 Financial Plan process. MAJOR CITY GOALS 3. ARRA grant funding for transit improvements has been programmed, and projects are substantially completed or are in construction. The AVL system is approximately 98% complete, and the City is engaged in final testing mode for the on -line application. The fare box upgrade project is complete. The transit facility improvements are approximately 90% complete and the roof repairs are almost entirely complete. Modification to the facility to accommodate the double deck bus will be under construction in February 2011. Minor maintenance, such as oil changes, is currently taking place outside the facility in the parking lot. Final completion and close out of these projects has been delayed due to other competing priorities. 4. Work was completed on the SR -1 MIS project and it was adopted by Council on June 6, 2010. 5. Construction funding for the LOVR/Highway 101 interchange project was delayed by the California Transportation Commission (CTC) and is now scheduled for FY 2014 -15. The City had requested that SLOCOG accelerate right -of -way (ROW) funding for the LOVR/Highway 101 interchange project but instead the City has advanced ROW funding for the project using TIFF in exchange for funding an equivalent amount in the construction phase of the project. ROW acquisition is on hold until the envirommental issue is resolved. Plans, specifications and engineering (PS &E) for the interchange are approximately 60 % complete; however, the project report still needs to be approved by Caltrans and processing of the PS &E is on hold due to environmental litigation between Caltrans and residents of the Los Verdes condominiums. This delays the approval of final construction drawings until 2011. Staff continue to work with Caltrans to resolve these issues and complete the design and environmental approvals for the project. 6. The draft update to the Neighborhood Traffic Management (NTM) Prograin has been completed and is circulating internally for review. Final Council review of these changes will be delayed until March 2011 in order to complete the design for the Buchon/Pismo /Johnson NTM and Laguna Village Shopping Center driveway issues. 7. The neighborhood vote on the Buchon/Pismo /Johnson NTM was adopted by Council on June 1, 2010. Design has begun on the public improvements, and construction will begin in early 2011. 8. The Tank Farm Road and Broad Street intersection improvements design project has been initiated and scoping of the project is underway. 9. Public improvement plans have been approved for the Prefumo Creek Commons project. Offsite improvement plans which include improvements to the intersection of Madonna/LOVR are being reviewed and. approval is anticipated in January 2011. The Target store is scheduled to open in late summer or early fall of 2011. 10. The Bob Jones Trail bridges project has been delayed as efforts are underway with Caltrans to coordinate the work with the LOVR Interchange project. Encroachment into the Caltrans right of way has been denied due to conflicts with the clear recovery area of the freeway. Revised conceptual plans have been submitted to Caltrans for a stand alone bridge facility to complete the southern connection. This project will cost substantially more than budgeted so staff will need to solicit additional grant sources for its completion. The design of the northern bridge connection (to Prado Road) is moving forward and should be completed in April 2011. [WE 11. RRST Phase 4a - the Missing Link is under construction and approximately 80% complete. T;. traffic signal work at the intersection of Foothill and California is delayed as UPRR reviews the timing changes to accommodate railroad preemption for the new crossing. 12. Measure H, a voter initiative to delete part of the Prado Road extension adjacent to the Damon - Garcia Sports facility, qualified for the November election. Staff made numerous presentations to community groups about the potential impact to future congestion relief efforts of the various specific plans and mitigating infrastructure. 13. Staff have received final confirmation from UPRR that a lease agreement for the RRST Phase 3 (Amtrak to Marsh Street) and Highway 101 Bridge is not possible as these projects are currently designed, which was based on UPRR approvals received in 2004. UPRR has reversed its earlier approval based on a corporate policy that does not allow any type of easement that would place activities closer than 40 feet from the centerline of the tracks. The bicycle path through this area had to be placed inside that limit. Staff will explore other options to complete the Trail in these two key locations and plan to present initial findings to the Council by June 2011. 1 -10 ECONOMIC DEVELOPMENT Objective. In collaboration with Cal Poly, Cuesta and the business community, develop strategies to increase economic development including emphasis on head -of- household jobs and environmentally sustainable businesses. Action Plan Business Retention and Expansion (BRE) — Data Collection and Analysis 1. Finance & Information Technology (IT) hires Administrative Analyst. Complete 2. Develop Business Retention and Expansion (BRE) database using existing data Ongoing from city and external sources. 3. Conduct 72 business surveys (4 per month beginning January 2010). Q%going 6111 4. Update BRE database with information from surveys and existing sources of Ongoing information. 5. Use BRE data to produce a quarterly newsletter on business retention and expansion I 910 Ongoing efforts, 6. Use BRE data to produce metrics about inquiries to the City. Ongoing 7. Work with Administrative Analyst to manage the BRE database, analyze the Ongoing information, produce metrics and disseminate information. S. Continue to conduct 10 business visitations with Council per year. I Complete 9. Continue to collaborate with Community Development on the Seismic Retrofit Ongoing Program. lderttifN- Industry Clusters and Opportunities 1. Begin a series of forums to identify industry clusters and opportunities for job Ongoing growth drawing on expertise front the business, environmental, educational and governmental communities. 2. Draft a working list of industry clusters and opportunities. I Ongoing 3. Present working list of industry clusters and opportunities to participants and foster Ongoing opportunities for continuing collaboration on the list and opportunities. Information Outreach 1. Identify changes that would make economic development information more Complete accessible to users of the City web pages. 2. Work on web upgrades as time and staffing constraints permit. I Ongoing 3. Coordinate with available staff to periodically update the web pages with data to Ongoing market City as place to do business. 4. Explore ideas and opportunities to support the business community during the Complete economic downturn through strategic economic development initiatives program. 1 -11 MAJOR CITY GOALS Task Current Revised�, 5. Continue to contract with HdL and economic forecasters for data pertinent to Ongoing businesses. Collaborative Economic Development Efforts 1. Develop Strategic Economic Development Initiatives Program and recommend 9nt Complete funding allocations to Council. 2. Participate with the Chamber of Commerce coordinated committee for collaboration Ongoing between business, government and universities. 3. Foster collaborative activities with the environmental community (including Ongoing ECOSLO, Sierra Club, and Land Conservancy) beginning with participation with the Chamber's Sustainability Committee. 4. Collaborate with Community Development and Finance & IT Departments to Ongoing explore opportunities for economic development action presented by AB 811. 5. Partner with tourism efforts to market the community as a place to do business. Ongoing Status Summary: 75% Complete. The following is a summary of accomplishments and important next steps for this goal. Business Retention and Expansion Efforts The City's business retention and expansion efforts have proven to be an important vehicle to let businesses know they are valued by the City. The meetings that occur through this program also generate information about the make -up of the local business community through a survey instrument. Although visits continue, they have slowed considerably as a result of competing responsibilities for Economic Development Program time and changes in partners to this effort. Currently at 24 visits, the remaining months will bring completion of the goal of 72 retention visits utilizing the help of the Chamber of Commerce Economic Development Committee and on -line surveying, thereby expanding the outreach effort beyond City and Chamber staff. Upon completion of the visits, broad brush data based on input from the 72 companies surveyed will be available. The focus of the work on this Major City Goal has evolved to include electronic outreach. Economic Development staff have utilized interns and support from other City departments to collect email addresses for one -third of in -City businesses. Collection of the addresses is an ongoing effort that pulls information from business license applications and other resources. At the start of the project, the program maintained no email data and this effort has now matured into a priority so that a reliable and robust group of business emails can be used as an effective communication tool for the Economic Development effort. With the ability to reach out electronically, targeted surveying has begun — separate from the retention visits effort—which enhances the data collection about the City's local business mix. An outgrowth of the effort to eriable electronic outreach is the e -tips program. Originally envisioned as a newsletter with statistics about our community, the e -tip offers a quick way to get information out to tb City business community on an "as- needed" basis and about a wide range of issues. Beginning i._ October 2010, two e -tips were issued as of November 1. 1 -12 Business license data has been the target of another large effort. Elimination of inconsistencies and incorrect business coding is underway to make this database more reliable and useful. The transition of business codes fi`,orn Land Use to the new system (Energov) is being scrutinized to assure consistency with the business licensing coding. The 2010 business visitation program has included visits to the large media outlets located in the City, KSBY and the Tribune; and to the two local energy efficiency related businesses, REC Solar and Phat Energy. The year's final two business visit sessions introduced a new fonnat for business visits that will be considered for future visits. This format consisted of a forum setting to share expertise about local business from particular points of view. The first was a forum of local technology companies all part of thee, Svftec organization. The following was a foruim of commercial real estate professionals who talked about their experience regarding the pluses and minuses of locating businesses in San Luis Obispo. The Chamber of Commerce continues to be a partner in this activity. Seismic strengthening projects continue to make progress. Compliance with the current deadlines is being managed by the Building Division with assistance and outreach from Economic Development. With the July 1, 2010 deadline past, the Building, Division has issued code enforcement letters for all buildings subject to the deadline but not completely strengthened. This has spurred action on the park of most of the building owners. Buildings qualifying for additional time via Council action on February 16, 2010 have entered into agreements with the City for the additional time. The buildings that qualified for the 2012 deadline group by strengthening to Level A have started to come to life with owners looking at beginning their work. Industry Clusters and Opportunities The Economic Strategy planning effort undertaken by the Econoric Vitality Corporation (EVC) for the County included identification of the clusters where job growth occurs, convening of focus groups, and identification of business needs for fostering business expansion and job growth within the clusters. The identified industry clusters are the growth industries of the County -wide economy. Given that clusters transcend City and even County boundaries, City - identified clusters were made to conform to those identified in the County's Strategic Economic Planning process rather than initiating a wholly separate process. The separate effort envisioned in this Major City Goal to identify industry clusters, as initially envisioned, was streamlined to make use of the efforts undertaken by the EVC and to facilitate coordination between County (EVC) efforts and those of the City. Targeted businesses in the City have beers, sorted by cluster to effectively accomplish outreach via the Business Detention and Expansion program. In addition, business districts have been identified within the City using geographic information systems (GIS) to illustrate the locations of like businesses. This data can be used for marketing certain areas to growing or relocating businesses. Information Outreach The Economic Development web presence within the City of San Luis Obispo website remains an ongoing focus for improvements to facilitate access to information and organizations that assist businesses. These improvements are incrementally undertaken to update information and provide links .o outside organizations of interest and utility to business. Utilizing the expertise of existing staff, changes continue to be accomplished. 1 -13 MAJOR CITY GOALS Although it was originally envisioned that the City would hire an outside consultant to provide expertis for web upgrades, alternative funding through the Promotional Coordinating Committee (PCC) became available for a fully separate website aimed at business owners visiting the City and looking for information and assistance in setting up shop here. The site is also intended to offer a "welcome mat" to any business looking for help. A contract for this work has been awarded to the Chamber of Commerce with the new site expected to go live in June 2011. This site will emphasize business to business concerns and will bring Chamber of Commerce and City Economic Development efforts together on the web. The HdL Business Licensing database has become a source of statistics about businesses in the City. Infonnation from the Business License database is also provided to the City's partners in economic development upon request. The ability to provide information about the total number of businesses, the types of businesses, and the changes in the business community has grown with the data being used for purposes beyond revenue collection. More information about new businesses is posted on the website and work by staff continues to enhance this resource. Collaborative Economic Development Effort The jointly sponsored "Collaboration" Committee, comprised of the City of San Luis Obispo, Cal Poly, the County, the EVC and the business community, has assessed the region and identified key factors for creating an entrepreneurial ecosystem here. By studying communities that are similar to San Luis Obispo, the key factors were identified and compared to factors already existing here. The strategic, economic development initiative approved in concept by Council on July 21, 2009 has provided th. City's portion of funding for this joint planning effort. Action steps are currently being formulated by the Committee with the overriding goal of creating jobs via support of emerging business. Businesses continue to rely on the City's partners for business support: Cuesta College's Business Assistance Center, now the Business and Entrepreneurship Center at Cuesta College; Mission Community Services Corporation, the EVC's revolving loan fund for City of San Luis Obispo businesses; and Service Corps of Retired Executives (SCORE). An emphasis on "green" businesses continues to drive program efforts to identify new business licensees with a focus on sustainability and to offer a welcome inat to all businesses, particularly green businesses. Work with the Chamber of Commerce Sustainability Committee was not an opportunity offered by the Chamber in 2010. As a result, staff continue to use all opportunities to foster relationships with local conservation organizations in addition to the work accomplished by Natural Resources staff. Finally, collaboration between the Economic Development Program and the City's tourism efforts is ongoing with an aim to maximize the effectiveness of both programs. The new contract for website development is a major crossover between the two City efforts. 1 -14 MAJOR CITY GOALS PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH Objective. Adopt a balanced budget that retains the City's fiscal health, preserves essential services and implements long -term productivity improvements and cost - reduction strategies. Action Plan Task Current Revised 1. Implement organization -wide savings recommended by community members and Ongoing City employees. 2. Continue to closely review and monitor the City's fiscal situation.. Ongoing 3. Implement budget - balancing strategies adopted in the 2009 -11 Financial Plan. Complete 4. Review and update as appropriate key infrastructure maintenance plans. a. Present Pavement Management Plan update to Council. Complete b. Review other plans for update as appropriate and present the results to the 6/11 Council. 5. Resume "best practice reviews" that focus on one to two significant internal control Ongoing areas annually that typically cross department activities. 6. Continue supporting pension reform. Ongoing 7. Implement ongoing "benchmark" analysis of key financial and outcome measures ii/io 6111 with comparable communities every two years. 8. Update the Property Management Manual: comprehensive review of our property Complete management policies and procedures, including property acquisition, sale and lease. 9. Continue evaluating contracting -out opportunities for cost reductions or service Ongoing improvements. 10. Maximize grant funding opportunities, including "Stimulus Package." Ongoing 11. Review Memorandums of Agreements. Ongoing 12. Continue succession planning efforts. Ongoing 13. Continue to develop, review, modify and implement Human Resources policies in Ongoing support of fiscal health. Status Summary: 70% Complete. The following highlights key accomplishments so far and important next steps: Implement Organization -Wide Savings Recommended by Community Members and City Employees. Many of these, such as deferring vehicle replacements, lengthening technology replacement cycles and reducing overtime and temporary staffing costs, were implemented as part of the 2009 -11 budget - balancing actions. Departments continue to identify and implement cost saving measures on an ongoing basis. 1 -15 MAJOR CITY GOALS Continue to Closely Review and Monitor the City's Fiscal Situation. Staff have continued to issue time interim reports on the City's overall fiscal condition, including an interim report on financial results for 2008 -09; quarterly financial reports; quarterly sales tax reports; monthly transient occupancy tax (TOT) reports; and monthly cash and investment reports. We presented a detailed review of interim 2008 -09 financial results and key fiscal trends to the Council on October 3, 2009. This included a recommendation to participate in the "securitization" of Proposition IA takeaway from the State, which the Council approved on October 17, 2009. The Comprehensive Annual Financial Report (CAFR) for 2008 -09, which includes audited financial statements, was presented to the Council on December 15, 2009. A detailed review of the City's current financial position and revised projections for 2009 -11 was presented to the Council as part of the Mid -Year Budget Review on February 23, 2010. As part of this review, the City implemented the "short-term budget - balancing actions" in the Fiscal Health Contingency Plan, which include: 1. Hiring freeze 2. Travel and training chill 3. Capital Improvement Plan (CIP) deferrals /reductions 4. Operating budget reductions 5. Consider use of reserves below policy levels 6. Other short-term savings as appropriate Specific budget - balancing goals included returning to the Council with $3 million in General Fund "stop gap" budget modifications as part of the 2010 -11 Financial Plan Supplement in order to retain reserves minimum policy levels of 20% of operating expenditures. The Council also received a comprehensive briefing on retirement cost trends and future outlook at this meeting. Staff presented a detailed Five -Year General Fund Fiscal Forecast to Council on October 19, 2010. This report included projections of an ongoing budget gap averaging $2.6 million annually over the next five years. These projections included steep increases in Ca1PERS retirement costs that are expected in 2013 -14. Staff are currently engaged in a Service Prioritization Project which will give the community and Council another tool to compare and contrast services in deciding how to address this budget gap. During this process, staff will identify services the City provides to the community, rank these services according to an established set of criteria, and identify opportunities for cross - departmental efficiencies and program scalability. Department heads will meet in January 2011 to discuss the project results and identify reduction candidates for the 2011 -13 Financial Plan. In a continuing effort to monitor and contain labor costs, staff negotiated agreements with four employee groups in November 2010. The one year agreements (January 1, 2011 through December 31, 2011) provide no cost of living increases or increases to the City's contribution towards health insurance costs. The agreements, approved by Council on November 16, 2010, save approximately $490,000 annually. The CAFR for 2009 -10 will be presented to Council in January 2011. Implement Budget Balancing Strategies Adopted in the 2009 -11 Financial Plan. All budget - balancing strategies have been implemented. 1 -16 Present Pavement Management Plan Update. This was presented to the Council on October 6, 2009. Resume Best Practice Reviews. 5ttiIT performed two best practice reviews in 2009 -10 on the petty cash and grant management policies. Candidates for fixture years include fare box collections; parking meter collections; construction change orders; new development- related fee collections; and Fain Labor Standards Act (FLSA) compliance. Update the Property Management Manual: This was presented to the Council on May 18, 2010. Maximize Grant Funding Opportunities, Including "Stimulus Package." Staff have pursued several "stimulus" grants as described in further detail on the City's webpage lift :llwww.siocit .or« adnlinistrationleconstiiil.asa. Departments continue to look for opportunities to pursue grants for which the City is eligible. Continue Succession Planning Efforts The Succession Planning Steering Committee continues to meet bimonthly, The committee's work on improving the Educational Assistance Program was implemented July 1, 2009. The committee is now reviewing performance management rating scale standards and updating guidelines for performance appraisals to ensure constructive feedback is provided and received as part of the City's employee development process. Participation in CAL -ICMA Coaching webinars continue to be well attended, with post -call discussions facilitated by City staff. Employee Profiles and Lunch and Learn sessions continue to profile employee's career paths. During the 2009 -11 Financial Plan, the City filled 26% of its job openings through the Employment Opportunity 1 Program, the City's internal promotion program. 1 -17 OTHER ' • ' OBJECTIVES LAND USE AND CIRCULATION REVISIONS Objective. Initiate a focused revision to the Land Use and Circulation Elements. Action Plan 1. Recruit temporary or contract staff or consultant assistance for traffic model I Complete development. 2. Develop traffic forecast model. 640 1 1 /11 3. Evaluate effectiveness of existing Land Use and Circulation Element policies and 42/10 3111 I programs and identify where changes should be considered. I 4. Public outreach and input (throughout process). Ongoing 5. Identify and develop of strategic revisions to the Land Use Element and Circulation I 6/11 Element where sections have been superseded. 6. Produce work program for Sphere of Influence areas and identify new programs that I 6/11 may be warranted to address changing legislation. 7. Conduct traffic model assessments of various land use modifications for fixture year I 6/11 forecasts and strategic revisions to the Land Use and Circulation Elements. Status Summary: 5 %_ Complete The traffic model update is substantially complete and was incorporated into the SR -1 MIS project. Final revisions to the forecast transit module of the model are being completed with anticipated conclusion in January 2011. The modeling work will then be updated by staff (possibly via temporary/contract services) to be used in forecasting land use scenarios and changes. Work on this goal was partially delayed due to Measure H, a voter initiative to delete part of the Prado Road extension adjacent to the Damon - Garcia Sports facility, which qualified for the November election. Staff made numerous presentations to community groups about potential impacts to future congestion relief efforts of the various specific plans and mitigating infrastructure prior to the election which displaced work on this objective. Evaluation of existing Land Use and Circulation Element policies and programs has begun, but completion may be delayed depending upon budget reduction options and resource changes. Project initiation was delayed due to staffing losses and additional work associated with the Housing Element update followed by Historic Preservation Ordinance development. Staff anticipates review of the analysis by the Planning Commission in spring 2011. A more comprehensive update may be possible if the City is successful in receiving Proposition 84 grant funds. 1 -18 OPEN SPACE PRESERVATION �* t - A:: Objective. Continue efforts to acquire, preserve, and protect open space, and develop a master plan for City -owned agricultural land at Calle Joaquin. Action Plan 1 -19 Task Current Revised Continued Open Space Acquisition, Preservation and Protection 1. Secure grant funding for the acquisition of Froom Ranch and take ownership. 648 Complete 2. Participate in planning efforts that at a minimum include: (a) the Chevron Tank Ongoing Farm; (b) the Orcutt Area; (c) County property near General Hospital and the Filipponi /Twisselman property to the east; (d) the Filipponi /Denbow property at the end of Calle Joaquin; and (e) the Gap property on Los Osos Valley Road. 3. Continue implementation of elements of City adopted Conservation Plans for: Ongoing Johnson Ranch; South Hills; Stenner Springs; and the Bob Jones Trail. 4, Continue efforts to improve informational signage, trail signage, trail conditions and Ongoing environmental restoration programs. 5. Continue to participate and oversee City- sponsored or — directed mitigation projects, Ongoing including the Los Osos Valley Road interchange, Bob Jones Trail environmental enhancements, and various private mitigation and enhancement projects throughout the city. 6, Review open space "Conservation Guidelines" for consistency with Conservation W4$ 2111 and Open Space Element of the General Plan and recommend changes if appropriate. 7. Continue leadership role in management of the City's natural waterways through Ongoing Zone 9 projects, and provide administrative oversight to the Stormwater Management Program. Master Plan for City -Owned Agricultural Land -Develop 1. Present a Project Plan for Council Review and consideration including Complete recommended task force structure. 2. Conduct and complete research on various public and quasi - public farming models Complete (e.g., Fairview Gardens). 3. Identify interested parties and groups. Hold a series of public input workshops to Complete identify various ideas for the use of City -owned agricultural lands. Develop an email group of participants and provide electronic information updates to this group. 4. Develop a project plan from initial public input that will outline the remainder of the Complete process. Hold a study session with Council to discuss project plan and public participation. 5. Complete public workshops on master plan for City -owned agricultural lands. Use Complete public input as the basis for drafting the master plan for the use of City -owned agricultural lands. 6. Draft a master plan for the use of City-owned agricultural lands. 940 12110 1 -19 7. Present draft master plan to: Stakeholders, Parks and Recreation Commission, and 1040 I 2111 Planning Commission, 8. Present Master Plan for adoption by Council. I W49 I 3111 Status Summary: 85% Complete. The following is a summary of accomplishments and important next steps for this goal. Secure Grant Funding for Froom Ranch Acquisition and Take Ownership. The property was acquired on July 28, 2010. Agricultural Master Plan for Calle Joaquin Open Space. This project is slightly behind schedule. The public workshops produced a "consensus" conceptual plan, and that plan is currently being drafted for review of enviromnental compliance. It is anticipated that there will be one more year of cover cropping. Staff anticipate completing a draft plan ready for circulation by the end of December 2010. In late February or early March 2011, the plan will be presented to Council for adoption. 1 -20 i GREEN HOUSE GAS REDUCTION AND ENERGY CONSERVATION Objective. Adopt and begin implementing a plan to reduce greenhouse gas emissions and conserve energy for municipal operations and the community. Action Plan Task Current Revised 1. Research Climate Action Plans from other jurisdictions and explore formation of an Complete energy facilities financing district. 2. Analyze green house gas (GHG) emissions inventory to identify GHG sources and Complete opportunities for reductions. 3. Review International Council for Leadership and Environmental Initiatives (ICLEI) Complete best practices information. 4. Identify policies and programs already underway that address energy reductions. Complete 5. Develop "talking paper" for internal staff review and brainstorming including review Complete of Utilities Conservation Office role in the delivery and oversight of energy conservation programs. 6. Present review of progress to Council and adoption of reduction target. 71-9 3111 7. Develop website and information mailer. Complete 8. Implement public outreach and input (i.e. Earth Day event, mailers, interactive web Complete site). 9. Enter data and model alternatives. Complete 10. Prepare draft action plan. 640 3111 11. Continue public outreach and input. 640 2111 12. Present Action Plan for Council adoption. 940 6111 Status Summary: 75% Complete. The following is a summary of accomplishments and important next steps for this goal. 1. The Council adopted a baseline Greenhouse Gas Emissions Inventory on September 15, 2009. This report summarizes the sources of emissions from both municipal operations and the community at large for the base year 2005. City staff applied for Recovery Act Stimulus funds in the form of an Energy Efficiency and Conservation Block Grant (EECBG) and received $199,400. The development of the Climate Action Plan and exploration of formation of an energy improvements financing district will be funded by $30,000 from this grant. 2. The City collaborated with the Cal Poly Climate Team to develop a draft Climate Action Plan. The Team submitted their preliminary audit of the City's policies, procedures and programs to understand where emissions reductions might already be occurring due to efficiencies implemented since 2005, and where future emissions reductions might be captured with implementation of existing programs. 1 -21 City staff reviewed and commented on the audit and the Cal Poly Team incorporated comments ar, corrections in the draft plan. The Cal Poly Climate Team researched other communities' Climate Action Plans and met with City staff and toured City facilities. 3. The Team coordinated a kick -off meeting with the Planning Commission in fall 2009 and hosted a booth at three Farmers' Market events. 4. A website (SLOCOOL,org) was created, as well as a Facebook page. Two community forum workshops were held: one on November 19, 2009 and a second one on February 17, 2010. Information about the Climate Action Plan effort was included in the November utility mailer newsletter. The Chamber of Commerce is currently processing a survey to assess business receptivity to various energy- reduction strategies. Cal Poly submitted an administrative draft of the Climate Action Plan for City staff review at the end of May 2010. Staff evaluated the draft plan and has provided comments and strategy revisions for consideration. Additional work is required to analyze these revisions for their ability to help the City achieve the required emissions reductions prior to the draft being released for public review. Staff anticipates release of the draft plan in spring 2011. 5. The City initiated participation with the County under a statewide effort to create an AB 811 property- assessed clean energy program sponsored by the League of California Cities and California State Association of Counties to provide energy financing districts. This was formalized under the CaliforniaFIRST pilot program (which is organized around counties) which was successful in partnering in a state -wide application for State Energy Program (SEP) grant funds to assist wit - program marketing and off - setting program start up costs. City staff had participated in program_ development meetings when recent positions by Fannie Mae and Freddy Mac essentially put an end to this program. City and county staff are still collaborating on finding alternative ways to finance energy improvements until a more comprehensive solution is found. 1 -22 DOWNTOWN MAINTENANCE AND BEAUTIFICATION �q F Objective. Expand Downtown beautification efforts to include enhanced maintenance and cleanliness, a review and upgrade of standards and phased physical improvements. Action Plan Design Standards & Upgrades 1. Assemble all current downtown design guidelines and standards. Complete 2. Working with the Architectural Review Commission, review the current guidelines 74-0 Complete and standards and revise or confinn the public improvement design strategy for the downtown including street furniture, trash and recycling containers, and regulatory signage, for Council consideration. 3. Develop costs, spending options, and sequencing options to bring the downtown up Complete to new standards. 4. Develop a design and identify possible locations for a centralized news rack 719 Complete enclosure to accommodate a range of different papers in a consolidated and uniform manner, for Council consideration, and possible funding approval. 5. Assess existing planters in the downtown for condition, including planter box, plant Ongoing material and irrigation, and develop funding request for the 2010 -11 budget to improve appearances. 6. Install pedestrian level lighting, repair Mission Style Sidewalk and install other 6/11 upgraded improvements within selected areas of the Downtown. Status Summary: 60% Complete. The following is a summary of accomplishments and important next steps for this goal. 1 -23 Develop a coordinated program for the City infonnational and directional signage 1249 6111 and recommend implementation plan. Solid Waste Identify solid waste issues with the Downtown Association and Chamber of 6/11 Commerce and develop a work plan to address them. Facilit y Maiatenanee 1. Provide sidewalk scrubbing service and daily cleanup maintenance work. Ongoing 2. Implement the Downtown Tree Management Plan. Ongoing 4. Complete painting of existing street light poles. -Y4 6111 5. Complete downtown street resurfacing projects. 414 Complete 6. Complete water and sewerline replacements. 444 Complete Status Summary: 60% Complete. The following is a summary of accomplishments and important next steps for this goal. 1 -23 OTHER IMPORTANT OBJECTIVES 1. Two Downtown walk - throughs have been conducted in order to understand the most problemat, items and the highest priorities for upgrade: one with staff and one with members of the Chamber of Commerce and Downtown Association. An "all hands" meeting was held at the end of November to discuss a recommended approach to prioritizing and completing the improvements with the resources available to the City. 2. On December 15, 2009, the Council approved the Downtown Parking Space Conversion Process through Resolution No. 10139 (2009 Series). On March 4, 2010, the City's Sidewalk Cafe Ordinance became effective. 3. On December 7, 2009, Community Development and Public Works staff presented an update to the Architectural Review Commission (ARC) on the progress of the goal. The ARC discussed possible new standards for the design of news rack enclosures and trash/recycling receptacles in spring 2010, and adopted a resolution supporting an approved design, with direction to staff to snake several modifications, on July 19, 2010. Staff produced new standards to reflect the ARC changes and will present them to Council for approval at the appropriate time. 4. Staff provided the Council with an update on the beautification efforts near the Wineman Hotel, as well obtained direction on the approach to Downtown improvements on February 23, 2010. 5. A new contract has been approved for the Downtown Sidewalk Scrubbing program, with revisions to allow for more frequent problem area scrubbing. 6. Painting of street light poles and Downtown Tree Management is being combined with other downtown projects to take place in early 2011. The Warden Bridge repair was deleted by the Council. Public Works staff has completed painting traffic signal poles and signal controller boxes in the Downtown. Downtown resurfacing is complete. The parking lot resurfacing project is almost ready for construction; however, businesses affected by the work have requested that construction take place in summer 2011. 7. Landscape planters surrounding public parking lots have been enhanced with soil amendment, new plants, and repaired irrigation supply under the current Parking Fund budget. 1 -24 HISTORIC PRESERVATION Objective. Adopt a Historic Preservation Ordinance, and if funding pen-nits in 2010 -11, update the City's inventory of Historic Resources. Action Plan 1. Review and evaluate draft historic preservation ordinance. 2. Present draft ordinance for discussion with stakeholder groups. 3. Complete public hearings on draft ordinance. -If Funding Is Available 4. Contract for Historian and Architect to lead inventory. 5. Train volunteers. 6. Conduct historic survey. 7. Hold public hearings for consideration of nominated properties. Status Summary: 95% Complete for funded action Complete Complete 648 Complete No funding available No funding available No funding available No funding available On November 9, 2010, the Council voted to approve a revised draft of the proposed Historic Preservation Ordinance and updated Historic Preservation Program Guidelines. City staff worked with several community members to address concerns associated with the draft documents after the Cultural Heritage Committee endorsed the drafts for approval. The Council directed further changes be made and the draft documents received majority support after three Council hearings. To date, no funding has been identified to conduct additional historic surveys or inventories. 1 -25 CARRYOVER GOALS AND OBJECTIVES The following provides brief status reports on "Other Important Objectives" for 2009 -11. Creek and Flood Protection Objective. Advance Mid - Higuera flood protection improvements by seeking Zone 9 funding to complete design, obtain approvals and make progress toward construction as resources will allow. Status Summary: 15% Complete. As recommended by the Zone 9 committee, the Board of Supervisors approved additional fimding for the completion of technical studies necessary for the environmental document. The County Environmental Division completed the studies early due to regulatory agency concurrence on species issues. Staff are now working on preliminary design concepts. Skate Park Objective. Develop plans and specifications and seek funding to construct a skate park. Status Summary: 60% Complete. Draft plans for the skate park are presently undergoing the City's development review process. Consideration of the park plans will occur before the Planning Commission and ARC in late fall 2010 or early winter 2011. Staff submitted a grant application for Proposition 84 funding (2008 Statewide Park Development and Community Revitalization Program) on March 1, 2010. Unfortunately, the City was not successful in this highly competitive grant cycle. Staff continue efforts to raise additional funds for the project through a variety of fund raisers including: movie nights, a concert at the Jack House, and the ongoing "Buy a Brick Build a Dream" campaign for the park. Urban Forest 1 -26 Objective. Update master plan and devel( recommendations to renew the urban forest and plant more trees. Status Summary: 100% Complete. The Council approved matching funds to complete a Street & Park Tree Inventory and to purchase software to manage the Street & Park trees in the City. The Tree inventory is now complete, and Urban Forestry staff will use the new software to maintain and update the list. Staff would next like to complete an Urban Forest Management Plan for the trees in the City, including parks, open space, private property and street trees. However, the staffing and financial resources needed to complete this task are not available at this time. Staff completed a major replanting to replace trees blown over during the heavy wind storm of October 2009. Staff also replaced trees removed as part of the sidewalk repair program an!' planted nearly 60 trees as part of a free try program in fall 2010. Homeless Services Objective. Identify and pursue opportunities to implement the "Ten -Year Plan to End Chronic Homelessness." Status Summary: 30% Complete. The Homeless Services Oversight Council (HSOC) was created on June 2, 2009, and meets monthly in an effort to coordinate the efficient provision of homeless services in the County. The HSOC is envisioned by the "Ten -Year Plan" as an organization that can plan, advise and advocate for homeless services in the County. The City's Police Chief, Deborah Linden, currently serves as the HSOC Vice -Chair and Council Member Ashbaugh is an HSOC member. The City's Housing Programs Manager attends meetings as necessary to report on City program activiti, that improve homeless services. On January 20, 2010, staff made a presentation to the HSOC regarding the Homeless Services Campus proposed for 3451 South Higuera Street, adjacent to the County Department of Social Services. The City has processed entitlements to permit the site as a replacement for the Maxine Lewis Homeless Shelter, and the Airport Land Use Commission approved the site in February 2010. The facility is programmed to provide coordinated homeless services, including day services, overnight shelter, case management and limited health services, consistent with the objectives of the "Ten -Year Plan." In late October 2010, the Community Action Partnership of San Luis Obispo (CAPSLO) became the project applicant and the organization that will move the campus forward into the next phase. The following summarizes the status of "carryover" Major City Goals and Other Council Objectives from the 2007 -09 and 2005- 07 Financial Plans. In several cases, "carryover tasks" have been incorporated into the Major City Goals (or "Other Council Objectives ") for 2009 -11, and as such, they are not repeated in this section. MAJOR CITY GOALS Economic Development. Sales Tax and TOT Revenues Objective. Encourage and promote projects and programs that will increase sales tax and transient occupancy tax revenues. Status Summary: 80% Complete. The Economic Development Program continues to highlight businesses and business issues via the City /Chamber of Commerce Business Visitation Program. Work in support of Garden Street Terraces has included renegotiation of the Development Agreement for the use of parking lot 2 as well as certification of the Final Environmental Impact Report. The project is now being redesigned in accordance with the environmental document. The Chinatown Project received final approvals in November 2009. Although there are new businesses along 1 -27 Monterey Street, within and adjacent to the project, no progress has been made in moving the project closer to construction due to the economic climate. Construction on the Prefumo Creek Commons project including the Target store is well underway. In addition to Target, construction on the new location of the Mac Superstore has begun. Olive Garden, also a part of Prefumo Creek Commons, is expected to follow with entitlements granted soon. The Downtown vacancies continue to persist, including the renovated space in the Wineman Hotel. The economic downturn has proved to be daunting for larger commercial spaces in the downtown with vacancy rates pushing down per square foot rates. OTHER COUNCIL OBJECTIVES Waterways Management Plan Implementation Program Objective. Upon completion of the Waterways Management Plan, adopt an implementation program. Status Summary: 100% Complete. The "Record of Decision" by the Army Corps of Engineers is now complete. Staff is now implementing projects under the program outlined in the Plan. Laguna Lake Dredging Study Objective. Develop options and decide future of Laguna Lake, and begin implementation of approved dredging plan. Status Summary: 100% Complete. The Laguna Lake Environmental Document was approved by Council on December 1, 2009, completing the study phase of this project. Council has directed staff to prepare a CIP budget request for the 2011 -13 Financial Plan. Tree Planting and Maintenance CARRYOVER GOALS AND OBJECTIVES Objective. Boost tree planting and maintenance. Status Summary: 100% Complete. The City's tree crew continues to plant vacant wells as they develop and recently assisted in a second neighborhood tree planting event on Higuera Street. Additional trimming funds allocated as part of the 2007 -2009 Financial Plan were reduced for 2008 -09 on September 30, 2008 as part of the budget balancing activity. The additional funds were used in 2008 -09 to accomplish additional tree trimming. Airport Area Annexation Objective. Annex the Airport Area. Status Summary: 100% Complete for Phase IA. The Local Agency Formation Commission ( LAFCO) completed the annexation process for 626 acres associated with Phase 1 A of the annexation area. The map and certificate of annexation was delivered to the State Board of Equalization and the land was officially added to the City boundary on July 25, 2008. Discussion with property owners in the Phase 1 B area was conducted in early 2009. The proposed development of the Chevron property will result in an amendment to the Airport Area Specific Plan (AASP). That project is in the Environmental Impact Report (EIR) preparation stage and City and County staff are collaborating in the review of the project. The public review draft of the EIR, along with the scope of work for a financing plan, shall be underway in early 2011. Annexation of the Chevron property will provide another key piece of the Airport Area annexation. Discussions with LAFCO staff have indicated that LAFCO would prefer the City pursue annexation of the entire remaining area including the San Luis Obispo County Regional Airport, but would support phased annexations as needed. This issue is significant because several areas of the AASP are not contiguous to existing City boundaries and the only way to bring those 1 -28 properties into the City will be to address t airport property itself. Including the airport may significantly alter the tuning anticipated for Phase 1B. Broad Street Corridor Plan Objective. Adopt and implement a plan for South Broad Street corridor planning and improvements. Status Summary: 80% Complete. The focus group that helped develop the plan is still active in the process and has provided input to current projects within the plan area. The detailed traffic study is complete and was reviewed by the Planning Commission. After staff evaluated overall densities associated with reducing development to address traffic impacts, it became clear that amending development densities would result in less development than currently allowed. In addition, Utilities staff identified waste collection system issues th, needed to be evaluated to ensure orderly development could occur. Staff is proceeding with subsequent evaluation to ensure the project goal of mixed use and infill development is reflected in the revised draft plan. This may trigger the need for an Environmental Impact Report (EIR). Staff anticipate completing the revised draft in spring 2011, with development of a draft EIR to be completed by fall 2011. Background Materials Status Reports from December 14, 2010 Workshop STATUS OF CURRENT C I P PROJECTS STATUS OF CN P PROJECTS As of November 1, 2010 city of san Luis oi3ispo STATUS OF CIP PROJECTS As of November 1, 2010 TABLE OF CONTENTS INTRODUCTION Overview 1 Report Organization 1 Findings 2 Summary 3 STATUS REPORTS Major CIP Projects 4 All CIP Projects Construction or Acquisition Completed Capital Outlay Fund 5 Special Revenue and Other Capital Project Funds 6 Enterprise Funds 7 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 11 Enterprise Funds 11 In Design Capital Outlay Fund 12 Special Revenue and Other Capital Project Funds 13 Enterprise Funds 13 Under Study Capital Outlay Fund 14 Special Revenue and Other Capital Project Funds 14 Enterprise Funds 14 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. The Good News: Projects Are On Track. This is not surprising, given the excellent progress staff are making in achieving the CIP goals; the in -depth analysis focused on CIP when approved by the Council; and ongoing monitoring of the status of the CIP program. As discussed in greater detail below, excellent progress is being made in achieving the CIP goals: of 246 projects that have been financially active in 2010 -11: 1. 61% (151) are either completed or under construction. 2. 3 %0 (8) are in the bid process. 3. 23% (56) are under design. 4. 13 % (3 1) are under study, in many cases with preliminary work completed and now ready for the design phase. REPORT ORGANIZATION Status of Major City Projects Status of CIP Projects ❑ Design ❑ Under Complete: In Construction/ Bid Acquisition Process 32% 3% N Under Design 23% N Construction/ El Under Study Acquisition 13% Complete 29% This one -page chart concisely presents the status of progress to -date on 22 major CIP projects by presenting the "percent complete" based on the phase that it is in: construction, design or study. As reflected in this summary, staff are making excellent progress on the major CIP projects. Status of All CIP Projects This report summarizes the status of all 246 CIP projects with financial activity in 2010 -11 organized as follows: Project Status. Projects are first presented in one of five "phase" categories: 1. Under study 2. Under design 3. Design completed: in the bid process 4. Construction or acquisition in progress 5. Construction or acquisition completed Each project shows the "percent complete" within the phase along with the year that the Council approved funding for that phase. 2 -1 Primary Funding Source. Within the "phase," projects are then presented by their primary funding source: 1. Capital Outlay Fund (Along with grant funds, the General Fund is the primary funding source for this fund.) 2. Community Development Block Grant (CDBG) Fund 3, Law Enforcement Grant Fund 4, Public Art In -Lieu (Private Sector) 5. Transportation Impact Fee Fund 6. Los Osos Valley Road Impact Fee Fund 7. Airport Area Impact Fee Fund 8. Affordable Housing Fund 9. Open Space Protection Fund 10, Parkland Development Fund 11. Fleet Replacement Fund (Along with interest earnings and sale of surplus property, the General Fund is the primary funding source for this fund.) 12. Water Fund 13. Sewer Fund 14. Parking Fund 15. Transit Fund 16. Golf Fund 17. Whale Rock Reservoir Fund Within 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, information is included about the "high- priority" criteria used by the C1P Review Committee in initially evaluating CIP budget requests before recommending them to the City Manager 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? 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 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 already undertaken in the efforts to free -up CIP funding for higher - priority needs. 2 -2 Based on the detailed review of the status of the 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 current CIP projects shows that staff are making excellent progress in the CIP goals, and that the projects underway continue to make sense from a priority and policy perspective. This review did not surface any projects that could be deferred or deleted, largely due to staff's 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. 2 -3 Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 1 Dispatch Center Radio System Upgrade__ _:. - EMEME Railroad Trail: Phase 4a: Foothill to Hathaway Roller Hockey Rink Expansion Railroad Trail: Phase 3: Amtrak to Marsh Street Johnson /Buchon Intersection Downtown Improvements P� LOVR Interchange Tank Farm /Broad Intersection Bob Jones Trail: Bridge Connections - Gateway Paving: Monterey Street J I i Downtown Paving: Marsh Street _ I I + Andrews Creek Bypass Higuera Culvert Repair +z. Skate Park Construction I Santa Rosa Paris Restroom Replacement SPRR Freight Warehouse Rehabilitation Water Reclamation Plant Improvements Telemetry System Improvements Railroad Trail: Bridge Over Hwy 101 2 -4 L— 5 N 0 O N p Z L O �j o a LL v no a L) S s x X x x CL E x x Iu LL cr x u m d !F w v X X X X X x. 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G �I� § LM ® _ } \ £ CL \ E 0 £ ( \ D S \ k E § \ @ E { a) E \ ° � \ k §\ -0 /\ E &G ƒ �\ ± / o m \ / _ _ § m > u > a E a $ N \0 »E/ \ / (\ / k = o f : x — = n c I CI- 0 . t / }§' 0 U) ( � CL _ C: , m c 2 § \a)� / \\ F- 8 4 & o 2{ /\jam§ _ a} /tea 0555544 L) a- a- 2 -IS Background Materials Status Reports from December 14, 2010 Workshop STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS Status Report on General Plan Implementation Programs and Land Use and Circulation Element Update Options December 2010 city of San Luis OBISPO Status of General Plan Implementation Programs Land Use and Circulation Element Update Options Introduction Overview 1 Status of General Plan and Area Plan Implementation Programs 1 Report Organization 2 Findings 3 Land Use (LUE) and Circulation (CE) Element Update Options 6 Option 1: Comprehensive LUE and CE Update Using Grant Funds 7 Option 2: Continue Focused Update By Developing Existing Conditions Analysis 8 Option 3: Continue Focused Update With Healthy Cities Analysis 10 Option 4: Focus on Existing Lung -Range Plaluiing Work Program 10 Summary 11 Status of General Plan Implementation Programs by Element Land Use Element 12 Housing Element 14 Circulation Element 16 Conservation and Open Space Element 17 Noise Element 20 Safety Element 20 Parks and Recreation Element 21 Water and Wastewater Element 21 Status of Area Plan Implementation Programs Orcutt Area Specific Plan 22 Mid - Higuera Area 24 Railroad District 25 Airport Area Specific Plan 26 Margarita Area Specific Plan 27 Draft Project Plan: Land Use and Circulation Element Update Options Excerpt from August 8, 2008 Council Agenda Report 31 Focused update proposal — Options 2 and 3 43 Vacant Land: Non - Residential Zones Map 45 Long Range Division Work Assignments 46 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 2009 -2011 Council- identified Objective to evaluate cost - effective options to conduct an update to the General Plan Land Use and Circulation Elements. A project plan and estimate of costs for comprehensive updates to both elements was presented to the Council in August 2008. Options are presented in this report. STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS Status of General Plan Implementation Programs IZI High 8% 12 Medium ® Complete 15% or Ongoing fry 76% ❑ Low 1% ■ Incomplete Programs sa ^io 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 448 individual implementation programs in the General Plan, 76% (341) of them are completed or have been integrated into the City's ongoing operations. While the overall percentage of implemented programs has dropped since the last Financial Plan reporting, it is a reflection of two elements that have been updated with new programs within the last year: the Housing Element and the Water and Wastewater Element. Given the ambitious nature of our General Plan and its thirty -year time horizon, we believe that this represents significant progress in achieving General Plan goals. Of the remaining 107 programs that are not yet complete, we have classified: ■ Six of them as being relatively easy to achieve from a resource perspective. ■ 34 as being difficult to achieve. ■ 67 as being somewhere in between. Report Focus: Why Report on the Status of Programs? The City's General Plan is composed of a "building block" hierarchy of goals, objectives, policies and programs. Goals and objectives are direction - setters. They describe desirable conditions and preferred outcomes as they are applied to specific situations. Goals are generally not quantifiable, time - dependent or suggestive of specific actions for their achievement. Objectives generally state an intermediate step toward attaining a goal. Policies are typically more specific statements that guide decision - making. Programs are actions that 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) ■ Housing (H) ■ Circulation (CI) ■ Conservation and Open Space (COSE) ■ Noise (N) ■ Safety (S) ■ Parks and Recreation (PR) ■ 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) • Community Development (CD) • Finance & Information Technology (F &IT) • Fire (FD) • Parks and Recreation (P &R) • Police (PD) • Public Works (PW) • Utilities (UT) Implementation Status. All programs are organized into one of two major "status" categories: 0 If it's complete (or will be complete by June 2011) or has been integrated into City operations as an ongoing program, this is noted with a "C" (complete) or an "0" (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. 49 If it won't be completed (or become an ongoing program) by June 2011, then we have rated how difficult it will be to complete on an "order of magnitude" (qualitative) basis using the following coding: 3 -2 INTRODUCTION 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 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 Railroad District Plan are not General Plan Elements. However, each of the five area plans adopted by the Council that have "implementation programs — Mid - Higuera Street Enhancement Plan, Railroad District Plan and Airport Area Specific Plan, Margarita Area Specific Plan and Orcutt 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, 79% of the City's General Plan implementation programs have been completed or integrated into the City's day -to -day operations. The following is a more detailed summary of the status of General Plan implementation programs by element: Summary: Status of General General Plan Element Plan I lementation Programs Complete or Difficulty to Comp lete Ongoing Low Medium High Total No. I Pet. No. Pet. No. Pct. No. Pet. Land Use 52 71% 0 0% 13 18% 8 11% 73 Housing 43 55% 3 4% 31 40% 1 1 %0 78 Circulation 49 75% 2 3% 9 14% 5 8% 65 Conservation & Open Space 100 85% 0 0% 8 7% 10 8 % 118 ] Noise 4 10 01 0 0% 0 0% 0 0% 4 Safety 33 97 %, 1 0 0% 1 3% 0 0% 34 3 -3 INTRODUCTION Parks and Recreation 36 93% 0 0% 0 0% 3 7% 1 39 Water and Wastewater 24 65% 1 2.5% t67 5 13.5% 7 19% 37 TOTAL 341 76% 6 1% 15% 34 1 8% 448 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" assessment of the staff resources and added budget resources that will ultimately be needed to complete these programs at some point: *Annual full -time equivalent (FTE) ** Includes salary, benefits & 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 -4 High-Level Resource Assessment Remaining Staff Effort i Other Added FTE's* Cost ** Programs Resources Total Low Difficulty 6 0.28 $39,000 $0 $39,000 Medium 67 11.43 $1,577,300 $1,675,000 $3,252,300 High 1 34 1 23.20 $3,201,600 $3,400,000 $6,601,600 Total 107_1 34.91 $4,817,9001 $5,075,0001 $9,892,900 *Annual full -time equivalent (FTE) ** Includes salary, benefits & 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 -4 H O LL LL w 3 0 J t a� x Quadrant A Quadrant B Low Effort, High Value Low Effort, Low Value Quadrant C Quadrant D High Effort, High Value High Effort, Low Value High VALUE Low In this model, we would want to first go to those programs falling in "Quadrant A:" low effort but high value." (These are the proverbial "low hanging fruit. ") After this, Quadrants B and C are a "toss -up." However, in all cases, we would want to avoid any programs that might fall into Quadrant D. Ultimately, assessing the value of individual programs and directing resources towards completing them is the Council's decision (and in the final analysis, this is what the City's goal- setting and budget process is all about.) However, the staff can prepare an "order of magnitude" assessment of those programs we believe would have the most near -term benefits relatively quickly if the Council believes that this would be helpful background information in the goal- setting process. Area Plans Railroad District Plan Programs Nine of the forty -one Railroad District Plan implementation programs have been completed or integrated into ongoing programs. Of the remaining thirty -two programs that are not yet complete, we have classified two of them as "medium" difficulty and thirty as "high." Mitt Higuera Area Enhancement Plan Programs While work has been done toward implementation, none of the twenty -four programs set forth in this long term plan have been completed. We have classified two of the twenty -four programs that are not yet complete as "medium" difficulty and twenty -two of them as "high." Airport Area Specific Plan Programs Of the twenty -nine programs set forth in this plan, twenty have been integrated into ongoing programs. We have classified one of the remaining nine programs that are not yet complete as "low" difficulty, two of them as "medium" and six as "high." This Specific Plan is undergoing an update as part of the 3 -5 INTRODUCTION Chevron Remediation and Redevelopment proposal and these programs will be updated as part of the process. Margarita Area Specific Plan The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling units and about 900,000 of business park development. Three subdivisions have been approved for a total of 300 residential lots and several commercial developments have been approved. Many of the programs listed in the plan are dependent upon actual construction taking place since they will be implemented with development however two of the 86 programs have been completed: the dedication of the South Street Hills and the construction of the Damon- Garcia Sports Field complex. Orcutt Area Specific Plan Final action was taken in March 2010 to approve the Orcutt Area Specific Plan which accommodates nearly 1,000 new residential units and some 15,000 sq ft of commercial retail space. Subsequently, the City filed a request with the Local Agency Formation Commission to annex the entire specific plan area. None of the 93 programs identified has yet to be completed because the programs specify conditions that will be accomplished by development occurring in the area. The programs are listed as "ongoing' because the programs will apply to any development in the area once it is annexed and subdivision and development proposals are submitted. LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS Previous Council Direction The City's Land Use and Circulation Elements were last comprehensively updated in 1994. Over the last few years, the Planning Commission has identified updating the two elements as a desired work program item in order to keep these key components of the General Plan up -to -date. In August 2008, staff presented to the Council a proposed work plan for a comprehensive update of the Land Use and Circulation Elements in preparation for the 2009 -2011 Financial Plan process (Page 31). The presentation described tasks, timing, cost, and staff resources needed to complete a comprehensive update of the two elements. Later that fall, staff presented several options to a comprehensive update for Council consideration and ultimately, Council identified a limited option of initiating a focused revision to the Land Use and Circulation Elements as an Other Important Objective as part of the 2009 -2011 Financial Plan. The adopted work scope for this objective was described as the following: Phase I: 1. Upgrade the traffic model to enable multi -modal forecasting of circulation impacts (1 /11). 2. Evaluate the effectiveness of existing policies and programs of the Circulation and Land Use Elements (3/11). 3. Scope the extent of revisions required to address outdated sections of the Land Use and Circulation Elements (6/11). 4. Evaluate Sphere of Influence areas and develop work programs if necessary for these areas (6/11). 3 -6 5. Identify new policies and programs that may be warranted to address changing community needs or legislation (6/11). Phase II was anticipated for 2011 -2013 and included initiating limited updates to the Land Use and Circulation Elements. Status of Objective The traffic circulation model has been updated and additional model modification to enable multi -modal forecasting ability is slated to be complete by early 2011. Land Use and Circulation Element programs are being evaluated to determine their status and effectiveness. A policy report documenting these findings will be scheduled for Planning Commission consideration in Spring 2011. As part of the policy report, staff will outline the extent of revisions required to address outdated sections of the Land Use and Circulation Elements and to reflect changes to state law. Options for Next Steps in the Update There is still a need to update the Land Use and Circulation elements, if only to remove outdated provisions and completed programs. However, the scope of an update process is dependent on cost and resources available. The previous Council direction to produce a focus update was based on the resources expected to be available. Staff has outlined several options below for consideration in advance of the 2011 -2013 Financial Plan process. Option 1: Comprehensive update of the Land Use and Circulation Elements using grant funds. In April 2010, Council authorized staff to pursue a planning grant available through Proposition 84 funds and administered by the Strategic Growth Council (SGC). The planning grant could potentially fund a comprehensive update to the Land Use and Circulation Elements but cannot be used for the associated environmental review. The SGC staff has recommended funding of the City's request but the final detennination of grant awards will occur at the SGC Council meeting in early December. Assuming the determination follows the recommendation, the City will be notified of the award amount and timing requirements. At this time it appears the City will be successful in obtaining the grant, however there will still be substantial costs associated with managing the grant and the update process as well as conducting the associated environmental review. Staff estimates that two staff full time equivalents (FTE) will be required for the duration of the process — roughly 3 years — in addition to costs associated with any special studies that cannot be covered by the grant. The cost of special studies has yet to be determined but is estimated to be around $220,000 dependent upon which studies are allowed to be covered by the grant. The draft project plan for a comprehensive update presented to the Council in August 2008 is provided on page 31 of this report. If a comprehensive update is adopted by the Council as a goal for 2011 -2013, the Council directed several changes to the draft project plan, including: 3 -7 I . 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 should use legislative drafts as a tool to snake 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. 3. The proposed sequence of steps outlined 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. 4. The Parks and Recreation Element will not be tied to the LUE update. Instead, it will proceed on its own track. 5. 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. The work being completed during the current Financial Plan period that is described in the project plan, such as evaluation of current policies and programs and update of the circulation traffic model, will accomplish several of the tasks listed in the work plan. This will result in some acceleration of the process as well as reduction in estimated costs for a comprehensive update. Consultant Services 880,000 Grant Background, Issues, Fiscal Analysis, Reports Traffic Modeling Public Outreach (Surveys, Charettes, Public Meetings ,, Mailings) Environmental Review by staff and Technical Assessnivnts 220,000 GF & TIF Contingency c7 5% 50,000 GF Total $1,150,000 This option is estimated to need a commitment of two FTE for the duration of the project, which is estimated to be approximately 44 months. Option 2: Continue with a focused update of the element as identified in the 2009 -2011 Financial Plan by further developing existing conditions analysis. The Land Use and Circulation elements still have the capacity to guide growth in the City for years to come and the rate of development is expected to remain slow for the foreseeable future. Because there is no urgent need or State requirement to update the Land Use and Circulation elements now, the City could take additional time setting the stage for the updates. With this option, staff would continue the work started this fiscal year by completing the work scope to identify changes required to bring the elements up to date; developing a work program to address the Sphere of Influence areas; and evaluating changes in state Iaw and any impacts to current policies and programs. The work program for this option is shown starting on page 43 of this report. The following factors support this approach: 3 -8 i . 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. 2. There are several major implementation programs such as the South Broad Street Corridor Plan and the update to the Airport Area Specific Plan underway that will most likely continue into the next Financial Plan. Staff resources will necessarily be committed to these programs and it will be important that these projects be completed and reflected in the update process. 3. Existing residential land use capacity is adequate to accommodate foreseeable growth through the next Financial Plan period and beyond. The City's Housing Element was certified by the State Department of Housing and Community Development (HCD) in July 2010. This element documents that the City has residential capacity to meets its regional allocation for the upcoming five years. In addition, the development potential recognized by HCD for purposes of the five year housing element did not include all of the residential capacity provided by full build -out of the Margarita and Orcutt Area Specific Plans. 4. Existing non - residential land use capacity is adequate to accommodate foreseeable growth through the next Financial Plan period and beyond. The Prefumo Creek Commons property development and the completion of many of the seismic retrofits of buildings in the Downtown will provide adequate retail space to address community and regional needs for some time. The update to the Airport Area Specific Plan and efforts to encourage development in the Margarita Specific Plan Area will support over 1.8 million square feet of new business park and commercial service development. In addition, non - residential vacancy rates in the City are the highest they have been in the last ten years at 5.1 % for Retail to 9.1 % for Industrial and 12.6% for Office uses indicating that existing non- residential buildings in the City also have unused capacity available. The graphic on page 44 shows acreage of vacant non - residentially -zoned land in the City. 5. The General Plan Annual report process and the resulting incremental amendments have helped keep policies up -to -date. The 2011 -13 cost for this option is estimated at $840,000 as follows: Complete current assignments including: Background, Issues, Fiscal Analysis, Reports 250,000 Environmental Review & Technical Assessments 400,000 Traffic Modeling - additional work 100,000 Public Outreach (surveys, charrettes, public meetings, mailings) 50,000 Contingency @5% 40,000 Total $840,000 Staff commitment of 2.0 FTEs will be needed to complete this assignment. It is estimated that a focused update will take approximately 18 -24 months to complete. [es; The Proposition 84 Grant Funds may be available to fund a portion of this project if the work scope meets the intent of the grant program. Option 3: Continue with Option 2 but add a Healthy Cities analysis to inform the update process. Current planning practice and research indicates a strong connection between land use and community health. Indicators such as local asthma and obesity rates are used in setting benchmarks and marking progress toward supporting a healthier community. Many of the City's policies have secondary health benefits, such as those that encourage walkability and development of bike trails. However there are several campaigns such as Healthy Cities, IIealthy Eating Active Living (HEAL), Healthy Planning and others that encourage communities to be explicit about policies and programs that support health. These efforts include mapping access to healthy and fast -food locations; evaluating where barriers to physical activity occur; and partnering with schools and health care providers as part of the land use and circulation element update process preparation. With this option, staff would continue with a focused update of the Land Use and Circulation elements started this fiscal year by completing the work scope to identify changes required to bring the elements up to date; developing a work program to address the Sphere of Influence areas; and evaluating changes in state law and any impacts to current policies and programs but would also begin to research and develop information from the Healthy Cities efforts as part of the program. This effort would inform land use and circulation element decisions in the future. The work program for this option is shown starting on page 43 of this report. Complete current assignments including: Background, Issues, Fiscal Analysis, Reports 250,000 Environmental Review & Technical Assessments 400,000 Traffic Modeling 100,000 Public Outreach (surveys, charrcttes, public meetings, mailings) 50,000 Contingency @5% 40,000 Total $840,000 Staff commitment of 2.0 FTEs will be needed to complete this option. The Proposition 84 Grant Funds may be available to fund a portion of this project if the work scope meets the intent of the grant program. Option 4: Focus on Existing Work Program With this approach, long -range planning staff resources would be focused on completing existing long - range planning work program items. The long -range planning work prograan contains several items that are being done as resources that are not committed to high priority tasks become available. As a result, some long -range planning work program items are taking years to complete. Examples include the Broad Street Condor Plan (still requires some funding for studies to support envirolunental review work) and a new parking strategy for residential uses in the Downtown. Work on an existing conditions analysis (Option 42) could be also begin as resources allow, but the priority during 2011 -13 would be completing as many long -range planning projects as possible in order to resume the Land Use and Circulation Elements without already having a full plate. There are some benefits to this approach. 3 -10 INTRODUCTION i . The Long -Range Planning Division work program currently contains over 31 items in progress (Page 44). Shifting resources has slowed the completion of several of these work program items. This option would facilitate their completion. 2. 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 still provides adequate direction that reflects community values and adequate land use capacity remains for the foreseeable future. SUMMARY No Council action is recommended on these options at this time: we have prepared these options in follow -up to Council direction as added background information as the Council considers goals for 2011 -2013. 1: Comprehensive update* $1,150,000 2. Focused update ** $840,000' 3. Focused update with Healthy Cities option ** $840,000 4. Focus on Existing Work Programs $75,000 * As much as $750,000 may be eligible for grant funding. ** Some portion of these programs may be eligible for grant funding. T:\Budget Folders \2011 -13 Financial Plan \Status of General Plan Implementation Programs, 2011- 13.doc 3 -11 Lead SW US AS OF Juno 30 2011 No. Ga admgni Cronvral Plan tm Iemsnla0an Pru rsm Summa CanrPloie if 11 7.F,,—,. Geinplota LAND USE ELEMENT USE prpn aln Law Medium Mi h 1 ADM City-County MOU r ardin SLO Plannin Rrea LU 1.15.8 C 2 ADM Encourage Count to adopt cluster districts (LU 1.7.4) C 3 ADM Investigate ways to intensify and improve cohesion at existing Madonna Road centers C (LU 3.9.10) 4 ADM Study possible reuse of surplus City facilities by cultural and non - profit groups (LU 5.7) C 5 ADM Encrnira a ublic an in all ProlectG LU 5.8 C 6 ADM Designate sensitive sites and require ARC review during subdivision process (LU C 6,3.1 7 CD Prepare a refined land use map for the City and its planning areas LU 6.0.3 C 8 CD Review and, if necessary, revise noise, property development, & maintenance C standards ILIJ 2.117.1 9 CD Adopt pro rty maintenanco standards LU 2.10.2 C 10 CD Affordable housing Inclusions fee re uirements LU 2.13 C 11 CD Consider new re ulations for accessor buildln s LU 2.14, 3 C 12 CD Consider new regulations for large inftll louses (LU 2.14. (1),(2)) 13 CD Provide staff supporf for neighborhood issues (LU 2.15.F) C 14 CD Consider enhancement of Mid- Wiguera Area (LU 3.1.4) (see also Special Design Area C C 8.5 15 CD Add warehouse stores to Zoning R ulatians. LU 3.6.2.8) C 16 CD Add R &D facilities to Zion! R ulations LU 3.6.2,0 C 17 CO Eliminate PD minimum site area for rnmmercial zones LU 3.9.2 18 CD Rezone net hborhood uses in C -S ILU 3.9.3 C 19 CD Revise zoning & architectural standards to protect character of downtown areas (LI) C 3.9.7 20 CD Provide incentives to encourage relocation of auto sales LU 3.9.8 21 CD Noise prevention in Zoning, R22ulations, architectural guidelines LU 3.9.91N C C 22 CD Revise zoning regulations to require large new projects downtown to include dwellings C U 4.2.1) 23 CID & ap i a "Residential - Office" zone in the downtown (LU 4.2.2 C 24 CD TDeveloo tablish in -lfeu fee to protect airport area OS when protection not feasible with project C roval (LU 7.13) 25 CD ork with property owners to prepare area plans for Santa Barbara Street area (LU C 26 PW Revise engineering standards to allow for porous pavinq and landscaping (I t 16 4 5) C 27 ADM Deveio I resource ma LU 6.0.2 O 28 ADM Develp a ressive marketin ro rams for tourism LU 3.9.11.0 O 29 ADM Encourage development of recreation facilities f LU 3.9.11.E 30 ADM Consider estabtlshtn tourist information at City entries LU 3,9.4 O O 31 ADM I Discuss feasibiltt of count 1de tannin rou LU 1.15 -4 O 32 ADM I Promote inter = urfsdictional review of count wide projec ts LU 1.15.5 O 33 Al]M Develop tour concepts (LU 3.9.11.D) 34 CD Monitor nonresidential growth rate: LU 1. 10.4) O 35 CD Monitor County Resource Management Reports (LU 1.15,1 p 36 CD Advocate annual meetings among local jurisdictions to discuss regional issues (LU O O 1.15,2 Su ort formation & continuation of net hhorhood tannin rou s LU 2.1.2 O Periodicati review u ate Prop. maintenance standards LU 2.10.2 O Undertake focused review, improvement. &enforcement efforts for neighborhoods (LU O AElerpent 2.15.0 CID Provide earl ne hborhood notice of ra'ecl reviews LU 2.15.E O Work with County to assure airline service at Airport consistent with Circulation O LU 7.11 OD Ac ;lust rsue annexation of t_he Airport Area LU 7.3 O 43 CD 'Work with Airp ort Area pro2grty owners to complete a specific plan f LU 7.81 n 44 CD Advocate re ional growth management program LU 1.15.6) O 45 CD Work with County to make SLO Area Plan consistent w/ City LU LU 1.15.7) O 46 CD Review allowed building heights in retail areas & outside the Commercial Core (LU •4.16.4; LU 4.18 O 47 CD Include Downtown Concept Plan features in zoning regulations, architectural guidelines, en in ering standards _& capital improvement plans LU 4.19 O 48 CD Work with property owners to prepare area plans for Broad Street area LU 8.3) O 49 CD Mitigate visual impacts of hillside houses including considering revising method for determining building height (LU 6.3.4) O 50 PW Promote neighborhood traffic calming (LU 2.1.3./CE) O 51 PW Expanded transit service to development sites in Airport Area concurrent with development LU 7.7 O 52 PW Noti creekside propertX owners in advance of work along creeks LU 6.5.3 O 53 CD Consider special downtown dev standards: Added dwellings on lots with existing houses LU 2.12. 6) M 54 CD Consider special downtown development standards: Mass & spacing standards (LU 2.12.C) M 55 CD Review. revise parking standards (LU 2.10.1) M 56 CD Evaluate student housing needs, revise City standards & zoning as appropriate (LU 2.11.1 ) M 57 CD Revise apartment standards to include usable open space (LU 2.11.2) M 58 CD Consider special downtown dev standards: New residential density category between low & medium (LU 2.12.A) M 59 CD Consider special downtown dev standards: Parking & coverage standards (LU 2.12. D ) M 60 CD Considerspecial downtown residential standards LU 2.12) M 61 CD Devise strategies to stabilize owner /rental ratio and maintain neighborhood character LU 2.15.6 M 62 CD Revise residential density determination method for Medium, Med -High & High land use districts LU 2.16 M 63 CD Offer new development incentives for providing child and elder care for employees (LU 3.7.1 ) M 64 CD Survey downtown, rezone office, residential, and mixed use areas LU 4.2.2 M 65 PW Work with the County to develop a City- County downtown space needs plan (LU 5.3) M 66 CD Plans capacity summary COG (LU 1.15.3) H 67 CD Identify, designate, and plan neighborhoods (LU 2.1.1, 2.15.A) H 68 CD Develop a TDC program that includes Commercial Core properties as receiver sites LU 4.2.1 H 69 CD Re- evaluate LU map based upon resource mapping and revise as appropriate (LU 6.0.3 ) H 70 CD Revise Zoning Regulations to include provisions for TDC's from outside URL to within URL LU 6.3.2 H 71 CD Work with property owners to prepare area plans for Madonna Road regional shopping area LU 8.1) H 72 CD Work with property owners to prepare area plans for Foothill Boulevard area (LU 8.2) H 73 PW Removal man -made obstructions from creek channels LU 6.5.1.0 H 3 -13 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS HOUSING ELEMENT 74 CD Provide financial assistance for rehabilitation of affordable rental and ownership units using Federal. state and local housina funds (HE1.4) O 75 CD Continue Code enforcement to expedite removal of illegal /unsafe dwellings (HE 1.5) O 76 CD Enact a rental inspection program to Im rave condition of housing stock (HE1.6) O 77 CD Continue to support local & regional solutions to homelessness by funding programs such as Maxine Lewis and Prado Center(HE1.7) O 78 CD Create educational campaign to encourage owners of older residences to conduct :seismic upgrades (HE 1.8) M 79 CD Amend inclusionary requirement to provide more ways for commercial development to meet requirements HE 2.5 M 80 CD 1 Prepare Criteria to sustainably manage the Affordable Housing Fund HE 2.6 M 81 CD Review existing standards to remove regulations that inhibit affordable housing production HE 2.8 O 82 CD Establish pemit streamlinin for affordable housing projects (H E2.9) O 83 CD Pursue outside funding for payment of City impact fees for affordable units (HE2.10) O 84 CD If outside funding sources found, exempt moderate income dwellings from impact fees (HE 2.11). Maintain current exemption for low to extremely low income units. Help coordinate public /private sector actions to develop housing to meet city needs (HE 2.12) O 85 CD O 86 CD Assist with financial tools to develop or preserve affordable housing (HE 2.13) O 87 CD I A'ust affordable hoiising standards to adress HOA fees, utilities. etc. HE 2.14 M 88 CD Provide technical assistance to help preserve at -risk units HE 2,15 O 89 CD Provide technical assistance to developers re: design strategies to achieve affordable housing HE 2.16 O 90 CD Evaluate Inclusionary requirements and ability to develop housing that meets RHNA HE 2.117 M 91 CD Evaluate workforce level of affordability HE 2.1$ M 92 CD Evaluate increasing residential densities on appropriate sites for housing affordable to lextremely low income households HE 2.19 O 93 CD Develop an ordinance to discourage removal of affordable housing (HE 3.7) M 94 CD Correct unsanitary or unsafe housing conditions by collaborating with agencies offering rehab programs (HE 3.8) O 95 CD Preserve dwellings In Downtown Core (HE 3.9) O 96 CD Identify properties eligible for historic listing and assist property owners to repair, rehabilitate properties HE 3.10 O 97 CD Amend Inclusionary requirements to allow reduced term for rehabilitiated units (HE 3.11 ) M 98 CD Establish a monitoring system to track affordable units at risk of conversion (HE 3.12) Encourage rehab of residential, commercial or industrial buildings to expand rental housing opportunities HE 3.13 O 99 CD O 100 CD Review new development For compliance with mixed - income policies HE 4.51 O 101 CD Review new development for compliance with housing variety and tenure policies (HE 5.5) O 102 CD Maintain growth management exemption for affordable housing and housing in Downtown core (HE 6.8) O 103 CD Amend Zoning & Parking Access Plan to allow flexible regs for housing in Downtown Core HE 6.9 L 104 CD I Provide incentives to encourage housin g in Downtown core (HE 6.10) _ M 105 CD Include R -3 and R -4 zoned land in GASP to accommodate extremely low to low income housing HE 6.11 _ C 106 CD Consider GP amendments to rezone non - residential land to higher density, infill or mixed use - 13 sites listed HE 6.12) ^M 107 CD Continue to support SLO Housing Trust Fund HE 6.13 O 108 CD Encourage residential infill and densification over new annexation of land (HE 6.14) O 109 CD Seek opportunities with other public agencies to develop surplus land for housing (HE 6.15) O 110 CD Develop multi - family housing standards to promote innovative higher density housing HE 6.16) M 111 CD Complete the OASP and obtain City authorization to file annexation app (HE 6.17) C 3 -14 114 CD Update Community design guidelines & amend Cpt 2.48 to exempt smaller residential developments HE 6,20 L 115 CD Identify vacant or under -used City land for housing HE 6.21 O 116 CD Pre are propert profiles for propertles suitable for housl HE 6.22 L 117 CD Evaluate adding a Special Considerations overlay to 46 acre County -owned property behind General Hospital (HE 6.23) M 118 CD _ Update Affordable Housing incentives to be consistent with stale lave HE 6.24) M 119 CD Evaluate increasing residential densities allowed in CN, O and CD zones (HE 6.25) M 120 CD Evaluate underlying lot patterns in R -2, R -3 and R -4 zones for ability to meet density HE 6.26 H 121 CD Support residential infill and promote higher density HE 6.27 O 122 CD Consider changes to SDU ordinance to provide incentives to encourage production HE 16.28 M 123 CD Evaluate subdivision and zoning regs changes to support small lot subdivisions & other ,alternatives HE 6.29 M 124 CD Implement strategies to ensure residents are aware of planning decisions affecting neighborhoods HE 7.8 O 125 CD Identify specific neighborhood needs HE 7.9) M 126 CD Help fund neighborhood improvements HE 7.10 M 127 CD Continue to im tement neighborhood parking strategies HE 7.11 O 128 CD Support regional solutions to meet the needs of the homeless (HE 8.11) O 129 ADM Continue mobile home park rent stabilization program (HE 8.12) O 130 CD Identify sites suitable for mobile home parks, self -help housing and others to meet special needs HE 8.13 M 131 CD Advocate more hou sing and refurbishing campus housing at Cal Poly HE 8.14 _ M 132 CD Work with Cal Poly to secure on-campus fraterni /sorrorit groups HE 8.15 M 133 ADM Jointly implement a good neighbor program with colleges for student housing in residential nei hborhoods HE 8.16. O _ 134 CD Provide education regarding universal design HE 8.17) O 135 CD Solicit input on provisions for homeless shelters from service agencies (HE 8.18) O 136 CD Update zoning ordinance to allow homeless shelters by right in zones subject to standards HE 8,19 M 137 CD Continue to allow transitional housing and supportive houisng In residential zones (HE IB.20 ) O 138 CD Identify properties that can be converted to affordable and supportive housing for homeless persons (HE 8.21) M 139 CD Update Community Design Guidelines to include universal access standards (HE 8.22) M 140 CD Develop a program addressing reasonable accommodation procedures (HE 8.23) O 141 CD Consider an overlay zone for existing and future mobile home and trailer parks (HE 8.24) M 142 CD Educate staff and advisory bodies on energy conservation opportunities for housing HE 9.6) M 143 CD Evaluate solar regulations and revise local regulations as needed HE 9.7 M 144 CD Adopt LID standards HE 9.8 M 145 CD Develop an ordinance to increase production of green housing units (HE 9.9) M 146 CD Promote building materials reuse and ree clln HE 9.10) O 147 CD Work with County to mitigate housing impacts due to expansion in areas adjacent to ,City (HE 10.3) O 148 CD Encourage residential developers to promote projects within SLO market 1st (HE 10.4) O 149 CD Advocate link between enrollment and expansion of campus housing for colleges (HE 10.5 ) M 150 CD ,housing Advocate for state legislation to provide funding forcolleges to develop campus HE 10.6 M 151 CD I Adopt measures to ensure ability of legal conforming non - residential uses to continue where new housing is proposed on orad acent to sites HE 11.3 O 3 -15 CIRCULATION ELEMENT 152 CD Revise zoning regulations to provide standards for lockers, secured bicycle parking and showers CI 4.1.5 C 153 CD Encourage Airport Land Use Commission to complete Airport Land Use Plan update (Cl 11.1.2 C 154 CD Amend Home Occupation regulations to preclude regular home delivery by commercial trucks (Cl 10.1.2) C 155 CD Revise ARC guidelines to incorporate protection of views from scenic roads (Cl 15.1.2) C 156 PW Recommend that county -wide trip reduction include an AVR of 1.60 or larger (Cl 2.1.2) C 157 PW Encourage SLORTA to expand commuter bus service to Cuesta & the Men's Colony (Cl 3.1.4 C 158 PW Cooperate with SLOCOG to evaluate centralized transit services (Cl 3.1.5 C 159 PW U date the Clt bicycle plan (Cl 4.1.2 C 160 PW Request Cal Poly & Cuesta to adopt bicycle plans CI 4.1.3 C 161 PW Request Cal Poly & Cuesta to revise campus master plans to encourage alternate 'transportation (Cl 4.1.4 C 162 PW Maintain a computerized circulations stem model (Cl 81.4 C 163 PW Require a Project Study Report for Prado Road to ensure proper sequence of im rovements C19.1-3 Evaluate street designs as method to achieving Conceptual Plan for City's Center (CI 19.1.5) C C 164 PW 165 PW Evaluate feasibility of arterial between Santa Barbara St & the S. end of Santa Rosa (Cl 9.1.51 C 166 PW Ask SLOCOG to monitor pattern of development throughout Count (Cl 9.1.7.A C 167 PW Ask SLOCOG to study regional traffic needs between SLO and the coast (Cl 9.1.7.6) C 168 PW Encourage SLOCOG to evaluate local rail service (Cl 12.1.2 ) C 169 PW reriodically update the Parking Mana emont Plan (Cl 13.1.1 C 170 PW Build additional parking structures only after a comprehensive parking study is done (Cl 13.1.4) C 171 PW Work with the Downtown Association to evaluate curb parking in the downtown (CI 13.1.5 C 172 PW Incorporate a Transportation Work Program into the City financial plan (Cl 16. 1.1 C 113 PW Adopt a transporlation impact fee ordinance (Cl `16.11) C 174 PW Adopt 5 yr Transit Master Plans CI 3.1.1 C 175 PW Cooperate with APCD & others to establish trip reduction programs Ct 2.1.1 O 176 PW Pursue goal of Cit y employees reaching an AVR of 1.7 or greater (Cl 2.1.4 O 177 PW Maintain a downtown trolley service (Cl 3.1.3 O 178 PW Obtain RR ROW & easements for separated bike path & pedestrian trail (Cl 4.1.6) H 179 PW Use street funds to maintain bicycle facilities CI 4.1.7 O 180 PW Pursue completion of the community sidewalk s stem (Cl 5A.2 ) H 181 PW Continue program of re Iacin exis[02 curbs with handicapped rams CI 5.1.3 O 182 PW Work with schools to establish a "suggested routes to school" program (Cl 5.1.4) O 183 PW Revise subdivision regulations to include ROW and design standards (Cl 6.3.2) M 184 PW Adopt neighborhood traffic management plans (Cl 7.1.1) O 165 PW Undertake measures to control traffic in residential areas (Cl 7.1.2) O 186 PW Or anize nei hborhood traffic calmin workshops (Cl 7.1.3 O 187 PW U on request, analyze residential streets for livabili (Cl 7.1.4 O 188 PW Non - safety City vehicles shouldn't use residential local or collector streets as shortcuts (C17.1.5) O 189 PW Establish on-going transportation monitodrig program (Cl 8.1.2 O 190 PW Conduct bi- annual transportation use survey (Cl 8..1.3 ) O 191 PW Establish building setback lines along Figure 4 routes (Cl 9.1.1 O 192 PW As part of Dalidio- Madonna - McBride development, evaluation new road between W. Prado Rd and LOVR (Cl 9.1.8 O 193 PW As part of Maino- Madonna development, evaluate frontage road on west side of Highway 101 (CI 9.1.9) O 194 PW Continue to provide reserved commercial truck loading in downtown areas (Cl 10.1.4) O 195 PW Encourage daily morning & evening train service both north & south (CI 12.1.1) O 196 PW Monitor public parking in the commercial core CI 13.1.2 O 197 PW Work with CalTrans to consider ark -aril -rids lots Ci 13.1.3 O 3 -16 203 PW Encourage Cal Poly & Cuesta to provide incentives to use alternate transportation (Cl .4.1.1 O 204 PW Cooperate with State & SLOCOG in evaluating HOV lanes on State highways (Cl 19.1.5 L 205 PW Work with APCD to encourage trucks to turn off idling motors when parked (Cl 10.1.1) L 206 1 CD Adopt a street corridor landscape plan for scenic roadways Cl 15.1.3) M 207 PW Ask CalTrans to designate Prado Road from Broad to Highway 101 as Highway 227 CI 9.1.2 M 208 PW Adopt 20 yrTransit Master Plans (CI 3.1.1) M 209 PW Develop a comprehensive marketing to reach target audiences (Cl 3.1.6; CI 8.11) M 210 PW Give priority to traffic programs identified in Cl 8.0.1A with the greatest potential to ,reduce traffic increases permitted by the City's Growth Management Plan(CI 8.1.1) M 211 PW Adopt a pedestrian transportation plan (Cl 5.1.1 M 212 PW Develop joint design & construction standards with County for streets within the URL (Cl 6.3.1) M 213 PW If LOS exceeded, limit truck delivery times in the commercial core CI 10.1. M 214 PW Adopt a plan & standards for installation and maintenance of street amenity improvements (Cl 9.1.4) H 215 PW Work with the ALUC to encourage quieter & environmentally sensitive aircraft (CI 11.1.1) H 216 PW Work with area employers on a voluntary trip reduction program (Cl 21.5) H CONSERVATION AND OPEN SPACE ELEMENT 217 ADM Promote public awareness of cultural resources through activities, including tours & clean-up events COSE 3.6.1.A.3) C 218 ADM Assist the CHC in preparing archaeological resource guidelines COSE 3.6.5 C 219 ADM Disp lay art ifacis which Illuminate past cul lure s COSE 3.6.6 C 220 CD Expand ARC guidelines to address specific guidance for new buildings in historic {districts COSE 3.6.3 C 221 CD Adopt creek setback requirements (COSE 7.7.9 ) C 222 ADM Protect natural communities COSE 7.71 O 223 ADM Preserve ecotones through changes to or conditions on new development (COSE 7.7.7) O 224 ADM Protect wildlife corridors through changes to or conditions on new development (COSE 7.7.8) O 225 ADM Acquire land or interests in land for open space; seek variety of funding sources COSE 8.7.1. D O 226 ADM Manage open space holdings and enforce open space easements (COSE 8.7.1.E) O 227 ADM Avoid imposing taxes or fees that discourage open space or agriculture (COSE 1.7.1.K) O 228 ADM Maintain the position of Natural Resources Manager and consolidate open space functions (COSE 8.7.1.M ) O 229 ADM Provide and maintain wildlife corridors thru or under barriers to wildlife movement (COS E8.7.2.E O 230 ADM Provide continuing community education on open space values, programs, rules COSE 8.7.2.G O 231 ADM Enlist volunteers and academic programs to restore and monitor open space (COSE 8.7.2. H) O 232 ADM Adopt conservation plans for open space under City easement or fee ownership COSE 8.7.2.J O 233 ADM Preserve the Morros, in cooperation with other government agencies, non - profit land 'trusts and pro2e rt y owners COSE 9.3.12 O 234 ADM Provide information on natural resources and land conservation LOSE 8.7.1.1 O 235 ADM Participate with other agencies in watershed planning and management (COSE 10.3.2.E) O 236 ADM Provide cultural resource awareness public educational programs COSE 3.6.6) O 237 ADM Encourage partnering for preservation COSE 3.6.7 O 238 ADM Acquire in fee or partial interest in archaeol ical sites COSE 3.5.1 O 239 ADM Promote technology and energy conservation businesses LOSE 4.6.16 O 240 ADM Maintain Inventory of recycling businesses and servfces (COST= 5.5.5) O 241 ADM L Improve interagency cooperation for open space acquisition (COSE 8.7.1.J) O 3 -17 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS 242 Encourage sustainable agricultural practices, limit grading and livestock near creeks LOSE 8.7.1.H O 243 Enhance and restore open space COSE 8.7.2 O 244 qDM Establish self- sustainin ulations of nalive specie s COSE8.7.2.13) O 245 Remove invas ive non - native species and prevent their introduction (LOSE 8.7.2.C) O 246 ADM Where possible, remove man -made elements from open space areas (COSE 8.7.2.D) O 247 ADM Replace invasive non - native vegetation with native vegetation (COSE 7.7.6) O 248 ADM Rehabilitate and maintain City -owned adobes and historic structures (COSE 3.6.9) O 249 ADM Protect open s ace resources LOSE 8.7.1 O 250 ADM Identify alternative funding tools for replanting degraded creek sections (COSE 8 -7,2.K O 251 ADM Acquire Ownership /easements along creeks & wetlands for drainage maintenance. & O appropriate ublic access COSE 8.7.2 D, E, and F 252 ADM Pursue means to protect o en space COSE 8.7.1 O 253 ADM I Pursue source of open space funding COSE 8.7.1:D.2 O 254 ADM Replace non- native creekside plants with nativespecies (LOSE 8.7.2.8.2 ) O 255 CD Model air ollulion behavior, Wp educate public COSE 2.2 -5 O 256 CD Monitor air quality and Clean Air Plan implementation (COSE 2.3.2 ) Consult with APCD on significant development- proposals COSE 2.3.4 4.6.18) O 257 CD O 258 CD Promote alternative transportation/land use strategies (COSE 2.3.3 ) O 259 CD 1 Amend the General Plan as needed to achieve air quality goals COSE 2.3.5 O 260 CD Maintain and support the Cultural Heritage Committee COSE 3.6.1 O _ 261 CD Maintain financial assistance program to encourage preservation & restoration of O historic properties COSE 3.8.2 262 CD Implement historic preservation standards for construction within historic districts COSE 3.6.3 O 263 CD Provide financial assistance and incentives for historic. preservation (COSE 3.6.2) O 264 CD Sponsor educationa I programs to foster appreciation of historic resources (COSE O 3.6.6 265 CID Promote adaptive reuse of historic buildings COSE 3.6.8 O 266 _ CD Implement Cultural Heritage Committee Whltepaper(COSE 3.6.10) O 267 CD Reduce obstacles to energy conservation LOSE 4.6.4) O 268 CID Administer State Buildiny Energy Standards (COSE 4.6.7 ) O 269 CD Encoura a ene - efficient deal n in rivate develo went ra ects COSE 4.6.8 O 270 CD Address solar access in new development JCOSE 4,6.9 O 271 CD I Reg uire solar powe r for now dwellin s LOSE 4.6.17 O 272 CD Seek Air Pollution Control District support for maintaining air quality (COSE 4.6.18) O 773 CD Ensure new development projects include space for materials recycling/storage (COSE 5.5,8 ) O 274 CD Maintain creek setbacks CORE 7.7.9 O 275 CD Maintain Urban Reserve location LOSE 8.7A.A O 276 CD Promote open space by aERlying C /OS and A riculture zoning COSE 8.7.1:8 O 277 CD at subdivision and new development conditions consistent with General Plan (COSE 8.30.1.C) O 278 CD Set conditions of subdivisions and development approvals consistent w/ General Plan COS E 8.7.1.0 O - 279 CD Encourage transfer of development credit from open space lands (COSE 8.7.1.F) O 280 CD Maintain and apply Sign Regulations consistent with the General Plan (COSE 9.3.3) 281 CD Conduct environmental and architectural review consistent with General Plan (COSE 9.3.4 ) O 282 CD Require visual assessments for projects affecting important scenic resources and O views from Rublic places JCOSE 9.3.5 283 CD Determine that view blockage along a scenic roadway is a significant impact (COSE O :9.3.6) 284 CD Review development in unincorporated County for consistency with General Plan O Q COS E 9.3.7) 285 CD Prohibit billboards COS E 9.3.10 O 286 CD Establish and maintain a program of describing and monitoring viewsheds within and O ,adjacent to City limits to establish a photographic baseline of visual setting (COSE 9.3.13) 3 -18 287 CD Identify and protect groundwater recharge areas to maintain suitable groundwater levels and to protect groundwater quality and potential City water sources (COSE 10.3.2.1) O 288 HR Encouracie sustainable employee commuling practices COSE 4.6.51 O 289 P &R Remove trash and contaminants with minimum disruption to open space areas (COSE 8.7.2.F) O 290 PW Provide alternative transportation incentives (COSE 2,3.4) O 291 PW Promote Sustainable desi n in Cit y facilities (COSE 4.6.3) O 292 PW Use materials with reduced environmental impacts in City operations and facilities (COSE 5.5.4) O 293 PW Implement natural communities policies through the Tree Committee (COSE 7.7.9) O 294 PW Locate, design and operate City facilities consistent with General Plan (COSE 8.7.1.G) O 295 PW Locate and design public facilities and utilities consistent with General Plan (COSE 9.3.1 ) O 296 PW Place underground existing overhead utilities, with highest priority for scenic roadways, entries to the City, and historic districts COSE 9.3.9) O 297 UT Employ best available practices in City operations (COSE 2-3. 1) O 298 UT Promote efficient City energy use (COSE 4.6.1 O 299 UT Promote energy conservation education (COSE 4 6.6) O 300 UT Retrofit City facilities for energy savings (COSE 4.6.10) H 301 UT Use materials efficiently in City operations (computer technology and copying) (COSE 5.5.1) O 302 UT Promote City materials reuse and recycling COSE 5.5.2 O 303 UT Coordinate waste reduction and recycling efforts COSE 5.5 3 O 304 UT Establish positive relationships with landowners and conservation organizations (COSE 8.7.1.E O 305 UT Use water efficient) COSE 10.3. 1) O 306 UT Promote use of water - conserving landscape design and plant materials (COSE 10.3.1.A ) O 307 UT Encourage landscape maintenance and irrigation design to conserve water. (COSE 10.3.1 ) O 308 UT Facilitate use of tertiary- treated water and seek legalization of grey water for non- potable household uses (COSE 10.3.1) C 309 UT Promote water conservation through leak control in all plumbing systems (COSE 10.3.1) O 310 UT Maintain water quality (COSE 10.3.2 O 311 UT Design and operate water supply, treatment and distribution systems to prevent adverse effects on water quality (COSE 10.3.2.A O 312 UT Design and operate wastewater collection and treatment systems to prevent adverse effects on water quality (COSE 10.3.2.13) O 313 UT Regulate design, construction and operation of City facilities to protect water quality COSE 10.3.2.0 O 314 UT Regulate design of private waterfacilities to protect water quality (COSE 10.3.2.D) O 315 UT Seek financial assistance for energy efficiency improvements in City facilities (COSE .4.6.11) O 316 UT Manage City operations for energy self- reliance (COSE 4.62) O 317 UT Expand City public information efforts on energy and materials conservation goals I;COSE 5.5.6) M 318 PW Coordinate erosion control in watershed w/ County & property owners (COSE 10.3.2.) O 319 ADM Establish and maintain records of archaeological sites (COSE 3.5.9 ) M 320 ADM Establish performance standards for open space /agricultural buffers (COSE 8.7.1.N) M ME L.321 CD I Prepare P ost- dsaster historic reservation standards COSE 3 -6.4 322 CD tJ date archaeol ical resource Preservation standards COSE 3.6.5 323 CD Update community design guidelines to address views from scenic routes (COSE 9.3.2 324 CD Advocate State and County scenic highway designations and protective programs for scenic routes connecting San Luis Obispo with other communities (COSE 9.3.8) 325 LIT Monitor energy use in City facililles and prepare biannual report for City Council (COS 4.6.12) 326 ADM Inventory natural areas that have been degraded; prioritize list of restoration sites COSE 8.7.2,q 327 CD Pre 2ire energy conservalian Man forCft facilities COSE 4.6.13 328 CD Ado l reen buildln standards (CO 91E 4,6.14 329 CD Prevent storage of biological or chemical pollution from locating in flood zones (COSE 10_8.2.F 330 CD Remove existin 'Alb 1 335 336 344 345 346 354 358 g i oar through amortization, conditions of development approval and grants for enhancing open space and transportation corridors (COSE 9.3,11) PW City & County enforce an amortization program forbillboard removal along scenic roadwa s COSE 9.3. 11 AW Establish standards fnr non -point sourco water pollutioir in cooperation with HWQCB COSE 10.3.2.G) UT Establish a program for baseline water quality testing In City creeks (DOSE 10.3.2. H) UT Consider Cit owned reen eruir uliflt COST= 4.6.15 NOISE ELEMENT CD Review public and private development proposals for Noise Element conformance (N O 1.12 CD Require noise studies early in the review process when project noise may excead O allowable lim Its N 1.13 CD Assure that noise mttgalion measures are carried -put during construction (N1.14) O 3D Monitor cam Rance with mill ation measures after t 3 -20 M M H H H H �0 l;l H H prpec completion [141.15 )O SAFETY ELEMENT CD Establish eamplal It based code compliance for all buildings (S 9.19.C) CD PUV Implement Cft - adapted rogram on Un rein fnmrrt masonry buildings S 9.19.D) Set response -time objective for Public Works (S 9.3 C C UT „C Evaluate fire -flow and idenlff deficiencies S 9,3) C CID CD Train builo n & lannin staff in lessons from revicus disaster areas 59.4,8 Establish routine code inspections for C commercial, industrial, public - assembly, & rou housin S 9.19.8 O CD Provide outreach program for earthquake bracing of wood -frame buildings (S 9.19.E) O CD Administer zoning, subdivision, & Architectural standards consistent with police & fire O recornmendallons S 9.20 CD Fire, police, public works, & utilities review development applications for safety "actives ob S 9.21 O CD Maintain & administer building regulations in conformance with Stale requirements (S 9.22) p FD Review emergency response plans of utilities and transportation agencies (S 8.2,5.6) O FD FD Establish .emer enc o eration center in Fire Station 1 and back s sites S 9.7 Kee Multi- hazard Emer enc Res O FD nse Plans current S 9.9 Maintain and arinuail Update emer en res anse Ian S 9.2) O FD Meet res rise -lime objective of four minutes S 9.3.A O FD Work w/CalTrans on hazardous materials approved routes and related safety recuations S 9.6.0 Q FD Ex nd and kea current safet - related #nformatian S 9.8 FD FD Work with ather'urisdlctions on mutual aid &automatic -ald a reements S 9.1 a O O FD Su rt education ro rams far lower is to teach fire hazards 3 9.7 S.D Maintain & administer lire regulations in conlormance with State requirements (S 9.22) O FD Train fire fighters, police, building inspectors, public works, &utilities staff (S 9.4,A) O FD Conduct non - nuclear disaster - response exercises (S 9.4.C} FD f Obtain Information about s eciC location & t e of fire & toxic hazards S 9,5 O FD Partici ale in riodic re ional disaster -res anse drills S 9.6.A O O 3 -20 M M H H H H �0 l;l H H PARKS AND RECREATION ELEMENT 373 P &R Add fields in Damon - Garcia Spprts Complex PR 6.4.6 C 374 P &R Update & improve indoor facilities PR 3.16.3 C 375 P &R Construct a therapy pool at the SLO Swim Center CPR 3.18.1.2 C 376 P &R Pursue Joint use of SLO High School swimming ocl PR 3.19.2' C 377 P &R Accommodate schedules of working people PR 4.3.3.2 C 378 P &R Develop collaborative fee exchange with S.L.C.U.S.D, (PR 5.1.1 ) C 379 P &R Upgrade Recreation Center to provide interim community center (PR 6.1.1) C 380 P &R Develop joint use agreements with other agencies in addition to schools (PR 6.0.3) C 381 P &R Construct mini-parks at Purple Sage Drive PR 6,2.1 C 382 P &R Construct mini-park at Marsh & Santa Rosa PR 6.2.1 C 383 P &R Partner with schools and other joint users to renovate existing sports fields (PR 3.14.1) O 384 P &R Continue the Pla round Equipment Re lacement Program PR 3.19.1 O 385 P &R Regularly evaluate demand and need and modify as appropriate PR 4.22.1 O 386 P &R Conduct periodic public evaluations of services PR 4.2.2.2 O 387 P &R Regularly ublicize recreational opportunities PR 4.2.2.3 O 388 P &R Consider needs of underserved groups (PR 4.2.2.4) O 389 P &R Avoid dupkation of commercial programs PR 4.2.3 O 390 P &R Collaborate with groups providing high risk programs in open space areas (PR 4 2.8) O 391 P &R Recruit at -risk youth to participate in activities (PR 4.3.2.1) 0 392 P &R Collaborate with other agencies in serving at -risk youth (PR 4.3.2.2) O 393 P &R Evaluate services to determine benefits PR 4.3.3.1 O 394 P &R Prioritize new activities from results of public input PR 4.3.3.3 O 395 P &R Continue to maintain publicly accessible open space trails PR 4.3.6 O 396 P &R Continue to improve existinq fields PR 6,0.1 O 397 P &R Transition from multi -use to single use fields PR 6.0.2) O 398 P &R Develop new programs to not conflict with existing field use PR 6.0.4) O 399 P &R Ensure athletic fields are provided within new residential development PR 6.0.5 O 400 P &R Consider additional fields for needs not addressed with Damon Garcia fields (PR 6.0.6) O 401 P &R Consider revenue enhancement to fund new community center (PR 6.1.3 ) O 402 P &R Support neighbor efforts to develop mini-parks PR 6.2.2) O 403 P &R Design new parks so they can connect to recreational trails (PR 6.3.3) 0 404 P &R Connect existing parks & open space with trails (PR 8,3.4) O 405 P &R Schedule "unmet needs" projects through the CIP process PR 6.4.1 O 406 P &R Look foraftematives to address unmet needs prqjects PR 6,4.2 O 407 P &R Acquire open space property to construct trails PR 6.3.1 O 408 P &R Use a variety, of techniques to acquire open s ace PR 6.3.2 O 409 P &R Acquire property and construct a community center PR 3.16.2 H 410 P &R Implement the revised Laguna Lake Park Master Plan Pf3 3.17.1 & PR 6.5.1) H 411 P &R Implement the revised Sinsheimer Park Master Plan PR 3.18.1.1 & PR 6 5.11 1 1 H WATER AND WASTEWATER 'ELEMENT 412 UT Work cooperatively on regional water issues & resource planning (WW A2.3.1 0 413 UT Participate with SLO County in Integrated Regional Water Mgmt Plan (WW A2.3.2) 0 414 UT Participate with other appropriate agencies in controlling invasive species which could iimpact water supplies (WW A2.3.3 O 415 UT Work with agencies to minimlze water quality Impacts WW A2.3.4) O 4167 UT Continue to work with SLO County- operation of Salinas Reservor & Nacimiento project 'WW A2.3.5 O 417 UT Complete sanitary surveys for Salinas & Whale Rock reservoirs every five years (WW A2.3.6 ) L 418 UT Provide water resource update to Council as part of annual report (WW A3.3.1 O 419 UT Update safe annual yield computer model for Salinas & Whale Rock reservoirs following drou ht periods WW A3.3.2 H 420 UT Monitor ongoing research for potential long term impacts to water supplies from 'climate change WW A3.3.3) O 421 UT Work with other agencies to implement Best Management Practices to reduce siltation 'WW A4.3.1 0 422 UT Continue education & outreach to owners in watersheds to reduce siltation (WW A4.3.2 O 423 UT Consider periodic siltation studies at each reservoir (WW A4.3.3) M 424 UT Provide annual update on siltation to Council KW A4.3.4 O 3 -21 STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS I STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS Lead 1 CDD 222a Development subject to 20 ft setback from creek. Or pn oin Low Medium Hinh O 2 CDD 22.2b Development subject to 30 fl, setback from wetland habitat O 3 CDD 2.2.2c Development subject to 20 ft- setback from riparian/wetland mitigation areas & fenced. O 4 ADM 2.2.3a Create 1.94 acres of wetland & 2.76 acres of riparian enhancement. O 5 ADM 2.2.3b Allowfllli of .78 acres of isolated agricultural Welland seeps on hill. O 6 ADM 2.2.4a Allow .12 acres of creek fill for 3 bridge crossings, O 7 CDD 2.2.4b All creek channel modifications to comply with Drainage Design Manual & any other re wired permits from Army Corps or Fish and Game. O 8 ADM I 2.2.5a Plant natives ecies between trails /rec features and wettandlri ar€an habitat O 9 ADM 2.2.5b Provide educational signage re: wetland & creek habitats on public trails and OS. O 10 ADM 2.2.9a City will manage Ri hetti Hill open space in accordance with City Standards. O 11 ADM 2.2.9b City will provide & maintain access to Righetti Hill. City will development a mane ement ion consistent with COS E. O 12 CDD 22.10a Landowner maintains right to existing #structures & will manage parcel consistent with Open Space standards. O 13 CDD 2.3.3a 16.3 acres of active & passive parkland to be provided with development. City will pursue 4 acres of joint use with SLCUSD with new school development nearby. O 14 CDD 2.3.3b 12 acre park to be developed: 10 acres to be dedicated w /Phase I development O 15 PR 2.3.3c 2.5 acre 'unction park to be developed when impact fees are available. O 16 17 CDD 2 -3.3d 1.5 acres of linear Park to be developed w /bike path adj to stgrmvuater basin. CDD 2.3.3e 4 acres of park to be provided by a joint use facility when elementary school is developed, O O 18 CDD 2.3.4a Subdivisiuns may provide parkland In Ileu of fee payment if findings can be made. O 19 CDD 2.4.1a 20 ft landscaped setback from Orcutt and Tank Farm Roads. O 20 1 CDD 2.4.1 b Parcels adjacent to Tank Farm & Orcutt are sensitive sites & require ARC review. O 21 CDD 2.4.1c ARC shall review landscape plans -cluster trees and screen views of new structures. O 22 CDD 2.4.1d Buildings on sensitive parcels shall not include 2nd story unless 2nd floor is setback by 50 H. O 23 CDD 2.4.1e PC shall review design of sensitive lots during subdivision review to ensure views are maintained O 24 CDD 2.4.1 f ARC design review of units along Tank Farm & Urcutt for compatibility & views of hill O 25 CDD I 2.4-1a E street residences shall not be visible from Orcutt/Tank Farm intersection O 26 CDD 2.4.1h R -1 subdivision at west base of Righetti Hill - preserve views from D street to hill O 27 CDD 2.5.1a Implement environmental mitigation measures with entitlements as appropriate. O 28 CDD 3.2.19a Provide public plaza/seating areas adjacent to A/B streets intersection. O 29 CDD 3.2.19 b Commercial uss to oceupay ground floor of pima commercial area. O 30 CDD 3.2.19c Provide commercial development incentives; additional story, parking reduction, exemption from GASP add -on fees. O Ud as k,uu 4.'t.ia tncoura a archteclural styles: Craftsman, CA Bungalow, CA Mission themes O 40 CDD 4.1.1b Design Standards for R -1 and R -2 dlslrcts. O 41 CDD 14. 1.1c Design Guidelines for R -1 and R -2 districts. n 3 -22 a t -to -farm ordinance notification for real roe transfers. O 32 CDD 3.2.24b Ag activities to be phased out by project build -out. Existing uses legally- established stab ect to Non-conforming uses under Zoning Code. O 33 CDD 3.3.4a City will support affordable housing in area through state and local density bonus incentives. O 34 CDD 3.4.1a Geotech study required for each project site prior todevelopment. O 35 1 CDD 3.4.1b All structures & development shall meet appropriate codes (Building & Trans ortation ), O 36 3.4.2a Sites not previously surveyed shall conduct a Phase I site assessment. O rCDD 37 DD 34.2b Environmental assessment reqd prior to public access or development for buidltngs associated with a uses and 55 allon drums in lan area. O 38 DD I 3.5.2a -h Performance standards for airport comuatibility. n Ud as k,uu 4.'t.ia tncoura a archteclural styles: Craftsman, CA Bungalow, CA Mission themes O 40 CDD 4.1.1b Design Standards for R -1 and R -2 dlslrcts. O 41 CDD 14. 1.1c Design Guidelines for R -1 and R -2 districts. n 3 -22 STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS 42 CDD 4.1.1d Design Standards for R -3 and R -4 development O 43 CDD 4.1.1 a Design Guidelines for R -3 and R -4 development O 44 CDD 4.1.2a Residential design - use local streets to enhance neighborhood atmosphere O 45 CDD 4.1.2b Design features orches, entryways, yards) to strengthen connections. O 46 CDD 4.1.2c Encourage universally accessible entries to residences. O 47 PW 4.2.3a Traffic calmin2 desi n for intersection of A and B streets O 48 CDD 4.2.3b Mixed use commercial area near intersection of A &B streets to have 2 public plazas. Adjacent buildings to be 2 stories tall. O 49 CDD 4.2.3c Southern part of intersction of A &B streets to be landscaped, O 50 CDD 4.2.4a Building setbacks from A Street defined O 51 CDD 4,2.4b Trees in tree wells for whole mixed use area O 52 CDD 4.2.4c Mixed -use building facades, materials, entries, windows to be consistent with one another. O 53 CDD' 4.2.1a Use fi ures 3.1 and 3.2 when review ing intersection 21ans for A and B streets O 54 1 CDD 4.2.1b Height ordinance allowed to be relaxed to enable architectural features. O 55 CDD 4.3.4a Final landscape plan to include details & not use invasive non - native plant species. O 56 CDD 4.3.41b List of plants not be be elanted in OASP. O 57 CDD 4.4.3a OASP lighting standards - style, height. efficiency. sheildin . t e, etc. O 58 CDD 4.5.1 a 160 ft wide distance buffer from train tracks to residential areas. O 59 CDD 4.5.1 b Add landscaped berm or sound wall where buffer is not adequate for noise. O 60 CDD 4.5.1c Orient residential uses and outdoor areas away from railroad tracks. O 61 CDD 4.5.1d Put parking lots between residence and railroad tracks. O 62 CDD 4.5.1 a Locate sensitive uses within residences away from tracks. O 63 ODD 4.5,1f Use insulating construction to reduce noise. O 64 CDD 4.5.2a Set outdoor activity areas 80' back from Orcutt and Tank Farm Rd to reduce noise, O 65 CDD 4.5.2b Locate sensitive uses within residences away from roads. O 66 CDD 4.5.2c 60 ft wide distance buffer from Orcutt and Tank Farm Rd to residences. O 67 CDD 4.5.2d Use insulating construction to reduce noise. O 68 CDD 4.7.2 Building placement & construction to maximize passive systems for heating, cooloing I& li htin . O 69 CDD I 4.7.2b Use shade, skylights, daylight controls, & glazing to maximize energy savings. O 70 CDD 4.7.2c Residential developments of >5 units /non - residential uses >5,000 sq ft shall comply With green building criteria O 71 CDD 4.7.2d 5% of all single family units shall use photovoltaics. Increase this percentage by 4% each ear. O 72 CDD 4.7.3a Energy star compliant appliances required for dwellings. O 73 CDD 4.7.3b Use CFLs where possible. O 74 PW 5.1.1 Orcutt Rd to have a continuous 2 -way left -turn lane, Class II bike lane, & curb /gutter between Johnson and Tank Farm. O 75 PW 5.1.2 Tank Farm to be widened at D St, Brook pine & Wavertree w /left turn lanes. O 76 PW 5.1.3 Tank Farm / Orcutt intersection realignment to be com leted in Phase I. O 77 PW 5.2.1 Collector streets will be single lane of travel in each direction. O 78 PW 5.2.2 A St. shall have Class II bike lanes & separated sidewalks & no parking (except adjacent to nei bhorhood commercial areal on both sides. O 79 PW 5.2.3 B St. development standards. O 80 PW 5.2.4 C St. development standards. O 81 PW 5.2.5 D St. development standards. O 82 PW 5.2.6 Bullock Ln to be extended to connect with traffic circle at B & C streets. O 83 PW 5.2.7 Traffic circle to be built at B and C street intersections. O 84 PW 5.2.8 Shared driveway access for A. B, C. & D streets ok. Limited private drives ok. O 85 PW 5.3.1 E St development standards O 86 CDD 5.3.2 Allow alley area to count towards net site area for density determination. O 87 PW 5.4 .1 Bus routes, stops & pullout areas to be determined by City transit. O 88 PW 5.5.1 Bike trail connections descriptions O 89 PW 5.52 Neighborhood 2ark bike trail path description O 90 PW 5.5.3 Tank Farm & Orcutt Road bike paths and bike bridge over Industrial Wa O 91 PW 7.2.2a Circulation & road widths shall accommodate Fire Dept emergency access. O 92 PW 7.2.2b Public fire hydrants regd. Adequate water volumes to support fire hydrants for fire protection needs. O 93 FD 7.2.2c Buildings shall have fire sprinkler systems per SLOFD requirements. O 3 -23 STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS STATUS OF MID - HIGUERA AREA ENHANCEMENT PLAN IMPLEMENTATION PROGRAMS No. Lead Dept Implementation Program Summary STATUS AS OF JUNE 90, 2011 Complato Or on olo DIIAculty to Co. 01e1u Low Medium High 1 ADM Plant native veg along creek. Acquire land on fwy side of creek & propety on east side of creek between City prop & Marsh Street bridge for open space (Crk -a) H 2 ADM Improve open space at south end of Brook St. (PPO -d) M 15 PW Reslripe street spaces & reduce driveway ramps (Pkg -b) M 3 P &R Acquire CatTrans property & develop park (PPO -a) H 4 PW Modify or replace Marsh St bridge if desirable to align w /Hi uera- Marsh Flood -a) H 5 PW Install bypass overflow channel parallel to creek on City -owned OS (Flood -b) H 6 PW Coordlnate other flood -planning improvements Flood -c.) H 7 PW I Widen Hi uera to four lanes w /bike lanes & median & mid- block turns Circ -a H 8 PW Realign Bianchi Ln!v H ih St. Circ -b H 9 PW Realign Pacific St. Close Walker St. Landscape Walker closed area Circ -c H 10 PW Parker St- CGS, trees, benches, lighting. Higuera - trees, lighting & benches. Madonna- landscaped median.Underground utilities & remove billboards (Circ -d) H 11 PW Extend Brook SL w /Caltrans site (Circ -e) H 12 PW Install bikeway along creek with bridge (Crk -b ) H 13 PW Construct pod path on east side of creek. Add benches, public art & interpretive displays & bridges (Crk -c) H 14 PW Establish a Mid - Higuera Area parking committee & consider parking assessment dist (Pkg- a) H 16 PW Review shared use parking & expand to distribute parkin Pk -c H 17 PW Lease or purchase 2 public parkin2 lots Pk -d H 18 PW Acquire & im ove public parking near Archer/WalkerlHt uera & Parker/High Pk e H 19 PW Com lets street improvements including ed amenities Pk -f H 20 PW Establish in -lieu parkiW fee for the Mid -H' uera Area Pk H 21 PW Add transit stops w /shelter, benches & signage for the Mid - Higuera area. (Pub -a & Pub -b) H 22 PW Dcvclo mini-plaza at Walker(PPO-bl H 23 PW Provide info kiosks at strategic places for peds as part of the Mid - Higuera Enhancement IPIan. PP0-c) H 24 1 PW I Acquire & maintain OS along creek & install bridges & imps (PPO -e H 3 -24 STATUS OF RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS No. Lead Dept Jmplementation Program Summary STATUS AS OF JUNE 30,. 7011 Complete Or OmMoing Difflcu lty to Complete Low Medium M h 1 PW Install traffic signals at U ham (4.1 B) C 2 ADM Use CIPs & economic revitalization tools to promote area (2.9C) O 3 CD Limit noise & emissions from engine idling between 10pm and 6am (3.1M) O 4 CD Ped Circulation Plan, Bike Transp. Plan, Circulation Element, and RR District Plan to be consistent (2.7B) O 5 CD Identify code violations & work with owners to correct 2.8C O 6 PW Rehabilitate historic SP Freight warehouse 1.11 O 7 PW Install Curb, gutter, boardwalk & trees along Santa Barbara, High, Roundhouse, Emily & South Street 4.1 D O 8 CD Clearly communicate with property owners, railroad & o s staff 3.11. O 9 CD Encourage added public telephones or emelrgency call boxes 2.7E M 10 PW Install pedestrian crosswalks at Leff & Upham streets (4.1A) - U ham Crosswalk complete, Leff still needed M 11 PW Widen Santa Barbara Street from Broad to Upham - including left turn 2ocket 4.1 C C 12 CD Install standard gauge railroad track to dislatay of historic railroad cars 1.12 H 13 CID Install historic markers & improved walk of history describin2 RR features (1.14) H 14 CD Public access to RR bikeway provided with Villa Rosa development (1.17 ) H 15 CD Consider MU zone to allow broader ran a of uses (2.9D) H 16 CD Consider CDBG funds for business loans and rehabilitation grants 3.1K H 17 CD Enforce properly screening & maintenance along ROW 31N H 18 CD Rehabilitate historic water tower to 1940s condition & update historic marker 1.6 H 19 PW Evaluate assessment district to pay for under grounding utilities (3.10) H 20 PW Construct bikeway on land adjacent to Johnson Ave for Southbound bicyclists 1.1 H 21 PW Install bridge off Johnson Ave for bikeway north to Cal Poly (1.2 ) H 22 PW I Install pedestdan brid e over RRlinkin Fairview with Penny Lane 1.3 H 23 PW Install bikeway & trail linking east side of RR tracks to signal on Johnson @Lizzie St (1.4) H 24 PW Install new bikeway along both sides of RR ROW (1.5) - Partial improvements completed, significant improvements still remain H 25 PW Expand pass,9290r.loading zone in parking lot north of depot 1.7) H 26 PW Install textured concrete paving & crosswalks, ped lighting, trees & signage @ Leff and !Osos (1.8) H 27 PW I Plant palm trees on 50 -100 ft centers 1.9 H 28 PW Acquire land & construct a multi -modal transit center with parking, shelter, restrooms, info, Ibike storage, lockers etc 1.10 H 29 PW I Install street paving, curb, gutter, wood sidewalks, street trees, lighting, & signage on Railroad Ave, Osos, Santa Barbara, High, Emily and Roundhouse Streets (1.13) - Santa Barbara Street improvements complete; other improvements remain H 30 PW Install bikeway between AI honso and Emily streets 1.15 H 31 PW Install ped /bike crossing for access from Stoneridge /Lawrence Dr.Nilla Rosa neighborhoods to Sinsheimer Park 1.16 H 32 PW Improve bikef ed undercrossing to 5inshelrner Park (1.18) H 33 PW Install bikeway linking RR bikeway with Augusta /Southwood Drive neighborhood through creek & park areas 1.19) H 34 PW Fie lacelrepair fencing, remove trash & install landscaping along fence line 1.20 H 35 PW Encoura a expanded parking & staging area for hikes (1.21) H 36 PW CIPs to install improvements at Emily, Roundhouse, High, Church, Santa Barbara & Osos Ifor paving, curbs, lighting. boardwalks signage &trees 2.7C H 37 PW Consider special engineering standards for district pub9c improvements 2.71D H 38 PW Improve traffic circ- expand public transit, bikeways, & widen Santa Barbara (3.1 H) - Santa Barbara Street improvements 90% complete; other improvements remain H 39 PW Im rove j2ssanger loadin facilities at depot parking area 3.1J H 40 PW Use RR parking lease funds to improve parking enforcement, & lot appearance (3.1 L) H rTI PW Install additional traffic signage and street lighting at pedestrian crossings to improve sight distance 4.1E H 3 -25 No. Lead Dept Implementation Program Summary STATU& AS of JUNK 39. 2911 Complete Or Ongoing Dlfficullyto Complete Low Medium HI h 1 PW Establish joint RTA bus stop on S. Higuera & Tank Farm Rd (AASP 6.3E) C 2 ADM Management program for area creeks required with minimum setbacks of 35 ft. (AASP 3.3.1) O 3 ADM Develop remediation actions for Chevron site to preserve natural resources (AASP 3 3.4) O 4 ADM Establish mitigation bank within Chevron property to serve AASP & MASP areas (AASP 3.3.5) O 5 ADM Develop public access levels compatible with maintaining habitat for Chevron property 'AASP 3. 3.6) O 6 ADM Restore creek areas AASP 3.3.7) 0 7 ADM Retain open space corridor to alow movement of wildlife on Chevron property (AASP 3.3.8) O 8 ADM Maintain wildlife corridors south from AASP toward Indian Knob & Davenport Hills by obtainin2 2reenbelts and workin with Count AASP 3.3.9P O 9 ADM Enlarge wetland connection between areas north and south of Tank Farm Rd (AASP 3.3.10) 0 10 ADM City will manage acquired open space land to preserve habitat (AASP 3.3.11) O 11 ADM City will pursue MOU for privately owned open space lands to preserve habitat (AASP 3.3.12) O 12 ADM In lieu foo for development not ablo to dedicate land for open s ace AASP 3.3.14 O 13 ADM Expansions of URL will secure open s ace AASP 3.3.15 O 14 ADM Resource mana ement activities compatible with airport operations AASP 3.3.17) O 15 ADM Expand wetland north of Tank Farm w /Chevron project AASP 3.3.18) O 16 CD 50 ft wetland setback required through subdivision, development, & public facilities (AASP 3.3.3 ) O 17 CD Require develo ment to dedicate land or easements for greenbelt AASP 3.3.13 O 1R PW Locate hike paths Outside creek setback area AASP 6 3H O 19 PW Bike lanes shall meet or exceed CA DOT & City design standards AASP 6.31 O 20 PW Require bike lanes as part of frontage improvements for development. Require bus stops as part of development improvements where appropriate (AASP 6.3G) O 21 PW Establish timed transfer point on Margarita Rd (AASP 6.3D) L 22 PW Development to provide street furniture or passenger amenities such as transit stops, shelters, ads. trash receptacles, etc. (AASP 6.3L) M 23 PW I Amend Bicycle Transportation Plan to include Airport area facilities 6.3F M 24 ADM Limit access to creekside environment between Broad St. and Santa Fe Rd (AASP 3.3.2) H 25 CD Access & interpretive info for historical resources AASP 3.3.16 H 26 PW TIF funds used for new buses to serve AASP, Bus stops provided by adjacent develo ment AASP 6.3C) H 27 PW Amend Circulation Element to expand truck route network AASP 6.3A H 2$ PW Connect bike lanes at intersections in the Air ort Area AASP 6.3J H 29 PW Establish a CIP program to include bikeways not part of Airport development (AASP 6.3K) H 3 -26 3 -27 STATUS AS OF JUNE 30, 2011 Complete Difficulty to Complete Lead Low Medium High Implementation program Summa _ Or On oin _ 1 ADM 1.1 a Hills to be dedicated to City & protected. C 2 CDD 1.1 b Livestock grazing may be limited & City will manage hillside ve etation. O 3 CDD 1.1 c Previously graded toad to Telecom facilities will be relocated. O 4 CDD 1.2.a Acacia Creek corridor shall be 100 ft wide exclusive of sports fields & will be replanted with riparian plants. O 5 CDD 1.2.b Swales emerging from hills will have open space -corridors 50 ft wide & fenced near developed areas. O 6 CDD 1.2c Lower swales thru neighborhood park will be accessible -for play O 7 CDD 1.3 Riparian and seasonal wetlands which are shown as development areas will be replaced in kind within MASP. O 8 CDD 1.4a MASP development to detain peak stormwater flows on- site. Shallow basins are preferable to deeper ones. O 9 CDD 1.5a Protect gq land elsewhere in URL or greenbelt. O 10 CDD 1.6a Provide 10 acre neighborhood park, and 16 acre improved s orts field. O 11 CDD 1.6.1 a Neighborhood Park req's including equipment and landmark feature 12 CDD 1.6.1 b Some seating, cooking & small child play space to be a ly enclosed. O 13 CDD 1.6.2 Greenspace and play fields mainly semi - natural vegetation, with large trees only at edges & possiblity of community gardens. O 14 CDD 1.6.3 Greenwa s for c cl ing & wal ki ng paths. O 15 CDD 1.6.4 Sports fields to accommodate active recreational uses & include on -site parkin2. Shielded night lighting. C 16 CDD 2.1.1 Low Density Residential areas for SFRs only. No churches, schools orseconda dwellings. O 17 CDD 2.1.2 Density will be 7 -9 dwellings/acre O 18 CDD 2.1.3 Lot dimensions are r2Qulated by Table 2 O 19 CDD 2.1.4 A -C - setbacks and building/parking orientation O 20 CDD 2.1.5 Each dwelling shall have 2 off - street parking spaces - 'one covered. & alley access standards O 21 CDD 2.2.1 Medium density residential areas - detached houses on small lots or groups of detached dwellings on larger lots O 22 CDD 2.2.2 Medium Density shall be 8-16 dwellings /acre. O 23 CDD 2.2.2a -e Lot dimension table & standards for Med Density O 24 CDD 2.2.4 Med Density Building form - setbacks and architecture O 25 CDD 2.2.5 Parking to be located at rear. Alley access standards andspecial setbacks if located in front. O 26 CDD 2.3.1 Med -High Density Res for attached dwellings or PUDs. No churches or schools allowed. O 27 CDD 2.3.2 Med-High Density will be 13-18 units /acre. O 28 CDD 2.3.3 Lot dimensions per Table 4 O 29 CDD 2.3.4a &b Setbacks and architectural criteria O 30 CDD 2.3.5 Parking to be located at rear. Alley access standards and s ecial setbacks if located in front 1 O 3 -27 STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS 31 CDD 2.4.1 High- Density Residential - allow a mix of densities and ownership. Churches and Schools not allowed 0 32 CDD 2.4.2 High- Density Residential density will be 19 -24 units /acre 0 33 CDD 2.4.3 Lots to be developed as a single parcel or condo however it may be divided into two land parcels to allow for affordable housing. 0 34 CDD 2.4.4a -c High Density building form - setbacks, arch character and porches or other outdoor s ace. 0 35 CDD 2.4.5 Parking re uirements and location 0 36 CDD 2.5.1 Neighborhood commercial uses = CN zone except no uses larger than 5,000 sq ft, schools, services stations 0 37 CDD 2.5.2 CN Density shown in Figure 5 0 38 CDD 2.5.3 CN lot dimensions & size minimums 0 39 CDD 2.5.4a -f CN Building Form (coverage, height, setbacks, FAR. size, architectural character 0 X10 CDD 2,5.5 CN parking rquir?d 1/500 sq ft. & 1/300 sq ft for bikes 0 41 CDD :2.6.1 Business Park uses - master - lanned campus -type ,development. 0 42 CDD 2.6.1a BP Office - small offices and mixed use. 0 43 CDD 2.6.1 b BP General - R &D, Light manufacturing, business services. Alowed uses listed by approval level. 0 44 CDD 2.6.1 c BP- Outdoor - landscaped parking, storage, employee recreation areas 0 45 CDD 2.6.1d BP- prohibited uses = carnivals, convalescent hospitals, dwellings, homeless shelters, schools or public assemby uses 0 46 CDD 2.6.2 BP employee density not to exceed 40 persons /acre 0 47 CDD 2.6.3 BP parcel sizes & dimensions 0 48 PW 2.6.4 BP vehicle access will be loops or grid extensions. NO drivewa s on Prado Rd. 0 49 CDD 2.6.5a -i BP site and building design (FAR, Orientation, outdoor space, setbacks, parking lots, heights, massing, entries, & materials) 0 50 CDD 2.6.6a -d BP Continuity of landscape space 0 51 CDD 2.6.7a -d BP parking requirements & design 0 52 CDD 2.6.8a -b BP Landscape screening required for loading, waste col lection,util ities & mechanical eq ui ment 0 53 CDD 2.6.10 BP Outdoor em to a amen ity areas are req uired O CDD :2.7.1 Special use area between hills and Broad street (1.2 ,acres). House and grounds should be preserved and uses may include residence; B7B, hostel, museum, art or craft gallery with retail sales, restaurant, retail sales of food, office For sales of MASP properties or visitor info center. 0 54 CDD 3.1 a Buildings to express human scale by articulating mass O 55 CDD 3.1 b Architectural styles in plan are encouraged O 56 CDD 3.1 c Residentail entries should be identifable from streets or ed walkwa s 0 57 CDD 3.1 d Universally accessible entries are encouraged for all buidlin s 0 58 CDD 3.1 a All development is encouraged to have outdoor space shileded from aircraft noise. 0 59 CDD 3.2 Street trees to create sense of identity; focal areas should be highlighted through trees and planting; riparian corridors should have native landscaping; and all landscaping should be water efficient. 0 3 -28 60 CDD 3.3 Lighting shall be energy efficient, avoid glare and minimize illumination toward sky. O 61 CDD 3.4 Buidling form & placement to meet solar exposure ob ectives. O 62 CDD 3.5 Public art to be encouraged at neigbhorhood park & principal collector street entries. O 63 CDD 3.6 Dwellings & outdoor spaces to be separated from Prado Rd by greenways, green space & BP uses. Landscaped berm to be installed where appropriate. O 64 CDD 3.7 Fence and wall designs to comply with community design guidelines i O 65 CDD 4.2a -g performance standards to ensure airport compatibility including limitation on uses and operations that might be dangerous; indoor noise level requirements, avigation easement and disclosure requirements O 66 PW 5.0 Traffic calming features to be developed. Streets & drives to provide access without unnecessa paving O 67 PW 5.1 City will extend transit service into are as roads are developed. Transit stops to include turnouts, shelters, benches, trash receptacles & real time arrival status displays. O 68 PW 5.2a New development shall include sidewalks, ped paths, _ bike lanes and bike paths. Precise alignments will be determined with subdivisions. O 69 PW 5.2b Bike path width, paving, signs and features to comply with Bicyce Transportation Plan. Proposed crossings may include features such as pavement changes, signs or bulb - -outs. 70 PW 5.2c. Pedestrian and bike access to sports fields will be by enhanced under or over crossing with visibility for safety and :sense of elace O 71 PW 5.3a -I Streets to foster traffic volumes appropriate for land uses and neighborhoods O 72 PW 5.4 Alleys should be used where feasible O 73 PW 5.5 Local streets will have bulb -outs at the end of blocks and at mid -block for blocks on er than 500'. O 74 PW 5.7.1 Additional right -of -way for Broad Street to accommodate bike lane, vertical curbs, landscaped parkway, and center median. O 75 PW 5.7.2 Prado Road facilities, phasing and construction re uirements O 76 PW 5.8 Traffic calming required - roundabouts, traffic circles, intersection treatments, and bulb -outs. O 77 CDD 5.9 Street names to follow City requirements. O 78 PW 6.3 Fire -dept activated signal control devices required for all intersections with traffic signals O 79 PW 7.3.1 Subdivision plans must show detailed solutions to stormwater issues. Develoers areresponsible for drainage facilities serving their parcels. O 80 PW 7.3.2 All drainage facilities must comply with NPDES & post construction runoff controls O 81 PW 7.5 Each residence shall have one 2" conduit conneted with underground system to facilitate future installation of high- s eed data system. O 82 PW 7.7 All new power, telephone & cable lines to be installed undergound. All existing line facilities to be underground at time of frontage construction. O 3 -29 83 PW 7.8 Streets& utilities installations must be built to ensure that later projets can build upon systems that are appropriately sized and located. O 84 CDD 8.1 a The area shall accommodate at least 2 sites with a total capacity of 40 dwellings for HASLO to provide affordable housing. O 85 CDD 8.1 b Residential area may be developed with modular or manufactured dwellings that comply with specific plan. O 86 CDD 8.1 c Affordable housing density bonuses available in area desi nated in Fio 5 only due to air ort land use Ian. O 3 -30 Land Use Element - Comprehensive Update Work program from 8-8-08 Council meeting. General Plan Update 'Process All.achmen'l 1 — PrOjOct PJAY1 5 C3 iI I: I,- T-� I -') n 1L7 Lx1;,"111 T C L' :Jld L', -_-L1 t F _01. S C: rr_u &w_ i i-_ I I is 1-jest "-'ry to 1.1 110-cr.'A"Irld! how "VC If il 1�? [7-") 1 i-. �o-c sc:'AII-L 11x �'Miltjulllty_ Tll h;.Silc-a I aLl 0l)PC?1WnAj;eS' WM tocut; !'W is !)"W" -cy ml op -wvv"l L'y i I I 1P I i V, I C. ris a C City A%cr'Ili! oll cNI 'f, vh;Lnj;,,s x m4i" 11hw, have. rLinjcir pol 1xvix Ift RL.�dz (1;VCk1jP111C11+ Vve- thc next ".0 N- Mil H;-,S kn SajA Luis Objspci j I , %A:% 7MI-1-cit SLS. inforiTundmi conumied 13T-i litc. draft Backgrowid Rq_"0'1� u'lollf, With "', LI-0. Ill 'La. City SUff observlaliotii zind oUrl-oich -11�1ori c tjic jwi,.% jilvriiirI lcd. Tfic 7k:[X'-,L I Mculiflr_ 1 0 �1 1.0nd i it �..-ITCL!Lflion Dleinent.� po- cies zind, im N 0'�Wilrlq -1 Jetein,.ne 1xhne- chJ.n? la� be arplcipaiakc O.G' coniplood prognuns rmx-mr, 11kly n-)t nicuzkl 6, ThCN'L� L7pats, polii.-Ics laid JiTur-naan will pmvide� tbe clor-1 A topics 1' 1 i Q, be reporl Will not nMadl nnchklsinll pT .5t the manner lin wbidi the City sliciald prccletd iii the of Ilibc (1enewl Min, but it 'I�IA I Identify issuwg of crikal i'nm()Ttaiice. Questi,ins [or .1v coo.-Inuinily ilIC111(ir: t"; uhr- 'AstLIA" of 'IM)w the COj11j7nUt1[Lx"' wants w grovy. �"ffl f�.J_rlly a40cut-aw I)f fiave occurrCA1, calling for a new or Lq-Viscid Visiu-.1" Are flma dfifforei'll wu's to adhir"3e that Visi-on tivil wcren't av'ail".tble or utifirud Ilk y"rs allo? Kno,,�,ing vilial the 1 1. -1 .. gO will guide the scoplm- for the apdWid processi e'1111:11'rikokuty Oi.sioh uq- iind baw itn ay hwvdion Lml io!3A & S t JS IL C J it �L - . Staff mid the cotysultant will w4yrk with flic cianirrivinity, the udrzisory Imid-les, Luld City Coun4 it to devOop Ovaluatc.. Orld se -q-11 lartu- ,)AC und policy 411ternative-s for aviijuatiOn, 'Th,1,:!Tc w1i'll be IL I traffic, HVSCZM£ envi'rorlllcllt�t, !lid COMItninifty, ViSi011 Umde-offs as&cychited with eneli ahnnative, Om- 0 preform -d -alterriative is Selected, L§ 'atad use- filan can ��ficd j, n d zi r, r(ji c c I (I csr i z i I I U E def d 111C foT c.-Av , I monlat rcvic.w. General Plan PrenaraLion & Ot-dronniental Review PrOb7favns are axinlovc-a at 011-, sms-e to v-spond to the lati-d, use plttn. Whevz- land -use chanses are idenfifted that inay have associated imp am iIx, noise, ;4.r quality, Lraff icc etc.) poljzq addi< LWs or chw4ios to offier elements may be identifted as part of the environmental review proms, A draft ER is then pr-cpared ha on. Oir project dcu-6plim and a selected range oe a] tertiatives, Fiscal analysis of the General Plan is inclujwd at this stago. Public &Mnws Rud- AdoRiLgLi The (Ifi-ift gf,]ICT-01 P9a11 Upda(Q MI(I VIOMMUIC11W document axe cvMuiated thwugb the public eae an dminients and adopling -msalufliuns auld h.Mrift-11 proeess�i A. finol EIR and G -ral P9 an arc propared. The chart ion the next Mo sho%vs how the community palIMpation, gencral plan updatc and envimnawriful; rovkw ir�cr_aa throushmit the ptoc=ls, 3-31 Gpirimml, Plan Update Procoss TASK DEUNIS ION Altachmqrit 1 —Project Plan 1 r X r. I I c L I'T 0 1. tl t L�, 1 1 1 11 � )C L '. I v Ul Vc - C C v k? V. r o r c I I, 11, 11 rn'. I J JT U Aw lxo.i I 1 %1" 1. 31 ,1 i1 Ipdk,-AC, procus'.. !III "LL-1141:1ori I u, I C, C- n-'s k I I I d I i vpd' Ix 'XI [L nrocc Cuil,11111 1 r� Ss 11?LVC V27" dull', 1110. fifc .11 .1 -N�b Ucl it I I flie U.j! crin '..xpeci la dcow'.11to 10 IHS elTOVI _S A ff nra I I C hill and 4, fr' III P.,irk,4 t C -S, 1 Cxw t vvl.. nck- '?-"H .' i t 1 11 It' E:'9 AR A Ej� ? 1, AN, y R'l RA RiVI, K"'N 1, R( K"ES S 10 A Iff S MUM A y _L�! �S lutw Ltz.tux Irfliq KPT �T il"; Nbvv ltmww flux I I kd1*1V L -pr*MraMJnjHm1t%i. 4 months May — Am, musl 2009 Diving this phom following mnsultmt solwkn, aw Geaml Plan Team will establ" ft fmindpain, n for the Geiimd. Plan, Updam including 1QoJs to bc us cd diiring the update, ti fttitia WIL11 the Plarmuls, Cornmilsion wad, Cowicilmid h1itiatiDg the PLN ILC 4xvtreach pv:)gTom. Taskl.1 Imfiatellrogrotm Autherlv.stton fLom Coumii Cmmsqik Offlice c)f PiftnWtig and Rvasemh websiLe T Distrilym RFP Evaloate RFPi-espoVises void select ccinstskan t -' Cc= Idengy -,I1WrqaJ pr[)�Ovt t am — togmigher with considuntolds bcComess U-1c ., i e - "Gemral PIAPTO"41W, Task 1.21 Scop'Ln -Do-ve;op a dotaflod woOL schedu,[e WICUIN-Ult-LiEll ACILKIbIg _S_Ch4Cd1AkS fOr miniumity outreadi and participaOcm- 3-32 il"; Nbvv ltmww flux I I kd1*1V L -pr*MraMJnjHm1t%i. 4 months May — Am, musl 2009 Diving this phom following mnsultmt solwkn, aw Geaml Plan Team will establ" ft fmindpain, n for the Geiimd. Plan, Updam including 1QoJs to bc us cd diiring the update, ti fttitia WIL11 the Plarmuls, Cornmilsion wad, Cowicilmid h1itiatiDg the PLN ILC 4xvtreach pv:)gTom. Taskl.1 Imfiatellrogrotm Autherlv.stton fLom Coumii Cmmsqik Offlice c)f PiftnWtig and Rvasemh websiLe T Distrilym RFP Evaloate RFPi-espoVises void select ccinstskan t -' Cc= Idengy -,I1WrqaJ pr[)�Ovt t am — togmigher with considuntolds bcComess U-1c ., i e - "Gemral PIAPTO"41W, Task 1.21 Scop'Ln -Do-ve;op a dotaflod woOL schedu,[e WICUIN-Ult-LiEll ACILKIbIg _S_Ch4Cd1AkS fOr miniumity outreadi and participaOcm- 3-32 General Flan Update Process - Ak1a+YL�mia nt 1 - Project Plat ` 5 itti4` gl!Ll ili'i"�!145 i +'.'etLlll II.SL`1I'I II and mg, vli. miolT cot 1_1i.' 011 17�1��rJlliri�_ �'.I°annt, '�r� - >L i7r. "u1ldLtew' 4Sl'•'•' 4:'tk' (_J IS xd orr!wr dii` l 4l =I', C.'I P �L, L 1-iii:' :n1i _ivvlir'= i } "I zll'7's l ` +4.' the f3enC'I•!l Illim %''•'_Cl i.i Cite l ., Tcisk 14 1 :ird 1 Ist: foot :. ? is'" (IT "111)C, 1� I,t fim71 "1' CHS Ifind ll: +l- itl";j!t';is— For in iI1C Gcvlomll. p —11 L11]i m. . t 11.x- t 7ovides Im k for tln l: pu -jera ' -.k I. Bns''� *dlalm - 1. in"il:ie zin t fomnat bast- 111 rps for i S' 111 uhx t_tl:ncral phlei 11pd'uc' Base F11s1 S' 41.EG IJ Lt 11o1 4llsplSI ttITr" 1ti Ll l?Jl :l3.il Ll:lIlJldl tip Llt "CiICti£S, j at_�Y'$T Iro,�n ds -, d iitle blocks 3ie dhViJ pcd ' clsl; l,r�l 131'1 Jar 1 5itisl?t_Is'; IIILTLriI,�, ��T'plj: ^,�r Vii` -. �1ti ?j.•„ '1i11 '.'r it r?f- ' "�l(s(;tI17Tt ::t - llt'ii3 SLi(sCT 11 Ll l ?LlU,II L 1 1 1 111C ` ?WCL rbI St"LLuS, d o w t NL-, a d d(K" w1 —lQ I CLJI ti l.uSCt1Li =lpor.s BIZl pmVIRIv al, forum for public cnTTwncrit M14ITLiu4,1 tea the pity. Ta,sk 1:7 N.rwslcLtr r .- The Gencr Ll Phis) Psoceacs ® ei -ewe- und distrNl.ae. (p ossibl 'vial utility >ftft) Trutt 1:8 CQmmt!tiit %! Wolkshovs - OtJ1ual Pltln ulMIMC pruv 4 u -10vid CEne'C61Lmity wrid it.Izen groups girt OvIeluvi w of `4.11;1t tllp''tiuicnal }'1'111 dm's , s uii p1-ogres o,,r t e w wif -im years_ an1 how I.h fGtiC m Phase Pmduct.s: • Dcwil_tid I'r(6ec€ Schedule • S12(f RvpOrts r project BJ.�e l'«IgNs # Land Use Dutahase. $ C01111mality Workshop sT1tt`mary During this phase, the Ger'erat ilIm '+rant W1.11 tgpdat; infclr atiom on cxis.ltlig miditiort and treads .ate identify the veguiatory framework, affect -Ing the issiles7 to he ad+dremcd in Cmi'errtl Platt Poliey, Prepamion of t.hv background r� nrt Ltulu;`l ro-iew of doctnuents such its Lhe. existing Genera[ Plan elements, Specific Places, .501 re part. i -pod Loud Use flan, ElRs, Cliumbei of Ctulmerce strntagte plati, iiced asses- swits, etc, Interviews and Olitrcach to Coal Poly, clxstae ailvisoq bodies, itltmst l roups, And when ages ies and orgallizailm+ occurs It Us time, Ike Citizens' Advi&M Committee is formed, Tho oL�wlive is to &- v6f,")p Knd tOcuniem if em prelwnsive pleture, o the existing :;o ditiorsaa found. in the City Task 1 Hari ntcrti ftttrtt ^t ti tx) >fat trlt }" awPih ulcM�iatimi: of p>and data for traffic modell_ 3 -33 Generek Plion UpAa!e Pry Oa Attachment 1 — Project Plan I k AoIrlinkfative DYWIft H ---I C kffcl L L 11 I S Plaunin- Aic;� C:A,t I-imihs attd 11 ouukin Aj ea -:,110 k.- s Pturui ing in Snrtl-ulis General Plan Suflimavy ZQ1*18 SLInull;1.17} hxis'I'LlIg Larid Uosc sphett (if 111,111, LL"d Ice- I-Sot) Mrivxatimrt 01bef Plans Ge, Cal Poly N.Iastcr MA. Counq '-SLO plan') Ust Rcgulgifions, AffpoUjS Sun Lass- Gbispn Agouties, Convened with t4md (Ne Plurufln� in Star Luis Obisp* (5,e. Alqxort Lanij Use, (71-rcenhouse Gas EmINSIolis tmollto•y Resuh'N -ffiyhIofrtg Hous ing UniVLand Capnity In•Cntoly pripgrr,4s tkepott on flousl;Ttgflement Up arc Cwidific%v Msuwic- Pg'.)pulatioll Urowth ftpulatifin Chuactuislics. PoVulafiaia Pwjections Btftplo�ww ftjectlofu Fkowmic Con(litimis In Saii Luis Obispo Chamber of Cornmeave ECOMMIC. StIV09Y'RCpG-M FISCAI Ccrasideratiorts Revcnuc JUjpoV-CMe-ftt Plaft fundinS mechanisms F,XpgnditLkrC,-, Tramportation and Cire.rdalion S-tweet 3WA Road SYMICID Parking Buh -Stry-IM Rail Scrvicc Air Transportation Taxi Service Ride Sharing PedegOan Network Bikeways 3-34 Gioner'bil Plan Upd36il PFGCP,85 A,4 omi j GC;-Avral W-uwt Su-'111-11- Strx-rn Dvriiinagc awl Flo-M' 1i'voicch9ion School s FITO, VToL1201MM Law 'EMforc-cmzaA Conini.-RUI , W"%Liorls Solid Was ie Disposal Eawr guncy Land Medical, Swqkv. Recreafimed Resources . ) flilh s Recreational Programs - PI lAw md. Corimicroal Naru r(d Resov.4 oves (')Poll Spam &, w8w. ResDut-ws - Supply & Qualify Air Resourms Histork, Bud Caltavul Resources- Native Nit rah Resomees Riparian vid NV'011and Re'sourcc., Wildlife and Habitat Re-souroes & CoTridoTs AgTioulturni Resmirces AfthOMOM I - PT01001 blur 1-kalth and sfy�j)-, Sei,,mic avid Geoiogic, limards n mw, twAvd,,. Fire Ha amts Noise (Traffic-, Railroad A4w, Commercial Activity - Noise ContouTs) Air Quality (Stmionary Sou rcca, Scm6tive. Rcteptors) Emergency Response Airmt BuArds. Hazardous Matc-64wWomc (Stiraffiary rat" Major ,V'rban Foriii anV, Design Mojor Phy6ioml El,,;rnems Coamminity Form and Character Com"xcial Atetu lodustrial Amu Ncighborb9od Arias Stirects, and Highways I'virickpilt LtuidnuAsMislcnic Resnurc4s Majaw Mvelopnwnis in the Pkwnhig StOges MR General Plat Update Process Attachment 't - Project Plan �'r;ti)•; �.� lei'- 'l'ti��:' �U14`U' /�t�Uttt'.�1':]t (�4�44t1.€k]lti 'Lis k L l tm] ',]�']4:L'' U-id Oki!r%ni%A1 %47 lJlt4.]l'St k '.S Ap7 ini i l i /.,il'I'.' 1f� .'� �4 >I't_tlllll,t4.i itl� l ,nll] 1` -it} Lops, Fomicni r and TT-ivrl T me t)-y a Co'I1 mt on T 1CLN ur ntiori I'vIu I .l Review lind �wie:ri7iinal �t� C ol[vp :�:c C-ci my _V. f.5rhi r Jkiris(hctiort Lind -t,_ se rrtd Traffic fkm- censtiruz Data Pt' mfe deficiency roports and fatme deeds msc -,ssme is Ti:,.sk 2 Public Rcvic,.' Dya t B,I-'Vgi-- --AM.i Ri4'poil l'ati� 2.8 Comm-unity Workkh p Repmt - Dismodout jf issues i tYk 219 Ntwslett r - I :t(l; rotind !Repot' ova view lNa Frut3ma: Administirntt4 We Draft ,&- kcromd Repar; • �Ili'if�l+,`• �t1�L1"IJ119�;7]L Public Reviem Drnft Backgrou d Deport l�Tea�sl�tr�r Wcbsite Ulxlate CAUens' Advisiwy° Committee Mectit?Es S- m -n mit,q t✓rttllittu st ' i oric4 S:tmmim -Y Klgw 3 - lssam OpVo =timitli-s. and Vision 4 r: onth:0amitara -Max 2011) l ttIElQ ttt s phase_, tl.Le Gerieral Pits Team will strtrtm&in ke} iastics and oppollunifties abased on Drift ;ikwkgrm]nd Rcpott finditxgs, aaiput from ft. rmarttiLtmity lltiCt igh workshops and sinkeholder inter►=iews, City staff and consultant obscvmti ns, and :fftdback from tho Joint Smut, Sessions, Following coamitinity workshop„ fire Genml Platy Team will develop, an overall Laad'Usc and Ch- vulatim vision for the Mum of San lugs Obispo bah-td on cliat munity irtlrur_. Tetak 3A Issues and Oppamunities Srtmtt tty Task 12 No sletter- Overvkcw of lsst]cs and Opl orftm tiC5 Task 13 Community Wurkstyopa, Issuo Wtd Qppaltunit Address i eaml and peril "tc Axeas, Da Udio, S01 ams, Special Dmign Areas chairt'ette& (Foothill, Mackmuka, Grmid, Monteray, Sunset ri ive. -In) Task' 14 Nut City C ouncil+Plannitag Commission Study Session 3 -36 General Mao qofite Process Attachment 1 - PrGjeot Plan Flu.w Pruklums: SLillji►lTy k1f KC-y Deaf- V kior, St aft 1."c7num"S ClUak's Advib.%ory Coingnittet-Mecu'up Sarnlnnr��, Conan 11111ty Wk),A:-shop Sumanary Well ) -4 'LLe Updait Mow 4 - Alternudyes ReVorl - 0-7 LUMMIS MAV NOVVII1.4er 2010 During Lhis phase, the Gcncml Plmi Yvazn ;urk w Ih he Ad Mu: Buenes, Planning C."Oo.mis3ion 1111d the Coujjwii 1-:) dZyclop, cvah5au. 1111 Sett -_t ILAVILI LLSe MCI 67OLLIM011 1jul icy Oltcynativt%s LO vrolkit .Ll for the, tiew Ujeueuul lyl oiu� Task 4-1 Deveiop Pal iuy and Land Use ai id Ciicxflml luw Miei The Team wi4l dcvclop thnic Phemakive, gowth sCtmudow for huld use jle�d.q fGT the Clonitillinity hased 00 dal.B reSFIM13 111101 MIII SJS, lhk-- PLIAMIC pput pl—ouesis. and populaflon projoctions fbr the area. SLL" orlia niaps F� - p, gaphiers., Auid nimagivesnitall-le fiN Public review 00 AW-SiMC k1W range. of OtcFautMrs vdll be deveAckped- TNl - Team Will develop polic,,Yz altmatives to address tfiz kF)r ' Sile-S IM Op �piOIjjjnjjj i's es go-(I in Tok 4,2 EypluaLc, Growth Alicramilves - Ilie Team will evalLiate. the Iluce selected alternatives to understand impacts to eximingilprogrampicd publio facill-tics, impacts to the ei vironment. and fisc-at impiie-mions- Population p.,vjectlotrs based on land imc- out will be &Vrfl.oped, '4 ask 4,3 Adnlini3tralivir M4 lss-ucs acid Akmnfives lkep4x! - ftoni Tasks 2 and '3 Task 4.4 Public Df ift Issues mid Alle:jnatives Re N-A -- A ;vc tr fi.11cmal rN Task A � NcivOcitcr - Altemadyts Task4.7 ConuntinityWoul shops - Atemalives. Task 4,8 Joint City Counoilfflgnning Commiissiao Swdy Session Phase Rrodufts, Administra ivo LDmft )s I , BiICA and Alternatives Report Public Review Draft Us= and Altcmativcs Rcpojt • Swrl Reports New-alcuer Citimns' Adv6my Committee Mcekes Summary Worksbol) Summary wobsitz- UpdAte 3-37 0.0neral P lip) update Pracees MtAchmeni I — Projecat Pla4i Dunn;- uai inhgitic, IIl Gm-cral PInIn V4`,111 60 -ail I SCI of lloijciC!S. and ir CA it L,W 1 1c n.eL� Ll Ili �)-JCJI,JS if) �1CMil)(111 IP II'MI L L: Auhnildst'jakive Dral" C-Aoals luxi 1 }£7. Ill =;` 110 '4,cjudc Visjon sumcnIC111", and go;4is, poliv-lus -11nd rnza aur:y Limb Use jncudi,ng econct,,niic V`cvV�]cqm-jc;.,�t polloom olucnit 1.3nd Ilm! dmigmati")-!w & PI'lluirs f r ITIvmIng roWctn'tal, cornnimclal cund in&istri,�, flujs Olf coullmu'llity LAM-11.1 111W. gUldium,-, iK*dVd ill 111 tan fol-In Icklitifying nm.. Sol bommkivy. eaculstTioll Clem 111 - estabjkht b-Itsdille, Of OIC01,200n -ImPir"Wergirills, 11CWcd 115 !;,lJnj 111 PTI.)jPCILM t__rbP.Vjjj �V'd.jjl CA Ljj v �2 els� Idelili' ""zo!) SCT- L-L! thnirig of Global char m. chan -ge, pL adicy opdatcs ve ll`L N4g Noiic. Elenint updales msulfing from offi•r ctanp� saray E:Umunl up"to r•mukiiig from okhoar Oulngo NkInte0waste.water updates F-c-suit ing fi-am OLh-cr changc-s CD13,NIeA-Wdfli0[I illid 01VII SraCt. OrInent uJidates resulting founi changes Parks and Recreation Otmiml PaPhIc5 froin Othcr cb-inge,% Setting information fmn &iekgeound Report will be bound n-pa rately to be sharcd by c3cilryal Mimi amd l". . IR Tomk 5,21 Lom.] Un- Dig-lontril — kbmoft diau;mni Ibut sh.ows ajqemmjyt: Identify law u-'s"C, dc,signaijow,s, jm)pdh0`won dcosity and Lmilding ill I Task 53 C' H C LI I L' 1 i on Dita.8i -an i s lio Aj p re. [ i red d 1 e ejul t iv. e ,.1'mq1F 5A Ckdz ms,' Advisory Culmillflec N•C-CLIPRgs Task 5.5 Com-mmity Wcn-Rshops Task 536 Public Review Draft Poliq Docurn-wit 'I'm-k 5,7 Joint CHy Councl.bTlankling Commistsion Session Phase, Ptx)dIIcIc • Admit-Lismailve Draft Policy D liment Public Review Draft Pblicy DOCU.Illeffl Citizem' Advisory-Comm. lqlva Meetings Summary COMMIJ111 il), %V0Tk-N,'hOP -SIMMI(MV We"Inke update 3-38 Genefel Man Update Process Amictiment I - Project Man Illtmie 0 - 1111pad P &kJw?.-A.t -,!-$ 111miths J411mary - 411glist -2LIJI DuLliflu L*'?]' �t111 ;, 11 e k:nnsujlmiil, 4vilh i Draft F' v hir a- PI-LIA (;ciiei i, KIM deiwripl -ii The Eil- !--Vi be dlc;. isnm. X411 CE - % A public wo.,Iks %,Y'ih .Ic Task Gil Nonce of Prepai;1-0-timl DiAtribulk-11-, 1'1)51: 6. '2 11; iinnw Commissiem 'Scopamg. Niceflng Tm,k 6,3 I)TO, 1-J.R Setting, h-11pami milig-afionm & 11-pilcis and mitaga.1,031) meimiles L. -d L -1 N V C lic u I a I i on SustainaW.My and Global Chriiaw -,`mage 0011 l' !"killent's as -hropacled by pj-ODUA� Td dmnv S Alternatives Analysis Curn-ulalivo ImpiwLs Order Ri3gional CEQA Issues Fkegfl Mwlys-118 Task 6.4 latemal staffix-view ofAdmind-omative Drat. , t. Vile Task 6.5 Public Draft EIR -- •5 dRy public., revioNy, 6-6 Ciflmns' Mvismy Plikuse Prod"ia: * Staff repotc� a Adminimi-alINT Drah F ;fR 4 Public Revim Dvnft EIR a CiLiZens' MVISOTY COMM11LOV MeetinP SUMMOO 0 Website Update pjjMjhj August 2Q.11 - Mgro 2)W2 Dur,mg thin, phase, tim 0011 Plam Tcam will 0.531-St ft commuttayi advisory bodics, PlAnni"S Commission and City Council in the review of the braft Gener-al Plain and Aral) Elk, cullblahlainn in council dirm"fioll for chmiji0s to ffie. Draft Oeneral Nam The Citizens' Advisory Cummincc- umnitim will be emoti-ragc(t I . (I allt-nd and pa nicipaw d.0 jug the public heariqs, Task 7.11 Task'7.2 Advisory Body fle&r igs Task'73 Plann Ins 4,omrnimsivn 1werings 9BYJ Generat Man Update P'rocese AlUohnnent 1- Praject Plan T i - K; 7 4 Ci!i' Co' ncil H"CL Oin ; A S1! !c, Phaso. M - 'in.�l_ ftsrc ��]��r'i�l.ti sind Arirs lion r 5.6 nirniIhs %I;irrh 201 2 - Aii �u A 201 FAITing affil± phme, tlJt- tcSa['l C'le;[1 L[[p 5. LIB Ow [?l v4 1a 3 i`C? !Ij -l'z t:!',Il l'lil,l7 Doak and Policizs ft -p-jir J d [I`tz- M fcr flmml revicv, and lidoptlim k "the i1IJ.11ri ,M. t:c�t, tti.is4u! t� arr.l s it y ;'1 r.[JtC1 1, '111v C 07CD.9, A Nimmy P,ImOwTs '.Fill Q, Oiv C.-olv d tck aiteaad -ad atl'cip to dMing ffie public hemr -Ines, '7 ":tSk 8,1 "k -c. -pond IoPdblic:Conr.sr.t.:aits wi Drat-1 EM (DEIRrt t(�. "ia7 mirmwN, Tecclvtd during pubbs rrview of ibe DEER are, i`-�1 cjd%�d it, by Consultant. `l' sk 8e_2 Ympate Final EIR (MAX) Overriding considerations (if needccl�) developed foir certification. i :1011k ,4 :J Ina-1 G-mc a" Plaii Pocunicims c'C71 -c d[irmh:ipdphc� Task S.4 Adoix ion Fieanngs Maw Vrodmvs: (?jnje rag :r rl ti n rat f�l.. n 1�� I.1 docrr,7i � : , mid PDF s or F1'l`NiL f6T web J -101ir OlArettch Pri:q r•am Ptk�llC -j'=.TFCKJj B a kcy pan of (he upralc prog ara and Jh�a P -ublic ParticipatiOn Plan v-111 bc- dtveloped %vilbthe rconstlliant "s as%istancz. The outr xch n4c4s to he 6.1itimed early to make` f iz Corrtmunity aware 'd oppnMiltlti.ca to 'csiabl'ish an xc-LIlratc undermanuliq of tlte. prc xc s, `l•"imbig of-'the outieatich is listed within die phases and is si m mimed below, PJrvj ev, W'eb yi.re Itrteractivc wchitc. €entsming "± rat infornotion on [sans of the _pTvjcet, diownlnadahlc documents imd presentations. and a way to send information grad inpia to approp- Tiatrz staff, Dstabfth a Gene -ml Pimn update (modomted) hlog. Moniter tlhe sitc. to ensum r ptrn f-* are a[lypropriate for prtlal lsbifl& Dovelop m etrag contw-t list and :send XgUlar updates to maintain in-terest and gmacrate lIztrticip- aliOtla WOVk WWI ChaMbetr of C-om Mere. a -blast to Set Information om to husittess community 3 -40 General Plan Update Process Arta -chment 1 - Project Plan v 1) �k - r! I s . _-ew -�_Iji Product �-.raphie-riefi -1 J� be dvv?4h_-tpcd -B to ill".O 10 I;:'. ADO'.. ". I-w ! , C. 1 Uxl I N. .11 L ct iii 0!? r1 I tm: ±I .:f 41-1 -d' oroccizS Lo iXlffllilcl 011d cojlduir fof 1141.1-MI11,11!,orl CC"w,-IC'-, radk-1 S'MI(ms I'Or Scroce AI11IOL1I1CC111k2VA%'. P-Auj-XllhZ 11C_00- .- V- 'C LIS,,'-s C-17 Ilh_ Ldld thv,- tjlijd�iw, K c c j:.,, r., I I 'L -go J�g a7 5I1 con Chanazl 20, Sur,ve)w: 1 "I'l'i I" t pi,-epw-121 2 SMr1V1L1;v Nffinfuntell-1 w-16 10- , IJ 1. Cft iz-rns' Mv_v or Y- Co o af i r r: I'l jZC- my CorrimiltUoq fi;'Ivv� II1`1_-:I 10 u-1 L-wijivg Iiip_ .t ji'll"u'D k"o-MAIIIA" t v-oit,ps. 'ne m).,e of ttie group needs ;,-1 Lne C1'C.wh` A,!fiMI I'Md 01 Fjxwpi pairlicipanU chn presunt ils `ION, i_irc, it 111 u I I L I dC 11'1. L) C I I C1 I ej C I' icy", S11-1. J E tirplied menibCTS• bip .1 V,* i 1! ;1 L� I C"If 11-IC 2R111r, CTII�-,I 1-;! ol 1?i nol replremt 14"A. vib., hawever more than about 15 Nxrklme `a1l, will It vOth kJ,0i11iDg -Mmullit- trl ve"Ich aud pLifticipatic.- i Cllr: Cmincii rw i I I be. asked daflng m-unh S v -a wRl" purfluipine. the data collection phaw to appoint C1 Adv kory Comm h ire n %�T, ah I il"Ighwit tho processi Prexentalions to Community infere.-.1 q)-migi (,S:peak- va 1i4. yf_1010t ' Offey to speak before eom- I �4 ,mik hold or i 'ER'S2C :,c Kiwvnis, JCT -wd of RvAlons, Home B LIN "Ch( - S, RtAuy, BL Cbamber rylF CommeTee- Dov�ir,armAi Residents fix QLLmfity OhL Curiter of S,t3, "III -i Obaspc -1 0.11.".www I: Co.[ Luis OWSPO COVII-ity., SjCTT;-i Ch-- Poly)Cuesta, Elementaq, Juviiaf I I Irph and lT`Igh S-d-mois, SiTn 1,1JUS Oh.�PO (,6,llLrj4ll -,,).f (3ownivic-04, A ,11 q1train, All C-L,,, Depimtme;)Ls, Al: Pollimil-On Ccmmul District: 13GE., Gas COMPOINI)C, pholle comp=y, Clable and other utility pi-ovidic-rs, Rcgioivil J'T21-4sh Authority, Amtrak, Union Pwffic R-AWo-od, Transivrilglikm provide -ts tboiih tuedical wid school). Airport operations, Coualty Visually impaired CaMm, Loc:All Tribal (_'ontucls, Advisory Gioups, R"gionst Water Quality Contrial Board, Media, Office of Emergency Sevices, Fisbivid Carne, FIA and Wildilift: 3 Senica, ytmdi sports gwoups, seniorsi howi,ing 1.10 n-pr. widers,i ofits, _PT, immstod, pwplo on Ofit diarilm6nn Kst, alidI rani v- Stakeholeler zlaerv�emm: Intorview key cornnitilinky I "cTs, Comm! 17icm1wrs, AdviMi7j body mcnibwn. et c.. C(im►anity Hold worUhops at key points in die jwoceNs to infannVeducale and soNck feedback, Use breakow sessions, 10 gophics, walking tours, i xacliwt �gCL invuli ChirrAies Luny be wsetl for key design areas, 3-41 Gone"I Pkam U a Process Attachment I - Projeal PWh Fit r-mers 7 Afarkof Vic! up all ill fonTi :11 ir'll booth o T '1� urdli v ,,, u I S o I; r I F. ,I e r 4 M;11� ut nd di oueitiolls4 gel people illvnd ecd- pmvii€' Advisory hLodka4,iuid C'ourl�jl. Other ATC IrnrlNkjfUI)P SUVICCS (IttTmv rnwinL�s wt.L1 (.)L[[rt!jejj -tL ol.'wj�r I C-1 i,$) tcm valUl"I Inarem.11s, ticcdw If so, which lan-guages' Spoms-'n. Kwoolo'.1 bk- !11051 hrkdy mcm]. O1 y MMY91 9 Polm Open Hogs Ildve- updates and on-going di--pLm. area Cor "MmSLU' prOcm 'M City 11601 aind 919 Rdm 91 EA IN 1 Options 2 and 3: Focused Update of the LUE and CE Work Program Discussion Conducting a focused or "surgical" update of the Land Use (LUE) and Circulation (CE) Elements would concentrate efforts on identifying programs and policies that are out -of -date and could address issues that need community input and consideration because of recent changes. Public input during the previous Financial Plan consideration indicated that core community values and policies in the LUE and CE may still accurately reflect community intent. In addition, several key sections of the LUE have been reviewed in the last few years in the context of other policy discussions including: 1. The Conservation and Open Space Element was updated in 2006 and included several revisions to Chapter 6 of the LUE. 2. The Housing Element was certified by the State in July 2010. 3. The Orcutt Area Specific Plan was approved in Spring 2010 and is currently being considered for annexation through a LAFCO application. 4. Measure H was soundly defeated by the voters, thereby confirming the desire to complete Prado Road which is associated with development in the Margarita Area Specific Plan. 5. Recent updates to the Growth Management policies in the General plan were approved. 6. An update to the Water and Wastewater Element was approved in 2010. While this doesn't have direct impacts to the LUE or CE the policies and programs support development envisioned by both elements. 7. The Airport Area Specific Plan is currently being revised and updated in conjunction with the Chevron Remediation and Redevelopment proposal. A focused update would address a series of topics: 1. Review and develop policies to guide consideration of Sphere of Influence areas (Section 1.6.2) 2. Identify and develop policies to guide consideration of future expansion areas. 3. Review residential densities, especially around Cal Poly (Land Use Map and Chapter 2). 4. Airport Area policies have been superseded by the AASP (Chapter 7). 5. Several Optional and Special Design Areas (Chapter 8) have plans in process or complete (South Broad Street Corridor Plan is being revised; Santa Barbara Street area is being redeveloped; Mid - Higuera has an adopted plan; the Los Osos Valley Gap and Mc Bride properties have been annexed). 6. Limited climate action and adaptation policies and programs to integrate in both LUE and CE. 7. Changes in state law (i.e. SB375) that may influence LUE and CE policies and programs. 8. Economic Development has become a national issue and may now warrant its own chapter. In addition to the above, Option 3 would also include evaluation of topics associated with the Healthy Cities initiatives such as: 9. Research and map healthy and less- than- healthy food choices. 10. Identify and address barriers to physical activity and alternative commuting mode choices 11. Partner with schools and health care providers 12. Identify health indicators that will be used to measure success 3 -43 In order to lower the cost, a focused update would limit the scope of subject areas being updated. Based on a scope of work similar to what has been presented for the comprehensive update, the estimated cost of Option 2 or 3 is approximately $840,000 and would require commitment of 2 FTEs in addition to consultant assistance. •. update Complete current assignments including: Background, Issues, Fiscal Analysis, Reports 250,000 Environmental Review & Technical Assessments 400,000 Traffic Modeling - additional work 100,000 Public Outreach (surveys, charrettes, public meetings, mailings) 50,000 Contingency @5% 40,000 Total L $ 840,000 Focus and Discipline Required for Success. To be successful, these options 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 these options to work within limited resources — and not ultimately cost more or take longer to complete than Option 1 — it wit' be essential to focus staff, public input and advisory body review on prescribed parts of the LUE and CE. To accomplish this, it may make sense to address the update in a packaged series of amendments rather than a comprehensive update. If either Option 2 or 3 is selected but the effort does not remain focused, then the time and cost of the update are likely to exceed those listed in Option 1. 3 -44 Vacant Land: Non-residential Zones 385Acrc3s Zone Vacant Land PIF -14.9 Act es 7i M (I U 32.1 Acres rvi zf7,2 Acres L r 7Acres C S 59.2 Acres C K 9ACres r 10 C-N 3.9 Acres -C--D 0.8 Acres c, c 2.3 Acres BP 207.BAeres Ti. 64 tt L F IANK FARm w 10 0.25 MI Long Rang Division Work Program Items: ƒ § § / a § J \ � 2e,' E !: =0C m,y,22: -E L- Em -- 00W0 E= »aam,� )f {tf ® LS \ } # § « { / \) y ;[ {):2; {{ / «{ - =;zi];2fE »>e ©Lf) <0 »``r \!®= =am223 =!l=E:4- - �== ® § » a- t: 2a:)y/7±Qt =J &ffao! \!ff \�C -0 2 � ~ti .0 —Z ° ®x)(25( § @ <cf) -2 L>uCL 5§ ° §2mm« {; °t seek] =lS =Ea)[ :k$2 2 eo / {# /R 2: - w:{l:•: {/ °222~ � % /EEbf 2 % § [ 2 / m § 2 # y / 2 , - 0 \ \ ( ~ JG6 CD CD CD CD CD CD CD co { / CD IT� � \ CO CD CD CD \} ) \ \ # �{ Background Materials Status Reports from December 14, 2010 Workshop LONG-TERM CAPITAL IMPROVEMENT PLAN * ffeMA CAPITAL IMPROVEMENT PLAN city of San Luis OBISPO LONG -TERM CAPITAL IMPROVEMENT PLAN TABLE OF CONTENTS INTRODUCTION Overview 1 Report Organizations 2 CAPITAL IMPROVEMENT PLAN PROJECTS BY FUNCTION Public Safety Police and Fire & Environmental Safety 3 Public Utilities Water and Wastewater 4 Transportation Streets 5 Creek & Flood Protection 6 Pedestrian & Bicycle Paths 6 Parking 8 Transit 8 Leisure, Cultural and Social Services Parks & Recreation, Adobe Restoration and Public Art 9 Community Development Open Space Protection and Trails 10 General Government Information Technology and Buildings 11 Cost Summary by Function 11 OVERVIEW What is a Long -Term Capital Improvement Plan (CIP)? The Long -Term CIP provides a glimpse in the future of the City. Many of the current infrastructure assets are not adequate to handle the needs of the future. Many streets must be built or widened, water lines and sewer lines must be extended into new areas, and new parks must be built. At the time of General Plan build out, now assumed as the year 2050, the projects on this list would ideally be completed and in use for the residents of the City. Why does the City need a Long -Term CIP? The Long -Term CIP can serve as a blueprint to guide the Council's future investments. It is clear that the Council will be making annual investments in infrastructure repair and maintenance, but there will likely be opportunities to leverage grant funding to build larger infrastructure projects to complement or assist what new development provides. Without this plan for build -out, the City may miss out on strategic investments that must be made in a timely manner to help facilitate orderly development. Whatprojects are included in the Long -Term CIP? The Long -Term CIP only includes new improvements needed to support General Plan build -out, based on current policies, plans and goals in place today. Maintenance- oriented improvements, such as for pavement or storm drains, are not included in this plan. While costs for maintenance only projects can be significant, those costs are incurred to adequately maintain what is in place today. This plan focuses on the new facilities and infrastructure needed to support the City at build -out. How does staff determine which projects to include in the Long-'Term CIP? Using the City's major policy documents, like the General Plan and the Circulation Element, City staff identified the improvements that need to be in place to accommodate build -out of the City. For virtually all of the projects in the plan, there is a link to a major policy document approved by the Council. In most cases, these links come from the General Plan, while some others come from an adopted master plan. When would these projects he built? Ideally, these projects would be built as part of new development taking place in the City. Realistically, only some of the projects could be built by new development, with many needing to be built by the City using grant funds or some form of debt financing. The key purpose of this plan is to identify the improvements needed in advance so that as development occurs (or funding opportunities arise) the City is ready to proceed. How does the Long -Term CIP fit into the two year Financial Plan process? By considering the Long -Term CIP in the context of the 2011 -13 goal- setting and Financial Plan process, these projects provide an important starting place in assessing which ones might be a high priority to consider in the next two years, even given the dire fiscal outlook. The list is a way for the Council to see the long -term infrastructure needs for the City and have an "order of magnitude" idea of how much it may cost to fully implement. It is clear that in the current economic climate the City is not likely to be able to afford any of these projects right now, but staff will continue to work with developers 4 -1 as they come forward, as well as pursuing various grant opportunities in order to facilitate some of t projects on the list. With this understanding, the Long -Tenn CIP is one of the pieces of inforination for the Council to consider in setting goals and priorities for 2011 -13. This Long -Term CIP is conceptual, and in most cases, the projects have not undergone detailed analysis, nor undergone the rigor of the public review process. They represent City staff's best assessment of costs and scope based on what is known today, but may undergo changes in scope or importance as new challenges and issues emerge over time. In short, this report focuses on presenting the "inventory" of improvements that may be needed at some time in the future, as a starting point in the goal- setting process to help decide which CIP projects will go forward. 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 The report organizes CIP projects 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 Leisure, Cultural and Social Services Parks & Recreation, Adobe Restoration, Public Art Community Development Open Space Protection, Trails General Government Information Technology, Buildings ACCOMPLISHMENTS During the last two years, some of the projects in the Long -Term CIP have begun or been completed. They were funded from a variety of sources, which shows the power of leveraging grants and other contributions with the General Fund. The table below reflects those projects completed or begun in the last two years. iS PROJECT SUMMARY Prof ect Description I Plan or Policv Link I Cnsf PUBLIC SAFETY,---- a Land Acquisition for New Police Headquarters Police Facilities Master Plan 8,818,000 w Police Headquarters Facility Police Facilities Master Plan 33,705,000 al Police Protection 42,523,000 ! k Equipment Truck w/E ui ment Pending Fire Master 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 Pendin Fire Master Plan 100 „000 Faciirtfes Security/Perimeter Fencin Stations 2 & E Safety Element 30,000 Instructional Facility & New Station Pending Fire Master Plan_ 2,500,000 Station 4 Addition Safety Element 300,000 Total Fire and Environmental Safety 4,324,300 TOTAL PUBLIC SAFETY $ 46,847,300 `+. -3 7—mirect De§crliotion Plan or Poligm Link Cost PUBLIC UTILITIES Master Plan Implementation Water Master Plan, October 2000, prepared by Boyle Engineering 7,740,000 Water Reuse Master Plan Implementation Water Reuse Master Plan, Sept 2004 prepared by Dudek and Associates 7,400,000 Total Water Services 15,140,000 ``' Collection Buckley Lift Station Wastewater Master Plan AA, Oct 2009 re ared by Brown and Caldwell 6,360,000 Los Verdes Lift Station Wastewater Master Plan AA, Oct 2009 prepared by Brown and Caldwell 2,060,000 Calle Joaquin Lift Station Wastewater Master Plan AN Oct 2009 re ared by Brown and Caldwell 1,350,000 Silver City Lift Station Wastewater Master Plan AA, Oct 2009 prepared by Brown and Caldwell 260,000 Treatment and Reclamation Master Plan Implementation Wastewater Master Plan, Oct 2000 re ared by Brown and Caldwell 43,940,000 Plant Treatment Disinfection Modifications Estimated bX Brown and Caldwell 4,100,000 Total Wastewater Services 58,070 000 TOTAL PUBLIC UTILITIES $ 73,210,000 ,._4 • o w VY4 4000V„ 61vn Plan or Polic Link Cost TRANSPORTATION . Roads Road: Broad to Hi uera Circulation Element A.1 21,000,000 at Hi uera Intersection P Margarita Area Specific Plan MASP 3 ©0,000 e Road: Extend from Vachell to Hi uera Circulation Element A.3 4,200,00k Lane Extension to Tank. Farm Road Circulation Element A.4 3,200,000 mento 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 Road Widenin s Area S eci#ic Plan AASP) 1,500,000 Prado Road: H€ uera to US 101 Circulation EleM3. 1, B.4 6,000,000 Hi uera Street - Hl h to Marsh Circulation Ele.1 3,700, 000 Orcutt Road - Broad to Johnson Circulation Ele2 1,600,000 Orcutt Road -UPRR Crossin Widenin Circulation Ele2 2,700,000 Tank Farm Road - S I ll+ uera to Broad Circulation Ele3, SID 5,750,000 South HI uera - Madonna to Prado Road Circulation Ele5 500,000 LOVR - Madonna to US 101 Clrculatlon Ele6 500,000 Santa Rosa Street - Olive to Foothill Road Circulation Ele7 3,200,000 Santa Rosa Street at Foothill EB RT lane Circula #ion Ele a 1 100,000 Santa Rosa Street at Olive NB RT Lane Clrculation Element B.8 b 1,600,000 Santa Rosa Street at Walnut LT lanes Circulation Element B,$ c 300,000 Santa Barbara Street: U )ham to Broad Railroad District Plan 1,,300,000 Santa Barbara Street: Leff to Upham Railroad District Plan 260,000 t3road Street: South Street to AI honso 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 Ratite 1011HWY 1 Santa Rasa Circulation Element C.3 42,800,000 Broad Street/US 109 Ram Modifications Circulation Element C.4 1,600,000 Other Street Pro ects Monterey Street: Santa Rosa to Grand Circulation Element D.1 15,700,000 Orcutt Road Grade Separation at UPRR Circulation Element D.2 21,000,000 Prefumo Canyon Road - Landsca ed median Circulation Element 17.3 525,000 Broad Street Do le Circulation Element D.5 375,000 Guard Halt U rade and Re lacement Safety Element 1,050,000 Congestion Relief Pro ects Circulatlon Element 5,225,000 Nel hborhood Traffic Management Circulation Element, LU 2.1.3. 850 000 Traffic Safety Mitigation Circulation Element 5,225,000 LOVR Landsca ed Medlans Circulation Element 1,500,000 Broad Street Landsca ed 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 Clrculation Element 1,575,000 Under grounding of Overhead Wility Lines Circulation Element 21,000,000 City Assistance: Nei hborhood Improvements E lement 7.3.3 5,225,000 4mousing Parker Street Improvements Mld -HI uera Enhancement Plan 75,000 Brook Street Extension & plaza Mid -tHi uera Enhancement Plan 225,000 Walker/Pacific Closure & Plaza Mid -HI uera Enhancement Plan 225_nnn —5 Project Description Plan or Policy Link Cost Traffic Sl nals, Street Lights I Signals New Traffic Signals Circulation Element 2,625,000 Traffic Si nal System Upgrade Circulation Element 775,000 Video Detect/SurveiIlance 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 /Up rade 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 Path West of Nipomo Circulation Element 2,100,000 Crosswalk LighLing Systems Ciieulaliun Element 300,000 Street Lights at Crosswalks in Railroad District I Railroad District Plan 100,000 I Bric►ge Replacements Prado Road: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 4,700,000 California Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 6,300,000 Johnson Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 3,000,000 Chorro Street: Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 2,700,000 Madonna: Prefumo Creek t -and Use Element 6.4.6E, OS 3.2.1 E 1,450,000 Bianchi Lane: SLO Creek I Mid -Hi uera Enhancement Plan 525,000 Calle Joaquin: Prefumo Creek J Land Use Element 6.4.6E, OS 3.2.1E 1,775,000 Murray Street: Stenner Creek Land Use Element 6.4.6E OS 3.2.1 E 2 100,000 Total Streets 316,685,000 Pedestrian' F - -- – -- Complete Community Sidewalk System 1 Circulation Element, Cl 5.1.2 Cuesta Park Detention Facility Waterway Management Plan 10,875,000 Mid - Higuera Bypass Channels Waterway Management Plan Mid -Hi uera Enhancement Plan 5,300,000 Elks Lane By2ass Channels Waterway Mana ement 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 human -made obstructions from creeks i Land Use Element 6.5.1C 5,225,000 Total Creek and Flood Protection - 95,450,000 Pedestrian' F - -- – -- Complete Community Sidewalk System 1 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 5.0.5B. 523,000 Monterey Street Civic Center Plaza Installation Circulation Element 2,379,000 Garden Street Makeover Circulation Element DA 345,OQO 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 History (West Side of Tracks Railroad District Plan 523,000 4—(V Bic c/e Paths _ Bob Jones Trail Prado to LOVR Prado Road Bike Bridges Bob Jones Trail Elks to Prado Bob Jones Trail Madonna to Elks Elks Lane Parallel Bike Brid e Bob Jones Trail (Marsh to Madonna) Madonna Road Underpass Bob Jones Trail LOVR to Barn Prefumo Arm Calle Joaquin to Madonna Madonna Road Bridge (to Laguna Park)^ Railroad Bike Path (Depot to Marsh _Railroad Bike Path Marsh to Hathway) Railroad Bike Path (Hathway to Foothill} Railroad Bike Path Foothill to Campus) Railroad Bike Path Foothill Bridge) Path Along niOrcutt to Laurel Path Along Creek to Southwood Railroad Bike Path ('Laurel to Tank Farm) Bridge Over Tank Farm Road Bridge Over RR Q Fairviiewl Penn Ln Under ass at Industrial Way Bridge from Sinsheimer Park to Lawrence Drive Railroad Bike Path (High to Roundhouse RR Bike Path (Roundhouse to McMillian) Acacia Creek BP (Rockvfew to Damon- Garcia Acacia Creek BP (Damon - Garcia to Tank Farm Acacia Creek Underpass . SR 227 Union Oil Prop BP Tank Farm to Buckle Buckley Road Path Broad to Vachell Tank Farm Crk. BP Tank Farm to Vachell Morro Street BB Santa Barbara to Pismo South Street Widening for BP Bikeslot at California - Foothill Bikeslot at South -Broad Bikeslot atS.Higuera -LOVR Bike Path (Flora to FlAni Laguna Lake Park to Foothill Marsh Street lnterchan a Mods South Hills Path (Margarita Area to Exposition)- Railroad Corridor Palm Tree Plantin Total Pedestrian and Bicycle Paths or 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan, Mid - Higuera Enhancement Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan, Railroad District Plan 2007 Bike Plan 2007 Bike Plan, Railroad District Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan; AASP 2007 Bike Plan 2007 Bike Plan; RASP 2007 Bike Plan; AASP 2007 Bike Plan; AASP 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan 2007 Bike Plan; MASP Railroad District Plan Cost 2,300,000 523,000 1,658,000 1,255,000 366,000 1,464,000 157,000 523,000 972,000 1,673,000 2, 718,000 6,691,000 366,000 162.000 1 ,777,000 136,000 1,150,000 1,568,000 1 627 261 1,464,000 52,000 III ProJerct Description Flan or Policy Link Cost ` - .A1lIl ti "k} 3,. �"L'`3c' 'i>• -A °A •�° ' - i Sx M - d3 .. —�� _ NARF Parking Access and Parking Management Plan 31,350,000 New Parking Structure 1 every 5 yearA Access and Parking Management Plan 62,725,000 New Parking Lot Acquisition Access and Parking Mana ement Plan _ 6,275,000 New Meter Instailations - E/o Santa Rosa Access and Parkin Manaqement Plan 52,000 Residential Parkin2 District Im lementation Access and Parking Management Plan 209,000 Develop Downtown Park and Ride Lots Circulation Element 12.6, Access and Parking Management Plan 2,100,000 Addltional Passenger Loading Area Near Depot Railroad District Plan 105,000 Total Parking 102,81£,000 - - Ca itaf Bus Stop Improvements Short Ron a 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 Ran 2e Transit Plan 775,000 Transit Signal Priority System Short Range Transit Plan 1,050,000 Fref ht Warehouse Transfer Center Regional Transportation Plan 1,350,000 Voice Enunciation System Short Range Transit Plan 260,000 Automatic Bus Washcr Short Ran a Transit Plan 260,000 Bus Yard Expansion Re Tonal Trans ortation Plan 3,125,000 Total Transit 18,063,000 TOTAL TRANSPORTATION $608,743,000 ■ i PROJECT SUMMARY 41 -10 Document Mena ement E- Government Technolo M t Tools /S Technolo Infrastructur Total Information Tech City Hall Expansion Totat Buildin s TOTAL 6ENERAL GOV or Policy Link IT Strategic Plan, March 2001 IT Strategic Plan, March 2009 Improvements IT Strategic Plan, March 2001 vemenls IT Strategic Plan, March 2001 Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community Development General Government Total Conceptual Physical Plan for City Ctr; Facilities Master Plan: 1088 -2010 Long -Term CIP By Function: $905 Million S Community © General Development Government I O�a 2% ❑ Public Safet} 5% ❑Leisure, Cultural & Social Services 14% i Public Utilities 8% 4-11 13 Transportation 68% 81 20,000,00o 20,000,000 21,938,000 46,847,300 73,210,000 608,743,000 128,774,000 25,500,009 21,938,000 �sa�,a12,3at Background Materials FISCAL OUTLOOK: OCTOBER 10, 2010 FORECAST LL LM k co Wftft cu R� 0 w 4 a 0 f 0 u X 0 CIM 0 fit O A 41J U 441 co T T T N N V L LL L m Q% LL L W C 4) A k-C r- w a > o C' a CA c cd W `° k u x� � a U j H o Ect o W w j" a� v u bn �o pcnAviA r /. 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N rq � In N 0) O S C (0 F- a N C O O C .L to 7 cr N C C U C > a EC O 7 C Q d f0 C N E U L LO 7 a) C CL m a'E po. to ui N •C -p � to T y� N y L p N ?r CO m N C O` N L O 01 U a L N ai m '3 L > a CD y N .0 O C C (Cp L ++ (0 a E N t `m E E 5 n- t1 O 7 O O O U to U d ` N w lU IU N V N N J J J J J 0 u� N CW to v a� M N 3 o o 0 M o _ Q o m q"A MY or san Luis osyspo What are "Measure Y" revenues? In November 2006, City voters approved Measure Y, which established a general purpose, '/2-cent City sales tax to assist in funding essential community services like street paving, traffic congestion relief, public safety, flood protection, senior citizen services and facilities, neighborhood code enforcement and open space preservation. Measure Y revenues have been a key success factor in the City's ability to maintain infrastructure and essential services for our community. Specifically, with these added resources, we have been able to make excellent progress in a number of high priority areas like paving, traffic congestion relief, creek and flood protection as well as open space preservation. At the same time, given the worst economic downturn since the Great Depression, we have avoided deeper cuts in other key City services that would have otherwise been required without Measure Y revenues. How are Measure Y uses determined? Measure Y avenues are General Fund revenues: they are not earmarked for specific purposes. As set forth in the ordinance adopted by the voters in 2006, the uses of Measure Y revenues are determined through the City's two -year goal- setting and budget process. During this process, the highest priority goals for the community are identified and resources are allocated to achieve them. What priorities emerged before and during the Measure Y campaign? While voters have entrusted the Council with the responsibility for determining uses of Measure Y revenues based on changing economic circumstances and community needs, key priorities that emerged before and during the campaign included: repairing and maintaining City streets, parks and storm drains; continuing programs that relieve traffic congestion; improving public safety services; protecting senior services and programs; and preserving open space. Are there accountability provisions? Along with integration into the City's goal- setting and budget process, other accountability provisions include renewal after eight years and annual independent l dits, community reports and citizen oversight eetings. How much General Fund revenue does Measure Y generate? The following chart below shows actual 35 Measure Y revenues received from 2006 -07 through 2008 -09; and estimated revenues for 2009 -11. From the effective date on April 1, 2007 (which is why there is one Estimated quarter of revenue in 2006 -07), Measure Y revenues will generate about $23.5 million in General Fund revenues by the end of the 2009 -11 Financial Plan. Due to the deep recession, Measure Y revenues are projected to drop from the first full year of implementation (2007 -08) by over $600,000 to the current year (2009 -10), with a modest 2% increase projected for 2010 -11. How have Measure Y revenues been used? The reverse side of this hand -out provides a detailed listing of the programs and projects that Measure Y revenues have funded since 2007. As summarized below, two - thirds of this funding has cone towards infrastructure maintenance and improvements like streets paving, sidewalk repair and flood protection. ❑ Senior Services & Facilities 2 ❑ Traffic Congestion Relief a m Public Safety 17% Measure Y Uses: 2007 -2011 ■ Neighborhood Code is Open Space Enforcement preservation 2% 4% ® Infrastructure Maintenance & Inprovements 67% About 35% of the funding has gone towards operating programs, like police and fire protection, neighborhood code enforcement, storm drain cleaning and improved traffic signal operations; and 65% for construction and acquisition projects that preserve existing infrastructure or improve facilities. The sidebar chart details Total: 2U07 to 2U1 Operatin Capital Total Measure Y uses (actual through Public Safety 2008 -09 and budgeted for 2009- 11). The following highlights Police Protection: Traffic Safety& Patrol 2,234,100 119,100 2,353,200 major accomplishments funded Fire Prevention & Training 1,482,400 1,482,400 Fire Engine /Truck Replacement: Debt Service - 97,000 97,000 from Measure Y revenues. Total Public Safety 3,716,500 216,100 3,932,600 Public Safety Infrastructure Maintenance & Improvements Neighborhood Paving & Deferred Street Maintenance ■ Hired full -time Fire Marshal and training officer Paving Crew Productivity 295,600 173,600 469,200 Sidewalk Repair - 40,000 40,000 • Replaced critical "front -line" Sidewalk ADAAccess Improvements - 235,000 235,000 firetruck/engine Street Reconstruction & Resurfacing - 7,046,500 7,046,500 • Avoided deeper cuts in police Street Fleet Replacements: Paver and Roller - 365,800 365,800 patrol, traffic enforcement and Creek & Flood Protection fire /medical emergency Storm Water Management Plan Implementation 2,086,300 456,600 2,542,900 response services Andrews Creek Bypass - 455,000 455,000 Storm Drain Replacements 1,657,400 1,657,400 Infrastructure Maintenance & Creek Silt Removal 325,000 325,000 Minor Storm Drain Facilities - 50,000 50,000 Improvements Storm Sewer and Culvert Repairs 325,000 325,000 • Paved neighborhood and Bishop /Augusta Creek Bank Stabilization 38,000 38,000 arterial streets Downtown Improvements • Implemented proactive storm Warden Bridge Resurfacing 45,000 45,000 drain cleaning and repair to Street Light Painting 100,000 100,000 protect creeks and improve Urban Forest Management Plan - 50,000 50,000 Sidewalk Repairs &Installation 24,900 309,700 334,600 flood protection Sidewalk Scrubbing 80,000 • 80,000 Pedestrian Lighting - 126,000 126,000 Traffic Congestion Relief Mission Plaza Stair Replavvm?nt 102,200 102,200 • Initiated Los Osos Valley Downtown Urban Forest Maintenance 50,000 50,000 Road interchange design Comprehensive Signing Program - 115,000 115,000 • Improved traffic signal Other lnfrastructureMaintenance operations Meadow Park Roof Rep la cement - 45,000 45,000 Parks Maintenance 334,000 78,100 412,100 • Enhanced traffic flow at Project Management & Inspection 586,900 - 586,900 intersections throughout the Other Infrastructure Maintenance Projects - 204,000 204,000 City Total I frastructure Maintenance 3,407,700 12,392,900 15,800,600 Traffic Congestion Relief Senior Services & Facilities Traffic Signal Operations 278,700 73,000 351,700 • Completed comprehensive Bicycle Safety 30,000 30,000 senior center remodel Traffic Safety Report Implementation - 50,000 50,000 Neighborhood Traffic Management 40,000 40,000 Neighborhood Code Sidewalk Repair - 40,000 40,000 Enforcement Buena VisWGarfield Intersection Improvements - 35,000 35,000 Los Osos Valley Road Interchange Environmental Review & Desig - 701,900 701,900 • Hired full -time code Johnson & Buchon Intersection Improvements - 100,000 100,000 enforcement officer City -to -Sea Bike Trail Bridges - 220,000 220,000 • Expanded Student Tassajara/Foothill Intersection Improvements - 125,000 125,000 Neighborhood Assistance Street Light Replacements - Broad Street - 60,000 60,000 Program (SNAP) Other Traffic Congestion Relief Projects 206,200 206,200 Total Traffic Congestion Relief 514,900 1,444,900 1,959,800 Open Space Preservation Senior Services & Facilities • Expanded greenbelt, Senior Center Window Replacement 10,000 - 10,000 including, Brughelli Ranch Senior Center Remodel - 368,400 368,400 easement (390 acres); Total Senior Services & FaciSties 10,000 368,400 378,400 Stenner Ranch easement and Neighborhood Code Enforcement Stenner Creek and Bowden Enhanced Building& Zoning Code Enforcement 402,800 13,100 415,900 properties (1,038 acres) and "SNAP" Enhancement 68,700 - 68,700 Froom Ranch (310 acres, to Total Neighborhood Code Enforcement 471,500 13,100 484,600 be completed by July 2010) Open Space Preservation 87,400 862,500 949,900 • Opened Johnson Ranch to TOTAL $8,208,000 $15,297,900 $23,505,900 public use 36 Background Materials PUBLIC OPINION RESEARCH Q O (n C) cz o.(n L "r >= U) J C: :3 � N m cn C/) M� U N �7 fl Con v M � RV +'V v v ti .a M a 43 iV m " " U C�cl a� I m 0 co G p �, „� C1 L 4..+ N � >% 4 .r L i E (D 4i a) y� 0 04 i 0 0 > ma > > 0 � 0 0 a i � � z a L v c Qi a) r � 'ay -- v O G1 c. 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N = 0 :a -W >% O O O a. .S J U t CL J = o M O N � co 1 V L i :n L `T� W LL i E ca N O C C F' `' >- N + 0 N s N co N O O U z U. >- z Lon ,_ te O Z c +; a o o -00- o -010 o N .N N rl- LO tt N LO M � C U c 0 0 0 0 0 0 0 N -r- 00 I� 0) r- o LO LO M N r_ U as O o o -0-0 - 0-0- o 0 CO �- N co r- LO m CO (M N N co N N (fl W C cn LL c(D U c c •> O CL a ca 2t 0 o 0) _ 0) _ 0 a i t r.• } 0 0 cn O CL Q D p 0 (D p 0 CD O o N C O N C O i Q J .J N O 0- J N O 3 0 O x m O x m Q } O Z m W LL m W LL c � ooa� C) C/) 0 U) cn (10 U a) ) C: =3 cu N cn (D cu (D U) 19 Ln �z ell Qv -Z Background Materials OTHER BACKGROUND INFORMATION 2011 -13 Financial Plan Calendar When Who What October 19, 2010 Council • Reviews results of General Fund Five -Year Fiscal Forecast November 4, 2010 Finance • Begins sending letters inviting participation in goal - setting process to community groups and interested individuals; and begins inserting Community Budget Bulletins in utility bills. SPT • Distribute Service Prioritization Project instructions and template. Departments • Begin Service Prioritization Project November 10, 2010 Departments • Submit advisory body goal recommendations to Finance & IT. November 17, 2010 Finance a Distributes consolidated listing of draft recommended goals to advisory bodies for their review. November 18, 2010 Public Works /Finance • Issue CIP budget instructions December 1, 2010 Departments w Complete status of General Plan programs; long -term CIP; status of current goals & objectives; status of current CIP projects; and General Fund "maintenance - only' CIP. December 14, 2010 Council • Holds workshop on status of General Plan and programs, long -term capital improvement plan (CIP), Major City Goals, objectives and CIP projects; general fiscal outlook. • Finalizes goal- setting process; considers Financial Plan policies and organization. December 17, 2010 Departments • Submit Service Prioritization ranking worksheets to Finance December 30, 2010 Departments • Submit any changes in advisory body goals to Finance. Finance . Receives written comments from community groups and interested individuals, and any changes in goals from advisory bodies. January 3, 2011 Departments • Complete final fleet replacement requests due • Complete draft non -fleet CIP requests. Due to Department Head for prioritization January 7, 2011 Budget Analysts • Complete evaluation of Service Prioritization Project rankings and assess consistency across departments. January 10, 2011 Departments • Draft CIP requests (approved by Department Head) requiring review due to IT or Engineering. January 11, 2011 Council i Holds community forum at the Ludwick Community Center. January 12, 2011 CIP Review • Review fleet replacement requests with departments; prepare Committee recommendations for City Manager January 14, 2011 CIP Review • Provides any final comments to Finance on fleet replacements by noon Committee January 18, 2011 Finance • Summarize, compile and distribute final fleet replacement recommendations to City Manager • Present audited financial results for 2009 -10 to City Council January 25, 2011 Department Heads • Prioritize program values & identify reduction candidates (all day) January 24, 2011 Finance & • Distributes and holds briefing on 2009 -11 Budget Instructions. Departments January 27, 2011 Finance • Distribute consolidated Council member goals. January 29, 2011 Council • Holds goal- setting workshop: discusses candidate goals presented at Special Workshop January 11 community forum; discusses Council member goals 8:30 AM to 4:OOPM distributed on January 27; prioritizes and sets major City goals. January 31, 2011 Departments • Complete final CIP budget requests. Due to Finance for distribution to CIP Review committee February 1, 2011 Council • Finalizes goals and priorities (if needed). February 9, 2011 CIP Review • Review CIP requests with departments Committee & BRT When Who What February 10, 2011 CIP Review & BRT • Prepare CIP recommendations to the City Manager February 10, 2011 Departments 0 Operating budget reduction targets provided February 22, 2011 Council • Considers mid -year budget review. (special meeting) March 1, 2011 Departments . Complete operating budget requests, major City goal work programs and any revised or added CIP requests to reflect Council goals and objectives; and department revenue estimates. • Submit operating budget reduction options March 10, 2011 Department Heads 0 Review and prioritize reduction options March 14- March 18 Operating . Hold initial review of operating budget requests, reduction options and departments /BRT /City major City goal work programs with operating department Manager representatives. March 21, 2011 Finance • Summarize results of 3/14 -3/18 budget reviews for distribution to BRT and City Manager. Budget Review Team . Review financial position and craft SOPC recommendation for City Manager. March 22, 2011 BRT /City Manager a Brief City Manager on major City goal work programs • Present operating budget recommendations to City Manager March 23, 2011 Department • Review and discuss City Manager's tentative reduction Heads /City Manager recommendations April 12, 2011 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 18,2011 Departments . Revised SOPC's/Narratives are due by Noon • CIP Re- writes are due by Noon Finance 0 Begin work on Appendix B May 26, 2011 City Manager • Finalizes budget recommendations and issues preliminary budget. June 2, 9, 14, 2009 Council . Holds evening workshops to review and discuss Preliminary Budget: Special Workshops — June 2: Overview and General Fund operating programs. Preliminary Budget — June 9: General Fund CIP projects. 7: 00 to 10: 00 PM — June 14: Enterprise Fund programs, CIP projects and rates. June 8, 2011 Planning Commission • Reviews CIP for General Plan consistency. June 21, 2011 Council • Holds continued Financial Plan review and adopts budget June 28, 2011 Council • Holds special meeting to continue review and adopt budget if required Key Council Dates in Bold 2 Goal- Setting and the Budget Process 2011 -13 Financial Plan Letters from � Advisory Bodies Community Groups Community Surveys Letters from Individuals Goal- Setting Input Community Forum Fiscal Forecast ** January 11, 2011 Current 2 -Year Long -Term Plans, Goals * Goals & Policies * December 14, 2010 "Budget Foundation" Workshop Council Goal- Setting Workshop January 29, 2011 Staff Budget Preparation ** October 19, 2010 Major City Goal Work Programs & Strategic Budget Direction: April 12 Preliminary Budget: May 26 Budget Workshops: June 2, 9, 14 Adopted Budget: June 21, 2011 city of san Luis owspo PREFACE BUDGET PROCESS OVERVIEW The City of San Luis Obispo has received national recognition for its use of a two -year budget process that emphasizes long -range planning and effective program management. Significant features of the City's two -year Financial Plan include the integration of Council goal - setting into the budget process and the extensive use of formal policies and measurable objectives. The Financial Plan includes operating budgets for two years and a capital improvement plan (CIP) covering four years. While appropriations continue to be made annually under this process, the Financial Plan is the foundation for preparing the budget in the second year. Additionally, unexpended operating appropriations from the first year may be carried over into the second year with the approval of the City Manager. Purpose of the Two -Year Financial Plan The fundamental purpose of the City's Financial Plan is to link what we want to accomplish for the community with the resources necessary to do so. The City's Financial Plan process does this by: clearly setting major City goals and other important objectives; establishing reasonable timeframes and organizational responsibility for achieving them; and allocating resources for programs and projects. Major City Goals Linking important objectives with necessary resources requires a process that identifies key goals at the very beginning of budget preparation. Setting goals and priorities should drive the budget process, not follow it. For this reason, the City begins each two -year Financial Plan process with in -depth goal setting workshops where the Council invites candidate goals from community groups, Council advisory bodies and interested individuals; reviews the City's fiscal outlook for the next five years and the status of prior goals; presents their individual goals to fellow Council members; and then set and prioritize major goals and work programs for the next two years. City staff then prepare the Preliminary Financial Plan based on the Council's policy guidance. Financial Plan Policies Formally articulated budget and fiscal policies provide the foundation for preparing and implementing the Financial Plan while assuring the City's long -term fiscal health. Included in the Financial Plan itself, these policies cover a broad range of areas such as user fee cost recovery goals, enterprise fund rates, investments, capital improvement -i- management, debt management, capital financing, fund balance and reserves, human resource management and productivity. aration and Review Process Under the City Charter, the City Manager is responsible for preparing the budget and submitting it to the Council for approval. Although specific steps will vary from year to year, the following is an overview of the general approach used under the City's two -year budget process: First Year. As noted above, the Financial Plan process begins with Council goal- setting to determine major objectives for the next two years. The results of Council goal- setting are incorporated into the budget instructions issued to the operating departments, who are responsible for submitting initial budget proposals. After these proposals are comprehensively reviewed and a detailed financial forecast is prepared, the City Manager issues the Preliminary Financial Plan for public comment. A series of workshops and public hearings are then held leading to Council adoption of the Financial Plan by June 30. Second Year. Before the beginning of the second year of the two -year cycle, the Council reviews progress during the first year, makes adjustments as necessary and approves appropriations for the second fiscal year. Mid -Year Reviews. The Council formally reviews the City's financial condition and amends appropriations, if necessary, six months after the beginning of each fiscal year. Interim Financial and Project Status Reports. On -line access to "up -to- date" financial information is provided to staff throughout the organization. Additionally, comprehensive financial reports are prepared monthly to monitor the City's fiscal condition, and more formal reports are issued to the Council on a quarterly basis. The status of major program objectives, including CIP projects, is also periodically reported to the Council on a formal basis. Administration As set forth in the City Charter, the Council may amend or supplement the budget at any time after its adoption by majority vote of the Council members. The City Manager has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year -end fund balances. BUDGET AND FISCAL POLICIES: 2009 -11 FINANCIAL PLAN PURPOSE AND ORGANIZATION A. Financial Plan Objectives. Through its Financial Plan, the City will link resources with results by: 1. Identifying community needs for essential services. 2. Organizing the programs required to provide these essential services. 3. Establishing program policies and goals, which define the nature and level of program services required. 4. Identifying activities performed in delivering program services. 5. Proposing objectives for improving the delivery of program services. 6. Identifying and appropriating the resources required to perform program activities and accomplish program objectives. 7. Setting standards to measure and evaluate the: a. Output of program activities. b. Accomplishment of program objectives. c. Expenditure of program appropriations B. Two -Year Budget. Following the City's favorable experience over the past twenty -four years, the City will continue using a two -year financial plan, emphasizing long -range planning and effective program management. The benefits identified when the City's first two -year plan was prepared for 1983 -85 continue to be realized: 1. Reinforcing the importance of long -range planning in managing the City's fiscal affairs. 2. Concentrating on developing and budgeting for the accomplishment of significant objectives. 5 3. Establishing realistic timeframes for achieving objectives. 4. Creating a pro- active budget that provides for stable operations and assures the City's long -term fiscal health. 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources allocated to preparing annual budgets. C. Measurable Objectives. The two -year financial plan will establish measurable program objectives and allow reasonable time to accomplish those objectives. D. Second Year Budget. Before the beginning of the second year of the two -year cycle, the Council will review progress during the first year and approve appropriations for the second fiscal year. E. Operating Carryover. Operating program appropriations not spent during the first fiscal year may be carried over for specific purposes into the second fiscal year with the approval of the City Manager. F. Goal Status Reports. The status of major program objectives will be formally reported to the Council on an ongoing, periodic basis. G. Mid -Year Budget Reviews. The Council will formally review the City's fiscal condition, and amend appropriations if necessary, six months after the beginning of each fiscal year. H. Balanced Budget. The City will maintain a balanced budget over the two -year period of the Financial Plan. This means that: 1. Operating revenues must fully cover operating expenditures, including debt service. 2. Ending fund balance (or working capital in the enterprise funds) must meet minimum policy levels. For the general and enterprise funds, this level has been BUDGET AND FILSCAL POLICIES: 2009 -11 established at 20% of operating expenditures. Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this situation, beginning fund balance can only be used to fund capital improvement plan projects, or other "one- time," non - recurring expenditures. FINANCIAL REPORTING AND BUDGET ADMINISTRATION to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year -end fund balances. GENERAL REVENUE MANAGEMENT A. Diversified and Stable Base. The City will seek to maintain a diversified and stable revenue base to protect it from short -term fluctuations in any one revenue source. Gel B. Long -Range Focus. To emphasize and facilitate long -range financial planning, the City A. Annual Reporting. The City will prepare will maintain current projections of revenues annual financial statements as follows: for the succeeding five years, 1. In accordance with Charter requirements, C. Current Revenues for Current Uses. The the City will contract for an annual audit by City will make all current expenditures with a qualified independent certified public current revenues, avoiding procedures that accountant. The City will strive for an balance current budgets by postponing neede unqualified auditors' opinion. expenditures, accruing future revenues, o, rolling over short-term debt. 2. The City will use generally accepted accounting principles in preparing its D. Interfund Transfers and Loans. In order to annual financial statements, and will strive achieve important public policy goals, the City to meet the requirements of the GFOA's has established various special revenue, capital Award for Excellence in Financial project, debt service and entcrprisc finds to Reporting program. account for revenues whose use should be restricted to certain activities. Accordingly, 3. The City will issue audited financial each fund exists as a separate financing entity statements within 180 days after year -end. from other funds, with its own revenue sources, expenditures and fund equity. B. Interim Reporting. The City will prepare and issue timely interim reports on the City's fiscal Any transfers between funds for operating status to the Council and staff. This includes: purposes are clearly set forth in the Financial on -line access to the City's financial Plan, and can only be made by the Director of management system by City staff; monthly Finance & Information Technology in reports to program managers; more formal accordance with the adopted budget. These quarterly reports to the Council and Department operating transfers, under which financial Heads; mid -year budget reviews; and interim resources are transferred from one fund to annual reports. another, are distinctly different from interfund borrowings, which are usually made for C. Budget Administration. As set forth in the temporary cash flow reasons, and are not City Charter, the Council may amend or intended to result in a transfer of financial supplement the budget at any time after its resources by the end of the fiscal year. adoption by majority vote of the Council members. The City Manager has the authority Gel BUDGET AND FISCAL POLICIES: 2009 -11 In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is to repay in the loan in the near term. From time -to -time, interfund borrowings may be appropriate; however, these are subject to the following criteria in ensuring that the fiduciary purpose of the fund is met: The Director of Finance & Information Technology is authorized to approve temporary interfund borrowings for cash flow purposes whenever the cash shortfall is expected to be resolved within 45 days. The most common use of interfund borrowing under this circumstance is for grant programs like the Community Development Block Grant, where costs are incurred before drawdowns are initiated and received. However, receipt of funds is typically received shortly after the request for funds has been made. 2. Any other interfund borrowings for cash flow or other purposes require case -by -case approval by the Council. 3. Any transfers between funds where reimbursement is not expected within one fiscal year shall not be recorded as interfund borrowings; they shall be recorded as interfund operating transfers that affect equity by moving financial resources from one fund to another. USER FEE COST RECOVERY GOALS A. Ongoing Review Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost -of- living as well as changes in methods or levels of service delivery. In implementing this goal, a comprehensive analysis of City costs and fees should be made VA at least every five years. In the interim, fees will be adjusted by annual changes in the Consumer Price Index. Fees may be adjusted during this interim period based on supplemental analysis whenever there have been significant changes in the method, level or cost of service delivery. B. User Fee Cost Recovery Levels In setting user fees and cost recovery levels, the following factors will be considered: 1. Community -Wide Versus Special Benefit. The level of user fee cost recovery should consider the community-wide versus special service nature of the program or activity. The use of general - purpose revenues is appropriate for community -wide services, while user fees are appropriate for services that are of special benefit to easily identified individuals or groups. 2. Service Recipient Versus Service Driver. After considering community-wide versus special benefit of the service, the concept of service recipient versus service driver should also be considered. For example, it could be argued that the applicant is not the beneficiary of the City's development review efforts: the community is the primary beneficiary. However, the applicant is the driver of development review costs, and as such, cost recovery from the applicant is appropriate. 3. Effect of Pricing on the Demand for Services. The level of cost recovery and related pricing of services can significantly affect the demand and subsequent level of services provided. At full cost recovery, this has the specific advantage of ensuring that the City is providing services for which there is genuinely a market that is not overly - stimulated by artificially low prices. Conversely, high levels of cost recovery will negatively impact the delivery of services to lower income groups. This BUDGET AND FISCAL POLICIES: 2009 -11 negative feature is especially pronounced, and works against public policy, if the services are specifically targeted to low income groups. 4. Feasibility of Collection and Recovery. Although it may be determined that a high level of cost recovery may be appropriate for specific services, it may be impractical or too costly to establish a system to identify and charge the user. Accordingly, the feasibility of assessing and collecting charges should also be considered in developing user fees, especially if significant program costs are intended to be financed from that source. C. Factors Favoring Low Cost Recovery Levels Very low cost recovery levels are appropriate under the following circumstances: 1. There is no intended relationship between the amount paid and the benefit received. Almost all "social service" programs fall into this category as it is expected that one group will subsidize another. 2. Collecting fees is not cost- effective or will significantly impact the efficient delivery of the service. 3. There is no intent to limit the use of (or entitlement to) the service. Again, most "social service" programs fit into this category as well as many public safety (police and fire) emergency response services. Historically, access to neighborhood and community parks would also fit into this category. 4. The service is non - recurring, generally delivered on a "peak demand" or emergency basis, cannot reasonably be planned for on an individual basis, and is not readily available from a private sector source. Many public safety services also fall into this category. 8 5. Collecting fees would discourage compliance with regulatory requirements and adherence is primarily self - identified, and as such, failure to comply would not be readily detected by the City. Many small - scale licenses and permits might fall into this category. D. Factors Favoring High Cost Recovery Levels The use of service charges as a major source of funding service levels is especially appropriate under the following circumstances: 1. The service is similar to services provided through the private sector. 2. Other private or public sector alternatives could or do exist for the delivery of the service. 3. For equity or demand managemen' purposes, it is intended that there be a direct relationship between the amount paid and the level and cost of the service received. 4. The use of the service is specifically discouraged. Police responses to disturbances or false alarms might fall into this category. 5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review fees for large projects would fall into this category. E. General Concepts Regarding the Use of Service Charges The following general concepts will be used in developing and implementing service charges: 1. Revenues should not exceed the reasonable cost of providing the service. POLICIES &OBJECTIVES BUDGET AND FISCAL POLICIES: 2009 -11 2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs, departmental administration costs and organization -wide support costs such as accounting, personnel, information technology, legal services, fleet maintenance and insurance. 3. The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection. 4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent users of the service. 5. A unified approach should be used in determining cost recovery levels for various .programs based on the factors discussed above. F. Low Cost - Recovery Services Based on the criteria discussed above, the following types of services should have very low cost recovery goals. In selected circumstances, there may be specific activities within the broad scope of services provided that should have user charges associated with them. However, the primary source of funding for the operation as a whole should be general - purpose revenues, not user fees. 1. Delivering public safety emergency response services such as police patrol services and fire suppression. 2. Maintaining and developing public facilities that are provided on a uniform, community -wide basis such as streets, parks and general - purpose buildings. 3. Providing social service programs and economic development activities. i9 G. Recreation Programs The following cost recovery policies apply to the City's recreation programs: Cost recovery for activities directed to adults should be relatively high. 2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances where services are similar to those provided in the private sector, cost recovery levels should be higher. Although ability to pay may not be a concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater than the cost of providing a uniform service fee structure to all participants. Further, there is a community - wide benefit in encouraging high - levels of participation in youth and senior recreation activities regardless of financial status. 3. Cost recovery goals for recreation activities are set as follows: High -Range Cost Recovery Activities (60% to 100 %) a. Adult athletics b. Banner permit applications c. Child care services (except Youth STAR) d. Facility rentals (indoor and outdoor; excludes use of facilities for internal City uses) e. Triathlon Mid -Range Cost Recovery Activities (30% to 60%) f. Classes g. Holiday in the Plaza h. Major commercial film permit applications BT 1DGFT AND FISCAL POLICIES: 2009 -11 Low -Range Cost Recovery Activities (0 to 30%) i. Aquatics j. Batting cages k. Community gardens I. Junior Ranger camp m. Minor commercial film permit applications n. Skate park o. Special events (except for Triathlon and Holiday in the Plaza) p. Youth sports q. Youth STAR r. Teen services s. Senior /boomer services 4. For cost recovery activities of less than 100 %, there should be a differential in rates between residents and non- residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate non - resident fee differentials when it can be demonstrated that: a. The fee is reducing attendance. b. And there are no appreciable expenditure savings from the reduced attendance. 5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special -use areas, and recreation equipment for activities not sponsored or co- sponsored by the City. Such charges will generally conform to the fee guidelines described above. However, the Director of Parks and Recreation is authorized to charge fees that are closer to full cost recovery for facilities that are heavily used at peak times and include a majority of non - resident users. 6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations using City facilities for moneymaking activities. 7. Director of Parks and Recreation is authorized to offer reduced fees such as 10 introductory rates, family discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation programs or resurrect existing ones. 8. The Parks and Recreation Department will consider waiving fees only when the City Manager determines in writing that an undue hardship exists. H. Development Review Programs The following cost recovery policies apply to the development review programs: 1. Services provided under this category include: a. Planning (planned development permits, tentative tract and parcel maps, rezonings, general plan amendments variances, use permits). b. Building and safety (building permits, structural plan checks, inspections). c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments). d. Fire plan check. 2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery goal should be 100 %. 3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate standards for its performance in reviewing developer applications to ensure that there is "value for cost." BUDGET AND FISCAL POLICIES: 2009 -11 I. Comparability With Other Communities In setting user fees, the City will consider fees charged by other agencies in accordance with the following criteria: 1. Surveying the comparability of the City's fees to other communities provides useful background information in setting fees for several reasons: a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis Obispo's fees. b. If prudently analyzed, they can serve as a benchmark for how cost - effectively San Luis Obispo provides its services. ENTERPRISE FUND FEES AND RATES A. Water, Sewer and Parking. The City will set fees and rates at levels which fully cover the total direct and indirect costs — including operations, capital outlay, and debt service —of the following enterprise programs: water, sewer and parking. B. Golf. Golf program fees and rates should fully cover direct operating costs. Because of the nine -hole nature of the golf course with its focus on youth and seniors, subsidies from the General Fund to cover indirect costs and capital improvements may be considered by the Council as part of the Financial Plan process, along with the need to possibly subsidize direct operating costs as well. 2. However, fee surveys should never be the C. Transit. Based on targets set under the sole or primary criteria in setting City fees Transportation Development Act, the City will as there are many factors that affect how strive to cover at least twenty percent of transit and why other communities have set their operating costs with fare revenues. fees at their levels. For example: a. What level of cost recovery is their fee intended to achieve compared with our cost recovery objectives? b. What costs have been considered in computing the fees? c. When was the last time that their fees were comprehensively evaluated? d. What level of service do they provide compared with our service or performance standards? e. Is their rate structure significantly different than ours and what is it intended to achieve? 3. These can be very difficult questions to address in fairly evaluating fees among different communities. As such, the comparability of our fees to other communities should be one factor among many that is considered in setting City fees. 11 D. Ongoing Rate Review. The City will review and adjust enterprise fees and rate structures as required to ensure that they remain appropriate and equitable. E. Franchise Fees. In accordance with long- standing practices, the City will treat the water and sewer funds in the same manner as if they were privately owned and operated. This means assessing reasonable franchise fees in fully recovering service costs. At 3.5 %, water and sewer franchise fees are based on the mid -point of the statewide standard for public utilities like electricity and gas (2% of gross revenues from operations) and cable television (5% of gross revenues). As with other utilities, the purpose of the franchise fee is reasonable cost recovery for the use of the City's street right -of -way. The appropriateness of charging the water and sewer funds a reasonable franchise fee for the use of City streets is further supported by the BUDGET AND FISCAL POIXTES: 2009 -11 results of recent studies in Arizona, California, B Ohio and Vermont which concluded that the leading cause for street resurfacing and reconstruction is street cuts and trenching for utilities. REVENUE DISTRIBUTION The Council recognizes that generally accepted accounting principles for state and local governments discourage the "earmarking" of General Fund revenues, and accordingly, the practice of designating General Fund revenues for specific programs should be minimized in the City's management of its fiscal affairs. Approval of the following revenue distribution policies does not prevent the Council from directing General Fund resources to other functions and programs as necessary. A. Property Taxes. With the passage of Proposition 13 on June 6, 1978, California cities no longer can set their own property tax rates. In addition to limiting annual increases in market value, placing a ceiling on voter - approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum county -wide levy for general revenue purposes of 1% of market value. Under subsequent state legislation, which adopted formulas for the distribution of this countywide levy, the City now receives a percentage of total property tax revenues collected countywide as determined by the State and administered by the County Auditor - Controller. Accordingly, while property revenues are often thought of local revenue sources, in essence they are State revenue sources, since the State controls their use and allocation. With the adoption of a Charter revision in November 1996, which removed provisions that were in conflict with Proposition 13 relating to the setting of property tax revenues between various funds, all property tax revenues are now accounted for in the General Fund. 12 Gasoline Tax Subventions. All gasoline tax revenues (which are restricted by the State for street - related purposes) will be used for maintenance activities. Since the City's total expenditures for gas tax eligible programs and projects are much greater than this revenue source, operating transfers will be made from the gas tax fund to the General Fund for this purpose. This approach significantly reduces the accounting efforts required in meeting State reporting requirements. C. Transportation Development Act (TDA) Revenues. All TDA revenues will be allocated to alternative transportation programs, including regional and municipal transit systems, bikeway improvements, and other programs or projects designed to reduce automobile usage. Because TDA revenues will not be allocated for street purposes, it is expected that alternative transportation programs (in conjunction with other state o federal grants for this purpose) will be selt- supporting from TDA revenues. D. Parking Fines. All parking fine revenues will be allocated to the parking fund, except for those collected by Police staff (who are funded by the General Fund) in implementing neighborhood wellness programs. INVESTMENTS A. Responsibility. Investments and cash management are the responsibility of the City Treasurer or designee. It is the City's policy to appoint the Director of Finance and Information Technology as the City's Treasurer. B. Investment Objective. The City's primary investment objective is to achieve a reasonable rate of return while minimizing the potential for capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered in priority order ip determining individual investment placements: BUDGET AND FISCAL POLICIES: 2009 -11 1. Safety 2. Liquidity 3. Yield C. Tax and Revenue Anticipation Notes: Not for Investment Purposes. There is an appropriate role for tax and revenue anticipation notes (TRANS) in meeting legitimate short-term cash needs within the fiscal year. However, many agencies issue TRANS as a routine business practice, not solely for cash flow purposes, but to capitalize on the favorable difference between the interest cost of issuing TRANS as a tax - preferred security and the interest yields on them if re- invested at full market rates. As part of its cash flow management and investment strategy, the City will only issue TRANS or other forms of short-term debt if necessary to meet demonstrated cash flow needs; TRANS or any other form of short-term debt financing will not be issued for investment purposes. As long as the City maintains its current policy of maintaining fund /working capital balances that are 20% of operating expenditures, it is unlikely that the City would need to issue TRANS for cash flow purposes except in very unusual circumstances. D. Selecting Maturity Dates. The City will strive to keep all idle cash balances fully invested through daily projections of cash flow requirements. To avoid forced liquidations and losses of investment earnings, cash flow and future requirements will be the primary consideration when selecting maturities. E. Diversification. As the market and the City's investment portfolio change, care will be taken to maintain a healthy balance of investment types and maturities. a F. Authorized Investments. The City will invest only in those instruments authorized by the California Government Code Section 53601. 13 The City will not invest in stock, will not speculate and will not deal in futures or options. The investment market is highly volatile and continually offers new and creative opportunities for enhancing interest earnings. Accordingly, the City will thoroughly investigate any new investment vehicles before committing City funds to them. G. Authorized Institutions. Current financial statements will be maintained for each institution in which cash is invested. Investments will be limited to 20 percent of the total net worth of any institution and may be reduced further or refused altogether if an institution's financial situation becomes unhealthy. H. Consolidated Portfolio. In order to maximize yields from its overall portfolio, the City will consolidate cash balances from all funds for investment purposes, and will allocate investment earnings to each fund in accordance with generally accepted accounting principles. I. Safekeeping. Ownership of the City's investment securities will be protected through third -party custodial safekeeping. J. Investment Management Plan. The City Treasurer will develop and maintain an Investment Management Plan that addresses the City's administration of its portfolio, including investment strategies, practices and procedures. K. Investment Oversight Committee. As set forth in the Investment Management Plan, this committee is responsible for reviewing the City's portfolio on an ongoing basis to determine compliance with the City's investment policies and for making recommendations regarding investment management practices. Members include the City Manager, Assistant City Manager, Director of Finance & Information Technology /City Treasurer, Finance Manager and the City's independent auditor. POLICIES &OBJECTIVES BI JDGET AND FISCAL POLICIES: 2009 -11 L. Reporting. The City Treasurer will develop and maintain a comprehensive, well - documented investment reporting system, which will comply with Government Code Section 53607. This reporting system will provide the Council and the Investment Oversight Committee with appropriate investment performance information. APPROPRIATIONS LIMITATION A. Tile Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with Article XI1I -13 of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any other voter approved amendments or state legislation that affect the City's appropriations limit. B. The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject to the limit will be available for public and Council review at least 10 days before Council consideration of a resolution to adopt an appropriations limit. The Council will generally consider this resolution in connection with final approval of the budget. C. The City will strive to develop revenue sources, both new and existing, which are considered non -tax proceeds in calculating its appropriations subject to limitation. 117 E The City will annually review user fees and charges and report to the Council the amount of program subsidy, if any, that is being provided by the General or Enterprise Funds. The City will actively support legislation or initiatives sponsored or approved by League of California Cities which would modify Article XIII -B of the Constitution in a manner which would allow the City to retain projected tax revenues resulting from growth in the local economy for use as determined by the Council. 14 F. The City will seek voter approval to amend its appropriation limit at such time that tax proceeds are in excess of allowable limits. FUND BALANCE AND RESERVES A. Minimum Fund and Working Capital Balances. The City will maintain a minimum fund balance of at least 20% of operating expenditures in the General Fund and a minimum working capital balance of 20% of operating expenditures in the water, sewer and parking enterprise funds. This is considered the minimum level necessary to maintain the City's credit worthiness and to adequately provide for: 1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or national economy. 2. Contingencies for unseen operating or capital needs. 3. Cash flow requirements. B. Fleet Replacement. For the General Fund fleet, the City will establish and maintain a Fleet Replacement Fund to provide for the timely replacement of vehicles and related equipment with an individual replacement cost of $15,000 or more. The City will maintain a minimum fund balance in the Fleet Replacement Fund of at least 20% of the original purchase cost of the items accounted for in this fund. The annual contribution to this fund will generally be based on the annual use allowance, which is determined based on the estimated life of the vehicle or equipment and its original purchase cost. Interest earnings and sales of surplus equipment as well as any related damage and insurance recoveries will be credited to the Fleet Replacement Fund. C. Future Capital Project Designations. Th Council may designate specific fund balance levels for future development of capital projects BUDGET AND FISCAL POLICIES: 2009 -11 15 that it has determined to be in the best long- phasing, recommend project managers, review term interests of the City. and evaluate the draft CIP budget document, and report CIP project progress on an ongoing D. Other Designations and Reserves. In addition basis. to the designations noted above, fund balance levels will be sufficient to meet funding E. CIP Phases. The CIP will emphasize project requirements for projects approved in prior planning, with projects progressing through at years which are carried forward into the new least two and up to ten of the following phases: year; debt service reserve requirements; reserves for encumbrances; and other reserves 1. Designate. Appropriates funds based on or designations required by contractual projects designated for funding by the obligations, state law, or generally accepted Council through adoption of the Financial accounting principles. Plan. CAPITAL IMPROVEMENT MANAGEMENT 2. Study. Concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, A. CIP Projects: $15,000 or More. Construction grant approval, specification preparation for projects and equipment purchases which cost equipment purchases. $15,000 or more will be included in the Capital Improvement Plan (CIP); minor capital outlays 3. Environmental Review. EIR preparation, of less than $15,000 will be included with the other environmental studies. operating program budgets. 4. Real Property Acquisitions. Property B. CIP Purpose. The purpose of the CIP is to acquisition for projects, if necessary. systematically plan, schedule, and finance capital projects to ensure cost - effectiveness as 5. Site Preparation. Demolition, hazardous well as conformance with established policies. materials abatements, other pre - The CIP is a four -year plan organized into the construction work. same functional groupings used for the operating programs. The CIP will reflect a 6. Design. Final design, plan and balance between capital replacement projects specification preparation and construction that repair, replace or enhance existing cost estimation. facilities, equipment or infrastructure; and capital facility projects that significantly expand 7. Construction. Construction contracts. or add to the City's existing fixed assets. 8. Construction Management. Contract C. Project Manager. Every CIP project will have project management and inspection, soils a project manager who will prepare the project and material tests, other support services proposal, ensure that required phases are during construction. completed on schedule, authorize all project expenditures, ensure that all regulations and 9. Equipment Acquisitions. Vehicles, heavy laws are observed, and periodically report machinery, computers, office furnishings, project status. other equipment items acquired and installed independently from construction D. CIP Review Committee. Headed by the City contracts. Manager or designee, this Committee will review project proposals, determine project 15 BUDGET AND FISCAL POLICIES: 2009 -11 10. Debt Service. Installment payments of principal and interest for completed projects funded through debt financings. Expenditures for this project phase are included in the Debt Service section of the Financial Plan. Generally, it will become more difficult for a project to move from one phase to the next. As such, more projects will be studied than will be designed, and more projects will be designed than will be constructed or purchased during the term of the CIP. F. CIP Appropriation. The City's annual CIP appropriation for study, design, acquisition and /or construction is based on the projects designated by the Council through adoption of the Financial Plan. Adoption of the Financial Plan CIP appropriation does not automatically authorize funding for specific project phases. This authorization generally occurs only after the preceding project phase has been completed and approved by the Council and costs for the succeeding phases have been fully developed. Accordingly, project appropriations are generally made when contracts are awarded. If project costs at the time of bid award are less than the budgeted amount, the balance will be unappropriated and returned to fund balance or allocated to another project. If project costs at the time of bid award are greater than budget amounts, five basic options are available: 1. Eliminate the project. 2. Defer the project for consideration to the next Financial Plan period. 3. Rescope or change the phasing of the project to meet the existing budget. 4. Transfer funding from another specified, lower priority project. 5. Appropriate additional resources as necessary from fund balance. G. CIP Budget Carryover. Appropriations for CIP projects lapse three years after budget 16 adoption. Projects which lapse from lack of project account appropriations may be resubmitted for inclusion in a subsequent CIP. Project accounts, which have been appropriated, will not lapse until completion of the project phase. H. Program Objectives. Project phases will be listed as objectives in the program narratives of the programs, which manage the projects. I. Public Art. CIP projects will be evaluated during the budget process and prior to each phase for conformance with the City's public art policy, which generally requires that 1% of eligible project construction costs be set aside for public art. Excluded from this requirement are underground projects, utility infrastructure projects, finding from outside agencies, and costs other than construction such as study, environmental review, design, site preparation, land acquisition and equipment purchases. It is generally preferred that public art be incorporated directly into the project, but this is not practical or desirable for all projects; in this case, an in -lieu contribution to public art will be made. To ensure that funds are adequately budgeted for this purpose regardless of whether public art will be directly incorporated into the project, funds for public art will be identified separately in the CIP. Given the City's fiscal situation for 2009 -11, public art will be funded at the same level required by the private sector: 0.5% rather than 1 %. J. General Plan Consistency Review. The Planning Commission will review the Preliminary CIP for consistency with the General Plan and provide is findings to the Council prior to adoption. BUDGET AND FISCAL POLICIES: 2009 -11 CAPITAL FINANCING AND DEBT MANAGEMENT A. Capital Financing I. The City will consider the use of debt financing only for one -time capital improvement projects and only under the following circumstances: a. When the project's useful life will exceed the term of the financing. b. When project revenues or specific resources will be sufficient to service the long -term debt. 2. Debt financing will not be considered appropriate for any recurring purpose such as current operating and maintenance expenditures. The issuance of short-term instruments such as revenue, tax or bond anticipation notes is excluded from this limitation. (See Investment Policy) 3. Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes or developer agreements when benefits can be specifically attributed to users of the facility. Accordingly, development impact fees should be created and implemented at levels sufficient to ensure that new development pays its fair share of the cost of constructing necessary community facilities. 4. Transportation impact fees are a major funding source in financing transportation system improvements. However, revenues from these fees are subject to significant fluctuation based on the rate of new development. Accordingly, the following guidelines will be followed in designing and building projects funded with transportation impact fees: 17 a. The availability of transportation impact fees in funding a specific project will be analyzed on a case -by- case basis as plans and specification or contract awards are submitted for City Manager or Council approval. b. If adequate funds are not available at that time, the Council will make one of two determinations: • Defer the project until funds are available. • Based on the high - priority of the project, advance funds from the General Fund, which will be reimbursed as soon as funds become available. Repayment of General Fund advances will be the first use of transportation impact fee funds when they become available. 5. The City will use the following criteria to evaluate pay -as- you -go versus long -term financing in funding capital improvements: Factors Favoring Pay-As-You-Go Financing a. Current revenues and adequate fund balances are available or project phasing can be accomplished. b. Existing debt levels adversely affect the City's credit rating. c. Market conditions are unstable or present difficulties in marketing. Factors Favoring Long Term Financing d. Revenues available for debt service are deemed sufficient and reliable so that long -term financings can be marketed with investment grade credit ratings. e. The project securing the financing is of the type, which will support an investment grade credit rating. BUDGET AND FISCAL POLICIES: 2009 -11 f. Market conditions present favorable interest rates and demand for City financings. g. A project is mandated by state or federal requirements, and resources are insufficient or unavailable. h. The project is immediately required to meet or relieve capacity needs and current resources are insufficient or unavailable. i. The life of the project or asset to be financed is 10 years or longer. B. Debt Management 1. The City will not obligate the General Fund to secure long -term financings except when marketability can be significantly enhanced. 2. An internal feasibility analysis will be prepared for each long -term financing which analyzes the impact on current and future budgets for debt service and operations. This analysis will also address the reliability of revenues to support debt service. 3. The City will generally conduct financings on a competitive basis. However, negotiated financings may be used due to market volatility or the use of an unusual or complex financing or security structure. 4. The City will seek an investment grade rating (Baa/BBB or greater) on any direct debt and will seek credit enhancements such as letters of credit or insurance when necessary for marketing purposes, availability and cost - effectiveness. 5. The City will monitor all forms of debt annually coincident with the City's Financial Plan preparation and review process and report concerns and remedies, if needed, to the Council. 18 6. The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal arbitrage regulations. 7. The City will maintain good, ongoing coin munications with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus (Official Statement). C. Debt Capacity General Purpose Debt Capacity. The City will carefully monitor its levels of general - purpose debt. Because our general purpose debt capacity is limited, it is important that we only use general purpose debt financing for high - priority projects where we cannot reasonably use other financing methods for two key reasons: a. Funds borrowed for a project today are not available to fund other projects tomorrow. b. Funds committed for debt repayment today are not available to fund operations in the future. In evaluating debt capacity, general - purpose annual debt service payments should generally not exceed 10% of General Fund revenues; and in no case should they exceed 15 %. Further, direct debt will not exceed 2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded from long -term financings. 2. Enterprise Fund Debt Capacity. The City will set enterprise fund rates at levels needed to fully cover debt service requirements as well as operations, maintenance, administration and capital improvement costs. The ability to affore new debt for enterprise operations will be, BUDGET AND FISCAL POLICIES: 2009 -11 evaluated as an integral part of the City's rate review and setting process. IM BUDGET AND FISCAL POLICIES: 2009 -11 D. Independent Disclosure Counsel The following criteria will be used on a case- by-ease basis in determining whether the City should retain the services of an independent disclosure counsel in conjunction with specific project financings: The City will generally not retain the services of an independent disclosure counsel when all of the following circumstances are present: a. The revenue source for repayment is under the management or control of the City, such as general obligation bonds, revenue bonds, lease - revenue bonds or certificates of participation. b. The bonds will be rated or insured. 2. The City will consider retaining the services of an independent disclosure counsel when one or more of following circumstances are present: a. The financing will be negotiated, and the underwriter has not separately engaged an underwriter's counsel for disclosure purposes. b. The revenue source for repayment is not under the management or control of the City, such as land -based assessment districts, tax allocation bonds or conduit financings. c. The bonds will not be rated or insured. d. The City's financial advisor, bond counsel or underwriter recommends that the City retain an independent disclosure counsel based on the circumstances of the financing. E. Land -Based Financings 1. Public Purpose. There will be a clearly articulated public purpose in forming an assessment or special tax district in financing public infrastructure 20 improvements. This should include a finding by the Council as to why this form of financing is preferred over other funding options such as impact fees, reimbursement agreements or direct developer responsibility for the improvements. 2. Eligible Improvements. Except as otherwise determined by the Council when proceedings for district formation are commenced, preference in financing public improvements through a special tax district shall be given for those public improvements that help achieve clearly identified community facility and infrastructure goals in accordance with adopted facility and infrastructure plans as set forth in key policy documents such as the General Plan, Specific Plan, Facility or Infrastructure Master Plans, or Capital Improvement Plan. Such improvements include study, design, construction and /or acquisition of: a. Public safety facilities. b. Water supply, distribution and treatment systems. c. Waste collection and treatment systems. d. Major transportation system improvements, such as freeway interchanges; bridges; intersection improvements; construction of new or widened arterial or collector streets (including related landscaping and lighting); sidewalks and other pedestrian paths; transit facilities; and bike paths. e. Storm drainage, creek protection and flood protection improvements. f. Parks, trails, community centers and other recreational facilities. g. Open space. h. Cultural and social service facilities. BUDGET AND FISCAL POLICIES: 2009 -11 i. Other governmental facilities and improvements such as offices, information technology systems and telecommunication systems. School facilities will not be financed except under appropriate joint community facilities agreements or joint exercise of powers agreements between the City and school d 1stricts. 3. Active Role. Even though land -based financings may be a limited obligation of the City, we will play an active role in managing the district. This means that the City will select and retain the financing team, including the financial advisor, bond counsel, trustee, appraiser, disclosure counsel, assessment engineer and underwriter. Any costs incurred by the City in retaining these services will generally be the responsibility of the property owners or developer, and will be advanced via a deposit when an application is filed; or will be paid on a contingency fee basis from the proceeds from the bonds. 4. Credit Quality. When a developer requests a district, the City will carefully evaluate the applicant's financial plan and ability to carry the project, including the payment of assessments and special taxes during build - out. This may include detailed background, credit and lender checks, and the preparation of independent appraisal reports and market absorption studies. For districts where one property owner accounts for more than 25% of the annual debt service obligation, a letter of credit further securing the financing may be required. 5. Reserve Fund. A reserve fund should be established in the lesser amount of. the maximum annual debt service; 125% of the annual average debt service; or 10% of the bond proceeds. 6. Value -to -Debt Ratios. The minimum value -to -date ratio should generally be 4:1. 21 This means the value of the property in the district, with the public improvements, should be at least four times the amount of the assessment or special tax debt. In special circumstances, after conferring and receiving the concurrence of the City's financial advisor and bond counsel that a lower value -to -debt ratio is financially prudent under the circumstances, the City may consider allowing a value -to -debt ratio of 3:1. The Council should make special findings in this case. 7. Appraisal Methodology. Determination of value of property in the district shall be based upon the full cash value as shown on the ad valorem assessment roll or upon an appraisal by an independent Member Appraisal Institute (MAI). The definitions, standards and assumptions to be used for appraisals shall be determined by the City on a case -by -case basis, with input from City consultants and district applicants, and by reference to relevant materials and information promulgated by the State of California, including the Appraisal Standards for Land - Secured Financings prepared by the California Debt and Investment Advisory Commission. 8. Capitalized Interest During Construction. Decisions to capitalize interest will be made on case -by -case basis, with the intent that if allowed, it should improve the credit quality of the bonds and reduce borrowing costs, benefiting both current and future property owners. 9. Maximum Burden. Annual assessments (or special taxes in the case of Mello -Roos or similar districts) should generally not exceed 1% of the sales price of the property; and total property taxes, special assessments and special taxes payments collected on the tax roll should generally not exceed 2 %. 10. Benefit Apportionment. Assessments and special taxes will be apportioned according BUDGET AND FISCAL POLICIES: 2009 -11 to a formula that is clear, understandable, equitable and reasonably related to the benefit received by —or burden attributed to —each parcel with respect to its financed improvement. Any annual escalation factor should generally not exceed 2 %. 11. Special Tax District Administration. In the case of Mello -Roos or similar special tax districts, the total maximum annual tax should not exceed 110% of annual debt service. The rate and method of apportionment should include a back -up tax in the event of significant changes from the initial development plan, and should include procedures for prepayments. 12. Foreclosure Covenants. In managing administrative costs, the City will establish minimum delinquency amounts per owner, and for the district as a whole, on a case -by- case basis before initiating foreclosure proceedings. 13. Disclosure to Bondholders. In general, each property owner who accounts for more than 10% of the annual debt service or bonded indebtedness must provide ongoing disclosure information annually as described under SEC Rule 15(c) -12. 14. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances and annual payments should be made by the seller to prospective buyers at the time that the buyer bids on the property. It should not be deferred to after the buyer has made the decision to purchase. When appropriate, applicants or property owners may be required to provide the City with a disclosure plan. F. Conduit Financings 1. The City will consider requests for conduit financing on a case -by -case basis using the following criteria: 22 a. The City's bond counsel will review the terms of the financing, and render an opinion that there will be no liability to the City in issuing the bonds on behalf of the applicant. b. There is a clearly articulated public purpose in providing the conduit financing. c. The applicant is capable of achieving this public purpose. 2. This means that the review of requests for conduit financing will generally be a two - step process: a. First asking the Council if they are interested in considering the request, and establishing the ground rules for evaluating it b. And then returning with the results of this evaluation, and recommendin approval of appropriate financing documents if warranted. This two -step approach ensures that the issues are clear for both the City and applicant, and that key policy questions are answered. 3. The workscope necessary to address these issues will vary from request to request, and will have to be determined on a case -by- case basis. Additionally, the City should generally be fully reimbursed for our costs in evaluating the request; however, this should also be determined on a case -by- case basis. G. Refinancings BUDGET AND FISCAL POLICIES: 2009 -11 General Guidelines. Periodic reviews of all outstanding debt will be undertaken to determine refinancing opportunities. Refinancings will be considered (within federal tax law constraints) under the following conditions: a. There is a net economic benefit. b. It is needed to modernize covenants that are adversely affecting the City's financial position or operations. c. The City wants to reduce the principal outstanding in order to achieve future debt service savings, and it has available working capital to do so from other sources. 2. Standards for Economic Savings. In general, refinancings for economic savings will be undertaken whenever net present value savings of at least five percent (5 %) of the refunded debt can be achieved. a. Refinancings that produce net present value savings of less than five percent will be considered on a case -by -case basis, provided that the present value savings are at least three percent (3 %) of the refunded debt. b. Refinancings with savings of less than three percent (3 %), or with negative savings, will not be considered unless there is a compelling public policy objective. HUMAN RESOURCE MANAGEMENT A. Regular Staffing 1. The budget will fully appropriate the resources needed for authorized regular staffing and will limit programs to the regular staffing authorized. 2. Regular employees will be the core work force and the preferred means of staffing 23 ongoing, year -round program activities that should be performed by full -time City employees rather than independent contractors. The City will strive to provide competitive compensation and benefit schedules for its authorized regular work force. Each regular employee will: a. Fill an authorized regular position. b. Be assigned to an appropriate bargaining unit. c. Receive salary and benefits consistent with labor agreements or other compensation plans. 3. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures: a. The Council will authorize all regular positions. b. The Human Resources Department will coordinate and approve the hiring of all regular and temporary employees. c. All requests for additional regular positions will include evaluations of: • The necessity, term and expected results of the proposed activity. • Staffing and materials costs including salary, benefits, equipment, uniforms, clerical support and facilities. • The ability of private industry to provide the proposed service. • Additional revenues or cost savings, which may be realized. 4. Periodically, and before any request for additional regular positions, programs will be evaluated to determine if they can be accomplished with fewer regular employees. (See Productivity Review Policy) BUDGET AND FISCAL POLICIES: 2009 -11 5. Staffing and contract service cost ceilings will limit total expenditures for regular employees, temporary employees, and independent contractors hired to provide operating and maintenance services. B. Temporary Staffing 1. The hiring of temporary employees will not be used as an incremental melhod for expanding the City's regular work force. 2. Temporary employees include all employees other than regular employees, elected officials and volunteers. Temporary employees will generally augment regular City staffing as extra -help employees, seasonal employees, contract employees, interns and work -study assistants. 3. The City Manager (City Manager) and Department Heads will encourage the use of temporary rather than regular employees to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less than full -time, year -round staffing is required. Under this guideline, temporary employee hours will generally not exceed 50% of a regular, full -time position (1,000 hours annually). There may be limited circumstances where the use of temporary employees on an ongoing basis in excess of this target may be appropriate due to unique programming or staffing requirements. However, any such exceptions must be approved by the City Manager based on the review and recommendation of the Human Resources Director. 4. Contract employees are defined as temporary employees with written contracts approved by the City Manager who may receive approved benefits depending on hourly requirements and the length of their contract. Contract employees will generally be used for medium -term (generally between six months and two 24 years) projects, programs or activities requiring specialized or augmented levels of staffing for a specific period. The services of contract employees will be discontinued upon completion of the assigned project, program or activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on an ongoing basis. C. Overtime Management 1. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective. 2. All overtime must be pre - authorized by a department head or delegate unless it is assumed pre- approved by its nature. For example, overtime that results when an employee is assigned to standby and /or must respond to an emergency or complett an emergency response. 3. Departmental operating budgets should reflect anticipated annual overtime costs and departments will regularly monitor overtime use and expenditures. 4. When considering the addition of regular or temporary staffing, the use of overtime as an alternative will be considered. The department will take into account: a. The duration that additional staff resources may be needed. b. The cost of overtime versus the cost of additional staff. c. The skills and abilities of current staff. d. Training costs associated with hiring additional staff. e. The impact of overtime on existing staff. D. Independent Contractors BUDGET AND FISCAL POLICIES: 2009 -11 Independent contractors are not City employees. They may be used in two situations: Short-term, peak workload assignments to be accomplished using personnel contracted through an outside temporary employment agency (OEA). In this situation, it is anticipated that City staff will closely monitor the work of OEA employees and minimal training will be required. However, they will always be considered the employees of the OEA and not the City. All placements through an OEA will be coordinated through the Human Resources Department and subject to the approval of the Human Resources Director. 2. Construction of public works projects and delivery of operating, maintenance or specialized professional services not routinely performed by City employees. Such services will be provided without close supervision by City staff, and the required methods, skills and equipment will generally be determined and provided by the contractor. Contract awards will be guided by the City's purchasing policies and procedures. (See Contracting for Services Policy) PRODUCTIVITY Ensuring the "delivery of service with value for cost" is one of the key concepts embodied in the City's Mission Statement (San Luis Obispo Style — Quality With Vision). To this end, the City will constantly monitor and review our methods of operation to ensure that services continue to be delivered in the most cost - effective manner possible. This review process encompasses a wide range of productivity issues, including: 1 A. Analyzing systems and procedures to identify and remove unnecessary review requirements. 25 B. Evaluating the ability of new technologies and related capital investments to improve productivity. C. Developing the skills and abilities of all City employees. D. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee performance. E. Evaluating the ability of the private sector to perform the same level of service at a lower cost. F. Periodic formal reviews of operations on a systematic, ongoing basis. G. Maintaining a decentralized approach in managing the City's support service functions. Although some level of centralization is necessary for review and control purposes, decentralization supports productivity by: 1. Encouraging accountability by delegating responsibility to the lowest possible level. 2. Stimulating creativity, innovation and individual initiative. 3. Reducing the administrative costs of operation by eliminating unnecessary review procedures. 4. Improving the organization's ability to respond to changing needs, and identify and implement cost - saving programs. 5. Assigning responsibility for effective operations and citizen responsiveness to the department. CONTRACTING FOR SERVICES A. General Policy Guidelines 1. Contracting with the private sector for the delivery of services provides the City with a significant opportunity for cost BUDGET AND FISCAL POLICIES: 2009 -11 containment and productivity enhancements. As such, the City is committed to using private sector resources in delivering municipal services as a key element in our continuing efforts to provide cost - effective programs. 2. Private sector contracting approaches under this policy include construction projects, professional services, outside employment agencies and ongoing operating and maintenance services. 3. In evaluating the costs of private sector contracts compared with in- 110LISe performance of the service, indirect, direct, and contract administration costs of the City will be identified and considered. 4. Whenever private sector providers are available and can meet established service levels, they will be seriously considered as viable service delivery alternatives using the evaluation criteria outlined below. 5. For programs and activities currently provided by City employees, conversions to contract services will generally be made through attrition, reassignment or absorption by the contractor. B. Evaluation Criteria 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 26 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? city of san Luis oBi spo 20011 -13 Goal- Setting and Budget Process What are the most important issues facing the City of San Luis Obispo? The Council wants your input. Successful completion of the next budget is dependent on a partnership of all community members. The City of San Luis Obispo continues to work diligently to keep the community's financial health strong. In an era of constrained resources necessitating trade -offs, public input in the budget process is critical. The 20011 -13 Financial Plan links the most important, highest priority things for the City to achieve over the next two years with the resources needed to do so. January 11, 2011 6:30 to 9:30 PM Ludwick Community Center 864 Santa Rosa Street In setting goals for 20011 -13 as part of the budget process, including the use of revenues from Measure Y (your % -cent City sales tax), the Council wants your input. 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, as well as potential cost reductions and revenue enhancements. Following the Community Forum, the Council will hold a goal- setting workshop on January 29, 2011. This will be followed by community workshops and hearings before Council adoption of a balanced budget in June 2011. Please join us at the Community Forum on the evening of January 11, 2011. Want more information? Please call us at 781 -7125 or visit the City's web site at www.slocity.orq for more information about the Community Forum or the City's goal- setting and budget process NThe 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. 2� A city of SAn LUIS OBISPO 990 Palm Street ■ San Luis Obispo, CA 93401 ■ 805. 781.7125 ■ Fax: 805. 781.7401 ■ Email: mbradley @slocity.org Mews Release DATE: January 11, 2011 RELEASE: Immediate (805) 781 -7125 CONTACT: Mary Bradley, Acting 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 20011 -13 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 (your '/z -cent City sales tax), 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. Participants will also discuss potential cost reductions and revenue enhancements. The comments and suggestions received at this forum will play an important role in shaping the City's spending priorities. This 1oruni will be held on January 11, 2011, 6:30 PM at the Ludwick Community Center, 864 Santa Rosa Street The Community Forum will be followed by an all -day Council goal- setting workshop on Saturday, January 29, 2011 where the Council will set major City goals for the next two years. These will guide preparation of the 2011 -13 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 Katie Lichtig 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 29." For more information about the community forum and the City's budget process, please call Mary Bradley, 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. �y 2b 0 Pi R,- 23 3 Al ocq o � czU}�N w �N rq N C) t" a) ¢ .-, �. a� s� p v1 �aa N O O O F'� ° N O ++ N V V1 N O 3 O -0 OC) bA L. U r t!1 v' r3 bA�•"• O •jiri Q\ O Ti f7 c� a� 0 0 0 0 oo o o w' b0 0 " o A a o N o En I Cd ^O F, y �U o ° 6i a c t_q . D. 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C H p� CD CD (n p.; y � I� O � (D � O C' CD CD "ZI +-i C,D CAD `G ►� O '� CD o' ~ w w X m a (D d o En ., •, "'� '. �, CD t*, p? •< o o C ?� as CA cn CD wo oa O c"'D ° CD CD (� C A� O o' p, CD CD w CAD CD ° �' F°+ C 5, 0 t CD P r,•, CD 'c� '•t, "LS N CD ` O w o Q' CCDD 9 rA .��.. .1 N. � ° [n w 0 §' 'n O C CD G- CD n En CAD 0 C �s 0 e� C' ro �s 0 Ce Gn y Cs n Cam' O "S 30 City of SAn luis oBispo What are the most important issues facing the City of San Luis Obispo? The City wants your input! Next June the City Council will approve a two -year budget for 2011 -13. The budget is developed based on community and Council priorities and sets the City's course of action for the next two years. Of all the things that can be done to make the City an even better Oace to live, work and play, which are the most important? Community Priorities Just as individuals and businesses have taken a sharp look at their finances and adjusted spending in light of these challenging economic times, the City is doing the same. A continued decrease in revenues means that in order for the City to live within its means and still continue to provide critical services for citizens, a reassessment of community and Council priorities is necessary. This survey is your opportunity to tell the City: ❖ What issues are important to the community? ❖ What priorities should the City focus on over the next two -year period? Where are there opportunities for cost savings? Major City Goals The City Council needs to know what the community's priorities are so that resources can be allocated to achieve them. These Major City Goals are identified as the most important, highest priority goals for the City to accomplish over the next two years. Other Important Council Objectives are also established to reflect the continuation of current goals or new initiatives that can be accomplished with smaller resource allocations and as resources are available. Now it's time for you to share your ideas for 2011 -2013 Major City Goals. O Fill out and return the short survey on the reverse side of this bulletin. You can mail it to City Hall at 990 Palm Street or drop it by any City office. If you prefer to complete the survey online, please visit www.slocity.org. © Attend the Community Forum on ;Tuesday, January 11, 2011 from 6:30 p.m. to 9:30 p.m. at the Ludwick Community Center, 864 Santa Rosa Street. This forum is an opportunity to present your ideas to the Council and discuss them with other community members. City staff will compile the community feedback for the Council to review in advance of its goal- setting workshop on Saturday, January 29, 2011. During this meeting, the Council will engage in a public discussion of all of the input it has received in setting major City goals for the next two years. If you have any questions about the City's goal- setting and budget process, please contact Mary Bradley, Interim Director of Finance & Information Technology, at 781 -7125 or mbradley @slocity.org. goThe 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. 3 I What are the most important needs of the City over the next two years? What should be the City's most important, highest priority goals to achieve during 2011 -13? 111 M [31 0 In what ways should the City reduce /eliminate costs or increase revenues to fund your top priorities? D] [31 0 N Fold and Tape Here for Marling NO POSTAGE NECESSARY IF MAILED IN THE BUSINESS REPLY MAIL UNITED STATES FIRST -CLASS MAIL PERMIT NO. 369 SAN LUIS OBISPO, CA POSTAGE WILL BE PAID BY ADDRESSEE CITY MANAGER CITY OF SAN LUIS OBISPO 990 PALM ST SAN LUIS OBISPO CA 93401 -9938 %1. 'i Of a •c PO September 7, 2010 TO: All Council Advisory Body Members FROM: Katie Lichtig, City Manager Mary Bradley, Director of Finance & Information Technology SUBJECT: 2011 -13 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 2011 -13. 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 2011 -13 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 2009 -11 as well as a summary of the key fiscal issues facing the City. 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. 2011 -13 Financial Plan: Council Advisory Body Role Importance of Goal - Setting in Good Times and Bad Paae 2 We will go into 2011 -13 Financial Plan with mixed fiscal signals at best. On one hand, we are fortunate to have the added resources from Measure Y, the Y2 -cent sales tax measure approved by voters in November 2006, which generates about $5.5 million annually in General Fund revenues. On the other hand, we are facing significant fiscal challenges from the downward trends in key revenues like sales, property and transient occupancy taxes and increased costs due to Ca1PERS obligations. The depth of these challenges will become clearer over the next several months and will impact the City's budget plan. However, regardless of the specific fiscal circumstances, we still need an effective process for setting goals for the most important, highest priority things for the City 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 comnnunity a good place to Iive, 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 I t to vary depending upon the fiscal circumstances. However, the need to raise these questions — and to use a process where the coniinunity 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, 2010. All advisory bodies will receive a consolidated listing of all recommended advisory body goals by November 17, 2010. 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 27, 2010. The Council will receive the final report with all advisory body recommendations before they begin the goal- setting process in January 2011. 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 Debbie Malicoat at 781.7128 or email her at dmalicoat asloc t3 . if you have any questions concerning the 2011- 13 Financial Plan process and your important role in it. ATTACHMENTS • Advisory Bodies, Goal- Setting and the Budget Process • Summary of the City's Goal- Setting and Budget Process • Budget -in- Brief 3'� ED Luis PURPOSE OF THE CITY'S BUDGET The City has adopted a number of long term goals and plans — General Plan, Water and Sewer Master Plans, Source Reduction, Recycling & Hazardous Materials Plans, Pavement Management Plan, Short Range Transit Plan, Downtown Access and Parking Plan, Waterways Management Plan, Neighborhood Traffic Management Program, Bicycle Plan, Public Art Policy, Conceptual Physical Plan for the City's Center and Facilities Master Plan. The Financial Plan is the key tool for programming implementation of these goals, plans and policies by allocating the resources necessary to do so. This requires a budget process that: • Clearly sets major City goals and other important objectives. • Establishes reasonable timeframes and organizational responsibility for achieving them. • Allocates resources for programs and projects. FINANCIAL PLAN FEATURES • Goal- Driven • Policy -Based • Multi -Year • Highly- Automated, Rigorous, Technically Sound COUNCIL GOAL- SETTING First Step in the Budget Process. 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. FIVE -STEP PROCESS FOR 2011 -13 0 Updated Five Year Fiscal Forecast: October 19, 2010. Review the results of the General Fund five year fiscal forecast. © Budget Foundation: December 14, 2010. Review the status of the General Plan programs, current Major City Goals, long -term Capital Improvement Plan, any emerging service level concerns and the City's general fiscal condition and outlook. Finalize plans for the goal- setting process, review fiscal policies, present audited financial results for 2009 -10. © Community Forum: January 11, 2011. Consider candidate goals from Council advisory bodies, community groups and interested individuals. O Council Goal- Setting Workshop: January 29, 2011. Discuss candidate goals presented at January workshop; discuss Council member goals; and prioritize and set major City goals for 2011 -13. © Major City Goal Work Programs: April 12, 2011. Conceptually approve detailed work programs for major City goals and set strategic budget direction for 2011 -13. ADVISORY BODY ROLE By providing the Council with their goal recommendations, advisory bodies play a very important part in this process. Council goals, by their nature, tend to be broader in scope than those 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. Council advisory bodies will receive a consolidated listing of all recommended advisory body goals by November 17, 2010. 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. The Council will receive the final report with all advisory body recommendations before they begin the goal- setting process in January 2011. 3S