HomeMy WebLinkAboutGOAL SETTING AGENDA PACKET
2011-13 Financial Plan
GOAL-SETTING AGENDA PACKET
January 11, 2011 Community Forum
January 29, 2011 Goal-Setting Workshop
City of San Luis Obispo
2011'13 tmancut plan
GOAL-SETTING AGENDA PACKET
January 11 and January 29, 2011
TABLE OF CONTENTS
AGENDAS
I U.• J.';....i -.
1. Workshop Agendas
January II: Community Forum I
January 29: Council Goal-Setting Workshop 3
RECOMMENDED CITY GOALS
i ; ELe nu
2. Council Advisory Bodies
Introduction I
Architectural Review Commission 2
Bicycle Committee 3
Cultural Heritage Committee 5
Housing Authority 6
Human Relations Commission 7
Jack House Committee 8
Joint Recreational Use Committee 9
Mass Transportation Committee 10
Parks and Recreation Commission II
Planning Commission 12
-)--Promotional Coordinating Committee 13
Tourism Business Improvement District Board 14
. Tree Committee 15
Appendix: Advisory Body Role in the Budget Process 16
3. Community Budget Bulletin
Responses received after January 7 will be distributed on January 18
Overview I
Responses 2
4. Community Groups/Others
Items received after January 7 will be distributed as they are received
Downtown Association I
Chamber of Commerce 2
Other 5
5. Results from Community Forum
To be distributed on January 18
6. Council Member Goals
To be distributed on January 27
BACKGROUND MATERIALS
I II iJ fi
7. Goal-Setting Process for 2011-13
December 14,2010 Council Agenda Report
Goal-Setting Process for 2011-13
8. Status Reports from December 14, 2010 Workshop
1. Status of2009-11 Goals and Objectives
Introduction
Major City Goals
Other Important Objectives
Carryover Goals and Objectives
I-I
1-4
1-18
1-26
2. Status of Current CIP Projects
Introduction
Status Report: Major CIP Projects
Status Report: All CIP Projects
2-1
2-4
2-5
3. Status of General Plan Implementation Programs
Introduction
Implementation Program Status by Element
3-1
3-6
4. Long-Term Capital Improvement Plan (CIP)
Overview
CIP Project Summary by Function
4-1
4-3
9. Fiscal Outlook: October 19, 2010 Forecast
Five-Year General Fund Fiscal Forecast: 2011-16
10. Results from Public Opinion Research
June 2010 Survey Results
11. Other Background Information
2011-13 Financial Plan Schedule I
Goal-Setting and the Budget Process 3
Budget Process Overview 4
Financial Plan Policies 5
Public Notification
Display Ads 27
News Release 28
Notice to Community Groups 29
Community Budget Bulletin and Survey 31
Memorandum to Advisory Bodies 33
12. Notes and Other Materials
Provides the Council with a place for notes and other
supplemental materials received by them.
Section 1
WORKSHOP AGENDAS
January 11: Community Forum
January 29: Council Goal-Setting Workshop
City of San Luis Obispo
2011-13 Financial Plan
COMMUNITY FORUM
January 11, 2011
AGENDA
1
6:30 p.m. Welcome Jan Marx, Mayor
6:35 p.m. Introduction
Overview of the Goal-Setting and Budget Process, Katie Lichtig, City Manager &
Current Goals, Measure Y, Fiscal Outlook, Challenges Mary Bradley, Interim Finance & IT
Ahead Director
Approach to Tonight’s Forum Don Maruska, Facilitator
7:00 p.m. Public Comment
We invite each speaker to address not only what you recommend as a major city goal for 2011-13, but also
why it’s important and ideas on how to accomplish it. Department heads will record the ideas on flip
charts.
9:15 p.m. Participants Vote on Top Priorities (each participant will be given “dot” stickers)
What Do We Hope to Accomplish Tonight?
Just as individuals and businesses have taken a sharp look at their finances and adjusted spending in light of these challenging
economic times, the City is doing the same. A continued decrease in revenues means that in order for the City to live within
its means and still continue to provide critical services for citizens, a reassessment of community and Council priorities is
necessary.
The purpose of the City’s budget is to link what we want to accomplish for the community over the next two years with the
resources necessary to do so. For this reason, one of the first steps in the budget process is Council goal-setting. In setting
goals for 2011-13 as part of the budget process, and in considering priorities for the use of revenues from Measure Y (the ½-
cent City sales tax approved by voters in November 2006), the Council wants to know:
What are the most important
issues facing the City of San
Luis Obispo?
Helping to answer this question
is the purpose of this evening’s
Community Forum. The City
Council needs to know what the
community’s priorities are so that
resources can be allocated to
achieve them. The Council wants
this Community Forum to be a
meaningful opportunity for you
to share what you believe are the
most important things for the
City to do. Following this forum,
and based on all the other
information that they have
received, the Council will hold a
goal-setting workshop on January
29, 2011, where they will set
priorities for the next two years
and provide direction for
preparation of the 2011-13 Preliminary Financial Plan.
Goal-Setting Input
Advisory Bodies
Goal-Setting and the Budget Process
Community Surveys
Community Forum
January 11, 2011
Letters from Individuals
Current 2-Year
Goals *
Letters from Community Groups
Fiscal Forecast **
Council Goal
Setting
Workshop
January 29, 2011
Major City Goal Work Programs and “Strategic Budget Direction:”April 12
Preliminary Budget: May 26
Budget Workshops: June 2, 9 and 14
Adopted Budget: June 21, 2011
Long-Term Plans,
Goals & Policies *
** October 19, 2010* December 14, 2010 “Budget
Foundation” Workshop
Major City Goals: 2009-11
2
Results of Community Budget Bulletin Survey
3
BACKGROUND
We inserted a “community budget bulletin” in our utility
bills in November and December 2010 informing our
customers about the City’s goal-setting process, and
inviting them to participate in the Community Forum on
January 11, 2011 and the Council goal-setting workshop
on January 29, 2011. This reached all 14,000 of our
customers. In addition, the survey was available on the
City’s website.
In addition to encouraging participation in these
workshops, this bulletin asked our customers to share
with us what they believe are the most important things
for the City to do over the next two years. It also asked:
“In what ways should the City reduce/eliminate costs or
increase revenues to fund your top priorities?”
SURVEY PARTICIPATION
Participation in this survey was very high: by January 5,
2011, we received 406 individual replies. This response
is especially notable since this was an “open-ended”
survey instrument (it did not provide pre-determined
“check-off” answers), so it required extra thought and
effort on the part of respondents to complete and return
the survey.
SURVEY RESULTS
Caveat: Not a Scientific Survey
It is important to stress that this is not a “scientific
survey” and as such great caution should be used in
interpreting the results. Nonetheless, we believe the
results are useful—especially when viewed in conjunction
with the other forms of feedback the Council will receive
in this process—in gaining additional insight into the
concerns of our community.
But There Are “Themes”
Since these are “open-ended” responses, it is not possible
to provide a simple, analytical summary of the results.
Nonetheless, clear themes emerged. The sidebar charts
summarize “Top Themes,” presented in order of the most
common responses.
How Does this Compare with Other Surveys?
Two Years Ago. We conducted the same survey on
priorities two years ago as part of the 2009-11 Financial
Plan and the results are similar for both priorities and
reductions. Although the specific priorities have changed
over time, the overarching theme of maintaining essential
services and infrastructure has been consistent for many
years.
June 2010 Scientific Survey. These results are also
similar with those from a scientific public opinion survey
the City completed in June 2010. These showed,
affordable housing, traffic congestion relief, economic
development, neighborhood issues, public safety, open
space protection, and the City budget as top concerns,
which are also reflected in the results below.
TOP 10 THEMES: PRIORITIES
Based on 406 Responses
Theme Responses
1. Infrastructure maintenance 120
2. Preservation of essential services 115
3. Traffic congestion relief 88
4. Open space preservation 82
5. Fiscal health 76
6. Economic development 72
7. Spending reductions 71
8. Bikeway improvements 70
9. Neighborhood code enforcement 40
10. Homeless concerns 38
TOP 10 THEMES:
REDUCTIONS/REVENUES
Based on 346 Responses
Theme Responses
1. Reduce salaries & benefits 150
2. Reduce positions 56
3. Reduce overtime 48
4. Pension reform 40
5. Eliminate or modify binding
arbitration
39
6. Raise taxes/fees 31
7. Service delivery method (contract,
privatize, volunteers)
27
8. Revise parking fees/districts 26
9. Increase PD enforcement/fine 24
10. Pursue grant opportunities 17
Measure Y Priorities and Funding Summary
4
The following summarizes General Fund operating programs and capital improvement plan (CIP) projects for 2009-11 in
responding to Measure Y priorities (which closely match actual and projected Measure Y revenues), along with actual,
audited results for 2009-10.
2009-10
Operating CIP Total Actual
Infrastructure Maintenance
Meadow Park Roof Replacement 45,000 45,000 5,100
Storm Drain Replacements 260,000 260,000 411,600
Creek Silt Removal - - 183,800
Andrews Creek Bypass Improvements 330,000 330,000 102,700
Bishop/Augusta Creek Bank Stabilization - - 1,000
Minor Storm Drain Facilities 50,000 50,000 268,800
Higuera Culvert Repair 150,000 150,000 15,800
Sidewalk Repair ADA Access Improvements 235,000 235,000 216,100
Warden Bridge Resurfacing 45,000 45,000 45,000
Street Reconstruction & Resurfacing 3,302,000 3,302,000 1,294,200
Street Light Painting 100,000 100,000 50,000
Urban Forest Management 50,000 50,000 74,700
Other Infrastructure Maintenance Projects 97,500 97,500 61,500
Street Fleet Replacements:Paver and Roller 365,800 365,800 349,400
Sidewalk Repair 40,000 40,000 21,500
Traffic Congestion Relief
Johnson & Buchon Intersection Improvements - - 100,000
Bob Jones City-to-Sea Bike Trail Bridges - - 460,200
Tassajara/Foothill Intersection Improvements - - 125,000
Bicycle Safety 30,000 - 30,000 15,000
Traffic Safety Report Implementations 50,000 50,000 27,500
Other Traffic Congestion Relief Projects - - 87,800
Neighborhood Traffic Management 40,000 40,000 174,900
Sidewalk Repair 40,000 40,000 21,500
Street Light Replacement - Broad Street 60,000 60,000 100,800
Public Safety
Police Protection & Traffic Safety & Patrol 959,800 - 959,800 503,600
Fire Prevention & Training 825,700 - 825,700 410,300
Fire Engine/Truck Replacement:Debt Service 97,000 97,000 -
Maintenance Services
Streets, Sidewalks and Traffic Signal Operations 363,700 106,500 470,200 201,500
Creek & Flood Protection 895,800 895,800 396,600
Project Management & Inspection 491,600 491,600 176,100
Parks 334,000 78,100 412,100 445,700
Neighborhood Code Enforcement
Enhanced Building & Zoning Code Enforcement 247,800 - 247,800 61,800
"SNAP" Enhancement 36,200 - 36,200 18,100
Open Space Preservation
Open Space Acquisition 322,500 322,500 762,400
Downtown Maintenance & Beautification
Downtown Beautification - - 640,000
Sidewalk Scrubbing 40,000 40,000 20,000
Comprehensive Signing Program 75,000 75,000 40,000
Mission Style Sidewalks 200,000 200,000 -
Pedestrain Lighting 70,000 70,000 -
Sidewalk Repairs 10,000 40,000 50,000 -
Total $4,224,600 6,249,400 10,484,000 $7,890,000
Two-Year 2010-11 Budget *
Section 2
Recommended City Goals
COUNCIL ADVISORY BODIES
,.. ...
-'\
/ 2011-13 Financial Plan
Council Advisory Body
RECOMMENDED GOALS
December 30, 2010
city of san lUIS OBISpO
2011·13 Financial Plan
COUNCIL ADVISORY BODY RECOMMENDED GOALS
TABLE OF CONTENTS
Introduction
Council Advisory Body Recommended Goals
Architectural Review Commission
Bicycle Committee
Cultural Heritage Committee
Housing Authority
Human Relations Commission
Jack House Committee
Joint Use of Recreational Property Committee
Mass Transportation Committee
Parks and Recreation Commission
Planning Commission
Promotional Coordinating Committee
Tourism Business Improvement District Board
Tree Committee
Appendix
Advisory Body Role in the Budget Process
1
2
3
5
6
7
8
9
10
11
12
13
14
15
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16
INTRODUCTION
OVERVIEW
As discussed below, this document represents advisory body goal recommendations to the
Council for 2011-13, which are presented alphabetically by advisory body.
-BACKGROUND
The purpose of the City's two-year budget process is to link what we want to accomplish for the
community over the next two years with the resources needed to do so. Linking goals with
resources requires a budget process that identifies key objectives at the very beginning of the
process: setting goals and priorities should drive the budget process, not follow it. For this
reason, Council goal-setting is the first step in our budget process. Council advisory bodies play
an important part in this process by providing the Council with their goal recommendations.
REVIEW PROCESS
Council advisory bodies will receive a consolidated listing of all recommended advisory body
goals by November 17, 2010. This provides advisory bodies with an early opportunity to review
what other advisory bodies see as high community priorities; and while not required, it is also an
opportunity to revise goals in light ofthese ifthey want to do so.
Under this approach, each advisory body determines for themselves if a formal second review is
desirable. In this case, any revisions are due to the Department of Finance & Information)
Technology by December 27, 2010. The Council will then receive the final report with all
advisory body recommendations before they begin the goal-setting process in January 2011.
- 1
ARCHITECTURAL REVIEW COMMISSION
In Priority Order
1. Downtown Beautification & Maintenance: Provide funding for ongoing maintenance
activities like shrub and flower planting in landscaped areas and the stearn cleaning of
sidewalks to improve the appearance of the downtown. Expand the areas beyond the
identified-demonstration blocks on Higuera Street for the latest uniform street furniture
improvements such as street tree grates, Mission style sidewalk, consolidated new rack
enclosures, trash & recycling receptacles, and coordinated informational and directional
signage,
2. Alternative Transportation Incentives: Encourage using in-lieu parking fees and other
transportation revenue sources for the development of bicycle circulation and
improvements and encourage the development of spaces in conventional parking lots and
structures to accommodate electric cars, Vespas and other alternative transportation
vehicles.
3. Community Design Guidelines Update: Prepare updates to the document beginning
with:
a. Identify locations of City gateways and develop guidelines for desired
development and improvements in these areas.
b. Provide guidance for the design of trash and recycling facilities in the downtown
that would be required with the review. of major remodels, additions to existing )buildings, and the construction of new projects.
c. Augment and enhance the existing criteria for infill residential development to
prevent out of scale and non-compatible development
d. Strengthen and more clearly define guidelines for storefronts and windows in
commercial areas to prevent the installation of dark film and interior signs and
displays that obstruct views into stores.
- 2
BICYCLE COMMITTEE
)
/
In Priority Order
On November 18,2010 the Bicycle Advisory Committee finalized its recommended FY 2011-13
goals for Council consideration. The following table is ranked by high, medium and low
priority. All goals are designed to implement Measure Y priorities of Traffic Congestion Relief,
maintain the City's silver level "Bicycle Friendly City" designation by the League of American
Bicyclists and make the best use of the City's limited financial resources.
Why Goal is Measure Y/Major Candidate
Important
Recommended Goal
City Goal Funding
Relationship
HIGH
Maintain part-time This bicycle/transit Direct relationship: -Yz General Fund
temporary staffing funded position seeks Traffic Congestion -Yz Transit Fund
position for Relief & Bikeway
Transportation
out and applies for
grants as well as assists Improvements
Programs
in the implementation of
Implementation
the Bicycle Supplemental
(approximately
relationship: Pnblic
$38,000 annually).
Transportation Plan and
Short Range Transit Safety Service Levels
Plan. & Downtown
Consistent with MTC Improvements
draft
recommendation
Continue improving the This goal increases the Direct relationship: -Streets
maintenance &
usability and safety of Bikeway Maintenance
safety of bicycling & bicycle and pedestrian Improvements & Budget
pedestrian facilities
facilities which in tum -Pavement
III conjunction with
Traffic Congestion
promotes alternative Relief Management
Pavement transportation. The 2008 Program Funds
Management projects. bi-annual bike counts Supplemental -General Fund
Funding (previously indicate the demand for relationship: Pnblic -Transit Fund
budgeted at $25,000 these facilities is Safety Service Levels
annually) can be
increasing. By including & Downtown
reduced
these improvements in Improvements
proportionately with
each years Pavement
reductions III the
Management cycle,
Pavement
substantial cost savings
Management CIP.
are realized.
Consistent with PCC
signage draft rec. &
PC infrastructure
maint.
MEDIUM
Continue design and This goal provides a huge Direct relationship: -BTA grants
construction of the safety enhancement for a Traffic Congestion -STIP funding
Railroad Safety large volume of Relief & Bikeway -City debt financing
Trail: Marsh Street bicyclists, a safe bike Improvements for construction
to Hathway. route to the University, -Fundraising efforts
- 3
BICYCLE COMMITTEE
Consistent with PC and
PRCdraft
recommendations
Develop a specific design
for the Bob Jones
City to Sea Trail
alignment, from the
existing section, to a
County connection at
the Octagon Bam.
Design should be
done in conjunction
with the LOVR
interchange project,
and include a grade
separated crossing.
Consistent with Pc, PRC
and JUC draft
recommendations.
Maintain $7,500 in
funding (50% of
previous levels) for
Bicycling Safety
Education.
Reduction proposed
in response to budget
constraints only.
schools, & parks:
implements General Plan
goals to increase bicycle
use and supports Grand
Jury recommendations to
close gaps.
Public input at two
meetings has identified
the need to connect the
existing trail to LOVR
and provide a grade
separated crossing. The
Land Conservancy, in
concert with SLO
County, is working to
begin the county section
of the trail at the Octagon
Bam. Without a specific
design, a gap in the trail
may result.
Funding will continue
the momentum
established in FY 2007
09, help to meet the
increased need reflected
in the 2009 Traffic
Safety Report, increased
20 bike count, and
support the Grand Jury
goal of promoting safe
cycling.
Supplemental
relationship: Public
Safety Service Levels
& Downtown
Improvements
Direct relationship:
Bikeway
Improvements, Goals
of four other Council
Advisory bodies
Supplemental
relationship: Public
Safety Service Levels
Public Safety Service
Levels (traffic safety)
and Traffic
Congestion Relief
- Prop. Ie funds
-Transportation
Planning grant
-General Fund with )
/
a portion coming
from
Transportation
Development Act
(TDA) funds
- 4
CULTURAL HERITAGE COMMITTEE
Goal #1 is the Highest Priority
1. Apply to become a Certified Local Government based on an adopted Historic Preservation
Ordinance.
2. Conduct Historic character assessment of City districts. Using community volunteers, review
and update the City-wide Historic Resources Inventory.
3. Sponsor public education efforts including historic building tours and outreach materials.
4. Collaborate with Cal Poly to stabilize and rehabilitate the City-owned Butron Adobe and
grounds.
- 5
HOUSING AUTHORITY
No goals were submitted from the Housing Authority for 2011-13.
)
- 6
HUMAN RELATIONS COMMISSION
The Human Relations Commission (HRC) makes recommendations to the City Council and staff
on how to best address social concerns and human needs in San Luis Obispo. The HRC serves
as a conduit for input from community members and social service organizations and has the
opportunity to encourage cooperation and collaboration between nonprofit agencies and city
departments.
A community's moral value is determined by how it treats its most vulnerable members.
Therefore, the HRC recommends to the Council that the support of basic human needs be
established as a major city goal for 2011-13.
Although there are many worthwhile needs such as senior services, hunger prevention, support
for youth at risk and others, given the current fiscal constraints we encourage the city to focus on
homeless prevention, supportive services and transitional housing.
Homeless Prevention and Transition Plan
Continue to support a long-term, comprehensive, proactive, sustainable program that addresses
homelessness and focuses on transitioning children, families and individuals out of
homelessness.
How:
1. Continue to work with the County and other local municipalities in implementing the San
\ Luis Obispo Countywide 10-year Plan to End Chronic Homelessness.
J 2. Take the lead in facilitating the acquisition of property and ultimate development ofa
comprehensive campus approach that provides shelter and related homeless services in
the city of San Luis Obispo.
3. Explore ways to increase the affordable and transitional housing inventory using creative
financing, master leasing, or purchase programs.
4. Preserve the Grants in Aid budget and General Fund support at current levels.
- 7
JACK HOUSE COMMITTEE
In priority order:
1. Gazebo restoration -The Gazebo is an important landmark element in the Jack House
Gardens, but has been classified as being in questionable condition by the Department of
Public Works. An architect has been retained to complete construction documents for the
design and restoration of the Jack House Garden Gazebo. Hopefully funds will be
available to complete construction prior to summer 2011 garden events.
2. Buggy Shed makeover and updating for public use. The Buggy Shed is an integral
part of the Jack House Gardens. Several years ago it had a seismic structural upgrade
which made it safe for public use. With minimal funding and anticipated volunteer work
the front half of the facility can be open to the public as a display space for historic
artifacts and/or a small meeting facility. The back half of the facility will remain a storage
space for tables and chairs used in the Gardens.
3. Bay Window restoration and elevator shaft removal. The bay window on the south
side of the house used to serve the first floor dining room and the second floor master
bedroom. The bay window was removed and replaced with an exterior elevator shaft to
serve the resident at the time. Removing the elevator shaft and restoring the bay window
would restore the south side of the house to its original charm and grace. It would also
restore the missing south light quality to the dining room and master bedroom. Hopefully
some of the funding of this restoration could be provided for through the recent trust
endowment for Jack House restoration projects. )
/
4. Installation and design of cistern pump placement in original location. The original
cistern still exists under the rear patio at the back of the house. Its location and image can
be discerned by the design of the paving pattern. However, the final design remains
.unfinished. To complete the final design the cistern pump, which is in storage, needs to
be mounted on the paving pattern in the original location.
- 8
JOINT USE OF RECREATIONAL PROPERTY COMMITTEE
Umbrella Goal
Promote active and healthy lifestyles in San Luis Obispo as exemplified by:
1) Continuing to fund the Field Improvement Grant Fund at the current level of $20,000
each year.
2) Construct the Santa Rosa Skate Park, as designed during the 2011-13 Financial Plan.
3) Support the construction and maintenance to complete the Bob Jones Bike Trail, with
particular emphasis on the City/County link between Los Osos Valley Road and the
Octagon Barn.
4) Increase the number of playable tennis courts or hours of available use to meet the
national average of one court for each 2000 residents. Achieved by:
• improve the lighting at San Luis High School tennis courts
• install lighting at Sinsheimer Park Tennis Courts
• install new lighted tennis courts in the City of San Luis Obispo
5) Maintain public safety in City Parks and Open Space by increasing Park Ranger and/or
law enforcement presence and patrols.
)
. - 9
MASS TRANSPORTATION COMMITTEE
In Priority Order
GOAL
What is being proposedfor the
community?
1 .Maintain part-time temporary
staffing position for
Transportation Programs
Implementation
(approximately $38,000
annually)
2. Maintain existing service
levels including Evening
service. Update transit
marketing plan, develop
and implement a
comprehensive marketing
campaign. Add a FT staff
position with marketing
responsibilities and
outreach.
3. Complete physical
infrastructure to support
convenient ridership,
including schedule and
media information, ADA
access, lighting, bike
capacity, electronic AVL
signage and increased bus
stop passenger amenities
4. Support congestion relief and
long term fiscal health
through transit-supportive
land use strategies and
revising parking
requirements near transit
routes.
IMPORTANCE
Why is it important?
o This bicycle/transit funded position
seeks out and applies for grants as • ~ General Fund
well as assists in the implementation • Y2 Transit Fund of the Bicycle Transportation Plan
and Short Range Transit Plan.
o Traffic Congestion Relief & Bikeway
Improvements .
o Public Safety Service Levels &
Downtown Improvements
o Improve accessibility throughout the o Federal transit dollars
City. o Transportation Development Act
o Increase ridership, revenues and dollars
farebox recovery ratios o Shelter and bench advertizing
o Promotes economic goals and reduces o Measure Y
the likelihood of fare increases or
service reductions
\
}
o Improve accessibility throughout the
City.
o Increase convenient bus service.
o Land use is the most important long
term influence on ridership levels.
o Puts land use into more revenue
producing uses.
FUNDING SOURCE
How can it be achievedfrom a
resource perspective?
o Capital improvement program
o Federal transit dollars
o Transportation Development Act
dollars
o Prop lB-Cal Ema
o Policy changes
o Municipal code changes.
-10
PARKS AND RECREATION COMMISSION
GOAL: Promote active and healthy lifestyles for our community through City programs,
facilities, and policies.
KEY TASKS:
1. Commit financial support to existing recreational facilities, activities and programs
2. Increase facility availability (including but not limited to):
• Expand weekly play time at Damon Garcia
• Construct the Santa Rosa Skate Park as designed during the 2011-13 Financial Plan
• Complete the Rail Road Safety Trail and Bob Jones multi-use trails
3. Expand recreational opportunities (including but not limited to):
• Form community partnerships to increase sports programming.
• Build additional open space trails.
)
-11
PLANNING COMMISSION
Community-wide Priorities
• Maintenance of essential services.
• Minimize deferred infrastructure maintenance.
• Implement Housing Element programs with emphasis on homeless and social services
and affordable housing production.
• Outdoor recreational opportunities including bike trails and a skate park.
Priorities for City Staff Resources
• Continue to provide outstanding customer service and a high level of professional
analysis of planning issues.
• Conduct a limited update of the Land Use and Circulation Elements with a focus on
specific areas such as the greater downtown or Foothill corridor, among other possible
areas, using staff and Planning Commission resources.
• Complete and begin implementing the Climate Action Plan (i.e. drafting associated
standards, ordinances, etc.).
• Allow sufficient staff time to pursue (and perform, if ,successful) grants from outside
funding sources. From today's perspective, the most promising and important areas
include:
)
o Further implementation of the Climate Action Plan (i.e. drafting associated
standards, ordinances, etc.)
o Regional bike and pedestrian paths
o Housing and homeless grants
o Open space acquisition (fee or easement)
o A more-expanded update of the Land Use and/or Circulation Elements than might
be possible otherwise
- 12
PROMOTIONAL COORDINATING COMMITTEE
Background
The PCC had a lively discussion during its September and October regular meeting regarding
goal setting for the 2011-13 Financial Plan. Consistent with its assigned role, the adopted goals
concentrate on improvements and enhancements that would make the City of San Luis Obispo a
better place to reside and visit. The PCC did not weigh the goals since the members felt that they
were equally important.
Goals
• Beautification
• Concentrate on median beautification and create an "Adopt a Median" program.
• Include all business districts (Railroad, Old Town, China Town) in beautification
instead of concentrating solely on Downtown.
• Create signage for bicycle trails with a distinct look so they visually link together.
• Provide easier access to airport and Amtrak station with public transportation.
• Offer better cab service and create a cab stand downtown, especially during the weekend.
Consider implementing taxi call boxes or directories at airport, train stations, and bus
station downtown for people arriving from out of town.
') • Support collaboration with local cultural, recreational and competitive sports events to
. drive visitors to San Luis Obispo.
• Install proper pedestrian lighting on residential and perimeter streets to increase safety.
Consider implementing an "Adopt a Street Light" program for this purpose.
- 13
TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD
Background
The Tourism Business Improvement District (TBID) board discussed a variety of issues and felt
that the below listed goals would greatly enhance the City of San Luis Obispo as a place to visit.
Most of them were forwarded during the last goal setting process, but the committee felt that the
goals listed are still very much viable and needed to be pursued. Like the PCC, the TBID board
did not weigh its goals, keeping them all equally important.
Goals
• San Luis Obispo Events
Establish a process to make event organization and permitting easy, cost effective, and
user friendly. As a City embrace and facilitate events as much as possible.
• SLO Airport
Support the San Luis Obispo Airport in its efforts to keep airline services in town and
assist with marketing efforts to bring visitors to San Luis Obispo by plane.
• Establish a City shuttle service to outer areas (LOVR, Madonna, Airport) to facilitate
visits to Downtown San Luis Obispo.
• Continue funding support for the Promotional Coordinating Committee in its efforts to
promote cultural, recreational, and social events that bring tourists to San Luis Obispo.
• Beautification of City Gateways and the City's downtown core. \,
J
J
• Enhance security in downtown so residents and tourists can feel save while enjoying
downtown activities.
- 14
TREE COMMITTEE
J In Priority Order
1. Increase the operating budget and staffing for the Urban Forest
(Program 50220 Tree Maintenance)
Why? To ensure the vitality of our urban forest, where trees are trimmed on a regular basis,
trees are replaced, new trees are planted and all the trees within the city are
cared for in a manner that adds value to the city. San Luis Obispo has been a Tree
City USA, for 27 consecutive years now since 1983.
How? A. Increase staffing by adding a third full time position to the Tree Crew. Three
people is the industry standard size crew for most efficient tree trimming.
B. Increase staffing by converting the young tree care specialist to a full time
position. This position has been a temporary worker for 8 years.
C. Increase budget for one year to purchase a stump grinder for Tree crew for
$30,000.00.
D. Increase the tree budget by $10,000.00 a year to keep up with necessary,
tools, training, education and operating expenses. The city currently has four
certified arborists on staff All 3 full time positions and one "temporary"
worker are certified arborists.
These increases will help to bring the city closer to parity with other cities of a similar population ,)
and number oftrees. The City has almost 19,000 street and park trees that are cared for by the
Urban Forestry Crew. Many cities with a similar population or number of trees under their care
have much larger budgets and personnel for the Urban Forest.
- 15
ADVISORY BODY ROLE IN THE BUDGET PROCESS
PURPOSE OF THE CITY'S BUDGET
The City has adopted a number of long term goals
and plans -General Plan, Water and Sewer Master
Plans, Source Reduction, Recycling & Hazardous
Materials Plans, Pavement Management Plan, Short
Range Transit Plan, Downtown Access and Parking
Plan, Waterways Management Plan, Neighborhood
Traffic Management Program, Bicycle Plan, Public
Art Policy, Conceptual Physical Plan for the City's
Center and Facilities Master Plan.
The Financial Plan is the key tool for
programming implementation ofthese goals, plans
and policies by allocating the resources necessary
to do so.
This requires a budget process that:
• Clearly sets major City goals and other
important objectives.
• Establishes reasonable timeframes and
organizational responsibility for achieving them.
• Allocates resources for programs and projects.
FINANCIAL PLAN FEATURES
• Goal-Driven
• Policy-Based
• Multi-Year
• Highly-Automated, Rigorous, Technically
Sound
COUNCIL GOAL-SETTING
First Step in the Budget Process. Linking goals
with resources requires a budget process that
identifies key objectives at the very beginning of
the process. Setting goals and priorities should
drive the budget process, not follow it.
FIVE-STEP PROCESS FOR 2011-13
o Updated Five Year Fiscal Forecast: October
19,2010. Review the results of the General Fund
five year fiscal forecast.
@ Budget Foundation: December 14, 2010.
Review the status of the General Plan programs,
current Major City Goals, long-term Capital
Improvement Plan, any emerging service level
concerns and the City's general fiscal condition and
outlook. Finalize plans for the goal-setting process,
review fiscal policies, present audited financial
results for 2009-10.
C) Community Forum: January 11, 2011.
Consider candidate goals from Council advisory
bodies, community groups and interested
individuals.
o Council Goal-Setting Workshop: January 29,
2011. Discuss candidate goals presented at January
workshop; discuss Council member goals; and
prioritize and set major City goals for 2011-13.
" Major City Goal Work Programs: April 12,
2011. Conceptually approve detailed work
programs for major City goals and set strategic
budget direction for 2011-13.
ADVISORY BODY ROLE
By providing the Council with their goal
recommendations, advisory bodies playa very
important part in this process.
Council goals, by their nature, tend to be
broader in scope than those developed by
advisory bodies. In your recommendations to
the Council, please consider what you believe
would be appropriate City goals, both from the
perspective ofyour advisory body's purpose, as
well as any perceived community-wide concerns
and needs.
Council advisory bodies will receive a consolidated
listing of all recommended advisory body goals by
November 17,2010. This provides advisory bodies
with an early opportunity to review what other
advisory bodies see as high community priorities;
and while not required, it is also an opportunity to
revise goals in light of these if they want to do so.
The Council will receive the final report with all
advisory body recommendations before they begin
the goal-setting process in January 2011.
- 16
.i
ADVISORY BODY ROLE IN THE BUDGET PROCESS
/
)
\
Goal-Setting and the Budget Process
2011-13 Financial Plan
( Letters from
,,---Community Gro~
r-~_
'~ Community Surveys'---/
-------------Goal-Setting Input
""'. / ~~ /Jan~ry 11.2011-:./ <> \
Letters from ~
"" Individuals _ ~
RscalForecast~
./
.~ · .. :::t.i=::~
* Oecember 14,2010
«Budget Foundation»
Workshop
Council Goal-Setting
Worksho'p
January 29, 2011
I
staff BUdget Preparation
+
.... October 19., 2010
Major City Goal Work Programs & Strategic Budget Direction: April 12
Preliminary Budget: May 26
Budget Workshops: June 2,9, 14
Adopted Budget: June 21, 2011
City O~ san lUIS OBISpO
- 17
Section 3
Recommended City Goals
COMMUNITY BUDGET BULLETIN
RESULTS OF COMMUNITY BUDGET BULLETIN SURVEY
")
)
)
January 5, 2011
BACKGROUND
We inserted a "community budget bulletin" in our utility
bills in November and December 2010 informing our
customers about the City's goal-setting process, and
inviting them to participate in the Community Forum on
January 11, 2011 and the Council goal-setting workshop
on January 29, 2011. This reached all 14,000 of our
customers. In addition, the survey was available on the
City's website.
In addition to encouraging participation in these
workshops, this bulletin asked our customers to share
with us what they believe are the most important things
for the City to do over the next two years. It also asked:
"In what ways should the City reduce/eliminate costs or
increase revenues to fund your top priorities?"
SURVEY PARTICIPATION
Participation in this survey was very high: by January 5,
2011, we received 406 individual replies. This response
is especially notable since this was an "open-ended"
survey instrument (it did not provide pre-determined
"check-off' answers), so it required extra thought and
effort on the part of respondents to complete and return
the survey.
SURVEY RESULTS
Caveat: Not a Scientific Survey
It is important to stress that this is not a "scientific
survey" and as such great caution should be used in
interpreting the results. Nonetheless, we believe the
results are useful---especially when viewed in conjunction
with the other forms of feedback the Council will receive
in this process-in gaining additional insight into the
concerns of our community.
But There Are "Themes"
Since these are "open-ended" responses, it is not possible
to provide a simple, analytical summary of the results.
Nonetheless, clear themes emerged. The sidebar charts
summarize "Top Themes," presented in order of the most
common responses.
How Does this Compare with Other Surveys?
Two Years Ago. We conducted the same survey on
priorities two years ago as part of the 2009-11 Financial
Plan and the results are similar for both priorities and
reductions. Although the specific priorities have changed
over time, the overarching theme of maintaining essential
services and infrastructure has been consistent for many
years.
June 2010 Scientific Surveys. These results are also
similar with those from scientific public opinion surveys
the City completed in June 2010. These showed,
affordable housing, traffic congestion relief, economic
development, neighborhood issues, public safety, open
space protection, and the City budget as top concerns,
which are also reflected in the results below.
TOP 10 THEMES: PRIORITES
Based on 406 Responses
Theme Responses
1. Infrastructure maintenance 120
2. Preservation of essential services 115
3. Traffic congestion relief 88
4. Open space preservation 82
5. Fiscal health 76
6. Economic development 72
7. Spending reductions 71
8. Bikeway improvements 70
9. Neighborhood code enforcement 40
10. Homeless concerns 38
TOP 10 THEMES:
REDUCTIONSIREVENUES
Based on 346 Responses
Theme Responses
1. Reduce salaries & benefits 150
2. Reduce positions 56
3. Reduce overtime 48
4. Pension reform 40
5. Eliminate or modify binding 39
arbitration
6. Raise taxes/fees 31
7. Service delivery method (contract, 27
privatize, volunteers)
8. Revise parking fees/districts 26
9. Increase PD enforcement/fine 24
10. Pursue grant opportunities 17
- 1
Community Budget Bulletin Survey Responses: Priorities
What Are the Most Important Needs of the City Over the Next Two )
Years?
Responses are reproduced verbatim. Where the response is shown more than once, it was received more than once.
1. Maintain infrastructure--roads, utilities, fire and safety
2. Restore Laguna Lake--it's only fair, since we have to pay for Downtown and the soccer fields
when we don't use these.
3. Live within your means--no new fee increases or taxes!
1. Increase library services. Longer hours, interlibrary loans with a wider group of libraries, and
continued collection development in digital databases and books.
1. Urban Forestry components built into the long range plan.
2. Urban greening
1. Controlling costs
1. Maintain current level of essential services- Police, Fire, Water, Sewer, Streets.
2. Promote economic development.
3. Maintain current level of recreational opportunities for youth.
4. Focus on eliminating vagrancy/aggressive pan-handling downtown.
5. Continue funding of noise ordinance enforcement in neighborhoods around Poly.
1. Economic Development
2. Historic Preservation
3. Neighborhood Development, including Downtown
4. Infrastructure Maintenance
5. More roundabout, fewer stop signs within neighborhoods
1. Retain historic nature of the community
2. Keep the city safe by continuing to control crime
3. Encourage new and existing small businesses
1. Create jobs
2. Reduce traffic
3. Get homeless people off the streets
4. Build Prado Rd extension
5. Allow drive-thrus in the city
1. Cutting employee costs down to more historically normal levels --down to about 60-65% of the
budget
2. Economic Development
3. Get rid of binding arbitration
- 2
Community Budget Bulletin Survey Responses: Priorities
1. Provide safe, affordable and healthy housing for all citizens, especially homeless veterans and
disabled veterans.
2. Maintain the city's physical infrastructure and develop its access to high technology information
resources.
3. Maintain and expand SLO Transit services and keep them safe, affordable and convenient.
4. Maximize city government cooperation with Cal Poly in order to realize mutually beneficial
economic, social and technological achievements.
5. Conduct the city administration in the most cost effective manner in order to generate balanced
budgets and a healthy surplus.
1. Ban the use of leaf blowers in the city. They cause pollution in multiple ways. They pollute the
air with their gas powered engines, they poUute our water with waste products that blow into
the drains and they create noise pollution with their noise.
2. Do something about the homeless in the parks and panhandling in the city. Meadow Park in
particular is just frightening. The homeless sleep there and use the restrooms for a lot more
than what they are made for!
3. What is going to be done to make the traffic flow work better on Los Osos Valley Road
through the Costco shopping area? Once they put Target in, it's going to be even worse. And
what about the bridge on LOVR over 101? Traffic is backed up there every day at rush hour.
1. Increase housing stock, annex Orcutt and facilitate housing development in Margarita Area )
J 2. Continue to look at ways to attract tourism and find ways to allow bed and breakfast inns and
additional hotel development
3. Annex Cal Poly to increase population and revenue
4. Continue focusing on downtown enhancement projects, public improvements
1. Maintaining services that families rely upon -parks, streets and protect our environment. We
don't want to end up like LA with dead creeks (i.e. creeks that don't support wildlife).
2. Reduce the impact of college students upon neighborhoods, by convincing students that they
are members of-the community with a vested interest in the long term health.of the
community?
1. Work to improve relations between all community members.
2. Extend transit service to make Downtown easily accessible after dusk; Adjust transit routes to
service the SLO Airport and add a cross-town route to reduce the need for unneeded trips.
3. Food compost collection in green-waste containers.
4. Expand use of reclaimed water from reclamation facility; reduce need to purchase additional
Nacimiento water in the future.
1. More housing for low, moderate, and workforce families. Support for smaller, affordable-by
design units near jobs.
2. Traffic calming and rationalization, especially downtown. Morepedestrlan-friendly areas.
3. Completion of homeless campus with increased mental health/drug and alcoholtreatment
programs.
- 3
Community Budget Bulletin Survey Responses: Priorities
1. Balance the budget.
2. Stop raising/adding fees.
1. Fiscal security
2. Maintaining the unique character of downtown, with its historic buildings, tree-lined streets,
and family-owned businesses that cater to local residents
3. Affordable housing
4. Transparency and accountability of local government
5. Water quality of local streams
1. Fiscal health
2. Infrastructure improvements -especially "complete streets" and bike lane/path projects to improve
connectivity and reduce hazards; maintenance of same.
3. Downtown sidewalk replacement/improvements.
4. Continue open space acquisition; improve park facilities.
1. Maintain core services and infrastructure, including expansion of the urban forest.
2. Continue to fund the Open Space fund, including completing the master plan for the Calle
Joaquin urban farm. Implement the Master Plan in partnership with a non profit, the food
banks and the community.
3. Appoint the Mayor's Task Force on Neighborhoods, create and map official neighborhoods,
establish neighborhood co-coordinators and a Neighborhood network.
4. Make SLO more sustainable and more environmentally aware. Create an all city staff Green )
Team with a representative in every city department
5. Build a multi modal parking structure and bus depot north ofSanta Rosa, working with the
county, RTA and SLOCOG.
1. Reduce personnel costs starting at the top; freeze all pay/benefit increases
2. Stop using "fees" as a way to increase revenue
3. Expect and communicate productivity as opposed to never ending Council meetings
1. The City needs to give as much attention to all neighborhoods as it has given to the downtown.
It needs to identify the problems related to each neighborhood and attempt to solve them
according to their importance.
2. The City must stop being the pawn of Cal Poly and Cuesta College and,instead, stand up to
them when theyact.irresponsibly (lack of student bousing,'invasion and destruction of entire
neighborhoods,etc.)
3. The City also needs to pay particular attention to neighborhoods around "magnet type"
schools, such as Laguna Lake middle school, Pacheco and Bishop's Peak schools, regarding
traffic, parking, noise and disturbance.
4. The City must stop targeting some neighborhoods for "sacrifice". Changes in zoning, tearing
down family homes-to build apartments or condos should come from the residents, not
imposed to them by the City Council.
5. Some Rl neighborhoods suffer-from regular cut-through traffic. The City ought to identify
these neighborhoods and solve their problems.
1. Establish building height limit of no more than 3 stories in downtown core area.
Community Budget Bulletin Survey Responses: Priorities
2. Maintain parks and greenbelts around city
3. Maintain and rebuild infrastructure-roads, sidewalks, water, sewer.
1. Fiscal responsibility.
1. Keep physical aspects of our city is good repair. Roads, storm drain, bridges, trees etc.
2. Spend more on Capital improvements.
3. Reduce cost of police and fire. Too expensive given that so many people are willing to work as
police and fire for MUCH less. Look for local applications.
4. Move city focus back to citizen goals and less to meeting union demands.
5. City staff should own up and state that staffs' number one (unstated) city goal is to provide highest
pay, maximum benefits and a pension to die for - to itself.
1. The extension of Prado Road to Broad Street
2. Continue bike paths/bike lanes such that one can get from the southern part of the city to Cal
Poly safely and easily. (and thank you for the work you have done already!)
3. Enforce zoning laws to discourage landlords from having student housing in existing family
residential areas. You have made progress but more needs to be done. Being surrounded by
student rentals which are poorly maintained (compared to other homes in the neighborhood) is
no fun. And the noisy parties, cars always parked in the street, the list goes on. Encourage Cal
Poly and Cuesta to provide adequate housing for their students.
\ 1. Incentivize green industries and businesses to set up shop in SLO
/ 2. In-fill development in downtown. Build up, mixed use, walk able and bike able to encourage a
vibrant economy in downtown and expand downtown with in reason. Deploy city wide free Wi-Fi
(supplement with advertising revenue)
3. Develop hiking paths and biking paths to connect all areas ofSLO as well as neighboring towns and
Rec areas. All streets should have bike lanes.
4. Expand green and public transit services and incentives. Create free parking at key public transit
hubs. Charge for parking and tax gas to pay for it.
5. Create a "zero" waste city where all garbage is recycled or reused for other things like power
generation.
1. Pressure Cal.Poly.to build more student dorms and Cuesta to wake up and finally build a
studentresident area atCuesta.
2. The.stretch betweenFoethill and Highland offered affordable housing to young families before
they were pushed out by students. SLO is in dire need of affordable housing. Please, return
this area to families.
3. Plant trees where there are none or few of them. Line major streets and boulevards with trees.
FoothillBlvd needs an overhaul similar to Los Osos Valley Rd.
4.. Channel traffic through commercial and collector streets. Protect residential areas from cut
through traffic (for example, build islands to slow traffic, or block a street).
5. Protectfamily homes. Do not allow developers to raze them and turn them into apartments or
condos unless they are notsalvageable. Tallthree-story condos such as N.Chorro's last batch
should not be allowed.
- 5
Community Budget Bulletin Survey Responses: Priorities
1. Pressure Cal Poly to build more student dorms and Cuesta to wake up and finally build a student
resident area at Cuesta.
2. The stretch between Foothill and Highland offered affordable housing to young families before they
were pushed out by students. SLO is in dire need of affordable housing. Please, return this area to
families.
3. Plant trees where there are none or few of them. Line major streets and boulevards with trees.
Foothill Blvd needs an overhaul similar to Los Osos Valley Rd.
4. Channel traffic through commercial and collector streets. Protect residential areas from cut-through
traffic (for example, build islands to slow traffic, or block a street).
5. Protect family homes. Do not allow developers to raze them and tum them into apartments or
condos unless they are not salvageable. Tall three-story condos such as N.Chorro's last batch should
not be allowed.
1. Define strategies for sustainable financial future with focus on larger percentage of tax dollars
spent of capital improvements and maintenance.
2. Streamline process and remove barriers (fees and exhibits) that complicate multi-family
housing and in-fill building projects within the city limits. For example, why would an EIR be
required to build a building in the downtown core? Is that not the best place to build per most
publications, sound development and CEQA? Why the EIR requirement for something we
already know the answer to? It seems a bit absurd at times.
3. Water, roads, storm-drain, creek maintenance, sewer, sidewalks and trees.
1. Expand bike paths - become Bike City USA )2. Expanded open space $
3. Build community with Cal Poly - Cut "regulation mentality & hostile environment
4. Save Adobes and other City historic resources
5. Keep beautification efforts of downtown - bury utilities underground in downtown
1. Less focus on new housing. New housing only puts more pressure on our infrastructure,
increases government service costs and allows criminals/riffraff to afford livingin SLO
2. SLO's greatest assets are the educated population and its small-town atmosphere
1. Keep the small town feel
2. Maintain current public safety levels i.e, law enforcement and fire protection.
3. Minimize the building and expansion of LOVR across from Home Depot
1. Essential services
2. Bike paths
3. Open space
1. Gain control over the "obscene and totally "out of control" compensation and retirement
expenditures allocated to Fire and Police Dept. personnel
2. Street maintenance
3. Design and begin implementation of a plan to beautify & establish sport/recreation fields at Laguna
Lake Park
4. Continue to direct funds for bicycle lanes to encourage more bike riding by ALL citizens, not just
students.
Community Budget Bulletin Survey Responses: Priorities
1. Reduce spending
2. Encourage development
3. Cut red tape
4. Create positive business atmosphere
5. Allow small business to create jobs
1. Please put stop signs in on the comers of Is1ay and Nipomo. Need signs on all four comers. Cars
drive thru there like a highway. I have seen too many near accidents there
1. Stop passing more ordinances and laws. We have enough gov't restrictions now. Give the
citizens a break....
1. Have a team that is paid by the City to get rid of graffiti
1. Stop raising the damn water rated for people in apartments
2. Stop sending return envelopes for water and sewer to people who pay online
1. Environment -habitat, open space, rehabilitation, pollution prevention, green energy
1. Preservation of essential services and fiscal health
2. Infrastructure maintenance
3. Economic development
) 4. Traffic congestion relief ~
1. Please reduce water charge NOW
1. The retirement of City employees. It will bankrupt the City
1. Pension reform -Payroll costs are killing the City
1. Balancing the budget without increasing fees and taxes
1. Traffic congestion
2. Public transpiration to Cuesta, Cal Poly and Hancock
1. Getting contract (Police and Fire) benefits under control-specifically, reducing new benefits
to obtain sustainability for existing obligations
2. Re-commit to Measure Y CIP improvements
1. Re-negotiate Fireman's and Policeman's union contracts. Their salaries, benefits & pensions are
excessively high, per a recent tribune article.
2. A serious discussion on the prevailing wage should be had. It's costing businesses too much.
1. Public Health
2. Balanced budget with trimmed "aft"
- 7
Community BUdget Bulletin Survey Responses: Priorities
3. Essential infrastructure (i.e. broken pipes or culverts as opposed to
ADA retrofit.
1. Sewer
2. Potholes in roads
1. RR safety bike path
2. Other bike infrastructure
1. Hire more safety workers and reduce overtime for existing ones
1. Bike paths
2. Skate park
1. Repeal binding arbitration for Police and Fire unions
street AC slurry seals or
j
2. Re-negotiate retirement programs to more sustainable economic versions - Safety 3 @ 55, mise 2.5
@ 60, etc.
3. Focus tax override $ on infrastructure maint. 1st, then enhancements 2nd.
1. Orderly growth (slow)
2. Prado Road -Continue forward Prado Road interchange (try again)
3. Water for the future
\
/" 1. Preserve essential services
2. Infrastructure maintenance - especially Laguna Lake Park
1. Homeless
2. Crime
3. Graffiti
4. Litter -especially in Mission Creek
5. Noise
1. Fiscal/budgetary balance (spend no more than you can reliably take in)
2. Infrastructure maintenance (use State-of-the-art procedures to ensure accountability and efficiency
1. Lower police officer's salaries
2. Lower firemen'ssalaries
3. Switch both fire and police to shorter shifts requiring less backfill and overtime
1. Bike lanes and paths
1. Pay for city employees -they are too high
2. Eliminate all personal use vehicles
3. No City vehicles should be driven out of the City limits
4. Reduce number of vehicles where possible
- 8
Community Budget Bulletin Survey Responses: Priorities
1. Traffic congestion on LOVR
2. Excess speeding on LOVR north of Madonna Road
1. Transportation: increase & maintain bike paths - increase bus services
1. Lower water rate
2. Lower all City govt. expenses
3. Repair roads
1. Support local police department
2. Support local fire department
3. Maintain roads
4. Monitor student noise
1. Widen LOVRl101 overpass
1. Reduce wages of all staff and stay within your allotted budget
2. Cut down on Police and Fire until you can fit their budgets into your overall budget
1. Support of homeless population
2. Bike Lanes - Class 1
)" 1. Get rid of trolley cars in winter time. Have smaller buses in most of the town not forty
passenger buses with 3 or 4 riders. Buses have a rough time to make many turns in towns.
What a waste of money. I am a native of SLO County for 80 years and resident of town over
50 years.
1. Move utility lines underground
1. Business health
2. Good roads
3. Parking downtown
4. Lighting downtown
5. Get rid of vagrants doyvnfown
1. Reduce City customer water bills
2. Expand LOVR bridge over 101 into 2 lanes each way with entrances/exits for 101 access. This area
is a horrible congestion spot
3. Finish Prado Road
1. Los Osos Valley Road between Higuera and the shopping center on LOVR
1. Cannot we get street numbers on our businesses? It is so difficult for newcomers and can contribute
to lots of "stop and go" driving as we search.
- 9
Community Budget Bulletin Survey Responses: Priorities
1. Remove homeless bums from City parks
2. Initiate a City ordinance regarding camping on public streets in campers and cars
1. Clean up Laguna Lake
2. Upgrade the dog park. The water faucet areas are like a swamp
1. Services for the homeless and disadvantaged
1. Job creation, job creation, job creation - attract employers to area and for that you need .....
2. .. .infrastructure improvements (e.g. Prado Rd.) and ....
3. ...somewhat affordable housing in and around SLO. People want to live in SLO.
1. Stability in City government's operational costs (i.e, Utilities)
2. Our water/sewer November bill suddenly increased by 20% and that's NOT stability. We do
not know why!
1. Improved Fiscal Management
2. Greater transparency in strategic planning issues
1. Lower the cost of doing business in SLO
2. Make it easier for customers to patronize SLO businesses
)
1. Continue to increase bike routes throughout the City with the hopes of reducing traffic and the
number of cars.
2. Continue purchasing additional land for parks, soccer fields or whatever other purposes the city feels
is appropriate.
1. Restore residential neighborhoods. Require property owners to keep their rental properties
from causing blight.
2. Lower costs of water resources by reorganization. We don't need the separate dept. heads we
currently have.
3. Resolve the residential neighborhood parking problems. Too many vehicles parked on streets.
Equate # of tenants to off street parking available.
4. Re-paint ALL residential curbs forfire code not just downtown area -red curbs
5.. Create a campaign against alcohol abuse throughout the City -particularly downtown
1. Reduce costs
1. Maintain the City -tourists are income
2. Provide services for the elderly
3. Keep it safe!
4. Maintain transportation
5. Be more aggressive re: Code Enforcement
- 10
Community Budget Bulletin Survey Responses: Priorities
1. Maintenance - get code enforcement on the street! Trash cans out all week -furniture in front of the
houses -weeds -trash - in 5 years it has gotten bad!
2. Keep police & fire -:-with too many more students it is needed.
3. Keep residents here -that's what makes SLO QUAINT
1. Reducing the budget - no overpaid city executives & NO OVERTIME for police etc. -Anyone!
2. Always maintain the clean environment
3. Keep bars to a minimum in our town - especially. the downtown
4. Keep the development to a minimum -what we can support -empty buildings & shopping
centers are an indicator of not a real plan (although the economy is also responsible)
1. Reduce payroll and benefit costs!!
2. Reduce operating costs whenever possible. Do a line by line analysis & cut costs whenever possible
1. Stop using students as cash cows for police revenue. These students could be future residents
and business owners but who would want to come back to a City that treats them so poorly?
1. Eliminate unnecessary bureaucracy
2. Bring city government salaries in line with private sector
3. Eliminate pension plan for government employees or fund with employee donations.
1. Fire and police response
)
) 2. Water supply & sewer maintenance (clean up creeks, storm drains, road margins)
3. Street maintenance & resurfacing i.e. Highland Drive (upper)
4. Graffiti removal promptly - use "offenders" labor in removal. Educate on respect of property
5. Enforce: bicycle riders must obey traffic laws.
1. Balancing the City's budget responsibly through a combination of reducing expenditures and
increasing taxes (fiscal responsibility)
2. Economic development
3. Infrastructure upgrades & maintenance
1. Dedicated bike path to Avila or? Not on-street bike lanes -way too dangerous for families
2. Clean the filthy sidewalks :)
1. Insuring healthcare for all
1. Road maintenance
2. Eliminate waste in spending
1. Eliminate excessive compensation & benefits
1. Directional signage
2. Improve the beauty of meridians and roadside
3. Lower fees
4. Lower water rates -they are outrageous
Community Budget Bulletin Survey Responses: Priorities
1. Cal Poly and Cuesta students are gradually moving into neighborhoods all over the city - especially
those closer to Poly. They clog the streets with their vehicles, tum the area into slums, trash the
streets, destroy property values and on and on. Once nice neighborhoods are now eyesores.
1. Maintain core services, police, fire, water, sewer, trash, roads
1. Cut spending, staff and pension
2. Allow private companies to perform maintenance
1. Keep/restore what we have in this City. Makes no sense to me to expand anything or build
new.
1. Reduce expenditures
1. Code enforcement - this may not be a "very" high priority but too often I am told there is just
not enough staff to promptly follow-up matters
2. More downtown activities subsidized by city/city parks
3. Bring back Mardi Gras
4. Celebrate/promote downtown businesses
1. Permit drive-through services along perimeter of city
)
1. Fire protection
2. Police protection
3. Water/utilities
4. Roads
5. Infrastructure
1. Ban plastic bags
2. Pedestrian only streets in downtown
3. Bike paths and greenbelts
4. Infrastructure, roads
1. Reduce payroll, eliminate positions across the board pay cuts of l()%+for remaining
employees
2. Quit paying exorbitant overtime wages to seasoned employees.
3. Quit allowing spiking of pension benefits
4. Throw out "binding arbitration" by any means available, including bankruptcy
5. Establish independent task force to investigate City employee salaries, wages, benefits
1. San Luis Obispo's most pressing need is to address the traffic flow on the south/east end of LOVR. I
live in Los Verdes #2 condo complex and on an almost daily basis must make a dash between cars to
leave home and return. I cannot count the many times I have had close calls and near collisions and
it is getting worse. Please help
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Community Budget Bulletin Survey Responses: Priorities
1. Preservation of essential services
2. Balance budget
3. Infrastructure maintenance
4. Economic development
1. Reign the overtime for Police and Fire - $ amounts are shocking
2. Senior citizen services expanded
3. Road maintenance & add more bike lanes and bike parking racks
4. Traffic congestion especially the LOVR & Madonna Rd and Pereira Drive - please close it at North
end of hazard
1. Maintain public safety levels to current levels -Police -increase firefighter staffing to safe
levels
2. Maintain streets/roadways
3. Preserve parks/playgrounds
4. Remove homeless camps from creeks to protect environment
5. Lift hiring freeze/restore city jobs - as economy improves
1. Traffic congestion relief via expanded alternative transport such as bike lane improvement,
enhancement, etc.
2. Clean bike lanes of debris to encourage increased bike ridership
3. Encourage bike ridership to improve public health and reduce obesity.
1. Do more community outreach and include the students of Cal Poly and Cuesta in the efforts
for example: coming to campus and actively reach out to the student community
2. Work on traffic congestion especially around Cal Poly's campus
3. Economic development: bring an In and Out and Target
1. Dredge and upgrade Laguna Lake
2. Control homeless problem & stop recycle pilfering
3. Sweep neighborhood streets more
4. Trim vegetation @ intersections and stop sign and traffic light locations
1. Reduce the cost of city government
1. Be practical! Think less about how we appear to the outside world and more about serving citizens
ofSLO
2. Be realistic! Think about the finite amount of taxpayers' money can go for "frills"
3. Create jobs! Think about the Cal Poly grads who want to stay and those from away who want to live
here.
4. Realize that a stable economy cannot rely solely on tourism
5. Forget about publications like Parade who can easily praise us but don't have to try to make a living
here
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Community Budget Bulletin Survey Responses: Priorities
1. Preserve essential services and fiscal responsibility. Public safety and maintenance of streets, )
roads, etc. Traffic
2. Economic health -lower leases for retail businesses - be sure the downtown has good mix of
stores such as department stores, etc and not a large concentration of bars like now and getting
more. This problem is taking away from our beauty, causing police work, making our store
fronts and sidewalks filthy and not a good odor
1. Maintaining fire and police jobs - but begin to maybe cut back a little on new hire pensions
2. Maintain roads
3. Keep realistic goals within money actually received. Keep being conservative
1. Encourage bicycling -discourage vehicles No more traffic signals
2. No more traffic signals - do not widen any more roads
3. More trees - less pavement
4. Make Higuera downtown a pedestrian mall
5. No more big box stores on LOVR
1. Preservation of essential services and fiscal health - Freeze budget and personnel
2. Do something soon for traffic on LOVR before Target, etc., comes in, especially more traffic lights
3. Reduce the Cal Poly/ Cuesta downtown public drinking, assaults, noise (Kudos to our Police Chief)
4. Start Prado Road extension
5. Resolve the Sunny Acres situation. Start active process for new center for homeless ')
}
1. Homeless control: homeless continue to grow -way out of hand!
2. Student downtown bar control: If bar owners are allowing people to get wasted, they need to
take ownership and be responsible. I am raising a family here that should be considered.
3. Increase police patrol for homeless and also students vandalizing downtown homes
4. Put money toward youth sports facility so kids stay out of trouble
1. The City needs to give as much attention to all neighborhoods as it has given to the downtown. It
needs to identify the problems related to each neighborhood and attempt to solve them according to
their importance.
2. The city must stop being the pawn of Cal Poly and Cuesta College and, instead, stand up to them
when they act irresponsibly (lack of student housing, invasion and destruction of entire
neighborhoods, etc)
3. The city also needs to pay particular attention to neighborhoods around "magnet type" schools, such
as Laguna Lake Middle school, Pacheco and Bishop's Peak schools, regarding traffic, parking, noise
and disturbance.
4. The city must stop targeting some neighborhoods for "sacrifice". Changes in zoning, tearing down
family homes to build apartments or condos should come from all the residents, not imposed to them
by the City Council.
5. Some Rl neighborhoods suffer from regular cut-through traffic. The City ought to identify these
neighborhoods and solve their problems.
Community Budget Bulletin Survey Responses: Priorities
1. Attracting and keeping small businesses here. / 2. Keeping tourism a priority
3. Cleaning up downtown sidewalks and improving night lighting to encourage walking/shopping
atmosphere.
1. Make a streamside corridor of walkpathslbikepaths the length of San Luis Creek. Develop city
around the streams facing them. They are the highlight of SLO.
2. Stop building new commercial development on rural farmland. Many existing buildings are vacant.
3. Improve roads & traffic near Costco
4. Eliminate gang activity, tagging, transients, beggars
5. Get rid of big emblems like "M" on mountainsides - Eyesores on our gorgeous view hills. Should
be natural, unscarred land
1. Infrastructure: Los Osos Road/lot Interchange, water and old sewer lines, roads & streets
2. San Luis and Stenner Creek cleanout.Jbrush control: help prevent flooding in the City during
bad weather. Remember 1969 and 1972. We are due
3. Prado Road interchange. We need to move forward on this.
1. Eliminate collective bargaining. Put it on the ballot for everyone to vote on it.
2. Institute job sharing to reduce costs. If the employees don't like it, they can quit. Fire people!
3. Fix streets & sidewalks. This benefits the residents
4. Fast track dredging of Laguna Lake instead of continuing to put it off
) 5. Repeal ban on feeding ducks.
1. Preserve City's fiscal health
2. Maintain essential services and infrastructure
3. Protect open space
4. Continue to support bikeways
1. Traffic congestion relief!!! LOVR overpass and reduce speed limit as it enters the residential areas!!!
2. Maintain services to the needy .
3. Preserve fiscal health
4. Public safety and crime prevention
5. Keep our County library vibrant.
1. The meters and tickers are driving shoppers out of downtown. You'll lose more tax revenue
than you'll gain from punitive parking measures
2. The students (while basically a boon to San Luis Obispo) ruin the quality oflife for their
neighbors. The programs now starting seem to be improving the situation. Keep them going
1. Remember why SLO is considered one of the best, happiest places to live, i.e.. Value and preserve
what we have. We re not of the or the growth = progress, sprawling suburban strip mall plan.
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Community Budget Bulletin Survey Responses: Priorities
1. Balance budget
2~ Review mandatory Downtown Association membership
3. Get consistent enforcement of landlord business lie. requirements or remove requirement
4. Enforce public smoking ban
1. Help the senior citizens and locals to get along with Cal Poly students parties beer cans left in front
yard, etc.
2. Parking in residential areas 3-5 cars per house?
3. HOUSE COSTS - I was born in SLO but can't live there now
1. Local power generation
2. Local food source -available to all residents
3. Citywide composting of household waste
4. Improve public transit
5. Improved and expanded bike and walking paths
1. Reduce size of Fire Department - we sprinkled downtown - where are the savings to the public?
2. Reduce size of salaries of many City staff - how many $100,000.00 and benefits Fire Captains, does
SLO really need?
3. Work force/ affordable housing near jobs.
1. Reduce the high pensions that retired public employees in Calif. Collect and increasing the )
average age of retirement for firemen and policemen to 59 or 60.
2. We need public pension reform to save California
3. We need the right to vote on fees -Permit fees can cost about 36% of the construction costs.
4. We need small businesses to stay in business and keep their workers
5. Use common sense - do we need expensive bathrooms, do we need cobbled sidewalks, do we
need expensive art projects?
1. Stimulate City activities and projects that will enhance sales tax and bed tax revenues, e.g.:
completion ofRR museum; give priority to enhancing the appearance of the City entrances
especially upper Monterey
2. Rescind ordinance which increased height limits in downtown (excepting projects underway
Chinatown and Garden Terraces) Revert to old height limits and place a PD overlay allowing height
limit exceptions based on creative design solutions subject to PC and CC approval
3. Design a new Nipomo-Palm parking structure using PD height limit exceptions to encourage use of
a top floor for leasable commercial uses such as restaurants, offices, etc.
4. Commence dredging of Laguna Lake
5. Keep creek ways clear of debris and obstructions to prevent re-occurrence of '69 and '72 floods.
1. Cut out the phony fire inspections & .useless fire extinguisher requirements, a one gallon
apparatus won It save anything. My smoke detector alarms are checked each time a tenant
leaves.
2. Cut out excessive parking violations and fees at meters
Community Budget Bulletin Survey Responses: Priorities
1. Skate park master plan built and have it free to used
2. Block downtown transportation from car traffic in specific areas like Monterey between Santa Rosa
and Osos. Have it be more pedestrian oriented (see Santa Maria)
3. Make tank Farm Road 4 lanes
4. Cross walk between Foothill and Highland on Santa Rosa
5. Rent control for downtown businesses and homes
1. Get the City's financial house in order
2. Get City employee salaries and benefits in line with private sector
3. Streamline process for new development and help new business by reducing process and lower
their costs of entry
1. Make a small segment of Higuera Street (much like Farmers' Market, only smaller) pedestrian only
and closed to traffic
2. A second police substation near Higuera and Broad may deter crime in the downtown area,
especially at night
3. Increase hours/funding for SLO Library
1. Public safety services must be maintained to protect and save the citizen of SLO from the
threat of fire, crime, medical emergency
2. Establish regular neighborhood patrols for police to maintain peace and quiet and quality of
life for residents and impacts of Cal Poly and Cuesta College " :1
j 3. City neighborhood streets need attention with sidewalks clear of debris and curbing markers
and signs maintained in proper care
4. Continue active open space program with emphasis on the northern boundary of the City with
trails and public access
5. Improve zoning enforcement regarding rental housing and over limit of tenants in residential
homes and resulting negative neighborhood quality of life.
1. Bicycle fees and/or license to assist in maintaining their right of ways
2. Directional signs stating where open space trail entrances are located @ all City dead end streets
leading towards open space trails. (Presently, entering residential private properties, dead ends and
private properties to reach open space trails -creating damage to private property landscapes and
destroying private property fences)
1. Reduce staffing and staffing costs but don't do it in a punitive way by cutting.the most valued
services. Let citizens determine priority
2. Widen LOVR overpass
3. Maintain/enhance Economic Development Department. Increasing revenue is needed to
achieve our budget goals
4. Streamline planning process. Eliminate ARC· and CRC
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Community Budget Bulletin Survey Responses: Priorities
1. Safe, preferably off road bike paths throughout City and County )
2. Sunny or Southern exposure community garden plots with water, bathrooms (preferably pre-existing
ones made available) and on contour planting swales utilizing hillsides like those near lower Higuera
and Elks Lane
3. Sewer repair, especially Foothill corridor - this is a huge sanitation risk time bomb
4. Rainwater reclamation to groundwater instead of run off to sea.
5. Open space, parks and trails -development of new parks/open space and maintenance of existing
parks and open space
1. Quit trying to pay high police salaries by raising parking fines and other misc. fines. Eliminate
S.N.A.P.
2. Free 2 hour parking on downtown streets
3. Quit the urban sprawl of shopping centers on the City's outskirts
4. Re-start Mardi Gras
5. Use Mitchell Park for more activities, instead of always using Mission Plaza. We got a lot of
parks use them more for City activities. Advertise activities better instead of a banner on
Higuera, put some upon Foothill, California, South Broad, etc.
1. Affordable housing
2. Better schools
3. Noise reduction
4. Better shopping )
1. Do everything in your power to help businesses stay solvent. Find a vacant building and
convert it to rooms for the homeless
2. No one in this County with families should be homeless. That should be #1 on your agenda.
3. If you need money for that, establish a separate fund and ask people to contribute. I'm sure
people.would be quick to give. I would
4. It is about time you permit drive through restaurants. That is the silliest restriction I have
heard. What a great way to increase business
1. Reduce and/or eliminate City wide budget gaps!
2. Reduce City employee overtime pay for all city departments immediately.
3. Reduce capital improvement project to "affordable levels" consistent with current city revenues!
4. Promote citywide economic development and business retention efforts wherever possible.
5. Re-evaluate current city staffing levels for every City department and maximize outsourcing efforts
for private contractors whenever possible.
1. Building bike paths for all major streets
2. Close streets to traffic in downtown - [torn at this point - can't read]
3. Build a cultural center for teenagers
4. Create a space for everyday farmers [can't read] with crafts, food and music
5. Skate park - build anew safe [can't read]
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Community Budget BUlletin Survey Responses: Priorities
1. Reducing gang activities
2. Enforcing father's duty to support the children they have produced.
3. Stop illegal aliens from demanding legal rights
4. Increase mental health services for the truly mentally ill=hospital care?
5. Encourage high school graduation through academics and not always sport activities.
1. We moved to our home on Chorro St. 57 years ago. At that time it was a quiet street, over
years traffic has increased. It is hard to get out of our driveway. The traffic exceeds the speed
limit. We need police who will not close their eyes to speeders and their infractions
1. Continue eliminating cars from the downtown.
2. Grants to replace gas/electric utilities with solar/wind sources
3. Some sort of rent control on commercial properties so that small business owners have a fighting
chance to keep their doors open.
1. More efficiency in everything the City does; from permit streamlining to cleaning the storm
drains and streets
l. Do not allow City employees to stand around with both thumbs up their butts; This includes Fire and
Police departments
2. Until all planners to a tree and proceed without them. Post notice on board this is 21st century.
3. Do not allow parking space at City facilities for horse drawn vehicles, not enough room.
4. Start construction on Topaz and Ca. Valley solar ranch tomorrow and widen freeway thru City.
5. Build more roads completely thru City; stop wearing high buttoned shoes.
1. Expand bike trail next to RR all the way to the ArborslIslay Hill neighborhood
2. Make the PCRR underpass from Spanish Oaks Dr. to Poinsettia St. accessible for bikes and
strollers
3. Lower water cost.
1. I'm happy with the current priorities.
2. Question: Why do we pay significantly more for our water than any other city in the county?
1. Preservation of essential services and fiscal health
2. Increase 'tourtsm to assist economy of City
1. Why bother; City pays no attention anymore.
1. Encourage business start ups through incentives if needed
2. Fix crumbling roads
3. Repeal compulsory arbitration
4. Improve enforcement of community regulations, including RV parking long tern on street, and
similar nuisance factors like noise.
5. :Fix downtown sidewalks, signage and clean up the place. Drive out vagrants from areas like
the creek near Westend Coffee.
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Community Budget Bulletin Survey Responses: Priorities
1. Increase bike paths through the City
2. Acquiring open space )
1. Protect our open space and the views to the surrounding hills/landscape (it's what makes San
Luis great)
1. Maintain existing levers of police and fire protection, including current staffing levels
2. Maintain water and sewer system infrastructure
3. Continue street paving program
4. Focus on core/essential services; Police/Water/Fire/Sewer this is why cities formed in the first place.
1. Slum landlords for students needs to be addressed
1. Infrastructure and street maintenance
2. Make developers pay for major projects such a LOVR overpass widening
3. Continue to support downtown-its our only hope for sustainability.
4. Thanks for hearing our input
1. Reform the current "culture of profligacy" within the city government into one of
"responsible stewardship"
2. Comprehensive review of employee compensation to make sure these are no "unfunded
liabilities" and to expose these irresponsible arrangements to the light of public scrutiny
3. Beautify the"downtown fringe" area with a systematic program of undergrounding electric )and telephone utilities, coordinated with revegetation of street parkways.
1. Put binding arbitration on ballot for voters to decide.
1. Change parking meters to 3 hours, that way people can have lunch and shop or see movies
2. Consumers go to "big box stores" for free parking and because they are open
3. Encourage retail downtown to be open nights and Sundays when people are off work
4. Tell the police we ARE NOT Los Angeles and to treat people better, we pay their pay!
5. Let the farmers ONLY control the Farmer's Market
1. 2009-2011 major City goals are still valid.
1. Frontage Rd. from Prado to LOVR on both sides to provide amenities strip for travelers. This
should include an overpass at Prado-Dalidio
2. Simplify construction permits, lower construction fees.
3. Bike lanes
1. Take steps to slow or reverse the rate of increase in water and sewer rates.
2. Purchase additional green spaces around the city.
3. Maintain/improve streets and sidewalks
1. I think this is a very positive step to enquire! We are new residents in the city and haveno
specific suggestions at this time.
2. One suggestion-update water meters on our street-3535 Johnson Ave.
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Community Budget Bulletin Survey Responses: Priorities
1. Environmental protection, habitat preservation
2. Open space acquisition
3. Water and air pollution prevention, ban leaf blowers!
4. Support green building and clean industries
1. Road pavement resurfacing and repairs
2. Graffiti removal using paint that matches well
3. Restrict loitering by the homeless
1. Maintain open space around the City.
2. Retain community cohesiveness through special events such as Xmas parade, events in the plaza etc.
3. Maintain slow growth principles for the city
4. Continue to balance community/student relations while enforcing quiet neighborhoods
5. Attract one or more better department stores like Macy's, not oriented to students.
1. Balanced budget
1. Primarily to get input from and represent the wishes of the people who live in the city, it's voting
citizens.
2. A "stakeholder process" marginalizing the wishes of citizens if the voices and input from
stakeholders are louder, clearer and appear more numerous on issues such as growth, maintaining
levels of service, etc.
3. Protect natural open space from the active recreation that belongs in parkland.
1. Homeless
1. To get employee pension/benefit costs under control. The city needs to move to a defined
contribution plan vs. a defined benefit plan.
2. To become more efficient and self sufficient in regards to energy usage.
3. Ban single use petroleum based plastic bags. The amount of plastic trash, mostly bags along our
roads and highways is embarrassing.
1. Employee honesty, have. City employees follow up and act on complaints.
2. Police and Fire pensions and spending excess for equipment.
3. Less City cars used to drive to work, pay mileage on private cars for callouts. Lots of wasted
dollars here
1. Traffic problems, You guys pay consultants for transportation plans but don't implement them. Take
a look at LOVR and Highway 101. You allow development but don't provide for their traffic
impacts. New development should pay their way.
1. We need more water.
1. Public Safety
2. Economic Development
3. Maintain infrastructure
Community Budget Bulletin Survey Responses: Priorities
1. Keeping infrastructure maintained.
2. Traffic Congestion Relief, especially near 101 and Los Osos Valley Rd.
1. Congratulations to Jan! ...and Thank you Dave!
2. Bike Path. SLO has been recognized as one of the top 10 cities in the WORLD! We have a lot to
live up to. So conservation and being green should be a top priority. We need the bike path to
connect our city which is spread out into several fingers-Cal Poly, Tank Farm, So Higuera and
LOVR. I don't feel biking is safe in SLO and it needs to be! A good start has been made. Let's
connect the dots!
3. Budget tightening. In my humble opinion, the street cleaners make more of a mess than they clean.
Spend a little on promoting Home Owners and businesses to clean up their own gutters! ..and don't
blow your leaves into the street for someone else to pick up! Egads people!
4. Downtown meters. Get rid of them! I don't shop downtown because I don't want to have to worry
about parking. If! do go downtown, I park in the lots and don't "shop" so I can get out in a hour.
NOT good for business! We have a nice downtown. Let's encourage people to go there!
5. Look into electric car meters! Instead of parking meters, put in electric charging units! Then people
can go downtown and charge their cars while they shop leisurely!
1. Preserve open space
2. Reduce traffic congestion especially along Los Osos Valley Road between Madonna Road and
Higuera Street. -,
3~ Improve pavement conditions-there has been big improvements and I hope the trend j
continues.
4. Continue the program of adding bicycle safe transportation facilities.
1. Reduce spending and balance budget!
2. Contract out police & fire public safety to county and/or state
3. Continue to repair roads with 100% of all prop $$to repairs... 0% to admin or other... repay from
gen fund to repair funds
1. Continue to provide recreational opportunities for residents, including funding for youth
sports activities and the city pool
2. Maintain citystreets
1. Build the New Homeless Services Center: The City has approved a proposal by CAPSLO to build a
new homeless services center on County-owned property adjacent to the Department of Social
Services. It is now time to get it built.
2. Promote Sustainable Local Economic Development: Continue to implement the City's economic
development strategy to emphasize retention and expansion of head-of-household jobs; expand our
attractiveness as a desirable tourist destination; and focus on economic sectors that promote
sustainable design, energy efficiency, alternative energy sources, and green building materials.
3. Make SLO a leader in greenhouse gas reduction: Adopt the Climate Action Plan. Establish an
energy-efficiency and renewable energy financing program for SLO residents and business owners
(including rentals. This is also a 2009-11 Council objective, and it should be continued.
4. Implement our new Historic Preservation Program: Complete a new historic resources inventory.
Determine whether sufficient support exists among property owners, business owners, and the
Community Budget Bulletin Survey Responses: Priorities
historic preservation community for nominating our Downtown area as a National Historic District,
qualifying us for signage on Highway 101 as well as potential grant funding.
5. Implement our Bicycle Transportation Plan: We've got two major Class I bicycle path projects
which should be completed: Our Railroad Safety Trail and the Bob Jones City-to-the-Sea Bike Path.
1. Support the homeless population and less fortunate (new housing, job opportunities.
2. Purchase or improve the NW corner of Broads St. and Tank Farm Rd. It's an eyesore.
3. Complete bike/walking/running path from North to South, East to West.
4. Obtain State/Federal funds for Prado Rd. overpass over 101 to Madonna Rd.
5. Think "green" for water use, buildings, vehicles and tree planting.
1. Operate within budget which must not increase any taxes!
2. Reduce city employee costs; reduce outlandish salaries and pension benefit costs. Police and Fire
that are paid salaries of $150,000 to $200,000 plus benefits is unacceptable! These salaries are paid
by citizens that only make $35,000-$50,000. Stop the injustice!
1. Reduce congestion on LOVR near freeway on/off ramps between Froom Ranch Rd. and
Higuera.
2. Concentration on creating more pedestrian and bike pathways.
3. Promote and offer more community activities.
4. Reduce panhandling; we have 2 young kids and have personally been harassed multiple times.
1. Make the intersection at Vachell Lane and S. Higuera more safe; stop light.
2. Development and reinforce other business districts besides the downtown; Railroad, upper
Monterey, Mid Higuera, S. Broad, Foothill and Laguna
3. Encourage & promote "Good Neighbor Night". If you don't, I mean. Look to Redding, CA.
4. Maintain parks better (especially walkways @ Sinsheimer Park and replace recycle bins.
5. Continue expansion of railroad safety trail.
,1. Keep city water flowing.
2. "Adequate police force.
3. Fire department as above.
4. Community events, they are what makes the city a good, desirable place to live. Ex: Music in
the plaza.
1. Get public employee's salaries, vacation and retirement in with private.
2. With things as they are, I think your goal will be to keep things running as smoothly as possible with
no new programs.
3. People need to take care ofthemselves and all frivolous things stopped.
1. Encourage new/large tech businesses to the area.
2. Expanding Prado Rd.
3. Better education.
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Community Budget Bulletin Survey Responses: Priorities
1. I would love to see our fair city keep its uniqueness; especially downtown. Small scale on new
developments, trees kept trimmed and intact, sidewalks repaired. It's so enjoyable, as a resident,
strolling to town, knowing the shopkeepers, feeling part of the community. It's important for
residents and tourists alike.
1. Keep utility costs low, keep taxes low, keep the cost of living here low instead of raising the cost
of everything. For Heaven's sakes; don't let those smart meters come in where we now have
more electromagnetic type waves beaming all around us every hour causing problems and
elimination jobs. Our utility costs will not go down because of it and more people will be
without jobs.
1. Traffic
1. Pay government employees a wage that is in line with the general population.
2. $311,000 +benefits for the City Manager, for instance, is all by absurd! Absolutely no one I've
talked to thinks that this is a reasonable wage.
3. In general the State and local governments throw money away.
1. Adequate police and fire.
2. Condition of streets, paving.
3. Complete more of Railroad Safety Bike Path and other bike lane expansion.
4. Better non-car transportation (bus/train) I "
1. Get long term expenses under control: Police & Firemen salaries are unaffordable and must be
reduced. NO OVERTIME!
2. Pensions must be changed for all future service, from defined benefit to defined contributions
as all companies have done.
3. They freeze accrued defined benefits currently earned and all future accruals are in a defined
contribution plan.
1. Figure out a way to bring clean businesses/manufacturing to create jobs in San Luis.
2. Become much more business friendly; offer incentives to corne here. Don't build obstacles!!
3. Encourage more growth, if the city doesn't grow, it dies!
4. Reduce City staffsize consistent with private sector staff reductions equal with current levels of
business.
5. Stop spending the City's revenues on "Pet Projects" which are not needed at this time.
1. Control & minimize the crime; get the druggies and panhandlers off the street.
2. Maintain the infrastructure (roads).
3. Improve the traffic congestion.
1. Revamp our budget.
2. Cut staff.
3. Lower employee's wages.
4. Improve schools and parks.
5. Help small businesses.
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Community Budget Bulletin Survey Responses: Priorities
1. Impose a hiring freeze and or layoff 30% of city employees to downsize City government.
2. Combine City departments to reduce space and overhead costs.
3. Reduce social service costs to quit catering to the homeless bums and send them to Santa
Barbara for care,
4. Get out of the real estate business. Every purchase the City makes takes land income off of the
tax rolls.
5. Quit being controlled by the Downtown Assn. and allow major retailers in; like Costco, May
Co, Wal-Mart, etc.
1. Maintain fiscal discipline
2. Balance the budget
3. Reduce debt
1. Better traffic control & enforcement. I can't believe how many people run stop sign and speed.
Enforcement would lead to more $$ for San Luis Obispo.
1. Keep business & sales tax revenues within the City. Support local businesses.
2. Crime prevention, keep gangs out of San Luis and train police to deal with domestic violence.
3. Support free city bus for Cal Poly students to reduce traffic congestion.
4. Make water rates more affordable for all.
5. Keep recreational activities affordable.
1. A balanced budget while maintaining jobs.
2. Good services; water, garbage, streets, etc. Maintain existing services and facilities; especially
Parks.
1. Economic development, and not necessarily in so called "green" development projects.
2. Infrastructure maintenance.
3. Fiscal soundness, eve ifit means modest tax adjustments.
1. Repair infrastructure; streets, sewer lines.
1. Create head of household jobs
2. Develop affordable workforce housing. Dalidio should be housing!
3. Protect the vitality of downtown.
4. Move Nipomo (purposed parking) structure closed to 101 off ramp.
5. Develop housing and grocery stores downtown.
6. Pave the streets.
1. Continue with resurfacing the streets. Poor job on Marsh St. from Broad to Lower Higuera,
otherwise great! Looking forward to upper Monterey St.
2. Cut and remove the brush that exists in the many creeks beds throughout the City.
3. Establish a program utilizing prisoners monitored by security.
4. Strive to unplug the incredible situation onLos Osos Valley Road. It's great to have business
but its insanity to go to and from this area.
Community Budget Bulletin Survey Responses: Priorities
1. Continue to acquire greenbelt open space.
2. Partner with neighboring cities assisting with their greenbelt/open space and development on their
edges.
3. Purchase Dalidio Farms.
4. Homeless outreach should include regular creek patrolling, removal of encampments and partner
with County to aggressively remove encampments and encourage homeless to use existing services
1. Policies to maintain a strong vibrant downtown-including trees.
2. Policies to encourage economic development; include programs encouraging Cal Poly Grad
Business Development.
3. Seek all stimulus dollars as possible.
4. Set up policies to encourage/develop community wide volunteer day projects. With good
organization and insurance.
5. Sell one, possibly two, residential lots; Open space land, (on shelf not on top) of Terrace Hill,
located on Bishop St., east of water tank.
1. Infrastructure maintenance.
2. Economic development.
1. Continue sensible, well-planned, relatively slow growth (infill type preferred) in the City.
2. Continue to plan for interconnected Class I bike paths (i.e.. Bob Jones from MarshlHiguera to
the sea. RR Safety trail all the way to Tank Farm Rd.
3. Continue to acquire property for open space. Property at corner of Orcutt/Tank Farm being )
\
most prime. Connect to Reservoir Canyon, forms SEborder for City.
4. Continue excellent Parks & Rec services: TraillPark maintenance.
5. Continue downtown activities: Farmer's Market, Parades, etc.
6. Continue excellent Fire and Police with sensible contracts.
1. Cut staff members, salaries and retirement.
2. Improve park, tree and open space maintenance.
1. Develop tax incentive and infrastructure programs targeting attracting clean, high tech
employers to the area.
2. Develop incentives for start ups.in the downtown retail business area to off set height rents
caused by retrofit remodels. (Empty storefronts for this extended period of time is deadly for
the downtown)
3. Develop program/policy to limit downtownliquor license to midnight. It's become endemic for
the general, non-student population to avoid downtown after 9 pm,
4. Moderate income housing projects.
1. Stop development.
2. Stop paving over paradise
3. Develop a green zone
4. Support farming.
1. Infrastructure maintenance.
2. Maintain fiscal health.
-26
<,
\
)
)
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Community Budget Bulletin Survey Responses: Priorities
1. Expand roads to meet the rapid commercial growth already in place.
2. Slow down growth; no more building.
3. Lower parking meter fines. It's discouraging to go downtown and for tourists.
1. Keep the roads nice (free of obstacles/delays/potholes)
2. Eliminate congestion (finish Prado Rd. with or without shopping centers).
3. Help the unemployed, mentally ill and homeless.
4. Allow pet owners to enjoy the parks and open space without unnecessary harassment.
5. Preserve historic sites, natural beauty and open space.
1. Traffic congestion relief. The best way to support this goal is to make San Luis a more
bike/pedestrian friendly town. Continue to create bike/pedestrian paths away from busy streets.
2. Coordinate better with local college students, especially Cal Poly to get them out of their cars and
trucks.
3. Another way to relieve traffic congestion is to create more residential options downtown. By
encouraging more people to live downtown, there will then be a need for shops and services for local
residents. If we had a natural food store downtown, I wouldn't be forced to drive across town.
Tourist $$ are great but we need places for purchasing every day essentials as well in the downtown.
1. Traffic management in Old Town circulation element should divert traffic around Old Town.
2. Expansion of the City greenbelt.
3. Maintenance and promotion of our unique downtown.
4. Control sprawl.
1. It would be nice to have a Prado Rd. overpass to lessen traffic on LOVR; charge for photocopies.
1. Shift funding new water sources-Nacimiento-from existing users to new users, developers and
special funds.
2. Enforce existing commercial growth management to 0.5% annually, equaling residential
growth limit.
3. Draw in the commercial plans in the airport areas, shifting some CS in Margarita to
residential and minimize Chevron.
4. .Creat~\ar~d~v¢l~plll,ent area at the best transportation site to link to Cal Poly and partner
. wi(Il(1Pon 'an office/techcenter.
5~ EllC01J.tageand promote multi-family development on Broad St. and allow it to exceed the
residential' growth cap.
1. Limiting licensing for sale of alcohol within City limits, no more downtown.
2. Increase patrols for vagrants downtown.
3. Ban early or increased bar hours on St. Patrick's Day.
4. Complete bike lane from Tank Farm to Orcutt Rd, this would likely increase bike ridership/reduce
emissions more than any other project. (Class I off streets)
5. Pedestrian bridge over Santa Rosa at Foothill and Broad St. at Mitchell or Francis.
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Community BUdget Bulletin Survey Responses: Priorities
1. Road work /
2. Library
3. Public area maintenance
1. Diversity
2. Offer jobs to people irresponsible of sex, race or religion. I hold a master's degree and lived in San
Luis for 19 years and still unable to get a job. I am an honest and contributing member ofthis town.
3. Job creation
4. Street light at Tank Farm Rd. can improve safety.
5. Safe housing for low income people.
1. Be more business friendly. Attract high tech businesses and green companies. Stay away from
service jobs only mentality.
2. More bike lanes and trails. A bike trail that goes from San Luis to Bob Jones trail that mostly
keeps bikes off the road. This brings in tourists also.
3. Make San Luis a fiber-optics wired town. This will set the city on the road into the future. It
will also make business and info more efficient.
4. Reduce taxes on residences and businesses to stop the exodus to other states like Oregon, Texas
and Arizona.
1. Keep roads and streets in good condition.
2. Keep beggars and homeless offthe street. )
3. Find a place for the homeless.
4. Slow down speeders.
1. Lower water fees.
2. Clean up parks and play equipment
3. Enforce noise ordinance-get control of parties.
4. Improve downtown parking.
5. Make Tank Farm Rd. safer.
1. Manage open space so that homes, existing and future, no not have a hazardous fire zone rating.
Insurance Co. deny coverage, property values decrease, new homes become un-saleable.
1. A balanced sustainable budget.
2. Growthin business.
3. Growth in "for sale high density housing."
4. Finish Prado Rd. plans with overpass through to Madonna.
5. My brother a grad from SL High School and Cuesta but Poly keeps shutting him out and
encourages him to use open enrollment.
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Community Budget Bulletin Survey Responses: Priorities
)
1. Good neighbor policies.
2. Do away with development CC&R, they lead to poor neighbors.
3. Watch for drug activities in coffee shops, especially their bathrooms.
4. New senior center.
5. More police action on speeders.
6. More fun activities in our Parks.
7. Rid homeless out of our creek areas.
1. Cut back-everyone is pinching, getting second jobs, etc. Cut the funding to programs that
private groups and churches can provide for.
2. Make it tax friendly to entice businesses to come here; otherwise this will be an affluent retiree
community without families. It's becoming less diverse all the time.
3. Give incentives to businesses.
4. Quit letting the Sierra Club minded dictate who can afford to live here. What good is it to
have a beautiful city without people to run it and provide services for all those affluent
retirees.
I. Balance the budget.
1. Traffic congestion relief.
2. Repair/reconstitute Laguna Lake. It's a shame that city has allowed the lake to degenerate.
3. Build parking structure and remove some street spaces so downtown is more "Pedestrian \ mall".
4. Get additional handicap spaces downtown.
1. Address the LOVR traffic from South Higuera and freeway overpass. Target will add to the mess!
2. Preserve open space
3. Promote tourism
1. Prado Road extension completed
I. End binding arbitration for Police and Fire
2. End ridiculous high overtime payment to fire captains
3. Freeze salaries - No COLAs
4. Close loophole that permits a single shopping center owner from contributing huge sums in recent
mayor race
5. Explore contracting out P.D. to Sheriffs office & Fire to CDF
6. Have all new city buildings reviewed by the ARC so that a hideous metal building isn't erected next
to a very handsome one, i.e., the metal building recently built next to fire station #1
1. Traffic congestion & relief
2. Preservation of essential services & fiscal health
3. Economic Development
4. Infrastructure Maintenance
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Community Budget Bulletin Survey Responses: Priorities
1. Street repaving and improvement. Streets get repaved and then start being tom up again.
2. Sidewalk improvement. Many uneven patches due to tree roots, etc.
3. Extend Prado Rd
4. Dismantle Morro Street bike zone. Does anyone think traffic contortions (plus little bike use) a
success?
1. Reduce compensation levels for city employees to the point where adequate funding of CIP can
occur. For instance establish a Council policy that no more than 50% of the budget will be
spent on public safety over a 2-year budget cycle. Or no more than 75% of budget will be spent
on personnel. Then reduce budgets or staff level to meet the goal.
1. Infrastructure -roads, sidewalks, water/sewer lines
2. Public Health & Safety -police, fire, clean water, sewer
1. Prado Road extension
2. Dredging Laguna Lake - I have watched the deterioration of the lake over the past 20 years
very sad
3. Los Osos Valley Rd freeway overpass rebuilt/improved
4. A Prado Road freeway overpass would be great -Tank Farm Road is very dangerous
(especially the bike lane) because of too many cars
1. Balance budget
2. Reduce city employee costs including retirement benefits
3. Improve traffic flow, especially on the West side
4. Attract and support more business. How about a Macy's?
5. Encourage development of affordable family housing
1. Reduce troublesome transient population
2. Keep traffic moving
3. Maintain utilities
4. Maintain parks
5. Fully fund library
1. Balanced budget while maintaining essential fire, paramedic, police, schools, adequate city staff
2. Living wage for employees with benefits -Stop bashing unions and workers
3. Prioritize budget items -not proposal by proposal for cuts or funding but as an overall strategic
PLAN
4. Do we have a contingency fund for emergencies such as earthquake damage to
infrastructure/catastrophic equipment failure, i.e., sewer or water treatment?
1. Maintain current levels of service such as public safety
2. Prepare for increase ·of homeless population
3. Build facility for disabled veterans
4. Plan ahead for increase need on elder care, nursing homes, fire department paramedics, etc. as
the baby boomer era ages
5. Annex surrounding areas into the city (such as the airport and cal poly)
- 30
)
)
Community Budget Bulletin Survey Responses: Priorities
<,
1. Ensure Public Safety service levels remain the same or improve.
2. Ensure public works, water, and streets maintenance continues at current levels if possible.
3. Ensure parks are maintained as best as possible.
1. Providing basic services-water, sewer, streets, public safety-without cost increases
2. Replace Peace Officer openings (2-$0 with civilian (FST's) to handle larger volume of routine
calls for service (reduces long-term costs)
3. Do more to work with State and Federal government to develop plan/funds to relieve traffic
congestion on LOVR between Madonna & S. Higuera
1. Lowering the costs of the bills of the consumer-not highering them
2. Making less traffic messes in the City and addressing problems in the neighborhoods faster than
usual
1. Most of what has gone into making San Luis Obispo a successful city and community is the
input from people who had vision and in reasonable development. Congratulations to all those.
people
2. California faces a water problem and energy problem. How will SLO have influence with these
serious matters? It is the future of SLO and California to make responsible decisions
regarding our water and energy.
1. Pave the broken streets all over town
2. Keep parks as great as they are
3. Keep Parks & Rec offerings as great as they are
4. Finish Prado Road
5. Keep up the art painting on electric boxes
1. Eliminate fire lane on right hand side, top end, on the 1400 block of Morro St.
1. Reduce spending-live within budget income
2. Eliminate wasteful expenses
3. Change pedestrian walkway usage on Marsh & Higuera S1.
1. Complete the bi~et..airfr~mCaLPo,ly to link up with railroad trail that is completed
2. Survey all gas &oiJ!ph~eliriesinresidential areas for safety
1. Water conservation on private properties
2. Rationing water
3. Water conservation for public facilities (sprinklers on less, use water for landscapes early morning,
drought tolerant plants)
4. Signage regarding responsible water use (show the public the steps you take to save water)
5. Outlaw power washing sidewalks (an example of reckless water usage)
1. Preservation of economic health
2. Recruit a quality department store to the city such .asMacy's or another firm-Forever 21 and
Kohl's are not quality
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Community Budget Bulletin Survey Responses: Priorities
\
1. Programs/services oriented to beautification of rundown houses/neighborhoods /
)
2. Task Force to face issues of downtown vagrants and panhandling
3. Ticket enforcement of drivers on their cell phones
4. Bring back music night for New Year's Eve
5. Bike trail from SLO to Avila
1. Need specific fuel & fire management plans for City's urban/wild land interface areas,
including annual and long term vegetation control measures. Open space areas are great, but
the city has to take responsibility for associated fire risk.
.2. Traffic on LOVR is a nightmare and has been for years, which the City is well aware of. When
the new Target plus other stores come on line, this road will be total gridlock. The City has
allowed this to occur, so what are you going to do about it?
1. Neighborhood police patrols
1. Better control population of indigents in town-particularly along creek
2. Review traffic patters; work to improve vehicular traffic flow; improve system.
1. Building & implementing street lights, especially along Foothill
2. Creating more free parking spaces and lots in the downtown area to eliminate congestion
3. Bring all roads and bridges up to code to make them safe and secure for all I
4. Bring all stoplights up to code so that motorcycles and scooters are recognized so the light changes /
1. Finances. The goal for this city should be to be honest with it's citizens
2. Will Salinas give us our share, the bottom water in Lake Nacimiento which will be the most
expensive to make potable. We already maintain a live stream our to the Santa Margarita
Lake Dam to maintain percolation of the river for Paso Robles and Salinas wells. In a few
short years with the Federal Government instruct us to quit use of Salinas River in favor of
Paso Robles or the Salinas area? Bottom line, state water doesn't look so bad after all. Morro
Bay gets along on it fine. Is our $70,000,000 Nacimiento pipeline a good investment at this
time?
, 3. I understand the Federal Government paid for 90% of our two deck bus with San Luis paying
for 10%.1 think that a single deck bus in addition to what we already had would have .done
j:ustfine.Wl1~twas?verIooked in this purchase was the reductioninquality oflife along the
.700blQck of Johnson Ave.Noise, particulate matter,fumes, and added congestion with the
increase in traffic. The smaller buses would run just fine on Mill Street where you have a
concrete street base which will hold up to the commercial weight of the buses.
4. Make a strong effort to get rid of the unions that are bargaining for wages and benefits. I am
.old enough to remember the unions tearing down our steel industry, out auto industry, and
now our city , stat, and county governments. They have an uncanny ability to shoot the goose
that lays the golden egg. The excuse that we have to pay high wages and provide huge benefits
to get qualified people is bull crap. We have a great college in Cal Poly that graduates each
year young people that can handle any job you give them and probably a lot better than some
of the old fogies. Give them a chance. They will work a lot cheaper. This is an easy town to
.administrate. We should be able to manage it with a small pile of dimes.
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Community Budget Bulletin Survey Responses: Priorities
5. The last thing I will gripe about is lies or partial truths from the city to the public. Your sign
that announces that the 1/2% raise in sales tax is going to repair city streets. I believe this
money goes in to the general fund. If so, where is the money that should have been earmarked
to repair the street in the first place? This is an example that gets used especially to get votes
for increased revenue for specific projects. It seems to me that the general fund is being
guarded jealously from being spent for city improvements or street sweeping services. It's
being used to only pay wages and benefits. That's just not right!
1. Cut salaries and pension costs. They are too high.
2. Road maintenance
3. Have given up on Downtown SLO - too crowded - prices too high (rents?) -parking too expensive
1. Continue to find avenues to reduce automotive use -bike lanes, increased transit options, etc.
2. Continue efforts to reduce conflict with student/residents - noise, parking violations, trash
issues
1. Roads - The poorer areas of the city deserve good roads too. I don't live there but I feel sorry for
them & I ride everywhere. I have always used a bike for everything and the roads are terrible. You
need a mountain bike to ride here. (It is the same everywhere though) Also, use a little money to
train police officers that cyclists are not always the bad guy. What cars (drivers) do to people on a
bike - train these guys that we are not always, (?)__, not usually the culprit. If you can't do
anything with the cops, please at least fix the roads. Thanks.
2. Open space. This isn't Los Angeles. How many shopping centers do we need - stop Dalidio - we "
I
I can't support the ctrs. We have. (ok, I Do love Target)
1. More convenient affordable shopping for everyday people who pay the property taxes and
sales taxes here.
2. Security and safety for citizens -"neighborhood watch" neighborhoods encouraged all over
town.
3. Make it easier for citizens to remove overgrown, dangerous, front yard trees that never
belonged here.
4. Discontinue flyers admonishing citizens to conserve water when we can see over-irrigation in
city parks and save some trees and expense in the process
5. Police bicycle congestion-enforce "single file" bike riding
1. Repair of roads
2. Help with building Homeless shelter
1. Traffic light at intersection of either California and Taft or California and Hathway
2. Replace, complete, and restore or install new sidewalks on all city streets
3. Review, reinvent, or change plan for types of business downtown. Too many bars, coffee
houses, restaurants
4. Increase code enforcement for homes and business for trash and weeds
5. Decrease homeless problem. Will increased services only increase number of homeless to come
to SLO?
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Community Budget Bulletin Survey Responses: Priorities
1. Roads, roads, and roads. I hop you have the comer of Palm & Santa Rosa scheduled for repaving.
One side is a disgrace & a hazard for pedestrians
2. Traffic circulation - especially the comer of Madonna & LOVR. The bridge over the creek on
LOVR & 101 is always backed up at the busiest times of the day. What a mess!
1. Economic development. Lower business taxes for small business.
2. Re-hab EXISTING empty structures
1. Get a handle on future pension liabilities for employees, especially the firefighters and police.
1. A manufacturing job base
2. Street maintenance
1. Get control of and Roll Back public employee salaries, overtime, and pension costs / cut costs of city
government in a very public way
2. Repeal the binding arbitration initiative
3. Postpone the extension of Measure Y until the binding arbitration initiative is repealed
4. Creek clean-up and maintenance
1. Fix traffic congestion on Los Osos Valley Road between intersections with Madonna Rd. and
South Higuera
2. Preserve open space
-,
)
1. Eliminate funding of special interests focus on the basics
2. We pass the addotopma; fimdomg for road repair & the first thing the city does is buy new vehicles
3. The street sweeper does a lousy job on our street (comer - inside)
4. Utility costs are out of control
1. Complete bike path @ LOVR & Laguna lane -funding in place, so let's make it happen
2. Prioritize walking & biking routes over car circulation
3. Better parks
4. Continue bus/parking cooperation with Cal Poly
1. Traffic on Los Osos Valley Rd between Madonna Rd & So. Higuera
1. Infrastructure maintenance
2. PolicelFirelUtilities services
3. Maintain Decent *Retirement Plans for employees (*Defined benefit especially) (Note: I am
Not a city employee)
1. Spend @ wisely, eliminate waste, checks & balances, oversight
2. Safety
3. Promote open space with public access
4. Welcome 'clean' employers (green businesses, sustainable practices)
-34
Community Budget Bulletin Survey Responses: Priorities
1. Dredge Laguna Lake
2. Infrastructure Maintenance
3. Economic Development
1. Control spending to reduce the cost of government to stimulate small business to hire unemployed
1. Keep up the good work
1. Fix our streets!
2. What happened to cleaning up the sidewalks? (pressure washing). Could the city implement a
schedule to do it?
1. Restore commons sense -stop trying to improve flow on LOVR -east of Highway 101
2. Begin process to construct Prado Road interchange or overpass -Highway 101
1. Street re-paving, but not like what they have done so far--real re-paving
1. Fix sidewalks on Oceanaire & rest of adjacent streets on south side of Madonna
2. Align & signal a pedestrian walkway to Laguna Lake shopping center from south side at
Pereira
3. STOP DUMPING MY TAX DOLLARS INTO DOWNTOWN BARS & BUSINESSES. FIX
THE NEIGHBORHOOD NOT ONLY IN THE "HISTORIC DOWNTOWN" ENOUGH!!!\
J
1. Re-structured and reduced residential water fees -current escalation is prohibitive
2. Redevelopment agency & program to capture funds to upgrade downtown public features
3. Revised land use ordinances to shift numerous exceptions to variances to reflect State law
4. Hire a contract City architect to advise or replace the Architectural Review Commission
1. Support library
2. Support parks
3. Support social programs
1. *4-5 lanes in the LOVR overpass @ Highway 101. Widen the bridge. Dredge the Lake (Laguna)
2. Develop Dalidio
3. Prado overpass?? (w/Cal Trans blessing)
1. Traffic congestion relieve
2. Get that new development going that Copeland's tried to stop
3. More restaurants near Madonna's LOVR, not so much down on Higuera
1. Control gangs
2. Make city buses safe
3. Continue bicycle route improvements & expansion
4. Continue greenbelt expansion
5. Stop further 'big box' stores and resulting auto traffic
j
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Community Budget Bulletin Survey Responses: Priorities
1. Balancing the budget, getting costs under control
2. Infrastructure maintenance
3. Reduction of city fees that would stimulate economic development
4. Better youth & adult sports facilities
5. Improving bike baths
1. Get rid of homeless problem
2. Gangs
3. Sex offenders
1. To improve customer service through a culture change among city employees. Too often I have
found city staff in various agencies to be arrogant, unhelpful and with an air of superiority. I'd
like to be treated with respect and concern for my situation when I come into or call on of the
departments.
1. Continue fixing the surface streets - good progress, thank you
2. Review planning procedures and make adjustments to become easier to work with in regards to
development projects -possibly offer incentives
3. Transportation improvements: i.e., Prado Rd., Prado Rd. interchange, LOVR interchange
4. Widen LOVER to mitigate the traffic
5. Make choices good for the many - no cuts to staff by reducing the excess of the few i.e., Police &
Fire
)
1. Return neighborhoods to residents: enforce blight regulations & code violations /
2. Instigate a CAT leash law
1. SHUT DOWN DIABLO ASAP!!!
2. Too many street signs by Road Dept & too many billboards detract from scenic areas -- ruins
tourism. So many road signs don't read them.
3. Median on Foothill should be planted with drought resistant plants. More floral trees to encourage
tourists to enjoy beauty of city
4. Telephone lines (all) should be underground. Modem street lamps (all) should be replaced with deco
or earlier style to conform to charm of city.
5. Train station should Not be altered since it is a historic gem.
6. Foothill traffic too noisy--sound barriers needed.
1. I'm quite sure our best minds are "all over" preserving fiscal health and development and it is
always pleasing to hear SLO is on the Nat'llist of Best this or that. But as a downtown
merchant, I am troubled by.the increase in panhandling, tagging, public urination (and worse)
and littering. All ofthese activities take away from the charm and appeal we rely on for our
tourist and local business. Steps to reduce these problems and respond more quickly -.cleaning
crews? are in order.
1. Affordable housing for those who work in SLO
2. Reduce homelessness
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Community Budget Bulletin Survey Responses: Priorities
r ) 1. My concern is flooding in the Laguna and Los Osos Valley Rd Area. With all the building and
/
paving over of farmland there will be a lot of seasonal run off with much rain. We have had
serious flooding in the past before all the commercial growth and paved over land.
2. Also the diminished capacity of Laguna Lake to hold water.
1. Quit growing the City!!! You're Wrecking the Character & Diminishing the Quality of Life!
2. Quite adding traffic signals & stop signals! I know it warms Romero's "Public Works Heart" but
why? See #I above.
3. Reel in O.T.! Especially out of control cops! Have the Police Chief make a bench marking trip to
Key West. Huge parties & parades, no barriers, very little & transparent cop presence.
1. Develop and implement plans to attract technology based businesses. Create good well paid
jobs that will stay here.
2. Promote the livability of SLO. Let's make it less of a secret
3. Slow growth-not no growth
4. Smart growth -not sprawl
I. Fiscal restraint
2. Balanced budget
3. No property tax increases
4. Spending caps
5. Moratorium on all New projects (including Public Works) under no. 2 above is achieved.
\) 1. Keeping Library open
2. Balancing Budget
3. Traffic on Tank Farm Road -Reduce
4. Clean Fresh Water
1. Street crime -outside elements coming in
2. Live within our resources & "means"
3. I survive by living within my budget. There's a lot to be said for that
1. Work with county to develop a workable facility to house the homeless and address issues of
homelessness
2. Drug & alcohol issues -diversion & prevention
1. Relieve traffic congestion, example-overdeveloping LOVR
2. Pursue green energy resources and encourage conservation
3. Preserve historical presence in the downtown area
1. Create support for clean energy initiatives & climate change solutions
2. Enforce new tobacco laws, enhance signage of the law
3. Transgenerational sports venues - bocce courts for example? Near eating establishments
- 37
Community BUdget Bulletin Survey Responses: Priorities
\,
)1. Police & Fire
2. Keeping high quality, happy employees
3. Street Repair
4. Bike Path extension of current trail
5. Extending Orcutt out to Tank Farm!!
6. Lighting throughout City - well lit = safety!
1. Street repair around MarshlHiguera and surrounding area, like Pacific and streets to the
south of Marsh
2. Additional parking in the downtown area
1. Improve bike paths and continue to make SLO a bike-friendly town
2. Greenbelt and park development - tree planting in open spaces
3. Increase enforcement of neighborhood ordinances limiting student dwellings and such
4. Stricter enforcement of tree removal laws - we are a Tree City USA
1. The list of goals from 2009-2011 should be maintained for the next two years
1. Live within our means
2. Tax incentives to spur business investment & job creation
3. Do something (anything!) about Broad Street - ugly and unsafe now. Traffic speeds between South
St and Orcutt Rd very, very unsafe. This is a huge tragedy waiting to happen and a big lawsuit
against the city!
1. Preservation of critical services
2. Fiscal health
3. Maintain infrastructure
4. Healthy small business (downtown) growth development. Priority. (don't lose out to big box
growth)
1. Maintain all educational activities (classroom, electives, sports, etc.) We can not afford to cheat our
children!
2. Maintain all services for the homeless
1. Balance City Budget without revenue tax
2. Reduce overhead
3. Reduce fines for over parking in downtown
4. Continue positive moves in the infrastructure? in City
5. Restore metered parking spaces in downtown. Eliminate bulb outs
1. Reestablish neighborhood patrols, especially on Thursday, Friday & Sat nights near Cal Poly
2. Maintain street repairs
- 38
Community Budget Bulletin Survey Responses: Priorities
""
'\
J 1. Repair streets and potholes/lmprove signal timing of traffic signals/improve bus service/fund a
bus rapid transit system
2. Follow the General Plan. Stop giving exceptions to every developer that comes along
3. Enforce on-street parking (on-street vehicle storage) ordinances & give fines for repeated
violations
4. REDUCE building height limitations in downtown district
5. Prevent overdevelopment in downtown district
1. Traffic congestion relief
2. Preserve essential services
3. Maintenance
1. Maintain current service levels in all areas unless public input indicates otherwise
2. Stick to guidelines in planning documents whenever possible
3. Emphasize long term as opposed to short term objectives
4. Make sure that long term plans are general and short term plans more specific and consistent
with long term
5. Develop or improve on a long term plan for fiscal stability
1. Maintain the infrastructure we have with the funds available
2. Promote healthy alternate transportation by providing bicycle and walking paths
3. Continue to maintain or grow open space and hiking trails )
1. Decrease crime and noise in downtown -primarily due to alcohol and drug issues
2. Better control underage drinking by enforcing the laws that exist for both sellers and buyers
3. Tourism is important to our economy and issues occurring downtown will hurt this important
revenue source
1. Operate on a balanced budget
1. Fix & repair & replace roads
1. Overpass of 101 freeway at Prado Road and the extension of Prado from Madonna Road to Broad
Street
1. The budget/fiscal responsibility - fix it
2. No new taxes
3. Measure Y should be funding new things, NOT covering the costs of existing services
(especially increased personnel costs)
1. Affordable Housing
2. Affordable Medical Care
3. Affordable City Transportation
Community BUdget Bulletin Survey Responses: Priorities
1. Schools-San Luis Coastal is a great district and has not been very hard hit comparatively so
/please maintain support (though I'm aware basic aide funding and state funding are the main
sources)
2. The "charm" of SLO -we've just been voted the happiest city because of socializing wit h
others through biking, farmers, etc. More bike paths and maintaining the Trees downtown
and in the older neighborhoods like Mill Street and Sydney are critical. We don't want to look
barren, hot and strip mall like.
1. Reduce the police force
2. Cultivate a town culture and encourage ,arts and music. Bring back Mardi Gras
3. Cultivate small businesses
1. Stop all City pensions
2. Start SS & 401K
I, Quit spending money foolishly
2. Lower City Manager's wages
3. Quit putting fees on everything
4. Help small businesses by lowering City fees
1. Lower water & sewer rates -Cost more to flush than take shower, do wash & dishes
2. Get all workers working not 4 watching 1 guy digging - it happens all over this town )3. Repair potholes on small side roads
4. Stop making big flower & tree boxes in small parking areas
5. USE COMMON SENSE
1. Cut spending
1. Stop spending until you can spend on a budget like most of us!
1. Good economy base
2. Head of household jobs
3. Affordable housing
4. Avoid 'sprawl'
5. Continue greenbelt
1. Traffic
2. PeoplewaJking on red lights
3. Bikes not following laws
1. Preservation of essential services
2. Reduce cost of pension
3. Infrastructure maintenance
4. Reduce cost of water
5. Greenbelt
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Community Budget Bulletin Survey Responses: Priorities
1. Get ride of binding arbitration for unions
2. Lessen permit fees for building commercial and residential buildings
3. Reduce city salaries
1. Finish the Bob Jones Trail
1. Pass an ordinance allowing bicycles to treat stop signs as yield signs
2. Remove the meters from the City's motorcycle public parking spaces. This will encourage
motorcycle use which decreases congestion & pollution
3. Install lighting at the public tennis, volleyball & basketball courts to enable evening use during
the winter.
1. User friendly pedestrian/bicycle pathways
2. Slash Waste and interference with small businesses
3. Reconfigure budget upon needs not wants
4. The party is over! Treat the city budget like you would treat your own household budget when hard
times = tough measures. Represent the taxpayer! Not special interests.
1. Senior opportunities/services -City & Schools
2. Traffic flow -autos, bicycle, pedestrian (include handicap access & corners) & bus routes
3. Balance the budget
4. Low-income housing/Senior too (college, low income family, senior)
1. Street repair - some of our streets are very bad
2. Stop excessive pay for City employees
3. Stop employees personal use of city vehicles and lock the city gas tank
4. Lower the sewer tax
5. Stop taxing utility bills - taxing for public purpose is illegal
1. Fire and Police
2. Water & Sewer
3. Roads Maintenance
4. Maintain open space
1. Affordable housing
2. Fiscal restraint
3. Job growth
4. Neighborhood quality, peace & quiet
1. Extension to Bob Jones bike trail from SLO
2. Homeless assistance
3. Gang prevention/graffiti removal
4. Reduction of pan-handling downtown
5. Greenbelt preservation
- 41
Community Budget Bulletin Survey Responses: Priorities
1. Promote employee honesty
2. Reduce expenses - contract certain services
3. Have on call employees drive home own vehicles - pay mileage for call backs -lots of out of town
employees wearing out lot of vehicles
1. Creating easy-access bicycle routes across town to encourage walking and riding over car
transportation
2. Create incentives for local food consumption support organic & pesticide free farming in the
area
3. Reduce transportation environmental footprint (public transportation & bus transit)
1. Maintain city infrastructure - particularly parks and open spaces
1. Achieve long term financial stability
2. Maintain & improve infrastructure
3. Enhance the vitality of downtown & continue creekside access/development south of Broad
4. Expand / acquire natural resources for protection & low impact recreational use
1. City sponsored music festival
2. More affordable (multi-family) housing units for extremely love and very low income households)
3. Expanded bus service, bus rapid transit along Broad street serving airport, downtown & Cal Poly )4. Clean up tributaries that lead into San Luis Obispo Creek and the creek itself
5. Implement the San Luis Obispo Climate Action Plan
1. Keep creeks clean
2. Public transportation needed
3. Keep sewer line free of obstacles
4. Keep trees trimmed around power lines
5. More talking stop lights
1. Santa Rosa Park Skate Park
2. Skate Park - Santa Rosa Park
1. Pressure Cal Poly to build more student dorms and Cuesta to wake up and finally build a
student resident area at Cuesta
2. The stretch between Foothill and Highland offered affordable housing to young families before
they were pushed out by students. SLOis in dire need of affordable housing. Please, return
this area to families.
3. Plant trees where there are none or few ofthem. Line major streets and boulevards with trees.
Foothill Blvd. needs an overhaul similar to LOVR
4. Channel traffic through commercial and collector streets. Protect residential areas from cut
through traffic (for example, build islands to slow traffic or block a street)
5. Protect family homes. Do not allow developers to raze them and turn them into apartments or
condos.unless they are not salvageable. Tall three-story condos such as N Chorro's last batch
should not be allowed.
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Community Budqet Bulletin Survey Responses: Priorities
1. Preservation of green space / creek cleanup
2. Bike lanes
3. Water reclamation
4. Homeless help
5. Reduce traffic congestion at LOVR overpass
1. Stop new housing development in the city. We love our small town -that's why we live here
2. Put in a special park tax part of property tax to help continue to pay for our lovely parks
3. Keep supporting all downtown events like Farmer's Market -they are another reason to live
here.
4. Somehow tax us to continue to retrofit downtown buildings with help to businesses
5. Don't destroy downtown with that new development in Chinatown!
1. Kill Charter Status
2. Kill Charter Status
3. Kill Charter Status
4. Kill Charter Status
5. Kill Charter Status
1. Preservation of essential service and fiscal health
2. Infrastructure maintenance
3. Efforts for gang-prevention and vandalism control
4. Build homeless shelter in SLO City
) 5. Encourage conservation of water by residents
1. Finish connection of Bob Jones City to Sea Trail
1. Widen Tank Farm Road between Broad and Higuera; add lighting to Broad St South of South
St -extend Prado through to Broad; continue street / sidewalk / buried pipe repairs through
the city
2. More effective noise control of parks facilities. Often there are large crowds with amplified
music which blares and vibrates, being heard through the double paned glass windows of the
homes adjacent, heard above the television soundwithin the homes
3. Expedite the building of the homeless complex on Prado to meet the needs of the growing
number of homeless loitering around the city atparks and library
4. The homeless are assemblinginlarge numbers atMeadow Park in campers, cars and on foot
and with miscellaneous dogsand other paraphernalia. Dogs are a threat. Campers parked so
close to corner of South St make it awkward to turn into Meadow St.
5. REPLACE dead and cut down trees in Meadow Park. Residents may be willing to buy and
contribute a tree if a campaign is launched. Dredge Laguna Lake.
1. Preservation of essential services and health
2. Clean good-tasting water
3. Infrastructure
4. Maintenance of water pipes and streets
5. Clean out the creeks now.
Community BUdget Bulletin Survey Responses: Priorities
1. Traffic congestion
2. Service -library, parks, beaches )
3. Infrastructure
1. Reduce executive salaries and union negotiated benefits: i.e. retirement health, pensions, etc. to
closer approximate the value paid to the value received
2. Infrastructure R&R & maintenance
3. For distant city growth should look toward Los Osos Valley & Edna Valley.
4. Support new energy i.e., PG&E with Diablo Canyon pays more tax than anybody!
5. Support quality growth such as commercial & residential with abundant parking
1. Traffic control: Subject -motorists who violate speed laws and also do not heed vehicle code
rules. People are passing in right lanes, even in school & residential zones.
2. Traffic congestion is a major issue during commuting hours; Hwy 227; LOVR; Tank Farm
Rd; Santa Rosa (Hwyl) are especially congested and drivers are VERY AGGRESSIVE to the
point of road rage.
3. Truly we could "manage" the inconveniences" of congested through-ways, if the driving
public would obey issues of road rules and common courtesy. Many are making illegal lane
changes crowding front/rear vehicle clearances; speeding; 'texting'; using cell phones and not
paying attention
4. Need more public safety involvement to "fine" arrest and intimidate unruly drivers
5. Thank you for persevering with 2009-2011 slated goals
)
1. Fiscal soundness
1. Balanced budget
2. Bring Fire & Police Dept. wages at all personnel levels down to reasonable amounts-rollback
comparable to California municipalities of comparable size, etc.
3. Slow traffic-put in more signals, stop signs, and road bumps
4. Stop catering to the Rossi'S, Copeland's, and all other large scale developers-make them pay
without subsidizing their projects
5. Freeze current city boundaries, do not permit use of services, easements or infrastructure to
new or planned development outside established boundaries
1. We are now in winter-rain season. This year 2010 more compared with past years. Drainage
overflowing ground-soil very saturated with water under, the grass is being washed away and it's
sinking
2. Comers of streets well lit-curb lights will make easier to make turns when raining & it's dark
1. Balanced budget
2. Take every opportunity to attract clean, sustainable businesses here
3. Make more of an effort to help business start-ups (for example: tax incentives) within the City
limits. We need jobs and increased revenue to the City.
-44
Community Budget Bulletin Survey Responses: Priorities
1. Drop any time or money related to global warming. There have been ice ages, warm ages, and
everything in between. Man is not the power that controls this.
2. Environmental impact studies reveal some degree of useful information but not enough to affect the
impact & cost. They hinder reasonable development.
3. Someone should be held criminally responsible for denying Ernie Dalidio his constitutional rite to
develop.
1. Assist the police department to better set a track to reduce crime
2. If people want to work here, they will drive from Paso Robles or Santa Maria. Do not push for
affordable housing. Low cost housing will attract the crime and gang element that has
established itself in Santa Maria.
3. Support business growth in the Prado extension. Jobs provide more tax dollars than low cost
housing.
1. Increase the efficiency of and encourage pedestrian and bike traffic by eliminating/bypassing barrier
(i.e. work to open crossing at train station and other natural crossing areas)
2. Increase bike safety by eliminating "road to nowhere" situations. Connect bike lanes and paths to
encourage routine use for commuting, shopping, school, etc. Our city is so small and weather so nice
that many more of us should be biking or walking (see Davis, CA: much worse weather, many more
bikers and walkers)
1. Reduce Traffic Delays
)
I 2. Allow/facilitate home splits: single family house converts to duplex for affordability
1. Continue Bob Jones Trail work
2. Continue/expand use of recycled water
3. Plant more trees in residential areas
4. Apply for any possible grants to make the proposed homeless center a reality
1. Add the airport to the City bus routes. The airport is a transportation hub! Good grief! Most
people have a friend drive them to the airport. That makes 4 trips coming and going. The bus
is currently at the corner of Broad and Tank Farm, just .5 miles away from the airport.
1. Renegotiate contracts with police, fire and pertinent departments to reduce salaries, health insurance
and retirements as first step is to bring costs in line with what we can afford
2. Any sales tax proposal should be committed to infrastructure repairs only. Sewers, bridges, roads,
sidewalk repairs, etc.
3. Reduce salaries of city bureaucrats I % a year for 5 years, then increase their contributions to
retirement and health insurance like the rest of us.
1. Fiscal responsibility (pay cuts for PD)
2. Infrastructure maintenance (no surprises)
3. Development of Prado Extension (+101 overpass)
- 45
Community BUdget Bulletin Survey Responses: Priorities
1. Balance our budget. Public salaries need to be brought in line with private sector.
2. Appearance of downtown is awful. Sidewalks, tree wells, and magazine racks need to be cleaned up
actually replaced.
3. Better working relationship with Cal Poly. Had we just put in 1/2 the money we spent crushing
Mardi Gras into making it a safe and successful event, everyone would have benefited.
1. Funding education
2. Spend limited revenue wisely-a. cut staff by not filling vacated jobs; b. evaluate salary
schedules
3. Promote tourism
4. Encourage Dalidio project and back punishment of those who unfairly stopped it
5. Post streets for regular sweeping to clear vehicles on sweeping days. Especially in fall,
accumulation of leaves a flooding problem.
1. Reduce dependence on sales tax revenue for general budget needs. Pressure to continually grow
sales tax receipts leads to poor planning and development decisions.
2. Reset city staff expectations with regards to total compensation. Salaries cannot be in line with the
private sector if other benefits (retirement) is many times higher than in the private sector. The
correct benchmark is total compensation.
3. Focus on basic services, not enhancements; don't change for the sake of change; perform
maintenance & repair and expansion. )
1. Complete Prado Rd. at Broad St.
1. Make the city more bike-friendly with more bike paths and lanes
1. Tie in bike path to Cal Poly with railroad stretch. Extend on into town. Complete SLO-Avila
bike path.
2. Tie two parts of city together with a bike path (downtown/LOVR part). Give bikes the same
priority as cars in traffic planning.
1. Economy-cut costs
2. Traffic in LOVR and freeway
3. Reduce City Manager pay below Ken Hampian last raise
1. Make bike path from LOVR to Prado accessible from LOVR-improve LOVR overpass
2. Maintain and strengthen greenbelt program-it's our city's crown jewel
3. .Keep working to end homelessness
4. Make left-hand turn light work at S. Higuera & Suburban Rd.; add crosswalk at Morro &
Pacific
5. Keep fire & police departments strong & able to handle increasing city population
1. Improve the downtown area by making it more pedestrian friendly and attractive to tourists
-46
-\
\
51 " )
Community Budget Bulletin Survey Responses: Priorities
1. Since Measure H did not pass, please extend the Prado Road thoroughfare to Broadllndustrial
Way.
2. Bicycle paths to extend City ofSLO to Avila Beach (Bob Jones Trail)
3. Acquire more parks/open space
4. Community supported agriculture in a shopping center/permanent or daily Farmer's Market
with local farmers
5. Fix the pedestrian crosswalk at Tank Farm & Poinsettia before a kid is killed
1. Revise the union agreement for binding arbitration
1. Public safety
2. Maintain essential services
3. Long range planning to include a range of work force housing options
4. Transit oriented development
5. Increase density, especially R-2 zone
6. Reduce required parking permits
1. Open Space-preserve & add more
2. Traffic reduction
3. Noise enforcement
4. Participate in the "close the Door" campaign to help retailers save energy by closing their doors
when they are running the heater or AC
1. Maintain adequate police & fire protection while spending no money on overtime pay
2. Reduce administrative bloat. For example, Katie L. should never have been hired. There are
much better qualified who would work for less.
3. Buy more land & open space. Don't buy artwork.
4. Traffic congestion relief
5. Reduce spending
1. Traffic flow on S. Higuera and LOVR across Hwy 101 bridge has to be fixed. Bridge widened.
1. Cut salaries and pensions
2. Sell the double decker bus and high rise fire engine
3. Get fire. & police salary under control
1. Complete bike path from Cal Poly to Avila Beach
2. Put the kibosh on the Garden Street and Chinatown projects (atrocities, monstrosities)
3. Make more Class 1 bike paths
4. Fix the junky streets and sidewalks-not just downtown
5. Either get rid of or modify mission style sidewalk score the Saltillo tiles-they are intrinsically
dangerous and they hydroplane in the rain.
1. Install tennis lights at Sinsheimer Park
2. Complete the Bob Jones trail
3. Extend Prado Road at Broad St.
-47
Community Budget Bulletin Survey Responses: Priorities
1. Open space acquisition and protection
1. Social services-shelter, food, etc., for those in need-not only homeless but elderly, disabled,
children
2. Road maintenance
3. Open space
1. It's too late to do anything now! You should have heightened the gates at Margarita Dan years
ago ...or built a new reservoir ...or put a coupe of de-sal plants on the coast! Instead of: dropping
your pants, bending over and grabbing your ankles for the environmental socialists!
1. Reduce traffic in the downtown area
2. Improve traffic flow and reduce congestion throughout SLO
3. Promote alternative forms of transport within the city-walking, cycling, public vehicles
1. Begin improvements on Broad St. between South & Orcutt-medians, pedestrian crossings
1. Fire
2. Police
3. Roads
1. Clean up the waste of bureaucracy, there is waste everywhere form city manager's sixty thousand
more per year than prior mgr. and that's after police department strong holds city with binding
arbitration. So where is what's best for the city as what's best for the city.
2. Worst thing is accountability for actions that clearly serve themselves! The rules don't apply to them!
Little people have to make sacrifices while good ol'boys prevail throughout the city. Does anyone
see state employees taking mandatory 15% pay cuts due to waste and inability to budget? Where's
the cause and effect? Dots office is now throwing tantrum over wages that must be why one
individual has no problem committing insurance fraud? People who own animals allow their
defecation all over this city and neighbor's yard! South St. is a disaster
3. South St. is a disaster now single lane and medians that look like mess most of the time. Cell phone
use driving is blatant. I don't feel safe in this town. Give me a job so I'm privileged with certainty
rights, this city sucks. Officials should be available to the people. I've tried to speak with Chief of
Police and never received even a return phone call and same with every department of better than
thous.
4. Ask city employees not to sit and talk while vehicle running!
-48
Community Budget Bulletin Survey Responses: Program Opportunities
In what ways should the City reduce/eliminate costs or increase
) revenues to fund your top priorities?
Responses are reproduced verbatim. Where the response is shown more than once, it was received more than once.
1. Re-evaluate pensions
2. Stop viewing us as your ATM--people are on the edge, and adding fees to our cell phones and
water is not the solution
3. Reduce staffing--no reason why city costs went up $80 million over the last 20 years when
population grew by 1000, okay?
1. Approve the Dalidio project to increase sales revenue. This project offers more benefits to the city
than the Target development and other projects that have been approved in the Los Osos Valley
Road area.
1. Provide enough resources for the Urban Foresters to properly maintain the green
infrastructure
2. Require greening as a condition of approval in development and planning side of things.
1. Reducing police and fire dept. salaries and budget
2. Eliminate or reduce overtime for police and fire dept.
3. Eliminate binding arbitration for police and fire dept. )
1. Suspend open space acquisition until economy improves unless funded by
grants/gifts/endowments.
2. Increase revenues by billing for drunk in public responses/arrests for full cost of their
misbehavior-bill them for all police time, fire response, any staff time associated with being
intoxicated.
l. No pay increases
2. Savings from vacant positions and overhead costs (i.e., travel and training)
3. Reduce reliance on overtime pay
1. Create a tight bndget,andfollow it
2. Challengeeachcitydepartment to reduce costs
3. City Council find new ways to generate revenue through tourism
l. Give the golf course to the Park's Maintenance Dept to manage.
1. Do not hire any full time staff
2. Privatize Parks and Recreation Dept.
3. Reduce pension obligations of staffthat are near retirement
l. Don't increase revenues --cut costs beginning with employee pay and benefits costs
j
Community BUdget Bulletin Survey Responses: Program Opportunities
I1. When feasible and practical the city administration should consolidate services with the I
county/region to eliminate duplication of service.
2. City leaders should do everything in their power to regain full control of the budget process,
especially public safety-related salaries/benefits and public employee pensions. This is
important for our local democracy.
3. As a means to encourage the use of public transit the city should consider a local tax on car
registrations. The revenue from this tax/fee would be used to fund SLO Transit and related
transportation programs. .
4. The salary of local elected officials should be increased in order to attract the highest quality
candidates to serve San Luis Obispo.
s. A local tax should be imposed on all tobacco products in order to generate revenue to fund
tobacco prevention and control programs in San Luis Obispo.
1. Money is tight for everyone so increasing costs like for parking, etc., is not a good idea right now. I
wish I had some answers for how the city better fund projects, but I don't.
1. Eliminate binding arbitration for Police Department. Reduce Police budget.
2. Reduce Fire budget and benefits
3. Sell golf course
4. Sell unused city properties
s. Annex Cal Poly
)
1. I am not big on raises taxes, but if we want pristine services then the city should consider special
assessment districts, a higher sales tax which out of town shoppers pay for, or user fees for the parks.
2. Increase tourism in San Luis Obispo by promoting sporting events county wide, like triathlons, cross
country bike races that cover the county and promote our area as the ideal spot for corporate retreats
(another county wide goal).
3. Eliminate overtime and reduce the top salaries to those of jurisdictions that are truly comparable to
ours.
4. Charge market rates for City assets.
5. Stop subsidizing the chamber and downtown business district.
1. yigilante collection of monies owed to the city, including taxes owed by landlords.
2. Reduce the volume of water at the lowest tiers of the rate structure. Add an additional upper
tier,
3. Evaluate the need for such high paid at-will employees, l.e., is there a cheaper top cop or city
administrator out there?
4. Extend Measure Y.
s. Extend the bed tax to the Cal Poly Dorms.
1. Can the City increase taxes on tobacco products or add a soda tax? Raise taxes on bars to help
support public security forces?
2. Expand metered parking on the edges of downtown. Maybe reduce parking fees overall, but with
more metered spaces bring in more revenue.
3. Continue to negotiate with public employees on compensation. Reduce overtime costs.
-50
Community Budget Bulletin Survey Responses: Program Opportunities
1. Bring compensation in line with average private sector wages.
) 2. Significantly reduce the total compensation for those at >$75K/year.
3. Fixed benefits should be set so that it is more economical to hire additional employees rather
than pay more overtime. When it is more economical to pay overtime, than it means that fixed
employee costs/benefits are too high.
1. Eliminate cozy deals with local developers that "give away" our most valuable asset--downtown real
estate
2. Salaries and benefits of city employees--in particular management personnel--should be brought into
parity with salaries and benefits of local non-governmental employees
3. City government could do more to draw qualified management personnel--who come here for the
quality of life, not the salary--and who know how to get things done with fewer staff and less cost
4. The city could do more (e.g., work with Cal Poly) to publicize itself as a location, and to act as a
host and sponsor, for conferences, festivals, and other events that draw visitors
5. Create and publicize easy, visible public transportation for visitors and locals between downtown
SLO and the beaches, including Montana de Oro, and charge enough to cover the cost.
1. Get binding arbitration matters resolved.
2. Keep measure Y.
3. Form assessment district for downtown sidewalk improvements. Seekcontrlbutions and grants
for same.
4. Consider bond measure for open space and park improvements.
i
\ ! 1. Privatize road paving and as much public works activity as possible. Public works staff are not as
motivated or efficient as private contractors in this economic climate.
2. Create incentives for city employees to save the city money and energy.
3. Delay the Palm Nipomo parking structure until construction on the new Art Museum begins. Charge
for parking on Sunday after 1pm. Put up more parking meters.
4. Make budget cuts, while preserving the priorities of the residents. Keep the reserve at 20%.
Establish a contingency fund with 50% of any unexpected budgetary savings. Keep productive
employees and fire ones who are under performing.
5. Create Neighborhood enforcement specialists as part of Community Development, not the police
department.
1. Reduce personnel costs starting at the. top; freeze all pay/benefit increases
2. Leave some potholes and reduce constant street paving/closures/inconveniences
1. At this point, it's mostly meeting with neighborhoods and identifying their problems. So, it's hard to
tell how much these problems would cost.
2. Here, it's just a matter of courage, not money.
3. Working with the school superintendent would help solve some of these problems. Other lost cost
solutions such as painting a curb in white for passenger loading etc., would help.
4. No cost here. Only decency is necessary. An example: North Chorro was lined on one side with
homes, a private school and lots of trees when I first came here. It's now packed with rabbit cages
for students.
5. The cost will vary according to the location. However, two boulders across a street can solve a cut
through problem (Berkeley has done it all over the place).
- 51
Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce, eliminate overpayment of salaries and benefits for city employees. We are not LA,
and high salaries are not required to fill positions. Living here is a fringe benefit.
2. Establish tax on bars, clubs and restaurants that serve alcohol to help pay for the extra
services their businesses cause in having to have extra police and fire personnel responding
due to intoxication and other liquor related issues.
3. Support a petition to eliminate binding arbitration for fire and police.
4. Actively pursue taggers and vandalism artists for costs of damage and police investigation
costs.
1. Focus on cutting expenses, not increasing revenue. Salary and benefit costs are too high, particularly
pensions.
1. Reduce cost of government. Pension costs are too high and too rich given relatively high
salaries at city positions. Is it true that former City manager and Financial officer are making
almost $140,000.00 a year in pension? For rest of life? If it's all about the money, maybe public
service is not for them.
2. Redefine and reduce management positions. Too many managers. Contract out more work to
private sector.
3. Put long range planning efforts on hold. With growth at such slow rate planning is getting to
far ahead of needs. Keep options open and avoid preconceptions. No one can predict the
future.
4. Council must get binding arbitration on the ballot. Now that people know what it really means,
most want it removed to bring control back to city. .
5. Reduce reports and staff time spent on advisory bodies like the CHC.Seems as oflate advisory
bodies are creating more staff work load. Direction should always comefrom council.
Advisory bodies are not elected. Many are full of hot air.•.
1. If the Police would ticket every person talking on a cell phone while driving, the city would be
awash in cash. Enforce the law and cite the people for breaking the law.
2. Offer new small business's some sort of tax incentives or breaks to encourage them while they get
started.
1. Put incentive rules and tax breaks in place for new gr~en b~sinesses~nd industries-.Tax gas
and charge for parking to pay for it.Increase salestaxto pay for it.Incentivize.companies who
allow telecommuting for Workers.Save city costs in.general by automating services and getting
everything online. .
2. For city wide Wi-Fi, have advertisers sponsor it. Put a parcel tax and a tourist hotel tax in
place to pay for the balance. Save city costs in general by automating services and getting
everything online (self serve).
3. For hiking and biking paths... tax gas and charge for parking. Save city costs in general by
automating services and getting everything online (self serve).
4. For green and public transit and free hub parking... tax gas and charge for parking to payfor
it also use a parcel taxto pay for it.
5. Create a zero waste city... figure out how to make the garbage into a revenue stream. The
balance should be paid forby a parcel tax. Good luckwith your difficulttask ahead. Thanks
for doing this survey.
-52
Community Budget Bulletin Survey Responses: Program Opportunities
1. I am an average citizen who has no idea about a City budget. YOU ought to know about these
matters. Anyway, number one would cost nothing.
2. Build pressure on landlords for maintenance of property. Give heavy fines to landlords who fail to
maintain their properties. This type of pressure might lead them to sell their property to a family.
3. Make deals with nurseries to donate trees. Make deals with locals who want trees, and ask them to
help financially, with their time, or both.
4. No cost.
1. With all due respect. Consider a "Meathead Movers" model for the fire department. Keep a
core staff for leadership, training and supervision but build a revolving staff of young, strong,
smart (Cal Poly & Cuesta students) as part-time stafftrained to serve while in school. Seems
like an endless resource. I think we might be surprised how many might be comfortable facing
danger and a challenge for a fair wage of much less than full-time pensioned employees seem
to demand. It could be a model for all college towns.
2. Or move toward an on-call volunteer component in the fire department. I would sign up.
3. Rumor has it that there are "too many?" management positions at city departments. Other
cities have consolidated departments, eliminated department heads and pushed more for
outside "private sector" help to achieve certain tasks such as, studies, long range planning,
infrastructure design etc.
4. Resolve pension obligation. Move away from defined benefit pension to defined contribution.
City is hard pressed to justify such lucrative pensions while pay and benefits look to be fair
\ enough. Many in the private sector, especially in San Luis Obispo are all working pretty hard
just to get by. $90,000 a year is a lot of money in the private sector (no pension) Comparing
city staff to other public sector employees to set compensation levels leaves citizens out of
equation. The best and brightest argument is what all employers argue, not just public. It's a
bit rude to expect so much while those not in government invest a few thousand a year into
401K's while social security moves toward 70 for full benefits.
5. City could maybe not take itself so seriously. Consider elimination of some of the advisory
bodies and/or at least remind them that they are just that, "advisory".
1. Cut all salaries - freeze hiring
2. All city managers, including Katie, step up by example - 10% salary cut
3. Introduce vote on binding arbitration
4. Lower benefits for new hires
5. Eliminate street sweepers - ineffective at best
1. Less subsidizing of public transit.
1. Manage all of the empty and new building space by limiting building. Utilize all the vacant offices
and building by encouraging new businesses to utilize current facility & not building new vacant
lease space
2. Limit growth - encourage current businesses to stay in town
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce the outrageous outlay of funds to Police and Fire personnel (the unions are going to
bankrupt SLO) )
2. Generate revenues by setting up a fold driving range (with side nets?) at the far end of Laguna
Lake Park
3. Raise/increase traffic violation penalties i.e. speeding, stop sign/stop light violations, etc.
4. Allow some of the big box stores to build in our area. The City is losing significant revenue
from those kind of sales in both the North and South Counties
1. Eliminate staff
2. Streamline bureaucracy
3. Reduce fees to business
4. Eliminate regulations
5. Incentives to and for small business
1. Reduce work force and hours
1. Have police catch the offender (graffiti), fine them and their parents and use the proceeds to pay for
the above. (Graffiti removal team)
1. City employee salaries and benefits are too high. Your Admin. Assts. Make $74K; private
sector maybe $35K -It's way out of whack.
1. Taxes - smallest possible for essentials
2. Make is as easy as possible to establish a business and advertise that. Entice business by pointing
out natural advantages of this area
1. The City needs to reduce water charge to the single residence like us. We have two people but
our water bill keep goes up every month. We've been tried to limit all the water using in out of
the house. Still doesn't get any less charge but even more.
1. Pension reform and city staffing levels.
1. Pension reform
2. Cut staffing levels
3. Increase retirement age for Police and Fire
1. Eliminate overtime pay
1. Stop reimbursing employees to take their private vehicles on City trips just so they can stop to
visit Grandma on their way.
1. Stop sending out pre-paid postage mailers
2. Get a part-time City Manager
1. Reduce unbalanced salarieslbenefits
2. Reduce staff
-54
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Cut salaries, benefits and pensions across the board by 15%
1. Stop giving away parking lots to the Copelands
1. Freeze salary increases of City will economic recovery returns & property values increase back to
pre-200? levels.
2. Hiring freeze on non-essential positions
3. Contract out certain city services to reduce costs
1. Try to add another Measure Y
1. Revisit public safety compensation
2. Promote the natural environment aspects of the city to raise tax revenue from tourists - again
especially natural resources such as Laguna Lake
1. Reduce future salaries and pensions to levels commensurate to basic minimum service
provision: Freeze current salary/pension rates until spending cuts or revenue increases
warrant
2. Reduce spending across the board with view to keeping only core essential services:
infrastructure maintenance, skeleton emergency services only
1. Salary reduction
2. Layoffs
3. Cut mandatory staffing requirements
1. Congestion is really bad on Los Osos Valley road on over ramps from 101 to lower Higuera
1. Lower the salaries of the Police and Fire people. We pay them
1. Lower bloated City salaries
2. Eliminate wasted expenditures
3. Sell the double deck bus (What a waste)
4. Reduce City payroll
1. Reduce money spent on outside contracts
2. Consolidate top paid administrative positions
1. Let Laguna Lake fill in - meadow
2. Modify binding arbitration
3. No raises for Police for next 3-4 years
1. Reduce City workforce
2. Reduce Water and Sewer fees
3. Reduce bonuses for City Manger and staff
4. Most importantly ....stop asking for more money from businesses and individuals
- 55
Community BUdget Bulletin Survey Responses: Program Opportunities
1. Lower pensions for future employees earning over $100,000
2. Spend less on youth sports.
1. Painting boxes - really?
2. Security guards
1. Reduce the City Manager's salary
2. Raise fees at the golf course
1. Control cost increases and do not shift other problems onto utility costs
2. Note: We used to live in SLO and moved because of inadequate employment but maintain an
apartment in SLO. Because of increasing costs we may find it necessary to sell at a loss anyway.
1. Stop unnecessary printed communications - focus on alternate digital delivery. USE the City
website. Case in point; is the utilities department's "resource" publication. The amount of
meaningful content is Highly limited. Factoring in STAFF prep time, consultants, publication
and mailing for their colored piece, it is far too expense.
2. Eliminate staff position previously hired to negotiate Charter Cable contract
3. Reduce Planning staff
1. You should combine onto one bill company that have multiple water accts. Silly to receive 4 bills.
1. Reduce taxes by shrinking government. For example the fire safety inspection should be
FREE.
2. Make parking free for 2 hours on all streets with businesses nearby.
1. Minimal cost
2. Bond, private donations, money drives (runs etc.) Business contributions.
1. Contract fire services to CDF taking advantage of lower personnel costs and other economies
of scale.
2. Hire inspectors to fine property owners who do not maintain their properties (revenues from
fines to help pay for insp)
3. Charge. an inspection fee to rental property owners for annual inspections (revenue from fee to
help pay-for inspectors)
4. Search for grants for painting red curbs.
5. Charge a fee to downtown bars to help pay for the problems in the neighborhoods after the
drunks return to their homes.
1. Combine multiple accts
1. Raise business tax - we have 2 rentals - we should pay more
2. Ask the college to do more for the community services -"Learn by doing" - give back!
3. Make people use a stamp for this survey -business reply is expensive! Save up 100 with stamps
and get a credit from the P.O.
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Limit the # of students at the college - they drain the resources
2. A few dollars more in hotel tax would help
3. Add a city tax for liquor
4. Raise business taxes a few dollars would help
5. Make sure the assessor is getting all of those expanded living spaces in houses
1. As mentioned above absolutely no overtime day
2. Reducing benefits -i.e, insurance & retirement to City staff & administrators.
3. They need to pay as much towards these benefits as the private sector. Government is just a
giveaway - the taxpayers get the privilege of paying for it
1. Live within the income you have
2. No further taxes or increases
3. Consolidate wherever possible!
4. Privatize wherever possible!
1. Less police. I don't really want my tax dollars paying for excessive overtime just so a few kids
get arrested walking home. Dfll check points and other safety measures are needed of course
but spending my tax dollars to hand out MIP's is a waste.
1. Eliminate unnecessary bureaucracy
2. Bring city government salaries in line with private sector
" 3. Eliminate pension plan for government employees or fund with employee donations.
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1. Use "offender" volunteer labor to do community service, trash removal, graffiti removal
2. Issue traffic citations to bicyclists who break traffic laws
3. Eliminate departments that could be more economically served by outside contractors e.g.)
tree trimming (several members sit around in their truck) City has to pay their employees rain
or shine: a lot of wasted #
4. ?Paving dept.
1. The present use of the Mills Act contracts between the City Cy historic homes should be eliminated!
The contracts are NOT helping preserve the historic resources of our city but are rather tax relief
given to structures that aren't I) historic in some cases 2) or are interns in the Planning Dept. favored
by staff.
2. Some better way is needed that is less like a "slush fund" for the Planning Dept. to hand out to
favorites.
1. Audit expenditures and eliminate unnecessary bureaucracy -citizens must do it, why shouldn't
the city? Stop overpaying.
1. Too many employees who do not produce - could combine some jobs
2. Sorry - city manager overpaid
3. Close under-used facilities
1. Reduce salaries & benefits
L ) 2. Revise retirement plans for City, Police & Fire
-57
Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce staffing Parks & Rec - too many Directors
2. Dual pension system. New hires at different levels - lower levels
3. We do not need more fees.
4. THANK YOu.
1. Something needs to be done about the above [Reference: Cal Poly and Cuesta students moving
into neighborhoods all over city -clogging, trash, destroy property values] ...and I think the
brilliant minds of our city government should make this a top priority.
1. Defund BIA
2. Defund low income money for housing
3. Defund homeless shelter
4. Go back in 5 year increments and eliminate positions and departments until core city functions
achieved
1. Grow more, interfere less
2. Help, not hinder small business. Too many wasteful regs and fees
1. Charge more for parking
2. Get rid of arbitration for City police and fire. Pay based on number of calls they actually make
compared to other cities.
3. Reduce pension plans. Way out ofline to private sector. )
1. Forget about increasing revenues - any add'l funds would come from the residents who are
already financially overburdened.
2. The state system of furloughs days seems to work well. Try it with all City employees,
including fire and police
1. Permit drive-through services along perimeter of city
1. Open space acquisition
2. Assistance to Chamber of Commerce
3. $to homeless/transient population
4. Streamline operations, Remove committees
5. Non essential services
1. Repeal binding arbitration
2. Close City offices 1 day a week
3. Alcohol tax on bar drinks
4. Fines on law violations
- 58
Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce payroll, eliminate positions across the board pay cuts of 10%+ for remaining
employees
2. Quit paying exorbitant overtime wages to seasoned employees.
3. Quit allowing spiking of pension benefits
4. Throw out "binding arbitration" by any means available, including bankruptcy
5. Establish independent task force to investigate City employee salaries, wages, benefits
1. Eliminate overtime - extend retirement years
2. Reduce business fees
3. Streamline development
4. Overhaul pension plans
5. No more expenditures on open space, bike paths & non-essential projects
1. Follow up on "sick calls" for police and fire so not abused.
2. Do more or less like the private sector of society is doing
1. Fire department provide ambulance transport for SLO residents for enhanced revenuelbetter service
2. Remove funding for Chamber of Commerce & Downtown Association - no more corporate welfare
at taxpayers' expense
3. No sweetheart deals with developers -growth pays it own way at full market value
4. Refuse homeless services to parolees, felons, sex offenders who are a threat to community and drain
on resources
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1. Consider more state of the art bike infrastructure to expand bike ridership, which reduces
pollution and wear and tear of streets
2. Recruit volunteers and/or inmate population to clean.bike lanes of debris
3. Have retirement corps of City gov't officials collecting pensions volunteer time to staff
vacancies
1. Reduce noise violation fees. Stop using college kids as city funding. The noise violation fees/fines
are ridiculously expensive and unproportional to the violation itself. The city of San Luis Obispo
needs to pay more respect to the student community. The students make up so much of San Luis
Obispo's character yet they are unfairly under represented
1. Free parking days (once a week)
2. Obtain parking money from local businesses
3. Refund percentage of recycle $ to local residences
1. Put a cap, say 15%, on overtime that any city employee can earn
2. Disallow any overtime payment for city management employees (e.g. fire chief, captain and police
chief, captain and lieutenant
3. At next salary negotiation, freeze defined benefit pensions for all employees (current and future) at
current values and make future accruals defined contribution as has been done by all major
corporations.
4. At next salary negotiation, drop the arbitration provision and base salary offers on truly comparable
l_ cities, i.e.. not Santa Barbara
- 59
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Community Budget BUlletin Survey Responses: Program Opportunities
1. Be practical! Think less about "supporting the arts" and more about supporting local
businesses & citizens
2. Be realistic! Remember how many seniors are here and spend more money on realities than
dreams of bike paths.
3. Be responsible! What's more important? An art project or a practical project that contributes
to the economy
4. Cut the ludicrously high salaries of the city government employees unless they affect the
necessary changes to the above
1. We have a beautiful, natural setting (cannot read) and we have had a wonderful mix of stores in a
few years past.
1. Not buy more open space land till we have excess money again and then carefully
2. Encourage more stores to come here like Macy's Dept. Store. Almost all the clothing stores are
for college kids or younger -not the 30's to retirees. We are still having to shop outside SLO
1. Reduce pay to Police and Fire
2. Firemen should work 8 hour shifts - no more 24 hours
3. Reduce pay of Managers and Dept. Heads
4. Cap retirement benefits to 100,000 per year
1. Freeze budget and personnel or cut across the board 10% - Also fee for service
2. You cannot widen the LOVR, you can police during peak hours -substantial fines for offenses.
3. Have Cal Poly/Cuesta go in 1/3 cost of additional policing plus have the names of offenders
published in paper
4. 1/2% sales tax until paid for or bond issue
5. Contact habitat for Humanity for help -"How to ....." get county-wide donations of materials
plus volunteer labor. Use matching fund donations, etc.
1. It blows my mind the City wanted to pass an ordinance allowing historic homeowners to "maintain"
their houses, yet the city buts up our street (Garden) and partly paves it? Worry about the City roads
and leave the homeowners alone - do something valuable and worthy with your time - micro
managing a homeowner is simply insulting.
1. At this point, it's mostly meeting with neighborhoods and identifying their problems. So, it is
hard to tell how much these problems would cost.
2. Here, it's just a matter of courage, not money
3. Working with the school superintendent would help solve some of these problems. Other lost
cost solutions such as painting a curb in white for passenger loading, etc, would help.
4. No cost here. Only decently is necessary. An example: North Chorro was line on one side with
homes, a private school and lots of trees when I first came here. It's now packed with rabbit
cages for students.
5. The cost will vary according to the location. However, two boulders across a street can solve a
cut-through problem) Berkeley has done it all over the place.
1. Other businesses cut salaries when economy slumped. City can follow suit.
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Increase a measure or bond for the city residents
2. Stop buying open space
1. Get rid of Katie Lichtig. She is arrogant, rude and not capable ofleading & too costly!!!
2. Layoff police hired by Prop Y. We can't afford them and don't need them.
3. No overtime until someone actually works 40 hours. Cops/firemen have a racket going here.
4. Make employees pay their share or retirement contributions and reduce health care costs.
5. NO NEW FEES, taxes, fines, etc. We are taxed enough already. Quit writing parking tickets.
1. Reconsider (can't read) dedicated to motorcycle traffic enforcement -seems out of balance
considering other (can't read) priorities
2. Implement two-tier retirement systems -Commitments previously made need to be kept, but
new deal for new employees makes sense in this economic (can't read) environment.
3. Modify binding arbitration to require voter ratification of any arbitrator decisions.
1. Reduce (slightly) maintenance of streets and parks
2. Reduce retirement pensions for City employees. It's a crime that the pensions are so high!!!!
3. Increase the hotel/motel tax.
4. Minimal rise in tax on cigarettes and liquor sales
5. Reduce number of higher paid employees it not essential.
.-. 1. Are you kidding? Don't you read the papers? The pigs @ the trough have profited on the
) backs of the taxpayers. Get some realistic wages and benefits.
2. Let some of these fat cats try my $500.00/month health insurance with a $5000.00 deductible.
The gap between government workers and the private sector just keep getting bigger and
bigger in the wage and benefit department - Good luck, You'll need it (and thanks for trying)
1. Preserve and maintain to keep quality high and decay low
2. Keep in close touch with the people doing the actual work. They know best where problems,
inefficiencies, waste, etc, exist. Listening and valuing their impute keeps a workforce happy and
productive and caring.
1. Review payroll-especially management and benefits
2. Consider extending downtown parking meters until 9pm weekdays and on Sunday
3. Put Police and Fire bargaining backon ballot
4. Dissolve D-bid district
1. Encourage through the paper or ? The CP students to meet neighbors and encourage them to treat
others as they would want themselves and their parents treated.
2. Encourage visiting college friend to park at a distance and walk
1. 0.5% income tax on household with over 250K income
2. Local excise tax on alcohol and tobacco
3. Raise hotel occupancy tax a tiny bit
4. Lower salary for city Manager
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/ 5. Cut salaries of Police
- 61
Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce size of Fire Department - we sprinkled downtown - where are the savings to the public?
2. Reduce size of salaries of many City staff - how many $100,000.00 and benefits Fire Captains, does
SLO really need?
3. Work force/ affordable housing near jobs.
1. Since we are living longer and are healthier, we need to work longer to receive the money for
work -not for pensions.
2. Many proposed projects are scrubbed due to the many planning entitlements and permit
related fees.
3. Big businesses like Wal-Mart etc, can easily pay the fees payable to the City, but smaU
businesses need some consideration whether it be smaller fees, parking availability or even
signs to help promote their business.
4. We need jobs for people using money for materialistic items does not help people help
themselves. There is a need for helpers in schools and the health care & training for jobs for
house care and car care
1. Submit binding arbitration for PD to reconsideration vote by electorate
2. 2011: Reduce overtime of safety services by 40%; 2012: reduce overtime another 20%. No overtime
in excess of these new limits unless emergency declared by City Council
3. No one safety service employee to earn more than 10% of base salary
4. Consider modest increase in bed tax -,
5. Extend equipment and vehicle replacement schedule by one year minimum )
1. Hire more police officers to reduce overtime
2. Bill those arrested at parties for the police overtime caused by their behavior
1. Limit overtime for firefighters and police
2. Cut compensation packages for highest paid city employees
3. Prioritize Measure Y spending to cover the above first
4. Disclose city budget to the community so we can brainstorm ways the City can reduce
1. Private business has bad to reduce costs across the board particularly staff costs. City should
follow suit and reduce pay for City employees
2. Only way to increase revenue is to increase business activity
1. The increased parking fines will compensate for lost meters
2. Increase the SLO Trolley fare mostly used by visitors from out of town
3. Increase bed tax
-62
Community Budget Bulletin Survey Responses: Program Opportunities
1. Proactively focus upon residential rentals and charge permit fees and enforce zoning
occupancy violations with fines
2. Put a charter initiative to citizen vote to modify current binding arbitration to non-binding
along with 2nd tier retirement for police and fire
3. Increase fines for neighborhood noise violations again as well as litter associated with "party
houses"
4. Charge residents for police response on 2nd violations for neighborhood noise violations -seer
reimbursement for Dfll convictions and bars' responsibility for ABC violations.
5. Charge a penny for each drink served in a bar in SLO given the amount of downtown bar
activity and police presence
1. More accountable measures to observe city employees' workmanship. Ex: street repairs - many times
observe street repairs being repaired and re-done several times within short period. Do it right the
first time! Ifit is happening in one dept., I am sure it's the same in other depts.
1. Reduce Police and Fire staff and salary/compensation and pension costs. Reduce staffing at
fire stations to eliminate overtime - Go to 3-8 hour shifts
2. Sell new fire truck or at least sell old fire truck that was replaced by new fire truck. Charge
Cal Poly more for its use
3. Eliminate 1/2 time Fire Code Enforcement Officer. Let insurance companies do their job.
Owners are liable, let them carry the burden
4. Give street lighting system back to PG&E and get rid of staff maintaining it.
)
1. Vehicle fees like parking, railroad right of way, land swaps
2. Service organization (Rotary, Elks, Kiwanis) bequest program
3. Federal funding -stimulus monies for infrastructure
4. Monies from water & sewer bills (city of SLOL rebates to homeowners for water reclamation:
cisterns from reefs to slowly discharge, pavers to replace sidewalks, on contour swales
5. Utilizing volunteer groups like CCCMB, docent groups -coast Mounted Assistance - Tax revenues
and the General Fund donations from groups like SLOB bike coalition
1. Eliminate overtime
2. Also,bovv come when you make a sidewalk wider do you stuff a bunch of news racks, tree,
benchvetc, there. Seems the spots that are wider are areas with more foot traffic and you clog
them up with "stuff'
3. Have neighborhood celebrations and keep moving them around town each time. Whey always
have.the Plein Air Art in the Plaza? Move it around town on the day they do the 3 hour "paint
off' and auction.
1. With an increase in affordable housing, better schools and noise reduction, San Luis Obispo would
be a better place for young professionals with families to live. This group would buy more goods
and services than retirees and students who do not need as much and increase revenue.
2. San Luis Obispo would become less of a transient town of students, snow birds and tourists and have
a core group that would actually be interested in creating a community. Most of the people who live
in SLO do not have a bested interest in the community
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Cut down on pensions - city employees are over-compensated as are all government employees.
2. Examine your budget and cut down on waste wherever you can. J
3. Beautifying our city is nice, but not when there are homeless children to be fed.
1. Eliminate citywide overtime pay except when designated emergencies occur.
2. Cap employee retirement benefits immediately!
3. Implement a two tier pension system and eliminate supplementary employee retirement programs
paid by the City
4. Initiate a ballot initiative for the public to re-evaluate "Binding Arbitration" immediately.
5. Eliminate automatic city staff annual cost of living salary increases to avoid compounding yearly
salary increases.
1. Cut bureaucracy -simplify [can't read]
2. Cut City Manager's salary -hire locals
3. Have a sustainable plan to stop building new roads, new airports, development relying on oil
4. Invest in thoughts that are sustainable, like offering support/loans to residents to switch to
solar
5. Do not micromanage our freedoms/focus on large ideas "SLO -first town in USA to become
SOLAR!!!!
1. Enforce curfew laws and reduce alcohol sales at businesses
2. Increase attorney prosecution of dead beat dads
)3. Enforce laws for all
4. Diagnosed mentally ill need treatment not allowed to wander aimlessly.
5. Put more emphasis on competent teachers and "core" subjects like correct English, Reading and
Science
1. I don't know the answer but something has to be done.
1. Stop additional incorporation of county properties.
2. No dredging of Laguna Lake-let it return to a natural state.
1. Reduce benefits and wages of government workers to the median/average of the private sector.
2. Reduce development fees to encourage building which will create jobs. .
1. Rein in outrageous benefits for Police and Fire Departments
2. Make beneficial building easier to accomplish
3. Fire everyone in the Tax Dept.
4. Seek ideas from people with knowledge.
5. Fire everyone in the road dept for incompetency; stop thinking yesterday, this is today
6. Think and do green energy; Utilize brain power at Cal Poly
7. Stop hindering useful progress; promote being innovative please
1. Increase local tax for tobacco sales
2. Increase local tax for alcohol sales
3. Layoffand lower wages of some of the Police Force.
-64
Community Budget Bulletin Survey Responses: Program Opportunities
1. Stop putting up the signs that say "the 1/2 cent sales tax paid for this project? That's simply
politicking for the next sales tax vote!
2. Work the Firemen longer hours with no additional pay. With hundreds applying for every opening
there will be no shortage of Firemen!!
3. Set the mandatory arbitration issue on the ballot
4. Freeze all city salaries and benefits for 3 years. The see if there are retention problems before living
Increases.
1. Suspend salary increases/retirement bonus for City Government employees
2. Encourage Cal Poly Senior projects in this area
3. Develop grants via SLO. Chamber of Commerce for authors of Tour Books (e.g.. "75 SLO.
City Sites" that I co-authored and had published April 2010 by GRCIICal Poly this was done
without financial assistance.
1. Repeal compulsory arbitration
2. Reassess some salaries like the Director of Parks and Rec at $150 K
3. More business=more tax revenues
4. Moratorium on public art projects and assessments for 24 months.
5. Avoid costly boondoggles like the $$$ restroom in the Garden St. parking lot.
1. Gasoline tax
1. Increase hotel bed tax
2. Increase sales/gas tax
3. Increase water rates
4. Add a city tax portion to county property taxes if it can-we pay too little in property taxes compared
to states/counties like Texas.: I know.
1. Stop funding non-essential services
2. Wherever the City has grown or expanded in staffmg or services, there it should shrink.
3. Eliminate sources or programs that didn't exist 20 years ago.
4. Stop funding public "art", it is too subjective.
1. Fines for unsightly buildings not maintained or painted
1.. Eliminate Natural Resource Department. It's a huge terrible waste of $$.
2. Freeze salaries of our very expensive Administrative staff-No Colas!
3. Put binding arbitration before voters again. It will eventually kill us.
4. Do not continue or advocate extension of Measure Y sales tax. . .
5. We are a small town of limited. means; we can no longer afford all the bells and whistles.
1. Cut the fat at the Police Department. They have priced themselves out of our price range.
2. Cut the fat at the Fire Department. Do we really need so many captains that make so much overtime
and salary?
3. I would like to state that I admire the work of both departments.
4. Bring a ballot measure to repeal binding arbitration and their retirement and medical costs are going
to bankrupt us all!
- 65
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Community BUdget Bulletin Survey Responses: Program Opportunities
1. Reform the current "culture of profligacy" within the city government into one of
"responsible stewardship"
2. Comprehensive review of employee compensation to make sure these are no "unfunded
liabilities" and to expose these irresponsible arrangements to the light of public scrutiny
3. Stop "milking" your citizens and businesses. I have seen a modest "business license fee"
morph into a tax on businesses and now into a tax on doing business and even a tax on (can't
read). Who voted for this?
1. Paving planning, How often paving is dug and smoothed only to be dug up within the next month.
1. Hiring freeze
2. No raises
3. Cut back on employee benefits such as sick and vacation time.
4. It is not fair to ask businesses and taxpayers to pay higher salaries than they can afford to pay
their staff or receive.
1. Eliminate non-critical overtime by Police officers and firemen.
2. Ticket bike riders riding after dusk without headlights or taillights
3. Balance revenue from parking tickets against a decline in downtown shopping by frustrated shoppers
1. Reduce construction permit fees to cover just the cost of inspection; we've priced home
)improvement out of the market !
2. Get rid of parking meters downtown
3. Increase property tax as needed to cover shortfalls if that can't be done because of Prop 13,
then cut services.
1.. Offer voters an initiative to end binding arbitration for Fire and Police employees.
2. Amend/lower pension benefits for new public employees as follows: 2% at 60 for each year of
service/employment and 2.3% at age 63 and above or 2.5% at age 55
3. for Fire & Police
1. Have firemen maintain their own stations like Cal-fire does. Cancel the cleaning, landscaping,
etc that's done now and have them doing the work while they're waiting for a fire.
1. Reduce staff salaries and benefits
2. Reduce staff redundancies-develop efficiency
1. City employees including Fire and Police should see their salaries and benefits cut
2. Parking fines at meters reduced. Replace old meters with meters that know how long time has
expired. Fines should be based on length of time expired.
1. Redirect some of revenue directed towards Police services for community programs.
1. Develop process to allow landlords to keep water service connected between tenants. Many
times the water gets turned off for just a day, requiring city employees to make two trips to the
property for off and ons
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Community Budget Bulletin Survey Responses: Program Opportunities
.;/1. Reuse the city's very good 1994 LUE, citizens mailed survey to find out if the community vision has
changed. It was written by Mike Multari and City staff.
2. Comparing resident responses to the same questions regarding issues such as growth, traffic, air
quality, etc, is also the only accurate way to answer staffs question of whether the community's
vision is and how it may have changed, will guide the scope of the update process (council agenda
report 8-19-08.
3. Paying a consultant money to write a different survey so that you must compare apples to oranges is
an extraordinary waste of money and really stupid.
1. Stop spending
1. Get employee pension/benefits under control.
1. We all know Police and Fire and Admin (city hall) are the ones with the huge salaries. Look to
the ones that make $75+ to cut, leave the little guys alone!
1. Employees profiting from recycling, top brass aware by sweeping under the rug.
2. Contract out Fire protection to State-Less chrome, etc on new equipment. Sell surplus equipment,
don't give to Mexico for $1.00 just because several firemen own condos in that Mexican town.
Many small US towns would love to have our used equipment.
1. Take away car allowances for Admin staff. Make them carpool or ride bikes. Ms. Lichtig
came here with a car didn't she, why do we have to pay her to maintain one?
2. Also, we advertised and she answered the ad and knew full well what the position paid and
.. then some Bozo gives her more $$. Get real.
1. Do you employee a traffic engineer that is qualified? The signal system needs timing. Do you have
a plan that is funded for the installation of new signals?
2. Contract out some city functions, cheaper by private sector than city.
1. Stop overall expansion.
1. Stop building things unless you have the staff to adequately care for them.
1. Reduc~/eliiQ.inate~ity officials attending conferences and meetings out of town. .
2. Reduce/eliininate city officials use of texting and data services on cell phones paid by public
funds
3. Reduce. inventory of city owned vehicles
4. Reduce/eliminate.caring for illegal aliens
5. Reduce.leliminate salary increase for non-union workers (managers, supervisors)
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Every time I pass thru S Higuera and LOVR and Suburban & LOVR, I am bewildered and frustrated /
by the "No turn on Red Light" signs. Why are those streets any different than any regular street
where you wait for traffic then turn? To me, they are even more safe because there are only 3
accesses instead of 4! I say, get rid of those obnoxious signs! (Please?)
2. A stop sign that makes no sense is at Fuller & Ambrosia. Ambrosia should stop, but please remove
the stop for thru traffic on Fuller.
3. Intersection at Tank Farm and Long Street is brutal. Anything to help that?
4. LOVR needs attention. It is already backed up with traffic and with new businesses coming in, it's
going to be a grid lock! HELP!
5. Thanks for listening!
1. Consider revisiting the topic of collective bargaining for police and fire personnel.
2. Two tier pension system
3. Place donation boxes at the open spaces.
1. Immediately lower salaries 15-20%, reduce employer retirement contribution by 50-60%, reduce all
benefits 30-40%.... contract public safety positions, consider others.
2. You're in the business to provide services to citizens and business owners, not jobs to employees....
review all options and get it done better/cheaper.... it can & must be done!
1. Maintaining city staff at current level, including police and fire departments, is a good way to
maintain costs.
1. Homeless Services Center: CDBG and related Federal funds, and if necessary the Affordable
Housing Fund.
2. Sustainable Economic Development: General funds are used to support the current position. Other
grants should be pursued as available.
3. GHG Reduction: California First for the energy-efficiency and renewable energy facilities financing.
4. Historic Preservation: Grant funds are available for some purposes. Volunteers can be used to update
our historic resources inventory.
5. Bicycle facilities: Continue to use available grant funds as we have in the past.
1. Seek Federal grantslloans at low interest rates to jump start jobs and projects.
2. Add 1/4-1% tax for hotels to cover sewerlwater/protection services (fire and pd)
3. Outside the box ideas; fun park (miniature golf,bowling), annualfair(sumlller solstice)
1. Don't increase any taxes
2. Reduce city service cost by contracting to private businesses such as park maintenance/tree
trimming.
3. I am shocked how many San Luis City owned vehicles are driving around this city. Why aren't
many of these services contracted to private business to reduce costs?
4. Eliminate un-needed equipment and city employees.
1. Increase revenues through promoting tourism. San Luis has been found to be one of the
happiest places in the world to live innumerous studies. ,
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Increase efficiency of staff.
2. Abolish binding arbitration.
3. City employees; 1 furlough a day.
4. Increase fees of Downtown Assoc for use of public facilities, such as; Mission Plaza. It makes them
pay their own way.
1. Police force overpaid!
2. Too much overtime for Police and Fire.
3. City Manager overpaid.
4. Too many meter maids. Parking meters enforced too aggressively, Excessive parking meter
rates inhibit downtown shopping, makes shopping downtown a hostile experience.
5. City does a poor job communicating with citizens and then spends a fortune in staff time to
repair damage.
1. Do away with any incentives for environmental thins. If it is good, people will purchase it. No need
for City to subsidize.
2. Go through all fees and regulations to see what can be eliminated. We may be able to have fewer
employees if we could have fewer regulations.
3. As you can see I want much less government!
4. Reducing is hard because the upkeep of our city requires funds. Perhaps ad another 1/2 cent sales
tax.
1. Eliminate funding for recreation programs, luxury, non-essential programs. In hard times get
back to basics.
1. Take a look at the buses that run around town. Has anyone figured out what each rider costs per
year? Most times the buses that I have seen have no more than 10 people on them and often less
than 5.
2. There are so many things it is troubling.
1. Get rid of binding arbitration on Police and Fire.
2. Increase parking garage fees.
3. Reduce recreation dept. activities; lots of this is done by other groups.
4. Make sure water/sewer is completely paid ~y fees.
1. Reduce labor costs; Lower compensation as key positions become vacant.
2. Reduce # of positions through attrition.
3. Implement two-tiered pension program, new tier SIB defined contributions, not defined benefit.
4. Stop spending $$ on additional greenbelt acquisitions.
5. Look into replacing some of the firefighter positions with volunteers.
6. Reduce the Planning Budget by eliminating unnecessary studies.
1. Cut staff by simplifying processes.
2. Eliminate huge salaries/pensions.
3. Furlough days.
4. Eliminate perks.
5. Sell/rent empty facilities.
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Impose a hiring freeze and or layoff 30% of city employees to downsize City government. !
1. Pick up "green trash" less frequently like every two weeks.
2. Transfer ownership and costs of the City Parks to the Homeowner's Association whose
members most benefit.
1. Reduce parking ticket fees so people will park downtown again. Also, reduce meter rates.
1. Look at all costs and share burdens equally across government. Few voters believe that an
Administrator must be paid $300,000 plus. At $250,000 a year, a part time person could be
hired at $50,000 a year; at $200,000,2 part timers or 1 full timer could be hired.
1. I don't believe an increase is necessary. There is so much waste. Employees need to find ways to
use minimal resources, i.e. print/copy on both sides,
2. Charge for photocopies to appropriate vendor or citizen requesting.
3. There are ways to do more with less; it's easy to spend money.
1. Eliminate binding arbitration; put it on ballot if necessary.
2. Eliminated overtime.
3. Freeze hiring.
4. Freeze wages and salaries.
1. We certainly must have the experts on board to evaluate costs and make adjustments accordingly.
2. Thank goodness we had the foresight to build garages for it's a real gamble to park on the street. $33
parking fine. Ridiculous!
3. I would probably vote for another tax ifthe City were to make pay adjustments at all levels and
particularly in dealing with the police department. The
4. City really got blindsided with binding arbitration and the guys in blue ought to be ashamed of
themselves.
5. I have lived in San Luis for 55 years, it's a great place to be!
1. Trim or prune retirement benefits.
2. Cut medical benefits hugely. City employees should pat 70% of costs.
3. Manage citizen groups to maintain parks, buildings, creek cleanup, etc.
4. Contract out those services not reasonably done by #3.
5. Stop spending money for drinking water service.
1. Sell the golf course.
1. They should not increase the Police budget.
2. Salaries should be frozen and no new hires. The cost saving will stop with these ridiculous
increases in pay and pensions.
3. Nobody in San Luis is getting these perks except City/County employees.
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Community Budget Bulletin Survey Responses: Program Opportunities
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,J 1.
2.
Continue negotiations with City employees regarding pay, overtime pay and benefits.
Don't waste money changing street signs from green to brown or school crossings from yellow to
optic yellow.
3. Tax cigarettes and alcohol more.
4. Once a year ask for a volunteer donation (with options to direct money to certain areas) to help
preserve our wonderful "SLO. life"
5. Raise water rates if necessary.
1. Advertise and fill jobs at 2/3 of current salaries. Most of us in the private sector here received
pay cuts. City staff should too. We do not need the best of the best city workers. During these
tough times, "just fine" city workers will do.
1. If we're attracting new employers, revenues will follow.
2. Not a revenue affect-Quality oflife issue, however, overall revenues may increase if the retail scene
runs longer at night because the general population feels safe and welcome downtown later into the
evenmg.
1. Tax large developments: Home Depot, Vons, Ralphs, CVS, Costco, Inc. we do not need so
many stores. It's duplicity x to!
1. Create "open space" preservation tag that those of us who hike/bike and enjoy the open spaces can
'\ voluntarily add to the funds or decals for cars that can celebrate San Luis's open space, with the
j proceeds going to the open space fund.
1. Use federal/state stimulus funds to maintain roads.
2. Finish what was already planned and funded like Prado Rd. (We all believe this was long in
the.plansl)
3. Support community outreach.
4. Eliminate unnecessary ranger patrols and fines.
5. Do not allow unnecessary development or any projects that do not fund impact/changes.
1. Bike/pedestrian paths are less expensive to build and maintain. Take a serious look at payrolls &
pensions and make sure the money is in the bank before granting raises the city can't afford.
2. Increase parking fees in the downtown corridor.
1. Reduce retirement benefits.
2. Eliminate binding arbitration.
3. Freeze salaries and benefits for the highest paid city managers/employees.
4. Reduce.overtime pay for police and firemen and hire new employees at lower salaries/benefits
to fulfill these overtime hours.
1. Reduce salaries or no raises of top management, their pension plan will suffice if they are near
retirement.
Community Budget Bulletin Survey Responses: Program Opportunities
1. Change compensation for safety personnel to eliminate most overtime and eliminate excessive
/pay at all staff positions.
2. Trim all budgets 10-20% and reduce operations/maintenance 5-10%.
3. Target a City/Cal Poly site to develop and rent very low cost tech job centers with fiber optic
and applied science focus.
4. Refine the downtown concept plan to continue upgrading the public areas and retail stores to
generate greater sales tax revenues.
5. Refine the satellite commercial areas near Cal-Poly and expand them to allow more convenient
shopping (sales tax) to students.
1. Buy or replace with smaller buses, present rapid transit units are too large.
2. Do not purchase or annex more open space until Park's services budget is increased to maintain and
patrol present areas of open space.
1. Small gas tax
2. No pay raises
3. Small user fee increase.
1. They could interview people who applied for jobs and find out from employers why or why not an
individual was denied ajob and feed back to the person to improve.
2. Install more street lights.
1. Stop spending $$ on the homeless. The money can go to better use. We need to make San Luis
"homeless unfriendly".
2. An increase of tourism and business would add revenue.
1. Bring down salaries and high pensions.
2. Eliminate unneeded politicians.
3. Cut spending.
1. Layoff excess employees.
2. Reduce benefits to public workers
3. Reduce aid to homeless program.
4. Reduce aid to affordable housing programs.
5. Lowerfeesand costs to builders to make San Luis a business friendly environment.
1. Reduce size of the police force.
2. Reduce size of fire department.
3. Cut overtime for Police.
4. Cut overtime for Fire.
5. Provide greater incentive for more projects like the Dalidio; more growth.
6. Leave DeVaul and Sunny Acres alone.
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce out flow of money to all employees and retired persons.
2. Give discounts to builders who develop senior housing.
3. No revenue increases.
4. Watch all bidding carefully; watch all bidding using friends.
5. Partner to solve $ with Cal Poly.
6. City has some businesses that bring in cash flow. Rentals, farm, store, rent some of them
1. Across the board reduction in public employees' salaries, especially public safety. Most can afford a
10% reduction in pay.
2. Cut funding to things like the Chamber of Commerce. What the City gives is disproportionate to
what the City gets. Most goes to Dave Garth's existence.
3. The city does not need so many parks. Charge a use fee for sports teams to use the grounds.
4. Solicit volunteers for a city wide park cleanup and maintenance.
1. Pension reform
1. Paying too much for City Administrator!! Review all city salaries.
2. Charge tennis players same as charging golf, etc. This can offset maintenance of courts.
3. Pursue grants for #2 above.
1. Remove parking meters downtown so we can actually dine & shop there. Meters make me
avoid downtown
2. Revenue thus tax payments will go up when downtown can shine without meter hindrance
3. Support/boost tourism
4. Use the top floor of the parking structures for special events and parties. Best views in town.
Bring back a 4th of July Parade
5. Lock Laguna Lake Park at night to eliminate calls to the police for night disturbances.
6. Fine residences for blight, parties, etc. and enforce disturbances.
1. Restructure pensions
2. No more raises to Police/Fire; Administration
1. Reduce use of outside consultants
2. Increase annexation, especially along Broad Street airport corridor
3. Actually have police enforce laws (ticket$$) against drivers on cell phones and bikers running
stop signs.
1. Look to other bodies to do social services - i.e., senior services (I am a senior), youth activities
2. Review benefit package for Top management to avoid City ofBell---management should NOT get
better benefits than hourly workers!!
1. Property tax assessments for specific projects
2. Take a close look at Police and Firemen retirement/disability funding -it's financially killing
us statewide
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce city employee costs including retirement benefits J
2. More business and more housing means more tax income to the city
1. Year round schools
2. Stop senior discounts
3. Require churches to pay real estate taxes
4. Stop funding transients
5. Require school athletics to be self-funded
1. Re-evaluate staffing needs throughout city government
2. Re-evaluate building use, etc. to max E efficiency. If cut staff on Fridays, cut ALL so building E
costs minimized. P.S. Furlough Fridays not efficient for community -If go to 4/10s for instance, why
not Wed? Citizens will adjust to altered open times.
1. Close the golf course -this is a financial drain and does not have a positive financial effect on
the city or local businesses. Perhaps it could be used as open space until fiscalissues change.
2. Reduce use of money used for art work projects, many local artists or art classes at local
schools would most likely donate art skills.
3. Have fire department paramedics provide ambulance transport charging insurance companies
for their services
4. Push back road maintenance and black topping
)5. Use that big new dispatch center to provide 911 operators to other cities through a contract.
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1. Discontinue subsidies to business groups.
2. Seek competitive open bids for City capital improvement contracts, no sweet-heart insider deals.
3. Increase hotel taxes on out of town guests.
4. Institute alcohol tax to pay for negative impacts it brings to community.
1. Reduce/eliminate outside contractor costs whenever possible-using staff instead
2. Eliminate from the next 2 year budget all "looks good/feels good" projects-now is not the time
for those
3. Actively seek Federal stimulus funds etc.
4. Close everything down (except public safety) 2 Fridays each month andinclude those as
unpaid leave days for all employees
5. Sell all excess inventory-fleet, property, etc.
6. All city employees take a 5% pay cut for 1 year
7. Increase employee share of medical benefit costs
8. Bring back retired employees "part-time" to fIll vacancies
1. Cut out police & fire overtime. Hire enough staff to cover bases so overtime is not needed. That
seems like a "duh." Wow, that salary table in the Tribune was interesting. Overtime in SLO? Really?
It's not LA.
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Pay firemen based on "average" of similar cities. These professionals are overpaid and
underworked.
2. Decrease salaries for Police-carefully monitor overtime costs-bring sanity to uncontrolled
overtime
3. Work to control "union greed" (particularly fire. Rescind binding arbitration.
4. Synchronize pedestrian crossing with traffic light sequences-often one person stops 3-5 cars;
causes air pollution and wear
5. Have Park Rangers do something other than drive by sites in big Ford pickup. There are often
two people that never leave vehicle.
1. Higher downtown parking and ticket fees
2. Higher property taxes on retail areas/malls outside the downtown area (this is where service costs i.e.
fire protection, police, etc.) are higher
1. Ration water usage
2. Drought tolerant plants in public spaces and new developments
3. Impose fines for irresponsible water use in drought season (like power washing sidewalks
daily)
4. Harvest and utilize rainwater for irrigation
1. Increase fees for city park usage
2. Increase fines for disturbing the peace with loud parties, etc.
1. Stop overtime for public employees (I worked over 30 years in public services without one
hour of paid overtime)
2. Develop Higuera between Marsh & Madonna
3. Change over every city light to LED
4. Once a month day off without pay for City employees
5. Quit sending businesses to the county land
1. Money for fire planning and protection should have been set aside when the open space areas were
purchased and considered part of the overall cost of acquiring these properties, obviously too late
now. Hopefully the City is more aware of this need than they have been in the past.
2. When development on LOVR was first proposed, a big deal was made about how much money it
would generate for the City. Where is all this money going anyway? If all you're trying to do is get
to and from Hwy 101 and not shopping, you're paying a big price in aggravation, lost time, burned
fuel, etc. and you can thank the development along LOVR for it.
1. Reduce expenditures on police & security
2. Reduce wasted water by changing sprinkler settings for town buildings i.e. courthouse
1. Cut salaries and pension costs. They are too high.
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Community Budget Bulletin Survey Responses: Program Opportunities
1. As a 30-year resident & 30-year public safety employee, I was deeply offended when
firefighters used/abused the public trust by standing outside supermarkets with petitions for
binding arbitration. Their greed has now come back to haunt them with increasing public
outrage at police/firefighters salaries & benefits. Many people I know, including myself, will
not vote for an extension of Measure Y until binding arbitration is reversed.
1. Look at those pensions - see how Cal Poly gave a raise just before retirement - that stinks. Please
work on that if it needs addressing in the city. People live a long time. Pensions are going to cause
problems.
1. Eliminate "overtime" - since when do salaried employees receive overtime pay?
2. Reduce spending unnecessarily to "prettify" downtown for tourists at our expense
3. Fine all the airplanes that fly SO low and loudly over our homes 24/7
4. No more grants & property tax breaks for the people who can afford million-dollar-plus
"historic homes".
1. Raise taxes!
1. Increase or place tax on all rentals
2. Decrease City Manager and City Attorney salaries
1. Eliminate or reduce drastically overtime pay - hire new blood and don't burn out those we already
have. This approach is not sustainable nor beneficial in the long run.
1. Downtown parking passes for residents
2. Increase parking cost to tourists
3. Encourage businesses & schools to have different opening hours
1. Decrease overtime to Fire & Police employees.
2. Limit the types of pay that police and fire can use towards increasing their pensions.
3. If they take pay in lieu of medical insurance, do not let that increase their pensions
4. They are obviously overpaid if there are hundreds of applicants for each position
1. Have private industry bid on jobs the city does
2. Changepenslehsystem
1. Do not increase revenues. You don't have a funding problem, you have a spending problem
2. Roll back impact fees to generate more constructionjobs
3. Get more aggressive with grants to fund local government efforts
4. Fight State attempts to take local government funding
1. Modest sales tax increase to fund above priorities [ traffic congestion on LOVR, preservation
of open space]
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce Fire Dept budget -personnel is overpaid, police are overpaid
2. City personnel is overpaid. No new taxes
3. Stop any funding programs aimed at illegal immigrants
4. City manager is overpaid!
5. Work within your current budget
1. Tax car dealerships/restaurant tax continue to tax tourists
1. Property tax override vote for about $1 for $1000 value
2. Increase sales tax 1/4%
3. Increase fees
1. Ask/require top paid administrators to donate/take pay cut to increase revenues.
2. Promote tourism, host cultural, culinary events to bring in visitors
3. Hire disabled workers and supervised inmates, community service when possible
1. Keep an eye on all costs -concentrate on essential -you are doing great -thank you
1. Stop paying overtime
2. No more company cars
\ 1. Slow down the process of approving new development. There is not enough water for more
\
j development. Every homeowner is suffering plumbing expenses from poor quality high mineral
groundwater
2. Less Development = less congestion on existing roads
1. Ballot measure to fund Nacimiento water cost
2. Use tax increment financing to enhance business success and City sales tax receipts
3. Ordinance revisions by staff or relatively cheaply by consultant
4. Partial staff person expense well worth the additional cost
5. Grants and existing staff can meet this goal
1. Contract fire protection w/Cal Fire
2. Eliminate one or m~re of the city Biologist positions (arborist?)
3. More events @ Laguna (revenue?)
4. Fewer bus routes
5. Eliminate inter-city mail (department mail) if used
1. No more double decker buses
2. Right turn off Madonna onto LOVR to be a "no turn on red".-the two turn on lanes
(Madonna) make it dangerous for those turning left w/green light (off Madonna onto LOVR)
and for pedestrians of night especially
1. Delay road paving improvements to safe funds
2. Reduce the number of advisory bodies and commissions by consolidating them to save funds
3. Delay/prioritize major new studies/projects until economy is better
Community Budget Bulletin Survey Responses: Program Opportunities
1. The costs for Police & Firefighting are out of control. Reduce their salaries & budget
2. Eliminate overtime for Police & Fire Dept., hire at lower cost wino overtime
3. Eliminate binding arbitration for Police & Fire Dept.
4. The City Council should stop being intimidated by the unions
5. Stop wasting money on street signs (that are not needed) & High tech pedestrian signs
1. Eliminate overtime pay city employees
2. No benefits to illegal immigrants
1. I would like to see City leadership come up with a list of choices for citizen consideration
rather than asking for our cold-call recommendations. Isn't it leadership's responsibility to put
unfinished business before all of us?
1. Reduce Police & Fire salaries -Revisit mandatory staffing level for the fire dept. to reduce OT
expense
2. Ban the use of city resources for memorials or limit these expenditures to a reasonable amount. Ex:
the recent memorial for past fire chief was incredibly overboard and wasteful.
3. Landscape or rockscape South Street between Broad Street & Higuera
4. Continue connecting the City to Sea bike path -excellent work so far :)
1. Pay realistic salaries and benefits to city employees - fire & police
1. Public indoor salt-water pool - I know - it's a dream
2. Avila Hill in town should be developed into a Park and Chumash museum. Why has there not been a
decision on this
3. Liquor store and University Square shopping mall should plant more trees (not Palm ones - too
Orange County)
4. Water fountain on Marsh too small
1. None of the above [reference to stop growth, traffic signals, OT] will happen because nobody
in charge has the gumption to shut down these giant EMPIRES that have been built.
1. Control runaway payroll and pension costs
2. Look for programs or services that have exhausted their utility/purpose
3. Any new programs should have a sunset clause built in
1. Police & Fire salaries/ pension allowances Must be Reduced. Institute layoffs if necessary. The
Police wage scale is absolutely ABSURD!
2. Stop frivolous, endless, and ceaseless Public Works projects. I've never seen more roads paved,
dug-up and repaved again in such a small city. The "Dave Romero Era" is over w/good
reason.
3. Reduce the Public Works staffing levels.
4. Do we really need "Park Rangers???!!"
5. Review All salaries & city employees and reduce ifnecessary
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Overtime eliminated or greatly reduced ,
/ 2. Reduce travel/conference
3. Cut mileage reimbursement
4. Write tickets to those driving & talking on Cell Phones
5. Cut PERS percentage City pays & make employees pay more
1. Keep police patrol visual
2. New business needs to cover the coast of the services & resources they use. If a business
requires a resource we don't have, Don't go to a new source & hope it will always be available
at an unknown price (such as water)
1. Coordinate volunteer efforts
2. Facilitate building and other permits
3. Encourage coordinated discussions
1. Reduce overtime compensation, example-there was a 911 call in our residential area recently
(Sunday) 5 patrol cars came (SLOPD) and 1 paramedic fire truck
1. Attract a business tax base for #1 above
2. Another sales tax?
3. No more expensive arbitration .
\
)\1. Donationslwork days for bike paths
2. Looking at my water bill, I would expect a surplus at City Hall
3. Laguna Lake golf tournament/fundraiser? Farmer's Market raffles, fund raisers?
1. Tougher negotiations with fire and police unions
2. Raise parking meter and parking lot costs
3. A gasoline tax in SLO
1. Better control of public safety personnel costs, especially overtime pay
2. Put to the voters a proposition to eliminate binding arbitration
1. Renegotiate wasteful public employee union work rules - why must a fire engine & crew accompany
paramedics when there is no purpose?
2. Work with Poly to create high-tech start-up area of the city to create jobs that are higher-paying than
retailing. Enough stores!!!!!
3. We have lots of highly paid city staffers to answer this question - it's their job. Get some creativity in
city hall, not some old "let's raise the sales tax!" mentality!
1. Small, necessary SHORT TERM tax increase if needed to provide Critical services and fiscal
health
2. Prioritize services to those most vulnerable in our community
3. (sob) raise parking citation fees (not parking meters-which works against downtown
businesses)
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Reduce the number of streets to be repaired if necessary!
1. Reduce all employee salaries by 10% including all office managers
2. Cut medical and retirement benefits
3. Continue the services we want and expect from the city.
4. Eliminate all nonessentials (newsletters etc.)
1. Tum off water valves after it rains
2. Increase fines to students/persons who are disorderly & cause property damage
3. Have bar owners pay an extra tax for increased patrol & protection downtown
1. Cut upper and middle administrative positions
2. Got to a more horizontal organizational structure
3. Reduce salarieslbenefits
4. Share benefits cost with the employees
5. Go to a two-tiered salary & retirement system
1. Put on hold & divert any monies spent on fluff such as "historical looking" street name signage
wasteful!
2. I'd urge the city to reconsider allowing vacation rentals to increase bed tax collected - as well as
other permit (business) fees. The old arguments against VRs are weak, as owners of homes that are
offered for 'lodging' take particular care in their maintenance and upkeep and are very careful to
protect these homes from visitors who do damage.
1. Maintain or reduce employee salaries -discontinue use of comparative data to justify increases
2. Increase retirement age gradually until ona par with social security
3. Eliminate creation of new positions unless offset by reduction of a position of like cost
4. Never fund new positions or salary increases with soft money
5. Ensure that revenue projections are realistic and not based on undue optimism
1. I am assuming you are cutting waste where you can
1. Levy additional fees on d.()wnt()W:llI>~r owners to provide for an increased police presence
2. Levy significant fines to bar owners. who serve patrons who should not be served and who
violate noise level ord.
1. Charter amendment repealing binding arbitration
2. Modify ALL employee pension plans to Pre-1999 formulas (for future & current employees)
3. Repeal ordinance requiring prevailing wage rates on Public Works projects
1. Focus on personnel costs, salary & benefits. Salaries are VERY high for this area. Pension
benefits are W AYtoo generous
2. Repeal binding arbitration
3. Use outside contracting especially for landscaping & maintenance
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Community Budget Bulletin Survey Responses: Program Opportunities
1. Limit pensions -grandfather in the current and limit the new. Many people will still apply and want
to live here. It's the happiest city! The cost saved here can certainly fund the above priorities
(schools, bike paths, tree maintenance)
2. Thank you for Asking!
1. Reduce the police force
2. Reduce local government administration jobs/salaries
1. It seems the City always has excess money for someone's vision like new bus, new signs, dig up
street, repave then dig again. Street department manager needs to get projects more organized
2. Cut City workers pay and benefits
1. Hire me to make sure everyone is working
2. Put the guys standing around watching in a truck with shovels and tar to fill holes Pave
parking lots, put lines on it and we can park easy & will save water not having flower boxes wet
1. Do not acquire any more green space - this only adds to the amount of property to maintain
2. Do not buy any more double decker $IMM buses
3. Renegotiate labor contracts at earliest opportunity
1. Strike balance between restrictive regulations and aggressive entrepreneurs
2. Continue relationship with Cal Poly
3. More section 8 assistance \
;'
1 4. Limit annexation
5. Continue land acquisitions
1. Reduce pension costs
2. Taxes if needed
1. Get ride of binding arbitration for unions
2. Lessen permit fees for building commercial and residential buildings
3. Reduce city salaries
1. Total waste of $ spent on Morro Street closures for bike path. Just could oftumed it into a bike path
period and let us stop at the stop signs.
1. Since construction has dropped considerably, city positions should be eliminated accordingly
2. Subcontract most of the labor and eliminate many city positions thusly stimulating small
business and eliminating unrealistic pension expectations
3. I believe the key is subcontracting. Equipment purchases & maintenance would be eliminated.
Lots of City government jobs would be shelved but the bottom line would be much more
manageable. Do you have the guts to propose such measures?
- 81
Community Budget Bulletin Survey Responses: Program Opportunities
1. Planning -require construction & remodels to begin to plan/build for integration with city & county
services (buses, etc.)
2. Budget - no raises (COLA), staggered work weeks for employees so coverage is 5 days (or 6-7) per
week for services
3. Limit overtime with skeleton crews & utilizing volunteers to assist
1. Parks and Recreation areas for the children and young people - top priority
2. Ask the public for donations to make the parks better for kids
3. Stop calling in sick to play golf all day
4. Try to lower overtime costs
1. Defer open space acquisition
2. Defer public art
3. Increase got efficiency by eliminating or reducing process requirements
1. Reduce overtime pay for city employees
2. "Realistic" salary & compensation for city employees
3. Reduce excess & expensive projects like signs/traffic light upgrade
1. Bring to light to public & address problems (reference "prompt employee honesty") ex- city sells
surplus equipment to scrap metal dealer -employee bus back from dealer and makes huge profit
not once but several times. City says they investigate but no one contacts scrap dealer -why
shouldn't the city sell items at bid and reap the profits.
2. (Reference 'contract certain services') Contract fire protection to Cal Fire like other cities - huge
savings -pension, overtime, etc. Also does $40,000 worth of chrome items make a new fire truck
run any better?
1. Increase parking fees for cars
2. Sorry I wish I knew more
1. Reduce overall payroll, eliminate mandatory arbitration with police
1. Keep raising increased sales tax and consider further increase for' natural resource acquisition
1. Local business sponsorships, ticket sales
2. Affordable ADD program, affordable housing fund (in lieu fees)
3. Transit occupancy tax
4. Volunteer creek cleanup program, usage fee based on % impervious surfaces / paving
5. New development impact fees
1. Keep city worker salaries low
2. Create fund raising events -family friendly
3. Promote more tourism
- 82
Community Budget Bulletin Survey Responses: Program Opportunities
1. Cut senior services - it sucks getting old
2. Eliminate binding arbitration
3. Get cheaper cops & firefighters. Keep the equipment just offer positions for nationwide pay
average
1. I am an average citizen who has no idea about a city budget. YOU ought to know about these
matters. Anyway, number one would cost nothing (reference I pressure Cal Poly to build more
student dorms and Cuesta resident area")
2. Build pressure on landlords for maintenance of property. Give heavy fines to landlords who fail to
maintain their properties. This type of pressure might lead them to sell their property to a family.
3. Make deals with nurseries to donate trees. Make deals with locals who want trees and ask them to
help financially, with their time, or both.
4. No cost
1. Have a fair with lots of vendors -charge admission -affordable (stupid idea)
1. We don't need to replace anymore of the old beautiful police cars with thug mobiles - they are
insulting, in fact, have downtown police walk their patrol in friendship down streets - then no cars at
all there.
1. Freeze all wages and hiring of new employees
\ 2. Layoff as necessary like private sector
) 3. Replace City Manager and promote from within current labor force
4. Layoff/reduce police force to bring SLOPD budget to more "realistic" goal
5. Cut overtime in Fire Department -eliminate some Captain positions - too many Captains
currently
1. Reduce the amount of overtime for high paid city employees
2. Increase ticketing of traffic or parking fines
3. Increase the rates for water use
1. Reduce Police/ Fire retirement
1. Fine the groups that exceed the noise level
2. Fine drivers who drive holding cell phones or other devices that distract their attention. A car is a
lethal weapon; their inattention is asking for an accident
3. Revisit the city retirement benefits for employees. The existing program for Fire and Police
retirement will bankrupt the city. Look at retirement for all employees.
4. Fine drunken behavior anywhere in the city
5. Encourage RV and movie productions to use the city for their locations
1. Eliminate costs re: flood control by cleaning out the creeks for easy water flow and no back-up
1. Increase revenues
- 83
Community BUdget Bulletin Survey Responses: Program Opportunities
1. Police & Fire personnel-new police receive $90,000 per year...Dept veterans of 6+years
should receive that type of salary. The pension scale of what is being paid out is the worst SLO
CY budget breaker
2. Old pipes, bridges, pavement is a constant _ on budget
3. City growth should not defy gravity! Remember that H2O; _ runs downhill
4. Encourage more nuclear growth as well as other 'green' enterprises
5. Planning takes 3+ years in SLO and fees to build a 3000 sq ft residence cost $100,000, that is
simply too damn much! It encourages quality builders to go elsewhere to work. I don't mean to
'overgrow' the town; its beauty or resources, but don't make it impossible.
Thanks for asking.
l. Increase amounts/frequencies of traffic violations in City to help enforce courteous driving and raise
revenues through fines - steep fines!
2. Enforce vehicle code laws concerning speed, safety, and driver attention (no texting, no cell phone
use, no drinking or applying cosmetics while driving)
3. Public safety officers need to be funded so that existing codes/laws will be strictly enforced for
general safety and consideration of others - or $teep fines for violation$ up to surrendering licen$e$
and impounding vehicle$. $$$ Fines to help raise funds for public safety. Thank you
1. Council should take an active role to return to the voters and repeal binding arbitration for
police/fire
2. Renegotiate retirement rates for police & fire and general employees (2.7% at 55) too high
1. Reduce the layers of management in all departments including PD, FD, Roads, etc.
2. Roll back pension contributions to pre-1995 levels
3. One-half cent retail sales tax increase for all types of businesses involved in direct sales-earmark
revenue for infrastructure, not wages
1. Cost of living reduced and CAL tax! Will bring $! Ordinary family can't afford better
tomorrow, we afraid to spend little that we have...Ourstate is the only that increased %
2. Planning parenthood, limit four kids! (very controversial)-but less state support. Planning
smart for 1 parent families.
1. Cut employee costs. This is a reality the private sector had to deal with over the last two years. It's
time for you guys to do the same. It has to include more than just not replacing retiring workers.
Police and Fire personnel (the 2 most expensive employees) need to be cut back.
1. I pulled over and watched a city road repair crew working 3 or 4 weeks ago. One employee
was sitting in the truck. One was digging and one was leaning on a shovel while a fourth
person (supervisor I assume} was just watching. There are a minimum of2 employees for
every legitimate job in the public sector jobs arena. I have been a private business owner for 60
yrs. and these words are true and correct.
1. Eliminate funding for the poor. This attracts more of the people that do not wish to work hard to
succeed. Social service programs only support those who can't or will not support themselves.
California is known as a welfare state. Do not support this direction.
-84
Community Budget Bulletin Survey Responses: Program Opportunities
1. Get rid of traffic light intersections where a traffic circle would do the job. A great spot would
be Marsh & Johnson or Laurel & Orcutt (that intersection is ridiculous). Circulation in SLO is
/ way more complicated than it needs to be (ever travel in Europe?).
2. Obviously: Pay police and fire more realistic wages and cut down on the toys they buy. Every
few months it seems like I see a new police vehicle.
1. Hotel tax increases
1. Apply for any appropriate grants
2. "Adopt a Tree" or request a donation from homeowners on streets where planting is to be
done
3. Reduce watering at Meadow Park along South Street where it just runs off into the street
1. Cut excess number of employees. Evaluate how each employee spends their time. I see employees
driving around in trucks/cars; wandering the streets talking on their cell phones. Also see them
parked for an excess amount oftime doing nothing. Maybe a break, butlikely not given the time.
1. Cancel building of a dormitory for vagrants. Require them to work at jobs such as raking
leaves, clearing debris in our creeks, picking up trash in our parks and issue them a food ticket
to be presented at Prado kitchen. If you don't work, you don't eat.
2. Arrest those vagrants that sleep under our bridges and require them to clean up other vagrant
camp grounds. Keep them out ofSLO Creek. Much of your e. coli comes from their use of
'\ creek for toilet.
)
1. New contracts for Fire, PD, and share health care and benefit costs with employees
2. Additional business taxes on smoke shops like the one in Marigold Center
3. Requirement for triple existing college community service hours-partner with them to control noise
complaints
1. We need to bite the bullet and let staff go. That is the best way to reduce costs.
1. Tourism
2. Grants
3. Federal government programs
4. Work with unions during recession, especially to adjust rates of pay
1. Stop installing traffic signals and left turn signals where none are needed. Ifyou are going to
use high-tech systems such as cameras at signals then get them to working properly. Better
time lights to avoid stops every 100 yards on main thoroughfare (Johnson Ave).
2. Reduce staff/simplify processes-rather than resist the squeeze that comes from a tight budget,
adapt as the private sector does.
1. Reduce street expenditures
2. Raise parking fees-this also discourages driving and promotes non-car commuting and errand
running.
- 85
Community Budget Bulletin Survey Responses: Program Opportunities
1. Repeal binding arbitration for police & fire
2. Bring city salaries in line with private sector including value of benefits
3. Reduce parking fines to encourage downtown shopping
4. Increase fees on bars for policing downtown
5. Cut the bureaucracy in planning, development, building areas
1. Enforce the cell phone/driving law with steep fines
2. Increase developer fees to maintain greenbelts
3. Less costly Utilities Dept. mailers
4. Repaint parking lines in garage at Post Office so that people in metered spots don't take up two spots
because they cannot park easily.
1. Tourism provides a significant revenue source to the City. However, tourism and revenue
could be greatly increased if the downtown area was made more attractive and pedestrian
friendly. This could ne achieved by restricting paring on the downtown section of Higuera
Street and widening the sidewalks to allow outdoor dining and retailing in the summer
months.
2. A lightly traveled cross street such as Garden Street should be made into a pedestrian precinct
between Higuera and Marsh Streets. In other cities pedestrian precincts have attracted more
retail business activity. The recent Court Street and Downtown Center developments have
already demonstrated their feasibility in SLOe
1. Road thoroughfare-apply for a Federal, State or regional monies for road
2. Seek sponsorships for parts of the bicycle path
3. Hiring freeze on non-police and fire personnel
4. Administrative pay cuts of 15%
5. Increase sales tax by 1/2% to keep money on hand to meet future/current budgets
1. Revise current union agreement with police and fire unions for remove binding arbitration
1. Ballot measure to eliminate binding arbitration
2. Sales tax increase made permanent
3. Train city workers to be more efficient-especially public works department and building department.
1. Eliminate overtime pay
2. Fire Katie L. and hire someone more qualified for less pay
3. Don't swap or sell city property. Don't spend any money on art. Nature provides scenery
better than art.
4. Eliminate housing development; more housing means more traffic congestion
5. Reduce budgets for all departments. Add no positions.
1. City employees must start to pay in pension plans and salaries frozen. The salary structure for city
employees is totally out of wack!
2. Police & Fire personnel need to be cut
3. We don't need a 1.4 million dollar fire truck or a new fire station
4. No new taxes! City gets enough revenue-live within your means!
- 86
Community Budget Bulletin Survey Responses: Program Opportunities
\
1. Eliminate the salaries for council persons and Mayor (they don't need it, they have enough
) money and do it for vanity)
2. Eliminate SLOPD bicycle patrol program
3. Stop funding arts projects (ugly sculptures, painting utility boxes, etc.)
4. Install more efficient lighting in public buildings. No incandescent, fluorescents, Cols (use
LEDs instead)
5. Don't leave the lights on when no one is there
1. Pay city/police/fire employees less
2. Promote more events, i.e. concerts to attract visitors and locals
1. Find ways to roll back pension (but not current pay and benefits) costs
2. Separate negotiations for pay and pension. If this requires ballot measure, support it.
1. Use city staff instead of hiring expensive consultants
1. 1 Now, you can cut costs and tighten your belts, just like the rest of us!
1. Tax everybody $1.00 once a year "Help our City Out Day!" People are always saying how they love
it here.
\ 1. Increase vehicle parking fees in the downtown area
)
1. Put off non-essential downtown improvements that are not related to safety issues
1. Eliminate cell phone texting and data. The City ran well for years without that.
2. No raises for City management (non-union workers)
3. No social services or health care to the undocumented (illegal aliens)
-87
Section 4
Recommended City Goals
COMMUNITY GROUPS/OTHERS
,
San Luis Obispo
Downtown
~ssociation
PO Box 1402
San Luis Obispo
California 93406
Phone 805-541-0286
Fax 805-781-2647
www.downtownslo.com
)
5 January 2011
To: Mayor Jan Marx and City Council members
FrO~bOrahCash, Executive Director
San Luis Obispo Downtown Association
Re: Recommendation for 2011-13 Two Year City Goals
The Downtown Association Board of Directors met recently to formulate a
recommendation for the Counci I's consideration during the goaI setting process.
Based on the current state of the economy and the City's fiscal challenges, the
Board feels its recommendation provides an opportunity to realize increased
revenues while at the same time reduces the need for services related to late night
activity in the Downtown area.
The formal recommendation is that the City partner with the Downtown
Association and the community in implementing the concept of a hospitality zone
in the Downtown area.
As discussed at a Council meeting in November, both the Downtown Association
and the City have expressed desire to further research the hospitality zone concept
proven successful in other communities with similar challenges. It is safe to say
that an increase in sales tax-the City's number one income source-coupled with
a decrease in police and emergency response services could be achieved with
carefully planned and managed programs that create safe and vibrant places for
people to socialize.
A commitment to this partnership would entail providing resources and amenities
to motivate Downtown businesses to stay open longer in the evening and allow the
general public to feel safe and comfortable while there after dark. It makes sense to
maximize the efficiency of the infrastructure already in place in one of the City's
highest performing sales tax districts.
This request heralds a new way of moving into a future that augurs a budget
shortfall, a lagging economic picture, a continuing saga of issues associated with
late night activity in Downtown and a need for doing things differently. The
Downtown Association Board believes the idea of capitalizing on what we already
have and forming partnerships to expand on our attributes is a bold approach to
not only solving our 'problems' but to reaching new heights as a community.
The Downtown Association thanks the Council for its consideration of
implementing a hospitality zone in the Downtown area as a major City goal for the
next two years. It is foreseeable that doing so will bring a high level of return on
the investment. .
cc; Katie Lichtig, City Manager
Chief Deb Linden, SLO PD
Claire Clark, Economic Development Manager
SLO Downtown Association Board of Director
San Luis Obispo Chamber of Commerce
1039 Chorro Street • San Luis Obispo, California 93401-3278
(805) 781-2777· FAX (805) 543-1255
David E. Garth, PresidenVCEO
January 6,2011
Mayor Jan Marx and Members of the City Council
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Re: Goal-setting and the budget process for 2011-13
Dear Mayor Marx and Council Members:
The San Luis Obispo Chamber of Commerce Board of Directors respectfully /
submits our top priorities listed below as the most important goals for the City to
accomplish in the next two years. These recommendations were reached after
extensive discussion and evaluation that directly engaged over 80 business and
community leaders. They represent long-term investments in our quality of life,
which the Chamber believes is critical at a time when the City continues to face
the challenges of declining revenues and increasing expenses.
No longer can our city function in a "business as usual" manner. Regardless of
the economic climate, it is clear that fundamental structural transformation is
required for our City to preserve the standard of service that is the hallmark of
our community. The Chamber believes that the City needs to respond forcefully
to the new realities. Our recommendations reflect this need for change.
1. Invest more resources in Economic Development
Why:
• Improve the lives of our citizens by providing greater opportunities to live
and work here
• Increase our City's base of revenues so City services can be preserved
z.
) • Retain and grow head of household jobs
• Send a message that we are"open for business"
• Assist the local community to navigate the current economic challenges
How:
a. Enhanced data collection to better understand the business
community and its needs, strengths and opportunities
b. Active communication and intimate working knowledge of the needs
and opportunities of head-of-household jobs producers
c. Continue to develop a stronger City economic development brand in
cooperation with the Chamber
d. Continue to improve online presence
e. Establish greater certainty in the development review process and
nurture a culture of facilitation
f. Educate and work with property owners to secure pre-annexation
agreements in the Airport area and Chevron Tank Farm annexation
areas
g. Review development impact fees and explore new financing
strategies to meet existing community needs
)
2. Reduce spending to achieve long-term fiscal sustainability
Why:
• A policy tool is needed to guide the City in achieving significant
reductions so that we are not continuously managing a structural gap
• Change course from the path of upward spiraling operating costs,
particularly in the area of staffing
• Restore public trust in government by controlling costs while addressing
the public's priorities
How:
a. Employ a bottoms-up spending approach that critically evaluates the
entire ecosystem of City operations
b. Reduce General Fund staffing costs as a percentage of revenue, with
goal of reaching 2002 level of 68% from 80% today
c. Expand current compensation benchmarking practices to include
private sector comparables and pursue creative, forward-thinking
methodology in public sector compensation
d. Pursue environmental efficiencies in City operations and facilities
consistent with the City's climate action plan
3
The Chamber believes that our top two priorities address the City's desire to
both increase revenues and cut costs. In addition, the following
recommendations will further these goals:
1) Implement pension reform
a. Establish a two-tier pension plan as a first step toward more
extensive pension reform
b. Implement the Financial Accounting Standards Board's reporting
standards -the generally accepted accounting principles for private
sector businesses and non-profits - in order to understand the
City's true pension obligations
c. Move from defined benefits to defined contribution plan
2) Eliminate binding arbitration -City Council takes the lead in placing a
ballot measure before the voters to remove binding arbitration from the
city charter
3) Reduce duplication and redundancy in department functions
Tharik you for your consideration of these suggested goals and for inviting input
from the community. We look forward to participating in the Community Forum .'
on January 11 and in the other remaining steps in the budget and goal-setting
process for 2011-2013.We believe your leadership on these priorities will ensure
a sustainable and prosperous economic future for those who live and work here.
Sincerely,
Michael Gunther
Chair of the Board
cc: Katie Lichtig, City Manager
Michael Codron, Assistant City Manager
Mary Bradley, Interim Director of Finance and Information Technologies
From: Joseph Barnes [mailto:josephd.barnes@yahoo.com]
Sent: Tuesday, December 14, 2010 5:01 PM
To: Bremer, James
Cc: Wallace, Christine; Stanwyck, Shelly; Lichtig, Katie
Subject:
Dear Friends,
My name is Joseph Barnes and I am a tennis player in need oflights in San
Luis Obispo.
I would love to have the ability to play after work and do not understand why
our city does not have a decent lighted facility for its tennis communtiy.
Please upgrade the high school lights and also accomodate the demand for
night time play by bringing lights to Sinsheimer Park.
Thank you,
Joseph Barnes
5
From: Chris Zielke <czielke@tuinteractive.com>
Date: January 4, 20112:18:14PMPST
To: "Marx, Jan" <jmarx@slocity.org>, "Ashbaugh, John" <jashbaug@slocity.org>,
"Carter, Andrew" <ancarter@slocity.org>, "Smith, Kathy" <ksmith@slocity.org>,
"Lichtig, Katie" <klichtig@slocity.org>
Subject: Damon Garcia Field
City Council Members,
In your upcoming city budget planning meeting, please consisder spend more on the Damon
Garcia field, so that I and my soccer club can play there without a permit.
Thank you for listening.
Chris Zielke
11"1
Section 5
Recommended City Goals
RESULTS FROM COMMUNITY FORUM
To be distributed on January 18, 2011
Section 6
Recommended City Goals
COUNCIL MEMBER GOALS
To be distributed on January 27, 2011
Section 7
Background Materials
GOAL-SETTING PROCESS FOR 2011-13
~~;;'--=-o.-..----
12-14-10council
ltl:lINumbaaoenoa nepont I
CITY OF SAN LUIS
&~
OBJS
FROM: Katie Lichtig, City Manager _f .
Mary Bradley, Interim Director ofFi ance & Information Technology
SUBJECT: BUDGET FOUNDATION: GOAL-SETTING PROCESS AND SCHEDULE FOR
2011-13
RECOMMENDATION
Discuss and approve the goal-setting process and Financial Plan schedule for 2011-13.
REPORT-IN-BRIEF
The purpose of this report is to finalize the goal-setting process and schedule for 2011-13, including
detailed plans for the Community Forum to be held on January 11, 2011 at the Ludwick Community
Center and the Council Goal-Setting Workshop to be held on January 29, 2011 at the City/County
Library Community Room.
We plan to build on past successes in integrating Council goal-setting into the budget process and follow
an approach similar to the one we have used for many years. Yet, in light of the City's new fiscal
\ realities, some modifications to the previous process are being proposed. These enhancements include
) integrating Measure Y goal identification into the overall goal-setting process and providing the staff,
community and Council with service prioritization information which is intended to help in assessing
service trade-offs and potential budget reductions.
The proposed 2011-13 Financial Plan Calendar is provided in Attachment 1. The suggested agenda for
the Community Forum is Attachment 2 and the proposed agenda for the Council Goal-Setting Workshop
is Attachment 3.
DISCUSSION
The fundamental purpose of the City's Financial Plan is to link what the City wants to accomplish over
the two-year period with the resources required to do so. The Financial Plan process used by the Council
does this by identifying the most important things for the City to accomplish for the community,
establishing a timeframe and organizational responsibility for achieving them, and allocating the
resources needed to do so.
In order to identify key goals which will drive the budget process, the City begins its Financial Plan
process with Council goal-setting to determine major objectives to be accomplished over the next two
years. These key goals-Major City Goals-are in addition to the routine, ongoing services the City
provides to the community. Two major elements of the goal-setting process are the Community Forum
and the Council Goal-Setting Workshop which are both held in January. Goals approved by the Council
are incorporated into the budget preparation process. In April, staff returns with draft work plans and
requests for policy direction which is used to formulate a Preliminary Financial Plan for public
comment. A series of study sessions and public hearings are then held .prior to approval of the Financial
Plan and Budget by June 30.
------------------------------------1--:.1----------
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 2
The proposed goal-setting process for 2011·13 continues to follow the multi-year approach which the City
has used successfully for a number of years. As part of this process, community groups, interested
individuals, and council advisory bodies present their recommendations to the Council. Extensive efforts
are made to invite community and advisory body participation in this process, including:
1. Comprehensive series of briefings and follow-up reminders with advisory bodies on their important
role in the goal-setting and budget process.
2. "Community Budget Bulletin" inserts in utility bills requesting goal suggestions from citizens and
inviting them to participate in the Community Forum. This will reach about 14,000 households and
businesses. (This insert is provided as Attachment 4.) The bulletin is also available on the City's
website.
3. Notices to over 200 community groups and interested individuals inviting them to submit written
suggestions and participate in the Community Forum. (This flyer is provided in Attachment 5).
4. Display ads will run in January in The Tribune, New Times and SLO City News.
5. Up-to-date information about the budget process will be maintained on the City's web site.
A visual depiction of the Goal-Setting and Budget Process elements and their interactions is included in
Attachment 6.
Proposed Goal Setting Approach for 2011-13 ,
)
With tonight's workshop as the foundation, staff again recommend using a "two-step" approach to the
Council goal-setting process. The two principal elements to this approach are the Community Forum, to
be held on the evening of Tuesday, January 11, 2011, and the Council Goal-Setting Workshop to be held
on Saturday, January 29. 2011. Based on experience over the past years, staff plan to use an outside
facilitator for the forum and goal-setting workshop. This has been a critical success factor in the City's
approach to integrating goal-setting with the budget process. Using an independent facilitator allows all
Council members to participate fully in the process and allows staff to devote their efforts to listening and
leaming. Because of his familiarity with the City and its goal-setting process, Don Maruska will again act
as facilitator for the process. Mr. Maruska and staff have worked together to prepare the proposed process,
including modifications to enhance it.
Community Forum
The January 11 Community Forum is intended to solicit suggestions from Council advisory bodies,
community groups, other groups of stakeholders and interested individuals on proposed City goals and
fiscal issues. It is also intended to meet the "forum" requirements of Measure Y to "review and discuss
the use of the revenue generated by this measure." To ensure that adequate space is available for the
forum, it will be held at the Ludwick Community Center.
The proposed agenda for the Community Forum is provided in Attachment 2. As reflected in the
agenda, it is recommended that the facilitator be responsible for calling speakers to allow the Mayor to
focus on the content. As noted in the agenda details, the facilitator will help organize comments by
general topic and encourage groups to select a spokesperson and have others in the group indicate
1-2
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 3
support for the same position with a show of hands. Each speaker will be invited to address the "what,
why and how" of their suggested goal. The Department Head responsible for the budget category (i.e.,
Public Safety; Public Utilities; Transportation; Leisure, Cultural and Social Services; Community
Development; and General Government) in which the comment falls will write the idea on a flip chart
sheet and clarify any linkages with existing programs or plans. Staff will post the flip chart sheets with
the public comments in the relevant budget category areas on the walls.
Participants will also receive half-page "post-its" for audience comments next to goals: green to note
resource suggestions and yellow to note any suggestions or concerns. To involve participants further and
garner direct citizen feedback on all suggestions offered, ''voting with dots" will be used again. At the
end of the meeting, each attendee will receive adhesive dots to apply to the posted items (with no more
than 1 dot per item): 5 yellow for top Measure Y priorities, 5 green for other goal priorities, and 10 blue
for suggested expenditure reductions or revenue increases. City staff will summarize the results of the
forum and distribute them to the Council before the Goal-Setting Workshop.
Council Homework Assignment
Provided in Attaclnnent 7 is the Council's first "homework assignment" for the January 29 workshop.
Based on all input received, it is requested that Council members prepare and submit up to seven (7)
candidate goals for Major City Goals by January 24. 2011. Finance staff will then compile a verbatim,
composite list organized based on common topics, without identifying who submitted the particular
statements. It is recommended that Council members refrain from releasing their personal lists so that
) each Council member has flexibility to review all of the submissions and discuss them at the Goal
./ Setting Workshop before staking a position.
This year staff are also asking Council to identify expenditure reduction and revenue increase ideas.
Attachment 8 asks Council to list up to seven (7) potential opportunities for expenditure reductions, and
Attachment 9 asks Council for seven (7) potential opportunities for revenue increases. Since the budget
will require balancing this year and going forward, this information will be important to identify
resources which could be available to address new priorities.
A consolidated listing of Council responses will be distributed to all Council members on January 27.
2011 for review and consideration before the workshop.
Council Goal-Setting Workshop
At the all-day January 29 workshop, the Council will review the consolidated summary of goals
presented by Council members to ensure clarity, completeness and understanding; and then narrow the
list to finalist goals that are supported by at least three Council members. The discussion will note
which goals address Measure Y priorities.
After discussing the potential goals, the Council will review the consolidated summary of expenditure
reduction and revenue enhancement possibilities that might be considered to support the goals and
balance the budget. This discussion will provide some broad level guidance from the Council about
opportunity areas for the staff to explore along with the service prioritization rankings and management
recommendations that will be forthcoming later in the budget process.
1-3
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 4
While the Council proceeds with the discussion outlined above, the staff will prepare a final listing that
the Council can use in prioritizing goals. In 2009~ 11, the Council used a ranking system of 5 through 0
for each candidate goal. Staff recommend continuing to use this ranking system for 2011-13,
summarized as follows:
5 Most important, highest priority for City to achieve over the next two years.
4 Very important goal to achieve.
3 Important goal to achieve.
2 Address if resources are available.
1 Defer to 2013-15 for consideration.
o Not a priority goal.
Depending on the number of candidate goals, total points available to individual Council members have
ranged in the past from 50 to 75 based on 3 points per candidate goal. For example, if there are 15 goals
in the final listing, then 45 points might be about right; if there are 25, then 75 might be appropriate. The
discussion of possible expenditure reductions and revenue enhancements also will factor into an
assessment of the City's capacity to support goals for 2011-13.
Staffwill summarize the results of the Council's ranking during a break at the workshop. Based on past
experience, it is likely that three priority "tiers" will emerge from this process:
1. Major City Goals. These represent the most important, highest priority goals for the City to
accomplish over the next two years, and as such, resources to accomplish them should be included in
the 2011-13 Financial Plan. If the work program approved by the Council for a Major City Goal is
not included in the City Manager's Preliminary Financial Plan, compelling reasons and justification
must be provided as to why resources could not be made available to achieve this goal.
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)
2. Other Important Goals. Goals in this category are important for the City to accomplish, and
resources should be made available in the 2011-13 Financial Plan if at all possible.
3. Address as Resources Permit. While it is desirable to achieve these goals over the next two years,
doing so is subject to current resource availability.
In determining these groupings, the Council will note which goals address Measure Y priorities and
determine the desired emphasis among the areas that Measure Y funding supports. These discussions
will provide guidance at a policy level, while details of work plans and budget figures will come forward '
with the work plans in April.
The proposed agenda for this meeting is provided in Attachment 3; and suggested guidelines for Council
members during the goal-setting process are provided in Attachment 10. Included as Attachment 11 are
the suggested "Criteria for Major City Goals" which have been used by the Council for the past twenty
years. These criteria capture the relevant considerations to determine a Major City Goal but now is the
opportunity for the Council to refine the criteria if desired.
Continued consideration of goals for 2011-13 is scheduled for the next regular Council meeting
following the workshop. This will be held on February 1, 2011, if needed. No follow-up meeting has
1-4
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 PageS
been needed in the last several goal-setting sessions as the Council concluded all necessary actions at the
Saturday Goal-Setting Workshop.
Integration of Measure Y (Half-Cent Sales Tax) Funds into Financial Plan
Adopted by the voters in November 2006, Measure Y set an added Y2-cent City sales tax. This general
purpose revenue measure is projected to generate $5.3 million in 2010-11. Along with an eight-year
sunset and requirements for annual audits and annual community reports on how much revenue is
generated by the measure and how funds are spent, Measure Y includes the following accountability and
citizen oversight provisions:
1. Integration into the City's budget and goal-setting process. The estimated revenue and proposed
use of funds generated by this measure shall be an integral part of the City's budget and goal-setting
process, and significant opportunities will be provided for meaningful participation by citizens in
determining priority uses of these funds. .
2. Annual citizen meeting. An invitation will be extended each year to the entire community inviting
them to participate in a forum to review and discuss the use of the revenue generated by this
measure. City staff will also be available to meet with any group that requests a specific briefing
with their members to discuss and answer questions about the revenues generated by the measure
and their uses.
The proposed goal-setting process for 2011-13 is designed to meet these two requirements.) Additionally, because Measure Y is a general purpose measure, the proceeds are not restricted to specific
purposes; however, the ballot language provided examples of the types of uses that would be funded
through the measure. The language on the ballot was:
"To protect and maintain essential services-such as
neighborhood street paving and pothole repair; traffic
2009-11 Measure Y Priorities congestion relief; public safety, including restoring
eliminated traffic patrol, Fire Marshal and fire/paramedic • Infrastructure maintenance
training positions; flood protection; senior citizen services • Traffic congestion relief or facilities; neighborhood code enforcement; open space
• Preservation of essential services: preservation and other vital general purpose servicespublic safety, maintenance shall the sales tax be increased by one-half cent for eight services, neighborhood code years only, with citizen oversight and independent annual enforcement
financial audits?"
• Open space preservation
In short, while the ballot language provided examples of the • Downtown maintenance &
beautificationtypes of uses-based on input received before placing the
measure on the ballot-''Y'' is a general purpose measure
clearly allowing the Council the flexibility to respond to
new circumstances and challenges.
Attachment 12 provides a report on the Integration of Measure Y into the budget process. As noted
above, the Community Forum will give the community an opportunity to provide input to the Council as
to their views on Measure Y priorities. This will help align the goals and Measure Y priorities.
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Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 6
Council Goal Work Programs: Major City Goals
After the Council finalizes goals and objectives for 2011-13, the staff will prepare detailed work
programs for each Major City Goal. Based on past experience, it is important for the Council to reach
consensus not only on the objective for Major City Goals, but also on the program, action plan and
resources that will be needed to accomplish it as well. Unless the staff fully understand the scope and
timeframe that the Council intended, needed resources cannot be identified; and without this
understanding, the Preliminary Financial Plan may significantly over (or under) fund the desired work
effort.
In short, before the staff begins to build the Preliminary Financial Plan around Major City Goals, it is
essential that there is a clear understanding of what the Council hopes to achieve with each Major City
Goal over the next two years. Accordingly, the purpose of each work program is to:
I. Define the scope and scale of the adopted goal.
2. Ensure that there is consensus about the action steps to be used in accomplishing it so appropriate
resources are allocated.
3. Convert the general goal into specific action steps so that progress in achieving the goal can be
measured.
This is especially important in the case of objectives where fully achieving the goal is likely to extend
well beyond the two-year Financial Plan period. However, progress can be measured-as well as )
success in accomplishing the goal-by clearly defining the specific actions to undertake over the next
two years.
The work program for each Major City Goal will address the following topics:
1. Objective. What does the City specifically want to accomplish? (This will be based on the
objectives adopted by the Council at the January 29 Goal-Setting Workshop.)
2. Discussion. What are the factors driving the need for this goal? What actions have already been
taken in trying to resolve this problem area? What key constraints and limitations can be expected in
achieving this goal? What concerns or issues will remain unresolved even if the goal is achieved?
Who are the key stakeholders? What are the major assumptions in preparing the work plan? Are
there any significant environmental considerations? What is the relationship to Measure Y
priorities?
3. Action Plan. What specific tasks must be accomplished in order to achieve the goal, and when will
they be completed? These "action steps" are the fundamental building blocks in defining and
scoping the work program, and in monitoring progress in accomplishing the goal over the next two
years.
4. Responsible Department. Who is organizationally accountable for getting it done?
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Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 7
5. Financial and Staff Resources Required to Achieve the Goal. What will it take to achieve the
goal? Should resources be added (staffing, contract services, capital improvement plan project) to do
this? Is there any General Fund revenue potential?
6. Outcome: Final Work Product What will happen if the goal IS achieved? What's the
"deliverable?"
The work programs for Major City Goals will be presented to the Council at a special budget workshop
on April 12. 2011. Programs and projects related to goals in the other two priority categories will be
reflected in the Preliminary Financial Plan as appropriate.
Proposed Enhancements to the Goal-Setting Process
The following key enhancements to the process build on past experience:
1. Inclusion of carryover goals, Major City Goals and Other Important Goals underway or not fully
funded in the goal-setting process. This will ensure that the Council is looking at the full plate of major
activities during the process.
2. Integration and identification ofMeasure Y funding with other goals. This will emphasize clarity and
accountability for Measure Y funding.
3. Identification by the Council members of opportunities for expenditure reductions and revenue) increases as part of the goal-setting process. Since the budget will require balancing, early guidance
on areas of interest for potential expenditure reductions and revenue increases will be important.
Service Prioritization Project
In addition to the changes in the Goal-Setting Process discussed above, staff have begun a new internal
initiative to give the Council and the community another tool to compare and contrast services in
deciding how to address the City's ongoing budget gap. A committee of department heads and Finance
staff was tasked to develop an internal process and ranking criteria that could be used to prioritize City
services. During this process, staffwill identify services the City provides to the community, rank these
services according to an established set of criteria, and identify opportunities for cross-departmental
efficiencies and program scalability. Additionally, this system will allow an assessment of services that
can be discontinued because they are of marginal added value compared to other services. The outcome
of this effort will be one of many factors used in evaluating budget balancing options to be implemented
with the 2011-13 Financial Plan.
As shown in Attachment 13, the rankings range from 1 through 5. The criteria include services that are
legally mandated (#1), essential to the health and safety of the community (#2), provided for the entire
community (#3), those for only a portion of the community (#4) and all other services (#5). Staff are
using this ranking system to determine the priority level of each of their program activities.
Once rankings are completed, department heads will evaluate all the rankings and assess them for
consistency across departments. This exercise will assist staff in determining if there are duplicative
. .J services being provided by multiple departments. It will also help identify opportunities for scaled back
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Budget Foundation: Goal-Setting Process and Schedule for 2011-13 PageS
services and ways to combine resources for greater efficiency. Although this is an important part of the
Financial Plan creation process, rankings alone will not be used to determine the likelihood of an
activity's modification.
At the April 12,2011 Special Workshop, staffwill present the results of this exercise to Council to seek
policy direction prior to preparing the Preliminary Financial Plan.
Goal-Setting Calendar
The following summarizes key dates leading to the January 29 Goal-Setting Workshop;
What
When
Friday, January 7
Tuesday January 11
Tuesday, January 18
Monday, January 24
Thursday, January 27
Saturday, January 29
Council receives goal-setting notebooks, which includes advisory body
goal recommendations, initial results from Community Budget Bulletin
Survey; and written suggestions as of issue date.
Council holds Community Forum.
Council receives written results from Community Forum.
Council members submit goals to Finance Department.
Finance staff distribute consolidated Council member goals and
revenue and reduction ideas organized by similar topics.
Council holds Goal-Setting Workshop.
Goal-Setting Workshop Notebooks
To help organize all the background information that Council members will receive as part of this goal
setting process, notebooks will be distributed by January 7,2011 with the following sections:
Agendas
1. Agendas for the January 11 Community Forum and January 29 Goal-Setting Workshop.
Goal Recommendations
2. Goals received from Council advisory bodies.
3. Goals from the "Community Budget Bulletin" survey as of January 3, 2011 (additional submissions
received after this date will be distributed to the Council in a three-hole punch format for inclusion in
the notebook, along with an updated summary).
4. Goals received by January 3, 2011 from community groups and interested individuals (additional
submissions received after this date will be distributed to the Council in a three-hole punch format
for inclusion in the notebook).
5. Summary of results from the January 11 Community Forum (to be distributed by January 18,2011).
6. Consolidated Council member candidate goals (to be distributed by January 27,2011).
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Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 9
Background Materials
7. Status reports on the General Fund Fiscal Outlook; General Plan programs; long-term CIP; 2009-11
goals and objectives; and current CIP projects as included in the Budget Foundation: Background
Materialsfor 2011-13 Goal-Setting and Financial Plan Process report dated December 14, 2010.
8. Results from May 20I a public opinion research.
9. General Fund Five-Year Fiscal Forecast presented to the Council on October 19, 201 O.
10. Other background information, such as the 2011-13 Financial Plan schedule, Budget-in-Brief,
Financial Plan policies and public notifications.
11. Notes and space for other supplemental materials that the Council may receive.
Next Steps after Goal-Setting in Budget Process
After the Goal-Setting Workshop, key dates in the budget process include:
Tuesday, February 1
Regular Meeting
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)
Tuesday, February 22
Special Budget Workshop
Tuesday, April 12
Special Budget Workshop
Thursday, May 26
Thursday, June 2
Special Budget Workshop
Thursday, June 9
Special Budget Workshop
Tuesday, June 14
Special Budget Workshop
Tuesday, June 21
Regular Meeting
Tuesday, June 28
Follow-up to Council Goal-Setting, If Needed. Continued
consideration of goal-setting at the next regularly scheduled Council
meeting following the January 29 workshop, if needed.
Mid-Year Budget Review. Consider the City's fiscal status at the
mid-point of the fiscal year and make appropriation adjustments as
necessary; review status of2009-l1 goals and objectives.
Major City Goal Work Programs. Review and approve detail work
programs to accomplish major City goals; provide other budget
direction as needed.
Preliminary Financial Plan. Receive 2011-13 Preliminary Financial
Plan and Appendices A & B: Significant Operating Program Changes
and Capital Improvement Plan (CIP) Projects.
Budget Works bop. Review the Financial Plan and consider General
Fund operating programs.
Budget Worksbop. Consider General Fund CIP projects.
Budget Workshop. Consider Enterprise Fund operating programs,
CIP projects, revenue requirements and rates.
Public Hearing and Budget Adoption. Continue to discuss and
receive public comment on the Preliminary Financial Plan; adopt the
budget.
Hold special meeting to continue review and adopt budget, if
1-9
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 10
I required.I Regular Meeting
SUMMARY
Council goal-setting is an important "first step" in the City's Financial Plan process. In fact, it is
important to stress just this fact-it is the beginning of the budget process, not the end. Setting goals
and subsequently approving work programs for major City goals-is not adoption of the budget. As
reflected in the budget schedule above, this will not occur until June 2011, following issuance of the
Preliminary Financial Plan and extensive budget workshops and hearings.
ATTACHMENTS
1. 2011-13 Financial Plan Calendar
2. Outline for Community Forum (January 11)
3. Outline for Council Goal-Setting Workshop (January 29)
4. "Community Budget Bulletin" Inserted in City Utility Bills
5. Notice Sent to Conununity Groups and Interested Individuals
6. Goal-Setting Process Schematic
7. Sample Form for Council Members to Submit Candidate Goals
8. Sample Form for Council Members to Submit Expenditure Reduction Ideas
9. Sample Form for Council Members to Submit Revenue Increase Ideas
10. Guidelines for Council Members During the Goal-Setting Process
11. Criteria for Major City Goals J
\
12. Measure Y Integration
13. Service Prioritization Project Proposed Criteria
T:\Budget Folders\2011-13 Financial Plan\Council Goal-Setting'Goal-Setting Process, 12-14-10 CAR. DOC
1-10
)
AttachmentL
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 11
ATTACHMENT 1
2011·13 Financial Plan Calendar
October 19, 2010 CO\UlCiJ • ReviewsresultsofGeneralFundFive-YearFiscalForecast
November 4. 2010 Finance • BeginssendingIettersim'jtingparticipationin goal-settingprocessto
communitygroups and interested individuals: and begins inserting:
Community Budget Bulletinsin utility bills.
SPT • Disrributeservice Prioritization Project Instructions and template.
Departments Begin service PrioritizatiouProject •
CIPRe~-iewNovember 8. 2010 • Meetsto review and evaluate recommendedchanges to the CIP
Committee submittal process.
November 10. 2010 Departments • Submitadvisory body goal recornmendanons to Finance & IT.
November 1i. 2010 Finance • Distributesconsolidatedlistingof draft recommended goals to
advisorybodies for theirreview.
Nowmberl8.2010 Public Works/Finance • Issue CIP budget instructions
December 1. 20I0 Departments • Completestatus ofGeneralPlanprograms:long-termCIP:statusof
current goals & objectives. status of current CIP projects: and General
F\wd "maintenance-only' CIP.
Decemuer 14.2010 COlU1CH • HoldsworkshoponstatusofGeneralPlanandprograms.long-term
capitalimprovementplan (CIP).Major City Goals. objectivesand CIP
projects: general fiscal outlook.
• Finalizes goal-serring process:considersFinancialPlanpoliciesand
organization.
DepartmentsDecember 1". 2010 • SubmitServicePrioritizationrankingworksheets 10 Finance
December 30. 2010 Departments • Subn:lil anychangesin advisorybodygoalsto Finance.
Finance • Receiveswritten commentsfromcommunitygroupsand interested
individuals. and any changesill goals from advtsory bodies.
January 3.2011 • Complete fina! fleet replacement requests due
• Completedraft non-fleetCIPrequests. Due to Department Headfor
prioritization
January 4. 2011 Finance • Distributes fleet replacementrequests ro CIP Review Committee,
Budget Analysts JanU311' 7. 201 I • Completeevaluationof Service Prioritization Projecrrankingsand
assess consistencyacross departments.
Jam1M)' 10. 2011 Departments • Draft CIP requests (approved by DepartmentHead) requiringreview
due to IT 01' Engineering,
Januan: 11,2011 Council • Holdscommunityfonun at the Ludwick Connmuiiry Center.
January 12.2011 CIP Review • Review fleerreplacementrequestswith departments: prepare
Committee recommendations for City Manager
January 14. 2011 eIP Review • Provides any final conunents [0 Finance on fleetreplacementsbynoon
Committee
FinanceJanuary 18. 20 II • summarize. compile and disrribure final fleet replacement
recouunendations roCityManager
• Presentaudited financial resultsfor 2009-1010 City Council
January 19. 2011 Department Heads • Prioritize program values & identify reduction candidates
(allday)
Finance &January24. 2011 • Distributes and holds briefing on 2009-11 Budget Instructions,
Departments
January27.2011 Finance • Distribute consolidated COUllciJ member goals,
JanuII1~' 29, 2011 COJUlCi! • Holds goal-serting workshop: discusses candidate goals presented <II
special Workshop January 11 communiryforum:discussesCouncilmembergoals
8:30 A,\{to 4:00 PM distributed on January27: prioritizesand sets major City goals.
DepartmentsJanuary 31. 2011 • CompletefmalCIPbudgetrequests. Due roFinance fordistributionto
CIP Reviewcommittee
1-11
Attachmentr....,;.,'_
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 12
Feuruary 1, 2011
Febnully.3.2011
February 9. 2011
February 10. 2011
February 10.1011
February 15. ;W 11
Frbl'lIal~' 22, 2011
(special meeting)
March 1. 2011
March 2. zen
March .~. 2011
March .:l to Marcil 9
March 10. lOll
March 14-March 18
March 21. 2011
March 22. 2011
I\·fal'ch .2.3. 2011
March 24. zou
March 30. 2011
April 12, 2011
Special Workshop
7:00 to 10:00 PM
April 18.2011
May ':W. 2011
May 2.3.2011
May 27.2011
May 28. 1011
June 1. 2011
Council
Departmenrs
CIPReview
Committee & BRT
CIP Review & BRT
Departments
Department Heads
COlUIci!
Deparnnenrs
Finance
Finance
Budget Analysts
Department Heads
Operating
depa1111lenrs/BRT/City
Manager
Finance
Budget Review Team
BRT/City Manager
Departmenr
Heads/City Manager
Finance
Finance
Council
Departments
Finance
Finance
Finance
Finance
City Manager
Enterprise funds
• Finalizes goals and priorities (if needed).
• Attend "usual suspects" briefing: Oil outcome of Council goal-serring
and coordinate work program preparation and next steps.
• Review CIP requests wi[11 departments
• Prepare CIP recommendations to the City Manager
• Operating budget reduction targets provided
• Brainstorm Major City Goal work programs
• Considers mid-year budget review,
• Complete operating budget requests. major City goal work programs
and any revised or added CIP requests to reflect Council goals and
objectives: and departmenrrevenue estimates.
• Submit operating budget reduction options
• Suannarize. compile and dlsrribure lvfajor City Goal work programs
and supplemental/revised CIP's for the Council goals to BUdget
Review Team
• Compile and distribute reduction options to Department Heads for
review and prioritization,
• Summarize, compile and distribute SOPe's and operating budgets to
Budget Re"iew Team
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Meet with departments [0 review operating budgets. SOPCs. reduction
options, and narratives.
Review and prioritize reduction options
Hold initial review of operating budget requests, reduction options and
major City goal W01'k programs with operating department
representatives.
Summarize results of 3/14-.3/18 budget reviews for distribution to BRT
and City Manager.
Review financial position and craft SOPC reconuuendarion for City
Manager.
Brief City Manager 011 major City goal work programs
Present operating budget recommendations to City Manager
Review and discuss CiTY Manager's tentativereduction
recommendations
Begin preparingpreliminary financial plan
Begin finalizing major City goal work programs packet and Council
agenda report.
Agenda report tor Major City Goals (4112 meeting) due
Approves detailed work programs for Major City Goals
Sets strategic budget direction in preparing Preliminary Financial Plan
Revised SOPC'SiNmTatives are due by Noon
CIP Re-writes are due by Noon
Begin work on Appendix B
Agenda report due for June 2nd meeting
Completes Preliminary Ftnancial Plan and sends to printer.
Agenda report due for June 9lh meeting
Finalizes budget recommendationsand issues preliminary budget.
Agenda report due for June 14lh meeting
)
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Attachment..L...
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 13
f;W~~r(.;J.:':}i:~~:!g?.;y,~.::'~: ':~i_;:: ~1:Wh~~"~1f;;~~~~~ ~!fM~t~l~~~~j;Mtff.f?t:~~li.~~'i~!~'.~'~~~~!~~~~~it~W~~t~~~~
JUlie 2, 9, 14, 2009
SpecialWorkshops
Preliminary Budget
7:00 (0 JO:OOPM
June 8. 2011
June 21, 2011
June 28, 2011
Council
PlanningCommission
Council
Counci!
• Holds e\'eni,1lg workshops ro review and discuss Preliminary Budget:
-June 2: overviewand General Fund operaringprograms.
-June 9: General FIUld CIF projects.
-June 14: Enterprise FIUld programs. CIP projects and rates,
• ReviewsCIP for GeneralPlan consistency,
• Holdscontinued FinancialPlan review and adopts budget
• Holds special meeting ro continue review and adopt budgetif required
Key Council Dates in Bold
)
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Attachment ?--..
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 14
ATTACHMENT 2
Community Forum
6:30 PM to 9:30 PM, Tuesday, January 11,2010
Ludwick Community Center
6:30 Welcome Mayor
6:35 Process, Current Goalst Measure Y Priorities and Fiscal Outlook City Manager/
Finance & IT Director
7:00 Public Comment
1. Members of public who desire to speak complete public comment cards and indicate topic. Where a
group has several members present, we encourage them to select a spokesperson and have others in
their group indicate support for the same position with a show of hands.
2. We invite each speaker to address:
a. What do you recommend as a Major City Goal?
b. Why is it important to you and the City?
c. How do you suggest that it might be accomplished?
3. Facilitator calls upon a speaker and identifies general topic.
4.. Department Head in the budget category for the topic steps up to write the idea on a flip chart sheet
\and clarifies any linkages with existing programs or plans. )
5. Staff posts the public comment in the relevant budget category.
6. All participants provided with: half-page green "post-its" to note resource suggestions next to goals;
and yellow half-page "post-its" to note any suggestions or concerns about the ideas.
9: 15 Participants Vote on Top Priorities with Dots (no more than 1 dot per item)
9:30 Adjourn
Preparation
• Prepare handouts on budget process; current goals & objectives and Measure Y Priorities; and fiscal forecast
to expedite review.
• Provide poster boards for each of the major budget categories with current and continuing program activities
and budget allocations.
• Set up the room with posting area for each of the budget categories.
• Include poster for Measure Y priorities.
• Provide participants with half-page green and yellow post-its.
• After receiving public comments, provide the following adhesive dots per attendee: 5 yellow for top Measure
Y priorities, 5 green for other goal priorities, and 10 blue for suggested expenditure reductions or revenue
increases.
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Attachment..:L
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 15
ATTACHMENT 3
Council Goal-Setting Workshop
8:30 AM to 4:30 PM
Saturday, January 29, 2011
City-County Library Community Room
8:30 - 9:00 a.m. Refreslunents
9:00 - 9:05 a.m, Welcome and Introductions Mayor
9:05 - 9:10 a.m. Purpose, Process & Guidelines Facilitator
9:10 - Noon Review Goals by Category Council
Discuss Relationship of Goals to Current Activities
Formulate and Select Candidate Goals
Discuss Expenditure Reduction and Revenue Enhancement Possibilities
Noon-12:15 p.m. [Council may accept further comments from the
public that have not been previously presented]
12:15-1:15 Lunch Break [staff compiles candidate goals]
LI5 -2:15 p.m. Discuss and Clarify the Goals Council
Each Member Prepares a Written Ballot Ranking the Goals
2:15 - 3:15 p.m. Break while staff tabulates the results Staff
3:15 -4:00 p.m. Review and Identify Major City Goals Council
4:00 -4:30 p.m. Discuss Next Steps Council/Staff
Preparation
• Staff compiles and distributes composite list of candidate goals to Council members.
• Staff prepares a template for Council ballot sheet.
• Assign staff to enter goal statements into spreadsheet as Council formulates them.
1-15
Attachment~
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 16
ATTACHMENT 4
COMMUNITY PRIORITIES SURVEY
What are the most important issues facing the City of San Luis Obispo?
The City wants your input!
Next June the City Council will approve a two-year budget for 2011-13. The budget is developed based on community and
Council priorities and sets the City's course of action for the next two years.
Of all the things that can be done to make the City an even better place to live. work and play, which are the most important?
.Community Priorities
Just as individuals and businesses have taken a sharp look at their finances and adjusted spending in light of these
challenging economic times, the City is doing the same. A continued decrease in revenues means that in order for the
City to live witbin its means and still continue to provide critical services for citizens, a reassessment of community
and Council priorities is necessary.
This survey is your opportunity to tell the City:
The City wants to heal' from
you about what is truly .:. What issues are important to the community?
important for the community. .:. What priorities should the City focus on over the next two-year
period?
.:. Where are there opportunities for cost savings? )
l
Major City Goals
The City Council needs to know what the community's priorities are so that resources ~
.:. Preservation of Essentialcan be allocated to achieve them. These Major City Goals are identified as the most
Services <~ Fiscal Health
important, highest priority goals for the City to accomplish over the next two years.
Infrastructure Maintenance
Other Important Council Objectives are also established to reflect the continuation of .:.
.:. Trallic Congestion Relief current goals or new initiatives that can be accomplished with smaller resource
.:. Economic Development allocations and as resources are available. Now it's time for you to share your ideas
for 2011-2013 Major City Goals.
Th COt I u I I f th itv i two' t t
o Fill out and return the short survey on the reverse side of this bulletin. You can mail it to City Hall at 990 Palm
Street or drop it by any City office. If you prefer to complete the survey online, please visit www.slocity.org,
~ Attend; the Community Forum on Tuesday. January n, 2011 from 6:30 p.m, to 9:30 p.m, at the Ludwick
Community Center, 864 Santa Rosa Street, This forum is an opportunity to present your ideas to the Council and discuss
them with other community members.
City staff will compile the community feedback for the Council to review in advance of its goal-setting workshop on
Saturday, January 29, 2011. During this meeting, the Council will engage in a public discussion of all of the input it has
received in setting major City goals for the next two years.
If you have any questions about the City's goal-setting and budget process, please contact Mary Bradley,
Interim Director of Finance & Information Technology, at 781-7125 or mbradJey@slocity.org.
1-16
AttachmentL.
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 17
What are the most important needs of the City over the next two years?
What should be the City's most important. highest priority goals to achieve durma 2011-13?
o
- ')
In
0
8
what ways should the City reduce/eliminate costs or increase revenues to fund your top priorities?
8
e
0
1-17
"Iii
~
~
QO
Key Dates
Budget Foundation W(,rksh<.IP
Tucsd,\}'. December14.2011
7:00P Ill. til JO:OO p.m.
Written Sllll:ge~1ion9
Please send t)rm I (J .tiary Bradley bJ.';
Frida)'. January 7.20 II
Qqf! I'lll In Street
San l.uisObl~l,CA 9)401
Fa-x: 781·740I
[mllil: 11II>ra,t1e\ a\,k'::tl\ ilr~
Community Forum
Tuesday. JwllIary 11.:0011
6:3fl p.m,lU 9:30 p.m.
Ludwick Comnumry Center
8(,,1 S IU1Ul RO(lll SItc:¢l
Goal-Setting WOI'k<Jhop
S ntllldll)', J llTlual')' 29, 2011
8:),0a.m. to 4;00 p.m.
Mid-Veal' Budget Review
'/\I(."StHy, FchTUlU)' 22, :!Oll
7:00 p.m.
Strat4lgi~ Budget mret'tioll & Major
City Goal Programs Works bop
Tuesday, t\pril [2. 2011
7:()(t p.m, k' 10:00 p.m.
Badget Wor~hops
"['l,1eSday, J11ne 2. 4}& n, 21)11
7:00 p.m to J{):OO p.m.
2011-13 Budget Adoption
Thesday. JllJ~ 21. 20 II
7:00p.m.
Contact lntcrmatton
Please submit YOUT wrilten cOlllnleul.. b,
FridK,,< JaO.UII1')' 1, 2011 to MK1}' Bradley.
bttcrim DiJ'(ctor of Finance & Information
Tcduiology, by mail lit 990 Palm Sueet, SIDl
tuL;; Ohispo. CA, 93401; b)' fib. at If<I-7401;
l.T by cmllililt IIJbradk,\v,i,,,Ir'C1ty jH1>. FQr more
infQm1ll1 ion ';Ill the gi.1I1!-$cttinl! llnd b\ld~
rro=· contact Mal)' M781·7125.
The City d San lUll Obispo IS ~. oommilted to Including dl81JIJ.led
.. pelSOl15 in a~1 ofc>J.r """ices,
piog.rams and adMliAs. T4lIC!OQMmutuca1JOOS
devioe kirttledeaf: (80s) 781.7410.
<:.:
~~~~~S OBISpoll~jijj(i!ii~I!llllnlllJmr
2011-13 Financial Plan
What are the most
important needs of the
City over the next two
years?
The Council wants
your help in answering
this question.
Ofall the things that can
be done to make the City
anevenbetter place to
live, work and play, which
are the most important?
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What Are the Most Important Needs of the crty Over the Next Two Years?
Tb~City Wants ';'OUI" Inpul
Next JUBC, the City Council wU 1 lIPPro\'C a
t....'''-~'eJU' IHld~el fur 2011·13, It Q:JeS lI1I:!; h~'
lin.killg tbe most ImJXIT"\Jlnt, hlghC51 priority
tJ:nllgs f(lJ" the Cily t(lllQl,;(,lmp·ll~h 0\'Cl" too next
two }'t"MS willI the resources necessary to dn
00.
COOHn .. ni!:y Pl"ioritics
Ju~i lIS indi\'jdUllls and bU:>lillQilles !la\·c.taken a
SOlU]J 10010: lit their finances and RdjuSll..'I.!
spending in ligln of these d~111cllgilll!
economictinleS. ttlc: City is dang the same. A
continued decrease in Tn,;lIUl'S Illeml, thal in
onIer R>r the Cit~' 10 live within its meansund
SlI:1l COOlinuc 10 pnwid\~ crmcal servtoes for
citizens. II roI\S·SlCSSmCm of OOlllllluuity and
o,llllCil p'r1orities is necessary.
Youba\'C the oW\lttllll.ity I,' Idllhc ('l\~';
• Whal issuesere important tll~ community?
Whill pilanti"" should the City l<>cU:S en '1''C1
1he ne,~tl __ye~ p::noo"
Wh~1! aHI Gl~ OflPO'I1\llIjti~ tOI cost Slwillgs?
MAjor CI~' GORIs
Tbe City Council needs to Ialow what 1I~,
OUIllIIIUlI;I)" s prioruies we St.Ihal resourees C4IJl
be allocated to u.chi.e\'l: them. Tbese M~or City
Goals lire idmti/ied lIS the most IDll'ortlllnt.
highest prioriry goals fm the City to
lIiCOOlJII>lis1l O\'Cf the lJellltwo )'CWli.
Oilier hnpm'l.tl1l1 Council O~ieclives are ltISIl
C\5\lIb-lisbcd to rellOC'l !Jle oc.mtmUll1l>Jn (\f
ClUleol goals or new illitiatives dlat clIn Ix
llccomplislled witll smaller R:SOlI.I"«1 alloclltions
and as Te;;()= are llvllilllbk
1-01
I
""""'"\0
Current Major City Goals
• Pr_Mti<)lI<)fE~I\1i~ s..rviiCe:lo&.Fi~llIeIll1h
• {IlJJ~$lrlldllf~ M~illloel~\c;e
• TrotTi.':: CoIlJlo!S1 ion {~Ii~f
• l;\({IllCAni.:: I>':.'elolmlell.t
other Important Council Objectives
• l..aJIdl.T!:e.& Cilculmilll\ Rc"j'ioioos
• Open Sp.il~ J111::5CI'''.aIion
• (freen Hoose Gas RcctllClinn .& En€! ryy
COJl«:f\'3timl
• Downtown Mainlenance &:Ba!llltiticalilm
Historic J1lC!Clwtiolt
Cun~nt Measure Y Priorities
Adopled bj.' the \!QlCr.l tn No\'Ombcr 2006.
Measure Yset anildlild "';'oentCit),sales tall.
This fundiilg enables die: Cit1, III ptIvide valued
services b.l the lXlDlmlllit)' f('lf bl}th dllY-1o-dll}'
operatins P'O!P'aJDS and ore-ume cap itlll
iJlljlro\lCIllcnts, TIle COllllCil pri-nJiliZC$ tile usc
of Ihi..~ resource, so i I is illllPOrtsull dIal "be)'
integrate M~ure "I'" golll identifil:3t1Qn IBm 1hc
,,"',,:11111 SQllI-~~';ttiog prOOC5s,
• {u[la$1mcau~ Mjllll~ J1>1ll0<:
• T'ollTio;: C()l\~ti()lIll.elicr
Oj~u Sll;1~ J'lc;.yv;1liou
Downlu....l1 Malnten.'II1ce & Bcl\UliIkOilIon
• P~m'lli<llloW~tial S=r,.i~C!':
o I'IIblic Safcly
0:> Mllil\1ell31lC~ ~rviel!!i-
Q loo\liJ!,lIl1Qt11Ol>d C~....: nrtCOtC.:Inellt
VOIlI" 1,lQportllnt Role> in thls Pr-QC'.fSS
'I'~ City's budgl.'1 IS based on goals set I>y the
COIUlcil Cllfly In the budget p"0CC8S These
gollis are developed enly lit>::r hearing fi'om the
City's citizens. CQDlIIRlIlity Ol'ganilatioos and
CoullCilltt1vL.'«ll')' hodies.
The Cit)· needs the help of the
community ill 1\\'0 important ways:
o Attend the Community Forum on
JIlllUllrv 11. 20ll fl'Om 6:30 p.m, to 9:30
p.m.at the Ludwick Community Center.
864 Santa Rosa Strftt.
Thi-; llJl1Jm i~ lIJ1 O\l[lOIlUllit)' to ~c:nr. your
ideas to the CelOncil WId disc:uss dlCln willi
l~her ccmnamlty memb~ Irs a ~;hl\lltlC" to
pro\; de Y('lJI' 0\\'1) ioputlUldsee bowyour ideas
fi t in 11 brolldcr COI111l1U11 ity OOlltex1.
Cil)' slalT will compi1~ dJe commUnil)' ~bilek
ilr the Council 1<;> review ill !Id\'lIllt'e of its
l!P4I·scttUlg ~rksoop on saturday, Jauuary29.
20 II. During this nlXli.llg.. the Council will
engage in II public discussion of nil of'the inpul
it has received in !lctti.llg lIll\ior City goals fur
the OCI(1 ~'" years,
49 Provide feedbaek.
Communrty i npUl will be prcscnlcd 10 all
COWloil IllClllbClS. It ",'i11 be c.."Pccilll Y hclptid
if your .....ritten comments addl'C$: wltllt lli:lCdS
)'011 beli~'e an: llle highest primtr goals fill'
lhc= !XllJll'[llllUty; why they arc l111pol1lU1l; IIl1d
~Iy creatjy1: ldeas you ha\'c about Itow to
aclJi (:'o.'C dlC1ll. such lIS allernative aprt'oaches or
Iljlpllrtuni~ !<)rpartnel'illg with otlxm:.
i
«')::r
3 m
::I"d
lIIl
~
~
\0 ~
Attachment £'
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 20
ATTACHMENT 6
Goal-Setting and the Budget Process
2011-13 Financial Plan
-,
\
J
* December 14, 2010
"Budget Foundation"
Workshop
Council Goal-Setting
Workshop
January 29, 2011
** October 19, 2010
Staff Budget Preparation
+
Major City Goal Work Programs & Strategic Budget Direction: April 12
Preliminary Budget: May 26
Budget Workshops: June 2, 9, 14
Adopted Budget: Ju ne 21, 2011
crtv of san lUIS OBISpO
1-20
Attachment 7
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 21
ATTACHMENT 7
Council Member Candidate Major City Goals
Please prepare up to 7 candidates for Major City Goals below and submit them to Finance by
Monday, January 24, 2011. Since the Council will integrate and prioritize Measure Y with the other
goals, please note which of suggestions address Measure Y priorities. Finance will then compile a
verbatim, composite list hy topic without identifying who submitted the particular statements. Please
refrain from releasing your personal list so that each Council member has flexibility to review all of
the submissions and discuss them at the Council Goal-Setting Workshop before staking a position.
An electronic version ofthis form will be provided to you.
\
)
0
Measure Y? Yes/No
8
Measure Y? Yes/No
e
Measure Y? YeslNa
0
Measure Y? YeslNo
4:'
Measure Y? YeslNo
0,
Measure Y? Yes/No
&
Measure Y? YeslNo
Note: Council Members willreceivea copy ofthisform in the notebooks and viae-mail
1-21
Attachment ~
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 22
ATTACHMENT 8
Council Member Expenditure Reduction Ideas
Please prepare ideas about potential opportunities for expenditure reductions and submit them to
Finance by Monday, January 24, 2011. Finance will then compile a verbatim, composite list hy topic
without identifying who submitted the particular statements. Please refrain from releasing your
personal list so that each Council member has flexihility to review all of the submissions and discuss
them at the Council Goal-Setting Workshop before staking a position. An electronic version of this
form will be provided to you.
0
8
e
0
"
0
8
\,
/
Note: Council Members will receive a copy ofthisform in the notebooks
provided on January 7 and via e-mail
1-22
Attachmentl.
Budget Foundation: Goal-Setting Process and Schedule for 201l~13 Page 23
'-) ATTACHMENT 9
Council Member Revenue Increase Ideas
Please prepare ideas about potential opportunities for revenue increases and submit them to Finance
by Monday, January 24, 2011. Finance will then compile a verbatim, composite list by topic without
identifying who submitted the particular statements. Please refrain from releasing your personal list
so that each Council member has flexibility to review all of the submissions and discuss them at the
Council Goal-Setting Workshop before staking a position. An electronic version of this form will be
provided to you.
)
0
0
,
e
e
Ie
0
8 ~
Note: Council Members will receive a copy ofthis form in the notebooks
provided on January 7 and via e-mail
/
1-23
Attachment )()
Budget Fouudation: Goal-Setting Process and Scbedule for 2011-13 Page 24
ATTACHMENT 10
Suggested Guidelines for Council Members
During the Goal-Setting Process
I. 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 goalsfor consideration).
6. Avoid publicizing your submission of suggested goals. Let staff compile your J
,
\
submissions verbatim into a composite list of goals by category without
identification of who made each suggestion. This enables you to see the whole
picture.
7. Give yourself flexibility by not publicly staking positions in advance of the
January 29,2011 Council Goal-Setting Workshop.
8. Use this process as a way to learn from citizens and Council colleagues about
what's important.
9. Explore areas where the Council can come together for positive action.
10. Recognize that this is an important step, but only the first step, in the planning and
budgeting for the next two years.
1-24
Attachment..lL
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page2S
/
ATTACHMENT 11
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.
9.
Can be translated into the performance goals and objectives of employees at all
levels of the organization.
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.
'. ," j
1-25
Attachment I fA
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 26
ATTACHMENT 12
MEASURE Y INTEGRATION IN THE
BUDGET PROCESS
city O~ san lUIS OBISpO
J
.'
1-26
Attachment..1.L
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 27
J
OVERVIEW
The purpose of this report is to provide the Council with information about the reporting, uses,
accountability, and priorities of Measure Y funds.
Background
Adopted by the voters in November 2006, Measure Y set an added Yz-cent City sales tax. This
general purpose revenue measure is projected to generate $5.3 million in 2010-11. Along with an
eight-year sunset and requirements for annual audits and annual community reports on how much
revenue is generated by the measure and how funds are spent, Measure Y includes the following
accountability and citizen oversight provisions:
3. Integration into the City's budget and goal-setting process. The estimated revenue and
proposed use of funds generated by this measure shall be an integral part of the City's budget
and goal-setting process, and significant opportunities will be provided for meaningful
participation by citizens in determining priority uses of these funds.
4. Annual citizen meeting. An invitation will be extended each year to the entire community
inviting them to participate in a forum to review and discuss the use of the revenue generated
by this measure. City staff will also be available to meet with any group that requests a
specific briefing with their members to discuss and answer questions about the revenues
) generated by the measure and their uses.
The proposed goal-setting process for 2011-13 is designed to meet these two requirements.
Additionally, because Measure Y is a general purpose measure, the proceeds are not restricted to
specific purposes; however, the ballot language provided examples of the types of uses that
would be funded through the measure. The language on the ballot was:
UTo protect and maintain essential services-such as neighborhood street paving and pothole
repair; traffic congestion relief' public safety, including restoring eliminated traffic patrol, Fire
Marshal and fire/paramedic training positions; flood protection; senior citizen services or
facilities; neighborhood code enforcement; open space preservation and other vital general
purpose services-shall the sales tax be increased by one-half cent for eight years only, with
citizen oversight and independent annual financial audits?"
In short, while the ballot language provided examples of the types of uses-based on input
received before placing the measure on the ballot-"Y" is a general purpose measure clearly
allowing the Council the flexibility to respond to new circumstances and challenges.
DISCUSSION
How are Measure Y priorities determined?
Because of the above noted Council latitude, there is an element of judgment that comes into
play in terms of defining what constitutes a Measure Y priority. Initially the City did surveying
1-27
AttachmentA
Budget Foundation: Goal.Setting Process and Schedule for 2011-13 Page 28
and public education/outreach so staff would know where to start, but priorities can change over
time, depending upon circumstances. On the other hand, if the City is perceived as straying too
far from the priorities initially articulated, it may undermine the chances of a successful renewal
when the measure sunsets in 2014.
For this reason, it is important for the Council to provide priority guidance on the use of Measure
Y funds. The Council has made great efforts in the past to assure that Council goals were
reflective of Measure Y priorities and it is anticipated that this will continue to be the case in
2011-13.
The priorities from the past have included: infrastructure maintenance; traffic congestion relief;
open space preservation; downtown maintenance and beautification; and preservation of essential
services: public safety, maintenance services and neighborhood code enforcement.
Measure Y funds have been used for both ongoing operations and capital projects to address the
priorities identified. The following table identifies that approximately $2.3 million of Measure Y
funds have been incorporated into day-to-day operations.
Measure Y funding allocated to ongoing day-to-day operations in 2009-10
Operating Program Operating Program
Traffic congestion management programs $ 87,800 Construction manager $ 81,500
Bicycle safety programs 15,000 Paving crew 65,300 )
Public safety communications technician 93,500 Traffic signal operations 96,200
Traffic sergeant 237,700 Stormwater management plan:
Police patrol officer 172,300 Code enforcement officer 92,700
Fire Marshall 135,900 GIS specialist 46,800
Fire Training Battalion Chief 208,300 Collection operators 138,700
Fire Administrative Assistant 66,100 Utilities workers 118,500
Park restroom maintenance 95,700 Building & Zoning:
Park landscape maintenance contract 250,300 Code enforcement officer 54,900
Park maintenance worker 70,200 Permit technician 7,000
Field engineering assistant 94,600 Downtown sidewalk scrubbing 20,000
"SNAP" enhancement 18,100
Total Measure Y funding allocated to operating programs $ 2,267,100
To the degree that these operating programs remain priorities, the amount of Measure Y funding
available for capital projects or additional operating programs is reduced. If Measure Y is
expected to generate $5.3 million and $2.3 million is devoted to these ongoing operating
programs, that leaves $3 million each year to accomplish other Measure Y priorities.
During the upcoming goal-setting process, Council will be asked to affirm if the ongoing
operating programs remain a priority use of Measure Y funds, and to prioritize the use of the
remaining $3 million.
1-28
Attachment /;J
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 29
)
Provided at the end of this report is a list of the Measure Y uses during 2009-10. This list is
included in the City's Comprehensive Annual Financial Report (CAFR) and has been audited by
the City's independent auditors. It provides information on the operating and capital
expenditures during 2009-10 as well as a reconciliation of all Measure Y revenues and uses since
2006-07.
SUMMARY
Measure Y provides over $5 million in funding each year that enables the City to provide
important and valued services to the community; for both day-to-day operating programs and
one-time capital improvements. It is the Council's obligation to prioritize the use of this
resource, just as it is their job to prioritize the use of all City resources. For this reason it is
important that as the Council sets goals for the 2011-13 Financial Plan, it also considers the
prioritized use of Measure Y funds.
1-29
Attachment / ~
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 30
CITY OF SAN LUIS OBISPO, CALIFORNIA
MEASURE Y FUNDING SUMMARY SCHEDULE
FOR THE FISCAL YEAR ENDED JUNE 30,2010
Infrastructure Mainten ance
Stonnwater Management Plan Implementation
Creek Silt Removal
Bishop/Augusta Creek Bank Stabilization
Meadow Park RoofReplacemnt
Andrews Creek bypass
Storm Drain Replacements
Minor Storm Drain Facilities
Higuera Culvert Repair
Sidewalk Repair
Sidewalk ADA Access Improvements
Warden Bridge Resurfacing
Street Reconstruction & Resurfacing
Street Light Painting
Urban Forest Management Plan
Street Fleet Replacements: Paver and Roller
Other Infrastructure Maintenance Projects
Total Infrastructure Maintenance
Traffic Congestion Relief
Traffic Signal Operations
Johnson & Buchen Intersection Improvements
Bob Jones City-to-Sea Bike Trail Bridges
Tassajara/Foothill Intersection Improvements
Los Osos Valley Road Interchange Env Review & Design
Other Traffic Congestion Relief Projects
Bicycle Safety
Traffic Safety Report Implementation
Neighborhood Traffic Management
Sidewalk Repair
Street Light Replacements - Broad Street
Total Traffic Congestion Relief
Preservation of Essential Services
Public Safety
Police Protection: Traffic Safety & Patrol
Fire Prevention & Training
Fire Engine/Truck Replacement: Debt Service
Maintenance Services
Streets, Sidewalks and Traffic Signal Operations
Creek & Flood Protection
Parks
Project Management & Inspection
Neighborhood Code Enforcement
Enhanced Building & Zoning Code Enforcement
"SNAP" Enhancement
Total Preservation ofEssential Servlces
161,500 13,600 26,400
396,600
416,300 29,400
176,100
61,800
18,100
2,144,300 13,600 55,800
1-30
Attachment I ~
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page3!
)
CITY OF SAN LV IS OBISPO, CALIFORNIA
MEASURE Y FUNDING SUMMARY SCHEDULE
FOR THE FISCAL YEAR ENDED JUNE 30, 2010
Operating Programs Capltallmprovement I'lan
Actual
Encumbered!
Designated Actual
Encumbered!
Designated
Open Space Preservation 341,400 421,000
Downtown Maintenance & Beautification
Downtown Beautification
Mission Style Sidewalks
Sidewalk Scrubbing
Pedestrian Lighting
Comprehensive Signing Program
Total Downtown Maintenance & Beautification
20,000
20,000
640,000
40,000
680,000
Total $ 2,267,100 2,161,200 3,461,700
Measure Y Revenues & Uses Summary
Revenues:
Carryover from 2006·07
Revenues for 2007·08
Revenues for 2008-09
Revenues for 2009-10
Total Revenues
Uses:
Operating programs 2007·08
Capital improvement plan 2007·08
Operating programs 2008-09
Capital improvement plan 2008-09
Operating programs 2009-10
Capital improvement plan 2009·10
Total Uses
. Available for future year expenditures
Encumbered or designated for future year expenditures
Net available for future year appropriations
$ 1,000,000
5,996,600
5,641,400
5,252,500
17,890,500
(1,463,700)
(2,434, 100)
(2,418,300)
(3,684,400)
(2,267, I 00)
(2,161,200)
(14,428,800)
$ 3,461,700
(3,461,700)
$
1-31
AttachmentlL
Budget Foundation: Goal-Setting Process and Schedule for 2011-13 Page 32
ATTACHMENT 13
Service Prioritization Project Proposed Criteria
I. Mandated
a. Legally Mandated (cite the source in the Notes column)
i. Required by Federal, State, City Charter or Municipal Code
1. Examples:
a. Stonnwater Compliance
b. Election Administration
a. Health and Safety
1. Services that, were they not performed, would seriously jeopardize the health and safety
of our residents
I. Examples:
a. Provision of Potable Water
b. Response to Emergency Medical Calls
b. Essential Services
I. Maintenance of core facilities and services for which the City is responsible and, if not
done, will not be provided
1. Examples:
a. Street Maintenance
b. Building and Safety Inspections
3. High Mid-Range
a. Functions for Proper Organizational Management
i. Internal systems to support base City operations
1. Examples:
a. Payroll Services
b. Information Technology Systems and Networks
c. Risk Management
b. Typical Services Expected by the Community
i. Services expected to be available for the benefit of all community members
1. Examples:
a. Parks and Open Space
b. Neighborhood Services
4. Mid-Range
a. Targets Select Populations
i, Services that augment those offered by other service providers or fill gaps where services
are not provided
1. Examples:
a. Senior Center
b. Affordable Housing
b. Typical Services Expected by the Community
i. Services expected to be available for the benefit of a portion of community members
1. Examples:
a. Childcare for Children and Teens
b. Special Events Support
5. Other
a. All Remaining Services
i. Funded services that do not meet the criteria for the rankings above
I. Examples:
a. Wellness Program
b. Advisory Body Committees
1-32
Section 8.1
Background Materials
Status Reports from December 14, 2010 Workshop
STATUS OF 2009-11
GOALS AND OBJECTIVES
ATTACHMENT 1
~
)
STATUS OF GOALS AND OBJECTIVES
As of November 1, 2010
City of san .uns OBISpO
STATUS OF GOALS AND OBJECTIVES
As of November 1, 2010
TABLE OF CONTENTS
INTRODUCTION
Overview
Report Card: Major City Goals and
Other Important Objectives
Report Card: Other Council Objectives
Action Plan Changes
Next Report
I
2
2
3
MAJOR CITY GOALS
Infrastructure Maintenance
Traffic Congestion Relief
Economic Development
Preservation of Essential Services and
Fiscal Health
4
6
11
15
OTHER IMPORTANT OBJECTIVES
Land Use and Circulation Revisions
Open Space Preservation
Green House Gas Reduction and
Energy Conservation
Downtown Maintenance and Beautification
Historic Preservation
18
19
21
23
25
OTHER COUNCIL OBJECTIVES
Creek and Flood Protection
Urban Forest
Skate Park
.Homeless Services
26
26
26
26
CARRYOVER GOALS AND OBJECTIVES
Major City Goals
Economic Development: Sales Tax and 27
TOT Revenues
Other Council Objectives
Waterways Management Plan 27
Implementation Program
Laguna Lake Dredging Study 27
Tree Planting and Maintenance 27
Airport Area Annexation 28
Broad Street Corridor Plan 28
)
INTRODUCTION
Most of the goals and objectives are near or
OVERVIEW exceed this level.
Organization. The "report card" is followed by
This report details the status of major City goals a short summary of notable changes from the
and other important objectives set by the Council original action plan. After this is a more detailed
as part of the 2009-11 Financial Plan as of report on each Major City Goal and Other
November 1,2010. In general, we are on-track in Important Objectives, which shows the objective,
accomplishing these objectives based on the work action plan as adopted by the Council, any
programs adopted by the Council. revisions (additions are shown in
italics; date changes are alsoImportant Note shown in italics and highlighted Report Card. The following is
Many of these are multiin a separate column; anda quick "report card" on the
year goals that have deletions are shown in strikeout) status of major City goals and
activities associated and a brief status summary as ofother important objectives based with them that go November 1, 2010. on the "action plans" approved beyond the two-yearby the Council as part of the 2009-11 time frame.
Shorter reports are provided for 2009-11 Financial Plan. This status report is
"Other Important Councilfocused on approved
Objectives" for 2009-11 as well
2010, we are 67% through the
As a benchmark, at November 1, "Action Plan" tasks as
as for "carryover goals" from
two-year Financial Plan period.
ofNovember1,201Q
2007-09.
Report Card: 2009-11 Major City Goals & Other Important Objectives
Percent Complete as of November 1J 2010 Per Actions Plan Tasks
MAJOR CITY GOALS
Infrastructure Maintenance IllII .
Traffic Congestion Relief .iii .
Economic Development ~.\fiIi.~.~.~
Preservation of Essential Services & Fiscal Health
OTHER IMPORTANT OBJECTIVES
Land Use & Circulation Revisions
Open Space Preservation .
Green House Gas Reduction & Energy Conservation .
Downtown Maintenance & Beautification .ili••'-iii.iii.iiIii••
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1-1
INTRODUCTION
Report Card: 2009-11 Other Council Objectives
Percent Complete as of November 1, 2010
Creek & Flood Protection
Skate Park
, I I
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ACTION PLAN CHANGES -
As noted above, in general we are on-track in
accomplishing these goals and objectives based
on the work programs adopted by the Council.
However, notable changes from the original
action plans include the following.
Major City Goals
Traffic Congestion Relief. The economy and
development market have slowed considerably,
and as a result, congestion relief improvements
contingent upon development (such as Prado
Road extension) have been delayed
significantly. However, the impacts of these
delays are partially offset by the absence of
increased traffic associated with the new
developments. State transit funding continues to
be volatile. Passage of Proposition 22 in the
November election may stabilize some of these
funding sources for the remainder of FY 2010
11 and beyond. Funding from the Transportation
Development Act (TDA) has decreased in 2010
11 but was partially offset by the 2010 Gas Tax
swap as well as the allocation of State Transit
Assistance (STA) funding to local jurisdictions.
Transit service changes were deferred in
October 2010 based on revised revenue
projections and potential fare adjustments in FY
2011-12.
The Los Osos Valley Road (LOVR) interchange
project has been delayed due to environment )
litigation against Caltrans. Staff continue tv'
work with Caltrans to resolve the issues, and
60% of the plans, specifications and estimates
(PS&E) are complete and awaiting resolution of
the litigation.
The Bob Jones Trail bridges project has been
delayed as staff work with Caltrans to
coordinate the LOVR interchange project (the
south end of the project). Caltrans rejected the
City's request to encroach into US 101 to
construct the southern connection to LOVR,
prompting a revision of the project to make the
necessary connection with a stand alone bridge.
Costs for the bridge project will exceed the
amount budgeted so staff will seek additional
grant funding for this project. It is anticipated
that the northern connection at Prado Road will
be fully designed and ready for construction by
spring 2011.
Staff continue to develop a revised alignmei .
for the Railroad Safety Trail (RRST) in the
, /
Phase 3 area. Union Pacific Railroad (UPRR)
reversed its earlier approval of the project based
on a corporate policy that does not allow any
1-2
INTRODUCTION
..."<,
) type of easement that places activities closer
than 40 feet from the centerline of the tracks. As
the trail is currently designed, the bicycle path
through this area would be placed inside that
limit. Staff are exploring other routing options
to complete the Trail in this area and are in
discussions with UPRR, California Highway
Patrol and the California Transportation
Commission regarding potential alignments
across and adjacent to the railroad right of way.
It is anticipated that staff will return to Council
in late spring of 2011 with recommendations on
a new alignment and costs estimates for
construction.
Phase 4A of the RRST is substantially complete
but awaiting final permit approval by UPRR of
signal improvements at the intersection of
Foothill and California. The Madonna Bike Path
is approximately 80% complete and is
anticipated to open in January 2011. Measure H,
a voter initiative to delete a portion of the Prado
) Road extension adjacent to the Damon-Garcia
Sports facility, qualified for the November
election. Staff delivered numerous presentations
to community groups about the potential impact
to future congestion relief efforts if the measure
passed. However, the measure was ultimately
defeated at the polls.
The State Route 1 Major Investment Study (SR
I MIS) was completed and adopted by Council
on June 6, 2010.
Other Important Objectives
Land Use and Circulation Revisions. The
traffic model update is substantially complete and
was incorporated into the SR-1 MIS project.
Final revisions to the forecast transit module will
be completed by the end of January 2011.
Evaluation of the Land Use Element policies and
programs has begun.
\
'-~ / " Greenhouse Gas Reduction and Energy
Conservation.This work program is in progress.
The City received $199,400 from the Energy
Efficiency and Conservation Block Grant
Program (EECBG) and will use $30,000 of these
funds to develop a Climate Action Plan. Staff is
working with the Cal Poly developed draft prior
to releasing it for public review. The Council
adopted a resolution to participate with the
County of San Luis Obispo in the California
FIRST energy efficiency financing pilot program,
however that program has been placed on hold
until mortgage lending issues are resolved. Staff
will continue to work with the program team to
explore other alternatives to energy improvement
financing.
Other Council Objectives
All objectives have seen progress. There are no
significant changes to report.
NEXT REPORT
We will present the next "formal report" to the
Council in February 2011 as part of the 2010-11
Mid-Year Budget Review. In the interim, we
will keep the Council up-to-date on the status of
major projects through agenda reports, Council
Notes and other briefing opportunities.
1-3
MAJOR CITY GOALS
INFRASTRUCTURE MAINTENANCE
Objective. Sustain an effective level of core existing infrastructure maintenance such as streets,
sidewalks, creeks and flood protection, as well as the protection and maintenance of other physical
assets.
Action Plan
Task
;6uildin l\1aintenalJ,,,~Pro· ects .
1. Fire Station 3 Shower Stall Construction, Police Annex Sewer Lateral Replacement,
Carnegie Library Exterior Sealing, Laguna Lake Restroom Replacement
1. Meade'll Park and Throop Park playground Equipment Replacement
2. Meadow Park playground Equipment Replacement construction; Johnson, Santa
Rosa and Emerson Park playground Equipment Replacement design
1. Andrews Drainage System Design, Drainage Facility Design, Higuem Culvert Repair,
Street Reconstruction and Resurfacing Design, Sign Reflectivity Software and
Equipment Purchase, Sidewalk Repairs, Sidewalk Ramp Construction, Wardea
Bridge Resurfaeing and Street Light Pole Painting
2. Andrews Drainage System Permitting, Drainage Facility Construction, Sidewalk
Repairs, Pavement Area and Downtown Street Reconstruction and Resurfacing
Design and Construction, Sign Replacements, Sidewalk Ramp Construction, Parking
lot resurfacing, Street Light Pole Painting, Downtown Tree Management Plan Tree
and Sidewalk work
3. Pavement and sidewalk maintenance by City staff
Current Revised
Complete
6/11
Complete
6/11
2/11
-)
6/11
Ongoing
1. Polybutylene Water Service Replacement, Waterline Replacement, Sewerline
Replacement, Raw Waterline Coating
2. Polybutylene Water Service Replacement, Waterline Replacement, Sewerline
Replacement, Water Treatment Plant Roof Replacement and Filter Media
Replacement, Water Reelamatien Faeility Digester Repair, Clarifier Recoating,
Complete review and modifications of Downtown design standards used in
infrastructure maintenance as part of the Council's Downtown Maintenance and
Beautification objective
6/11
6/11
Complete
Status Summary: 60%' Complete. The following is a summary of accomplishments and important
next steps for this goal.
Due to a heavy workload in Engineering, and other factors such as the UPRR negotiations, Caltrans
permit delays, detailed work to deliver a modified Downtown project, and neighborhood issues, some
delay in project schedules has occurred. Staff are working to keep the new schedules for project delivery.
1-4
MAJOR CITY GOALS
Engineering staff have also accelerated the delivery of the Upper Monterey Street reconstruction project /
to take advantage of American Recovery and Reinvestment Act (ARRA) funds from the RRST Phase 3
project, which has been put on hold.
Building Maintenance Projects. The Fire Station 3 Shower Stall construction, Police Annex lateral
replacement, the Laguna Lake restrooms, and the sealing of the Carnegie Library are complete.
Park Projects. Design for the Santa Rosa restrooms is complete. The Meadow Park Roof project will
be delayed until next year because a bidding issue prevented contract award. Construction is expected to
begin in May 2011. Design is nearly complete for the Meadow Park playground equipment. The Throop
playground equipment replacement project is complete. The design of the next projects has been delayed
and is now expected to be completed in early summer 2011.
Street and Flood Protection Projects. Marsh Street microsurfacing, along with some minor utility
work, is largely complete along with the LOVR pavement repairs which were accelerated due to damage
resulting from the wet weather. The Andrews Street drainage system plans are nearing completion, and
staff will meet with the neighbors to discuss the projects this spring. Permitting for work in the channel
is not complete and it is currently unknown if work will begin this summer or next. Higuera Culvert and
Street Reconstruction projects are under design. Sidewalk repairs are complete. Staff has moved to the
next paving area and are preparing for next year's street microsurfacing, as well as completing smaller
scale full overlay maintenance work. The Warden Bridge resurfacing project was deleted by the Council.
The street light pole painting work will continue with the Downtown beautification project. Two
emergency Corrugated Metal Pipe (CMP) storm drain replacements have been completed where sink
holes developed in the street and adjacent to a privately owned structure. Design is underway on three
additional CMP replacement projects, and staff anticipate construction will begin in the spring of 2011.
Utility Projects. Polybutylene service replacement project is complete and waterline replacement
projects are underway. The Raw Waterline Coating project has been postponed. Clarifier recoating
project is complete. The Digester repair project will take place during the summer of 2011 to take
advantage of reduced plant loads.
1-5
MAJOR CITY GOALS
Objective. Continue efforts on projects and programs which relieve traffic congestion, such as street
modifications, intersection improvements, pedestrian improvements, bicycle facilities, trip reduction
programs, traffic signal operations and public transit.
1. Maintain existing transit levels for local and regional services with uncertain
levels of State and Federal funding.
2. Implement recommendation in the Short Range Transit Plan if funding is
available.
Ongoing
Ongoing
3. Explore alternative fuel and vehicle type to offset operational costs. Ongoing
4/11
12/10
6/11
Complete
ww
6,I.W
6/11
Ongoing
6,I.W
Complete construction plans and specifications.
Begin right of way acquisition.
Complete right of way acquisition.
Pursue additional funding.
Implement phase improvements as new development occurs.
1. Use federal and state capital funding to replace and upgrade vehicles.
2. Use federal American Recovery and Reinvestment Act (ARRA) and state capital
funding to upgrade Automatic Vehicle Location (AVL) system for improved on
time performance.
3. Use federal (ARRA) and state capital funding to improve the transit facility on
Prado Road.
1-6
MAJOR CITY GOALS
Task
2. Recruit temporary or contract staff, or consultant assistance for traffic model
development.
3. Complete Traffic Model Update with existing Land Use scenarios.
4. Identification and development of strategic revisions to the Land Use Element in
superseded sections.
5. Conduct traffic model assessments of various land use modifications for future
year forecasts and strategic revisions to the Circulation Element.
;~~i~~~~rM,~~Traffi~Mllnagement Program Update
Update the Neighborhood Traffic Management program to reflect current
practices and principles.
Current Revised
Complete
~ 1111
6/11
6/11
4111
1. Begin project design (combined scope of'Pismo/Buchon neighborhood traffic ~ Complete
management program).
.w,LW 21112. Begin construction.
) 3. Complete construction. ~ 6111
Complete project design. 6111
Begin eonstruotion.
==";;""'---..".,.,--=~---..".---..".----,-==----,-----,-----,---,---,---,-----,-----,---,-----,---,-=---,----..".."L;".".-=---,---,-----,---,-+=-,..,...,.......,.."..,.,.---,-d
Initiate design of Tank Farm Road widening project. Complete
)
1-7
MAJOR CITY GOALS
Task Current Revised
1.
2.
3.
Pursue outside funding for trail connections.
Complete construction drawings.
Complete construction.
Ongoing
4/11
6/11
1.
2. Complete Caltrans permitting.
Complete curb ramps, on-street bicycle facility paving and striping improvements
in conjunction with City Street paving projects.
2. Implement Neighborhood Traffic Management projects.
3. Construct curb ramps and install sidewalks.
4. Conduct bi-annual vehicle and bicycle traffic counts.
5. Complete miscellaneous bicycle facility improvements identified in the Bicycle
Transportation Plan, as resources permit.
6. Develop a list, in conjunction with the Bicycle Committee, of streets that would
benefit from increased street sweeping and coordinate with Street Maintenance to
use miscellaneous sweeping hours, when available, to increase frequency.
7. Seek funding for the design and construction of bikeways and pedestrian paths
within the City.
8. Promote bicycling, walking and transit as alternative forms of transportation.
9. Provide more bicycle parking through the City's "Racks with Plaques" program.
Ongoing )
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Status Summary: 60% Complete. The following is a summary of accomplishments and important
next steps for this goal.
1. The City learned in June 2010 that the State implemented a Gas Tax swap and re-established some
State Transit Assistance (STA) funding for FY 2010-11. SLOCOG programmed approximately
$216,000 in STA funding for the current fiscal year to assist in transit operations. State TDA funding
is still significantly below historic levels.
2. On October 5, 2010, the Council implemented a partial list of fare box modifications that adjusts.. ./
the Trolley fare and deferred consideration of other fare increases until the 2011-13 Financial Plan
process.
1-8
MAJOR CITY GOALS
--) 3. ARRA grant funding for transit improvements has been programmed, and projects are substantially
completed or are in construction. The AVL system is approximately 98% complete, and the City is
engaged in final testing mode for the on-line application. The fare box upgrade project is complete.
The transit facility improvements are approximately 90% complete and the roof repairs are almost
entirely complete. Modification to the facility to accommodate the double deck bus will be under
construction in February 2011. Minor maintenance, such as oil changes, is currently taking place
outside the facility in the parking lot. Final completion and close out of these projects has been
delayed due to other competing priorities.
4. Work was completed on the SR-1 MIS project and it was adopted by Council on June 6, 2010.
5. Construction funding for the LOVRJHighway 101 interchange project was delayed by the California
Transportation Commission (CTC) and is now scheduled for FY 2014-15. The City had requested
that SLOCOG accelerate right-of-way (ROW) funding for the LOVRJHighway 101 interchange
project but instead the City has advanced ROW funding for the project using TIFF in exchange for
funding an equivalent amount in the construction phase of the project. ROW acquisition is on hold
until the environmental issue is resolved. Plans, specifications and engineering (PS&E) for the
interchange are approximately 60% complete; however, the project report still needs to be approved
by Ca1trans and processing of the PS&E is on hold due to environmental litigation between Caltrans
and residents of the Los Verdes condominiums. This delays the approval of final construction
drawings until 2011. Staff continue to work with Caltrans to resolve these issues and complete the
design and environmental approvals for the project.
6. The draft update to the Neighborhood Traffic Management (NTM) Program has been completed and
is circulating internally for review. Final Council review of these changes will be delayed until
March 2011 in order to complete the design for the BuchoniPismo/Johnson NTM and Laguna
Village Shopping Center driveway issues.
7. The neighborhood vote on the BuchoniPismo/Johnson NTM was adopted by Council on June 1,
2010. Design has begun on the public improvements, and construction will begin in early 2011.
8. The Tank Farm Road and Broad Street intersection improvements design project has been initiated
and scoping ofthe project is underway.
9. Public improvement plans have been approved for the Prefumo Creek Commons project. Offsite
improvement plans which include improvements to the intersection of Madonna/LOVR are being
reviewed and. approval is anticipated in January 2011. The Target store is scheduled to open in late
summer or early fall of 20 11.
10. The Bob Jones Trail bridges project has been delayed as efforts are underway with Ca1trans to
coordinate the work with the LOVR Interchange project. Encroachment into the Caltrans right of
way has been denied due to conflicts with the clear recovery area of the freeway. Revised conceptual
plans have been submitted to Ca1trans for a stand alone bridge facility to complete the southern
connection. This project will cost substantially more than budgeted so staff will need to solicit
additional grant sources for its completion. The design of the northern bridge connection (to Prado
Road) is moving forward and should be completed in April 2011.
1-9
MAJOR CITY GOALS
11. RRST Phase 4a - the Missing Link is under construction and approximately 80% complete. T.
traffic signal work at the intersection of Foothill and California is delayed as UPRR reviews the
timing changes to accommodate railroad preemption for the new crossing.
12. Measure H, a voter initiative to delete part of the Prado Road extension adjacent to the Damon
Garcia Sports facility, qualified for the November election. Staff made numerous presentations to
community groups about the potential impact to future congestion relief efforts of the various
specific plans and mitigating infrastructure.
13. Staff have received final confirmation from UPRR that a lease agreement for the RRST Phase 3
(Amtrak to Marsh Street) and Highway 101 Bridge is not possible as these projects are currently
designed, which was based on UPRR approvals received in 2004. UPRR has reversed its earlier
approval based on a corporate policy that does not allow any type of easement that would place
activities closer than 40 feet from the centerline of the tracks. The bicycle path through this area had
to be placed inside that limit. Staff will explore other options to complete the Trail in these two key
locations and plan to present initial findings to the Council by June 2011.
1-10
MAJOR CITY GOALS
,) ECONOMIC DEVELOPMENT
Objective. In collaboration with Cal Poly, Cuesta and the business community, develop strategies to
increase economic development including emphasis on head-of-household jobs and environmentally
sustainable businesses.
Action Plan
Task
1. Finance & Information Technology (IT) hires Administrative Analyst.
2. Develop Business Retention and Expansion (BRE) database using existing data
from city and external sources.
3. Conduct 72 business surveys (4 per month beginning January 2010).
4. Update BRE database with information from surveys and existing sources of
information.
5. Use BRE data to produce a quarterly newsletter on business retention and expansion
efforts.
6. Use BRE data to produce metrics about inquiries to the City. ~) 7. Work with Administrative Analyst to manage the BRE database, analyze the
information, produce metrics and disseminate information.
8. Continue to conduct 10 business visitations with Council per year.
9. Continue to collaborate with Community Development on the Seismic Retrofit
Program.
1. Begin a series of forums to identify industry clusters and opportunities for job
growth drawing on expertise from the business, environmental, educational and
governmental communities.
2. Draft a working list of industry clusters and opportunities.
3. Present working list of industry clusters and opportunities to participants and foster
opportunities for continuing collaboration on the list and opportunities.
1. Identify changes that would make economic development information more
accessible to users of the City web pages.
2. Work on web upgrades as time and staffmg constraints permit.
3. Coordinate with available staff to periodically update the web pages with data to
\ market City as place to do business.
\ )
4. Explore ideas and opportunities to support the business community during the
economic downturn through strategic economic development initiatives program.
1-11
Current Revised
Complete
Ongoing
Ongoing 6/11
Ongoing
Ongoing
Ongoing
Ongoing
Complete
Ongoing
Ongoing
Ongoing
Ongoing
Complete
Ongoing
Ongoing
Complete
MAJOR CITY GOALS
Task Current Revised \
.!
Ongoing5. Continue to contract with HdL and economic forecasters for data pertinent to
businesses.
.. "'(j9lJ.~b'9rl\,:ijY¢Ec()IlQIIlicDevelopment Efforts
1. Develop Strategic Economic Development Initiatives Program and recommend
funding allocations to Council.
2. Participate with the Chamber of Commerce coordinated committee for collaboration
between business, government and universities.
3. Foster collaborative activities with the environmental community (including
ECOSLO, Sierra Club, and Land Conservancy) beginning with participation with
the Chamber's Sustainability Committee.
4. Collaborate with Community Development and Finance & IT Departments to
explore opportunities for economic development action presented by AB 811.
5. Partner with tourism efforts to market the community as a place to do business.
. .. <.. ' :.'
"
Ongoing Complete
Ongoing
Ongoing
Ongoing
Ongoing
Status Summary: 75% Complete. The following is a summary of accomplishments and important
next steps for this goal.
Business Retention and Expansion Efforts
,)
The City's business retention and expansion efforts have proven to be an important vehicle to let "
businesses know they are valued by the City. The meetings that occur through this program also generate
information about the make-up of the local business community through a survey instrument. Although
visits continue, they have slowed considerably as a result of competing responsibilities for Economic
Development Program time and changes in partners to this effort. Currently at 24 visits, the remaining
months will bring completion of the goal of 72 retention visits utilizing the help of the Chamber of
Commerce Economic Development Committee and on-line surveying, thereby expanding the outreach
effort beyond City and Chamber staff. Upon completion of the visits, broad brush data based on input
from the 72 companies surveyed will be available.
The focus of the work on this Major City Goal has evolved to include electronic outreach. Economic
Development staff have utilized interns and support from other City departments to collect email
addresses for one-third of in-City businesses. Collection of the addresses is an ongoing effort that pulls
information from business license applications and other resources. At the start of the project, the
program maintained no email data and this effort has now matured into a priority so that a reliable and
robust group of business emails can be used as an effective communication tool for the Economic
Development effort. With the ability to reach out electronically, targeted surveying has begun-separate
from the retention visits effort-which enhances the data collection about the City's local business mix.
An outgrowth of the effort to enable electronic outreach is the e-tips program. Originally envisioned as a
newsletter with statistics about our community, the e-tip offers a quick way to get information out to th
City business community on an "as-needed" basis and about a wide range of issues. Beginning L )
October 2010, two e-tips were issued as of November 1.
1-12
MAJOR CITY GOALS
-"',j Business license data has been the target of another large effort. Elimination of inconsistencies and
incorrect business coding is underway to make this database more reliable and useful. The transition of
business codes from Land Use to the new system (Energov) is being scrutinized to assure consistency
with the business licensing coding.
The 2010 business visitation program has included visits to the large media outlets located in the City,
KSBY and the Tribune; and to the two local energy efficiency related businesses, REC Solar and Phat
Energy. The year's final two business visit sessions introduced a new format for business visits that will
be considered for future visits. This format consisted of a forum setting to share expertise about local
business from particular points of view. The first was a forum oflocal technology companies all part of
the Softec organization. The following was a forum of commercial real estate professionals who talked
about their experience regarding the pluses and minuses of locating businesses in San Luis Obispo. The
Chamber of Commerce continues to be a partner in this activity.
Seismic strengthening projects continue to make progress. Compliance with the current deadlines is
being managed by the Building Division with assistance and outreach from Economic Development.
With the July 1, 2010 deadline past, the Building Division has issued code enforcement letters for all
buildings subject to the deadline but not completely strengthened. This has spurred action on the part of
most of the building owners. Buildings qualifying for additional time via Council action on February 16,
2010 have entered into Agreements with the City for the additional time. The buildings that qualified
for the 2012 deadline group by strengthening to Level A have started to come to life with owners
) looking at beginning their work.
Industry Clusters and Opportunities
The Economic Strategy planning effort undertaken by the Economic Vitality Corporation (EVC) for the
County included identification of the clusters where job growth occurs, convening of focus groups, and
identification of business needs for fostering business expansion and job growth within the clusters. The
identified industry clusters are the growth industries of the County-wide economy. Given that clusters
transcend City and even County boundaries, City-identified clusters were made to conform to those
identified in the County's Strategic Economic Planning process rather than initiating a wholly separate
process. The separate effort envisioned in this Major City Goal to identify industry clusters, as initially
envisioned, was streamlined to make use of the efforts undertaken by the EVC and to facilitate
coordination between County (EVC) efforts and those of the City. Targeted businesses in the City have
been sorted by cluster to effectively accomplish outreach via the Business Retention and Expansion
program. In addition, business districts have been identified within the City using geographic
information systems (GIS) to illustrate the locations of like businesses. This data can be used for
marketing certain areas to growing or relocating businesses.
Information Outreach
The Economic Development web presence within the City of San Luis Obispo website remains an
ongoing focus for improvements to facilitate access to information and organizations that assist
businesses. These improvements are incrementally undertaken to update information and provide links
) to outside organizations of interest and utility to business. Utilizing the expertise of existing staff,
changes continue to be accomplished.
1-13
MAJOR CITY GOALS
Although it was originally envisioned that the City would hire an outside consultant to provide expertis
for web upgrades, alternative funding through the Promotional Coordinating Committee (PCC) became
available for a fully separate website aimed at business owners visiting the City and looking for
information and assistance in setting up shop here. The site is also intended to offer a "welcome mat" to
any business looking for help. A contract for this work has been awarded to the Chamber of Commerce
with the new site expected to go live in June 2011. This site will emphasize business to business
concerns and will bring Chamber of Commerce and City Economic Development efforts together on the
web.
The HdL Business Licensing database has become a source of statistics about businesses in the City.
Information from the Business License database is also provided to the City's partners in economic
development upon request. The ability to provide information about the total number of businesses, the
types of businesses, and the changes in the business community has grown with the data being used for
purposes beyond revenue collection. More information about new businesses is posted on the website
and work by staff continues to enhance this resource.
Collaborative Economic Development Effort
The jointly sponsored "Collaboration" Committee, comprised of the City of San Luis Obispo, Cal Poly,
the County, the EVC and the business community, has assessed the region and identified key factors for
creating an entrepreneurial ecosystem here. By studying communities that are similar to San Luis
Obispo, the key factors were identified and compared to factors already existing here. The strategiF).
economic development initiative approved in concept by Council on July 21, 2009 has provided th.,
City's portion of funding for this joint planning effort. Action steps are currently being formulated by the
Committee with the overriding goal of creating jobs via support of emerging business.
Businesses continue to rely on the City's partners for business support: Cuesta College's Business
Assistance Center, now the Business and Entrepreneurship Center at Cuesta College; Mission
Community Services Corporation, the EVC's revolving loan fund for City of San Luis Obispo
businesses; and Service Corps of Retired Executives (SCORE).
An emphasis on "green" businesses continues to drive program efforts to identify new business licensees
with a focus on sustainability and to offer a welcome mat to all businesses, particularly green businesses.
Work with the Chamber of Commerce Sustainability Committee was not an opportunity offered by the
Chamber in 2010. As a result, staff continue to use all opportunities to foster relationships with local
conservation organizations in addition to the work accomplished by Natural Resources staff.
Finally, collaboration between the Economic Development Program and the City's tourism efforts is
ongoing with an aim to maximize the effectiveness of both programs. The new contract for website
development is a major crossover between the two City efforts.
1-14
MAJOR CITY GOALS
, -"
) PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
Objective. Adopt a balanced budget that retains the City's fiscal health, preserves essential services and
implements long-term productivity improvements and cost-reduction strategies.
Action Plan
Task
1, Implement organization-wide savings recommended by community members and
City employees.
2. Continue to closely review and monitor the City's fiscal situation.
3. Implement budget-balancing strategies adopted in the 2009-11 Financial Plan.
4. Review and update as appropriate key infrastructure maintenance plans.
a. Present Pavement Management Plan update to Council.
b. Review other plans for update as appropriate and present the results to the
Council.
5. Resume "best practice reviews" that focus on one to two significant internal control
areas annually that typically cross department activities.
) 6. Continue supporting pension reform.
7. Implement ongoing "benchmark" analysis of key fmancial and outcome measures
with comparable communities every two years.
8. Update the Property Management Manual: comprehensive review of our property
management policies and procedures, including property acquisition, sale and lease.
9. Continue evaluating contracting-out opportunities for cost reductions or service
improvements.
10. Maximize grant funding opportunities, including "Stimulus Package."
II. Review Memorandums of Agreements.
12. Continue succession planning efforts.
13. Continue to develop, review, modify and implement Human Resources policies in
support of fiscal health.
Current Revised
Ongoing
Ongoing
Complete
Complete
6/11
Ongoing
Ongoing
l-l+W 6/11
Complete
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Status Summary: 70% Complete. The following highlights key accomplishments so far and important
next steps:
Implement Organization-Wide Savings Recommended by Community Members and City Employees.
Many of these, such as deferring vehicle replacements, lengthening technology replacement cycles and
reducing overtime and temporary staffing costs, were implemented as part of the 2009-11 budget
balancing actions. Departments continue to identify and implement cost saving measures on an ongoing
basis.
1-15
i
MAJOR CITY GOALS
"--,Continue to CloselyReview and Monitor the City's Fiscal Situation. Staffhave continued to issue time
interim reports on the City's overall fiscal condition, including an interim report on financial results for
2008-09; quarterly financial reports; quarterly sales tax reports; monthly transient occupancy tax (TOT)
reports; and monthly cash and investment reports. We presented a detailed review of interim 2008-09
financial results and key fiscal trends to the Council on October 3,2009. This included a recommendation
to participate in the "securitization" of Proposition 1A takeaway from the State, which the Council
approved on October 17, 2009. The Comprehensive Annual Financial Report (CAFR) for 2008-09, which
includes audited financial statements, was presented to the Council on December 15,2009.
A detailed review ofthe City's current financial position and revised projections for 2009-11 was presented
to the Council as part of the Mid-Year Budget Review on February 23, 2010. As part of this review, the
City implemented the "short-term budget-balancing actions" in the Fiscal Health Contingency Plan, which
include:
1. Hiring freeze
2. Travel and training chill
3. Capital hnprovement Plan (CIP) deferrals/reductions
4. Operating budget reductions
5. Consider use of reserves below policy levels
6. Other short-term savings as appropriate
Specific budget-balancing goals included returning to the Council with $3 million in General Fund "stop
gap" budget modifications as part of the 2010-11 Financial Plan Supplement in order to retain reserves " )
minimum policy levels of 20% of operating expenditures. -
The Council also received a comprehensive briefing on retirement cost trends and future outlook at this
meeting.
Staff presented a detailed Five-Year General Fund Fiscal Forecast to Council on October 19, 2010. This
report included projections of an ongoing budget gap averaging $2.6 million annually over the next five
years. These projections included steep increases in CalPERS retirement costs that are expected in 2013-14.
Staff are currently engaged in a Service Prioritization Project which will give the community and Council
another tool to compare and contrast services in deciding how to address this budget gap. During this
process, staffwill identify services the City provides to the community, rank these services according to an
established set of criteria, and identify opportunities for cross-departmental efficiencies and program
scalability. Department heads will meet in January 2011' to discuss the project results and identify reduction
candidates for the 2011-13 Financial Plan.
In a continuing effort to monitor and contain labor costs, staff negotiated agreements with four employee
groups in November 2010. The one year agreements (January 1, 2011 through December 31,2011)
provide no cost ofliving increases or increases to the City's contribution towards health insurance costs.
The agreements, approved by Council on November 16,2010, save approximately $490,000 annually.
The CAFR for 2009-10 will be presented to Council in January 2011.
Implement Budget Balancing Strategies Adopted in the 2009-11 Financial Plan. All budget-balancing
strategies have been implemented.
1-16
MAJOR CITY GOALS
Present Pavement Management Plan Update. This was presented to the Council on October 6,2009.
Resume Best Practice Reviews. Staff performed two best practice reviews in 2009-10 on the petty cash
and grant management policies. Candidates for future years include fare box collections; parking meter
collections; construction change orders; new development-related fee collections; and Fair Labor Standards
Act (FLSA) compliance.
Update the Property Management Manual This was presented to the Council on May 18, 2010.
Maximize Grant Funding Opportunities, Including "Stimulus Package." Staff have pursued several
"stimulus" grants as described in further detail on the City's webpage
http://www.slocitv.org/administration/econstim.asp. Departments continue to look for opportunities to
pursue grants for which the City is eligible.
Continue Succession Planning Efforts. The Succession Planning Steering Committee continues to
meet bimonthly. The committee's work on improving the Educational Assistance Program was
implemented July 1, 2009. The committee is now reviewing performance management rating scale
standards and updating guidelines for performance appraisals to ensure constructive feedback is
provided and received as part of the City's employee development process. Participation in CAL-ICMA
Coaching webinars continue to be well attended, with post-call discussions facilitated by City staff.
Employee Profiles and Lunch and Learn sessions continue to profile employee's career paths. During
the 2009-11 Financial Plan, the City filled 26% of its job openings through the Employment Opportunity
Program, the City's internal promotion program.
1-17
OTHER IMPORTANT OBJECTIVES
LAND USE AND CIRCULATION REVISIONS
Objective. Initiate a focused revision to the Land Use and Circulation Elements.
Action Plan
Task Current Revised
1. Recruit temporary or contract staff or consultant assistance for traffic model
development.
2. Develop traffic forecast model.
3. Evaluate effectiveness of existing Land Use and Circulation Element policies and
programs and identify where changes should be considered.
4. Public outreach and input (throughout process).
5. Identify and develop of strategic revisions to the Land Use Element and Circulation
Element where sections have been superseded.
6. Produce work program for Sphere ofInfluence areas and identify new programs that
may be warranted to address changing legislation.
7. Conduct traffic model assessments of various land use modifications for future year
forecasts and strategic revisions to the Land Use and Circulation Elements.
Status Summary: 5%_ Complete
Complete
6,4-(}
R-,I..W
1/11
3/11
Ongoing
6/11
6/11
6/11
~
j
The traffic model update is substantially complete and was incorporated into the SR-1 MIS project. Final
revisions to the forecast transit module of the model are being completed with anticipated conclusion in
January 2011. The modeling work will then be updated by staff (possibly via temporary/contract services)
to be used in forecasting land use scenarios and changes. Work on this goal was partially delayed due to
Measure H, a voter initiative to delete part of the Prado Road extension adjacent to the Damon-Garcia
Sports facility, which qualified for the November election. Staff made numerous presentations to
community groups about potential impacts to future congestion relief efforts of the various specific plans
and mitigating infrastructure prior to the election which displaced work on this objective.
Evaluation of existing Land Use and Circulation Element policies and programs has begun, but completion
may be delayed depending upon budget reduction options and resource changes. Project initiation was
delayed due to staffing losses and additional work associated with the Housing Element update followed by
Historic Preservation Ordinance development. Staff anticipates review of the analysis by the Planning
Commission in spring 2011. A more comprehensive update may be possible if the City is successful in
receiving Proposition 84 grant funds.
1-18
OTHER IMPORTANT OBJECTIVES
) OPEN SPACE PRESERVATION
Objective. Continue efforts to acquire, preserve, and protect open space, and develop a master plan for
City-owned agricultural land at Calle Joaquin.
Action Plan
Task
'Continued Open Space ACQuisition,Preservatiouandrrotectiou
1. Secure grant funding for the acquisition of Froom Ranch and take ownership.
2. Participate in planning efforts that at a minimum include: (a) the Chevron Tank
Farm; (b) the Orcutt Area; (c) County property near General Hospital and the
Filipponi/Twisselman property to the east; (d) the Filipponi/Denbow property at the
end of Calle Joaquin; and (e) the Gap property on Los Osos Valley Road.
3. Continue implementation of elements of City adopted Conservation Plans for:
Johnson Ranch; South Hills; Stenner Springs; and the Bob Jones Trail.
4. Continue efforts to improve informational signage, trail signage, trail conditions and
environmental restoration programs.
5. Continue to participate and oversee City-sponsored or -directed mitigation projects,
including the Los Osos Valley Road interchange, Bob Jones Trail environmental
enhancements, and various private mitigation and enhancement projects throughout ) the city.
o. >
6. Review open space "Conservation Guidelines" for consistency with Conservation
and Open Space Element of the General Plan and recommend changes if
appropriate.
7. Continue leadership role in management of the City's natural waterways through
Zone 9 projects, and provide administrative oversight to the Stonnwater
Management Program.
1. Present a Project Plan for Council Review and consideration including
recommended task force structure.
2. Conduct and complete research on various public and quasi-public farming models
(e.g., Fairview Gardens).
3. Identify interested parties and groups. Hold a series of public input workshops to
identify various ideas for the use of City-owned agricultural lands. Develop an email
group of participants and provide electronic information updates to this group.
4. Develop a project plan from initial public input that will outline the remainder of the
process. Hold a study session with Council to discuss project plan and public
participation.
5. Complete public workshops on master plan for City-owned agricultural lands. Use
public input as the basis for drafting the master plan for the use of City-owned
agricultural lands.
Current Revised
Complete
Ongoing
Ongoing
Ongoing
Ongoing
2/11
Ongoing
Complete
Complete
Complete
Complete
Complete
6. Draft a master plan for the use of City-owned agricultural lands. 12/10
1-19
OTHER IMPORTANT OBJECTIVES
Task Current Revised
7. Present draft master plan to: Stakeholders, Parks and Recreation Commission, and
Planning Commission.
8. Present Master Plan for adoption by Council.
21ll
31lJ
Status Summary: 85% Complete. The following is a summary of accomplishments and important
next steps for this goal.
Secure Grant Funding for Froom Ranch Acquisition and Take Ownership. The property was
acquired on July 28,2010.
Agricultural Master Plan for Calle Joaquin Open Space. This project is slightly behind schedule. The
public workshops produced a "consensus" conceptual plan, and that plan is currently being drafted for
review of environmental compliance. It is anticipated that there will be one more year of cover cropping.
Staff anticipate completing a draft plan ready for circulation by the end of December 2010. In late February
or early March 2011, the plan will be presented to Council for adoption.
1-20
OTHER IMPORTANT OBJECTIVES
Objective. Adopt and begin implementing a plan to reduce greenhouse gas emissions and conserve
.')
energy for municipal operations and the community.
Action Plan
Task
1. Research Climate Action Plans from other jurisdictions and explore formation of an
energy facilities financing district.
2. Analyze green house gas (GHG) emissions inventory to identify GHG sources and
opportunities for reductions.
3. Review International Council for Leadership and Environmental Initiatives (ICLEI)
best practices information.
4. Identify policies and programs already underway that address energy reductions.
5. Develop "talking paper" for internal staff review and brainstorming including review
of Utilities Conservation Office role in the delivery and oversight of energy
conservation programs.
6. Present review of progress to Council and adoption of reduction target.
7. Develop website and information mailer.
8. Implement public outreach and input (i.e. Earth Day event, mailers, interactive web
site).
9. Enter data and model alternatives.
10. Prepare draft action plan.
11. Continue public outreach and input.
12. Present Action Plan for Council adoption.
Current Revised
Complete
Complete
Complete
Complete
Complete
'f,L.W
Complete
Complete
3111
Complete
6f.W
6f.W
9f.W
3111
2111
6111
Status Summary: 75% Complete. The following is a summary of accomplishments and important
next steps for this goal.
1. The Council adopted a baseline Greenhouse Gas Emissions Inventory on September 15,2009. This
report summarizes the sources of emissions from both municipal operations and the community at
large for the base year 2005. City staff applied for Recovery Act Stimulus funds in the form of an
Energy Efficiency and Conservation Block Grant (EECBG) and received $199,400. The
development of the Climate Action Plan and exploration of formation of an energy improvements
financing district will be funded by $30,000 from this grant.
2. The City collaborated with the Cal Poly Climate Team to develop a draft Climate Action Plan. The
Team submitted their preliminary audit of the City's policies, procedures and programs to understand
where emissions reductions might already be occurring due to efficiencies implemented since 2005,
and where future emissions reductions might be captured with implementation of existing programs.
1-21
OTHER IMPORTANT OBJECTIVES
City staff reviewed and commented on the audit and the Cal Poly Team incorporated comments ar j
corrections in the draft plan. The Cal Poly Climate Team researched other communities' Climate
Action Plans and met with City staff and toured City facilities.
3. The Team coordinated a kick-off meeting with the Planning Commission in fall 2009 and hosted a
booth at three Farmers' Market events.
4. A website (SLOCOOL.org) was created, as well as a Facebook page. Two community forum
workshops were held: one on November 19, 2009 and a second one on February 17, 2010.
Information about the Climate Action Plan effort was included in the November utility mailer
newsletter. The Chamber of Commerce is currently processing a survey to assess business receptivity
to various energy-reduction strategies. Cal Poly submitted an administrative draft of the Climate
Action Plan for City staff review at the end of May 2010. Staff evaluated the draft plan and has
provided comments and strategy revisions for consideration. Additional work is required to analyze
these revisions for their ability to help the City achieve the required emissions reductions prior to the
draft being released for public review. Staff anticipates release of the draft plan in spring 2011.
5. The City initiated participation with the County under a statewide effort to create an AB 811
property-assessed clean energy program sponsored by the League of California Cities and California
State Association of Counties to provide energy financing districts. This was formalized under the
CaliforniaFIRST pilot program (which is organized around counties) which was successful in
partnering in a state-wide application for State Energy Program (SEP) grant funds to assist wit:h .
program marketing and off-setting program start up costs. City staff had participated in prograi)
development meetings when recent positions by Fannie Mae and Freddy Mac essentially put an end
to this program. City and county staff are still collaborating on finding alternative ways to finance
energy improvements until a more comprehensive solution is found.
1-22
OTHER IMPORTANT OBJECTIVES
MAINTENANCE AND BEAUTIFICATION
Objective. Expand Downtown beautification efforts to include enhanced maintenance and cleanliness, a
review and upgrade of standards and phased physical improvements.
Action Plan
Task
. Design Standards & Upgrades
1. Assemble all current downtown design guidelines and standards.
2. Working with the Architectural Review Commission, review the current guidelines
and standards and revise or confirm the public improvement design strategy for the
downtown including street furniture, trash and recycling containers, and regulatory
signage, for Council consideration.
3. Develop costs, spending options, and sequencing options to bring the downtown up
to new standards.
4. Develop a design and identify possible locations for a centralized news rack
enclosure to accommodate a range of different papers in a consolidated and
uniform manner, for Council consideration, and possible funding approval.
5. Assess existing planters in the downtown for condition, including planter box, plant ~-) material and irrigation, and develop funding request for the 2010-11 budget to
improve appearances.
6. Install pedestrian level lighting, repair Mission Style Sidewalk and install other
upgraded improvements within selected areas of the Downtown.
Current
Complete
Ongoing
6/1I
Revised
Complete
Complete
Complete
1. Provide sidewalk scrubbing service and daily cleanup maintenance work.
2. Implement the Downtown Tree Management Plan.
3. Complete Warden Bridge resurfaoing projeot.
4. Complete painting of existing street light poles.
5. Complete downtown street resurfacing projects.
6. Complete water and sewerline replacements.
Ongoing
Ongoing
-WtW
Yl+ 6/11
4fH. Complete
4fH. Complete
Status Summary: 60% Complete. The following is a summary of accomplishments and important
next steps for this goal.
1-23
OTHER IMPORTANT OBJECTIVES
1. Two Downtown walk-throughs have been conducted in order to understand the most problema
items and the highest priorities for upgrade: one with staff and one with members of the Chamber of
Commerce and Downtown Association. An "all hands" meeting was held at the end of November to
discuss a recommended approach to prioritizing and completing the improvements with the
resources available to the City.
2. On December 15, 2009, the Council approved the Downtown Parking Space Conversion Process
through Resolution No. 10139 (2009 Series). On March 4,2010, the City's Sidewalk Cafe Ordinance
became effective.
3. On December 7,2009, Community Development and Public Works staff presented an update to the
Architectural Review Commission (ARC) on the progress of the goal. The ARC discussed possible
new standards for the design of news rack enclosures and trash/recycling receptacles in spring 2010,
and adopted a resolution supporting an approved design, with direction to staff to make several
modifications, on July 19, 2010. Staff produced new standards to reflect the ARC changes and will
present them to Council for approval at the appropriate time.
4. Staff provided the Council with an update on the beautification efforts near the Wineman Hotel, as
well obtained direction on the approach to Downtown improvements on February 23,2010.
5. A new contract has been approved for the Downtown Sidewalk Scrubbing program, with revisions to
allow for more frequent problem area scrubbing.
6. Painting of street light poles and Downtown Tree Management is being combined with other
downtown projects to take place in early 2011. The Warden Bridge repair was deleted by the
Council. Public Works staff has completed painting traffic signal poles and signal controller boxes in
the Downtown. Downtown resurfacing is complete. The parking lot resurfacing project is almost
ready for construction; however, businesses affected by the work have requested that construction
take place in summer 2011.
7. Landscape planters surrounding public parking lots have been enhanced with soil amendment, new
plants, and repaired irrigation supply under the current Parking Fund budget.
1-24
OTHER IMPORTANT OBJECTIVES
<,
) HISTORIC PRESERVATION
Objective. Adopt a Historic Preservation Ordinance, and if funding permits in 2010-11, update the
City's inventory of Historic Resources.
Action Plan
','J
Task
1. Review and evaluate draft historic preservation ordinance.
2. Present draft ordinance for discussion with stakeholder groups.
3. Complete public hearings on draft ordinance.
4. Contract for Historian and Architect to lead inventory.
5. Train volunteers.
6. Conduct historic survey.
7. Hold public hearings for consideration of nominated properties.
Current Revised
Complete
Complete
Complete
No funding
available
No funding
available
No funding
available
No funding
available
Status Summary: 95% Complete for funded action
On November 9, 2010, the Council voted to approve a revised draft of the proposed Historic
Preservation Ordinance and updated Historic Preservation Program Guidelines. City staff worked with
several community members to address concerns associated with the draft documents after the Cultural
Heritage Committee endorsed the drafts for approval. The Council directed further changes be made and
the draft documents received majority support after three Council hearings.
To date, no funding has been identified to conduct additional historic surveys or inventories.
1-25
CARRYOVER GOALS AND OBJECTIVES
The following provides brief status reports on
"Other Important Objectives" for 2009-1 L
Creek and Flood Protection
Objective. Advance Mid-Higuera flood
protection improvements by seeking Zone 9
funding to complete design, obtain approvals
and make progress toward construction as
resources will allow.
Status Summary: 15% Complete. As
recommended by the Zone 9 committee, the
Board of Supervisors approved additional
funding for the completion of technical studies
necessary for the environmental document. The
County Environmental Division completed the
studies early due to regulatory agency
concurrence on species issues. Staff are now
working on preliminary design concepts.
Skate Park
Objective. Develop plans and specifications
and seek funding to construct a skate park.
Status Summary: 60% Complete. Draft plans
for the skate park are presently undergoing the
City's development review process.
Consideration of the park plans will occur
before the Planning Commission and ARC in
late fall 2010 or early winter 2011.
Staff submitted a grant application for
Proposition 84 funding (2008 Statewide Park
Development and Community Revitalization
Program) on March 1, 2010. Unfortunately, the
City was not successful in this highly
competitive grant cycle. Staff continue efforts
to raise additional funds for the project through
a variety of fund raisers including: movie nights,
a concert at the Jack House, and the ongoing
"Buy a Brick Build a Dream" campaign for the
park.
Urban Forest
Objective. Update master plan and devel. )
recommendations to renew the urban forest and
plant more trees.
Status Summary: 100% Complete. The
Council approved matching funds to complete a
Street & Park Tree Inventory and to purchase
software to manage the Street & Park trees in
the City. The Tree inventory is now complete,
and Urban Forestry staff will use the new
software to maintain and update the list. Staff
would next like to complete an Urban Forest
Management Plan for the trees in the City,
including parks, open space, private property
and street trees. However, the staffing and
financial resources needed to complete this task
are not available at this time.
Staff completed a major replanting to replace
trees blown over during the heavy wind storm of
October 2009. Staff also replaced trees removed
as part of the sidewalk repair program an:"
planted nearly 60 trees as part of a free tn. )
program in fall 2010.
Homeless Services
Objective. Identify and pursue opportunities to
implement the "Ten-Year Plan to End Chronic
Homelessness."
Status Summary: 30% Complete. The
Homeless Services Oversight Council (HSOC)
was created on June 2,2009, and meets monthly
in an effort to coordinate the efficient provision
of homeless services in the County. The HSOC
is envisioned by the "Ten-Year Plan" as an
organization that can plan, advise and advocate
for homeless services in the County. The City's
Police Chief, Deborah Linden, currently serves
as the HSOC Vice-Chair and Council Member
Ashbaugh is an HSOC member. The City's
Housing Programs Manager attends meetings as
necessary to report on City program activitie
that improve homeless services. On January 20,· "'
2010, staff made a presentation to the HSOC
regarding the Homeless Services Campus
proposed for 3451 South Higuera Street,
1-26
CARRYOVER GOALS AND OBJECTIVES
adjacent to the County Department of Social
Services. The City has processed entitlements
to permit the site as a replacement for the
Maxine Lewis Homeless Shelter, and the
Airport Land Use Commission approved the site
in February 2010. The facility is programmed to
provide coordinated homeless services,
including day services, overnight shelter, case
management and limited health services,
consistent with the objectives of the "Ten-Year
Plan." In late October 2010, the Community
Action Partnership of San Luis Obispo
(CAPSLO) became the project applicant and the
organization that will move the campus forward
into the next phase.
The following summarizes the status of
"carryover" Major City Goals and Other
Council Objectives from the 2007-09 and 2005
07 Financial Plans. In several cases, "carryover
tasks" have been incorporated into the Major
City Goals (or "Other Council Objectives") for
2009-11, and as such, they are not repeated in
this section.
MAJOR CITY GOALS
Economic Development:
Sales Tax and TOT Revenues
Objective. Encourage and promote projects and
programs that will increase sales tax and
transient occupancy tax revenues.
Status Summary: 80% Complete. The
Economic Development Program continues to
highlight businesses and business issues via the
City/Chamber of Commerce Business Visitation
Program. Work in support of Garden Street
Terraces has included renegotiation of the
Development Agreement for the use of parking
lot 2 as well as certification of the Final
\ Environmental Impact Report. The project is
.) now being redesigned in accordance with the
environmental document. The Chinatown
Project received final approvals in November
2009. Although there are new businesses along
1-27
Monterey Street, within and adjacent to the
project, no progress has been made in moving
the project closer to construction due to the
economic climate. Construction on the Prefumo
Creek Commons project including the Target
store is well underway. In addition to Target,
construction on the new location of the Mac
Superstore has begun. Olive Garden, also a part
of Prefumo Creek Commons, is expected to
follow with entitlements granted soon. The
Downtown vacancies continue to persist,
including the renovated space in the Wineman
Hotel. The economic downturn has proved to
be daunting for larger commercial spaces in the
downtown with vacancy rates pushing down per
square foot rates.
OTHER COUNCIL OBJECTIVES
Waterways Management Plan
Implementation Program
Objective. Upon completion of the Waterways
Management Plan, adopt an implementation
program.
Status Summary: 100% Complete. The
"Record of Decision" by the Army Corps of
Engineers is now complete. Staff is now
implementing projects under the program
outlined in the Plan.
Laguna Lake Dredging Study
Objective. Develop options and decide future
of Laguna Lake, and begin implementation of
approved dredging plan.
Status Summary: 100% Complete. The
Laguna Lake Environmental Document was
approved by Council on December 1, 2009,
completing the study phase of this project.
Council has directed staff to prepare a CIP
budget request for the 2011-13 Financial Plan.
Tree Planting and Maintenance
CARRYOVER GOALS AND OBJECTIVES
Objective. Boost tree planting and
maintenance.
Status Summary: 100% Complete. The
City's tree crew continues to plant vacant wells
as they develop and recently assisted in a second
neighborhood tree planting event on Higuera
Street. Additional trimming funds allocated as
part of the 2007-2009 Financial Plan were
reduced for 2008-09 on September 30, 2008 as
part of the budget balancing activity. The
additional funds were used in 2008-09 to
accomplish additional tree trimming.
Airport Area Annexation
Objective. Annex the Airport Area.
Status Summary: 100% Complete for Phase
1A. The Local Agency Formation Commission
(LAFCO) completed the annexation process for
626 acres associated with Phase 1A of the
annexation area. The map and certificate of
annexation was delivered to the State Board of
Equalization and the land was officially added
to the City boundary on July 25, 2008.
Discussion with property owners in the Phase
1B area was conducted in early 2009. The
proposed development of the Chevron property
will result in an amendment to the Airport Area
Specific Plan (AASP). That project is in the
Environmental Impact Report (EIR) preparation
stage and City and County staff are
collaborating in the review of the project. The
public review draft of the EIR, along with the
scope of work for a financing plan, shall be
underway in early 2011. Annexation of the
Chevron property will provide another key piece
of the Airport Area annexation. Discussions
with LAFCO staff have indicated that LAFCO
would prefer the City pursue annexation of the
entire remaining area including the San Luis
Obispo County Regional Airport, but would
support phased annexations as needed. This
issue is significant because several areas of the
AASP are not contiguous to existing City
boundaries and the only way to bring those
1-28
properties into the City will be to address 1
airport property itself. Including the airport may
significantly alter the timing anticipated for
Phase 1B.
Broad Street Corridor Plan
Objective. Adopt and implement a plan for
South Broad Street corridor planning and
improvements.
Status Summary: 80% Complete. The focus
group that helped develop the plan is still active
in the process and has provided input to current
projects within the plan area. The detailed
traffic study is complete and was reviewed by
the Planning Commission. After staff evaluated
overall densities associated with reducing
development to address traffic impacts, it
became clear that amending development
densities would result in less development than
currently allowed. In addition, Utilities staf+~
identified waste collection system issues th_ J
needed to be evaluated to ensure orderly
development could occur. Staff is proceeding
with subsequent evaluation to ensure the project
goal of mixed use and infill development is
reflected in the revised draft plan. This may
trigger the need for an Environmental Impact
Report (EIR). Staff anticipate completing the
revised draft in spring 2011, with development
of a draft EIR to be completed by fall 2011.
Section 8.2
Background Materials
Status Reports from December 14, 2010 Workshop
STATUS OF CURRENT
CIP PROJECTS
ATTACHMENT 2
)
J
STATUS OF CIP PROJECTS
As of November 1, 2010
city O~ san lUIS OBISpO
STATUS OF CIP PROJECTS
As of November 1, 2010
TABLE OF CONTENTS
Process
3%
ill Under Design
23%
32%
• Construction!
Acquisition
Complete
INTRODUCTION
OVERVIEW
The purpose of this report is to provide the Council with a concise yet comprehensive summary of
the status ofthe City's Capital Improvement Plan (CIP) projects.
The Good News: Projects Are On Track. This is not surprising, given the excellent progress
staff are making in achieving the CIP goals; the in-depth analysis focused on CIP when approved by
the Council; and ongoing monitoring of the status of the CIP program. As discussed in greater
detail below, excellent progress is being made in achieving the CIP goals: of246 projects that have
been financially active in 2010-11 :
Status of CIP Projects
o Design1. 61% (151) are either completed or D Under
Complete: In Construction!under construction. Bid Acquisition
2. 3% (8) are in the bid process.
3. 23% (56) are under design.
4. 13% (31) are under study, in many
cases with preliminary work
completed and now ready for the
design phase.
)
29%REPORT ORGANIZATION
Status of Major City Projects
This one-page chart concisely presents the status of progress to-date on 22 major CIP projects by
presenting the "percent complete" based on the phase that it is in: construction, design or study. As
reflected in this summary, staff are making excellent progress on the major CIP projects.
Status of All CIP Projects
This report summarizes the status of all 246 CIP projects with financial activity in 2010-11
organized as follows:
Project Status. Projects are first presented in one of five "phase" categories:
1. Under study
2. Under design
3. Design completed: in the bid process
4. Construction or acquisition in progress
5. Construction or acquisition completed
Each project shows the "percent complete" within the phase along with the year that the Council
approved funding for that phase.
2-1
INTRODUCTION
Primary Funding Source. Within the "phase," projects are then presented by their primary
\
funding source:
1. Capital Outlay Fund (Along with grant 10. Parkland Development Fund
funds, the General Fund is the primary 11. Fleet Replacement Fund (Along with
funding source for this fund.) interest earnings and sale of surplus
2. Community Development Block Grant property, the General Fund is the primary
(CDBG) Fund funding source for this fund.)
3. Law Enforcement Grant Fund 12. Water Fund
4. Public Art In-Lieu (Private Sector) 13. Sewer Fund
5. Transportation Impact Fee Fund 14. Parking Fund
6. Los Osos Valley Road Impact Fee Fund 15. Transit Fund
7. Airport Area Impact Fee Fund 16. Golf Fund
8. Affordable Housing Fund 17. Whale Rock Reservoir Fund
9. Open Space Protection Fund
Within each fund, projects are organized by functional area: public safety; public utilities;
transportation; leisure, cultural and social services; community development; and general
government.
Priority Criteria. For each project, information is included about the "high-priority" criteria used
by the CIP Review Committee in initially evaluating CIP budget requests before recommending )them to the City Manager for approval by the Council:
1. Does it help achieve a Major City Goal?
2. Is the project needed to meet significant public health or safety concerns?
3. Is there significant outside funding?
4. Is it needed to adequately maintain, repair or replace existing infrastructure, facilities or
equipment?
5. Will it result in significant operating cost savings or productivity improvements?
6. Is it required to meet state or federal mandates?
7. Is it needed to meet the City's public art policy or funded through the private sector public art
in-lieu fee?
FINDINGS
As reflected in this summary, virtually every project in the design or study phase meets at least
one of the "high-priority" criteria (and many meet more than one). This is not surprising, given
the high-level of scrutiny that each received before being approved by the Council, and the
detailed reviews already undertaken in the efforts to free-up CIP funding for higher-priority
needs.
2-2
INTRODUCTION
Based on the detailed review of the status of the CIP and priority criteria, no projects surfaced as
candidates for deferral or deletion at this time. Nonetheless, undertaking this type of detailed
review on an ongoing basis is an important part of effective CIP management.
SUMMARY
This detailed review of current CIP projects shows that staff are making excellent progress in the
CIP goals, and that the projects underway continue to make sense from a priority and policy
perspective. This review did not surface any projects that could be deferred or deleted, largely
due to staffs ongoing review efforts and the high-level of scrutiny that each project received
before being approved by the Council. Nonetheless, as noted above, undertaking this type of
detailed review on an ongoing basis is an important component of effective CIP management.
)
)
\
2-3
CIP STATUS AS OF NOVEMBER 1, 2010
Percent Complete
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Radio System Upgrade
Railroad Trail: Phase 4a: Foothill to Hathaway
Roller Hockey Rink Expansion
I~
Railroad Trail: Phase 3: Amtrak to Marsh Street
Johnson/Buchon Intersection
Downtown lrnprovernents
LOVR Interchange
Tank Farm/Broad Intersection
Bob Jones Trail: Bridge Connections
. )
.' ... --"
Gateway Paving: Monterey Street
Downtown Paving: Marsh Street
Andrews Creek Bypass
Higuera Culvert Repair
Skate Park Construction
Santa Rosa Park Restroom Replacement
SPRR Freight Warehouse Rehabilitation
Water Reclamation Plant lmprovements
Telemetry System lrnprovements
Railroad Trail: Bridge Over Hwy 101
L----J, /
2-4
~
V1
Phase
Percent
Complete
Year
I
Phase
Approved
By Council
Major
City
Goal
Significant
Public
Health or
Safety
Concem
Maintenance
of Existing
Infrastructure
Facilities or
Equipment
Project Priority Criteria
Significant
Oper Cost
Savings! Significant
Productivity Outside
Imprvmnts Funding
Federall
or State
Requirement
Public
Art
Policy
Other
Priority
Factors
(See Notes
Below)
•
x
Police Dept Roof Replacement 100% 2007 x
Fire Station Alert System 100% 2007 x
rDispatch Center/Fire Storage Facility 100% 2007 x x
Transportation: Streets
LOVR Rehabilitation 100% 2007 x I x
BV-Gar @ Monterey 100% 2006 x
Osos/Santa Rosa Traffic Signal 100% 2007 I x
Micro Surfacing Project 100% 2007 x I x
Microsurfacing 08-09 100% 2009 x I x
Hwy 1/Santa Rosa MIS 100% 2010
Transportation: Creek & Flood Protection
Leisure, Cultural & Social Services
100% 2006 x x
100% 2007 x
100% 2007 x
100% 2010 x
100% 2010 x
Foothill Blvd Bridge 99% 2000 x I I I 1 1 PW1
San Luis Dr Bypass Silt Removal 100% 2005 1 L I x
Storm Drain Emerg Repair 100% 2010 x x
Emergency SO Repl-Palm St 100% 2010 x x
New Sidewalk 2007
Bob Jones Bike Trail 2003
Park Restroom Replacement 2007100% I I x I I I x
Laguna Lake Playground 100% 2005 I J x J 1 1
x
Roller Rink Expansion 100% 2007 x
Senior Center Parking Lot 100% 2008 x
Jack House Foundation Repair 100% 2008 I I x
Transportation: Pedestrian & Bikeway Improvements
Project Priority Criteria
Significant Maintenance Significant Other
Year Public of Existing Oper Cost Priority
Phase
I
Phase Major Health or Infrastructure Savings! Significant Federall Public Factors
Percent Approved City Safety Facilities or Productlvlty Outside or State Art (See Notes
Complete By Council Goal Concern Equipment Imprvmnts Funding Requirement Policy Below)
City to Sea Greenway
Transportation: Streets
Signal Higuera at Granada 100% 2005 x
Signal Johnson at Ella 100% 2005 x
TIF Reimbursement 100% 2009
RR Safety Trail Phase 4
RR Bike Path Phase II
Bicycle Projects
Transportation: Pedestrian & Bikeway Improvements
2007 I x
2000 I x :
1999 I x
N ,~mm'!!IF!I'.fl~i:~p!toiJm.t(iii
I
02009PD Sedan Replacement 100%
2010Patrol Sedans 10-11 95%
SUV 2010-11 95% 2010
2007Utility 1 Ton 4 x 4 100%
100% 2009Ladder TrudklEngine
Trash Compactor Truck
French Park Playground
Laguna Lake Playground
Roller Rink expansion
x
x
x
(0 ~ ,) .J~"-'
N
\
-.J
•
Project Priority Criteria
Maintenance Significant Other
of Existing Oper Cost Priority
Infrastructure Savingsl Significant Federall Public Factors
Facilities or Productivity Outside or State Art (See Notes
Equipment Imprvmnts Funding Requirement Policy . Below)
Leisure, Cultural & Social Services
Deferred 2010
100% 2010
100% 2010
100% 2010
x
x
UT3
x
x
x
I
X
x
==1 I W x'.i1j~t{:il~j~fti~.~Jlr_;GVUt~'<C~~
100% 2008 x
100% 2007 x
100% 2010 x
100% 2010 x
100% 2010 x
100% 2005 x
lfll
100% 2UU:5 x I I I x
100% 2005 x
100% 2010 x
100% 2010 x
100% 2010 x
100% 2010 x
100% 2005 x
Particulate Traps
AVL Passenger Access System
Double Deck Bus
Bus Stops
Transit Facility Improv
Digester 3 Clean & Repair
Electric Farebox Upgrade
Slurry Seal WTPIWRF
Rich Ct Sewer Repair
Hw~ 227 Utility Cover
Tank Farm Lift Station
Foxpro Database Conversion
GTht~i~~1:,' i~};~:r: ': -. "
WRF Clarifier
Foxpro Database Conversion
;:U~;1\'~;~W_~:Jlf':~-"
;:.v::::,:;':i~1 ;,>:{,o',:'~'~', /'
Archaelogical Study Garage Artifact
Slurry Seal WTPIWRF
Parking Meter Replacement
Lot Resealing & Restriping
Water Reuse Project 1
Util Trench Repair 09-10
Polybutylene Replacement Proj 2
Waterline Repl 2007
Water Reuse
3592/3594 Broad ~~
3591 Sacramento #53
Housing Trust Fund
3301 Rockview
!~lt;Iiijjj'l2F:I!!~'~vYi2';:!t~;>;1"·!.···;i
Traffic Signal BroadlPacific
Project Priority Criteria
Major
City
Goal
Significant
Public
I
Health or
Safety
Concem
Maintenance
of Existing
Infrastructure
Facilities or
Equipment
Significant
Oper Cost
Savings!
Productivity
Imprvmnts
Significant
Outside
Funding
Other
l'J
\
~
"-..•"
!
Priority
Federall Public Factors
or State Art (See Notes
ReqUirement Policy Below)
Transportation: Streets
n/a 2007 x I x I I I I I PW2
98% 2007 x 1 1 1 x
75% 2003 x
50% 2007 x
99% 2010 I x
80% 2010 x I x
85% 2010 x I x
75% 2003 x
5% 2008 I x
5%
Transportation: Creek & Flood Protection
8 I I I I I I I2007
Transportation: Pedestrian & Bikeway Improvements
n/a
50%
100% I ~U1U I I I I I x
5%
70% I ~UU3 x I t=60% 2008 x
50% 2011
100% 2010
50% 2005/07 I I I I I I I x
J
r-."----J
Pool Cover Reolacement
ADA Improvements
Pacheco School Ramps
Safe Rte 2 School Phase 2
RRST Phase 4A
Tree Inventory
Minor Storm Drain Fac
2007 x x I PW2Master CMP Replacement
Sidewalk Access Improvements
Traffic Siqnal Modificications
Fountain @ Marsh/Higuera Art
General Traffic\ Signal Improvements
Traffic Safety Report Improv
Sidewalk Reoair
Microsurface Summer 2010
Street Reconstruction 2010
Downtown Imp 09-10
Neighborhood Traffic Mgmt.
Traffic Safety Report Improv
Orcutt Rd Widening
Street R & R Main Account
Oh Great Sf:lirit
Fountain @ Marsh/Higuera
Software Lic/AFR Proj
Traffic Collision Software
ADA Improvements
'I~Km~I~~l'tl"~!Zg!!!d;!;:
ff~__$.il{i{~B~n~P;<S:~.ti;
l~gJi:~Il(tfi~tiMal€i~~t&1
0
f0
I
.s
•
Project Priority Criteria
Other
Priority
Factors
(See Notes
Below)
Public
Art
Policy
Federall
or State
Requirement
x
Significant
Outside
Funding
Significant
Oper Cost
Savings!
Productivity
Imprvmnts
x
x
x
x
General Government
x
Significant Maintenance
Public of Existing
Major I Health or Infrastructure
City Safety Facilities or
Goal Concern Equipment
Year
Phase
Approved
By Council
85%
90%
80%
98%
Phase
Percent
Complete
Water Reuse Master Plan nfa 2007
Downtown Imp 09-10 99% 2010 x
Street Reconstruction 2010 80% 2010 x
Polybutylene Replacement nfa 2007 x UT 1
Distribution System Improvements nfa 2007 x UT 1
Distribution Sys Plan Implementation nfa 2007 UT 1
Highland Tank Removal 100% 2008 x x
Reuse Hig-Margarita 40% 2009 L L J I I UT3
Waterline Impr 09-10 10% 2010 x
Water Meters and AMR 10% 2010 x
Wtr Trmt Major Equip Maint nfa 2007 x T T T I I UT 1
Emergency Generator 0% 2009 I I I x
WTP Roof Repairs 35% 2010 x
Laserfiche 20% 2010 x I x
Fox Pro Replacement 20% 2010 x
iil~ii9Jiffi~ij
Traffic Safety Report x
Garage Renovation & Repairs I I x
Copeland Downtown Archeology
Traffic Model Update
Orcutt Rd Widening
Microsurfacing Sum 2010
Traffic Safety Report Improvements
Laserfiche
FoxPro Replacement
Radio System Upgrade
Broadcast Room Update
I'Y"li~@~p~~tililtOYI'mp~~lF&:~,;! ....
N,
Q
ProjectPriorityCriteria
Significant Maintenance Significant
Year Public of Existing Oper Cost
Phase Major Health or Infrastructure Savingsl I Significant I Federall I Public
Approved City Safety Facilities or Productivity Outside or State Art
By Council Goal Concern Equipment lrnprvrnnts Funding Requirement Policy
lacement 2010 X
2010 X
Downtown Imp 09-10 99% 2010 X
Street Reconstruction 2010 80% 2010 x
Collection System Improvements nfa 2007 x
Lateral Rehab Program nfa 2008 x
Sewerline Repl 2007 10% 2008 x
Sewerline Repl 10-11 10% 2010 x
Sewer Repl at RR Xing 20% 2010 x
Major Equipment Replacement nfa 2008 x
Emergency Generator 0% 2009 I I I x
Fox Pro Replacement 20% 2010
Laserfiche 20% 2010
Tree Removal & Replacement
Irrigation Control Repairs
Other
. Priority
Factors
(See Notes
Below)
UT 1
UT4
UT 1
r">; I i
"
r>; ~
~"./
Project Priority Criteria
jJ
\
Significant
Year Public
Phase
I
Phase Major Health or Federall Public
Percent Approved City Safety or State Art
Complete By Council Goal Concern Requirement Policy Below)
Maintenance
of Existing
Infrastructure
Facilities or
Equip~nt
Significant
Oper Cost
Savingsl
Productivity
Irnprvm~ts
Significant
Outside
Fundin~
Other
Priority
Factors
(See Notes
........j,'
Maintenance
of Existing
Infrastructure
Facilities or
Equipment
ProjectPriorityCriteria
Significant
Oper Cost
Savings!
Productivity
Imprvmnts
CDBG Sidewalk Ramps
CDBG Curb Ramps 2011
\',)
\
\"'
Santa Rosa Park Restroom Repl
La Loma Adobe
SPRR Freight Warehouse
is~fi'il~;~~Xt~Yi~iYQgftiiii!
Police Dept Remodel Lower Level
Street Sign Maintenance
Downtown Beautification
Street Rconst 2011
Microsurfacing 2011
Chorro St R&R
Hwy 227 Signal Upgrades
FoothilifTassajara Improvements
Grand/Hwy j01 NB Signalization
Traffic Oper Rept Implm
Andrews Bypass
Silt Removal
Storm Drain Culverts
Bishop-Augusta Creek Bank
Higuera CMP Replacement
Highland SO replacement
Monterey SO replacement
Storm Drain Replacment Var Loc
Flood Plan Phase II
Curb Ramp 2011 Project
Bob Jones Trail Bridge Connections
Prefumo Bike/Pedestrian Bridge
c'"
)
99%
100%
90%
40%
50%
40%
30%
25%
20%
90%
90%
80%
99%
75%
90%
20%
100%
50%
90%
25%
100%
25%
95%
90%
Transportation: Creek & Flood Protection
2009
2010 I x I I x
2011 I x I I x
2011 I x I I x
2011 I x I I x
2008 I I I x
2008 I I I x
2008
2009
2005 I x
2007 I x
2007
2008 I I I x
2008 I x I I x
2010 I x I I x
2010 I x I I x
2010 I x I I x
2008
Transportation: Pedestrian & Bikeway Improvements
2011 I I I x
2003
2007 I x
c)
x
x
x
(",
N
\
I.Y
.-.~.~--.-'
Project Priority Criteria
Phase
Percent
Complete
Significant Maintenance
Year Public of Existing
Phase Major Health or Infrastructure
Approved City Safety Facilities or
By Council Goal Concern Equipment
Significant
Oper Cost
Savings!
Productivity
lmprvmnts
Significant
Outside
Funding
Federa\l
or State
Requirement
Public
Art
Policy
Other
Priority
Factors
(See Notes
Below)
Leisure, Cultural & Social Services
Transportation: Pedestrian & Bikeway Improvements
2006 I x
2007 I x
x
x
x
x
x
x
x
x
x
x
x
x
x
1999
2009
2009
2010
2007
2010
2003 I x
2010
2007
2008
2007
2010
2010
0%
50%
40%
60%
50%
0%
0%
90%
100%
25%
20%
99%
100%
100%
100%
Higuera Widening @ Marsh/High
Play Equipment Replace Emerson Pa
Traffic Volume Counts
RR Safety Trail Phase 3
LOVR/Hwy 101 Interchange
RR Safety Trail Hwy 101
Play Equipment Replace Throop
Play Equipment Replace Johnson Pk
Play Equipment Replace Santa Rosa
Skate Park Improvements
Play Equipment Replace Meadow Pk
Sinsheimer Equipment Replacement
Santa Rosa Park Restroom Repl
Meadow Park Roof Replacement
SPRR Freight Warehouse
iwJ;;~~~P;Qrt.ilillgjjIPi~~Qt'iR~~
RR Safety Trail lighting
··'ie~~!S1Ii.lv~,~~gpj:i6®j
0% 2010
•
Project Priority Criteria
Significant Maintenance Significant
of Existing Oper Cost
Infrastructure Savingsl Significant
Facilitiesor Productivity Outside
Equipment Imprvmnts Funding
Other
Public PriorityYear
Healthor Federall PublicMajor FactorsPhase Phase
I City Safety or State ArtPercent Approved (See Notes
RequirementGoal Concem Policy Below)Complete By Council
l'~ x
xz.\
Leisure, Cultural &Social Services
x
x x
Directional Sign Program
Tr 1750-6 Mit-Opticom
Mid-Hig By Pass Channel 75%
Taro St CK Bank Stabil 0%
Chorro Bridge Rehab 0%
City Gateways
Bridge Enhance Art
Laguna Lake Dredging
Higuera-Prado Right Way
~lBU~~.~tJ!~~m'~fJ:J~;1~i1~
Meadow Park Comm Garden Art
1?211m:t1i$'-RI~iiiQ~tmR~'~t\\r;;~
Palm-Nipomo Parking Garage 50% 2003 x
Upgrade Pkg Struct Equipmt 0% 2010 x
Purchase 610 Monterey 0% 2010
Utility Cart 0% 2011 x
,n f"'\
)
\_-,//x..
,.,
A
N COLUMN L NOTES:
\ UT 1 - Master account; no project activity occurs here.
(j\ UT 2 - Water Reuse construction is complete. Remaining budget is retained pending resolution of contract litigation.
UT 3 - Recycled water system expansion.
UT 4 - Lateral Reimbursement Program is an on-going program.
PW1 - The Construction is complete; however the project remains in the maintenance and establishment phase
PW2-Master account; no project activity occurs here.
Project Priority Criteria
Significant Maintenance Significant Other
Year Public of Existing oper Cost Priority
Phase
I
Phase Major Health or Infrastructure Savings! Significant Federal! Public Factors
Percent Approved City Safety Facilities or Productivity Outside or State Art (See Notes
Complete By Council Goal Concern Equlprnent _Imprvmnts Funding Requirement Policy Below)
Old Creek Habitat Plan
Telemetry System Upgrade
VOIP Hardware Mod
Downtown Trans Coord Ctr I
"~~'._";X" -;tt~\t~r: .::.~;+,; ~f>(J;;f}~~ID.f:f;~ ~jifj;
I
Staff Vehicle ReQI
'~h:~r~fg~:~~igt;lriq~:'
Forklift
Bus Stop Improvements
WRF Disinfection Mod
Master Plan Implement: WRF
Section 8.3
Background Materials
Status Reports from December 14, 2010 Workshop
-, STATUS OF GENERAL PLAN
j IMPLEMENTATION PROGRAMS
i ATTACHMENT 3
;
Status Report on
General Plan Implementation Programs
and
Land Use and Circulation Element
Update Options
December 2010
)
'\
City O~ san lUIS OBISpO
Status of General Plan Implementation Programs
Land Use and Circulation Element Update Options
TABLE OF CONTENTS
Introduction
Overview 1
Status of General Plan and Area Plan Implementation Programs 1
Report Organization 2
Findings 3
Land Use (LUE) and Circulation (CE) Element Update Options 6
Option 1: Comprehensive LUE and CE Update Using Grant Funds 7
Option 2: Continue Focused Update By Developing Existing Conditions Analysis 8
Option 3: Continue Focused Update With Healthy Cities Analysis 10
Option 4: Focus on Existing Long-Range Planning Work Program 10
Summary 11
Status of General Plan Implementation Programs by Element
Land Use Element 12
Housing Element 14
Circulation Element 16 \
/Conservation and Open Space Element 17
Noise Element 20
Safety Element 20
Parks and Recreation Element 21
Water and Wastewater Element 21
Status of Area Plan Implementation Programs
Orcutt Area Specific Plan 22
Mid-Higuera Area 24
Railroad District 25
Airport Area Specific Plan 26
Margarita Area Specific Plan 27
Draft Project Plan: Land Use and Circulation Element Update Options
Excerpt from August 8, 2008 Council Agenda Report
31
Focused update proposal-Options 2 and 3
43
Vacant Land: Non-Residential Zones Map
45
Long Range Division Work Assignments
46
INTRODUCTION
OVERVIEW
The purpose of this report is two-fold:
1. Provide a concise yet comprehensive summary of the status of all General Plan implementation
programs as well as implementation programs for four key "area" plans: Downtown, Mid-Higuera
Area, Railroad District and Airport Area.
2. Follow-up on the 2009-2011 Council-identified Objective to evaluate cost-effective options to
conduct an update to the General Plan Land Use and Circulation Elements. A project plan and
estimate of costs for comprehensive updates to both elements was presented to the Council in August
2008. Options are presented in this report.
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
)
Status of General Plan Implementation Programs
III Medium
15%
o Low
1%
• Incomplete
Programs
24%
[] High
8%
Il!J Complete
or Ongoing
76%
The following schedules provide a concise yet
comprehensive summary of the status of all General
Plan implementation programs. As discussed in
greater detail below, of the 448 individual
implementation programs in the General Plan, 76%
(341) of them are completed or have been integrated
into the City's ongoing operations. While the
overall percentage of implemented programs has
dropped since the last Financial Plan reporting, it is
a reflection of two elements that have been updated
with new programs within the last year: the
Housing Element and the Water and Wastewater
Element.
Given the ambitious nature of our General Plan and its thirty-year time horizon, we believe that this
represents significant progress in achieving General Plan goals.
Of the remaining 107 programs that are not yet complete, we have classified:
• Six of them as being relatively easy to achieve from a resource perspective.
• 34 as being difficult to achieve.
• 67 as being somewhere in between.
Report Focus: Why Report on the Status of Programs? The City's General Plan is composed of a
"building block" hierarchy of goals, objectives, policies and programs. Goals and objectives are
direction-setters. They describe desirable conditions and preferred outcomes as they are applied to
\ specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific actions ) for their achievement. Objectives generally state an intermediate step toward attaining a goal. Policies
are typically more specific statements that guide decision-making.
INTRODUCTION
Programs are actions that implement goals, objectives and policies. As such, monitoring our progress in
implementing General Plan programs is an excellent way of monitoring our progress in achieving
General Plan goals and objectives. And for this reason, it is the focus of this report.
Report Organization
General Plan Elements. The report first organizes each of the implementation programs into one of our
eight General Plan elements:
• Land Use (LU)
• Housing (H)
• Circulation (CI)
• Conservation and Open Space (COSE)
• Noise (N)
• Safety (S)
• Parks and Recreation (PR)
• Water and Wastewater (WW)
Implementation Program Summary. A short "one-line" narrative is provided for each implementation
program, referencing the specific General Plan Program number. (Each program is assigned a "line
number" solely for easy internal reference within the report itself.) )
Lead Department. The lead responsible for implementing the program is presented. (In many cases,
several departments work closely together in implementing the program; this simply indicates which
department has the lead role in coordinating program implementation.)
• Administration (ADM)
• Community Development (CD)
• Finance & Information Technology (F&IT)
• Fire (FD)
• Parks and Recreation (P&R)
• Police (PD)
• Public Works (PW)
• Utilities (UT)
Implementation Status. All programs are organized into one of two major "status" categories:
o If it's complete (or will be complete by June 2011) or has been integrated into City operations as an
ongoing program, this is noted with a "C" (complete) or an "0" (ongoing) in the first status column of
the summary. For easy reference, within each element, completed programs are listed first in the
summary, followed by those that are ongoing.
8 If it won't be completed (or become an ongoing program) by June 2011, then we have rated ho
difficult it will be to complete on an "order of magnitude" (qualitative) basis using the following
coding:
3-2
INTRODUCTION
Low (L): Minimal staff effort and no consultant assistance will be needed to complete the analytical
work and coordinate stakeholder-public outreach. While this is a qualitative assessment by the lead
department, this generally means that less than 80 hours of staff work and no additional budget
resources will be needed to implement the program.
Medium (M): Significant staff effort, some consultant assistance or supplemental funding for
operations or capital projects will be needed to complete the analytical work and coordinate
stakeholder-public outreach or implement the program. Again, while this is a qualitative assessment
by the lead department, this generally means between 80 to 500 hours of staff work and/or up to
$25,000 for added budget resources will be needed to implement the program.
High (H): Major staff effort, consultant assistance or supplemental funding for operations or capital
projects will be needed to complete the analytical work, coordinate stakeholder-public outreach or
implement the program. Generally, this means that more than 500 hours of staff work and/or more
than $25,000 for added budget resources will be needed to implement the program.
For easy reference, within each element, the incomplete programs follow those that are
complete/ongoing, with the "low" difficulty programs listed first, followed by those that are "medium
and high;"
Area Plans. "Area plans" like the Railroad District Plan are not General Plan Elements. However,
) each of the five area plans adopted by the Council that have "implementation programs -Mid-Higuera
Street Enhancement Plan, Railroad District Plan and Airport Area Specific Plan, Margarita Area Specific
Plan and Orcutt Area Specific Plan - are closely linked to the General Plan implementation.
Accordingly, the status of "area plan" implementation programs is also provided in this report. They are
organized in the same manner as the status report on General Plan program implementation.
Findings
General Plan Programs
Status Summary. As noted above, 79% of the City's General Plan implementation programs have been
completed or integrated into the City's day-to-day operations. The following is a more detailed
summary of the status of General Plan implementation programs by element:
Summary: Status of General Plan Implementation Programs
General Plan Element
Land Use
Housin
Circulation
Conservation & 0 en S ace
Noise
Safety
Complete or
Ongoin
No.
52
43
49
100
4
33
Total
73
78
65
118
4
34
3-3
INTRODUCTION
Parks and Recreation 36 93% 0 0% 0 0% 3 7% 39
Water and Wastewater 24 65% 1 2.5% 5 13.5% 7 19% 37
TOTAL 341 76% 6 1% 67 15% 34 8% 448
As reflected above, there are very few "low effort" programs remaining.
Resource Requirements. Based on our qualitative assessment of the resources need to complete the
implementation of the remaining programs, the following is a "high-level" assessment of the staff
resources and added budget resources that will ultimately be needed to complete these programs at some
point:
Low Difficulty
Medium
High
Remaining
Programs
6
67
34
High-Level Resource Assessment
Staff Effort Other Added
FTE's* Cost** Resources
0.28 $39,000 $0
11.43 $1,577,300 $1,675,000
23.20 $3,201,600 $3,400,000
Total
$39,000
$3,252,300
$6,601,600
Total 107 34.91 $4,817,900 $5,075,000 $9,892,900
* Annual full-time equivalent (FTE) ** Includes salary, benefits & indirect costs
)
But What's Their "Value?" These summaries show which programs remain undone and the "order of
magnitude" resources that would be needed to complete them. However, they do not address their
relative value to the community compared with the effort that would be required to complete them. For
example, it might be tempting to direct our resources to finishing-up the "low or medium difficulty"
programs to get them off our plate. However, this should be weighed against the value likely to be
derived. In this case, we might have a greater impact in improving the community's quality of life if we
focused the same level of resources towards accomplishing a fewer number of "high value" (but
relatively higher effort) programs. On the other hand, we would want to avoid undertaking high-effort
but lower-value programs.
In his book The Seven Habits of Highly Effective People, Stephen Covey presents a paradigm for
assessing these "value versus effort" .trade-offs, which can be summarized as follows in the context of
allocating resources towards completing General Plan programs:
3-4
INTRODUCTION
le::: o
LL.
LL.
W
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 ....oE;-------------------.. Low
VALUE
In this model, we would want to first go to those programs falling in "Quadrant A:" low effort but high
value." (These are the proverbial "low hanging fruit.") After this, Quadrants Band C are a "toss-up."
However, in all cases, we would want to avoid any programs that might fall into Quadrant D.
)
Ultimately, assessing the value of individual programs and directing resources towards completing them
is the Council's decision (and in the final analysis, this is what the City's goal-setting and budget process
is all about.) However, the staff can prepare an "order of magnitude" assessment of those programs we
believe would have the most near-term benefits relatively quickly if the Council believes that this would
be helpful background information in the goal-setting process.
Area Plans
Railroad District Plan Programs
Nine of the forty-one Railroad District Plan implementation programs have been completed or integrated
into ongoing programs. Of the remaining thirty-two programs that are not yet complete, we have
classified two of them as "medium" difficulty and thirty as "high."
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 ofthem as "high."
Airport Area Specific Plan Programs
Of the twenty-nine programs set forth in this plan, twenty have been integrated into ongoing programs.
We have classified one of the remaining nine programs that are not yet complete as "low" difficulty, two
of them as "medium" and six as "high." This Specific Plan is undergoing an update as part of the
3-5
INTRODUCTION
Chevron Remediation and Redevelopment proposal and these programs will be updated as part of the
process.
Margarita Area S peeiflc Plan ,
The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling units
and about 900,000 of business park development. Three subdivisions have been approved for a total of
300 residential lots and several commercial developments have been approved. Many of the programs
listed in the plan are dependent upon actual construction taking place since they will be implemented
with development however two of the 86 programs have been completed: the dedication of the South
Street Hills and the construction of the Damon-Garcia Sports Field complex.
Orcutt Area Specific Plan
Final action was taken in March 2010 to approve the Orcutt Area Specific Plan which accommodates
nearly 1,000 new residential units and some 15,000 sq ft of commercial retail space. Subsequently, the
City filed a request with the Local Agency Formation Commission to annex the entire specific plan area.
None of the 93 programs identified has yet to be completed because the programs specify conditions that
will be accomplished by development occurring in the area. The programs are listed as "ongoing'
because the programs will apply to any development in the area once it is annexed and subdivision and
development proposals are submitted.
)LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS
Previous Council Direction
The City's Land Use and Circulation Elements were last comprehensively updated in 1994. Over the
last few years, the Planning Commission has identified updating the two elements as a desired work
program item in order to keep these key components of the General Plan up-to-date. In August 2008,
staff presented to the Council a proposed work plan for a comprehensive update of the Land Use and
Circulation Elements in preparation for the 2009-2011 Financial Plan process (Page 31). The
presentation described tasks, timing, cost, and staff resources needed to complete a comprehensive
update of the two elements. Later that fall, staff presented several options to a comprehensive update for
Council consideration and ultimately, Council identified a limited option of initiating a focused revision
to the Land Use and Circulation Elements as an Other Important Objective as part of the 2009-2011
Financial Plan.
The adopted work scope for this objective was described as the following:
Phase I:
1. Upgrade the traffic model to enable multi-modal forecasting of circulation impacts (1/11).
2. Evaluate the effectiveness of existing policies and programs of the Circulation and Land Use
Elements (3/11).
3. Scope the extent of revisions required to address outdated sections of the Land Use and Circulatiou-:
Elements (6/11).
4. Evaluate Sphere of Influence areas and develop work programs if necessary for these areas (6/11).
3-6
INTRODUCTION
5. Identify new policies and programs that may be warranted to address changing community needs or
legislation (6/11).
Phase II was anticipated for 2011-2013 and included initiating limited updates to the Land Use and
Circulation Elements.
Status of Objective
The traffic circulation model has been updated and additional model modification to enable multi-modal
forecasting ability is slated to be complete by early 2011. Land Use and Circulation Element programs
are being evaluated to determine their status and effectiveness. A policy report documenting these
findings will be scheduled for Planning Commission consideration in Spring 2011. As part ofthe policy
report, staffwill outline the extent of revisions required to address outdated sections of the Land Use and
Circulation Elements and to reflect changes to state law.
Options for Next Steps in the Update
There is still a need to update the Land Use and Circulation elements, if only to remove outdated
provisions and completed programs. However, the scope of an update process is dependent on cost and
resources available. The previous Council direction to produce a focus update was based on the
resources expected to be available. Staff has outlined several options below for consideration in advance
) of the 2011-2013 Financial Plan process.
Option 1: Comprehensive update of the Land Use and Circulation Elements using grant
funds.
In April 2010, Council authorized staff to pursue a planning grant available through Proposition 84
funds and administered by the Strategic Growth Council (SGC). The planning grant could potentially
fund a comprehensive update to the Land Use and Circulation Elements but cannot be used for the
associated environmental review. The SGC staff has recommended funding of the City's request but the
final determination of grant awards will occur at the SGC Council meeting in early December.
Assuming the determination follows the recommendation, the City will be notified of the award amount
and timing requirements.
At this time it appears the City will be successful in obtaining the grant, however there will still be
substantial costs associated with managing the grant and the update process as well as conducting the
associated environmental review. Staff estimates that two staff full time equivalents (FTE) will be
required for the duration of the process - roughly 3 years - in addition to costs associated with any
special studies that cannot be covered by the grant. The cost of special studies has yet to be determined
but is estimated to be around $220,000 dependent upon which studies are allowed to be covered by the
grant.
. The draft project plan for a comprehensive update presented to the Council in August 2008 is provided
) on page 31 of this report. If a comprehensive update is adopted by the Council as a goal for 2011-2013,
the Council directed several changes to the draft project plan, including:
3-7
INTRODUCTION
1. The process should be primarily resident and neighborhood based but still allow for some
appropriate representation of important sectors of the community by persons who might not live
within the City limits (such as representatives of non-profits, the medical community and regional
interests).
2. Staff should use legislative drafts as a tool to make it clear to citizens what is being changed when
amending plans. Staffwill do so to the maximum extent feasible and practical during the update.
3. The proposed sequence of steps outlined in the draft project plan seems generally agreeable with the
understanding that the staff will review the draft to make it clearer that the process, and each major
step, will start with primarily resident involvement.
4. The Parks and Recreation Element will not be tied to the LUE update. Instead, it will proceed on its
own track.
5. The survey used in 1988 should be used as a point of departure in developing a new survey.
However, staff should also be open to new and more relevant questions and methodologies for
assuring a representative, scientific sampling of community sentiment and vision.
The work being completed during the current Financial Plan period that is described in the project plan,
such as evaluation of current policies and programs and update of the circulation traffic model, will
accomplish several of the tasks listed in the work plan. This will result in some acceleration of the
process as well as reduction in estimated costs for a comprehensive update. ')
Option 1 Cost Summary: Grant-funded update to LUE/Circ Elements ,Source
...
,
Consultant Services
Background, Issues, Fiscal Analysis, Reports
Traffic Modeling
Public Outreach (Surveys, Charettes, Public Meetings, Mailings)
Environmental Review by staff and Technical Assessments
Contingency @ 5%
880,000
220,000
50,000
Grant
GF & TIF
GF
Total $1,150,000
This option is estimated to need a commitment oftwo FTE for the duration ofthe project, which is
estimated to be approximately 44 months.
Option 2: Continue with a focused update of the element as identified in the 2009-2011 Financial
Plan by further developing existing conditions analysis.
The Land Use and Circulation elements still have the capacity to guide growth in the City for years to
come and the rate of development is expected to remain slow for the foreseeable future. Because there is
no urgent need or State requirement to update the Land Use and Circulation elements now, the City
could take additional time setting the stage for the updates. With this option, staff would continue the
work started this fiscal year by completing the work scope to identify changes required to bring the
elements up to date; developing a work program to address the Sphere of Influence areas; and evaluatin-: \
changes in state law and any impacts to current policies and programs. The work program for th~
option is shown starting on page 43 of this report. The following factors support this approach:
3-8
INTRODUCTION
1. Since the economy is very slow at this time, it is not likely that development pressures will challenge
the existing land use policies; and the overall guidance in the LUE is still valid. While many
programs have been completed or are on-going, the LUE provides direction that still appears to
reflect community values.
2. There are several major implementation programs such as the South Broad Street Corridor Plan and
the update to the Airport Area Specific Plan underway that will most likely continue into the next
Financial Plan. Staff resources will necessarily be committed to these programs and it will be
important that these projects be completed and reflected in the update process.
3. Existing residential land use capacity is adequate to accommodate foreseeable growth through the
next Financial Plan period and beyond. The City's Housing Element was certified by the State
Department of Housing and Community Development (HCD) in July 2010. This element documents
that the City has residential capacity to meets its regional allocation for the upcoming five years. In
addition, the development potential recognized by HCD for purposes of the five year housing
element did not include all of the residential capacity provided by full build-out of the Margarita and
Orcutt Area Specific Plans.
4. Existing non-residential land use capacity is adequate to accommodate foreseeable growth through
the next Financial Plan period and beyond. The Prefumo Creek Commons property development
and the completion of many of the seismic retrofits of buildings in the Downtown will provide
adequate retail space to address community and regional needs for some time. The update to the
Airport Area Specific Plan and efforts to encourage development in the Margarita Specific Plan Area
. will support over 1.8 million square feet of new business park and commercial service development.
In addition, non-residential vacancy rates in the City are the highest they have been in the last ten
years at 5.1% for Retail to 9.1% for Industrial and 12.6% for Office uses indicating that existing non
residential buildings in the City also have unused capacity available. The graphic on page 44 shows
acreage of vacant non-residentially-zoned land in the City.
5. The General Plan Annual report process and the resulting incremental amendments have helped keep
policies up-to-date.
The 2011-13 cost for this option is estimated at $840,000 as follows:
Option 2: Continue with focused update
Complete current assignments including:
Background, Issues, Fiscal Analysis, Reports
Environmental Review & Technical Assessments
Traffic Modeling -additional work
Public Outreach (surveys, charrettes, public meetings, mailings)
Contingency @5%
Total
250,000
400,000
100,000
50,000
40,000
$840,000
) Staff commitment of 2.0 FTEs will be needed to complete this assignment. It is estimated that a focused
update will take approximately l8-24months to complete.
3-9
INTRODUCTION
The Proposition 84 Grant Funds may be available to fund a portion of this project if the work scope
meets the intent of the grant program.
Option 3: Continue with Option 2 but add a Healthy Cities analysis to inform the update process.
Current planning practice and research indicates a strong connection between land use and community
health. Indicators such as local asthma and obesity rates are used in setting benchmarks and marking
progress toward supporting a healthier community. Many of the City's policies have secondary health
benefits, such as those that encourage walkability and development of bike trails. However there are
several campaigns such as Healthy Cities, Healthy Eating Active Living (HEAL), Healthy Planning and
others that encourage communities to be explicit about policies and programs that support health. These
efforts include mapping access to healthy and fast-food locations; evaluating where barriers to physical
activity occur; and partnering with schools and health care providers as part of the land use and
circulation element update process preparation.
With this option, staff would continue with a focused update of the Land Use and Circulation elements
started this fiscal year by completing the work scope to identify changes required to bring the elements
up to date; developing a work program to address the Sphere of Influence areas; and evaluating changes
in state law and any impacts to current policies and programs but would also begin to research and
develop information from the Healthy Cities efforts as part of the program. This effort would inform
land use and circulation element decisions in the future. The work program for this option is shown
starting on page 43 of this report. )
Option 3: Continue with focused update w/Healthy Cities
Complete current assignments including:
Background, Issues, Fiscal Analysis, Reports
Environmental Review & Technical Assessments
Traffic Modeling
Public Outreach (surveys, charrettes, public meetings, mailings)
Contingency @5%
250,000
400,000
100,000
50,000
40,000
Total $840,000
Staff commitment of 2.0 FTEs will be needed to complete this option.
The Proposition 84 Grant Funds may be available to fund a portion of this project if the work scope
meets the intent of the grant program.
Option 4: Focus on Existing Work Program
With this approach, long-range planning staff resources would be focused on completing existing long
range planning work program items. The long-range planning work program contains several items that
are being done as resources that are not committed to high priority tasks become available. As a result,
some long-range planning work program items are taking years to complete. Examples include the
Broad Street Corridor Plan (still requires some funding for studies to support environmental review
work) and a new parking strategy for residential uses in the Downtown. Work on an existing conditior.
analysis (Option #2) could be also begin as resources allow, but the priority during 2011-13 would be
"
completing as many long-range planning projects as possible in order to resume the Land Use and
Circulation Elements without already having a full plate. There are some benefits to this approach.
3-10
, INTRODUCTION
. )
1. The Long-Range Planning Division work program currently contains over 31 items in progress (Page
44). Shifting resources has slowed the completion of several of these work program items. This
option would facilitate their completion.
2. Since the economy is very slow at this time, it is not likely that development pressures will challenge
the existing land use policies; and the overall guidance in the LUE may be perceived as remaining
valid for many members of community. While many programs have been completed or are on
going, the LUE still provides adequate direction that reflects community values and adequate land
use capacity remains for the foreseeable future.
SUMMARY
No Council action is recommended on these options at this time: we have prepared these options in
follow-up to Council direction as added background information as the Council considers goals for
2011-2013.
Options: Comparison of costs
1: Comprehensiveupdate*
2. Focused update**
3. Focused update with Healthy Cities option**
4. Focus on Existing Work Programs )
* As much as $750,000 may be eligible for grant funding.
$1,150,000
$840,000
$840,000
$75,000
** Someportion of these programsmaybe eligible for grant funding.
T:\Budget Folders\20 11-13 Financial Plan\Status of General Plan Implementation Programs, 2011-13 .doc
3-11
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
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No.1 Department General Plan Implementation Proaram Summarv OrOnnolnn I Low Medium Hlnh
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1 City-County MOU regarding SlO Planning Area (lU 1.15.8) C
2
ADM
ADM Encourage County to adopt cluster districts (lU 1.7.4) C
3
ADM Investigate ways to intensify and improve cohesion at existing Madonna Road centers C
(lU 3.9.10)
4
Study possible reuse of surplus City facilities by cultural and non-profit groups (lU 5.7) CADM
Encourage public art in all projects (lU 5.8)5 ADM C
6
ADM Designate sensitive sites and require ARC review during subdivision process (lU C
6.3.1)
7
Prepare a refined land use map for the City and its planning areas (lU 6.0.3) C
8
CD
Review and, if necessary, revise noise, property development, & maintenance C
standards (lU 2.10.1)
9
CD
Adopt property maintenance standards (lU 2.10.2) C
10
CD
Affordable housina inclusionary fee requirements (lU 2.13)CD C
11
Consider new requlations for accessory bulldlnqs (lU 2.14.(3)) C
12
CD
Consider new regulations for large intill houses (lU 2.14. (1),(2)) C
13
CD
Provide staff support for neighborhood issues (lU 2.15. F) C
14
CD
Consider enhancement of Mid-Higuera Area (lU 3.1.4) (see also Special Design Area CD C
8.5)
15
Add warehouse stores to Zonino Reoulations. (lU 3.6.2.B) C
16
CD
CD Add R&D facilities to Zonina Reaulations (lU 3.6.2.0\ C
17
Eliminate PD minimum site area for commercial zones (lU 3.9.2) C
18
CD
Rezone neiqhborhood uses in CoS (lU 3.9.3)CD C
19
Revise zoning & architectural standards to protect character of downtown areas (lU C
3.9.7)
20
CD
Provide incentives to encouraae relocation of auto sales (lU 3.9.8) C
21
CD
Noise prevention in Zoning Regulations, architectural auidelines (t.U 3.9.9/N) CD C
22
Revise zoning regulations to require large new projects downtown to include dwellings C
(lU 4.2.1)
23
CD
CD Develop & apply a "Residential-Office" zone in the downtown (lU 4.2.2) C
24
Establish in-lieu fee to protect airport area OS when protection not feasible with project C
approval (lU 7.13)
25
CD
Work with property owners to prepare area plans for Santa Barbara Street area (lU C
8.4)
26
CD
Revise engineering standards to allow for porous paving and landscaping (lU 6.4.5)PW C
27 Develop resource maps (lU 6.0.2)ADM 0
28 ADM Develop aaaressive marketina croorams for tourism (lU 3.9.11.Cl 0
29 Encourage development of recreation facilities (lU 3.9.11.E)ADM 0
30 Consider establishino tourist information at City entries (lU 3.9.4)ADM 0
31 Discuss feasibility of countywide planning group (lU 1.15.4) 0
32
ADM
Promote inter-jurisdictional review of countywide projects (lU 1.15.5) 0
33
ADM
ADM Develop tour concepts (lU 3.9.11.0) 0
34 CD Mon~or nonresidential growth rate: (lU 1.10.4) 0
35 Monitor County Resource Management Reports (lU 1.15.1) 0
36
CD
Advocate annual meetings among local jurisdictions to discuss regional issues (lUCD 0
1.15.2)
37 Support formation & continuation of neichborhood olanninq qrouos (lU 2.1.2)CD 0
38 Periodically review & update prop. maintenance standards (lU 2.10.2)CD 0
39 Undertake focused review, improvement, & enforcement efforts for neighborhoods (lUCD 0
2.15.C)
40 Provide early neiqhbornood notice of oroiect reviews (lU 2.15.E)CD 0
41 Work with County to assure airline service at Airport consistent with Circulation 0
Element (lU 7.11)
42
CD
Actively pursue annexation of the Airport Area (lU 7.3)CD 0
43 Work with Airport Area property owners to complete a specific plan (lU 7.8)CD 0
)
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
)
44 CD Advocate reqional qrowth rnanaqernent orocrarn (lU 1.15.6) 0
45 CD Work with Countv to make SlO Area Plan consistent w/ Citv lU flU 1.15.7) 0
M
M
M
M
M
M
M
M
M
M
M
M
M
H
H
H
H
H
H
H
H
46 CD Review allowed building heights in retail areas & outside the Commercial Core (lU
4.16.4; lU 4.18)
0
47 CD Include Downtown Concept Plan features in zoning regulations, architectural
quidelines. enqineerino standards & capital improvement plans (lU 4.19)
0
48 CD Work with property owners to prepare area plans for Broad Street area (lU 8.3) 0
49 CD Mitigate visual impacts of hillside houses including considering revising method for
determining building height (lU 6.3.4)
0
50 PW Promote neighborhood traffic calming (lU 2.1.3.1CE) 0
51 PW Expanded transit service to development sites in Airport Area concurrent with
development (lU 7.7)
0
52 PW Notify creekside orocertv owners in advance of work alone creeks IlU 6.5.3) 0
53 CD Consider special downtown dev standards: Added dwellings on lots with existing
houses (lU 2.12.B)
54 CD Consider special downtown development standards: Mass & spacing standards (lU
2.12.C)
55 CD Review, revise parkina standards (lU 2.10.1)
56 CD Evaluate student housing needs, revise City standards & zoning as appropriate (lU
2.11.1)
57 CD Revise apartment standards to include usabie open space (lU 2.11.2)
58 CD Consider special downtown dev standards: New residential density category between
low & medium (lU 2.12.A)
59 CD Consider special downtown dev standards: Parking & coverage standards (lU
2.12.D)
60 CD Consider soecial downtown residential standards flU 2.12)
61 CD Devise strategies to stabilize owner/rental ratio and maintain neighborhood character
lU 2.15.B)
62 CD Revise residential density determination method for Medium, Med-High & High land
use districts (lU 2.16)
63 CD Offer new development incentives for providing child and elder care for employees (lU
3.7.1\
64 CD Survey downtown. rezone office, residential, and mixed use areas (lU 4.2.2)
65 PW Work with the County to develop a City-County downtown space needs plan (lU 5.3)
66 CD Plans capacity summary COG (lU 1.15.3)
67 CD Identify, designate, and plan neighborhoods (lU 2.1.1, 2.15.A)
68 CD Develop a TDC program that includes Commercial Core properties as receiver sites
lU 4.2.1)
69 CD Re-evaluate lU map based upon resource mapping and revise as appropriate (lU
6.0.3)
70 CD Revise Zoning Regulations to include provisions for TDC's from outside URl to within
URl (lU 6.3.2)
71 CD Work with property owners to prepare area plans for Madonna Road regional shopping
area (lU 8.1)
72 CD Work with property owners to prepare area plans for Foothill Boulevard area (lU 8.2)
73 PW Removal man-made obstructions from creek channels (lU 6.5.1.C)
J
,/
3-13
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
I,.', ','i""',;: <. ' ,:.'',::{". (.""~""'", ,...•, .... '.... ,,:.-::..,' '. IWU$INGJ:kE;.~,;N:t, '.. ;-.::;.::-,\;){:~;~)-.:: .:-~ ;. .,...., ,"""'>"."":'''-.'"
74 CD Provide financial assistance for rehabilitation of affordable rental and ownership units 0
usina Federal, state and local housina funds (HE1.4)
75 CD Continue Code enforcement to expedite removal of iliegaVunsafe dwellings (HE 1.5) 0
76 CD Enact a rental inspection program to improve condition of housing stock (HE1.6) 0
77 CD Continue to support local & regional solutions to homelessness by funding programs 0
such as Maxine Lewis and Prado Center( HE1.7)
78 CD Create educational campaign to encourage owners of older residences to conduct
seismic upgrades (HE 1.8) M
79 CD Amend inclusionary requirement to provide more ways for commercial development to
meet requirements (HE 2.5) M
80 CD Prepare Criteria to sustainablv manaae the Affordable Housino Fund (HE 2.6) M
81 CD Review eXisting standards to remove regulations that inhibit affordable housing 0
loroduction (HE 2.8)
82 CD Establish oernlt streamlining for affordable housina proiects (HE2.9) 0
83 CD Pursue outside funding for payment of City impact fees for affordable units (HE2.10) 0
84 CD If outside funding sources found, exempt moderate income dwellings from impact fees
(HE 2.11). Maintain current exemption for low to extremely low income units. 0
85 CD Help coordinate public/private sector actions to develop housing to meet city needs 0
(HE 2.12)
86 CD Assist with financial tools to develop or preserve affordable housing (HE 2.13) 0
87 CD Aiust affordable housina standards to adress HOA fees, utiities, etc. (HE 2.14) M
88 CD Provide technical assistance to help preserve at-risk units (HE 2.15) 0
89 CD Provide technical assistance to developers re: design strategies to achieve affordable
housina (HE 2.16) 0
90 CD Evaluate Inclusionary requirements and ability to develop housing that meets RHNA
HE 2.17) M
91 CD Evaluate workforce level of affordability (HE 2.18) M
92 CD Evaluate increasing residential densities on appropriate sites for housing affordable to 0
extremelv low income households (HE 2.19)
93 CD Develop an ordinance to discouraae removal of affordable housing (HE 3.7) M
94 CD Correct unsanitary or unsafe housing conditions by collaborating with agencies offering 0
rehab programs (HE 3.8)
95 CD Preserve dwellings in Downtown Core (HE 3.9) 0
96 CD Identify properties eligible for historic listing and assist property owners to repair, 0
rehabilitate properties (HE 3.10)
97 CD Amend Inclusionary requirements to allow reduced term for rehabilitiated units (HE
3.11 ) M
98 CD Establish a monitoring system to track affordable units at risk of conversion (HE 3.12) 0
99 CD Encourage rehab of residential, commercial or industrial buildings to expand rental 0
housina opportunities (HE 3.13)
100 CD Review new development for compliance with mixed-income policies (HE 4.5) 0
101 CD Review new development for compliance with housing variety and tenure policies (HE 0
5.5)
102 CD Maintain growth management exemption for affordable housing and housing in 0
Downtown core (HE 6.8)
103 CD Amend Zoning & Parking Access Plan to allow flexible regs for housing in Downtown
Core (HE 6.9) L
104 CD Provide incentives to encouraqe houslno in Downtown core (HE 6.10) M
105 CD Include R-3 and R-4 zoned land in OASP to accommodate extremely low to low C
income houslno (HE 6.11)
106 CD Consider GP amendments to rezone non-residential land to higher density, infill or
mixed use - 13 sites listed (HE 6.12) M
107 CD Continue to support SLO Housina Trust Fund HE 6.13) 0
108 CD Encourage residential infill and densification over new annexation of land (HE 6.14) 0
109 CD Seek opportunities with other public agencies to develop surplus land for housing (HE 0
6.15)
110 CD Develop multi-family housing standards to promote innovative higher density housing
(HE 6.16) M
111 CD Complete the OASP and obtain City authorization to file annexation app (HE 6.17) C
3-14
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
)
\
114 CD Update Community design guidelines & amend Cpt 2.48 to exempt smaller residential
developments (HE 6.20) L
L
M
M
M
H
M
M
M
M
M
M
M
115 CD Identifv vacant or under-used Citv land for housina (HE 6.211 0
116 CD Prepare property profiles for properties suitable for housing (HE 6.22)
117 CD Evaluate adding a Special Considerations overlay to 46 acre County-owned property
behind General Hospital (HE 6.23)
118 CD Update Affordable Housinq incentives to be consistent with state law (HE 6.24)
119 CD Evaluate increasing residential densities allowed in CN, 0 and CD zones (HE 6.25)
120 CD Evaluate underlying lot patterns in R-2, R-3 and R-4 zones for ability to meet density
HE 6.26)
121 CD Support residential infill and promote hiaher densitv (HE 6.27) 0
122 CD Consider changes to SDU ordinance to provide incentives to encourage production HE
6.28)
123 CD Evaluate subdivision and zoning regs changes to support small lot subdivisions & other
alternatives (HE 6.29)
124 CD Implement strategies to ensure residents are aware of planning decisions affecting
neiahborhoods (HE 7.81
0
125 CD Identify specific neighborhood needs (HE 7.9)
126 CD Help fund neiahborhood improvements (HE 7.10)
127 CD Continue to implement neighborhood parking strategies (HE 7.111 0
128 CD Support regional solutions to meet the needs of the homeless (HE 8.11) 0
129 ADM Continue mobile home park rent stabilization program (HE 8.12) 0
130 CD Identify sites suitable for mobile home parks, self-help housing and others to meet
special needs (HE 8.13)
131 CD Advocate more housing and refurbishing campus housing at Cal Poly (HE 8.14)
132 CD Work with Cal Poly to secure on-campus fraternitv/sorrority groups (HE 8.15)
133 ADM Jointly implement a good neighbor program with colleges for student housing in
residential neiahborhoods (HE 8.161
0
134 CD Provide education regarding universal design (HE 8.17) 0
135 CD Solicit input on provisions for homeless shelters from service agencies (HE 8.18) 0
M
136 CD Update zoning ordinance to allow homeless shelters by right in zones subject to
standards (HE 8.19)
137 CD Continue to allow transitional housing and supportive houisng in residential zones (HE
8.20)
0
138 CD Identify properties that can be converted to affordable and supportive housing for
homeless persons (HE 8.21) M
139 CD Update Community Design Guidelines to include universal access standards (HE 8.22)
M
140 CD Develop a program addressing reasonable accommodation procedures (HE 8.23) 0
M
M
M
M
M
M
141 CD Consider an overlay zone for existing and future mobile home and trailer parks (HE
8.24)
142 CD Educate staff and advisory bodies on energy conservation opportunities for housing
HE 9.61
143 CD Evaluate solar regulations and revise local regulations as needed (HE 9.7)
144 CD Adopt LID standards (HE 9.8)
145 CD Develop an ordinance to increase production of green housing units (HE 9.9)
146 CD Promote building materials reuse and recycling (HE 9.10) 0
147 CD Work with County to mitigate housing impacts due to expansion in areas adjacent to
City (HE 10.3)
0
148 CD Encourage residential developers to promote projects within SLO market 1st (HE 10.4) 0
149 CD Advocate link between enrollment and expansion of campus housing for colleges (HE
10.5)
150 CD Advocate for state legislation to provide funding for colleges to develop campus
housing (HE 10.6) M
151 CD Adopt measures to ensure ability of legal conforming non-residential uses to continue
where new housina is proposed on or adiacent to sites (HE 11.3)
0
3-15
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
...:',:.:'.,,:.: ,
'. .:, '. ..
"
.".: :. :<;:IRClJLATiQNj;l.,eMI:NT''-: ':. > 'c·'·, ..," .....-:._::,:~ ......,.··'·c:,.'''':: ,-,.:... ..",.:_ c..:
152 CD Revise zoning regulations to provide standards for lockers, secured bicycle parking C
and showers ICI 4.1.5)
153 CD Encourage Airport Land Use Commission to complete Airport Land Use Plan update C
CI11.1.2)
154 CD Amend Home Occupation regulations to preclude regular home delivery by commercial C
trucks (CI 10.1.2)
155 CD Revise ARC guidelines to incorporate protection of views from scenic roads (CI 15.1.2) C
156 PW Recommend that county-wide trip reduction include an AVR of 1.60 or larger (CI 2.1.2) C
157 PW Encourage SLORTA to expand commuter bus service to Cuesta & the Men's Colony C
CI3.1.4)
158 PW Cooperate with SLOCOG to evaluate centralized transit services ICI 3.1.5l C
159 PW Update the City bicycle plan (CI4.1.2) C
160 PW Request Cal Polv &Cuesta to adopt bicvcle plans (CI4.1.3) C
161 PW Request Cal Poly & Cuesta to revise campus master plans to encourage altemate C
transportation ICI 4.1.4)
162 PW Maintain a computerized circulation svstem model ICI 8.1.4) C
163 PW Require a Project Study Report for Prado Road to ensure proper sequence of C
improvements (CI 9.1.3)
164 PW Evaluate street designs as method to achieving Conceptual Plan for City's Center (CI C
9.1.5)
165 PW Evaluate feasibility of arterial between Santa Barbara St & the S. end of Santa Rosa C
CI9.1.5)
166 PW Ask SLOCOG to monitor pattern of development throuchout Countv ICI 9.1.7.A) C
167 PW Ask SLOCOG to study regional traffic needs between SLO and the coast (CI 9.1.7.B) C
168 PW Encourane SLOCOG to evaluate local rail service ICI12.1.2l C
169 PW Periodically update the Parkinq Manaqernent Plan ICI 13.1.1) C
170 PW Build additional parking structures only after a comprehensive parking study is done C
CI13.1.4l
171 PW Work with the Downtown Association to evaluate curb parking in the downtown (CI C
13.1.5)
172 PW Incorporate a Transportation Work Program into the City financial plan (CI 16.1.1) C
173 PW Adopt a transportation impact fee ordinance (CI 16.1.2) C
174 PW Adopt 5 vt Transit Master Plans ICI 3.1.1l C
175 PW Cooperate with APCD & others to establish trip reduction oroorams ICI 2.1.1l 0
176 PW Pursue qoal of City employees reachino an AVR of 1.7 or qreater ICI 2.1.4) 0
177 PW Maintain a downtown trolley service ICI 3.1.3) 0
178 PW Obtain RR ROW & easements for separated bike path & pedestrian trail (CI 4.1.6)
H
179 PW Use street funds to maintain bicycle facilities ICI 4.1.7l 0
180 PW Pursue completion of the community sidewalk system ICI5.1.2) H
181 PW Continue oroorarn of renlaclnq existinq curbs with handicapped ramps ICI 5.1.3) 0
182 PW Work with schools to establish a "suggested routes to school" program (CI5.1.4) 0
183 PW Revise subdivision regulations to include ROWand design standards (CI 6.3.2) M
184 PW Adopt neighborhood traffic management plans (CI 7.1.1) 0
185 PW Undertake measures to control traffic in residential areas (CI 7.1.2) 0
186 PW Orqanlze neiohborhood traffic calmlno workshops ICI 7.1.3l 0
187 PW Upon request, analyze residential streets for livability (CI 7.1.4) 0
188 PW Non-safety City vehicles shouldn't use residential local or collector streets as shortcuts 0
CI7.1.5l
189 PW Establish on-oolno transportation rnonitorino orooram ICI 8.1.2) 0
190 PW Conduct bi-annual transportation use survey ICI 8..1.3l 0
191 PW Establish buildinc setback lines alone Fiqure 4 routes ICI9.1.1) 0
192 PW As part of Dalidio-Madonna-McBride development, evaluation new road between W. 0
Prado Rd and LOVR ICI 9.1.8)
193 PW As part of Maino-Madonna development, evaluate frontage road on west side of 0
Highway 101 (CI9.1.9)
194 PW Continue to provide reserved commercial truck loading in downtown areas (CI 10.1.4) 0
195 PW Encourage daily morning & evening train service both north & south (CI12.1.1) 0
196 PW Monitor public parking in the commercial core (C/13.1.2l 0
197 PW Work with Carrrans to consider park-and-ride lots ICI13.1.3) 0
\,
}
3-16
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
)
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
)
PW
PW
PW
CD
PW
PW
PW
PW
PW
PW
PW
PW
PW
PW
ADM
ADM
ADM
CD
CD
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
ADM
Encourage Cal Poly & Cuesta to provide incentives to use alternate transportation (CI
4.1.1)
Cooperate with State & SLaCaG in evaluating HaV lanes on State highways (CI
8.1.5) L
Work with APCD to encourage trucks to turn off idling motors when parked (C110.1.1)
L
Adopt a street corridor landscape plan for scenic roadways (CI 15.1.3)
M
Ask CalTrans to designate Prado Road from Broad to Highway 101 as Highway 227
(CI9.1.2) M
Adopt 20 yrTransit Master Plans (CI3.1.1)
M
Develop a comprehensive marketing to reach target audiences (CI 3.1.6; CI 8.11)
M
Give priority to traffic programs identified in CI8.0.1A with the greatest potential to
reduce traffic increases permitted by the City's Growth Management Plan(CI 8.1.1)
M
Adopt a pedestrian transportation plan ICI 5.1.1) M
Develop joint design & construction standards with County for streets within the URL
CI6.3.1)
M
If LaS exceeded, limit truck deliverv times in the commercial core ICI10.1.5)
M
Adopt a plan & standards for installation and maintenance of street amenity
improvements (CI9.1.4) H
Work with the ALUC to encourage quieter & environmentally sensitive aircraft (CI
11.1.1 ) H
Work with area employers on a voluntary trip reduction program (CI 2.1.5) H
a
C
C
C
C
C
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
a
Promote public awareness of cultural resources through activities, including tours &
clean-up events (CaSE 3.6.1.A.3)
Assist the CHC in oreoarino archaeoloaical resource auidelines (CaSE 3.6.5)
Display artifacts which illuminate past cultures (CaSE 3.6.6)
Expand ARC guidelines to address specific guidance for new buildings in historic
districts (CaSE 3.6.3)
Adopt creek setback requirements (CaSE 7.7.9)
Protect natural communities ICaSE 7.7.1)
Preserve ecotones through changes to or conditions on new development (CaSE
7.7.7)
Protect wildlife corridors through changes to or conditions on new development (CaSE
7.7.8)
Acquire land or interests in land for open space; seek variety of funding sources
CaSE 8.7.1.0)
Manage open space holdings and enforce open space easements (CaSE 8.7.1.E)
Avoid imposing taxes or fees that discourage open space or agriculture (CaSE
8.7.1.K)
Maintain the position of Natural Resources Manager and consolidate open space
functions (CaSE 8.7.1.M)
Provide and maintain wildlife corridors thnu or under barriers to wildlife movement
CaSE 8.7.2.E)
Provide continuing community education on open space values, programs, rules
(CaSE 8.7.2.G)
Enlist volunteers and academic programs to restore and monitor open space (CaSE
8.7.2.H)
Adopt conservation plans for open space under City easement or fee ownership
CaSE 8.7.2.J)
Preserve the Morros, in cooperation with other government agencies, non-profit land
tnusts and property owners (CaSE 9.3.12)
Provide information on natural resources and land conservation (CaSE 8.7.1.1)
Participate with other agencies in watershed planning and management(CaSE
10.3.2.E)
Provide cultural resource awareness public educational programs (CaSE 3.6.6)
Encouraqe partnerino for preservation (CaSE 3.6.7)
Acquire in fee or partial interest in archaeological sites (CaSE 3.5.1)
Promote technology and energy conservation businesses (CaSE 4.6.16)
Maintain inventory of recycling businesses and services (CaSE 5.5.5)
Improve interagency cooperation for open space acquisition (CaSE 8.7.1.J)
3-17
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
242 ADM Encourage sustainable agricultural practices, limit grading and livestock near creeks
hcose 8.7.1.H\ a
243 ADM Enhance and restore open space (CaSE 8.7.2) a
244 ADM Establish self-sustaininq populations of native species (CaSE 8.7.2.B) a
245 ADM Remove invasive non-native species and prevent their introduction (CaSE 8.7.2.C)
a
246 ADM Where possible, remove man-made elements from open space areas (CaSE 8.7.2.0)
a
247 ADM Replace invasive non-native vegetation with native vegetation (CaSE 7.7.6) a
248 ADM Rehabilitate and maintain City-owned adobes and historic structures (CaSE 3.6.9)
a
249 ADM Protect open space resources (CaSE 8.7.1) a
250 ADM Identify alternative funding tools for replanting degraded creek sections (CaSE
8.7.2.K) a
251 ADM Acquire ownershipleasements along creeks & wetlands for drainage maintenance. &
appropriate public access (CaSE 8.7.2 D, E, and F)
a
252 ADM Pursue means to protect open space (CaSE 8.7.1\ a
253 ADM Pursue source of open space funding (CaSE 8.7.1.0.2) a
254 ADM Replace non-native creekside plants with native species (CaSE 8.7.2.B.2) a
255 CD Model air pollution behavior, help educate public (CaSE 2.2.5\ a
256 CD Monitor air quality and Clean Air Plan implementation (CaSE 2.3.2) a
257 CD Consult with APCD on significant development. proposals (CaSE 2.3.2, 4.6.18) a
258 CD Promote alternative transportation/iand use strategies (CaSE 2.3.3) a
259 CD Amend the General Plan as needed to achieve air quality goals (CaSE 2.3.5) a
260 CD Maintain and support the Cultural Heritage Committee (CaSE 3.6.1) a
261 CD Maintain financial assistance program to encourage preservation & restoration of
historic properties (CaSE 3.6.2\
a
262 CD Implement historic preservation standards for construction within historic districts
coss 3.6.3\ a
263 CD Provide financial assistance and incentives for historic preservation (CaSE 3.6.2)
a
264 CD Sponsor educational programs to foster appreciation of historic resources (CaSE
3.6.6)
a
265 CD Promote adaptive reuse of historic buildinqs (CaSE 3.6.8) a
266 CD Implement Cultural Heritage Committee Whitepaper (CaSE 3.6.10) a
267 CD Reduce obstacles to energy conservation (CaSE 4.6.4) a
268 CD' Administer State Building Energy Standards (CaSE 4.6.7) a
269 CD Encouraqe enerqy-efficient deslqn in private development projects (CaSE 4.6.8) a
270 CD Address solar access in new development (CaSE 4.6.9) a
271 CD Require solar powerfor new dwellings (CaSE 4.6.17) a
272 CD Seek Air Pollution Control District support for maintaining air quality (CaSE 4.6.18)
a
273 CD Ensure new development projects include space for materials recycling/storage (CaSE
5.5.8\ a
274 CD Maintain creek setbacks (CaSE 7.7.9) a
275 CD Maintain Urban Reserve location (CaSE 8.7.1.A) a
276 CD Promote open space bv aonlvino clas and Aariculture zonino (CaSE 8.7.1.B\ a
277 CD Set subdivision and new development conditions consistent with General Plan (CaSE
8.30.1.C) a
278 CD Set conditions of subdivisions and development approvals consistent wi General Plan
(CaSE 8.7.1.C) a
279 CD Encourage transfer of development credit from open space lands (CaSE 8.7.1.F) a
280 CD Maintain and apply Sign Regulations consistent with the General Plan (CaSE 9.3.3)
a
281 CD Conduct environmental and architectural review consistent with General Plan (CaSE
9.3.4\ a
282 CD Require visual assessments for projects affecting important scenic resources and
views from public places (CaSE 9.3.5\
a
283 CD Determine that view blockage along a scenic roadway is a significant impact (CaSE
9.3.6\
a
284 CD Review development in unincorporated County for consistency with General Plan
(CaSE 9.3.7)
a
285 CD Prohibit billboards (CaSE 9.3.10) a
286 CD Establish and maintain a program of describing and monitoring viewsheds within and
adjacent to City limits to establish a photographic baseline of visual setting (CaSE
9.3.13)
a
)
3-18
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
)
287 CD Identify and protect groundwater recharge areas to maintain suitable groundwater
levels and to protect groundwater quality and potential City water sources (CaSE
10.3.2.1\
a
288 HR Encourage sustainable employee commuting practices (CaSE 4.6.5) a
289 P&R Remove trash and contaminants with minimum disruption to open space areas (CaSE
8.7.2.F) a
290 PW Provide alternative transportation incentives (CaSE 2.3.4) a
291 PW Promote Sustainable design in City facilities (CaSE 4.6.3) a
292 PW Use materials with reduced environmental impacts in City operations and facilities
(CaSE 5.5.4) a
293 PW Implement natural communities policies through the Tree Committee (CaSE 7.7.9)
a
294 PW Locate, design and operate City facilities consistent with General Plan (CaSE 8.7.1.G)
a
295 PW Locate and design public facilities and utilities consistent with General Plan (CaSE
9.3.1) a
296 PW Place underground existing overhead utilities, with highest priority for scenic roadways,
entries to the Citv, and historic districts (CaSE 9.3.9)
a
297 UT Employ best available practices in City operations (CaSE 2.3.1) a
298 UT Promote efficient Citv enerov use (CaSE 4.6.1) a
299 UT Promote energy conservation education (CaSE 4.6.6) a
300 UT Retrofit City facilities for energy savings (CaSE 4.6.10) H
301 UT Use materials efficiently in City operations (computer technology and copying) (CaSE
5.5.1) a
302 UT Promote Citv materials reuse and recvclinc (CaSE 5.5.2) a
303 UT Coordinate waste reduction and recycling efforts (CaSE 5.5.3) a
304 UT Establish positive relationships with landowners and conservation organizations (CaSE
8.7.1.U a
305 UT Use water efficiently (CaSE 10.3.1) a
306 UT Promote use of water-conserving landscape design and plant materials (CaSE
10.3.1.Al a
307 UT Encourage landscape maintenance and irrigation design to conserve water. (CaSE
10.3.1 ) a
308 UT Facilitate use of tertiary-treated water and seek legalization of grey water for non-
potable household uses (CaSE 10.3.1)
C
309 UT Promote water conservation through leak control in all plumbing systems (CaSE
10.3.1 )
a
310 UT Maintain water quality (CaSE 10.3.2) a
311 UT Design and operate water supply, treatment and distribution systems to prevent
adverse effects on water qualjtv (CaSE 10.3.2.A) a
312 UT Design and operate wastewater collection and treatment systems to prevent adverse
effects on water cualitv (CaSE 10.3.2.8)
a
313 UT Regulate design, construction and operation of City facilities to protect water quality
CaSE 10.3.2.Cl a
314 UT Regulate design of private water facilities to protect water quality (CaSE 10.3.2.0) a
315 UT Seek financial assistance for energy efficiency improvements in City facilities (CaSE
4.6.11 ) a
316 UT Manage City operations for energy self-reliance (CaSE 4.6.2) a
317 UT Expand City public information efforts on energy and materials conservation goals
(CaSE 5.5.6) M
318 PW Coordinate erosion control in watershed w/ County & property owners (CaSE 10.3.2.) a
319 ADM Establish and maintain records of archaeolocical sites (CaSE 3.5.9) M
320 ADM Establish performance standards for open space/agricultural buffers (CaSE 8.7.1.N)
M
3-19
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
321 CD Prepare post-disaster historic preservation standards (CaSE 3.6.4) M
322 CD
Update archaeoloclcal resource preservation standards (CaSE 3.6.5) M
323 CD
Update community design guidelines to address views from scenic routes (CaSE
9.3.2)
M
324 CD
Advocate State and County scenic highway designations and protective programs for
scenic routes connecting San Luis Obispo with other communities (CaSE 9.3.8)
M
325 UT
Monitor energy use in City facilities and prepare biannual report for City Council (CaSE
4.6.12) M
326 ADM
Inventory natural areas that have been degraded; prioritize list of restoration sites
CaSE 8.7.2.A)
H
327 CD Prepare enerqv conservation plan for City facilities (CaSE 4.6.13) H
328 Adopt creen buildino standards (CaSE 4.6.14)CD H
329 Prevent storage of biological or chemical pollution from locating in flood zones (CaSE
10.3.2.F)
CD
H
330 Remove existlng billboards through amortization. conditions of development approval
and grants for enhancing open space and transportation corridors (CaSE 9.3.11)
H
331
CD
PW City & County enforce an amortization program for billboard removal along scenic
roadways (CaSE 9.3.11)
H
332 PW Establish standards for non-point source water pollution in cooperation with RWQC6
(CaSE 10.3.2.G) H
333 UT Establish a program for baseline water quality testing in City creeks (CaSE 10.3.2.H)
H
334 UT Consider City-owned areen enerav utilitv (CaSE 4.6.15) H
335 CD Review public and private development proposals for Noise Element conformance (N a
1.12)
336
CD Require noise studies early in the review process when project noise may exceed a
allowable limits (N1.13)
337
Assure that noise mitigation measures are carried-out during construction (N1.14) CD a
Monitor compliance with mitigation measures after project completion (N 1.15) 338 CD a
·:m.~~11~~~~~~~~_~~~~~~~~-X'WJ1~If;~r~~ir~im~~~~~t$~f·t;,~teJ;i;~ENr~~~~i~Ei~~11~~~*~~~~~~~tt!f«~~{~'f.l~11fM~~~~i~
Establish complaint-based code compliance for all buildings (S 9.19.C) 339 CD C
340
Implement City-adopted program on Unreinforced masonry buildings (S 9.19.0) CD C
341
PW Set response-time objective for Public Works (S 9.3.C) C
342
Evaluate fire-flow and identifY deficiencies (S 9.3) UT C
343
Train building & planning staff in lessons from previous disaster areas (S 9.4.6) CD a
344
Establish routine code inspections for commercial, industrial, public-assembly, &CD a
Igroup housing (S 9.19.6)
345
Provide outreach program for earthquake bracing of wood-frame buildings (S 9.19.E) CD a
346 CD Administer zoning, subdivision, & Architectural standards consistent with police & fire a
recommendations (S 9.20)
347
CD Fire, police, public works, & utilities review development applications for safety a
obiectives (S 9.21)
348
CD Maintain & administer building regulations in conformance with State requirements (S a
9.22)
349
FD Review emergency response plans of utilities and transportation agencies (S 8.2.5.6) a
FD Establish emergencv operation center in Fire Station 1 and backups sites (S 9.7) 350 a
351
FD Keep Multi-hazard Emerqency Response Plans current (S 9.9) a
352 FD Maintain and annuallv UPdate ernercencv response plan (S 9.2\ a
353 Meet response-time oblective of four minutes (S 9.3.A) FD a
354 FD Work w/CalTrans on hazardous materials approved routes and related safety a
[precautions (S 9.6.C)
355 FD Expand and keep current safety-related information (S 9.8) a
356 Work with other jurisdictions on mutual-aid & automatic-aid agreements (S 9.10) FD a
357 Support education proarams for lower arades to teach fire hazards (S 9.15.01 FD a
358 Maintain & administer fire regulations in conformance with State requirements (S 9.22) FD a
359 Trainfire fighters, police, bUilding inspectors, public works, &utilities staff (S 9.4.A) FD a
Conduct non-nuclear disaster-response exercises (S 9.4.C) 360 FD a
361 Obtain information about specific location &type of fire &toxic hazards (S 9.5) a
362
FD
FD Participate in periodic reoional disaster-response drills (S 9.6.A \ a
)
3-20
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
. ...: .... ,·>eA~K$ANP~!=(;~EArION_E!,;EMI$~J> ... , ....> ....•... .. ,. ............. .;. ,
373 P&R Add fields in Damon-Garcia Sports Complex (PR 6.0.61 C
374 P&R Update & improve indoor facilities (PR 3.16.3) C
375 P&R Construct a therapv pool at the SLO Swim Center (PR 3.18.1.2) C
376 P&R Pursue joint use of SLO High School swimming pool (PR 3.19.2) C
377 P&R Accommodate schedules of working people (PR 4.3.3.2) C
378 P&R Develop collaborative fee exchange with S.L.C.U.S.D. (PR 5.1.1) C
379 P&R Upgrade Recreation Center to provide interim com munity center (PR 6.1.1) C
380 P&R Develop joint use agreements with other agencies in addition to schools (PR 6.0.3) C
381 P&R Construct mini-parks at Purple Sage Drive (PR 6.2.1) C
382 P&R Construct mini-park at Marsh & Santa Rosa (PR 6.2.1) C
383 P&R Partner with schools and other joint users to renovate existing sports fields (PR 3.14.1) 0
384 P&R Continue the Plavqround Equipment Replacement Program (PR 3.19.1) 0
385 P&R Regularlv evaluate demand and need and modifv as appropriate (PR 4.2.2.1) 0
386 P&R Conduct periodic public evaluations of services (PR 4.2.2.2) 0
387 P&R Recularlv publicize recreational opportunities (PR 4.2.2.3) 0
388 P&R Consider needs of underserved groups (PR 4.2.2.4) 0
389 P&R Avoid duplication of commercial programs (PR 4.2.3) 0
390 P&R Collaborate with groups providing high risk programs in open space areas (PR 4.2.8) 0
391 P&R Recruit at-risk youth to participate in activities (PR 4.3.2.1) 0
392 P&R Collaborate with other agencies in serving at-risk youth (pR 4.3.2.2) 0
393 P&R Evaluate services to determine benefits (PR 4.3.3.1) 0
394 P&R Prioritize new activities from results of public input (PR 4.3.3.3) 0
395 P&R Continue to maintain publicly accessible open space trails (PR 4.3.6) 0
396 P&R Continue to improve existinq fields (PR 6.0.1) 0
397 P&R Transition from multi-use to sincle use fields (PR 6.0.2) 0
398 P&R Develop new programs to not conflict with existing field use (PR 6.0.4) 0
399 P&R Ensure athletic fields are provided within new residential development (PR 6.0.5) 0
400 P&R Consider additional fields for needs not addressed with Damon Garcia fields (PR 6.0.6) 0
401 P&R Consider revenue enhancement to fund new cornrnunitv center (PR 6.1.3) 0
402 P&R Support neighbor efforts to develop mini-parks (PR 6.2.2) 0
403 P&R Design new parks so they can connect to recreational trails (PR 6.3.3) 0
404 P&R Connect existing parks & open space with trails (PR 6.3.4) 0
405 P&R Schedule "unmet needs" projects through the CIP process (PR 6.4.1) 0
406 P&R Look for altematives to address unmet needs oroiects (PR 6.4.2) 0
407 P&R Acquire open space property to construct trails (PR 6.3.1) 0
408 P&R Use a variety of techniques to acquire open space (PR 6.3.2) 0
409 P&R Acquire property and construct a community center (PR 3.16.2) H
410 P&R Implement the revised Laguna Lake Park Master Plan (PR 3.17.1 & PR 6.5.1) H
411 P&R Implement the revised Sinsheimer Park Master Plan (PR 3.18.1.1 & PR 6.5.1) H
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412 UT Work cooperatively on regional water issues & resource planning (WW A2.3.1) 0
413 UT Participate with SLO County in Integrated Regional Water Mgmt Plan (WW A2.3.2) 0
414 UT Participate with other appropriate agencies in controlling invasive species which could 0
impact water supplies (WW ,4.2.3.3)
415 UT Work with agencies to minimize water quality impacts (WW A2.3.4) 0
416 UT Continue to work with SLO County-operation of Salinas Reservor & Nacimiento project 0
WW A2.3.5)
417 UT Complete sanitary surveys for Salinas & Whale Rock reservoirs every five years (WW
A2.3.6) L
418 UT Provide water resource update to Council as part of annual report (WW A3.3.1) 0
419 UT Update safe annual yield computer model for Salinas & Whale Rock reservoirs
following drought periods (WW A3.3.2) H
420 UT Monitor ongoing research for potential long term impacts to water supplies from 0
climate change (WW A3.3.3)
421 UT Work with other agencies to implement Best Management Practices to reduce siltation 0
WW A4.3.1\
422 UT Continue education & outreach to owners in watersheds to reduce siltation (WW 0
A4.3.2)
423 UT Consider periodic siltation studies at each reservoir (WW A4.3.3) M
424 UT Provide annual update on siltation to Council (WW A4.3.4) 0
.
)
3-21
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS '---"
\
)
STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
..:~~: '·;<ST"'T!.ls~",s'q!,,;~lj~Ii::~9;;~QHJ'.:";:i':"':·:
Lead Complete Difficuttyto Complete
No. Dent lmolementation Prooram Summarv Or Oncclnc Low Medium Hlqh
1 COO 2,22a Development subject to 20 ft setback from creek, 0
2 COD 2.2.2b Development subject to 30 ft. setback from wetland habitat 0
3 CDD 2.2.2c Development subject to 20 ft. setback from riparian/wetland mitigation areas & 0
fenced.
4 ADM 2.2.3a Create 1.94 acres of wetland & 2.76 acres of riparian enhancement. 0
5 ADM 2.2.3b Allow filling of .78 acres of isolated agricultural wetland seeps on hill. 0
6 ADM 2.2.4a Allow .12 acres of creek fill for 3 bridge crossings. 0
7 COD 2.2.4b All creek channel modifications to comply with Drainage Design Manual & any other 0
reouired oermits from Armv Coras or Fish and Game.
8 ADM 2.2.5a Plant native species between trails/rec features and wetland/riparian habitat 0
9 ADM 2.2.5b Provide educational signage re: wetland & creek habitats on public trails and OS. 0
10 ADM 2.2.9a City will manage Righetti Hill open space in accordance with City Standards. 0
11 ADM 2.2.9b City will provide & maintain access to Righetti Hill. City will development a 0
manaoement plan consistent with COSE.
12 COD 2.2.10a Landowner maintains right to existing, #structures & will manage parcel consistent 0
with Open Space standards,
13 COD 2.3.3a 16.3 acres of active & passive parkland to be provided with development. City will 0
pursue 4 acres of joint use with SLCUSO with new school development nearby.
14 COD 2.3.3b 12 acre park to be developed: 10 acres to be dedicated wlPhase I development 0
15 PR 2.3.3c 2.5 acre iunction park to be develooed when imoact fees are available. 0
16 COD 2.3.3d 1.5 acres of linear park to be developed w/bike path adj to storm water basin. 0
17 COD 2.3.3e 4 acres of park to be provided by a joint use facility when elementary school is 0
develooed.
18 COD 2.3.4a Subdivisions may provide parkland in lieu of fee payment if findings can be made. 0
19 COD 2.4.1a 20 ft landscaped setback from Orcutt and Tank Farm Roads. 0
20 COD 2.4.1b Parcels adjacent to Tank Farm & Orcutt are sensitive sites & require ARC review. 0
21 COD 2.4.1c ARC shall review landscape plans - cluster trees and screen views of new 0
structures.
22 COD 2.4.1d Buildings on sensitive parcels shall not include 2nd story unless 2nd floor is set back 0
by 50 ft.
23 COD 2.4.1e PC shall review design of sensitive lots during subdivision review to ensure views 0
are maintained
24 COO 2.4.1f ARC design review of units along Tank Farm & Orcutt for compatibility & views of hill 0
25 COD 2.4.10 E street residences shall not be visible from Orcutt/Tank Farm intersection 0
26 COD 2.4.1 h R-1 subdivision at west base of Righetti Hill-preserve views from 0 street to hill 0
27 COD 2.5.1 a Implement environmental mifigation measures with entitlements as appropriate. 0
28 COD 3.2.19a Provide public plaza/seating areas adjacent to NB streets intersection. 0
29 COD 3.2.19 b Commercial uss to occupav ground floor of primary commercial area. 0
30 COD 3.2.19c Provide commercial development incentives: additional story, parking reduction, 0
exemotion from OASP add-on fees.
31 PW 3.2.24a Rioht-to-farm ordinance notification for real property transfers. 0
32 COD 3.2.24b Ag activities to be phased out by project build-out. Existing uses legally-established 0
subiect to Non-contormnc uses under ZoninQ Code.
33 COD 3.3.4a City will support affordable housing in area through state and local density bonus 0
incentives.
34 COD 3.4.1a Geotech studv required for each oroiect site prior to development. 0
35 COD 3.4.1b All structures & development shall meet appropriate codes (Building & 0
Transoortatton).
36 COD 3.4.2a Sites not prevlouslv surveyed shall conduct a Phase I site assessment. 0
37 COD 3.4.2b Environmental assessment reqd prior to public access or development for bUidlings 0
associated with ag uses and 55 gallon drums in plan area.
38 COD 3.5.2a-h Performance standards for airport compatibility. 0
39 COD 4.1.1a Encourage archtectural stvles: Craftsman, CA Bungalow, CA Mission themes 0
40 COD 4.1.1b Design Standards for R-1 and R-2 districts. 0
41 COD 4.1.1c Desicn Guidelines for R-1 and R-2 districts. 0
3-22
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS
)
42 COO 4.1.1d Desiqn Standards for R-3 and R-4 development 0
43 COD 4.1.1e Oesian Guidelines for R-3 and R-4 development 0
0
0
0
a
44 COD 4.1.2a Residential desiqn - use local streets to enhance neighborhood atmosphere
45 COD 4.1.2b Oesian features (porches, entrvwavs, vards) to strenqthen connections.
46 COD 4.1.2c Encourage universally accessible entries to residences.
47 PW 4.2.3a Traffic calrninq desiqn for intersection of A and B streets
48 COD 4.2.3b Mixed use commercial area near intersection of A&B streets to have 2 public plazas.
Adjacent buildinqs to be 2 stories tall.
0
049 COD 4.2.3c Southern part of intersction of A&B streets to be landscaped.
50 COD 4.2.4a Building setbacks from A Street defined 0
51 COD 4.2.4b Trees in tree wells for whole mixed use area 0
52 COD 4.2.4c Mixed-use buildinq facades, materials, entries, windows to be consistent with one
another.
0
053 COD 4.2.1 a Use fiaures 3.1 and 3.2 when review ina interseclion plans for A and B streets
54 COD 4.2.1b Heioht ordinance allowed to be relaxed to enable architectural features. 0
55 COD 4.3.4a Final landscape plan to include details & not use invasive non-native plant species. 0
56 COD 4.3.4b List of plants not be be planted in aASP. a
57 COD 4A.3a OASP liahtina standards - style, heiaht, efficiency, sheildino, type, etc. a
58 COD 4.5.1a 160 ft wide distance buffer from train tracks to residential areas. a
59 COD 4.5.1b Add landscaped berm or sound wall where buffer is not adequate for noise. a
60 COD 4.5.1 c Orient residential uses and outdoor areas away from railroad tracks. 0
61 COD 4.5.1d Put parking lots between residence and railroad tracks. 0
62 COD 4.5.1e Locate sensitive uses within residences away from tracks. 0
63 COD 4.5.11 Use insulatinq construction to reduce noise. a
64 COD 4.5.2a Set outdoor activity areas 80' back from Orcutt and Tank Farm Rd to reduce noise. 0
65 COD 4.5.2b Locate sensitive uses within residences away from roads. a
66 COD 4.5.2c 60 ft wide distance bufferfrom Orcutt and Tank Farm Rd to residences. 0
67 COD 4.5.2d Use insulatina construction to reduce noise. 0
68 COD 4.7.2 Building placement & construction to maximize passive systems for heating, cooloing
& liqhtinq.
a
a69 COD 4.7.2b Use shade, skylights, daylight controls, & glazing to maximize energy savings.
70 COD 4.7.2c Residential developments of >5 units/non-residential uses >5,000 sq ft shall comply
with green building criteria
0
a
a
71 COO 4.7.2d 5% of all single family units shall use photovoltaics. Increase this percentage by 4%
each year.
72 COD 4.7.3a Enerav star compliant appliances reauired for dwellinas.
73 COD 4.7.3b Use CFLs where possible. a
74 PW 5.1.1 Orcutt Rd to have a continuous 2-way left-tum lane, Class II bike lane, & curb/gutter
between Johnson and Tank Farm.
a
075 PW 5.1.2 Tank Farm to be widened at 0 St, Brookpine & Wavertree w/left turn lanes.
76 PW 5.1.3 Tank Farm/Orcutt intersection realianment to be completed in Phase I. 0
77 PW 5.2.1 Collector streets will be sinale lane of travel in each direction. a
78 PW 5.2.2 A SI. shall have Class II bike lanes & separated sidewalks & no parking (except
adjacent to neiabhorhood commercial area) on both sides.
0
a79 PW 5.2.3 B SI. development standards.
80 PW 5.2.4 C SI. development standards. a
81 PW 5.2.50 SI. development standards. a
82 PW 5.2.6 Bullock Ln to be extended to connect with traffic circle at B & C streets. a
83 PW 5.2.7 Traffic circle to be built at Band C street intersections. 0
84 PW 5.2.8 Shared driveway access for A, B, C, & 0 streets ok. Limited private drives ok. a
85 PW 5.3.1 ESt development standards a
86 COD 5.3.2 Allow alley area to count towards net site area for density determination. a
87 PW 5.4.1 Bus routes, stops & pullout areas to be determined bv City transit. a
88 PW 5.5.1 Bike trail connections descriptions a
89 PW 5.5.2 Nekihborhood park bike trail path description 0
90 PW 5.5.3 Tank Farm & Orcutt Road bike oaths and bike bridae over Industrial Way a
a
a
a
91 PW 7.2.2a Circulation & road widths shall accommodate Fire Dept ernercencv access.
92 PW 7.2.2b Public fire hydrants reqd. Adequate water volumes to support fire hydrants for fire
protection needs.
93 FO 7.2.2c Buildings shall have fire sprinkler systems per SLOFO requirements.
3-23
STATUS OF MID-HIGUERA AREA ENHANCEMENT PLAN IMPLEMENTATION PROGRAMS
·C\,'·:$:ATtj~Alt9tCjjjitE)ij;~.Q11~.~""i::';;;1\""/
Lead Complete Difficufty to Complete
No. Dept Implementation Proeram Sumrnarv OrOngoinQ low Medium Hiah
1 ADM Plant native veg along creek. Acquire land on fwy side of creek & propety on east side of
creek between City prop & Marsh Street bridge for open space (Crk-a) H
2 ADM Improve open space at south end of Brook St. (PPO-d) M
15 PW Restripe street spaces & reduce driveway ramps (Pkg-b) M
3 P&R Acquire CalTrans property & develop park (PPO-a) H
4 PW Modifv or replace Marsh St bridqe if desirable to alien w/Hiouera-Marsh (Flood-a) H
5 PW Install bypass overflow channel parallel to creek on City-owned OS (Flood-b) H
6 PW Coordinate other flood-planning improvements (Flood-c.) H
7 PW Widen Higuera to four lanes wlbike lanes & median & mid-block turns (Girc-a) H
8 PW Realian Bianchi Lnwl Haih St. (Cite-b) H
9 PW Realion Pacific St. Close Walker St. Landscape Walker closed area (Circ-e) H
10 PW Parker St- CGS, trees, benches, lighting. Higuera - trees, lighting & benches.Madonna
landscaped median.Underground utilities & remove billboards (Circ-d) H
11 PW Extend Brook St. w/Caltrans site (Circ-e) H
12 PW Install bikewav along creek with bridoe (Crk-b) H
13 PW Construct ped path on east side of creek. Add benches, public art & interpretive displays &
bridges (Crk-c) H
14 PW Establish a Mid-Higuera Area parking committee & consider parking assessment dist (Pkg
a) H
16 PW Review shared use parkinq & expand to distribute parking (PkQ-c) H
17 PW Lease or purchase 2 public parkino lots (Pko-d) H
18 PW Acouire & imorove public narklno near ArcherlWalker/Hiquera & Parker/Hioh (Pko-e) H
19 PW Complete street improvements including ped amenities (Pkg-f) H
20 PW Establish in-lieu parking fee for the Mid-Higuera Area (Pkg-g) H
21 PW Add transit stops w/shelter, benches & signage for the Mid-Higuera area. (Pub-a & Pub-b)
H
22 PW Develoo mini-olaza at Walker (PPO-b) H
23 PW Provide info kiosks at strategic places for peds as part of the Mid-Higuera Enhancement
Plan. (PPO-c) H
24 PW Acquire & maintain OS along creek & install bridges & imps (PPO-e) H
)
3-24
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS
STATUS OF RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
)
No.
Lead
Dept Implementation Program Summary
..~t~:t\ls:AsPFNto/f3iJ,201j•...
Complete
Or Ongoing
Difficulty to Complete
Low Medium High
M
M
H
H
H
H
H
H
H
H
H
H
H
H
1 PW Install traffic signals at Upham (4.1B) C
2 ADM Use CIPs & economic revitalization tools to promote area (2.9C) a
3 CD Limit noise & emissions from engine idling between 10pm and 6am (3.1M) a
4 CD Ped Circulation Plan, Bike Transp. Plan, Circulation Element, and RR District Plan to be
consistent (2.7B) a
5 CD Identify code violations & work with owners to correct (2.8C) a
6 PW Rehabilitate historic SP Freiaht warehouse 11.11) a
7 PW Install Curb, gutter, boardwalk & trees along Santa Barbara, High, Roundhouse, Emily &
South Street (4.1D) a
8 CD Clearly communicate with properly owners, railroad & ops staff (3.11) a
9 CD Encouraae added public telephones or emeraency call boxes (2.7E)
10 PW Install pedestrian crosswalks at Leff & Upham streets (4.1A)
- Upham Crosswalk complete, Left still needed
11 PW Widen Santa Barbara Street from Broad to Upham - includina left tum pocket (4.1Cl C
12 CD Install standard qauce railroad track to display of historic railroad cars (1.12)
13 CD Install historic markers & improved walk of history describing RR features (1.14)
14 CD Public access to RR bikeway provided with Villa Rosa development (1.17)
15 CD Consider MU zone to allow broader range of uses (2.9D)
16 CD Consider CDBG funds for business loans and rehabilitation grants (3.1K)
17 CD Enforce orooertv screenino & maintenance alone ROW (3.1 N)
18 CD Rehabilitate historic water tower to 1940s condition & update historic marker (1.6)
19 PW Evaluate assessment district to pay for underqroundlna utilities (3.10)
20 PW Construct bikewav on land adiacent to Johnson Ave for Southbound bicyclists (1.1)
21 PW Install bridqe off Johnson Ave for bikeway north to Cal Poly (1.2)
22 PW Install pedestrian bridae over RR Iinkino Fairview with Penny Lane (1.3)
23 PW Install bikeway & trail linking east side of RR tracks to signal on Johnson @Lizzie St (1.4)
24 PW Install new bikeway along both sides of RR ROW (1.5)
- Partial improvements completed, significant improvements still remain
H
H
H
H
H
H
H
25 PW Expand passenger loading zone in parking lot north of depot (1.7)
26 PW Install textured concrete pavinq & crosswalks, ped lighting, trees & signage @ Leff and
Osos (1.8)
27 PW Plant palm trees on 50-100 ft centers (1.9)
28 PW Acquire land & construct a multi-modal transit center with parking, shelter, restrooms, info,
bike storage, lockers etc (1.10)
29 PW Install street paving, curb, gutter, wood sidewalks, street trees, lighting, & signage on
Railroad Ave, Osos, Santa Barbara, High, Emily and Roundhouse Streets (1.13)
- Santa Barbara Street improvements complete; other improvements remain
30 PW Install bikeway between Alphonso and Ernllvstreets (1.15)
31 PW Install ped/bike crossing for access from Stoneridge/Lawrence Dr.Nilla Rosa
neiqhborhoods to Sinsheimer Park (1.16) H
32 PW Improve bike/ped undercrossing to Sinsheimer Park 11.18) H
H
H
H
H
H
H
H
H
H
33 PW Install bikeway linking RR bikeway with Augusta /Southwood Drive neighborhood through
creek & park areas (1.19)
34 PW Replace/repair fencing, remove trash & install landscaping along fence line (1.20)
35 PW Encourage expanded parking & staging area for bikes (1.21)
36 PW CIPs to install improvements at Emily, Roundhouse, High, Church, Santa Barbara & Osos
for pavinq, curbs, liahtina, boardwalks, siqnaqe & trees (2.7C)
37 PW Consider special enoineerino standards for district oubjc improvements (2.7D)
38 PW Improve traffic circ-expand public transit, bikeways, & widen Santa Barbara (3.1H)
- Santa Barbara Street improvements 90% complete; other improvements remain
39 PW Improve passenqer loadinq facilities at depot parking area (3.1J)
40 PW Use RR parking lease funds to improve parking enforcement, & lot appearance (3.1L)
41 PW Install additional traffic signage and street lighting at pedestrian crossings to improve sight
distance (4.1E)
-" ./
3-25
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS
STATUS OF AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
"". sT~ttisASCitJlIN~)Q;~~1lY·"'·' ./;:.:/::~:
Lead Complete Difficulty to Complete
No. Dept Implementation Program Summary Or Ongoing Low Medium High
1 PW Establish joint RTA bus stop on S. Higuera & Tank Farm Rd (AASP 6.3E) C
2 ADM Management program for area creeks required with minimum setbacks of 35 ft. (AASP
3.3.1 ) 0
3 ADM Develop remediation actions for Chevron site to preserve natural resources (AASP 3.3.4)
0
4 ADM Establish mitigation bank within Chevron property to serve AASP & MASP areas (AASP
3.3.5\ 0
5 ADM Develop public access levels compatible with maintaining habitat for Chevron property
AASP 3.3.6\ 0
6 ADM Restore creek areas lAASP 3.3.7) 0
7 ADM Retain open space corridor to alow movement of wildlife on Chevron property (AASP 3.3.8)
0
8 ADM Maintain wildlife corridors south from AASP toward Indian Knob & Davenport Hills by
obtaininq qreenbelts and workinq with Countv IAASP 3.3.9P 0
9 ADM Enlarge wetland connection between areas north and south of Tank Farm Rd (AASP
3.3.10) 0
10 ADM City will manage acquired open space land to preserve habitat (AASP 3.3.11) 0
11 ADM City will pursue MOU for privately owned open space lands to preserve habitat (AASP
3.3.12) 0
12 ADM In lieu fee for development not able to dedicate land for open space (AASP 3.3.14\ 0
13 ADM Expansions of URL will secure open space (AASP 3.3.15\ 0
14 ADM Resource management activities compatible with airport operations I AASP 3.3.17\ 0
15 ADM Expand wetland north of Tank Farm w/Chevron proiect(AASP 3.3.18\ 0
16 CD 50 ft wetland setback required through subdivision, development, & public facilities (AASP
3.3.3\ 0
17 CD Require development to dedicate land or easements for qreenbelt (AASP 3.3.13\ 0
18 PW Locate bike paths outside creek setback area lAASP 6.3H\ 0
19 PW Bike lanes shall meet or exceed CA DOT & City design standards (AASP 6.31\ 0
20 PW Require bike lanes as part of frontage improvements for development. Require bus stops
as part of development improvements where appropriate (AASP 6.3G) 0
21 PW Establish timed transfer point on Margarita Rd (AASP 6.3D) L
22 PW Development to provide street furniture or passenger amenities such as transit stops,
shelters, pads, trash receptacles, etc. (AASP 6.3L\ M
23 PW Amend Bicvcie Transportation Plan to include Airport area facilities 16.3F\ M
24 ADM Limit access to creekside environment between Broad St. and Santa Fe Rd (AASP 3.3.2)
H
25 CD Access & interoretive info for historical resources lAASP 3.3.16\ H
26 PW T IF funds used for new buses to serve AAS P. Bus stops provided by adjacent
development IAASP 6.3C\ H
27 PW Amend Circulation Element to expand truck route network (AASP 6.3A\ H
28 PW Connect bike lanes at intersections in the Airport Area (AASP 6.3J\ H
29 PW Establish a CIP program to include bikeways not part of Airport development (AASP 6.3K)
H
)
3-26
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS
)
...••.• srArollA$ OF:"'UNE~O,2!l~ .1· .:. :.,. •..,.< .
Lead Complete Difficulty to Complete
.... o, Dent lmolem entation Proqram Summ arv OrOnaoina Low Medium Hiuh
1 ADM 1.1a Hills to be dedicated to City & protected. C
2 CDD 1.1b Livestock grazing may be limited & City will manage
hillside veqetation. 0
3 CDD 1.1c Previously graded toad to Telecom facilities will be
relocated. 0
4 CDD 1.2.a Acacia Creek corridor shall be 100 ft wide exclusive of
sports fields & will be replanted with riparian plants. 0
5 CDD 1.2.b Swales emerging from hills will have open space
corridors 50 ft wide & fenced near developed areas. 0
6 CDO 1.2c Lower swales thru neighborhood park will be accessible
for play 0
7 CDD 1.3 Riparian and seasonal wetlands which are shown as
development areas will be replaced in kind within MASP. 0
8 CDD 1.4a MASP development to detain peak stormwater flows on
site. Shallow basins are preferable to deeper ones. 0
9 CDD 1.5a Protect ao land elsewhere in URL or qreenbelt. 0
10 CDD 1.6a Provide 10 acre neighborhood park, and 16 acre
improved sports field. 0
11 CDD 1.6.1a Neighborhood Park req's induding equipment and
landmark feature
12 CDD 1.6.1 b Some seating, cooking & small child play space to be
'partlyendosed. 0
13 CDD 1.6.2 Greenspace and play fields mainly semi-natural
vegetation, with large trees only at edges & possiblity of
community cardens, 0
14 CDD 1.6.3 Greenwavs for cvclinc & walkino paths. 0
15 CDD 1.6.4 Sports fields to accommodate active recreational uses
& include on-site parkino. Shielded nioht liqhtinq. C
16 CDD 2.1.1 Low Density Residential areas for SFRs only. No
churches, schools or secondary dwellinqs. 0
17 CDD 2.1.2 Densitv will be 7-9 dwellinqs/acre 0
18 CDO 2.1.3 Lot dimensions are reoulated by Table 2 0
19 CDD 2.1.4 A-C -setbacks and buildlno/oarldnc orientation 0
20 CDD 2.1.5 Each dwelling shall have 2 off-street parking spaces-
one covered. & alley access standards 0
21 CDD 2.2.1 Medium density residential areas -detached houses on
small lots or groups of detached dwellings on larger lots 0
22 CDD 2.2.2 Medium Density shall be 8-16 dwellinos/acre. 0
23 CDD 2.2.2a-e Lot dimension table & standards for Med Density
0
24 CDD 2.2.4 Med Density Building form -setbacks and architecture
0
25 CDD 2.2.5 Parking to be located at rear. Alley access standards
and special setbacks if located in front. 0
26 CDD 2.3.1 Med-High Density Res for attached dwellings or PUDs.
No churches or schools allowed. 0
27 CDD 2.3.2 Med-Hoh Densitv will be 13-18 units/acre. 0
28 CDD 2.3.3 Lot dimensions per Table 4 0
29 CDD 2.3.4a&b Setbacks and architectural criteria 0
30 CDD 2.3.5 Parking to be located at rear. Alley access standards
and special setbacks if located in front 0
3-27
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS
31 COD 2.4.1 High-Density Residential-allow a mix of densities and
ownership. Churches and Schools not allowed 0
32 COD 2.4.2 High-Density Residential density will be 19-24
units/acre 0
33 COD 2.4.3 Lots to be developed as a single parcel or condo
however it may be divided into two land parcels to allow for
affordable housing. 0
34 COD 2.4.4a-c High Density building form -setbacks, arch
character and oorches or other outdoor soace. 0
35 COD 2.4.5 Parkinq requirements and location 0
36 COD 2.5.1 Neighborhood commercial uses = CN zone except no
uses larger than 5,000 sq ft, schools, services stations
0
37 COD 2.5.2 CN Densitv shown in Houre 5 0
38 COD 2.5.3 CN lot dimensions &size minimums 0
39 COD 2.5.4a-f CN Building Form (coverage, height, setbacks, FAR,
size, architectural character 0
40 COD 2.5.5 CN parking rquired 1/500 sq ft. & 1/300 sq ft for bikes
0
41 COD 2.6.1 Business Park uses -master-Ianned campus-type
development. 0
42 COD 2.6.1 a BP Office - small offices and mixed use. 0
43 COD 2.6.1 b BP General-R&D, Light manufacturing, business
services. Alowed uses listed by approval level. 0
44 COD 2.6.1c BP-Outdoor -landscaped parking, storage, employee
recreation areas 0
45 COD 2.6.1 d BP-prohibited uses -carnivals, convalescent
hospitals, dwellings, homeless shelters, schools or public
assemby uses 0
46 COD 2.6.2 BP employee density not to exceed 40 persons/acre
0
47 COD 2.6.3 BP oarcel sizes & dimensions 0
48 PW 2.6.4 BP vehicle access will be loops or grid extensions. NO
driveways on Prado Rd. 0
49 COD 2.6.5a-i BP site and building design (FAR, Orientation,
outdoor space, setbacks, parking lots, heights, massing,
entries, & materials) 0
50 COD 2.6.6a-d BP Continuitv of landscaoe soace 0
51 COD 2.6.7a-d BP parking requirements &desicn 0
52 COD 2.6.8a-b BP Landscape screening required for loading, waste
collection,utilities &mechanical equioment 0
53 COD 2.6.10 BP Outdoor ernolovee amenity areas are required 0
COD 2.7.1 Special use area between hills and Broad street (1.2
acres). House and grounds should be preserved and uses
may indude residence; B7B, hostel, museum, art or craft
gallery with retail sales, restaurant, retail sales of food, office
for sales of MASP properties or visitor info center.
0
54 COD 3.1a Buildings to express human scale by articulating mass
0
55 COD 3.1b Architectural styles in plan are encouraged 0
56 COD 3.1c Residentail entries should be identifable from streets or
oed walkways 0
57 COD 3.1d Universally accessible entries are encouraged for all
buidlinas 0
58 COD 3.1e All development is encouraged to have outdoor space
shileded from aircraft noise. 0
59 COD 3.2 Street trees to create sense of identity; focal areas should
be highlighted through trees and planting; riparian corridors
should have native landscaping; and all landscaping should
be water efficient. 0
3-28
)
STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS
)
60 COD 3.3 Lighting shall be energy efficient, avoid glare and
minimize illumination toward sky. a
61 COD 3.4 Buidling form & placement to meet solar exposure
objectives. a
62 COD 3.5 Public art to be encouraged at neigbhorhood park &
principal collector street entries. a
63 COD 3.6 Dwellings & outdoor spaces to be separated from Prado
Rd by greenways, green space & BP uses. Landscaped berm
to be installed where appropriate. a
64 COD 3.7 Fence and wall designs to comply with community design
lquidelines a
65 COD 4.2a-g performance standards to ensure airport compatibility
including limitation on uses and cperatlons that might be
dangerous; indoor noise level requirements, avigation
easement and disclosure requirements
a
66 PW 5.0 Traffic calming features to be developed. Streets &
drives to provide access without unnecessary pavinq a
67 PW 5.1 City will extend transit service into are as roads are
developed. Transit stops to include turnouts, shelters,
benches, trash receptacles & real time arrival status displays.
a
68 PW 5.2a New development shall indude sidewalks, ped paths,
bike lanes and bike paths. Precise alignments will be
determined with subdivisions. a
69 PW 5.2b Bike path width, paving, signs and features to comply
with Bicyce Transportation Plan. Proposed crossings may
include features such as pavement changes, signs or bulb-
outs.
70 PW 5.2c. Pedestrian and bike access to sports fields will be by
enhanced under or over crossing with visibility for safety and
sense of place a
71 PW 5.3a-1 Streets to foster traffic volumes appropriate for land
uses and neiohborhoods a
72 PW 5.4 Alleys should be used where feasible a
73 PW 5.5 Local streets will have bulb-outs at the end of blocks and
at mid-block for blocks onqer than SOD'. a
74 PW 5.7.1 Additional right-of-way for Broad Street to
accommodate bike lane, vertical curbs, landscaped parkway,
and center median. a
75 PW 5.7.2 Prado Road facilities, phasing and construction
reouirements a
76 PW 5.8 Traffic calming required -roundabouts, traffic cirdes,
intersection treatments, and bulb-outs. a
77 COD 5.9 Street names to follow City requirements. a
78 PW 6.3 Fire-dept activated signal control devices required for all
intersections with traffic sicnals a
79 PW 7.3.1 Subdivision plans must show detailed solutions to
stormwater issues. Develoers areresponsible for drainage
facilities servinq their parcels. a
80 PW 7.3.2 All drainage facilities must comply with NPDES & post
construction runoff controls a
81 PW 7.5 Each residence shall have one 2" conduit conneted with
underground system to facilitate future installation of high-
speed data system. a
82 PW 7.7 All new power, telephone & cable lines to be installed
undergound. All eXisting line facilities to be underground at
time of frontage construction. a
3-29
J
83 PW 7.8 Streets& utilities installations must be built to ensure that
later projets can build upon systems that are appropriately
sized and located. 0
84 CDD 8.1a The area shall accommodate at least 2 sites with a
total capacity of 40 dwellings for HASLO to provide affordable
housina. 0
85 CDD 8.1b Residential area may be developed with modular or
manufactured dwellings that comply with specific plan. 0
86 CDD 8.1c Affordable housing density bonuses available in area
desiqnated in Fiq 5 only due to airport land use plan. 0
\ J
3-30
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Land Use Element -Comprehensive Update Work program from 8-8-08 Council meeting.
IssuC':~:ll)d OppOtlunit\' Re:rJOH
To understand ~H1cexll,':[[1 ,:)f rev&t:'w "nil updete fe{I';J;~red ror the Land Use Element ~.n,J
Circuleticu EJc.1l11(':nl, i1 is necessary to 1.1 noerstand IH3w well the ,~x isr:ing [Nl1k;k~; (md P'l)!:P)I~;~i
311:: sl:sv tng [he t-om.munLlY. The. Issues [u;(] OppellTlliliiUe,s, report \1!,'iH fOCl~S thD {onw1iJ 1.LJ ril( s
.uterl:1~rm on key issu.es. ~h[Lng'~s and {Jpp<JrtHniHe,';.1h~'t. ha ....e ltlil1JDt polley ltnpJk.illzOrlS i1::l rne City
of SID) Luis Obispo, Coons tders how to guidE development over t$C next '20 yearF-, The report uses
inf(~t'r'T'La~km ot'f.mained in thedraft Btlc.kgt",mild RcpG'11. ah''Jng whh survey responses, workssop
input, City Sh~ff observsticns an<d outreach efforts tC' summariz» th~ i!j,s~1es id~ii)lirk(l I11t~. wtpf.liil
wH! di;1l'CH58· 1;:~;~sti:l:1g Land U:;~ !i;~Hl Cij~(;tl:l('lli()n me.rr)enr~ poHcl{,i; aZild imptemenHng pwgf~~ms to
det.e.trrune "",here changes may be appropriate (i.e.'I)olllpletcd pmgrlLj1liS most likely do n{J~ n~ed: to
!;JI; re-e v :;.dunt~.), Thc·s,c gp:;'\b, pnlkies. :(Lll(l pJt:i gt'.;'Hl1l11 will provide the core -at topics fC-f [pu!blk
review,
'l"h~-TCj)OIt willnot re.a~h conclusions or ~:.ugg~>5t th¢ rfLii]'\flet iii ",'bidl 'the City 8hou~d proceed In
the .cl.evelopm'l1:ru: of Ihe. General Plan, butIt will id®tif}r iS5Uii:S (If cdti'Cal impottanee, Q~!r,;-~~iQtJs
~)r Uie ~ommuDity in,elude: Jt~ me i,t~~ion of how the Cc-omnJlmity wants to gll'ow stm fl~id.y
;M.~lJf"ate' or have ehanges occurred c~llmg fO[ it newor n"'ised y~aign? M· ~b.~¢ d~ff:eref.l~ wu.~'s,
-) to achieve ~bllt. vifl;ioo th-at weren't gvailsible Or 1I,Hliized ):5 yoo.rs ago? .KnO\\'jng wool the
oomml1.mity vlsioo. is if)nd how it mayhave ch.un~ \\'iU .guide the ~OP1IlS for tile uf'dllte process .
.A~m!li~$,Ui'!j~m &; S:p!~i!m
Staffand me consultmt wUl work withthe CQTI1Il1unity,the Jld....1S'I)tY ~dieS;,lilld ell)' O)!M'Ldl to
~Je:lQp,~vo!iiLlm1e, md se~el:;.t land use and poHey alternarives for c:vah.liAtlQIDi, Tn~re· win be
traffi\.\ :fu\:a!. fiJlV1romnt"utID, andCOmml.l~ity vhti{.n tf'Jide-off$ :!i,SS·ocbilited wHh eech alremanve.
O"oe ~. jJrd't-nted ~H.emlLtiveLs selected,too ilmd use 'Plan can 00 drafted and a ~T"Jjr;;ci de-soip~.i(Ji!~
dlefil1ed 'fUr enviroii!inent1lil review.
~e3),=~~t~lM, ITcPtJII"i1'tko.ll§?_EtLv]r~ltltl.C.1lt;nl Re.vim,y
Polides illnd pI~all1i!t5 are :d¢',1el,)~d at tW~ s~ to ~llll()[~d to the iJind ~se: plan. Where laud
use chJmg,eso are identift.ed that may 1Jmre iilssociBted. impacts (te, noise, air qum.ity, w!lffl.cte-tc,)
poli'CY ~itkms OJ' (l~ t.o oU,1et" ele~Jilif$ ~y be identif'red as pilln {}f 'dIe onviroomental
. . . .A' ...'I_t\;. ·'I7I0·.J. """.....b-~ £, ,j\.,... "'t ..~...." .....:,1M-t..... an.d a.'selectedJiIWl'eW P[()I;'e;Ss, . 'U'UIa.. .IO<la -'1 a.'j~ .f.r.n>.·....-..IS mCfi pr<l,?.l""""""" ....o. YW l""."IJ-~'-'.t''''OVU . .
!an~e Qf llit1i!.rmt.uves., Fjs.cm ilI,'l1tJlysis of the GenemiPlIm is If:],(:'tudedat thJs s.t.a~, .
f}lldk. ~SI al!l!J MgRtitQD
Too draft: gcene:ral plan upd~:e ood iem'iroumei!I~~ docu..mmt arer;:v::tlulrted through t.he pUblic
be~~n;g prooes~ A fmal ElR ~Ind GeneralP1M dOCUID}l.mt5 and adopting m-olu.ti'OTlS and
ordin.~nce5-are prepmred.
The cbatl ~J the next ~ shows hm,,.. theoommunity participa~ geu.enll plan upda~.c :and
eilvlroumenml revi.ew mte~t tbrou.th.w~ ·the proce.~$.
3-31
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
"fASK DEFINITION11:--=-_._ -
SwH Irom uH (lleIMr'iUl<:"m); I,I'l]] be invulvec inthe upd..ne process. In reviewlng theexpcncncc of
ot~i;t::r COn11TlIInit k:" ~hc 1ypi (A '::ornmltW',erU lS i'.n lr"'t.tag~M I'ND full-timeequ IV;:!len; (FTE) ~tMr
positions for ,m update P10C:l'S~: in uddiiion to (he ccnsultaut and temporary help assistnnceI The
update: pnlccss wil I. Ita','e: varying Lime ccmmhments ulItaJ'lg. the Hteof the updmte. h,m on average,
the elf)' c::me~pec~ to d~dicate l'~'ll ,~:d;,;Ht1!g l;~f'Es to Ih~~ effl;N1, Cky !il~rf alilvCllv-ed ill the
greatest extent v'iUll he Co",mu1l1ty Development tmd PublicWorks staft: bl1~ s~.1JJf from P:irk:~
lLIJd RO':;.re~11ijJ,n, UtiHtk:;,F~rc,PoHc'i;, 'F1ImnC(~ antl ArhrliBJlstra.lkm will dfi":J be involved in this
process,
COM.Ml•.lNUn
1',"oWi:lC1J'AWUN
I~JI"l;ii:rc;mi
K:P1r
[ Y:;::;;P~~J==~ '----...............~~
[cmii\'~W~~ I
)
Task t, 1 fu~tlllte Program
AlJIithodZiltlton from.OmmeH
Coos~dt Office 'of Plllit1~jng Wld, Research website
Distrlbui.~ RfP
Evaloote :RFP responses and tlelec.t wDsuhMi team
Identify buem~' pn)jOIJ¢ te-a.nl-tog~t6er with coflSll.llt.llllt t1llil becomes !he
''13mer.al Plan T~w"~
Task 1.2 ,SOOphtlg.
OC:'leiop a aetaU«l work sd'ledule w!cot:1Zi11lUmt kTIclooing s-e:ttedl.~les for
OOmmlmit.y ontl'e1l1cll and panqci!pa~i{in, .
3-32
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
General Ptlln Updl3te PfOee§,g
Review und discuss o....erall format ~lild organizatton of the GP
1),:1 crrn inc; rkm.nin;g area boundary
Review GES and other data HrW',X'S
Task ] ,3 Join: CliY C':)I,;n,:::iVVI;~nr,jJlg Cornmi,S!nD S;:u,Ly S~'·.sim:: Prc'kcl IllJ·:iiJ.l:OII dtld
Ge.liCtfi; Plan overview. Appoint the General Plan ....Vor!dng GU}Upc
Ti1Sk 1.4 Land Use D8It:ii\)asr8 .-dct1m~ .:mil fOn)l~!~ G.IS land 1l=1~ d;;l~''1.b~js~~:)r usc in the Gem~rul
Plan update. This provides basis [('J dev",.lopn'Gm estimates.
Task 1.5 Base MilP~· -define ~Ind format base mnps for ~'Sf in tfr'iC General Plan update,
B:iis,; m~p~ are lJiSeJ fur dh.pll!<~r r:'r~~:mtal~(m a~ld throJ,l.~~:iG'llt process, Uni:Do,rm
legends an-d HUe bloeksare developed.
Task 1.6 Project W:e,bshe ~. inhiatg· ~:mDjc.;:F. website. Thl!;, v;il] pl·'U"iQ~CllTft:l't htfOrmB11on
Ihrol,lgh(i''Uf the, prCl;;:;t;~S fer status, download documentsand presentenons and pwvli;k
1~ forum for puhli'C eommeat 5ubrnittaB tll t~ City.
T:l:I~k 1:7 Nl;fw!i.litlWr - The Oelu~nll P!:nn Update: Pl'OCCSS ~ creere ::'Ind di£tl'~lmte; (pQssib1y via
utility biUmg)
)
Task 1.S Commm:lityWorkshops ~ General Plan .fpod$~¢ fWOt~'S
liro'iti.d.e C(~in:milJlil)' fl:M cnlzeu groups an overview ofwhatthe General f'tUJ1 t.~-5
aoohowtheprecess wit! progress OV'Cl; ~].e next r'N1)-chree years.
'Ph~5/;' 'Pr'QJil,J';:ii$;
• fJewUed PtQji;C~. :S>c:l!(:>d~!e.
." Sw.ff Relmrts .
iii PJo.~ect Base I...fllfi-\!i
• LandUse Database
• New:~JeU.er
" We~iLe
• C(jmnllili:lit~r Wo&.sbop SumJJWY
Phase "2 -Ba1£gt9und llwqJ1i § mnpth~ A1Igrt'1t,:2.009..FNJnUiTJ' 2010
Dm1ng Ifllg' phase. the General Plan T~arll. 'will upd:n.t¢ infQtmatiQU (:,ne.xis.tin,g CQnd~tiOM and
tren<u/U'id Identify the re,g,ulatofY fi'llJn-.e\~ork !:lff~tlng the issues-to be addI\;."'SScd in GCffICI;al PIa"
Policy. Pr¢paralion ofthv b:I!.~kf,rr~ ttport tncl1l4e$ mriew of documems such as the existing
Geneml Plan elements, Specjt)c Phms. ,s'OIrep;ort. Ai:rrcrr~ L~oo Use Plan, mR~, Oiim'b¢t of
Commerce St:t:ategic Plen, needs assessments. etc. Interviews and outreach to Cal Poly, Cu.eMii.
:\d¥i~ UQdir::fi, int(;{cs( WOOl'S, and (Jtherug.eKlde~ and m:g.ardzatnons occurs at ihis time, The
Citizt!rn' Advisory Committee: is fQmled. T~ QbjCif;1"ive is to de:velop Imd dt!Cl;1tnent9
coo'Lprelrlenstive picture. of tbeexistlng cooditloos found in lhe Cit.y.
Task 2..1 Hire im£.'J'llSfQutreaoch to faculty and &'tudeml~ W a&si!l-t wilh ,rv.Ud~tion of parcel dilltJl .for
Irllffi;;:model.
3-33
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
R'~g]on~l Setfj[ng
Pl:arm~n!! Area BOmitlillV
.. -v· ...
Organization and Purpose of ~j]c· 'Bad,ground RePOfL
Lmw' Use
Oty LiJrAll.8 iuLd Plll.fi!i~i'ig Area
biud Use Phm:.ning k!l San L~L~S, Obh,p~J
GeneralPlan Summary
Z(ml~~ SUti:1tltl11)'
E-,d5tklJlg Laud Use
Sphereof Influence(SOl)
Ann'C,qtion
OtherP1i1:r~s (i.e, Oal Poly Mast-er P~im, CmlJlty SLO p~an) ~nd L-and Use
Re~'.,il]atiO-Silj..Affeciliig San Luis.Obispo
Agencies. Co~med w¥th L'lJi[!,d Use P1i~n~il'lg in San LIj~!> Ob~po (I.e. A~rpart Land
U$e Cmum!ssion)
Greenl1ioose (bts Emi5$ioll$ In\'¢;ntoty Restdns
Ht1u:/JfR.fj
HOII.rn:hngUnirlL.tmd Ci'lpacity mi'i1mt-ill'y
:Prt'J.g~S$ Re-port on H'OII.~sLrtig Element llpdiJife
Demogfi'1pl~h7S. tmd Eemtamic CondWofls
HtstJI.lTIC Pgplif~ath';m; l)l\i,\i(h
Po:pulatiooCl:Jmct~d5HC5
P~jatt{11irxojecti(ins
EtrJpJo-~,ptPtojeCu'OfiS
£«inom1c CQfVditIDmbU Sil:n Luis ObitpQ
Chamber of CO~ECOJIIOmic Stl."ategy :R.qrort
F1S¢.ii] Con~~~
Rev·~nu:e Soorc.e-s/Avai1llble Gapitnllmp¢ove.mOOl Plan ifWldmg medlanis,ms
lhpmditures "
Ttan,.vPQrlflfiorn f.W.d Circutalioi'J.
S1[ee~ and Road System
PiUKiug
llufi 8en'ice
Rail Se:li\'loo
Air Tl'MISportalioo
Tnt 8ervkle
RideShming
Pedes.trl1m Network
Bikeways
3-34
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Publh' F~~d.li:(i~·s and Ser vices
GcneralOovernmeni
\Varer Service
Se\','d.g.C Cullt~r,::li()n ,Lild "TrC":IHnCnl
Storm Dramage and flond Protection
Schools
FircPn.lu:ctt~m
UIW Euforcemeut
C\}n:llli~..ilnld~[l(~~li};
Solkl \Vaste Disposal
Etne~'gei1cy an.d M:eilk;Jli1 Ser,'i(~
R(,"(:J'if?'l[#Oi'/,a~ R.(I.:stliitrces
PaTh> and Rco:;;·restio~ hcHi~~es
RecFeliti.onal: PfOgJ'arns = PlJbHc :and Commen;j,d
N"t.1UH'tU Resources
QpeliSpooe &. Vie'iM!J.hed
Waw:r RmJour~ -Supply &; Qualhy
) Ait· ReSOID"Cm
Historic· l!J't-d Cu]!l,litial R-eS,(llifreil
:Bru.~gy R.i1@oorc;;)S,
NfiitiV.e MmerJ1"ls Reseurees
Ripa"G'imll :till,g W'CtJiilJ1di Re5Qt/;rt~
Wil\diUfoe i3iI1d HabttM R,eso~ &.C(l<nri(ft;:!iT:-;
A.!J5~ill~'iI'ldRes[)(l,ir(:.eSi
HeoJ.th and 5(fjeiy
S!lli.i'lilitC and.Oeo]o,gic.I&ziJirdg.
F100d~tds
Fiile lhz.w:ds
NL),iset'l'mfi~ Railrood, Akp~ Commercial Acahdty= NiGlseO:mto1..1I8}
AirQuaWy (Stati~~ScmJti'\i'e Re¢-eP'COf;9) .
Em~R.e5poose
Airpoit~
-,,,,";......,...".s li..iI_......-::,{·t·~~Oi~ ........... {S'·'"":''''''''''~-of M1' tor p,....,ol.uce.:rs!Use:I:f}
H_,,['\J.Vll,!!i P'uw.;;;~._ {I,l'n'"",,~'" y. . ~J . ~V\.1. .
U,..brm Form mui De:ri'gn
~I:tio:r Ph,..sic~l Ekmems
Communil}r Form. and CiumJ.ctcr
Commercial Areas
~trildAte$s
NeipoorlIDOO .Aleas
Streets ilI41d Highways
Principal ~isto:ric R>t':s.o~
MllijOJ Delooo~ in the Plann,ins Stages
3-35
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
}UPDATE OPTIONS
Gelieral Pian Update Proce:SB
Task 2.6 TransjJ\'H1;11tkm F(J:ec~si Modd Dev,::;tDpmenl
Finalize Tnm5croW,tion Data collection
Odgj"1-De,~'tilLil.tlol1 Trip COLh~(:Ai-on
Trip Logs, it'ucq)lJe-ncy 'kDd 'IT;;ivd TYml~ Dlll,f1 C\lllet'lkm
Trensponanon MI~ld·d Review (mol Detenn ination
Col";;:.c~ UI\!!I1ty .&{)rJ,er Jllri8dkdoH L':lifld-l):<.c lmdTn~ffk Fo,eeslilhlg U,IJ\:il
Pl't{I:Tlf'e oofideull.':Y reports and future needs essessmems
)
jPba~ PrOOuctB;
.. Admlnistrative :omft BOO'KjJj,Hj;\imd ReplJli
" :Slr't~Y ~.~n
.. Mwn"iew' Reapomes
.. l'ubtic Review Draft BackgroundReport
.. N¢\Vsuttet'
.. W~:icite Up-..dme
• Citize'I1S' Adviro:ry Commirree Meetings Sl]mmal'}'
~ Cmnmmiliy Workshop Summl!li'''j
'b:ase J -Igy,es.!ml!0rtmlltits. :and Vistofn = 4mollths_ JaIlUllfY ","It.l<ly2(tlO!
Duf'm~ tb.{;s phllSe, the General Plan Team wiH summarize key issues mld oppoirltmitili}l1 hased on
Draft Bilt:k:,groond hport fii&dlJigs. iJ~t 'frOUl .fue CJ;J&ni11i;1fJJ()' '!1J:ro1;j~. warksllop8 and
SitIItreholdeJ ~•.city stIlff WId col'l8\J]tantobm'\'Iltiooi~ andf,oodbad: ftomtbo low Sl\l!dy
session&. Folllowi1!lg oomtn'UlJ1lty \'t'OrksMps.lkt General Phm ·Tif'.fli.'il win develop an (JiJ,I"er.all
Land U5j:. ,and Cii<:ulation Visioo f(le the fut.ure (If San Luis Ohispo Iba.~ on c~~mutii,tyiupnt..
Ta.sk 3d Community Workshops.; l$$!,l¢!; find OPpGtwo~tif:1j.
Address Oene.ml, and Specific J\fl:ms: Datidlo, SOl areas, Spe>cial !)csi.gn Areas
charrelt-es (Foothm. Mi:\doona~ Grand. MOlliereVt Sunset DriveAn)
3-36
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
P'h.':L~c Products:
• Summary \')1'Key IssuesandOpp
ortl;Ll1i1i l:;:s
Dmfi V lsion Sttl~~mem
St"h Rej:mrt:.,
Ne'j,\,'S letter
• Citizen's Adv~or}' Committee Meelings Summary
• CommunityWmkshop Summary
r,Ne1JstLe Update,
Phfk~e4 ~ Mtceinfl;ati.'H:S 1~(t:rl-:-6~'1tlllontbs Mm' -No.~te:tl1~,~1'2HlQ
Duiin~ this phase, t.-1J.c GC~I;IllLP]an Tc<u!l~ will ';'lo,rk with the WtlUITliliity, J'\.dvisDty Bodies,
Pl~mling Cmnmiscsiolli and the Cott11c,LH ~,"J dev c 1'.Jp, e'~'ll]m'1t(:, end 5¢!«t lllind ~LSe: ~nd drC"ulaH()j1
P'lJ~k)' aUenl.athm ~(J cl'e~~t~ Il fil:li~'ll~:\'i.!m~k for ~~1e new General PJj),[L
Task 4J. Develop Polley and Land 1]&13 ilndClrClllMloB AHemat1v~&·o
T~ ream win dcv~i}op thT(:-e ~Jro.mative g.to'i.~jt.b scem:lJi'!os fut lli3~d use needs fur the
oomiwnUy based 00 data r-esearch and 3flal~'Si:l" ~epubHc input process ~.nd
pQpullMi(J;jproj)j~.;;;;iif}1is.f(rr £i~e area. SUF;p01.th1!g 1'1lli[JS. gl'.j1J[lhk-s, illld nlll-rn.Hve ~ui.tiJihle
fwpubH.c r~'iliew to ilUUS1rnw ~be [~S¢ !of ~Ut~tivq;-.!I will be ~,le'l/lClopr:.iI1l_ T1~ Tel!t'fi
) wm de\i\elop po.l'bcy a1't.erru1HVe5 to lllklres..s the by issues atm OP-POll1tniti~ idcmilled
in Phase 3.
1'~sk 4.2 EVlllluate; Gwwth AU:e}m~ti'les. -The T~~ "rin evelnate the three :ielected!:Jliterootlves
ID understaad impacts toe:dsiingtprog.mmmed public fwciiitie:s. impa~1\:!i to ~be
envh'Glunent. and fi~nl impH(:{'Ition'S. Populetlon Jlm.l-e{:tior~ based on land use \RiUd·
out "''liB be dc\'~lop'~d.
Task 4.7 Communit}' Works!1tlps -AUemmivJ\lis
Phase PI'(Jdu..:;1,s;
• Adtn.ni!lltativ~; Dnlft )$li\IJei and Alt.emtlztlve$ RelXlrt
" PubUc Review DlJa:ft ]s5;ue5 and Altem.atives RePf)tl
.• Staff Reports
• Newslen.et
• Citiwmi< Ad'\rismyCommiltee Mwtings Sum'!JUlry
~ Workshop Smnmary
WeooU~ lIpdatc
3-37
II
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
,
UPDATE OPTIONS J
~li -P(}]k,.. ])l!£UJiEumt -j lIlont~ls Ck~obe-r ::W1O. Am'n :~O,U
Ollrin~ thl;;. pn;i.\\e, thr:; G~~e,rl:tl Plan Tt':m; will dratl rJ set of goals, policies. and Implemeurauon
me..asures for 1])C Land Use and 'Cjrcl;Ja!lv-li Eb::menls in ildditioli llJ .:;hHng(~:-; lh:!! ure needed ltli
utht'IT' l'h~,menL:> h) ensure ("(),;~;J:.:.lt'Ht'y.
Task 5,1 AdJninisniTIHJ.'~ D.l'iiJ:~ GolJils Rlld 1~)l.i'C)' Report to ~ndud(! v ision 5i;ftjtelTh~mS and goels,
t}Q]k:h:-s ;:'11111 il'np]entemtll,]{I.J:i I1ttit-su:r.e,s
Lililld Use Etement i!,/!;::iLI,;:Jjj)~ econoeuc eevelopmem policies. Apprr,;]JJjR~C:n(?S~ of
CI,j;J:n.')~L hm:d use dC1f.lgm:u,kmo I!k 1111)] !de~ f'\JT m~lbi.g ~"¢$kktl~i~~, (:.(JEnlirLen:~,ial ~!td
industriiflS needs of eommenity, l..;llT.ld use guidance needed to ~~chi(?\'~ urban form
d:esilted. 1'k{lmHtlic b~i~~ce.lde-tl~Ufyijng new SOl b<i)Ji¥ndlilry.
Cir~l1]:ath:m E1ce~Thf'..])t~· gstil'blLs.n baseline, of eirculation ImprovemrJil:ts needed to
S,'1J~)plJrt prqjecle.d grO,.![\>'lh W]l1ljJi~ C![); .'It eocepsable service levels. Ide.l1tify :!-cope and
timipg of improy~!t.s.
G]oM~ci]m~ ooangepoJit.ll ide..ntificatlon
'II iU~ . i I 101~," .,.,.A~.,..,., '. ,,T'i-j ~. .r..] [)'~., 'oJ. ali'" ..If.It ~J:S.i!T!g ~eN1e:nl \1oJf....,~I'I..".~ ;l:esH~d.[g ~rQJ] ; ~~J!er cna .~
Noise El.~JIU.illt updates ;resultifJ,g fromother clUID,ges
&ftty JJment Up$te$ rtliultJng t'Wt.1rm i!Jth~ clmn~~
., Watej"JWaS1tewa~e.r Ellement updates r~lJ]ting UOIlI!i othe-T manges
Coo.~·'iflti.iI)ilillJd Open Sp.a.ec EJt:Ii1~nt.ll!pdl1ites 1'l"S'Lllti~:fto.:lUcbM'J,ges.
P.ooim oodl R~"TCi1Iti~ Blii:ment ~If'dnw.s rc;St~hmg from other cnMg¢$
SfAtingiinforn'bltW:ll f:ro.nl B,oekgrouml Report will be uorroo :lep;lIDlrel}'to be sharod by
OmeS'aIPJ:I!:..Tl and am
T~s!k $,2 l.aP;{! Use' Di~l~!,jllfn-d1'ar~ dia,gn;m ~h~ll ~~1'OWlO preferred alItei'ni:)Hve. Idoorjfy laml usc
desl,g!il~taQiw. rop1.11;i~t30n dl.ms:i~}'lMnd building iu.teJl8ity,
P.u~se, Produc.~~
.. AdmnllslOU:ive Draft Policy Th...'lcume-nt
.. F\lMic Re¥1ew Draft Prr-Ucy Document
;. Citi2;ep$:t M\~oQ~C.(Jmmi.t~-t !¥feet.~ Su~
;.. Commtt11litJ.{ \VlIJfksho,P Stlmmfiry
.. ·S~f Reports
*Web&I[e Up&te
3-38
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Plms\! 6 ~ lDlly!rnmm.:mJl'l] Immwt R!JMirt .~. 'l':c8 m:lnlth;5 J~m It::tU.~. Aliro):'!!~9lJ
[)lu:ingthi:, I;Jias.~. Ihec(Ill~~dtam with f~1:rJo{,jt trom ;staff, \'ii~J pn.''P;nI~ i'l Dmfr ErH .~u::;,:ytlng Ih,~
P'I)(~:n!i:IJ lmrNl,ns of the I)ruf! Gcnenll Plan (pritjc>:>l de"L'drrll(~n). The HR v,eli) bt de.~iglle(B to
meet the i'eq~~i;l'mGnJs of CEQA iJ:nG lO stn:'c~tHl;Gte future CHy ';;(In;<;~der;,!lc'nnr {!Gvdopnw";!: m~:d
pU'oJk wmks proJe(~.~ {::nn:iis~~n( with (he G~'ll'Tlll Pt'1'l.
'T:~sk t5J l\dmJDlstl,II:11ve Dr;ji.i~ r~IR
Executive Smnt1t1JJ:)'~ setting, lltlpacts, miiii,g,ail'OiflS, & alternarives
~][11rodl.1.c~~on
]mp'tGts and Mitig:al~rnl Me,mrures
LnJld US!;
Cin::lIt311ofi1l
Sml;tJmibiHi)' aiflrlGlQ!}al CUmate Chl~nge
Oth~rEI~mclI}ts. as RmJ?at:ted by proFl)Sed ci!:;Jng;';;$
J<\He.rlwH\'es .j~..mll~js
~ '.'} CJ;limru1~l;t~ve ~
) Other 1{-egi{lnaJCBQAls.sues.
Hs(,.';;l} Atl~lysis
Task 6.4 liilItefiUll staff review of Aodlniirlistl'ilitive Dl'tlft Em
Phww F't'OOW,i(;ts:
.. Staffrepotlls
•. ,Ad~Idui5tF;{ljtive Draft lBIR
'" Public ReY'Ie:\\' Draft Em
• Citizens! Adv-isory Conu11ittcc· .'Meetis\ss Summary
• Website Updlli£
Phaw ? ~ Mis Rtyiq --Smtmtbs Augprtl !OU --MaydJ211)iJ 2
During this phllllC'. the G.eueftl1Phm Te-am. win a.ssist th~cmnmlmU}', ad,,~~(1f'Y bodies, Plnnnh't.g:
COlnm1SS.Mm aed Cil)' counciliin the rev.few of the Draft GeJl.(!f~l PIau :Rnd Dr;jJ;ft ErR,
culminaUilg ill Cotmcll directjonfM clmJ1&;es to the DiM!: Oener£ll Plan, The Citizen:s' Advisory
Commj'tu;~ lnemben \¥Hlbc eJlcol¥ra.ged to nUend .w.id pan:1(:Jpate duriEil,S Ibe pi,ibiJc hearings.
Task1.2 Advi80fY BOOy He3lfing.s
3-39
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Task '74 City Co~mcH Headngs
P11·11i;c PiTUl,]UCE:;:
.. N{~W5k;U~:r
~ SuJf reports
.• '~Ve1Js Ire npd:u~
Ph~'i~·8: = l~in:jllJh~em~g:I!it't amI Ad9ipc:ilLt1i!. -~,,:el rlJQJT~hs MRB':h, 'Zon = t'\U:LPIst 20U,
During ~hi.~i phase, the: General Plan 1'eaHll will prepare the final verslonsof the General Plan
G1XUS ,'ind Policies Rep.ntt [n~d the Em:. for final tc,'Je.w·and adr..~phlln b)' ~he P]ti.lutiElg
Omifl1f¥~ss.ion liiOO City Council. The 'Citju'fil~'.'\d.... i~ory' C'.;mw;ji'i1~ members wi.lt be \':ncour~gerl
to attend aJ!'.d part~c,jpilire dCtlrh~g the: public hearings.
T,'13k K1 Rif;SP(~:l1d to PuNic COImnf']~IS Dil Dmft B.[j,"t {DEIR)
CQmmeg~t.." Jecelved dminJii puNic re;'d-c'.'i! 'i}1' chI;; DEJR are i:e&po~ded In by
COmltdt'IiD!.
rf~ :6.2 Prepm-~ Fiffiwil EUt (FEIR)
Ove:rridmg cousidemlions (if needed)dlrVetoped ftlf .celtittic~tIDn. .
1"'ask SA Adoptioo Hearings
PhJli5<:· f':rQc/1I;1.(:,I/$:
~ O!.~ReadY' ~al. Pliiill and IDR dQCUJJJ~t-5. CD(i,. and PDF~ {IT WfMl-" for 'Wtm
hb~ (mmdl~grmn
Public ootreach·Is· ~ key 'part of the update Pl'Ogt"IDl1 i1iud the Pi~bik Participatioa l")lan ',,,'in be
devf:.1Qped ,..'Ub. t1li.e 'Ol)MuIt1l\ilt"S ~8is1af!.'.ce. The OIl~treoohne~ds (0 be initiated em~iy to make the
CQIDlJiunity nwlirC 'Of Qpponunttk& to esUibHiSh 31TI ~"in.ird..¢ 'l.mdc·r:it!'Htdicng of ,:tl~ P«'Jo~S. Tlftdng
Qf1be· oo.U"eacbis Uism100 wilhinthe pbasu an,d. is SumIiI.lilriz!ad below.
Proj:e# We~.i~~
Imeracllve. website e001aming current information 00 S1:a11JS of the projec~dQ'\ly']Jloadahle
doc.wnents mllIl'rese..ntslions. a1!J.d iii. WfIIy 10 send. lnforJII.awn and Input toappJ'Opf'iilte staff.
&WbJJsh a Qe~ Plan update· (nwdeITnted) 1)]og. Mcm.i!to-T the sjt<:. ioeasore respo-nses are
appropriate {or publWlInJ.
o.nline 8tlt1"Vey
E-UJ4~:
:Develop an eJ:'ll:ai..l contact list and send ~ updates to mm~ntalD lntcr~st and geJ:WTate
pat.Udty4f.o.n. WmkwUh ~fof CoJIUne«:>e e-blast to .gel!: :lfjformatkID: om to business
communit~1'.
j
,
)
/
3-40
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Newstetter:
c",,:,;hn1!:tJ lh;:d pr(l\hll~Produce gNlphi..:--ricb Jle ]c,('{lrm,',tkn ,'''-~;)ut P~'C';;>C'S :11 k-l':)' points. These can
he dev.:;lnpeda::; pnrs to L~nH~H Lo ES1 nnove. Di,qrhbllh' 11)~'::L·>iJm)ug~\ ibc SChiYJ1S,
Aied/if O!!JrCfl'i:.iJ.
M>J;:;4;'! w!~h 'The 'r:rip~Lne, N'~'N T'irnes, ;!nl;~ SLO hV..H'wd Hi!dI ;;11 bl'giMlll;;!; of process to develop
r.3~)fl~<Kl and condun [(Ii' informntion ('X,;::h m'll,ge, CGm,KI radio 5;Iltl'0D $, for P'ldJ<lk Service
Announcements, Prepare news Jdel:1Sf.."-,> on the pJOce,s;;, aud key elements of the update, Keep an
en-going update: O!f~ Chmlll-d 20,
:5!.~r~·'4?)'..f..!
P.li"epare iii survey ~.illS!mlI!ieIJ:t ,lndi iUst!i'ltmle to ~hCCiJITlIin.mM,y,
CUi2)f.nS' A.d~'~so!)' Co!'umluee:
(:tti:l-e~s; AdvL:i{li~' COIhttdnBE$ hflve been used to gLlthe.[ D'Jl"goli1g [njx,t from commontty
g.rOlil]]6', The role of tae @Wl1J) needs 1:0 be deafly 4]eflncd and c:st:libHshhl,g itlembei~hip of the
gn)tlip pi1nl'ti~Jpnnl;.~ can presEnt t'hfi;U¢;ng,es ~ ~Br.e ,i1tc a ft1!i1iif.itude or stakehf.)]del1 groups and
iNmj,~ mel.lJllb'G'!''&hip· aV'J!ifi~flble. Size ~')f thcgr:.mp JS (:cTl!!icld -t(l;{l small j:; ,jot r-ejn'e5eumHve,
ho·we'ie!' mere tllWi1 ab(lllit 15; becomes unwieldy. nw COIlS<1J1~t/l;ntwit1 as&~1!~"''io'ith defining
ef.fut,,~i\'e !tie~bod~f(li oommuintty 'i.)uqte~,c,h ;M~d patUdpmlim3, The Co-uncH win be. asked during
the; rurta ,coJiJeCl!]on Wbi'lS'l': to .3ppoint Citiz-m!j i Advi~fJl·Y Committeem~mbets ,...,ni,) wm partlt':upn.te
-\)ftlW"'l. olilij'me ," fi: '.e;s ,1,,,--_-t'!'L ... _, p t;;t:, ~I,
,Pr~~mwf,iiJnfJ, te Ct)m1nWTil)i irt1.errtsJ groups (SpfJtv.ers. Blrr.etJU);'
OffeI to speak befOFe C'DIDnluuit;y roI!id sl{~,'kdml4er gtOiJPS. Ttv~~ gri1<ups l~DhlicJ:e Kiwenis,
[R>J}.tlll.j'. ROl:ml of Re-i:ilt{lfi, Home.El'i..l:iJ.clf.:i& Association,American In:s~hut,,, of Ar<ihit«1"..s, s~9J;l!ls,
":;humber 'Of C(Jt1tlTnerce., Do~"'rlt'Dv,m A~S~JCJ~ili',)i~, City i'eSldetlts =lYi)~h C:lJll1.-erlt and future,
Re5idellt~ for QIJi~hky N~i~hborhoQds, :OU\",ptO'...·n Aij,80i.1!SLl';m. the EMV~r(IJjjm·el1ir~Y Center of San
Luis Obi:spo COllinl)'. Si.~rriii CHr~b. C"mni)'of S~n [..ui:;;; Obispo, l.ili!.1d Con£~rvM~)', C{lJ{
PQ,j)'lOIlesta. El'f;n"lientary. Ji.mkJof Iii.ghand mgtl Scheols, S"J.D Luis Obis.po CQ"UncjJ of
GQ"I~mme-nts, (~rH:r'41Js; Al~ City r)C:F:41:"~,entN, l\~r PoHllHo-i1 Contre] Dts.tt·l.ct.PG~~ Gas
'Dol:llpOO!l'y~ PiliOne CJJJn]l&lY. cable iJill~ other utiUty provlders, RJ:lSlooW 1~1sit AWlhority.
• . T-'"'' -ttlJ;f-,n ,·"ovidm,PI: .. i]hofu mOOlCil1l fi11d scboo.....iJ'Am.kak UII!,ion Pi!i,(;i£ic, ._. Railro;;,d.__ r _ nlmipl;): ..~'!;i_ _. , .......... " Airt"1<"\11~r~
............,..,; 1:1. 0-' ." . V" . n.. ~ . • ...l " • '.~ C lEI' 1\ ~ .! '1I'I.-:h I"" A.JI .,' ".,
...j;AU IlU'. .' OWl)' _lSliIilli...r ~u eommntee, 'iLrlre" koVcai 'uLa. .....Qn~, ~JI'\'l'SQfJl
(jmups. Regional -y..~t}ter QualityControl Bcard.M-edHlJi. Office of Eme~genc~' Se-X"lnces. Fish :and
'Gmne, :A9i~ and W'UdUfe Ser1llce, youth fOPOt'tS gJWp.s; set1:iQl'K. hO\lSingprovMe-J.'S. nri;rn~profits.
imer'lilsted peQJJl!i.]; Ol1ll Em. dimiiburi{l'Il Hst, il1nd more...
S~k.elt(Jhl'ttr ~'~at~nriE'lVS:
Ink~''liew k;ey communilyleadeffi. Comc·jl i!llembe:rn, Advl&rJt)' body fneli:lllef6-. etc',
~i'ty Wl.~'P'a.:
HltIld ~ftljl~ ~t ke:t pt)i~ in the ,F-iq'OCeSSi t.p lIlfMl1J"edu'C1He 'i11ld solicit feedhack. U:se
'b~Ol1t sessiom. grapbics. v~'l)jiking tom'S, mmf&.1ive $C:SSWt1$ t,t) ;ge~ i~lPU.t C-P4Jtrette-s. 01l!ly' be
11800 fur key design i!lt.eQ8.
3-41
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Farmers" lfarket
$c; up JLni nform;lltrm bOf)lh :11 'fhtlr"'lby '1,,(1 Sm;ml,ly F'I.r:"ers' :MllJkel ~m(fd istrif::)lJl~
newsletters, l~ns'."'·l'~ questions, gee people involved.
t';~4blk Heat(li~gii & SNrdy St'5'shms
Advisory bodies illid CounciL
Other considerauon«:
Are l],2m$hlli~,m SClfVtOes d~l'ri;nS mcerlngs aud outreach 1n other l1mguage(sl for written m8r.er~ah
needed? If so, 'wbich langtlage.s? Spl~nl5ih would hl~ IlH}sllfb.:ly need.
Cit)'lio/£/91.9 Palm Open House Displ(~ys:
H.a""t: upd:I((,.'!;S and ()]'I~g(J!hl£ (jJ~;phIY area f('Jf '"P~tlg~SLO''' process LnCity Hi~!l and 919P,rdm
.,,
}
\
J
3-42
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Options 2 and 3: Focused Update of the LUE and CE Work Program Discussion
Conducting a focused or "surgical" update of the Land Use (LUE) and Circulation (CE) Elements would
concentrate efforts on identifying programs and policies that are out-of-date and could address issues
that need community input and consideration because of recent changes. Public input during the
previous Financial Plan consideration indicated that core community values and policies in the LUE and
CE may still accurately reflect community intent. In addition, several key sections of the LUE have been
reviewed in the last few years in the context of other policy discussions including:
1. The Conservation and Open Space Element was updated in 2006 and included several revisions
to Chapter 6 of the LUE.
2. The Housing Element was certified by the State in July 20 I O.
3. The Orcutt Area Specific Plan was approved in Spring 20 I0 and is currently being considered for
annexation through a LAFCO application.
4. Measure H was soundly defeated by the voters, thereby confirming the desire to complete Prado
Road which is associated with development in the Margarita Area Specific Plan.
5. Recent updates to the Growth Management policies in the General plan were approved.
-J
6. An update to the Water and Wastewater Element was approved in 2010. While this doesn't have
direct impacts to the LUE or CE the policies and programs support development envisioned by
both elements.
7. The Airport Area Specific Plan is currently being revised and updated in conjunction with the
Chevron Remediation and Redevelopment proposal.
A focused update would address a series of topics:
1. Review and develop policies to guide consideration of Sphere of Influence areas (Section 1.6.2)
2. Identify and develop policies to guide consideration of future expansion areas.
3. Review residential densities, especially around Cal Poly (Land Use Map and Chapter 2).
4. Airport Area policies have been superseded by the AASP (Chapter 7).
5. Several Optional and Special Design Areas (Chapter 8) have plans in process or complete (South
Broad Street Corridor Plan is being revised; Santa Barbara Street area is being redeveloped; Mid
Higuera has an adopted plan; the Los Osos Valley Gap and Me Bride properties have been
annexed).
6. Limited climate action and adaptation policies and programs to integrate in both LUE and CEo .
7. Changes in state law (i.e. SB375) that may influence LUE and CE policies and programs.
8. Economic Development has become a national issue and may now warrant its own chapter.
In addition to the above, Option 3 would also include evaluation of topics associated with the Healthy
Cities initiatives such as:
9. Research and map healthy and less-than-healthy food choices.
10. Identify and address barriers to physical activity and alternative commuting mode choices
11. Partner with schools and health care providers
12. Identify health indicators that will be used to measure success
3-43
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
)UPDATE OPTIONS ",
In order to lower the cost, a focused update would limit the scope of subject areas being updated. Based
on a scope of work similar to what has been presented for the comprehensive update, the estimated cost
of Option 2 or 3 is approximately $840,000 and would require commitment of 2 FTEs in addition to
consultant assistance.
Option 2 or 3: Focused update Work - with or without Healthy Cities work
Complete current assignments including:
Background, Issues, Fiscal Analysis, Reports
Environmental Review & Technical Assessments
Traffic Modeling -additional work
Public Outreach (surveys, charrettes, public meetings, mailings)
Contingency @5%
Total
250,000
400,000
100,000
50,000
40,000
$840,000
Focus and Discipline Required for Success. To be successful, these options would require
extraordinary commitment on the part of the Council, staff and advisory bodies to remain focused on an
approved work program. It is possible that participants may perceive the focused update as an
opportunity to address a much broader range of General Plan issues. In order for these options to work
within limited resources - and not ultimately cost more or take longer to complete than Option 1 - it w" )
be essential to focus staff, public input and advisory body review on prescribed parts of the LUE and Cb. -'
To accomplish this, it may make sense to address the update in a packaged series of amendments rather
than a comprehensive update.
If either Option 2 or 3 is selected but the effort does not remain focused, then the time and cost of the
update are likely to exceed those listed in Option 1.
3-44
DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT
UPDATE OPTIONS
Vacant Land: Non-residential Zones 385 Acres
"'...
-~, -_,o-
u
'~f ........."P.'.'.
. ~ ....
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.' _\....·/:;::~~::,-'~::;2\
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• 1. ~...... ~ _.J:~K; !:~~__.."".__.. _~_'~' v--: \" ..-,'V"'. '"
.J.f-=---\..,~:~~~~~~~·~ ..~.5
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32.1 Acres
47.2 Acres
7 Acres
592 Acres
9 Acres
3.9 Acres
a.BActes
2. 9 Acres
207.8 Aaes
Vacant Land I
14.9Aues mru
!
Zone
C]FF
1~;~Jt~vJI 0
~M
l$E3I C T
,':a\ <'I. ~.\il 11M '·'~A~I1<\
SLOeGIS
o:·_:~~~~r,,·. '''P,)~:''.~.,,:n ',~~~·.rF~
0.25 0.5 1.5
3-45
t"' o
Long Range Division 09-11 Projects
(JQ=
SouthBroadStreetCorridorPlanAdoption
Safe!l' ElementRevisions ~
~
ParkingStandards Revisionsfor Downtown Dwellings =
Orcutt AreaSpecific Plan Adoption ~
Neighborhood Boundaries Mapping e....La LornaAdobe Stabilization Project <....HousingElementUpdate (IJ....
Green Build Ordinance o
Historic Preservatlan Ordinance and Guidelines =
Growth Management Revisions ~
Greenhouse GasEmissions Inventory .,o
Evaluation of LUE/CIRC ElementsPolicies/Programs ~
Climate Action Plan Development ~.,
Chevron Remediation, development & annexation o
Archaeological Preservanon Guidelines .,t.. (JQ
Annexation of Orcutt Area Specific Plan ~
"e-!3AirportAreaSpecific Plan Updatell.
A8 811 Financing District ~ ;
AASP Annexation Phase18 !3Year2 Stormwater Program items (IJ
~Responses to referrais from County
~Public CounterStaffing Duties
VJ
I ~Malntain andupdatelist ofHistoricResources
.j::,.
0\ ~General Plan Evaluation Annual Report
~General Plan Conformi!l' Reports
~Community meetingsand outreach
~Community Devetopment BlnckGrantAdministration
~CHC & PlanningCommissionsupport
~Affordable HousingFundrecommendations
~Administer MillsActProgram
~Housing Programs Management/HE Implementation
0.00% 10.00% 20.00% 30.00% 40.000/0.. 50.00% I 60.00%70.00% 80.00% 90.00% 10000% ...ercent Comp ete ~ Items listed v.ithAsteriskare on-going tasksandare shown at100%
---1'
Section 8.4
Background Materials
Status Reports from December 14, 2010 Workshop
LONG-TERM
CAPITAL IMPROVEMENT PLAN
ATTACHMENT 4
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)
\
LONG-TERM
CAPITAL IMPROVEMENT PLAN
City o~ san lUIS OBISpO
LONG-TERM CAPITAL IMPROVEMENT PLAN
TABLE OF CONTENTS
INTRODUCTION
Overview
Report Organizations
CAPITAL IMPROVEMENT PLAN PROJECTS BY FUNCTION
Public Safety
Police and Fire & Environmental Safety
Public Utilities
Water and Wastewater
Transportation
Streets
Creek & Flood Protection
Pedestrian & Bicycle Paths
Parking
Transit
Leisure, Cultural and Social Services
Parks & Recreation, Adobe Restoration and Public Art
Community Development
Open Space Protection and Trails
General Government
Information Technology and Buildings
Cost Summary by Function
1
2
3
4
5
6
6
8
8
)
9
10
11
11
\ INTRODUCTION
}
OVERVIEW
What is a Long-Term Capital Improvement Plan (CIP)?
The Long-Term CIP provides a glimpse in the future of the City. Many of the current infrastructure
assets are not adequate to handle the needs of the future. Many streets must be built or widened, water
lines and sewer lines must be extended into new areas, and new parks must be built. At the time of
General Plan build out, now assumed as the year 2050, the projects on this list would ideally be
completed and in use for the residents of the City.
Why does the City need a Long-Term CIP?
The Long-Term Cll' can serve as a blueprint to guide the Council's future investments. It is clear that the
Council will be making annual investments in infrastructure repair and maintenance, but there will likely
be opportunities to leverage grant funding to build larger infrastructure projects to complement or assist
what new development provides. Without this plan for build-out, the City may miss out on strategic
investments that must be made in a timely manner to help facilitate orderly development.
What projects are included in the Long-Term CIP?
The Long-Term CIP only includes new improvements needed to support General Plan build-out, based
) on current policies, plans and goals in place today. Maintenance-oriented improvements, such as for
pavement or storm drains, are not included in this plan. While costs for maintenance only projects can be
significant, those costs are incurred to adequately maintain what is in place today. This plan focuses on
the new facilities and infrastructure needed to support the City at build-out.
How does staff determine which projects to include in the Long-Term CIP?
Using the City's major policy documents, like the General Plan and the Circulation Element, City staff
identified the improvements that need to be in place to accommodate build-out of the City. For virtually
all of the projects in the plan, there is a link to a major policy document approved by the Council. In
most cases; these links come from the General Plan, while some others come from an adopted master
plan.
When would these projects be built?
Ideally, these projects would be built as part of new development taking place in the City. Realistically,
only some of the projects could be built by new development, with many needing to be built by the City
using grant funds or some form of debt financing. The key purpose of this plan is to identify the
improvements needed in advance so that as development occurs (or funding opportunities arise) the City
is ready to proceed.
How does the Long-Term CIP fit into the two year Financial Plan process?
By considering the Long-Term CIP in the context of the 2011-13 goal-setting and Financial Plan
process, these projects provide an important starting place in assessing which ones might be a high
\ priority to consider in the next two years, even given the dire fiscal outlook. The list is a way for the
Council to see the long-term infrastructure needs for the City and have an "order of magnitude" idea of
how much it may cost to fully implement. It is clear that in the current economic climate the City is not
likely to be able to afford any of these projects right now, but staffwill continue to work with developers
4-1
-,
as they come forward, as well as pursuing various grant opportunities in order to facilitate some of t.
projects on the list.
With this understanding, the Long-Term CIP is one of the pieces of information for the Council to
consider in setting goals and priorities for 2011-13. This Long-Term CIP is conceptual, and in most
cases, the projects have not undergone detailed analysis, nor undergone the rigor of the public review
process. They represent City staffs best assessment of costs and scope based on what is known today,
but may undergo changes in scope or importance as new challenges and issues emerge over time.
In short, this report focuses on presenting the "inventory" of improvements that may be needed at some
time in the future, as a starting point in the goal-setting process to help decide which CIP projects will go
forward. Crafting funding solutions for implementation based on Council priorities is the next step in the
process and an integral part ofthe Financial Plan process.
REPORT ORGANIZATION
The report organizes CIP projects into the six major functional areas used in the City's Financial Plan:
Public Safety
Police Protection, Fire & Environmental Safety
Public Utilities
Water, Wastewater
Transportation
Streets, Pedestrian & Bicycle Paths, Creek & Flood Protection, Parking, Transit
Leisure, Cultural and Social Services
Parks & Recreation, Adobe Restoration, Public Art
Community Development
Open Space Protection, Trails
General Government
Information Technology, Buildings
ACCOMPLISHMENTS
During the last two years, some of the projects in the Long-Term CIP have begun or been completed.
They were funded from a variety of sources, which shows the power of leveraging grants and other
contributions with the General Fund. The table below reflects those projects completed or begun in the
last two years.
4-2
PROJECT SUMMARY
Land Ac uisition for New Police Head
New Police Headquarters Facilit
Total Police Protection
Police Facilities Master Plan
Police Facilities Master Plan
8,818,000
33,705.000
42,523,000
Pendin
Pendin
Pendin
Pend in
Fire Master Plan
Fire Master Plan
Fire Master Plan
Fire Master Plan
1,133.000
221,300 I
40,000
100,000
Safet Element
Pendin Fire Master Plan
Safet Element
$
30,000
2,500,000
300;000
4,324,300
46,847,300
)
if·-8
PROJECT SUMMARY
7,400,000Water Reuse Master Plan Implementation
~~Wa!te~~a~:wii~s~~~':':'. i~;~;]&t~~!?J:f:£:Y/":'~~\if:¢1~~f~~~~~~·~:·;~-;~~J%~~1~~t}1!~~~~~~~~~~klif.~~~~~~J~~~~~~~llf~F~~Jr~~~
Master Plan Implementation 7,740,000
Total Water Services 15,140,000
~W~~ewaWJ1l~~~Wjlf~~~~~~1;~~~\~R~~~~~~~~~R~~~~~~f~fi~~~~~~f~~~~~~~~~~~~Jfu7~~~{~~
Collection
Buckley Lift Station 6,360,000
Los Verdes Lift Station 2,060,000
Calle Joaquin Lift Station 1,350,000
Silver City Lift Station 260,000
Treatment and Reclamation
Master Plan Implementation 43,940,000
.Plant Treatment Disinfection Modifications 4.100,000
.. Total Wastewater Services 58,070,000
TOTAL PUBLIC UTILITIES $ 73,210,000
)
)
PROJECT SUMMARY
. Ian:
•• l:l']:~f! •
~lititS~~~~~t~g~~~g}~~~\~~~~~~t~1F~1~~~~~~~~g~~~~~~~%g~&~~~~~~!:~~~~1:
New Roads
Prado Road: Broad to Higuera
Prado at Hlcuera Intersection
BuckleyRoad:Extendfrom Vachell to Higuera
Bullock Lane Extension to Tank Farm Road
Sacramento Drive Extension Orcutt Road
Bishop Street Extension Across UPRR to Broad
Santa Fe Rd: Realign s/o Tank Farm Road
SantaFe Rd: Connect with futurePradoRd
Road Widenings
Circulation Element A,1 21,000,000
Marqarlta Area Specific Plan (MASP) 300,000
Circulation Element A,3 4,200,000
Circulation Element AA 3,200.000
Circulation Element A.5 1,600,000
Circulation Element A,6 10,500,000
Circulation Element A.7,MSP 5,200.000
Circulation Element A.7, MASP, Airport
Area Specific Plan (AASP) 1,500,000
Prado Road: Hlquerato US 101 Circulation Element A.1, B.4 6,000,000
Higuera Street -HiQh to Marl)h Circulation Element B.1 3,700,000
Orcutt Road - Broadto Johnson Circulation Element B.2 1,600,000
Orcutt Road - UPRRCrossing Widening Circulation Element B.2 2,700,000
Tank Farm Road - S Higuera to Broad Circulation Element B.3,MSP 5,750,000
South Higuera-Madonna to Prado Road CirculationElement B.5 500,000
LOVR - Madonnato US 101 Circulation Element B.6 500,000
Santa RosaStreet-Olive-to FoothillRoad Circulation Element B.7· 3.200.000·
Santa Ro.sa Street at Foothill (EB RT lane) Circulation Element B.8 a 1,100,000
Santa Rosa Street at Oljv~{NB Rf Lane) Circulation Element B.8 b 1,600,000
Santa Rosa street at Walnut (LT lanes) Circulation Element B.8 c 300,000
Santa Barbara Street: Upham to Broad Railroad District Plan 1,300,000
. Santa Barbara Street:Leff to Upham Railroad DistrictPlan 260,000
Broad Street: South Street to Alphonso Four CreeksEIR 1,100,000
.Freeway Interchanges
Prado Road lnterchance -Circulation Element C.1 42,000,000
LOVR Interchange Circulation Element C.2 28,300,000
. Route 1Q1/HWY 1 (Santa Rosa) Circulation Element C.3 42,800,000
Broad Street/US 101 (Ramp Modifications) Circulation Element C.4 1,600,000
Other Street Projects
MontereyStreet: Santa Rosa to Grand Circulation Element D.1 15,700,000
Orcutt Road Grade Separationat UPRR Circ.ulation Element 0.2 21,000,000
PrefumoCanyon Road-Landscaped median . CirculationElement 0.3 525,000
Broad Street Oo~le~ . Circulation Element 0.5 375,000
Guard Rail Upgradeand Replacement Safety Element 1,050,000
Congestion Relief Projects Circulation Element 5,225,000
Neiahborhood Traffic Manaaement Circulation Element, LU 2.1.3. 850,000
Traffic Safety Mitigation Circulation Element 5,225,000
LOVR Landscaped Medians Circulation Element 1,500,000
Broad Street Landscaped Medians (S of Orcutt) AASP 2,625.000
Broad Street Corridor Enhancement Circulalion Element 2,100.000
Santa RosaStreet Corridor Enhancement Circulation Element 1,575,000
Foothill RoadCorridor Enhancement Circulation Element 1,575,000
Undergrounding of Overhead Utility Lines Circulation Element . 21,000,000
City Assistance: Neighborhood Improvements HousingElement 7.3.3 5,225,000
Parker Street Improvements Mid-Higuera Enhancement Plan 75,000
Brook Street Extension &Plaza Mid-Higuera Enhancement Plan 225,000
Walker/Pacific Closure &Plaza Mid-HiQuera Enhancement Plan 225,000
lJ--s
)
PROJECT SUMMARY
Project Description Plan or Policy Link Cost
Traffic Slanal5, Street uants & Signals
New Traffic Si!mafs 2,625,000
Traffic Sil:)nal System Upqrade
Circulation Element
775,000
Video DetecUSurveillance
Circulation Element
1,050,000
Traffic Signal Communications
Circulation Element
Circulation Element 1,575,000
Downtown Pedestrian Level Street Lighting 2,400,000
New Street Li!=lhts ($15,000 Per Year)
Circulation Element
Circulation Element 320,000
Street Light Modficatlons/ljpnrade 2,600,000
Downtown Pedestrian Signals Improvements
Circulation Element
300,000
Billboard Removal Program
Circulation Element
Circulation Element 14.11 2.100,000
Acquire 975 Broad Street, Extend SLO Creek Circulation Element 2,100,000
Path West of Nipomo
Crosswalk Lighting Systems 300,000
Street LiQhtsat Crosswalks in Railroad District
Circulation Element
.Railroad District Plan 100,000
Bridge Replacements
Prado Road: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 4,700,000
California Avenue; SLO Creek Land Use Element 6A.6E, OS 3.2.1E 6,300,000
Johnson Avenue: SLO Creek Land Use Element 6.4.6E. as 3.2.1E 3,000,000
Chorro Street: Stenner Creek Land Use Element 6A.6E, as 3.2.1E 2,700,000
Madonna: Prefumo Creek Land Use Element 6.4.6E, OS 3.2.1E 1,450,000
Bianchi Lane: SLO Creek Mid-Hil:luera Enhancement Plan 525;000
Calle Joaauin: Prefumo Creek Land Use Element 6.4.6E, as 3.2.1E 1,775,000
Murray street: stenner Creek Land Use Element 6.4.6E, as 3.2.1E 2,100,000
, Totcll Streets 316,685,000
~_~ffl~1ttOJ~.n~~~,f?'''';':?'-:,-:':-=:,~_':??77'2Z~::. -~:;=: ;e~~~~~-~~~~ ._~~._.
Cuesta Park Detention Facility Waterway Manaaement Plan
Mid-Higuera Bypass Channels
Waterway Management Plan
Mid-Hiauer~ Enhancement Plan
Elks Lane Bypass Channels
Waterway Manaaement Plan
Channel Modifications near LOVR
Waterway Management Plan
Cre.ek Bank Stabilization
Waterway Management Plan
Creek Bed Stabilization
Waterway Manaaement Plan
Remove human-made obstructions from creeks
Land Use Element 6.5.1C
Total Creek and Flood Protection
~
10.875,000
5,300,000
12,850,000
6,800,000
31,800,000
22,600,000
5,225,000
95,450,000
.~:.d:.~DeSl'liilll.fiafid-= --~=~~~...=z;.~.~.ze== ~-:.~:::::~--lCiC .......-----s±#E::::c::::~'--
Pe.destrlan
', Complete Community Sidewalk System . Circulation Element, CI 5.1.2 18,254,000
• Continue Program of Replacing Existing Curbs with
Handicapped Ramps Circulation Element, CI 5.1.3 6,273,000
. Repave Pedestrian Crossings and Insta"·
Pedestrian Bulb,;,Outs Circulation Element 5.0.5B. 523,000
Monterey street Civic Center Plaza Installation Circulation Element 2,379,000
Garden Street Makeover Circulation Element 0.4 345,000
Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution. No. 9114 4,600,000
RR District Boardwalks Railroad District Plan 314,000
Leff and Osos Improvements Railroad District Plan 309,000
Walk of History (West Side of Tracks) Railroad District.Plan 523,000
'\
j
4-lo
/
PROJECT SUMMARY
)
.
•
.
CostProject Description I Plan or Policy Link
Bicycle Paths
2.300,000
Prado Road Bike BricjQes
Bob Jones Trail (Prado to LOVR) 2007 Bike Plan
523,000
Bob Jones Trail (Elks to Prado)
2007 Bike Plan
2007 Bike Plan 1,658,000
Bob Jones Trail (Madonna to Elks) 2007 Bike Plan 1,255,000
Elks Lane Parallel Bike Brldce 366,000
Bob Jones Trail (Marsh to Madonna)
2007 Bike Plan
2007 Bike Plan, Mid-Higuera
Enhancement Plan 1,464,000
Madonna Road Underpass 2007 Bike Plan 157.000
Bob Jones Trail (LOVR to Barn) 2007 Bike Plan 523,000
Prefumo Arm (Calle Joaquin to Madonna) 2007 Bike Plan 972,000
Madonna Road Brldqe (to Laguna Park) 2007 Bike Plan 1,673.000
Railroad Bike Path 2007 Bike Plan Depot to Marsh) 2,718,000
Railroad Bike Path Marsh 10 Halhway) . 6,691,000
Railroad Bike Path
2007 Bike Plan
Hathwav to Foothill) 2007 Bike Plan 366,000
Railroad Bike Path Foothill to Campus) 2007 Bike Plan 162.000
Railroad Bike Path Foothill Bridqe) . 2007 Bike Plan 1,777.000
Path Along n/Orcutt to Laurel 2007 Bike Plan 136,000
Path AJonQ Creek to Southwood . 2007 Bike Plan 366,000
Railroad Bike Path (Laurel to Tank Farm) ,2007 Bike Plan 1.150,000
Bridge Over Tank Fann Road 2007 Bike Plan t;568,000
,Bridge Over RR @ Fairview/penny Ln 2007 Bike Plan. Railroad District Plan ~.091,000
2007 Bike Plan Underpass at Industrial Way 732.000
Bridg¢ from Sinsheimer Park to Lawrence Drive 2007Bike Plan, Railroad District Plan 3.241.000
"l RailroadBike Path (High to Roundhouse) . 2007 Bike Plan 240,000
RR Bike Path (Roundhouse to McMilli~m) 2007 Bike Plan 753,000
Acacia Creek BP lHockview to Damon-Garcia) 2007 Bike Plan 627,000
Acacia Creek BP (Darnon-Garcla to Tank Fann) 2007 BIke Plan; AASP 261,000
Acacia Creek Underp13ss @ SR 227 366,000
Union Oil Prop BP (Tank Farm to Buckley)
2007 Bike Plan
2007 Bike Plan; AASP 1,568,000
Buckley Road Path (Broad to Vachell) 2007 Bike Plan; AASP 3,450,000
Tank Farm Crk. BP (Tank Farm to Vachej) .2007 Bike Plan; AASP 1,464.000
Morro Street BB (Santa Barbara to Pismo) . 52,000
South Street Widening for BP
2007 Bike Plan
2007 Bike Plan 52,000
Bikeslot at California~Foothi/l 2007 Bike Plan 162,000
Bikeslot at .South-Broad 2007 Bike Plan 142,000
BikEi)slot at S.Higuera-LOVR 2007 Bike Plan 209;000
Bike Path (Flora to Axllni) 2007 Bike Plan' 314.000
Laguna LakePar:k (to FoolhiU) . 2007 Bike Plan 1,673,000
Marsh Street Interchange Mods 2007 Bike Plan 314,000
South Hills Path (Marqarita Area to Exposition) 2007 Bike Plan; MASP 1,568.000
Railroad Corridor Palm Tree Plantin!t Railroad District Plan 105.000
Total Pedestrian and Bicycle Paths 78,729,O()O
;'
PROJECT SUMMARY
Project Description Plan or Policy Link Cost
~af~iD~gt£t;~~.{~ft~;~~~~T,~~-i¥.~r~~~~~~~~.~~~~1~~~'~f~~~~~¥~~t1f~:iL~~~~
Access and Parklnc Manaaement Plan NARF Parkina 31,350,000
New Parklnq Structure (1 every 5 years)
Access and Parkinq Manaqernent Plan 62,725,000
Access and Parking Management Plan New Parkinq Lot Acquisition 6,275,000
Access and Parking Management Plan New Meter Installations -E/o Santa Rosa 52,000
Residential Parking District Implementation Access and Parkino Manaaement Plan 209.000
Circulation Element 12.6, Access and Develop Downtown Park and Ride Lots 2.~00.000
Parking Management Plan
Additional Passenger Loading Area Near Depot
Railroad District Plan 105,000
Total Parking 102,816,000
~~~tj$,i~J~~~~~~~~~~§~~~~~~~¥~~~;R:.~~}~~i~~~t;~W~~~!S~~~j.t~~1~~~I~~Wf~~1~£~~~I~~~~:;f4~~~~;}~~~~~~~~~i1
Capital
Bus Stop Improvements Short Range Transit Plan 418,000
Bus Expansion (1 Every 3 Years)
Short RanQ8 Transit Plan 2,600,000
NARF: Transit Short Range Transit Plan 5,225,000
RTC Transfer Point Uoarade Short Range Transit Plan 775,000
Transit Si~mal Priority SYstem Short Range Transit Plan 1,050,000
Freight Warehouse Transfer Center ReQ lonal Transportation Plan 1,350,000
Voice Enunciation System Short Range Transit Plan 260,000
Automatic Bus Washer Short Rance Transit Plan 260,000
Bus Yard Expansion Regional Transportation PJall 3,125,000
TotcilTransit 15,063000
TOTAL TRANSPORTATION $608,743,000
\
J
~
+-~
PROJECT SUMMARY
,)
Laguna Lake Park Master Plan
La una Lake Ored in
Margarita Area Neighborhood Park/Additional
Sorts Fields
Orcutt Area Neighborhood Park
Caltrans North Pro ert Ac uisition & Park
Other Parks to Meet 10 acres/1 000 Goal
Other 1m rovements
Mini Parks
Tennis Courts
Sinsheimer Park Master Plan
· Skate Park
· Golf Course
Tota' Parks and Recreation
• Adobe Restoration
Railroad District Gatewa Tree Plantin
Historic Railroad Car Dlspla
Public Art 1% of CIP Costs
Total Cultural Services
Parks and Recreation Element (2.55.2)
Parks and Recreation Element 2.54
Parks and Recreation Element 2;54
Parks and Recreation Element (2:57.5)
. Ma"or Ci Goa1200T ..09
Parks & Recreation Element
Parks and Recreation Element 2.57.5
Railroad District Plan
Railroad District Plan
Art in Public Places Polic
2,614,000
7,319,000
8,158,500
11,111,100
2,331,000
71,639,400
1,050,000
625,000
2,100,000
8,350,000
260,000
105,000
1,000,000
116,872,000
3,125,000
26,000
26,000
8,725,000
11,902,000
TOTAL LEISURE, CULTURAL AND SOCIAL SERVICES 128,774,000
j
PROJECT SUMMARY
Open S ace Acquisition, Trail Develo ment 25,000,000
Creek Pedestrian Trail and Open S ace 500,000
Total Natural Resources 25,500,000
TOTAL COMMUNITY DEVELOPMENT 25,500,000
)
--.'. r··
4--1 o
\
J
PROJECT SUMMARY
Document Mana ament
E-Government
Technolo M t Tools/Securit Improvements
Technolo Infrastructure 1m rovements
Total Information. Technolo
City Hall Expansion
Total Buildin s
TOTAL GENERAL GOVERNMENT
IT Strate lc Plan, March 2001
IT Strate ic Plan, March 2001
IT Strate ic Plan, March 2001
IT Strate ic Plan, March 2001
Conceptual Physical Plan for City Ctr;
. Facilities Master Plan: 1988-2010
650,000
250,000
225,000
813,000
1938,000
20,000,000
20,000,000
21,938,000
SUMMARY BY FUNCTION
Public Safety
Public Utilities
Transportation
Leisure, Cultural and Social Services
Community Development
General Governm~nt
Total
46,847,300
73,210,000
608,743,000
128,774.000
25,500,000
21,938,000
$905,012,300
LongwTerm CIPSy Function: $905 Million
• Community
Development
151 General
Government
2%
o Public Safety
5%
o Leisure, Cultural
& Social
Services
14%
• Public Utilities
BOlo
3%
13Transportation
68%
+-11
Section 9
Background Materials
FISCAL OUTLOOK:
OCTOBER 19,2010 FORECAST
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General Fund Five Year Forecast: 2011-16
TABLE OF CONTENTS
INTRODUCTION
Overview
Summary of Forecast Findings 1
Forecast Purpose 3
Where We've Been 3
Key Drivers Affecting Our Fiscal Outlook 7
Basic Forecast Framework 10
Summary 12
Summary of Major Assumptions
Demographic Trends 13
Expenditures 13
State Budget Actions 13
Key Revenues 13
Fund Balance 14
FIVE YEAR FORECAST SUMMARY
Forecast of Revenues, Expenditures and Changes in Fund Balance 15
Forecast Assumptions 16
mSTORICAL TRENDS
Overview 17
Population, Housing and Cost of Living 18
General Fund Revenues:
Where Do They Come From and How Are They Doing? 20
General Fund Expenditures:
Where Do They Go and How Are They Doing? 22
Revenues Compared with Expenditures: Last 15 Years 26
Major Revenue Sources: Last Fifteen Years 27
Supplemental Historical Information:
Sales Tax, Property Tax, Property Tax in Lieu ofVLF &
Development Review Fees 29
Sales Tax Revenues by Type: Last Five Years 31
Development Review Fees 32
Operating Program Expenditures: Last Fifteen Years 33
Measure Y F AQs 35
"-. ./'-......
OVE~-'
SUMMARY OF FORECAST FINDINGS
The purpose of this forecast is to assess the General Fund's ability over the
next five years--on an "order of magnitude" basis-to do four things:
1. Deliver current service levels.
2. Maintain our existing infrastructure and facilities based on past
funding levels.
3. Preserve our long-term fiscal health by aligning operating revenues
and costs, and
4. Maintain fund balance at policy levels.
The forecast does this by projecting likely revenues and subtracting from
them operating costs, debt service and the capital improvement plan (CIP).
If positive, the balance remaining is available to rebuild the level of our
reserves to guard against future financial uncertainties or fund new
initiatives. If negative, the balance shows the likely "budget gap" that
requires corrective action.
The Fiscal Sustainability Journey Continues
Consistent with the Interim General Fund Five Year Fiscal Forecast
presented to the Council in May 2010, this forecast concludes that we are
facing a long-term structural budget
GUIDING OUR
JOURNEY TO
SUSTAlNABILITY
gap between revenues and
expenditures for the foreseeable future
unless corrective action is taken. The
current gap would be even worse
without Measure Y revenues.
Simply put, the primary reason for the budget gap is that revenue available
to operate the City has dropped significantly, while expenses have
continued to increase. The national and state economies have experienced
their greatest downturns since the Great Depression. While the "Great
Recession" has been officially declared over, there is much uncertainty
about when the recovery will begin. Unemployment remains high and
economists are now predicting that the recovery will be long and slow.
While we are better positioned than many communities to deal with
economic downturns, we are not immune to their effects. We have seen
declines in most of our General Fund revenues, particularly in sales,
property and transient occupancy taxes and development review fees.
As revenues have dropped over the last several years, costs have continued
to increase, particularly in the area of staffing. Operating costs for the
General Fund have grown an average of 6.3% per year for the last five
years, including unanticipated staffing cost increases of $2.3 million
annually due to a binding arbitration decision in June 2008. Budget
balancing actions totaling $11.3 million were taken as part of the 2009
2011 Financial Plan and an additional $3.0 million in "stop gap" measures
were adopted in June 2010. Still, because of the lagging economic
recovery, our position has worsened. And, we face further increases in
staffing costs as CalPERS rates are expected to rise significantly beginning
in 2013.
Based on our most recent assumptions regarding revenue and expenditure
growth, and continuing current day-to-day service levels, we are looking at
an "order of magnitude"
budget gap of about $2.2 Does this forecast project a million in 2011-12, growing to "budget deficit"? $3.0 million the following
year. On average, the budget No. A "projected budqet gap" is
gap will be $2.6 million not the same as a "budget deficit."
annually over the next five The City will have a budget deficit
only if we do nothing. However, by
the steep increase in CalPERS
years. Our projections include
looking ahead and making the
tough choices necessary today toretirement costs that are
close projected future gaps, we expected in 2013-14. They
avoid carrying real deficits. Unlikealso assume the continuation of our State and Federal Measure Y revenues. governments, taking proactive
steps to avoid deficits is what the
Although we have aggressively City of San Luis Obispo has
prepared for the economic always done, and it is what we will
issues facing us, the Great do prior to adoption of the
Recession has been longer and
deeper than expected. This means that without even deeper service cuts
- 1
OVERVIEW
and/or implementation of aggressive cost containment measures, the strong
financial position the City has achieved will not be sustained. In other
words the City may not be able to sustain the service and infrastructure
improvements that were initiated in the 2007-09 Financial Plan, let alone
consider further service improvements without a focused reassessment of
our priorities and a balanced approach to cost containment.
As we continue this journey some have questioned the City's approach to
financial management that has led us to this way station. It seems
appropriate to address those questions about the past before looking
forward. Beyond the self-assessment by the Council and community that is
accomplished at least three times each fiscal year, the City's financial
management practices have regularly been subjected to annual audits by an
independent firm that has a fiduciary obligation to report mismanagement.
Moreover the City's financial management practices have recently been
independently assessed by Standard & Poor's (S&P), a national rating
agency, in anticipation of selling bonds to investors. The last time the City
wanted to sell bonds S&P upgraded the City's bond rating (from AA- to
AA) in consideration of among other assets " ... very strong unreserved
fund balance" and "Strong management practices under Standard & Poors
Financial Management Assessment (FMA) methodology." While the
journey has taken us places we never anticipated, there are independent
voices that validate the path taken to get us to this point along the way.
Why is our forecast worse than what we expected two years ago? These
results are directly driven by the key revenue, expenditure and fund
balance assumptions that underlie them, which are discussed in detail in
this report.
But the short story is this: due to the continuing downturn being felt in
virtually all areas of the economy, our revenues have not recovered as we
expected. Whereas we expected a rebound beginning in 2010, we ended
2009-10 with revenues about 6% lower than the previous year. Our
forecast now projects that we will not lose any additional ground and will
experience a very modest upturn in our key revenues beginning in 2010
11, with slow recovery from that point. And, while we project
improvements in our revenue position in the out years, gaps still persist
because of the reduced base we begin with as a result of the continuing
("
downturn. Meanwhile, costs have been growing faster than revenues,
which causes the core budget gap.
The Good News
Based on the actions taken so far by the Council, we have maintained our
reserves at policy levels of 20% of operating expenditures. This becomes
our first line of defense in the event that the economy performs even worse
than we estimate - which is certainly possible - or operating costs grow
faster than projected. Reserves are also our first line of defense if there are
added State budget takeaways or other unexpected events not assumed in
this forecast.
Since our undesignated reserves have been used over the last two years, we
need to be very cautious in adding unanticipated costs. We continue to
operate in a time of economic uncertainty, and we need to maintain
flexibility to respond to future circumstances.
The Very Good News
The passage of Measure Y in 2006 has allowed the City to improve the
community even as financial pressures have increased. Residents and
businesses have benefitted from Measure Y funded projects and the
revenues have prevented deeper cuts from occurring in services that are
important to the community. About $5.6 million in Measure Y funding
was spent in 2008-09 for neighborhood paving, traffic congestion relief,
and creek and flood protection. These funds were also used to enhance
public safety, remodel the Senior Center at Mitchell Park, increase
neighborhood code enforcement, and make a number of improvements to
our downtown. It is expected that about $5.4 million will be available in
2010-11 which again will be used to support high priority services. A full
discussion of the uses of Measure Y funds is included at the end of the
forecast.
Very Tough Policy Decisions Ahead
Based on the results of this forecast, we will again be facing very difficult
budget decisions as part of the 2011-13 Financial Plan. After several years
of diminishing revenues and higher costs, it is clear that we must develop a
longer-term strategy for dealing with our new economic re~J,i,ty. The
/~ I \
('\ !
-.L.~, ,
success of our journey will depend upon engaging employees, the Council,
and the community in addressing the fiscal challenges that face us. This
process has already begun as City advisory bodies have started discussing
budget goals and priorities during their
regular meetings. Additionally the
City Manager's Financial
Sustainability Task Force (an ad hoc
advisory team of community leaders
and employees) are hard at work to
surface a wide range of potential
options for cost containment or revenue enhancement. They will present
their report to the City Manager in December and will hopefully be
amenable to providing input to the Council as part of the development of
the new Financial Plan. Internally, our employees have started to review
and prioritize services with a goal of identifying potential efficiencies and
eliminating duplicate or non-value added activities. All of this input will
be considered in crafting the long-term fiscal strategy that will be presented
to Council in the 2011-13 Financial Plan. Ultimately, there are two
fundamental questions that need to be answered: First, what efficiencies
and cost containment measures can be achieved? Second we must then
answer the question: Of the services we provide today, which will we be
able to deliver over the next two years and into the foreseeable future?
FORECAST PURPOSE
It is important to stress that this forecast is not a budget.
It doesn't make expenditure decisions; it doesn't make revenue decisions.
Its sole purpose is to provide an "order of magnitude" feel for our ability to
continue current services, maintain our existing assets and fund new
initiatives. Ultimately, this forecast cannot answer the question: "can we
afford new initiatives?" This is a basic question of priorities, not of our
financial capacity. Funding major initiatives within existing resources will
require deep reductions-beyond those that will already be needed-in
existing services levels in order to do so. However, making trade-off's is
what the budget process is all about: determining the highest priority uses
of the City's limited resources.
On the other hand, the forecast provides an important framework for
decision-making by identifying the key factors affecting our fiscal outlook.
Moreover, while the forecast doesn't make budget decisions, it gives us an
early "heads-up" in assessing how difficult making these priority decisions
will be.
WHERE WE'VE BEEN
Since our journey to financial sustainability has been on-going, it will be
helpful to review where we have been and the steps we have taken in
response to the constant changes in our financial condition.
Budget Actions in the 2007-09 Financial Plan
In November 2006 the citizens passed Measure Y, which enacted a general
purpose Y2-cent sales tax that generates more than $5 million annually.
Measure Y allowed the City to fund a number of new initiatives in the
2007-09 Financial Plan which were important to the quality of life in the
City. These initiatives included public safety service improvements,
restoration of the neighborhood paving program, creek and flood
protection improvements, traffic congestion relief, senior services, code
enforcement and open space preservation. However, due to the larger than
anticipated cost of the binding arbitration decision related to labor
negotiations with the Police Officers Association, the Council took a
number of budget rebalancing actions to close a $4.8 million gap in
September 2008. As reflected in the chart below, 75% of the short-term
budget rebalancing actions relied on expenditure reductions (20%
operating and 55% capital).
- 3
OVERVIEW
$4.8 Million Short-Term Budget Rebalancing Actions
2007-09 Financial Plan
• Completed
Projects
7%
o Fire Revenue
Transfers• CIP Project
3%Deferrals
55%
o Operating
BUdget
Reductions
20%
When viewed on a functional basis, the following chart shows that all areas
of the City's operations were affected by the expenditure reductions. It
also shows that reduced funding for infrastructure maintenance like streets
and flood protection took the lead role in closing the gap.
EI General
Gowmment
m Economic
Dewlopment,
Planning, Open
9% • Resenes
15%
Space
4% o Completed
Projects
7%
m Leisure,
Cultural & o Fire Revenue
Social Services Transfers
6% 3%
El Public Safety
10%
I!iI Streets,
Sidewalks,
Flood Control
46%
These actions were intended to be short-term steps in rebalancing the 2008
09 budget in the wake of the binding arbitration decision.
Budget-Balancing in the 2009-11 Financial Plan.
As we began preparing the 2009-11 Financial Plan in 2008, the signs of a
severe national economic decline were becoming ever clearer. We were
experiencing continued declines in our top General Fund revenues, which
combined with the unanticipated staffing cost increases from the binding
arbitration decision as well as contractual obligations that increased our
staffing costs to produce a budget gap of about $11.3 million. The budget
balancing actions in the 2009-11 Financial Plan to close this gap were as
follows:
2009-11 Budget Balancing Strategy:
$11.3 Million Gap
o Other
o Cost of Revenues D Reserve
Services 2% 4%
Study
9%
o Sale of 610
tv'onterey
3%
o MJtualAid
Reirnb
3%
Il!l Operating
Programs
28% rn Erl1>loyee
Concessions
8%
As reflected above, while reserves and added revenues played an important
role, about 80% of the budget-balancing strategy again relied upon
expenditure reductions. The chart below shows the General Fund
operating budget reductions that were implemented as part of the 2009-11
Financial Plan.
r,(~ .... <,
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-''~
OVER
G I Fund 0 -tinz Reducti --2009-11--,
AnnualSavings·
Department Amount %
Council, Administration,
City Attorney, City Clerk
Human Resources
Finance & Information Technology
Community Development
Parks & Recreation
Public Works
Police
Fire
393,300
104,600
308,800
172,250
273,150
739,250
876,050
315,400
11%
9%
8%
6%
7%
6%
6%
3%
Total General Fund $3,182,800 6%
* Annual Average/or 2009-11
As reflected in the chart, the deepest reductions _were in the support
departments, ranging from 11% to 8%; with smaller reductions in "front
line" departments like Public Works, Police and Fire. These reductions
included 17.2 regular positions and 6.4 temporal}' full time equivalent
(PTE) positions in the General Fund. In addition, there were 3.0 FTE
regular position reductions and 0.2 temporal}' FTE reductions in the
enterprise and agency funds, resulting in one employee layoff. This also
included salary deferrals by employees totaling nearly $1 million.
Following the $3.2 million in operating reductions implemented with the
first year of the 2009-11 Financial Plan, the Mid-Year Budget Review
prepared in February 2010 projected that sales tax, development review
fees and mutual aid revenues would come in at levels below budget for
2009-10 and that $1.5 million in reductions ("stop gap measures") would
be needed in order to end the 2009-11 Financial Plan with reserves at
minimum policy levels.
In order to develop proposed reductions, Departments prepared over 140
operating reduction options totaling $1.5 million over the remainder of the
Financial Plan. Additionally, a plan to reduce the Capital Improvement
Plan budget was crafted. In the meantime, a further $1.5 million in needed
reductions was projected and the Financial Plan Supplement ultimately
implemented $3 million in operating and capital cuts.
-,
Operating Budget Reductions. As summarized below, the Financial
Plan Supplement implemented $979,500 in operating cuts:
Department
Annual Savings
Amount %
Council, Administration, City
Attorney
Finance & IT
Human Resources
Community Development
Public Works
Parks & Recreation
Police
Fire
73,300
121,200
32,300
106,200
308,000
95,900
162,100
80,500
2%
3%
3%
4%
3%
3%
1%
1%
Total General Fund $979,500 2%
Capital Program Reductions. The Financial Plan Supplement also
reduced CIP projects by $1,977,900. As a result of a favorable bidding
climate caused by the recession, several CIP projects were completed under
budget, making $747,800 available to offset the current funding gap
without impacting planned capital projects. In addition, $500,000
budgeted for the Gateway (Upper Monterey) Paving project was available
because the project was approved for "stimulus" grant funding. Another
large source of CIP funding for the "stop gap" measures came from the CIP
Reserve. This reserve funding was set aside in prior years when the bidding
climate was red-hot and a contingency was needed to ensure that
unanticipated costs could be covered to allow underfunded projects to
move forward. Fortunately, the favorable bidding climate created by the
economic slowdown allowed us to use these funds as part of our budget
balancing solutions.
- 5
OVERVIEW
Reductions to the Capital Improvement Program are summarized in the
following table:
Capital Project Savings
Bishop/Augusta Creek Bank 28,000
Gateway Paving 500,000
CMP Storm Drains 260,000
CIP Reserve 442,100
Completed Projects
$
747,800
1,977,900Total CIP Reductions
Interim General Fund Five-Year Fiscal Forecast
In order to provide an early, "reconnaissance" level assessment of the
budget challenges currently facing the City, we prepared an Interim Fiscal
Forecast in May 2010 which used the mid-year budget review presented to
Council in February 2010 as a baseline. Based on this analysis, it was
estimated that the City would be facing a core structural gap of about $3
million annually, growing to about $5 million annually in 2013-15 as a
result of increases in PERS contribution rates. The analysis assumed an
increase in operating expenditures of 2% per year going forward.
Fiscal Health Contingency Plan Activated Twice Since 2008
In response to the adverse impacts of the binding arbitration decision in
June 2008 we immediately began implementing the actions set forth in the
City's Fiscal Health Contingency Plan. The Plan was then lifted upon
adoption of the 2009-11 Financial Plan. Because of the significant
downturns in revenues in 2009-10 as identified in the Interim Forecast, the
triggers for taking short term budget actions were again pulled and the
following short-term actions were in place until. the adoption of the
Financial Plan Supplement in June 2010:
1. Hiring freeze. A hiring "chill" was put in place in June 2009, and
this was converted to a freeze. The goal of the hiring freeze was
not just to produce short-term savings, but also to "bank" vacant
positions so as to preserve future options going forward and avoid
r"',
regular staff lay-offs. The hiring freeze was lifted to a "chill" with
the adoption of the 2010-11 budget.
2. Travel and training chill. This required City Manager approval of
all Travel authorizations.
3. Plan to address budgetary shortfalls. The "stop gap" measures
approved in June were part of this step as were the reductions
included in the 2009-11 Financial Plan Supplement. Longer term
solutions will be developed as part of the 2011-13 Financial Plan
process.
4. Use of reserves. The City's financial policies require that General
Fund reserves be maintained at 20% of operations. Additional
non-designated reserves were drawn down to allow continued
operations while long term responses were developed.
Our Current Position on the Journey
The City has been on its fiscal sustainability journey for a long time and
has taken continual steps to reduce expenditures along the way to align
revenues, expenditures, goals and priorities as our financial condition
evolved. This Five Year Fiscal Forecast for 2011-16 is based on all of the
previous actions and the latest information on our revenue and expenditure
outlook. It includes the unaudited results of the fiscal year ending June 30,
2010 as well as updated assumptions about revenue and inflationary trends
as described below. As we begin our two year Financial Plan process, we
will be constantly monitoring and refining our assumptions based on the
latest information from our ever-changing economic environment.
Additionally, we are actively pursuing other avenues to guide the City to a
financially sustainable future. These include the following:
• Assessing efficiency and effectiveness measures that are opportunities
to avoid operating expenses. One such endeavor has just begun in the
form of the organizational assessment in the Public Works Department;
• Negotiating cost containment measures with the City's bargaining units
and unrepresented employees (defined as maintaining or restraining
organizational costs within specified budget or financial targets); and
• Soliciting ideas from the community, stakeholders and employees via
Advisory Bodies, the Financial Sustainability Task Force, a survey in
the Utility bills, a new public input method using electronic survey tools r. /~
'-..../
OVERVE
and our traditional budget process including the Community Forum
scheduled for January 20 II.
KEY BUDGET DRIVERS AFFECTING OUR FISCAL OUTLOOK
"-!i~"
OReset of Revenue Base
The United States has just experienced the deepest and longest recession
since the Great Depression. The housing sector slump was followed by a
crisis in the financial markets, high levels of unemployment and a sharp
decline in consumer spending. During this time, several of our top
revenues have declined or at best stayed flat. Sales tax (including Measure
V), property tax and transient occupancy tax (TOT) account for about two
thirds of all funding sources in the General Fund. Although they appear to
have recovered from the precipitous drop of the past several years, we
believe that growth will be vel)' moderate at best, and that in some cases
the revenue base has been "reset" at a lower level.
Sales Tax. Sales Tax receipts plunged from a high of almost $14 million
in 2006-07 to a low of slightly more than $11 million in 2009-10, for a
decrease of 21%. Fortunately, it appears that this revenue source has
turned the comer.
Gross receipts for the first quarter 2010 (sales in January -March 2010)
were up 4.2% from the same quarter 2009. Actual sales, after adjusting for
reporting corrections, were up 1.4% over first quarter 2009. Preliminary
data on receipts for the second quarter 2010 (not adjusted for reporting
errors) indicates that total collections are up almost 3%. Sales were level
or up slightly in the General Consumer Goods, Autos and Transportation,
and Business and Industry business categories, with a larger increase in
Fuel and Service Stations. Slight declines were experienced in the
Restaurants and Hotels, Building and Construction, and Food and Drugs
categories. We believe that this trend of vel)' moderate recovery will
continue through this fiscal year. Various factors have contributed to this
uptick in sales, including pent up demand, stimulus rebates for certain
energy-related purchases, and manufacturer incentives for car purchases.
"Anchoring" sales, on the other hand, are factors such as unemployment,
eroded home equity, tight credit, and the "new frugality" which seems to
be taking hold among consumers. It is generally felt that sales tax revenues
have reached the bottom and begun a vel)' slow recovery to a new lower
sustainable base. Furthermore, the effect of the high level of
unemployment which has been a drag on sales tax has now been factored
into the comparisons since we have experienced more than a year of
unemployment rates in the 10% range.
Based on these factors, we are projecting that sales tax revenues in 20 I 0-11
will be about 1% below the original budget of $11.3 million. Over the next
five years we are projecting that our base sales tax will increase by the
compounded rate of population and inflation. For the next two year
Financial Plan the rate of increase anticipated is 0.8%, increasing slowly to
2.8% in 2015-16.
However, we are projecting adding revenues to this base from the
following sources:
Additions to tile Retail Base
Year and Amount Added to the "Base"
2011-12 2012-13 2013-14 2014-15 2015-16
Airport Area Annexation:
lA
Airport Area Annexation: IB
Target
Chinatown
60,000
262,500
60,000
87,500
60,000
60,000
197,200
Total 322,500 147,500 60,000 0 257,200
The revenue estimates above are "net" of projected transfer affects and
service costs, based on the following assumptions:
I. Airport Area Annexation. These projections are based on current
estimates of existing sales tax revenues of about $600,000, evenly split
between areas lA (already annexed) and lB. Under our annexation
agreement with the County, the"I %" rate currently received by them
will be phased into the City over five years ($60,000 annually). Two
years of Airport Area lA have already been received. The City's Y2-'
cent rate from Measure Y begins upon annexation.
2. Target Store. Based on the current development timeframe and
revenue estimates prepared with the assistance of our sales tax advisor.
- 7
OVERVIEW
3. Chinatown. Based on prior analyses of "net" sales tax revenues, we
project $197,200 beginning in 2015-16.
By the fifth year of the forecast, these new outlets account for about
$800,000 in new annual revenues.
TO T Revenues. Revenues from transient occupancy tax ended 2009-10
down 4% from the prior year and down 11% from the high of $5 million in
2007-08. However, the receipts from this revenue source began to show a
marked uptick in June 2010. June receipts were 7.4% higher than June
2009, with July up 6.6% and August up 5.7% over same month the prior
year. We believe that TOT, like sales tax, has bottomed out and started a
recovery to a new base.
TOT revenue is seasonal, with higher receipts in June, July and August and
smaller receipts in the winter months. In preparing projections for TOT for
2010-11 we used the percentage factors for each month and estimated what
the entire year would look like with that pattern. Since this forecast is
being prepared earlier in the year than usual, we only have two months
worth of receipts for this year. We are monitoring TOT returns closely and
will adjust the forecast as more information becomes available.
Based on the current trends, and using the 2% average growth factor for
TOT that has occurred over the last five years, we are projecting 2%
growth for 2011-12 and 2012-13. We then show modest increases of 3% to
4% for the rest of the forecast period.
Additionally, we are projecting the following increases in the "base," after
accounting for transfers from current businesses:
Hampton Inn: 2014-15 $109,500
Chinatown: 2015-16 $485,000
Garden Street Terraces: 2015-16 $250,000
We have revised the dates for receiving TOT from these hotel properties to
reflect the latest information on development plans. In general, the dates
have been moved out in the Financial Plan because of the current economic
climate.
/ ..."
Property Taxes. Property tax revenues in 2009-10 were $8.6 million, down
2.4% from the prior year. Although the budget for 2010-11 includes $9.3
million in property tax, we are currently estimating that we will receive
$8.6 million, virtually the same as the prior year. One factor in the lower
property tax revenue is the negative annual growth, or CPI, which occurred
for the 2010-11 roll. Since the approval of Proposition 13, secured
property tax increases have been limited to 2% annual growth or the
change in the CPI, whichever is lower. In all but five cases prior to this
year, the annual CPI built into assessed value growth was 2%. In the other
five cases, the actual CPI was less than 2% but above 0%. For the first
time, the 2010-11 property tax adjustment will reflect a negative CPI factor
of -0.24%.
The 2010 Annual Report from the San Luis Obispo County Assessor states
that the County as a whole experienced a negative assessment growth for
the second year in a row. The Assessor reviewed over 44,000 properties
county-wide for a decline in value, with about 75% of them having their
assessed value reduced. While we are not experiencing the depth of
property value declines and foreclosures as other areas of the County, we
have had some reassessments downward which are reflected in the revenue
we will receive this year. After consulting with the Assessor's office about
the outlook for 2011-12, we are projecting that we will see an increase of
2% to reflect the underlying CPI adjustment since residential values have
stabilized. (About 68% of our total property tax revenue comes from
residential property.) This is followed by gradual increases of 3% to 5% in
the out years to reflect a return to historical trends.
On the positive side, we anticipate that the property tax in lieu of VLF will
be about $100,000 higher in 2010-11 than budgeted and will follow the
projections for Property Tax discussed above.
• Financial Results of 2009-10
Because we are bringing this Fiscal Forecast earlier than in previous years,
we do not yet have the audited Comprehensive Annual Financial Report,
which will be presented to the Council in December. However, based on
unaudited numbers, the financial results for 2009-10 are on target with the
(~"."goals of our mid-year review. We have ended the year wit~.~t~ 20%
-\. , / .............. /
/
OVERVIEW-
reserve intact, and an excess reserve of about $900,000 even though
revenues in some cases were lower than originally projected. It is
projected that this excess reserve will be partially depleted during 2010--11.
o Operating Costs
The added costs associated with the 2008 binding arbitration decision as
well as any other cost increases associated with contractual obligations are
now part of our "regular" cost base, as are the various cost reduction
measures taken over the last several years. The "Stop Gap Measures" for
2010-11 have been implemented and taken into consideration in
developing this forecast. We have not anticipated any significant additional
operating costs other than the increase to the PERS retirement rates which
have been included in the Financial Plan. Although the Interim Fiscal
Forecast included an assumption of 2% increases each year for operations,
the current forecast assumes no increases for 2011-12 beyond those
required by contract and modest increases to reflect population and
inflation thereafter. This assumption is based on the very low inflation
environment currently in place and the downward pressures on salaries
from the very loose labor market.
With a stabilized base, the key cost driver at this point is staffing cost
increases, which account for 80% of operating expenditures. These will be
largely determined by the "meet and confer" contracts we enter into in the
coming year. For purposes of the forecast, we have assumed that operating
costs will remain the same for 2011-12 and increase with a very minimal
inflation assumption to 2% in the fifth year. These assumptions are based
on several factors:
1. Given the fiscal challenges ahead of us and based on policy direction
from the Council, our goal for labor agreements should be cost
containment (maintain or restrain organizational costs within a
specified budget or financial target).
2. Given the economic climate, we have seen stable prices or declines in
some areas for non-staffing costs. We have already experienced this in
very competitive construction contract bid awards.
3. City staff has been working hard to identify areas where efficiencies
can be made through improved work processes, use of technology, etc.
and this effort will help moderate costs to some extent.
Accordingly, the forecast assumes no overall operating cost increase from
the 2010-11 base in 2011-12, growing by the assumptions for population
and inflation thereafter.
e Infrastructure and Facilities Maintenance
As discussed in the 2009-11 fiscal forecast, the estimated cost of
adequately maintaining, repairing or replacing existing General Fund
facilities, infrastructure and equipment is about $8.8 million annually. This
excludes any enhancements or "betterments." To place this in context, the
average General Fund CIP expenditures for the last 15 years have been
about $4 million annually, and the average for the last two years is a
similar amount. The budget for the General Fund CIP was reduced to $2.4
million for 2010-11.
For purposes of this Fiscal Forecast, we have assumed $3.2 million in
2011-12, which is the average of the 2009-10 actual and the 2010-11
budget. It is then adjusted annually by the compound population and
inflation factor. These estimates include funds from Measure Y targeted
for capital improvements.
One of the Council's Major City Goals for 2009-11 was to sustain an
effective level of existing core infrastructure maintenance. This goal will
continue to be important to the City's fiscal well-being, since failure to
maintain critical infrastructure often results in higher costs down the road.
Council will have tough policy decisions ahead in preparing a balanced
budget for 2011-13, given our CIP needs on one hand, and the projected
budget gap on the other,
It is important to stress the "maintenance-only" nature of the forecast CIP,
which means it does not assume new acquisitions and improvements. This
doesn't mean that accomplishing these CIP goals isn't important; only that
doing so will require added allocations beyond those assumed in the
forecast.
-9
OVERVIEW
" Debt Service Costs
Two key CIP projects were largely funded by debt fmancings last year: the
radio system upgrade and public safety communications center
improvements. The new fire truck was also recently purchased through
issuance of debt. The debt service costs associated with these financings
have been included in the forecast beginning in 2009-10, net of the cost for
outstanding debt issues that will mature in 2009-14.
Background
The approach we have taken in preparing this forecast builds on the City's
well-established methodology for developing fiscal projections. The
forecast incorporates our most recent information into the assumptions for
revenues and expenditures. However, the financial model we used in
preparing this plan can easily accommodate a broad range of "what if'
scenarios as the financial plan development progresses. This ability will be
important as we react to various changes that may occur over the next
several months.
Summary of Forecast Assumptious
A detailed discussion of the assumptions used in the forecast has been
included earlier in this forecast and summarized in the next section of this
document. In addition, certain other factors are included in our forecast as
follows:
1. State Budget Actions. The forecast assumes no adverse budget
impacts from State actions. As this forecast is being completed, it
appears that the State has adopted a budget that has no direct
takeaways of local revenues other than a continuation of the
suspension of reimbursement for local government mandates that is
already in place. On the other hand, it also appears that the State
budget plan contains a number of "accounting gimmicks" that only
kick the problem down the road into the next year. A policy briefing
released by the State Legislative Analyst's Office (LAO) found that
I--~
, r ~,'
only about 38% of the total $18 billion budget problem solutions are
related to expenditure reduction. The remaining actions include
assumptions of new federal funding, higher baseline state revenues,
and one-time loans, transfers, and funding shifts.
The proposed State budget package also includes certain longer-term
budget reforms which are of interest. The first of these is a proposed
constitutional amendment to increase the state's budgetary reserves
over time. The second is a measure to reduce pension benefits for
newly hired state employees. These measures are both being proposed
in an effort to stabilize state finances in the future.
It is important to stress that even ifthe State's budget solution does not
have a large direct impact on the City, deep cuts to schools, health and
human services, corrections and higher education will have significant
impacts on our community. Further, the continual failure of the State
to address its underlying financial problems definitely adds a level of
uncertainty as we continue on our fiscal sustainability journey.
2. Grants. The forecast does not reflect the receipt of any "competitive"
grant revenues over the next five years. However, our experience tells
us that we will undoubtedly be successful in obtaining grants, but these
are for restricted purposes, and are usually for new facilities and
infrastructure, not the "maintenance-only" projects assumed in the
forecast.
Other "formula grant" programs like Community Development Block
Grants will help us in achieving CIP goals. However, their use is
highly restricted by the granting agencies and in the case of State
grants, we cannot rely upon their continuation. And again, these are
largely for new facilities and infrastructure, not the "maintenance
only" projects included in the forecast. As such, the forecast does not
include any funding from these sources.
3. Development Impact Fees. Depending upon growth that occurs in the
community over the next five years, transportation impact fees will
generate funds to help us in funding transportation improvements.
However, these revenues are restricted solely to funding improvements
related to new development. On a much smaller scale, the City also
r> /r~
-..
'--'"
/
OVERVIW-
receives park in-lieu fees, which are also restricted to funding
improvements related to new development. Because of these
restrictions, and the fact that by their very nature they are for "new"
facilities and infrastructure, we have not included development impact
fees in this forecast.
4. The Impact of State and Local Initiatives on Fees and Charges. A
statewide initiative on the November ballot, Proposition 26, would
recategorize a broad array of state and local regulatory and impact fees
as taxes and require supermajority voter approval for their adoption. In
general, any charge that "provides benefits or privileges to those not
charged" would be considered a tax subject to Proposition 26.
Although it excludes development impact fees imposed by cities and
property related fees governed by Proposition 218 from the new
definition of tax, it does potentially apply to a number of fees currently
charged by local government, including franchise fees and fees to
mitigate the social and environmental consequences of activities. It
also may preclude senior and low-income discounts for various fees
and charges. A recent League of California Cities analysis indicates
that although many aspects of the measure are unclear, the result of
Proposition 26 would be to limit the ability of state and local
governments to place the costs of programs and services on the
organizations responsible for the adverse impacts. Instead, the cost
burden would shift to taxpayers unless voters approved the taxes by a
two-thirds super-majority.
A second, local initiative measure entitled "The San Luis Obispo Right
to Vote on Fees Act of 2010" is also in the works in the City. A
petition to put this measure on the ballot was submitted in September
2010 and the signatures are currently being verified by the City Clerk.
The summary of the measure prepared by the City Attorney states:
"The initiative would preclude the City Council from imposing,
expanding, or increasing any regulatory or user fee unless such fee is
placed on the ballot and approved by a majority of the qualified
electors of the City." Even with voter approval, the initiative limits the
proposed increases to Per Capita Family Income levels. The initiative
exempts any fee already addressed under Proposition 218 or which is
already subject to other voter approval requirements. The initiative
also nullifies any fee increases retroactive to January 1,2010 except as
approved by the voters. We have not yet prepared a complete analysis
of the initiative, but the City Attorney is currently reviewing a list of
all City fees and charges to identify those that could be impacted.
Impacts of the State and the City initiatives have not been included in
our Fiscal Forecast as yet, but will be reviewed as part of our Financial
Plan process for 2011-13.
What's Most Likely to Change?
By necessity, this forecast is based on a number of assumptions at a
particular point in time. This year we have prepared the forecast earlier
than usual, and our estimates are likely to change as we have more
information on revenue trends and other issues. The following summarizes
those areas where we believe changes from forecast assumptions are most
likely over the next five years, and as such, most likely to be different in
the Preliminary Financial Plan that will be presented to the Council and
community in May 2011.
1. Sales Tax. There are a number of very complex components that make
up the base of our most important revenue source. Moreover, it is the
revenue source most affected by downturns in the economy.
Additionally, we will have a better idea about the performance of sales
tax after the Christmas quarter.
Lastly, accurately projecting sales tax revenues is further complicated
by the difficulty in predicting "pool" revenues, especially those from
the Diablo Canyon power plant.
In short, because sales tax revenues are such an important part of our
resource picture, assumptions about their performance play a major
role in assessing our long-term fiscal health.
2. Property Taxes. We are assuming there will not be significant
declines in property values or major reassessment downwards.
However, this revenue source is particularly vulnerable to the housing
market problems still in place.
-11
OVERVIEW
3. TOT. Since we are only have two months of TOT returns so far, we
will be better able to assess current trends at the Mid-Year Budget
Review.
4. Development Review Fees. These are subject to changes in the
construction market, over which the City has no control. We are
currently estimating a very small 1% increase in these fees for 2011-12
over the estimated receipts for this year. Although the five year
average for these revenues is substantially higher than the current base,
we believe it is not prudent to project higher revenues in this area
given the current uncertainty that still exists in the development
climate.
5. Operating Cost Increases. As noted above, the forecast does not
include any increases in operating costs for 2011-12. The forecast does
not contain a detailed assessment of operating cost needs and priorities:
this occurs as part of the budget process. Moreover, the forecast
cannot determine the results of the meet and confer process currently
underway. Any significant increases in personnel costs will add to the
projected budget gap going forward. For example, each 1% in
additional wages and benefits for General Fund employees adds about
$400,000 to the ongoing budget gap.
6. Mid-Year Budget Review. The operating cost base for 2011-12 is
based on the current 2010-11 budget. However, this is subject to
revision at the Mid-Year Budget Review based on any unexpected new
costs or changes in major revenues.
SUMMARY
Again this year we are facing significant fiscal challenges. As we
mentioned in the May 2010 Interim Forecast, this is the first time since the
City began preparing forecasts many years ago that the results are worse in
the out years than in the first two years. This is largely due to sharply
increasing retirement costs and a new, lower base for our major revenues.
However, we go into 2011-13 with a number of positives compared with
many communities in California:
1. We have a balanced budget and reserves are at minimum policy levels.
2. We have good information.
3. We have strong financial systems and procedures in place.
4. We have excellent Council leadership.
5. We have committed and engaged citizens
6. We have an excellent organization and capable staff.
7. We have a great tradition of responsible stewardship.
This "civic infrastructure" is simply not in place in many other cities and it
will serve us well in successfully meeting the fiscal challenges ahead of us.
Moreover, the fact remains that in good times or bad, the fundamental
policy questions posed by the budget process are the same: of all the things
we want to do in making our community an even better place to live, work
and play, which are the most important? And what are the resource trade
offs we have to make to do them?
~"1!r:<~:~;;.J'!,:;", )J" " .-d.J .'hO'......~. ".u.. .'::--" 0 U.'N h,_.-.-h .~~.. •• :]~f'~t~';, .... .......".
(r~\ r ..-, 1"".
- 1 '--""
SUMM Y OF MAJOR ASSUMPTIONS -~,
DEMOGRAPIDC TRENDS
1. Population and Housing. Population grows by 0.25% in 2011-12 and
2012-13; 0.35% in 2013-14; 0.50% in 2014-15; and by 0.75% for
2015-16.
2. Inflation. Grows by 0.50% in 2011-12 and 2012-13; 1% in 2013-14;
1.5% in 2014-15; and by 2% in 2015-16.
EXPENDITURES
1. Operating Expenditures. Using the adopted 2010-11 budget as the
base and assuming no increases in operating expenditures beyond
contractual obligations for the 2011-12 budget, modest growth by 1%
in 2012-13; 1.5% in 2013-14; 2% in 2014-15; and by 2.5% in 2015-16.
2. CIP Expenditures. Based on the average annual CIP for 2009-11
(about $3.2 million annually), increasing by compound inflation and
population.
3. Debt Service. The forecast includes current debt service obligations as
well as new debt service for the new public safety communications
center and radio system improvements and fire truck. It also reflects
the final debt service payment in 2009-10 for bonds originally issued
in 1986, which reduces debt service costs by about $347,000 in 2010
11 and the final debt service payment in 2012-13 for bonds issued in
1986, which reduces debt service costs by about $295,000 in 2013-14.
STATE BUDGET ACTIONS
No adverse budget actions during 2011-12 except for a continued
suspension of the reimbursement to local governments of state-mandated
costs. However, even though the State's budget solution does not have a
large direct impact on the City, deep cuts to schools, heath and human
services, corrections and higher education will have significant impacts on
our community.
Sources used in developing revenue projections for the forecast include
long and short-term trends in key City revenues; forecast data for
California as developed by the UCLA forecasting project; economic trends
as reported in the national media; economic and fiscal information
developed by the State Legislative Analyst and the State Department of
Finance; and materials prepared by the League of California Cities and
State Controller's Office.
Ultimately, however, the forecast revenue projections reflect the staffs best
judgment about the performance of the local economy during the next year
and how it will affect the City's General Fund revenues.
Top Dozen General Fund Revenues
These "Top Dozen" sources account for about 95% of total projected
General Fund revenues.
1. Sales Tax. Grows by population and inflation throughout the forecast
period, plus additional "net" revenues from the following new outlets:
Year and Amount Added to the "Base"
2011·12 2012-13 2013-14 2014-15 2015-16
Airport Area Annexation: 1A
Airport Area Annexation: 1B
Target
Chinatown
60,000
262,500
60,000
87,500
60,000
60,000
197,200
Total 322,500 147,500 60,000 257,200
Measure Y and Proposition 172 revenues are projected to grow by the
same factors.
2. Property Tax. Grows by 2% in 2011-12; by 3% in 2012-13; by 4% in
2013-14; and by 5% annually thereafter.
3. Transient Occupancy Tax. Given current trends, modest growth of
2% in 2011-12 and 2012-13; 3% in 2013-14 and 2014-15; and 4% in
2015-16. Additionally, we are projecting the following increases in the
"base," after accounting for transfers from current businesses:
-13
SUMMARY OF MAJOR ASSUMPTIONS
Hampton Inn: 2014-15 $109,500
Chinatown: 2015-16 $485,000
Garden Street Terraces: 2015-16 $250,000
4. Utility Users Tax. Based on trends for the last five years, grows by
population and inflation throughout the forecast period.
5. Property Tax in Lieu of Vehicle License Fees. Grows by the same
rate as property tax revenues throughout the forecast period.
6. Business Tax. Grows by 2.5% in 2011-12; by 3% in 2012-13; by
3.5% in 2013-14; and by 4% annually thereafter.
7. Franchise Fees. Grows by 0.8% in 2011-12 and 2012-13; and by
3.8% annually thereafter.
8. Gas Tax Subventions. Grows by 0.25% in 2011-12 and 2012-13; by
0.35% in 2013-14; by 0.50% in 2014-15; and by 0.75% in 2015-16.
9. Development Review Fees. Grows by 1% in 2011-12; 2% in 2012-13;
3% in 2013-14; and by 4% annually thereafter.
10. Recreation Fees. Grows by population and inflation throughout the
forecast period.
11. Other Fees. Grows by population and inflation throughout the
forecast period.
12. Investments. Based on 3% yields and available fund balance.
Special Revenue Assumptions
1. Proposition 42 Revenues. Beginning in 2010-11, the State will
replace Proposition 42 revenues with additional Gas Tax revenues
pursuant to Revenue & Taxation Code Section 7360. The City should
receive about $463,300 annually from these transportation-restricted
revenues.
2. Mutual Aid Reimbursements. The forecast assumes that we will
receive about $370,000 annually in mutual aid reimbursements. This
revenue results when Fire personnel respond to significant events
(usually wildland fires) for which we receive reimbursement from
Federal or State sources. The revenues are shown "net" of our direct
costs of responding to the event. Response to these types of events is
volatile and difficult to predict, however experience shows that we
should anticipate some level of revenue from this source each year.
These revenues were unusually high in 2007-08 and 2008-09.
The forecast assumes that fund balance will be maintained at minimum
policy levels of 20% of operating expenditures.
r·)0,,r:
- 1,,,-.../
\.""';100"/
GENERAL FUND FIVE YEAR FISCAL FORECAST: 2011-16
FUND BALANCE, BEGINNING OF YEAR
REVENUES & OTHER SOURCES
Taxes
Sales Tax - General (Based on "effective" 1% tax rate)
Sales Tax - Measure Y (Based on 1/2% rate; lower base than "general"
Sales Tax -Proposition 172
Property Tax
Property Tax in lieu ofVLF
Transient Occupancy Tax
Utility Users Tax
Franchise Fees
Business Tax
Real Property Transfer Tax
Subventions & Grants
Vehicle License In-Lieu Fees (VLF)
Mutual Aid Reimbursements (net)
Gas TaxJTDAIProp 172 Transfers In
Other Subventions & Grants
Service Charges
Development Review Fees
Recreation Fees
Other Service Charges
Other Revenues
Fines & Forfeitures
Interest Eamings and Rents
Other Revenues
Total Revenues
EXPENDITURES & OTHER USES
Operating Programs
Debt Service
Capital Improvement Plan
Total Expenditures
Revenues Over (Under) Expenditures
FUND BALANCE, END OF YEAR
11,222,30012,070,700 11,056,500 11,327,100 11,634,600
2008-09 I 2009-10 I 2010-11 2010-11
Actual PrelimActual BUdget Estimated 2011-12 2012-13
201I-13 Financial Plan I 14,829,100 I 13,991,900 I 9,372,600 10,394,000 9,906,800 9,707,200 •
5,641,400
308,400
8,788,400
3,504,700
4,679,500
4,358,500
2,439,400
1,878,500
159,100
166,500
1,463,300
1,175,200
425,900
1,752,600
1,293,400
1,535,900
261,000
I, I08,300
734,900
53,745,600
47,873,900
2,075,800
4,633,100
54,582,800
(837,200)
13,991,900
5,274,900
257,000
8,656,700
3,565,100
4,501,800
4,648,600
2,409,400
1,830,000
134,700
135,000
365,000
1,189,400
514,900
1,794,100 I 1,765,400 I 1,765,400 I 1,783,100
1,270,500
1,705,700
201,200
894,500
150,400
50,555,400
47,288,600
2,908,700
3,956,000
54,153,300
(3,597,900)
10,394,000
5,293,900
258,900
9,323,100
3,454,700
4,295,800
4,612,200
2,567,400
1,868,I00
175,000
132,000
650,000
1,308,800
349,000
1,323,400
1,578,000
217,100
800,600
778,000
52,078,500
47,036,000
2,670,900
2,409,300
52,116,200
(37,700)
9,334,900
5,354,000
258,900
8,629,000
3,553,700
4,546,800
4,802,000
2,509,400
1,868,100
140,000
132,000
371,000
1,308,800
349,000
1,299,700
1,578,000
217,100
945,800
778,000
51,629,000
47,036,000
2,670,900
2,409,300
52,116,200
(487,200
9,906,800
5,546,800
265,900
8,801,600
3,624,800
4,637,700
4,840,400
2,529,500
1,914,800
160,000
133,100
371,000
1,319,300
356,000
1,310,100
1,590,600
218,800
940,700
75,000
52,053,800
48,535,900
2,705,100
3,208,100
54,449,100
(2,395,300)
7,511,500
2013-14
9,984,600
11,875,200 12,101,500
5,635,000 5,713,900
271,400 276,600
9,065,600 9,428,200
3,733,500 3,882,800
4,730,500 4,872,400
4,879,100 4,947,400
2,549,700 2,646,600
1,972,200 2,041,200
180,000 200,000
\34,200 1136'100
374,700 376,600
1,329,900 1,348,500
363,100 370,400
1,818,800 11'873'400
1,320,600 1,339,100
1,603,300 1,625,700
220,600 223,700
970,700 998,500
75,000 75,000
53,103,100 54,477,600
49,923,200 51,673,500
2,699,700 2,700,300
3,233,800 3,279,100
55,856,700 57,652,900
(2,753,600) (3,175,300)
6,953,600 6,809,300
10,334,700
12,343,500
5,828,200
282,100
9,899,600
4,076,900
5,128,100
5,046,300
2,747,200
2,122,800
204,000
138,800
378,400
1,375,500
377,800
1,948,300
1,365,900
1,658,200
228,200
1,033,500
75,000
56,258,300
52,994,200
2,404,300
3,344,700
58,743,200
(2,484,900)
7,849,800
10,598,800
12,946,300
6,090,000
295,900
10,394,600
4,280,700
6,068,200
5,187,600
2,851,600
2,207,700
209,700
142,700
380,300
1,414,000
385,400
2,026,200
1,404,100
1,704,600
234,600
1,059,900
75,000
59,359,100
54,595,100
2,395,100
3,438,400
60,428,600
0,069,500)
9,529,300
- 15
GENERAL FUND FIVE YEAR FISCAL FORECAST: 2011-16
Historical Trends
Last Last
5 Years 10 Years
Estimated
Sales Tax (Situs Sales): Baseline
Airport Area Annexation lA: 1%
Airport Area Annexation IB: 1%
Airport Area Annexation lA: 1/2-cent
Airport Area Annexation IB: 1/2-cent
Target (Net): 1%
Target (Net): 1/2-cent
Chinatown (Net): 1%
Chinatown (Net): 1/2-cent
Net Increase
Property Tax (Assessed Value)
TOT: Baseline
Chinatown
Garden Street Terrace
Hampton Inn (Calle Joaquin Area)
Net Increase
Utility Users Tax
Business Tax
Franchise Fees
VLF Swap
Gas Tax
Development Review Fees
Recreation Fees
II
ing Programs
Debt Service
Existing
Dispatch Center Improvements
Radio System Upgrade
Fire truck
Capital Improvement Plan
-11.0% -0.9% 2.0% 3.9%
-2.4% 5.4% 6.7% 5.8%
-4.0% 2.2% 2.4% 4.2%
6.7% 4.9% 4.3% 3.6%
-2.6% 3.9% 5.3% 5.9%
-1.2% 3.8% 8.9% 8.9%
0.8% 11.7% 6.6% 6.7%
-0.8% -2.0% -0.5% 0.1%
-4.2% 6.4% 7.0% 6.3%
CIP costs grow by two-year average 0/2009-10
actual and 2010-1 I CIP Budget adjusted annually/or
inflation.
1.50%
1.50%
3.00%
2.00%
3.30%
2.00%
4.15%
3.00%
0.25%
2%
0.8%
60,000
150,000
262,500
131,300
2.71%
2.00%
2.00%
7.96%
0.80%
2.50%
0.80%
2.00%
0.25%
1.0%
2,705,100
1,729,600
366,600
479,000
129,900
0.8%
0.8%
60,000
87,500
43,800
2.07%
3.00%
2.00%
2.00%
0.80%
3.00%
0.80%
3.00%
0.25%
2.0%
1.00%
2,699,700
1,732,600
363,500
476,700
126,900
0.8%
1.4%
60,000
1.91%
4.00%
3.00%
3.00%
1.40%
3.50%
380%
4.00%
0.35%
3.0%
1.50%
2,700,300
1,732,600
364,700
474,100
128,900
1.4%
2.0% 2.8%
60,000
150,000
197,200
98,600
2.00% 4.88%
5.00% 5.00%
3.00% 4.00%
485,000
250,000
5.25% 18.33%
2.00% 2.80%
4.00% 4.00%
3.80% 3.80%
5.00% 5.00%
0.50% 0.75%
4.0% 4.0%
2.00% 2.50%
2,404,300 2,395,100
1,437,600 1,437,600
361,300 361,600
474,600 468,400
130,800 127,500
2.0% 2.8%
-1·
"--...., ....~~,'.
HISTO AL TRENDS
Overview
In preparing the five-year fiscal forecast, the following historical trends were reviewed for a IS-year period and are presented in the following schedules:
POPULATION, HOUSING AND COST OF LIVING
• Annual Growth Rates for Last IS Years
• Compound Annual Growth Rates for Last 15 Years
OVERVIEW OF GENERAL FUND REVENUE SOURCES
Where They Come From and How They're Doing
• Actual Revenues for the Fiscal Year Ended June 30, 2010 (unaudited)
• Major Revenue Trends, Last IS Years - Actual and Adjusted for Increases in Population and Cost of Living
OVERVIEW OF GENERAL FUND EXPENDITURES
Where They Go and How They're Doing
• Actual Operating Expenditures for the Fiscal Year Ended June 30, 2010 (unaudited)
• Operating Expenditure Trends, Last IS Years - Actual and Adjusted for Increases in Population and Cost of Living
• Total Expenditures By Type for the Fiscal Year Ended June 30, 2010 (unaudited)
• CIP Expenditure Trends, Last 15 Years - Actual and Adjusted for Cost of Living I Why Look at Past Trends?
• Debt Service Expenditures, Last 15 Years
Understanding where we've been helps
MAJOR GENERAL FUND REVENUE SOURCES us understand where we're headed.
Last 15 Years -Actual and Adjustedfor Increases in Population and Cost ofLiving
The past doesn't determine the future.
• Sales Tax • Vehicle License Fees (VLF) But if the future won't look like the
• Sales Tax: Measure Y • Property Tax in Lieu ofVLF past, Why not?
• Property Tax • Business Tax
• Transient Occupancy Tax • Franchise Fees
• Utility Users Tax • Gas Tax Subvention
SUPPLEMENTAL INFORMATION FOR SALES TAX, PROPERTY TAX, PROPERTY TAX IN LIEU OF VLF AND DEVELOPMENT REVIEW FEES
OPERATING PROGRAM EXPENDITURES
Last 15 Years -Actual and Adjustedfor Increases in Population and Cost ofLiving
• Public Safety: Police • Leisure, Cultural & Social Services
• Public Safety: Fire • Community Development
• Transportation • General Government
• Total Operating Program Expenditures
- 17
--------
Historical Trends: Population, Housing and Cost of Living
Ponulation Consumer Price Index: U.S. Consumer Price Index: So. California Compound Growth
Fiscal Year Percent
Ending Change
1996 -3.2%
1997 4.0%
1998 2.5%
1999 2.3%
2000 6.9%
2001 3.8%
2002 1.6%
2003 2.4%
2004 1.5%
2005 40%
2006 3.6%
2007 22%
2008 4.8%
2009 0.3%
2010 2.9%
Fiscal Year Percent Fiscal Year Index Percent
Ending Amount Change Ending Amount Change
1996 41,404 -5.7% 1996 154.4 2.7%
1997 41,807 1.0% 1997 159.1 3.0%
1998 42,201 0.9% 1998 161.6 1.6%
1999 42,446 0.6% 1999 164.3 1.7%
2000 44,174 4.1% 2000 168.8 2.7%
2001 44,218 0.1% 2001 175.1 3.7%
2002 44,426 0.5% 2002177.1 1.1%
2003 44,359 -0.2% 2003 181.7 2.6%
2004 44,176 -0.4% 2004 185.2 1.9%
2005 44,619 1.0% 2005 190.7 3.0%
2006 44,439 -0.4% 2006 198.3 40%
2007 44,489 0.1% 2007 202.4 2.1%
2008 44,697 0.5% 2008 211.1 4.3%
2009 44,829 0.3% 2009 211.1 0.0%
2010 44,948 0.3% 2010 216.7 2.7%
State a/California, January J a/Each Year u.s. City Average, All Urban Consumers
J996 and 2000 most likely reflect reporting anomalies. January J 0/Each Year
Annual Growth Rate -Population Annual Growth Rate -CPI: u.s.
Last 2 Years 0.3%
Last 5 Years 0.1%
Last 10 Years 0.2%
Last 15 Years 0.2%
H Unit:~--.~
Fiscal Year
Ending
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
State a/California, January J a/Each Year
Annual Growth Rate -Housing Units
Last 2 Years 0.4%
Last 5 Years 0.4%
Last 10 Years 0.8%
Last 15 Years 0.7%
Last 2 Years 1.3%
Last 5 Years 2.6%
Last 10 Years 2.5%
Last 15 Years 2.5%
Annual Percent
Amount Change Change
18,403 51 0.3%
18,550 147 0.8%
18,642 92 0.5%
18,776 134 0.7%
18,871 95 0.5%
19,355 484 2.6%
19,461 106 0.5%
19,558 97 0.5%
19,617 59 0.3%
19,962 345 1.8%
20,062 100 0.5%
20,102 40 0.2%
20,222 120 0.6%
20,318 96 0.5%
20,375 57 0.3%
Fiscal Year Index Percent
Ending Amount Change
1996 155.7 0.9%
1997 159.1 2.2%
1998 161.0 1.2%
1999 164.2 2.0%
2000 167.9 2.3%
2001 174.2 3.8%
2002 178.9 2.7%
2003 185.2 3.5%
2004 188.5 1.8%
2005 195.4 3.7%
2006 206.0 5.4%
2007 212.6 3.2%
2008 220.9 3.9%
2009 220.7 -0.1%
2010 224.6 1.8%
Los Angeles-Riverside-Orange
All Urban Consumers, January J 0/Each Year
Annual Growth Rate -CPI: So. California
Last 2 Years 0.8%
Last 5 Years 2.8%
Last 10 Years 3.0%
Last 15 Years 2.5%
Consumer Price Index: No. California
Fiscal Year Index Percent
Ending Amount Change
1996 153.2 1.8%
1997 157.9 3.1%
1998 163.2 3.4%
1999 169.4 3.8%
2000 176.5 4.2%
2001 187.9 6.5%
2002 191.3 1.8%
2003 197.7 3.3%
2004 198.1 0.2%
2005 201.2 1.6%
2006 207.1 2.9%
2007 213.7 3.2%
2008 219.6 2.8%
2009 222.2 1.2%
2010 226.1 1.8%
CPJ based on u.s. index as recommended
by the u.s. Bureau 0/Labor Statistics
Annual Growth Rate -CPI: Compound
Last 2 Years 1.6%
Last 5 Years 2.8%
Last 10 Years 2.7%
Last 15 Years 2.7%
What Do These
Charts Show?
Population,
housing and
inflation trends for
the past 15 years.
These are
considered in
making revenue
and expenditure
forecasts.
San Francisco-Oakland-San Jose, All Urban Consumers, February J a/Each Year
Annual Growth Rate -CPI: No. California
'Last 2 Years 1.5%
Last 5 Years 2.4%
Last 10 Years 2.5%
Last 15 Years 2.8%
r-"\ 0\
- L . ,~
\.~..,..,.'Graphics': Population, Housing and Cost of Living
5.0%
4.0%
3,0%
2.0%
G>
Cl 1.0%l:
s: '" 0.0%o -c -1.0% G> e -2.0%G> c..
-3.0%
-4.0%
-5.0%
-6.0%
Annual Population Change: Last 15 Years
,
I I 1m IffiI II l1iiI """ ..,uu uu
<!> r-, eo 0> N M <!> eo 0>a
0> 0> 0> 0>s a a ~ a'"a a'"a a
0> 0> 0> 0>a a s a a a a a a
~ N N N ~~ N N N N N N
1996 and 2000 most likely reflect reporting anomalies.
,---
Annual Housing Change: Last 15 Years
I
5.0%
4.5%
4.0%
-
3.5%G>
Cl !l: 3.0%
.r:: 1'" o L2.5%-c
G> 2.0% Ie
G> c.. 1.5%
1.0%
Ii IWJI0.5% ~IIIIIIII~IIIIIIWI~!II fill' 0.0% " ,;. il. "'" 0 IiiI
u» r-, <0 0>a N M .... co r-, <0 0>a
0> 0> 0> 0>a a a a a a '" a a a a
0> 0> 0> 0>a a a a a a a a a
~ N N ~~ N N N N N N N
2001 and 2005 most likely reflect reporting anomalies.
Consumer Price Index: Last 15 Years
220
210
200
>< Gl
190
"0
.E 180
a::: 170
0
160
150
140
130
eo
0>
0>
~
'" 0>
0>
<Xl0>
0>
0>
0>
0>
a s
N
a a
N
N a
~
M a a
N
~ a
N
'"a a
N
co a a
N
8 a
N
eo a a
N
0> a a
N
a a
N
L I!!Ius:CPI-U • so Calif: CPI-U I
l
i ~
il .,
1--
~
Percent Change in U.S. Consumer Price Index: Last 15 Years
5.0%
4.5%
4.0% ill
3.5%
G>
Cl
l: 3.0%
=Cll Io-2.5% .-li
l:
G> 2.0%e
G> c.. 1.5%
1.0%
0.5%
;;' U lU0.0%
0> a N M r-, <0 0>co '" <Xl .... '" <!> a 0> 0> 0> 0>a a a a a a a a a a
0> 0> 0> 0>a a a a a a a a a a a ~ N N N N N N N N N N N
lli\
L ill< I~
;:.<I;
IgI
I
I
-19
--------
General Fund Revenues: Where They Come From and How They're Doing
The top nine revenues account for over 80% of total revenues.
General Fund Revenues and Other Sources: Actual
Fiscal Year
Ended June 30,2010
B'Sqy.
Sales Tax: General
Sales Tax: Measure Y
Property Tax
Property Tax in Lieu ofVLF
Utility Users Tax
Transient Occupancy Tax
Franchise Fees
Business Tax
Gas TaxfrDA
a~ IYDJ,":.I!:.
Service Charges
Development Review Fees
Recreation 'Fees
Other Service Charges
Use of Money & Property
Subventions & Grants
Fines & Forfeitures
VLF
Other Sources *
21%
10%
16%
7%
10%
9%
5%
4%
2%
, Includes transfers from other funds.
General Fund Revenue All: Actual
Actual
1,794,000
1,270,500
1,627,200
1,037,400
1,100,000
201,700
135,000
645,700
Percent
of Total
4%
3%
3%
2%
2%
1%
0%
1%
_._---S-------
Fiscal Year
Ending
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008*
2009
2010
15Y-----d
Amount
19,811,100
20,648,300
22,154,400
23,185,000
25,609,500
27,298,600
28,722,000
29,541,700
31,285,600
31,481,100
34,747,300
38,906,100
45,562,500
44,158,000
42,789,100
Percent
Change
3.3%
4.2%
7.3%
4.7%
105%
6.6%
5.2%
2.9%
5.9%
0.6%
10.4%
12.0%
17.1%
-3.1%
-3.1%
, Includes Measure Y for a full year in 2007-08
Major Sources: 15 Year Trends
Averaee Annual Growth R -_.
Actual
Last Year -3.1%
Last 2 Years -3.1%
Last 5 Years 6.7%
Last lOYears 5.4%
Last 15 Years 5.6%
Adjusted"
-5.9%
-4.6%
3.8%
2.7%
2.9%
, Adjustedfor compound changes in population
and cosl ofliving (epI) in order 10 reflect "true"
growth in revenues.
Fiscal Year
Ending
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008*
2009
2010
Amount
23,061,800
24,559,500
26,944,300
28,397,000
29,906,000
30,977,000
35,769,300
35,522,000
37,777,500
37,953,900
44,376,900
45,165,700
54,152,000
53,745,600
50,600,600
Percent
Change
62%
65%
9.7%
5.4%
5.3%
3.6%
15.5%
-0.7%
6.3%
0.5%
16.9%
1.8%
199%
-0.8%
-5.9%
'Includes Measure Yfor a full year in 2007-08
What Do These Charts Show?
Where our major revenues come from and
how they've performed over the past 15
years, including comparisons with
increases in population and inflation.
Since the peak in FY 2007-08, major
sources of tax revenue have fallen by
6.1 %, and total revenue has declined by
6.6%.
-L
~
~-'-,.~--v" -,GraphiCs:~General Fund Revenue
General Fund Actual 2009-10 (unaudited)
Revenues By Source: $50.6 Million
o Other Sources
16%
• Sales Tax:
E1Gas Tax General
2% 21%
Ilil Business Tax
4%
mJ Franchise
Fees • Sales Tax:
5% Measure Y
10%
E1TOT
9%
IlilUtility Users Il!J Property Tax
Tax in Lieu ofVLF
10% 7%
Property Tax Distributions
• Other
IESchools
59%
Agencies
3%
o City
14%
• County
24%
r--
$1,100
$1,050
$1,000
$950
$900
$850
$800
$750
$700
$650
$600
$550
$500
$450
$400
IMajor Revenues Per Capita: Last 15 Years]
~~~~
-
-.1.1
Sales Tax: General
Sales Tax: Measure Y
Property Tax
Property Tax in Lieu of VLF
Utility Users Tax
Transient Occupancy Tax
Franchise Fees
Business Tax
Gas TaxlTDA
- 21
I
General Fund Expenditures: Where They Go and How They're Doing
General Fund Operating Expenditures: Actual
Fiscal Year Percent
Ended June 30,2010 (unaudited) Actual of Total
Public Safety 24,203,600 51%
Transportation 3,019,700 7%
Leisure, Cultural & Social Services 6,279,900 14%
Community Development 5,394,300 12%
General Government 7,253,600 16%
General Fund Operating Expenditures
15 Year Trends
Fiscal Year
Endinz What Do These
1996 Charts Show? How 1997 General Fund 1998
1999 resources are used to
2000 provide basic City
2001 services and capital
2002 projects.
2003
2004
2005
2006
2007
2008**
2009
2010
.. Includes Measure Y for a full year in 2007-08.
Average Annual Growth Rate**
Last Year
Last 2 Years
Last 5 Years
Last lOY ears
Last 15 Years
General Fund Expenditures and Uses By Type: Actual
Fiscal Year Percent
Ended June 30, 2010 (unaudited) Actual of Total
Operating Programs" 46,151,100 87%
Debt Service 2,908,700 5%
Capital Improvement Plan (CIP) 3,876,900 7%
Fleet Replacement Transfers 79,100 0%
...~••~.._oTransfers to Golf, CDBG and other <;,_,10 317,900 1%
lri'i)1f~1ih;.~i1~B3\;i0!,,':jli':;illiiiiill:!r$$~~;{~:a~'tlJ]l',;,;.'iiit:!tliJil.
Percent
Amount Change
19,953,000
20,891,500 4,7%
20,730,900 -0,8%
22,497,000 85%
23,747,500 5,6%
25,324,200 6,6%
28,158,700 11.2%
30,404,800 8.0%
33,245,900 9.3%
34,182,800 2.8%
35,771,100 4.6%
39,515,300 10.5%
45,810,900 15.9%
48,192,900 5.2%
46,151,100 -4.2%
Actual Adjusted"
• Adjustedfor compound changes in population and cost ofliving (CPI) in order to reflect
"true" growth in expenditures
•• Includes Measure Y for a full year in 2007-08.
.. Excludes encumbrances and carryovers
General Fund elP Expenditures: 15 Year Trends
Excluding Debt Financed Projects and Fleet Replacements
Fiscal Year
Ending Actual
1996 737,400
1997 2,928,700
1998 3,581,300
1999 4,734,300
2000 5,521,400
2001 6,131,200
2002 5,547,900
2003 2,846,500
2004 3,427,700
2005 1,807,100
2006 2,354, I 00
2007 3,457,700
2008** 10,390,500
2009 4,083,100
2010 3,876,900
* Adjustedfor changes in cost ofliving (C?I)from 2010
, Adjusted *
1,034,900
3,989,000
4,802,400
6,244,200
7,088,200
7,587,800
6,788,400
3,394,800
4,010,700
2,053,500
2,572,500
3,702,000
10,666,100
4,191,400
3,876,900
** Reflects backlog ofprojects and availability ofMeasure Yfunds.
Average Annual General Fund CIP Expenditures"
Actual Adjusted"
Last Year 3,876,900 3,876,900
Last 2 Years 3,980,000 4,034,200
Last 5 Years 4,832,500 5,001,800
Last 10 Years 4,392,300 4,884,400
Last 15 Years 4,095,100 4,800,200
• Adjustedfor changes in cost ofliving (CPI) from 2010
•• Includes Measure Y for afull year in 2007-08.
-4.2%
0.5%
6.4%
7.0%
6.3%
-70%
-1.1%
3.6%
4.2%
3.5%
-L_
'---'
-,.........~
Graphics: General Fund Expenditures
General Fund Actual 2009-10
Expenditures By Type: $53.3 Million
DCIP
7%• Debt Service
5%
mJOperating
Programs
88%
II General Fund Actual 2009·10
Operating Costs By Function: $46.2 Million
• General
Government
16%
I
I:J Community
Development
12%
EIPublic Safety
51%
Cultural &
Social Services
14%
I:J Leisure,
• Transportation
7%
$1,200
$1,150
$1,100
$1,050
$1,000
$950
$900
$850
$800
$750
$700
$650
$600
$550
$500
$450
$400
Operating Costs Per Capita: Last 15 Years
r
B13 8
<0 r-, <0
ell ell ell
ell ell ell
~ ~ ~
j
f--d
-
I ~ "-§ , ij
j
-
-"
~
<0 ell 0
0 0 000
N N N
, ,
H
~ ij ~ff.~: d-t, L,
ell 0 N .... 10
ell 0 0 0 0 0 0 '" ell 0 0 0 0 0 0
~ N N N N N N
Fiscal Year Ending
<0 .....
0 0
0 0
N N
c E1Actual • Current Dollars
General Fund Actual 2009-10
Operating Costs By Type: $49.9 Million
I:J Utilities I:J Other
Telecom'& Operating
E1Staffing
80%
Insurance 6%
5%
• Contract
Services
9%
-23
General Fund Expenditures: Where They Go and How They're Doing
for General Fund CIP Pro'eets: Last 15 Years
. mWk W&a)t(§tel(,~
• Adjustedfor changes in cost ofliving (CPI)from 2010
Average General Fund CIP Expenditures: Last 15 Years"
1li~~I\!:llmg~~F '4 ik
Last 2 Years 3,980,000 4,034,200
Last 5 Years 4,832,500 5,001,800
Last 10 Years 4,392,300 4,884,400
Last 15 Years 4,095,100 4,800,200
1l'!!:'1l!6alUJr~1h'
Last 2 Years 8,865,600 9,049,400
Last 5 Years 8,137,800 8,484,300
Last 10 Years 6,654,900 7,430,200
Last 15 Years 6,030,200 7,096,200
• Adjustedfor changes in cost ofliving (CPI)from 2010
•• Excluding equipment replacements
What Do These Charts Show? Average annual
CIP expenditure trends over the past 15 years,
including adjustments for inflation. It shows CIP CIP Trends: 2010 Dollars
costs that were funded from current sources ("pay
$15,000,000 as-you-go") and from debt financings.
$13,500,000
$12,000,000
$10,500,000
$9,000,000
$7,500,000
$6,000,000
$4,500,000
$3,000,000
$1,500,000
$0
2009·10 2008-09' Last 5 Years Last 10 Lasl15
Years Years
[ Il!lPay-As-You -Go BAli Projects
• Reflects funding for new Public Safety Communications Center
8,982,400
8,045,500
7,381,900
10,030,400
5,015,200
3,482,500
2,545,800
2,296,000
1996 Lease Revenue Bonds
1999 Lease Revenue Bonds
2006 Lease Revenue Bonds
2009 Lease Revenue Bonds
'311
2 Year Annual Average
5 Year Annual Average
10 Year Annual Average
15 Year Annual Average
6,400,000
6,100,000
6,755,100
9,771,200
. -
3,305,300
2,262,600
1,935,100
4,11115,600
- L' -,
'---
<, .. .--/Generalj-ond Expenditures: Where They Go and How They're Doing'~
General Fund Debt Service Obligations
Last 15 Fiscal Years
Percent of
Fiscal Year Operating Operating
Ending Amount Revenues' Revenues
1996 663,600 22,527,000 2.9%
1997 792,600 23,837,500 3.3%
1998 1,312,600 25,399,000 5.2%
1999 1,311,100 27,867,200 4.7%
2000 1,209,000 33,130,800 3.6%
2001 2,075,600 34,077,500 6.1%
2002 1,715,200 34,834,600 4.9%
2003 1,696,100 34,415,600 4.9%
2004 1,760,200 36,872,400 4.8%
2005 1,672,600 38,325,500 4.4%
2006 1,620,300 43,164,400 3.8%
2007 2,083,500 49,649,600 4.2%
2008 2,078,000 54,152,000 3.8%
2009 2,075,800 53,354,700 3.9%
2010 2,908,700 49,405,200 5.9%
• Excludes transfers infrom Gas Tax, TDA and other funds.
The City's debt management policies state that:
in evaluating debt capacity, general-purpose
annual debt service payments should generally
not exceed I 0% ofGeneral Fund revenues;
and in no case should they exceed is%.
As reflected by these charts, we have remained
well below these guidelines.
Ratio of General Fund Debt Service Costs to Operating Revenues
Last 15 Yc-_ea=rc:s ---,
14.0%
II> 12.0%..
::I ..c:: 10.0% ..>
l:l: 8.0%
Clc::
~ 6.0%E.. c. 4.0%
'5
0
~ 2.0%.
00%
co rco Ol o ~ N r-, co Ol o
Ol Ol Ol Ol 000 '" o s o o
Ol Ol Ol Ol 000 o o o s o ;;
e-N N N N N N N N N
Fiscal Year Ending
-Ratio of Debt Service to Operating Revenues
~
II I
II " ~ ~
~
cry '<t o 0 o 0N N
What Do These Charts Show?
Debt service payments have remained a small
part of General Fund revenues over the past
15 years. This underscores our conservative
use of debt financing.
-25
Graphics: Revenues Compared with Expenditures: Last 15 Years
The graphs and information below compare General Fund total revenues and total expenditures over a 15-year period, When the revenue line is equal to the expenditures, the budget is balanced,
If revenues are above the expenditure line, there is a budget "surplus" If the expenditures are higher than the revenues, there is a budget "gap," As can be seen, revenues and expenditures were fairly
close in the earlier years, with some years developing a surplus and others having a slight gap, However, in the last four years a significant budget gap has been developed, with expenditures exceeding
revenues in 2010 by almost $4 million, Perhaps most concerning is the fact that the distance between revenues and expenditures is not reducing, but getting wider.
It should be noted that the sharp increase in both revenues and expenditures in 2008 is related to the passage of Measure Y, which provided almost $6 million per year of additonal
revenues for important community goals, Measure Y revenues have declined since its first full year of implementation,
Revenues Vs Expenditures: Last 15 Years
$63,500,000
$60,500,000
$57,500,000
$54,500,000
$51,500,000
$48,500,000
$45,500,000 ___.,..·.c·,~·....·-----$42,500,000
$39,500,000
$36,500,000
$33,500,000
$30,500,000 ~~.,.;:iii-"""$27,500,000
$24,500,000
$21,500,000
$18,500,000
$15,500,000
$12,500,000
<.0 tex> en o ..... C'\I C") ~ co <.0 tex> 0) o
0) O) en 0) o o o o o o o O o o
.....
0) 0) 0) 0) o o o o o o o o o o o ..... C'\I C'\I C'\I C'\I C'\I C'\I C'\I C'\I C'\I C'\I C'\I
Fiscal Year Ending
[ -. + -.Revenues ---!'Z-Expenditures
Revenues Vs Expenditures: Last Four Years
$60,500,000 ,-----'
557,500,000
?" I
/ ••• ~ <i554,500,000 /. .'. . .......
/:
.. . ....551,500,000
. '.
548,500,000
545,500,000 ..../'
542,500,000
~ 0> o
::; o 0
~ ~~~
Fiscal Year Ending
L --+ -.Revenues -----i@--Expenditures I
r' - 2\
'~'
--- ------
Historic..... "~, randa: Major Revenue Sources '-...~"
These charts show performance of each of our major revenue sources over the past 15 years, including comparisons with increases in population and inflation.
Sales T Iudina M y**
Fiscal Year Percent
Ending Amount Change
1996 6,589,500
1997 6,869,000
1998 7,521,100
1999 8,099,000
2000 9,283,400
2001 9,516,400
2002 10,099,200
2003 10,179,300
2004 11,294,300
2005 11,745,400
2006 12,675,900
2007 13,993,800
2008 13,581,700
2009 12,070,700
2010 10,983,200
Annual Growth Rate
Actual Adjusted"
Last Year -9.0% -11.6%
Last 2 Years -10.1 % -11.5%
Last 5 Years -1.0% -3.6%
Last 10 Years 2.0% -0.7%
Last 15 Years 3.9% 1.2%
Sales Tax: Measure Y"*
Fiscal Year
Ending Amount
2007 1,000,000
2008 5,996,600
2009 5,641,400
2010 5,252,500
Annual Growth Rate
2.6%
4.2%
9.5%
7.7%
14.6%
2.5%
6.1%
0.8%
11.0%
4.0%
7.9%
10.4%
-2.9%
-11.1%
-9.0%
Percent
Change
NA
499.7%
-5.9%
-6.9%
Fiscal Year
Ending Amount
1996 3,821,900
1997 3,873,500
1998 3,966,300
1999 4,169,300
2000 4,501,300
2001 4,799,800
2002 5,219,000
2003 5,584,200
2004 6,069,600
2005 6,630,600
2006 7,519,600
2007 8,255,000
2008 8,374,200
2009 8,788,400
2010 8,579,300
Annual Growth Rate
Percent
Change
2.9%
1.4%
2.4%
5.1%
8.0%
6.6%
8.7%
7.0%
8.7%
9.2%
13.4%
9.8%
1.4%
4.9%
-2.4%
Actual Adiusted*
Last Year -2.4%
Last 2 Years 1.3%
Last 5 Years 5.4%
Last lOYears 6.7%
Last 15 Years 5.8%
-5.2%
-0.3%
26%
3.9%
3.1%
T ----o- ---Tax (TOT)
Fiscal Year Percent
Ending Amount Change
1996 2,641,500 7.3%
1997 2,845,300 7.7%
1998 3,002,900 5.5%
1999 3,256,800 8.5%
2000 3,582,700 10.0%
2001 3,920,200 9.4%
2002 3,790,300 -3.3%
2003 3,840,800 1.3%
2004 3,922,200 2.1%
2005 4,079,800 4.0%
2006 4,539,200 11.3%
2007 4,786,000 5.4%
2008 5,054,700 5.6%
2009 4,679,500 -7.4%
2010 4,501,800 -3.8%
Annual Growth Rate
Actual Adiusted*
Last Year -3.8% -6.5%
Last 2 Years -5.6% -7.1%
Last 5 Years 2.2% -0.5%
Last lOYears 2.5% -0.2%
Last 15 Years 4.2% 1.6%
-
Fiscal Year Percent
Ending Amount Change
1996 2,725,400 -0.7%
1997 2,828,200 3.8%
1998 2,991,400 5.8%
1999 2,943,400 -1.6%
2000 3,079,100 4.6%
2001 3,425,200 11.2%
2002 3,532,300 3.1%
2003 3,666,200 38%
2004 3,669,200 0.1%
2005 3,670,200 0.0%
2006 3,947,300 7.5%
2007 4,096,100 3.8%
2008 4,177,700 2.0%
2009 4,358,500 4.3%
2010 4,862,400 11.6%
Annual Growth Rate
Actual Adjusted"
Last Year 11.6% 8.4%
Last 2 Years 7.9% 6.2%
Last 5 Years 5.8% 3.0%
Last 10 Years 4.7% 20%
Last 15 Years 4.0% 1.3%
Actual Adjusted"
Last Year -6.9% -9.5%
Last 2 Years -6.4% -7.9%
• Adjustedfor compound changes tn population and cost ofliving (ep!) in order to reflect "true" growth in revenues.
•• Because there have been significant changes in the underlyingfactors that determine these revenue sources, see the supplemental analysis thatfollows this summary.
*** See summary ofMeasure Y uses since inception in "Measure Y FAQ's" following the summary.
-27
Historical Trends: Major Revenue Sources
VLF**-
Fiscal Year
Ending Amount
1996 1,617,200
1997 1,694,600
1998 1,829,300
1999 1,928,800
2000 2,130,900
2001 2,297,700
2002 2,467,400
2003 2,621,600
2004 2,013,300
2005 955,600
2006 266,900
2007 296,700
2008 199,300
2009 166,500
2010 135,000
Annual Growth Rate
Percent
Change
5.9%
4.8%
7.9%
5.4%
10.5%
7.8%
7.4%
6.2%
-23.2%
-52.5%
-72.1%
11.2%
-32.8%
-16.5%
-18.9%
Actual Adjusted"
Last Year -18.9%
Last 2 Years -17.7%
Last 5 Years -25.8%
Last lOYears -18.3%
Last 15 Years -9.9%
Property Tax in Lieu of VLF**
Fiscal Year Percent
Ending Amount Change
2006 1,530,800 NA
2007 3,061,500 100.0%
2008 3,280,100 7.1%
2009 3,504,700 6.8%
2010 3,565,100 1.7"10
Annual Growth Rate
-21.2%
-19.0%
-27.8%
-20.5%
-12.2%
Business Tax
Fiscal Year
Ending Amount
1996 824,500
1997 905,900
1998 1,069,600
1999 1,041,500
2000 1,107,800
2001 1,275,200
2002 1,355,900
2003 1,429,900
2004 1,475,100
2005 1,518,800
2006 1,578,000
2007 1,706,700
2008 1,866,400
2009 1,878,500
2010 1,830,100
Annual Growth Rate
Percent
Change
4.7%
9.9%
18.1%
-2.6%
6.4%
15.1%
6.3%
5.5%
3.2%
30%
3.9%
8.2%
9.4%
0.6%
-2.6%
Actual Adjusted"
Last Year -2.6%
Last 2 Years -1.0%
Last 5 Years 3.9%
Last 10 Years 5.3%
Last 15 Years 5.9%
-5.3%
-2.5%
1.1%
2.5%
3.2%
Franchise Fees
Fiscal Year
Ending Amount
1996 831,900
1997 841,000
1998 889,900
1999 883,900
2000 1,089,600
2001 1,211,800
2002 1,388,100
2003 1,356,500
2004 1,967,800
2005 2,005,600
2006 2,101,300
2007 2,153,700
2008 2,361,700
2009 2,439,400
2010 2,396,700
Percent
Change
14.2%
1.1%
5.8%
-0.7%
23.3%
11.2%
14.5%
-2.3%
45.1%
1.9%
4.8%
2.5%
9.7%
3.3%
-1.8%
Annual Growth Rate
Actual Adjusted"
Last Year -1.8% -4.5%
Last 2 Years 0.8% -0.8%
Last 5 Years 3.7% 0.9%
Last 10 Years 8.9% 6.0%
Last 15 Years 8.8% 6.0%
Gas Tax
Fiscal Year Percent
Ending Amount Change
1996 759,200 -45%
1997 790,800 42%
1998 883,900 11.8%
1999 862,300 -2.4%
2000 834,700 -3.2%
2001 852,300 2.1%
2002 869,800 2.1%
2003 863,200 -08%
2004 874,100 1.3%
2005 875,100 0.1%
2006 855,200 -2.3%
2007 853,300 -0.2%
2008 869,400 1.9%
2009 796,900 -8.3%
2010 790,200 -0.8%
Annual Growth Rate
Actual Adjusted"
Last Year -0.8% -3.7%
Last 2 Years -4.6% -6.1%
Last 5 Years -20% -4.6%
Last 10 Years -0.5% -3.1%
Last 15 Years 0.1% -2.5%
Actual Adjusted"
Last Year 1.7% -1.2%
Last 2 Years 4.3% 2.6%
Last 5 Years 23.1% 19.8%
• Adjusted/or compound changes in population and cost a/living (Cl'I) in order to reflect "true" growth in revenues.
•• Because there have been significant changes in the underlying/actors that determine these revenue sources, see the supplemental analysis that/allows this summary.
- 2L
'~
Supple, tal Historical Information: Sales Tax, Property Tax, Propert~~)c in Lieu and Development Review Fees
As mentionedea'rlier, several of our major revenue sources have unique characteristics or have undergone changes during prior years that we must be aware of as we make our five year
projections. These include Sales Tax and Property Tax, Property Tax In Lieu of Vehicle Licese Fees (VLF) and Development Review Fees.
Sales Tax
While sales taxes are usually generated on a "situs" basis (city or county unincorporated area where the sale takesplace), there are a variety ofretail transactions that are allocated on a
"pool" basis because the State Board of Equalization believes that it would be too difficultto do otherwise. These are generally known as "use taxes." A significant portion of the City's
sales tax revenues come from the "pool" -between 10% and 15%. Allocations from the pool are made in proportion to a city's or county's share of situs revenues; as such, we receive
about 35% of County pool revenues. While used car sales between private parties is a large component of the pool for all cities in the State, we have a unique situation in San Luis Obispo
due to the Diablo Canyon power plant: it is a large sales tax generator, and all of these revenues go into the County pool. These revenues are especially pronounced during reactor
refueling, which occurs about every 14 to 16 months.
Sales T --ludinz Pool R -. ----_.~.
Fiscal Year
Ending Amount
1996 5,664,721
1997 6,123,001
1998 6,670,162
1999 7,181,100
2000 7,931,259
2001 8,684,124
2002 8,977,858
2003 9,395,665
2004 10,268,463
2005 10,751,879
2006 11,876,204
2007 12,442,687
2008 12,214,902
2009 11,358,444
2010 10,376,018
Annual Growth Rate
Percent
Change
2.9%
81%
8.9%
77%
104%
9.5%
34%
4.7%
9.3%
4.7%
10.5%
4.8%
-1.8%
-7.0%
-8.6%
Actual Adjusted
Last Year -8.6%
Last 2 Years -7.8%
Last 5 Years -0.5%
Last 10 Years 2.9%
Last 15 Years 4.5%
Property Tax
-11.2%
-9.3%
-3.1%
0.2%
1.8%
However, beginning in 1997, the State Board of Equalization changed its allocation procedures. Now, any individual transaction in excess
of $500,000 that would otherwise be distributed through the pool is allocated on a situs basis. We initially estimated that this change
would result in a loss to the City of about $180,000 on an annualized basis. However, it turns out that this is more difficult to project than
we originally thought because we did not lose all Diablo Canyon revenues -just those with a value greater than $500,000 per transaction.
Cumulatively, it appears that sales activity at Diablo Canyon for individual transactions under $500,000 remains high.This is reflected in
pool revenues for the last five years, when they have either increased or remained relatively constant rather than decreased sharply as we
1,005,900
769,900
876,600
933,500
1,063,500
920,600
1,080,900
1,065,100
1,120,200
1,261,100
1,512,000
1,406,428
1,391,693
1,216,656
would have otherwise expected.
Because the pool is such a
large portion of our total
sales revenues and is so
volatile based on factors
unrelated to the City's
retail base, a better
indicator of trends is
sales tax revenues excluding
pool allocations.
To put the significance
of this in perspecti ve,
the adjacent chart
summarizes City pool sales
tax revenues for the past
fifteen fiscal years.
"Pool" Sales Tax Revenues: Last 15 Years
$1,500,000
$1,350,000
$1,200,000
$1,050,000
$900,000
$750,000
I +-----------.-1.~.---1~~!r_,L Ie
,.' · I
.. ~ ~
: I !:
~lil ,"~
$600,000
~~ m m 0 ~ N ~~ m ~~ 00 m a
~~ mm g 8 g 8 8 8 8 g 8 8 a
N N N N N N N N N N N
Fiscal Year Ending
Property Tax has been the revenue most affected by voterinitiatives and legislative actions over the years. With approval of Proposition 13 in 1978, Property Tax revenues were reduced
by two-thirds and thereafter limited to 2% annual increases or changes to the Consumer Price Index, whichever is less. When properties change hands or are improved, the base for
assessing the tax (the "assessed value") is increased or decreased to reflect the current market value.
Although the Property Tax is strictly a local revenue and is shared by cities, counties, school districts and special districts, it is collected and allocated in accordance with State law.
In the early 1990s, the State legislature permanently shifted a larger portion of the Property Tax to schools This shift was made to the State's Educational Revenue Augmentation Fund
(ERAF) to backfill a portion of the State's obligation for school funding. This original "ERAF shift" resulted in an ongoing annual loss to the City of approximately $2 million that could be
used for property-related basic services.
In FY 2004-05 and FY 2005-06, the State shifted an additional $1.5 million over the two years from the City's Property Tax to the ERAF as part of a solution to its ongoing budget crisis.
This was a one-time shift which ended in FY 2006-07. Also included as part of the State Budget deal with local governments at that time was a permanent reduction in the VLF rate and
an increase to our Property Tax base to make up for the reduced revenues as discussed below.
-29
Property Tax in Lieu of VlF
Included in the State Budget deal with local governments in FY 2004-05 was a permanent redistribution of two of the City's revenue sources. Under this agreement, the Vehicle License
Fee (VLF) rate for cities was permanently reduced from 2% to 0.65%. For FY 2004-05, the VLF that the City would have gotten at the 2% rate was calculated and this amount was
added to our Property Tax base. In FY 2005-06, the City began to receive our portion of the VLF revenues at the now-permanent low rate. Meanwhile, our Property Tax base reflects the
new, permanent base. This Property Tax base grows in the future according to current economic conditions. It should be noted that the VLF/Property Tax shift results in a cash flow
and earnings loss to the City because Property Tax is paid twice a year while VLF was paid monthly. However, it should also be noted that the Property Tax has been growing at a
faster pace than that experienced by the VLF.
( "
( -3~
"\......./
.~.Sales 1 levenues: Diverse
(
The City's Sales Tax revenues come from several different business categories, each of which performs very differently in response to economic conditions, The chart below shows our Sales
Tax revenues by major business category for the previous five years. It also shows the percent of total revenue generated by each category and the percent change in each category in
FY 2009-10. As noted on the graph, our largest and most volatile business category is general consumer goods. The graph also shows the other six categories and the relative volatility of each.
In making our Sales Tax projections, we take into consideration the historical performance of each of the categories and the various economic factors currently influencing them.
s R B Fiscal Y _......
Fiscal Year
2005-06 2006-07 2007-08 2008-09 2009-10
Autos & Transportation
Building & Construction
Business & Industry
Food and Drugs
Fuel & Service Stations
General Consumer Goods
Restaurants & Hotels
Transfers & Unidentified
TOTAL
Sales Tax By Type: 2009·10
Iiiil Restaurant
s & Hotels EI Autos &
• Building &
Constructio
12% Transport
17%
n
9%
Iiiil General < Goods 0 Business &Consumer39% Industry7%
L
I DFood and
0 Fuel & Drugs
Service 7%
Stations
9%
2009·10 Rate of Change
% of Total % Change Two Years FiveYears
17%
9%
7%
7%
9%
39%
12%
NA
-116%
-9.2%
-112%
-2.3%
-17.8%
-7.0%
-3.7%
NA
-16.7%
-6.5%
-10.8%
-1.1%
-10.3%
-4.4%
-3.2%
NA
-8.9%
-1.5%
-2.4%
06%
12%
5.3%
1.6%
NA
100% -8.6% -7.8% -0.5%
Chart Oescrip«clJ: n.is chartcompares salas fa. fortheMajor Industsy GIOUps. Theprior12quarters areshown graphically forhistorical
reference PU!p0s8s. Allocations have been adjusted to ref/eat economia data.
Industry .13"'~r>s..... .......' .9.~~~.~.~~ ..~~~..~~~.~.~.; ..~~~.?~~.~ .. !.~.Y~~!~~ ..~~_.~~.I.~.~ ..9.~~.~.~.~.. :, ..~?~~.~! ..~~~~ .....
Ger~rnl (;OnsUnlH Gc-ocs
o.I11P.~=Sl74
,Il.utm An~ TTlIll$fltltBlhn-----------:C\dlels;::2t).1
Rsstauranb Uld Hotek
•• " ••••• " II' IS.""II 11111"
Outrcls;::216
FuerA.'ld S~IYiC3 stations
...... " .. :a<21 ..... :l'/ .... ><i_21 .. ,.,'"
Oulleb-:),)
O'Jildir.g Ar.d Ccrt::!truclion
~ 'll:~"'::It 111; :I"l%n:nZ1 ~ :l<n
OUllets.=86 ......;;;olf.~.-. ... -~~ __ , ·1
~"--' .. .l-lIf<I'I-... ,""=t=-~~--ClUllets=541 ; ......... .
... ,.. ., I !~~~~~~~F [tllj Mit Drl!9~
IllllI;lIllllllllll:UUllllhIIUllllilllllllll .,._~~--~-.~.~~.. Oullels;=~l
I···· :.,· '.·...".·.Il,\
3,008,899
1,320,890
871,806
715,078
933,893
3,775,152
1,250,486
0
11,876,204
2,859,650
1,327,115
876,597
738,576
1,003,349
4,336,884
1,299,083
1,432
12,442,686
2,615,226
1,103,656
909,072
735,216
1,104,119
4,400,803
1,347,262
(452)
12,214,902
2,045,854
1,060,860
814,122
735,168
1,072,616
4,319,227
1,310,561
36
11,358,444
1,809,186
963,244
722,615
718,596
882,196
4,018,735
1,262,367
(922)
10,376,017
, , ••• , •••;•• '" t::"';;"~"0''':':::;:',·''t'Ji'1w~h ~.";"r":::::,., ,,,.. r"·;h""':i"""'" J",0" ":: ~.~ :~;t; :~.; ~~::h'i""",
-", ----~-~---_:;;:lll.',iq."fmrmr,~i\'ilila.·..::,..., ...... _.
llIlIt U11I' 1<lIlI,U"1I1I1IIJUIUll,'lII ~ :--. ""''''''''''.,.''''''''''''',,:,'''';'''''''''''''''''''''''''''''''~'''''' '"'r''''' , 140
s
0.:~?~.~.~~~.~!. ..
3E1l
1,1<U
1.2611
3'10
700
JED
_~420
~ 280
Q' m m 04 01 c:l? m o. Q' Q1 03 04 01
U7 Qi '07 U7 '08 1:8 '03 'O'l 00 !J~ '09 '1)3 ''0I I I
- 31
Development Review Fees: Last Five Years
Our General Fund revenue source that has been particularly impacted by the recent economic downturn is Development Review Fees. Below are charts that show annual receipts by type
of fee for the last five years.
Build'----------~
Fiscal Year Ending Revenue
2006 816,600
2007 1,031,100
2008 809,300
2009 591,900
2010 429,600
Five Year Averaze $735,700
Total
Fiscal Year Endinz Revenue
2006 2,777,400
2007 3,511,500
2008 2,705,600
2009 1,752,600
2010 1,794,000
Five Year Average $2,508,200
Adjusted"
3,035,100
3,759,600
2,777,400
1,799,100
1,794,000
$2,633,000
• Adjustedfor changes in cost ofliving (ePI) from 2010
Fiscal Year Ending Revenue
2006 1,298,700
2007 1,312,500
2008 1,434,800
2009 777,700
2010 829,000
Five Year Averal!e $1,130,500
E -' Fire
Fiscal Year Ending Revenue
2006 516,300
2007 1,027,400
2008 301,200
2009 320,200
2010 431,700
Five Year Average $519,400
Fiscal Year Ending Revenue
2006 145,800
2007 140,500
2008 160,300
2009 62,800
2010 103,700
Five Year Average $122,600
Development Review Fees: Last 5 Years
$4,000,000
$3,500,000 ].-l
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
2006 2007 2008 2009 2010
Fiscal Year Ending
IllIActual .2008 Dollars -I
·3_(
~
HistoriL. rends: Operating Program Expenditures .,--"
----------. -----
Fiscal Year Percent
Ending Amount Change
1996 5,937,700
1997 6,114,700 3.0%
1998 6,086,900 -0.5%
1999 6,417,400 5.4%
2000 6,901,900 7.5%
2001 7,340,700 6.4%
2002 7,990,700 8.9%
2003 8,822,800 10.4%
2004 9,758,100 10.6%
2005 10,121,500 3.7%
2006 10,948,000 8.2%
2007 11,240,400 2.7%
2008' 14,901,300 32.6%
2009 15,194,200 2.0%
2010 14,525,300 -4.4%
, Reflects result ofbinding arbitration
Annual Growth Rate
Actual Adjusted"
Last Year
Last 2 Years
Last 5 Years
Last 10 Years
Last 15 Years
-4.4% -7.1%
-1.2% -2.8%
8.2% 5.3%
8.1% 5.2%
6.9% 4.1%
Transportation ***
Fiscal Year
Endin Amount
Percent
Change
70%
-10.5%
6.9%
0.2%
10.6%
17.7%
3.2%
-8.0%
9.0%
-2.6%
10.5%
16.9%
26.9%
-6.3%
-----------. ---
Fiscal Year
Ending Amount'
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Percent
Change
2.2%
-2.9%
9.9%
-3.1%
5.7%
22.0%
10.1%
15.2%
2.8%
7.7%
13.5%
7.8%
6.4%
-10.5%
, Includes Mutual Aid expenses which vary Widely
from year 10 year
Annual Growth Rate
Last Year
Last 2 Years
Last 5 Years
Last 10 Years
Last 15 Years
4,336,100
4,431,800
4,302,300
4,729,000
4,581,900
4,841,200
5,906,500
6,505,200
7,495,900
7,702,700
8,299,000
9,419,200
10,154,600
10,808,200
9,678,300
-10.5% -130%
-2.0% -3.6%
5.0% 2.2%
8.1% 5.2%
6.2% 35%
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Annual Growth Rate
Actual Adjusted' I
Last Year
Last 2 Years
LastS Years
Last 10 Years
Last 15 Years
, Adjustedfor compound changes inpopulation and cost ofliving (CPI) in order
to reflect "true"growth in expenditures
What Do These Charts Show?
The performance of each of operating cost areas
overthe past 15 years, includinq comparisons with
increases in population and inflation.
1,462,900
1,565,300
1,401,200
1,497,700
1,501,100
1,659,700
1,954,100
2,015,900
1,854,200
2,020,300
1,967,800
2,173,500
2,539,800
3,224,200
3,019,700
Actual
-6.3%
10.3%
9.1%
7.8%
5.8%
Adjusted*
-9.0%
8.6%
6.1%
4.9%
3.1%
,., 1989-90 through 1998-99 adjusted for changes
in budgetingfor contract street sealing costs;
effective 2000-01. naWshown as CIP expenditures.
- 33
Historical Trends: Operating Program Expenditures
General Government
Fiscal Year
Leisure. Cultural & Social Services
Percent
Chanze
40%
-1.4%
4.1%
15.5%
7.6%
10.4%
4.7%
3.0%
5.1%
2.6%
8.0%
12.2%
3.1%
-4.8%
Annual Growth Rate
Actual Adjusted*
Last Year -4.8%
Last 2 Years -0.9%
Last 5 Years 4.2%
Last lOYears 5.2%
Last 15 Years 5.3%
-7.5%
-2.4%
1.4%
2.4%
2.6%
-~----------_. --... _..-
Fiscal Year
Ending Amount
1996 2,323,300
1997 2,522,500
1998 2,762,800
1999 3,162,600
2000 3,102,100
2001 3,501,200
2002 3,852,000
2003 3,925,000
2004 4,420,600
2005 4,360,000
2006 4,308,400 .
2007 4,897,800
2008 5,510,900
2009 5,576,200
2010 5,394,300
Annual Growth Rate
Last Year -3.3%
Last 2 Years -1.0%
Last 5 Years 4.6%
Last lOYears 5.9%
Last 15 Years 6.4%
Annual Average Operating Cost Growth
Last 15 Years
Last 10 Years
Last 5 Years
Last 2 Years
Last Year
Percent
Change
8.6%
9.5%
14.5%
-1.9%
12.9%
10.0%
1.9%
12.6%
-1.4%
-1.2%
13.7%
12.5%
1.2%
-3.3%
Fiscal Year
Endinz
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Amount
3,099,800
3,223,700
3,177,500
3,308,200
3,822,100
4,113,300
4,540,000
4,753,800
4,896,400
5,145,500
5,280,500
5,705,000
6,398,600
6,598,900
6,279,900
Actual Adiusted*
-60%
-2.6%
1.8%
3.1%
3.7%
Percent
Change
8.6%
-1.1%
12.7%
13.5%
0.8%
1.2%
11.9%
100%
0.3%
2.8%
22.4%
3.7%
7.7%
6.8%
Total
Fiscal Year
Ending Amount
Percent
Change
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
19,953,000
20,891,500
20,730,900
22,497,000
23,747,500
25,324,200
28,158,700
30,404,800
33,245,900
34,182,800
35,771,100
39,515,300
45,810,900
48,192,900
46,151,100
4.7%
-0.8%
8.5%
5.6%
6.6%
11.2%
80%
9.3%
2.8%
4.6%
10.5%
15.9%
5.2%
-4.2%
Ending
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Amount
2,793,200
3,033,500
3,000,200
3,382,100
3,838,400
3,868,100
3,915,400
4,382,100
4,820,700
4,832,800
4,967,400
6,079,400
6,305,700
6,791,200
7,253,600
Annual Growth Rate Annual Growth Rate
Actual Adiusted* Actual Adiusted*
Last Year 6.8%
Last 2 Years 7.3%
Last 5 Years 8.7%
Last lOYears 6.8%
Last 15 Years 7.2%
3.8%
5.6%
5.8%
3.9%
4.5%
Last Year -4.2%
Last 2 Years 0.5%
Last 5 Years 6.4%
Last 10 Years 7.0%
Last 15 Years 6.3%
* Adjustedfor compound changes in population and cost ofliving (Ci'l) in
order to reflect "true"growth in expenditures
What Do These Charts Show? The performance of each of
operating cost areas over the past 15 years, includinq
comparisons with increases in population and inflation. The
summary graph shows that during the last two years operating
costs have never grown by less than compound increases in
population and inflation.
-9% -8% -3% 0% 3% 6% 9% 12% 15%
I!IActual • Adiusted"
! -3>
~
-7.0%
-1.1%
3.6%
4.2%
3.5%
....crtyor
\ • san uns OBISPO
MEASURE Y FAQ'S
What are "Measure Y" revenues? In November
2006, City voters approved Measure Y, which
established a general purpose, %-cent City sales tax
to assist in funding essential community services like
street paving, traffic congestion relief, public safety,
flood protection, senior citizen services and facilities,
neighborhood code enforcement and open space
preservation.
Measure Y revenues have been a key success factor
in the City's ability to maintain infrastructure and
essential services for our community. Specifically,
with these added resources, we have been able to
make excellent progress in a number of high priority
areas like paving, traffic congestion relief, creek and
flood protection as well as open space preservation.
At the same time, given the worst economic downturn
since the Great Depression, we have avoided deeper
cuts in other key City services that would have
otherwise been required without Measure Y revenues.
-How are Measure Y uses determined? Measure Y
)venues are General Fund revenues: they are not
-earmarked for specific purposes. As set forth in the
ordinance adopted by the voters in 2006, the uses of
Measure Y revenues are determined through the
City's two-year goal-setting and budget process.
During this process, the highest priority goals for the
community are identified and resources are allocated
to achieve them.
What priorities emerged before and during the
Measure Y campaign? While voters have entrusted
the Council with the responsibility for determining
uses of Measure Y revenues based on changing
economic circumstances and community needs, key
priorities that emerged before and during the
campaign included: repairing and maintaining City
streets, parks and storm drains; continuing programs
that relieve traffic congestion; improving public safety
services; protecting senior services and programs;
and preserving open space.
Are there accountability provisions? Along with
integration into the City's goal-setting and budget
process, other accountability provisions include
renewal after eight years and annual independent
\dits, community reports and citizen oversight
__ .eetlnqs.
How much General Fund revenue does Measure Y
generate? The following chart below shows actual
Measure Y revenues
received from 2006-07
through 2008-09; and
estimated revenues for
2009-11.
From the effective date
on April 1, 2007 (which
is why there is one * Estimated
quarter of revenue in
2006-07), Measure Y revenues will generate about
$23.5 million in General Fund revenues by the end of
the 2009-11 Financial Plan. Due to the deep
recession, Measure Y revenues are projected to drop
from the first full year of implementation (2007-08) by
over $600,000 to the current year (2009-10), with a
modest 2% increase projected for 2010-11.
Measure Y Revenues
Fiscal Year Revenue
2006-07
2007-08
2008-09
2009-10*
2010-11 *
1,000,000
5,996,600
5,641,400
5,359,300
5,466,500
Total $23,463,800
How have Measure Y revenues been used? The
reverse side of this hand-out provides a detailed
listing of the programs and projects that Measure Y
revenues have funded since 2007. As summarized
below, two-thirds of this funding has gone towards
infrastructure maintenance and improvements like
streets paving, sidewalk repair and flood protection.
Measure Y Uses: 2007-2011
• Neighborhood
Code 8 OpenSpace
8lforcement A"eservationEI SeniorServices 2% 4%& Facilities
2%
o Traffic
Congestion
Relief
I!!l Infrastructure8%
lv1aintenance &
Improvements
• A.Jblic Safety 67%
17%
About 35% of the funding has gone towards operating
programs, like police and fire protection,
neighborhood code enforcement, storm drain cleaning
and improved traffic signal operations; and 65% for
construction and acquisition projects that preserve
existing infrastructure or improve facilities.
35
MEASURE Y USES
The sidebar chart details
Measure Y uses (actual through
2008-09 and budgeted for 2009
11). The following highlights
major accomplishments funded
from Measure Y revenues.
Public Safety
• Hired full-time Fire Marshal
and training officer
• Replaced critical "front-line"
fire truck/engine
• Avoided deeper cuts in police
patrol, traffic enforcement and
fire/medical emergency
response services
Infrastructure Maintenance &
Improvements
• Paved neighborhood and
arterial streets
• Implemented proactive storm
drain cleaning and repair to
protect creeks and improve
flood protection
Traffic Congestion Relief
• Initiated Los Osos Valley
Road interchange design
• Improved traffic signal
operations
• Enhanced traffic flow at
intersections throughout the
City
Senior Services &Facilities
• Completed comprehensive
senior center remodel
Neighborhood Code
Enforcement
• Hired full-time code
enforcement officer
• Expanded Student
Neighborhood Assistance
Program (SNAP)
Open Space Preservation
• Expanded greenbelt,
including, Brughelli Ranch
easement (390 acres);
Stenner Ranch easement and
Stenner Creek and Bowden
properties (1,038 acres) and
Froom Ranch (310 acres, to
be completed by July 2010)
• Opened Johnson Ranch to
public u'se
Total: 2007 to 2011
Operating Capital Totak
Public Safety
Police Protection: Traffic Safety & Patrol 2,234,100 119,100 2,353,200
Fire Prevention & Training 1,482,400 -1,482,400
Fire EnginelTruck Replacement: Debt Service -97,000 97,000
Total Public Safety 3,716,500 216,100 3,932,600
Infrastructure Maintenance & Improvements
Neighborhood Paving & Deferred Street Maintenance
Paving Crew Productivity 295,600 173,600 469,200
Sidewalk Repair -40,000 40,000
Sidewalk ADA Access Improvements -235,000 235,000
Street Reconstruction & Resurfacing -7,046,500 7,046,500
Street Fleet Replacements: Paver and Roller -365,800 365,800
Creek & Flood Protection
Storm Water Management Plan Implementation 2,086,300 456,600 2,542,900
Andrews Creek Bypass -455,000 455,000
Storm Drain Replacements -1,657,400 1,657,400
Creek Silt Removal -325,000 325,000
Minor Storm Drain Facilities -50,000 50,000
Storm Sewer and Culvert Repairs -325,000 325,000
Bishop/Augusta Creek Bank Stabilization -38,000 38,000
Downtown Improvements
Warden Bridge Resurfacing -45,000 45,000
Street Light Painting -100,000 100,000
Urban Forest Management Plan -50,000 50,000
Sidewalk Repairs & Installation 24,900 309,700 334,600
Sidewalk Scrubbing 80,000 -80,000
Pedestrian Lighting -126,000 126,000
Mission Plaza Stair Replacement -102,200 102,200
Downtown Urban Forest Maintenance -50,000 50,000
Comprehensive Signing Program -115,000 115,000
Other Infrastructure Maintenance
Meadow Park Roof Replacement -45,000 45,000
Parks Maintenance 334,000 78,100 412,100
Project Management & Inspection 586,900 -586,900
Other Infrastructure Maintenance Projects -204,000 204,000
Total Infrastructure Maintenance 3,407,700 12,392,900 15,800,600
Traffic Congestion Relief
Traffic Signal Operations 278,700 73,000 351,700
Bicycle Safety 30,000 -30,000
Traffic Safety Report Implementation -50,000 50,000
Neighborhood Traffic Management -40,000 40,000
Sidewalk Repair -40,000 40,000
Buena Vista/Garfield Intersection Improvements -35,000 35,000
Los Osos Va lley Road Interchange Environmental Review & Desig -701,900 701,900
Johnson & Buchon Intersection Improvements -100,000 100,000
City-to-Sea Bike Trail Bridges -220,000 220,000
Tassajara/Foothill Intersection Improvements -125,000 125,000
Street Light Replacements - Broad Street -60,000 60,000
Other Traffic Congestion Relief Projects 206,200 -206,200
Total Traffic Congestion Relief 514,900 1,444,900 1,959,800
Senior Services & Facilities
Senior Center Window Replacement 10,000 -10,000
Senior Center Remodel -368,400 368,400
Total Senior Services & Facilities 10,000 368,400 378,400
Neighborhood Code Enforcement
Enhanced Build ing & Zoning Code Enforcement 402,800 13,100 415,900
"SNAP" Enhancement 68,700 -68,700
Total Neighborhood CodeEnforcement 471,500 13,100 484,600 "
Open Space Preservation 87,400 862,500 949,900
TOTAL $8,208,000 $15,297,900 $23,505,900
)
36
Section 10
Background Materials
PUBLIC OPINION RESEARCH
-,
)
'-...
3,~Q;443 .
••••••••••••,'•••••••••,If·· '1 I • • .1 n; "'WIllluli ilJlP
'''..-/'
San Luis Obispo
Citizen Satisfaction/
Measure Y Survey
Summary ofResults
June 2010
. .
Fairbank; A!laslin'Lo/Jaullin;M'eiz & Associates rFlvlI
.. .... ::. ..
Public·'?pi~!(jtll{e~,~arc(7'&; Strategy
...
.~. j
,F'airbank~
',Maslin,
'Maullin,
lfIletz&
isociates Methodology
.:. Telephone survey of a random sample of 400 voters
registered to vote in the City of San Luis Obispo. Likely
June and November 2010 voters flagged for analysis .
•:. Margin of error of plus or minus 4.9% at the 950/0
confidence level.
·:·The survey was conducted May 19-23, 2010; the average
interview lasted 26 minutes .
•:.Certain questions regarding satisfaction with services
provided by San Luis Obispo City government were
tracked from a survey conducted for the City in March
2005.
, \\ 1~llllil4 tr"t'-tj' ~:mutfiiIMli£lliMiilil%iWl,w, ~'illt~1 ~ &:a~~~~~».lW~mriu.mlmmlmuam,~ ~
j "-' "'-.
(
\ "---.---/Fairb"u:nk,
Maslin,
Maullin,
Metz& San Luis Obispo Voters Continue to
Associates
FM3 ',; Rate the City Highly as a Place to Live
2005 2010
67%Excellent 69% TotalTotal I
+2°/097°/0950/0Good
Just fair I 14% Total =i:fr~· Ab. ~>., ~
Poor ~j 1 % 0%
DKINA II 10k 0% -1°/0
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
2
!~ ~ Fairb~nk, ~ Mas lin, .
Maullin, Looking Ahead Five Years for the Quality
Metz&
Associates of Life in San Luis Obispo, There Are
, EM3,' Fewer Pessimists in 2010 and More Votes
for the Status Quo
2005 Quality of Life 2010 Quality of Life +/-0/0 Chan~
in Five years in Five years
Much better
25%1
I ~ 1\
t:,
!i <I'Jt,. ¢'\"". (,
) ".){I"~
I 15°k
Total
Be:tler
Total'
Better
25%
+1 6/0
Somewhat better 2·.."~·4QIQ.'/:'.
Stay the same 42°k 56°k +140/0
Somewhat worse 10 0klfi> 'M't¥10''% jp'W'-.:k !f~a s~
rtK. M;
Much worse 70/0 1 1•.J
3 QJ DKINA 2% "'" /.tQ
" 0% 20% 40% 60% 80% 100%, ~% 20% 40% 60% 80% 100% \ 3
Lan 2 §l~ t:ml~i~ § mzmw ~r~R~ mm~~ .~~~=w.\:m¥~~m~~~ .. i~
\ "-=.-/ '<. .......
I ,,)Fairbcuik~
Maslin, City Voters Continue to Give .Maullin~
Metz&
mAssociatesVery High Marks for the Job Being Done ".', ',~ .' ,
EMS ~, ~
m
*
mby San Luis Obispo City Government
in Providing Services ~.;
tl
I
m
2005 Job Rating/ 2010 Job Rating/ +/·% ChanM I
Providing Services Providing Services ~ IiExcellent
I
IT'otalTotal +40/072,o/bGood
27°1<.
4%
II 2%
57% 680/0
t!
m
-.... )im
Just fair
i
f~~22%1
?% nPoor JI 4% ~;
H
Ii!:
DKINA 2°1<. NC
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
4
LmlQ \l 11 'im'Hilm.tt~.mm.w"lllm\ltltltmililMl~~ n: fli&& nw,~~l1Wi,mh*!'I&illiM~~:Ii ~i!.~Jmmw*m~mmm:mmmU$,':il:',lw.mmmmmttr~r~mn:mt1,<mmmmmmll'mwr"'~~'t.mmm~:twmm~~<mmw<mmmU
Fairbank,
Maslin)
•Mau 11in, San Luis Obispo Voters Have
Metz&
Associates
Become More Critical of the City's
Management of Funds
2005 Job Ratin91 2010 Job RatingL +1-0/0 Chan~Managing Funds Managffig Funds
Excellent
23%
TotalTotal 9'°.,1,.
40 -viO.01 .. ,·.1049%,Good
Poor 114%
Ii
330/0
14°k
44%
Just fair 27°k 4ft ~
21%
o KINA 12°k 2'..,0/-/0
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
II, r / '. ... ... \ 5~lU&Wit14<U\,,_ .> l\.!lli'ihiMl..$.#Mwwn»~&m'11 2til1~~g\~,~\mm"iIlSWAWI"~r.~~~mm'W".df~'m,:!~,mWj:ll'ffi~tQIWll:~1l~1Ilmmmr~:·:1rm:::,~mnt..,:t.t:W%lrrWllltm~~1l' //~
. i.\
'--./Fairbantc ,. . ...
Maslin,
.Maullin, Pluralities of San Luis Obispo Voters Have
·Mc<J(1-&
Associates Critical Opinions of The City's Efforts to Plan
FM3" for the Future in an Era of Reduced City
Revenues and to Negotiate Fair and Affordable
Pay and Benefits with Local Public Employees
2010 2010
Planning for Future N!rnotiating Pay and Benefits
Excellent Total Tota,'
3;6o/n 28°/0Good 21% 18°1'0
', ·128°1'0Just fair 280/0
Poor 20°1'0 21°1'0
DKINA 240/017°1'0
0% 20% 40% 60% 80% 0% 20% 40% 60% 80%
6
Fairbank,
Maslin,
Maullin, All City Departments and Programs Tested in the
Metz& 2010 Survey Have Positive Evaluations But Some 4ssor:iates
are Little Known and Most are Lower than 2005
(* Not Tested in 2005)
1%
6%
·.200/0 .
g%
.40Ofo
City economic development
programs 23°./0 * 21% 15% 41 %
( , ~ , " 7~tmmmmm:ililtQ1r~\'ffltimIOO1~m11t.iu.ws.mml1tmmm~~m:ll~~\,\Wllr ~~mll'r~;l:;lmW:WS~:\I'tt\tmm$'x;;mia... hoed i :Ii 1m' ..1?'~~~~ \m;~
I \...,,/ c'--..c /
'11 1P' atro;»,«,
Maslin, City Voters Give High Satisfaction RatingsMaullin,
Met~& for Key City Services in 2010, and RatingsAssociates
are Generally Comparable to 2005
( 1 to 7 Sale; 1 = "Not At All Satisfied;" 7 = "Very Satisfied;"
*= Not Asked 2010,' "<Asked Only 2010)
U)§L;i1feli%%tf.ittfmi:~:';l!;ii>,,·t -;-,\;~~;A I ;''"'701 .'ih·.,;;'1Street lighting repair and maintenance **
Fire and emergency medical services response 6.0 I, 13%
time
Maintenance of public parks
Fire prevention and protection
Police protection in local neighborhoods
Protection of open space
~,:-{:"."'/'-
28%25°/~[5.3Building and safety code enforcement
.2;' ~
Recreation opportunities and programs at city 5.2 100/0'1 130/0parks
IW&',;<-Ri'~W/.~<W"":(;;:';~, "" ,.,-. ;n,~ "i'i--Z
"" " " -
5.6 5%
5.5 16%>
5.5 3%
5.4 11 %
'
, I ,
8
mmiJ%WMr@j'4~NJilJJl~mm<jlfl:l~ruilP',;;~~~r~~rf,Jj'j~~llNifmmmjr>!::w..Jtm:~~""'<jfij~m~rri;';~.ili j'jm;;1jWli%t~; i i: : iir~=<i ~~( ;;;'''' ~Z~':H;;' \:,' ;r;;;;m'';:ii;:?i!l!~~ W~;n'j;7i:;m::2iili#;j;;~W11i->Jjfc1;"H~!f;;;;mmiWimr.;::rM;;r;;;;1;ml&ml,!w,;;1Zji;!;;ii§~
Fairbank,
·ltlaslin,
Maul/in.
.Metz& Continued
As;~Ociat(?Ji .
5.0 I; I\.. 8% I :~~jDowntown improvement prog rams if
m
Senior citizen services 5.0 45%) I I
m
~ ~ mit,
City support for the Laguna Lake Golf Course 4.9 500~ I I
I Iiii
Flood protection and storm drain maintenance 4.9 15°~
illStreet repairs and maintenance 4.6 1% I ~
I ~
0~V~ ';:,':Repair of broken sidewalks 4.5 I '1'1 5% I I'i
ki
':', ':~':.'
I iii..;-,1\.. . t;;City economic development programs 4.4 I I 31°~
W
Programs to improve neighborhood quality of I ~ 4.4 27°~life
Traffic management to reduce congestion 4.4 I 3%
9~(~~ ;;om ~~~~... ~ lIi£tmJ§Jt~:: .~-RillI1~l.~~~~~.eW~(a.r:~fJ,jl~~!t. )m
'--"' /
I
'-...,.' ,/Fatrbraik,
Mas}in,
Maullin.. 2010 City Voters Are Reluctant to Recommend
Metz& Major Cuts in Most Programs .... AssQciales ~
m ~
10
90%
I
1%
I
5%
I
3%
87% 5% 4% 3%
-
86%
I
4%
I
8%
I
3%
82% 5% 5% 9% -
77% 10% 10% 2%
76% 7% 12% 5%
75% 14% 9% 2%
75% 8% 16% 1%
72% 5% 8% 15%
72% 14% 9% 4%
.. 71% 19% 5% 6%
68% 11% 7% 14% -
68% 18%
68% 16%
49% 36%
City economic development programs
Protection of open space
Recreation opportunities and programs at city parks
.Senior citizen services.
Programs to improve neighborhood quality of life
Repair of broken sidewalks
Street repairs and maintenance
Flood protection and storm drain maintenance
. .
Downtown i rnprovernent.proq rams
Building and safety code enforcement
Traffic managementto reduce congestion
.... ~~:t~(~:lJ,pport for the Lag u~qLakeGolfCourse· -:
Fire and emergency medical services response time
F"tre preventionand proteetlorr
Maintenance of public parks
.. Police protection in localdeighborhoods
1£i¥Xf;U&1' &'*"**i 1~ lWJbU:i~~tIiaI!w.muw 5l' !~ll~W%W !WJi!iiJitIGXUi."WP.M' f ~mlLl\'i~~.l\mm{i>U:i~wmmr&"~~~
9% 5%
10% 6%
3% 13%
Fairbank,
Maslin, Volunteered Response:
'MauUin, . Metz& ..
. Aseociates
j.;·"i-:.'
Most Serious Issue Facing City of San Luis Obispo
Residents that Respondents Want City
Government to Do Something About
Affordable housing
NolhiQgln,€>'serious issues
Too much growth and development
Traffic CO fl §:esti on
Business development/economy
.~obslune;rn:~loyment
Waste and inefficiency in City government
.N~ighbc>rhobdquality of life
Police services
CitY~!-1dg~tfl()ss:of funds/need,•• r-n0,e~Jl.Ir1Cis
Open space protection
YO,uth's,ervt;ices
Keeping businesses in town
Sfreetlsid$walk repairs
City employee pay and benefits
Other'
DKlNA
ll! ~ " ~~ / \
140/0
13%
g0,fo
g0,fo
8%
7°,fo
6°,fo
6%
4°,fo
3°,fo
3%
3%
2%
2%
1°,fo
3°,fo
gO/O
kr ~ ~ ~
Im
,
,Ii
~
m l'lli ~
,~
~
ill
~
illvA
I
III
m
m
I
~
IIi!I ~ &
m
" 11@t ttmllill!l~!?JD'lf 'lIi~ "WI" JilI1I:, ,UJ. CUM ill ~,,~Z!ift~~~:em"@~1. pmmm}zmw~~
"-,,~ ,,"
(
Fairbank:
'Maslin,
Maullin,
Metz&
Associates
" FM3
Responding to List Provided:
City Voters Say Middle Class Housing Availability,
Job Availability, Homelessness and Transients and
State Budget Cuts Are Currently the Most Serious
Problems for City of San Luis Obispo Residents.
Many are Also Concerned About
"Waste/Inefficiency" in City Government
The availability of affordable housing for middle-class
families
The<a\J~ilabilifyof stable,go6clpaying jobs inthel()6~r;9rea .
Homelessness and transients
43%
41%
33%
86%
82%
75%
10%
12%
24%
4%
6%
1%
Statebudgetcutsthat reduge the money available to cities
.toressenttal.services.suehas.pol ice and fi reprotection 29% 65% 29% 6%
Waste and inefficiency in City government
·.l:he".9tnount 'of taxes andfe~~·;fD.eople have to pay for·tity
.s.erVices· '. .
26%
20%
55%
44%
34%
49%
11%
8%
Alcohol-related crimes and problems
t0C>rrluch growth and developtnent
19%
19%
59%
41% I
40%
58%
1%
I 2% I
12
Fairbank,
",Maslin,
Mllullin,
,'j\!elz& ContinuedAssdeiates
Crime in general
Traffic congestion
Lossofopen space
City streets in need of repair 17% 53% 46% 0%
17% 38% 60% 2%
17% 34% 61% 5%
14% 30% 51% 19%
13% 37% 62% 0%
10% , 29% 64% 6%
9% 32% 68% 0%
'8% 33% 66% 2%
8% 19% 80% 1%
5% 12% 76% 12%
4% 13% 56% 31%
2% 6%
1
77% 1 16% I
13
~mw~'»:.lJm
/-/
(
\\'~~~ 11 till "mmlt.'WPMf( ilf&:~t,~';!tr~.:L%"il\lOO\w:mmmmnm~mflmmnwcmlmmWW\:w;"~
\.~
, '
Thefime ittakesfor,fire.fight,ersto respond to s~ryjceca!ls'"
The availability of senior services
The time it takes for police to-respond to service calls
Maintaining a good quality of life in local neiqhborhoods '
Access to quality health care
rhequalifyofpubliC schools '
, ,
Fnefficientstqrm drainaqe'thatleads.to flooding'
<'The',availaeility of recreat,i9r1'.·Pfograms' '
~(
I
.\
Fairbi.nlk, v-,
Maslin,
Maullin,
Metz& Volunteered Response:
.~~8ociales Most Important Thing City Government
Can Do to Improve City Services
14
Fairbank,
Maslin,
Jf1aullin,
Meti&
A,$$qciates Measure Y Current Awareness/Recall
DKINA Aware, heard
a lot 2%
Unaware,
haven't
170/0
";"i'·t"j~~;,· '·1"heard about T.'···0 :fa
it Aware.41%
57%
Aware, heard
a little
40%
ibumwz:m!b '~~IW..u;mahiM ~.m>:.mxx;;xwmaw~~mM:iA\MMl\WAAt\\Ml.l1llm:1r' mmoorM"@1.\il8l:iUll~mwmt"*,}~~1m'.ll!t~:lW$lim~.~~,.r~ ,~~PI! tt
l J
'-...-' ,-,/
I
Fairboak,
.Maslin,
Muullin,
,Metz& If Aware/Recall Measure Y,
Associates How Voted in 2006
Did not
vote/can't
Voted, can't
recall
how/refused
20%
recall if voted
170/0
Voted No to
oppose
160/0
Voted Yes in
favor
47 ok
16
Fairbank,
Maslin,
-Maullin.
.. j How Would You Vote If Measure Y
Meti.&
... A;ssQciates Renewal Election Were Today I
ii
~
I
M
Probably Yes I
~21%
~
m
1'1
I
~
11
illProbably No ~X~i%i,$~W~'~ R
100/0 r,J
Total No II
29°A» II
M
Definitely No
190/0
Definitely Yes
43%
Need more
info/DKlNA
7%
I!I ./. """""--__, '''''''''''''''__''''''''_( '-"-_,,''''JI'~'''''''''''_tt__1W'''''''''__>:''''= 17\, r
. ,,~.,./ '-, ""'"
. {
FairBtrrlk,
.lj.1asli11.,
.:Maullil'l,
Metz&
.Associates Top Five Volunteered Reasons for Yes/No
on Measure Y Renewal Today
I 36%) I I Taxes are high enough/pay enough ° City needs more revenue/funds taxes I 28 Yo
Don't want extra sales tax/don't I 21%)thihktaxes should be increased
I 16°Jia I I Not being used for what it was Continue with city services I 15%
supposed to be used for
.City gets plenty of moneyIt hey don't
I need the money I 9%
Difficult times now with economy, don't I 7%5°Jia ICity spends way too much money want financial problems later
Don't know I 80/0
18
High
Medium
Low
57%
770/0
640/0
38%
120/0
28%)
5%
120/0
8%)
·Fairbank,
.Mas lin ,
Mllullin,. ".. First Ask Measure Y Renewal Vote by Mgt~&·
A,s~.(j)(:iat es
Demographics
23%70%Democrat 8°!cJ
Republican 410/0500/0 10°!cJ
DTS/Other 250/070°!cJ 4°!cJ
~mmwMt-\lil.+' ~~ i:ii:\~~~~~ IS il ;$[' ·~I\l~mm:.i'£rffi~'~~~~$.::aJm~~;'r«:m"":>MR'W~-rf.Wm'..ffiW.(ft~~~ mffim
~~j '--/'
19
D '1~ ~j "'-......_-_. ralrvmuc~
Maslin,
Maullin, ContinuedMetz&
Associates
Conservative
Moderate
Liberal
55%>
70%
69%
38%>
24%>
25%
8%
6%
6%>
Conservative 18-49 62% 32%
Conservative 50+ 46% 44%>
20%Moderate 18-49 75%
Moderate 50+ 62% 31 %
Liberal 18-49 65% 28%
Liberal 50+ 75% 20%
6%
10%
5%I
7%
7 %
I 5 %
20
Fairbank,
Maslin)
Maullin,
ContinuedlVletz&
Associates
~J
i•
IE
I
I m
i~
m
ti
Latino
Non-White
80 %
73 %
17%
21 %
3%
7%
$0-$50K 61 % 29% 9%
$50K+ 69 % 26% 5%
1,}7%White 63 % 30%> i
I I ~
m ~ ~ f;
~ ~
m l:'~
9%
I I __~ //~_;..J.21
52% 39%Rf d e.use I i~\\!ll_",.mrr!ll%m_~",,....Ilk --;:;/ _m .....M.. , ,'" "''''_~. _
" ,', ,\ ' ~a"irbcmk~
,Maslin,
Maul/in,
M¢tz&
,Associates
Continued
10%27 %
5%24 %
7%38%
5 Years or Less 63%
6-20 Years 70 %
21+ Years 55 %
14%
No 61 % I 33% I 6%
m
I
~
I
~
~
In
I'
;!
fl m ~ ~jl
~ ~i m ~
m Ii
;<" ~
22
Fairbank;
Maslin,
Maullin,
ContinuedMetz.&
4s:sor;iates
Yes, A Lot 48%) 40% 11 %
Yes, Little 66% 32% 3%
No 68% 22% 10%
Excellent/Good 76%) 19% 5%
Fair/Poor 50°!c> 39% . 11 %
~W{r ~ fu~\7 ;;;;;U;:;:;Wj!lt~l\'\ll.~imCH~lWt.\!! i ~~~mmoo.~.:mrrr~mmmOOU~'il!\'.rr..~4'.mmm~''''''''!:;'~\\mr,$'-z,m~~K~tm9~~ rr~
~ ........"',.../ "..
23
Fairb\nik,
Maslin)
Maullin,
Metz&
Associates
~ EMS
Messaging Has Little Net Effect on
Measure Y Renewal Vote
-Total Yes """,-Total No NMI/DKlNA
100OJ.lI
,
I
64°,'0
69%
620/0
-
n 29% 26% 300/0
,
D 7% 5% 7°,'0
,
D
Total Yes
Total No
NMIIDK/NA
Initial Vote
64%
29%
7%
After Statement in Favor
69%
26%
5%
After Opposing Statements
62%
300/0
7%
Fairbank,
Maslin,
Maullin, Effectiveness of Arguments in Favor
Metz&
Associates of Renewal of Measure Y
(Mean Score: +10 = All Voters Say "Much More Inclined Yes;" -10 = All Voters Say "Much Less Inclined Yes" or "Don't Believe ')
Renewal of the local sales tax gives San Luis
Obispo more local control and keeps local tax
dollars here to pay for essential services, such 64% 8%32% 28% 4.0
as police and fire protection, senior programs,
park maintenance, and street repair.
The State has taken $30 million from the City of
San Luis Obispo over the past decade that
otherwise would be spent on essential City
services. The City sales tax is a locally
controlled revenue source that makes up for
some of this loss and allows San Luis Obispo to
stretch its dollars to meet basic local needs.
Renewing this local tax is essential to
protecting the vital local services we all rely on.
30% 62% 9% 28% 3.6
~4tlf iIlld lIUI't !amr r ~il\ ad til tfMIMH~ l' !mW~ ;;au ~ lWmsf ~"8t'P'.P7W 'I lWltm:mw:ut as ilIllllili!ilfubU&iilt\MJi\WL~_ii ft!'l!Wi%'iM:mmlm~wm::.l~)}':m':'~~.mun1l~~~ 25
~ '-~./
. I
. . ( .
Fl:i;irb"q-dk,
lvfaslin J
:'A1aullin j
Metz& .Continued
Associates
""""':','"''
preservation.
Two thirds of the funds provided by the local
sales tax go into capital improvements such as
storm drains, new streets and traffic signals and
open space acquisition. But the task is not
finished. Renewing the local sales tax will allow
the City to continue making necessary capital
improvements to enhance the safety and quality
of life in San Luis Obispo.
In these difficult economic times, the local sales
tax has allowed the City to avoid even deeper
cuts in essential services while still making
progress in high priority areas such as street
paving, traffic congestion relief, flood protection,
public safety, senior services and open space
27%59% 14% 3.028%
Ii w
w
m
m l<"
I ~ I
)jl
I ill
J ~
m
m12% 29% 3.159%27% m
Iii
I\!
w
Fairbank;
M'tisiln, ...
···Mtlullin.
Metz& Continued
Associates
Crime continues to be an issue in San Luis
Obispo and calls to the police continue at a high
volume. Without renewal of the local sales tax, 26% 26% 1.124% 48%rather than have an adequate police force, we
would have to cut back the police force even
more.
Traffic congestion in San Luis Obispo continues
to increase significantly. Without renewal of the
local sales tax measure, the City would not have
the money needed to make streets safer and
reduce traffic congestion.
25%44% 31%23%
(
l..~~~~~~~U &~
\,"--~/
0.8
{
·\
Fairb(1l1k)
'Mqslin,
Maul/in. Effectiveness of Arguments in Opposition
Metz&
1:§sociates . to Renewal of Measure Y
(Mean Score: +10 = All Voters Say "Much More Inclined No;" -10 = All Voters Say "Much Less Inclined No" or "Don't Believe '')
Binding arbitration on police salaries has lead
to big increases, which cost taxpayers
additional millions each year. Renewing the I 23% I 45% I 23% I 32% I 1.2
local sales tax just lets the same practices
continue with no real accountability.
City government would not haveto ask voters
to renew the local sales taxifit did not overpay
its ~mployees and give ~hemtoo m~ny benefits. I
18% I 35% I 29% I 37% I -0.2Voting no on renewal will drawthe line and
force the City to cutspendingonpersonnel
costs.
Even if the City says this tax doesn't cost
taxpayers very much, taxpayers are being
I 18% I 32% I 30% I 37% I -0.6nickeled and dimed to death and just can't
afford to renew this City sales tax.
Thlelocal economy is strugg'ling with double
digitunemployment and the state has a twenty
billion dollar-plus budget deficit. We should be I 16% I 29% I 29% I 41% I -0.7
..": ". .
repealing this local tax, not talking about
renewing it. .
I I I I I I
28
#l';:J~iWiiZ12$~~;m;ilml>~!jHlllii~~mJiim~m'~~~,*~"i!f%;j;%iiwmmmmlm)j;;;~':~i%'W!m~;@ i; ; '2 i;~ i',*;mwmr,i';;i,:; " ; ' ! i;~';i "L~ _: J'% ;!W~ ir.;: ;::;rZ~ i ; i i ;;V '! ;; :; ; ; ;; ;; ; '( ~ : ;~i ;;;<!;Y£WmF..,'mR'i ' ;~1; !i1 ;Y;*Ht;i'l , ;; '" ;';;;:;';m;!3-7.:!;,'Wgmr~
Fairbank,
Maslin,
. 1¥faullinj Continued
'Met~&
A$s(),cicttes
The City admits that renewing the local sales
tax will not improve City services. In fact, the
City is simply saying that they will continue to
give us less but charge more for it.
The City is just crying wolf. It says it has
already had to drastically reduceessential
services, such as road repair; park
maintenance, and police and fire protection
because of budget cuts, but-there has been no
. noticeable change in services or our quality of
···.Iife.
City government hasn't used local sales tax
revenues in the ways it promised. Renewing
the local sales tax just lets city bureaucrats
continue to ignore their promises.
City government is trying to scare us into
rel1~wing this tax increase. In reality, the City .
baspJenty of money andjust.rieeds to manage
.itbetter and stop wastingthei;noney it already
.Hi::as ...
15%
14%
14%
13%
31%
31%
29%
27%
35%
31%
28%
32%
33%
39%
42%
42%
-1.2
-0.8
-0.7
-1.3
~''''''f! t::\&MI 1 '" Tm<W mmmm'UlUli W' lL"tmnn \'&ttWiJC:WUt&tlUjH\ mwMUilUik ill
(
Q~'
\
.~ !~trm liilt~~;U!:.~~~«{~:mm:W~iTffill~~~
29
"""" ~/' _/
"-..,~JFair!JCfdk,
Maslin,
Maullin,
,Metz& Consistent Voter Analysis Shows Slightly
Associates Less Than a Quarter Are Swing Voters
Consistent Yes
Swing Voters
(Inconsistent
and Consistent
OK Combined)
23°1'0
V 56%
Consistent No
21%
30
Metz&
.A...~sociates
.Fairbank,
Maslin,
. Maullin, Demographic Profile of Swing Voters
". . .; .....,.. .. .. .
[)'emog:raphie::Gr():~:p . '. .SWingXt'Pters··.·· Oonslstent Yes
" . . ......... ...,.. ......,.,.....,..
AI/ Voters 100% 100%
Likely June Primary Voter
Yes 37% ·47%)
No 63% 53%
Likely November General Voter
Yes 55°!c> 60%
No 45% 40%
Past Vote Frequency
High 51°!c> 40°!c>
Medium 19% 18%
Low 26°!c> 31%
Political Party
Democrat 43°!c> 49°!c>
Republican 41°!c> 19°!c>
DTS/Other 15% 32°!c>
1m 1 ~(' ~~~Jml~~:Iffl1~1ID1Hltll!lltv..mt!1I~~~i:1l11l~
'v, ~ '<, ..-./
Consistent No
100%
54%
46°!c>
60%
40%
38°!c>
30/0
45%
22%
51%
27°!c>
,~ ~/
31
~
\ . ~Fairbank,
.Maslin,
'Maullin,
ContinuedMetz&
.. ·4,;,YsociQles
r" . Demographic Group
...': ....... ,
Swing.Vo,ters Consistent Yes Consistent No
Political Outlook
Conservative 33% 27 % 49 %
Moderate 28% 30 % 19%
Liberal 36 % 420/0 29%
Ideology by Age
Conservative 18-49 18% 17% 26%
Conservative 50+ 14% 10% 23%
Moderate 18-49 15% 19% 8%
Moderate 50+ 12% 11 % 11 %
Liberal 18-49 24 % 24 % 21 %
Liberal 50+ 12% 17% 8%
32
Fairbank,
Maslin,
Maullin, ContinuedMetz&
A.$sociates
Demographic' Grroup
, "
Gender
Men
Women
Race/Ethnicity
White
Latino
Non-White
Education
Non-College
College+
Age
18-49
50+
Income
$0-$50K
$50K+
Refused
Swin:g:.'Voters
39%)
61%)
8%
800/0
140/0
42%
56%
600/0
380/0
52%)
35°.10
13%
Consistent Yes Consistent No
51% 59%)
490/0 41%
8%) 4%>
880/0 92%)
10% 5%
430/0 48%
56% 52%)
61% 570/0
380/0 43%
370/0 360/0
53% 470/0
10°.10 18°.10
,j
'ttll:~~~~~\l.m'1lur:lmtr.-f%l:m:{~'W4':!M@m~~Xi'QW$~\
__Irr~'-,• \
ml&<& "Wf&4i"'1\fulUt(!MlU.r~
"-..~. ,/"'--./
Fa irbc»k,
Maslin,
.Maullin,
Metz&
Associates
Continued
.:..
.Dem ograpJll<;;:~roup
..." "","",. ':',","';." " .
:.s""iil'lg:~(jte rs Consistent Yes Consistent No
Years in City of San Luis Obispo
5 Years or Less 38%> 27% 29%>
6-20 Years 34%> 47%> 360/0
21+ Years 27% 260/0 34%
Own/Rent
Own 42% 55%> 530/0
Rent 520/0 44% 45%>
Children 19 Years or Less at Home
Yes 170/0 20% 240/0
No 800/0 80% 76%
Full-Time Student at Cal Poly or Cuesta
Yes 23%> 25%> 11 %
No 74%) 74%> 89°!<l
34
I
Fairbank,
Maslin}
"Maul/in.Continued,"¥etz&
,Associates
,t
',' ,"
DemograrJ'l'1l~c;:l"oup Consistent Yes Consistent NoSVVingt,!()fers"",,',,,::"".,"'"
Aware of Measure Y
Yes, A Lot
150/0 270/0130/0
45%Yes, Little 32% 410/0
44°!c>No 23°!c>51°!c>
San Luis Obispo Job Rating Providing Services
Excellent/Good
69% 78% 56°!c>
Fair/Poor 290/0 19°!c> 44°!c>
San Luis Obispo Job Rating Managing City Funds
Excellent/Good
23% 31°!c>50°!c>
Fair/Poor 62°!c> 35°!c> 66°!c>
W_'<lmm.i'l~l~lW~r,~~\Wt~~~,~~IIll.llU.lli1t~.mm~~ ,~~~i~ffim"'.J:m'limtlmrr'~~~.,t<illl.w:mm!.m~M~n\'~~':%11;mni~'.:.f:l:~t:tirff<_~rr,'W!lm':"~::;~~rrmn~~ mmrm
';-.."'.""'" '-....... __/
35
1III1lII.1II11l1ll•••••••IIIIl11.!II¥&IIlII••IlII.&.gglll!i!I.lII!lII~ F F
\ "--=---'/ '-,---/"
San Luis Obispo
Citizen Satisfaction!
Measure Y Survey
Summary ofResults
June 2010
Fairbank, Maslin, Maullin; Metz & Associates -FJ\13
Public O]Jifli'ont~¢search·& Strategy
~2Q~44~
.I
Section 11
Background Materials
OTHER BACKGROUND INFORMATION
--
2011-13 Financial Plan Calendar
October 19,2010
November 4,2010
November 10,2010
November 17,2010
November 18, 2010
December 1,2010
December 14,2010
December 17,2010
December 30, 20I0
) January 3, 2011
January 7,2011
January 10, 2011
January 11,2011
January 12,2011
January 14, 2011
January 18,2011
January 25,2011
(all day)
January 24,2011
January 27,2011
January 29, 2011
Special Workshop
8:30 AM to 4:00 PM
)January 31,2011
February 1, 2011
February 9,2011
Council
Finance
SPT
Departments
Departments
Finance
Public Works/Finance
Departments
Council
Departments
Departments
Finance
Departments
Budget Analysts
Departments
Council
CIP Review
Committee
CIP Review
Committee
Finance
Department Heads
Finance &
Departments
Finance
Council
Departments
Council
CIP Review
Committee & BRT
• Reviews results of General Fund Five-Year Fiscal Forecast
• Begins sending letters inviting participation in goal-setting process to
community groups and interested individuals; and begins inserting
Community Budget Bulletins in utility bills.
• Distribute Service Prioritization Project instructions and template.
• Begin Service Prioritization Project
• Submit advisory body goal recommendations to Finance & IT.
• Distributes consolidated listing of draft recommended goals to
advisory bodies for their review.
• Issue CIP budget instructions
• Complete status of General Plan programs; long-term CIP; status of
current goals & objectives; status of current CIP projects; and General
Fund "maintenance-only" CIP.
• Holds workshop on status of General Plan and programs, long-term
capital improvement plan (CIP), Major City Goals, objectives and CIP
projects; general fiscal outlook.
• Finalizes goal-setting process; considers Financial Plan policies and
organizati on.
• Submit Service Prioritization ranking worksheets to Finance
• Submit any changes in advisory body goals to Finance.
• Receives written comments from community groups and interested
individuals, and any changes in goals from advisory bodies.
• Complete final fleet replacement requests due
• Complete draft non-jleet CIP requests. Due to Department Head for
prioritization
• Complete evaluation of Service Prioritization Project rankings and
assess consistency across departments.
• Draft CIP requests (approved by Department Head) requiring review
due to IT or Engineering.
• Holds community forum at the Ludwick Community Center.
• Review fleet replacement requests with departments; prepare
recommendations for City Manager
• Provides any final comments to Finance on fleet replacements by noon
• Summarize, compile and distribute final fleet replacement
recommendations to City Manager
• Present audited financial results for 2009-10 to City Council
• Prioritize program values & identify reduction candidates
• Distributes and holds briefing on 2009-11 Budget Instructions.
• Distribute consolidated Council member goals.
• Holds goal-setting workshop: discusses candidate goals presented at
January 11 community forum; discusses Council member goals
distributed on January 27; prioritizes and sets major City goals.
• Complete final CIP budget requests. Due to Finance for distribution to
CIP Review committee
• Finalizes goals and priorities (if needed).
• Review CIP requests with departments
February 10, 2011 CIP Review & BRT • Prepare CIP recommendations to the City Manager
February 10, 2011 Departments • Operating budget reduction targets provided
February 22,2011 Council • Considers mid-year budget review.
(speci~1 meeting)
March 1,2011 Departments • Complete operating budget requests, major City goal work programs
and any revised or added CIP requests to reflect Council goals and
objectives; and department revenue estimates.
• Submit operating budget reduction options
March 10,2011 Department Heads • Review and prioritize reduction options
March 14- March 18 Operating • Hold initial review of operating budget requests, reduction options and
departments/BRT/City major City goal work programs with operating department
Manager representati ves.
March 21, 20 II Finance • Summarize results of 3/14-3/18 budget reviews for distribution to BRT
and City Manager.
Budget Review Team • Review financial position and craft SOPC recommendation for City
Manager.
March 22, 20 II BRT/City Manager • Brief City Manager on major City goal work programs
• Present operating budget recommendations to City Manager
March 23, 20 II Department • Review and discuss City Manager's tentative reduction
Heads/City Manager recommendations
April 12, 2011 Council • Approves detailed work programs for Major City Goals
Special Workshop • Sets strategic budget direction in preparing Preliminary Financial Plan
7:00 to 10:00 PM
April 18,2011 Departments • Revised SOPC'slNarratives are due by Noon
• CIP Re-writes are due by Noon
Finance • Begin work on Appendix B
May 26,2011 City Manager • Finalizes budget recommendations and issues preliminary budget.
June 2, 9, 14,2009 Council • Holds evening workshops to review and discuss Preliminary Budget:
Special Workshops June 2: Overview and General Fund operating programs.
Preliminary Budget June 9: General Fund CIP projects.
7:00 to 10.·00 PM June 14: Enterprise Fund programs, CIP projects and rates.
June 8,2011 Planning Commission • Reviews CIP for General Plan consistency.
June 21, 2011 Council • Holds continued Financial Plan review and adopts budget
June 28,2011 Council • Holds special meeting to continue review and adopt budget if required
Key Council Dates in Bold
2
Goal-Setting and the Budget Process
2011-13 Financial Plan
Council Goal-Setting
Workshop
January 29, 2011
)
/
** October 19, 2010
"Budget Foundation"
Workshop
* December 14, 2010
.-StiiffHiiilgefPreparatioh
Major City Goal Work Programs & Strategic Budget Direction: April 12
Preliminary BUdget: May 26
Budget Workshops: June 2, 9, 14
Adopted Budget: June 21,2011
city Or san lUIS OBISpO
PREFACE
-, BUDGET PROCESS OVERVIEW
/
The City of San Luis Obispo has received national
recognition for its use of a two-year budget process that
emphasizes long-range planning and effective program
management. Significant features of the City's two-year
Financial Plan include the integration of Council goal
setting into the budget process and the extensive use of
formal policies and measurable objectives. The Financial
Plan includes operating budgets for two years and a
capital improvement plan (CIP) covering four years.
While appropriations continue to be made annually under
this process, the Financial Plan is the foundation for
preparing the budget in the second year. Additionally,
unexpended operating appropriations from the first year
may be carried over into the second year with the approval
of the City Manager.
Purpose of the Two-Year Financial Plan
The fundamental purpose of the City's Financial Plan is to
link what we want to accomplish for the community with
the resources necessary to do so. The City's Financial
Plan process does this by: clearly setting major City goals
) and other important objectives; establishing reasonable
-- timeframes and organizational responsibility for achieving
them; and allocating resources for programs and projects.
Major City Goals
Linking important objectives with necessary resources
requires a process that identifies key goals at the very
beginning of budget preparation. Setting goals and
priorities should drive the budget process, not follow it.
For this reason, the City begins each two-year Financial
Plan process with in-depth goal setting workshops where
the Council invites candidate goals from community
groups, Council advisory bodies and interested
individuals; reviews the City's fiscal outlook for the next
five years and the status of prior goals; presents their
individual goals to fellow Council members; and then set
and prioritize major goals and work programs for the next
two years. City staff then prepare the Preliminary
Financial Plan based on the Council's policy guidance.
Financial Plan Policies
Formally articulated budget and fiscal policies provide the
foundation for preparing and implementing the Financial
Plan while assuring the City's long-term fiscal health.
Included in the Financial Plan itself, these policies cover a
broad range of areas such as user fee cost recovery goals,
enterprise fund rates, investments, capital improvement
management, debt management, capital financing, fund
balance and reserves, human resource management and
productivity.
Preparation and Review Process
Under the City Charter, the City Manager is responsible
for preparing the budget and submitting it to the Council
for approval. Although specific steps will vary from year
to year, the following is an overview of the general
approach used under the City's two-year budget process:
First Year. As noted above, the Financial Plan process
begins with Council goal-setting to determine major
objectives for the next two years. The results of Council
goal-setting are incorporated into the budget instructions
issued to the operating departments, who are responsible
for submitting initial budget proposals. After these
proposals are comprehensively reviewed and a detailed
fmancial forecast is prepared, the City Manager issues the
Preliminary Financial Plan for public comment. A series
of workshops and public hearings are then held leading to
Council adoption of the Financial Plan by June 30.
Second Year. Before the beginning of the second year of
the two-year cycle, the Council reviews progress during
the first year, makes adjustments as necessary and
approves appropriations for the second fiscal year.
Mid-Year Reviews. The Council formally reviews the
City's financial condition and amends appropriations, if
necessary, six months after the beginning of each fiscal
year.
Interim Financial and Project Status Reports. On-line
access to "up-to-date" fmancial information is provided to
staff throughout the organization. Additionally,
comprehensive fmancial reports are prepared monthly to
monitor the City's fiscal condition, and more formal
reports are issued to the Council on a quarterly basis. The
status of major program objectives, including CIP
projects, is also periodically reported to the Council on a
formal basis.
Administration
As set forth in the City Charter, the Council may amend or
supplement the budget at any time after its adoption by
majority vote of the Council members. The City Manager
has the authority to make administrative adjustments to
the budget as long as those changes will not have a
significant policy impact nor affect budgeted year-end
fund balances.
- i
POLICIES &OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
AND ORGANIZATION
FINANCIAL PLAN PURPOSE 3. Establishing realistic timeframes for
achieving objectives.
4. Creating a pro-active budget that provides
for stable operations and assures the City's A. Financial Plan Objectives. Through its long-term fiscal health. Financial Plan, the City will link resources with
results by: 5. Promoting more orderly spending patterns.
6. Reducing the amount of time and resources 1. Identifying community needs for essential allocated to preparing annual budgets. services.
2. Organizing the programs required to C. Measurable Objectives. The two-year
provide these essential services. financial plan will establish measurable
program objectives and allow reasonable time 3. Establishing program policies and goals, to accomplish those objectives. which define the nature and level of
program services required. D. Second Year Budget. Before the beginning of
4. Identifying activities performed 111 the second year of the two-year cycle, the
delivering program services. Council will review progress during the first
year and approve appropriations for the second 5. Proposing objectives for improving the fiscal year. delivery of program services.
) 6. Identifying and appropriating the resources E. Operating Carryover. Operating program
required to perform program activities and appropriations not spent during the first fiscal
accomplish program objectives. year may be carried over for specific purposes
into the second fiscal year with the approval of7. Setting standards to measure and evaluate the City Manager. the:
a. Output of program activities. F. Goal Status Reports. The status of major
program objectives will be formally reported to b. Accomplishment of program
the Council on an ongoing, periodic basis. objectives.
c. Expenditure of program appropriations. G. Mid-Year Budget Reviews. The Council will
formally review the City's fiscal condition, and
B. Two-Year Budget. Following the City's amend appropriations if necessary, six months
favorable experience over the past twenty-four after the beginning of each fiscal year.
years, the City will continue using a two-year
financial plan, emphasizing long-range H. Balanced Budget. The City will maintain a
planning and effective program management. balanced budget over the two-year period of the
The benefits identified when the City's first Financial Plan. This means that:
two-year plan was prepared for 1983-85
continue to be realized: 1. Operating revenues must fully cover
operating expenditures, including debt
1. Reinforcing the importance of long-range service.
planning 111 managing the City's fiscal
2. Ending fund balance (or working capital in affairs. the enterprise funds) must meet minimum \ 2. Concentrating on developing and budgeting ) policy levels. For the general andfor the accomplishment of significant
enterprise funds, this level has beenobjectives.
5
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
established at 20% of operating
expenditures.
Under this policy, it is allowable for total
expenditures to exceed revenues in a given
year; however, in this situation, beginning
fund balance can only be used to fund capital
improvement plan projects, or other "one
time," non-recurring expenditures.
FINANCIAL REPORTING
AND BUDGET ADMINISTRATION
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.
GENERAl-, REVENUE MANAG~MENT
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 anyone 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 neede.
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 Director of
Finance & Information Technology 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 fmancie
resources by the end of the fiscal year.
6
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
In summary, interfund transfers result in a
change in fund equity; interfund borrowings do
not, as the intent is to repay in the loan in the
near term.
From time-to-time, interfund borrowings may
be appropriate; however, these are subject to
the following criteria in ensuring that the
fiduciary purpose of the fund is met:
1. The Director of Finance & Information
Technology is authorized to approve
temporary interfund borrowings for cash
flow purposes whenever the cash shortfall
is expected to be resolved within 45 days.
The most common use of interfund
borrowing under this circumstance is for
grant programs like the Community
Development Block Grant, where costs are
incurred before drawdowns are initiated
and received. However, receipt of funds is
) typically received shortly after the request
for funds has been made.
2. Any other interfund borrowings for cash
flow or other purposes require case-by-case
approval by the Council.
3. Any transfers between funds where
reimbursement is not expected within one
fiscal year shall not be recorded as
interfund borrowings; they shall be
recorded as interfund operating transfers
that affect equity by moving financial
resources from one fund to another.
USER FEE COST RECOVERY GOALS
A. Ongoing Review
Fees will be reviewed and updated on an
ongoing basis to ensure that they keep pace
with changes in the cost-of-living as well as
changes in methods or levels of service
delivery.
In implementing this goal, a comprehensive
analysis of City costs and fees should be made
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
7
I
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
negative feature is especially pronounced, 5. Collecting fees would discourage
and works against public policy, if the compliance with regulatory requirements
services are specifically targeted to low and adherence is primarily self-identified,
Income groups. and as such, failure to comply would not be
readily detected by the City. Many small
4. Feasibility of Collection and Recovery. scale licenses and permits might fall into
Although it may be determined that a high this category.
level of cost recovery may be appropriate
for specific services, it may be impractical D. Factors Favoring High Cost Recovery Levels
or too costly to establish a system to
identify and charge the user. Accordingly, The use of service charges as a major source of
the feasibility of assessing and collecting funding service levels is especially appropriate
charges should also be considered 111 under the following circumstances:
developing user fees, especially if
significant program costs are intended to be 1. The service is similar to services provided
financed from that source. through the private sector.
C. Factors Favoring Low Cost Recovery Levels 2. Other private or public sector alternatives
could or do exist for the delivery of the
Very low cost recovery levels are appropriate service.
under the following circumstances:
3. For equity or demand managemei. )
1. There is no intended relationship between purposes, it is intended that there be a direct
the amount paid and the benefit received. relationship between the amount paid and
Almost all "social service" programs fall the level and cost of the service received.
into this category as it is expected that one
group will subsidize another. 4. The use of the service IS specifically
discouraged. Police responses to
2. Collecting fees is not cost-effective or will disturbances or false alarms might fall into
significantly impact the efficient delivery of this category.
the service.
5. The service is regulatory in nature and
3. There is no intent to limit the use of (or voluntary compliance is not expected to be
entitlement to) the service. Again, most the primary method of detecting failure to
"social service" programs fit into this meet regulatory requirements. Building
category as well as many public safety permit, plan checks, and subdivision review
(police and fire) emergency response fees for large projects would fall into this
services. Historically, access to category.
neighborhood and community parks would
also fit into this category. E. General Concepts Regarding the Use of
Service Charges
4. The service is non-recurring, generally
delivered on a "peak demand" or The following general concepts will be used in
emergency basis, cannot reasonably be developing and implementing service charges:
planned for on an individual basis, and is
not readily available from a private sector I. Revenues should not exceed the reasonabl
source. Many public safety services also cost of providing the service.
fall into this category.
8
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
2. Cost recovery goals should be based on the
total cost of delivering the service,
including direct costs, departmental
administration costs and organization-wide
support costs such as accounting,
personnel, information technology, legal
services, fleet maintenance and insurance.
3. The method of assessing and collecting fees
should be as simple as possible in order to
reduce the administrative cost of collection.
4. Rate structures should be sensitive to the
"market" for similar services as well as to
smaller, infrequent users of the service.
5. A unified approach should be used in
determining cost recovery levels for various
programs based on the factors discussed
above.
) F. Low Cost-Recovery Services
Based on the criteria discussed above, the
following types of services should have very
low cost recovery goals. In selected
circumstances, there may be specific activities
within the broad scope of services provided that
should have user charges associated with them.
However, the primary source of funding for the
operation as a whole should be general-purpose
revenues, not user fees.
1. Delivering public safety emergency
response services such as police patrol
services and fire suppression.
2. Maintaining and developing public
facilities that are provided on a uniform,
community-wide basis such as streets,
parks and general-purpose buildings.
3. Providing social service programs and
economic development activities.
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
Mid-Range Cost Recovery Activities
(30% to 60%)
f. Classes
g. Holiday in the Plaza
h. Major commercial film permit
applications
9
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
Low-Range Cost Recovery Activities
(0 to 30%)
I. Aquatics
J. Batting cages
k. Commun ity gardens
I. Junior Ranger camp
m. Minor commercial film permit
applications
n. Skate park
o. Special events (except for Triathlon and
Holiday in the Plaza)
p. Youth sports
q. Youth STAR
r. Teen services
s. Senior/boomer services
4. For cost recovery activities of less than
100%, there should be a differential in rates
between residents and non-residents.
However, the Director of Parks and
Recreation is authorized to reduce or
eliminate non-resident fee differentials
when it can be demonstrated that:
a. The fee is reducing attendance.
b. And there are no appreciable
expenditure savings from the reduced
attendance.
5. Charges will be assessed for use of rooms,
pools, gymnasiums, ball fields, special-use
areas, and recreation equipment for
activities not sponsored or co-sponsored by
the City. Such charges will generally
conform to the fee guidelines described
above. However, the Director of Parks and
Recreation is authorized to charge fees that
are closer to full cost recovery for facilities
that are heavily used at peak times and
include a majority of non-resident users.
6. A vendor charge of at least 10 percent of
gross income will be assessed from
individuals or organizations using City
facilities for moneymaking activities.
7. Director of Parks and Recreation IS
authorized to offer reduced fees such as
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 amendment,
variances, use permits).
\
}
b. Building and safety (building permits,
structural plan checks, inspections).
c. Engineering (public improvement plan
checks, inspections, subdivision
requirements, encroachments).
d. Fire plan check.
2. Cost recovery for these services should
generally be very high. In most instances,
the City's cost recovery goal should be
100%.
3. However, in charging high cost recovery
levels, the City needs to clearly establish
and articulate standards for its performance
in reviewing developer applications to
ensure that there is "value for cost."
10
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
I. Comparability With Other Communities ENTERPRISE FUND FEES AND RATES
In setting user fees, the City will consider fees
charged by other agencies in accordance with A. Water, Sewer and Parking. The City will set
the following criteria: fees and rates at levels which fully cover the
total direct and indirect costs-including
1. Surveying the comparability of the City's operations, capital outlay, and debt service-of
fees to other communities provides useful the following enterprise programs: water,
background information in setting fees for sewer and parking.
several reasons:
B. Golf. Golf program fees and rates should fully
a. They reflect the "market" for these fees cover direct operating costs. Because of the
and can assist m assessing the nine-hole nature of the golf course with its
reasonableness of San Luis Obispo's focus on youth and seniors, subsidies from the
fees. General Fund to cover indirect costs and capital
improvements may be considered by the
b. If prudently analyzed, they can serve as Council as part of the Financial Plan process,
a benchmark for how cost-effectively along with the need to possibly subsidize direct
San Luis Obispo provides its services. operating costs as well.
2. However, fee surveys should never be the C. Transit. Based on targets set under the
) sale or primary criteria in setting City fees Transportation Development Act, the City will
as there are many factors that affect how strive to cover at least twenty percent of transit
and why other communities have set their operating costs with fare revenues.
fees at their levels. For example:
D. Ongoing Rate Review. The City will review
a. What level of cost recovery is their fee and adjust enterprise fees and rate structures as
intended to achieve compared with our required to ensure that they remain appropriate
cost recovery objectives? and equitable.
b. What costs have been considered in E. Franchise Fees. In accordance with longcomputing the fees? standing practices, the City will treat the water
c. When was the last time that their fees and sewer funds in the same manner as if they
were comprehensively evaluated? were privately owned and operated. This
means assessing reasonable franchise fees in d. What level of service do they provide fully recovering service costs. compared with our service or
performance standards?
At 3.5%, water and sewer franchise fees are
e. Is their rate structure significantly based on the mid-point of the statewide
different than ours and what IS it standard for public utilities like electricity and
intended to achieve? gas (2% of gross revenues from operations) and
cable television (5% of gross revenues).
3. These can be very difficult questions to
address in fairly evaluating fees among As with other utilities, the purpose of the
different communities. As such, the franchise fee is reasonable cost recovery for the
comparability of our fees to other use of the City's street right-of-way. The) communities should be one factor among appropriateness of charging the water and
many that is considered in setting City fees. sewer funds a reasonable franchise fee for the
use of City streets is further supported by the
11
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
results of recent 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.
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 in meeting State
reporting requirements.
C. Transportation Development Act (TDA)
Revenues. All TDA revenues will be allocated
to alternative transportation programs,
including regional and municipal transit
systems, bikeway improvements, and other
programs or projects designed to reduce
automobile usage. Because TDA revenues will
not be allocated for. street purposes, it is
expected that alternative transportatior \
programs (in conjunction with other state 01 )
j
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.
INVESTMENTS
A. Responsibility. Investments and cash
management are the responsibility of the City
Treasurer or designee. It is the City's policy to
appoint the Director of Finance and Information
Technology as the City's Treasurer.
B. Investment Objective. The City's primary
investment objective is to achieve a reasonable
rate of return while minimizing the potential for
capital losses arising from market changes or
issuer default. Accordingly, the following
factors will be considered in priority order in.
determining individual investment placements:
12
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
1. Safety
2. Liquidity
3. Yield
C. Tax and Revenue Anticipation Notes: Not
for Investment Purposes. There is an
appropriate role for tax and revenue
ant!c.ipation 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
futur~ re~uirements will be the primary
consideration when selecting maturities.
E. ~iversification. As the market and the City's
investment portfolio change, care will be taken
to maintain a healthy balance of investment
types and maturities.
Authorized Investments. The City will invest
only in those instruments authorized by the
California Government Code Section 53601.
The City wi II not invest in stock, will not
speculate and will not deal in futures or options.
The investment market is highly volatile and
continually offers new and creative
opportunities for enhancing interest earnings.
Accordingly, the City will thoroughly
investigate any new investment vehicles before
committing City funds to them.
G. Authorized Institutions. Current financial
statements will be maintained for each
institution in which cash is invested.
Investments will be limited to 20 percent of the
total net worth of any institution and may be
reduced further or refused altogether if an
institution's financial situation becomes
unhealthy.
H. Consolidated Portfolio. In order to maximize
yields from its overall portfolio, the City will
consolidate cash balances from all funds for
investment purposes, and will allocate
investment earnings to each fund in accordance
with generally accepted accounting principles.
I. ~afekeeping. 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
~ity's administration of its portfolio, including
investment strategies, practices and procedures.
K. Investment Oversight Committee. As set
forth i.n the Investment Management Plan, this
committee is responsible for reviewing the
City's portfolio on an ongoing basis to
~etennine compliance with the City's
investment policies and for making
recommendations regarding investment
management practices.
Members include the City Manager, Assistant
City Manager, Director of Finance &
Information Technology/City Treasurer
Finance Manager and the City's independent
auditor.
13
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
L. Reporting. The City Treasurer will develop
and maintain a comprehensive, well
documented investment reporting system,
which will comply with Government Code
Section 53607. This reporting system will
provide the Council and the Investment
Oversight Committee with appropriate
investment performance information.
APPROPRIATIONS LIMITATION
A. 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 fmal 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.
FUND BALANCE AND
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. j
3. Cash flow requirements.
B. Fleet Replacement. For the General Fund
fleet, the City will establish and maintain a
Fleet Replacement Fund to provide for the
timely replacement of vehicles and related
equipment with an individual replacement cost
of $15,000 or more. The City will maintain a
minimum fund balance in the Fleet
Replacement Fund of at least 20% of the
original purchase cost of the items accounted
for in this fund.
The annual contribution to this fund will
generally be based on the annual use
allowance, which is determined based on the
estimated life of the vehicle or equipment and
its original purchase cost. Interest earnings
and sales ofsurplus equipment as well as any
related damage and insurance recoveries will
be credited to the Fleet Replacement Fund.
C. Future Capital Project Designations. n
Council may designate specific fund balance
levels for future development of capital projects
14
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
that it has determined to be in the best long
term interests of the City.
D. 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: $15,000 or More. Construction
projects and equipment purchases which cost
$15,000 or more will be included in the Capital
Improvement Plan (CIP); minor capital outlays
of less than $15,000 will be included with the
operating program budgets.
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 four-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:
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.
15
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
10. Debt Service. Installment payments of adoption. Projects which lapse from lack of
principal and interest for completed project account appropriations may be
projects funded through debt financings. resubmitted for inclusion in a subsequent CIP.
Expenditures for this project phase are Project accounts, which have been
included in the Debt Service section of the appropriated, will not lapse until completion of
Financial Plan. the project phase.
Generally, it will become more difficult for a H. Program Objectives. Project phases will be
project to move from one phase to the next. As listed as objectives in the program narratives of
such, more projects will be studied than will be the programs, which manage the projects.
designed, and more projects will be designed
than will be constructed or purchased during the I. Public Art. CIP projects will be evaluated
term of the CIP. during the budget process and prior to each
phase for conformance with the City's public art
F. CIP Appropriation. The City's annual CIP policy, which generally requires that I% of
appropriation for study, design, acquisition eligible project construction costs be set aside
and/or construction is based on the projects for public art. Excluded from this requirement
designated by the Council through adoption of are underground projects, utility infrastructure
the Financial Plan. Adoption of the Financial projects, funding from outside agencies, and
Plan CIP appropriation does not automatically costs other than construction such as study,
authorize funding for specific project phases. environmental review, design, site preparation 'I
This authorization generally occurs only after land acquisition and equipment purchases. J
" J
the preceding project phase has been completed
and approved by the Council and costs for the It is generally preferred that public art be
succeeding phases have been fully developed. incorporated directly into the project, but this is
not practical or desirable for all projects; in this
Accordingly, project appropriations are case, an in-lieu contribution to public art will be
generally made when contracts are awarded. If made. To ensure that funds are adequately
project costs at the time of bid award are less budgeted for this purpose regardless of whether
than the budgeted amount, the balance will be public art will be directly incorporated into the
unappropriated and returned to fund balance or project, funds for public art will be identified
allocated to another project. If project costs at separately in the CIP.
the time of bid award are greater than budget
amounts, five basic options are available: Given the City's fiscal situation for 2009-11,
public art will be funded at the same level
1. Eliminate the project. required by the private sector: 0.5% rather than
2. Defer the project for consideration to the 1%.
next Financial Plan period. J. General Plan Consistency Review. The
3. Rescope or change the phasing of the Planning Commission will review the
project to meet the existing budget. Preliminary CIP for consistency with the
4. Transfer funding from another specified,
lower priority project.
General Plan and provide is findings to the
Council prior to adoption.
5. Appropriate additional resources as
necessary from fund balance.
G. CIP Budget Carryover. Appropriations for
CIP projects lapse three years after budget
16
POLICIES &OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
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:
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 a~e not available at
that time, the Council will make one of
two determinations:
• Defer the project until funds are
available.
• Based on the high-priority of the
project, advance funds from the
General Fund, which will be
reimbursed as soon as funds
become available. Repayment of
General Fund advances will be the
first use of transportation impact
fee funds when they become
available.
5. The City will use the following criteria to
evaluate pay-as-you-go versus long-term
financing in funding capital improvements:
Factors Favoring
Pay-As-You-Go Financing
a. Current revenues and adequate fund
balances are available or project
phasing can be accomplished.
b. Existing debt levels adversely affect the
City's credit rating.
c. Market conditions are unstable or
present difficulties in marketing.
Factors Favoring Long Term Financing
d. Revenues available for debt service are
deemed sufficient and reliable so that
long-term financings can be marketed
with investment grade credit ratings.
e. The project securing the financing is of
the type, which will support an
investment grade credit rating.
17
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
f. Market conditions present favorable 6. The City will diligently monitor its
interest rates and demand for City compliance with bond covenants and
financings. ensure its adherence to federal arbitrage
g. A project IS mandated by state or regulations.
federal requirements, and resources are
insufficient or unavailable. 7. The City will maintain good, ongoing
communications with bond rating agencies
h. The project is immediately required to about its financial condition. The City will
meet or relieve capacity needs and follow a policy of full disclosure on every
current resources are insufficient or financial report and bond prospectus
unavailable. (Official Statement).
1. The life of the project or asset to
financed is 10 years or longer.
be C. Debt Capacity
B. Debt Management 1. General Purpose Debt Capacity. The City
will carefully monitor its levels of general
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
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: )
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
a. Funds borrowed for a project today are
not available to fund other projects
tomorrow.
the reliability of revenues to support debt b. Funds committed for debt repayment
service. today are not available to fund
operations in the future.
3. The City will generally conduct financings
on a competitive basis. However, In evaluating debt capacity, general
negotiated financings may be used due to purpose annual debt service payments
market volatility or the use of an unusual or should generally not exceed 10% of
complex financing or security structure. General Fund revenues; and in no case
should they exceed 15%. Further, direct
4. The City will seek an investment grade debt will not exceed 2% of assessed
rating (Baa/BBB or greater) on any direct valuation; and no more than 60% of capital
debt and will seek credit enhancements improvement outlays will be funded from
such as letters of credit or insurance when long-term financings.
necessary for marketing purposes,
availability and cost-effectiveness. 2. Enterprise Fund Debt Capacity. The City
will set enterprise fund rates at levels
5. The City will monitor all forms of debt needed .. to fully cover debt service
annually coincident with the City's requirements as well as operations,
Financial Plan preparation and review maintenance, administration and capital
process and report concerns and remedies, improvement costs. The ability to afford
if needed, to the Council. new debt for enterprise operations will be
18
POLICIES &OBJECTIVES
-'\
, ) BUDGET AND FISCAL POLICIES: 2009-11
evaluated as an integral part of the City's
rate review and setting process.
19
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
D. Independent Disclosure Counsel
The following criteria will be used on a case
by-case basis in determining whether the City
shou Id 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.
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
counselor 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.
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.
POLICIES & OBJECTIVES
) BUDGET AND FISCAL POLICIES: 2009-11
I. Other governmental facilities and
improvements such as offices,
information technology systems and
telecommunication systems.
School facilities will not be financed except
under appropriate joint community faci I ities
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.
6. Value-to-Debt Ratios. The mirumum
value-to-date ratio should generally be 4: l.
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 (MAl). 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 I % of the sales pnce 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
21
POLICIES &OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
to a formula that is clear, understandable,
equitable and reasonably related to the
benefit received by--or burden attributed
to---each parcel with respect to its financed
improvement. Any annual escalation factor
should generally not exceed 2%.
I I. Special Tax District Administration. In
the case of Mello-Roos or similar special
tax districts, the total maximum annual tax
should not exceed 110% of annual debt
service. The rate and method of
apportionment should include a back-up tax
in the event of significant changes from the
initial development plan, and should
include procedures for prepayments.
12. Foreclosure Covenants. In managing
administrative costs, the City will establish
minimum delinquency amounts per owner,
and for the district as a whole, on a case-by
case basis before initiating foreclosure
proceedings.
13. Disclosure to Bondholders. In general,
each property owner who accounts for more
than 10% of the annual debt service or
bonded indebtedness must provide ongoing
disclosure information annually as
described under SEC Rule 15(c)-12.
14. Disclosure to Prospective Purchasers. Full
disclosure about outstanding balances and
annual payments should be made by the
seller to prospective buyers at the time that
the buyer bids on the property. It should
not be deferred to after the buyer has made
the decision to purchase. When
appropriate, applicants or property owners
may be required to provide the City with a
disclosure plan.
F. Conduit Financings
1. The City will consider requests for conduit
financing on a case-by-case basis using the
following criteria:
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 appl icant.
b. There is a clearly articulated public
purpose ill 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 r \
this evaluation, and recomrnending. ,
approval of appropriate financing
documents if warranted.
This two-step approach ensures that the
issues are clear for both the City and
applicant, and that key policy questions are
answered.
3. The workscope necessary to address these
issues will vary from request to request, and
will have to be determined on a case-by
case basis. Additionally, the City should
generally be fully reimbursed for our costs
in evaluating the request; however, this
should also be determined on a case-by
case basis.
G. Refinancings
22
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11 /
1. General Guidelines. Periodic reviews of ongoing, year-round program activities that
all outstanding debt will be undertaken to should be performed by full-time City
determine refinancing opportunities. employees rather than independent
Refinancings will be considered (within contractors. The City will strive to provide
federal tax law constraints) under the competitive compensation and benefit
following conditions; schedules for its authorized regular work
force. Each regular employee will:
a. There is a net economic benefit.
a. Fill an authorized regular position. b. It is needed to modernize covenants
that are adversely affecting the City's b. Be assigned to an appropriate
financial position or operations. bargaining unit.
c. The City wants to reduce the principal c. Receive salary and benefits consistent
outstanding in order to achieve future with labor agreements or other
debt service savings, and it has compensation plans -.
available working capital to do so from
other sources. 3. To manage the growth of the regular work
force and overall staffing costs, the City
2. Standards for Economic Savings. In will follow these procedures:
general, refinancings for economic savings
will be undertaken whenever net' present a. The Council will authorize all regular
) value savings of at least five percent (5%) positions.
of the refunded debt can be achieved. b. The Human Resources Department will
coordinate and approve the hiring of all a. Refinancings that produce net present regular and temporary employees. value savings of less than five percent
will be considered on a case-by-case c. All requests for additional regular
basis, provided that the present value positions will include evaluations of:
savings are at least three percent (3%)
• The necessity, term and expected of the refunded debt. results of the proposed activity.
b. Refinancings with savings of less than • Staffing and materials coststhree percent (3%), or with negative including salary, benefits,savings, will not be considered unless equipment, uniforms, clericalthere is a compelling public policy support and facilities. objective.
• The ability of private industry to
provide the proposed service.
• Additional revenues or cost
savings, which may be realized. A. Regular Staffing
4. Periodically, and before any request for1. The budget will fully appropriate the
additional regular positions, programs will resources needed for authorized regular
be evaluated to determine if they can bestaffing and will limit programs to the
accomplished with fewer regularregular staffing authorized.
employees. (See Productivity Review
Policy)2. Regular employees will be the core work
force and the preferred means of staffmg
23
HUMAN RESOURCE MANAGEMENT
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
5. Staffing and contract service cost ceilings years) projects, programs or activities
will limit total expenditures for regular requiring specialized or augmented levels
employees, temporary employees, and of staffing for a specific period.
independent contractors hired to provide
operating and maintenance services. The services of contract employees will be
discontinued upon completion ofthe assigned
B. Temporary Staffing project, program or activity. Accordingly, .
contract employees will not be used for services
1. The hiring of temporary employees will not that are anticipated to be delivered on an
be used as an incremental method for ongoing basis.
expanding the City's regular work force. C. Overtime Management
2. Temporary employees include all
employees other than regular employees,
elected officials and volunteers. Temporary
employees will generally augment regular
1. Overtime should be used only when
necessary and when other alternatives are
not feasible or cost effective.
City staffing as extra-help employees,
seasonal employees, contract employees,
interns and work-study assistants.
2. All overtime must be pre-authorized by a
department head or delegate unless it is
assumed pre-approved by its nature. For
3. The City Manager (City Manager) and
Department Heads will encourage the use
of temporary rather than regular employees
to meet peak workload requirements, fill
example, overtime that results when an
employee is assigned to standby and/r \
must respond to an emergency or complete . i
an emergency response.
interim vacancies,
where less than
staffing is required.
and accomplish tasks
full-time, year-round 3. Departmental operating budgets should
reflect anticipated annual overtime costs
and departments will regularly monitor
Under this guideline, temporary employee overtime use and expenditures.
hours will generally not exceed 50% of a
regular, full-time position (1,000 hours
annually). There may be limited
circumstances where the use of temporary
employees on an ongoing basis in excess of
this target may be appropriate due to unique
programming or staffing requirements.
4. When considering the addition of regular or
temporary staffing, the use of overtime as
an alternative will be considered. The
department will take into account:
a. The duration that additional staff
resources may be needed.
However, any such exceptions must be b. The cost of overtime versus the cost of
approved by the City Manager based on the additional staff.
review and recommendation of the Human
Resources Director. c. The skills and abilities of current staff.
d. Training costs associated with hiring
4. Contract employees are defined as additional staff.
temporary employees with written contracts
approved by the City Manager who may
e. The impact
staff.
of overtime on existing
receive approved benefits depending on
hourly requirements and the length of their
contract. Contract employees will
D. Independent Contractors
generally be used for medium-term
(generally between six months and two
24
POLICIES &OBJECTIVES
----\
BUDGET AND FISCAL POLICIES: 2009-11
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 recogmzing and rewarding
exceptional employee performance.
E. Evaluating the ability of the private sector to
perform the same level of service at a lower
cost.
F. Periodic formal reviews of operations on a
systematic, ongoing basis.
G. Maintaining a decentralized approach in
managing the City's support service functions.
Although some level of centralization is
necessary for review and control purposes,
decentralization supports productivity by:
1. Encouraging accountability by delegating
responsibility to the lowest possible level.
2. Stimulating creatrvity, innovation and
individual initiative.
3. Reducing the administrative costs of
operation by eliminating unnecessary
review procedures.
4. Improving the organization's ability to
respond to changing needs, and identify and
implement cost-saving programs.
5. Assigning responsibility for effective
operations and citizen responsiveness to the
department.
CONTRACTING FOR SERVICES
A. General Policy Guidelines
1. Contracting with the private sector for the
delivery of services provides the City with
a significant opportunity for cost
25
POLICIES & OBJECTIVES
BUDGET AND FISCAL POLICIES: 2009-11
containment and productivity reasonably be written to compensate the
enhancements. As such, the City is City for any such damages?
committed to using private sector resources
in delivering municipal services as a key 4. Can a private sector contractor better
respond to expansions, contractions orelement in our continuing efforts to provide
special requirements of the service? cost-effective programs.
5. Can the work scope be sufficiently defined 2. Private sector contracting approaches under to ensure that competing proposals can bethis policy include construction projects, fairly and fully evaluated, as well as theprofessional services, outside employment contractor's performance after bid award? agencies and ongoing operating and
maintenance services. 6. Does the use of contract services provide us
3. In evaluating the costs of private sector with an opportunity to redefine service
levels?contracts compared with in-house
performance of the service, indirect, direct, 7. Will the contract limit our ability to deliver and contract administration costs of the emergency or other high priority services? City will be identified and considered.
8. Overall, can the City successfully delegate 4. Whenever private sector providers are the performance of the service but stillavailable and can meet established service retain accountability and responsibility fo "levels, they will be seriously considered as
Y
its delivery? viable service delivery alternatives using
the evaluation criteria outlined below.
5. For programs and activities currently
provided by City employees, conversions to
contract services will generally be made
through attrition, reassignment or
absorption by the contractor.
B. Evaluation Criteria
Within the general policy guidelines stated
above, the cost-effectiveness of contract
services in meeting established service levels
will be determined on a case-by-case basis
using the following criteria:
1. Is a sufficient private sector market
available to competitively deliver this
service and assure a reasonable range of
alternative service providers?
2. Can the contract be effectively and
efficiently administered?
3. What are the consequences if the contractor
fails to perform, and can the contract
26
city or ~san LUIS OBISpO
20011-13 Goal-Setting and Budget Process
What are the most important issues facing the City
of San Luis Obispo?
The Council wants your input.
Successful completion of the next budget is dependent on a
parlnership of all community members.
The City of San Luis Obispo continues to work diligently to keep the
community's financial health strong. In an era of constrained resources
necessitating trade-offs, public
input in the budget process is
critical. The 20011-13 Financial
Plan links the most important,
highest priority things for the City
to achieve over the next two years
with the resources needed to do
so.)
In setting goals for 20011-13 as
Community Forum
January 11, 2011
6:30 to 9:30 PM
Ludwick Community Center
864 Santa Rosa Street
part of the budget process, including the use of revenues from
Measure Y (your %-cent City sales tax), the Council wants your input.
Participants will have a meaningful opportunity to share with the Council
(and each other) what they believe are the most important priorities for the
City over the next two years, as well as potential cost reductions and
revenue enhancements. Following the Community Forum, the Council will
hold a goal-setting workshop on January 29, 2011. This will be followed
by community workshops and hearings before Council adoption of a
balanced budget in June 2011.
Please join us at the Community Forum on the evening of January
11, 2011.
Want more information? Please call us at 781 ...7125 or visit the City's
web site at www.slocity.org for more information about the Community
Forum or the City's goal-setting and budget process
.. The City of San Luis Obispo is committed to including community members with disabilities ~ in all of its services, programs, and activities. Telecommunications Device for the Deaf (805)
781-7410. Please speak to the City Clerk prior to the meeting if you require a hearing amplification
device or other assistance.
city ol ~san LUIS OBISpO
J
990 Palm Street _ San Luis Obispo, CA 93401 _ 805. 781.7125 - Fax: 805. 781.7401 • Email: mbradley@slocity.org
News Release
DATE: January 11,2011
RELEASE: Immediate (805) 781-7125
CONTACT: Mary Bradley, Acting Director of Finance & Information Technology
CITY BEGINS BUDGET PROCESS WITH GOAL-SETTING
First Step Is Community Forum
The City is starting to prepare its next two-year budget: the 20011-13 Financial Plan. Its
purpose is to link the most important, highest priority things for the City to achieve over the next
two years with the resources necessary to do so. For this reason, the first step in this process is
Council goal-setting.
In setting goals for the next two years and in considering priorities for the use of revenues
from Measure Y (your )Iz-cent City sales tax), the Council is genuinely interested in knowing
what the members of our community believe are the most important priorities for the City to
address. And with the very tough fiscal outlook facing the City, which would be much worse
without Measure Y revenues, it's an especially important question this budget season.
For this reason, the first step in the City's goal-setting process is a Community Forum
providing participants with a meaningful opportunity to share with the Council (and each other)
what they believe are the most important priorities for the City over the next two years.
Participants will also discuss potential cost reductions and revenue enhancements. The
comments and suggestions received at this forum will play an important role in shaping the
City's spending priorities. This forum will be held on January 11. 2011. 6:30 PM at the
Ludwick Communitv Center. 864 Santa Rosa Street.
The Community Forum will be followed by an all-day Council goal-setting workshop on
Saturday, January 29, 2011 where the Council will set major City goals for the next two years.
These will guide preparation of the 2011-13 Financial Plan and Budget. This Council workshop
will begin at 8:30 AM, and will be held in the City/County Library Community Room, 995 Palm
Street.
Highlighting this significant opportunity for citizen participation, City Manager Katie
Lichtig said: "We are always looking for more effective ways of involving the community in
setting the course for our City. The Council and staff will be present at the Community Forum
on January 15 to hear ideas from the community before the Council sets goals on January 29."
For more information about the community forum and the City's budget process, please
call Mary Bradley, Director of Finance & Information Technology, at 781-7125.
-g The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities.
~ Telecommunications Devicefor the Deaf (805) 781-7410.
ey Dates
Budget Foundation Workshop
Tuesday, December 14,2011
7:00 p.m. to 10:00 p.m.
Written Suggestions
Please send them to Mary Bradley by:
Friday, January 7, 2011
990 Palm Street
San Luis Obispo, CA 93401
Fax: 781-7401
Email: mbradley@slocitv.org
Community Forum
Tuesday, January 11,2011
6:30 p.m. to 9:30 p.m.
Ludwick Community Center
864 Santa Rosa Street
Goal-Setting Workshop
Saturday, January 29, 2011
8:30 a.m. to 4:00 p.m.
Mid-Year Budget Review
Tuesday, February 22,2011
7:00 p.m.
Strategic Budget Direction & Major
City Goal Programs Workshop
Tuesday, April12, 2011
7:00 p.m. to 10:00 p.m.
Budget Workshops
Tuesday, June 2, 9 & 21, 2011
7:00 p.m. to 10:00 p.m.
2011-13 Budget Adoption
Tuesday, June 21, 2011
7:00 p.m.
Please submit your written comments by
Friday, January 7, 2011 to Mary Bradley,
Interim Director of Finance & Information
Technology, by mail at 990 Palm Street, San
Luis Obispo, CA, 93401; by fax at 781-7401;
or by email at mbrad1ey@slocity.org. For more
information on the goal-setting and budget
process, contact Mary at 781-7125.
I' 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.
city Or ~
san lUIS OBISpO
2011-13 Financial Plan
What are the most
important needs of the
City over the next two
years?
The Council wants
your help in answering
this question.
Ofall the things that can
be done to make the City
an even better place to
live, work and play, which
are the most important?
N
~
/~'",
1
What Are the Most Important Needs of the City Over the Next Two Years?
The City Wants Your Input
Next June, the City Council will approve a
two-year budget for 2011-13. It does this by
linking the most important, highest priority
things for the City to accomplish over the next
two years with the resources necessary to do
so.
Community Priorities
Just as individuals and businesses have taken a
sharp look at their finances and adjusted
spending in light of these challenging
economic times, the City is doing the same. A
continued decrease in revenues means that in
order for the City to live within its means and
still continue to provide critical services for
citizens, a reassessment of community and
Council priorities is necessary.
You have the opportunity to tell the City:
• What issues are important to the community?
• What priorities should the City focus on over
the next two-year period?
• Where are there opportunities for cost savings?
Major City Goals
The City Council needs to know what the
community's priorities are so that resources can
be allocated to achieve them. These Major City
Goals are identified as the most important,
highest priority goals for the City to
accomplish over the next two years.
Other Important Council Objectives are also
established to reflect the continuation of
current goals or new initiatives that can be
accomplished with smaller resource allocations
and as resources are available.
Current Major City Goals
• Preservation of Essential Services & FiscalHealth
• Infrastructure Maintenance
• Traffic Congestion Relief
• Economic Development
Other Important Council Objectives
• LandUse & Circulation Revisions
• Open Space Preservation
• Green House Gas Reduction & Energy
Conservation
• Downtown Maintenance & Beautification
• Historic Preservation
Current Measure Y Priorities
Adopted by the voters in November 2006,
Measure Y set an added Yz-cent City sales tax.
This funding enables the City to provide valued
services to the community for both day-to-day
operating programs and one-time capital
improvements. The Council prioritizes the use
of this resource, so it is important that they
integrate Measure Y goal identification into the
overall goal-setting process.
• Infrastructure Maintenance
• Traffic Congestion Relief
• Open Space Preservation
• Downtown Maintenance & Beautification
• Preservation of Essential Services:
o PublicSafety
o Maintenance Services
o Neighborhood Code Enforcement
o
~ Your Important Role in this Process
The City's budget is based on goals set by the
Council early in the budget process. These
goals are developed only after hearing from the
City's citizens, community organizations and
Council advisory bodies.
The City needs the help of the
community in two important ways:
o Attend the Community Forum on
January 11, 2011 from 6:30 p.m, to 9:30
p.m, at the Ludwick Community Center,
864 Santa Rosa Street.
This forum is an opportunity to present your
ideas to the Council and discuss them with
other community members. It's a chance to
provide your own input and see how your ideas
fit in a broader community context.
City staff will compile the community feedback
for the Council to review in advance of its
goal-setting workshop on Saturday, January 29,
2011. During this meeting, the Council will
engage in a public discussion of all of the input
it has received in setting major City goals for
the next two years.
6 Provide feedback.
Community input will be presented to all
Council members. It will be especially helpful
if your written comments address: what needs
you believe are the highest priority goals for
the community; why they are important; and
any creative ideas you have about how to
achieve them, such as alternative approaches or
opportunities for partnering with others.
fII1lIIIIS City 0 ~ .a san LUIS OBISpO
COMMUNITY PRIORITIES SURVEY
What are the most important issues facing the City of San Luis Obispo?
The City wants your input!
Next June the City Council will approve a two-year budget for 2011-13. The budget is developed based on community and
Council priorities and sets the City's course of action for the next two years.
Of all the things that can be done to make the City an even better place to live, work and play, which are the most important?
Community Priorities
Just as individuals and businesses have taken a sharp look at their finances and adjusted spending in light of these
challenging economic times, the City is doing the same. A continued decrease in revenues means that in order for the City to
live within its means and still continue to provide critical services for citizens, a reassessment of community and Council
priorities is necessary.
This survey is your opportunity to tell the City:
The City wants to hear from you
about what is truly important .:. What issues are important to the community?
for the community. .:. What priorities should the City focus on over the next two-year period?
.:. Where are there opportunities for cost savings?
Major City Goals
The City Council needs to know what the community's priorities are so that ~
.:. Preservation of Essential resources can be allocated to achieve them. These Major City Goals are identified as
the most important, highest priority goals for the City to accomplish over the next Services & Fiscal Health
two years. Other Important Council Objectives are also established to reflect the .:. Infrastructure Maintenance
continuation of current goals or new initiatives that can be accomplished with smaller .:. Traffic Congestion Relief
resource allocations and as resources are available. Now it's time for you to share .:. Economic Development
your ideas for 2011-2013 Major City Goals.
d h f h ...
o Fill out and return the short survey on the reverse side of this bulletin. You can mail it to City Hall at 990 Palm
Street or drop it by any City office. If you prefer to complete the survey online, please visit www.slocity.org.
6 Attend the Community Forum on Tuesday, January 11, 2011 from 6:30 p.m. to 9:30 p.m, at the Ludwick
Community Center, 864 Santa Rosa Street. This forum is an opportunity to present your ideas to the Council and discuss
them with other community members.
City staff will compile the community feedback for the Council to review in advance of its goal-setting workshop on
Saturday, January 29, 2011. During this meeting, the Council will engage in a public discussion of all of the input it has
received in setting major City goals for the next two years.
Ifyou have any questions about the City's goal-setting and budget process, please contact Mary Bradley,
Interim Director of Finance & Information Technology, at 781-7125 or mbradley@slocity.org.
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.
What are the most important needs of the City over the next two years?
What should be the City's most important, highest priority goals to achieve during 2011-13?
o
o
In what ways should the City reduce/eliminate costs or increase revenues to fund your top priorities?
o
)
o
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.-. . & san lUIS OBISpO
MEMORANDUM
September 7, 2010
TO: All Council Advisory Body Members
FROM: Katie Lichtig, City Manager
Mary Bradley, Director of Finance & Information Technology
SUBJECT: 2011-13 FINANCIAL PLAN - AND YOUR IMPORTANT ROLE IN IT
As hard as it is to believe, it is now time to begin preparing the City's next two-year Financial
Plan and Budget for 2011-13. Council advisory body recommendations are an important part of
this process: most of the advisory body recommendations received in the past as part of this
process have been included in some way in subsequent budgets adopted by the Council.
The purpose of this memorandum is to provide you with an overview of the City's goal-setting
and budget process, and your important role in this process.
) About the City's Budget Process
Stated simply, the purpose of the City's budget process is to link what we want to accomplish for
the community with the resources necessary to do so. Our budget process does this by:
1. Clearly setting major City goals and other important objectives.
2. Establishing reasonable time frames and organizational responsibility for achieving them.
3. And then allocating the resources required for implementation.
In setting goals for the 2011-13 Financial Plan, the Council wants to meaningful engage the
community in surfacing the most important, highest priority things for the City to accomplish
over the next two years. And receiving recommendations from Council advisory bodies is an
important part of this process.
Attached are summaries of the City's goal-setting and budget process and the important role that
advisory bodies play in this process. Also attached is the City's "Budget-in-Brief," which
includes the current major City goals for 2009-11 as well as a summary of the key fiscal issues
facing the City.
Scope of Advisory Body Goals
Council goals, by their nature, usually tend to be broader in scope than the work programs
developed by advisory bodies. In your recommendations to the Council, please consider what
you believe would be appropriate City goals, both from the perspective of your advisory body's
purpose, as well as any perceived community-wide concerns and needs.
33
2011-13 Financial Plan: Council Advisory Body Role Page 2
Importance of Goal-Setting in Good Times and Bad
We will go into 2011-13 Financial Plan with mixed fiscal signals at best. On one hand, we are
fortunate to have the added resources from Measure Y, the ~-cent sales tax measure approved by
voters in November 2006, which generates about $5.5 million annually in General Fund
revenues. On the other hand, we are facing significant fiscal challenges from the downward
trends in key revenues like sales, property and transient occupancy taxes and increased costs due
to CalPERS obligations. The depth of these challenges will become clearer over the next several
months and will impact the City's budget plan.
However, regardless of the specific fiscal circumstances, we still need an effective process for
setting goals for the most important,highest priority things for the City to do in the next two
years. And this is the essence of the budget process: of all the things we want to do in making
our community a good place to live, work and play, which are the most important? And what are
the difficult resource trade-offs we have to make to do them?
The specific answers to these questions - and the difficulty in arriving at these answers - are
likely to vary depending upon the fiscal circumstances. However, the need to raise these
questions - and to use a process where the community and elected leadership can meaningfully
participate in crafting answers to them - is the same in both good times and bad.
Next Steps )
Recommended advisory body goals are due by November 10, 2010. All advisory bodies will
receive a consolidated listing of all recommended advisory body goals by November 17, 2010.
This provides advisory bodies with an early opportunity to review what other advisory bodies see
as high community priorities; and while not required, it is also an opportunity to revise goals in
light of these if they want to do so. Any changes are due by December 27,2010. The Council
will receive the final report with all advisory body recommendations before they begin the goal
setting process in January 2011.
Staff supporting your advisory body should soon begin scheduling meetings with you to discuss
YOllr goal recommendations to the Council. In the interim, please call Debbie Malicoat at
781.7128 or email her at dmalicoat@slocity.org if you have any questions concerning the 2011
13 Financial Plan process and your important role in it.
ATTACHMENTS
• Advisory Bodies, Goal-Setting and the Budget Process
• Summary ofthe City's Goal-Setting and Budget Process
• Budget-in-Brief
City of san lUIS OBISpO
ADVISORY BODIES, GOAL-SETTING & THE BUDGET PROCESS
/
PURPOSE OF THE CITY'S BUDGET
The City has adopted a number of long term goals
and plans - General Plan, Water and Sewer Master
Plans, Source Reduction, Recycling & Hazardous
Materials Plans, Pavement Management Plan, Short
Range Transit Plan, Downtown Access and Parking
Plan, Waterways Management Plan, Neighborhood
Traffic Management Program, Bicycle Plan, Public
Art Policy, Conceptual Physical Plan for the City's
Center and Facilities Master Plan.
The Financial Plan is the key tool for
programming implementation ofthese goals, plans
and policies by allocating the resources necessary
to do so.
This requires a budget process that:
• Clearly sets major City goals and other
important objectives.
• Establishes reasonable timeframes and
organizational responsibility for achieving them.
• Allocates resources for programs and projects.
FINANCIAL PLAN FEATURES
• Goal-Driven
• Policy-Based
• Multi-Year
• Highly-Automated, Rigorous, Technically
Sound
COUNCIL GOAL-SETTING
First Step in the Budget Process. Linking goals
with resources requires a budget process that
identifies key objectives at the very beginning of the
process. Setting goals and priorities should drive
the budget process, not follow it.
FIVE-STEP PROCESS FOR 2011-13
o Updated Five Year Fiscal Forecast: October
19,2010. Review the results of the General Fund
five year fiscal forecast.
f) Budget Foundation: December 14,2010.
Review the status of the General Plan programs,
current Major City Goals, long-term Capital
Improvement Plan, any emerging service level
concerns and the City's general fiscal condition and
outlook. Finalize plans for the goal-setting process,
review fiscal policies, present audited financial
results for 2009-10.
€) Community Forum: January 11, 2011.
Consider candidate goals from Council advisory
bodies, community groups and interested
individuals.
o Council Goal-Setting Workshop: January 29,
2011. Discuss candidate goals presented at January
workshop; discuss Council member goals; and
prioritize and set major City goals for 2011-13.
o Major City Goal Work Programs: April 12,
2011. Conceptually approve detailed work
programs for major City goals and set strategic
budget direction for 2011-13.
ADVISORY BODY ROLE
By providing the Council with their goal
recommendations, advisory bodies playa very
important part in this process.
Council goals, by their nature, tend to be broader in
scope than those developed by advisory bodies. In
your recommendations to the Council, please
consider what you believe would be appropriate
City goals, both from the perspective of your
advisory body's purpose, as well as any perceived
community-wide concerns and needs.
Council advisory bodies will receive a consolidated
listing of all recommended advisory body goals by
November 17,2010. This provides advisory bodies
with an early opportunity to review what other
advisory bodies see as high community priorities;
and while not required, it is also an opportunity to
revise goals in light of these if they want to do so.
The Council will receive the final report with all
advisory body recommendations before they begin
the goal-setting process in January 2011.
3S