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01-10-2017 Joint City Council and Citizens' Revenue Enhancement Oversight Commission (REOC) Special Meeting Agenda Packet - Community Forum
2017-19 Financial Plan GOAL-SETTING AGENDA PACKET January 10, 2017 Community Forum January 28, 2017 Goal-Setting Workshop Packet Pg. 1 2017-19 Financial Plan COMMUNITY FORUM & GOAL-SETTING AGENDA PACKET January 10 and January 28, 2017 TABLE OF CONTENTS AGENDAS 1. Workshop Agendas January 10: Community Forum January 28: Council Goal-Setting Workshop RECOMMENDED CITY GOALS 2. Council Advisory Bodies Introduction Architectural Review Commission Bicycle Advisory Committee Cultural Heritage Committee Human Relations Commission Jack House Committee Mass Transportation Committee Parks and Recreation Commission Planning Commission Promotional Coordinating Committee Tourism Business Improvement District Board Tree Committee 3. Community Priorities Survey Responses received after December 15 will be distributed on January 20 4. Community Groups/Others Items received after December 15 will be distributed on January 20 Notice to Community Groups and Interested Individuals 5. Results from Community Forum To be distributed on January 13 (Online Dot Voting Results to be distributed January 20) 6. Council Member Goals Candidate Goal Submittal Form Other Program and Service Changes Submittal Form Consolidated Goals to be distributed on January 25 BACKGROUND MATERIALS 7. Budget Foundation for 2017-19 December 13, 2016 Council Agenda Report Goal-Setting Process for 2017-19 including the following attachments: Community Priorities Survey Notice to Community Groups Outline for Community Forum Sample Form for Council Goals Outline for Council Goal-Setting Workshop Guidelines for Council Members During Goal-Setting Process Criteria for Major City Goals SLO City Budget Organization Budget and Fiscal Policies 2017-19 8. Status Reports from November 15, 2016 Workshop 1. Status of 2015-17 Goals and Objectives Introduction Major City Goals Other Important Council Objectives Status of Major CIP Projects 2. Status of Current CIP Projects Introduction Status Report: Major City Goals and Other Important Objectives CIP Projects Status Report: All CIP Projects 3. Status of General Plan Implementation Programs Introduction Status by Element Status by Area Plan 4. Long-Term Capital Improvement Plan (CIP) Overview Annual Maintenance Needs Cost Summary by Function 9. Economic Outlook: December 13, 2016 General Fund Economic Outlook: 2017-2022 10. Local Revenue Measure 2015-16 Local Revenue Measure Year-end Expenditures 11. Notes and Other Materials Packet Pg. 2 ATTACHMENT 3 Community Forum 6:30 PM to 9:30 PM, Tuesday, January 10, 2017 Ludwick Community Center 6:30 Welcome Mayor 6:35 Process, Current Goals, Local Sales Tax Priorities and Fiscal Outlook City Manager/ Finance Director 6:50 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 “post-its” to note any suggestions or concerns about the ideas. 9:00 Closing remarks Mayor 9:15 Participants Vote on Top Priorities with Dots (no more than 1 green and yellow dot per item) 9:30 Adjourn Preparation Prepare handouts on budget process; current goals & objectives and local revenue measure priorities; and Community Priorities Survey results. Set up the room with posting area for each of the budget categories. Provide participants with half-page post-its. After receiving public comments, provide the following adhesive dots per attendee: 5 yellow for top Local Sales Tax priorities and 5 green for overall goal priorities. Packet Pg. 3 Community Forum Procedures Facilitator’s Role 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 support for the same position with a show of hands. Documenting Testimony Each speaker will be invited to address the “what, why, and how” of his/her suggested goal. The Department Head responsible for the related budget function (i.e., Community Safety, Culture & Recreation, Infrastructure & Transportation, Community & Neighborhood Livability, Environmental Health & Open Space, Fiscal Health & Governance) 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 functional areas on the walls. Additional Comments Participants will also receive half-page “post-it” notes for audience members to offer written comments such as resource suggestions or concerns to be posted next to goals. Voting with Dots 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 comment period, each attendee will receive adhesive dots to apply to the posted items: six green for overall goal priorities and six orange dots for top local sales tax priorities will be provided to each participant. When using the dots, the same goal could receive both a green and orange dot. That decision is within the control of community member participating in the process. Participants will be advised to avoid assigning more than one green and one orange dot to any one goal. However, because this is an informal way to gather input for the Council to be considered for the coming two year-cycle there will be no monitors or ways to prohibit participants from applying as many dots to any item as they wish. City staff will summarize the results of the forum and distribute them to the Council on January 13, 2017, to assist the Council in completing its “homework” and in preparation for the Goal-Setting Workshop. Videotaping It is also planned for the Community Forum to be videotaped so there will be a historical record other than the flip charts and individual recollections. This will be done in a way that will be low key (one camera, no lights) so the quality may not replicate a regular council meeting. Should the Council object to this effort, concern should be expressed at the December 13th Council meeting. Packet Pg. 4 ATTACHMENT 5 Council Goal-Setting Workshop 8:30 AM to 4:30 PM Saturday, January 28, 2017 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 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. Packet Pg. 5 2017-19 Financial Plan Council Advisory Body RECOMMENDED GOALS December 22, 2016 Packet Pg. 6 INTRODUCTION - 2 - COUNCIL ADVISORY BODY RECOMMENDED GOALS TABLE OF CONTENTS Introduction 3 Council Advisory Body Recommended Goals Architectural Review Commission 4 Bicycle Advisory Committee 6 Cultural Heritage Committee 9 Human Relations Commission 11 Jack House Committee 12 Mass Transportation Committee 13 Parks and Recreation Commission 14 Planning Commission 15 Promotional Coordinating Committee 16 Tourism Business Improvement District Board 17 Tree Committee 18 The following Advisory Bodies did not provide a goal listing: Housing Authority Joint Recreational Use Committee Packet Pg. 7 INTRODUCTION - 3 - This document summarizes advisory body recommendations to the City Council for consideration during the 2017-19 Financial Plan period. The goals are listed by advisory body in alphabetical order. BACKGROUND Community input is imperative to the City’s budget process. As part of its extensive outreach effort, the City Council asks its appointed advisory bodies to provide input as to the most important projects and tasks the City should pursue during the next two-year financial plan period. Each advisory body first provides a list of goals independently and is then provided with a summary of all advisory body goals submitted. This process allows each advisory body to consider what the other bodies deem important objectives to be accomplished over the next two years. REVIEW PROCESS Advisory bodies provided the initial listing of goals after their September-November 2016 meetings. A consolidated listing of all draft recommended goals was sent back to advisory bodies on November 15, 2016 for their review. The final recommendations from each advisory body are provided in alphabetical order in this report. GOAL SUMMARY Several of the goals listed appeared on more than one advisory body submittal and are listed below: Transit & Active Transportation o Architectural Review Commission o Bicycle Advisory Committee o Mass Transportation Committee o Planning Commission o Promotional Coordinating Committee o Tourism Business Improvement District Board Homeless Issues & Housing o Human Relations Commission o Planning Commission o Promotional Coordinating Committee Community Design & Beautification o Architectural Review Commission o Planning Commission o Promotional Coordinating Committee o Tourism Business Improvement District Board Packet Pg. 8 ARCHITECTURAL REVIEW COMMISSION - 4 - The Architectural Review Commission (ARC) requests Council consideration of the following budget goals. Recommended Goals Goal Details Candidate Funding 1. Alternative Transportation Incentives Encourage expansion of the transit system by expanding routes, providing free WIFI on buses and at stops, developing a rent-a-bike program, and exploring public/private partnerships. Use in-lieu parking fees and other transportation revenue sources to implement continuous bicycle path linkages throughout the city. 2. Community Design Guidelines Update Prepare a comprehensive update to the document including, but not limited to the following: a. Develop criteria for compatible development in historic zones. b. Update CDG for neighborhood compatibility to address transitions between neighborhood commercial development and adjacent residential neighborhoods (LUCE §3.5.7.9). c. Include more images and reference photos to highlight guideline language. d. Review existing visual resource inventory and provide recommendations for additional database improvements. Update the City’s GIS system by including 3D data for buildings by starting in the downtown and moving outward from there. Provide guidelines for use of data base in the analysis of projects as well as additional guidance for the protection of views and vistas (LUCE §15.1.2). e. Strengthen and more clearly define guidelines for storefronts and windows in commercial areas to maintain transparency and prevent the installation of opaque film and interior signs and displays that obstruct views into stores. 3. Recycled Water Prioritize recycled water (“purple pipe”) by using it at all City Public facilities for landscaping purposes and expanding the system so private development can tie into the system. Packet Pg. 9 BICYCLE ADVISORY COMMITTEE - 5 - On September 15, 2016 the Bicycle Advisory Committee drafted its recommended FY 2017-19 goals for Council consideration. The following table presents the Committee’s draft goals which are aligned with current City Goals. The projects are ranked in order of importance from most to least desirable to fund. Recommended Goals Goal Details Candidate Funding Project 1: Railroad Safety Trail- Design and construct: 1) Pepper to the train station 2) Jennifer St. bridge to Iris (connecting to French Hospital Trail) 3) Class I connection from RRST to Sacramento This goal provides a huge safety enhancement for a large volume of bicyclists, a safe bike route to the University, schools, & parks: implements General Plan goals to increase bicycle use and supports Grand Jury recommendations to close gaps. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 2: Bob Jones Trail Design and construct: 4) Bike path extension from LOVR to the Octagon Barn 5) Grade separated crossing of LOVR at Highway 101 6) Prefumo Creek bike path from Target to Calle Joaquin. The City-to-Sea trail continues to be a high priority for residents. Additionally, SLO County is moving forward with its section of the trail which will increase the desire for the crossing. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 3: Misc. Bicycle Facility Improvements Provide $100,000 in annual funding for misc. projects such as safe routes to school, signing & striping projects ideally incorporated into other construction projects. Completing these projects as part of other construction projects results in substantial cost savings. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project4 : Pacheco and Bishop Peak-Safe Routes to School Design and construct Enhanced bicycle/pedestrian crossing of Foothill Blvd at Ferrini This project has been requested by neighborhood families that have difficulty crossing Foothill as they walk and bicycle their kids to school. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 5: Pacheco and Bishop Peak-Safe Routes to School Design and construct enhance bicycle/pedestrian crossing of Foothill Blvd at Patricia and La Entrada This project has been requested by neighborhood families that have difficulty crossing Foothill as they walk and bicycle their kids to school. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Packet Pg. 10 BICYCLE ADVISORY COMMITTEE - 6 - Recommended Goals Goal Details Candidate Funding Project 6: Oceanaire Connection to Madonna Inn- Design and construct a two-way bike path on NW side of Madonna Road from the Madonna Inn to Oceanaire Drive This project will improve bicycle access to Laguna Middle School. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 7: N Broad to Madonna Bike Path Class I connection This goal is to provide an off street option for bicycle access from the N Broad neighborhood to Laguna Middle School. The goal will work in conjunction with the Oceanaire Connection to Madonna Inn. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 8: Prado Road Class I- Design and construct a Class I bikeway from the current terminus of Prado Road to Broad Street. Constructing this bikeway connection ahead of development will provide an important east/west bikeway connection and alternative to Tank Farm Road during the Chevron remediation efforts. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 9: Sinsheimer Park Pathway- Construct a paved path through Sinsheimer Park from Helena Street to the Railroad Safety Trail This project has been requested by residents from throughout the community. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 10: Penny Lane Bridge- Design and construct a bicycle/pedestrian bridge over the railroad tracks at Penny Lane This bridge will provide a connection from downtown to the Johnson Avenue and Ella Street neighborhoods via the bicycle facilities recently constructed at French Hospital. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 11: Islay Bicycle Boulevard- Design and construct the City’s third bicycle boulevard. Bicycle boulevards are facilities that bicyclists of all abilities feel comfortable using and therefore increase ridership. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Project 12: Broad St. Class I- Design and construct a Class I bikeway from Damon Garcia sports fields to Rockview Place In conjunction with the Prado Road Class I bikeway, this segment provides an alternative route to the busy Broad Street corridor. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Packet Pg. 11 BICYCLE ADVISORY COMMITTEE - 7 - Recommended Goals Goal Details Candidate Funding Project 13: US 101 Crossing Improvements- Improve bikeway crossings of US 101 between Marsh and Madonna The intent of this goal is to improve east-west connectivity of communities west of the US 101 to the east side of the freeway. State funds, Federal funds, General Fund, City debt financing, Fundraising efforts, Measure G Program: Bicycle Safety Education: Maintain $7,500 in annual funding Educating the public on cycling awareness and safety reduces collisions. Goal supports Grand Jury goal of promoting safe cycling. State and Federal grants, Transportation Development Act funds, General Fund, Measure G Program: Ped/Bikeway Maintenance: Maintain $60,000 annually for bicycle and pedestrian facilities Performing pavement maintenance and weed control on pedestrian and bicycle paths will increase the life of these facilities and reduce the risk of accidents. State and Federal grants, Transportation Development Act funds, General Fund, Measure G Staff: Active Transportation Manager: Maintain position. The Active Transportation Manager implements the Bicycle Transportation Plan policies and programs, prepares grant applications, and helps manage capital projects. General Fund, Measure G Packet Pg. 12 CULTURAL HERITAGE COMMITTEE - 8 - Cultural Heritage Committee Goals FY 2017-2019 The Cultural Heritage Committee requests the City Council consider the following goals: Historic Preservation and Economic Development Recent statistical research shows that urban neighborhoods comprising smaller buildings of diverse age provide • greater density of population, businesses, and creative economy jobs per commercial square foot • a significantly higher proportion of new, local, and women- and minority-owned businesses • a lower median age and greater diversity of age and race • more nightlife, walkability, and transit friendliness.1 The Cultural Heritage Committee recommends city government invest in the following projects to harness our Historic Preservation Program in support of sustainable economic development: Recommended Goals Goal Details Candidate Funding Update Inventory 1. Update the 35-year- old Historic Resource Inventory The California Office of Historic Preservation recommends updating historic resource inventories every five years. San Luis Obispo has not done a global revision in thirty-five years, making development decisions difficult and unpredictable. The CLG grant-funded City of San Luis Obispo Citywide Historic Context Statement of 2014 logically leads to a historic resource survey. CLG grant-fund Financial Plan 2. Develop a self- funding program for City-owned historic sites and buildings. These range from the National Register Carnegie Library and Jack House and Garden to City Hall and numerous adobes. Self-funded program Historic Districts 3. Re-evaluate new and existing historic district boundaries. New districts may include a West End Historic District encompassing the area of Higuera and Marsh Streets southwest of the Downtown Historic District and an Anholm Addition Historic District surrounding Broad Street north of US Route 101. 1 Preservation Green Lab, Impresa, Basemap, Gehl Studio, State of Place, Older, Smaller, Better: Measuring How the Character of Buildings and Blocks Influences Urban Vitality, National Trust for Historic Preservation, 2014. Packet Pg. 13 HUMAN RELATIONS COMMISSION - 9 - The Human Relations Commission (HRC) requests the City Council consider the following goals for the 2017-2019 Financial Plan: Recommended Goals Goal Details Candidate Funding 1. Housing Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing options; promote creative land use and density opportunities, and modify City fees and processes to increase housing production. Tasks and funding priorities should focus on: a. Explore ways to increase the affordable, alternative, and transitional housing inventory, b. Increase both rental and ownership opportunities within the City’s housing stock, c. Promote smaller, efficiency units and adjust development fees accordingly, d. Work with Cal Poly to increase housing on campus to reduce rental burdens in the City, e. Update zoning regulations to support housing using creative solutions and greater densities where appropriate, f. Evaluate current entitlement processes to be sure they do not deter new housing development (i.e. expedite the development review entitlement process), g. Review the City’s high occupancy regulations to accommodate shared housing options in underutilized housing stock, h. CDBG funding should continue to be prioritized for the production and rehabilitation of affordable housing units. CDBG funding 2. Homeless Prevention Continue to support a long-term, proactive, sustainable program that addresses homelessness and focuses on transitioning children, families, and individuals out of homelessness into permanent housing. Tasks and funding priorities should focus on: a. Prevention of homelessness primarily with the most vulnerable populations, b. Increase support and awareness for mental and physical health and wellness, c. Continue to work with the County and other local municipalities in implementing the San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness, d. Continue support of 40 Prado and implement the Good Neighbor Plan to require case management enrollment, e. Balance needs of the homeless population and neighborhood wellness (i.e. expanded safe parking program, transitional programs, meals, etc.), f. Explore ways to increase transitional and supportive housing using creative financing and partnerships, g. Increase the HRC Grants in Aid Budget and General Fund support to allow greater financial assistance to non-profits in the community who serve those less fortunate. HRC Grants in Aid Budget and General Fund support Packet Pg. 14 JACK HOUSE COMMITTEE - 10 - Goals for the 2017-19 Financial Plan: Recommended Goals Goal Details 1. Historic Preservation Provide for the historic preservation and public enjoyment of the Jack House and Garden through strategic planning efforts including: a. A Historic Structure Report (HSR) to give the City guidance in the treatment of this National Register property in accordance with Secretary of Interior Standards. An HSR serves as the primary planning document used in decision- making about preservation, rehabilitation, restoration, and reconstruction treatments and as a guide for budgeting future work. b. A Strategic Plan to develop an effective balance between public use and preservation of the botanical, structural, and interior collections over time. c. A Long Range Interpretive Plan (LRIP) to enhance the education and understanding of visitors to the house and garden. d. A strategic cost-benefit analysis of maintenance, rehabilitation, and use for city-owned historic buildings as proposed in the Cultural Heritage Committee’s 2017-19 Advisory Body Goals. 2. Improvements to Non-Historic Structures Commit funding for improvements to the non-historic structures, including storage, in the Jack Garden including: a. Carriage House Pergola Restoration or Demolition b. Storage 3. Restoration of Carriage House Fund restoration of the Jack Carriage House, one of the three oldest wood structures in the City, to Secretary of Interior Standards in order to qualify it for nomination to the National Register of Historic Places and make it accessible and educational to the public in a variety of uses. 4. Inventory Collections Fund inventory and digital cataloging of the botanical, structural, and interior collections of the Jack House and Garden to ensure against loss and make the information available to scholars and the public, in accordance with the original grant deed and Parks and Recreation's mission of creating community through people, parks, and programs. Packet Pg. 15 MASS TRANSIT ADVISORY COMMITTEE - 11 - The Mass Transit Advisory Committee has requested that Transit Staff submit the following Major City Goals on their behalf: Recommended Goals Goal Details Candidate Funding 1. Advancements in Transit Technology Acquire advancements in technological transit equipment, such as, electric vehicles, smart bus stops, operational management software (e.g. automatic vehicle location system) and in the form of public amenities (e.g. Wi-Fi, smart phone app, etc.). 2. Fund Transit Center Dedicate funds for a Multi-Modal Transportation (Transit) Center for both local and regional transit services. 3. Generate Local Transit Funds Financially support public transit by introducing a Transit Impact Fee for all new developments and seek other locally generated funding sources (e.g. self-help measure) Introduce a Transit Impact fee 4. Multi-Modal Coordination & Integration Solve first mile and last mile travel by coordinating and integrating with other transportation providers (e.g. private companies) and mode planning agencies (e.g. safe routes to school, cycling, pedestrian, etc.) 5. Transit Staff Support the addition of one additional full-time staffing position in order to help advance and administer transit related interests. Packet Pg. 16 PARKS AND RECREATION COMMISSION - 12 - Parks and Recreation Commissions Proposed Advisory Body Goals for Council’s consideration in developing the 2017-19 Financial Plan. Recommended Goals 1. Fund an update of the Parks and Recreation Element. 2. Increase the number of City parks and facilities and maximize the uses of existing parks. a. Build Lighted Tennis Courts at Sinsheimer Park b. Build Dedicated Pickleball Courts c. Build One Fenced Dog Park and Identify Future Sites d. Identify and a Plan North Broad Street Park 3. Provide funding for the development of a Master Plan for sustainable landscape in all City parks and at the Laguna Lake Golf Course. Packet Pg. 17 PLANNING COMMISSION - 13 - The Planning Commission discussed budget goals and recommended priorities to the City Council for consideration in the 2017-19 Financial Plan. Below is their list of recommended budget goals. Recommended Goals Goal Details 1. Housing: Increase Affordable and Workforce Housing; Address Homelessness Emphasize affordable housing programs, encourage a non-traditional housing mix which facilitates development of workforce housing cost control through the use of, for example, Development Agreements, accessory and junior accessory dwelling units, and identify non- traditional partnerships for financing workforce housing and homeless shelters. 2. Land Use: Focus on LUCE Identified Special Focus Areas and Specific Plan Areas Implement the Land Use Element by conducting an update of the Zoning Regulations with priority given to LUCE-identified Special Focus Areas 1-15 (Land Use Element page 183) and Specific Plan Areas. Implement the Downtown Concept Plan and Mission Plaza Master Plan. 3. Energy Efficiency in City Built Environment: Implement the Climate Action Plan with emphasis on improving residential energy efficiency in existing, older housing stock and sustainability by incentivizing solar, alternative fuels, and other energy sources into the City’s built environment. 4. Infill Development and Multi-Modal Circulation: Implement the Circulation Element and the City’s Multi-Modal objectives with emphasis on in-fill development and non-automobile alternatives by rebalancing, innovation, pricing, guidance, and parking structures. Support non-auto related transportation alternatives in plan and project approvals and program implementation. Packet Pg. 18 PROMOTIONAL COORDINATING COMMITTEE - 14 - Consistent with its assigned role, the adopted goals concentrate on improvements and enhancements that would make the City of San Luis Obispo an even better place to reside and visit. The PCC did not weigh the goals since the members felt that they were equally important. Recommended Goals Goal Details Candidate Funding City Beautification Beautification of the City and opportunities to incorporate art into public spaces. Support the enforcement of City policies affecting the look of the City and the gateways. Pedestrian & Bike Friendly Community Increase the efforts to make SLO more pedestrian and bike friendly by enhancing the local infrastructure and signage, and increase the awareness of their availability. Natural Spaces Enhancement & Awareness Enhance awareness and availability of the natural spaces in and around town to residents and visitors. Support the effort of the Tree Committee and the enhancement of the Urban Forest. High Quality of Life As a City embrace and facilitate ways to enhance the quality of life for residents and visitors. o Find ways to make the event/activity processes easy, cost effective, and user friendly. o Support collaboration with local cultural, recreational and competitive sports events to drive visitors to San Luis Obispo. o Recognize and support the individual contributions of the PCC and TBID in our efforts to collaborate. o Increased GIA funding to support nonprofits. Increase GIA funding Mission Plaza Implementation of the Mission Plaza Concept Plan. Wayfinding Program Finish the build-out of the directional wayfinding program. Homeless Population Address the issues relative to the transient and homeless populations throughout the City. Economic Development Strategic Plan Support the update of the Economic Development Strategic Plan to address the quality of life. Packet Pg. 19 TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD - 15 - Proposed Major City Goals for 2017-19 The Tourism Business Improvement District (TBID) board recommended the goals for consideration in the 2017-19 work program to improve the visitor experience in San Luis Obispo. The TBID board did not weigh its goals, keeping them all equally important. Recommended Goals Goal Details Tourism Integration Recognize tourism as an integral aspect of the City’s economic development efforts and support the tourism promotion activities of the TBID and PCC. Open Space Recognize the importance of Open Space in the City’s tourism marketing efforts. Evaluate barriers between resident and visitor use. Compliance Prioritize the enforcement to gain compliance of properties with the City’s Homestay Ordinance with the goal for 100% compliance with Homestay policy within the City. Airport Support the San Luis Obispo Airport in its efforts to keep and expand airline service and assist with marketing efforts to bring visitors to San Luis Obispo by plane. Promotional Coordinating Committee Increase funding for the Promotional Coordinating Committee in its efforts to promote cultural, recreational, and social events that bring and keep tourists in San Luis Obispo. Consider establishing a correlation between PCC funding and TOT collection. Beautification Beautification of City Gateways and the City’s downtown core and continue the implementation of the wayfinding sign program. Security Enhance security relative to transient populations throughout the City so residents and tourists can feel safe while enjoying activities in San Luis Obispo. Pedestrian & Bike Friendly Community Increase emphasis on making the City more bike and pedestrian friendly and completion of the Bob Jones bike path as a connection between San Luis Obispo and the beach. Diablo Canyon Closure Strategize and mitigate the revenue impact from the closure of the Diablo Canyon Power Plant on the tourism industry in the City. Packet Pg. 20 TREE COMMITTEE - 16 - Recommended Goals Goal Details 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 under our jurisdiction within the city are cared for in a manner that adds value to the city and reduces risk. San Luis Obispo has been a Tree City USA, for 31 consecutive years now since 1983. How? 1. Increase staffing by adding a fourth full time position to the Tree Crew. Three people is the industry standard size crew for most efficient tree trimming. The division needs a fourth full time small tree care specialists to maintain the Commemorative Grove and the numerous replacements and newly planted trees. A full time position was approved two budget cycles ago for that task; however the division had to give up a Management position and two Part Time field employees in exchange for one position. 2. Increase the budget $ 20,000 for Contract Services from $40,000 to the historical amount of $60.000 before cuts over the last 10 years decreased this critical element of maintaining the Urban Forest and contract dollars do not go as far as they once did. 3. Increase budget for one year to purchase a stump grinder for Tree Crew for $30,000.00. 4. Increase overall budget by $10,000.00 a year to keep up with necessary tools, training, education and operating expenses. 5. Approve the proposed Urban Forest Capital Improvement Project requests in order to catch up from years of declining rotation time and drought related issues and to reduce increasing liabilities and claims. 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 20,000 street and park trees under our direct jurisdiction that are cared for by the Urban Forestry Crew, as well as assisting with Creek and Open Space issues. Many cities with a similar number of trees under their care have much larger budgets and personnel for the Urban Forest. Packet Pg. 21 RESULTS OF 2017-2019 FINANCIAL PLAN COMMUNITY PRIORITIES SURVEY BACKGROUND Citizen feedback and input is a cornerstone of the City’s budget process and an integral part of the decision making on Major City Goals. In addition to encouraging participation in the budget workshops, the community survey asks the City’s residents to share their priorities for the City to accomplish over the next two years. Additionally, it asks for feedback on possible program and service adjustment in order to accomplish the goals. SURVEY DISTRIBUTION In order to reach as many residents as possible, the City utilizes several outreach methods including: • Utility invoice inserts • City website (Open City Hall) • City public counters • Press releases/newspaper ads • Social media/videos • Outreach to 200 community groups and partners SURVEY PARTICIPATION A total of 760 online and hard copy survey responses were received by December 15, 2016. It is worth noting that this reflects a 62% increase in participation compared to the same survey conducted two years ago, when 470 responses were received over the same time period. This increase is primarily attributable to increased outreach efforts and use of the Open City Hall, where survey responses were able to be submitted online. Of the 760 responses received, 382 were submitted via mail and 378 were submitted online. This volume of responses is also notable since the survey is an “open-ended” template which requires thought and effort on the part of respondents. Surveys will continue to be tabulated and the Council will receive an updated summary of results in advance of the January 28, 2017 Goal-Setting Workshop. SURVEY RESULTS It is important to point out that this is not a “scientific survey” and as such caution should be used when interpreting the results. Nonetheless, this has been the historic practice and 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 wishes, views, and concerns of the community. Since these are “open-ended” responses, it is not possible to provide a simple, analytical summary of the results. Where possible, responses were grouped into themes. The following charts summarize the top themes for each question. These themes help to identify areas for further consideration and discussion. Additional analysis is available on Open City Hall (www.slocity.org/opencityhall) and all survey responses are included in this report. How Does this Compare with Other Surveys? Two Years Ago. The same survey on priorities was conducted two years ago as part of the 2015-17 Financial Plan. The results are similar, but several new themes emerged such as open space, housing, limiting growth and development, water, safety and increased engagement. Packet Pg. 22 RESULTS OF COMMUNITY PRIORITIES SURVEY Packet Pg. 23 What should be the City's most important, highest priority goals during 2017-2019? Responses are reproduced verbatim (exception: redacted a street address on one response). Individual surveys are denoted by alternating shading. Where a response is shown more than once, it was received in duplicate. Park for North Broad Street area Guarantee that our City has enough water for the future for current residents Order a comprehensive EIR for Prado Road from Madonna to Broad Street...It is being "piece mealed" or "illegally segmented." Class 1 bike lane for Foothill all the way to LOVR Protect the viability of the airport A park in the northern portion of SLO as per the general plan (it,s been slated since the 1070's). Preservation of trees in SLO. Too many are being cut down. Preservation of wildlife corridors. Obtain open space on San Luis Mtn. Increase ratio of owner occupied residence to rentals owned by those fleeing our city Work with Cal poly to build student housing and require more students to live on campus Prioritize neighborhood wellness. Inforce bicycling rules of the road for their safety and drivers Make Laguna Lake a treasure to our community and those that play here by dredging and maintaining it. Affordable Housing for Seniors long term Stop increasing enrollment for Cal Poly Students without having adequate dorms Stop pushing families out because of the investors and unaffordable housing. Initiate an ordinance amendment based on projected growth and water use and capacity to build-out, to restrict new development to preserve our water supply. Initate a Zoning Ordinance revision to lower downtown height limits to the previous ordinance limit of 50 feet, with qualified exceptions to 60 feet. Initiate a Zoning Ordinance revision to include a "public necessity and convenience" clause per ABC, and to limit bars and restaurants with bars to no more than one or two bars/restaurants/clubs on any block face. Initiate a Zoning Ordinance amendment to adopt and incorporate the Community Design Guidelines as standards, as done so well by the County. Increase the number and frequency of traffic speed and safety patrols proportional with the increases in traffic on Broad/Edna, Tank Farm and Higuera/S. Higuera. Housing Transportation improvements to support necessary housing Preserving open space Water Low income housing Housing homeless Packet Pg. 24 Diversity in the community Youth programs- after school care Open space Climate change Housing Eliminate silly/ridiculous no fast-food drive thru policy Consider moving annual x-mas parade from Friday night to Sat night. (many people are still working & cannot attend on weekday). Stop catering to High-class winos! Quit promoting, sanctioning, and accommodating events that encourage social drinking i.e.wine tasting events, the selling of alcohol during summer music concerts at the plaza, etc. ( a residentially challenged person would be arrested or receive an open container citation in public, so stop the hypocrisy!) Getting rid of the rental inspections program. The focus should be on complaints about bad landlords, not unfair fees to most landlords who are fair & caring about their tenants & take care of their rentals. No more large construction projects- Where is the water coming from? Housing integrated w/in existing city limits Open space preservation & maintenance Bicycle trials (separate from walkways) connecting to other SLO communitites Fiscal Long term commitment to water conservation not only when drought exists. Waste water retreat. Upgrades imperative to re-use recycle of resources for alternative to pumping aquifers dry or relying on state water project Open Space neighborhood calming traffic calming Deciding NO on Oil Trains.Set a Example and move away from fossil fuels..especially production,and transportation thru Our county Affordable housing Maintaining Clean environment,and open space for residents and tourist to enjoy, beaches,downtown,and keep it Bike friendly No Quarry ever,THRU Santa Margarita Open Space Bike & pedestrian infrastructure Interconnection of walking and bike paths (missing connections in southern part of twin near new development off of Tank Farm) Upgrading infrastructure downtown (Mission, add lights, add interesting features to alleys to make it safer) Urban infill projects to better use the land that is already disturbed Acquiring additional open space around city Public safety Open Space Preservation and trail maintenance, allow night time recreation Multi-Modal Transportation, encourage bike trips, more bike racks Safe bike routes Sustainable multi-modal development Promote city to citizen communication bike paths, homeless issues Packet Pg. 25 Bike safety & pedestrian safety routes Open space Workforce housing Water Reducing petty crime build or extend Class A bike trails preserve open space improve the intersection at Chorro and Foothill Streets landscape in front of the neighborhood on Los Osos Valley Road, across from Old Navy so the houses are obscured and noise is reduced (I do not live there) Affordable Housing Expanding the economy in preparation for Diablo closing Continue implementing multimodal transportation improvements, such as: completing the RR Safety Trail Taft to Pepper, Safe Routes to School Improvements for Bishops Peak/Pacheco Elementary and Broad St Bike Boulevard. Fund more bike trails and build protected bike lanes. Work on improving the jobs/housing imbalance by building more housing of all types. Prioritize infill, mixed use, workforce housing and concentrate new homes where residents can use alternative transportation. Leverage Cal Poly to build fair share of new housing on campus. Promote diversity of downtown businesses -- retain spaces targeted for small, local, eclectic businesses. Open space, dog friendly - off leash trails Pismo Preserve Adding hiking trails Adding bike lanes Regular trash pick-up at Pirate's Cove Bicycle infrastructure Open space acquisition and maintenance Saving Laguna Lake Avoid over development and the congestion and big city experience that comes with it. Improving and adding to roads and streets to make them safe for all users Finishing the Bicycle Safety Trail to Cal Poly and extend it to Tank Farm Feasibility study for a Madonna Road protected bikeway and improvements to the bikeway crossing of Highway 101 between Marsh Street and Madonna bike path. Design and construct Safe Routes to School to Pacheco and Bishop Peak elementary schools Acquisition of open space Work to Protect and Presrve the City Open Space Areas. Complete the Railroad Bike Path from Bullock Lane to Tank Farm Road Increase the police and fire protection for City residents more open space more bike lanes fix the traffic mess at Hwy 227 and Buckley. more downtown parking, before they build more new buildings and hotels. Packet Pg. 26 Complete the next segment of the Railroad Safety Trail Complete the Bob Jones Trail Design and construct Safe Routes to School to Pacheco and Bishop Peak elementary schools Feasibility study for a Madonna Road protected bikeway and improvements to the bikeway crossing of Highway 101 between Marsh Street and Madonna bike path Continuing to expand open space acquisition and developing trails Building more mountain bike specific trails and incorporating difficult, technical features into those trails Adding Ranger staff specifically focused on the above goals Continuing to grow in an intelligent way to reduce traffic and congestion Getting rid of the Rental inspection program Programs for mentally ill/addicted homeless people Continued gradual expansion of open space and trails Catchup on future debt obligations (pensions, etc.) Homelessness issues Preserving and protecting historic resources Open space protection and expansion Dedicated bike/pedestrian paths Create a prevention program to mitigate the out-of-control behavior of transients in downtown, including aggressive panhandling, drunkenness, disrupting community functions, loitering and vandalizing, jumping into traffic, intimidating passersby to name a few behaviors. Downtown often feels unsafe. Police logs report a significant number of responses to handle recurring problems probably with a limited number of individuals. Rectify downtown parking shortage, especially as it relates to seniors and people with disabilities. Not everyone can walk or bike downtown and launching into major construction projects that take away disabled parking and easy access to downtown is unconscionable. Either demonstrate that local, unique businesses continue to make up a significant portion of the retail mix downtown and/or develop a plan to balance national retail stores with local businesses. The perception is that we are becoming a version of chain store State Street in Santa Barbara, with new chain stores (like Williams Somoma) directly competing with local businesses. A chain store can afford to operate at a loss until it drives out the local business that does not have deep pockets. Laguna Lake should continue to be considered an open space asset of San Luis Obispo to be protected, dredged, and restored. Do we really need that many bars? What does that say about the nature of our community? A little soul searching by the city may be in order. Reassess and eliminate or adjust rental housing ordinance Access fees charged by city and find a way to allow ordinary income citizens to acquire permits, etc Solve affordable housing crisis-density and tiny home possibilities, etc Contain skyrocketing property taxes-no reassessments to older folks when houses aren't sold Give more support to Farmers Markets Address the noise in owner occupied homes Parking Cal Poly use of first responder resources Packet Pg. 27 A neighborhood park for the north broad section of San Luis Obispo. We would like it to have a community. Building with a senior center. It has been identified as an unmet need in the general plan for about 50 years. The fact We need a senior center on the north end of town. Bring back Mardi Gras. Bring back la fiesta. Water- We pay more for water as a resident, yet there is so much new construction going on. Where is the water coming from? Safe bike routes-seperate from traffic with more than paint Protect neighborhoods from Hotel development (put hotels in Edna Valley and connect to downtown with great bike routes) Keep a lid on the growth of administration and administration salaries! Reduce the city staff Follow guidelines in the general plan- i.e. 22 chorro Stop putting chain stores in downtown But why should I bother? You don't listen Homeless housing such as a tiny house village is much needed in SLO. It would be an appropriate use of the land south of the water treatment facility between Hwy 101 and So. Higuera. Preserving more Open Space around SLO. More trails (hiking, running, biking and, of course, unicycling) in city open space. Meadow Park basketball court needs improved lighting with a 30 minute manual timer. Devaul Park basketball court needs similar lights. Preserve open space without development in greenbelt Neighborhood wellness-work with Cal Poly and Cuesta to supply adequate student housing at campuses Restrict development from outside developers in neighborhoods like development geared toward chains and student rentals Create more balanced shopping for all age groups such as Nordstrom Rack or Macy's to fill old Gottschalks Police and neighborhood enforcement of neighborhoods that have high proportion of student rentals and problems Affordable housing! So the people who work here can live here or close by. Widen Hwy 101, 227 & feeding arteries. Add Prado Rd. extension & improve public transit Pressure other governmental entities (like medicare) so that more doctors will practice here. Add services & support existing ones that serve our ignored & growing senior population Affordable housing! So the people who work here can live here or close by. Widen Hwy 101, 227 & feeding arteries. Add Prado Rd. extension & improve public transit Pressure other governmental entities (like medicare) so that more doctors will practice here. Improve pedestrian and cyclist safety!!! Improve traffic congestion-encourage alternative forms of travel Improve sanitation in the downtown corridor-the sidewalks and streets are filthy and stink Improve accessibility and accountability of city officials, staff and administrators Improve parking in the downtown corridor Packet Pg. 28 Re-think Palomar 91 and do not re-open Luneta. Maybe make all low-income or more TMHA w/ support. Not students. Re-think Chorro & Foothill. Too crowded. Already existing students park at shopping center. Bikes only - a pipedream, unless house more homeless/mentally ill who don't have cars anyway. Even if they ride bikes to school, take B16 trucks to valley on weekends. Neighborhood wellness. ( I pick up trash seriously every day walking dog, esp. Fri & Sun am after parties) House the homeless/mentally ill. No additional students until Poly can house 75%. Faculty can't afford homes or even rentals Fix Laguna Lake - our own little gem that all can use should have used goats when empty. cheap start. 6) Council needs to support planning staff & planning commission turn-downs of BAD developments (Palomar & Chorro) Eliminate your illegal rental inspection program or require ALL homes to be inspected Get the bums off our streets and my lawn Patch our terrible streets Re-think Palomar 91 and do not re-open Luneta. Maybe make all low-income or more TMHA w/ support. Not students. Parking Parking Parking Parking Parking Protecting neighborhoods Trying to bring new businesses to downtown while protecting local merchants. Bring more of anything except bars and womans clothing Revisit City's commitments to cultural preservation-extend efforts to protect Historic resources-resist development interts from nominating inexperienced and "development friendly" members to CHC Develop a SLO History day with full staff involvement with guidance from historian and archaeologists with preservation experience Rein in downtown association and bring city back to its citizens not tourists Reduce the number of young drug addicts roaming the city Motorhomes or trailers illegally "stored" on public streets High-rises are destroying downtown-stop the madness and greed! (By owners) Preserve Laguna Lake Do not allow SLO to become Santa Maria We do not need anymore stupid roundabouts Water Water Water Water Water Water rates. Establish base generating budjet that meets needs. Should not need to raise rates when conservation is high Affordable houisng. Encourage infill and "granny" units. Perhaps reduce/eliminate permit fees Require more parking for apartments and rentals. Students have more cars than families. Mutimodal transportation. Connections between train station, transit center, airport. More downtown bike Packet Pg. 29 racks Open space Lower overheard-salaries and pension costs! Put Prado through Building moratorium-until water is secure Affordable housing-I have low income on Leff Street but the housing supply is inadequate Pension and benefit cost of city workers must be reduced! The benefits being paid are ridiculously high- and unsustainable Jobs and economic activity rely on the city reducing costs Infrastructure before more development. Have developers improve roads (ie Tank Farm) before building Traffic flow. Decrease speed limits in residential communities/or enforce! Improve bike paths and safety Bus transit-Improve awareness and better connectors Rescind the housing inspection program now Building moratorium until drought is over or developers pay for own water source Rescind the ordinance for no hiking in City parks at night Use the fund from the outrageous gas tax to actually fix the roads Abandon Laguna Lake restoration project Rework or abolish the rental housing inspection program Improve bus routes to reach more areas Reduce new commercial buildings. Encourage occupation of current empty buildings Stop building "work-live' housing. Too dense and ruining character of neighborhoods Reduce compensation to top SLO officials or at least stop raises for 2 years Secure adequate water supply for the near and far future Widen Tank Farm, push through Prado to Broad and fix the pot holed existing streets. We shouldn't have traffic james Stop "infill" where inappropriate ie among or right adjacent to existing (-1 homes if they aren't compatable) Repeal rental inspection program-it misses those that are flagrant offenders (garage "rooms") and hurts good landlords and tenants Increase reservoir capacity at Santa Margarita Lake Increase downtown parking Limit future downtown buildings to 3 stories Promote free bus rides on Saturday/Sunday Give incentives to new businesses during 1st year of operations Open space. Bicycle/walking paths Multimodal transportation Pedestrian zones in downtown shopping areas free of vehicle Quit building new homes, especially on the outskirts of town! The traffic on Broad, Tank Farm and Orcutt Roads is horrific Not to mention our reservoirs are at extremely low levels, with no guarantee that they'll refill anytime soon Do not let this beautiful town grow to the size of Santa Maria Packet Pg. 30 Water- the City and surrounding cities should ban together and ensure water security Slow growth-don't want this area to become like LA, Ventura, Oxnard Parking! Stop all the in lieu fees and buildings without parking or regard to infastructure for the sole benefit of padding the city offers with money! City council-We need new board and a new mayor Water and global warming! Where is this in new City goals Building moratorium downtown-we have enough. Open space. Forget affordable housing! Eliminate the use of roundup and other toxic pesticides in parks, sports fields, streets, sidewalks. Roundup has been found carcinogenic and this city sprays it all over the place, poisoning our community. Ban gas-powered blowers in City Fix the roads Measure M failed because you take the tax money for it and pay raises to admin staff and pay unrealistic city worker pension benefits! Provide free activities and events for large population of seniors (baby booms) senior council! Drought resist environments in parks and neighborhoods to help with water issues "less grass" More affordable housing "especially for seniors" Retired seniors need clean and safe housing "affordable" Safety i.e. Police , fire Road maintenance Open space preserved, acquired and maintained Get rid of the transient/homeless problem downtown Get a program in place that will eventually get rid of those darn downtown parking meters No more restaurants downtown Les sgovernment-less regulations about things we can monitor ourselves ie rental inspection program Less pension costs-employees pay more-citizens pay less Encourage business growth by keeping business start up cost fees low in SLO ie permits Continue slow growth while still encouraging business growth Keep crime and gang activity out of SLO housing Laguna Lake public transport and infastructure Establish more appropriate zoning and project standards for housing projects in/near residential neighborhoods-less multi-use dorm like bldgs Challenge Cal Poly to establish enrollment limits and increase student housing Neighborhood wellness program, outreach, Cal Poly dialogue Laguna Lake restoration project Redevelopment of South Higuera, Marsh, Monterey, Broad street corridors. Housing, commercial, bike lanes, creek/corridors/transportation We have an aggressive homeless population we need to enforce laws Increase police patrols Decrease scope of local gov. Plan for loss of revenue from Diablo closure Packet Pg. 31 Traffic calming (street paving and rationalizing) Alernative transportation (pedestrian spaces) Housing (workforce) Water (protection of resources, conservation) Open space preservation (trails and parks) Crime! Homeless! Panhandling! Rental inspection program-Our rentals should meet BASIC safety requirements Bike routes-add, widen, improve Stop red light violations-Too many cars running red lights Protect hiking trails-more signs to pick up dog poo and not ride bikes when it is muddy Affordable housing-keeping more Cal Poly stuends on campus, instead of in the neighborhoods Neighborhood wellness Tech industries and light manufacturing (non-polluting) More sources of water, or water-saving improvements Street maintenance Community programs especially for teens Complete the Railroad Safety Trail Pay off Debts Stop the complete sellout to corporations or LLC's changing the nature of the central core Pass an ordinance to stop begging on the streets Find a grocer to open a real food store on the corner of Marsh and Broad Clean the sidewalk downtown with power wash Work directly with the young street people to find jobs and put them to work EXCESS NOISE! Homeless More housing, especially affordable Preserving greenspace Work to get measure J or equivalent enacted Seniors The truth about City water resources- If citizens are conserving, eliminating lawns and shrubs, why does the city continue approving construction of office and shopping space? repeal the rental inspection program, come up with a more site specific approach to deal with problem properties (protect renters rights to privacy, penalize derilict landlords) do not allow the aproved building on chorro and foothill corner, it's shocking that the develpoer has been allowed to build such a tall structure in this spot, and not provide parking for all of the residences continue to acquire open space with multi-use public access continue to support trail building and maintenance for multiuse purposes SLO PD ticket drivers who use cell phones while driving and bicycle riders who disregard traffic laws Infrastructure investment including: roads, bike/hike trails, water and sewer facilities Affordable workforce housing Back to work programs for homeless (not just accomodating) Packet Pg. 32 open space affordable housing traffic calming public transit Bike/Pedestrian Infrastructure Open Space Preservation and Acquisition Building denser urban housing Make downtown more walkable/bikeable and safer for people to congregate in Rest rooms Parking Addressing affordable housing issues within the City. Pursuing green building and energy efficiency retrofits on all City properties. Supporting and providing resources to the EVC regarding a Post-Diablo economy Exploring and ensuring future water supplies. Expansion of hiking and biking trails Restore Laguna Lake!!! Reduce staff to save $$$ Don't give "bonus" for doing a job for which hired Don't give so many exceptions to existing develop regulations; e.g. height, density, parking Restore Laguna Lake!!! Reduce staff to save $$$ Don't give "bonus" for doing a job for which hired Don Creating unity between student residents and families living in the same neighborhood. Reducing noise violations and disbonding the laws that result in double jeopardy and triple jeopardy for renters Allow more leniency in furniture allowed outside in the front yard. Reduce invasive enforcement and seizure due to casual alcohol consumption in front yards Reduce discrimination of student population by removing title of "cuesta" or "cal poly" use for categorization in residential tickets issued by police. Affordable housing Multimodal Transportation Open Space Preservation Fiscal Sustainability Laguna Lake Restoration More tennis and new pickleball facilities Lighted tennis courts Improve median structure California and Monterey Remove homeless and beggars from Downtown! Pay attention to parking problem on Highland Drive for access to hiking on Bishop Peak. Protect our neighborhood!!! Too much building going on. Not enough water. Packet Pg. 33 Open space preservation Neighborhood wellness Fiscal sustainability I would love to have a nice dept store or at least some adult, quality, clothing options. Nordstrom or higher-end Macy's More low-income housing Stop the development downtown! Especially chain stores Fully staffed Public Works positions infrastructure Open space trails The environment - recycling more water Planting Trees Fund phase 2 of the community choice energy program Ban use of pesticides & insecticides that kill biodiversity, bees, butterflies, insects that birds eat & get poisoned. Consider using Neem oil for control of pests and ask businesses in town to look at their landscape companies insecticide/pesticide toxic load. Neighborhood wellness Cal Poly building more on campus housing Open-Space Affordable housing Open space Support for the library - even though it is a county facility- this city benefits and should support! More senior parking downtown Mobile home parks for families Remove rental inspection plan Housing - appeal renter's inspection program Open Space Preservation Improving Roads, City Streets & Traffic flow Minimize development Restoration of buildings & lands - we are losing our town & way of life to constant re-zoning Our way of life here is so attractive to people trying to get away from the over-crowding in their community - so, we build more so that they can come here - Can't we have a way of life that supports us? Please think about what you want your life to be about. Affordable housing for long- term residents Traffic congestion Fix roads & streets Getting rid of homeless Traffic more fields for youth sports Packet Pg. 34 Outdoor recreation & open space - a variety of trails/parks for mountain bikers from beginning children to advanced riders, more parking at trailheads and more hiking trails as well Affordable housing for middle class Homelessness Parking downtown or more efficient/accessible public transportation Food waste open spaces and trails Increased open space expansion for biking, hiking, trail running Increased resources for parks&rec division More mountain bike trails in and around town Address traffic congestion issues and improve road conditions Water conservation issues and drought tolerant landscaping Maintenance, improvements & expansion of open spaces Affordable housing solutions Downtown maintenance & cleanliness Public safety Keep the cities building goals in line with the available water supply Expand the availability and use of recycled water Look for ways provide more affordable housing Increase homeless support Continue to build and maintain trails on open space, and allow evening access until 9 or 10 PM for after work use, especially in winter More mountain bike trails. Market as a riding destination to provide income to the city and businesses. Dirt trails for hiking, Mtn biking & horseback riding. Bicycle trails, dedicated when possible. Acquire more open space Develop more multi-use trail systems (hike, bike, equestrian) Extend existing open space hours to 9:00 PM Build housing Improve open space and parks with trash cans and bathrooms - like Johnson ranch Allow mountain biking at night in open space Connect all neighborhoods with bike paths Increase water hook up fees and water demand offsets in response to our rapidly diminishing water supply Develop a public convenience and necessity ordinance which would help curb the proliferation and concentration of alcohol outlets downtown Revisit (downward) our downtown height ordinance. Implement a downtown pedestrian plan Implement form based codes for the downtown core Mtn bike trails Affordable housing Post Diablo canyon Homeless problem Packet Pg. 35 To maintain a kind, safe place for all our citizens. Make sure we're not turned into a flashy, soulless urban Mecca open space development and maintenance keeping the current height limits downtown alternatives to cars for transportation Outdoor recreation Trail network expansion Expand Outdoor seating cafes Pedestrian mall on higuera downtown Stop infiltration of chains and box stores Laguna lake dredging traffic mitigation thru Old Town. Decrease/eliminate cut-through traffic on Buchon St. between Osos and Johnson acquistion and preservation of open space downtown maintenance and beautification Safety of cyclists (inc. better bicycle awareness signage for motorists, road diets) Designated class 1 or class 2 lanes wherever possible Road maintenance of bike lanes Open space preservation and property acquisition Relief of traffic congestion Water resource management Law enforcement Address transient problem, especially in the downtown core and parks - in a manner that discourages out of town homeless to come to SLO Reduce SLO City Staff to be in line with other similar size cities Improve utilization of parks and open areas to allow off leash pets that are under control of their owners More open space Providing bike paths that are separate from the roads for commuting and getting around town. Public schools should receive more funding for extra curricular activities and science programs. Laguna Lake park and lake are at the top of my list. It's better than it was, but there are still issues that need to be addressed. The traffic light at Oceanaire and Madonna road. Traffic backs up on both streets. Adjust the length of time between light changes. People speeding on Oceanaire Drive. Some drivers ignore the stop signs. It's used as a shortcut and some people are afraid the to cross the street (on food) Students from 2 schools use this street to and from school. Fixing up streets-Madonnna road especially Building smaller homes with simpler fees so people can afford homes to buy Get a store like Wal Mart here-we all have to drive to Paso Robles or Arroyo Grande now for us middle class-low income people Do fix up Laguna Lake-for a park and maybe a fishing hole for the population No rental inspections but follow up on complaints from renters. Watch property tax values-ours seem highter than what we could sell the house for. Packet Pg. 36 Laguna Lake restoration. Dredge, dredge, dredge for the good of Flora and Fauna Homelessness and creekbed cleanup Downtown losing its historical culture and character to chain stores-lost Chinatown flavor City street maintenance Get the homeless out of the parks and out of downtown Finish the bike path Develop in-city Parks before we expand without them Get rid of rental inspections-the City doesn't need more regulations and more enforement payroll Quit paying the City manager so much money and pension and health. Ridiculous when the building dept and permit process is so inefficient Rent control Control panhandling downtown-installation of the meters was waste of money Stricter enforcement of traffic and parking violations (ie vehicles parked blocking sidewalks, running red lights, etc) Open Space preservation Expansion of public access to green space Management of homeless/transient population, provide resources/housing but enforce limits on aggressive panhandling More aggressive measure for water conservation Slow growht, esp on 227 until infastructure is adequate-traffic, water use Open Space preservation/parks Downtown Multimodal Transportation Neighborhoods More open space More parks Less traffic Fewer homes and more parking downtown Encourage Cal Poly to build more student housing Applying sensitivity and using integrity when considering prermits for developers who want to launch a project which impacts neighborhoods Demanding that Cal Poly expand on campus housing for students to open up rentals for SLO working people in the city. Requre all new "affordable housing" projects to include ample parking for future residents ON SITE No FOUR STORY projects on sites that don't match tangential neighborhoods Consider human beings needs for views and green spaces when looking at "infill projects" Keeping on adequate water supply, by conserving and by slowing down growth. Inform the public. Fiscal sustainability Open space preservation and acquisition Fund tree program adequately, so that there can be more checking of citizen compliance Keep streets in good condition. The city did a great job with this this summer Packet Pg. 37 Housing Open Space preservation Multimodal transportation Neighborhood wellness Downtown Transport: Free bus service for people over 70. Not 80 as it is now (disgraceful) Drop the inspection on rentals we seniors have enough of a hard time finding affordable housing - and we vote. Stop wasting money painting metal utilities boxes at $1500 and up. Shame on you when there are people sleeping on the streets Improve traffic flow in South SLO Stop the 4 story buildings all over SLO Preserve our natural assets and protect our views of the "Morros" Stop allowing bicycles to ignore traffic laws! Get the Prado Road overpass done ASAP Roads Brides H20 alternatives Bike paths instead of bike lanes. Too many people on bikes are hit by drivers that are texting. With bike paths you have a separation between the vehicle road and the bike path Reduce Payroll Terminate water drought charges Keep homeless safe yet keep them from begging downtown Take some parking meters out on Palm near MCP - no more parking garages Less regulation - support local business owners/businesses - less chain stores Reduce Payroll Terminate water drought charges Keep homeless safe yet keep them from begging downtown Take some parking meters out on Palm near MCP - no more parking garages Protect and expand open space access for hiking and mountain biking. Work on building more bike lanes and paths in the city (Tank Farm Rd would be a good place to start). Help with more affordable housing for middle class families. Provide additional handicap van accessible parking downtown. Free/affordable programs for our youth. Laguna lake dredge/park Homeless - control pan handling and illegal camping Water supply Financial solvency Traffic problems Madonna/ LOVR Get rid of the homeless population Packet Pg. 38 Homelessness! Too many mentally ill people without services and housing Crime! Breakins are increasing Laguna Lake restoration Water supply Bishop street studios-we need more services for the mentally ill Water Traffic congestion Police protection Quit approving new developments and construction projects without allowing for how there will be enough water. Seriously consider a ocean water desal plant Save Laguna Lake. Implement the Laguna Lake Natural Reserve Conservation Plan with as complete a dredging program as possible. Stop taking away parking downtown! Dealing with homeless Building or allowing (Funk zone) cleaning up the junky, hodge-podge building on that part of town. Pismo, Walker St. South Street, Pacific Street More housing, easier, cheaper to build Deal with homeless problem on our streets. They're everywhere! Water allotment - limit building permits! Limit Vineyards water Enforce bicycle laws- Reflective clothing- stop signs going wrong way - helmets Upkeep of all city roads + streets (w/o any potholes) Protect Downtown SLO Keep Laguna Lake viable Protect Greenery and Parks Have affordable parking downtown - we have to go to Pismo or Avila as the City has made parking unavailable even with the parking structures - They are always full - NO PARKING ANY PLACE- SICK PLANNING Pot holes on Los Osos Valley Road are bad - hard on cars and bikes Clean up weeds on side of roads so bicyclist and runners can be safe. We have enough open space, concentrate on side of roads and streets - Make it safe please Downtown-fewer bars and eating places Open space Neighorhoods Slow growth Increase sidewalk width Downtown by eliminating street parking on Higuera in front of stores-Make downtown pedestrian friendly-not smog friendly Green paint on city streets showing bike lanes is a great feature-do that more Love the bike lanes-more please Low income children - childcare (sun n fun should have more scholarships), Camps during school breaks, After-school tutoring, Activities for teens, Job training for teens Laguna Lake restoration Packet Pg. 39 Do what is necessary to preserve our SLO neighborhoods (law enforcement, etc.) in light of Cal Poly student rentals Improving situation with homeless folds. Sometimes even our safety is effected, downtown included. Restore Laguna Lake Find tenants for open buildings like the empty Hometown buffet Open Space preservation Street repair Update the Climate Action Plan, aggressively implement it and hire a sustanability coordinator Preserve, protect and maintain open space Facilitate workforce housing Multimodual transportation Fiscal sustainability and Laguna Lake restoration Homeless population Mental Health Services Decrease student noise & impact upon neighborhoods More charging stations for electric vehicles Establish an honest, true, working relationship with Cal Poly to prevent the city from becoming the colleges "backyard" Retrain the amount of entertainment facilities to keep the city a community a place where permanent residents are welcome Find some way to control the excessive lease rates now being charged for retail sales space. The current level is beyond the ability of local business people. And all retail space is now being occupied by national chain stores, causing SLO to lose it's unique identity. Downtown SLO is beginning to resemble Santa Maria. My home is near downtown. The homeless population has exploded and appears to be getting worse. The homeless appear to have chosen this lifestyle as being cool and hanging around for hand outs begging and asking for money. Police do not want to confront the problem. They are sleeping in my yard, leaving trash and using my garden as a bathroom. Can't this behavior be discouraged? Find some way to control the excessive lease rates now being charged for retail sales space. The current level is beyond the ability of local business people. And all retail space is now being occupied by national chain stores, causing SLO to lose it's unique identity. Downtown SLO is beginning to resemble Santa Maria. Reversing the housing inspection program (I am a teacher-this law reminds me of a teacher who holds the entire class after school because of 1 students behavior) Road repairs Capture water run off to offset the effects of dry years and to minimize cost to customers Dredge Laguna Lake to allow more water capture Maintain existing infrastructure roads & highways Slow downtown growth to reduce traffic as pressure on existing infrastructure Require Cal Poly to put a cap on student enrollment Traffic in residential neighborhoods. Use of upper ends of Marsh & Higuera Sts. Use more common sense when adding/building commercial buildings City Planning - check with neighborhoods when planning to add or subtract parking. Just listen. Of course city doesn't have to abide with neighborhoods. Packet Pg. 40 Traffic in residential neighborhoods. Use of upper ends of Marsh & Higuera Sts. Use more common sense when adding/building commercial buildings City Planning - check with neighborhoods when planning to add or subtract parking. Laguna Lake Restoration making temperary staff full time Open space trails rangers Affordable housing Repair of roads, improvement of infrastructure Improve lighting in older neighborhoods to make them safer/more walkable Maintaining and expanding open space Homeless and mental health services Sustainable development Bicycle infrastructure Water conservancy Stop allowing marijuana to be grown-it stinks now all the time Lower the multitude of fees and laws for everything Drop the rental housing program Dredge Laguna Lake Expand activities at Laguna Lake park Street sweeping/light for the corner of Palm and California. (Street light) Keep Police and Fire dept expenses in check and monitor service supplied vs more lopsided raises in salaries Affordable housing availablitity We need more Health care providers and dentists in our area. Too long of a wait for appointments Programs to help homeless get on their feet Training for jobs and school and life skills for troubled youth and ex-inmates reentering society Great facilities locally for the elderly that partner with other community agencies Preserve open space and hiking/biking areas such as Johnson Ranch and Irish Hills. Create more opportunities for hiking/biking trails in the area behind Cal Poly Parking House the homeless, feed the hungry Put a sign for the airport at the turn for the airport instead of the restaurant sign Pedestrian crossing of Palm Street at the Palm theater and new construction Paving Palm Street from Johnson to Santa Rosa Rent control Pursue only gross negligence of rental code violations Street maintenance Financial stability Packet Pg. 41 Repair sidewalks with trip factors-offsets Enforce lights front and back on bicycles at night Publicize graffiti hotline and follow up on any reported graffiti very quickly Stop housing growth until there are additional water sources Stop the rental inspection program-but encourage reporting and followup of safety complaints with fines and enforcement of timely fixes Preservation of water, if necessary a moratorium on building More affordable housing-truly affordable, not paltry gestures within a developers project Preserve open spaces and the scenic views with care in projects above recommended height guidelines Put pressure on Cal Poly to assume greater responsibility to house students Increase public transportation to reduce lengthy routes and more choices in scheduling Parking downtown-increase trolley? Clean parks and bathrooms Homeless problem Increase public safety-Police More lights on bike trail near railroad Fiscal responsibility in funding the unpaid city pension liability and reforming the current city pension plans -the benefits alluring to current employees are far too rich compared to available non-government positions Repair and replacement of city streets and better traffic circulation. The original intent of the .5 tax-which instead when to higher salaries Safety-no drugs, gangs, reduce burglaries, etc Assist homeless, mentally impaired Keep rental and housing costs reasonable without major population increases. We need a non-elitist community Clean environment Homeless on streets-need a way to guide to shelters. Make loitering, panhandling, camping on streets and benches illegal Growth-no water use for these large unafforable condos ridiculous planning commission is an expensive joke More help for low income residents and seniors. Rentals out of control. Lining the pockets of some with money. Roads and bridges need help More 4 way stops and lights. Crackdown on speed. Wish we could go back to 25mph Reducing development Overpopulation open space bicycle lanes and trails affordable housing limit growth Expanding and maintaining open space recreation Open space and Recreational areas Traffic Helping the Homeless Reducig Homeless population Parking Packet Pg. 42 Alternative transportation Safe alternative routes to school Housing flood zone relief by improving infrastructure. Get communities out of AO zones. Open space multiuser trails Improve overall safety, break-in, robberies, more night patrols in neighborhoods less hanging out at downtown bars. Slowing down growth Traffic reduction Crime, homeless issues throughout town Providing ample recreation for those who work hard to live here (work as hard as you play, play as hard as you work) New Single Family Housing Open Space Homeless and Transient Management Safe routes to school (East side of 101 to Jr. High) Open Space trail exansions Open Space hours of operation (extended winter evening hours) The continued support of our open spaces would be great. It's really a big part of what makes our city so great. As a cyclist I thoroughly enjoy riding my bike on our trails many times per week, it's one of the main reasons why I live and work here. Increase open space and trail network. Public Safety Fiscal responsibility Create safe places for recreation like more trails Reduce traffic Reduce housing prices for younger people Reduce environmental impact Maintain open space, parks and trails. No high density housing projects. Limit housing development as it only increases traffic congestion, and crowding. It also drains public safety, hospital and school resources. Create and enforce ordinances to limit the increase in transients in the downtown area. There is visible drug use, strewn booze bottles, hype needles in creek, etc., etc. Traffic Safety Maintaining and Improving trails/parks Fostering a better relationship between residents and students addressing homelessness/drug use reduce the amount of unfunded city pension. make our city more bike friendly and safe for getting around town Expand, protect, and maintaining city open space and allow night riding and hiking. Design and construct Safe Routes to School. Grow our business community and support more jobs. Safer bicycle lanes and protected intersections/overall bike safety. Water conservation. Packet Pg. 43 Open Space acquisition, policy, and maintenance.The City should continue to support mountain biking and hiking on city open space trails. The City should pursue the acquisition of additional land for open space. The City should allow and support the development of more mountain bike specific trails in city open spaces, while continuing to build both multi-use and hiking only trails. Hikers and runners have many miles of exclusive trails (Bishops's Peak, Bowden Ranch, Islay Hill, South Hills, etc) but mountain bikers have only a few short trails build explicitly for mountain biking. Mountain biking is a growing sport among people of all ages. Different people enjoy different activities, so the city should heavily support all of it's outdoor trail users (hikers, runners, mountain bikers, rock climbers, etc). Let's get more kids and people of all ages off their couches and out into nature!! This will also build support for more land conservation and the continued growth of the Open Space program. The City should adopt a more nuanced approach to evening and early morning use of open space trails. Many of us work from 8-5 or longer hours and have family time to balance as well. This means the open space we support is closed to us much of the year as we can't go for a quick walk or a bike ride in the open space from 6:45pm-7:45pm during the winter, for example. A more reasonable curfew system could be adopted in most open space areas. The City should work to identify appropriate places to construct a "mountain bike park" that could include dirt jumps, pump tracks, skills features, and short trails. These sort of parks are great places for families to enjoy being outside and exercising together. They also don't require much acreage or space and can be maintained by volunteers at minimal cost to the city. Open space and maintenance Police/security Clean up downtown - a) dirty sidewalks b) get homeless off the street Improve bike paths Open space preservation Beautify Downtown Affordable housing for working professionals/ rent control - since the likelihood of being able to purchase in SLO is slim (as local college grad & county employee of 11 yrs I've already nearly been priced out of renting in SLO) Need to work w/ the college to establish a plan for student housing to alleviate their driving up the rental market in SLO A duel income family of 4 earning over 90K/year should be able to afford to rent a decent home, not a (gross) college house dump. Should our current landlords decide to sell at any time we would likely have to move our of the city as our $2200/mo. wouldn't go far when searching for a 3 bdr rental in nice condition Put street lights at dark areas - 1221 Peach St Maintain population level within water supply available Live within income and avoid tax increase Traffic Dredge Laguna Lake Reduce traffic downtown - Make Higuera one lane Fix sidewalks downtown Fix museum's crumbling walls Continue creating good bike lanes Maintain " small town feel " of SLO Packet Pg. 44 Poly/too many student - parking, housing, too many cars/parties Stop Building / we have no water! for 2 years. Fix streets & sidewalks. Tree maintenance in older neighborhoods. Don't put Poly Students in apt downtown. More Senior, disabled, special needs programs! Limit new building, based on lack of water Provide more city-wide parking Stop giving exceptions to height limits for new building Increase water rate for high volume users Increase cost of building permits for large developments. Make sure developers provide for new streets. Housing - encourage Cal Poly's on campus housing Fiscal Sustainability- small business support Neighborhood wellness Creating more revenue to offset the loss of PG&E funds to SLO schools Reduce the water bills Subsidize Affordable housing Consider alternative water sources, team up with other central coast cities to convert/ desalinate ocean water Raise Sales tax to offset loss of PG&E revenue when Diablo closes & spread tax base (not your property owners) Allow home owners to rent room to alleviate housing shortage & huge rental costs Continue infrastructure up keep and repair open space preservation and maintainence parking downtown Laguna lake restoration, dredge. Bob Jones Trail connection w/ SLO City Another road that connects Higuera & Broad Traffic plans keep pace w/ growth More parking at the soccer fields Laguna lake restoration Downtown - more benches; lower parkings fee; cleaner sidewalks. Open space preservation - we need it for our sanity - as much as we can get Keep downtown safe & beautiful; tourists LOVE to stroll through town More mulit-level housing w/ under ground parking. Open space Affordable housing Expanded bike paths and safe routes Water conservation Safety in shopping areas and in neighborhoods - transients are not passive - many are frightening & aggressive to shoppers where we park & walk to residents in neighborhoods. Ticket people with dogs OFF Leash Put crosswalk ground lights on Madonna Rd and LOVR at Target intersections Packet Pg. 45 Public Safety - control young adult public drinking and take preventative actions to exclude gangs. Maintain the cities small town cultural and esthetic feel. Focus on future water demands before adding large housing tracts and industry Make necessary provisions for dealing with increased traffic before allowing construction to start Neighborhood wellness, especially in areas adjacent to Cal Poly. Improved comms with the campus & SLO Creating a welcoming atmosphere for a diverse community of residents and visitors. Increasing owner - occupied resicences Clarifying and enforcing residential zoning ordinances, esp. related to "student neighborhoods" Evaluate intersections for safety. Install stoplights where stop signs insufficient. Street maintenance and infrastructure repair Don't hire any more $300k city managers and lawyers Tax high needs facilities for excessive fire response such as retirement and nursing homes Parking downtown - more available Downtown parking - more affordable Parking fees lowered for employees More available parking Did I say more parking would be good? Neighborhood peace - control students party, parking problem. - loss of neighborhoods due to student activity. Downtown - Bring back the small business to downtown - no more chain companies Open Space Preservation - Continue to increase Fiscal Sustainability - Diablo closure effects Stop out door watering in the City of SLO Real bike lanes/ paths; not just bikes painted on the street or painted lines separating you from the distracted, stoned or texting driver. Stop the needless building!!! Let Cal Poly take care of itself (housing) Fix (not short-term repair) the pathetic condition of the streets. Helping to support the new Prado homeless shelter Limit the height of downtown buildings Close Higuera street to one lane Neighborhoods being inundated with Poly students with 6 or more per residence. Affordable housing on campus and off for students of Cuesta & Poly Control excessive traffic in small neighborhoods off campus and speeding 50 mph in 25 mph zones Control gatherings + parties before they get out of hand - drinking & noise needs control. Limit development of an already built out community/ we are in a drought situation / water is critical Don't destroy our downtown with a bar on every corner & door to door to each other! Stop wasting money on "false roundabouts" & "bike roads" that bicyclists don't use Give the town more arteries for driving. Particularly where you're allowing new development. Make Poly provide housing before they increase enrollment. High paying jobs! Packet Pg. 46 Affordable housing Decrease downtown retail vacancies Traffic on Broad City minimum wage to $15/hr Bob Jones Trail - we need a faster pace - going way to slow Homeless issues Sidewalks downtown - trash + feces - disgusting Please make our beautiful parks a place that we don't have to be afraid of taking our children & grandchildren to due to "overnight" stays by the transient homeless South Street is a serious problem. People trying to cross the street and the amount of traffic without lights. Improving Broad Street as the gateway into SLO from the airport Traffic near Broad and Tank farm Open space preservation Sinsheimer Stadium restoration Litter removal Laguna lake restoration School district funding given reduced PG&E funds when Diablo closes Affordable Housing Creating Living Wage Jobs Increasing Diversity Crime reduction - the number of auto breakins and theft from homes has been climbing and is changing our quality of life All land use planning to include water sustainability. Encourage local businesses over chain stores/restaurants Stop adding bars that promote the drinking culture by college students Work with Cal Poly and Cuesta to develop a program that teaches students how to be good citizens and neighbors in our little town No more expensive housing downtown - support low-income higher density units for those who work here. The Copeland Building? Be extremely conservative about water planning. Plan for drought for another decade. Remember City Farm in your planning for the LOVR/SLR area. Provide some financial support. Support repairs and amenities at the La Loma Adobe, including trailhead parking for the Bowden Ranch Trail. More access to existing open space. Offer incentives for water-saving landscapes and use like other cities Stop all the new construction and apartment building going on - way to much growth Clear the creeks - make them safer Repeal rental inspection program Empower tenants to report housing code violations Work with state to build overpass on 101 at Prado Rd. 5. Keep Laguna Golf Course open 6. Bike & pedestrian paths Packet Pg. 47 Head of household jobs Stream line development permit process housing Improved transportation Homeless supervision Open Space Public Areas downtown Homeless Water conservation ( even for the wealthy) Promote biking & walking A moratorium on new construction. Consider water consumption A Stop light or policeman to assist egress at Laguna Village on to Madonna Rd. Parking!! Larger department store, not a lot of little shops Rent control Remove city rental inspection ordinance Homeless shelter / housing programs Neighborhood preservation , not allowing student rental houses taking over neighborhoods Bike paths Stop growth - SLO is crowded and congested already and Cal Poly is growing too fast Water conservation Parks and hiking Preserve green space Safety - burglaries on increase Abolish rental inspection program - Pure harassment & causing rents to go up. Downtown parking All walk intersections in downtown core, so pedestrians can't block traffic flow More j-walking tickets Get Laguna Lake dredged - get it done Hire a new traffic engineer - problem intersections Madonna/ Oceanaire, Laurel Lane/ Orcutt, flow on Chorro Get rid of 75' (7-8 stories) height limit downtown; three stories max Get rid of rental inspection Dealing with the homeless + transient problem downtown. Additional parking structure downtown Tax breaks for businesses Reduce the homeless situation downtown. Elderly & children no longer sit on the many downtown benches as the homeless camp out on them. Word is out in the homeless community around CA to find your way to SLO as the City Admin allows for loitering, pan handling. In turn we the people get harassed by the small to moderate percentage of angry homeless. Downtown improvements Downtown Police Officers Pro-active neighborhood core enforcement Packet Pg. 48 We have affordable housing with is for a limited income but then it jumps to $500,000-600,000 - Many have left the area because homes are extremely expensive and rents are outrageous. Physicians & dentists leave this area to go to major cities because they are not reimbursed enough to remain here. We have lost some valuable professionals and have limited primary care and surgeons here in San Luis. Open space preservation Homeless shelter Job creation Affordable Housing Reduce obstacles to affordable housing Affordable housing for renters - rent control is solution Overgrowth of the city - too much construction - overcrowding - moratorium on growth is solution. Traffic - parking, driving problems - too much traffic due to overcrowding Is it to late to keep SLO's small town feel? We are on a path to destroying SLO! Curb population growth to maintain H20 availability w/o rationing during droughts Stop emphasis on parking garages - NOT SAFE for women along, esp at night Deal with homeless esp youg panhandlers - Prado a good start Deal with Mentally ill - conversion of Sunny Acres a good start - get homeless out of creek beds, for example, by Dalidet + Japenese Garden on Marsh Eliminate rental inspection program Traffic congestion + infrastructure for autos Sensible solutions for affordable housing Parking Options Parking - none available downtown with new construction 22 Chorro St. project a JOKE - you are ruining the area Preserve open space by going UP Recuce overhead, pension, salaries Public Open Space and Trails Safe alternative transportation routes - like the Bob Jones Trail Parks Safe place to visit and live Night riding in slo parks for mountain bicycles Managing over-development Maintaining open space Multimodel and more transportation options, in particular bike share stations around amtrak station, downtown, airport, regional parks, open spaces More zip car type (car share) These 2 things would increase quality of life for all ages and reduce auto use for short trips with none to minimal impact to budget Fiscal discipline Maintenance of critical infrastructure-water supply, sewer, storm drains, roads Quality of life in residential neighborhoods Coping with the influencing Cal Poly's desire to grow Packet Pg. 49 Water! Too much new building! City employee costs and pension liablitiies Exploding traffic! Stop huge bike lanes. Increase pay for police! Water! Too much new building! City employee costs and pension liablitiies Exploding traffic! Stop huge bike lanes. Increase pay for police! Housing Multimodal transportation Neighborhood wellness Downtown Open Space preservation I think the most important thing for SLO is to maintain its casual quality personality as it grows. The best thing about SLO is that it is not SF or LA. Open space, charming downtown all contribute to that feeling. Outdoor music events in Mission Plaza, art appreciation wine and food plus the intelligence of Cal Poly community and progressive attitudes towards sustainable energy use, transportation and making the best of our local agricultural gifts is critical. Traffic issues; congestion, speeding, signals needed Low cost housing Open Space preservation Try to stop Cal Poly's growth, it has overwhelmed the city with housing shortages, traffic, drunkenness, noise, crime, etc. I also doubt that Poly students do much too save water. Stop encouraging more and more low paying visitor serving jobs such as those for motels. Visitor's do not conserve water and overwhelm our traffic and facilities Safety-transient violence/panhandling/loitering Laguna Lake dredge-Health concerns improvement Evening bus availablity- female rape prevention Hiking and biking trails Public safety enforcing traffic laws; especially speed limits in residential area Stop the constant construction! ie Water?? Curtail Cal Poly's student growth for this small town! Find a solution for the inequalities in water conservation. 1.Beauty shops 2. Motel's-hotels 3. Professional bld's landscaping while home owners are encouraged to purchase water containers and relandscape? -How fair is this? Heavy fines for drivers on cell phones - I was nearly run down on higuera from this "disease" Water considerations: Ergo limit growth those who save should not be punished! Height limits on new construction - Are we trying to be Santa Barbara? Nothing exciting for seniors. Keep the green space. No encroachment up the hills (again, Santa Barbara?) Too many empty stores downtown and yet more new building Wheres all the parking downtown. Not handicap friendly. Water Packet Pg. 50 A good start with street repair but more infastructure is needed; creek care, bridges, etc Less development but instead, improvement on existing structures - we have enough retail and way too many bars! Tourism is important BUT so are the residents that live here and participate in the community Keep inspection or modified version to prevent "slumlords" Yes it is needed! Parking! For gods sake you build and build but do not provide and require those tenants to use their own parking spaces Protect homeless population Dredge Laguna Lake- Its in horrible condition- Think Zika virus Roads and infastructrue Open space Safe bike lines (routes to school) Park maintenance Too much traffic on 227 south to price canyon. Very heavy after 4pm Increase police presence downtown after 9pm expecially weekends Great job on over 101 bridge at LOVR - Thank you! Affordable housing for seniors who have lived in SLO for "x" number of years already-no priority for recent transplats Survey all seniors in SLO as to their specific transportation needs. More/ frequent shuttles. Many cant walk to their closes bus stop Extended hours for the therapy pool and a regular shuttle from different parts to town Solve problem of too many cars downtown Solve problem of too many cars in SLO Stop development! We have limited water!!! Limit building height to 3 stories to maintain our small town charm. Repeal the high pensions that are depleting our cities funds! Stop building structures that don't have parking included Develop tiny home parks. Housing. Affordable workforce housing Transportation- including mass transit and bicycles Infrastructure maintenance Parks and recreation Cultural heritage and fill in Laguna lake, restore marshy habitat for migrating birds Continue to preserve open space.Keep parks closed at dusk. Limit size of SLO to preserve the quality of life Promote sustainability, not growth Provide seniors and singles with studios of 1 bedroom apartments Limit new building until water sources are assured Increase bus routes throughout county More workforce housing Drive thru coffee. It would be super nice to go get coffee without getting out of pajamas Packet Pg. 51 Residential rent control (ex. in our neighborhood off Highland there is a 3 bedroom home with 6 different individuals and 6 cars! Too many cars on the street!! Parking permits are not the only answer Maintaining parks and recreational areas-weeded, watered, and cleaned up! Places for homeless to go (more shelters) and not allowed on the street sleeping Continue downtown farmers market and summer concerts in the park Push for more housing on campus and free up houses and apartments for local people who wish to work here (this would certainly cut down on car emissions (Cars in and out of town) The cost of housing is an ongoing problem-the cost of housing (rent or to buy) was a problem in 1958 when I moved here (I am a professional) I worked 2 &3 jobs and took care of my family on a limited income. Enforce speed limits- Johnson Ave has become a highway and race track! Cal Poly is building dorm for 1100+ students and increased enrollment to 5000- where is the balance in that? Orcutt road needs widening to accommodate the increase in traffic and should have been done when the Arbors were build It does not encourage downtown shopping when you put a bowling alley in the middle and continue to add more and more places that serve alcohol! Maintain and improve quality of SLO life especially green space and housing Getting rid of rental inspection ordinance/modifying it so offenders don't get off easy Finding housing solutions for those in need Dredge Laguna Lake Changing the hours of open space to allow for night activity (ie: night mountain bike rides in open space trails) Changing the hours of open space to allow for night activity (ie: night mountain bike rides in open space trails) Changing the hours of open space to allow for night activity (ie: night mountain bike rides in open space trails) Changing the hours of open space to allow for night activity (ie: night mountain bike rides in open space trails) Changing the hours of open space to allow for night activity (ie: night mountain bike rides in open space trails) Transportation alternatives to the private car, such as carpool, bus, bike incentives Infill development to limit urban sprawl Maximize outdoor recreation and open space Safe haven for all citizens Mental health services Open spaces Recreation Homeless Clean and fix downtown sidewalks Dog park on west side (airport) Protect old businesses by preventing competing new businesses building in close proximity. ie tractor supply-farm supply Packet Pg. 52 Complete the bike path from SLO city to Avila Beach. Excellent for attracting tourists to the city and reduced parking problems in Avlia Add more bike lanes to the City streets Preserve Parks (Laguna Lake Golf) and open space Keep roads in the City in good repair, also sidewalks No substandard rental units should be permitted. All should meet code. And build good shelter for the homeless/provide more affordable housing Bike Lanes Open Space Lower Housing Prices Increase School Funding open space, traffic "Open Space and Maintenance" Complete the Bob Jones Trail, with the priority of designing and constructing the Los Osos Valley Road to the Octagon Barn connection. expand johnson ranch and irish hills trails Feasibility study for a Madonna Road protected bikeway and improvements to the bikeway crossing of Highway 101 between Marsh Street and Madonna bike path The City is approving housing projects that are massive that is eating up the environment and during a drought that the expectation is for everyone to have strict conservation. The massive Orcutt Road project on the Rhigetti Ranch is a prime example compounded by heavy traffic on Orcutt Road especially during commuter hours. Traffic is very fast moving with the unsafe posted speed of 55 miles per hous on a less than 1 mile strip of road. The Orcutt is unsafe and has multiple accidents. The residents have to deal with this nightmare daily. There has not been any communication as to what is going to be done to remedy the road so it is safe! Trying to get in and out is a life threatening experience. We have actually been told that nothing is planned because no one has been fatally injured! Continued Open Space growth and improvement Higher density housing and business development outside of downtown Non-government and education job growth "Regulate" nefarious Hospice companies alerting public to sedated consciousness. Execution of elderly by corrupt MD's and Hospice and insurance company blessings. Make sure hospital administrators hire "good" MD's and not ones with "Marks" against them in their personal files. Why are so many moving out? Perhaps due to BAD MD's? Regulate hospital from tagging patients and threatening MD's with loss of hospital privileges for teeing that patient. open space, trails, parks more dedicated bike paths quit converting multi-lane roads to single lane roads, improve traffic flow on streets Open space acquisition/wildlife corridors protection and stop cutting of trees in city of SLO Implement general plan, restrict growth to 1% per year, no averaging! Preserve Morros, no buildings on them. Stop infill. Realistic staff reports. Stop them from advocating for developers Sue Cal Poly to force CP to house students on campus, like Santa Cruz did Packet Pg. 53 Affordable housing Safety Clean air Affordable housing Safety Clean air Livable, affordable housing Planned growth to retain our citys charm and offer public transportation that is convenient Student housing outside of established family residential neighborhoods Water use solutions Safer bicycle lanes Roads Affordable housing Clean industry jobs with livable wages Improved bus service Safer bicycle lanes Roads Affordable housing Clean industry jobs with livable wages Improved bus service Affordable housing-Keeps family style homes from being turned into student rentals. Preserve family neighborhoods Open space preservation-continue! and Laguna Lake restoration- continue! Multimodual transportation-Improve Bob Jones Trail-make it connect from SLO to Avila Beach for bikes and walking Downtown-Bring Marst Street to life again! Too much emphasis on Monterey and S. Higuera make Marsh the stepchild! Improve RR trail-There are MANY paths that lead to/from the paved trail (so nice) that are dirt paths. Please consider continuing the paving of these dirt pathways, especially those around the YMCA, the municipal pool and Sinsheimer park. I see people using these paths for walking, biking and pushing baby strollers to get other places. The could be safer if paved No more building in downtown, not up or out. Already cant park or move about by vehicle. No more construction in outer edge till water and street issues are resolved ie expand Tank Farm Extend Prado Road and build overpass. Open up areas that have limited in/out streets Rental control- Cost of rental properties is out of control- unffordable to families wanting to live here Condition of sidewalks downtown-greasy, dirty and basically unclean. Need power washing of sidewalks Homelessness- Some I talk to "Like it on the street" and refuse to go to the shelter?!?! Try to deal with the homeless population living in the creeks and spilling into our local parks, downtown and neighborhoods. Theft has gone up due to the increase. We need to make the creeks unavailable to be a water source and housing environment. People literally come to SLO because they know we do nothing about the problem and actually want to build more resources for the traveling, chosen lifestyle. We don't want to become st. street in SB where businesses and people start to leave because of the homeless population Packet Pg. 54 Try to deal with the homeless population living in the creeks and spilling into our local parks, downtown and neighborhoods. Theft has gone up due to the increase. We need to make the creeks unavailable to be a water sorce and housing environment. People literally come to SLO because they know we do nothing about the problem and actually want to build more resources for the traveling, chosen lifestyle. We don't want to become st. street in SB where businesses and people start to leave because of the homeless population Try to deal with the homeless population living in the creeks and spilling into our local parks, downtown and neighborhoods. Theft has gone up due to the increase. Get rid of rental inspection program Parking Downtown Trails Class 1 bike paths for transportation and circulation within the City Open Space Bob jones trail city to sea. open space avalibility build and maintain multi use trails in the open spaces Complete the Bob Jones trail Better and more recreational trails. More bike lanes. Help homeless people get off the streets. Obtaining new open space and establishing new trails and outdoor activities Maintaining and expanding open space trail systems Providing affordable housing Housing the homeless Acquire more open space and maintain current open space. Eliminate rental inspection program. Work on signal light timing to reduce air pollution and save commuters time. Low income housing. Expand services for the homeless. Infrastructure of the city including roads, crosswalks, bike lanes, and open space. Open Space Habitat protection Clean air and water Energy efficiency Transportation efficiency Increase access to existing open spaces and trails. For those of us that work "normal" hours, the current open spaces are essentially closed this time of year during the week because of the "dawn to dusk" rule. Increase the number of trails on open spaces. Provide after school childcare. The current program run through Parks and Recreation has a massive waiting list. Affordable housing Living wage + jobs Bike paths & safe bikeways Trails & open space Packet Pg. 55 Safe cycling routes on city streets Mountain bike trails, access at night More open space trails Improving outdoor recreational areas and activities. Fostering a better understanding of environmental awareness and awareness activities Creating and maintains more trails around the city and county Open Space Acquisition Redesign and Modifications/Enhancement to the Broad Street Cooridor Expansion of Mission Plaza Expansion / Further Development of the Railroad Bike path Traffic Mitigation throughout the city water management and security affordable housing that honors our small town feel neighborhood safety - addressing the increase in thefts from private property continue environmental education and protection of our open space and greenbelt Open Space Preservation Workforce housing Multi-Module transportation Fiscal sustainability and responsibility Water conservancy Rewrite the short term rental regulations to remove the draconian and unnecessary requirements such as added parking Encourage more solar Stop special interest groups like Residents for Quality Neighborhoods having so much say Getting the homeless off the streets and out of the parks Infrastructure repair Improved traffic flow. Get cars off residential streets like buchón Safety Affordable housing Affordable housing Reestablishing local business Housing and caring for homeless population It has been very long overdue; the Senior Center needs thorough maintenance and some upgrades done. Our city council can consider assigning a consultant to conduct a study and present the findings for their consideration. Expanding airport/direct flight to Denver or other major hub Keep developing alternative energy options via the ocean Affordable housing while maintaining the natural beauty & charm of SLO (tough order...I know) Attract tech jobs from up North Packet Pg. 56 Demand that Cal Poly and Cuesta build dorms. This will help return affordable workforce housing to our city. Neighborhood wellness. Keep the character of our city. Developers' projects should match their surroundings. Infills should match what is around. Build REAL affordable housing, where FAMILIES can live. Homes that are over $700,000 are not affordable! Identify residential streets that have a daily trip average much higher than they should have, and work to return it below 1,500. Fight shortcutting. Make areas around schools traffic safe. Increase housing stock Continue to incorporate ped/ bike facilities Ease costs/permitting for granny unit type development Funding schools after Diablo closure Keep downtown vibrant and active Affordable and workforce housing fixing roads allow responsible development in terms of size and appropriateness to surrounding area parking to encourage vistors and residents to use local shops and facilities Repeal rental inspection Allow back yard living quarters for relatives protect peaks and open space from development, keep mix of small stores, theaters, restaurants, and nice larger stores downtown, preserve small town feel ans atmosphere, promote cultural events, add more bike lanes, protect trees and undeveloped lsnd around city, underground power lines, keep protecting trees. Restore safety and cleanliness to downtown. Encourage and control smart residential growth Promote business development and growth, especially those businesses that provide high paying jobs. Continue to promote travel and tourism Support businesses that serve an aging population Affordable housing Fast-tracking multi-family housing to shift the renter community out of blighted SFR homes Increasing homeowner freedom to rent their properties on short term sites like airbnb (including standalone in-law suites) Preserving and restoring open spaces Increasing the use of native landscaping/acting against companies and landscapers that sell and install invasive plants Work toward achieving the 20 percent trips-by-bike goal by fixing gaps and expanding the bicycle transportation network, including completion of the Railroad Safety and Bob Jones trails, completion of the Safe Routes to School to Pacheco and Bishop Peak elementary schools and Broad Street Bicycle Boulevard, feasibility study for a Madonna Road protected bikeway and improvements to the bikeway crossing of Highway 101 between Marsh Street and Madonna bike path. Open space preservation Downtown Plan Update, including a downtown that is designed for people, not motorists Neighborhood wellness Revise the rental inspection program so it focuses on slumlords. Good landlords should not be subsidizing slumlords. complete the railroad safety trail Packet Pg. 57 Respect for the residents and their neighborhoods over and above the desires of those who do not live here and wish to develop for their own gain in spite of detrimental effects to those neighborhoods. Respect for and protection of Open Space as natural preserves Live within our means, not approving large developments in the face of current water shortage and projected lack of resources in the future due to climate change Maintain the small town character, which includes protecting views of hills from being obscured by tall buildings. Restore La Loma Adobe Broad Street between South St. / Santa Barbara St. and Orcutt Rd. Control of automobile left turns and pedestrian crossing. Daily hundreds of cars enter and exit to the left in this stretch. At best it's a hustle. At worst a lottery. Islands are needed, and somehow options for pedestrian crossing. Quality of life. For me that quality stems from an environment that has a pedestrian scale and celebrates our heritage in the form of historic preservation. stabilization and preservation of the Bowden/La Loma Adobe, a significant cultural /historical site in SLO continued augmentation of open space and maintenance of existing hiking trails housing for low income families working within SLO Housing Transportation infrastructure Safer bike routes for young children to use to get to and from primary and secondary schools. Specifically Los Rancho's school. This will also help mitigate traffic that collects on 227 in the morning and evening work commutes, and also save time and gas. Traffic mitigation and better light changing priority such that intersections are more efficient. Perhaps round-about's, although their cost is high and perhaps not the best use of resources. Safe bike lanes on broad all the way from South to tank farm Safe bike lanes on Buckley behind the airport Park & ride to the airport Add more handicap parking to downtown & parking garages Better shelter/camping areas away from downtown for the homeless Affordable Housing Bike safety and infrastructure Safe to school routes Homelessness Complete the next segment of the Railroad Safety Trail – Pepper Street to the train station – while continuing the effort to create a permanent trail separated from traffic citywide. Complete the Bob Jones Trail, with the priority of designing and constructing the Los Osos Valley Road to the Octagon Barn connection. Design and construct Safe Routes to School to Pacheco and Bishop Peak elementary schools, including the Broad Street Bicycle Boulevard from Monterey Street to Ramona Drive and safer bicycle/pedestrian crossings of Foothill Boulevard at Ferrini Road and Patricia/La Entrada. Design and construct Safe Routes to School to Pacheco and Bishop Peak elementary schools, including the Broad Street Bicycle Boulevard from Monterey Street to Ramona Drive and safer bicycle/pedestrian crossings of Foothill Boulevard at Ferrini Road and Patricia/La Entrada. Create East-West Bike Boulevard on Islay or Bouchon. Packet Pg. 58 Affordable housing so that low income residents can have a place to live that is safe. Homeless shelter completion. Downtown has become a gathering area and does not feel as safe. Expansion of safe parks and playgrounds. More bicycle paths off the main roads - completion of path from Octogon Barn to Bob Jones Trail. Bike paths out to Airport area More affordable Housing Bike path from railroad to Pepper st Bus routes to airport Allow night hiking Preservation and acquisition of open space Preservation of trees downtown. Stop kowtowing to development downtown and preserve trees at all costs Less high density construction More accessible parking Goal of improving road congestion which has been particularly noticeable in recent years and continues to get worse Parking Handicap parking Strict to the rules when blg new-Chorro Street Listen to the peoples concerns Rescind the rental housing inspection program immediately Enforce noise rules in student rentals in neighborhoods The student late night noise in unacceptable Neighborhood wellness The city needs to install traffic lights between Broad street/ Orcutt - Broat street/South Streets. It is impossible to turn left or right at any given time of the day Affordable housing More bike friendly routes Slowing traffic down Making Broad street more pedestrian friendly (between Santa Barbara and Laurel lane/Orcutt) Schools! Improve Bishop's Peak elementary Finish Bob Jones Trail!! STOP the chain stores in downtown! STOP the abundance of signs in downtown Better patrol of speeding cars on Patricia Drive!! Slow the growth of building over 2-3 stories high. Review the height permits - 4 story is too high! Continue the water conservation (without increasing my water bill) Review the housing development re: the traffic impact Obtaining more and less expensive water for its resident citizens Providing more low cost housing for those in need Continue to provide emergency and safety for all who live and visit our areas Reduce and quit hiring administrators and department heads such high salary rates- the current rates are unjustifiable Revamp pension conpensation plans for all city employees especially police and fire and administrative positions. No one should be able to retire in their 50's and receive lifetime benefits and retirement Packet Pg. 59 Crime/ vandalism against downtown businesses Vagrancy, especially downtown businesses Safe bike paths for bike community Affordable housing for middle class Net zero community and community choice energy for SLO Open Space/Slow Growth Water Traffic Maintaining the unique commercial environment (i.e. fewer chain stores & restaurants in favor of independents; small shops instead of big boxes) Restore and preserve city-owned properties, especially the La Loma Adobe to highlight the City’s vibrant history and support restoration and re-use of historic private properties that reflects city’s character, sustains the downtown, and adds to neighborhood wellness Continue to demand that Cal Poly increase housing on campus for lower-division students and tackle the reported crisis of an ever-growing proportion of renters in the City and their impacts by increasing police presence in neighborhoods near the campus, considering overlay zones that have effect of making renting less desirable, for instance by restricting parking, checking for actual number of true bedrooms up to code, etc.) Encourage construction of new workforce housing, including for faculty at Cal Poly, and identify city incentives to reduce entry costs for occupancy. Continue to acquire open space, expand trail networks and assure convenient bike and bus access to trailheads Expand regional bus network with more stops nearest job centers, fill in gaps in bicycle network, and proactively add pedestrian amenities throughout city. Open Space Preservation Multi-modal transportation to reduce increased traffic congestion Re-visit Broad Street Master Plan Sustainable energy promotion School Expansions - further study of long-term community impacts from expansion of Cal Poly and Cuesta College Sustainable Water Infrastructure - require subsidies from developers and balance with demand for new housing Open Space Preservation Multimodal Transportation - reduce commuter traffic, promote self-help infrastructure improvement initiatives Re-visit Broad Street Master Plan Open Space Preservation Sustainable Water Infrastructure - require subsidies from developers and balance with demand for new housing School Expansions - further study of long-term community impacts from expansion of Cal Poly and Cuesta College Multimodal Transportation - reduce commuter traffic, promote self-help infrastructure improvement initiatives Re-visit Broad Street Master Plan Packet Pg. 60 water supply water/sewer infrastructure rolling replacement/rehab, funded via water/sewer fees of ? --- $10/12/15/month/water bill. Solve the water situation permanently using desalinization---apply for state and federal funds and or grants No new development until our water future is assured Sustained financial security via defined contribution retirement plans rather than defined benefits for public employees---the shift must be made. This could include some creative use of insurance companies to take the pension burden off of SLO's citizens;if we don't do something to limit the problem, I can almost guarentee it will become an ever heavier burden to fund, and will consume most of the general fund calculated in present dollars. Limit growth Water conservation Affordable housing Affordable health care Keeping chain stores/businesses at bay Maintaining the small community feel; maintain limit of new housing. Work closely with Cal Poly to moderate growth and encourage them to be a better community partner. Promote tourism in the region (may partner with other cities in the region). Implement the Laguna lake conservation plan and expand the dredging component to the largest size possible Expand downtown parking to accomodate new businesses and replace the public parking lost to new construction Promote affordable housing, both single and multi unit, work with Cal Poly to expand on near campus dorms/ apartments Support the new homeless center and work with the county to create a county wide effort so all homeless services are not concentrated in SLO City. Improve traffic circulations Please install lights at Sinsheimer public tennis courts Downtown - pan handling Aggressive Drivers Providing moderate- income housing in desirable areas ( that means NOT next to train tracks, cemetaries, & trailer parks) Improve relationship between community and Cal Poly students Clean up appearance of trailer parks. They are an eye sore Work on rental policy or rental inspection program Being fiscally sound Preserving existing infrastructure and services especially fire and police. Neighborhood wellness Preservance of open space for use by locals for recreation. Add space if possible. Develop a long term plan for the reduction in revenue from the eventual closing of the Diablo Power plant that does not include raising homeowners' taxes. Parking in downtown SLO. You've given away parking spaces we paid for to developers. We want it back Traffic flow through SLO- you do realize how much traffic there is in the AM & PM for people to navigate to work? Get the homeless center BUILT - quit trying to undermine it. Quit killing small businesses downtown by blocking parking Traffic flow - we want our downtown back. Put in crosswalks/ signals on Broad so we can cross the street safely Packet Pg. 61 Get the non local homeless people back to their own towns off our own streets Get our water/sewer bill down so we can afford. I pay 75-for 3 people to use bathroom and sewer Fix side walks in neighborhoods were city has made us plant large trees on curbs Stop Cal Poly from growing. Our streets weren't designated for that many cars. It's crazy out there Neighborhood wellness Open space prevention Fiscal Sustainlability BOB JONES TRAIL completion Railroad Safety Trail – W permanent trail separated from traffic through SLO Madonna Road protected bikeway over 101 Affordable housing- put pressure on Cal Poly to build more student housing on campus - not in neighborhoods Multimodal Transportation Neighborhood Wellness Downtown parking - esp. for older folks who are not disabled, but where structures are an issue. Perhaps more 30 min spots? The nature of preserving our community image & the natural beauty of our area (hillsides) More control on growth - over building Traffic flow AFFORDABLE HOUSING Housing affordability Fiscal Sustainability Neighborhood Wellness Roads Seniors Water Limit growth Stop in fill Respect Neighborhoods Build a parking lot on foothill to remove access traffic, parking and destruction of neighborhoods: Bishop Peak hiking should NOT negatively impact the neighborhoods Neighborhood Wellness needs to be addressed. Numerous students are occupying residential areas. I live in a culdesac surrounded by students. There are two houses with 5 students. There is also a home where drugs are being used and sold. Lots of traffic. I've appealed to SLO PD and no action. We need to have safe sidewalks. We have an inspection for left out trash cans and cars on lawns, then we let trees and shrubs grow onto sidewalks The safety for our citizens comes second to how we look to the tourist. Have the guys looking for trash cans tag residents for over grown landscape. What happened to this program for keeping our sidewalks clear? Stop building! Get Caltrans to move outside town and make Madonna @ Higuera the gateway to SLO Bring down crime stats - Happy town should be crime free! Take better care of homeless Packet Pg. 62 Open space preservation Multimodal Transportation Housing Laguna Lake Neighborhood Wellness Beautification by burying overhead utilities in the "railroad district" and in near downtown neighborhoods SLO has a serious diversity problem. I think that, as part of a smart growth plan, SLO should focus on inclusiveness and improving diversity. SLO needs to promote neighborhoods that welcome families and continue pressuring Cal Poly to house own students More off-road trails for healthy lifestyles! Reduce the number of bars downtown ( See # 2!) Make downtown a more arts & entertainment spot - for grown ups and not just students Forceful negotiations with Cal Poly about enrollment caps & housing on campus Reconsider approval of excessive heights on new construction projects Deal with packing issue on neighborhood streets Address issues related to increase in traffic- staggered schedule for business? Crime Over building Homeless Crime prevention Homeless problem /Vagrants in the streets/ pan handlers Clean water supply Unfunded city pension liabilities. Get rid of the homeless population taking over downtown and neighborhoods. Inplement a building moratorium in the wake of the water shortage and lack of adequate roads. Traffic issues on major streets (LOVR, Tank Farm, Broad, Orcutt (section between Johnson and Tank Farm). Stop hiring city personnel at such exorbitant salaries. Open Space Preservation Sustainable Water Infrastructure - require subsidies from developers and balance with demand for new housing School Expansions - further study of long-term community impacts from expansion of Cal Poly and Cuesta College Multimodal Transportation - reduce commuter traffic, promote self-help infrastructure improvement initiatives Re-visit Broad Street Master Plan Complete the Railroad Safety Trail -Pepper Street to the train station Build the Railroad Safety Trail from Taft to Pepper Build the Bob Jones Trail from LOVR to the Octagon Barn Provide for and construct. Complete streets including better bikelanes Design and construct safe routes to schools- Foothill signal crossing at Ferrini Packet Pg. 63 Complete next segment of Railroad safety trail- Pepper st to train station. Continue to create a bike trail separated from traffic city wide. Complete the Bob Jones trail!! Madonna Rd protected bikeway. improvements to bikeway crossing of highway 101 between Marsh St and Madonna bike path. Design and construct safe routes to school to Pacheco and Bishop Peak elementary schools. Broad St bike blvd, Monterey St to ramona Dr. Bicycle Safety: protected class 1 bike paths, safe bike-only corridors parallel to busy car thoroufares. Change the open space ordinance to allow hikers & bikers to use trails after dark to 9 or 10 pm. Get rid of vagrants, homeless, & pan handlers Improve traffic by adding lanes in areas at edge of city and widen Tank Farm to 2 lanes each way. Make parks safe for children and moms Remove encampments polluting waterways and open space. Easing increased traffic Better and improved infrastructure Moderately - priced new housing - apartments + homes Minimize regulations to allow quicker & cheaper housing. Try again with something along the lines of Measure J Continue improving open space, more parks, bike + walking trails Reduce pension cost(city, fire, police, ect.) by basing it on base salary without OT,sickleave,vacation etc adders.i.e.,like most industrys Promote new low cost housing by increasing mobile home parks(the current lowest cost housing) Additional law enforcement officers to patrol city. Clean out river beds to assist with homeless population staying in those areas. offer water conservation funding. Rents should not be so high - Deters having people live here other than students who are temporary Housing prices and rent prices are too high to have families and people settle in SLO Employers need to have wages that are competitive and realistic to are we live in Laguna lake restoration More affordable housing Limit new housing and other new water users Maintain open spaces and add new ones Maintain urban forest Halt on new development during the drought!! Reduce bureaucracy exorbitant pay! Reduce special interest money in local elections! Keep it local! keep local business in business!! Reduce permitting fees for local residents Transportation with bike paths, buses-get people out of their cars! Keep the size of the PD dept (and their budget) down Low income housing - we are becoming a community of haves vs. have nots Preserve and improve small businesses- they are what keeps SLO unique and strong - Help them! Packet Pg. 64 Affordable rental housing. More of it! Creating new housing inventory for purchase,under $450k. Increasing homeless/mental health services to dissuade panhandlers from camping out downtown Maintain SLO uniqueness by lower buildings. Free parking Sunday. Encourage local business (Not bars and restaurants) Better walks in SLO downtown, signal at Slack and Grand Crosswalks at uninterrupted long blocks Maps posted at strategic corners to highlight points of interest downtown ie childrens museum, BooBoo, etc Water Homelessness Safety (speeding) Bike lanes Connecting bicycling infrastructure inside the city limits. Make it easy for people who don't currently ride a bike for transportation to consider it as a valid option. Reduce barriers : perceived safety, comfort & physical Slow traffic speeds on all arterial streets without promoting cut through. Promote neighborhood groceries (zoning) so we don't have to drive across town just to get one or two items Push for preservation of our open space so it doesn't become " loud to death" Prioritize sidewalk widening, repair, and installation around schools & shopping areas to promote walking as a from of transportation. Ge the permanent street people off the streets. They are dangerous and scary Make Cal Poly house their students Stop the rental inspection program. Its making matters worse. Stop the construction of tall buildings downtown. It's noisier than ever and hides out mountain views. We are turning into Santa Barbara in a negative way. I was raised here and want to move. Preserve open space Alleviate traffic congestion Improve after school programs for kids Create a harmonious climate for students, property owners, and residents. We bought in SLO March of 2015 and our daughter occupies the residence at (address redacted). Immediately upon learning that our daughter was going to be living there, select neighbors extended the atmosphere of harassment to include them. This includes calling the police anytime they suspect that the girls have company. Often (3x now) the police have been summoned midday for no reason. All times the girls were the only ones in the house. One time there was only one girl and she was in the shower. This is such a waste of resources! Also, if the girls have friends over (which they are entitled to do!) the police are summoned even if the noise is within the allowable limits. The neighbors are openly trying to drive students out of the neighborhood and are destroying my property value. We have now installed a decibel meter and will be coming to the city for mediation if this does not stop. Please feel free to contact us via email or cell. Increase funds for road maintenance - many of the city's main arterioles are badly in need of repair. Example - Madonna between LOVR & Oceanaire Improve street signal coordination to improve traffic flow and to reduce pollution due to idleing cars/ trucks. Provide more parking downtown - the elimination of many street parking lots has made it very hard to shop downtown Provide more law enforcement for traffic patrol; excessive speed and loud vehicle radios & mufflers are Packet Pg. 65 problems. Protect quality of life as you add more housing - concerned about the impact of more residents on congestion & water supply Jobs Housing Homeless Enhance water supply Pave streets Help the homeless - housing , jobs Safety & Security More housing Infrastructure (roads) work, e.g. Prado Road extension Bike lanes/bike trails (could be included in infrastructure) Traffic ! Ugh! Less growth Responsible water management Stop building now! Isn't there a water shortage, won't there always be a water shortage? If you want to live in L.A., why don't you move to L.A. The Traffic every day keeps getting worse & worse. You can't get anywhere from 5pm to 6:30pm. If the smallest piece of construction is going on traffic is backed up for blocks. People have become much different because of the traffic. You are taking the small town flavor away from our citizens People are no longer "slow" they don't feel the small town consideration to let you out of your driveway or a side-street because of the stress of driving in the awful traffic. Open space preservation Bikeway enhancement Laguna lake restoration Multi-model transportation Too much airport noise More bike lanes - bike pathways Keep marijuana out! Relocate transients from downtown core to make walking and shopping downtown a better experience for community patrons and visitors of SLO Actively pursue development of additional parking to serve downtown core We have spent enough time and money on the downtown- it is time to help the neighborhood residential areas Assist, not hinder people providing housing for SLO workforce and students Off street parking- not all in multi-level parking- the little lots made it easy for me to shop in town-no more Maintain and support recreation areas throughout the city even public parks Prevent multi unit housing-in single family residential areas-parking on the street is an issue in the city Packet Pg. 66 We have spent enough time and money on the downtown- it is time to help the neighborhood residential areas Assist, not hinder people providing housing for SLO workforce and students Off street parking- not all in multi-level parking- the little lots made it easy for me to shop in town-no more Maintain and support recreation areas throughout the city even public parks Prevent multi unit housing-in single family residential areas-parking on the street is an issue in the city Dredging Laguna Lake Not allowing the big chain stores into SLO. Williams Sonoma- What will happen to Fordens?!?! Dredging Laguna Lake Dredging Laguna Lake Dredging Laguna Lake Homeless people in the streets + on private downtown property Additional Parking Downtown Rental inspection ordinance needs to be repealed Affordable housing Fiscal soundness Bike paths + bike safety + bike lanes - bike tourists have money Improvement of city parks - Shade & trees please Require solar on all new builds, especially commercial blds. Time to build in post-nuke jobs! Permanent farmers market bldg. Sat parking lot is a terrible location & Thursday has no farmers anymore Street repair Curbs along Chorro Street between Pismo and Pacific streets Active transportation projects! Slo loves bikes! Water conservation- We don't know how long out drought will last Sustainable development- Need to consider infill projects to revitalize long empty core locations Providing services to combat a growing public homeless problem Bike paths + bike safety + bike lanes - bike tourists have money Improvement of city parks - Shade & trees please Require solar on all new builds, especially commercial blds. Time to build in post-nuke jobs! Assuring the water supply is adequate to provide water to all established uses and all new uses The existing goals are important objectives and should be kept-goals-open space preservation, transportation and housing. The important objectives-neighborhood wellness, Laguna Lake restoration and downtown Stop the high rises more parking Homeless Make the city more environmentally friendly/ reduce our carbon foot print Revitalize downtown and increase small retail options to ensure a good balance between shopping & bar/eateries options so as to increase customers' interest Open space preservation better bike infrastructrue Housing + homeless issues Packet Pg. 67 Repeal Residential Rental Inspection Program AND Refund money collected from landlords for poorly defined and operated program Hire more Police Primarily for traffic control and vehicle violations Enforce noise violations both residential and loud truck,motorcycle-vehicles Cal Poly party-Drunk students Improve Roads Housing Homeless Fiscal Sustainability Safety-Police-Security Maintain"SLO"atmosphere-no big expensions. Cleanliness Restoration of Laguna Lake Address water scarcity now & forever City wide development moratorium to address water scarcity Encourage all housing & development new & old to utilize gray water, on site water storage. Schools, prisons, have onsite water storage mandate use of recycled water Continue with mandated water restrictions (use) lawn removal Open space preservation and maintenance/repair. Continue patrols at night & weekends Neighborhood wellness - code enforcement in student neighborhoods, enforce no more than 5 students in a SFR Continue effort to build and staff a 5th fire station in the south west part of town Finish our homeless services center on Prado/S. Higuera Establish a full time Fire Department Training Officer position (this Battalion Chief level position was eliminated during budget cut backs several years ago) Maintenance and improvement of infrastructure (road, fire, utilities, etc.) Preservation of historic values and open spaces Securing a safe and healthy human environment Emphasis on downtown economic health Expand and maintain open space Expand Railroad Safety Trail to Tank Farm Rd. and Cal Poly Build a bike park Deal with homeless problem Save Laguna Lake Restore Laguna Lake Bike Lanes & Trails Open Spaces aquisition and development Save Laguna Lake Affordable housing Water management including incentives for drought tolerant landscapes, rain gardens ( to collect rain water), drip irrigation for landscape Preserve open space Address homeless/ indigent issue Encourage planting of large native shade trees - California Sycamore, oaks Packet Pg. 68 Reduce homelessness, especially downtown and in parks Keep downtown awesome, keep it clean Make sure new development is compatible with existing Keep spending on infrastructure maintenance and replacement Stop home inspection ordinace Reduce half Avila Ranch Buckley Road housing to 250 units Signalize Johnson to Tank Farm Rd @ Islay Park Intersection Open Space Preservation & Park maintenance Fiscal Sustainability Relieving traffic congestion Affordable housing Housing for the mentally ill (Bishop Studios) Quit Building!! Water is important! This council is passing too many projects. Our roads have too many cars! STOP! Control the growth Conserve water Too many cars & Traffic Help to promote more biz & industry in town Reduce costs of permits for build & add incentives for biz to stay in town!!! Infrastructure Downtown parking Housing Homelessness Community Spirit and a sense that we are in this together! Stop building tall buildings downtown Remove ridiculous traffic circles in residential parts of downtown Stop apartment building on Foothill and Chorro Stop apartment building off of Sarrand Roads - Connecting Prado to Broad, Buckley to Higuera, Prado Road interchange/ Bridge @ Hwy 101 Widen 227 from Airport to Price Cyn Develop Dalidio Property in a sensible way More & Better options for cycling & walking - paths etc. Keep downtown bldgs 3 stories or less Housing Open Space Preservation Downtown Open Space Preservation Neighborhood Wellness Fiscal Sustainability Open Space Housing Parking Packet Pg. 69 Get serious about the housing situation! Cal Poly needs to fix housing policy - Sleezeball investors attracted to sky high rents to poor students AND impacted neighborhoods Dredging Laguna Lake and maintaining as a "Nature Preserve." Lower taxes Lower # of government employees Housing- affordable Transportation Laguna Lake - figure out the best way /time to dredge Open space - more commercial space is not needed Help with water for low income households Prado surpass to Broad St. Mental health services for homeless & low income Job training programs for those getting out of jail or rehab programs More job training for those on the honor farm Stop the building! Keep our community and not turn into another Santa Barbara! Reduce expenses to live here Connecting bike paths! ( RR safety trail & on street bike blvds) Being able to use the limited supply of water w/o raising consumer costs Stop all building until drought is completely over Keep roads and streets in good repair Encourage Cal Poly to build more dorms Laguna Lake Restoration Widen Tank Farm Rd between Higuera & Broad; extend Prado to Broad Create accessable parking in downtown to offset current losses!!! Remember the aging citizens can't walk long uphill distances Dredge Laguna Lake to prepare for greater water storage and for the sustenance of the wildlife & water flow Repair bridges and replace water & sewer pipes that are relics Continue to monitor growth being mindful that water/resources are/will become limited; allow some of the growth devoted to lower income residents. Cal Poly needs to house more of their students - we were driven out of our house after trying to live there for 31 years. Every year it got worse. The city does not stand up for families and working people, the just get more & more $$$ from students and that is who they now cater to. You really have a hopeless situation if this continues with all the enrollment increases coming The roads & traffic lights must keep up with the influx of new housing as well as plenty of parking - It's a sad parking situation now. Crime control Safe water Packet Pg. 70 Open space preservation Neighborhood wellness Low cost housing so families can live here Limit number of bars downtown Laguna lake restoration Senior services Senior transportation Health Programs Mental Health Get rid of your rental inspection program! Do a better job of investing the city's funds Water conservation Get rid of your rental inspection program! Stop micromanaging us Stop rental program Slow down growth Widen roads BEFORE adding housing Neighborhood safety - aggressive behavior of mentally unstable e/or drugged/ drunk individuals is increasing in downtown area Creek area homelessness, vandalism, and trash is growing - please police & clean out area near SLO HS Planning to reduce traffic congestion on Foothill & Santa Rosa & along Broad/South intersections Bus service (or van service) for non-drivers after 8 PM and before 6 AM Water - having enough The rapid building @ CP, downtown & around SLO, too much Listening to community rather than out of town industries Easier bus access - we none in our area of SLO Fewer bars downtown Protect homeowners & property values by enforcing or passing new laws to regulate marijuana growth in private neighborhood lots. Protect same by enforcing code regarding fences you are turning your eyes to not see 10' fences built to hide illegal growth. Protect same by stopping construction of improper units in neighborhoods Protect our water supply by NOT allowing marijuana plants in city limits. Each plant takes 5 gallons a day, that is per plant. Value your base - Family home owners who pay taxes & support your life style. Green space/ open space preservation Decreasing homelessness Rental " blight" Housing with yards for young people with families, not "affordable", just more Retail & art downtown - close to traffic like Pearl Street in Boulder. Remove height restrictions on buildings Bike path on South Higuera - Separate from car traffic somehow, it's scary! Packet Pg. 71 Affordable housing - That is housing for working folds Road repair improvements More help for homeowners as regards water saving ideas. Can we junk lawns yet? Traffic mitigation Open space/park restoration Displacing panhandlers, squatters and anyone who takes public space as if they are entitled to it. Affordable Rental Housing. Rental housing that meets all codes & standards Jobs that pay head of house hold wages water supplies & sources Lower the cost of water! Water means health Make the cost of water lower, so we can keep clean without worrying of how to pay for it, if we have the money or not. Stop rampant growth! You are slowly destroying San Luis Obispo Stop rampant growth! Massive increase of on-campus housing, Poly & Cuesta Justice: Voters appeal DA decision to prosecute or not & trial results, guilty or not. Petition to get on next ballot. Bike, walk, horse lanes & retail (restaurant, yogurt, etc.) each side of creek, SLO to ocean. Homeless population increase prevention Crime Prevention Economic Sustainability when Diablo closes Open Space Honor downtown height limits - Save our City Continue addressing homeless issue Drop rental inspection program Outsource services for fiscal sustainability Resurface Dana St. would be nice - never done in at least 19 years Reducing city created expenses for Landlords such as now required "Business Licenses" fee that Landlords have to pay for each year (was this requirement only established to create new revenue for the city? The Landlord obviously receives no direct benefit from this requirment). Also reducing or eliminating the newly established Landlord fees for the city created "Rental Housing Inspection Program". The program requires Landlord's to pay an annual "participant fee" even in years when no inspection of his property is being done. (i.e. no direct value is returned to the landlord for this annual fee, once again was this requirement only established to create new revenue flow for the city?). Also, the 3 yr additional " inspection fee" (as much as $185) the Landlord is required to pay for the half hour or less inspection time is overly inflated. These additional Landlord fees all have to be passed on to the tenants, in increased rent, making SLO housing even more expensive and unaffordable to many. Crime Prevention Road Maintenance & traffic planning Packet Pg. 72 Our water shortage/ drought - A plan for our water sustainability along with more realistic water costs. Why not cap the water at the base of the grade (the creek)? An increase in Cal Poly students/ dorm space - where will these students be housed post dorm life? rent increase? Housing shortage? Decreasing our carbon footprint by increasing bike paths (off the street). Encouraging bike transportation. Regulating the soliciting that occurs downtown SLO. It detracts from the beauty of our town. Increasing small businesses. This isn't Los Angeles - we are losing our small town charm. Is SLO able to sustain this fast big boxed expansion? Fix the POT HOLES in the streets!!!!! Fix the cracks in the streets!!!!! Fix the POT HOLES in the streets!!!!! Fix the cracks in the streets!!!!! To be respectful and listen to the public's opinion even though you already have made your decision before the council meets. Why does the council not follow the staff's recommendations that have been established for building height, parking spaces, and density? 22 Chorro St. is a disaster, the height of the Serra Hotel blocks the hills as does the Marsh St. .....? Where are the parking spaces? Stop giving bonuses to highly paid positions just because the did "a good job". That is what they are paid to do. To be respectful and listen to the public's opinion even though you already have made your decision before the council meets. Why does the council not follow the staff's recommendations that have been established for building height, parking spaces, and density? 22 Chorro St. is a disaster, the height of the Serra Hotel blocks the hills as does the Marsh St. .....? Where are the parking spaces? Stop giving bonuses to highly paid positions just because the did "a good job". That is what they are paid to do. Water savings Environment Repeal/modify rental ordinance Integrated neighborhoods & affordable housing. Put housing over the retail businesses downtown and in local retail malls/stripmalls. Support education & public schools (more of a school board matter but city should support them with auxiliary programs for youth, after-school and in the summers, which will help with working parents. Provide low-cost, long-term care/working for old people & keep them in the community. Allow tiny houses spread out as infill (not segregated in single use communities) Keep the downtown family friendly, open to young and old & college kids. Make it comfortable and welcoming for African Americans, Hispanics, gays & lesbians, & skateboarders. Curb cuts for wheel chair access Keep city transportation & county well covered for each part of town & cities in county Keep creeks clean - free for appropriate water access and reduce flood occurrences. Focus to make trails & walking paths for safe pedestrian access to all parts of town & county. Cut down on automobile parking & access downtown. Make town more bicycle & pedestrian friendly. Packet Pg. 73 Retirement and insurance programs Maintenance of infrastructure Fiscal sustainability Affordable housing 5.Open space preservation. 6. Central Coast reverse osmosis desalination plant 7. Community choice energy Stop the Phillips 66 oil train Reduce government costs & waste Stop government invasion of privacy by a. eliminating that idiotic rental inspection program b. eliminate the grass police, the driveway parking police, the couch police c. eliminate needing a permit to park on a city street d. eliminate parking fees Fix the water problem: increase supply & cut costs Most important: protect the environment for our grandkids! Water Conservation Requiring Cal Poly students to be housed on campus Building TRUE affordable housing with covenants that it will not be sold except to other low income people. Do not allow ANY MORE BUILDINGS to block downtown views Leave the mission plaza ALONE. It is a historical state, city & national landmark- not a play ground Dredge Laguna Lake Fix holes in Mercado Street Paint over red no parking spaces and remove bulb-outs Downtown is suffering from too little parking and to many meters Seniors don't spend time downtown partly because it's too far to walk from parking areas to stores Too many bars downtown attracting too many drinkers Preclude college students/ young adults from ruining our neighborhoods and downtown- noise, parking, junk in yards. Get rid of chronic/aggressive pan handlers in downtown, mission plaza, and mitchel park - enforce no camping Fix pot holes. Have city staff ride a bike down Monterey St. from Grand Ave to downtown. Laguna Lake is a NON- issue. Save our money Stop the growing of marijuana. Our neighborhood stinks to high heaven 24-7. This is AWFUL. Get rid of the Rental Inspection program. Get rid of ban on using homes for paying guests. Affordable Housing Homeless Abolishing tenent inspections Overbuilding downtown Stop coordinated crime from other areas impacting SLO, i.e., telephone scams, armed robberies of local businesses. Stop SLO from becoming another Ventura or Encino due to the fact that they are now so populated that they lost their charm Ban drone deliveries in SLO Purchase a side walk scrubbing machine and wash the tree residue off during a rain when it's already wet Packet Pg. 74 Dealing with far to many students and all their associated problems A majority of off-campus student housing is not kept up - parts of SLO looks like a ghetto. We are homeowners and within years we will be surrounded by students. At that point, we will leave SLO. Housing costs for permanent residents is not affordable. Our young people are forced to leave. Stop Cal Poly from growing. It is killing the liveability of SLO. We are not the happiest place on earth. Traffic More Cal Poly student housing Preservation of our neighborhods Put pressure on Cal Poly to house more students on campus which will free up housing for renters and home buyers We are not Cal Poly's baby sitter Charge Cal Poly for all student- related police calls Traff ( congestion, speed) Homeless ( provide them access to showers/ tiolet / trash pick up and a place to sleep) See Lavamae.com & use food trucks too Reduce water rates ( we conserve, you up rates) Keep public official salaries and benefits in check provide affordable housing Neighborhood preservation Water Sufficiency Commercial/ industrial balance STOP building before the roads are adjusted for the growth STOP building until we have the water to support the growth Affordable housing Water resource management As a parent volunteer for the "national center for missing and exploited children" I would say that we have an almost unseen problem with trafficing, prostitution and runaways Our infastructure of roads in disrepair and traffic flow Laguna Lake dredging but do not charge bordering homeowners Downtown drinking High Cost of living-rentals, home purchases, high land taxes Preserving our small town uniqueness - NO NO! buildings too tall that need legal exceptions! No over crowding just to build - corner of Chorro & Foothill - insane! idea to build tall building with so many tenants - insane! Obviously none of decision makers live near there or even go there! It is so crowded already. A samll apt building ok. We believe in rental checks - landlords create pigsties to make money - they want the money they submit to checks Netzero for water and energy consumption Preserve open spaces, viewscapes, clean air Traffic signal at Lawrence and Broad streets Disabled access downtown (in 2019 boomers will be in their 80's) Support visual arts Packet Pg. 75 Please consider the Laguna Lake restoration the highest priority. It's filling with vegetation very quickly, and starting to create a very difficult to manage situation Homeless and squaters are showing up more and more. I don't know what the solution is, but it is changing the city image quickly for the worse Neighborhood wellness, especially noise problems Preserving downtown Housing Preserving our small town uniqueness - NO NO! buildings too tall that need legal exceptions! Making it easier and cheaper for small businesses in the city affordable workforce housing - we are dying a slow death in getting people to move here removing the ability to protest/complain/block developers ability to build to 50 feet. Go up not out. work with the Edna Vally AVA wine region for tourism! Bike Lanes - mass transit - reduce traffic. Security of citizens has become a forefront issue because of recent armed robberies in SLO city/county Such crime is most likely driven by drug addiction. While SLO has taken steps to assist the homeless, that assistance appears inadequate for those with mental health issues a/o addiction, as evidenced by the daily reports in the SLO police log of trespassing, aggressive behaviors and substance abuse. Visible police patrols in areas of historic problems. (such as the globe) and other hang outs may ameliovate problems in the typical areas Traffic - adding more lanes, not just restriping & paving. Widen Broad/ 227 to four lanes to Price Canyon. Add 3 way stop light @ Orcutt & Tank Farm. Several accidents have occurred in the intersection. Increase the number of homes for middle income families. For new housing project a % must be priced for middle inc family Establish rental control program, like in other high rent cities Invest in a baseball sports complex like Barney Schwartz Park in Paso, or Hagerman complex in Santa Maria Water-where is water going to come from with all the new housing going up Laguna Lake-It needs to be deeper and cleaned out Neiborhoods-Some of our streets are not being kept up. Some are using driveway for storage The City of San Luis Obispo should have their highest priority the reining in of the "student dormitories" in the residential neighborhoods The City should demand the CSU chancellors office provide on-campus housing for students and agree on a resonable precentage of students living off campus Until this is reached the student population should be frozen for out-of-town students Roads & traffic - there has been increased building with no thought or action as to the roads Stoplight at Stoneridge and Broad Street very dangerous intersection Better bike lanes throughout city Stricter water conservation in city Maintain open space Repair streets/ sidewalks Control the homeless downtown/ in creek for safety and sanitation! Packet Pg. 76 The homeless situation. Get the homeless off the streets and out of our creekbeds Preserving and dredging Laguna Lake Preserving open space Creating more parking for students close to campus (Parking lots for students) to help preserve the neighborhoods close to campus Get rid of rental isnpection program Reduce city fees Encourage small home construction (Starter homes which are affordable and still provide a profit for builders) Reduce number of city employees where possible Stop signs at ALL high traffic intersections Stop LIGHT @ FIERO LANE extremely congested area, extremely dangerous to cross Stop sign @ Tank Farm & Pointsettia AND reduced speed signs here. It's like a freeway!!! Cleaning the downtown sidewalks-they are a health hazard due to all the vomit and other crap Housing the homeless-buy the old Gottschalks and fill it with cots and showers Put a stop light on South Street and Expedition Driver. There is nowhere to cross safely between Broad and Higuera Enforce noise regulations-students are oblivious to the pain they infect on others Enforce leash laws and don't allow dogs in stores and restaurants Neighborhood Wellness ( homeless population) Illegal rental property conversions Homeless Issue !!! Supporting and keeping locally owned businesses downtown Open Space Preservation Walking and biking trails Water Supply Transportation Maintain tennis courts-do not give tennis cours over to multi-se. Keep them sport specific Reconfigure/repurpose some of the open space (Emerson park-parts of Islay park) for designated pickleball When it is necessary to close the pool for maintenance, please focus on doing all projects at once rather than closure for months and then closing again for another purpose Make the rents downtown affordable for businesses so the spaces are not left empty and sad Laguna Lake Restoration Construct parking garages downtown Stop permitting new buildings over 40 feet tall Provide more mental health services for homeless Drop rental inspection program/process Open space preservation Downtown safety Laguna Lake restoration Neighborhood wellness Affordable housing Packet Pg. 77 Repeal the Rental Inspection ordinance, return collected money to landlords Neighborhood Wellness Open Space Preservation Improve roads and traffic flow, very hard to get across town, no direct route Continue to improve city infrastructure/planning - Roads, Signals, Traffic, Maintenance - especially in areas where we are seeing growth Look for ways to provide low income housing Find way to assist/accommodate our homeless population Continue to focus on the future - attracting businesses to our community, continue the downtown improvements as well as incentivize improvements throughout the city Powerwash downtown sidewalks-filthy Repaint hydrant markings on curbs. Enforce with paint parking too close to corner stop sighns, wheelchair access, crosswalks Improve streets with more repainting of and widening of bike lanes. Lower speed limits. Sidewalk from Higuera to Broad Street along Tank Farm Road at least put in wide bike lane. Lower speed from 50! Sidewalk repair where city trees have erupted downtown and neighborhoods - unsafe Pedestrian activated crossing light at Johnson and Sydney-cars won't stop! Better school crossing signage everywhere Repair old playgrounds at Islay and Sinsheimer Preserve Open Space Provide housing that is affordable; repurpose unused commercial space for homeless Clean up Laguna Lake so it can be used! Continue to provide bus transportation Responsiveness to neighborhood needs Over parking on street so there is no room for resident parking Not affordable. Make sure low income housing not just used as a perk to get advantages for developers. Preserve Open Space Improve traffic control Repave upper Monterey Street More bicycle lanes Laguna Lake redeveloped as a major city recreational facility Replace trolly with a better type of bus-electric Get ready for Diablo closing Light rail system along UP right of way to connect North and South counts to SLO downtown and airport! Incentivise all property owners to add solar rooftops-work with Tesla on the deployment of solar roofing tiles. Open Space preservation Bicycle safety-especially near Cal Poly (new stop sign at Calif and Hwy 101 offramp Keeping water and sewer rates at a decent level (too much increase!) No more tax increases for a while Packet Pg. 78 Planning for the closing of Diablo Canyon! Alternate power source - SLO 1st in nation 100% solar! New bus fleet- 100% electric Replace trolly with electric, low step up, "people mover" with high frequency runs all around downtown Laguna Lake developed as a major city park! Please repeal the rental inspection program-it is too costly and should apply to everyone. Thank you. Affordable housing! Decrease the homeless population Minimize tourism Too much development Water useage Stick to height restrictions downtown-no exceptions Too high a fee for off leash dog walking-lower it. Outrageous. Cell phones while driving should be much more of a concern With increased building / housing on and around Orcutt and Broad, we would like to suggest more pedestrian operated signals on Broad other than the ones at Orcutt and South. Also a signal or pedestrian crossing lines painted on Orcutt between Broad and the RR tracks. The bike paths are wonderful but need restroom facilities nearby. Perhaps, signs could be posted indicating where restrooms are located in the vicinity of the paths Safety of students and citizens of the city. Maintaining the focus on a healthy environment. Green areas improvement. Minimizing and/or policing the homeless and transient population. Parking! We have lost so much lately. Get people to stop sitting on the sidewalks, blocking and bothering pedestrians. Sidewalks are for walking not sitting or sleeping. Improving bicycling in SLO - dedicated bike lanes etc. fields for kids to play(organized and unorganized) realistically dealing with the vagrants about town.(some call them homeless.....the current situation surrounding downtown is not even close to "down on their luck Homeless.." 1) That the City of SLO put the desires and quality of life of the citizens of SLO first, and the tourists, students, etc. second. Not that there's a huge discrepancy currently, but growth has really exploded and many feel it's to pad city coffers (ex: new hotels) at the "expense" of residents quality of life. Support our unique small town environment. 2) What happened to the downtown Christmas lights? They seem to have "disappeared" around the time Katie Lichtig became "City Manager". Is there a correlation? What has happened between a few years ago (when the City put them up downtown and had for decades) and now to warrant their "disappearance"? Lots of us SLO residents want them back. 3) Leave open space OPEN (if possible). It makes for better "spacing", quality of life; as opposed to building everywhere you're able. Just because you can, doesn't mean you should. Maintain the building height limit. We have beautiful views of the mountains around SLO which is part of our (downtown's) uniqueness. Also high buildings block the wonderful plethora of sunlight we're privileged to have here in SLO. 4) Open space, trails, Dark Sky compliance for SLO (like they have in Flagstaff, AZ) 5) Cease and desist with the Rental Inspection (violates the 4th Amendment). Only inspect as needed (if requested by renter. Must be probable cause). Packet Pg. 79 Save Laguna Lake 1) Reduce traffic congestion by limiting growth. Build the freeway overpass from Dalidio to Prado. Complete Prado Road connection to Broad Street. 2) NO additional new construction on open land (like the Dalidio property and the proposed Avila Ranch along Buckley). 3) No national business chains that give competition to locally owned businesses. For example, why is there a new Tractor Supply when Farm Supply is right down the street? And why is there a Williams- Sonoma when Fordens is right across the street? 4) Reduce speed limit downtown to 20 miles per hour. Or close some streets downtown to auto traffic and convert to a walking outdoor mall. 5) Replace the big usually empty city public transportation buses with smaller vehicles. Restoring Laguna Lake Work Force and Transitional Housing Protect the environment Maintain and Expand Open Space Control growth ie. enough downtown buildings. Dredge Laguna Lake Open space preservation Encouraging small local businesses instead of big box stores or restaurant chains Maintaining building height restrictions Maintaining restrictions against building up hillsides Placing a greater emphasis / consideration on traffic impacts on proposed developments save laguna lake housing parking down town open more open space foe dogs Restore Laguna Lake Restoring Laguna Lake Supporting homeless shelters and support services Help the county to save Dairy Creek golf course Look to the needs of the residences and less to the needs of the tourists Continue to make SLO a safe place to live Safety for all citizens, but specially for school kids. Keeping on top of Laguna Lake 'renewal: I.e. Dredging. Etc/ Keeping up the good work on the roads Stopping all the development (commercial) and taking a second look on where we want SLO to go/become. Safe Routes to Schools Pedestrian and Bicycle Safety Dark sky compliance with existing homes and businesses NO rental inspection program. Waste of taxpayer's money to control people Traffic calming Continue improvement of bicycle lanes and pedestrian safety Save Laguna Lake Packet Pg. 80 Streets repair and upkeep homeless/mentally ill population Allowing Housing improvements by residents Controlling developement Save Laguna Lake Keep Diablo Canyon Operating Save laguna lake by dredging Save Laguna Lake More apartments with rent control Greenway paths for golf carts and bicycles. Time lights to support traffic flow Restore Laguna Lake: Dredge the lake from one end to the other Liveability: noise control, especially airplanes, low building height/avoid urban canyons Air pollution control: especially construction dust and street blockage Protect old trees/strict rule enforcement prior to beginning construction,protect roots Enforce water conservation in urban landscaping, car washing in lots Repair sidewalks and street hazards which abound eg Boardwalk by Miners/Osos st SLO the building development Support & maintain the small town environment No more "chain/box" stores Develop more parks, keep open space Save our water resources Laguna Lake: Please make this a beautiful recreational habit for the city again. Affordable Housing Senior Services Transportation/Connection with South/North County Promoting and Celebrating Diversity Business/Economy Development Oppose increased infill housing @ high density Address homeless people in ALL of SLO (serious safety concerns and avoiding places due to this) Protect open space Bicycle/pedestrian infrastructure Alleviate traffic Make Laguna Lake usable again for sailing and boating. Dredge the lake to remove the silt buildup. Homelessness, Downtown, and open space Dredging Laguna lake More Bike paths Completely dredge Laguna Lake Language lake dredging Bike paths Park improvements Packet Pg. 81 Laguna Lake restoration Shelters for homeless Dairy Creek golf course Roads Parks Restoration of Laguna Lake Restoration of Laguna Lake Add more open space Reduce traffic Add more parking downtown Reduce growth below the 1% growth limit Build more parks Fund needs assessment survey for Senior Center Increase time limit for paid parking in area of Marsh & Broad (the CVS pharmacy) to 4 hours. consider funding a study of the needs for ongoing programs and activities of the Senior Center. SLO has an active senior community. Among other problems facing the senior center there remains a terrible parking problem. many seniors require handicap parking and cannot park a block away and walk to the center. Revenue generation providing good roads, water, sewer, fire protection, police services, and parks controlled /limited growth with priorities on protecting neighborhoods' character and maintaining open space housing for families, not more college housing in town reducing crime maintain the "small town" character with emphasis on preserving our natural resources, viewsheds, and access to nature Restoration Of Laguna Lake Affordable Housing Open Space affordable housing safety education funding Solve the east-west traffic connections to 101 to decongest Madonna Road Increase police presence in neighborhoods and peripheral shopping areas Speed up resolving the Laguna Lake drying=up problem Provide incentives for more owner-occupied homes and fewer Cal Poly/Cuesta student rental investments. Maintaining and upgrading existing city parks Limited future growth to ensure adequate water supply for current residences Eliminating or reducing fines for dogs off leash in city parks and open spaces Addressing increase in crime Reducing homelessness Packet Pg. 82 Keep the character of downtown SLO...refer to "Thrive" and why we were named "happiest place" and don't let those things disappear...ie. access to views of mountains, solar access, wide sidewalks, etc. Provide housing that is affordable for local workers through deed restrictions on new development. Repeal the RHIP and empower tenants through education and other programs in conjunction with Cal Poly Explore housing options at Cuesta College and cap enrollment at Cal Poly until they provide housing for their students commesurate with the population of SLO Implement the Climate Action Plan. Make SLO a net zero city. Housing without disturbing in place neighborhood character. Homeless conserving water preserving our downtown communication with Cal Poly Preserving open spaces and wildlife corridors. Workforce housing. Self directed and controlled growth Scrupulous attention to the looming water deficit Add as much of the volcanic peaks "Morros" to the greenbelt as open space. We have not added enough open space, especially in CLOSE proximity to the city Protect habitat in SLO city for wildlife, including creeks, trees, plants and wildlife corridors. Animals are being squeezed out of their habitats due to all of the infill. A building moratorium needs to be implemented until all currently permitted structures are built and we have a more realistic view of sustainability and the effect of growth on water supply, infrastructure, traffic, air quality, effects on downtown (buildings should not be more than 45 feet tall to protect character and quality of life) and neighborhoods. STOP all of this infill that is ruining some neighborhoods. Neighborhoods ALL need a park not more houses. There would be plenty of homes freed up by forcing Cal Poly to build student housing and freeze enrollment. More open and transparent government with residents being listened to. Your website is a joke and all city Advisory Board/committee/commision meetings need to be videoed and available online. Have Dish and Direct also broadcast city meetings. Decreasing housing market inflation Less construction with little regards to surrounding areas Lighting in dark neighborhood streets Parking!! Where has all the parking gone! Housing for low, middle, and homeless peoples Dredging Laguna Lake No panhandling downtown Rent Control for downtown businesses On campus housing for Cal Poly students Living within current budget Prohibit additional residential and commercial new growth without appropriate increases in infrastructure capital outlay Stop additional increases to city limits for green space that cannot or will not be developed and will only increase the city's liability to pay for large wildland fires ( Ex - Bishop Peak Open Space vs. Cierro San Luis costs for a wildland fire) Rewrite or remove the current Rental Inspection Program - too heavy handed Packet Pg. 83 funding more low cost housing, especially for seniors continuing to improve alternative transportation infrastruture (bus, bike lanes, bikesharing, etc) encouraging new job creation from small business Finishing the Bob Jones Bike trail from the City to the Sea Roads and Intersections for Traffic Control, especially the T Intersection at Tank Farm Road and Orcutt Road Increase Budget for recreational trail maintenance and open space creek clearing, specifically Islay Park Recreation Trail and Open Space Repeal the Rental Inspection Ordinance to save on pension liability #1 - The Unfunded Pension liability. subsidized houisng low income housing workforce housing home buyer down payment assistance programs Get rid of the rental inspection program. Scale back emphasis on bike routes that block traffic intersections. This causes autos to have to burn more fuel, thus increasing fossil fuel usage and creating pollution, to get where they need to go. Increase collaboration between K-12 schools and city services. Parking lots should be for parking cars, they are not parks. Get rid of landscaping in parking lots to decrease water consumption and maintenance costs. Boundaries, barriers, and planters increase the burning of fossil fuels. decent housing for persons in extremely low and very low income ranges Expanding bike paths (not lanes) to common commuter and recreational routes such as Tank farm road. Lanes are not safe from traffic and have resulted in many accidents and deaths. Ensuring new high density developments are located near public transport and large capacity access routes, and blend with the character of the communities that surround them. This would keep traffic off neighborhood streets and keep neighbors friendly. The recently approved Margarita Plan high density housing will degrade the neighborhood substantially Approved dog off-leash hiking areas. Connect the bike path from Bob Jones, to the Higuera st one, and then to downtown. Crime prevention. The number of thefts and other crimes reported each week scares me. I think the police could focus more on prevention harmful crimes, and less on college parties. Protecting neighborhoods from incursions of student rentals Capping student enrollment at cal poly until sufficient on-campus housing can be built Supporting access to downtown locations/leases for locally owned businesses and discouraging access to downtown locations/leases for large corporate chains Improve parking availability for downtown to make up for parking lots recently developed Creating an ordinance allowing for the cultivation, processing, and selling of medical marijuana The Laguna Lake Natural Conservation Plan with a complete dredging plan at a lower cost Packet Pg. 84 Address in a honest and open forum the actual facts about the Cities Pension deficit and the plan to cover the Unfunded Liability The downtown tree lined streets are beautiful but a disaster waiting to happen. The tree canopy's must be significantly trimmed and thinned out . The danger of just one of these trees coming down and killing someone cannot be ignored any longer. With winter here, its not a matter of if,rather when. Maintain a balanced budget with the pension deficit included. (Part of #1 above) How and when is the City going to address the lost parking caused by development? The commercial improvements are wonderful, however the have taken precedent over our parking expansion needs. 1. Protect quantity and quality of water in san luis obispo creek and all waterways. 2. Aquire more open space and build more trails both in the City and the surrounding areas where citizens of the City of SLO residents recreate. 3. Make biking in the City easier, safer, and more prevalent within the City and to the City. 4. Limit sprawl and encourage urban in-fill. Quit spending our tax dollars like a drunken sailor. Revamp the entire building permit process. The current process can almost only be weathered by chain stores that can afford to wait for a year on a remodel permit. The current process is a literal joke. Fully fund the restoration of Laguna Lake per the plan. Dedicated Bike lane on Madonna Road to link with path through Madonna inn. More "off leash" dog areas Higher density housing with increased bike access and public transport Parks Preserve open space Slow new construction Stop new residential units Bike safety and accessibility Affordable housing Water conservation Environmental impact Downtown Housing for minimum wage workers. Traffic solutions including more stop signs and lights and safer bike lanes. Reduce downtown problems by not allowing homeless to emotionally or physically bother resident and reduce the number of bars in town. Limit the number of people in a house and limit the number of cars per house. There are too many cars parked on neighbirhood streets. Highest quality, well maintained open space Homeless out of creeks, parks Maintain infrastructure in good condition Great police/fire response Bike lanes and bike Blvd expansion Responsible development of more housing units Packet Pg. 85 Reducing traffic congestion Keeping schools properly funded (including Pacheco) Maintaining and improving parks and open space Protect city viewshed Reduce property crime Housing Open Space Preservation Neighborhood Wellness Downtown Fiscal Sustainability Improved bike safety - Bike boxes, Bike lanes, Colored pavement Continue to improve water conservation Install signals at Stoneridge and Broad intersection Connect Bob Jones City to Sea trail to Avila Reinvestment in park facilities - both existing and new Accessibility- new sidewalks where none exist Enhance public landscapes- such as Hwy 1 medians More sports fields - Laguna Lake Park is huge and severely underutilized Lowering the cost of water. With a family of five, my bill averages $300 per month, without watering a garden or lawn. Improving car flow in the city with more traffic circles More bike paths, bike corridors. Homeless / Mentally Ill - Provide more programs - Get off streets Preserving the Land Anti Overcrowding Education Emergency Personnel - Expand Water - use scientists to figure out our water resources, not engineers: stop new construction until we really know what our water resources are. Stop growth so that we do not make things worse. Open space - acquire more and take care of what we have. Convert student rentals into family homes. Make Cal Poly more responsible for the housing issues in town. Enforce quality of life laws and regulations; such as noise, riding bikes on sidewalks, handheld phones while driving, running red lights, etc. Grow our business community, especially technology, in order to support more jobs. Provide incentives for tech start-ups. Support the growth of bike paths, our city has an outsized number of bike injuries and fatalities Change all downtown parking meters to credit card readers (this would likely increase parking revenue) Support more environmentally friendly initiatives: clean energy, recycled water, green space preservation) Become a model city (just like we did for the smoking ban, show that we can be a model city for environmental causes or technology startups) Open space preservation Bike path continuation from Train Station to Cal Poly Support diverse businesses Packet Pg. 86 Expanding infrastructure in advance of permitting development that places pressure on that infrastructure Relieve street congestion, esp. on Los Osos Valley Rd. near shopping centers Push back against expansion demands by Cal Poly repair of sidewalks and streets, lower speed limits . Control of sound pollution from airplanes BEFORE they distroy peace&quiet forever Strict building code height enforcement to retain mountain views,sun,city aesthetic vigilant protection of old tree stock from destructive construction companys Increase housing stock for residents earning $32,000 a year. housing for the street people affordable housing repairing infrastructure improving pasrking Do everything possible to keep Diablo Canyon operating beyond 2025, which will enable California to set a clean energy example, and ensure ample revenue to the city. Reduce budgets, pensions and expectations to avoid a financial cliff when Diablo eventually closes. (I.e. Glide Path) Widen Tank Farm Road and establish a separated bike lane, if budgets allow. Eliminate ridiculous fines such as the leash law. completely dismantle unconstitutional rental inspection program Affordable housing for locals. Limit amount of students Cal Poly can admit every year. Limit new construction of buildings (that will essentially sit empty for long periods because the rent is too high) Be more on the side of local businesses- not corporations. STOP spending money Reduce operation cost Refuce tax's Reduce the added charges on small business's Sustainability (Electricity, Water, Waste/Recycling/Compost, Air Pollution, Environmental Impact) Bicycle/Pedestrian Friendly Transportation Infrastructure Reversing the Rental Housing Inspection Program Re-allowing hiking after dark in open spaces Reduce the police state of San Luis Obispo Assume that Cal Poly will be slow on building on campus housing, so zone the student neighbourhood close to campus for higher density so more students live in the same area with others who share their lifestyles prioritize healthy growth downtown, create a denser not more spread out city establish and allow more night life destinations, the bars are way too overcrowded and their is too much density on the streets of the existing bars create a party registration program the whole city can use and encourage neighbours to talk to each other before utilising the police resources increase homeless services Packet Pg. 87 Review of housing plans for the city for future repair of roads and other infastructure parking in downtown core to keep downtown alive and profitable planning for water sources and restrictions for future drought years Environmental sustainability Protection of undocumented immigrants, especially children and students Affordable housing Support for the homeless, impoverished, ill, or addicted suing Cal Poly to house students on campus enforcing number of residents per dwelling laws and parking provided for rentals planning water usage without the assumption that the drought is short term stop allowing set asides to the general plan for height of buildings and lack of provided parking for construction downtown promote bus transportation over automobile usage Open Space Bike infrastructure Mitigating the impacts of unruly students Outreach events with city staff (like the city manager and cops) More backyard housing. Grannie units! Head of household jobs Affordable housing - including proper balance of owner occupied units vs. rentals, smaller units, housing the homeless Traffic mitigation, including public transportation, road improvement, etc. Sustainability of water resources (we can't just "conserve" our way out of an ongoing drought, so where is the water going to come from in the future?) Environmental preservation - open space and wild lands help promote ecological balance and climate stability Open Space Preservation Housing Transients: We no longer feel safe taking our kids to our neighborhood parks. Transients: Creeks are polluted from transients camping and defecating near creek water. Transients: Downtown is quickly becoming riddled with transients asking for money and food. Transients: Throwing up and passing out in our driveway after eating food handed out at Grace church (food box by his side, half eaten). Transients: Put them to work. Meet the LUCE goals for 20 percent bicycle mode share. Complete the Railroad Safety bicycle trail from Taft to Pepper Put Higuera and Marsh Streets on Road Diet Provide for and build the Broad and Torro/Islay streets bike buloveards. Provide and construct safe routes to school Foothill crossing open space focus on less housing Packet Pg. 88 Put a cap on incoming students to Cal Poly Place more fiscal responsibility onto Cal Poly re Police , Home management this university is no different than other communities in California that has a college in their town-- they have plenty of money and their foundation as well. More housing for local people, and more consideration for families Increase services for the baby boomers Increase the Police - due to the higher crime and make plans on how deal with the increased drug trade and use Transportation issues- fix Broad Street/ 227 congestion and extend Prado Road to Broad Street for easing traffic on Tank Farm Road Create more housing- for workforce, for first time home owners (smaller starter homes), and for low- income earners Protect open space -this includes not to build on Irish Hills for the Froom Ranch assisted living center. Do not build on any hillside. Protect our neighborhoods- from increases in property crimes, to increases in transients and homeless in our neighborhoods. Also protect us from student rentals that have noisy parties and trash our neighborhoods. Protect open and transparent government, include being civil in all city affairs, treat people the same and with respect Safe biking trails/lanes to and from all parts of the city. Bring in a major department store such as Macy's or Nordstroms. Curtail the permits for bars and pubs downtown. It is starting to look like a war zone after 9:00 PM. Repair streets. Own up on the gang and crime issues. Quit trying to whitewash our problems, so we stay as the "Happiest City in America." Downtown parking/facilities are urgently needed for residents and visitors alike. We can't keep closing surface lots without viable replacement parking in place. Seek innovative and equitable solutions to housing crunch -- everyone wants more affordable housing, no one wants it in their neighborhood -- something's gotta give! Cultural District/Creative Placemaking to highlight SLO's unique heritage and maintain our community's distinctive character. Historic Preservation/Designation/Adaptive Reuse of historic buildings and districts to ensure that our city remains vibrant. Preservation and care of open space -- we have remarkable landscapes in SLO -- let's keep them open and beautiful, with protected space for wildlife and agriculture as well as human recreation. Neighborhood wellness. Even stronger enforcement of noise restrictions. Continue rental inspection. Open space aquisition. Encourage Cal Poly to provide significantly more on campus housing. We have too many students living in family oriented residential areas Increase police traffic enforcement. Distracted driving and disregard for traffic lights is going to get people killed Water. Come up with a feasible, long term plan for providing water to our residents. We cannot live on our rainfall alone Continue to improve bicycle paths and bike lanes throughout the city. multimodal transportation park and rec opportunities public safety and wellness Packet Pg. 89 Housing development Affordable housing Encourage higher density living in the city limits Bike safety Maintaining green space/city parks and hiking opportunities Water. Obviously, the city of SLO can no longer rely on rainfall. Desalination is the answer. Build it. Step up efforts to curb residential thefts and burglaries. Step up efforts to curb distracted driving. Use unmarked police cars if necessary. Restrict dense student housing in residential areas. Pension reform. The right thing to do is position the city to eliminate them entirely in the near future and replace them with 403b type of savings plans. One short term suggestion is to revise all going forward contracts to limit retirement pay to 60% of base salary and increase the minimum age of retirement from 50 to 55. Very few private sector companies offer pensions at all - it's time for cities, counties, and the state to do the same. Crime. Thefts are increasing. An increased and more aggressive approach is needed. Traffic. As new commercial and residential developments are allowed the road improvements need to precede the project. The city cannot wait for the project to complete to complete road work. All needed infrastructure, including road work, needs to be in place prior to allowing buildings to be occupied. For example, the LOVR overpass expansion should have been completed BEFORE Costco and Target were allowed to open. The Prado overpass and Prado road extension should be completed before any additional development is allowed in the area. Infrastructure improvements. Continue replacing aging water and sewer. Stay ahead of the issues. Water. Work with other county communities to implement the desal project that PG&E was forced to back out of. The core facilities are there and we need to use them. It's foolish not to. Affordable housing Attracting business here for high paying jobs Keeping the small town feel, despite the growth and development that we need, building community spaces (like the mission) Securing renewable power resources in light of Diablo closing and SUPPORTING those industries instead of fighting them every step along the way Homeless assistance Bike paths and safe bike lanes. protect and develop open space Widen Tank Farm Develop Prado road Make housing more affordable by first elimiating the rental inspection program and relaxing the R2 parking requirements. Fix the turf at Damon Garcia Slow down traffic on the major arterials like Foothill, Johnson, Madonna, LOVR, Tank Farm, South Higuera, etc Remove two lanes on Higuera Downtown and install angled parking Make the city more bike friendly. Start by slowing traffic and adressing the poor circulation transition and connection between the Madonna bike path and how it connects to Marsh. Packet Pg. 90 Water security for current needs prior to expanding to new development Neighborhood wellness and schools Stop additional enrollment at Cuesta and Cal Ploy until they provide housing for the out of area students Pass municipal ordinance making underage drinking a criminal offense Limit commercial and residential development to keep pace with declining water availability. Require Cal Poly provide on-campus housing to keep pace with 60% total students housed on campus. Expand mental health services, including support for development of old Sunnyacres building off Bishop St. Continue to support homeless services with goal of more productives lives. Maintain/repair infrastructure, especially bridges, roads. preservation water traffic parks recreation Traffic and safe bike/ped infrastructure Infill in the core - even if it means going up more stories Safe, clean water and watersheds Maintaining green space and access to outdoor recreation Health equity and affordable housing affordable housing for beginning home owners bring a department store to replace the empty Forever 21 building. bring more options for flying out of the airport the new homeless shelter/services building completing the new mental health facility Controlling excessive development!!!!! Solutions to the homelessness problem Trash accumulating throughout the city Maintain the integrity and and feel of the town and don't sell out to big corps Lack of parking downtown The first priority should be providing basic services such as good roads, water, sewer, fire protection, and police services. Everything else is secondary to these, and they should always be listed as first. The police department needs some improvement. For example, young officers ride bicycles at night without rear tail lights and when I mentioned to them that I almost hit them in the dark, they said that legally it wasn't required. How stupid! Also, they do not enforce bicycle laws which are clear about bicyclists stying within the bicycle lanes, etc. Many of us have the impression that they just want to drive around and aren't service oriented, in spite of their logos. Proper maintenance of open spaces is very important for the SLO lifestyle. That means installing some commodes at heavily used sites such as Bishop Peak enterances, better and larger trash containers (with frequent emptying), and better enforcement of "stay-on-the-trail" rules on steep areas. Fire and police Roads, bridges, infrastructure Open space acquisition and management Slower growth Urban forest Packet Pg. 91 Affordable housing Neighborhood Wellness (for all the neighborhoods not just the ones by Cal Poly) Fiscal Sustainability Downtown Public Safety Build a pedestrian crossing on King and South. Cars are driving fast, people are being killed, something needs to be done. Too many bicyclists are killed in SLO. We need safe bike paths for cyclists. Build bike trails! Make an effort to make the city more bike and pedestrian friendly. Make traffic signals more pedestrian and bike friendly. enacting rent control to stop out of control rental prices Get future pension costs under control, not just ongoing costs. You are going to drive retirees to leave SLO as we see our costs for City pensions escalate. Water. We don't have enough as it is, yet they keep building. Homeless. Just a few years ago this wasn't a problem. We need to move out homeless that don't have any ties to the area, so that we can better help the ones that do. Reduce City Spending. I think our City Manager makes way too much money. We waste too much on unnecessary things like putting "art" downtown, installing the yellow pads at corners (which everyone slips on), etc. Cancel the marathon. Cancel the Neighborhood Services program. Do not go ahead with the Rental Inspection program. The city has wasted enough resources on this already... more money wasted! I would like to know what happens to our tax hike for the school funds now that the state's version has also passed. Will we essentially be double taxed? Aggressive implementation of the City's Climate Action Plan especially promotion and use of clean energy alternatives and restriction of sale and use of plastic water bottles Implement plans and policies to make housing more affordable including repealing the RHIP Preserve, expand and enhance open space and recreational resources Support and implement creative solutions to homelessness High cost of rental housing Low cost activities for children/youths Public safety/law enforcement Too much growth and not adequate road improvements There is no pedestrian crosswalk along Broad St., from the fire station at Osos/Broad to Orcutt Rd, a distance of about 9 blocks, or ..8 miles. Traffic is very heavy & cars often exceed the speed limit, making it a speedway. There should be a pedestrian operated traffic signal at the corner of Lawrence & Broad or Stoneridge & Broad, to allow pedestrians to cross safely, and slow down traffic. Reduce traffic congestion Build housing with actual yards for kids to play in instead of zero lot line Bring businesses in to empty buildings. Fix the housing issue - go after the elephant in the room - Cal Poly! Fix neighborhood wellness issues - sue Cal Poly to limit admissions Ratchet up the rental inspection program. Chase all the sleazy landlords out Create and publicize a data base on all single family rentals. How many families? How many students? Packet Pg. 92 Police/Security Clean up downtown ......sidewalks look dirty / homeless needs to be removed from streets Better/Safer Bicycle / Walkways Create a public/private partnership to bring fiber internet to residents Continue rental housing inspection program & pursue predatory landlord practices Workforce housing / student housing Continue excellent open space management Increase electric vehicle / EV charging stations Look into the housing/rental prices that are making SLO part of the most unaffordable places to live Address the growing homeless population and implement a solution that not only immediately helps, but one that is effective long-term Making main thoroughfares more bicycle safe and friendly (Tank Farm Road, 227) Encouraging a more water conservative community Traffic improvements Transient housing Affordable housing Community events Eliminate Rental Inspection Ordinance. Reduce City Staff and staff salaries. Reduce stifling and expensive zoning & building regulations Undiscourage genuinely affordable housing Reduce the cost of government so as to make living here more affordable Facilitate, or at least do not impede, innovative solutions to the homelessness crisis Deprioritize the automobile road repair parks maintenance open space preservation continue rental inspection program Improve accessibility of open spaces Increase mileage of the Bike trails Encourage small stores to locate in the downtown area (not just restaurants) Encourage major retailer, eg Macy's, to take over the Forever 21 spot. Implement the Laguna Lake Natural Reserve Conservation Plan with as complete a dredging program as possible. Provide new parking downtown to replace parking lost to new construction. During the years 2017-2019 I believe the most important priority goals of the City should be to preserve the quality of life as it now exists in SLO. If we continue to approve every development that come from Los Angeles Developers we will look just like Los Angeles. We will have more smog, traffic jams and crime. Residential and commerce rents out of control Lack of local businesses represented Why no locals? Takes 7-12 months to go through permitting process, restaurants anyway. That is draconian and punishing to would be tenents. Process needs investigating Tank Farm road needs to be bicycle friendly linking two side of the city and shopping districts. Like Ojai. Packet Pg. 93 Bike safety Promote sustainable infill development projects Promote sustainable, affordable live/work space Promote sustainable affordable housing Encourage CalPoly to house more students on campus Affordable housing Homeless housing and services Keeping the small town feel of San Luis Obispo Providing resources for "Mom and Pop" stores to open instead of chains Expanding open space in and around the city Adequate water for now AND future population increases. Adequate waste water collection treatment facilities and reclaimation uses for future population increases anticipated. Adequate fire protection. Adequate police protection. Maintenance and repair of infastructure. Conservation of Open Space Conservation of old and historical sites Parking Keeping SLO's unique small town charm Building / encouraging some affordible housing (i.e. apartment buildings) Stopping the corporate growth downtown.....it is losing its quaint downtown feel Reducing congestion / traffic......maybe build Prado overpass Incorporating CalPoly to the city Dealing with the homeless population Traffic Infrastructure Smart growth Plans for workforce housing SLO resident parking options Sustainable development (green infrastructure, clean energy, restoration projects) Curbing reckless development and privatization of public land. Increasing pedestrian / cyclist connectivity between SLO and the 5 Cities Increasing public transportation infrastructure. Limiting growth to the TRUE amount of water available is proven by outside experts, not city staff. require council and staff to take interpersonal training so that they learn respect for citizens. limit the building height to what has always been required LEAVE Mission Plaza alone. It is a historical city/state landmark not a circus site. don't change anything Moratorium on ALL building until we are out of the drought. Keep trails open! Fight to keep Ontario Ridge open for the public! Keep our open spaces for sure. Keep the city quaint! Keep shops local, no big chains! Packet Pg. 94 Stabilizing neighborhoods Adding and protecting natural open space Firing Katie Lichtig Downzoning to compensate for state's "bonus" requirements for "affordable housing" Establishing a robust non-market-based affordable housing program Affordable housing Free housing for the homeless Mental health services for homeless Water conservation Adding and improving current indoor and outdoor facilities for recreational activities Getting Cal Poly to set a cap on the number of students living off campus like UCSC Protecting neighborhoods by listening to residents and establishing policies that protect them, e.g. traffic control, growth and basic services Encouraging and enforcing affordable housing options for young adults living on service wages, rther than encouraging builders Protecting this environment by following environmental reviews, building and architectural review department recommendations Parking throughout all of San Luis Obispo. It is very difficult to park anywhere you go. Laguna Lake Restoration Cleanliness in downtown. Do not allow homeless to be in downtown Fix the streets. They are all very lumpy and tear up your vehicles! Continued development of mixed-use properties Improvement of arterial traffic routes, including a Prado extension Adoption of ranked-choice/instant-runoff voting Bike and ped access and flow Downtown ambiance Safe bike lane on Tank Farm Rd Environment - preserve wildlife, land Waste reduction Increase housing, remove RHIP, advertise the inspection hotline Alleviate traffic, add thoroughfares, reduce overflow traffic into neighborhoods Improve bike transportation, dedicated lanes Look into municipal fiber, will increase head of house jobs for telecommuting and reduce traffic/pollution Rid the transients from slo Crime More police presence Traffic Housing Housing Housing Housing Raise minimum wage Packet Pg. 95 Traffic Road infrastructure Parking costs for residents Laguna Lake Programs to house workers Repeal the Rental Inspection Program Allow for more infill and smaller houses Encourage Cal Poly to continue to house more students on campus Workforce Housing Workforce Development Housing for families. Housing for low- to middle income FAMILIES! Bus Transportation Water use Open space Slow growth Promote downtown Communicate with college students Extending bike only paths Open space Smaller buildings - less density Smooth sidewalks Handicap only parking in front of stores and resymtauranys Addressing the homeless population downtown Preventing property crime that has recently increased Staying on top of landlords to make sure they're not letting their properties deteriorate Providing more transparency to city government decisions including spending Keeping the downtown areas clean, especially dealing with the aftermath of people who go to the bars maintain open space Bike paths!!!! Railroad trail and bob jones Continued high public school performance Doing everything in its power to prevent Diablo Canyon from closing. Water management Increasing access to mental health services and housing for vulnerable populations Funding elementary through high schools, in wake of Diablo Canyon closure Upholding the vote against oil train Managing public spaces to increase community building Increased infill housing at high densities Protection of open space Reduce amount of parking, increase mobility options (transit, carshare, bike, ped) Revitalization of Mission Plaza Packet Pg. 96 Affordable workforce housing Continue improving bicycle & pedestrian infrastructure Support essential services & infrastructure (police, fire, roads, etc...) Allow night hiking/cycling in some fashion (e.g. designate one open space area) Streamline single family residential permitting process and reduce fees Increase water supply options Prioritize increased housing units over commercial development Work with Cal Poly to encourage more on campus housing Dredge Laguna Lake Packet Pg. 97 How might the City adjust other programs & services to accomplish these priorities? Responses are reproduced verbatim. Individual surveys are denoted by alternating shading. Where a response is shown more than once, it was received in duplicate. Keep informed about prospective locations for a park in the North Broad Street area. Please stop hiring expensive outside consultants. Complete an impartial water study given this epic drought. Work with the ALUC to not compromise our airport. Cut the fat out of the city's budget. I believe that the city has the resources to accommodate these priorities. Subsidize, and increase access to Seniors Budget and allocate staff time and consultant fees within the scope of these requests, rather than spending those funds on less important priorities. The city needs to take a serious look at the road blocks for developers to get necessary permits to make good projects a reality. Housing supply needs to be the top priority for the city so people can actually afford to live and work here. Increase funding to youth programs for after school care Openspace - more boots on the ground = staff Climate change - energy saving ordinances, ban plastic water bottles Housing - more incentives for developers to build workforce housing. With a little effort Have a better clearing house for tenant complaints & focus on those issues & fine landlords who aren't good stewards to make sure the tenants are safe & fairly treated. The most important thing is for the city to NOT accept inferior work from their contractors. That is a direct waste of taxpayer's money. This occurs all the time; from sloppy asphalt jobs, to wasted money on warning speed-light on LOVR to everything else. Partner with community organizations that share similar goals. SLO should solidly promise to conserve all our resources including water. Waiting until the drought becomes critical does not realistically recognize California CC is a semi and area. Over use either of landscape or agricultural projects foolish in a climate that can not be predicted - 6 year drought may break but will happen again in world of more people & fewer sustainable resources. Sensible budget adjustments. Train the new mayor on public policy (she is an amateur) Keep it Green. We could continue to be The Happiest place in America, as we say, But not with Oil trains, and blowing up mountains for gravel, Very close to towns. Our Community service groups. CCCMB, Bike SLO, The Food bank, SLO Glean, and many others, so We are willing to do the work, to keep SLO beautiful. Were all in this together. Lets not make decisions that only benefit a few, or greedy corporations. not sure That's what staff is for. Utilize philanthropy and connection to SLO community foundation to fund open space and trails. Packet Pg. 98 Advertise meetings and email notifications. Devote resources to open space trail maintenance. Prioritize implementation of the Bicycle Master Plan. slo is the ideal town to bike commute. it has a great climate and it is relatively safe, small, not too hilly. my parents went to Penn State and freshman were not allowed to bring cars. i think incentives for students not to bring their cars to slo would be really great! i am not sure about the solutions to the homeless problem but i dont like them hanging around down town. Move more money & resources to these things. Close Fire Station 3 tax breaks for developers of low income housing, relaxing new construction permits, tax incentives for new business Refine or eliminate the rental inspection program. Shift funding from automobile priorities toward bicycle and public transportation options. Build bicycle infrastructure into all road planning projects to reduce cost. Big development projects bring in tax revenues but also lead to higher needs for services and higher costs later. If we keep chasing more tax revenue with new development, it never stops. We just become more crowded. The City of San Luis Obispo should continue to expand and preserve the City of San Luis Obispo Open Space Areas. This is first done by expanding the current number of Rangers the City now employs. As part of this improvement, the City should provide more full time Ranger positions with benefits and also increase the number of temporary Rangers as well. This will help create a career path for the existing Rangers and will help with long term retention of employees. The City should probably have at least two tiers of full time Rangers, Standard Rangers and a Senior Ranger position. In the end the more people we have patrolling and educating the public about the City's Natural Resources the better. The second thing we should do is work to figure out how to disperse users to the many different trails the City now has. Bishop Peak is very popular as we all know. We should probably improve the infrastructure at areas like Johnson Ranch, Reservoir Canyon and work to create a trailhead somewhere near Home Depot. As we acquire new areas, see what makes sense for public use as we try to balance the protection of wildlife and habitat and the desire for recreation. The Railroad bike path extension is a key link for providing safe alternative modes of transportation to downtown SLO. The Orcutt Expansion has started and we need to complete this portion of prior to the completion homes themselves. For police and fire protection I would like to see a few additional officers hired to provide better overall coverage for the City of SLO. The longer you wait, the worse it's going to get. Change pension plans from defined benefit to defined contribution. Reevaluate management pay and benefits downward. (If SLO is such a great place to live, shouldn't that be used to negotiate a better deal for hiring salaried staff?) Packet Pg. 99 As a layperson, I find the city budget difficult to understand so I do not feel competent in making recommendations for cuts. I hope our newly elected and very green city representatives get up to speed quickly. We need a way in which to make sure that all segments of the city are represented in pursuing a vision of San Luis Obispo. Have a gap-cap- limit % between highest and lowest city salaries (raise low and lower high?) Services are great. Past accomplishments are outstanding and a good basis to carry us forward. Keep working hard and thanks! Have few codes but strictly enforce-High weeds and grass-not just during fire season. Have a code to enforce # of people in a home. Do not approve projects with limited parking. Insist/Enforce Poly up growth til housing is approved on campus We do not know. The city spent over $2,000,000 on the skate board portion of Santa Rosa park. How about not sending city staff to conferences or seminars out of the area. How about sot the remodeling of city hall. Please do not throw this in the trash. Thank you. Raise taxes. To off set the construction revenue. Use those taxes to build a desalination plant and pipe line. Or buy water from Canada and bring it to use by rail cars. Don't have enough information about other city programs and their costs to suggest adjustments to other programs. Too much emphasis currently on development from chain retailers and developers from out of the area. Affordable housing should be geared to families rather than high density student rentals. Adjust traffic signals to give pedestrian priority. Cite motorists not yielding to pedestrians. Limit construction projects which encroach on sidewalks and bicycle lanes. Restrict parking of construction vehicles in the downtown corridor. Designate location of construction mobile offices away from downtown corridor and off side walks and bicycle lanes. Reassess traffic signal settings-particularly during peak commute hours-reassess speed limits. Expand hours of public transport (bus) operations. Develop a program of parking for City officials and employees outside the downtown corridor-get out and walk! If homeless/mentally ill/ veterans housed - top 100 + then less need for police, jail, & other svcs. I really support what you are doing w/ neighborhood patrols-bicycle officers, knowing who the regular "special needs" folds are. Prime time enforcement/dui checks are good. I voted for Measure J. Sad. Try again some variation. Lack of parking and parking passes is hurting our business Restricting the building of rental units to the Cal Poly area-Perhaps the University side of Foothill. I am concerned about the vandalism I see on Broad and Chorro on Friday-Sunday while walking my dog! Educate council members to historic preservation guidelines and history of the city. Bring city council members and staff to to a modern undistracting of what history is and the community values it enhances More aggressive policeing. More water restrictions-enforced! Less development. Reduce frequency of repaving, streets can go longer. Index property tax so it grows with inflation. Require downtown businesses to provide parking or contribute to garage fund. Use private businesses for road maint and other services. Layoff personnel and cut pensions. These people can then work for contractors-save city overhead. Get rid of rental housing inspection fee! I am ok with inspection-just the fee Let code enforcement do their job. Developers pay into fund to build another dam. Once dam is build developers can start building again Outreach to renters to use current complaint system to call out problem landlords. Send out another survey to ask for suggested bus routes. Last one good idea! Incentives to current owners of commercial buildings to lower rents-so emply buildings can get occupied. Allow some urban sprawl-Geeze! Reduce bloated overpayment to ineffective city/council leaders Packet Pg. 100 State water; heighten Salinas dam; curb new building until water supply secure Desalination facility for the county? Using Diablo desalination facility. Restrict building permits in line with water, infastructure capacity Develop public transportation (efficient) from North and South counties. Affordable housing on the outskirts of town. Promote ma and pa stores instead of corporate franchise stores. Build that Nipomo parking garage now! Use steam machine to kill weeds like City of Irvine does to be non-toxic Use tax revenues as intended instead of paying the politicians more money. For senior activities and events include Cal Poly, Cuesta students for ideas and manpower. 5k walks/runs every month. "Senior council" made up of a diverse group of elders. Encourage drought planting through workshops and advertising. Please use college students for their ideas and manpower. Great resource for our community. Please list programs provided by city Reduce governmental "petty" regulations places on SLO home owners ie garbage cans have to be behind fenced enclosures. Reduce City Managers salary-It is preposterous for a small town like SLO to be paying a salary like that when the highest paid non-governmental worker doesn't make that amount when you count the cost of benefits includes, plus car allowance, pensions, etc...Then she got a 4 thousand dollar bonus this past year. Managing SLO doesn't warrant a salary like that. Work closer with neighborhoods on establishing more compatible zoning and reduce speculative residential projects as student housing. Reestablish rental inspection program focus on problematic and absentee owner homes/rentals. More neighborhood patrols by police and neighborhood meetings with officers-more fire department fuel reduction surveys and followup projects at city limits/corridors/streets Meet with neighborhood or resident groups to identify and plan solutions Preserve. Make pensions for public workers less costly Reduce approval for new developments-I am tired of showering with a 5 gallon bucket to catch the water- will the guests of new hotel, shower with buckets-Lets face reality and have equality in water use repeal rental inspection program! join forces with volunteer organizations to pool resources for open space purchase Budget forecast and prioritize funding - beginning with a justified base budget compared to baseline metrics (how much base staff/facilities are needed then what programs are desired) While we've made many ad-hoc and piecemeal improvements for bikes and pedestrians like green lanes and sharrows, infrastructure that fully separates bicycles from cars (class 1 paths, bike boulevards, "cycle tracks") for long connective stretches within the city is progressing far too slowly. Traffic in SLO has gotten progressively worse. I think shifting funding from maintaining auto infrastructure towards building protected bicycle and pedestrian infrastructure needs to happen to meet our climate change goals, and also to slow the gradual choking of our roads from auto traffic increases. Fully protected infrastructure is needed to convince residents who are scared of getting hit by a car to ride a bike instead of driving a car. Pursue state and federal grants related green building/energy efficient in City properties as well as water supply. Work with Peoples Self Help and other affordable housing groups to identify sites to accommodate inclusive housing. Outline planning strategies that fast-tract these types of projects. Direct funds to accomplish these goals The city should defund discriminatory treatment of residents. Renters that commit a noise violation receive a fine from the police and from the renter's portion from the police; this causes double jeopardy. Additionally, renters pay a separate fine often issued in lease contracts. Thus, this unusual and excessive fine system should be fixed. Packet Pg. 101 Make downtown a no loitering zone, no sitting zone, no sleeping zone, no smoking zone, no drugs zone, no vagrant zone. Bus violators to Laguna Lake park ( park of weeds) Paint curbs red on corner of Highland & Oakridge and/or close Highland Dr entrance to Bishop Peak. Do something before disaster strikes. Support the Land Conservancy Tougher fines for landlords who are unresponsive Step up care of city trees thats your job to figure out I am not sure. redirect funds Pension & benefit reform; support developer investment in community; improve business tax compliance efforts Continue the existing level of management for dirt trails, allowing for inflation and modest increase. Look for grant opportunities to acquire new trails. Work closely with volunteers. Bicycle trails, form a coalition with wineries, hotels, the County and other Cities & bicycle clubs to apply for grants to create county wide bicycle paths that are spperate from roads when possible that link wineries and the beaches to the communities. Streamline permit process - it's ridiculous that a project can go to city council two times on appeal - one for the use permit and another time for appeal of ARC - A project should only go to council one time Increase staffing levels and/or solicit volunteers who possess the expertise to undertake these tasks Stop spending money on climate change Reconsider high rises and parking structures being eliminated. Our population is aging and much of the city is geared towards Poly students. We are a diverse group. Too many bars!! All of these are self-paying. Outdoor recreation is a huge revenue generator, and dovetails well with the wine tourism industry demographic. Pedestrian malls consistently increase purchaser traffic to stores. Integrate bicycle infrastructure planning and upkeep into all city-wide street work to make it more cost effective. Open space preservation and property acquisition could be enhanced with input and recruitment of local volunteer groups. Community Development and Public Works working specifically towards congestion relief of San Luis Obispo's most heavily travelled city streets. Reduce parks/recreation staff - why the need to add more rangers last year? And why the need for new 4 wheel drive vehicles? Not that much off road activity. Increase police force instead of administrative staff - Re-examine programs for homeless that attract those people to this area I don't know! Less spent on paintings and statues. It is nice but costly and our streets are more important to repair. Less surveys-they are costly and good common sense often brings better results. Watch pensions-they were arranged when times were good-Why not negotiate a fairer pension from the past. People don't need working pension pay! Eliminate the morning Palm street parking structure daily maintenance. The blowing and sweeping machines maintaining the structure is noisy and useless. Once per every 2 weeks tops. Packet Pg. 102 The City can shift money from economic development and fund more parks and open spaces. Defund economic development staff and withdraw money from EVC. SLO is a wonderful city. Business and people want to live here because of its quality of life. Protect our quality of life and businesses will want to locate here. When the "planning commission" rejects a developers project on a site, that negatively impacts neighborhood quality, don't allow the "City Council" to overturn their decision! Are you really wanting to here "What is truly importation for this community?" We live in the vicinity of Chorro and Foothill. That project planned for the corner lot is the wrong site for such a building. It is a slap in the neighborhoods face! It is already a complicated corner for drivers and pedestrians. There is so much "zip in and zip out" traffic because of the serveral coffee shops and fast food places. There is no street parking near the corner, which will cause the existing neighbors a great problem if this apt building is built. It is a fantasy to think residents will not have cars (more cars than the "car elevator spots" included. I don't know enough to say Form "working" committees-Have tasks to be done. Integrate "like" committees to work on issues (I would volunteer for new committees) Just give the over 70 a free bus pass-it will free up parking downtown. Don't waste city money on inspections and employing more people to do it. Put our tax dollars to better use. We are the richest country in the world, but most of the civilized countries do not charge their seniors to ride the buses you let the students ride free instead we are the ones paying taxes. I am not as good with problem solving as I am with seeing the problems! But the City Council must put the "brakes" on rampant development just for increasing the tax $'s. Our future generations will thank you for preserving quality over quantity! Please?! Sorry don't know Eliminate wasteful spending, operate on a balanced budget, and put the citizens' needs before your own. Work with Flood Control to deal with Prefumo Creek sediment transport Reduce potential traffic by not hauling dredge sediment to landfill Reuse coast water Don't contribute to projects outside SLO sphere of influence Expand Madonna to 3 lanes each way with fees from San Luis Ranch Raise awareness through TV or online advertising/public announcements. Community fundraising? (No in favor of another tax increase) Continue the water conservation program which has been very successful Don't allow any more open parking to be built on Be pro-active on citizens using services like "watersavers" to reduce consumption Building and planning be more customer oriented, more positive. Moratorium on large (high rise) buildings in downtown. Ordinance against begging- loitering - on city streets More police presence downtown to Poly Better referral services for homeless + out of work for day jobs - meals - showers Surcharge on vineyard water use Tighten belts where appropriate Put safety first - city has enough programs Know what the city funds are meant for - not waste as it has been Downtown is miserable - streets are bad and unsafe Sales tax. Some assessment for lake front property owners. Packet Pg. 103 Scale back the rental housing program. Reduce the number of administrators fund raise for open space and bike path More support to county medical health services Improve communication for neighborhood watch & supportive programs to protect the integrity of our communities from destructive activities from student populations. More charging stations downtown & at Costco area for electric vehicles Fewer hotels downtown. More parking to prevent all shopping (except tourist shopping) from going to the outskirts of town. Real workforce housing-not development for students. What will happen when (and if) Cal Poly actually does provide for its student housing??-So many dorms in town empty! Educate Police to enforce the law vigorously. They do not want to be involved. When I call to inform about car breaking and people canvasing the neighborhood, the police dispatcher does not want the officers to respond-same for drug deals-police don't want to respond. Move existing funds to support programs We have recognized the need since 1984 and are long past time when something should be done. This is a city Lake and as such should be maintained with city general funds (and grants). To afford it, we should us a suction dredge (to a 6 ft low water level) and deposit dredged material on range land of Park property, mixing into open-range soils. mix and mingle resources to get desired outcomes Tax gas higher for road/bike infrastructure improvements. Build blended demographic communities and facilities for housing such as Moylan Terrance. Bring the youth and elderly together. Give at risk people training and guidance and meaningful opportunities to give back. It is laudable to witness the City's promotion and support of the transitions and homeless center projects. However, it is deeply discouraging to witness the City approving projects that conflict with our guidelines and zoning codes, yielding to developers with the prospect of the income generated Reexamine funds. Change time for Christmas parade to make more kid friendly- start at 6 vs. 7. Shuttle service option. Stop using taxpayer funds to purchase private land surrounding the city More info available for seniors. Large print. Better access to programs. Look at long-term strategies to reduce pensions for staff. Less parking enforcement personnel. Use money wisely. Continue providing public access to public lands through continued work on the city trail system in open spaces, public spaces; stop building (!); remember that So. Cal. people moved here to get AWAY from So.Cal - don't adopt So.Cal building practices; no more housing TRACTS (Orcutt road's proposed 900 homes is ridiculous); not sure what to do with homeless issue downtown but it has become too dangerous (I was born and raised in SLO in the day when kids could hang downtown without fear. Those days are long gone. Mentally ill and drug-addled homeless are particular problems.) I think we have a good allocation now, let's maintain it. Acquire land Fund Ranger Hours Work with local Ventura volunteer groups that help provide FREE LABOR Packet Pg. 104 The city could add funding to the Recreation Department for trails creation, they could work more effectively with Cal Trans and Public Works department, they could invest in different housing projects for young families, and finally, add more funding to reducing waste by landfill such as polystyrene for the whole county and also improve the system for rainfall/stormwater runoff, which runs to San Luis Creek and creates a high bacteria issue for beachgoers chronically. hiring freeze? new tax revenues? Continue to aggressively partner with volunteer organizations (such as the Central Coast Concerned Mountain Bikers and Eco-SLO) to accomplish goals and enhance the city's open space program. Open and maintain more multi-use trails for mountain bike recreation! SLO has a good biking community that is dedicated to using existing trails in cooperation with Hikers and Equestrians, building new trails, maintaining existing trails, and supporting local businesses related to biking activities (bike stores, post ride meals at restaurants and bars, etc.). We need more trails to provide better diversity for different experience and skill levels and to avoid congestion as mountain biking is one the fastest growing sports in America. I've been mountain biking in SLO for the last six years and have noticed the growth of the sport -- it is obvious that more people are enjoying our trails, all ages and gender. Please consider the possibility of one or two mountain bike exclusive trails too! This is one of the common wishes that I hear from all my riding friends. Mountain bikers build and maintain hiking only trails so we are doing our best to give selflessly to the community! Employees pay a fair share of their benefits, e.g. retirement, insurance Increase bed tax, sales tax Streamline your staff, instead of raising rates Put back handicapped parking next to govt center As a 5th generation, senior & disabled person, this is not the happiest place on earth, sincerely Make housing projects for campus easy to pass Continue "Hot House" & SCORE and other business support vehicles Make neighborhood watches & block parties easily accessible. Make SLO business friendly for larger businesses to move in. No raised taxes;reduce overhead (staff and/or infrastructure) Allocate more budget to open space projects Trim the fat. Also, all use fees for Laguna should be used for lake improvement Most of our city buses, often are almost empty except early (8:00AM) or late (5:00pm). Why not have bus companies use compact buses during "off" hours. It will save on gas, street wear & tear. Have one or two sidewalk clean - up days like our beaches do - have volunteers sign up. Have police walk a head during the day in neighborhoods affected by transient walk ways - near recycle hubs - Bring the bus route behind Dicks/ Target for better package carry access + better access from neighbor load. Enforce bicycle traffic laws Assume decreased rain from prior totals Fully utilize reclaimed water for irrigation An active partnership with Cal Poly? Re-negotiate excessive police and fire pensions and medical. Their benefits are ridiculous. They are not sustainable in the future and all city residents will suffer by lack of funds for other needs. Better vouchers, $ for downtown workers so old ladies don't have to walk 6 blks at 10 pm to get to parking that's affordable on a $10.00 per hour wage. Packet Pg. 105 Increase fines for loud parties or get togethers. Increase # of streets that are parking by permit only. Clean up after the students since they can't clean up after themselves. Monitor how many students actually live in a home. There should only be 1 student per room. Our downtown used to be full of local small business. Give incentive to land building owners downtown to rent to local business. Subsidize small business. SLO downtown is becoming like any other downtown in CA. Fine residents who have a lawn or high water yards. Give incentive to remove lawns. Less "tourism" signs reminding people how cool it is here - they are already here!!! Add additional police officers Limit development via planning dept Mandatory inspections on rentals - semi annual Construction inspections on illegal additions for added residents and people turning their garages into rentals Code officials contact residents with run down or poorly maintained properties Free downtown shuttle to parking garages Cap rental vs owner occupancy housing Incentives for grey water systems More taxes Cut funding to police & fire Less repaving of streets that didn't really need it. Get rid of the Rental Inspection program. Slow down salary increases by 2-5%. Less budget for new open space. Move funds for more access to existing open space. Put a check on executive salaries and compensation packages Remember to keep growth to less than or equal to 1% annually Stop investors from adding to the growth 1. Encourage employers to come to SLO. 2. Have more defined dedlines for planning review. 3. Encourage alternate sources of transportation 4. Enforce vagrancy laws, provide homeless supervision. Provide employment to homes, so that they might provide for themselves. The city now gives priority & exceptions to promote growth. It is surreal to be conserving water while more homes, breweries, and wine outlets are encouraged. Gone is the old town look as tourist used to say. This town is all for tourist and Poly. Money is more important than the people who live here. Moratorium on building due to water restrictions limit cal poly's ability to build and take water from local water sources No need to do anything except refund $ to landlords who had inspections/fees, cheaper than litigation! The SLO downtown is a gem & we should invest in it's future. Create no loitering laws We need more apartments for working class people. Also- how can we offer physicians etc better incentives to live here and raise a family? Limit the ability of committees & community groups to stop development that meets zoning rules & housing objectives Packet Pg. 106 Establish a citizen consumer task force - one that represents the people, not business, not corporations - the PEOPLE - and give them a voice + authority to do right by the PEOPLE. (note I am not a landlord but program is intrusive + unnecessary) Re-evaluate permit fees for home improvements - current fee structure is onerously expensive + discourages people from improving their properties esp on the exterior Provide incentives + rebates for commuters Provide parking prior to building Use private contractors & let them hire city employees in their respective fields Open them until 10:00pm I think that the City Council and citizen advisory boards need to deal with these decisions. A few sentences here can't do them justice. Stop new housing building developments. Cut down number of City employees-except for Police and Firemen. No bike lanes or roundabouts on Main Street arteries such as Broad Street. Stop new housing building developments. Cut down number of City employees-except for Police and Firement. No bike lanes or roundabouts on Main Street arteries such as Broad Street. Keep Farmers Market. Promote quality events at Mission Plaza. Protect open space. Foster art, wine, food. I love the new development that is happening. Some stuff needs to get cleanness up. Take Cal to court to stop its growth and negative impact on housing, traffic, drunkenness, noise, crime etc. Zone for less motels and hotels. Leave these areas for workforce housing. It is not possible for the city to meet the demands for the thousands of people who would like to live and go to school near. The state should be providing more educational institutions in major cities and reduce the amount of traffic between SLO and the major urban areas. Contact out representatives in the state capital. It's time to license bikes- They use the roads we pay for, it is now time for them to share- Think of what is spent on paint for lanes - Love the bikes - License them!!$$$ When can't misdemeanor prisoners be used for labor? The ones on the farm do nothing all day. Slow growth. Do we really need a new retail when we have an abundance of vacant buildings? I resent having my water bill raised while encouraging all the new residential construction. Why should I be forced to cut back even more when retired and on a fixed income? Provide permit parking for residents. Workers from downtown occupy spaces all day barring residents from using their own street. Think ahead! Stop trying to be like Santa Barbara. Let banks and some food services to have drive up possibilities-it will help the senior population a lot. Increase developers fees. There's NO way new housing will ever slow down here Close a few downtown streets to cars and create walkable plazas. Improve public transportation and give people incentives and tax brakes for using them. Create programs to reward city employees and people that work downtown to ride bikes and or us public transportation Repeal the rental inspection program! The biggest waste of city time and money ever! create education amongst renters so they have a means to report bad living conditions. Work smarter not harder, Saves MONEY. Downtown looks fabulous! Maybe make other objectives the priority now? That is why we pay you the big bucks! No need to give bonuses to top ranking people. They (as well as anyone) is expected to do their finest work when they accept a salary. Packet Pg. 107 There is no reason SLO should have to build new affordable housing and allow slum lord (Out of town) rental student housing to increase. Cal Poly needs to work with SLO to create housing similar to Santa Cruz UC. Refer to the editor of the SLO life magazine who was on the ground level committee when this unique housing was put in at UC Santa Cruz. And decrease the need for neighborhood housing. It is your jobs to figure finances out! Dredge the lake NOW! Simply allow for night riding by the mountain bike community in all open space trails. During fall and winter it is almost impossible for the majority of cyclists to get a ride in after work hours because open space trails close at dusk. This is a waste of open space trails for a large portion of the year. 1. Transportation, parking, and development policies that align with these priorities. 2. Public declarations that SLO welcomes people of all walks of life 3. Educate population about mental illness to reduce the stigma and about treatment options. Support and fund new housing/jobs Increasing Taxes, cutting police spending Provide safe bike lanes. Eliminate night patrol for park rangers, especailly in Irish hills. I have lived in SLO since 1971 and the "good ole boy" network is very much a problem. Individuals and the City officials just disregard those of us who are long time citizens and residents of areas where huge decisions are made that adversely affect us and with complete disregard for us. The planning people completely lied about the massive Orcutt project saying it would not come around the hill to the Orcutt road side and of course now it is. What a farcee that the open space they had to designate is the vertical hill on the property. This reflects the other gross projects in the area. Horrible unsafe and massive congested traffic on Hwy 227, it is one massive traffic jam in the afternoon that backs up to Tank Farm road everyday. Orcutt road backs up daily and people rear end each other at unsafe speed because of the blind hill. They disregard or don't notice the sign warning of the blind hill. There is not water but the City of SLO keeps approving water sucking projects. No money allocated for any downtown business development Be the bodyguard of creating an agency along with state and federal regulators to ensure citizens of this county, a retirement community, are not systematically murdered by hospice companies plaguing this town. provide funds and staff Lower staff salaries! Cut the fat by not hiring consultants to do staffs work. Make firefighters work 8 hour 5 day or night shifts- 40 hours per week. Freeze remodeling of city offices/buildings. Cut staff in CDD and all depts. that hire consultants. Eliminate city arborist and hire as needed, paid for by developers and property owners who need one- selected by new Mayor Harmon or Sierra Club- Not by city staff who hires favored consultants for biased results. Take money that is being provided by PG&E from Diablo Canyon Take money that is being provided by GE&E from Diablo Canyon Study other cities approach to low-income housing ie building small homes, encouraging "granny units" no penalizing landlords. Attractive on-campus housing units on University property-not bordering family neighborhoods. Sweep broken glass from bike lanes and remove vegetation from asphalt-concrete borders. Repave roads as necessary, paying attention to bike lanes. Approve apartment buildings. Encourage software and other clean industry. Frequent bus service targeting commuters and evening entertainment downtown. Packet Pg. 108 Sweep broken glass from bike lanes and remove vegetation from asphalt-concrete borders. Repave roads as necessary, paying attention to bike lanes. Approve apartment buidlings. Encourage software and other clean industry. Frequent bus service targeting commuters and evening entertainment downtown. We are so new that we don't know a lot of the ins and outs of programs and services to know how the city might adjust to accomplish these goals. We read the Tribune daily, so we hope to learn more about government and services there, and by talking with others who live here. Pay freeze for city empl. salary reductions of HIGH level emlp ie Police chief, City manager, etc. Empl pay more for retirement, med insurance, hiring freeze Have a task force specifically assigned to flushing people out of the creeks and making it difficult to go back there. We have resources for these who really want help getting back on their feet. It is the drug abuse/wandering people that we need to make leave. Have a task force specifically assigned to flushing people out of the creeks and making it difficult to go back there. We have resources for these who really want help getting back on their feet. It is the drug abuse/wandering people that we need to make leave. Increase parking requirements for developers downtown budget for more staff to maintain and create multi use trails. Delegate money towards land conservancy and trail building and maintenance. Also raise more money for helping homeless people for shelter. Hire the appropriate people to look at the impact of building. Remember that the source of our health, wealth and security is the environment. Don't allow it to be ruined for any reason, including housing, transportation, business interests or simple expediency. Encourage responsible behavior by making the health of our habitat the highest priority. Everything must take into account it's effect on the environment. 1) Increasing access to existing open spaces and trails is just a rule change. Keep and enforce "dawn to dusk" at locations with a history of problems (Bishop's Peak) but allow others to remain open for use until 10 pm. Modern LED lights are cheap and powerful. Trails can be safely used after dark. 2) Continue to support trail construction through Parks and Recreation and CCCMB. No new resources are needed, just a willingness to continue. 3) Increase the cost of daycare (currently $4 an hour for drop-in) and increase the capacity. When local families are able to work two jobs, they pay more taxes and support the local economy. The city may not directly recover all the costs from this program, but it's one of the few concrete ways the city can demonstrate support for working families. continue to plan for longer than expected draught by reviewing all water options, including storage, recycling, and household incentives. Create an easy path for developers to build affordable housing, along with owner occupied deed restrictions. Revise or repeal the rental housing inspection program. educate younger citizens (school age and cal poly) how to respect and care for the environment. Strict enforcement of littering, dogs off leashes, and overnight camping on open spaces. If something ain't broke, don't fix it. Short term rentals such as Airbnb were working just fine for 2 years until the City stepped in. Now only the rich with large houses on large lots can pass the permitting process. This is unfair, unconstitutional, and punishes those of us who are trying to create a small footprint. Fewer commissions, committees and less bureaucratic overhead Stop pulling in outside businesses and find a way to make buying a house affordable for working people who live/work in SLO Packet Pg. 109 The city and county have many resources available which could be utilized to accomplish the above goal. It would be possible not to have a high negative impact on other programs & services. What resources? Cal Poly conducts yearly student projects whose goal is to give back to the city. They can spruce up a building, make minor repairs, minor remodels, etc. Cal Poly has a variety of other programs that the Senior Center might be able to utilize. Our city has many union and non-union workers in trades, who, in the past, have volunteered for a worthy cause or even done work at nominal cost. I am sure there are other resources available, which escape me at this time. I wish I knew. Lots of negotiating and compromising, I imagine. It does not cost anymore to protect neighborhoods than to ruin them. It does not cost anything to ask responsibility from Cal Poly and Cuesta. Helping overburdened residential streets can be fairly cheap: add islands, roundabouts, bumps, etc. In any case, traffic control is part of the City's job. Do not allocate funds for "beautification" of one block areas in the downtown section, as has been done in the past. Pay attention to infrastructure when the problems are small, easily fixed and therefore cost less money. Do not allow developers "carte blanche" with height and design. Abolish rental inspection program. Do not allow homeless to congregate and stay downtown. Clean downtown sidewalks. Residential developers need to build comminities, not mass produced housing tracts. I.e. Provide open space, parks, etc and not force children to recreate in alleys or busy streets. Streamline the permitting and planning processes, enact a review of all buildings listed as being of "historical interest" to see if they actually are of historical interest. Raise allowed building height limits for multi-family housing and commercial construction. Identify primarily rental and particularly blighted neighborhoods and fast-track proposals to build multi-family housing in these areas. Aggressively pursue the rental housing ordinance and levy large fines against owners unsafe investment properties used as rentals: use the funds raised to upgrade/add staff to the permitting office. Simplify the city's current byzantine building code to make repairs and upgrades to existing homes quicker/cost effective. Stop pumping money into a public transit system that primarily benefits people who live close to downtown and close to Cal Poly (or upgrade it so that people who live south of downtown have viable public transit options). Bicycle facilities are much more cost-effective than facilities for motor vehicles. Here's a quote from an official in Amsterdam, where 48 percent of city-center trips are pedal-powered: "Give people (transportation) options and then slowly take away space from cars and give it to bikes.â € Rather than add more traffic lanes for motor vehicles, invest in multimodal transportation. stop hiring so many staff members... Stop buying so many new trucks and cars for staff members... Listen to residents. Do not allow non-residents and business/development interests to outnumber residents when stakeholders are brought together on committees or task forces. stabilize building, clean grounds, add small parking lot, add sinage Evaluate what programs are under used and see if there's an actual need. Raise parking meter and parking garage prices to encourage bus use. Charge a $5 Yearly Fee for access to certain Open Space trails after dusk. Some Ranger staff time can be saved, unfair Open Space rules abolished and resulting savings and fees applied to bicycle and pedestrian infrastructure improvements. Make developers pay their way in regards to providing parks, open space, parking, and infrastructure improvements Take our taxes (J) and use it for us. Make the above higher priority amongst all the city's expenditures Packet Pg. 110 Put these issues on the ballot and let the people determine these things. SLO is on tilt and is a sinking ship. No amount of SLO this and SLO that will help this inevitable slide to bankruptcy. Look to fund projects that dovetail across department lines (or arise as goals from multiple advisory groups). Identify revenue enhancement strategies for non-automobile circulation improvements and open space acquisition; partnering with non-profits to enhance facilities. Commuter traffic congestion has become much more noticeable since I moved to the City in 2007. I hope the City is paying attention to the increased traffic caused by the additional housing that is being built in the City, and focusing on live-work, and housing developments located near commercial cores, so people can have the realistic option of walking or biking to work. I also hope the City is taking steps to ensure open space is conserved in San Luis Obispo. The presence of open space and natural beauty is one of the greatest contributors to the high quality of life in San Luis Obispo. I hope the City is balancing new housing developments with realistic water budget expectations and traffic considerations. Commuter traffic congestion has become much more noticeable since I moved to the City in 2007. The City should be prepared for long-term drought conditions and continue to identify potential local sources (e.g., the County's Diablo desalination plant expansion). I hope the City is balancing new housing developments with realistic water budget expectations and traffic considerations. Commuter traffic congestion has become much more noticeable since I moved to the City in 2007. The City should be prepared for long-term drought conditions and continue to identify potential local sources (e.g., the County's Diablo desalination plant expansion). Prioritize the citizen's goals first, then budget accordingly. The rental inspection program, although certainly done with good intentions, is a bust. Multiple cities in California and the US are facing lawsuits (and losing these suits) at great cost. Do not let our cities legal department and attorneys maintain job security by allowing them to continue with this program. Only they will get paid and we will all bear the costs. These legal costs will far outweigh any revenue brought in from fees. Stop acquisition of new open space (maintain and provide access to open space we have) Increase efforts to create city/ corporate funding relationships Laguna Lake restoration - are you kidding? Stop supporting golf course - close & make multi-use open space Give owners financial or tax incentives to upgrade/ update individual trailers, grounds, signs Modify the existing agreement instead of abandoning the idea I would need to look at all the programs to make an educated decision. I am really asking to balance the existing budget not necessarily add new programs. Charge developers for parking structure & require the structures be built BEFORE the development. Put in trains through town to Cuesta, CMC, CP, Madonna, Tank Farm, Edna. Decreasing traffic = decreased road maintenance costs Stop paying a lot of money for costly study's -use common sense like dredging Laguna Lake when it was dry.Hire locals with big tractors to go in and clean out soil at bottom floor and stored dirt around mountain. common sense use some The city of Santa Cruz has prevailed upon the US request to lower the number of students "required" for admission re: not enough campus housing and destroying existing neighborhoods &stressing traffic& natural resources. We can't just keep accepting more and more students until our town becomes Isla Vista Find and cut waste. Thanks for the good work you do Packet Pg. 111 Lower development fees Make self help programs move attractive available within our city Respect the residents who pay property taxes and support the city. Stop overgrowth Take tourist attractions out of neighborhoods - relocate trail heads out of neighborhoods, respect neighbors as well as hikers - make it safer Would like to see more police presence and rental inspection to ensure safety of students. Drug sales are a constant in my neighborhood. We need more police drive bys on this street (Cortez Court) I know this does not fit as ideas to like extend bike paths, open space, etc, but how about we take care of our citizens safety for an idea Better and more visible leadership out of City Hall. More police STOP building & ruining SLO Stop issuing building permits because a developer agrees to pay a few extra fees. Stop making it so easy for the homeless to stay in SLO. I hope the City is balancing new housing developments with realistic water budget expectations and traffic considerations. Commuter traffic congestion has become much more noticeable since I moved to the City in 2007. The City should be prepared for long-term drought conditions and continue to identify potential local sources (e.g., the County's Diablo desalination plant expansion). Provide for the 20 percent bicycle mode share as per LUCE- put more of transportation monies in bicycle and pedestrian facilities. Increase fines for trail users who bring in alcohol or noisy - in - neighborhood users. (enforce noise restrictions) Tax increase along the lines of Measure J proposal. Allow & encourage renters to turn in problems w/ housing. Don't harass the owners who do a good job. More parks Not too many new high building downtown Rent control Incentives for renters staying in rental for more than 1 yr. Too much focus on students and not on families and seniors 1. You can do that 2. Don't take advantage of the tax payers money! 3. Keep it fair 4. Example - Don't let two yogurt stores open across the street & next to Bali's - or Williams Sonoma across the street from Forden's ! 5. Permit fees are high because staff salaries are high - stop paying yourselves so much!! Back off on open space and conservation easements! I love the open spaces we have, but we desperately need more mid range housing. Not all of us are interested in "mixed use" condos by the railroad tracks. Developers need to feel that larger housing tracts stand a remote chance of approval to even propose them. and we need them! Lower wage of City Manager. More community service. License bikes/small fee of $5.00 holder (plate) and license sold at parking division across from Chase or ? Packet Pg. 112 Implement LUCE 20% bike mode share. Prioritize bikes/peds in front of motoring needs on all projects ( transportation & building). Allow for zoning changes in residential neighborhoods specifically for small groceries Allow for installation of ped/bike crossing signals on arterials at key points currently between signalized intersections. This helps recognize that crossing arterials is an impediment to walking & biking (think S. Broad, S. Higuera, Foothill, California, Tank Farm) The City Council and Marx don't heed over advice at council meetings so what good will it do to give you advice here? Do not build more housing/ houses. No more growth! Increase price of after school care to pay for providing better service Make CERTAIN that residential growth pays for itself. Extend the life of the city fleet by one year - it seems like all the city's cars and trucks are very new. Please try to make do with the taxes we have and stop the obscene building. It's like you won't be happy unless every square inch is built upon! Less attention to downtown issues-let business contribute a little more Repair sidewalks, prune overhanging shrubs and bushes that block the walkways-traffic calming-25mph limits upheld! Fullfil the park in the N. Broad street area as promised. All development MUST have enough "real" parking spaces! Repair sidewalks, prune overhanging shrubs and bushes that block the walkways-traffic calming-25mph limits upheld! Fullfil the park in the N. Broad street area as promised. All development MUST have enough "real" parking spaces! City needs to look carefully at staff and adjust for more economies I am not sure. I just think these goals are important. Another thought- is it possible to use some of PG&E funds to build a community pool? There are neighborhood pools in Colorado and Idaho that are great places for families to play together. They are enclosed against the weather, have slides and play structures. Would that be wonderful in SLO? 1-WATER-Staff reports and EIR's for new uses and expansion of existing uses should include estimates of water use at full operation. A graphic showing total water available, existing use and future commitments should be displayed in the Council Chambers. Offer incentives to businesses to encourage them to become greener Awareness programs on impact to environment Improve bike infrastructure Increase student housing options both @ Cal Poly and Cuesta Adjust rental inspections to not make upgrades mandatory to todays level on work that was done 50 years ago. The cost of these upgrades will increase rental rates substantially. Better yet, overturn mandatory rental inspections. More attention to payoff versus cost. Downtown upgrade and skate park as examples of high cost/ low payoff. Little visible effect in first case and limited appeal to broad-based population in second. I am very much concerned about the water problem. I read in the paper where the City is going to start watering the parks, not with recycled water but with the water we use in our homes. I ask are the parks more important than the residents? We are asked to reduce our water usage and it yet the parks will use so much Offer recycled water for sale Diablo nuclear plant converted to de-sal?? Packet Pg. 113 Home development pay a higher percentage of cost of infrastructure development and extension associated with projects like the Avila Ranch housing development. Public Works upgrades. Development of La Loma Adobe Property (Lizzie St.) No tolerqance policy to habitation of creek areas of SLO (improves condition of homeless and general populations) Please fund the project to dredge and restore Laguna Lake. Make improvements to Laguna Lake Park to increase community access to Laguna Lake (like adding a boardwalk trail to the 'back bay'). The plans have been drawn. Lets make it happen! Make city resources - such as wood chips from city pruning contractors available for landscape material at little or no cost Cut staff time, money on home inspection ordinance Cut excess transit subsidies Bishop Studios Unfortunately measure J failed. I think growth & population has out paced transportation and infrastructure. If an added fee is necessary to construction projects in order to provide the associated infrastructure, then impose those fees. The Margarita Area of Higuera Street is a traffic nightmare in the mornings and evenings due to the new houses being built in the area. There are many more currently under construction, so it will only get worse. Put Prado through to Broad and widen northbound Higuera where it narrows to one lane before the housing construction goes any further. Force Poly to provide more on campus housing - freeing up houses for workers - of course landlords won't want to reduce their rents - too bad you can't legislate greed. Ratchet up the rental inspection program - do it every year and make it difficult for sleezeball investors and landlords to rent spaces to students. Armstrong has thousands of acres to build housing on for students. Set up a housing data collection program- common stat is 65% of single family dwellings in SLO are non- owner occupied. Does this imply that all 65% are occupied by students?? I doubt it. What is the breakdown. Re - allocate funds to go after the elephant - Quit screwing around with the little programs that don't do much. Santa Cruz did it - why can't SLO do it??? This project has gone unfounded for years. This is a community resource and a large draw to the area in terms of events and family recreation. It benefits us all and the cost should be assumed by the community and not just a select group. Cut expenses across the board Require housing in all/ most commercial buildings (on top of stores/offices). Can't multi story structures be built over parking lots. But also limit numbers in houses. No "dorm" houses. Trim the fat!! Salaries at top WAY too high The city really has enough money to keep all programs. City staff ( Mayor, etc.) should have a pay freeze, including benefits Revisit the retirement offerings for city employees such as fire and police personnels, but others as well. Use taxes to implement affordable housing Seek out State and Federal funds to help with road construction and/or repairs and bridge, water & sewer maintenance and/or replacement. They might try to find the will to really see the situation many people like us now find themselves in. Persuade Cal Poly to house more students on campus #3 - Cash for grass program. Packet Pg. 114 The city does not need to subsidize the interest of the business community - invest in the needs of the poor & handicapped - not the wealthy who seek more wealth - we already have Trump ignoring the needs of those who most need help. The City must be affordable for it's residents. Value responding to locals & adjust priorities. Let's see - we pay for planners, code writers & enforcers, etc. Seems like if you were doing what you have been elected to do, we wouldn't have the problems. I am busy doing my job - don't have time to do yours. Continue to incentivize Green Space Preservation Services to the homeless/ housing/ jobs outside the city center Landlord accountability Grants/underwriting for housing The work of SLO should be able to live in SLO Rent control & continued rental inspections. Encourage & support manufacturing and high tech industry Pray for rain! Lower the cost of water! Thank you! Dedication to law enforcement Employment development opportunities Ask Havlik Police support & continue training re: homeless interactions Fire- rental inspection support teams Reduce or eliminate the above listed Landlord fees for the " Business License" requirement and the newly created Landlord " Rental Housing Inspection Program" fees. This will help to keep rental housing prices more affordable to SLO tenants. Increase shelter space for homeless The goals and objectives that were listed by the City of SLO do not seem like urgent problems. We won't need to worry about Laguna Lake or Open Space preservation if there's no water to drink or if the rent continues to be sky high. Prioritize the real problems and let the locals voice their opinions and have a voice. Lower PAY to highest city officials They don't do their jobs!!! Stop giving bonuses to highly paid positions just because the did "a good job". That is what they are paid to do. If more students were on campus, there would be more affordable and available housing. lots of fund raisers like walkathons, bikathons, art shows, wine and food paring events, family film nights, bake sales, zoo to you or pony/horse ride events... bezars or focused fairs/ fairs with a focus responsibility of city council Hire an efficiency expert who is only paid a percentage of the money he saves tax payers Please listen to those whose voice is seldom heard! Drop the bogus multi-modal requirement and actually pay attention to the shortages of housing ( NOT for wealthy to buy and then rent out). Realize you will NEVER get a sufficient % of the populace to ride bikes. Become real and not pie in the sky. Relax bureaucracy on removing troublesome non-native trees. Don't let bike lobby overtake traffic laws Inspect rental with history of violations. Stop fining rentals that respect laws. Reduce city manager's salary to something more reasonable for a smaller city Packet Pg. 115 Affordable housing in cities like Los Angeles are often 30 minutes away from the communities they serve. Not due to proximity but due to traffic affecting commute times. What is wrong with having more development in Grover Beach or Los Osos - Keep SLO the jewel of the county. Educate yourselves with other urban success stories and challenges. SLO, don't operate in a bubble, get creative. P.S. Laguna Lake restorations is working against natures evolution. Let it be a marshland. The city of SLO needs to place our existing neighborhoods as its highest priority. Having over two-thirds of Cal Poly students living off campus results in a detrimental impact to our existing neighborhoods and a significant drain upon city funds for additional police protection, etc. Relaxation of unnecessary regulations that burden development Find bigger open space, to build housing. Infill is ok but holy smoke - don't go overboard! Keep the college population to a reasonable size Keep real open spaces open, but fill in, not jam in. Moratorium on new construction. Any building permits conditioned on compliance with water and energy goals and payment from builders to support achieving those goals. Provide accessable ramping, parking, public transportation. Support SMOMA and art projects such as painting banners, utility boxes and cows. Have more surveys like this. Thank you. I would recommend redirecting resources from any area that can be adjusted and consider maintaining what we have before growing more. Planning/ signage/ tax fee burden is bureaucratic and inefficient. Approve projects for taller residential affordable housing. There is no housing for young professionals. Collaborate marketing - SLO wine country assoc. Spend money Expansion of mental health and drug abuse services Use roads funds for widening road, just not maint & repaving. Stop seal coating roads. Adjust CIP 5 yr. Stop new homes from going up till we have more water. Dredge and clean lake and park. Don't let people use driveway like junk yard. We understand water shortage makes for Brown laws. Clean our streets (no parking if that is what it takes on street cleaning day) The City only needs to work with Cal Poly and point out other communities that have dealt with the same problem. An excellent example is Santa Cruz. STOP spending money on programs such as "community watchdogs" and put it where it makes a real difference. We don't need rental inspections, or people cruising around spying - if a complaint is made, just act on it. Use "our" tax dollar more carefully. Open space should not be a main goal of the city! Start listening to the "working class" of SLO, not just retired professionals Replace retirees with young qualified candidates at a starting level salary Cut back on excessive salaries of City employees and excessive benefits-it is too much. Reduce redundant positions. Utilize volunteers. Put a moratorium on downtown construction and lay off the planning dept for 1 year! Stop re-paving/concreting sidewalks with decorative, nonessential projects. Stop doing away with parking downtown. Make larger businesses pay for traffic problems up front-utilities, street widening, overpasses, etc. By repealing the rental inspection ordinance, rents will stay lower. Higher fees for students in neighborhoods who don't follow the laws Packet Pg. 116 Increasing personnel costs, especially related to employee pensions and benefits, will be difficult for the city to deal with. Managing personnel costs is most likely the toughest budgetary area the city will have to address. Most of this is scheduled maintenance. The person checking the water meters (or similar) could note safety/ wear concerns. It is the slow decay that kills the cities. Change your development attitude. Lower the off leash dog penalty. I am relatively new here and do not yet understand the budgeting for SLO. I could not begin to suggest adjustments to other programs and services to accomplish the priorities we have suggested or the others that I have seen on this site. quit trying to implement programs etc... that make people feel like they are helping and in reality they are enabling Parks and Rec should re direct its focus to start with kids playing and work to fix field degradation caused by use, weather, etc..... Not "close" fields and cancel games....we live in a very mild climate....closing fields constantly for "weather" is ridiculous... start with the kids had to use the field.....then fix build more fields etc....to allow more activity..... Club Sports are a relatively new phenomenon...other communities in our county do not allow Club sports (I am speaking mostly about youth baseball) San Luis has club teams that do not even have one kid from San Luis competing and practice 2-3 days per week on SLO fields( SLO Tigers Club Baseball0 this is ridiculous!!!! This is the role of city leadership. Could afford a soccer park and skare boards it can afford to take care of THE LARGEST ASSET Laguna Lake Don't make exceptions on building height restrictions or on building up hillsides. Heed recommendations fro traffic from traffic studies. offer incentives & support for small businesses. Do not allow the sale or impingement of open space land. The City Council will have to balance programs; Laguna Lake should have high priority. I have lived on Laguna Lake for nearly 40 years. My grandson enjoyed fishing and boating, and I enjoyed seeing the local kids and their parents having fun as well as watching the migratory birds. I am disappointed that lake maintenance stopped years ago, and the City Council refused Alex Madonna's offer to dredge the lake at no cost. At age 94, I have no interest in property values increasing. But I am interested in seeing local families having the opportunity for regular water recreation in a natural setting without driving out of town and without a financial burden. The last city council spent thousands of dollars on tourist signs when there are more important needs for the city and I am sure there were other dollars spent in similar wasteful ways. Communication, participation of citizens, and taking time to think about the consequences if something is NOT done as well as DONE. Install a bike/pedestrian lane/walk on Fixilini Street going towards Adult School and High School. There is too much dangerous traffic on Johnson and many students attempt to cross LIzzie Street at Fixilini. We need a pedestrian crosswalk across upper Lizzie, and a bike lane into the school via the back road. It is very dangerous with cars pouring into the Adult School in the morning for dropoff. Crossing the one way entrance to Fixilini is impossible for a kid and frankly this is a dangerous situation. The sidewalk on the lower exit from Fixilini and Adult School has a sidewalk that takes one to a parking lot which is equally dangerous. It is impossible to ride a bike to school from this direction. It is an easy fix. Honestly, we live a block from the high school but we are forced to drive because there is no safe route for a pedestrian. Less accommodation of automobiles Reduce ridiculous rules that impair the care and treatment of homeless/mentally ill and housing improvements by local residents. Packet Pg. 117 Pay more attention to public input No more raises for city employees. Natural Resources should work with Parks & Recreation. Explore alternatives to hauling dredged material. The soil on the lake bottom is the same as the dry soil around the lake. It all came from the same place. Stop offering tax benefits/bonds to the rich, invite out of town banks to build/invest, let the SLO Community Foundation solicit investors/donations to build low income housing for those making under 32,000. per yr. Limit Population growth, i.e.,Cal Poly students Enact a bldg. moratorium Limited water resources validate bldg. & population growth Improve senior center activities Look for possible Corporate sponsors. Setup a user fee like the parking lots at the ball field and Botanical Garden near Cuesta College. Bury the dredged material on the property near the lake. I know there is concern about Hexavalent chromium in the dried dredged soil if spread on the surface of the ground. Why couldn't it be put in pits and covered with a couple of feet of uncontaminated soil. Less money on downtown. It looks great! I don't have insight into what projects exist, what resources are available, and what costs are. What I do know is that Laguna Lake used to be a recreational spot for windsurfing, boating, and fishing. The City has failed to maintain the lake. It is an existing natural resource. Regarding adjusting other programs and services, I would investigate ways to carry out complete dredging at a cost lower than what has recently been proposed, correct the neglect of the lake, and give Laguna Lake restoration priority over other natural resources projects. Please note that Laguna Lake restoration is an opportunity for collaboration between the City and Cal Poly (soil sciences, civil engineering, environmental studies). Spent less on redoing downtown Less on the affordable housing Black hole Partnerships with business leaders and grass roots community participation Less money spent on downtown! The lake has been neglected for far too long and it would be great to finally be able to utilize it to its fullest potential. I believe there are many community groups who would jump at the chance to help contribute to restoring it. Defund the cities contribution to the Economic Vitality Corporation and put that money into more parks and open space. Eliminate the city's economic development person and add more parking downtown. Make the developers build the parking before they build their projects downtown. Implement revenue-based programs. prohibit multi-unit housing in neighborhoods (no more than 2 units per property) keep commercial growth away from neighborhoods keep height limit on buildings as is develop a relationship with Cal Poly that stops them from increasing enrollment without providing on campus housing for the increase Development of the Open Space and Restoration of Laguna Lake should e combined to be a Major City Goal. more lighting on streets at night Packet Pg. 118 1. Push for another 101 interchange, i.e. Prado Road 2. fewer downtown bars requiring so much downtown police concentration 3. Stop delaying this problem which has been recognized for decades 4. Push for enrollment caps until more on-campus housing is available Paying park rangers to patrol and write tickets for dogs who are not aggressive is a waste of resources that could be put to better use Before building new parks the maintenance of existing parks needs to be addressed, including changing in landscaping to reduce/replace some of the grass with drought tolerant plants Stop creating extensive "Staff Reports" for council meetings. TONS of staff time goes into preparing these and they are unnecessary. Go back to previous practice of presenting simple, unbiased report without the PowerPoint presentation. Use staff resources to do work in-house rather than contracting out work. Rehab the city's pension program. Increased City council communication with neighborhoods and Cal Poly Building or developing on every inch possible has a great deal with greed and not planning a long term goal of preserving what makes our community so very valuable. So prioritizing open spaces. Through close engagement through political and social with its constituencies Cut city officials & staff through attrition and cut salaries of officials & staff to help with unfunded pensions. You cannot keep just adding overpaid staff & officials, We think that you need to cut positions in the overpaid administration part of the budget. Stop sending city officials on expensive trips to conferences. Police and Fire are also way overpaid for the jobs they do in SLO compared to say Santa Maria, Oxnard, Lompoc, etc. Stop giving top paid officials raises and bonuses. Let them leave if they do not think the money is good enough here. By limiting construction to a certain capacity city wide. These past few years it seams like every 10 feet you walk there is construction. This has created more than enough noise pollution as well as a huge lack of parking city wide. City ordinance against panhandling, stricter noise ordinances, divert urban forest future planting funds to dredge Laguna Lake. Rent control for downtown business real estate. Increase tax on hotels,bars, and wine tasting bars to fund the above priorities Allow more flexible permitting for homeowners of large houses to share space legally, perhaps allowing for kitchenettes, separate entrances, and creation of additional sinks or toilets to make sharing in existing spaces more feasible. Better coordination of the city bus system with the county bus system, and further promotion of incentives to use transportation (including not providing parking spaces for city and county employees). Revoke the vote to approve new parks until present parks are maintained in safe manner. The city should evaluate the long overdue maintenance for Islay Park play- ground and park walk ways. Deterioration of this park should not have happened. Something is missing with park oversight. Increase budget for parks and recreation, reduce studies, open space purchases and revoke installation of any new parks. The city should also cease to donate funds to other cities when our own facilities are in need of maintenance and replacement. Priority #1 - Adjust the defined benefits withholding of all city staff and employees to make up the deficit and change to rate of return assumption for the plan to no more than 5%. waive or severely reduce fees for nonprofits that are building housing in the city of San Luis Obispo. Priorities 1, 3, and 4 of the priorities stated above would save money as a result of decreased staff and maintenance costs. Priority 2 would increase community health, participation, and vitality. Packet Pg. 119 the city needs to look at 1) creative solutions using existing resource; 2) increased funding; and 3) policy changes, including: 1) Creative use of stuff we've got: re-use of old motels as conversions to residential hotels; homeshare programs (matching senior providers with housing seekers); fix old mobiles 2) financial and technical support for mobile home park resident and non-profit purchase to keep them affordable; funding for transitional and urgent need shelters 3) do away with the rental housing inspection program, as it limits affordable rentals by scaring landlords from renting inexpensive units; use that resource to strengthen your inclusionary requirements and density bonus allowances to incentivze and require the right new housing, including reduced parking (no garage!) incentives and require extremely low and very low income housing as part of new housing developments, including especially the big ones--Avila Ranch, San Luis Ranch and Orcutt development; ; allow smaller home and lot sizes (if people want to live in tiny houses, why should we stop them?); Along with housing options, safe and effective transportation options w/o cars will be imperative to helping people with limited means and others thrive in the city, and it will help meet health, quality of life and air quality goals. Require that new developments include bike path routes that are physically separated from roads for rider safety. Require zoning of high density developments located near public transport and large capacity access routes. Approve dog off-leash hiking areas.Re-prioritize police forces to crime prevention. Negotiate with cal poly in a manner similar to Santa Cruz and the UC campus in that community. Review policies and ordinances from similarly sized communities to better manage downtown businesses and parking. Review policies and ordinances from other CA communities to allow medical marijuana businesses to legally operate inside San Luis Obispo 1. The question is How did the City allow this to happen and still continues to sweep this issue under the carpet. 2. The cost to trim all the trees is not the issue. What is an issue is the danger these overgrown giants are creating. Just think of someone being crushed b one of the trees and what that will cost the City 3. This should be part of #1 4. The lack of parking was bad enough before the development expansion took place, Now it's worse than ever. How, When and where do the $ come from to pay for new parking? What is the status of the "In Lui Parking fees" 1. Don't spend any money on Laguna Lake dredging. Laguna Lake will fill in with sediment anyway and any money spent on dredging is a time-limited, band-aid solution. Allow the lake to do what it naturally is meant to do, which is turn into a lake. Instead focus on preserving and enhancing San Luis Obispo Creek by better enforcing existing stream buffer ordinance both in urban/sub-urban areas and on agricultural land, expand the existing stream buffer ordinance, purchase key properties that contain headwaters and springs, build cff-channel percolation ponds to enhance low flows and groundwater recharge, and build a high-flow by-pass channel to reduce or eliminate flood risk in downtown SLO. 2. To acquire more open space, the same solution is suggested. Do not spend money on dredging Laguna Lake. The push to dredge is primarily driven by lake-side residents who care about property values. The rest of City residents would like a marsh/meadow as much as an open lake. 3. When spending money on road maintenance, use that opportunity to redesign roads as multi-modal for all different types of transportation: walking, biking, busing, and cars. Spend more on how to get more people on bikes and how to ensure bikers have safe options through town. 4. This one doesn't cost money, just implementing the good general plan we already have and working to modify the plan as needed to eliminate sprawl in future. A lot of us moved here from big sprawling cities and don't want to see that happen here. Top down revamp of the entire system. As a business would. Packet Pg. 120 Already paying a sales tax for parks and open dpavr See my 4th solution above. No glossy mailers Partner w bicycle coalition stop subsidizing business! Don't know enough about the city's budget, but some programs (like the rental inspection) could be revamped or reexamined Reduce staff in some areas by outsourcing some services. Don't waste money dredging Laguna Lake, it will naturally fill with sediment. Spend less money on planning and more implementing. If the city allows for more housing (while maintaining a reduced environmental impact) and promotes growth in tech industry, we won't have to sacrifice other programs. The property tax and sales tax revenue will be enough. Cut social welfare programs. Raise income with a small city sales tax. Eliminate any and all incentives that promote development of either residential or business property. Do not sell bonds with tax free interest. Do not "decorate" sidewalks or streets. Respect utility first. this I do not know Reduce pensions. Reduce Police and Fire department staff. Leverage the installed technology (spy cameras on intersections, etc.) improved building codes, proliferation of AEDs, to allow for these staff reductions. The city of SLO should go after property management companies that require renters to make 3x of what the actual monthly rent is (the median price for a one bedroom apartment is between $1500-$1800 a mo.) Put the screws on Cal Poly and don't let them admit more students than this city can handle. Stop letting big corporations build new buildings (in a drought) and right next to "mom & Pop" local businesses. If the city decides to build- build affordable housing. Reduce the costs you keep adding to business's Transfer spending used for car-based transportation and move it to bicycle/pedestrian infrastructure projects. Push forward a progressive sustainability plan including community choice electricity, renewable energy projects, energy efficiency mandates and funds, local gas tax, solar incentives, more electric vehicle charging stations. Stop the rental inspections, fire the neighborhood services people, let people live their lives. Change the law to allow hiking after dark, have the park rangers improve the open spaces rather than police them. Cut back on the police budget and transfer funds towards preventative measures of safety and community well being rather than reactionary measures. Work with all kinds of groups not just groups like the RQN. Recognise everyone who lives here as a resident regardless of age or class status, we are all residents and every residents opinion should be weighed equally. SLO is not the town it once was, there is no way to go back in time so lets look forward and grow together with input from every part of the community. Continue and enhance sustainability efforts (including support for public transportation); set clear limits on the extent to which local law enforcement will cooperate with federal immigration enforcement (i.e., cooperate only if required to by a court order); encourage the construction of Cal Poly's campus-based or campus-adjacent student housing and infill housing downtown; continue and enhance support for community resources for those in need. I'm not sure. Packet Pg. 121 First, I am no expert in public policy but I do know that other cities are getting into the "tiny home" movement. As far as housing the homeless, there will remain a large need in ADDITION to the shelter being built by the county. I suggest having a 5 yr plan to get every homeless person off the street and into housing, whether it is on the DuVall ranch, boxcars, tiny temporary structures... whatever it takes. Re water: I think we need a de-sal plant. Let's not fool around politicking for years! Surely some of the "hot house" student projects that you've got going downtown can come up with a good solution as to what to do with the excess salt created by de-sal. We need some industries that employ hundreds of people to replace Diablo. Can you incentivize someone like HP to locate a plant here? If we are going to grow, it's got to be planned. Look to other cities that have successfully figured out how to deal with traffic and growth. Lack of affordable housing means people have to commute, which means that 101 and 227 will become parking lots. I grew up in SoCal, so I saw this happen. This hilly country doesn't lend itself to the giant freeway model of SoCal. I believe we are going to have to incentivize - rather than punish - people for doing what is beneficial for all citizens and workers. Give financial help to people wanting to install rain water or grey water capture, for instance. Make conservation fun, make it patriotic, make it something everyone is PROUD of. Also, if I may offer advice, don't indulge in govt. over-reach. The rental housing inspection is an example of this. This kind of thing just plants the seeds of a backlash among voters. Frankly, it's lazy. Your efforts should be targeted at landlords with sub-standard properties. Put your efforts into making it safe for tenants to report health/safety violations and for getting compliance out of those particular landlords. I do NOT want the local versions of Donald Trump running this town or county! Please do NOT make that outcome more likely by enacting Big Brother-ish policies that only make people angry without actually solving any problems. The "don't stand on the roof" law is another example of this. It makes you look privileged and "unserious" to rush to enact poorly conceived laws AFTER problems have already occurred, rather than taking the longer view of why these things are happening and where the opportunities for reform actually exist. Thank you Put transients to work cleaning up San Luis Obispo. They could clean up the creeks, help maintain city parks and public restrooms, clean graffiti off walls, pick up trash, wash windows......just to name a few jobs. Instead of paying someone to paint boxes around the city, use the money to pay a transient to work. The city would get cleaner and maybe it would restore some much needed dignity. Put more staff and monies on these projects to meet the LUCE goals Stop issuing building permits in SLO. Increased housing only brings more crime, traffic, less water, and road repairs. SLO works because it is small. Look beyond SLO and see what other cities have done and if they have had success find out how and why. Invest in transportation infrastructure, invest in affordable housing, invest in low income housing, invest in work-force housing, Quit throwing so much support to the homeless. The more that government does for people, the less they do for themselves. Use existing policies and regulations to stand up for the city's long-term interests rather than immediate profits. Be proactive about setting and enforcing real protections for historic and cultural resources and creating a sustainability plan for the entire city that includes management of a variety of resources, including human (housing, jobs, cultural) and ecological (water, open space). Work with cultural non- profits to pursue creative placemaking and support development (SLOMA, History Center, Little Theatre expansions) of the area around Mission Plaza and designation as a state cultural district. Work with the SLO County Land Conservancy, local/county/state parks, etc. to support and preserve open space. Packet Pg. 122 Dialog with Cuesta College concerning housing. Cal Poly has added on campus housing, but Cuesta has zero on campus housing. The days are long gone when community college students were local and lived with parents. They are having a huge impact on housing. Housing is important but it loses its' allure when the house is surrounded by degraded conditions (garbage cans, unkempt yards) and the neighborhood is so loud you can't sleep or park your car in front of your house. More strict enforcement of the noise ordinance is important. Neighbors who scream (mostly obscenities) in the middle of the afternoon while playing beer games should be treated at the same level as night time parties. If we don't water our outdoor plants because of water restrictions, why are you allowing MORE houses that need water? Use rental inspection to find dangerous code violations and overcrowded housing. Take a hard look at the pension and benefits that city workers are getting. Compare to the private sector and adjust as necessary. Most employers no longer offer pensions and instead rely on the individual to plan for their own retirement (think 401k). delay/defray spending, but note, housing devleopment is not a direct cost to the city. City can help by streamlining process, generating more support for projects consistent with established policies. . Think the best way to encourage more affordable housing is to increase density. A couple who both work should be able to afford a house where they work and not have to commute in from north or south county. Revising the pension plan will save a large amount of money and most likely improve the city's ability to fund medical and other important employee benefit needs. Back off unnecessary building permit and inspection processes. The city's job is to ensure all new and heavily modified buildings meet code, but current requirements, particularly for remodels, go well beyond that. Frankly, the city is out of bounds in this area and can radically simplify its processes to benefit everyone. Working with the County's energy division to encourage renewable energy industries, supporting organizations that assist with homeless people and provide housing to needy people and families, incentives for businesses to come here but ensure they are actually paying people a living wage (not Mindbody), encourage growth in the downtown corridor- including residential development for diverse and varied options for first time home buyers- put tax on investment properties to discourage Cal Poly parents and outside investors buying multiple homes in the area and allow for first time home buyers to purchase here. Cut the defense budget. I mean, the police budget. Slow down and get realistic stop the building. It makes NO SENSE. Cost share policing with Cal Poly 1. Encourage employees at all levels to develop better "service attitudes" - which means they clearly understand that they work for the public and not the police department, for example. They should not consider themselves to work in their units as much as they should understand that they are hired to provide a service to the public. 2. There needs to be a well defined, easily accessible place for people to air complaints and suggestions at all times. Then there needs to be a mechanism for the right people to review these. Right now, this seems to be lacking. I have e-mailed council members on several occasions, and the mayor, and have NEVER received a response. Without knowing the percentage of budget allocated for all programs, it's hard to say. [survey tip: don't provide 5 fields for goals and ask to "choose 4 options"] Spend more time addressing the southern half of the city (south of South Street). These neighborhoods do not seem to get the same attention by city staff or council that areas up north or near Cal Poly seem to get. Look more at infill including the areas up in the northern part of the city including around Cal Poly. Packet Pg. 123 reduce cars in downtown, maybe close some streets. Reduce the management staffing levels to stop the spiraling cost of City government. Stop the unaffordable growth in City management salaries. Instead of using salaries of similar cities, let competition for jobs tell you if salaries are too low. City salaries significantly exceed the levels businesses pay for people with equivalent skills. - Any new houses that are built must have ultra low water landscapes, and have instant hot water systems or reclamation/catchment systems in place. - Free bus tickets back home for homeless from out of the area. I'm sure plenty of businesses would sponso Rental ordinance improvements and rent caps Install a pedestrian operated traffic signal at the intersection of Lawrence and Broad or Stoneridge and Broad, to allow for safe pedestrian crossing and to slow down traffic. Don't approve developments unless there are larger lots. Stop cramming people together so that your neighbor is practically in your house. This will help traffic too. Also put limits on number of Cal Poly students. So that families can actually live here. There should be a limit to enrollment based on ratio of students to on campus housing. We need to implement effective care for the homeless, in a way that offers rehabilitation and a place for them in our society (creating jobs, etc or pursuing the tiny homes idea...Hope's Village Tiny House Community) Tank Farm and 227 are highly trafficked by cyclists, but offer not protection from traffic and today's distracted drivers. Possibly creating other thoroughfares for cyclists or implementing some sort of separated bike path. As of now, since we don't have a lawn, we have not been effected by the drought. While we try to minimize our water usage, it would be great to see more of this in SLO. While I'm not a proponent of strict regulations, some of this may be needed to encourage more native, drought resistant landscapes, instead of lawns. Take a year off some projects for new ones Make zoning more flexible (e.g. mixed-use retail/housing neighborhoods) Reduce or eliminate fees across the board Give up on raising the sales tax when SLO is already unaffordable for many Eliminate the RHIP One way to accomplish this goal is to consider the impact of Cal Poly off campus housing. We should demand that the growth of Cal Poly only be considered if they can match this increased enrollment with more housing on campus. With the defeat of the highway funds any new development should be put on hold if it is out Broad Street or South Higuera. Not sure. Seems to be a lot of paper pushing that justifies many city jobs. Only deep pockets can withstand the unreasonable permitting process. How does this help our DT? I have no idea. I do not have an understanding of "other programs & services" which the City provides. Therefore, I cannot know how to adjust them. City charter requirements (water, sewer, police, fire and infrastructure) should be placed above, and financed prior to, other city programs and services. Currently the responsibility for affordable housing falls on developers. Programs that include incentives and reimbursements for those living outside the city limits should be considered as an option for workforce housing. Having discounted parking rates in structures for residents. Maybe passes that can be used at meters to encourage residents usage of downtown as it becomes more expensive and geared toward tourists. Finding new ways to pay for infrastructure. Packet Pg. 124 Partner with local design firms that specialize in restoration and green infrastructure/ regional development. Fundraise from within community for community amenities like bike paths and open space, as well as petition for State funds. hire staff who do not think they own the city. also, quit converting contractor employees to city employees. this is currently not allowed by the general plan, but it keeps happening. The city staff need to LEARN CIVILITY. They need to remember they are employees, NOT the boss. They should give the council options, not just ONE suggestion which is always what they want and not generally what the citizens desire. Start by firing Katie Lichtig, listening to the public that's not brought to council meetings by the Chamber of Commerce/Homebuilders Association or other vested economic interest groups, giving greater attention to environmental protections including restoration of riparian habitats throughout city/protection of songbird habitats/planting trees with habitat value rather than just because they're on some city list/end development of prime farmland to protect its productivity for food supply in perpetuity/junking plans for the chemical factory wastewater treatment plant and adopting a sustainable biologically-based tertiary treatment plant. Damon Garcia is not able to keep up with the demand so we need more field space. It also has major turf issues, which should continue to be addressed. We are also limited to indoor space for sports such as basketball and volleyball. Recreation is a key element to community health. Using department recommendations, policing the council for their follow through, meeting with neighbors that organize with concerns and having discussions. We are a special city, but lately, this is beginning to look like any large burb. Be reasonable for how much each priority costs Removing the RHIP will keep rent from rising faster than if it remained in place. Increasing housing will also increase the supply and thereby reduce cost of housing. Building more lanes on main traffic veins to the city (LOVR, 101, Broad st) will reduce traffic congestion. Adding a thoroughfare back after removing South st will reduce the traffic overflow into neighborhoods. Continue to add dedicated bike lanes and make the city more bike friendly. Less support to homeless. I feel the word is out that transients have a good place to live. Now they've taken over our town. They should have to be long term residents to receive our help. Repeal the rental inspection program immediately, focus on cracking down on known offenders. Reduce or eliminate permit fees for housing projects that create small square foot dwellings. Less government interference is better for all citizens in general. Build housing for families of 3+ children - low income single mothers. I know many homeless single mothers with 3 or 4 children who lost their housing and nobody will rent to such a large family. Workforce jobs that can pay our cost of rent at no more than 40% of their income. This means a single mother needs to make 5K a month. Is that even possible? Create a bus schedule so commuters from Los Osos, Morro Bay, Atascadero, Five Cities can have a direct route to work in SLO during work hours. It's currently a 2 1/2 hour bus ride from Los Osos to Mindbody (area). Really? I didn't believe it until my car broke down and I attempted to take public transportation to work. Maybe a bus at 8am (30 min direct) and 5:30 (30 min direct). One bus from each of the major housing points in our county. Promote college students' "by-in" to community desires. Offer incentives to local businesses (reduced rent, awards, etc.) Make sure new resident developments include open space, green belts, trails, etc. Stop the rental inspection program. Raise parking fees for street side parking in the downtown area, so the parking garages are preferred. Have the parking garages eccept credit cards. Packet Pg. 125 I think we should consider something like a $1 per beverage tax on drinks downtown. That money should go into a fund to pay for a cleaning crew to go through the town in the morning and clean things up. It can get pretty gross some times. Instead of fighting for PG&E to pay the property tax shortfalls. The city should work to keep the plant open longer and reap long term benefits. Limiting new development, until reservoirs are at sustainable levels. Funding affordable housing for homeless, in tandem with linkage to mental health if needed. Capping cuts at schools, offering bonds to fund deficits. Vote against lawyers/oil corps who appeal voters decision. Sponsor more art fairs, public concerts, to promote civil engagement. Make infill housing projects by-right. Limit discretionary process of projects that are consistent with the General Plan. Reduce parking requirements. Rework permitting process, fees, and local building regulations to encourage home builders to build smaller & more affordable housing. Work with Cal Poly to continue housing a larger percentage of students. Allocate larger percentage of transportation budget to bicycle/ped infrastructure. Get Measure J back on ballot in 2018. Focus night hiking enforcement only on problematic areas (i.e. Bishop Peak trail- head). Hold steady or decrease Police and Fire budgets Packet Pg. 126 Packet Pg. 127 Packet Pg. 128 Meeting Date: 12/13/2016 FROM: Katie Lichtig, City Manager Prepared By: Xenia Bradford, Interim Finance Director SUBJECT: 2017-19 FINANCIAL PLAN PROCESS, ECONOMIC OUTLOOK AND CONSIDERATION OF PROPOSED CHANGES TO THE CITY’S BUDGET POLICIES RECOMMENDATION 1. Review and approve the 2017-19 Financial Plan Goal Setting Process; and 2. Review and discuss the results of the Economic Outlook for the 2017-19 Financial Plan development; and 3. Review and approve proposed changes and direction regarding the City’s Budget and Fiscal Policies. REPORT-IN-BRIEF The City of San Luis Obispo utilizes a two-year financial planning process to create its budgets. This process includes extensive public outreach to assist the City Council in establishing Major City Goals and Other Important Objectives. The benefits of this process are two-fold, it ensures that resources are provided in the budget to accomplish the community’s highest priorities, most important objectives, and it is a method to help create a mutual understanding among residents, decision makers, and City staff about what can be achieved by working together. The process includes the Community Priorities Survey, the Community Forum, the Council Goal-Setting Workshop, and several other steps to prepare the City Council for selecting goals, and provide City staff with direction on work programs to support those goals. All of these steps lead up to the City Council’s Strategic Budget Direction meeting scheduled for April 18, 2017 and review and adoption of the budget at three meetings in June. For the 2017-19 Financial Plan, a new feature for community input after the Community Forum will be an online option allowing community members to vote on priorities established at the Community Forum. The Economic Outlook presents an overview of the General Fund over the next five years. The outlook focuses on major revenue sources and significant drivers for the operating expenditures to access the fund’s ability to accomplish the five criteria listed above focusing on long-term financial health. The theme of this forecast is Steady Growth Equally Challenged by Expenditure Growth and Uncertainties. While this economic forecast applies only to the General Fund (enterprise funds of Water, Sewer, Parking and Transit conduct their own fund analyses), the assumptions that apply to these other funds will be used throughout the financial planning process to all funds. This report also outlines changes in the City’s Budget and Fiscal Policies that are used to develop Packet Pg. 129 budget proposals (both in the operating budget for each department and the Capital Improvement Plan projects). There are two policy changes and one area for direction proposed in this report. Specifically, staff is requesting to change the following policies: 1. Add a policy to address long-term costs that is consistent with a guiding principle adopted by the council in February 2015. 2. Modify Capital Financing and Debt Management section to add Public Infrastructure Financing Policies that are consistent with needs and priorities created by among other things new housing developments that are working their way through the approval process. In this section of the report staff is seeking council authorization to further study of City reserve requirements and need for a “Economic Fluctuation Reserve.” If authorized, staff will study if it is prudent and fiscally responsible to address known changes to the City’s fiscal situation and increased uncertainties by establishing a reserve specifically dedicated to weather these changes which we know will happen but the elements, timing and severity are more uncertain. DISCUSSION Two-Year Financial Plan Process The following six features describe the City’s Financial Plan process: goal-oriented, policy- driven, multi-year and technically rigorous. For over thirty years, the City has used a two-year financial planning process to create its budgets. The benefits of budgeting based on a two-year plan include: 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. 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. The purpose of the City’s budget is to link, through the public engagement and decision making process, the interests of the community to optimize the allocation of financial resources to achieve the desired results. The fundamental purpose of the City’s 2017-19 Financial Plan is to link what the City wants to accomplish over a two-year period with the resources required to do so. Central to the effort is providing support for the City’s core functions, including the day-to- day responsibilities carried out by City employees to support residents’ safety, quality of life and ensure regulatory compliance. In addition, the process allows the City Council to engage the community to identify Major City Goals and Other Important Objectives to be accomplished. 2017-19 Goal-Setting Process There are a variety of inputs to the City Council that enable the establishment of Major City Packet Pg. 130 Goals and Other Important Objectives. These inputs are highlighted on the following chart: Many of these efforts have already started. For example, City Advisory Bodies have developed recommended goals, the Community Priorities Survey (Attachment A) has been mailed out and posted on-line, and the City Council has participated in the November 15 “Setting the Stage” study session. Notice has also been sent to over 200 community groups and individuals inviting their input (Attachment B). The two principal elements of the City’s goal setting process still to come are the Community Forum and Council Goal-Setting Workshop. The Community Forum will be held at 6:30 PM on Tuesday, January 10, 2017, at the Ludwick Community Center. Input from the January 10th Community Forum is tabulated and distributed in advance to the City Council for an all-day Council Goal-Setting Workshop held on Saturday, January 28, 2017 at the City/County Library Community Room. For the 2017-19 Financial Plan, the City extends the Community Forum with an online option allowing the community to vote on priorities established at the Community forum. Staff and facilitator Don Maruska plan to build on past successes in integrating Council goal- setting into the budget process following an approach similar to the one used for many years, including integration of proposed uses for the City’s local half-percent sales tax. The specifics are outlined below. Packet Pg. 131 1. Community Forum The January 10 Community Forum is intended to solicit ideas from Council, residents, community groups, other groups of stakeholders and interested individuals on proposed City goals. It also meets the requirements of the City’s half-percent local sales tax, by providing an opportunity for the Revenue Enhancement Oversight Committee (REOC) to “review and discuss the use of the revenue generated by the Local Revenue Measure.” To ensure that adequate space is available for the forum, it will be held at the Ludwick Community Center. The proposed agenda and procedures for the Community Forum are attached (Attachment C). As in past budget cycles, participants in attendance at the end of the evening will be asked to participate in ranking priorities gathered that evening through “dotocracy”, in which each person is given five dots that are intended to be placed on the five highest priority goals. Each participant will be given five dots in another color so they can also provide input on their opinion on how the Local Revenue Measure funding should be allocated. An enhancement for this year is that staff has developed a method for a virtual “dotocracy” such that people can add their perspective via an on-line voting for priorities raised during the Community Forum. It is worth noting that none of these methods are statistically valid methods for gathering community input but they do facilitate community engagement and information flow which the Council can use in your consideration of hope, dreams, wants and needs of our residents and broader community. 2. Council Homework Assignment (Due to Finance by January 17, 2017) The Council’s “homework assignment” for the January 28 workshop is attached (Attachment D). Based on all input received, it is requested that Council members prepare and submit up to seven candidate goals as Major City Goals by 9:00 a.m. on Tuesday, January 17, 2017. Council members are asked to indicate which of these goals should also be Local Revenue Measure priorities, and to prepare and submit suggestions for changes in other programs and services that might help fund their desired goals. Staff will then compile verbatim, composite lists organized by common topics, without identifying who submitted the particular statements for review and consideration before the workshop. This list will be distributed to all Council members and the community at the close of business on Wednesday, January 25, 2017. While staff will retain individual submissions in the working files, it is recommended that Council members refrain from releasing their personal lists so that each Council member can review all of the submissions and discuss them at the Goal-Setting Workshop before taking a position. 3. Council Goal-Setting Workshop At the all-day January 28 workshop, the Council will review the consolidated 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 local sales tax priorities. While the Council proceeds with the discussion outlined above, the staff will prepare a final Major City Goals represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources should be included in the 2017-19 Financial Plan. Packet Pg. 132 listing that the Council can use in prioritizing goals. In years past, the Council has used a ranking system of 5 through 0 for each candidate goal. Staff recommends continuing to use this ranking system for 2017-19, summarized as follows: 5 Most important, highest priorities 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 2019-21 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. The exact number of points used for ranking is typically figured out on the day of the workshop. Following the ranking exercise, staff will summarize the results. Based on past experience, it is likely that two, 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 2017-19 Financial Plan. The initial list of Major City Goals following the ranking will include only those goals where a majority of Council Members rank the goal as a 4 or 5. Subsequent discussion will allow the Council to refine the goal list, however, the list should remain consistent with the “Criteria for Major City Goals” (Attachment G). 2. Other Important Objectives. Goals in this category are important for the City to accomplish, and resources should be made available in the 2017-19 Financial Plan if at all possible. The outline for the goal setting workshop is provided in Attachment E; and suggested guidelines for Council members during the goal-setting process are provided in Attachment F. Included as Attachment G are the suggested “Criteria for Major City Goals”- these have proven helpful and useful historically. These criteria capture the relevant considerations to determine a Major City Goal, but the Council could refine the criteria at this time if desired. No follow-up meeting has been needed in the last several goal-setting sessions as the Council concluded all necessary actions at the Saturday Goal-Setting Workshop. Continued consideration of goals for 2017-19 will be scheduled for the next regular Council meeting following the workshop only if needed. For the 2017-19 Financial Plan, staff recommends utilization of new naming convention to focus priority areas into the following six functions: 1) Community Safety, 2) Culture & Recreation, 3) Infrastructure & Transportation, 4) Community & Neighborhood Livability, 5) Environmental Health & Open Space, 6) Fiscal Health & Governance. Attachment H provides a detail summary of function, organization and program categories proposed for the 2017-19 Financial Plan development and budget documents. The City budgets and measures service level performance at a program level and aligns allocation of funds based on the Goal-Setting Process and Packet Pg. 133 Local Revenue Measure Expenditure Categories Open Space Preservation Bicycle and Pedestrian Improvements Traffic Congestion Relief/Safety Improvements Public Safety Neighborhood Street Paving Code Enforcement Flood Protection Parks and Recreation/Senior Programs and Facilities establishment of highest priorities to be accomplished within the two-year Financial Plan. Local Revenue Measure Annual Citizen Meeting It is important to know that Local Revenue Measure is a general purpose measure, and the proceeds are not restricted to specific purposes. The language on the ballot measure approved by voters in 2016 provides the types of uses that would be funded. The language on the ballot was: “To protect and maintain essential services and facilities – such as open space preservation; bike lanes and sidewalks; public safety; neighborhood street paving and code enforcement; flood protection; senior programs; and other vital services and capital improvement projects – shall the City’s Municipal Code be amended to extend the current one-half percent local sales tax for eight years, with independent annual audits, public goal-setting and budgeting, and a Citizens’ Oversight Commission?” In short, while the ballot language provided examples of the types of uses that could be funded - based on community input received before placing the measure on the ballot – the Local Revenue Measure is a general purpose tax providing Council with flexibility to respond to new circumstances and challenges. The Revenue Enhancement Oversight Commission (REOC) has established categories to track expenditures and report via the required annual report. These categories are listed below. The language in the Measure and the implementing ordinance indicates that there should be “public goal-setting and budgeting.” This is planned to be integrated and aligned with the Financial Planning process. Two specific aspects are outlined below: 1. Integration into the City's budget and goal-setting process. The estimated revenue and proposed use of funds generated by the Local Revenue 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. During the Community Forum participants will be given dots that they can use to indicate how this resource should be spent. The same will be done on the on-line voting. 2. Annual citizen meeting. The Revenue Oversight Committee will hold an annual citizen Packet Pg. 134 meeting concurrent with the Community Forum on January 10, 2017. 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. For 2015-16, total expenditures were $4,881,086 and an additional $3,618,008 in funding was carried over for several projects (many of which are now under construction). The Revenue Oversight Committee held a meeting on November 16, 2016 and reviewed the preliminary 2015- 16 year-end report in detail. These are still the unaudited results. The final information will be included in the Certified Annual Financial Report, which will be published before the end of the calendar year. ECONOMIC OUTLOOK The purpose of Economic Outlook is to forecast the General Fund’s ability over the next five years to accomplish five things: 1. Deliver current service levels; 2. Maintain existing infrastructure and facilities; 3. Preserve the City’s long-term fiscal health by aligning operating revenues and expenditures; 4. Maintain fund balance at policy levels; and 5. Reinvest in the General Fund supported Capital Improvement Program, particularly in areas that are underfunded such as infrastructure maintenance, fleet replacement, IT replacement, and facilities maintenance. The Economic Outlook presents an overview of the General Fund over the next five years. The outlook focuses on major revenue sources and significant drivers for the operating expenditures to access the fund’s ability to accomplish the five criteria listed above focusing on long-term financial health. The theme of this forecast is Steady Growth Equally Challenged by Expenditure Growth and Uncertainties. On February 21, 2017 a General Fund Five-Year Forecast will be presented to Council based on audited 2015-16 year-end results and six months of revenue and expenditure data since the adoption of the 2016-17 Supplemental Budget, when the Council was last presented with a Five- Year Forecast. The City of San Luis Obispo contracts with Beacon Economics to provide with Economic Forecast for the City of San Luis Obispo. Beacon Economics forecast is based on time-series econometric techniques based on historical correlations and forecasts of future economic trends. Beacon Economics utilizes a layered approach based on the National, State of California and regional forecast. In summary, the United States economy continues to expand at an unexceptional rate and the Gross National Product growth rate is currently forecasted at 1.5% to 2%. The California economy for the fourth year in a row, outpaced the nation in job growth as well as output. Packet Pg. 135 Revenues The Economic Outlook focuses on a review of major sources of revenue for the City: Sales Tax represents approximately 36% of the General Fund Revenue, followed by Property Tax at 14%, Transient Occupancy Tax at 10%, Utility Users Tax at 8%, and Development Review Fees at 7%. Highlights of these major revenues are as follows: Sales Tax. The City contracts with HdL Companies to monitor sales tax receipts and trends. The results of the 2nd quarter showed a significant decrease in sales tax receipts on gasoline due to gasoline low prices. Statewide sales tax rates expectations for 2016-17 have been lowered to 2.3% by HdL forecast and this expectation is conservatively carried through the five year forecast. The City of San Luis Obispo continue to benefit from its diverse and dynamic demographic and employment related structures. The sales tax growth is projected at just above 2.7% by HdL throughout the 2017-19 Financial Plan and at 2.5% to 2.6% thereafter. The City sales tax forecast for 2017-18 is projected at 3% based on current economic development in downtown San Luis Obispo. This projection will be closely monitored and updated with the Five-Year General Fund Forecast. Property Tax. Property Tax estimated revenue continues to show positive growth. 2015-16 actual property tax revenue growth was 5% over the previous year. Beacon Economics forecast based on assessed valuation trend over time and building permits, shows an expected growth rate above 6% through fiscal year 2017-18 and above 5% in the outer years. In addition, three1 significant projects are underway in San Luis Obispo incorporated area that are expected to significantly contribute to the property tax revenue growth for the City. The Economic outlook is based on a 6% growth projection through the 2017-19 Financial Plan, 5.5% percent growth in 2019-20 and 5% growth thereafter due to higher degree of uncertainty in the outer years. Transient Occupancy Tax. Transient Occupancy Tax is another revenue sources that is highly correlated with economic fluctuations that affect tourism. After seeing a slowing growth trend through the later part of fiscal year 2015-16, the City is continuing to experience that softening in the tourism marketing into the first quarter of 2016-17. Traditionally the first quarter of the fiscal year tends to be the strongest indicator for the strength of the tourism market as it represents the peak travel season. Based on this softening trend, the City is forecasting the adjustment in the TOT growth from 5% over the previous fiscal year to 4% and will continue to monitor the trend. Overall the softening in the marketing can be attributed to a number of factors including: addition of new lodging properties in competing destinations countywide as well as the business development of recently opened properties. In addition, various properties throughout the city have undergone renovations within the last year reducing the number of rooms available to be sold to visitors. Staff will continue to monitor the trends and analyze the impacts of the three significant hotel developments mentioned in the property tax discussion. Utility Users Tax. The City’s Utility User’ tax forecast is maintained at the level presented to the Council with the 2016-17 Supplemental Budget. There is no significant variance to this forecast at this time. The City contracts and works closely with MuniServices LLC, who provide expert advice and monitor the City’s collections of Utility User’s tax. MuniServices also monitors and actively engages in management of the revenue stream given the impacts of new technologies on 1 The projects are Monterey Hotel, Garden Street Terraces and China Town. Packet Pg. 136 Utility User’s Tax. With internet and wireless communications becoming more prevalent, there is a transition from traditional means of utilities. Development Services Fees. Development Services Fees are a highly fluctuating revenue stream, and the City aims for 100% cost recovery in providing services to meet the demand for planning entitlements and building permits. To help meet the demand, the Council adopted with the 2014- 15 Supplemental Budget a policy granting authority to the City Manager to allocate 75% of over- realized Development Services revenue for temporary staffing and consultant services needed to process development services applications and related permit processing activities within expected timeframes. Expenditures On the expenditure side, the forecast is based on a modest economic growth, operating expenditure growth of 2.5% overall, excluding retirement contributions to California Public Employees Retirement System (CalPERS). The Capital Improvement Program expenditure forecast is based on the 2015-17 Financial Plan adopted capital improvement budget and city fiscal policies. CalPERS’ required contribution rates and strategy to pay down unfunded liability continues to be a priority. As expected, the new funding formula approved by the governing board of the CalPERS has increased the annual contributions required to fund the program. This funding formula took full effect in 2015-16 and is designed to fully amortize the remaining unfunded retirement liabilities over 30 years. The City has made significant progress in its efforts to contain retirement costs, such as adding 2nd and 3rd Tier reduced benefit programs that now reflect membership by 20% of the total employees and increasing employee contributions toward the cost of retirement. However, the fiscal forecast still reflects a significant increase in the annual cost of retirement benefits as a result of these funding formula changes aimed at reducing the unfunded liabilities. In February of 2015, the Council adopted a guiding principle to prioritize allocation of one-time funds available to pay down 1) Unfunded Pension Liability, 2) Other Post-Employment Benefits, 3) Roads Infrastructure, and 4) Equipment Replacement Fund in that order. Since 2014, the Council appropriated $2.7 million in prepayments toward unfunded liability. The prepayments are applied to decrease the unfunded liability associated with a fixed portion of the unfunded liability associated with retirement benefits for the City’s sworn Fire Department personnel. This has made the most sense given this is a separately calculated unfunded liability. Outlook Summary The overall plan performance depends on actuarial assumptions and an expected long-term rate of return of 7.5%. For context the actual rate of return in 2014-15 was 2.4%. The CalPERS 2014- 15 Annual Valuation Report presents an analysis of alternative amortization schedules for municipalities that may elect to pay down unfunded liabilities in shorter period of time. For example, Annual Valuation Report for Safety Tier 1 plan shows that the 20-year amortization schedule assumes slight increases in payments over the next three years and significant ramp-up at the end of the 20-year amortization period. The 15-year amortization schedule assumes steady Packet Pg. 137 increase in payments over the 15-year period in the amount of approximately $1 million per year. According to this analysis amortizing over 20 years, is expected to result in $4.5 million in savings and amortizing over 15 years is expected to result in $24 million in savings for the plan. Staff will be assessing if any of these options will be prudent to pursue (this issue applies to all funds because all full-time employees are covered by CalPERS retirement system) and will make a recommendation during the Financial Plan development process. The graph above depicts General Fund revenues over expenditures over time. Assuming 2.5% growth in expenditures to maintain current levels of service and the rates of increase in major revenue categories, the chart above shows a balanced budget over the next five years but with little to no additional capacity for growth in ongoing expenditures. While this may seem constraining, staff will be looking forward to understanding the Council’s Major City Goals and Other Important Objective before looking at creative ways to propose trade-offs, reprioritized programs or other methods to achieve the Council’s desired outcomes. The Financial Planning process has proven time and again that “We can do anything; we just can’t do everything!” These will continue to be watch words in the future. Note that the 2016-17 budget shows, expenditures exceeding revenue. This is due to allocation of one-time available fund balance toward one-time expenditures. The decline in revenue from 2015-16 is due to the end of Triple-Flip, which resulted in one-time increase in cash disbursement from the State. In addition, the 2015-16 actuals reflect mutual aid revenue, which is reimbursement revenue the City receives for providing fire protection mutual aid. Packet Pg. 138 One significant economic uncertainty that arose in the last six months is the announced closure of the Diablo Canyon Power Plant. The recent announcement of settlement agreement with PG&E, the Coalition of Cities (six of the seven cities in the County including San Luis Obispo), County and San Luis Coastal Unified School District provides the possibility to soften the financial impacts of the proposed Diablo closure. The settlement agreement provides that $400,000 will be made available to develop a regional economic strategy once the California Public Utilities Commission concludes this phase of its proceedings (currently projected to be late summer or early fall 2017). This strategy will be led by the County and will help quantify the ongoing financial impacts to the City. The economic stimulus of implementing this plan will take time to realize. Additionally, the City may be developing San Luis Obispo-specific strategies and action plans that will be developed and implemented consistent with a timetable established by the City Council. As a result, there is currently significant uncertainty if negative economic and financial impacts to the region and the City can be avoided. But that is certainly going to be analyzed in greater detail both in the regional efforts and possibly through the updating of the City’s Economic Development Strategic Plan. In addition to the planning funds, the city will benefit from two other aspects of the proposed settlement. First, the city will maintain the share of Unitary Tax (a form of property tax) that is received based on the taxes currently paid by PG&E related to the property value of Diablo Canyon Power Plant. This will be the case for the next nine years and then this funding will cease. The negative fiscal impact equals a loss of revenue of approximately $140,000. The revenue allocated to the City varies from year to year. The third aspect of the settlement that will come to the City is a share of the Economic Development Fund. If the settlement and PG&E’s application to retire Diablo Canyon receives final approvals from the CPUC, the City’s share of the Economic Development Fund will be $1.82 million. It is anticipated that the process could concluded in 2018. It is prudent and consistent with Budget and Fiscal policies to consider any financial resources realized by the settlement agreement (including the taxes) as one-time resources because they are not continuing. This indicates that the Financial Plan may program these resources for one-time purposes in the timeframe they will be received. While not a lot of specific details are known now, more will likely be presented about this topic when the Five-Year Fiscal Forecast is presented in February, 2017. Staff is working on analysis of potential impacts of PG&E’s Diablo Canyon Power Plant closure and will return to Council with further analysis when more information. Lastly it might create some uneasiness that so little facts are known as of now. While it would be best if staff had more information to share it seemed appropriate to provide this information as soon as it was available to enhance awareness of these potential fiscal and economic impacts. 2017-19 FINANCIAL PLAN POLICIES As noted in the discussion above, Council goal-setting is an important “first step” in the City’s Financial Plan process. The second major feature in the City’s Financial Plan Process is reliance upon clear polices. In looking at cities across the nation that have reputations for being financially well-managed, and have maintained their fiscal health through good times and bad, one finds that they have in common clearly articulated fiscal policies used in financial decision- Packet Pg. 139 making. This best practice, as implemented by the City of San Luis Obispo, has been acknowledged repeatedly by the bond rating agencies as an important factor in sustaining the City’s excellent credit rating. Formal statements of key budget and fiscal policies provide the foundation for assuring long- term fiscal health by establishing a clear framework for effective and prudent financial decision- making. The City’s Budget and Fiscal Policies are traditionally adopted by the Council when the Financial Plan is approved and are set forth in the Reference section of the Financial Plan. The policies cover a broad range of fiscal issues, including: Financial Plan organization General Revenue Management User Fee Cost Recovery Goals Enterprise Fund Fees and Rates Revenue Distribution Investments Appropriations Limitation Fund Balances and Reserves Capital Improvement Management Capital Financing and Debt Management Human Resource Management Productivity Contracting for Services At the outset of each financial planning cycle, the City reviews the policies in place to see if any updating is necessary. At this point, a few policy changes are proposed. Changes are generally intended to create consistency amongst City fiscal policies and create a system that is efficient and effective to administer. As staff begins preparing the 2017-19 Financial Plan, other additions or revisions to the City’s budget and fiscal policies may arise; if so, these will be presented for Council consideration at that time. Proposed Policy Changes Attachment I shows updated budget and fiscal policies. All changes to the policies are underlined for identification. The following major policy changes are proposed: 1. Add a policy to address long term costs. In February of 2015, the Council adopted a guiding principle to prioritize allocation of one-time funds available to pay down 1) Unfunded Pension Liability, 2) Other Post-Employment Benefits, 3) Roads Infrastructure, and 4) Equipment Replacement Fund in that order. The proposed policy is to establish that the City will give priority to applying one-time funds available for allocation to pay down long-term unfunded liabilities and to invest in infrastructure and equipment. In addition to being a prudent approach to maintaining the City’s fiscal health this policy is consistent with the Council-adopted Fiscal Responsibility Philosophy. Packet Pg. 140 2. Modify Capital Financing and Debt Management section to add Public Infrastructure Financing Policies. These policies offer a strategic framework for funding investments in the City’s public facilities and infrastructure. In addition to such general guidelines it is common for jurisdictions to also adopt financing policies for specific debt and land-secured financing mechanisms (e.g., Mello Roos Community Facilities Bonds). Financing guidelines and policies provide a systematic way of selecting, implementing, and assembling the funding (and/or financing the money) needed to construct needed public facilities and infrastructure in a manner that is effective, efficient and equitable. Such guidelines could be adopted by resolution, and updated regularly, as may be appropriate. The categories and types of public facilities and infrastructure improvements contemplated in these policies include water and sewer utilities, transportation infrastructure, streetscape improvements, parks and recreation facilities, and other public safety and civic facilities. Collectively, these public facilities and improvements induce private investment, facilitate real estate development including but not limited to new housing, increase economic activity, and expand the City’s tax base when coupled with sufficient market demand and wise land use policies. 3. Further study of City reserve requirements and need for a “Economic Fluctuation Reserve” Staff recommends further study of the City’s reserve requirements and review of fiscal policies to assess the need and feasibility of establishing an economic fluctuation reserve requirement. This type of requirement could smooth or mitigate impacts on ongoing operations and the level of services to the community should significant economic fluctuations occur. The recommendation is to direct staff to return with an analysis and a recommendation regarding a General Fund reserve requirement above current 20% of operating expenditures contingency as well as to consider a policy to set aside one-time funds to smooth funding operations to maintain expected service levels by the community due to major economic fluctuations. As described above there are some economic fluctuations that are on the horizon and uncertainties are anticipated. The analysis will consider best practices, trade-offs and other factors that could help the council decide if this is a prudent policy to adopt. CONCURRENCES The City’s internal Budget Review Team and the Department Head Team concur with the recommendations included in this report. FISCAL IMPACT There is no fiscal impact associated with the conduct of the City’s two-year financial planning process. The City budgets for all of these planned activities. Preparing budgets are one of the Packet Pg. 141 core government functions that the City is responsible for carrying out. ALTERNATIVES 1. Modify the proposed Goal Setting activities. The Council could direct staff to pursue a different process for goal-setting this year. Staff does not recommend this alternative because there is value in conducting a similar process that residents are familiar with. If the Council is interested in making changes, staff recommends that they be incremental adjustments to the activities planned. If major changes are desired, they should be discussed and planned during the first year of the next financial plan. 2. Do not approve proposed budget policy changes. The City Council could decide not to approve one or more of the proposed budget policy changes. In this case, direction should be given to staff regarding the related issues and any other changes desired to the budget policies. Attachments: a - Community Survey b - Community Group Notice 2017-19 Flyer c - Outline for Community Forum d - Sample Form for Council Goals e - Outline for Council Goal-Setting Workshop f - Guidelines for Council Members During Goal-Setting Process g - Criteria for Major City Goals h - SLO City Budget Organization i - Budget and Fiscal Policies 2017-19 j - Economic Outlook 2017-22 Packet Pg. 142 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. 2015-17 Major City Goals Open Space Preservation Multimodal Transportation Housing Other Important Objectives Neighborhood Wellness Laguna Lake Restoration Fiscal Sustainability Downtown The City Council wants to hear from you about what is truly important for the community. COMMUNITY PRIORITIES SURVEY What are the most important issues facing the City of San Luis Obispo? The City wants your input! Every two years, the City establishes the top priorities to make San Luis Obispo an even better place to live, work and play. The City Council then matches the resources necessary to achieve these priorities through adopting the budget in June. The adopted budget sets the City’s course of action for the next two years and helps the City to continue to provide the exceptional services and programs the community cherishes. As the upcoming 2017-19 financial plan process unfolds, economic growth remains steady. Revenues are expected to grow at a modest rate. Development review activity remains at a high level. The City has also made progress in our work to contain operating costs which in turn helps improve our overall fiscal health. Despite these positive signs, there are significant uncertainties and challenges. This is particularly true in relation to the on-going cost of retirement and insurance programs, and the need to fund the deferred maintenance of infrastructure. All of these factors are likely to lead to complex and competing budget decisions. Regardless of the specific fiscal circumstances, it is critical that we have an effective process for setting the most important, highest priority things for the City to do in the next two years. That’s where you can help! Share Your Thoughts on the City’s Priorities! The City Council needs to know your thoughts on what the community’s priorities should be so that available resources can be best allocated to achieve them. Now it’s time for you to share your ideas for 2017-19 priorities. The City needs the help of the community in two important ways: Complete the survey by visiting www.slocity.org/opencityhall or fill out the survey included in this mailing and mail it back or drop it by any City office. Attend the Community Forum on Tuesday, January 10, 2017 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. If you have any questions about the City’s goal-setting and budget process, please contact Xenia Bradford, Finance Director, at 781-7521 or Citygoals@slocity.org. City staff will compile the community feedback for the Council to review in advance of its goal-setting workshop on Saturday, January 28, 2017 at 8:30 a.m. During this public workshop, the Council will deliberate to set the Major City Goals and Other Important Objectives for the next two years. This survey is your opportunity to tell the City: What issues are important to the community? What priorities should the City focus on during the next two years? How might the City adjust other service needs to accomplish these priorities? Packet Pg. 143 For mailing – FOLD THIS END FIRST BUSINESS REPLY MAIL FIRST-CLASS MAIL PERMIT NO. 369 SAN LUIS OBISPO, CA POSTAGE WILL BE PAID BY ADDRESSEE NO POSTAGE NECESSARY IF MAILED IN THE UNITED STATES CITY ADMINISTRATIVE OFFICER CITY OF SAN LUIS OBISPO 990 PALM ST SAN LUIS OBISPO CA 93401-9938 -------------------------------------------------------------------------------------------------------------------------------------- Tape Here Packet Pg. 144 Community Priorities for 2017-19 What should be the City’s most important, highest priority goals during 2017-19? For mailing – FOLD THIS END FIRST How might the City adjust other programs & services to accomplish these priorities? Email address (optional): Providing your email will enable you to view your statement online and see statements from others. Your email address will not be included with your statement and the City will not share it. Packet Pg. 145 Feedback from both the survey and Community Forum will be compiled for the City Council to review in advance of its goal-setting workshop on Saturday, January 28, 2017 at 8:30 a.m. During this public workshop, the Council will deliberate to set the Major City Goals and Other Important Objectives for the next two years. Comments can be submitted online at the City’s Open Government portal: www.slocity.org/opencityhall. If you are submitting comments on behalf of a community group, business or organization, please include Your organization ’s name within your response. To submit comments by mail, please them to Courtney Steck, Budget Manager, at 990 Palm Street, San Luis Obispo, CA, 93401; by fax at (805)781-7401; or by email at Citygoals@slocity.org. For more information on the goal-setting and budget process, contact Finance Department at (805) 781-7521. For additional information on the City’s Financial Plan and Goal-Setting process, visit www.slocity.org. What are the most important priorities facing the City of San Luis Obispo? The City Council wants to hear from you about what is truly important for the community. Key Dates Contact Information 2017-19 Financial Plan Written Suggestions Comments can be submitted online at: www.slocity.org/opencityhall Or via mail to: Courtney Steck, Budget Manager 990 Palm Street San Luis Obispo, CA 93401 Fax: 781-7401 Email: Citygoals@slocity.org 2017-19 Financial Plan Meetings Budget Foundation Meeting Tuesday, December 13, 2016, 6:00 p.m. Community Forum Tuesday, January 10, 2017 6:30 p.m. to 9:30 p.m. Ludwick Community Center Goal-Setting Workshop Saturday, January 28, 2017 8:30 a.m. to 4:30 p.m. City-County Library Mid-Year Budget Review Tuesday, February 21, 2017, 6:00 p.m. Strategic Budget Direction & Major City Goal Programs Workshop Tuesday, April 18, 2017, 6:00 p.m. Budget Workshops June 1 & 6, 2017, 5:00 p.m. June 20, 2017, 6:00 p.m. 2017-19 Budget Adoption Tuesday, June 20, 2017, 6:00 p.m. Of all the things that can be done to make the City an even better place to live, work and play, which are the most important? 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. Packet Pg. 146 The City Wants Your Input Every two years, the City establishes the top priorities to make San Luis Obispo an even better place to live, work and play. Then the City Council matches the resources to achieve these priorities through adopting the budget in June. This sets the City’s course of action for the next two years and helps the City to continue to provide the exceptional services and programs the community cherishes. As the upcoming 2017-19 financial plan process unfolds, economic growth remains steady. Revenues are expected to grow at a modest rate. Development review activity remains at a high level. The City has also made progress in our work to contain operating costs which in turn helps improve our overall fiscal health. Despite these positive signs, there are significant uncertainties and challenges. This is particularly true in relation to the on-going cost of retirement and insurance programs, and the need to fund the deferred maintenance of infrastructure. All of these factors are likely to lead to complex and competing budget decisions. Regardless of the specific fiscal circumstances, it is critical that we have an effective process for setting the most important, highest priority things for the City to do in the next two years. That’s where you can help! Share Your Thoughts on the City’s Priorities! You have the opportunity to tell the City: What issues are important to the community? What priorities should the City focus on during the next two years? How might the City adjust other service needs to accomplish these priorities? Major City Goals The City Council needs to know your thoughts on what the community’s priorities should be so that available resources can be best allocated to achieve them. Now it’s time for you to share your ideas for 2017-19 priorities. Major City Goals are identified as the most important, highest priority goals for the City to accomplish over the next two years. Open Space Preservation Housing Multi-Modal Transportation Other Important Objectives: • Neighborhood Wellness • Laguna Lake Restoration • Downtown • Fiscal Sustainability and Responsibility Your Important Role in this Process The City needs the help of the community in two important ways: Complete the Community Priorities Survey. Community members can help by completing a survey online at www.slocity.org/opencityhall, or by filling out the printed survey sent to utility customers in mid-November. Printed surveys should be dropped off or mailed to City Hall, 990 Palm Street, 93401. All surveys received before December 15, 2016 will be summarized and presented to the City Council at the Community Forum. Attend the Community Forum on January 10, 2017 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 28, 2017. During this public workshop, the Council will deliberate to set the Major City Goals and Other Important Council Objectives for the next two years. What Are the Most Important Needs of the City Over the Next Two Years? Current Major City Goals Packet Pg. 147 ATTACHMENT 3 Community Forum 6:30 PM to 9:30 PM, Tuesday, January 10, 2017 Ludwick Community Center 6:30 Welcome Mayor 6:35 Process, Current Goals, Local Sales Tax Priorities and Fiscal Outlook City Manager/ Finance Director 6:40 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 “post-its” to note any suggestions or concerns about the ideas. 9:00 Closing remarks Mayor 9:15 Participants Vote on Top Priorities with Dots (no more than 1 green and yellow dot per item) 9:30 Adjourn Preparation Prepare handouts on budget process; current goals & objectives and local revenue measure priorities; and Community Priorities Survey results. Set up the room with posting area for each of the budget categories. Provide participants with half-page post-its. After receiving public comments, provide the following adhesive dots per attendee: 5 yellow for top Local Sales Tax priorities and 5 green for overall goal priorities. Packet Pg. 148 ATTACHMENT 4 Council Member Candidate Major City Goals Please prepare up to 7 candidates for Major City Goals below and submit them to Finance by 9:00 a.m., Tuesday, January 23, 2017. Since the Council will identify connections between the use of Local Revenue Measure revenues and Major City Goals, please note which suggestions address Local Revenue Measure 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. Local Revenue Measure? Yes/No Local Revenue Measure? Yes/No Local Revenue Measure? Yes/No Local Revenue Measure? Yes/No Local Revenue Measure? Yes/No Local Revenue Measure? Yes/No Local Revenue Measure? Yes/No Packet Pg. 149 ATTACHMENT 4 Suggestions for Changes in Other Programs and Services Please provide ideas about possible changes in other programs and services to fund desired goals. Please submit them to Finance by 9:00 a.m., Tuesday, January 23, 2017. 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 taking a position. Packet Pg. 150 Community Forum Procedures Facilitator’s Role 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 support for the same position with a show of hands. Documenting Testimony Each speaker will be invited to address the “what, why, and how” of his/her suggested goal. The Department Head responsible for the related budget function (i.e., Community Safety, Culture & Recreation, Infrastructure & Transportation, Community & Neighborhood Livability, Environmental Health & Open Space, Fiscal Health & Governance) 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 functional areas on the walls. Additional Comments Participants will also receive half-page “post-it” notes for audience members to offer written comments such as resource suggestions or concerns to be posted next to goals. Voting with Dots 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 comment period, each attendee will receive adhesive dots to apply to the posted items: six green for overall goal priorities and six orange dots for top local sales tax priorities will be provided to each participant. When using the dots, the same goal could receive both a green and orange dot. That decision is within the control of community member participating in the process. Participants will be advised to avoid assigning more than one green and one orange dot to any one goal. However, because this is an informal way to gather input for the Council to be considered for the coming two year-cycle there will be no monitors or ways to prohibit participants from applying as many dots to any item as they wish. City staff will summarize the results of the forum and distribute them to the Council on January 13, 2017, to assist the Council in completing its “homework” and in preparation for the Goal-Setting Workshop. Videotaping It is also planned for the Community Forum to be videotaped so there will be a historical record other than the flip charts and individual recollections. This will be done in a way that will be low key (one camera, no lights) so the quality may not replicate a regular council meeting. Should the Council object to this effort, concern should be expressed at the December 13th Council meeting. Packet Pg. 151 ATTACHMENT 5 Council Goal-Setting Workshop 8:30 AM to 4:30 PM Saturday, January 28, 2017 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 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. Packet Pg. 152 ATTACHMENT 6 Suggested Guidelines for Council Members During the Goal-Setting Process 1. Encourage advisory boards, community groups and citizens to submit written comments about desired goals. 2. Invite citizens to participate in Community Forum and to listen and learn from their neighbors. 3. Receive comments from community and acknowledge their input without prematurely expressing your point of view. 4. Assure the community that you are willing to listen openly to all perspectives. 5. Focus your submission of suggested goals on a short list of key priorities to target City resources (not to exceed seven 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 taking positions in advance of the January 28, 2017 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. Packet Pg. 153 ATTACHMENT 7 Criteria for Major City Goals 1. 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. Packet Pg. 154 Fiscal Health & Governance Community Safety Culture & Recreation Infrastructure & Transportation Community & Neighborhood Livability Environmental Health & Open Space Packet Pg. 155 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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, 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. 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. Packet Pg. 156 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES LONG - TERM FINANCIAL PLANNING A. 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 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. B. Long-Term Liabilities and Maintenance of Infrastructure. The City will give priority to applying unassigned fund-balance due to one-time expenditure savings or one-time increase in revenue to pay down long- term unfunded liabilities and invest in infrastructure and equipment. FINANCIAL REPORTING AND BUDGET ADMINISTRATION A. Annual Reporting. The City will prepare annual financial statements as follows: 1. In accordance with Charter requirements, the City will contract for an annual audit by a qualified independent certified public accountant. The City will strive for an unqualified auditors’ opinion. 2. The City will use generally accepted accounting principles in preparing its annual financial statements, and will strive to meet the requirements of the GFOA’s Award for Excellence in Financial Reporting program. 3. The City will issue audited financial statements within 180 days after year-end. B. Interim Reporting. The City will prepare and issue timely interim reports on the City’s fiscal status to the Council and staff. This includes: on-line access to the City’s financial management system by City staff; monthly reports to program managers; more formal quarterly reports to the Council and Department Heads; mid-year budget reviews; and interim annual reports. C. Budget 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. D. Development Services Revenue. The City Manager may allocate or designate 75% of over-realized Development Services revenues exceeding adopted budget for the current fiscal year for temporary Development Services expenditures for the purpose of timely processing of development permit applications Packet Pg. 157 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES in the current fiscal year or throughout life of applicable projects. Any and all City Manager authorized allocations and funds set aside in a designation for future use, shall be reported to the Council on a semi- annual basis. 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. B. Long-Range Focus. To emphasize and facilitate long-range financial planning, the City will maintain current projections of revenues for the succeeding five years. C. Current Revenues for Current Uses. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues, or rolling over short-term debt. D. Interfund Transfers and Loans. In order to achieve important public policy goals, the City has established various special revenue, capital project, debt service and enterprise funds to account for revenues whose use should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund equity. Any transfers between funds for operating purposes are clearly set forth in the Financial Plan, and can only be made by the Finance Director in accordance with the adopted budget. These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from interfund borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources by the end of the fiscal year. In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is to repay 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: 1. The Finance Director 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. Packet Pg. 158 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 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 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. Packet Pg. 159 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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. 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 management 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. 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. Packet Pg. 160 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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. G. Recreation Programs The following cost recovery policies apply to the City's recreation programs: 1. 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 f. Golf Mid-Range Cost Recovery Activities - (30% to 60%) g. Classes h. Holiday in the Plaza i. Major commercial film permit applications Low-Range Cost Recovery Activities- (0 to 30%) j. Aquatics k. Batting cages l. Community gardens m. Junior Ranger camp Packet Pg. 161 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES n. Minor commercial film permit applications o. Skate park p. Special events (except for Triathlon and Holiday in the Plaza) q. Youth sports r. Youth STAR s. Teen services t. 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 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%. Packet Pg. 162 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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.” 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. 2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many factors that affect how and why other communities have set their 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. 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. Transit. Based on targets set under the Transportation Development Act, the City will strive to cover at least twenty percent of transit operating costs with fare revenues. C. Ongoing Rate Review. The City will review and adjust enterprise fees and rate structures as required to ensure that they remain appropriate and equitable. D. 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. Packet Pg. 163 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 results of studies in Arizona, California, 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. The City receives 14.9% of each dollar collected in property tax after allocations to school districts. 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. B. 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 to meet 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 or federal grants for this purpose) will be self-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. Packet Pg. 164 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 Finance Director 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 in determining individual investment placements: 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. F. Authorized Investments. The City will invest only in those instruments authorized by the California Government Code Section 53601. 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. Packet Pg. 165 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 to the City Treasurer (Finance Director regarding investment management practices. Members include the City Manager, Assistant City Manager, Finance Director/City Treasurer, Accounting Manager, the City’s independent auditor, one City Council member, and one member of the public. The member of the public shall be appointed by the City Council in accordance with the City’s process for appointing advisory body members. 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. The Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with Article XIII-B 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. D. 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. E. 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. F. The City will seek voter approval to amend its appropriation limit at such time that tax proceeds are in excess of allowable limits. Packet Pg. 166 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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. During the 2015-17 Financial Plan period, the City will establish and maintain a minimum fund balance in the Fleet Replacement Fund equal to $500,000 for the emergency replacement of vehicles that are damaged beyond repair, and are either not covered under the City’s property insurance program or the vehicle has a high replacement cost and insurance proceeds will be inadequate to provide for the vehicle’s replacement (fire engine). Above this contingency level, the amount retained in this fund, coupled with the annual contributions received by it from any source, shall be adequate to fully fund the equipment replacements approved in the Financial Plan. Interest earnings and the proceeds from the sales of surplus equipment as well as any related damage and insurance recoveries will be credited to the Fleet Replacement Fund. C. Information Technology (IT) Replacement Fund. The City will establish an IT Replacement Fund for the General Fund to provide for the timely replacement of information technology, both hardware and software, with an individual replacement cost of $25,000 or more. During the 2015-17 Financial Plan period, the City will establish and maintain a minimum fund balance in this fund equal to $400,000 for the emergency replacement of equipment that is damaged beyond repair and not covered under the City’s property insurance program. Interest earnings and the proceeds from the sale of surplus equipment as well as any related damage and insurance recoveries will be credited to the fund. D. Major Facility Replacement Fund. The City will maintain a reserve within this fund for the purpose of funding the cost of improvements having a cost of $25,000 or more to city-owned, general government building and structures. The amount retained in this fund, coupled with annual contributions received by it from any source, to adequately fund maintenance and replacement of City facilities. E. Infrastructure Investment Fund. The City will maintain a reserve within this fund for the purpose of funding infrastructure projects that contribute to improved economic development and enhanced quality of life in the City of San Luis Obispo. The following evaluation criteria shall be applied to project eligibility: 1. The use of City funds shall not offset any cost that would be expected to be paid to meet the fair share obligation of any developer. 2. The use of City funds shall not offset a project specific cost identified through the environmental review Packet Pg. 167 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES process or under existing regulations or policies. 3. The use of funds shall support a project that would not otherwise be feasible due to economic, timing or other issues outside control of the project proponents or the City. 4. The project shall provide public benefit by contributing to economic development and quality of life within the City. E. Water and Sewer Rate Stabilization Reserves. The City will maintain a reserve for the purposes of offsetting unanticipated fluctuations in Water Fund or Sewer Fund revenues to provide financial stability, including the stability of revenues and the rates and charges related to each Enterprise. The funding target for the Rate Stabilization Reserve will be 10% of sales revenue in the Water Fund and 5% of sales revenue in the Sewer Fund. Conditions for utilization and plan for replenishment of the reserve will be brought to Council for its consideration during the preparation and approval of the Financial Plan or as may become necessary during any fiscal year. F. Future Capital Project Designations. The Council may designate specific fund balance levels for future development of capital projects that it has determined to be in the best long-term interests of the City. For example, replacement of critical information technology infrastructure or other projects. G. Other Designations and Reserves. In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for projects approved in prior years which are carried forward into the new year; debt service reserve requirements; reserves for encumbrances; and other reserves or designations required by contractual obligations, state law, or generally accepted accounting principles. CAPITAL IMPROVEMENT MANAGEMENT A. CIP Projects: $25,000 or More. Construction projects and equipment purchases which cost $25,000 or more will be included in the Capital Improvement Plan (CIP); minor capital outlays of less than $25,000 will be included with the operating program budgets. Such projects are accounted for in the Capital Outlay Fund. B. CIP Purpose. The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure cost-effectiveness as well as conformance with established policies. The CIP is a five-year plan organized into the same functional groupings used for the operating programs. The CIP will reflect a balance between capital replacement projects that repair, replace or enhance existing facilities, equipment or infrastructure; and capital facility projects that significantly expand or add to the City's existing fixed assets. C. Project Manager. Every CIP project will have a project manager who will prepare the project proposal, ensure that required phases are completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and periodically report project status. D. CIP Review Committee. Headed by the City Manager or designee, this Committee will review project proposals, determine project phasing, recommend project managers, review and evaluate the draft CIP budget document, and report CIP project progress on an ongoing basis. E. CIP Phases. The CIP will emphasize project planning, with projects progressing through at least two and up to ten of the following phases: Packet Pg. 168 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 1. Designate. Appropriates funds based on projects designated for funding by the Council through adoption of the Financial Plan. 2. Study. Concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, grant approval, specification preparation for equipment purchases. 3. Environmental Review. EIR preparation, other environmental studies. 4. Real Property Acquisitions. Property acquisition for projects, if necessary. 5. Site Preparation. Demolition, hazardous materials abatements, other pre-construction work. 6. Design. Final design, plan and specification preparation and construction cost estimation. 7. Construction. Construction contracts. 8. Construction Management. Contract project management and inspection, soils and material tests, other support services during construction. 9. Equipment Acquisitions. Vehicles, heavy machinery, computers, office furnishings, other equipment items acquired and installed independently from construction contracts. 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. Packet Pg. 169 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES G. CIP Budget Carryover. Appropriations for CIP projects lapse three years after budget 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, funding 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. 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. CAPITAL FINANCING AND DEBT MANAGEMENT A. Capital Financing 1. 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: Packet Pg. 170 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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: a. Factors Favoring Pay-As-You-Go Financing 1. Current revenues and adequate fund balances are available or project phasing can be accomplished. 2. Existing debt levels adversely affect the City's credit rating. 3. Market conditions are unstable or present difficulties in marketing. b. Factors Favoring Long Term Financing 1. Revenues available for debt service are deemed sufficient and reliable so that long-term financings can be marketed with investment grade credit ratings. 2. The project securing the financing is of the type, which will support an investment grade credit rating. 3. Market conditions present favorable interest rates and demand for City financings. 4. A project is mandated by state or federal requirements, and resources are insufficient or unavailable. 5. The project is immediately required to meet or relieve capacity needs and current resources are insufficient or unavailable. 6. The life of the project or asset to be financed is 10 years or longer. 7. Vehicle leasing when market conditions and operational circumstances present favorable opportunities. 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. Packet Pg. 171 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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. 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 communications 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 1. 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 afford new debt for enterprise operations will be evaluated as an integral part of the City’s rate review and setting process. D. Independent Disclosure Counsel The following criteria will be used on a case-by-case basis in determining whether the City should retain the services of an independent disclosure counsel in conjunction with specific project financings: 1. 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. Packet Pg. 172 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 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. New development should generally be expected to “pay its own way,” (i.e., provide funding through one mechanism or another that funds its “proportional share” of public improvement and infrastructure costs and ongoing operations and maintenance costs). (1) The City will consider the use of city-based funding sources to fund public facility and infrastructure improvements that provide for the health, safety and welfare of existing and future residents and/or provide measurable economic development and fiscal benefits. In evaluating whether the City will use city-based funding sources, the following evaluation criteria should be considered: (a) Significant public benefit, demonstrated by compliance with and furtherance of General Plan goals, policies, and programs (b) Alignment with the Major City Goals and other important objectives in place at the time of the application (c) Head of Household Job Creation (d) Housing Creation (e) Circulation/Connectivity Improvements (f) Net General Fund fiscal impact (2) The City generally will not fund or offer public financing for infrastructure improvements that confer only private benefit to individual property owners or development projects. Packet Pg. 173 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES (3) The City shall seek continuity (or improvements to) existing levels of municipal service by assuring adequate funding for the City’s operation, maintenance and infrastructure replacement costs.” 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. 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 districts. 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. Packet Pg. 174 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 6. Value-to-Debt Ratios. The minimum value-to-debt ratio should generally be 4:1. 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 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%. F. Development Impact Fees Guidelines and Policies Development impact fees are one-time fees levied on new development, typically levied at the time building permits are issued, to fund a range of the City’s public facilities and infrastructure. Such fees are levied both on a citywide basis as well as for specific areas (e.g., the Specific Plan Areas). The levy of development impact fees is regulated by the State’s Mitigation Fee Act (Government Code Section 66000 et seq.). 1. Development impact fees should be set, consistent with the statutory “nexus” analysis and findings, to fund new development’s proportional share of public facility and infrastructure costs. 2. Improvements funded by development impact fees should be referenced generally in the appropriate planning documents (e.g., General Plan, Specific Plans, etc.) and reflected in the City’s Capital Improvement Program. 3. An exception to this policy may be created by a development agreement between the City and a private developer. In this case public investments are offset by measurable Packet Pg. 175 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES public benefits. 4. The City’s development impact fees can be “leveraged” through the use of fee credit and reimbursement agreements with developers and landowners. 5. The City’s aggregate fee levels should not render new development that is otherwise consistent with City plans and regulations economically infeasible. Aggregate fee levels should be evaluated in terms of a reasonable standard, but not a strict limit (e.g., aggregate fee levels should not exceed an average of approximately 10 to 12 percent of the market value of the new development, either on a per-unit or per-square foot basis). 6. The City may consider reductions or waivers of its development impact fees in cases where a development project meets specific City planning or economic development policies such as affordable housing projects. In such cases the amount of funding foregone must be replaced with other funding sources available to the City. 1. 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. 1. Community Facilities Districts or Assessment Districts offer a way to fund infrastructure, maintenance, or municipal services through special taxes or assessments levied on property owners benefiting from the thus-funded improvements or services. It can be used for both capital improvements and ongoing facility maintenance or services. 2. The City will consider the formation of financing districts using the State’s assessment law or the Mello-Roos Community Facilities Act for its newly developing areas on a case- by-case basis, consistent with technical analysis and City priorities (i.e., capital or ongoing funding). 3. The City will consider the effect of the special tax on the City’s ability to issue General Obligation bonds or other property-based tax measures. 4. Such districts should fund infrastructure or services serving or otherwise providing benefit to the area subject to the assessment or special tax. Packet Pg. 176 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 5. Such districts can fund public facilities or infrastructure otherwise funded with the City’s development impact fees or project-specific exactions. In such cases the area’s development impact fee obligations will be adjusted proportionately. 6. Within any such districts, property value-to-lien ratio should, consistent with typical underwriting standards, be at least 4.0:1 after calculating the value of the financed public improvements to be installed and considering any prior or pending special taxes or improvement liens. 7. Consistent with underwriting standards and market considerations, and as a matter of policy, the City will limit the maximum amount of special taxes to be levied on any parcel of property within a Community Facilities District, in any given fiscal year, together with the general property taxes, general obligation bonds, and other special taxes and assessments levied on such parcel, shall not exceed an amount equal to one and eight- tenths percent (1.8 percent) of the projected assessed value of the parcel (and improvements if applicable). How the special tax capacity is allocated between capital and ongoing expenditures will depend upon the City’s priorities. 8. The City shall have discretion to allow a special tax in excess of the established limits for any lands within the CFD which are designated for commercial or industrial uses. 9. As a part of such district formations, the City will retain a special tax consultant to prepare a report which recommends a special tax rate and method for the proposed CFD and evaluates the special tax proposed to determine its ability to adequately fund identified public facilities, City administrative costs, services (if applicable) and other related expenditures. 2. 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. 3. 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. 4. 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. G. Conduit Financings 1. The City will consider requests for conduit financing on a case-by-case basis using the following criteria: Packet Pg. 177 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 recommending 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. B. Refinancings 1. 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. C. Enhanced Infrastructure Financing District Guidelines and Policies a. EIFD financing should be considered for public facilities or infrastructure improvements that confer Citywide and/or regional benefits. This may include the “City share” of infrastructure included in the City’s development impact fees. Packet Pg. 178 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES b. Unless there is a Development Agreement in place that provides otherwise, EIFDs should not be used to fund real estate projects’ proportional share of infrastructure costs otherwise included in the City’s development impact fees or charged as project-specific exactions (e.g., subdivision improvements). c. City should consider EIFDs when more than one local government jurisdiction is participating to produce maximum benefit. d. At the time of formation of the EIFD (or if changes to the EIFD are contemplated), the City should require a fiscal impact analysis to determine if an EIFD is fiscally prudent and analyze opportunity cost to the City’s General Fund. 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 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, unless designated as an unrepresented management or confidential classification. 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 supplemental staff. 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) Packet Pg. 179 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 5. Staffing and contract service cost ceilings will limit total expenditures for regular employees, supplemental staff, and independent contractors hired to provide operating and maintenance services. B. Supplemental Staff 1. The hiring of supplemental staff will not be used as an incremental method for expanding the City's regular work force. 2. Supplemental staff include all employees other than regular employees, elected officials and volunteers. Supplemental staff include temporary employees, interns, and contract employees. Supplemental staff may work on a full-time or part-time basis and will generally augment regular City staffing. Supplemental staff may be used as extra-help during peak workloads, as coverage during extended absences of regular employees, seasonal workforce, as a means to assess ongoing staffing needs, or as the staffing method for program delivery that is most effectively staffed using part-time hours to ensure adequate coverage. 3. The City Manager and Department Heads will encourage the use of supplemental staff 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, supplemental staff 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 supplemental staff 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 supplemental staff with written contracts approved by the City Manager who may receive approved benefits Contract employees will generally be used for medium-term (generally between six months and two 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 and as such, a determination as to the expected need will be made at the end of each contract term and prior to extending or renewing a contract. 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 complete 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: Packet Pg. 180 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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 Independent contractors are not City employees. They may be used in two situations: 1. 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: A. Analyzing systems and procedures to identify and remove unnecessary review requirements. 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: Packet Pg. 181 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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. H. Maintaining City purchasing policies and procedures that are as efficient and effective as possible. 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 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-house 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 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? Packet Pg. 182 BUDGET REFERENCE MATERIALS Attachment 9 BUDGET AND FISCAL POLICIES 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? Packet Pg. 183 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 1 The overall goal of the City’s Financial Plan is to link goals and objectives with the resources required to meet and complete them. This section of the 2016-17 Supplement Report provides a progress report on the City’s adopted Major City Goals (Goals) and Other Important Objectives (Objectives). This update is presented in a table based format with narrative adjacent to each of the 2015-17 Financial Plan Goal’s and Objective’s Action Plan Tasks. In 12-months’ time significant progress has been made on the City’s Major Goals and Other Important Objectives highlights of the past six months are emphasized below. 2015-17 MCG ACTION HIGHLIGHTS TO DATE Open Space Preservation 70% Complete The series of Natural Resources Roundtable meetings were completed in July 2016 and will to help formulate a vision for the future that will be articulated in a written plan presented for Council and community consideration in winter 2016-17. Ranger service staff have been working diligently on implementing the City’s now adopted Open Space Maintenance Plan. As a result, the numbers of mutt mitt and trash cans, bell boxes, trail signs, and kiosks have all increased. Additionally, 3.7 miles of approved trails have been constructed providing improved access to Cerro San Luis, the Irish Hills, Stenner Springs and Reservoir Canyon. A significant fire fuel reduction effort at Bishop Peak was completed during the month of September with that included over 1,100 hours of convict labor to augment Ranger staff. Finally, three separate land conservation opportunities continue to progress with the Waddell Ranch Open Space Acquisition project anticipated to close of escrow in early 2017. A notable change is that the Calle Joaquin Agricultural Reserve mitigation program being actively underway and now scheduled to complete by year end with a compost blanket being installed to assist in weed control in addition to drainage enhancements through a bioswale. Multi-Modal Transportation 50% Complete Summer saw the completion of several new green bike lanes installed along with 10 new sidewalk ramps. The Rail Road Safety Trail extension from Laurel to Orcutt is now at the 90% design stage. The City received an international award from the Institute of Major City Goals (MCG)• Open Space Preservation• Multi-Modal Transportation• HousingOther Important Objectives (OIO)• Neighborhood Wellness• Laguna Lake Restoration• Fiscal Sustainability and Responsibility• DowntownPacket Pg. 184 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 2 Transportation Engineers for the 2014 LUCE Update and Multimodal activities. With the return of students and the start of elementary school in fall, the Halloween Safety program for 2016 has been completed and the City’s annual Bike Rodeo produced. In September, 2016, the Council adopted the Short Range Transit Plan and service changes consistent with the plan will be implemented in summer 2017. A few notable changes to completion dates related to this action plan include the winter presentation to the Planning Commission of the environmental review associated with the Bob Jones Octagon Barn trail design. Also, the Higuera and Marsh Street lighted cross walk replacement is on schedule for an earlier than originally forecast replacement as it is now associated with the Marsh Street project and both will complete this winter. Housing 70% Complete Since June 2016 over $300,000 in affordable housing in-lieu fees have been collected. Staff is seeing an increase in the number of projects choosing to develop inclusionary housing instead of paying a fee. As of this fall the City is monitoring two affordable units in Moylan Terrace. This will expand to a full monitoring of all units in winter to ensure compliance. The legal documents have been updated and are used on new units entering the City’s program. Staff held an October 18th public workshop with People’s Self Help Housing and local employers regarding funding programs directed at work force housing. The ground breaking for 40 Prado the new homeless shelter was held on November 2, 2016. Staff anticipates providing council with a memo articulating affordable housing opportunities on City owned properties in winter. 2015-17 OTHER IMPORTANT OBJECTIVES (Objectives) ACTION HIGHLIGHTS TO DATE Neighborhood Wellness 70% Complete This Objective has seen continued progress on a wide variety of tasks. The Neighborhood Match Grant program has seen the completion of the Islay Park Trail clean up and start of the San Luis Seasonal Social Gatherings grant. Applications are currently being accepted for the next round of grants anticipated to be awarded in February 2017. On December 13th Council will consider amendments to the Safety Enhancement Zone to cover Saint Patrick’s Day. Significant outreach was provided to parents and students over the summer when the Fire and Police Chiefs gave over 18 presentations to over 4,000 incoming Cal Poly students and their parents or caregivers. Packet Pg. 185 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 3 Laguna Lake Restoration 50% A major milestone was completed on September 20, 2016 with Council’s approval of a suite of recommendations pertaining to the preferred project alternative, including dredging technology, dredging project size, dewatering, sediment disposal, and sediment management strategies. Next steps include detailed project financing strategy, public outreach, project permitting and environmental review, and 95% plans, specifications, and engineering for the preferred project. Fiscal Sustainability and Responsibility 50% Work with the Revenue Enhancement Oversight Commission (REOC) is ongoing with reports provided at year-end 2016. The Government Finance Officers Association (GFOA) completed its analysis of the Finance and IT Department results of which was presented to the City Council on April 19, 2016. Based on the GFOA assessment and staff recommendations, Council approved the Efficiency & Effectiveness Initiative with the 2016-17 Supplemental Budget allocating resources to redesign business processes and implement an Enterprise Resource Planning system. A total of $2 million was allocated to pay down unfunded liabilities for CalPERS and OPEB above required contributions with 2015-17 Financial Plan and Supplemental Budget. Council approved moving to an excess insurance program for liability coverage effective July 2016 which, based on claim experience, should result in a cost reduction. In addition, this program aligns with the City’s objective to reduce workers’ compensation and liability premiums by 30% in three years. The comprehensive analysis of City costs and fees is tentatively scheduled for a late winter 2017 presentation to Council. A draft public dashboard for performance measures was launched in in May 2016. Performance measures are being developed for the 2017-19 Financial Plan. The measures will be pertinent to inform key budgetary decisions for the 2017-2019 Financial Plan. Downtown 60% A joint study session of the Council and the Planning Commission resulted in feedback on the both the Downtown Concept Plan and Mission Plaza Master Plan. Chinatown and Garden Street Terraces continue construction. Monterey street has seen the opening of H&M, Williams Sonoma, Lululemon and more. Significant infrastructure maintenance work continues in the Downtown on a regular basis from street including the frequent steam cleaning of Bubble Gum Alley. CONCLUSION The next review of the 2015-17 Major City Goals and Other Important Objectives will occur at the 2016-17 Budget Supplement. Individual items requiring policy direction and/or Council approval will continue to be brought to Council for consideration and direction. Packet Pg. 186 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 4 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status 1 Pursue voluntary land conservation opportunities in the Cuesta Canyon area of the City’s Greenbelt by working cooperatively with the property owners to acquire and protect portions of The Miossi Brothers La Cuesta Ranch and the Ahearn Family Ranch. An opportunity also exists to expand the Irish Hills Natural Reserve by collaborating with non-profit land trust partners. Ongoing Staff is presently pursuing three separate land conservation opportunities, as identified in the task. The Waddell Ranch addition to the Irish Hills Natural Reserve is anticipated in early 2017. The other identified acquisitions are pending and continued discussions with property owners are in progress. 2 Facilitate open space dedications anticipated as components of land use entitlements to protect the Chevron Tank Farm open space and portions of the South Hills and Righetti Hill. Ongoing Staff has reached preliminary agreement on the terms of the conservation easement for the open space component of the Chevron Tank Farm property. The Righetti Hill dedication is required by conditions of approval for Tract 3063. The 71 acre parcel dedication associated with Tract 2428 to expand the South Hills Natural Reserve is expected to be received by the end of 2016 . 3 Undertake and complete the Natural Resources Manager’s Roundtable: The 20th Anniversary Proceedings of the San Luis Obispo Greenbelt and pursue any follow up items that arise from this process. 01/17 The Natural Resources Roundtable completed monthly meetings in June 2016. The next step is the long-term vision plan described in Task 4, below. 4 Prepare a long-term vision plan, Saving Special Places III: Towards a Sustainable Greenbelt, pertaining to long-term strategic open space acquisition priorities, maintenance and enhancement projects, staffing and equipment, and funding strategies in order to provide for the long-term protection and stewardship of natural resource conservation values and passive recreational amenities appurtenant to City open space properties in existence now and that are planned in the future. 07/17 Completion of the draft vision plan is anticipated for winter 2016-17 with public outreach and advisory body input and review anticipated in late winter / spring 2017, with City Council review anticipated in June 2017. Packet Pg. 187 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 5 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status 5 Update Conservation Guidelines for Open Space Lands within the City of San Luis Obispo to address minor inconsistencies with other policy documents. 07/17 This update effort is expected in spring of 2017, and may also include potential revisions / updates to Open Space Regulations per Council direction regarding Open Space Hours of Use. 6 Ongoing annual monitoring of all City-owned open space properties, open space easements, and conservation easements. Ongoing Rangers inspect/patrol trailheads and trails daily. Conservation easements are visited annually. Workdays are held weekly. 7 Present to the City Council a Maintenance Plan for the City’s Open Space for adoption. 12/15 Complete Adopted December 2015. Annual report anticipated Winter 2017 8 Consistent with adopted conservation and open space plans, complete Trailhead Enhancements at signature open space properties including installation of trash cans, mutt mitt stations, trail head signage, informational kiosks, trail way finding signage, and where possible improved parking for cars and bikes, as well as improved public transportation access. 06/17 The following installations have occurred during this reporting period: 11 mutt mitts stations with integrated trash cans, 7 bell boxes, 15 Trail signs with 20+ trail marking upgrades. 8 Small – Large Kiosk and construction begun with 7 to install this winter. 9 Complete priority projects previously identified in conservation and open space plans including: 06/17 See below. 10 Bishop Peak emergency vehicle access and trailhead improvements; 06/17 Two public meetings were completed in September 2016. A study session will be held with City Council in January 2017 to obtain direction. 11 Johnson Ranch trailhead parking and safety improvements; 06/17 Project scoping, environmental review, and design started. 12 Reservoir Canyon trailhead parking enhancements, trail signs, and new loop trail; 06/17 The Reservoir Canyon Loop Trail is completed adding approximately 2.4 miles of new trail. Signage and trail markers have been installed. Packet Pg. 188 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 6 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status Kiosks are under construction and will be installed with added parking that will be completed in winter. 13 Cerro San Luis trail re-routing and erosion control, and completion of the “M” trail; 06/17 Trail re-routing and erosion control efforts completed. The completion of the “M” trail is underway with Ranger staff and volunteers working on this technically challenging trail project during weekly Wednesday Workdays and other times. 14 Terrace Hill sign and kiosk improvements, trail closure/erosion control, and new fencing. 06/17 Terrace Hill kiosk, fencing, and other trailhead amenities are complete. Sign panels are anticipated for mid-2017. 15 Continue to construct additional trails at Froom Ranch consistent with the approved Irish Hills Conservation Plan completing BLM license area, expanding existing network, and working on a new and improve access point to the trail network. 06/17 Complete Trails complete. Morro View to Froom Canyon trail to be constructed upon acquisition of the Waddell Ranch, anticipated following this property’s addition to the Irish Hills Natural Reserve Conservation Plan, during 2017-19. 16 Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan (see Other Important Council Objective). Fall 2018 Project is currently at the 75% design phase. City Council reviewed project scope and funding alternatives in September 2016. Design and project permitting anticipated to be complete in Fall of 2018. 17 Continue to address daily maintenance project needs in the City’s Open Space to address wear and tear, natural events, vandalism and other activities which create repair needs in the open space. Ongoing Ongoing. Efforts continue with focus on fire fuel reduction and winterization efforts to reduce flood damage in the creeks and clean up trash associated with illegal encampments. Packet Pg. 189 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 7 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status 18 Complete prioritized deferred maintenance projects identified in Open Space Maintenance Plan. Ongoing 80-90% Trailhead “remodels” complete with Spring 2017 signage completion anticipated. 19 Continue patrol of the City’s open space areas and creek corridors. Ongoing Rangers are out daily enforcing rules in open space while monitoring maintenance needs. Approximately 275 citations have been issued for illegal activities in the open space since the inception of active patrol. Smoking, dogs off leash and hiking when open space is closed are the most frequent citations issued. With this however has come increased compliance and times when on a given busy Saturday 30 dogs have been encountered ALL on leash in the open space. Additionally, multiple times per week creek areas are checked on and illegal and abandoned encampments cleaned out. 20 Continue to coordinate 70 trail work days (4,000 hours) a year utilizing volunteers including continuing the partnership with the Central Coast Concerned Mountain Bikers on various open space improvements and maintenance. Ongoing From June 30 to November 15 2016, 3.7+ miles of trail was constructed in the following locations: Cerro San Luis, Irish Hills, Stenner Springs and Reservoir Canyon 21 Continue Ranger Led Hikes in the City’s open space on a monthly basis and upon request. Ongoing The past six months included hikes at: Stenner Springs, Reservoir Canyon, Johnson Ranch, Islay Hill, Cerro San Luis and Bishop Peak 22 Continue Ranger Service environmental education program and Junior Ranger Camp to increase open space knowledge and user safety. Increase educational efforts to Cal Poly and Cuesta students with particular focus on safety, appropriate use of open space, appropriate time for use, and all City open space trail opportunities. 06/17 Summer 2016 camps were a great success. Natural Resources, Ranger Service and ECOSLO presented to Cal Poly WOW leaders open space etiquette and the diversity of open space locations throughout the City. 1,300 contacts were made with students during WOW week in the City’s open space. Packet Pg. 190 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 8 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status 23 Increase staffing resources in the Ranger Service Program to provide increased open space improvements, maintenance, and patrol. 08/15 Complete Complete. Ranger service is fully staffed: one supervising ranger, two full time benefited rangers, four limited benefit rangers and one city worker 5 serving as a ranger. An average of 210 hours a week (all 7 days) of ranger time in the Open Space performing various duties. 24 Include QR codes for donation links in signage, Develop a marketing and promotion plan for donations to the Community Foundation City of San Luis Obispo Open Space Fund for Maintenance. 06/17 QR codes were used with the City’s public outreach for the draft open space maintenance plan and will continue to be used for added outreach and education. 25 Ongoing community outreach and education in partnership with ECOSLO through the SLO Stewards newsletter. Quarterly SLO Stewards newsletters have been completed per schedule. 26 Improve creek and flood protection within the City’s natural waterways through Zone 9 projects and coordination and oversight of the Stormwater Management Program. 10/15, 10/16 All of the annual maintenance locations are complete for winter 2015-16. ”Winterization” is presently underway for 2016-17. 27 Ongoing monitoring, remedial action, and enhancement, as needed, of existing mitigation sites. Ongoing Ongoing. Occurs on a routine basis in various locations. 28 Ongoing invasive species treatment and control. Ongoing Ongoing. Integrated Vegetation Management Plan for invasive species control was adopted as technical appendix to the Open Space Maintenance Plan. The Land Conservancy of San Luis Obispo County is under contract as of September 1, 2016 to attend to high priority invasive species in various open space locations. Packet Pg. 191 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 9 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status 29 Complete wetland meadow and riparian planting / invasive species control at Calle Joaquin Agricultural Reserve using awarded Environmental Enhancement and Mitigation Program grant funds. 01/16 6/16 Final installation activity is underway in October and November 2016 including a “compost blanket” to foster seed germination and weed control, as well as the installation of a bioswale to assist with drainage from the farm fields. 30 Complete project design and specifications for the Fox Hollow reservoir rainwater storage project to enhance summer stream flow in San Luis Obispo Creek. 06/17 Preliminary design concepts have been developed with assistance from the California Conservation Corps. 31 Irish Hills Natural Reserve eucalyptus thinning, mowing, oak grove understory management. Ongoing Complete Work was completed in summer 2016. 32 Bowden Ranch Open Space eucalyptus thinning. Ongoing Thinning scheduled for summer 2017. 33 Terrace Hill Open Space mowing and /or grazing. Ongoing Complete Summer mowing of Terrace Hill Open Space complete. 34 Islay Hill Open Space grazing. Ongoing Complete Spring 2016 marked the beginning of seasonal grazing at Islay Hill Open Space. 35 Cerro San Luis Natural Reserve / Lemon Grove eucalyptus thinning and grazing. Ongoing This activity is scheduled for Summer 2017. 36 Johnson Ranch Open Space grazing. Ongoing Complete The summer grazing season at Johnson Ranch Open Space is complete. 37 Bishop Peak Natural Reserve grazing, Felsman Loop Fuel Break maintenance, removal of dead pines near Highland Drive. Ongoing A major fuel reduction project was completed near the top of Highland in September 2017. Over 1,100 hours of convict crews were managed by Ranger Services. 15 truckloads and 21 trailer loads of Packet Pg. 192 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 10 Open Space Preservation: 2015-17 Action Plan (70% complete) Objective: Protect and maintain open space. # Task Completion Date Revised Status wood were removed. Over 25 hours of wood chipping occurred. Packet Pg. 193 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 11 Multimodal Transportation: 2015-17 Action Plan (50% complete) Objective: Prioritize implementation of the Bicycle Transportation Plan and improve & maintain bicycle, pedestrian, & transit facilities. # Task Completion Date Revised Status 1 Continue Transportation Safety & Operations Programs. Ongoing 2015 Annual Traffic Safety Report presented to Council on October 18, 2016. Operations Report underway with anticipation for production in first quarter 2017. 2 Continue Bicycle Facilities Improvement Activities. Ongoing Highland/Chorro bicycle improvement completed. New green bike lanes installed as part of 2016 pavement project including improvements at Marsh and California. Kick off meeting for the Safe Route to School project for Pacheco and Bishop elementary were held. In Partnership Public Works, Parks and Recreation and Police hosted the annual City Bicycle Rodeo was held on September 17th. 3 Complete 2015-17 BTP Implementation CIP. 06/17 Revised design of Rail Road Safety Trail (RRST) Taft to Pepper underway. Active Transportation Manager has now been hired. Broad Street Bicycle Blvd initial public workshop held. RRST Orcutt Road to Laurel connection design 90% complete. 4 Complete environmental review and design of Prado Rd. Bridge at San Luis Creek Widening & Grade Separated Bike/Pedestrian crossing. 06/17 Environmental Work & Design Ongoing. Continued working with Caltrans for potential grant funding assistance. 5 Develop Safe Routes to School & BTP implementation plan for the Foothill: Pacheco / Bishop Peak Elementary School Area. 06/17 Initial public community workshop held in June 2016. Staff working on technical studies and project identification, Second community meeting anticipated for early 2017. Packet Pg. 194 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 12 6 Complete environmental review and design of Bob Jones Trail Octagon Connection. 06/16 9/16 Environmental review scheduled to be presented to Planning Commission in winter 2016. 7 Complete environmental review and design of Bob Jones Trail Prefumo Creek Connection. 06/17 Active Transportation manager preparing RFP for design services for circulation in winter 2016. 8 Complete Higuera & Marsh Lighted Crosswalk Replacement. 06/17 12/16 Construction scheduled for November 2016. Project is now combined with the replacement of the Marsh Street mid-block crosswalk at the same time. 9 Complete Highland & Chorro Bike Improvements. 04/16 Completed Project Completed. 10 Complete 2015-17 Pedestrian & Bicycle Pathway Maintenance. 06/17 Maintenance and drainage repairs of Railroad Safety Trail (south of Jennifer St. Bridge) is complete. Design is complete for path improvements at Islay Park, with construction scheduled for Winter 2016-17. 11 Complete 2015-17 Downtown Tree & Sidewalk Replacements. 06/17 Three locations have been repaired in the downtown through Job Order Contract. Additional locations are currently being scoped for repair. 12 Complete 2015-17 Mission Plaza Railing Upgrades. 06/17 Fall 2016 The railing replacement project is scheduled to bid in late November with construction slated to start in early 2017, after the holidays. 13 Complete 2015-17 Street Reconstruction & Resurfacing. Ongoing The summer 2016 project is complete which included maintenance work in Area 8 and 1. 14 Complete 2015-17 Sidewalk Ramp Construction. 06/17 The 2016-17 project is complete which replaced 10 ramps. 15 Begin Construction on Marsh Street Bridge Replacement. 06/16 6/17 Marsh Bridge design and environmental document is close to completion. Property acquisition, permitting, and the finalization of NEPA documentation will mean the project will begin construction in 2017 at the earliest but final Packet Pg. 195 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 13 construction date could be affected based upon final requirements. 16 Begin project development work on Prado Road Broad to Higuera Class I Path. 08/15 Ongoing Meetings with property owners ongoing. The date has been revised to ‘ongoing’ as the project cannot advance without property owner agreement. 17 Begin project development work on Phillips Lane Bike Bridge. 08/15 Complete A site review meeting is complete. Technical studies and preliminary plan development are underway. Grant funding in the amount of $3.2 million has been obtained. Project is now expanded to include construction of the bridge over UPRR at Phillips. Productive meetings have been held with UPRR and Caltrans on this project. 18 Develop a detailed BTP prioritization and implementation plan 08/15 Phase 1 completed Phase 2 – 6/2017 Active Transportation Manager position is now filled and coordinating BAC activities. Phase 1 minor project prioritizations complete and is being maintained. Phase II (major capital projects) prioritization to be worked on in first quarter 2017. 19 Conduct AB1600 Study & Update Infrastructure Fee Program Develop RFP & Work Program (April 2016) Consultant Selection & Work Effort (June 2016) Public Outreach & Hearings (September 2016) Final Adoption (December 2016) 12/16 Revised to 06/17 based on Council approved work program Contract for traffic modeling work awarded and work has begun. Financial consulting hired and developing RFP for study and impact.. 20 Update Multimodal Development Standards, Policies, & Programs Update Zoning Code & Subdivision Regulations (June 2017) Update Transportation Impact Study Guidelines (July 2015) Develop Access Mgmt. Policy / Program (June 2017) 06/17 Multimodal Transportation Impact Study Guidelines completed. Access management policies to be incorporated in zoning and engineering standards update in 2017. Policy and code updates are underway. City received international award from the Institute of Transportation Engineers for 2014 LUCE Update and Multimodal activities. 21 Continue Bicycle Education Activities & Develop and expand active transportation Education & Advocacy Programs. Ongoing Halloween Safety program completed for 2016. Bicycle Rodeo held in September 2016. City now an Packet Pg. 196 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 14 affiliate Member of the National Association of City Transportation Officials (NACTO). 22 Implement new Transit Marketing Plan Ongoing Short Range Transit Plan update adopted by Council in September 2016. Marketing plan update being worked on. Phase 1 service changes scheduled for implementation in summer 2017. 23 Complete Short Range Transit Plan with RTA 06/16 Adopted by Council in September 2016. Packet Pg. 197 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 15 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status 1 Monitor the City’s Inclusionary Housing stock for compliance with affordable housing agreements and standards. 06/17 Staff is currently monitoring two affordable units in Moylan Terrace which were found to be in violation of the City’s Equity Share Program. Initial task preparation has begun for the full monitoring program of all units which will begin in Winter 2016. 2 Continue to implement Housing Element programs and housing production goals. Ongoing Housing element programs and housing production goals continue to be a top priority for staff. 3 Continue the City’s participation with the Workforce Housing Coalition, San Luis Obispo County Housing Trust Fund and HSOC to identify, evaluate, and implement strategies to increase the production of housing. Ongoing Staff continues to participate with a variety of local organizations to encourage and support the production of housing through various financial mechanisms and development opportunities. 4 Increase coordination and representation of City interests in discussions with the County, non-profit organizations and developers to increase the production of housing. City staff will continue to coordinate and support the City’s advocacy efforts consistent with the adopted legislative platform, Major City Goal, and Housing Element. Ongoing Coordinate of City efforts continues with the County and local non-profits in terms of increasing housing production and advocacy efforts. 5 Continue, and increase where feasible, financial support for Housing Programs. Ongoing Staff continues to increase financial support for housing programs through: CDBG awards, Affordable Housing Fund loans and support to the Housing Trust Fund, as well as supporting projects applying for low income housing tax credits. In September 2016, the Housing Authority’s 46 unit ‘Iron Works’ project received a tax credit award and plans to start construction in late 2016. Council also recently allocated $300,000 in Affordable Housing Packet Pg. 198 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 16 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status Funds for the City to purchase one moderate-income home which was found to be out of compliance of the Equity Share Program. By late 2016, the City will resell the unit to a qualified moderate-income household. 6 Continue to implement the Inclusionary Housing Program. Ongoing Since June 30, 2016, staff has entered into affordable housing agreements for over 100 units with developers to ensure they provide the necessary affordable units to meet their Inclusionary Housing requirement. 60 of those affordable units will be located in multiple subdivisions within the Orcutt Area Specific Plan. Over $300,000 in affordable housing in-lieu fees have been collected since June 30, 2016. 7 Implement the City’s BEGIN first-time homebuyer program by providing down payment assistance loans to qualifying households. 10/16 Complete As of June 30,2016 all remaining BEGIN funds have been distributed through five down payment assistance loans totaling $260,664. The funds were loaned to three homebuyers in Moylan Terrace (one very-low, and two moderate income households), one moderate income household in the Avivo Townhome development, and one moderate income household who purchased a unit at 3090 Rockview. There are currently no BEGIN funds remaining for down payment assistance loans. 8 Update the City’s long-term affordable housing agreement, deed and note templates consistent with industry standard best practices. 06/16 Complete New long-term affordable housing documents were completed in July 2016 and are now being used on any new units entering the program. Packet Pg. 199 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 17 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status 9 Work with Cal Poly to address the link between enrollment and the expansion of campus housing to reduce pressure on the City’s housing supply (HE Program 10.5). Ongoing This remains a top priority. 10 Work with the Housing Authority to develop affordable housing in the Margarita Area Specific Plan. Ongoing On September 12, 2016, the Architectural Review Commission approved HASLO’s 36-unit affordable housing project. HASLO is currently preparing to apply for low income housing tax credits and a wide range of funding (including City AHF, CDBG and HOME funds). The second lot to be dedicated to HASLO within MASP is located within the Toscano development. The developer is currently constructing Phase 1 and will be dedicating the lot in Phase 2, 27 units are expected on that lot. 11 Inventory City owned properties suitable for housing and present a proposal to Council on possible opportunities to pursue, if any. 06/16 12/16 A draft Council Memo is currently undergoing final review for dissemination in early Decembers. r. 12 Council consideration of City owned properties and direction as to whether to partner with an affordable housing developer. 10/16 12/16 At this time, no properties have been identified as suitable for an affordable housing project; staff will provide further information to Council in the form of a memo in December 2016. 13 Develop a workforce level of affordability, including incentives, to increase housing options for those making between 121-160% of the Area Median Income (HE Program 2.16). 06/17 Initial background research has been completed. This task will be completed concurrently with the zoning regulations update scheduled to begin Winter 2016. 14 Consider scaling development impact fees for residential development based on size, number of bedrooms and room counts (HE Program 6.31). 12/16 06/17 This task will be tied into overall zoning regulations update and the Citywide Fee Study which is currently underway. Packet Pg. 200 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 18 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status 15 Consider incentivizing dwelling units to a minimum size of 150 square feet, consistent with the California Building Code, by reduced impact fees and property development standards (HE Program 9.12). 06/17 This task will be tied into the overall zoning regulations update and the Citywide Fee Study which is currently underway. 16 Evaluate and consider adopting subdivision and ordinance changes to support small lot subdivisions and ownership bungalow court development (HE Program 6.30). 08/16 12/16 This task is near completion. Staff is currently reviewing a draft of the Subdivision Regulations. Alternative small lot subdivision options are being included in this process. 17 Eliminate or adjust the one acre minimum lot area for PD overlay zoning (HE Program 6.30). 06/17 Initial research has been completed. Recommendation on PD overlay minimum lot size will be included in the zoning regulations update. 18 Continue to develop incentives to encourage additional housing in the Downtown Core (C-D Zone), including alternatives to calculating residential density, to encourage the development of smaller efficiency units (HE Programs 6.12, 6.13 & 6.27 & LUCE 4.0.28). 06/17 This task will be tied into the overall zoning regulations update. 19 Support employer/employee and employer/developer financing programs and partnerships to increase housing opportunities specifically targeted towards the local workforce. Ongoing A workshop was held on October 18th to begin conversations between People’s Self Help Housing and local employers regarding funding programs. 20 Continue to prioritize the use of CDBG funds for affordable housing and homeless services. Ongoing 2017 CDBG Applications closed on October 21st. Staff is currently reviewing those applications and will take preliminary recommendations to the Human Resources Commission in December. 21 Continue to use the AHF to support the HTF’s operating expenses to provide below-market financing and technical assistance to affordable housing developers. Ongoing On October 20, 2015, Council allocated $60,000 from the Affordable Housing Fund to support the Housing Trust Fund as previously approved by the 2015-17 Financial Plan. The funding agreement has Packet Pg. 201 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 19 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status been executed and funding is distributed through HTF invoices on an annual basis. 22 Work with developers to include affordable housing units in projects and to complete housing projects in process. Ongoing Many residential projects currently underway are choosing to develop their inclusionary housing requirements instead of paying the in-lieu fee. Staff has prepared affordable housing agreements for over 150 units across the City since July 2015. 23 Continue to look for new opportunities to use Affordable Housing Fund and grant monies to leverage other funds for affordable housing projects. Ongoing Since June 30, 2016, Council has allocated $300,000 to purchase and resell an affordable unit within Moylan Terrace which was in default under the City’s Equity Share program. Staff is also currently meeting with three project developers to discuss AHF loans which will likely be presented to Council in early 2017. 24 Continue to research and apply for Federal, State and private foundation housing loans and grants. Ongoing In July 2016, the State department of Housing and Community Development announced the City of San Luis Obispo was awarded a Housing Related Parks grant in the amount of $282,650. The grant will be used on park improvements at Sinsheimer Park. Grant documents are currently being executed and bidding on Sinsheimer Park is underway. 25 Provide expedited building permit application review for the HSC. 08/15 10/16 A ground breaking celebration for 40 Prado occurred on November 2, 2016. 26 Provide timely building inspections and ongoing support throughout the HSC’s construction process. Ongoing Staff is providing support throughout the construction process. Packet Pg. 202 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 20 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status 27 Develop a funding agreement between the City and CAPSLO for the HSC that outlines funding amounts, services and expectations for ongoing facility operations. 03/17 A funding agreement will be negotiated in 2017. 28 Continue to support, jointly with other agencies, housing programs, such as Housing First and Rapid Rehousing, for the homeless (HE Program 8.13). Ongoing City staff continues to support programs for the homeless including Housing First, Rapid Rehousing, 50Now, and the Mayors Challenge to End Veteran Homelessness. Staff actively participates in local County efforts and sits on the Homeless Services Coordinating Committee. 29 Fund and use the Infrastructure Investment Fund to facilitate housing projects that are in alignment with the General Plan and City goals. Ongoing Once enough funding has been collected, staff will look for opportunities to use the fund to support affordable housing projects. 30 Develop a Request for Proposals for the Infrastructure Fee Update work plan. 04/16 Complete Task Complete. 31 Select a consultant for the Infrastructure/Impact Fee Update 06/16 11/16 The City is currently inviting bids/ requesting proposals. It is anticipated that a consultant will be selected by the end of November 2016. 32 Complete the work effort for the Infrastructure Fee Update (costs, nexus, financing options, right-sizing). 04-07/16 02/17 City Council provided direction on the development of a public infrastructure financing framework and draft policies. This direction will support the efforts of the consultant selected to complete the study. 33 Conduct public outreach for Infrastructure Fee Update. 08-09/16 4/17 This task will be part of the scope of work for the selected consultant. Packet Pg. 203 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 21 Housing: 2015-17 Action Plan (70% complete) Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. # Task Completion Date Revised Status 34 Advisory body and Council consideration of infrastructure options. 10-11/16 5/17 Task not yet initiated, will be dependent on the schedule proposed by the selected consultant. 35 Council adoption of Public Facilities Fee Program. 12/16 06/17 City Council held a Study Session on August 16, 2016 to provide direction on the development of a public infrastructure financing framework and draft policies. Council, and authorized a RFP for a Capital Facilities Impact Fee Program Nexus Study. The City is currently inviting bids/ requesting proposals. Packet Pg. 204 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 22 Neighborhood Wellness: 2015-17 Action Plan 70% complete) Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. # Task Completion Date Revised Status 1 Neighborhood Wellness/Community Civility Effort Recommendations Ongoing . The Police Department will be going to Council on December 6, 2016 to amend the Safety Enhancement Zone during the St. Patrick’s Day period. On January 17, 2016 Police will be going to Council to introduce the Party Registration program. 2 Neighborhood Match Grant Program initiation 10/15 Complete One recipient has completed their project (Islay Park Trail Clean Up; $1,883 grant). The second recipient has completed the first phase of their project (Cerro San Luis Seasonal Social Gatherings; $3,437 grant). Applications are currently being accepted for the second year of the program and should be awarded in February 2017. 3 Establish and Implement Collaborative Communication Plan 12/15 Complete Plan complete implementation ongoing. 4 Begin Implementation of key measures from Community Civility Committee Ongoing Completed Over summer of 2016, Fire Chief Olson, Police Chief Cantrell and Cal Poly Chief Hughes spoke at 18 events, to over 4,000 parents and caregivers of incoming Freshman for Cal Poly. They discussed social decision making, alcohol, drug use, noise and other topics of concern to public safety. Additionally, Christine Wallace and Jeff Gater provided similar talks to the incoming Freshman about neighborhood wellness concerns, personal responsibility and safety. 5 “Adopt a Block” Pilot Program – SCLC 03/16 3/17 The “Adopt a Block” program was presented to the new SCLC leadership in October 2016 for consideration. Packet Pg. 205 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 23 Neighborhood Wellness: 2015-17 Action Plan 70% complete) Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. # Task Completion Date Revised Status 6 Administrative Citation Appeals Process 3/16 Complete Board members appointed by Council March 15, 2016. New appeals forms and notifications, including online appeals materials, administrative guidelines and training materials have been finalized. Hearing officers for expedited hearing alternative selected by City Attorney, trained and completed first several rounds of appeals hearings. 7 Public Safety MOU – Cal Poly University Police and SLOPD 09/15 Complete The MOU has proven to be successful with Cal Poly PD and the police department collaborating efforts in identifying and issuing citations for adverse behaviors occurring in the neighborhoods surrounding Cal Poly. 8 Code Compliance Performance Measures Ongoing 2/17 City staff has just implemented the use of tablets in the field for building inspectors, code enforcement officers, and code enforcement technicians. This is a major step in our ability to collect and report on data related to performance measures for code enforcement. 9 Hire staff to implement rental housing inspection (contingent on program adoption) 02/16 Complete The two Code Enforcement Technician IIs have been hired and started work on May 5, 2016. 10 Begin inspections - prioritize properties with code enforcement violations 8/16 Ongoing Inspections of former code case rentals was completed in the middle of August, 2016. Work is in progress with inspections of properties with prior code enforcement violations completed Packet Pg. 206 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 24 Neighborhood Wellness: 2015-17 Action Plan 70% complete) Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. # Task Completion Date Revised Status 11 On-going inspections and follow up for rental housing violations Ongoing 7/16 Inspections are underway with between 6-8 inspections performed per day per inspector. 12 Neighborhood pro-active enforcement Ongoing In the last 6 months 32% of the cases opened were for visible storage, and 21% for waste containers. In summer and fall of 2016 police personnel have conducted extensive outreach to include mailers, flyers, social media, print media, community forums, door hangers, personal contacts with problem locations, walk and talks, to name a few. The department has been educated and staffed appropriately to respond to neighborhood issues and address adverse behaviors. The Utilities Department coordinated efforts with various other City departments, the Garbage Company, Cal Poly, and the community to conduct clean-up week during Cal Poly move out. This year the City did not have any couch fires during clean-up week and 152 tons of material were removed by the Garbage Company during this coordinated effort. 13 Continue Sidewalk Repairs Ongoing Maintenance crew sidewalk repairs are complete in Pavement Area 8 and Area 1. Various Job Order Contract sidewalk repairs are underway throughout the City. 14 Continue Storm drain Cleaning, Silt Removal & Storm drain Replacements Ongoing The 2016 storm drain replacement project is complete. 15 Complete Neighborhood Street Repair & Sealing 10/16 Roadway sealing and repair work is complete in Pavement Area 8 and Area 1. Packet Pg. 207 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 25 Neighborhood Wellness: 2015-17 Action Plan 70% complete) Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. # Task Completion Date Revised Status 16 Communicate Good Neighbor Expectations to Cal Poly students and parents Summer 2016 The Police Chief, Fire Chief, Deputy Fire Chief, and Neighborhood Outreach Manager led approximately 30 sessions of dialogue with the incoming class of students and their supporters (typically parents) regarding many aspects of social decision making, neighborhood wellness, and the consequences or misconduct as part of a mandatory session of the SLO Days orientation, reaching thousands of attendees. This very frank and professional conversation covered topics such as alcohol, noise, unruly gatherings, and real life examples of successes and failures in SLO. Packet Pg. 208 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 26 Laguna Lake Restoration: 2015-17 Action Plan (50% complete) Objective: Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. # Task Completion Date Revised Status 1 Install new, updated signage at trailheads and along trails Complete site-specific design (06/16) Complete requisition signs and attendant materials (09/16) Installation of updated signs at trailheads and along trails (12/16) 12/16 6/17 Design work in progress. 2 Install accessible paths Complete Site-specific design and project specifications (12/16) Issue Request for Proposals (RFP) and Contractor selection (02/17) Installation of accessible path along lake front (06/17) 06/17 04/18 Public Works Engineering staff is designing this facility in-house and the drawings are at the 75% level. Construction is expected in the Spring of 2017. 3 Install sediment basins Issue RFP for Design / Engineering consultant (07/15) Complete Site-specific designs and project specifications (03/16) Complete Project permitting and environmental document (06/17) 06/17 The project is at 95% designs following Council’s action on September 20, 2016.. 4 Begin a dredging project Issue RFP for Design / Engineering consultant (07/15) Site-specific designs and project specifications completed (03/16) Soil samples and water quality tests (03/16) Evaluate disposal site options and secure land tenure agreements, if necessary (05/16) Final project design selection with City Council (06/16) Project permitting and environmental document completed (06/17) 06/17 9/17 The project is at 95% following Council’s action on September 20, 2016. Packet Pg. 209 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 27 Laguna Lake Restoration: 2015-17 Action Plan (50% complete) Objective: Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. # Task Completion Date Revised Status 5 Evaluate Project Financing Options and Mechanisms Issue RFP for economic / municipal finance and public opinion research consultant(s) (07/15) Evaluate financing options and feasibility (02/16) Conduct study session with City Council on financing options and feasibility (03/16) Conduct focused public workshops and community outreach (04/16) Final selection of preferred financing option(s) by City Council and resolution of intention as appropriate and legally required. (06/16) Public Hearing with City Council to create financing mechanism and adopt resolution of formation as appropriate and legally required. (09/16) Conduct registered voter election by mail, if needed. (3/17) Proceed with any and all action necessary to fund sediment basin and dredging project implementation in 2017-19. (06/17) 02/17 09/17 Staff anticipates returning to Council with a detailed financing strategy in early 2017. Packet Pg. 210 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 28 Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete) Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. # Task Completion Date Revised Status 1 Establish a performance management and reporting team to identify a set of performance criteria for public reporting based on information the public wants to know and available information already being maintained and reported internally. 6/16 Complete This project has been delayed by other priority projects. A draft performance dashboard, however, will become available to the public in winter 2016. 2 Gather public opinion to establish a baseline for City performance and to determine what information the public is interested in seeing in a new set of online dashboards. 05/16 5/17 Public engagement will continue through the beginning of 2017 to solicit feedback on the performance measures included in the draft dashboard. 3 Implement a system for ongoing tracking, management, and reporting of performance and service metrics. 01/17 6/17 Feedback on the draft performance dashboard will be incorporated into a final product by 6/17. 4 Work with the Citizen’s Revenue Enhancement Oversight Commission (REOC) to accomplish enhanced reporting on the use of Measure G revenue. Ongoing REOC has begun work on the 2015-16 Annual Community Report and will hold the Annual Citizen Oversight Meeting in January 2017. 5 Continue to implement and track operational efficiencies including alternative service delivery, best management practices, and cost containment measures that preserve the effectiveness of City services and operations. 05/17 6/17 In April 2016, Government Fiscal Officers Association conducted an assessment of the City’s Finance Function. Based on the assessment, staff recommended Efficiency and Effectiveness Initiative adopted by Council in June 2016. Staff begun implementation of Motion project to implement an Enterprise Resource Planning system (ERP). and redesign business processes The project duration is estimated at three years. Staff will continue these efforts based on Council adopted Financial Responsibility Philosophy. 6 Identify and include updated performance measures in the 2017-2019 Financial Plan. 06/17 6/17 This project is underway for the 2017-19 Financial Plan. Packet Pg. 211 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 29 Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete) Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. # Task Completion Date Revised Status 7 Addressing the City’s long term costs: Develop a budget policy for incorporation in the 2015-17 Financial Plan that reflects policy direction regarding the use of one-time resources. 06/15 Complete A policy was adopted with the 2015-2017 financial plan. 8 Identify and work with a risk management expert to conduct an audit of liability and workers’ compensation claims history and cost trends to ensure appropriate risk management and cost effective coverage. Explore options within CJPIA to control costs as well as other programs offered by other providers, if applicable. 06/16 Completed Given the move from primary (first dollar) insurance coverage for liability claims to an Excess Insurance Program (EIP) the City does not believe an audit is necessary. This EIP program is expected to result in cost savings given the City’s positive liability claims experience. CJPIA plans to develop a similar excess insurance model for their workers’ compensation program and staff will work with CJPIA to evaluate the potential benefits for the City’s workers’ compensation program. In addition, the City continues to make changes identified in a Risk Management Evaluation provided at no additional cost through CJPIA and will continue to actively participate in this valuable program that provides best practices in risk reduction and management. 9 Establish objectives to contain or reduce liability and/or workers compensation claims and work with departments to achieve reductions. 06/16 Ongoing Claim reviews on liability and workers’ compensation programs are conducted quarterly with the focus on cost containment/reduction. The City’s safety committee continues to be instrumental in educating staff and promoting a culture of safety. A consultant is working with staff on updating key safety policies and programs. CJPIA provided critical safety training programs at no additional cost to the City. In addition, a Safety and Technical Training Engineer was hired in the Utilities Department which will allow a more focused and Packet Pg. 212 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 30 Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete) Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. # Task Completion Date Revised Status proactive approach to the City’s risk management program. 10 Propose and implement payment to a long-term cost item from year-end fund balance at mid-year as based on policy adopted by the City Council in the 2015-17 Financial Plan. 06/16,06/17 2014-15-year end unassigned fund balance was appropriated with the 2016-17 Supplemental Budget. $750,000 was allocated to pay down CalPERS unfunded liability and $250,000 was allocated to pay down OPEB unfunded liability. $1.9 million was allocated toward implementation of an Enterprise Resource Planning system, investing in the information technology infrastructure, efficiency and effectiveness. 11 Review progress regarding liability and/or workers compensation claim reduction 02/17 Ongoing Quarterly liability and worker’s compensation claims reviews with key stakeholders are underway to ensure active case management and to close claims more quickly when appropriate. 12 Continue investment in infrastructure maintenance Ongoing The City adopted a policy as part of the 2015-2017 Financial Plan to prioritize paying unfunded liabilities and deferred maintenance projects with one time revenues. 2016-17 Supplemental Budget allocated $1.625 million toward CIP projects and $2.8 million for Efficiency and Effectiveness Initiative ERP implementation. 13 Continue developing, implementing and reporting on operational efficiencies Ongoing Performance measures for each department are being developed for the 2017-2019 Financial Plan. Operational efficiencies will be evaluated with development of the financial plan. Packet Pg. 213 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 31 Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete) Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. # Task Completion Date Revised Status 14 Complete a comprehensive analysis of City costs and fees every five years 08/15 Spring 2017 As a result of transitions in staff, the Finance Director, and other managers involved in this project the date has been adjusted to Spring 2017. 15 Adjust existing fees per Council policy and in accordance with User Cost Recovery Goals Annually This will occur with the consideration of the Spring 2017 in preparation for the 2017-2019 Financial Plan. 16 Review and adjust enterprise fees and rate structures as required to ensure they remain appropriate and equitable. Ongoing The Utilities Department is conducting a capacity and connection fee study that is expected to replace the current development impact fee. It is also embarking on a review of its recycled water rates to appropriately charge for this water source. Both efforts should be completed for implementation with the 2017-19 Financial Plan. Provided current revenue trends; the drought surcharge is likely to remain in effect for the foreseeable future until a new norm can be determined and rates adjusted appropriately. 17 Monitor receipts of local revenues (such as business licenses, utility user taxes, franchise fees) and initiate effective collection strategies to ensure that revenues and taxes are paid by those who are obligated to pay them. Ongoing Staff has reinstituted reporting TOT on a monthly basis and is following up with any unpaid UUT and business license fees. 18 Implement a business license compliance program using outside consultants to identify unlicensed businesses within the community. 05/16 08/16 Contract has been executed with HdL companies. Implementation is in progress and the program is being developed with the consulting services from HdL. Packet Pg. 214 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 32 Downtown: 2015-17 Action Plan (60% complete) Objective: Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. # Task Completion Date Revised Status 1 Vision and Economic Vitality Develop RFP for Downtown Concept Plan update in coordination with the update of the City’s zoning ordinance. (08/15) Interview and select consultants (09/15) Complete community visioning, interviews, charrette(s), review of Mission Plaza Assessment project (12/15) Present draft concepts and study findings to City committees and commissions for input (09/16) Present draft concepts and study findings to Council review and approval (Revised to 10/16) Present final Concept Plan and final Mission Plaza Study to Council (Revised to 04/17) Coordinate with the Downtown Association to develop a building inventory and occupancy reporting methodology (Ongoing) Collaborate with the Downtown to develop options for downtown residential parking (10/17) Complete Design for Downtown Renewal (Construction proposed for 2017-18) (06/17) Facilitate completion of Chinatown and Garden Street Terraces private developments (Ongoing) 06/17 A Joint City Council/ Planning Commission Study Session was held on October 4, 2016 to present the draft concepts for the Downtown Concept Plan update. Public Workshops, to solicit feedback on the draft concepts for the Downtown Concept Plan update, will be held in November 2016. Draft concepts presented to City Council in October 2016. City Council feedback is currently being developed into preferred alternative concept plan. Monterey Street stores are now open in the Chinatown Project including H&M, Lululemon, and William Sonoma and more forthcoming. The Garden Street Terraces projects is progressing rapidly 2 Safety Provide one police officer for the downtown and additional personnel as available Provide Community Action Team (CAT) to combine enforcement, intervention & education Coordinate with outreach groups for the homeless Completed In May of 2016 Council approved the continuance of the “Make Change Count” meter campaign from a pilot program to a permanent program. Three cameras have been purchased and placed in the Downtown core and are activated for use. Packet Pg. 215 2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO MCG & OIO UPDATE PAGE 33 Downtown: 2015-17 Action Plan (60% complete) Objective: Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. # Task Completion Date Revised Status Coordinate with other law enforcement agencies Expand use of safety cameras (06/16) Staffing has allowed the placement of two bicycle officers Downtown covering dayshift, seven days a week. The CAT team continues to provide outreach, intervention and education involving the homeless population downtown. 3 Infrastructure and Maintenance Complete Sidewalk Repairs & Tree Replacements (06/16) Complete Sidewalk Repairs & Tree Replacements (06/17) Replace Higuera Lighted Crosswalk (06/17) Upgrade Mission Plaza Railing (06/16) Upgrade Mission Plaza Railing (06/17) Start Construction of Marsh Street Bridge (06/16) Complete Design for Mission Plaza Restroom – Construction proposed for 2017-18 (06/17) Implement Parking Program organizational change (01/16) Initiate Environmental Study for the Palm / Nipomo Parking Structure (01/17) Develop and implement annual report outlined in the Public Works Strategic plan, to report annually on Downtown Support (06/16) Continue Downtown Street Sweeping (Ongoing) Continue Downtown Sidewalk & Bubblegum Alley Steam Cleaning (Ongoing) Continue Downtown Trash Pickup & Graffiti Removal (Ongoing) Continue Newsrack Enforcement & Permitting Program (Ongoing) 06/17 Sidewalk repairs are currently on-going. Marsh Bridge design and environmental document is close to completion. Property acquisition, permitting, and the finalization of NEPA documentation will mean the project will begin construction in 2017 at the earliest. The Palm Nipomo Parking Structure Environmental impact report underway. New pedestrian signal heads installed at Broad/Marsh and other pedestrian improvements installed as part of GST project. Ongoing work efforts the Downtown include the following regular activities: Street Sweeping, Sidewalk & Bubblegum Alley Steam Cleaning, Trash Pickup & Graffiti Removal, and implementation of the Newsrack Enforcement & Permitting Program. Packet Pg. 216 STATUS OF CURRENT CIP PROJECTS As of November, 2016 3 Packet Pg. 217 STATUS OF 2015-17 CAPITAL IMPROVEMENT PROJECTS Purpose 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. As discussed in greater detail below, the City is making excellent progress in achieving its current CIP goals. Of the 108 major projects that have been financially active during the 2015- 17 Financial Plan period: 1. 28% (30) are completed. 2. 81% (78) are “in process”. In process includes projects under construction, acquisition, fleet carryover, and on-going projects. 3. Of the 78 projects that are in process, 96% of them are on schedule. Of the four percent that are not on-schedule staff is diligently working to get them back on track. Status of Major City Projects The “Status of Major City Projects” chart below presents Public Works’ progress on 20 major CIP projects as of November 2016. Project completion status is presented as “percent complete” based on the project phase (construction, design, or study). The 20 projects presented all meet at least one of the CIP Review Committee’s “high priority” criteria, with many meeting more than one criteria. The CIP Review Committee uses the following questions to help identify priority CIPs for Council consideration. 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? Packet Pg. 218 Packet Pg. 219 Status of all of the City’s Current CIP Projects This report summarizes the status of all 109 major CIP projects with financial activity during the 2015-17 Financial Plan period organized as follows: Project Status. Projects are first presented under Major City Goal, Other Important Objective and Regular Priority. Primary Function. Within each category, projects are then presented by their primary function: 1. Public Safety 2. Public Utilities 3. Transportation 4. Leisure, Cultural & Social Services 5. Community Development 6. General Government Packet Pg. 220 Packet Pg. 221 N o. Project Function % Com plete Current Status Major City Goals 1 Railroad Trail Maintenance - 2016 Leisure, Cultural & Social Services 70% On Schedule 2 Islay Hill Pathway Maintenance 2017 Leisure, Cultural & Social Services 50% On Schedule 3 Mission Plaza Master Plan 2016 Leisure, Cultural & Social Services 41% On Schedule 4 Mission Plaza Railing Replacement 2015 Leisure, Cultural & Social Services 40% On Schedule 5 Golf Course Pro Shop Assessment 2016 Leisure, Cultural & Social Services 10% On Schedule 6 2016 Fire Station 2 Exterior Driveway Slab Replacement Public Safety 20% On Schedule 7 Chorro Street NTM Transportation 100% Completed 8 Highland/Chorro Bicycle Improvements Transportation 100% Completed 9 LOVR at 101 and SLO Creek Bridge Widening 2016 Transportation 100% On Schedule 10 Railroad Safety Trail Taft to Phillips - 2015 NOT BUILT Transportation 100% Other 11 South at Parker Median 2016 Transportation 100% Completed 12 Downtown Crosswalk Upgrades - Marsh & Higuera 2016 Transportation 50% On Schedule 13 Marsh at Santa Rosa Replacement 2016 Transportation 50% On Schedule 14 RRST Class I Connection Laurel & Orcutt Transportation 50% Behind Schedule 15 Broad Street Bicycle Boulevard Transportation 25% On Schedule 16 LOVR Interchange Landscape and Mitigation Transportation 25% On Schedule 17 Railroad Safety Trail Taft to Pepper - 2017 Transportation 25% On Schedule 18 Bob Jones Trail Octagon Barn Connection Transportation 20% On Schedule 19 2018 Silt Removal Transportation 10% Completed 20 Buchon and Santa Rosa Storm Drainage Improvements Project Transportation 10% On Schedule 21 Madonna and LOVR Rehabilitation Project 2017 Transportation 10% On Schedule 22 CDBG Curb Ramps 2017 Transportation 5% On Schedule 23 Pacheco-Bishop Peak Safe Routes to School Transportation 2% On Schedule 24 California Taft Roundabout Transportation 0% On Schedule Packet Pg. 222 Other Important Objectives 25 Golf Course Restroom Replacement 2016 Leisure, Cultural & Social Services 100% Completed 26 Sinsheimer Playground Renovation 2016 Leisure, Cultural & Social Services 50% On Schedule 27 Laguna Lake Management- Dredge 2017 Leisure, Cultural & Social Services 25% On Schedule 28 Police Facility Site Assessment Public Safety 20% On Schedule 29 Chorro Waterline Replacement Public Utilities 0% On Schedule 30 Albert Drive Stormdrain Replacement 2016 Transportation 100% Completed 31 CMP Repair Bullock Lane 2016 Transportation 50% On Schedule Regular Priority 32 919 Rental Insp Remodel 2015 Community Development 100% Completed 33 ADA Assessment / Transition Plan 2016 Community Development 10% On Schedule 34 City Hall Upstairs Remodel 2015 General Government 100% Completed 35 Fleet Purchase/Replacement 2015-16 General Government 100% On Schedule 36 Project Management Software Replacement 2015 General Government 100% Completed 37 IT Purchase/Replacement 2016- 17 General Government 90% On Schedule 38 City Space Needs Analysis General Government 75% On Schedule 39 Corp Yard 25 Prado Bldgs Painting 2016 General Government 75% On Schedule 40 Corp Yard 25 Prado Bldg B HVAC 2016 General Government 50% On Schedule 41 Fleet Purchase/Replacement 2016-17 General Government 30% On Schedule 42 IT Purchase/Replacement 2015- 16 General Government 10% On Schedule 43 Jack House Elevator Removal 2016 Leisure, Cultural & Social Services 100% Completed 44 Jack House Restroom Rebuild 2015 Leisure, Cultural & Social Services 100% Completed 45 Pool Repair Re-plaster 2015 Leisure, Cultural & Social Services 100% Completed 46 Santa Rosa Ballfield Netting 2015 Leisure, Cultural & Social Services 100% Completed Packet Pg. 223 47 Skate Park 2015 Leisure, Cultural & Social Services 100% Completed 48 Meadow Ped Light Replace 2016 Leisure, Cultural & Social Services 65% On Schedule 49 Islay/French Parks Basketball Surfaces 2016 Leisure, Cultural & Social Services 50% On Schedule 50 Santa Rosa Hockey Court 2016 Leisure, Cultural & Social Services 50% On Schedule 51 Human Resources Remodel 2016 Leisure, Cultural & Social Services 25% On Schedule 52 Meadow Park Pedestrian Bridges Replacement Leisure, Cultural & Social Services 25% On Schedule 53 Islay/French Parks Tennis Court Surfaces 2016 Leisure, Cultural & Social Services 20% On Schedule 54 Urban Forest Maintenance Leisure, Cultural & Social Services 5% On Schedule 55 Laguna Lake ADA Trail 2016 Leisure, Cultural & Social Services 4% On Schedule 56 Laguna Lake Dog Off-Leash Fencing 2016 Leisure, Cultural & Social Services 4% On Schedule 57 Fire Station 2 Dorm-Restroom Remodel 2016 Public Safety 100% Completed 58 Fire Department Electronic Patient Care Reporting (ePCR) Public Safety 95% On Schedule 59 Waterline Abandonment & Connections Various Locations 2016 Public Safety 25% On Hold 60 Fire Station 1/City EOC Rewiring, Carpet and Paint Maintenance Public Safety 15% On Schedule 61 California-Johnson Waterline Replacement 2015 Public Utilities 100% Completed 62 Marsh Higuera California 2016 Public Utilities 100% Completed 63 Calle Joaquin Siphon and Lift Station Replacement Public Utilities 90% On Schedule 64 Margarita Lift Station Replacement 2016 Public Utilities 90% On Hold 65 Stafford, Taft, Kentucky Sewer Line Replacement Public Utilities 90% On Schedule 66 Water Distribution Telemetry System Upgrade Public Utilities 60% On Schedule 67 Sewer Lining Project 2016 Public Utilities 50% On Schedule 68 Waterline Replacement Various Locations 2016 Public Utilities 32% On Schedule Packet Pg. 224 69 Osos/Leff/Santa Barbara - 2017 Public Utilities 25% On Schedule 70 Stenner Canyon Waterline Rehabilitation 2017 Public Utilities 25% On Schedule 71 Reservoir No. 2 Replacement 2017 Public Utilities 15% On Schedule 72 Waterline Replacement Various Locations 2017 Public Utilities 15% On Schedule 73 Water Resource Recovery Facility Upgrade 2017 Public Utilities 15% On Schedule 74 Terrace Hill & Wash Water Recoat and Earthquake Retrofit 2016 Public Utilities 10% On Schedule 75 Foothill-Chorro PRV Replacement 2016 Public Utilities 0% On Schedule 76 Jennifer, Rachel, High 2016 Public Utilities 0% Behind Schedule 77 City Hall Perimeter Drain Replacement 2016 Public Works 50% On Schedule 78 Broad at Murray Bank & Silt 2015 Transportation 100% Completed 79 CDBG Curb Ramps Various Locations 2015 Transportation 100% Completed 80 Directional Signs 2016 Transportation 100% Completed 81 Johnson at Buchon Pump Replacement 2015 Transportation 100% Completed 82 Johnson Ave Micro surfacing 2015 Transportation 100% Completed 83 Sidewalk Cleaning Transportation 100% Completed 84 Sidewalk Garden-Broad 2015 Transportation 100% Completed 85 Toro Bank Stabilization & Silt Removal 2015 Transportation 100% Completed 86 Transportation Monitoring 2016 Transportation 100% Completed 87 Trench Repair and Minor Concrete - JOC 2013 Transportation 100% Completed 88 Zone 8 & 1 Roadway Sealing 2016 Transportation 100% Completed 89 Paving Management Program 2016 Transportation 90% On Schedule 90 CMP Replacements 2015 Transportation 80% On Schedule 91 DT Sidewalks - Trees 2016 Transportation 75% On Schedule Packet Pg. 225 92 Broad & Buchon Curb Ramp Transportation 51% On Schedule 93 Calle Joaquin at LOVR Park- Ride 2016 Transportation 50% On Schedule 94 CDBG Curb Ramps Various Locations 2016 Transportation 50% On Schedule 95 City Gateways 2015 Transportation 50% On Schedule 96 Transit 29 Prado Facility Remodel 2016 Transportation 50% On Schedule 97 Marsh Street Garage Improvements 2016 Transportation 40% Behind Schedule 98 Mid-Higuera Bypass 2017 Transportation 40% On Schedule 99 Higuera at 50 Higuera Widening Transportation 20% On Schedule 100 Monterey & Osos Traffic Signal Transportation 20% On Schedule 101 Railroad Crossing Upgrade - California & Foothill Transportation 20% On Schedule 102 Concrete Streets and Accessibility Improvements Project 2016 Transportation 15% On Schedule 103 Downtown Renewal Basement Repair 858 Higuera Transportation 15% On Schedule 104 Maintenance Work - JOC 2016 Transportation 10% On Schedule 105 Prado at Higuera Replacement 2018 Transportation 5% On Schedule 106 Santa Fe at Tank Farm 2018 Transportation 5% On Schedule 107 LOVR Crack Sealing Project Transportation 0% On Schedule 108 Palm-Nipomo Parking Structure Transportation 0% On Schedule Packet Pg. 226 Status Report on General Plan Implementation Programs November 2016 Packet Pg. 227 Status of General Plan Implementation Programs TABLE OF CONTENTS Introduction Overview 1 Status of General Plan and Area Plan Implementation Programs 1 Report Organization 2 Findings 3 Status of General Plan Implementation Programs by Element Land Use Element 8 Circulation Element 15 Housing Element 21 Noise Element 27 Conservation and Open Space Element 28 Safety Element 31 Parks and Recreation Element 33 Water and Wastewater Element 34 Status of Area Plan Implementation Programs Orcutt Area Specific Plan 37 Mid-Higuera Area 42 Railroad District 44 Airport Area Specific Plan 47 Margarita Area Specific Plan 49 Climate Action Plan 55 Packet Pg. 228 INTRODUCTION - 1 - OVERVIEW The purpose of this report is to provide a concise yet comprehensive summary of the status of all General Plan implementation programs as well as implementation programs for key “area” plans: Downtown, Mid-Higuera Area, and Railroad District Area. This report also covers action items and the status of efforts in the Airport Area, Margarita Area and Orcutt Area Specific Plans. STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS The following schedules provide a concise yet comprehensive summary of the status of all General Plan implementation programs. As discussed in greater detail below, of the 409 individual implementation programs in the General Plan, 89% (365) of them are completed or have been integrated into the City’s ongoing operations. This is a nearly seven percent increase of implemented programs since the last Financial Plan reporting. Given the ambitious nature of our General Plan and its twenty-year time horizon, we believe that this represents significant progress in achieving General Plan goals. The incomplete programs (11% of the total) are classified as follows: 4% (16) as being relatively easy to achieve from a resource perspective. 5% (21) as being of moderate difficulty. 2% (7) as being difficult to achieve. 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. Status of General Plan Implementation Programs Complete or Ongoing 89%High Difficulty 2% Medium Difficulty 5%Low Difficulty 4% Packet Pg. 229 INTRODUCTION - 2 - 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 (C) 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 (FIT) 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: If it’s complete (or will be complete by June 2017) or has been integrated into City operations as an ongoing program, this is noted with a “C” (complete) or an “O” (ongoing) in the first status column of the summary. If it won’t be completed (or become an ongoing program) by June 2017, then we have rated how difficult it will be to complete on an “order of magnitude” (qualitative) basis using the following coding: Low (L): Minimal staff effort and no consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. While this is a qualitative assessment by the lead department, this generally means that less than 80 hours of staff work and no additional budget resources will be needed to implement the program. Medium (M): Significant staff effort, some consultant assistance or supplemental funding for operations or capital projects will be needed to complete the analytical work and coordinate stakeholder-public outreach or implement the program. Again, while this is a qualitative assessment by the lead department, this generally means between 80 to 500 hours 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 Packet Pg. 230 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 3 - 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. Area Plans. “Area plans” like the Railroad District Plan are not General Plan Elements. However, each of the area plans adopted by the Council that have “implementation programs” – Mid-Higuera Street Enhancement Plan, Railroad District Plan, 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. The Downtown Concept Plan is a graphical document with supporting guidance, and it is currently undergoing an update, that has an anticipated completion date of June 2017. The current plan is summarized in narrative format on page 5. Findings General Plan Programs Status Summary. As noted above, 89% of the City’s General Plan implementation programs have been completed or integrated into the City’s day-to-day operations. The Council recently adopted updates to the Land Use, Circulation, Housing, Water and Wastewater Elements, the tables and information in this report capture the modified and added programs for those elements. The Climate Action Plan contains another set of programs or strategies that require implementation. This strategy document overlaps programs in almost every other element of the General Plan, and therefore may represent some duplication in implementation, however it is included as a summary of strategies for which implementation is vitally important in order to meet Greenhouse Gas (GHG) emissions reductions goals. The following is a more detailed summary of the status of existing General Plan implementation programs by element: Summary: Status of General Plan Implementation Programs General Plan Element Complete or Ongoing Difficulty to Complete Total Low Medium High No. Pct. No . Pct. No. Pct. No. Pct. Land Use 55 75% 3 4% 11 15% 4 6% 73 Housing 74 95% 4 5% 0 0% 0 0% 78 Circulation 67 97% 1 1.5% 1 1.5% 0 0% 69 Conservation & Open Space 61 90% 0 0% 6 9% 1 1% 68 Noise 5 64% 1 12% 1 12% 1 12% 8 Safety 34 97% 1 3% 0 0% 0 0% 35 Parks and Recreation 37 92.5% 2 5% 0 0% 1 2.5% 40 Water and Wastewater 32 84% 4 11% 2 5% 0 0% 38 TOTAL 365 89% 16 4% 21 5% 7 2% 409 Packet Pg. 231 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 4 - 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: AGENDAS 1. Workshop Agendas January 10: Community Forum January 28: Council Goal-Setting Workshop *Annual Full-time Equivalent (FTE) Value of Remaining Action Items. 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. The following is a paradigm or model 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: Packet Pg. 232 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 5 - In this model, the first priorities should be selected from 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 minimize efforts towards programs that might fall into Quadrant D, unless the community or decision makers think that there is greater value than the weight assigned by City staff. 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, 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 Four of the forty-one Railroad District Plan implementation programs have been completed or integrated into ongoing programs. Of the remaining thirty-seven programs that are not yet complete, we have classified two of them as “medium” difficulty and thirty as “high.” Several of the programs that call for bike paths along the railroad right-of-way may need to be adjusted to reflect the inability to achieve easements from the Union Pacific Railroad. Mid-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.” The LUCE calls for update of this plan. 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 LowEFFORTLowHigh VALUE Packet Pg. 233 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 6 - Downtown Concept Plan The General Plan provides policies and programs for all areas of the City including a specific section in the Land Use Element regarding the Downtown. The Downtown Concept Plan is a graphical map with principles that has long been used to guide decisions regarding development in the Downtown. This document is referenced in the Land Use Element (4.0) as an illustration of how Downtown development may occur but was never envisioned as a static document, rather more of a vision concept. Some of the concepts are being pursued with review and approval of private development. Others require City resources and action, and some concepts may change. - The Downtown Concept Plan is in the process of being updated as called for in the Land Use and Circulation Elements update. Airport Area Specific Plan Programs Of the twenty-nine programs set forth in this plan, one has been completed and nineteen have been integrated into ongoing programs. We have classified two of the remaining nine programs that are not yet complete as “medium” and six as “high.” This Specific Plan was amended in September 2014 after many years of agency collaboration to address the Chevron Remediation and Redevelopment proposal and some of these programs have been updated as part of the process. The preparation work needed to begin remediation activities is currently underway on the south side of the property. There is renewed interest to annex unincorporated properties in the City now that the recovery of the economy is fully underway and some water and wastewater challenges are on the horizon. Margarita Area Specific Plan The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling units and about 900,000 square feet of business park development. Three subdivisions have been approved for a total of approximately 300 residential lots, and several commercial developments have been approved. Within the approved subdivisions, 166 dwelling units have been completed in the Serra Meadows subdivision, building permits have been issued and the first phase of the Toscano subdivision single family dwelling units are under construction. 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 87 programs have been completed: the dedication of the South Street Hills and the construction of the Damon-Garcia Sports Field complex. Changes to the fee program were undertaken to clarify parkland fee structure and to re- assign a portion of parkland payment responsibility to the community at large to reflect the community-wide benefit of the Damon-Garcia Sports fields. Orcutt Area Specific Plan The Orcutt Area Specific Plan was approved in 2010 and accommodates nearly 1,000 new residential units and some 15,000 square feet of commercial retail space. The area was annexed to the City in November 2011. 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 and be implemented by development in the area. Currently, subdivision and development proposals have been submitted and are in process as follows: Packet Pg. 234 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 7 - Wingate (Taylor) – 142 total units (45 SFR), 33 row houses, 52 senior apartments (+12 lofts) and a one-acre park: Tentative Tract Map approved Jones – 65 total units (9 SFR, 9 MU, 43 condominium units, open space along creeks): In process Righetti Ranch – 304 total units (272 SFR, 32 townhomes, 14 + acre neighborhood park, and 52 + acres of open space on Righetti Hill): Specific Plan update required. In process, public improvement plans have been submitted West Creek - 179 total units (74 SFR, 105 apartments): In process OASP programs will be implemented as part of these and future developments in the area. Avila Ranch Specific Plan The planning application for the Avila Ranch Specific Plan is currently under review and a Draft Environmental Impact Report is anticipated to be released for public review prior to the end of calendar year 2016. The proposed project would accommodate 720 new residential units, 15,000 square feet of commercial uses, and approximately 52 acres of open space. San Luis Ranch Specific Plan The planning application for the San Luis Ranch Specific Plan is currently under review and a Draft Environmental Impact Report is anticipated to be released for public review in early 2017. The proposed project would accommodate 500 new residential units, a minimum of 50,000 square feet each of commercial, office and hotel/visitor servicing uses, a minimum of 5.8 acres of parks, and approximately 40 acres of open space/agriculture. T:\Budget Folders\2017-19 Financial Plan\November 15th Setting the Table\Status of General Plan Implementation Programs_2015-17 update.docx Packet Pg. 235 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 8 - Status of General Plan Implementation Programs STATUS AS OF October 2016 Complete Difficulty to Complete Lead Prog # Program Summary Or Ongoing Low Med High Dept . LAND USE ELEMENT 1 Growth Management 1.14. 1 The City will monitor reports from the County “resource management system” and advocate for adherence to that system. O L CD/ UT 1.14. 2 The City shall advocate and help arrange quarterly coordination meetings among planning directors of local jurisdictions to discuss regional issues. O L CD/ ADM 1.14. 3. The City will participate with the County in reviewing and providing input on County projects and general plan amendments that have potential to impact the City or be inconsistent with City policies. O L CD 1.14. 4 The City shall seek County Board of Supervisors approval amending the County Land Use Element to make it consistent with this element. The City will work with the County during updates of the County's plan for the San Luis Obispo planning area. L CD/ ADM 1.14. 5 The City shall maintain a memorandum with the County, pledging that neither agency approve a substantial amendment to its plan for San Luis Obispo's planning area without considering the recommendation of the other agency C CD 1.14. 6 The City shall prepare and maintain a Planning Area Map in the General Plan. The City will establish and maintain County concurrence for the map, which applies to the City’s Planning Area outside the urban reserve. O L CD 1.14. 7 The City shall maintain a development fee program that covers costs associated with City services and facilities. Periodic review of the fees collected will ensure they are adequate to cover City costs. O H CD 2.1 Conservation and Development of Residential Neighborhoods 2.10. 1. The City shall review, revise if deemed necessary, and actively enforce noise, parking, and property- development and property-maintenance standards. O L CD 2.10. 2. The City shall implement, and regularly review and update property-maintenance regulations focused on proper enclosure of trash, appearance of yards O L CD Packet Pg. 236 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 9 - and buildings from the street, and storage of vehicles. 2.11. 1 The City shall evaluate student housing preferences and consider revising development standards to better meet them in multifamily housing near campus. M CD 2.11. 2. The City shall review, and revise, if deemed desirable, its standards for multifamily housing so that apartments will provide usable open space and storage similar to the requirements for condominiums. M CD 2.12. The City shall adopt special development standards to guide addition of dwellings within Downtown residential areas to implement Policy 2.8. O H CD 2.13. The City will consider new regulations, for Low- Density and Medium-Density Residential areas, to require special review for (1) incompatibly large houses, (2) replacement or infill homes in existing neighborhoods, and (3) accessory buildings with plumbing facilities allowing easy conversion to illegal second dwellings. O M CD 2.14. The City shall implement Neighborhood Wellness Action Plans to help residents preserve and enhance their neighborhoods. O M CD 2.15. The City will evaluate alternatives to the current maximum number of dwelling units per acre (based on bedroom count) and height, parking, and setback standards, to regulate residential building intensity, and bulk and mass. Floor area limits will be considered. M CD 2.16. The City shall evaluate the potential to use portions of City-owned parking lots and structures for residents’ parking. O H CD/ PW 2.17. The City shall require new housing projects in the Downtown area to provide residents with information and services to off-set vehicle needs, such as providing transit passes, providing space for hourly car rental services, and providing on-site bicycle storage facilities. L CD/ PW 2.18. The City shall evaluate the potential for development fees to fund new parking spaces in an additional parking structure for residents of new housing projects in the Downtown core. O H CD/ PW 3 Commercial & Industrial Development 3.9. The City shall amend its Zoning Regulations to implement the changes included in the 2014 General Plan update program. O H CD 3.10. Zoning Regulations and Community Design Guidelines will include measures such as location and shielding of mechanical equipment; location of truck loading, trash collection areas, and loudspeakers; noise attenuation measures along property lines to prevent unacceptable noise O M CD Packet Pg. 237 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 10 - exposure for residential areas or other noise- sensitive uses. 3.11. The City shall investigate ways to encourage more cohesion between the existing shopping centers on Madonna Road. M CD/ ADM 3.12. The City shall amend the Community Design Guidelines to address transitions between neighborhood commercial development and adjacent residential neighborhoods. O M CD 3.13. The City shall review zoning regulations to consider allowing visitor-service uses in office zones adjacent to community commercial zones in the Downtown and adjacent to Monterey Street between Johnson and Santa Rosa. O H CD/ ADM 3.14. The City will investigate emerging technologies and trends to evaluate whether updates to zoning regulations are needed. O M CD/ ADM 3.15. The City shall implement appropriate strategies for business retention and expansion with a focus on those providing head-of-household jobs. O ADM 3.16. The City shall provide zoning incentives and investigate a program coordinating commercial and industrial development for the provision of child care and elder care for workers. M CD/ ADM 4 Downtown 4.24. The City shall update the Downtown Concept Plan by 2016 and shall regularly update the plan as required to address significant changes in or affecting the Downtown area including the opportunity for meaningful public input. O H CD 4.25. The City shall consider features of "A Conceptual Physical Plan for the City’s Center" (Downtown Concept Plan) in the approval of projects in the Downtown, recognizing that the plan is a concept and is intended to be flexible. O H CD 4.26. The City shall undertake a study of visual resources within the Downtown core area to identify potential locations for new public-owned open places with access to views of important scenic resources. The City will consider acquisition of one or more of these open places as resources permit. O H CD 4.27. The City shall explore the full or partial closure and re-design of Broad Street between Palm and Monterey Streets, and Monterey Street between the two connections with Broad Street to effectively extend, either permanently or for special events. O H CD/ PW 4.28. The City shall modify zoning regulations to allow efficiency units and variable density in the Downtown Core. O H CD 4.29. The City shall work with the Downtown businesses and residents, the BID, and Chamber of Commerce to manage impacts from downtown drinking establishments, and if necessary, enact O L CD/ ADM Packet Pg. 238 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 11 - additional regulations to ensure that the late night environment in and near Downtown is safe and pleasant. 4.30. The City shall develop a master plan for San Luis Obispo Creek in the Downtown area. M CD/ ADM 4.31. The City shall prepare an inventory of uses in the Downtown Core. Particular attention shall be given to identifying uses at the street level as these uses directly impact the pedestrian experience and vibrancy of the Downtown. This information shall be used to target business support and attraction. O L CD 4.32. The City shall incorporate into its zoning regulations specific criteria for evaluating use permits for bars/taverns, night clubs and late night drinking establishments. O M CD 4.33. The City will modify its Community Design Guidelines to enhance Safety and Crime Prevention through Environmental Design. O M CD/ PD 4.34. The City, working with the Downtown Association, businesses, landlords, and residents will consider emergency callboxes at strategic locations in the Downtown. M PD/ ADM 4.35. The City working with the Downtown Association, Downtown businesses and residents shall develop a program to encourage lighted storefronts and street frontages throughout the night. L PD/ ADM 4.36. All specific plans shall identify design features utilized to enhance public safety. O L CD 4.37. The City shall conduct a nighttime safety audit of key areas of the City to see where deficiencies in environmental design may exist and should be improved. Key Areas should be defined as areas experiencing higher crime than City average by SLOPD. M PD 5 Public & Cultural Facilities 5.3. The City shall continue to work to develop a plan for meeting additional space needs in the Downtown. The City shall work with the County to coordinate site selection, building design, circulation and utility services, parking, trip reduction, and funding. O H CD/ PW/ ADM 5.4. The City, Cal Poly, and the Foundation for the Performing Arts will jointly manage the performing arts center on the Cal Poly campus. O M ADM 5.5. The City shall undertake a study of its surplus facilities for possible reuse by cultural and non- profit groups. M ADM 5.6. The City shall consider incentives to support establishment of social service facilities in the city. M ADM 6 Resource Protection 6.2.1. The City shall prepare and maintain geographic information systems-based maps of the city, the O L CD/I T Packet Pg. 239 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 12 - urban reserve, and the planning area to guide in land use designations and decision-making. 6.2.2 The City shall seek to protect resource areas deemed worthy of permanent protection by fee acquisition, easement, or other means. O M CD/ ADM 6.5.1. Subdivision approval in hillside planning areas shall include designation of "sensitive sites," which shall be subject to architectural review. O L CD 6.5.2. The City shall create and maintain a GIS layer to accurately document development limit lines as they are applied in the General Plan. O L CD/I T 6.5.3. Consistent with the Community Design guidelines, all hillside areas are considered sensitive sites, and architectural review is required for new development. The Community Development Director will screen all proposals to identify any which do not need architectural review. O M CD 6.7.1. The City shall ensure new development complies with the City’s flood plain ordinance, setbacks, specific plans, and design standards to minimize flood damage and flood plain encroachment. O L CD/ PW 6.7.2 The City shall administer the National Flood Insurance Program standards. O L CD/ PW 6.7.3 The City shall notify owners of creeks and adjacent properties in advance of work, and use care in any needed removal of vegetation. O CD/ PW 6.7.4 The City shall evaluate the feasibility of establishing a financing district or districts to address flood concerns in affected areas. H ADM /PW 7 Airport Area 7.13. The City shall continue to work with the County and regional airlines to assure that regional airline services are continued and expanded to adequately serve the needs of the population in the service area of the airport. O L CD 7.14. The City will annex the Airport area denoted in the Airport Area Specific Plan and accommodate incremental development consistent with the growth management policies, including those concerning adequacy of resources and services and development paying its own way. O L CD/ ADM 7.15. In approving development proposals, the City will assure that Airport Area properties noted in the Airport Area Specific Plan secure protection for any on-site resources identified in the Conservation and Open Space Element. To help maintain the greenbelt, properties shall also secure open space protection for any contiguous, commonly owned land outside the urban reserve. If it is not feasible to obtain protection for such land, fees in lieu of dedication shall be paid when the property is developed. O L CD/ ADM 7.16. The City shall create an Airport Overlay Zone to reflect the boundaries of the San Luis Obispo O M CD Packet Pg. 240 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 13 - County Regional Airport Land Use Plan within the City limits. The purpose of the Airport Overlay Zone is to codify airport compatibility criteria in areas for which the City may override the Airport Land Use Commission determination to ensure compliance with the requirements of the California State Aeronautics Act (Cal. Pub. Utilities Code, Section 21670, et. seq.) 7.17. The City shall update its Zoning Regulations to address allowable uses and development standards for areas the City may override a determination of inconsistency. Zoning regulations shall be consistent with the requirements of the State Aeronautics Act, use guidance from the Caltrans Airport Land Use Planning Handbook and comply with related state and federal requirements relating to airport land use compatibility. O H CD 7.18. The City shall review of General and Specific Plans and Amendments, Zoning ordinance or amendments, or Building code changes within the San Luis Obispo County Regional Airport Land Use Plan boundary. As well as including referral to the Airport Land Use Commission as specified in Section 21676(b) of the Public Utilities Code for a determination of consistency with the San Luis Obispo County Airport Land Use Plan. O M CD 8 Special Focus Areas 8.3. The City will review and update Ordinance 1130 and involve residents to ensure that neighborhood concerns are addressed. O L CD 8.4. The City will update the Mid-Higuera Area Plan for this multi-block commercial area to reflect current needs and changes that have occurred since the 2001 plan was adopted. L CD 8.5. The Caltrans site is planned for redevelopment from a Caltrans office and yard complex to a mixed use development. Commercial uses will be described under the Tourist Commercial designation, and redevelopment plans shall consider the suitability of realignment of the Madonna/South Higuera intersection. The site should be developed to serve as a gateway into the community, with consideration of additional open space uses, retention and rehabilitation of the Master List historic structure, and retention of Heritage Trees on the site. The site shall also include a park site north of Madonna Road. M CD/ ADM 8.6. Lands behind the General Hospital building that are inside the City’s Urban Reserve line will be designated as Public (for existing public facility) and a range of residential uses (Low Density and Medium Density Residential) and will include the ability to support residential care, transitional care use, and other residential uses consistent with the adjacent areas. The remaining site outside the M CD/ ADM Packet Pg. 241 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 14 - City’s Urban Reserve line will remain as Open Space. The City shall seek to secure permanent protection of the open space outside of the urban reserve line as part of any development proposal. 8.7. The City shall implement the South Broad Street Area Plan to create a safe, attractive and economically vital neighborhood with a mix of complementary land uses. O L CD 8.8. The Madonna Inn Area includes land west of Highway 101 on the lower slopes of San Luis Mountain and the northeast slopes of the foothill bordering Laguna Lake Park. This area may be developed further only if surrounding hillsides including area outside the Urban Reserve Line are permanently protected as open space. M CD/ ADM 8.9. The 38-acre area of the Sunset Drive-in Theater / Prado Road Area should be further developed only if flooding can be mitigated without significant harm to San Luis Obispo Creek. Once flooding, access, and agricultural preservation issues are resolved, the area would be suitable for development as a mixed use development with a mix of Commercial uses. Permanent open space shall be required. A full assessment of the Drive- in Theater site’s potential as a historic resource will need to be evaluated and addressed. Bicycle connectivity for this area is an important component for future development. H CD/ PW/ ADM 8.10. The Pacific Beach area is planned for redevelopment from current use as a continuation school, school office and park uses to commercial retail uses along Los Osos Valley Road and Froom Ranch Road and the remaining site maintained under a Park designation. M 8.11. Development of Calle Joaquin Auto Sales Area is suitable for commercial mixed use and other uses in the Tourist Commercial designation. Development of the area must address preservation of and transition to the agricultural parcels/uses to the northwest; connectivity to the Dalidio Ranch area; view shed preservation; and treatment as a gateway to the City visible from Highway 101. O L CD 8.12. Flooding and access issues must be resolved for the LOVR Creekside Area prior to developing Medium High Density Residential. Agricultural Designations must be maintained along the west side of site. Compatibility with adjacent residential areas to the east will be required. Permanent protection of the adjacent San Luis Obispo Creek will need to be addressed. The south side of the site will need to accommodate relocation of LOVR right-of-way and changes related to the planned Highway 101 interchange. H CD/ PW 8.13. The Broad Street at Tank Farm Road Site will be used as a mixed use site and provide a strong Packet Pg. 242 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 15 - commercial presence at the intersection. Areas along the creek on the western edge of the site will be appropriately buffered to provide creek protections. Attention to connectivity, safety and comfort of bicycle and pedestrian circulation will be especially important in the development of this corner. 8.14. In regards to the Cal Fire / Cal Poly-owned property on Highway 1, the City shall collaborate with Cal Poly in updating the Master Plan for development of campus property. The master Plan shall address sensitive visual and habitat resources, circulation issues, impacts to City services, transition and potential impacts to surrounding neighborhoods. O L CD 8.15. Future development of the North Side of Foothill (Bishop Knoll) shall address open space requirements under Policy 1.13.8 and open space buffers in accordance with Conservation and Open Space Element Policy 8.3.2. The steep hillside should be dedicated as Open Space and residential lots grouped at the bottom of the hill closer to Foothill. Development shall provide a parking lot and trail access to Bishops Peak. Circulation connectivity shall be provided to Los Cerros Drive as feasible. Density shall be limited to 7 units / acre. L CD/ PW/ ADM 8.16. Future development of the Alrita Properties shall address hillside planning requirements under Policy 6.4.7C. Additional analysis will need to occur in the LUCE EIR to evaluate potential water service issues, and additional analysis is needed to determine if the City’s water distribution system can adequately serve development in this area. Density shall be limited to 7 units/acre as modified for slope under the Zoning Ordinance. O M CD/ UT CIRCULATION ELEMENT 2 Traffic Reduction 2.2.1. In coordination with county agencies, the City shall support efforts in establishing county-wide trip reduction programs. O L PW 2.2.2. The City shall maintain and where cost effective to improve a trip reduction plan for City employees. O L PW/ HR 2.2.3. The City shall work with employers to establish a voluntary commuter benefit options program that provides commute options for employees. O L PW 2.2.4. The City shall continue to work with Cal Poly, Cuesta College, and other educational institutions to provide incentives to all students, faculty and staff to use alternative forms of transportation. O L PW 3 Transit Service Packet Pg. 243 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 16 - 3.2.1. The City shall continue to implement the Short Range Transit Plan (5-year time frame) and coordinate with SLOCOG on implementing the Long Range Transit Plan (20-year time frame). O H PW 3.2.2. The City shall make available bulk rate transit passes to all groups. C PW 3.2.3. The City shall work with the San Luis Obispo Regional Transit Authority (RTA) to maintain and expand commuter bus service to and from the City of San Luis Obispo during peak demand periods. O M PW 3.2.4. The City shall coordinate with the San Luis Obispo Regional Transit Authority (RTA) to evaluate the benefits and drawbacks of consolidated service. O M PW 3.2.5. The City shall develop and maintain a comprehensive marketing and promotion program to reach individual target audiences. O M PW 3.2.6. The City shall update its Short Range Transit Plan to evaluate adding mass transit stops at the high school and the middle school. C M PW 3.2.7. When evaluating transportation impacts, the City shall use a Multimodal Level of Service analysis. O L PW 3.2.8. The City shall work with other agencies to develop a regional transit center downtown. O L PW 4 Bicycle Transportation 4.2.1. The City shall evaluate a bike share program in coordination with Cal Poly and other educational institutions. O L PW 4.2.2. The City shall maintain and regularly update its Bicycle Transportation Plan as needed to reflect changes in state law and/or future conditions consistent with the objectives, policies and standards of this Circulation Element. Future revisions to the Bicycle Transportation Plan shall consider Safe Routes to School O M PW 4.2.3. The City shall work with Cal Poly and Cuesta College to de-emphasize the use of automobiles and promote the use of alternative forms of transportation in their master plans. O L PW 4.2.4. The City shall revise its zoning regulations to establish and maintain standards for secured bicycle parking and ancillary facilities. O H CD/ PW 4.2.5. The City should obtain railroad right-of-way and easements to establish a separated bike path and pedestrian trail through San Luis Obispo. O M PW 4.2.6. The City shall maintain its GOLD level award designation as a Bicycle Friendly Community and pursue a gold level designation. O M PW 4.2.7. The City shall collaborate with SLO County to coordinate planning and development of county bikeways to support a regional bicycle network. O L PW 4.2.8. The City should consider expanding and maintaining its bicycle licensing program to address bicycle loss, theft, and safety problems. O M PW Packet Pg. 244 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 17 - 5 Walking 5.2.1. The City shall adopt and regularly update a Downtown Pedestrian Plan to encourage walking and to expand facilities that provide pedestrian linkages throughout the Downtown. The plan shall include pedestrian safety assessments in accordance with State and Federal guidelines. O H PW 5.2.2. Areas outside of the Downtown, the City shall implement its program for installation of a continuous and connected pedestrian network giving areas with the heaviest existing or potential pedestrian traffic priority in funding. O H PW 5.2.3. The City shall continue to implement its annual program of enhancing existing curbs with ADA compliant ramps. O L PW 5.2.4. The City shall continue to coordinate with SLOCOG and local schools to pursue Safe Routes to School programs and grant opportunities. O L PW 5.2.5. The City shall consider the benefits and costs of consolidating the Bicycle Transportation Plan with a citywide Pedestrian Plan. O L PW 6 Multi-Modal Circulation 6.2.1. As funding permits the City shall biennially complete a traffic count program for pedestrians, bikes, vehicles and transit to maintain and update its database of transportation conditions and to evaluate the state of the transportation system. O M PW 7 Traffic Management 7.2.1. Those traffic programs identified in the Circulation Element that have the greatest potential to reduce traffic increases shall have priority for implementation. O L PW 7.2.3. On a bi-annual basis, as funding permits the City shall implement an ongoing and comprehensive transportation monitoring program. O H PW 7.2.4. The City shall regularly, as funding permits, conduct a travel behavior survey of residents to estimate their use of different types of transportation. O M PW 7.2.5. The City shall work with the County to jointly develop and adopt design and construction standards for streets within the City's Urban Reserve. O M PW 7.2.6. The City shall revise its Subdivision Regulations to include right-of-way and design standards. O H CD/ PW 7.2.7. The City shall adopt an access management policy to control location, spacing, design and operation of driveways, median openings, crosswalks, interchanges and street connections to a particular roadway including navigation routes to direct traffic to preserve the safety and efficiency of the transportation system. O L PW Packet Pg. 245 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 18 - 7.2.8. The City shall cooperate with State and regional agencies in evaluating the effectiveness of high occupancy vehicle (HOV) lanes on State highways. O L PW 7.2.9. The City shall develop and adopt guidelines that implement Policy 7.1.4 concurrent with the 2015- 17 Financial Plan. C PW 9 Street Network Changes 9.2.1. The City will establish building setback lines for routes listed on Table 5. O L PW 9.2.2. The City shall ensure that changes to Prado Road (Projects 1, 2, and 19 on Table 5) are implemented in a sequence that satisfies circulation demands caused by area development. Sponsors of development projects that contribute to the need for the Prado Road interchange or overpass will be required to prepare or fund the preparation of a Project Study Report. O L PW 9.2.3. The City shall adopt and regularly update a plan and standards for the installation and maintenance of landscaped medians, parkways, signs, utilities, street furniture, sidewalks and bicycle lanes. Within the Downtown, street amenities shall be consistent with the Downtown Pedestrian Plan design guidelines. O H PW 9.2.4. The City will evaluate complete street designs to maximize the shared right of way for all users as a method of achieving an overall objective for the Conceptual Physical Plan of the City's Center to improve the pedestrian environment in the downtown. O M CD/ PW 9.2.5. As part of any proposal to further develop the Dalidio-Madonna Area, the alignment and design of extensions of Froom Ranch Way connecting with Prado Road (west of Route 101) shall be evaluated and established if consistent with the Agricultural Master Plan for Calle Joaquin Reserve. O H PW 9.2.6. The City shall promote the creation of “streetscapes” and linear scenic parkways or corridors that promote the city’s visual quality and character, enhance adjacent uses, and integrate roadways with surrounding districts. O L PW 10 Truck Transportation 10.2. 1. Trucks should turn off motors when parked. The City shall work with the Air Pollution Control District (APCD) for guidance in establishing standards that address air and noise pollution from idling trucks. O L PW 10.2. 2. The City's Home Occupation Permit Regulations should be amended to ensure that commercial trucks are not used to make regular deliveries to home occupations in residential areas. O L CD/ PW Packet Pg. 246 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 19 - 10.2. 3. The City shall continue to provide reserved commercial truck loading zones in appropriate downtown areas. O L PW 10.2. 4. The City shall adopt an ordinance regulating the movement of heavy vehicles. L PW 11 Air Transportation 11.2. 1. The City shall work with the County Airport to encourage the use of quieter and more environmentally sensitive aircraft. O L ADM 11.2. 2. The City shall work with the County Airport to support the further development of airport facilities and attract additional passenger airline services. O ADM 11.2. 3. The City shall work with the County Airport to pursue funding opportunities, such as Airport Improvement Program grants. O PW/ ADM 11.2. 4. The City shall work with the County Airport Land Use Commission to complete updates of the Airport Land Use Plan for the San Luis Obispo County Airport in regard to significant changes in noise, adjacent land impacts, and safety zones. O M CD 12 Rail Transportation 12.2. 1. The City supports maintaining and increasing daily train service connecting San Luis Obispo with points north and south, with departures and arrivals in the morning, mid-afternoon and evening. O L PW/ ADM 12.2. 2. The City shall support San Luis Obispo Council of Governments in evaluating the feasibility of passenger rail service to connect points within the county. O L PW 12.2. 3. The City shall coordinate railroad facility infrastructure maintenance with the Union Pacific Railroad and the Public Utilities Commission. In addition, the City shall work with the Air Pollution Control District and others to discourage idling train engines in San Luis Obispo. O L CD 12.2. 4. The City shall monitor and respond to changes, or proposed changes in passenger and freight rail traffic that may impact the safety and well-being of residents of the community including the transport of combustible materials. O L PW 12.2. 5. The City shall discourage the transportation of oil and other combustible hydrocarbons through the City. O L ADM 13 Parking Management 13.2. 1. The City shall maintain and regularly update its Access and Parking Management Plan (every 5 years) including parking demand reduction strategies and consider emerging best practices. O L PW 13.2. 2. The City shall regularly monitor the use of public parking in the downtown. O L PW Packet Pg. 247 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 20 - 13.2. 3. The City shall coordinate with SLOCOG during periodic updates to SLOCOG’s Park and Ride Lot Development report to evaluate the need for and location of park-and-ride lots to serve commuters. O L PW 13.2. 4. The City shall only approve construction of additional public parking structures after considering the findings and results of a parking supply and demand study. O H PW 13.2. 5. The City shall continue to work with the Downtown Association to evaluate the use of curb space in the downtown and identify opportunities for creating additional parking spaces. O L PW 13.2. 6. The City shall continue to operate the downtown trolley as a parking management tool to reduce congestion. O H PW 14 Neighborhood Parking Management 14.2. 1 Upon request from residents or other agencies, the City will evaluate the need for neighborhood parking permit programs or other parking management strategies in particular residential areas. O L PW 14.2. 2. The City will investigate the feasibility and desirability of establishing parking financing districts. O H PW 15 Scenic Roadways 15.2. 1. The City will participate with Caltrans, the County and other cities to establish a program for enhancing the visual character of the Highway 101 corridor consistent with the US 101 Aesthetic Study for San Luis Obispo County. O L PW 15.2. 2. The City shall revise its Community Design Guidelines to incorporate concern for the protection of views and vistas from scenic roadways. M CD 15.2. 3. The City shall adopt a street corridor landscaping plan for scenic roadways. Indigenous species will be used unless shown to be inappropriate. O M PW 15.2. 4. Both the City and the County should enforce an amortization program for the removal of billboards along scenic roadways. O L CD 16 Circulation Element Implementation, Program Funding and Management 16.2. 1 Transportation Work Program shall be regularly updated as part of the City Financial Plan, and must be consistent with the Circulation Element. Will cover a five-year period, shall be updated to include modified projects and costs if warranted. O L PW 16.2. 2 The City shall update its multimodal transportation impact fee ordinance in accordance with State Law (AB1600). O H PW 16.2. 3 Prior to implementation of a project identified in this element, the City shall reevaluate its need and include an analysis of alternatives that can achieve O L PW Packet Pg. 248 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 21 - the desired results at lower costs and with less environmental impacts. 16.2. 4. Major development proposals to the City will include displays of the proposal's interfaces with nearby neighborhoods, and indicate expected significant qualitative transportation effects on the entire community. O L PW HOUSING ELEMENT 1 Safety 1.4. Provide financial assistance for rehabilitation of affordable rental and ownership units using Federal, state and local housing funds O L CD 1.5. Continue Code enforcement to expedite removal of illegal/unsafe dwellings. O H CD 1.6. Enact a rental inspection program to improve condition of housing stock. O H CD 1.7. Continue to support local & regional solutions to homelessness by funding programs such as Maxine Lewis and Prado Center. O L CD 1.8. Create educational campaign to encourage owners of older residences to conduct seismic upgrades L CD 2 Affordability 2.5. Continue to manage the Affordable Housing Fund to serve as a sustainable resource for supporting affordable housing development and as a source of both grant funding and below-market financing for affordable housing projects. O L CD 2.6. Continually review existing and proposed building, planning, engineering and fire policies and standards as housing developments are reviewed, which determine whether changes are possible that could assist the production of affordable housing. O L CD 2.7. Continue to implement existing procedures that speed up the processing of applications, construction permits, and water and sewer service priorities for affordable housing projects O L CD 2.8. Continue to pursue outside funding sources for City impact fees so that new dwellings that meet the City’s affordable housing standards can mitigate their facility and service impacts. O L CD 2.9. Maintain exemptions for extremely-low, very-low and low-income households. O L CD 2.11. Continue to assist with issuance of bonds, tax credit financing, loan underwriting or other financial tools to help develop or preserve affordable units through various programs. O L CD 2.12. Consider incorporating HOA fees and a standard allowance for utilities in the calculation for affordable rents and home sales prices. CD Packet Pg. 249 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 22 - 2.13. In conjunction with the Housing Authority and local housing agencies, continue to preserve at-risk units by providing technical assistance and education to tenants, property owners and the community. O M CD 2.14. In conjunction with local housing providers and the local residential design community, continue to provide technical assistance as requested by the public, builders, design professionals and developers regarding design strategies to achieve affordable housing. O L CD 2.15. Evaluate the Inclusionary Housing Ordinance requirements and the effect of Table 2A on the City’s ability to provide affordable housing in the proportions shown in the Regional Housing Needs Allocation, per Policy 2.4. L CD 2.16. The City will evaluate and consider including a workforce level of affordability in its Affordable Housing Standards to increase housing options in the City for those making between 121 percent and 160 percent of the San Luis Obispo County median income. O L CD 2.17. Continue to consider increasing residential densities above state density bonus allowances for low, very low and extremely low income households. O L CD 3 Housing Conservation 3.8. Adopt an ordinance that implements policy 3.2 to discourage removal or replacement of affordable housing. L CD 3.9. Through collaboration of agencies offering rehabilitation programs, the city will use State, Federal, or housing funds to correct unsafe and unsanitary housing conditions, improve accessibility and energy efficiency. O L CD 3.10. Continue to encourage the creation of dwellings in the Downtown Core (C-D Zone) and the Downtown Planning Area by continuing the "no net housing loss" program. O L CD 3.11. Continue to identify residential properties and districts eligible for local, State or Federal historic listing in accordance with guidelines and standards to help property owners repair, rehabilitate and improve properties. O L CD 3.12. Annually monitor and track affordable housing units at-risk of being converted to market rate housing, to provide resources to support the Housing Authority, and local housing agencies. O M CD 3.13. Work with non-profit organizations, faith-based organizations, or the Housing Authority of the City of San Luis Obispo, to encourage rehabilitation of residential, commercial or industrial buildings. O L CD 4 Mixed-Income Housing Packet Pg. 250 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 23 - 4.5. Review new development proposals for compliance with City regulations and revise projects or establish conditions of approval to implement the mixed-income policies. O L CD 4.6. Consider amending the City’s Inclusionary Housing Ordinance and Affordable Housing Incentives to require that affordable units in a development be of similar number of bedrooms, character and basic quality. O L CD 5 Housing Variety and Tenure 5.5 Review new developments for compliance with City regulations and revise projects or establish conditions of approval as needed to implement the housing variety and tenure policies. O L CD 6 Housing Production 6.11. Maintain the General Plan and Residential Growth Management Regulations (SLOMC 17.88) exemption for new housing in the Downtown Core that is enforce ably restricted for extremely-low, very low, low- and moderate income households. O L CD 6.12. Continue to allow flexible parking regulations for housing development, especially in the Downtown Core and possibly use city parking facilities by Downtown residents, where appropriate guarantees limit occupancies to persons without motor vehicles or who provide proof of reserved, off-site parking. O L CD 6.13. Continue to develop incentives to encourage additional housing in the Downtown Core, particularly in mixed-use developments. Explorer projects density based on average unit size to encourage development of smaller efficiency units. O L CD 6.14. Specific plans for any new expansion area identified shall include R-3 and R-4 zoned land to ensure sufficient land is designated at appropriate densities to accommodate the development of extremely low, very-low and low income dwellings. These plans shall include sites suitable for subsidized rental housing and affordable rental and owner-occupied dwellings, and programs to support the construction of dwellings rather than payment of in-lieu housing fees. Such sites shall be integrated within neighborhoods of market-rate housing and shall be architecturally compatible with the neighborhood. O L CD 6.15. Consider General Plan amendments to rezone commercial, manufacturing or public facility zoned areas for higher-density, infill or mixed use housing where land development patterns are suitable and impact to Low-Density Residential areas is minimal. O H CD 6.16. Continue to provide resources that support the SLO County Housing Trust fund’s efforts to provide below-market financing and technical O L CD Packet Pg. 251 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 24 - assistance to affordable housing developers to increase affordable housing production in the City of San Luis Obispo. 6.17. Encourage residential development through infill development and densification within City Limits and in designated expansion areas over new annexation of land. O L CD 6.18. Seek opportunities with other public agencies and public utilities to identify, surplus land for housing, to convert vacant or underutilized public, utility or institutional buildings to housing. O L CD 6.19. Continue to incentivize affordable housing development with density bonuses, parking reductions, development incentives, and City financial assistance. O L CD 6.20. Continue to financially assist in the development of affordable housing to extremely low, very-low, low- or moderate income households using State, Federal and local funding sources, while giving priority to projects that result in the maximum housing benefits for the lowest household income levels. O M CD 6.21. Actively seek new revenue sources, including State, Federal and private/non-profit sources, to assist affordable housing development for different income households and first- time homebuyers. O L CD 6.22. Continue to exempt the rehabilitation or remodeling of 4 dwellings up to 1200 square feet each from Architectural Review Commission review. New multi-unit housing may be allowed with “Minor or Incidental” or staff level architectural review, unless located on a sensitive or historically sensitive site. O L CD 6.23. Assist in the production of affordable housing by identifying vacant or underutilized City-owned property suitable for housing, and dedicate public property, where feasible and appropriate for such purposes. O L CD 6.24. Community Development staff will proactively provide information for properties suitable for housing as identified in the Land Use and Housing Elements. O L CD 6.25. Evaluate and consider amending the General Plan to designate the 46 acres associated with the former County General Hospital as a “Special Considerations” zone, suitable for housing development on areas of the site of less than 20 percent average slope, provided that open space dedication and public improvements are part of the project. O L CD 6.26. Continue to update the Affordable Housing Incentives (Chapter 17.90, SLOMC) and Zoning Regulations to ensure density bonus incentives are consistent with State Law. O L CD 6.27. Evaluate and consider increasing the residential density allowed in the Neighborhood-Commercial O L CD Packet Pg. 252 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 25 - (CN), Office (O) and Downtown Commercial (CD) zoning districts. 6.28. Evaluate how lot patterns (i.e. size, shape, slope) in the City’s multi-family zones affect the City’s ability to meet housing production policies. O M CD 6.29. Continue to pursue incentives to encourage development of Secondary Dwelling Units. O L CD 6.30. Consider adopting Subdivision and Zoning Regulation changes to support small lot subdivisions, ownership of bungalow court developments, and eliminate the one-acre minimum lot area for PD overlay zoning, and other subdivision design alternatives. O M CD 6.31. Consider scaling development impact fees for residential development based on size, number of bedrooms, and room counts. O M CD/ ADM 6.32. Continue to submit annual Housing Element progress reports to the State Department of Housing and Community Development per Government Code Section 65400. O L CD 7 Neighborhood Quality 7.9. Continue to implement strategies, as early notification through electronic media, website improvements, neighborhood outreach meetings, to ensure residents are aware of and able to participate in planning decisions affecting their neighborhoods. O L CD 7.10. Continue to work with neighborhood groups and individuals to address concerns, problems, trends and opportunities for improvements of specific neighborhoods. O L CD 7.11. Continue to fund neighborhood improvements, including sidewalks, traffic calming devices, crosswalks, parkways, street trees and street lighting to improve aesthetics, safety and accessibility. O M PW 7.12. Continue to develop and implement neighborhood parking strategies, including parking districts, to address the lack of on- and off-street parking in residential areas. O L CD/ PW 7.13. Continue the City’s Neighborhood Services and proactive enforcement programs to support neighborhood wellness. O M CD 8 Special Housing Needs 8.13. Continue to provide resources that support local and regional solutions to meeting the needs of the homeless and displaced women and children and other agencies O M CD 8.14. Continue the mobile home rent stabilization program to minimize increases in the cost of mobile home park rents. O L CD 8.15. Continue to look for opportunities in specific plan areas suitable for tenant-owned mobile-home parks, cooperative or limited equity housing, O L CD Packet Pg. 253 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 26 - manufactured housing, self-help housing, or other types of housing that meet special needs. 8.16. Advocate developing more housing and refurbishing campus housing at Cal Poly University. O L CD 8.17. Work with Cal Poly University Administration to secure designation of on-campus fraternity/sorority living groups. O L CD 8.18. Jointly develop and implement a student housing plan and continue to support "good neighbor programs" with Cal Poly State University, Cuesta College and City residents, and improve communication and cooperation between the City and the schools. O M CD 8.19. Provide public educational information at the Community Development Department public counter on universal design concepts for new and existing residential dwellings. O L CD 8.20. Continue to allow the establishment of transitional and supportive housing in all zoning districts where residential uses are allowed. O L CD 8.21. Continually look for (land, retail or commercial space, motels, apartments, housing units, mobile home parks) that can be acquired and converted to affordable permanent housing and permanent supportive housing for homeless persons and families. O L CD 8.22. Consider an overlay zone to existing and future mobile home and trailer park sites to provide additional requirements, such as rent stabilization and a mobile home park conversion ordinance. L CD 8.23. Encourage the creation of housing for persons with developmental disabilities. The City will seek grant opportunities for housing construction and rehabilitation. O L CD 8.24. Continue to coordinate with the County, social services providers and non-profit organizations for delivery of existing, improved and expanded services, including case management, drug, alcohol, detoxification, and mental health services. O L CD 8.25. Continue to engage Homeless Services Oversight Council and Friends of Prado Day Center to identify, evaluate, and implement strategies to reduce the impacts of homelessness. O L CD 9 Sustainable Housing, Site, and Neighborhood Design 9.7. Continue to educate planning and building staff and citizen review bodies on energy conservation issues, including the City’s energy conservation policies and Climate Action Plan. Staff shall work with applicants to achieve the City’s energy conservation goals. O M CD 9.8. Continue to provide long-term solar access for new or remodeled housing and adjacent properties, consistent with historic preservation O L CD Packet Pg. 254 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 27 - guidelines, and revise regulations found to be inadequate. 9.9. Continue to implement the Water Quality Control Board’s “Post-Construction Storm water Management Requirements for Development Projects in the Central Coast Region”, to reduce the amount of impermeable surface. O L CD 9.10 Implement Climate Action Plan programs to increase production of “green” housing units and projects and require sustainable and/or renewable materials, water and energy technologies. O H CD 9.11. Continue to promote building materials reuse and recycling in site development and residential construction, including flexible standards for use of salvaged, recycled, and “green” building materials. Continue the City’s construction and demolition debris recycling program (Chapter 8.05 - Municipal Code) O M CD 9.12. Consider incentivizing dwelling units to a minimum size of 150 square feet, consistent with the California Building Code, by reduced impact fees and property development standards. C CD 9.13. Consider participating in financing programs for sustainable home improvements such as solar panels, heating and cooling systems, water conservation and energy efficient windows. C CD 10 Local Preference 10.3. Continue to work with the County of San Luis Obispo for any land use decisions that create significant expansion of employment in the unincorporated areas adjacent to the City to mitigate housing impacts on the City. O L CD 10.4. Encourage residential developers to sell or rent their projects to those residing or employed in the City first before outside markets. O L CD 10.5. Work with Cal Poly to address the link between enrollment and the expansion of campus housing programs at Cal Poly University to reduce pressure on the City's housing supply. O L CD 10.6. Work with other jurisdictions to advocate for State legislation that would: 1) provide funding to help Cal Poly University provide adequate on-campus student housing, and 2) allow State universities and community colleges to enter public-private partnerships to construct student housing. O L CD 11 Suitability 11.3. The City will continue to ensure the ability of legal, non-conforming uses to continue where new development is proposed. O L CD NOISE ELEMENT Packet Pg. 255 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 28 - 1.12. Review public and private development proposals for Noise Element conformance. O L CD 1.13. Require noise studies early in the review process when project noise may exceed allowable limits. O L CD 1.14. Assure that noise mitigation measures are carried- out during construction. O L CD 1.15. Monitor compliance with mitigation measures after project completion. O CD 1.16. The city will work with the California Highway Patrol and the County Sherriff`s Office to enforce loud vehicle exhaust systems and sound amplification systems. L PD/ ADM 1.17. The city will purchase and pursue alternatives to the use of noisy equipment for city operations. O L PD/ ADM 1.18. The City will periodically review and update the Noise Element. H CD 1.19. The City will make the Noise Guidebook available to anyone involved in project design and review. M CD CONSERVATION AND OPENS SPACE ELEMENT 2 Air 2.3.1. Employ best available practices in City operations. O L UT 2.3.2. Consult with APCD on significant development proposals. O L CD 2.3.3. Promote alternative transportation/land use strategies. O L CD 2.3.4. Provide alternative transportation incentives. O M PW 2.3.5. Amend the General Plan as needed to achieve air quality goals. O M CD 3 Cultural Heritage 3.6.1. Promote public awareness of cultural resources through activities, including tours & clean-up events. C ADM 3.6.2. Provide financial assistance and incentives for historic preservation. O M CD/ ADM 3.6.3. Expand ARC guidelines to address specific guidance for new buildings in historic districts. C CD 3.6.4. Prepare post-disaster historic preservation standards. M 3.6.5. Assist the CHC in preparing archaeological resource guidelines. C CD 3.6.6. Provide cultural resource awareness public educational programs, which display artifacts which illuminate past cultures. C ADM 3.6.7. Encourage partnering for preservation. O L CD Packet Pg. 256 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 29 - 3.6.8. Promote adaptive reuse of historic buildings. O L CD 3.6.9. Rehabilitate and maintain City-owned adobes and historic structures. O H ADM 3.6.1 0. Implement Cultural Heritage Committee Whitepaper. C CD 4 Energy 4.6.1 Promote efficient City energy use. O M UT 4.6.2 Manage City operations for energy self-reliance. M 4.6.3. Promote Sustainable design in City facilities. O L CD/ PW 4.6.4. Reduce obstacles to energy conservation. O M CD 4.6.5. Encourage sustainable employee commuting practices. O L HR 4.6.6. Promote energy conservation education. O M UT 4.6.7. Administer State Building Energy Standards. O L CD 4.6.8. Encourage energy-efficient design in private development projects. O L CD 4.6.9. Address solar access in new development. O H CD 4.6.1 0. Retrofit City facilities for energy savings. O H UT 4.6.1 1. Seek financial assistance for energy efficiency improvements in City facilities. O L UT 4.6.1 2. Monitor energy use in City facilities and prepare biannual report for City Council. O M UT 4.6.1 3. Prepare energy conservation plan for City facilities. M CD 4.6.1 4. Adopt green building standards. O M CD 4.6.1 5. Consider City-owned green energy utility. H ADM /UT 4.6.1 6. Promote technology and energy conservation businesses. O L ADM 4.6.1 7. Require solar power for new dwellings. O L CD 4.6.1 8. Seek Air Pollution Control District support for maintaining air quality. O L CD 5 Materials 5.5.1. Use materials efficiently in City operations (computer technology and copying) O L UT 5.5.2. Promote City materials reuse and recycling. O L UT 5.5.3. Coordinate waste reduction and recycling efforts. O M UT Packet Pg. 257 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 30 - 5.5.4. Use materials with reduced environmental impacts in City operations and facilities. O M PW 5.5.5. Maintain inventory of recycling businesses and services. O L UT 5.5.6. Expand City public information efforts on energy and materials conservation goals. O L UT 5.5.7 Encourage energy efficiency and Green Building in new development. O L CD 5.5.8. Ensure new development projects include space for materials recycling/storage. O L CD 7 Natural Communities 7.7.1. Protect natural communities. O M CD 7.7.2. Implement the Natural Communities policies from program. C ADM 7.7.3. Participate in any area-wide planning efforts such as Habitat Conservation Plans under the U.S. Endangered Species Act. O L ADM 7.7.4. Participate in environmental review conducted by other agencies for projects that could affect natural communities in the San Luis Obispo planning area. O L CD/ ADM 7.7.5. Develop and maintain current benchmark information on habitat types and conditions. O M ADM 7.7.6. Replace invasive non-native vegetation with native vegetation. O M ADM 7.7.7. Preserve ecotones through changes to or conditions on new development. O L ADM 7.7.8. Protect wildlife corridors through changes to or conditions on new development. O L ADM 7.7.9. Adopt creek setback requirements. C CD 7.7.1 0. Implement natural communities’ policies through the Tree Committee. O L PW 8 Open Space 8.7.1. Protect open space resources. O M ADM & P&R 8.7.2. Enhance and restore open space. O H ADM & P&R 9 Views 9.3.1. Locate and design public facilities and utilities consistent with General Plan. O M PW 9.3.2. Update community design guidelines to address views from scenic routes. M 9.3.3. Maintain and apply Sign Regulations consistent with the General Plan. O L CD 9.3.4. Conduct environmental and architectural review consistent with General Plan. O L CD Packet Pg. 258 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 31 - 9.3.5. Require visual assessments for projects affecting important scenic resources and views from public places. O L CD 9.3.6. Determine that view blockage along a scenic roadway is a significant impact. O L CD 9.3.7. Review development in unincorporated County for consistency with General Plan. O L CD 9.3.8. Advocate State and County scenic highway designations and protective programs for scenic routes connecting San Luis Obispo with other communities. O L CD 9.3.9. Place underground existing overhead utilities, with highest priority for scenic roadways, entries to the City, and historic districts. O L PW 9.3.1 0. Prohibit billboards. C CD 9.3.1 1. Remove existing billboards through amortization, conditions of development approval and grants for enhancing open space and transportation corridors. O M CD 9.3.1 2. Preserve the Morros, in cooperation with other government agencies, non-profit land trusts and property owners. O ADM 9.3.1 3. Establish and maintain a program of describing and monitoring view sheds within and adjacent to City limits to establish a photographic baseline of visual setting. M CD/ ADM 10 Water 10.3. 1. Efficient water use O L UT 10.3. 2. Maintain Water quality O L UT SAFETY ELEMENT 8 Hazardous Trees 8.1. Identify and maintain or remove hazardous trees for City property and assist property owners. O M PW 8.2.5. B Review emergency response plans of utilities and transportation agencies. O L FD 9 Avoiding and Preparing for Emergencies in General 9.2. Maintain and annually update emergency response plan. O L FD 9.3 Evaluate fire-flow and identify deficiencies. C UT 9.3.A . Meet response-time objective of four minutes. O H FD Packet Pg. 259 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 32 - 9.3.B . Set response-time objective for Public Works. C PW 9.3.C Set response-time objective for Utilities. C UT 9.4.A . Train fire fighters, police, building inspectors, public works, & utilities staff. O M FD 9.4.B . Train building & planning staff in lessons from previous disaster areas. O L CD 9.4.C . Conduct non-nuclear disaster-response exercises. O L FD 9.5. Obtain information about specific location & type of fire & toxic hazards. O L FD 9.6.A . Participate in periodic regional disaster-response drills. O L FD 9.6.B . The city will review the hazard assessment studies and emergency response plans of utilities and transportation agencies. L FD 9.6.C . Work w/CalTrans on hazardous materials approved routes and related safety precautions. O L FD 9.7. Establish emergency operation center in Fire Station 1 and backups sites. O L FD 9.8. Expand and keep current safety-related information. O L FD 9.9. Keep Multi-hazard Emergency Response Plans current. O L FD 9.10. Work with other jurisdictions on mutual-aid & automatic-aid agreements. O L FD 9.11. Prepare for post-disaster recovery. O L FD 9.15. A. Develop program to familiarize residents with fire hazards and appropriate responses. O M FD 9.15. B. Promote efforts of the Fire Safe Council. O L FD 9.15. C. Continue CERT training program. O L FD 9.15. D. Support education programs for lower grades to teach fire hazards. O M FD 9.16. Help organizations that provide emergency outreach & education. O L FD 9.17. Encourage & participate in individual home inspection programs. O M FD 9.19. A. Identify & evaluate facility hazards for City owned property. C PW 9.19. B Establish routine code inspections for commercial, industrial, public-assembly, & group housing. O M CD 9.19. C. Establish complaint-based code compliance for all buildings. C CD 9.19. D Implement City-adopted program on Unreinforced masonry buildings. C CD 9.19. E. Provide outreach program for earthquake bracing of wood-frame buildings. O L CD Packet Pg. 260 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 33 - 9.20. Administer zoning, subdivision, & Architectural standards consistent with police & fire recommendations. O L CD 9.21. Fire, police, public works, & utilities review development applications for safety objectives. O L CD 9.22. A Maintain & administer building regulations in conformance with State requirements. O L CD 9.33. B. Maintain & administer fire regulations in conformance with State requirements. O L FD 9.23. Conduct fire & hazardous materials inspections in commercial, industrial, & multifamily buildings. O L FD PARKS AND RECREATION ELEMENT 3 Parks and Recreation Facilities 3.14. 2. Partner with schools and other joint users to renovate existing sports fields. O L P&R 3.14. 5. As space becomes available, additional fields will be added in the vicinity of Damon-Garcia Sports Complex. O H P&R 3.16. 2. Acquire property and construct a community center. H P&R 3.16. 3. Update & improve indoor facilities. C P&R 3.17. 1. Implement the revised Laguna Lake Park Master Plan. O M P&R 3.18. 1.1. Implement the revised Sinsheimer Park Master Plan. O M P&R 3.18. 1.2. Construct a therapy pool at the SLO Swim Center. C P&R 3.19. 1. Continue the Playground Equipment Replacement Program. O H P&R 3.19. 2. Pursue joint use of SLO High School swimming pool. C P&R 4 Parks and Recreation Activities 4.2.2. 1. Regularly evaluate demand and need and modify as appropriate. O L P&R 4.2.2. 2. Conduct periodic public evaluations of services. O L P&R 4.2.2. 3. Regularly publicize recreational opportunities. O L P&R 4.2.2. 4. Consider needs of underserved groups. O L P&R 4.2.4. Avoid offering recreation activities classes or activities that unnecessarily duplicate commercial programs. L P&R 4.2.8. Collaborate with groups providing high risk programs in open space areas. O M P&R Packet Pg. 261 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 34 - 4.3.2. 1. Recruit at-risk youth to participate in activities. O L P&R 4.3.2. 2. Collaborate with other agencies in serving at-risk youth. O L P&R 4.3.3. 1. Evaluate services to determine benefits O L P&R 4.3.3. 2. Accommodate schedules of working people. O L P&R 4.3.3. 3. Prioritize new activities from results of public input. O L P&R 4.3.6. Continue to maintain publicly accessible open space trails. O L P&R 5 Financing 5.1.1. Develop collaborative fee exchange with S.L.C.U.S.D. C P&R 6 Implementation 6.0.1. Continue to improve existing fields. O H P&R 6.0.2. Transition from multi-use to single use fields. O H P&R 6.0.3. Develop joint use agreements with other agencies in addition to schools. C P&R 6.0.4. Develop new programs to not conflict with existing field use. O L P&R 6.0.5. Ensure athletic fields are provided within new residential development. O L P&R 6.0.6. Consider additional fields for needs not addressed with Damon Garcia fields. C P&R 6.1.1. Upgrade Recreation Center to provide interim community center. C P&R 6.1.2. Secure funding for a therapy pool to be located at the SLO Aquatics Center. L P&R 6.1.3. Consider revenue enhancement to fund new community center. O L P&R 6.2.1. Construct mini-parks at Purple Sage Drive and at Marsh & Santa Rosa. C P&R 6.2.2. Support neighbor efforts to develop mini-parks. O L P&R 6.3.1. Acquire open space property to construct trails. O H P&R 6.3.2. Use a variety of techniques to acquire open space. O L P&R 6.3.3. Design new parks so they can connect to recreational trails. O H P&R 6.3.4. Connect existing parks & open space with trails. O H P&R Packet Pg. 262 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 35 - 6.4.1. Schedule "unmet needs" projects through the CIP process. O L P&R 6.4.2. Look for alternatives to address unmet needs projects. O L P&R 6.5.1. Complete implementation of existing master plans, such as those for Sinsheimer and Laguna Lake Parks. O H P&R WATER AND WASTEWATER ELEMENT A 2 Water Management (Multi-Source Water Supply) A 2.3.1 Work cooperatively on regional water issues & resource planning. O L UT A 2.3.2. Participate with SLO County in Integrated Regional Water Management Plan. O L UT A 2.3.3. Participate with other appropriate agencies in controlling invasive species which could impact water supplies. O L UT A 2.3.4. Work with agencies to minimize water quality impacts. O L UT A 2.3.5. Continue to work with SLO County-operation of Salinas Reservoir & Nacimiento project. O L UT A 2.3.6. Complete sanitary surveys for Salinas & Whale Rock reservoirs every five years. L UT A 3 Water Management (Water Resource Availability) A 3.3.1. Provide water resource update to Council as part of annual report. O L UT A 3.3.2. Update safe annual yield computer model for Salinas & Whale Rock reservoirs following drought periods. C UT A 3.3.3. Monitor ongoing research for potential long term impacts to water supplies from climate change. O L UT A 4 Water Management (Siltation) A 4.3.1. Work with other agencies to implement Best Management Practices to reduce siltation. O L UT A 4.3.2. Continue education & outreach to owners in watersheds to reduce siltation. O L UT A 4.3.3. Consider periodic siltation studies at each reservoir. M UT A 4.3.4. Provide annual update on siltation to Council. O L UT A 5 Water Management (Water Supply Accounting and Demand Projection) A 5.3.1. Provide annual update on water supply & demand projections to Council. O L UT A 5.3.2. Conduct periodic updates to water development impact fees. O M UT A 5.3.3. Prepare Urban Water Management Plan every five years. C L UT A 5.3.4. Prepare water supply assessments for large new developments. O M UT Packet Pg. 263 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 36 - A 5.3.5. Analyze water efficiency program impacts to overall reduction in water demand. O M UT A 6 Water Management (Water Conservation) A 6.3.1 Work with SLO County water agencies to identify cooperative water efficiency measures. O L UT A 6.3.2. Participate in state & regional water conservation efforts. O L UT A 6.3.3. Implement Water Shortage Contingency Plan as required. C UT A 7 Water Management (Recycled Water) A 7.3.1. Expand recycled water distribution system. O H UT A 7.3.2. Review development projects to ensure recycled water is used appropriately. O L UT A 7.3.3. Present annual recycled water use as part of annual report to Council. O L UT A 7.3.4. Consider delivery of recycled water to customers outside City limits. L UT A 7.3.5. Continue to explore potable reuse consistent with statewide regulations. L UT B 2 Wastewater Management (Wastewater Service) B 2.3.1. Expand capacity in collection system and Water Reclamation Facility. O H UT B 2.3.2. Evaluate wastewater flows of proposed projects. O M UT B 2.3.3. Conduct periodic updates to wastewater development impact fees. M UT B 3 Wastewater Management (Wastewater Treatment) B 3.3.1. Prepare & implement Water Reclamation Facility master plan. O M UT B 3.3.2. Work cooperatively on regional water quality issues. O L UT B 4 Wastewater Management (Collection System) B 4 3.1. Investigate cost-effective methods for reducing infiltration and inflow to the wastewater collection system. L UT B 4.3.2. Provide education and outreach regarding infiltration and inflow. O L UT B 4.3.3. Support retrofit of sewer laterals to reduce infiltration and inflow. O UT B 4.3.4. Update Sewer System Management Plan to maintain its applicability. O M UT B 4.3.5. Maintain master plans for wastewater service to developing areas of City. O M UT B 4.3.6. Review development proposals to ensure necessary infrastructure is in place. O L UT Packet Pg. 264 GENERAL PLAN PROGRAM IMPLEMENTATION STATUS - 37 - B 4.3.7. Provide a Pretreatment Program pursuant to Clean Water Act. O M UT Packet Pg. 265 ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 38 - STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS Status as of October 2016 Complete Difficulty to Complete Lead No. Program Summary or Ongoing Low Med High Dept. 1 2.2.2a Development subject to 20 ft setback from creek. O CD 2 2.2.2b Development subject to 30 ft. setback from wetland habitat O CD 3 2.2.2c Development subject to 20 ft. setback from riparian/wetland mitigation areas & fenced. O CD 4 2.2.3a Create 1.94 acres of wetland & 2.76 acres of riparian enhancement. O ADM 5 2.2.3b Allow filling of .78 acres of isolated agricultural wetland seeps on hill. O ADM 6 2.2.4a Allow .12 acres of creek fill for 3 bridge crossings. O ADM 7 2.2.4b All creek channel modifications to comply with Drainage Design Manual & any other required permits from Army Corps or Fish and Game. O CD 8 2.2.5a Plant native species between trails/rec features and wetland/riparian habitat O ADM 9 2.2.5b Provide educational signage re: wetland & creek habitats on public trails and OS. O ADM 10 2.2.9a City will manage Righetti Hill open space in accordance with City Standards. O ADM 11 2.2.9b City will provide & maintain access to Righetti Hill. City will development a management plan consistent with COSE. O ADM 12 2.2.10a Landowner maintains right to existing structures & will manage parcel consistent with Open Space standards. O CD 13 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 CD 14 2.3.3b 12-acre park to be developed: 10 acres to be dedicated w/Phase I development O CD 15 2.3.3c 2.5 acre junction park to be developed when impact fees are available. O PR 16 2.3.3d 1.5 acres of linear park to be developed w/bike path adj to storm water basin. O CD Packet Pg. 266 ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 39 - 17 2.3.3e 4 acres of park to be provided by a joint use facility when elementary school is developed. O CD 18 2.3.4a Subdivisions may provide parkland in lieu of fee payment if findings can be made. O CD 19 2.4.1a 20 ft landscaped setback from Orcutt and Tank Farm Roads. O CD 20 2.4.1b Parcels adjacent to Tank Farm & Orcutt are sensitive sites & require ARC review. O CD 21 2.4.1c ARC shall review landscape plans - cluster trees and screen views of new structures. O CD 22 2.4.1d Buildings on sensitive parcels shall not include 2nd story unless 2nd floor is set back by 50 ft. O CD 23 2.4.1e PC shall review design of sensitive lots during subdivision review to ensure views are maintained O CD 24 2.4.1f ARC design review of units along Tank Farm & Orcutt for compatibility & views of hill O CD 25 2.4.1g E street residences shall not be visible from Orcutt/Tank Farm intersection O CD 26 2.4.1h R-1 subdivision at west base of Righetti Hill - preserve views from D street to hill O CD 27 2.5.1a Implement environmental mitigation measures with entitlements as appropriate. O CD 28 3.2.19a Provide public plaza/seating areas adjacent to A/B streets intersection. O CD 29 3.2.19 b Commercial use to occupy ground floor of primary commercial area. O CD 30 3.2.19c Provide commercial development incentives: additional story, parking reduction, exemption from OASP add-on fees. O CD 31 3.2.24a Right-to-farm ordinance notification for real property transfers. O PW 32 3.2.24b Ag activities to be phased out by project build-out. Existing uses legally-established subject to Non-conforming uses under Zoning Code. O CD 33 3.3.4a City will support affordable housing in area through state and local density bonus incentives. O CD 34 3.4.1a Geotech study required for each project site prior to development. O CD 35 3.4.1b All structures & development shall meet appropriate codes (Building & Transportation). O CD 36 3.4.2a Sites not previously surveyed shall conduct a Phase I site assessment. O CD Packet Pg. 267 ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 40 - 37 3.4.2b Environmental assessment reqd prior to public access or development for buildings associated with ag uses and 55 gallon drums in plan area. O CD 38 3.5.2a-h Performance standards for airport compatibility. O CD 39 4.1.1a Encourage architectural styles: Craftsman, CA Bungalow, CA Mission themes O CD 40 4.1.1b Design Standards for R-1 and R-2 districts. O CD 41 4.1.1c Design Guidelines for R-1 and R-2 districts. O CD 42 4.1.1d Design Standards for R-3 and R-4 development O CD 43 4.1.1e Design Guidelines for R-3 and R-4 development O CD 44 4.1.2a Residential design - use local streets to enhance neighborhood atmosphere O CD 45 4.1.2b Design features (porches, entryways, yards) to strengthen connections. O CD 46 4.1.2c Encourage universally accessible entries to residences. O CD 47 4.2.3a Traffic calming design for intersection of A and B streets O PW 48 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 CD 49 4.2.3c Southern part of intersection of A&B streets to be landscaped. O CD 50 4.2.4a Building setbacks from A Street defined O CD 51 4.2.4b Trees in tree wells for whole mixed use area O CD 52 4.2.4c Mixed-use building facades, materials, entries, windows to be consistent with one another. O CD 53 4.2.1a Use figures 3.1 and 3.2 when reviewing intersection plans for A and B streets O CD 54 4.2.1b Height ordinance allowed to be relaxed to enable architectural features. O CD 55 4.3.4a Final landscape plan to include details & not use invasive non-native plant species. O CD 56 4.3.4b List of plants not be planted in OASP. O CD 57 4.4.3a OASP lighting standards - style, height, efficiency, shielding, type, etc. O CD 58 4.5.1a 160 ft wide distance buffer from train tracks to residential areas. O CD Packet Pg. 268 ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 41 - 59 4.5.1b Add landscaped berm or sound wall where buffer is not adequate for noise. O CD 60 4.5.1c Orient residential uses and outdoor areas away from railroad tracks. O CD 61 4.5.1d Put parking lots between residence and railroad tracks. O CD 62 4.5.1e Locate sensitive uses within residences away from tracks. O CD 63 4.5.1f Use insulating construction to reduce noise. O CD 64 4.5.2a Set outdoor activity areas 80' back from Orcutt and Tank Farm Rd to reduce noise. O CD 65 4.5.2b Locate sensitive uses within residences away from roads. O CD 66 4.5.2c 60 ft wide distance buffer from Orcutt and Tank Farm Rd to residences. O CD 67 4.5.2d Use insulating construction to reduce noise. O CD 68 4.7.2 Building placement & construction to maximize passive systems for heating, cooling & lighting. O CD 69 4.7.2b Use shade, skylights, daylight controls, & glazing to maximize energy savings. O CD 70 4.7.2c Residential developments of >5 units/non- residential uses >5,000 sq ft shall comply with green building criteria O CD 71 4.7.2d 5% of all single family units shall use photovoltaics. Increase this percentage by 4% each year. O CD 72 4.7.3a Energy star compliant appliances required for dwellings. O CD 73 4.7.3b Use CFLs where possible. O CD 74 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 PW 75 5.1.2 Tank Farm to be widened at D St, Brookpine & Wavertree w/left turn lanes. O PW 76 5.1.3 Tank Farm/Orcutt intersection realignment to be completed in Phase I. O PW 77 5.2.1 Collector streets will be single lane of travel in each direction. O PW 78 5.2.2 A St. shall have Class II bike lanes & separated sidewalks & no parking (except adjacent to neighborhood commercial area) on both sides. O PW Packet Pg. 269 ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 42 - 79 5.2.3 B St. development standards. O PW 80 5.2.4 C St. development standards. O PW 81 5.2.5 D St. development standards. O PW 82 5.2.6 Bullock Ln to be extended to connect with traffic circle at B & C streets. O PW 83 5.2.7 Traffic circle to be built at B and C street intersections. O PW 84 5.2.8 Shared driveway access for A, B, C, & D streets ok. Limited private drives ok. O PW 85 5.3.1 E St development standards O PW 86 5.3.2 Allow alley area to count towards net site area for density determination. O CD 87 5.4.1 Bus routes, stops & pullout areas to be determined by City transit. O PW 88 5.5.1 Bike trail connections descriptions O PW 89 5.5.2 Neighborhood park bike trail path description O PW 90 5.5.3 Tank Farm & Orcutt Road bike paths and bike bridge over Industrial Way O PW 91 7.2.2a Circulation & road widths shall accommodate Fire Dept. emergency access. O PW 92 7.2.2b Public fire hydrants reqd. Adequate water volumes to support fire hydrants for fire protection needs. O PW 93 7.2.2c Buildings shall have fire sprinkler systems per SLOFD requirements. O FD Packet Pg. 270 MID-HIGUERA AREA ENHANCEMENT PLAN - 43 - STATUS OF MID-HIGUERA AREA ENHANCEMENT PLAN Status as of October 2016 Complete Difficulty to Complete Lead Dept. No. Program Summary or Ongoing Low Medium High 1 Plant native veg along creek. Acquire land on fwy side of creek & property on east side of creek between City prop & Marsh Street bridge for open space (Crk-a) O H ADM 2 Improve open space at south end of Brook St. (PPO-d) O M ADM 3 Acquire CalTrans property & develop park (PPO-a) H P&R 4 Modify or replace Marsh St bridge if desirable to align w/Higuera- Marsh (Flood-a) H PW 5 Install bypass overflow channel parallel to creek on City-owned OS (Flood-b) H PW 6 Coordinate other flood-planning improvements (Flood-c.) O H PW 7 Widen Higuera to four lanes w/bike lanes & median & mid-block turns (Circ-a) H PW 8 Realign Bianchi Ln w/ High St. (Circ-b) H PW 9 Realign Pacific St. Close Walker St. Landscape Walker closed area (Circ-c) H PW 10 Parker St- CGS, trees, benches, lighting. Higuera - trees, lighting & benches. Madonna- landscaped median. Underground utilities & remove billboards (Circ-d) H PW 11 Extend Brook St. w/Caltrans site (Circ-e) H PW 12 Install bikeway along creek with bridge (Crk- b) H PW 13 Construct ped path on east side of creek. Add benches, public art & interpretive displays & bridges (Crk-c) H PW 14 Establish a Mid-Higuera Area parking committee & consider parking assessment dist (Pkg-a) H PW 15 Restripe street spaces & reduce driveway ramps (Pkg-b) O M PW 16 Review shared use parking & expand to distribute parking (Pkg-c) H PW 17 Lease or purchase 2 public parking lots (Pkg- d) H PW Packet Pg. 271 MID-HIGUERA AREA ENHANCEMENT PLAN - 44 - 18 Acquire & improve public parking near Archer/Walker/Higuera & Parker/High (Pkg-e) H PW 19 Complete street improvements including ped amenities (Pkg-f) H PW 20 Establish in-lieu parking fee for the Mid- Higuera Area (Pkg-g) H PW 21 Add transit stops w/shelter, benches & signage for the Mid-Higuera area. (Pub-a & Pub-b) H PW 22 Develop mini-plaza at Walker (PPO-b) H PW 23 Provide info kiosks at strategic places for peds as part of the Mid-Higuera Enhancement Plan. (PPO-c) H PW 24 Acquire & maintain OS along creek & install bridges & imps (PPO-e) H PW Packet Pg. 272 RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS - 45 - STATUS OF RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS Status as of October 2016 Complete Difficulty to Complete Lead No. Program Summary or Ongoing Low Med High Dept. 1 Install traffic signals at Upham (4.1B) C PW 2 Use CIPs & economic revitalization tools to promote area (2.9C) O H ADM 3 Limit noise & emissions from engine idling between 10pm and 6am (3.1M) O M CD 4 Ped Circulation Plan, Bike Transp. Plan, Circulation Element, and RR District Plan to be consistent (2.7B) O CD 5 Identify code violations & work with owners to correct (2.8C) O CD 6 Rehabilitate historic SP Freight warehouse (1.11) - 4 construct phases & roof repair completed C PW 7 Install Curb, gutter, boardwalk & trees along Santa Barbara, High, Roundhouse, Emily & South Street (4.1D) O H PW 8 Clearly communicate with property owners, railroad & ops staff (3.1I) O L CD 9 Encourage added public telephones or emergency call boxes (2.7E) M CD 10 Install pedestrian crosswalks at Leff & Upham streets (4.1A) M PW - Upham Crosswalk complete, Leff still needed 11 Widen Santa Barbara Street from Broad to Upham - including left turn pocket (4.1C) C PW 12 Install standard gauge railroad track to display of historic railroad cars (1.12) H CD 13 Install historic markers & improved walk of history describing RR features (1.14) H CD 14 Public access to RR bikeway provided with Villa Rosa development (1.17) H CD 15 Consider MU zone to allow broader range of uses (2.9D) H CD 16 Consider CDBG funds for business loans and rehabilitation grants (3.1K) H CD Packet Pg. 273 RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS - 46 - 17 Enforce property screening & maintenance along ROW (3.1N) H CD 18 Rehabilitate historic water tower to 1940s condition & update historic marker (1.6) H CD 19 Evaluate assessment district to pay for undergrounding utilities (3.1O) H PW 20 Construct bikeway on land adjacent to Johnson Ave for Southbound bicyclists (1.1) H PW 21 Install bridge off Johnson Ave for bikeway north to Cal Poly (1.2) H PW 22 Install pedestrian bridge over RR linking Fairview with Penny Lane (1.3) H PW 23 Install bikeway & trail linking east side of RR tracks to signal on Johnson @Lizzie St (1.4) H PW 24 Install new bikeway along both sides of RR ROW (1.5) H PW - Partial improvements completed, significant improvements still remain 25 Expand passenger loading zone in parking lot north of depot (1.7) H PW 26 Install textured concrete paving & crosswalks, ped lighting, trees & signage @ Leff and Osos (1.8) H PW 27 Plant palm trees on 50-100 ft centers (1.9) H PW 28 Acquire land & construct a multi-modal transit center with parking, shelter, restrooms, info, bike storage, lockers etc (1.10) H PW 29 Install street paving, curb, gutter, wood sidewalks, street trees, lighting, & signage on Railroad Ave, Osos, Santa Barbara, High, Emily and Roundhouse Streets (1.13) H PW - Santa Barbara Street improvements complete; other improvements remain 30 Install bikeway between Alphonso and Emily streets (1.15) H PW 31 Install ped/bike crossing for access from Stoneridge/Lawrence Dr./Villa Rosa neighborhoods to Sinsheimer Park (1.16) H PW 32 Improve bike/ped undercrossing to Sinsheimer Park (1.18) H PW 33 Install bikeway linking RR bikeway with Augusta /Southwood Drive neighborhood through creek & park areas (1.19) H PW Packet Pg. 274 RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS - 47 - 34 Replace/repair fencing, remove trash & install landscaping along fence line (1.20) H PW 35 Encourage expanded parking & staging area for bikes (1.21) H PW 36 CIPs to install improvements at Emily, Roundhouse, High, Church, Santa Barbara & Osos for paving, curbs, lighting, boardwalks, signage & trees (2.7C) H PW 37 Consider special engineering standards for district public improvements (2.7D) H PW 38 Improve traffic circ-expand public transit, bikeways, & widen Santa Barbara (3.1H) C PW - Santa Barbara Street improvements 90% complete; other improvements remain 39 Improve passenger loading facilities at depot parking area (3.1J) H PW 40 Use RR parking lease funds to improve parking enforcement, & lot appearance (3.1L) H PW 41 Install additional traffic signage and street lighting, where considered necessary at pedestrian crossings to improve sight distance (4.1E) H PW Packet Pg. 275 AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 48 - STATUS OF AIRPORT AREA SPECIFIC PLAN Status as of October 2016 Complete Difficulty to Complete Lead No. Program Summary or Ongoing Low Med High Dept. 1 Establish joint RTA bus stop on S. Higuera & Tank Farm Rd (AASP 6.3E) C PW 2 Management program for area creeks required with minimum setbacks of 35 ft. (AASP 3.3.1) O ADM 3 Develop remediation actions for Chevron site to preserve natural resources (AASP 3.3.4) C ADM 4 Establish mitigation bank within Chevron property to serve AASP & MASP areas (AASP 3.3.5) C ADM 5 Develop public access levels compatible with maintaining habitat for Chevron property (AASP 3.3.6) C ADM 6 Restore creek areas (AASP 3.3.7) O ADM 7 Retain open space corridor to allow movement of wildlife on Chevron property (AASP 3.3.8) O ADM 8 Maintain wildlife corridors south from AASP toward Indian Knob & Davenport Hills by obtaining greenbelts and working with County (AASP 3.3.9P) O ADM 9 Enlarge wetland connection between areas north and south of Tank Farm Rd (AASP 3.3.10) O ADM 10 City will manage acquired open space land to preserve habitat (AASP 3.3.11) O ADM 11 City will pursue MOU for privately owned open space lands to preserve habitat (AASP 3.3.12) O ADM 12 In lieu fee for development not able to dedicate land for open space (AASP 3.3.14) O ADM 13 Expansions of URL will secure open space (AASP 3.3.15) O ADM 14 Resource management activities compatible with airport operations (AASP 3.3.17) O ADM Packet Pg. 276 AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 49 - 15 Expand wetland north of Tank Farm w/Chevron project (AASP 3.3.18) O ADM 16 50 ft wetland setback required through subdivision, development, & public facilities (AASP 3.3.3) O CD 17 Require development to dedicate land or easements for greenbelt (AASP 3.3.13) O CD 18 Locate bike paths outside creek setback area (AASP 6.3H) O PW 19 Bike lanes shall meet or exceed CA DOT & City design standards (AASP 6.3I) O PW 20 Require bike lanes as part of frontage improvements for development. Require bus stops as part of development improvements where appropriate (AASP 6.3G) O PW 21 Establish timed transfer point on Margarita Rd (AASP 6.3D) L PW 22 Development to provide street furniture or passenger amenities such as transit stops, shelters, pads, trash receptacles, etc. (AASP 6.3L) M PW 23 Amend Bicycle Transportation Plan to include Airport area facilities (6.3F) M PW 24 Limit access to creek side environment between Broad St. and Santa Fe Rd (AASP 3.3.2) H ADM 25 Access & interpretive info for historical resources (AASP 3.3.16) H CD 26 TIF funds used for new buses to serve AASP. Bus stops provided by adjacent development (AASP 6.3C) H PW 27 Amend Circulation Element to expand truck route network (AASP 6.3A) H PW 28 Connect bike lanes at intersections in the Airport Area (AASP 6.3J) H PW 29 Establish a CIP program to include bikeways not part of Airport development (AASP 6.3K) H PW Packet Pg. 277 MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 50 - STATUS OF MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS Status as of October 2016 Complete Difficulty to Complete Lead No. Program Summary or Ongoing Low Med High Dept. 1 1.1a Hills to be dedicated to City & protected. C ADM 2 1.1b Livestock grazing may be limited & City will manage hillside vegetation. O CD 3 1.1c Previously graded road to Telecom facilities will be relocated. O CD 4 1.2.a Acacia Creek corridor shall be 100 ft wide exclusive of sports fields & will be replanted with riparian plants. O CD 5 1.2.b Swales emerging from hills will have open space corridors 50 ft wide & fenced near developed areas. O CD 6 1.2c Lower swales thru neighborhood park will be accessible for play O CD 7 1.3 Riparian and seasonal wetlands which are shown as development areas will be replaced in kind within MASP. O CD 8 1.4a MASP development to detain peak storm water flows on-site. Shallow basins are preferable to deeper ones. O CD 9 1.5a Protect ag land elsewhere in URL or greenbelt. O CD 10 1.6a Provide 10-acre neighborhood park, and 16 acre improved sports field. O CD 11 1.6.1a Neighborhood Park req's including equipment and landmark feature. CD 12 1.6.1b Some seating, cooking & small child play space to be partly enclosed. O CD 13 1.6.2 Greenspace and play fields mainly semi-natural vegetation, with large trees only at edges & possibility of community gardens. O CD 14 1.6.3 Greenways for cycling & walking paths. O CD 15 1.6.4 Sports fields to accommodate active recreational uses & include on-site parking. Shielded night lighting. C CD 16 2.1.1 Low Density Residential areas for SFRs only. No churches, schools or secondary dwellings. O CD Packet Pg. 278 MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 51 - 17 2.1.2 Density will be 7-9 dwellings/acre O CD 18 2.1.3 Lot dimensions are regulated by Table 2 O CD 19 2.1.4 A-C - setbacks and building/parking orientation O CD 20 2.1.5 Each dwelling shall have 2 off-street parking spaces - one covered. & alley access standards O CD 21 2.2.1 Medium density residential areas - detached houses on small lots or groups of detached dwellings on larger lots O CD 22 2.2.2 Medium Density shall be 8-16 dwellings/acre. O CD 23 2.2.2 a-e Lot dimension table & standards for Med Density O CD 24 2.2.4 Med Density Building form - setbacks and architecture O CD 25 2.2.5 Parking to be located at rear. Alley access standards and special setbacks if located in front. O CD 26 2.3.1 Med-High Density Res for attached dwellings or PUDs. No churches or schools allowed. O CD 27 2.3.2 Med-High Density will be 13-18 units/acre. O CD 28 2.3.3 Lot dimensions per Table 4 O CD 29 2.3.4 a&b Setbacks and architectural criteria O CD 30 2.3.5 Parking to be located at rear. Alley access standards and special setbacks if located in front O CD 31 2.4.1 High-Density Residential - allow a mix of densities and ownership. Churches and Schools not allowed O CD 32 2.4.2 High-Density Residential density will be 19-24 units/acre O CD 33 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. O CD 34 2.4.4 a-c High Density building form - setbacks, arch character and porches or other outdoor space. O CD 35 2.4.5 Parking requirements and location O CD 36 2.5.1 Neighborhood commercial uses = CN zone except no uses larger than 5,000 sq ft, schools, services stations O CD 37 2.5.2 CN Density shown in Figure 5 O CD Packet Pg. 279 MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 52 - 38 2.5.3 CN lot dimensions & size minimums O CD 39 2.5.4 a-f CN Building Form (coverage, height, setbacks, FAR, size, architectural character O CD 40 2.5.5 CN parking required 1/500 sq ft. & 1/300 sq ft for bikes O CD 41 2.6.1 Business Park uses - master- planned campus-type development. O CD 42 2.6.1a BP Office - small offices and mixed use. O CD 43 2.6.1b BP General - R&D, Light manufacturing, business services. Allowed uses listed by approval level. O CD 44 2.6.1c BP- Outdoor - landscaped parking, storage, employee recreation areas O CD 45 2.6.1d BP- prohibited uses = carnivals, convalescent hospitals, dwellings, homeless shelters, schools or public assembly uses O CD 46 2.6.2 BP employee density not to exceed 40 persons/acre O CD 47 2.6.3 BP parcel sizes & dimensions O CD 48 2.6.4 BP vehicle access will be loops or grid extensions. NO driveways on Prado Rd. O PW 49 2.6.5a-i BP site and building design (FAR, Orientation, outdoor space, setbacks, parking lots, heights, massing, entries, & materials) O CD 50 2.6.6a-d BP Continuity of landscape space O CD 51 2.6.7a-d BP parking requirements & design O CD 52 2.6.8a-b BP Landscape screening required for loading, waste collection, utilities & mechanical equipment O CD 53 2.6.10 BP Outdoor employee amenity areas are required O CD 54 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. O CD 55 3.1a Buildings to express human scale by articulating mass O CD Packet Pg. 280 MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 53 - 56 3.1b Architectural styles in plan are encouraged O CD 57 3.1c Residential entries should be identifiable from streets or ped walkways O CD 58 3.1d Universally accessible entries are encouraged for all buildings O CD 59 3.1e All development is encouraged to have outdoor space shielded from aircraft noise. O CD 60 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. O CD 61 3.3 Lighting shall be energy efficient, avoid glare and minimize illumination toward sky. O CD 62 3.4 Building form & placement to meet solar exposure objectives. O CD 63 3.5 Public art to be encouraged at neighborhood park & principal collector street entries. O CD 64 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 CD 65 3.7 Fence and wall designs to comply with community design guidelines O CD 66 4.2 a-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 CD 67 5.0 Traffic calming features to be developed. Streets & drives to provide access without unnecessary paving O PW 68 5.1 City will extend transit service into area as roads are developed. Transit stops to include turnouts, shelters, benches, trash receptacles & real time arrival status displays. O PW 69 5.2a New development shall include sidewalks, ped paths, bike lanes and bike paths. Precise alignments will be determined with subdivisions. O PW Packet Pg. 281 MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 54 - 70 5.2b Bike path width, paving, signs and features to comply with Bicycle Transportation Plan. Proposed crossings may include features such as pavement changes, signs or bulb-outs. O PW 71 5.2c. Pedestrian and bike access to sports fields will be by enhanced under or over crossing with visibility for safety and sense of place O PW 72 5.3a-I Streets to foster traffic volumes appropriate for land uses and neighborhoods O PW 73 5.4 Alleys should be used where feasible O PW 74 5.5 Local streets will have bulb-outs at the end of blocks and at mid-block for blocks longer than 500'. O PW 75 5.7.1 Additional right-of-way for Broad Street to accommodate bike lane, vertical curbs, landscaped parkway, and center median. O PW 76 5.7.2 Prado Road facilities, phasing and construction requirements O PW 77 5.8 Traffic calming required - roundabouts, traffic circles, intersection treatments, and bulb-outs. O PW 78 5.9 Street names to follow City requirements. O CD 79 6.3 Fire Dept. activated signal control devices required for all intersections with traffic signals O PW 80 7.3.1 Subdivision plans must show detailed solutions to storm water issues. Developers are responsible for drainage facilities serving their parcels. O PW 81 7.3.2 All drainage facilities must comply with NPDES & post construction runoff controls O PW 82 7.5 Each residence shall have one 2" conduit connected with underground system to facilitate future installation of high-speed data system. O PW 83 7.7 All new power, telephone & cable lines to be installed underground. All existing line facilities to be underground at time of frontage construction. O PW 84 7.8 Streets & utilities installations must be built to ensure that later projects can build upon systems that are appropriately sized and located. O PW Packet Pg. 282 MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS - 55 - 85 8.1a The area shall accommodate at least 2 sites with a total capacity of 40 dwellings for HASLO to provide affordable housing. O CD 86 8.1b Residential area may be developed with modular or manufactured dwellings that comply with specific plan. O CD 87 8.1c Affordable housing density bonuses available in area designated in Fig 5 only due to airport land use plan. O CD Packet Pg. 283 CLIMATE ACTION PLAN - 56 - STATUS OF CLIMATE ACTION PLAN IMPLEMENTATION Status as of October 2016 Complete Difficulty to Complete Lead No. Program Summary or Ongoing Low Med High Dept. BLD 1.1 Accomplish 425 residential and 10,000 sq ft of commercial energy retrofits annually O CD BLD 1.2 Encourage monitoring of energy use via energy monitors, web apps, and State-required energy disclosures O CD BLD 1.3 Evaluate options for local energy conservation ordinance M CD BLD 1.4 Identify energy efficient upgrades for historic buildings that preserve integrity M CD/ADM BLD 2.1 Expand incentive program for projects that exceed Title 24 O CD BLD 2.2 Require new development to install energy efficient appliances C CD BLD 2.3 Amend design guidelines to promote low impact development strategies L CD BLD 3.1 Promote energy efficiency programs and financing O CD/UT BLD 3.2 Collaborate with County, state, & energy providers for single portal to database O CD BLD 3.3 Work with local green build organizations for outreach and education O CD BLD 3.4 Work with business community for a green business certification program L CD/ADM RE 1.1 Work with County to promote renewable funding and financing O ADM Packet Pg. 284 CLIMATE ACTION PLAN - 57 - RE 1.2 Work w/county & regional energy providers to evaluate a "feed-in tariff" program to pay for renewable energy provided M ADM RE 2.1 Incentivize renewable energy generation by reducing permit costs & streamlining review O CD/ADM RE 2.2 Revise City policies to remove barriers to renewable energy use & implement COSE 4.6.17 L CD/ADM RE 2.3 Evaluate feasibility of regional CCA L CD/ADM RE 3.1 Educate community re: renewable energy programs O CD/UT RE 3.2 Consider results of SLO- RESCO project L CD/ADM RE 3.3 Encourage use of photovoltaics O CD/UT TLU 1.1 Implement the short range transit plan M PW TLU 1.2 Continue to research funding sources for transit service upgrade projects O PW TLU 1.3 Support the County's Energy Wise Plan strategy to add transit routes O CD/PW TLU 1.4 Continue to offer free or discounted bus passes O PW TLU 2.1 Require 8% spaces designated for CAVs in parking lots > 50 spaces M CD/PW TLU 2.2 Pre-wire electric vehicle charging stations (2% of spaces) for parking lots >50 spaces M CD/PW TLU 2.3 Work with APCD on EV Readiness O CD/PW TLU 2.4 Identify street networks appropriate for NEV use M PW TLU 2.5 Designate spaces in public parking lots and MF housing projects for car-shares M CD/PW TLU 3.1 Modify BTP to achieve 20% bike mode share H PW TLU 3.2 Develop funding & staff resources to implement BTP H PW Packet Pg. 285 CLIMATE ACTION PLAN - 58 - TLU 3.3 Research bike-share program near parking facilities L PW TLU 4.1 Require new & redeveloped streets to address all travel modes M CD/PW TLU 4.2 Develop a Downtown Pedestrian Plan M PW TLU 4.3 Collaborate to expand Safe Routes to School programs, events & projects M PW TLU 4.4 Identify traffic congestion management techniques M PW TLU 5.1 Improve connectivity between neighborhoods M PW TLU 5.2 Promote infill (increase density in suitable zones) L CD TLU 5.3 Incentivize mix-use by addressing parking and streamlining permit review M CD TLU 5.4 Evaluate mixed-use projects in high density residential zones L CD TLU 5.5 Apply MU overlay zone to areas suitable for TOD M CD TLU 6.1 Make cost of using DT parking structures less expensive than parking meters O PW/ADM TLU 6.2 Locate transit stops & bike racks near parking structures O PW TLU 7.1 Amend zoning regulations to increase potential parking reductions from 10-30% for shared parking M CD TLU 8.1 Improve City's jobs-housing balance O CD/ADM TLU 8.2 Support infill housing - especially below market rate housing O CD TLU 8.3 Continue to reduce barriers to production of SDUs O CD TLU 9.1 Distribute transportation welcome packets O PW TLU 9.2 Install informational bike signage O PW TLU 9.3 Continue partnerships with regional organizations on outreach and education O CD Packet Pg. 286 CLIMATE ACTION PLAN - 59 - TLU 9.4 Market incentive programs to employers and workers L ADM WTR 1.1 Require landscape projects to minimize turf and use native & drought-tolerant plants C CD/UT WTR 1.2 Require landscape projects to use low-water using & efficient irrigation systems C CD/UT WTR 1.3 Encourage use of recycled, grey, or rainwater harvesting systems O CD/UT WTR 2.1 Review development for consistency with CALGreen water standards O CD WTR 2.2 Expand recycled water infrastructure to encourage use by new projects O CD/UT WTR 2.3 Require use of native & drought-tolerant plants O CD/UT WTR 3.1 Provide graphic history & comparison of water usage on utility bills O UT WTR 3.2 Maintain on-line resources & outreach materials for water saving tips, planting guides, & rebates O UT WST 1.1 Continue to provide recycling & green waste services O UT WST 1.2 Evaluate effectiveness of more aggressive volume- based rates M UT WST 1.3 Enforce IWMA standards re: recycling services provided by landlords M UT WST 1.4 Re-establish financial support for home composting M UT WST 1.5 Explore feasibility of waste audit program M UT WST 1.6 Consider curbside food waste pickup M UT WST 1.7 Evaluate effectiveness of food packaging ordinance M ADM WST 1.8 Evaluate collection of waste cooking oil and city-run biodiesel distribution M ADM/UT WST 1.9 Evaluate relocating bio-solid composting closer to City M ADM/UT Packet Pg. 287 CLIMATE ACTION PLAN - 60 - WST 2.1 Provide option for waste audits to educate consumers where waste can be reduced C UT WST 2.2 Maintain on-line resources & outreach for recycling C UT WST 2.3 Host interactive workshops on home composting O UT WST 2.4 Explore options for landfill & Water reclamation site visits to public & school groups O UT PKS 1.1 Conduct audit of parks & open space to identify tree planting locations H P&R PKS 1.2 Expand tree planting programs H P&R/ADM PKS 1.3 Establish Urban Forester intern program H ADM PKS 2.1 Negotiate easements & land donations for conservation H ADM PKS 2.2 Implement conservation plans for open space areas O H ADM PKS 2.3 Use conservation easements to create connected trails O ADM PKS 2.4 Expand donation programs for open space preservation & maintenance H ADM PKS 2.5 Partner w/other organizations to preserve open space & develop parkland O H ADM PKS 3.1 Store City green waste at composting facilities O ADM PKS 3.2 Continue to chip larger green waste & make available for public use O ADM PKS 4.1 Identify suitable locations for community gardens L ADM/P&R PKS 4.2 Implement Calle Joaquin AG Reserve Master Plan L ADM PKS 5.1 Continue tree planting & maintenance education programs O ADM PKS 5.2 Partner w/regional organizations to create volunteer opportunities for trail & open space maintenance. O ADM PKS 5.3 Advertise availability of green waste. O ADM Packet Pg. 288 CLIMATE ACTION PLAN - 61 - GO 1 Create & implement a City building retrofit program O CD/ADM GO 2 Generate renewable energy at City-owned facilities H ADM GO 3 Continue to upgrade to fuel- efficient vehicles O PW GO 4.1 Replace traffic signal fixtures with LEDs M PW GO 4.2 Replace streetlights w/high efficiency fixtures O PW GO 4.3 Upgrade outdoor lighting fixtures at City-owned facilities M PW GO 5.1 Prioritize replacement of water pumping & lift stations H UT GO 5.2 Implement the WRRF energy conservation plan H UT GO 6.1 Ensure all City facilities have recycling containers L PW/UT BO 6.2 Assess feasibility of food scrap collection & pickup in public places L UT GO 7.1 Choose right plants for City landscapes L PW GO 7.2 Prepare soils for water penetration & retention L PW GO 7.3 Design & operate efficient irrigation O L PW/UT GO 7.4 Install water efficient fixtures & maintain leak control at City facilities O PW/UT GO 8 Use BAT for equipment & vehicle fleet replacements M PW GO 9 Continue to reduce single occupant employee commuting O ADM/PW GO 10 Hire staff to implement CAP & energy programs H ADM/CD GO 11.1 Publish CAP information on web site O CD/UT GO 11.2 Participate in regional events to educate community about climate action planning O CD/UT Packet Pg. 289 LONG-TERM CAPITAL IMPROVEMENT PLAN Packet Pg. 290 2 OVERVIEW The Long-Term Capital Improvement Plan (CIP) provides a glimpse into the future improvement needs of the City as envisioned by the General Plan. Many of our current infrastructure assets are not adequate to handle the needs of the future. Many streets must be built or widened, intersections improved, bicycle facilities added, water lines and sewer lines extended into new areas, and new parks must be built. The Long-Term CIP can serve as a guide for required future investments to support the General Plan as well as other Council approved policies, plans, and goals in place today. At the time of General Plan build out, the projects included in the Long-Term CIP would ideally be built and available for use by the community. Annual maintenance needs for City infrastructure are shown below are represent the ideal annual investment. Annual Maintenance Needs Asset Ideal Annual Funding Traffic Management $ 250,000 Pavement Management $ 4,400,000 Curb, Gutter, Sidewalks $ 1,000,000 Flood Control $ 5,300,000 Sidewalk Ramps $ 580,000 Parks Play Equipment $ 150,000 Water Systems $ 3,100,000 Sewer Systems $ 2,800,000 Buildings $ 1,570,000 Bike Path Maintenance $ 100,000 Openspace Maintenance $ 150,000 Total $ 19,400,000 Annual maintenance needs of existing assets are an important consideration when considering the one-time implementation cost of future infrastructure expansions projects. While the Long-Term CIP focuses on the new facilities and infrastructure needed to support the City at build-out, the costs to maintain existing assets should also be considered. Ideally, these projects would be built as part of new development taking place in the City, but this may be unrealistic. The City may need to build some of these projects using grant funds, general funds, or some form of debt financing. There also may be opportunities in the future in which to leverage grant funding to build larger infrastructure maintenance projects to complement what new development provides. By considering the Long-Term CIP in the context of the 2017-19 Financial Plan process, these projects provide an important starting place in assessing which ones might be a high priority to consider in the next funding cycle. The list is a way for the Council to see the long-term infrastructure improvements that are needed and have an “order of magnitude” idea of how much it may cost to fully implement. Packet Pg. 291 3 With this understanding, the Long-Term CIP is one of the pieces of information for the Council to consider in setting goals and priorities for 2017-19. 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. A summary of estimated cost of the Long-Term CIP by function is shown below with project level detail shown on the subsequent pages. Long-Term CIP Summary by Function Function Amount Public Safety $ 55,850,000 Public Utilities $ 207,500,000 Transportation $ 682,858,000 Leisure, Cultural and Social Services $ 145,270,000 Community Development $ 10,500,000 General Government $ 23,350,000 Total $ 1,125,328,000 Packet Pg. 292 General Fund Economic Outlook: 2017-22 Steady Growth Equally Challenged by Expenditure Growth and Uncertainties December 2016 Packet Pg. 293 Purpose of Economic Outlook The purpose of Economic Outlook is to assess the General Fund’s ability over the next five years to accomplish five things: 1. Deliver current service levels; 2. Maintain existing infrastructure and facilities. 3. Preserve the City’s long-term fiscal health by aligning operating revenues and expenditures; 4. Maintain fund balance at policy levels; and 5. Reinvest in the General Fund supported Capital Improvement Program, particularly in areas that are underfunded such as infrastructure maintenance, fleet replacement, IT replacement, and facilities maintenance. The Economic Outlook presents with an overview of the General Fund over the next five years. The outlook focuses on major revenue sources and significant drivers for the expenditures to access the fund’s ability to accomplish the five criteria listed above focusing on long-term financial health. The theme of this forecast is “Steady Growth Equally Challenged by Expenditure Growth and Uncertainties.” On February 21, 2016, a more detailed General Fund Five-Year Forecast will be presented to Council based on audited 2015-16 year-end results and six months of revenue and expenditure data since the adoption of the 2016- 17 Supplemental Budget, when the Council was last presented with a Five-Year Forecast. It is important to stress that this Economic Outlook forecast is not a budget. The forecast sets the stage for the upcoming budget process but it does not represent formally adopted revenues or expenditures. Its purpose is to provide context for considering the City’s ability to continue current services, maintain existing assets and/or fund new initiatives. The Government Finance Officers Association (GFOA) recommends that governments of all levels forecast major revenues and expenditures extending over several years into the future. The forecast should be clearly stated and made available to stakeholders in the budget process. It should also be regularly monitored and periodically updated. The City of San Luis Obispo, through its financial planning process, embraces each of these recommendations in making the forecast an integral part of the budget process. Packet Pg. 294 Summary of Findings Although all major revenues continue to point in the positive direction, the trends in major revenues highly reactive to economic fluctuations show slower growth in the recent months. Coupled with expenditure growth due to projected consumer price index growth and labor market trends as well as infrastructure needs and proactive allocation of resources to pay down unfunded liabilities, this Economic Outlooks shows revenue and expenditure trends closely aligned. The City of San Luis Obispo contracts with Beacon Economics to provide with Economic Forecast for the City of San Luis Obispo. Beacon Economics forecast is based on time- series econometric techniques based on historical correlations and forecasts of future economic trends. Beacon Economics utilizes a layered approach based on the National, State of California and regional forecast. In summary, the United States economy continues to expand at a mediocre rate and the Gross National Product growth rate is currently forecasted at 1.5% to 2%. California economy for the fourth year in a row, outpaced the nation in job growth as well as output. The Economic Outlook focuses on review of major sources of revenue for the City. Sales Tax represents approximately 36% of the General Fund Revenue, followed by Property Tax at 14%, Transient Occupancy Tax at 10%, Utility Users Tax at 8%, and Development Review Fees at 7%. Sales Tax and Transient Occupancy Tax revenue sources are highly correlated with economic fluctuations. The City contracts with HdL Companies to monitor sales tax receipts and trends. The results of the 2nd quarter showed a significant decrease in sales tax receipts on gasoline due to gasoline low prices. Statewide sales tax rates expectations for 2016-17 have been lowered to 2.3% by HdL forecast and this expectation is conservatively carried through the five year forecast. The City of San Luis Obispo continue to benefit from its diverse and dynamic demographic and employment related structures. The sales tax growth is projected at just above 2.7% by HdL throughout the 2017-19 Financial Plan and at 2.5% to 2.6% thereafter. The City sales tax forecast for 2017-18 is projected at 3% based on current economic development in downtown San Luis Obispo. This projection will be closely monitored and updated with the Five-Year General Fund Forecast. Fiscal Year Beacon HdL Fiscal Forecast 2017-18 3.70% 2.70% 3.00% 2018-19 3.60% 2.60% 2.60% 2019-20 3.70% 2.50% 2.50% 2020-21* 3.70% 2.50% 2.50% 2021-22* 2.60% 2.60% Property Tax estimated revenue continues to show positive strong growth. 2015-16 actual property tax revenue growth was 5% over the previous year. Beacon Economics forecast based on assessed valuation trend over time and building permits, shows an expected growth rate above 6% through fiscal year 2017-18 and above 5% in the outer years. In addition, three significant projects are underway in San Luis Obispo incorporated area that are expected to significantly contribute to the property tax revenue growth for the City. The projects are Monterey Hotel, Garden Street Terraces and China Town. The Economic outlook is based on a 6% growth projection through the 2017-19 Financial Plan, 5.5% percent growth in 2019-20 and 5% growth thereafter due to higher degree of uncertainty in the outer years. Steady Growth Equally Challenged by Expenditure Growth and Uncertainties. Packet Pg. 295 Transient Occupancy Tax is another revenue sources that is highly correlated with economic fluctuations that affect tourism. After seeing a slowing growth trend through the later part of fiscal year 2015-16, the City is continuing to experience that softening in the tourism marketing into the first quarter of 2016-17. Traditionally the first quarter of the fiscal year tends to be the strongest indicator for the strength of the tourism market as it represents the peak travel season. Based on this softening trend, the City forecasting the adjustment in the TOT growth from 5% over the previous fiscal year to 4% and will continue to monitor the trend. Overall the softening in the marketing can be attributed to a number of factors including: addition of new lodging properties in competing destinations countywide as well as the business development of recently opened properties. In addition, various properties throughout the city have undergone renovations within the last year reducing the number of rooms available to be sold to visitors. Staff will continue to monitor the trends and analyze the impacts of the three significant hotel developments mentioned in the property tax discussion. Utility User’ tax forecast is maintained at the level presented to the Council with the 2016-17 Supplemental Budget. The City works closely with MuniServices to monitor the revenue stream and the impacts of new technologies. Development Services review is a highly fluctuating revenue stream and the Council adopted with the 2014-15 Supplemental Budget a policy granting authority to the City Manager to allocate 75% of over-realized Development Services revenue for temporary staffing in order to timely process development services applications and related permanent processing activities. On the expenditure side, the forecast is based on a modest economic growth, inflation and compensation growth of 2.5% overall, excluding retirement contribution expenditures to California Public Employees Retirement System (CalPERS). The Capital Improvement Program expenditure forecast is based on the 2015-17 Financial Plan adopted capital improvement budget and city fiscal policies. CalPERS required contribution rates and strategy to pay down unfunded liability continues to be a priority. As expected, the new funding formula approved by the governing board of the California Public Employees Retirement System (CalPERS) has increased the annual contributions required to fund the program. This funding formula took effect in 2015-16 and is designed to fully amortize the remaining unfunded retirement liabilities over 30 years. While the City has made significant progress in its efforts to contain retirement costs, such as adding 2nd and 3rd Tier benefit programs that now reflect membership by 20% of the total employees and increasing employee contributions toward the cost of retirement, the fiscal forecast still reflects a significant increase in the annual cost of retirement benefits as a result of these funding formula changes. In February of 2015, the Council adopted a guiding principle to prioritize allocation of one- time funds available to pay down 1) Unfunded Pension Liability, 2) Other Post-Employment Benefits, 3) Roads Infrastructure, and 4) Equipment Replacement Fund in that order. Since 2014, the Council appropriated $2.7 million in prepayments toward unfunded liability of the safety side fund. The prepayments are applied to decrease the unfunded liability. The overall plan performance depends actuarial assumptions and an expected long-term rate of return of 7.5%. The actual rate of return in 2014-15 was 2.4%. Packet Pg. 296 The graph above depicts revenues over expenditures over time. As shown above, assuming normal 2.5% growth in expenditures to maintain current levels of service and the rates of increase in major revenue categories, shows a balanced budget over the next five years but with little to no capacity for growth in ongoing expenditures. As a result of the City’s continuously improving economic condition, combined with prudent and fiscally responsible actions taken to control costs in recent years, the City continues to be well positioned to cover these escalating employee benefit costs while also identifying opportunities to make new and important investments in our community. This Economic Outlook projects full payment of cost increases identified in CalPERS’ actuarial retirement valuation reports. The forecast also anticipates funding will continue to be dedicated towards vital community services and infrastructure. The Economic Outlook projects a fund balance which exceeds the City’s 20% fund balance policy reserve requirement. These reserves are an essential first line of defense against unexpected economic emergencies or natural disaster. Packet Pg. 297 City of San Luis Obispo Revenue Forecast November 2016 Packet Pg. 298 City of San Luis Obispo Revenue Forecast This publication was prepared for: City of San Luis Obispo This publication was prepared by: Beacon Economics Christopher Thornberg Robert Kleinhenz Founding Partner Economist and Executive Director of Research 5777 West Century Boulevard, Suite 895 5777 West Century Boulevard, Suite 895 Los Angeles, California 90045 Los Angeles, California 90045 310.571.3399 424.646.4652 Chris@BeaconEcon.com Robert@BeaconEcon.com Eric Meux Justin Niakamal Manager, Economic Research Research Associate Eric@BeaconEcon.com Justin@BeaconEcon.com For further information about this publication please contact: Victoria Pike Bond Rick Smith Director of Communications Director of Business Development Beacon Economics, LLC Beacon Economics, LLC 415.457.6030 858.997.1834 Victoria@BeaconEcon.com Rick@BeaconEcon.com Or visit our website at www.BeaconEcon.com. Reproduction of this document or any portion therein is prohibited without the expressed written permission of Beacon Economics. Copy- right ©2016 by Beacon Economics LLC. Packet Pg. 299 Beacon Economics Report Overview Beacon Economics, LLC has undertaken a forecast of several key revenue streams in the City of San Luis Obispo ex- tendingouttothe2020–21fiscalyear.Theforecastpresentedhereusesstandardtime-serieseconometrictechniques based on historical correlations and forecasts of future economic trends.Beacon Economics’ method of forecasting follows a layered approach: National policy changes and external shocks are built into a U. S. model with a variety of economic indicators including GDP, production, demographics, interest rates, government spending, taxes, savings, income growth and real estate.Beacon Economics then crafts a California model that incorporates macro trends at the national level with trends in the statewide economy including employment/labor markets, demographics, real estate, and business activity indicators. Takingintoaccountthesestateandnationalfactors,Beacon Economics setsuparegionalmodelforSanLuisObispo County and the City of San Luis Obispo using macro trends to create a local forecast that delivers a broad outlook for the region including: Employment by industry Unemployment rate Consumer spending and income trends Population and components of change Residential and nonresidential real estate and construction. Theregionalassessmenthighlightsthemajordriversatthenationallevel,continueswithdevelopmentsintheState of California, and zooms in on the economy of San Luis Obispo County and the City of San Luis Obispo to provide a forecast of the City’s key revenue streams extending out to fiscal year 2020–21. National and State Economies The future direction of the City of San Luis Obispo economy is heavily contingent on what transpires within the national and state economies. In the most recent edition of Beaconomics (free of charge at www.BeaconEcon.com), Beacon Economics provides an in-depth analysis of current national and state economic trends. Below is a brief summary of what Beacon Economics sees happening in the U.S. and California economies. United States Economy The U.S.economicexpansioncontinuestomovealongatasteady,ifmediocre,pace.Thereislittlereasontobe- lievethatthenationwillstrayfromitscurrentpathofgrowthin2016.BeaconEconomicscontinuestoforecast growth in the 1.5% to 2.0% range for the year overall, with perhaps better numbers next year. Retail sales were growing at their weakest pace in years at the end of 2015. But interpreting these data can be tricky because they are based on nominal numbers and because inflation is the slowest it has been in decades. Real spending data from the Bureau of Economic Analysis indicates that 2015 was a strong year for consumer spending on goods, particularly in the auto sector, with U.S. automakers enjoying a record year. During the first half of 2016, there were increases in nominal growth because more time had elapsed since the decline in energy prices, which had been a drag on inflation. City of San Luis Obispo Revenue Forecast 1 Packet Pg. 300 Beacon Economics The building industry has been one of the slowest to recover in the United States, but the pace of construction isrising,and2016isshapinguptobeagoodyear.Fundamentalssuchastheaverageequityshareofownersand the overall housing vacancy rate have finally returned to historic norms. Credit is slowly easing for borrowers, and household formation is picking up. Home prices are still relatively good, given low mortgage rates. U.S.exports have been a concern lately, but despite a slowdown in China and a strong U.S. dollar, exporters increased their overseas sales slightly in 2015 over the previous year. The widening trade deficit last year was driven by imports, as U.S. consumers ramped up spending. During the first half of 2016, exports did not im- prove in real terms, but this is more a reflection of a weak global market than a warning sign for the domestic economy. There are plenty of reasons why the U.S. economy will not grow as rapidly as everyone would like over the next couple of years, but there is little reason to believe that growth will stop. Sometimes it pays to be a tor- toise—particularly when that tortoise offers the relatively high quality of life that so many Americans enjoy. California Economy California did it again. The high-priced, over-regulated, wacky state that everyone loves to hate turned in an- other strong performance in 2015. For the fourth year in a row, California outpaced the nation in job growth as well as output. The State’s labor market has continued to post strong job gains as employment growth for the first half of 2016 came in at 2.8%, just below the 3.0% rate for all of 2015. The unemployment rate has maintained a steady downward trajectory and stood at 5.4% as of June 2016, down from 6.2% a year prior. Nearly every industry in California experienced job gains over the last year, generally adding to the gains of recentyears.Professional,Scientific,andTechnicalServices,EducationandHealth,andLeisureandHospitality Services led the state’s industries, combining to produce more than 50% of the state’s total job gains last year. California’s housingmarketcontinueditsupwardtrajectoryoverthelastyearintermsofprices,sales,andnew construction. The statewide median price for a home was $416,700 in the second quarter of 2016, an increase of 5.9% from one year earlier. Sales were slightly higher in the first half of 2016 compared to the same time period one year prior but were constrained by lean inventories. Looking ahead, higher home prices and sales ought to trigger an increase in construction over this year and next, driven mainly by income growth, low but rising mortgage rates, and demographics. Despite concerns over the business climate, the state’s economy is one of the most dynamic in the country, as evidenced by the large amount of venture capital it has attracted on a consistent basis over the last several years. City of San Luis Obispo Revenue Forecast Real Estate Driven Revenues The local real estate market has been on sure footing over this last year as price growth remains robust, and market fundamentals point towards continued growth in the years to come. This bodes well for the City’s revenues tied to real estate market activity, such as property tax and property transfer tax. Construction activity is steady, and City of San Luis Obispo Revenue Forecast 2 Packet Pg. 301 Beacon Economics consumer price growth in California has been trending back towards historical norms. All factors contribute to an optimistic outlook. 0 200 400 600 800 $ 000sQ1-80 Q1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Median Home Price 4 6 8 10 %Q1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics 30-Year Mortgage Rate 20 30 40 50 60 $ 000sQ1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Inflation Adjusted Annual Cost 40 60 80 100 120 140 % of Per-Capita IncomeQ1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Housing Affordability Prices matter, but so do rates, inflation, and income San Luis Obispo County Home Price Outlook 0 11 1 1 1 Units (000s)Q1-90 Q1-00 Q1-10 Q1-20 Value Forecast Source: Forecast by Beacon Economics Existing Home Sales 0 0 0 0 0 0 Units (000s)Q1-06 Q3-08 Q1-11 Q3-13 Q1-16 Defaults Foreclosures Source: DataQuick Defaults and Foreclosures 0 0 1 1 1 1 Units (000s)Q1-00 Q1-05 Q1-10 Q1-15 Total Sales Less Foreclosures Source: DataQuick Sales Less Foreclosures 0 5 10 15 20 Q1-95 Q1-00 Q1-05 Q1-10 Q1-15 Source: California Assocation of Realators Months Supply Sales volumes subdued as market supply remains tight San Luis Obispo County Home Sales Outlook The median price for an exist- ing single-family home in the City stood at $707,000 as of the sec- ond quarter of 2016, a 14.5% in- crease over the same time a year prior. This was on top of a 16.8 % year-over-year increase in the first quarter of 2016. These strong gains yielded an overall 15.7% rate of growth for the first half of 2016, a marked improvement over the flat growth during 2015. In the coming fiscal year Beacon Economics ex- pectshomepricegrowthtoremain strong, growing at or near dou- ble digits. Historically low mort- gage rates and strong demand will continue to put upward pressure on home prices. Low market inventories will also contributetohomepricegrowthin the 2016–17 fiscal year, as the tight supply of homes for sale continues to be a stumbling block for would- be homeowners. According to the California Association of Realtors, in August 2016 the existing supply of homes on the market in San Luis Obispo County would be exhausted in4.4monthsatthecurrentpaceof sales. This was hardly an improve- ment over the 4.3 average reading over the preceding twelve months, and far below the long run average of six months’ supply. The tight supply is evident in the most recent data on existing home sales as well, but sales volumes are expected to pick up in the near term as more home owners are enticed by higher prices to sell and move up. Sales have thus fare trended sideway for the most part, with positive and negative growth the last few years. Sales of existing single family homes were in the second quarter of 2016 were 10.4% higher than the prior year, but in the first half of 2016 sales were down by 9.0%. City of San Luis Obispo Revenue Forecast 3 Packet Pg. 302 Beacon Economics 0 50 100 150 Q1-00 Q1-05 Q1-10 Q1-15 Multi-Family Single-Family Source: Construction Industry Research Board Residential Permits 4 6 8 10 12 Values ($ Millions)Q1-00 Q1-05 Q1-10 Q1-15 Source: Construction Industry Research Board Non-Residential Permits 5 6 7 8 Jan-00 Jan-05 Jan-10 Jan-15 Source: California Employment Development Department San Luis Obispo County Construction Employment 70 80 90 100 110 120 Taxable Sales ($ Millions)Q1-09 Q3-10 Q1-12 Q3-13 Q1-15 Q3-16 Source: HdL Companies San Luis Obispo County Construction Spending Building activity holding steady San Luis Obispo Construction TrendsNewconstruction is anticipated to make a steady contribution to AV growth in the near term as per- mitting activity for both residen- tial and nonresidential construc- tion show new structures are in the pipeline. According to the Con- structionIndustryResearchBoard, there were 132 new residential units permitted in the 2015-16 fis- cal year. This was down from the 302 units permitted in 2014-15, but nevertheless points toward new structurestoaddtotheexistingas- sessed value base. Nonresidential permitting activity has picked up inthelastyearaspermitvaluesfor the 2015–16 fiscal year increased 11.6% over 2014–15 levels. Other commercial indicators continue to trend favorably. Rents are still rising across all property types in the broader San Luis Obispo County, and vacancy rates are falling or holding steady at healthy levels. These trends point to a steady demand, which will help maintain upward pressure on commercial property values for structures that do not change ownership. Finally, the California Consumer Price Index (CPI) has been trending favorably from the standpoint of growth in region’s AV base. From October 2014 to October 2015, the California CPI grew by 1.5%, capping growth in properties notsubjecttoreassessmentatthatlevel.Sincethen,however,year-over-yeargrowthhastrendedhigherthan2%as thedeclineinenergypricesrecedesintothepastandcoreinflationintheStateremainsfirm.Ifthistrendcontinues throughtheendof2016,itwillallowpropertiesnotsubjecttoreassessmenttogrowattheupperlimitofProposition 13 restrictions. Consumer and Business Spending Driven Revenues The local economy is expected to exhibit positive growth over the next five fiscal years, which will yield steady increases in tax revenues associated with consumer and business spending. One clear sign of strength in the local economy is that job growth in the region has remained on a steady upward trajectory and has been setting record highemploymentlevelsvirtuallyeverymonthsince.AsofSeptember2016,nonfarmemploymentinSanLuisObispo County stood at 117.7 thousand, a 2.3% increase over the same month a year prior. Notably, this pace of job creation was on par with nonfarm employment in the state overall, which grew by 2.3% over the same time period. The Leisure and Hospitality industry has been the largest contributor to overall job growth in the County over the last year. As of September 2016, this industry added over 700 new jobs to company payrolls compared to the same time a year prior, a 4.1% increase, and represented 27.2% of the net increase across all nonfarm industries. The Edu- cation and Health Care industry also posted strong job growth, adding over 550 new jobs year-over-year for an 3.9% City of San Luis Obispo Revenue Forecast 4 Packet Pg. 303 Beacon Economics increase to company payrolls. This is a strong indication of a vibrant regional economy as San Luis Obispo continues to one of the top tourist destinations for residents of both Southern and Northern California. 60 80 100 120 140 Employees (000s)Q1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Nonfarm Employment 2 4 6 8 10 %Q1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Unemployment Rate -420 95 96 186 249 263 427 499 569 735 -500 0 500 1,000 Professional/Business Information Financial Activities Manufacturing Trade/Logistics Government Other Services NR/Construction Education/Health Leisure/Hospitality Industry Job Creation -3.3 6.3 2.3 2.6 1.2 1.1 7.4 7.5 3.9 4.1 -5 0 5 10 Industry Employment Growth Source: California Employment Development Department Employment levels reaching new record highs San Luis Obispo County Labor Market 500 1,000 1,500 2,000 $ MillionQ1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Taxable Sales -0.4 3.6 0.2 -14.1 0.3 -7.3 1.1 5.7 -15 -10 -5 0 5 Total Restaurants and Hotels General Consumer Goods Fuel and Service Stations Food and Drugs Business and Industry Building and Construction Autos and Transportation Source: HdL Companies Taxable Receipts Growth 5,000 10,000 15,000 20,000 $ BillionQ1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Personal Income 220,000 240,000 260,000 280,000 300,000 Q1-90 Q1-00 Q1-10 Q1-20 Actual Forecast Source: Forecast by Beacon Economics Population Local spending remains strong San Luis Obispo County Spending and Income Hotel revenues over the last year have been robust, as evidenced by the 36.5% increase in transient oc- cupancy tax revenues from fiscal year2014-15to2015-16.Steadyim- provement in the national, state, and regional economies have been a boon to the local economy has visitors enjoy all that the city has to offer. Summary Beacon Economics’ revenue fore- cast for the City of San Luis Obispo maintains an optimistic tone, and for good reason. The underlying fundamentals of the local real es- tate market are strong and are ex- pected to maintain an upward tra- jectory for the life of the forecast. Price growth is robust, sales vol- umesareholdingsteadyintheface of tight supply, and new construc- tionactivityisrunningatahealthy clip. Overall economic activity is also heading in the right direc- tion as businesses continue to hire and tourism activity in the area re- mains strong. Over the next five fiscalyears,withnothinginthelat- est data that points to trouble on theimmediatehorizon,expectpos- itive revenue growth in the City of San Luis Obispo. Although it’s not a part of the cur- rent five-year forecast, a sensitive long-run issue is the closure of the Diablo Canyon Power Plant. It has long been a part of the local economy, but it is scheduled to close in several years, with the decommissioning extending several years beyond that date. The utility has indicated that its employees City of San Luis Obispo Revenue Forecast 5 Packet Pg. 304 Beacon Economics should expect to receive severance compensation, which will cushion the blow to the local economy. But local gov- ernment agencies, communities, and businesses throughout the County also stand to lose a large source of property taxes, spending power, the utility’s charitable support, and other benefits from the plant and its workers. One of the biggest concerns for stakeholders throughout the County is that there is no definitive timeline for the closure, making it hard to plan. As the situation develops, Beacon Economics will be keeping a close eye on the closure and will continue to assess how it will affect the local economy. City of San Luis Obispo - Revenue Forecast Revenue Stream Actual Forecast FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Assessed Valuation ($000s)6,847,248,543 7,316,969,794 7,810,556,000 8,314,834,000 8,791,996,000 9,287,135,000 9,815,083,000 Growth(%)5.9 6.9 6.7 6.5 5.7 5.6 5.7 Property Tax 9,631,890 10,186,858 10,874,040 11,576,108 12,240,424 12,929,768 13,664,790 Growth(%)7.5 5.8 6.7 6.5 5.7 5.6 5.7 Utility Users Tax 5,211,207 5,413,720 5,557,909 5,766,324 6,007,247 6,287,656 6,573,414 Growth(%)-2.5 3.9 2.7 3.7 4.2 4.7 4.5 Business Tax 2,203,208 2,496,724 2,571,572 2,665,271 2,742,577 2,821,225 2,900,802 Growth(%)2.8 13.3 3.0 3.6 2.9 2.9 2.8 Transient Occupancy Tax 6,805,742 7,113,466 7,467,657 7,807,394 8,131,150 8,464,159 8,833,744 Growth(%)12.2 4.5 5.0 4.5 4.1 4.1 4.4 Taxable Sales 1,404,110,912 1,453,693,952 1,516,173,000 1,572,019,000 1,628,719,000 1,689,009,000 1,750,598,000 Growth(%)3.0 3.5 4.3 3.7 3.6 3.7 3.6 Sales Tax 15,272,683 17,498,218 18,250,283 18,922,505 19,605,007 20,330,722 21,072,073 Growth(%)-0.9 14.6 4.3 3.7 3.6 3.7 3.6 Measure Y 7,038,956 7,047,174 7,350,058 7,620,787 7,895,656 8,187,928 8,486,497 Growth(%)3.9 0.1 4.3 3.7 3.6 3.7 3.6 Proposition 172 409,590 405,066 421,390 442,255 466,726 493,747 522,632 Growth(%)4.6 -1.1 4.0 5.0 5.5 5.8 5.9 Building Permit Valuation 117,738,400 89,598,922 74,781,620 69,916,780 66,413,100 65,909,460 69,783,160 Growth(%)108.0 -23.9 -16.5 -6.5 -5.0 -0.8 5.9 Source:Forecast by Beacon Economics City of San Luis Obispo Revenue Forecast 6 Packet Pg. 305 Beacon Economics About Beacon Economics Beacon Economics, LLC is a leading provider of economic research, forecasting, industry analysis, and data services. Bydeliveringindependent,rigorousanalysiswegiveourclientstheknowledgetheyneedtomaketherightstrategic decisions about investment, growth, revenue, and policy. Learn more at www.BeaconEcon.com. Services Contacts Economic and revenue forecasting Economic impact analysis Regional economic analysis Economic policy analysis Real estate market analysis Industry and market analysis EB-5 Economic analysis Public Speaking Expert Testimony Sherif Hanna Managing Partner (424) 646-4656 Sherif@BeaconEcon.com Victoria Pike Bond Director of Communications (415) 457-6030 Victoria@BeaconEcon.com Rick Smith Director of Business Development (858) 997-1834 Rick@BeaconEcon.com City of San Luis Obispo Revenue Forecast 7 Packet Pg. 306 City of San Luis Obispo, Council Memorandum December 27, 2016 TO: City Council FROM: Derek Johnson, Assistant City Manager Prepared by: Greg Hermann, Principal Analyst SUBJECT: Tab 10 - 2015-16 LOCAL REVENUE MEASURE YEAR-END EXPENDITURES The following report was presented to the Revenue Enhancement Oversight Commission on November 16, 2016 and includes a review of the unaudited operating and capital expenditures of the Local Revenue Measure in the last fiscal year 2015-16. The report is included to provide context and background to the City Council and public for the discussion of Local Revenue Measure spending priorities included as a part of the Community Forum and to fulfill the Annual Citizen Oversight Meeting requirement of Measure G. Audited revenues and expenditures of the Local Revenue Measure will be presented to the City Council on February 7, 2017 with the Comprehensive Annual Financial Report. In addition, the 2015-16 Local Revenue Measure Annual Community Report is expected to be completed and distributed to the public in February 2017. Packet Pg. 307 Revenue Enhancement Oversight Commission November 16, 2016 Revenue Enhancement Oversight Commission November 16, 2016 FROM: Derek Johnson, Assistant City Manager Greg Hermann, Principal Analyst SUBJECT: 2015-16 LOCAL REVENUE MEASURE YEAR-END EXPENDITURES RECOMMENDATION Receive a report and review unaudited operating and capital expenditures of local half-percent sales tax revenue in the last fiscal year. DISCUSSION Local Revenue Measure Uses The Local Revenue Measure Summary Schedule for the Fiscal Year (FY) 2015-16 lists unaudited expenditures for operating and capital project costs (Attachment 1). Expenditures are broken into the following categories: 1) Open Space Preservation, 2) Bicycle and Pedestrain Improvements, 3) Traffic Congestion Relief/Safety Improvements, 4) Public Safety, 5) Neighborhood Street Paving, 6) Code Enforcement, 7) Flood Protection, and 8) Parks and Recreation/Senior Programs and Facilities. Actual operating expenditures for FY 2015-16 were approximately $2.1M and capital expenditures were about $2.8M, totaling approximately $4.9M. Expenditures for the Local Revenue Measure in the 2015-17 Financial Plan were budgeted to account for approximately 30 percent operating 12% 5%4% 23% 24% 5% 13% 14% FY 2015‐16 Local Revenue Measure Uses ($4.9M) 1. Open Space Preservation 2. Bicycle and Pedestrian Improvements 3. Traffic Congestion Relief / Safety Improvements 4. Public Safety 5. Neighborhood Street Paving 6. Code Enforcement 7. Flood Protection 8. Parks and Recreation/Senior Programs and Facilities Packet Pg. 308 2015-16 Local Revenue Expenditures Page 2 and 70 percent capital costs. In the FY 2015-16, the actual uses were 43 percent operating and 57 percent capital expenditures. This is due to multi-year nature of capital improvement projects and some savings from projects that were completed under budget. Expenditues are expected to rebalance in the second year of the 2015-17 Financial Plan. 1. Operating Uses ($2.1M) 92 percent of budgeted Local Revenue Measure operating program funds were expended in FY 2015-16. The 8 percent balance remaining was due to salary variances and hiring gaps for individual positions. Any unexpended funds remain in the Local Revenue Measure fund balance for redistribution. The largest use of local revenue measure funding for operating costs was for Public Safety. Examples of these costs were salaries for the Downtown Patrol Officers. 2. Capital Uses ($2.8M) 40 percent of available Local Revenue Measure capital project funds were expended in FY 2015- 16. Available funds are a combination of what was budgeted in FY 15-16 and what was carried over from past fiscal years. All of the funds available were not spent due to savings from projects that were completed under budget and projects that span multiple years. In addition, project phases don’t always align with fiscal years, and project schedules are subject to variables that cause delays. Budgeted funds for capital projects carry over year to year until the project is completed. The total amount of Local Revenue Measure funding that carried forward to FY 2016-17 is approximately $3.6M. Specific details on all of the capital projects are included in Attachment 1. Any funding remaining once projects are completed will be transferred into a Local Revenue Measure Completed Projects account. This funding could be used for other approved Local Revenue Measure projects that end up costing more than what was budgeted (subject to City Manager approval), or be reprogrammed 6% 8% 5% 34% 8% 11% 25% 4% 2015‐16 Local Revenue Measure Operating Uses ($2.1M) 1. Open Space Preservation 2. Bicycle and Pedestrian Improvements 3. Traffic Congestion Relief / Safety Improvements 4. Public Safety 5. Neighborhood Street Paving 6. Code Enforcement 7. Flood Protection 8. Parks and Recreation/Senior Programs and Facilities Packet Pg. 309 2015-16 Local Revenue Expenditures Page 3 to other capital projects that meet Local Revenue Measure priorities subject to Revenue Enhancement Oversight Commission (REOC) and City Council approval during the budget process. The largest capital expenditures funded by the Local Revenue Measure in FY 2015-16 were for Neighborhood Street Paving, specifically for street reconstruction and resurfacing on Johnson Ave. and Osos Street. 3. Net Available for Future Appropriations There is currently no net balance of Local Revenue Measure funding available for future uses at this time due to decreases in expected revenues. All existing funds for the Local Revenue Measure have been carried over to or are already budgeted for the current fiscal year. Local Revenue Measure Revenues Unaudited revenues from the local half-percent sales tax totaled $7.1M in FY 2015-16. This is a one percent decrease from last fiscal year and six percent decrease from the budgeted revenues. The revenue decrease is due to a variety of factors including falling gas prices and a general reduction revenues from what wasforecasted and budgeted. Staff is working to refine future revenue forecasts based on current data for both the 2016-2017 Mid Year Budget and 2017-2019 Financial Plan. FY 2015-16 Budgeted Revenues (per 2015-17 Financial Plan Forecast) $7,447,054 FY 2015-16 Year End Revenues $7,056,217 16% 3% 3% 15% 36% 0% 5% 22% FY 2015‐16 Local Revenue Measure Capital Uses ($2.8M) 1. Open Space Preservation 2. Bicycle and Pedestrian Improvements 3. Traffic Congestion Relief / Safety Improvements 4. Public Safety 5. Neighborhood Street Paving 6. Code Enforcement 7. Flood Protection 8. Parks and Recreation/Senior Programs and Facilities Packet Pg. 310 2015-16 Local Revenue Expenditures Page 4 FY 2016-17 revenue from the local revenue measure is forecasted to be $7,417,000. This forecast of revenues will change over time. The next updated forecast will be presented to Council during the 2017-19 Financial Plan process in December 2016. ATTACHMENT 1. Fiscal Year 2015-16 Local Revenue Measure Funding Summary Schedule Packet Pg. 311 2015-16 (budget)2015-16 (unaudited actual)2016-17 (budget + projected carryover) 2015-16 (budget) 2015-16 (unudited actual) 2016-17 (budget + projected carryover) 1 Laguna Lake Dredging and Sediment Management 450,000 283,632 166,368 450,000 LL 60% Draft Alternatives were provided to Council and the preferred project size was selected. The project is now entering the design phase. 2 Open Space Acquisition 250,000 - 500,000 500,000 OS 30% Potential acquisitions in the Cuesta Canyon area (Miossi and Ahearn Ranches). The Wadell Ranch property acquisition is anticipated to be complete by December 2016. 3 Open Space Maintenance 285,000 57,362 552,638 610,000 OS 50% Trailhead enhancement and deferred maintenance including kiosks and pet waste bag stations. 4 Ranger Program Pickup Truck (3 in 15-16) 139,000 111,201 27,799 139,000 OS 100% Fleet replacement (1), Fleet expansion (2). All units are in service. 5Natural Resources (Open Space Wildfire Fuel Reduction) 5,000 1,600 5,000 60,000 70,000 OS - Open Space maintenance efforts for fire prevention. 6 Ranger Services (Ranger Staffing; FTE = 2) 121,590 117,060 129,530 251,120 OS - Two Ranger Maintenance Workers. Subtotal 2,020,120 7 Bicycle Facility Improvements 100,000 30,573 169,427 200,000 T 30% Designing and constructing small-scale, miscellaneous bicycle facility improvements or additions to larger transportation projects to improve bicycle circulation including buffered bike lanes on Johnson and Longview. 8 Bicycle Transportation Plan Implementation 400,000 26,641 373,359 400,000 T 30%Implementing specific, significant projects identified in the Bicycle Transportation Plan. Bicycle improvements at Highland and Chorro have been completed. Construction on the Railroad Safety Trail Class I Connection Laurel & Orcutt is scheduled for early 2017. Plan development for the Broad Street Bike Boulevard is underway.9 Bike Bridge at Phillips Lane 250,000 250,000 T 25% Extending the Railroad Safety Trail from California/Phillips to Phillips/Pepper. 10 Bob Jones Trail Octagon Barn Connection 50,000 7,469 42,531 50,000 T95% Funding for the planning and environmental review of the extension of the Bob Jones pathway between the Octagon Barn and LOVR.. Approval expected in November 2016. 11 Downtown Renewal 6,000 6,000 D - Complete design of sidewalk replacement projects. Project will be started Winter 2016-17. 12 Pedestrian and Bicycle Pathway Maintenance 100,000 - 160,000 160,000 T100% Railroad Safety Trail maintenance. Completed October 2016. 13 Replacement of Lighted Crosswalk on Higuera Street 43,500 43,500 D,T75% Replacement of an aging system that has exceeded its service life. Construction is expected to be complete in early 2017. 14Safe Route to School Improvements-Pacheco and Bishop Peak 45,000 200 44,800 45,000 T15%Plan and implement Safe Route to School improvements to enhance safety and access for bicycling and walking to Bishop's Peak and Pacheco Elementary Schools. The community outreach meeting has been completed on assessment issues. Currently analyzing assessment issues and conducting technical studies. % Complete(as of 11/1/16) FY 2015-17 LOCAL REVENUE MEASURE EXPENDITURESThe following uses of local sales tax revenue have been found to be consistent by the Citizens' Revenue Enhancement Oversight Commission (REOC) with Council goals and objectives and the spending priorities of voter-approved Local Revenue Measure G.Bicycle and Pedestrian Improvements Description # MCGOIOOpen Space PreservationOperating Programs CIP 2-yr Total Funding Project TitleMajor City Goal (MCG) = Open Space Preservation (OS); Housing (H); Multi-Modal Transportation (T)Other Important Objective (OIO) = Neighborhood Wellness (N); Laguna Lake Restoration (LL); Downtown (D); Fiscal Sustainability/Responsibility (F)Packet Pg. 312 2015-16 (budget)2015-16 (unaudited actual)2016-17 (budget + projected carryover) 2015-16 (budget) 2015-16 (unudited actual) 2016-17 (budget + projected carryover) % Complete(as of 11/1/16) FY 2015-17 LOCAL REVENUE MEASURE EXPENDITURESThe following uses of local sales tax revenue have been found to be consistent by the Citizens' Revenue Enhancement Oversight Commission (REOC) with Council goals and objectives and the spending priorities of voter-approved Local Revenue Measure G. Description # MCGOIOOperating Programs CIP 2-yr Total Funding Project Title15 Sidewalk and Tree Replacements 100,000 17,579 402,421 420,000 N,D,T 20% First sidewalk project area repairs including removing trip hazards, rebuilding tree wells, and installing dowtown mission-style sidewalks are completed. Additional project areas are currently being released for construction. 16 Sidewalk Ramp Construction 45,000 - 45,000 45,000 T100%Partially funded curb ramp construction on LOVR and Madonna Roads.Accessible curb ramps are coordinated with paving projects 17 Traffic, Bicycle & Pedestrian Marking Replacement 20,000 - 20,000 20,000 T - Project areas to replace crosswalks, stop bars and lane lines have been identified. Construction will occur in late 2016. 18Transportation Planning and Engineering (Engineers, Bike Coordinator; FTE = 1.6) 173,799 161,711 175,948 349,747 T - Engineers and Bicycle Coordinator. Subtotal 1,989,247 19 Monterey & Osos Traffic Signal Safety Upgrade 225,000 3,236 221,764 225,000 T25% Reconstruct traffic signal at location identified in the Traffic Safety Report. Plans are in design and construction is expected early 2017. 20 Neighborhood Traffic Improvements 20,000 20,000 20,000 40,000 N,T50% Improve traffic conditions in existing neighborhoods. Current efforts are being done for the South Chorro Street neighborhood, Buchon Street and High Street. 21 Parking Structures Assessment and Rehabilitation Study 8,333 - 8,333 8,333 - Study is primarily funded through the Parking Fund. 22 Signals and Lighting Maintenance Lift Truck 91,000 91,000 75% Fleet replacement. Unit is on order. 23 South & Parker Traffic Safety Project: Median 30,000 27,845 2,155 30,000 T100% Concrete median was installed on South Street at Parker Street to restrict left turning movements. This project was originally proposed through the City's Traffic Safety Program. 24 Traffic Operation Improvement Projects 30,000 - 30,000 30,000 T25%Small projects identified in Annual Traffic Operations Report to reduce congestion and improve travel times along major corridors. Locations have been identified and projects are in the planning phase. 25 Traffic Safety Improvement Projects 25,000 21,804 28,196 50,000 T50% Small projects identified in Annual Traffic Safety Report, including signal indication upgrades, signing and striping projects at location identified in the report. 26 Transportation Radar Trailer 15,000 14,520 480 15,000 100% Fleet replacement. Unit is in service. 27 Signal and Light Maintenance (Technician; FTE = 1) 96,866 96,866 98,127 194,993 T - Signal Technician. Subtotal 684,326 28 911 Phone System 245,000 27,598 - 245,000 100% Scheduled replacement. Project is complete. 29 Computer-Aided Dispatch 25,000 - 25,000 25,000 - Scheduled replacement of software for connectivity to County dispatch. 30 Fire Electronic Patient Care Reporting System 53,800 27,305 52,195 79,500 95% Electronic Patient Records Management for emergency response. 31 Fire Emergency Response Forklift 50,000 47,572 2,428 50,000 100% Fleet replacement. Unit is in service. 32 Fire Emergency Response SUV 99,400 99,400 - Fleet replacement. Traffic Congestion Relief / Safety ImprovementsPublic SafetyMajor City Goal (MCG) = Open Space Preservation (OS); Housing (H); Multi-Modal Transportation (T)Other Important Objective (OIO) = Neighborhood Wellness (N); Laguna Lake Restoration (LL); Downtown (D); Fiscal Sustainability/Responsibility (F)Packet Pg. 313 2015-16 (budget)2015-16 (unaudited actual)2016-17 (budget + projected carryover) 2015-16 (budget) 2015-16 (unudited actual) 2016-17 (budget + projected carryover) % Complete(as of 11/1/16) FY 2015-17 LOCAL REVENUE MEASURE EXPENDITURESThe following uses of local sales tax revenue have been found to be consistent by the Citizens' Revenue Enhancement Oversight Commission (REOC) with Council goals and objectives and the spending priorities of voter-approved Local Revenue Measure G. Description # MCGOIOOperating Programs CIP 2-yr Total Funding Project Title33Fire Emergency Response Van with Ambulance Package 180,000 - 180,000 180,000 50% Fleet replacement. Unit is on order. 34 Fire Prevention SUV (2 in 15-16) 91,000 74,777 16,223 91,000 100% Fleet replacement. Unit is in service. 35 Fire Command Vehicle Equipment 5,260 - 5,260 5,260 - Installation of equipment that enables the Fire Command Vehicle to operate as a mobile command center. 36 Fire Station 2 Exterior Driveway Ramp Replacement 10,000 10,000 20% Settling and structural problems with existing driveway of Station #2. 37Fire Station 2 Restroom and Dorms Privacy Modifications 160,000 1,770 158,230 160,000 100% ADA upgrades and facility modernization to support female firefighters. Project is complete. 38 Police Administration Sedan 38,500 25,887 12,613 38,500 100% Fleet replacement. Unit is in service. 39 Police CAD hardware 250,000 - 250,000 250,000 - Additional server space for Police dispatch system. 40 Police Investigations Sedans (2 in 15-16) 66,600 58,210 8,390 66,600 100% Fleet replacement. Unit is in service. 41 Police Patrol Sedans (2 in 15-16, 3 in 16-17) 83,500 80,686 132,514 213,200 65% Fleet replacement. 2015-16 units are in service. 1 of the 2016-17 units is on order.. 42 Police Patrol SUV 53,000 - 53,000 53,000 100% Fleet replacement. Unit is in service. 43 Police Support Services Pickup 31,400 31,400 31,400 100% Fleet replacement. Unit is in service. 44 Police Traffic Safety Motorcycles (2, 1) 63,400 57,714 39,886 97,600 65% Fleet replacement. 2015-16 units are in service. 45 Policy Facility Site Assessment 45,000 - 45,000 45,000 15% Evaluate space needs and redevelopment potential of existing site. Completed scoping activities. Preparing to hire Architect to develop schematic layout. 46 Patrol Services (Officers, Sergeant; FTE = 4) 764,741 704,243 786,655 1,551,396 - Three Patrol Officers, Police Sergeant. 47 PuslePoint CPR Software 8,000 18,000 26,000 - App that allows community members to act as first responders. Subtotal 3,317,856 48 Capital Engineering Pickup Truck 31,500 30,076 1,424 31,500 100% Fleet replacement. Unit is in service. 49 Street Reconstruction & Resurfacing 1,566,817 967,372 2,580,145 3,547,517 T100% Johnson Avenue and Osos resurfacing completed in 2015-16. 2016-17 projects included Area 1 (neighborhoods north of Highland Drive and east of California) and Area 8 (east of california and Johnson up to Fixlini) and are also complete. 50 Streets Maintenance Asphalt Grinder & Trailer Mount 89,100 89,100 75% Fleet replacement. Unit on order. 51 Streets Maintenance Backhoe 128,000 128,000 100% Fleet replacement. Unit is in service. 52 Streets Maintenance Trucks 69,000 69,000 - Fleet replacement. 53 CIP Project Engineering (Inspector; FTE = 1) 109,234 93,361 116,258 225,492 - Field Engineering Inspector. 54Streets and Sidewalk Maintenance (Maintenance Worker; FTE = 1) 80,597 76,115 85,003 165,600 - Streets Maintenance Worker Subtotal 4,256,209 Neighborhood Street PavingMajor City Goal (MCG) = Open Space Preservation (OS); Housing (H); Multi-Modal Transportation (T)Other Important Objective (OIO) = Neighborhood Wellness (N); Laguna Lake Restoration (LL); Downtown (D); Fiscal Sustainability/Responsibility (F)Packet Pg. 314 2015-16 (budget)2015-16 (unaudited actual)2016-17 (budget + projected carryover) 2015-16 (budget) 2015-16 (unudited actual) 2016-17 (budget + projected carryover) % Complete(as of 11/1/16) FY 2015-17 LOCAL REVENUE MEASURE EXPENDITURESThe following uses of local sales tax revenue have been found to be consistent by the Citizens' Revenue Enhancement Oversight Commission (REOC) with Council goals and objectives and the spending priorities of voter-approved Local Revenue Measure G. Description # MCGOIOOperating Programs CIP 2-yr Total Funding Project Title55 Mission Plaza Railing Upgrade 30,000 - 60,000 60,000 D,T50% ADA upgrades required to fence picket spacing in guardrails. Project is designed and construction is expected to begin in Winter 2016-17. 56Building and Safety (Code Enforcement Officer, Neighborhood Services Specialists; FTE = 3) 247,185 235,376 256,639 503,824 N - Building Code Enforcement Officer, Neighborhood Services Specialists. Subtotal 563,824 57 Broad Street Bank Reinforcement 40,000 40,000 - 40,000 100% Old Garden Creek bank stabilization and sediment removal. Project is complete. 58 Flood Control Pickup Truck 28,500 25,548 2,952 28,500 100% Fleet replacement. Unit is in service. 59 Marsh Street Bridge Replacement 734,000 734,000 D,T50% Complete replacement of bridge build in 1909. 60 Storm Drain System Replacement 548,500 18,519 1,104,281 1,122,800 N100% Continued replacement of substandard corrugated metal pipes. 2015-16 projects consisting of three project areas are complete and included Albert Drive and Broad and High Street. Additional projects scheduled for summer 2017. 61 Toro Street Bank Stabilization 50,000 50,000 - 50,000 100% San Luis Creek bank stabilization and sediment removal. Project is complete. 62Creek and Flood Protection (Collection Operators, Stormwater Management Plan; FTE = 6) 577,878 519,634 583,794 1,161,672 N - Stormwater Code Enforcement Officer, Stormwater Collection Operators, Stormwater Management Plan. Subtotal 3,136,972 63 Golf Course Pickup Truck 28,500 28,500 10% Fleet replacement. Obtaining bids. 64 Olympic Pool Replastering 290,000 190,351 99,649 290,000 100% Replacement of existing shell plaster which is 17 years old and underwater lights which are 33 years old. Project is complete. 65 Park Major Maintenance & Repairs 86,000 41,490 549,510 591,000 25% Projects include sports courts, sports lights, bleachers and fencing. 66 Restroom Replacement and Remodeling 400,000 354,707 125,293 480,000 D50% Golf course restroom construction complete. Mission Plaza restroom design on hold waiting for the completion of the Mission Plaza Master Plan. 67 Octagon Barn Facility 206,000 3,282 202,718 206,000 - Funding to preserve and enhance the Octagon Barn through a community partnership. 68 Jack House Elevator Removal 22,000 21,136 864 22,000 100% Removal of non-historic elevator from the House. Project is complete. 69Parks and Landscape Maintenance (Maintenance Worker; FTE = 1) 77,658 77,658 78,657 156,315 - Parks Maintenance Worker. Subtotal 1,773,815 Fund Balance 2,254,548 2,083,624 2,323,611 7,078,110 2,797,463 10,149,346 17,742,369 Parks and Recreation/Senior Programs and FacilitiesTotal Local Revenue Measure UsesCode EnforcementFlood ProtectionMajor City Goal (MCG) = Open Space Preservation (OS); Housing (H); Multi-Modal Transportation (T)Other Important Objective (OIO) = Neighborhood Wellness (N); Laguna Lake Restoration (LL); Downtown (D); Fiscal Sustainability/Responsibility (F)Packet Pg. 315 OPERATING PROGRAMS - BUDGET ORGANIZATION ORGANIZATION The City's operating expenditures are organized into the following hierarchical categories: Function Operation Program Function The highest level of summarization used in the City's Financial Plan, functions represent a grouping of related operations and programs that may cross organizational (departmental) boundaries aimed at accomplishing a broad goal or delivering a major service. The six functions in the Financial Plan are: Community Safety Culture & Recreation Infrastructure & Transportation Community Neighborhood & Livability Environmental Health & Open Space Fiscal Health & Governance Operation An operation is a grouping of related programs within a functional area such as Police Protection, Fire Safety and Stormwater within Community Safety. Program Programs are the basic organizational units and cost centers of the Financial Plan. A program is a set of related activities intended to produce a desired result. Funds are allocated to programs based on policies, goals and objectives that define the nature and level of services to be provided. Sample Relationship: The following is an example of the hierarchical relationship between functions, operations, programs. 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