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HomeMy WebLinkAbout11/02/1993, 4 - COUNCIL ESTABLISHMENT OF ENVIRONMENTAL QUALITY TASK FORCE AND RELATED MATTERS oirMI9IIi��������IJIIIIIIIIIIU 'h/ or r MEETING DATE: ci`"'JJ u san tins osispo Wmas COUNCIL AGENDA REPORT ITE NUM ER: FROM: John Dunn, City Administrative OffiCLID SUBJECT: Council Establishment of Environmental Quality Task Force and Related Matters CAO RECOMMENDATION: That the City Council determine any desired operating parameters for the Environmental Quality Task Force. DISCUSSION: Below are matters that the City Council may desire to discuss in order to provide proper instruction and guidance to the Committee: 1. Council may wish to decide whether it wants to give general direction, with an unlimited or wider scope of matters for deliberation, or to provide a more tightly focused definition of the tasks to be performed. 2. Council may wish to decide whether an initial panel presentation, similar to the one presented by the Business Coalition prior to the work of the Economic Strategy Task Force, would be a desirable way to commence this program and assist in further refining the tasks to be performed by the Committee. If so, similar to the Business Coalition, members of the environmental community would be given the responsibility for presenting this town hall seminar and discussion. One idea is to ask ECOSLO to take the lead in getting up this workshop. Such a task would be consistent with the kind of services ECOSLO is to provide under the $20,000 contract with the City. 3. Council may wish to decide on a time parameter similar to what was done with the Economic Strategy Task Force. For example, assuming the Committee were to start its tasks in November, a six months time frame wouid cause the presentation of a report to the City Council in May of next year. Committee Staffing: At the time the City Council decided to establish an environmental quality task force, I asked for an opportunity to evaluate and report back to you on a staffing recommendation. In order to further evaluate the matter, I first met with a group of department heads consisting of Arnold Jonas, John Moss, Mike McCluskey, and Ken Hampian and we discussed the Committee's task and possible concerns and the related staffing. Before commenting further, let me first say that the staff commitment is to adequately and enthusiastically staff the committee in a way appropriate to their deliberations and to the timely preparation of recommendations for the Council's consideration. oin�i�►►►Iulllllll{1111° ����II city of San LulS OBISpo COUNCIL AGENDA REPORT In order to discuss staffing alternatives, we first tried to place ourselves "in the shoes" of the new Committee, to discuss.the kinds of concerns they might have, and the kinds of policies and procedure changes they would want the City Council to consider. We thought this process would be helpful to us in order to make the best determinations regarding staffing. An explicit assumption was that we would be staffing this new Committee in essentially the same way that we provided staffing to the Economic Strategy Task Force. It was estimated that we provided approximately twelve hours of professional staff time to the Economic Strategy Task Force per week on average. In the process of discussing staffing we discussed the possibility of using, individually or in some combination, Cyndi Butterfield, Ron Munds, Dave Elliott, Terry Sanville, Deb Hossli, Ken Hampian, Glen Matteson, and Arnold Jonas. During this meeting, and after, certain persons were ruled out because of workload, competing priorities, time it would take to bring them up to speed in certain areas, other critical tasks which wouldn't get accomplished or which would be delayed, etc. I made the determination that the CAD's office should not provide the staffing, for the reasons subsequently set forth in the attachment. I then asked Arnold Jonas to serve as the principal staff person to the Environmental Quality Task Force, to be assisted by Glen Matteson. Arnold would provide perspective as the Department Head who is charged with responsibility for producing most of the long- term plans of the City, and Glen, who is familiar with the City's planning documents, would provide the working level assistance needed to facilitate the deliberations and work products of the Committee. Both have stated they are able and willing to perform this assignment. While Mr. Matteson is currently working on the Land Use Element, he presently works four days a week, as he has for some years. This arrangement has been due to two primary factors, his desire to work less than full time in order to pursue other interests and the City's desire to limit the expense of the Department. Mr. Matteson has agreed to work five days a week for the next six months or so in order to provide the staffing for the Committee. By working the extra day, it is our assessment that he can assist with the staffing of the Committee without interfering with or decreasing the amount of time devoted to the Land Use Element and other advanced planning activities. After the reorganization, which established the two division heads in charge of advanced planning and current planning, a heavy workload has been placed on these two division heads. In the case of Mr. Mandeville, he has been involved with the Land Use Element, the Open Space Element, staff assistance on the Airport/Margarita Area annexation, and other time intensive and critical planning matters. In consultation with Mr.Jonas, Mr. Jonas will be the lead staff person to the Committee and provide the overall direction to Mr. Matteson. I would not be making this suggestion except that I believe with the increase in Mr. Matteson's work time, we can adequately staff the Environmental Quality Task Force with staff from the Community Development �-a city o� san IVjI1 b MOZA _ .��s o��spo COUNCIL AGENDA REPORT Department without negatively impacting current workload or the time schedule on the Land Use Element and other major planning activities. As stated above, in consultation with others, I have tried to anticipate, emphatically, what the concerns of the Environmental Quality Task Force might be, and what type of work products they might desire to produce. If I were a member of the Task Force, I would i certainly be interested in protection and preservation and enhancement of the environment and I would realize that this can best be done, in part, through the vehicle of the City's adopted long term plans. For the most part these plans are the work products of the j Community Development Department, and it is the personnel of the department who have the most intimate knowledge of these plans. Therefore, it should be more efficient to have the staff with the greatest familiarity with current and draft long term plans of the City to be the staff serving the Committee. For example, if staffing were provided by staff from another department, and certain issues were to come up, it would be necessary for that staff member to either learn the content of these plans or, more likely, to depend on the staff of the Community Development Department for assistance in understanding these plans and the implications of suggested changes. I am certain that staffing for the Committee coming from the Community Development Department is the most efficient and effective arrangement, and will save overall staff resources by avoiding the necessity of educating other staff on these matters. However, to the degree that the deliberations of the Committee require the assistance of staff from other departments, with different expertise, this will be provided, similar to the way this flexible assistance was provided to the i Economic Strategy Task Force. While we gratefully accept the offer of those advocating the formation of the Environmental I Quality Task Force, to minimize staff time by having a Committee member prepare the minutes and provide other support, our"real life experience" indicates that if the Task Force is to be given the best opportunity to be productive and succeed, it needs appropriate staff support. This is particularly true if there is a tighter time framework for completion of their task. With regard to the substance time work of the Committee, it is important to provide accurate baseline information (e.g., existing hillside protection regulations, administrative creek setback regulations, etc.) and to research/provide additional information relative to new or enhanced programs. j If the EQTF is to include a substantial public input process, as did the ESTF, then an adequate level of administrative and secretarial staff support is even more essential (e.g., major distributions of draft/final work; letters and press releases inviting input or noticing town hall meetings; organizing town hall meetings). i MY of san Luis owspo COUNCIL AGENDA REPORT Fiscal Considerations: The intent would be to provide essentially the same level of support to the Environmental Quality Task Force as was provided to the Economic Strategy Task Force, so the overall service and costs would be approximately equivalent. With the recommended staffing, it would be necessary to supplement the budget in the amount of $5,800 to provide for Mr. Matteson's working full-time during the period of the Committee's deliberations. Other costs for clerical services, public notification, postage, etc. would be provided from existing budget accounts, similar to what was done for the ESTF. I and other staff members look forward to the opportunity to providing support to the Committee, in order to assist them assist you. Attachment g:egtfZ.rpt I I ATTACHMENT One alternative raised during the October 5th discussion was to assign staffing to the Administration Department, which has staffed the Economic Strategy Task Force. This alternative is not recommended due to the workload of the CAO's office and the kind of expertise required by the Environmental Quality Task Force. By way of background, staffing of the Economic Task Force naturally fell to Administration, because the City's Economic Stability Program is an assigned responsibility of this department. The Economic Stability Program was included as an Administration budget program and responsibility beginning in 1991, when the Council initially established the program as a Major City Goal. If Task Force staffing were assigned to existing Administration Department staffing, work in other priority areas would be significantly impacted. Following a 25% staffing level reduction, in terms of managerial staff, Administration now consists solely of the CAO, Assistant CAO, and one Administrative Analyst. These three individuals are supported by an Executive Secretary and one-half of an Administrative Secretary position. The three management staff persons are responsible for carrying out all of the service levels and goals and objectives of the department, and for directing and coordinating the work programs of the City government. A copy of Administration's"Mission Driven Service Level" listing and 1993-95 Financial Plan Goals and Objectives are attached for reference. In addition, three other major departmental tasks have come into play since the budget was adopted. These are: ■ Dalidio Proposal (lead role) ■ Economic Strategy Task Force Follow-up ■ Airport Area Annexation (lead role) As noted in the October 1, 1993 report from the ESTF, the next step in that process will be to refer those goals and objectives endorsed by the City Council to staff for further evaluation relative to implementation (timing, budgeting, etc.). In addition to this major follow-up report, and whether or not the Council approves the ESTF staffing recommendation, the start-up of a more "defined, pro-active Economic Stability Program" will require a considerable amount of time, attention, and staffing from Administration in the coming months. The Airport Area Annexation and the Dalidio proposal are also highly complex and time consuming undertakings. Together, they are demanding a major commitment of Administration staff time, both in terms of oversight and basic staff work (e.g. analyses, report writing, meeting coordination, etc.). y-s Because the alternative of temporarily increasing the work-week of an Administration position does not exist (the incumbents are already working well in excess of 40 hour weeks), any significant addition to the workload will have to come at the expense of other existing priorities. Consequently, this approach is not recommended. The Council will recall that the staff prepared, at the Council's direction, an Environmental Activity Inventory in 1989, which listed and described 51 environmental quality programs that the City is involved in. Each program was described for nine different qualities including a description of its activity, how the activity is accomplished and who is the department/staff person responsible for the program. During the review stage following the preparation of this inventory, the City Council added a half-time Solid Waste Coordinator, which has subsequently been changed to a full-time position. This report, though a bit out of date in some of its particulars, provides an excellent overview of the City's duties and responsibilities in the environmental protection arena and should provide a good initial document for review by the Environmental Quality Task Force. In summary, to help the Environmental Quality Task Force achieve its maximum benefit and potential, it needs to be staffed at the right level and by staff with the appropriate expertise. My recommendation is premised on the success of the Committee and the staffing assignment is intended to accomplish this. g:egt£rpt Mission Driven Service Levels by Program CITY ADMINISTRATION Mission Level A - Health and Safety Services or Legally Mandated Services ■ Serve as administrative head of the City by implementing all City Council policies, hiring and overseeing personnel, overseeing labor relations, serving as primary liaison for all inter-governmental relations, overseeing the City budget and finances, providing leadership and direction for all high priority City tasks, and developing systems to insure accountability for the comple- tion of City goals ■ Provide policy advice and recommendations to the City Council by managing the City Council meeting agenda, which includes reviewing agenda reports and recommending action on agenda items ■ Carry out policies and directives of the City Council ■ Direct, supervise preparation of, and present the Financial Plan to the City Council ■ Serve as the City's Assistant Director of Emergency Services Mission Level B - Essential Maintenance Services ■ Oversee management team building and leadership ■ Provide quarterly progress reports to the City Council on the status of major City goals and capital projects ■ Review procurements and other administrative processes ■ Serve as primary liaison for all inter-governmental relations ■ Advise personnel department about employee negotiations and other labor relations matters ■ Coordinate productivity reviews of City operations ■ Provide leadership for high priority land use issues (e.g., Downtown Design Plan, General Plan update, Broad Street Annexation, and Dalidio open space acquisition) 7 Mission Driven Service Levels by Program CITY ADMINISTRATION (continued) Mission Level C - Community-Wide Core Services ■ Manage the cable TV franchise and the franchise renewal process ■ Monitor the homeless shelter contract with the Economic Opportunity Commission ■ Administer the smoking ordinance -- enforcement and public information 01 Administer the mobilehome rent control ordinance ■ Monitor state legislative actions and coordinate responses to legislation affecting the City ■ Coordinate management of City vehicle fleets Mission Level D - Focused Services or Community Enrichment Services ■ Manage special projects (e.g., preparing and administering grant applications for the homeless shelter purchase, purchasing the women's shelter, perform- ing the economic analysis for the smoking ordinance, negotiating agree- ments with groups like the Children's Museum, SLO Little Theater, Housing Authority, and ECOSLO, and working with various community groups like La Fiesta ■ Manage the economic stability program ■ Oversee design, construction and operation of the Performing Arts Center in cooperation with Cal Poly and the Foundation for the Performing Arts Center ■ Coordinate community relations efforts by preparing a quarterly newsletter to City residents, implementing numerous policies to improve communication between the business community and the City, preparing press releases, coordinating special ceremonies, and implementing ongoing City employee customer service training ■ Provide staff support to the Promotional Coordinating Committee and the Human Relations Commission by administering their programs and their grants-in-aid 8 Mission Driven Service Levels by Program CULTURAL ACTIVITIES Mission Level A - Health and Safety Services or Legally Mandated Services No activities Mission Level B - Essential Maintenance Services No activities Mission Level C - Community-Wide Core Services No activities Mission Level D - Focused Services or Community Enrichment Services ■ Budget for the Promotional Coordinating Committee's cultural activity grants to local organizations that promote cultural, social, and recreational activities in the City ■ Budget for the City's public art matching grants 10 T—/ Mission Driven Service Levels by Program COMMUNITY PROMOTION Mission Level A - Health and Safety Services or Legally Mandated Services No activities Mission Level B - Essential Maintenance Services No activities Mission Level C - Community-Wide Core Services No activities Mission Level D - Focused Services or Community Enrichment Services ■ Budget for the administrative expenses of the Promotional Coordinating Committee, which advises the City Council on community promotion activi- ties ■ Budget for the City's promotionalcontracts with the Chamber of Commerce, a professional advertising firm, and the Visitor's and Conference Bureau 11 �--la Mission Driven Service Levels by Program ECONOMIC STABILITY Mission Level A - Health and Safety Services or Legally Mandated Services No activities Mission Level B - Essential Maintenance Services No activities Mission Level C - Community-Wide Core Services No activities Mission Level D - Focused Services or Community Enrichment Services ■ Budget for projects that preserve and promote financial stability in the community (e.g., facilitating auto retailer relocation to the Los Osos Valley Road area, annexing property in the Broad Street area, and completing the Dalidio property open space acquisition) 12 1993-95 ADMINISTRATION GOALS ■ Continuously improve the City's grants process ■ Monitor performance of the homeless shelter contract with the Economic Opportunities Commission ■ Develop, obtain Council approval, and implement the annual promotional program ■ Identify and implement ways of improving destination tourism during non-peak times ■ Maintain city fiscal health and a balanced budget ■ Implement a more defined/proactive economic stability program ■ Construct the Performing Arts Center in conjunction with Cal Poly and the Foundation for the Performing Arts ■ Implement new cable television agreement ■ Complete contract negotiations with the Firefighters Association, and assist in negotiations with other units as their contracts expire over the next two years ■ Explore potential for consolidating City newsletter with other existing newsletters such as the BIA, Chamber of Commerce, Recreation Department newsletters ■ Aggressively resist unfunded State mandates ■ Collaborate with private non-profit groups and other levels of government to improve youth services (joint objective with Police and Recreation) ■ Maintain legislative advocacy efforts on the highest priority issues ■ Concentrate efforts on getting more grant funding, and using CDBG funds in the most flexible manner possible in mitigating service reductions ■ Continue review of City property to determine if surplus property is available for affordable housing purposes ■ Transfer responsibility for Human Relations staff support from Administration to Personnel h\admin —IG M N A 2152111 city of san tus oBispo nM NUMBER COUNCIL AGENDA REP . . . FROM: Mayor Peg Pinard 7❑ t ✓` i..'r PREPARED BY: Diane Gladwell, City Clerk SUBJECT: ENVIRONMENTAL QUALITY TASK FORCE (EQTF) RECOMMENDATION: 1) Adopt a resolution establishing the Environmental Quality Task Force as a 15 member.ad hoc committee for six months, scheduled to end May, 1994. 2) By motion, appoint the following members: Nominee Representing Dr. Tom Ruehr Agriculture/Soil Conservation Protection Jan Clucas; Kurt Kupper Morros Protection Dr. Richard Krejsa Creek Protection Eve Vigil; Dr. David Chipping Native Plants Protection Phil Ashley Wildlife Protection Dave Morrow Air Quality Protection Ken Haggard, AIA; Jim Merkel Sustainable Energy Marilyn Farmer, AIA; Richard Schmidt, AIA Sustainable Community Planning Rep. Dr. Walter Rice Sustainable Transportation Planning Rep. Carla Sanders .Neighborhood Representative Steve McGrath Business Representative (with expertise in recycling market development) The above are experts in specific areas outlined as per Council direction. DISCUSSION: The City Charter provides the Council authority to establish temporary ad hoc citizen committees. At the October 5, 1993 meeting, the Council requested the Mayor to solicit nominations to form the Environmental Quality Task Force (EQTF) utilizing a list submitted at the meeting. Suggested goals for the Task Force will be to coordinate and advise.Council on a variety of environmental issues.- Consistent ssues:Consistent with our past appointment policy,I am recommending we appoint representatives of environmental expertise rather than organizational representatives,which provides a more ��3 balanced, holistic decision-making body. Every effort has been made to include representation in a variety of environmental fields with representation from the business community. Should Council elect to make the EQTF a permanent committee, it would be altered to the standard seven member committee. SUMMARY: Thank you for the privilege of coordinating the Environmental Quality Task Force. I appreciate the suggested nominees from the City Council, and community input. The purpose of this Task Force is to take advantage of the knowledge and expertise we have in San Luis Obispo,focusing on establishing plans and procedures which will sustain the health and beauty of our City, improving the environmental quality of life for its citizens. A full listing of nominees is available in the Council Office. /ss Attachments: Resolution Memo from Mayor, dated 10/7/93 RESOLUTION NO. (1993 Series) A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO ESTABLISHING THE ENVIRONMENTAL QUALITY TASK FORCE AS AN AD HOC COMMITTEE WHEREAS, the City Council recognizes the need to assemble experts with a wide variety of environmental skills to address environmental issues affecting the City of San Luis Obispo; and WHEREAS,the City Council has endorsed the concept of an Environmental Quality Task Force with the goal of implementing a proactive environmental protection and enhancement program. NOW, THEREFORE, BE IT RESOLVED BY THE SAN LUIS OBISPO CITY COUNCIL that: Section 1. An ad hoc. special purpose committee, to be known as the "Environmental Quality Task Force"is hereby established. The members shall be appointed by the City Council in a manner, and for a term of office, determined by the City Council at the time of appointment. Section 2. The Environmental Quality Task Force shall perform the following principal functions: a) To develop recommended environmental goals and strategies based on Council Direction. b) To advise Council on environmental issues affecting the City of San Luis Obispo and coordination of regional environmental projects. Resolution No. (1993 Series) November 2, 1993 c) To undertake specific tasks as may be referred by the City Council. b) Goals and strategies should be completed in the form of a recommendation .to Council by May, 1994. On motion of , seconded by , and . on the following roll call vote: AYES: NOES: ABSENT: The foregoing Resolution was passed and adopted this day of , 1993. Mayor Peg Pinard . ATTEST: City Clerk Diane R. Gladwell APPROVED AS TO FORM: ty ton y Je or sen all I8�1��j111111P111Np I� cio sari vu�s. oBIs 990 Palm StreetlPost Office Box 8100 • San:Luls Obispo,CA 93403.8100 October 7, 1993 MEMORANDUM SEEMINENSWE=1 TO: . . Council Colleagues FROM: Peg Pinard SUBJECT: ENVIRONMENTAL QUALITY TASK FORCE (EQTF) Pursuant to Council direction at the meeting,of October.5, I am requesting that each Council Member submit candidate names for the categories suggested below: 1. Agriculture/Soil Conservation Protection 2. Morros Protection 3. Creek Protection 4. Native Plants Protection 5. Wildlife Protection 6. Air Quality Protection 7. Sustainable Energy 8. Representative of Sustainable Community Planning 9. Representative of Sustainable Transportation Planning 10. Neighborhood Representative 11. Business Representative (preferably with expertise in recycling market development) At the October 5th meeting, a list was submitted with representatives from organizations. In the past, our appointment procedure has been to represent categories. Therefore, I would suggest that Council consider appointing a 1S member Task Force which excludes representatives from specific organizations. To enable us to meet the agenda deadline for the November 2nd Council meeting, please submit your list of names by Wednesday, October 13, 1993. PP:ss c: John Dunn Diane Gladwell Jeff Jorgensen © The City of San Luis Obispo is committed to Include the disabled In all of its services,programs and activities. /L Telecommunications Device for the Deaf(805)781.741M "T—� ►►�►►►►►�IIIIIIIIIII a� i II II city osA n. tuis OBISPO 990 Palm Street/Post Offloe Box 8100 • Sari;.L.yls Obispo, CA 93Q.3-8100 MEETING AGENDA.. DATE I November 2, 1993 COMMUNICATION HEM #1 TO: Council Colleagues FROM: Council Member Dave Romero Late during the evening of October 27, 1993 as we considered the Bicycle Transportation Plan, we addressed California (Marsh to Higuera), Chorro (Palm to Walnut) and Santa. Rosa (Pismo to Marsh). I had anticipated that we would discuss each of these separately and decide each on its own merits. The motion was quickly made and seconded to consider all three as a package. Since I favored parking restrictions and bike lanes on 2 of the 3 streets, I voted in favor of the motion. Had I reacted more quickly, I would have asked that Santa Rosa (Pismo to Marsh) be considered separately. The arguments for parking restrictions and bike lanes on this portion of Santa Rosa are much less compelling than for the other two streets, and had it come up separately I would have voted against it, thus changing City Council action. In view of this I am asking that the City Council reconsider its action on this particular street at a future Council meeting. DR:cm 1 CDD DIFl �d 91 0 ❑ FIN DIR [I$ A0 ❑ FIRE CHIEF he e -' RNEY. V_ P1301rt RECEIVED C ' V CLEOTICCI POLICE CHF. ❑ rG Tr;:rr:; i REC DIP NOV 2 19 9 3 ❑ READ IL! p!-G:R t � LJ r.L'ia o:;, CITY CLERK SAN LUIS OBISPO,CA The City of San Luis Obispo is committed to include the disabled in all of its services, programs and activities. v Telecommunications Device for the Deaf(805)781-7410. In The Superior Court of The State of California In and for the County of San Luis Obispo AFFIDAVIT OF PUBLICATION No. dvl-2653-0-5 City of SLO STATE OF CALIFORNIA, ss. County of San Luis Obispo I am a citizen of the United States and a resident of the County aforesaid; I am over the age of eighteen and not interested in the above-entitled matter aYj cftyof I am now, and at all times embraced A San lues oslepo CITY COUNCIL PUBLIC HEARINGS in the publication herein mention was, the principal clerk on Tuesday, November 2, 1993, the San Luis Obispo City Council will hold public of the printers and publishers of the SAN LUIS OBISPO hearings beginning at 7:00 P.m.In the Council Chambers Of City Hall,990 Palm street, on the items listed below. COUNTY TELEGRAM-TRIBUNE, a newspaper of general The reports will be available for review in the City Clerk's Department on the Wednes- circulation, printed and published daily, Sundays ex- day before the meeting. For more information,please call 781.7103. cepted, at the City of Sam Luis Obispo in the above The Council may also dis. cuss other hearings or busi. ness Items before or after named county and state; that notice those listed. If you challenge any one of the proposed actions described below in court, you may be limited to 'raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to at which the annexed clipping is a true printed copy, was the city Council at,or prior to, the public hearing. published in the above-named newspaper and not in any ALTERNATIVES To PROCESS FOR MAJOR AN. supplement thereof — on the following dates, to-wit: NEXATIONS - to consider Initiating an amendment to the General Plan Land Use October 23 Element that would allow a major expansion area to be annexed before a specific plan is adopted, but to keep the requirement that a specif. ic plan be adopted before subdivision or developments. WATER OFFSET CREDIT TRANSFER - to consider a that said newspaper was duly and regularly ascertained request to transfer water off. and established a news a of l circulation b set credit from Williams er enera P P g Y Brothers to Vons. Decree entered in the Superior Court of San Luis Obispo Diane R.Gledweil, City Clerk County, State of California, on June 9, 1952, Case #19139 Oct 73,1993 dvM3 under the provisions of Chapter 1, Division 7, Title of the Government Code of the State of California. I certify (or declare) under penalty of perjury that the foregoing is true and correct. (Signature of Principal Clerk) Date October 23 19 93