HomeMy WebLinkAbout01/12/1999, 3 - 1999-2001 FINANCIAL PLAN SUGGESTED CITY GOALS RESULTS OF COMMUNITY BUDGET BULLETIN SURVEY1999 -01 Financial Plan
Suggested City Goals
RESULTS OF COMMUNITY BUDGET BULLETIN SURVEY
BACKGROUND
We inserted a "community budget bulletin" in our utility bills from November to December of
1998 informing our customers about the City's goal- setting process, the community foram on
January 12, and the goal - setting workshop on January 30. (The bulletin is provided in Section 9
of this workbook on page 9-47 of this notebook.)
As outlined in Section 9, this was just one of many actions we have taken to encourage
community participation in the goal- setting process.
In addition to encouraging participation in these workshops, this bulletin asked our customers to
share with us what they believed are the most 3 -5 most important things for the City to do over
the next two years.
SURVEY PARTICIPATION
Participation in this survey has been very high:
• As of December 1998, about 10,000 of 13,500 customers received this bulletin. (Due to our
bimonthly billing cycle, it was not possible to reach all of our customers by January 12,
1998.)
• By January 5, 1999, we received 382 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 the
survey.
SURVEY RESULTS
A Caveat—Not a Scientific Survey
It is important to stress that this is not a "scientific survey," and 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"
We have transcribed all 382 responses and included them in this section of the workbook. Since
these are "open - ended" responses, it is not possible to provide a simple, analytical summary of
the results. Nonetheless, clear themes emerged.
The following is a summary of the top "themes," presented in order of the most common
responses:
3 -1
Results of Community Budget Bulletin Survey Page 2
V".........., of Tnn "77t omo" Racnnncnc /nnt af3R2 Re- mandentsl
Tlierne
•
Responses
Maintain/repair streets
93
•
Limit/control/stop growth
77
•
preserve open space
76
•
Develop long -term water supply
61
•
`Big box," discount shopping opportunities:
• Discourage them
• Encourage them
49
46
•
Reduce/mitigate traffic
40
•
Improve recreational opportunities for youth (includes parks and sports fields)
40
•
Reduce/contain water and sewer fees
40
•
Develop more downtown parking
39
•
Protect/enhance downtown
37
•
Address student housing impacts in neighborhoods/build more housing on campus
31
•
Improve public safety (police, fire, paramedic)
30
•
Maintain/develop more bikeways
28
•
Annex the airport area
25
•
Maintain/improve public transportation
23
•
Revitalize the Central Coast Mall
22
•
Maintain/improve homeless services
22
•
Improve the business environment/enhance employment opportunities
18
•
Encourage affordable housing
14
•
Prevent the County from approving development on our borders
12
•
Reducelcontain taxes
12
•
Ensure the City is "Year 2000" compliant
1
12
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Responses to Community Budget Bulletin Survey Page 7
1. We need more patrolling of our heavily traveled city streets —Broad, Tank Farm, Johnson, Los Osos
Valley Road. There are too many cars traveling at 50 -60-70 and up on these streets. Patrol more and
give tickets. Tank Farm is a hazardous road and there is very little patrol activity.
1. Traffic flow and parking.
2. Train problems on Orem Road.
3. Parking spots in new construction too small. Staples, as an example, is very poor.
1. Preserve natural streets, land, creeks, etc.
2. Do not expand shopping malls. Use all empty stores.
1. No urban sprawl. Limit new shopping centers. Instead reinvent, refurbish existing shopping areas.
Keep downtown viable, beautiful.
2. Protect the environment in our area. Protect farmland from development (other than ag related).
Continue to maintain, expand, "green" space.
3. Work with the County to achieve the above two goals.
4. Plan environmentally sound and attractive low to mid- income housing.
5. Traffic is becoming more congested all over the City. Focus attention on it and work out a plan to
alleviate some of the problems.
1. Get the automatic payment for water /sewer activated.
1. Expand greenbelt around city aggressively.
2. Stop County Board of Supervisors from permitting big box stores on the periphery of SLO City
limits.
3. Develop and implement a plan for mass transit system to serve junior and high school students so
that private cars are used minimally.
4. Change street tree planting policies to favor native species rather than "designer type" trees.
-3-.7
Responses to Community Budget Bulletin Survey Page 8
Implement a program for sidewalk safety for pedestrians similar to the weed abatement program.
Notify homeowners of low- hanging shrubs or over - crowded sidewalks so that pedestrians don't have
to duck or jump over plants growing into the right -of -way.
6. Reduce speed limit on Johnson Avenue and enforce it.
7. Create median strip (planted) on parts of South Broad to give pedestrians a safe area to stand and to
visually break the mass effect of the asphalt
1. Develop a new recreation center with activities such as ice skating. There are some excellent
opportunities to build a ice arena.
2. Acquire more open space for parks and make the pedestrian/bike path a priority and a reality.
3. Have stricter building codes for high density housing developers.
4. Enforce no housing to be built on visible hills such as Islay Hill. The hill will forever change and the
environment and uniqueness of SLO will suffer.
1. The city should have a plan to handle water, sewer, and electrical needs in case Y2K becomes a
major problem.
2. More downtown parking; stop putting meters on the streets.
3. Implement a plan to rebuild the Central Coast Mall.
4. Permit development of property for Eagle Hardware.
1. Resurface highly traveled roads such as Tank Farm. Make Tank Fans a four- lane/2 on each side
road.
2. Increase the tax base (business) by allowing retailers like Target, Circuit City, etc., to be established
in the City.
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Responses to Community Budget Bulletin Survey Page 12
Development of more water sources.
2. Until more new water has been received by the city, no new building should be allowed.
3. Regardless of how much less water we use today than in some other year, we do not have nay new
water since the year of the drought Saving of water by conservation is not the same as new water.
4. Droughts will recur. Do not allow new development until new sources of water are a reality.
1. To keep the downtown viable and not allow uncontrolled growth or strip malls.
2. To keep the greenbelt process going.
3. To find a way to support completely all special events such as Mardi Gras and the Criterion.
4. To support the arts.
5. To encourage Cal Poly to build more on- campus housing.
1. Keeping growth to a minimum.
2. Keep /maximize growth within city limits. Avoid "sprawl" by utilizing space within city limits.
3. Continue to cooperate with environmental groups to preserve green space. Buy up land which would
otherwise get developed.
4. Continue to develop plans for alternative transportation. Too many cars, too few parking spaces. I
bicycle.to work every day and it's getting pretty busy out there.
5. Cooperate with neighborhoods to develop small, localized parks. Helps preserve open space and
develop a sense of community among neighbors.
1. Repair city streets so they are smooth and do not damage our cars.
2. Make sure we have plenty of city water. Recycle water for use as water for our gardens.
3. Get a better cable TV company or encourage other cable companies to come into the city.
4. Because traffic has become much heavier and faster, more city police needed to patrol traffic.
5. More parking spaces. Encourage people to use the bus system at reasonable rates.
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Responses to Community Budget Bulletin Survey Page 14
1. Reach agreement with County Board of Supervisors regarding decisions on use of lands bounding
SLO city limits, avoiding future conflict like that over Froom Ranch, maybe through impartial land
use expert as advisor — like planner brought in by County to help in Oceano?
2. Develop a more comprehensive plan for city growth using overall suggestions in `viewpoint" article
by Ira Winn on 10/31/98 in Telegram- Tnbune. He may be impractical in some details, but his basic
ideas are correct
3. Regarding economic development, be selective; look for high value, low impact companies, like
Austin, TX City Council's pledge to allow no tax breaks to attract new companies.
1. Parking — every time I go downtown I see parking meters and the metered area keeps growing. It
feels like I'm paying twice for each space. Dump the meters. Expand the garage.
2. City much be sure utility service is Y2K proof. City should also have contingency plans to provide
H2O and sewer service.
3. Have special locations where citizens can go to fill water containers if no water service is available.
4. Place to dump port-a- potties is no sewer service is available.
5. Enhanced neighborhood water programs if major power outages.
6. Street lights totally inadequate in my neighborhood (Laguna Lake — Atascadero Street). Improve
lighting to promote walking to stores.
7. Long -term H2O supply.
1. A moratorium on business and residential growth
2. Turn the old Von's store on Broad into a modern and roomy senior citizens center.
3. Establish more greenbelt zones.
4. Turn Higuera into a pedestrian zone only.
5. Make bike paths truly bike paths, not just wider shoulders of some streets, like Tank Farm Road.
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Responses to Community Budget Bulletin Survey Page 16
1. More police on patrol. All four fire stations staffed with minimum of three personnel.
2. Better street surfaces. Too many rough areas and patches.
3. A larger tax base to pay for the above improvements (i.e., encourage business to come to SLo
instead of North or South County.
1. Parts of Higuera and Marsh Streets should be designated as pedestrian only (and that area should
receive "beautification').
2. Promote greater use of public transportation to the downtown area.
3. Traffic in this town has become unbearable with rude and dangerous drivers. Greater reliance on
electronic monitoring will pay for itself with fines and control red light runners and speeders.
4. Tough another packing structure will not promote greater use of public transportation, our City's
growth to date already requires one.
5. Though population growth must become a national priority, in order to prevent congestion and other
ills of population density, as a City we can best limit growth. We are already overgrown.
1. Sport playing fields for our kids. My daughter is now in high school and this was promised when
she was four.
2. Planned growth. We don't need big box stores. I enjoy shopping with local retailers. This is what
makes the City unique.
3. Water — during the drought the price went up to make people conserve. Haven't seen the price come
back down. Why?
4. Although it will not happen, I would like to see Garden Street (between Higuera and Marsh) closed
to traffic. I think this could really add to downtown. Look what the Downtown Center did.
1. Silence the noise at the Graduate bar at 1:45 am closing time, Industrial Way and Sacramento
adjacent to residential area on Bougainvillea The Graduate patrons have a long history of public
disturbance. The presence of a police car at closing time would have a great calming effect.
3 -/�
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Responses to Community Budget Bulletin Survey Page 22
1. Maintain small, quaint lifestyle.
2. Keep traffic slow. It makes you slow down, like it or not.
3. Cleanup "traffic confusion" areas, Le, Madonna Road or post information. Street traffic should be
in far right lane."
4. Keep and enforce noise restriction to encourage residency and employment in SLO.
S. Enhance pedestrian use in downtown.
1. Take a more expansive view of business and shopping development than in the past and achieve
some balance between competing ideas.
2. Provide ample parking facilities in and around the City center.
3. Provide an organization paving maintenance and renewal program.
4. Attempt to solve long -term water needs.
1. Some decent street lights. These we have are so dim. The town is so dark at night many hate to
walk the streets. I've prayed for decent street lights for years. Let's have them. These we have are a
disgrace.
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1. Homeless — can we clean up the streets? I'm tired of cleaning up someone's alcohol containers,
having to constantly say no to their requests for money. I understand some people feel we need to
take care of them, can we not have them work for their free meals (e.g., empty garbage for one hour
a day to get three meals, sweep, clean highways, etc.). I think we (SLO) are becoming a magnet for
they type of person and once they are here we are powerless to hold them to the same standard of
conduct that the rest of the hardworking, tax- paying citizens of SLO adhere to.
2. Big box — please preserve the "SLO life ". Can't we decide as a city how large a retail building can
be or are we going to bend over for big corporations or other money hungry individuals who have no
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Responses to Community Budget Bulletin Survey Page 24
1. Water rights.
2. Try to reduce city taxes by permitting some big business into our area for more sales tax.
3. Expand airport to permit residents easier access to fly out of SLO.
1. Please keep SLO small town. Slow growth.
2. Traffic is becoming a major problem as well as parking. Tank Farm Road is like a freeway.
3. Police protection/crime.
1. Drainage on Wisteria lane
2. Control over pets; cats destroying all landscaping and vegetation in backyard and front -yard. Dog
waste on sidewalk.
Keep growth under control. Tax increase for more than two kids.
2. Fix streets.
3. Improve schools.
4. Make use of our old Mall before you allows another one.
5. Keep growth under control.
1. Police: Make them more visible. Increase cruiser budget.
2. Bicycle riders ignore traffic signs. Enforce the law.
1. Boutiques and Approve a so-called box store. Except for groceries, I shop out of town.
2. Restaurants are fine, but we need more stores for basic everyday needs.
3-2 f
Responses to Community Budget Bulletin Survey Page 27
1. Secure as much open space as possible to preserve the natural beauty of our city.
2. Encourage bicycling and use of public transportation.
3. No more parking garages in the downtown area.
4. Keep the library open as many hours as possible.
5. Assist downtown businesses in effort to maintain original buildings (i.e., retrofitting).
1. Water provisions in SLO.
2. Saving downtown viability.
3. Preserving ag land surrounding SLO.
1. Put some kind of restraint on the uncontrolled suburbia and mega - industrial development on the
south end of town. Preserve this community's quality of lie and small town nature. Preserve the
beautiful downtown before the urban scrawl connects us to Santa Maria, Santa Maria to Santa
Barbara, Santa Barbara to Ventura, etc. When is it going to end? Let's make SLO the only place
from Tijuana to San Francisco that doesn't have a Wal -Mart. No Eagle Hardware. No Target. Tank
Farm Road looks like a war zone. I'm embarrassed when I tell friends I live on the south end of
town.
1. Repair and maintain our streets.
2. Provide good fire and police services. We could go broke on the numerous Public Works projects
being considered.
3. Keep costs to residences low enough so they can afford to continue to live in SLO.
4. We can't afford everything we would like to do. Say no occasionally.
5. Live within our water supply.
3--A-7
Responses to Community Budget Bulletin Survey Page 28
1. Diligently strive in a cooperative manner to bring an adequate water supply to the city that will
accommodate the projected growth pattern.
2. Resurface the streets, particularly California Boulevard, so they can remain half way smooth.
Existing conditions are ridiculous and embarrassing.
3. Continue with downtown parking concept. Downtown is neat and will continue to be better with
adequate parking on the agenda.
4. While Eagle Hardware is a sore spot for some, it would also fill a void in this area of competition.
We need this type of facility.
5. Glad to see Ken Schwartz on the Council. The Council is also doing a good job. Only wish we
could expedite decisions more rapidly. Fix the streets. Bicycles are not the answer.
1. Keep business in SLO (i.e., building larger stores — Target, Costco, etc. Relax and let the larger
developments into the city. I don't even shop in downtown SLO. No parking; no choices. Bike
lanes are a pain and dangerous. I shop in Santa Maria.
2. Allow affordable housing, not low- income, just affordable for the middle -class income folks.
3. Get rid of the bike lanes downtown. They make traffic congestion worse.
4. Make it easier for business to open and permits to be issued at a lesser cost. There are too many
rules and regulations in order to pen a business or build or get permits.
5. Lower the water /sewer rates. Water rates were raised when we have the drought. Now we have
water and we're still paying way too much.
6. Get competitive garbage and cable services. Both services are terrible and don't care about their
customers.
1. SLO needs some decent stores. It's a long drive to Santa Maria, Atascadero or Paso Robles, but we
do it because there is nothing in SLO. Foods -4 -Less was the greatest store to come into SLO in the
last few years. There are times that we spend up to $500 a month in Santa Maria, Atascadero or
Paso Robles. SLO is losing money.
2. Downtown SLO is a complete was of time for people that live in SLO. It is a tourist trap only.
3 -0
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Responses to Community Budget Bulletin Survey Page 30
Appearance of rentals to students is awful. Try to remedy this. Make landlords responsible.
4. Do not expand mall area into prime farmland — Dalidio property.
5. Lucky/Rite Aid shopping area needs help. Too many vacant stores.
1. Keep out big box stores.
2. Make it a part of city policy to build affordable housing.
3. Scale back Farmers' market. It's so big, it's out of control and attracts the wrong kind of crowds.
4. Extend the route of downtown trolleys (e.g., to the Foothill area). I would be willing to pay to ride
on it.
5. Be vigilant about removing all graffiti, not only downtown.
6. Better enforcement of safe housing codes.
1. To see that we have uninterrupted water flow in the year 2000 and beyond.
2. To see that we have uninterrupted access to electric and gas power in the years 2000 and beyond.
3. To control costs and lower city taxes.
4. Crack down hard on gang activity via encouraging curfews, school education regarding drugs, no
loitering, after school activities.
5. See that our taxes are used primarily for protecting the citizens. Enlarge our police force. Eliminate
city `paper pushers ". They excel in private business. Our government needs to control costs and
stop the waste of tax money. This is crucial.
1. Re- evaluate your micro-management of home construction in the city.
2. Do abetter job of fixing city streets (potholes, etc. in residential areas).
3. Beyond the extension of the present Marsh parking lot, build another to the west -end of the city.
3 -30
Responses to Community Budget Bulletin Survey Page 31
1. Protect the environment and preserve our "small town" way -of -life.
2. Increase and maintain green space around the city.
3. Continue to support a viable downtown.
4. Do not allow any more strip mall, i.e., the South Higuera eye sore.
5. Improve recycling program. Suggest you look at what City of Los Angeles is doing. It is way ahead
of SLO in the recycling efforts.
1. Pave or resurface streets which are in a deplorable condition.
2. I have lived here since 1934 and loved every minute of it but let's not revert back to the "horse and
buggy" era as some of our environmentalist would like but let us improve on our labor base,
encouraging non - polluting industries and updating airport.
3. Insist on Cal Poly University providing more dormitories to accommodate their students and thus
enforce our zoning ordinances so that good neighborhoods are not downgraded by inconsiderate
students.
4. Keep our parks and the Mission Plaza free of the many itinerants that tend to gather in these places
and discourage our local citizens from enjoying the parks with their children without fear of shady
characters.
5. Get on a positive track regarding our water supplies. We could very easily have another extended
drought. Let's not shelf the Salinas Reservoir. I feel that the installation of gates at the dam would
nearly double the capacity and give us a margin of safety on our water supplies.
1. Repair city streets.
2. Add street lights on dark streets. We need safe streets. Increase night police patrols.
1. Keep a top police force.
2. Keep out the gangs.
3. Keep the city neat and clean.
Responses to Community Budget Bulletin Survey Page 32
1. Repave our streets.
2. Provide favorable environment for businesses so that they won't move to other larger cities.
1. With a new culvert under the freeway and a new culvert under Center Street, the Anhohn track is no
longer in a flood zone. Can that be eliminated?
Control growth. Don't let SLO become another Fresno or Bakersfield.
2. Maintain the quality of life. Control the urge to commercialize.
3. Continue to revitalize downtown. It's a special place. Keep it that way.
4. Stop the airport expansion. We don't need larger airplanes flying over our town.
5. Keep the greenbelt process moving forward, it is important to our future.
1. Economic development with an eye to the future. Make SLO competitive in today's marketplace.
2. Affordable housing. Not subsidized housing, but homes that middle class families can purchase.
3. Maintenance of our roads. This project has just begun but there's more to do.
4. Water, water, water. Let's get a final water program going for the future of our community.
5. Water should not be used as a method of growth control. We need to provide a water program for
future generations.
Keep SLO as much as sensible reasonable as it has been, i.e., a unique, uncomplicated town.
Meaning: No huge expansion within City limits.
3 -3v
Responses to Community Budget Bulletin Survey Page 33
2. Do not allow large animal farming/ranching in our sector (such as proposed hog raising on Los Osos
Valley Road).
3. This City needs to encourage a hardware outlet where "Coast to Coast" used to be near Cal Poly.
Assessable area at University Square/Foothill.
4. We can't afford to see Cal Poly expand more and create larger student bodies. Athletic fields okay,
but keep Cal Poly as is in size of people.
5. Keep present open spaces such as Bishop's Peak area Encourage nature, especially birds for which
we are famous, but most preserve.
1. Find and develop new water supplies.
2. Annexation of airport area
3. Continue to improve roads and other infrastructure.
1. One of the most important things for me and my neighbors is to have the city bus again run on
Chorro. With limited driving, that surely would help.
2. Please let me know what help we can expect from the City when we're sick.
3. It would help if our water bill was lowered in the summer.
1. Resurface major city roads, including clearly marked bike lanes.
2. Further development of the downtown area, including more walkways and fewer cars on Higuera
and Marsh Streets.
3. Continue allocation of land as open space preserves.
4. A conservative approach to growth and chain stores in order to maintain town's renowned charm and
tourism.
5. Avoid big box stores and new store construction. Revamp Madonna Plaza first (Central Coast Mall
is already on it's way).
3-33
Responses to Community Budget Bulletin Survey Page 34
1. More parking downtown.
2. More teen recreation activities.
1. Secure a permanent supply of additional water, preferably from Nacimiento. Fight North County for
it in court, if necessary.
2. Annex Cal Poly.
3. Help Cal Poly building additional dorms on campus.
4. Buy additional green space around the City so as to expand the City's greenbelt.
S. Keep reasonable controls on growth by keeping it planned growth, not haphazard growth.
1. Establish rent control.
2. Not to install a satellite surveillance system with using the light poles that the City paid to have
located on the satellite system (GIS).
3. Help Planned Parenthood to reduce their fees and/or eliminate them.
1. Water
2. Parks
3. Affordable Housing
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1. Help homeless people by supporting the Prado Day Center.
3 -34
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Responses to Community Budget Bulletin Survey Page 36
1. Work on street repair. Take a look at the curb and gutter on Couper Drive.
1. Bring in more jobs to the county. In particular, large companies which pay well.
2. Allowing larger stores/chains to locate in SLO. In particular, Costco, Wal -Mart, etc.
3. Rebuild roads on our city streets and outer county roads.
4. Work to restore relations with Cal Poly and trade resources with them.
5. Work with companies in the area to trade resources/build better relations with them.
1. Fill in potholes on much - traveled streets such as Los Osos Valley Rod. On next survey ask if given
streets used most by citizens needs repairs, such as street where residence is or goes to work on.
2. Need a comprehensive computer superstore such as Frys', Comp USA, etc., so locals don't have to
leave SLO to purchase such equipment. Staples is not enough.
3. More public art venues.
1. Develop low- income housing.
2. Develop mid- income housing.
3. Continue free bus service for Poly students.
4. Negotiate in good faith with the Fire Department and abide by the contractual articles you already
agreed to rather than place them in a "side letter."
1. Block Madonna's development on SLO's border. It should be brought under City control.
2. Move to annex more surrounding land to preclude further County meddling.
3. Quit dragging feet and make annexations a priority.
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Responses to Community Budget Bulletin Survey Page 39
'.. Put more water on line so our bills can be reduced. It's way too expensive for water.
2. Add downtown parking.
3. Do something with the Ghost Central Coast Mall.
4. Continue to improve our parks. One at the southend of town (Higuera area, Food- 4-Less area)
would be good.
5. We've lived here 22 years and love our area Please keep up the good work. We're please with the
planning efforts of the past and look forward to them in the future.
1. I'd like to see a Costco (not necessarily other big box stores, but specifically a Costco) so we don't
lose all that sales tax revenue to Santa Barbara County.
2. A legalized dog park.
1. Work toward allowing major store chains (Wal -Mart, etc.) to come into SLO. The taxes collected
could be tremendous.
2. Stop bleeding the SLO residents of outrageous utility (garbage, water, sewage) charges.
Implementing #1 would go a long way in relief.
3. Stop penalizing the Cal Poly community. Restricted parking near CP campus. Those "no parking"
spaces sit empty.. Cal Poly is the life blood of SLO. Appreciate the students and reward them.
4. Relating also to #2, the charges the City collects for building permits is criminal. No wonder there is
so much boot leg residence upgrades.
5. Keep seeking input such as this questionnaire. But, more important, listen and respond on trying to
make SLO the most caring and quality city in California.
1. Continue acquisition of open space before it disappears. Continue informal dog park in Laguna,
maybe formalize, at lease don't cite unless a major complaint.
2. Protect sources of water but don't add enough for mega - development But prepare for drought and
maintain safety and quality .
3. Work to get jet capability and ground transportation to Paso, so revenue is still in county, but don't
expand SLO airport. I hear the engines at night all the way to Foothill. Paso close enough and
wants it
3�q
Responses to Community Budget Bulletin Survey Page 40
4. Creek habitat protection and enhancement. One of our best resources.
5. Save and enhance downtown. Rework Madonna Plaza before adding big box stores (hopefully
never). Leave Dalidio in ag. Gateway to our town. We have enough stores and stuff, but not
enough places to just walk and think-
1. Pursue frequent (every 15 minutes) trolley runs from various outlying areas to downtown, Madonna
and Marigold. Get us out of our cars.
2. Keep SLO on a "human" scale not an "auto" scale. Don't widen streets. Work with Cal Poly and
Regional Planning Dept. on ways to maintain quality of life.
3. Purchase as much open space greenbelt as possible.
4. Work with Cal Poly on housing solutions to get students out of single - family neighborhoods.
5. Require homeowners, particularly of rentals, to main ain yards and outside appearance of homes.
1. Reduce the pressures increasing density downtown.
2. Full-time enforcement of home appearance violations (couches in yards, parking on unimproved
yard areas, trash, junk).
3. Underground placement of downtown phone lines/power lines.
4. Defeat Eagle Hardware project.
5. Purchase greenbelt.
ter^.;.
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1. Traffic Flow. This city's infrastructure is inadequate for the number of people who are flocking to
this area. Streets and roads are more like a 3'd County's thoroughfare ... pot holes, etc.
2. Get the "feel goods" out of decision making positions. Fee sightseeing buses okay in paradise but
with "paradise lost ", as SLO is becoming, they only clutter up the main traffic arteries.
3. Rethink the bicycle lanes you've carved out of the main streets. Just one of you go count the number
of users of said lanes. They simply don't justify the square feet allocated for their exclusive use.
�,,tlh
[V
Responses to Community Budget Bulletin Survey Page 42
1. Improve streets in City.
2. Dump parldng structure.
3. Take care of residents of city.
4. Quit catering only to business owners.
5. Approve big boxes. First impression of City on 101 is sewer farm. Big boxes give better
impression.
1. Homeless housing. Emergency facilities for wintertime.
2. Homeless feeding Assist Peoples' Kitchen.
3. Expansion of SLO Shelter.
4. Survival bundles for homeless.
5. Organize city and church facilities to deal constructively with Y2K problems next fall.
1. Fix streets.
2. Stop inviting homeless into our community.
3. Get rid of bike lanes where they are not connected.
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1. Reduce sewer and water rates so residents will maintain their landscaping. Before water rationing
and the increased water rates, to make up for lost revenue, the yards in the older parts of town were
more attractive. After water rationing, no one put them back in order because of the cost. Just look
around town. It's so sad.
3-qv
Responses to Community Budget Bulletin Survey Page 43
1. I'm not interested in living in a place like Santa Maria Continue to update/preserve the
general/master plan and prevent big box stores, i.e., OSH (Madonna), from defacing our city.
Renovate/reuse what's already been used or is outdated. Put OSH in old Williams Bros./Vons.
2. Fix the roads, e.g., Broad Street between South and Higuera. Cheap chip seal sucks.
3. Learn from other "model city" governments and examples.
4. Keep the library open longer.
5. Public city issues/goals.
1. Saving neighborhoods. Students are important, and we are happy we have them, but their yards
should be monitored and zoning laws should not be changed for developers to put student housing in
quiet neighborhoods.
2. Why is someone who lives along paying the same sewer bill as a house with four or six Poly
students.
1. Acquisition of open space.
2. Opposing big -box stores.
3. Refraining from building additional parking lots in the downtown.
1. Traffic control on Broad between South Street and Orcutt from speeders, including UPS trucks.
2. Repair black top once and for all on Broad and High Streets.
3. Limit commercial 18 wheelers traffic to 6 am. to 8 p.m. Staples, Rainbow, Producer's, Von's, and
UPS run up to 11 p.m. along our residential homes here on Broad Street.
Responses to Community Budget Bulletin Survey page"
4. I've called the garbage company a couple of times because their drivers are always honking„ but
they still honk. Can you stop them?
5. Remove trees and brush from street for a clear view for visitors. Replace missing street name signs
and by law add street name signs on street signal signs.
1. Keep improving downtown retail area.
2. Limit number of liquorlbars downtown.
3. Trim trees that are downtown.
Maintain our streets under better supervision. The crack - sealing machine should be running 24
hours a day. And you should kill weeks in cracks first because they just come back through and
cause the water to undermine the asphalt.
1. Improve business climate.
2. Allow for growth.
3. Cities are like trees. When they stop growing they start dying.
1. Supply of water during our next drought.
2. Reliable water for the coming drought.
3. Nacimiento water.
4. Enlarge Santa Margarita Dam/reservoir.
5. More water available so my landscaping won't die during next drought.
� -14
Responses to Community Budget Bulletin Survey Page 45
1. Strictly adhere to our no water, no growth policy. No, "just outside city limits" developments to
bypass this issue.
2. Take great care in keeping business growth compatible with neighborhood quality of living.
3. Maintain the historic mission city atmosphere of SLO.
4. No box mall developments.
5. Please protect the beautiful environment we have here. Dare to do the right thing for our future
please.
1. Encourage projects for young people in the area plus self -help programs for them.
2. Low income housing.
IN
1. Prevent commercial sprawl along Highway 101 corridor.
2. Do not allow Daldio project to proceed. Rather, work to redesign/rebuild Madonna Plaza and the
existing Mall.
3. Develop a coherent vision for the lower Higuera area and devise an incentive program for owners to
implement it
4. Stick to the City's General Plan. Avoid minor annexations.
5. Develop a code of ethics for the Planning Commission to avoid real or perceived conflicts of interest
regarding real estate development
6. Ptrohase more open space around the City's edge.
7. Put fax and e-mail address of City Hall on official stationery.
1. The parking. During events such as a parade, there is absolutely no place to park (garage is blocked
off?).
2. Crack down on yellow /red light runners. At most signals downtown, there is a dangerous problem.
3. Affordable housing.
/4h
Responses to Community Budget Bulletin Survey Page 47
12. Preparing for possible service disruptions due to Y2K problems.
13. Communicating to the public possible implications of Y2K failures on service.
14. Providing plans✓forums to let the community know about how "we" can work together to live
through, have enough water during possible Y2K crisis.
15. Send out a newsletter informing community of Y2K compliance and questions your operation has
concerning Y2K.
16. Be honest and direct. We can all work together around possible Y2K scenarios.
1. Keep crime out of the City.
2. Continue with lots of good alternatives for youth so that their energy is channeled for positive
purposes.
1. Ensure water supply.
2. Abide by voters wishes and close General Hospital.
3. Keep growth moderate to slow.
1. Stop the growth of shopping centers and malls. We already have more merchandise than we can
buy.
2. Do not enlarge the airport. Anyone can drive to Paso Robles or Santa Maria to go on larger flights.
3. Do not allow Eagle Hardware type store. We can go to close -by areas for those stores.
4. Keep housing starts to a planned minimum so we do not have urban sprawl around us.
5. "Grandfather out" billboards on approaches to City from the north and south. Ours is a city that
relies on its beauty for survival.
3 -41
Responses to Community Budget Bulletin Survey Page 48
1. Repair our streets.
2. Stop sprawl (ex., Eagle Hardware).
3. Central Coast Mall is a ghost town. Add tenants that will be shopped at, even "box" stores.
4. Increase student housing on Cal Poly land.
5. Increase parking at edges of downtown. Not all in the middle. Congestion too great.
1. The City's employees are one of its most important assets. Your goal should be to treat them with
respect and negotiate their contracts fairly and with their interests in mind.
2. Annex the airport area. Quit stalling and get it done.
3. Annex the "Eagle Hardware" property now. By doing this, the City can have a say in the total
development, rather than inheriting it.
4. Continue the excellent street repairs you've started. Good work.
5. Promote and support more housing developments but don't go overboard on low- income housing.
We need nice, big houses, too.
1. Repair streets, especially the streets carrying the most traffic.
2. Establish "off lease" park for dogs/dog owners.
3. Purchase/retain open space adjacent to city limits.
4. Extend library hours.
5. Require bicycles to be licensed. Mandate lights/reflectors on bikes.
-/O
Responses to Community Budget Bulletin Survey Page 50
[ �. i� n df?to ya ee r3mte hies' ri is i %JWJsn'# oQ m M
1. The city should work on its long -term fiscal health and stability by insuring adequate sales and
transient occupancy taxes to the City, pursuing retail growth within City limits before it loses its
position as the most important retail center in the County.
1. Keep Alex Madonna from messing up this town any more than he already has.
1. Preserve open space around city. To maintain character of SLO and prevent permanent loss of our
unique setting as population increases.
2. Encourage efforts to maintain downtown area as a small- scale, pedestrian- friendly attraction.
3. Association with #2, don't permit big box influx. With increased consumers use of mail and Internet
for retail purchases, they will become dinosaurs.
4. Focus on neighborhood preservation via increased staff for police patrols of noise and traffic
violations; enforcement of ordinances covering inoperative vehicles, unsightly furniture in front, cats
on lawns, etc.
1. Preserve creeks, open space, endangered species, air quality, stop sprawl.
2. Provide more affordable housing for those who presently work here.
3. Upgrade child care and after- school recreation programs for children and teenagers.
4. Promote water conservation rather than increase supply and consumption.
3-yb
Responses to Community Budget Bulletin Survey Page 51
1. Repair City streets.
2. Improve residential lighting. Numerous area are very dark.
3. Senior center needs parking. Also, some fans would help during the summer.
1. Preservation of small town feel as relevant to quality of life, i.e., no box stores in SLO City.
2. Promote and encourage alternate transportation such as bicycles and busses.
3. Work with Cal Poly to develop more student housing on or near campus.
4. SLO needs more parks! Look at all the beautiful parks that Santa Barbara has; we don't have one of
such quality.
1. Slow growth
2. Maintain the beautiful character of SLO —i.e., no big box stores! If people want such shopping, they
can move to Santa Maria!
3. We need to support locally owned businesses.
4. Encourage less driving/traffic downtown.
5. Consider pedestrian -only for 2/4 blocks of Higuera downtown.
1. Street repair
2. Reduction of bicycle lanes. They are not being used and when they are bikes are not stopping or
following in the lane anyway.
1. Have Costco/Price Club come to town.
2. Have Toys R Us come to town.
3. Lower water rates!
3.5-1
Responses to Community Budget Bulletin Survey Page 52
1. Playing fields for youth.
2. Airport area annexation.
3. Water, water, water!
1. Fix the streets!
2. Get a new source of water.
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3.y2-
Suggested City Goals
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P. O. BOX 3818 SAN L i OBISPO, CALIFORNIA 93403 EPHONE 805.544.014=
American Civil Liberties Union of San Luis Obispo County
/S y
December 30, 1998
Bill Statler, Director of finance
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Dear Mr. Statler:
On behalf of the organizations and individuals included in.this
letter, I would like to assist the City of San Luis Obispo.in
its Goal Setting for 1999 -01.
I feel that the most important goal for the City Council is NOT to
enter into any agreement with any organization or business which
knowingly and willfully discriminates on the basis of race, religion,
color, sexual orientatiorn ethnicity, gender. -.and disability.
Sincerely,
Hank Alberts
President
-3-53
P. O. BOX 3828 • SAN L OBISPO, CALIFORNIA 93403 - I .PHONE 805. 544.0242
American Civil Liberties Union of San Luis Obispo County
A C - L • U December 30, 1998
Lora Hutson, E & O /pac Chairperson
Gay and Lesbian Alliance (GALA)
.. < �4 C Z' e� �_ ' �Woz
K. Norine Shaffer, President
Parents and Friends of Lesbians and
Gays of the Central Coast (PFLAG)
Q Y
Angie
King, President
National Organization § Women
for San Luis Obispo County (NOW)
Peggy Koteen, Treasurer
Atheists United of San Luis
Obispo County (AU)
Kimberly Rosa, Advisory Member
Central Coast Diversity Coalition
(CCDC)
CONCERNED INDIVIDUALS of SUPPORT:
Gina Whitaker, member of the Unitarian Universalist Fellowship of San Luis
Obispo County
L-r.
Eric , ember ot m tarian Universalist Fellowship of San Luis
Obispo County
CC: Jobn Damn, City Administrative Officer
W
Residents for Quality Neighborhoods
P.O. Box 12604 • San Luis Obispo, CA 93406
December 31, 1998
Mr. Bill Statler, Director of Finance
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Regarding Goal Setting: Budget Proposals
Dear Mr. Statler:
Thank you for inviting us to participate in your goal- setting process for the 1999 -01
budget. As you know, RQN° s goal is to rp eserve and imnove the quality of life in our
neighborhoods in San Luis Obispo.
We believe that neighborhood preservation, as a generality, is supported by everyone in
the city. However, as long as "neighborhood protection" is a general slogan without
supporting requirements to really protect established neighborhoods, the quality of life in
our neighborhoods will continue to erode.
Presently, there are very few specific requirements on the books to protect our
neighborhoods. The ones that do exist and have made a difference came from the
neighborhoods, not the city. These include the "Frye Plus Ordinance", the "Property
Maintenance Ordinance" and the "Residential Parking District Ordinance".
To really protect our established neighborhoods we must also require, as a part of the
city's planning process, that all projects or proposals which have the potential to devalue,
degrade, or otherwise impact an established area be identified at the outset and that
appropriate and timely notice of these impacts is given to the neighborhood.
We, therefore, propose that the city allocate funding for a planning department
position dedicated to really making neighborhood preservation an integral and
conscious part of the city process. This staff person would then, perhaps, with the
assistance of a citizen ad hoc committee, be responsible for setting up a
"Neighborhood Impact Check List ". This would require staff to look at issues in light
of their impacts on the neighborhoods, and to give adequate and ample notice to the
residents, thus, affording them the opportunity to be involved in the decisions affecting
3-0s,
their neighborhoods. This staff person could also be responsible for seeing that the
proposals to protect and enhance neighborhoods already set forth in the Land Use
Element of the SLO General Plan be implemented. (see Conservation and
Development of Residential Neighborhoods; Policies and Programs, pp. 27 -38)
In the area of improvements, we propose that the city allocate funding to create a new
position for a field code enforcement officer in the Office of Neighborhood Services.
Since its inception in 1989, the Office has provided much needed relief for the
residents of our neighborhoods and is now handling in excess of 700 cases per year.
We believe that the increasing enrollments at Cuesta and Cal Poly will add finther to
the erosion of our neighborhoods and, unfortunately, enforcement appears to be the
only available remedy.
Finally, last year the city adopted "Neighborhood Traffic Management Guidelines" to
manage vehicular traffic in residential areas (traffic calming). There were several
public hearings on this matter mostly relating to the cost apportionment of
implementing traffic calming devices. RQN was opposed to any requirement that
residents pay or raise the funds to pay for the construction of any such devices. We
would propose, at this time, that the city allocate additional funding in the budget to
allow for reasonable traffic calming devices to be installed, after all the criteria have
been met, without placing a monetary burden on neighborhoods, some of which are
already stressed to the limit.
We appreciate the opportunity to participate in this most important aspect of the city
budget process. As always, we are available if you should have any questions or
comments concerning our proposals.
i '
Cydney Holcomb
Co- Chairperson
5448594
Charlie Herrera
Co Chairperson
543 -2061
3-54
San Luis Obispo County
ARTS COUNCIL
12/31/98
Bill Statler
Director of Finance
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Dear Mr. Statler.
The San Luis Obispo County Arts Council and the San Luis Obispo County Arts
Administrators (SLOCAATS) respectfully request a greater financial commitment from
the City of San Luis Obispo for enhancement of the visual, performing and literary arts
in San Luis Obispo in the coming year.
We believe that the requested Increase will benefit the City in the following respects
by:
1) enriching the culture fife of the City;
2) enhancing the streetscapw,
3) providing educational opportunities for children and youth;
4) building community - art allows us to put a perspective on our
experiences and is a forum for expressing cultural diversity;
5) increasing economic vitality through increased tourism and
increased participation of locals in art- related events thereby
keeping dollars at home;
6) allowing collaborative efforts to develop between social service
agencies and arts organizations; and
7) helping to insure the cultural health and vitality of the City.
Specifically we request a) a 20% increase in the current budget for the Promotional
Coordinating Committee Grants -In -Aid program specific to Arts organizations with a
more defined eligibility; b) changes in PCC guidelines that would include daily
operating expenses for arts organizations.
City -based arts organizations like The Symphony , Mozart Festival, and Little Theater
are funded solely by community support and are not subsidized by national
organizations or Oaritable institutions. With limited budgets and staff, the city arts
organizations have made tremendous contributions to the quality of life in the city.
More assistance is needed to achieve the next level of artistic complexity and public
patronage.
There are numerous creative strategies for allocating more money for the Arts in the
-Post Office Box 1710.. SanLiris,Ob'� o�.Cti;�93406 (805);544 -9251 .
EdVla�l.1 � , (805) 548:.1.�J.
City. For example, a "Park for the Arts° day wherein all parking meter monies go to
arts organizations, or a percentage allocation for the occupancy tax towards the arts.
Our city is poised for national recognition as a destination for cultural tourism —
promotion and enhancement of the Arts can no longer be considered a budgetary frill
given the fads which have consistently shown that cities with vibrant vital artistic
communities are cities that people want to visit, to invest in, and to live. It is through
the Arts that our city will thrive and prosper. And through the Arts our collective spirit as
a community can shine in its most positive light.
Commitment to the access and affordability of a rich cultural life for alLcIftens must be
a priority for the City. San Luis Obispo needs arts organizations not only for their
economic impact on the Chamber of Commerce and the Visitors and Conference
Bureau but also for their personal impact on individual citizens.
The dollars given to arts organizations in the city are dollars well spent.
Sincerely;
eol-�
Katherine M. Stulberg
Executive Director
r
January 2,1999
City of San Luis Obispo
Attention: Department of Finance
990 Palm Street
San Luis Obispo CA 93401
SAN LUIS OBISPO COUNTY BAND
1969 San Marcos Court
San Luis Obispo CA 93401
Memo: Comments for Goal Setting Workshop
From: San Luis Obispo County Band
For 1999 -2001 planning by the City of San Luis Obispo, the members of the SLO County Band have two
items for your consideration:
(1) Performing Arts AmohitheatedPavTion: We would strongly suggest that any developments for
the Mission Plaza area or its extension include plans for an outdoor performing arts amphitheater or
pavilion to include a covered stage area large enough to hold theatrics or musical performances by
larger groups—such as local dance troups, fittle theater, and vocal or instrumental musical
organizations as the SLO County Band. Such a facility should include electrical power, sufficient
fighting for evening events, and an area for seating by several hundred spectators.
Such outdoor facilities now do not exist in San Luis Obispo but are available in many of our
surrounding communities. The Band Shell at Atascadero Lake, the newly-rebuild pavilion in the city
park at Paso Robles, the Templeton Band Shell and its adjacent picnic area are examples. These
facilities are a focus of recreation activities in these cities and add significancy to their community life.
SLO has no similarfaci ity -the amphitheater at Mission Plaza is too small, not covered, and has only
knifed seating and the steps of the Mission Church are not covered, have no seating area and do not
belong to the City.
We believe that a suitable amphitheater /pavilion would be a great asset to San Luis Obispo,
would be eagerly welcomed by performing groups in the area, and would help attract visitors to this
city on a year -round basis.
(2) SLO County Band 125th Anniversary in 1999: The SLO County Band was organized in 1974 and
has been in continuous operation ever since providing music for civic, patriotic and fraternal events
in the City and County of San Luis Obispo. In 1999, the Band will observe its 125th Anniversary and
we would be delighted to perform at events that could be of mutual benefit. Therefore, we offer our
services to the City Council and Administration in whatever ways you could use us.
Thank You.
iObste LO County Band,
Publicity Chairman
3.5`�
Date: January 4, 1999
To: Bill Stada
Department of Finance
City of San Luis Obispo
From: Ron Regier M /
San Luis Obispo Youth Sports Association
541 -2616
Re: 1999 Community Forum and Council Goal- setting Workshop
Our new organiation represents board members, coaches and parents involved in teams and
leagues, and several thousand of children who participate in organized youth sports is San Luis
Obispo. As a collective voice, we wish to submit our goals and request that they be considered
with the City's film budget priorities at the January 12, 1999 Community Forum and the
subsequent Council Goal- setting Workshop.
First, we endorse the Major City Goal Recommendation proposed by the City of San Luis Obispo
Parks and Recreation Commission. While completing the proposed youth sports complex is of
paramount importance, we want to make sure the Council is aware that upgrading current
facilities and establishing standards for maintenance of fields are also critical factors in improving
existing programs. 'There£ ore, we are petitioning the City to allocate resources for new youth
sports facilities and for the enhancement and farther maintenance of current athletic fields and
facilities. Our goal is to give every young person access to organized youth sports by offering
safe, appropriate and sufficient high - quality facilities. The Commission's recommendation to
develop a new source of fiords for park and open space acquisitions is also a critical step offering
long-term solutions for the problem of sports facility inadequacies.
Our group hopes to help achieve these goals by participating with and assisting the city and other
appropriate public agencies to:
• establish and achieve specific standards for turf and facility maintenance.
• develop appropriate new facilities by contributing to the available resources and to the design
:process and concepts.
• . generate greater community resources for youth sports and athletic facilities by serving as a
liaison between private enterprise and public agencies.
• Paalitate greater cooperation by establishing clear and effective lines of communication
between league and team representatives and city officials and agencies. -
In addition to creating greater access to athletic opportunities and a safe environment for our
children to play, we are very interested in promoting San Luis Obispo as a showcase and
destination for visiting touring teams and tournaments.
We appreciate the opportunity to contribute to the process of establishing the City's two -year
budget priorities and look forward to the opportunity to work together toward achieving these
goals in the months and years ahead. Thank you.
34
2230 Exposition Drive No. 30
San Laic Obispo, California 93401
January 4, 1999
City Council
City of San Luis Obispo
990 Palm Street
San Luis Obispo, California 93401
Subject: Architectural Review Commission - design guidelines
Dear Mayor and Council members:
My experience of the Architectural Review Commission is that it is attempting to regulate design
without a useful set of design guidelines. Many cities in the state have adopted comprehensive
guideline manuals, and San Luis Obispo would benefit by becoming more contemporary on this
matter. Currently the city's guidelines are so brief and general that they raise more questions
than they answer.
Developers, the commission, staff and the public all suffer through an uneven field of issues that
vary between projects. The usefulness of design guidelines is they provide a degree of certainty
for applicants, staff, the commissioners and the public. They compel all parties to address
specific concepts and elements of design that can otherwise be easily overlooked, willfully
ignored or applied irregularly between projects.
If the city would fund the consultant preparation of a design plan, a wide variety of design issues
could be settled through a public planning process. The commission could act as the steering
committee for the plan preparation process. The Planning Commission would advise and your
Council would be the decision making body for the plan. Whether called a manual, plan or just
guidelines, a document is really needed to assure some degree of evenness and quality in the
design review process. And, the document will represent the preferences of the city as
determined in a public process, outside any one project reviewed by the commission.
Such a project needs an independent consultant trained in preparing such documents, and the cost
could amount to as much as $50,000. However, it is a timely and beneficial expenditure as the
city sees the development of more difficult or larger sites.
Please approve the expenditure of city funds in the next fiscal year for the preparation of a design
guidelines manual or plan for the use of all parties in the development process.
Sincerely,
awes Lopes
c: Community Development; Public Works
3A N
Request for Funds
N000 W-0
Goal: To secure the financial assistance of San Luis Obispo City, in a joint venture with
San Luis Obispo County and the private group SL04 -PUPS, to develop a safe, legal, off -leash
area where people and their dogs can recreate together.
Request:
Total Estimated Cost: $30,000
SLO County: One -half acre of land valued at $20,000
City of SLO: $5,000 for materials
SLO- 4 -PUPs: $5,000 for materials, to be raised through fundraising efforts
• SLO- 4-PUPs is a volunteer group seeking to establish areas where people can recreate with their
dogs off- leash.
Although this form of recreation is new to this county, it is not new in California. Our research has
shown that there are hundreds of successful and well-utilized off -leash dog areas throughout the
state. A 1996 survey of San Luis Obispo City residents was conducted as part of a Cal Poly senior
project. The survey showed strong support among both dog owners and non -dog owners for a legal
off -leash area. In addition, SLO-4-PUPS has informally collected over 1,000 signatures of support for
this project, with over 410 signatures from SLO City residents.
The SLO County Division of Animal Services estimates that there are around 50,000 dogs throughout
the county. If only 10% of the owners of these dogs utilized an off -leash dog area, the potential user
group for this type of recreation would be considerable. /ez r.J-
The County of San Luis Obispo has recently added off-leash dog areas to the noised ;arks and
Recreation Element of the Master Plan Update. In addition to being a place where people can
recreate with their dogs off-leash, the parks also lend themselves to other dog - oriented events,
including training classes, vaccination clinics, humane education, and picnics and socialiLng among
people who share a common interest in dogs.
• The county has offered to provide about 1Q acre of land, at El Choro Regional Park, that can be
used as a pilot off-leash area The land is valued at approximately $20,000. In return, they are
asking that all entities raise the funds to purchase and install fencing for the area. SLOB -PUPS, a
volunteer group has agreed to work with the county on this project. We estimate it will cost
approximately $10,000 to fence the area, provide gates, signage, ground cover, and limited perimeter
plantings.
• In keeping with the City Parks and Recreation Commission's recently adopted goals of creating new
recreational opportunities, we are asking the City of San Luis Obispo to participate in this venture by
providing $5,000, to be used for fencing materials.
Attachments: 4
A Needs Assessment for an Off -Leash Dog Park in San Luis Obispo County, 1996, by Whitesides,
Carpenter, Mendel, & Shah; Project for Cal Poly Recreation Class 310, taught by Dr. Hendricks
B. Companions in the Park, Laurel Canyon Dog Park, Landscape, Vol. 31, No. 3, by Wolch,
Jennifer R & Rowe, Stacy
C. Information about SLO- 4-PUPs
D. Letters of Support
.IAN - 4 1g99
SLO CITY COUNCIL
y
NEEDS ASSESSMENT FOR AN OFF -LEASH
DOG PARK IN SAN LUIS OBISPO COUNTY
Researchers:
Jacqueline Whitesides
Larinda Carpenter
Mary Mendal
Roni Shah
Affiliation: SLO -4 -PUPS
Recreation 310
Dr, Bill Hendricks
3-63
TABLE OF CONTENTS
Abstract........................................................ ..............................1
Purpose Statement ........................................... ............................... l
Introduction................................................... ............................... l
Methods........................................................ ..............................2
Results......................................................... ..............................4
Discussions, Conclusions, Recommendations ............ ..............................4
References..................................................... ..............................6
Survey..................... ............................... .......................Appendix 1
.9-6f
LIST OF TABLES AND CHARTS
Table1 .......................................................... .............................I.
Table2 ........................................................ ............................... I.
Table3 ....................................................... ............................... I.
Table4 .......................................................... .............................I.
Residency................................:...................... ............................II.
Interest in a dog park .......... ............................... ............................III.
Been to a legal dog park ...................................... ............................IV.
Utilization.................................................... ............................... V.
Possible park locations ........................................ ............................VI.
Dogowners ..................... ............................... ...........................VII.
Mileage.................................................... ............................... VIII.
,3 ,4.5
ABSTRACT:
This study examines the interest in a legal off -leash dog park in San Luis Obispo County.
A sample of 60 residents in the county were selected. Percentages were figured for
demographics and favorable location preferences. Many respondents reported'an interest in
an off -leash dog park It is suggested that the study be continued in other cities within the
county that were excluded from this study due to the limited time available.
PURPOSE STATEMENT:
The purpose of this study is to determine the interest in a legal off -leash dog park in
San Iuis Obispo County.
The authors are looking at the following research questions:
1) Is there an interest in San Luis Obispo county in an area slated for dogs and
then owners to walk, socialize, and interact as a leisure activity?
2) How far would participants be willing to travel to utilize an off leash dog park if
provided?
3) What location would participants favor?
INTRODUCTION:
"Rover wants to romp, but where can you take him?" This question has been
brought up by a grass roots organization called SL O 4 -PUPS who calls attention to the
need for an off leash dog perk in San Luis Obispo county. Dog parks are enclosed public
areas where people can play safely and legally with their pets off -leash and where dogs can
socialize and play with other dogs. This park not only satisfies the recreational needs of
dogs and their owners, but also the community at large as an alternative setting for non -dog
owners to socialize and recreate. The community also benefits as dogs will not be turned
loose off -leash illegally in other parks if dog owners had a legal place to go instead. Dog
parks are present throughout California, so why should San Luis Obispo County be
excluded?
In spring of 1995 the San Luis Obispo county parks and recreation department
initiated public meetings for input to redo the park element of the county general plan.
Concerned citizens voiced an interest in an off -leash dog park to the county. They were met
3-44
with a negative response due to limited funding and county preferences for traditional
recreational activities A group was formed in response to the desire of people for an off -
leash dog park SL0 4-PUPs was created as the San Luis Obispo County for Parks Used
by People and Pups.
The county is becoming more urbanized thus decreasing places for owners and
dogs to socialize. Many dog owners allow their dogs to roam off -leash in neighborhoods,
private lands, beaches, and parks. This is illegal and creates a nuisance for the community,
a safely issue for dogs, and could be costly for owners overcome with ties and fines.
Why bother to have a dog park in the county? Dogs and owners are caught
breaking the law every day in people parks A dog park provides a unique leisure
opportunity to all ages, social levels, and recreational users Studies (SLO -4 -PUPS, 1995),
have shown that community dog parks have enhanced the community by Malang use of a
site not usable in any other capacity, discouraged illegal conduct, and inspired pride in the
community. Dogs provide protection and are effective criminal deterrents. Many citizens,
especially single woman and senior citizens feel safer in parks accompanied by their dogs.
This particular type of park would create an area for bringing people with mil interests
together.
This study will provide SL0 -PUPS with data necessary to support their efforts
toward dating the first dog park in San Luis Obispo county. The research is looking at
whether there is an interest of residents in an off -leash dog park The study will also look at
various locations for dog parks and the willingness of the community to utilize these areas
Certain locations have been slated for possible off -leash dog parks and the study will ask
respondents their opinions on these areas.
METHODS:
Study Participants
A random sample of San Luis Obispo county residents are the subjects of this
study. Surveyed participants were at least eighteen years of age. The sample size
consisted of 60 participants. Respondents were asked to participate at the random sites of
Laguna Lake Park, Central Coast Mall, Los Osos, and Cal Poly Campus.
2 3 -69
I "t I I 111 �1II It /
The instrument for the study is a structured interview combined with a specific
survey. The dependent variable is the interest in an off -leash dog park. By using
percentages and frequencies, this will measure the demographics, interests, and locations
as outlined in the survey (Appendix 1).
The survey will include questions of the participants such as place of residence,
age, if a dog owner or not, if any interest in an off -leash dog park, possible location of a
dog -park, and how far they are willing to travel to utilize a dog -park Validity and reliability
will not be tested.
The pilot study conducted at the Recreation 310 class determined a change in the
position of a question so the interview would run smoother. The wording of maybe was
ganged to wrdedded and a question was changed to better follow the actual purpose of
this study.
Data collection steps included, choosing four random sites to administer the
interview, (Laguna Lake Park, Central Coast Mall, Los Osos, and Cal Poly), assigning
random times to these particulm sites, and approaching random participants to administer
interviews and surveys. The survey was administered on Sunday and Monday, February
18th and 19th, 1996, between the hours of 10:00 am. and 2:00 p.m.
A brief introduction to the study and background information was given to the
participants. The researchers are trained and professional interviewers of this study.
The research design is an interview. Frequency and percentages were be tabulated
from the collected data The fast objective was to find out if there was an interest in an off -
leash dog park so percentages were calculated to determine the response. Another objective
was to see how far respondents would travel to utilize a dog park so percentages were
calculated on the different possibilities listed in the survey. Lastly, percentages were tallied
to find out what areas were favorable for the location of a possible off -leash dog park
3-68'
RESULTS:
The survey occurred in San Luis Obispo at Laguna Patio, Central Coast Mall, Los
Osos, and Cal Poly campus. The respondents were 70% San Luis Obispo residents, 15%
Los Osos residents, and the remaining spread out fairly evenly among the other cities in
San Luis Obispo County (see Table 1). The age of respondents were mostly in the 18 to
39 year ranges (see Table 2).
The miles respondents were willing to travel to use an off -leash dog park ranged
but most opted for two to three miles (see Mileage Chart).
Of the respondents 41.67% did not own a dog and the numbers of dogs owned by
individual respondents ranged from 1 dog to 3 dogs (see Dog Owners Chart). The study
results also showed 80% of respondents interested in an off -leash dog park in San Luis
Obispo county, participants not favoring and undecided was smaller (see Interest in a Dog
Park Chart). An interesting correlation found that dog owners were 75 %. interested in a
dog park and non -dog owners had a 25% interest in a dog park. Respondents that have
been to an off -leash dog park were very few and those that have not were 93.33% (see
Been to a Legal Dog Paris Chart). The areas participants used now as an off-leash dog park
were local parks and schools, Montana de Oro State Park, local neighborhoods, beaches,
and railroad tracks. The locations favored far an off -leash dog park are itemized in Table
3, and as a visual see also Possible Park Locations Chart
Of all the respondents 76.67% said they would utilize a dog park (see Utilization
Chart). Respondents also had additional comments that are outlined in Table 4. The
majority of comments were favorable to the possibility of an off -leash dog park.
DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS:
This study concludes there is an interest in an off -leash dog park in San Luis
Obispo county, as most of respondents were in favor of one. It was interesting to note the
Ent part of the survey queried interest with a positive response of 80 %, while the last
question regarding utilization of the park showed a positive response of 77 %, leads to the
conclusion that some respondents would not use the park even though they stated an
interest in one. It was also found that the places used now to turn dogs off leash are illegal.
Of the respondents most had not been to a legal off -leash dog park-
4 3 -4y
The high respondent level of San Luis Obispo and Los Osos residents could be
armed for since the survey was not conducted in the other San Luis Obispo county
cities. The lower percentage of favorable responses to dog park locations in Atascadero
(Heilman) and Cambria ( Fast -West Ranch) was caused by a lack of familiarity of these
areas by the respondents. The milage participants were willing to travel was spread fairly
evenly leading to a conclusion that a range of 0 to 15 miles would be an acceptable distance
for location of and off -leash dog park.
For future research, it is suggested that the study be held in other San Luis Obispo
cities to obtain a representative sample of those areas. Another issue to consider is the
amount respondents are willing to pay for use of an off -leash dog park.
This study can be used with other studies that have been done to compare interests
of respondents in an off -leash dog park. It can be presented to San Luis Obispo County
for their park and recreation future planning.
3-70
REFERENCES
Conant, N., & Sturt4 E. (1995). Report on dog parks. SLOB -PUPS report prepared
for the San Luis Obispo County Parks Commission. San Luis Obispo, CA.
6
3 -7/
TABLE OF CONTENTS
Abstract....................................................... ............................... l
PurposeStatement ............................................ ..............................1
Introduction................................................... ............................... l
Methods........................................................ ..............................2
Results......................................................... ..............................4
Discussions, Conclusions, Reoommendations ............ ..............................4
References..................................................... ..............................6
Survey............................................ .............................•. Appendix 1
7 3,��
Hi, I am a Cal Poly student conducting a survey to determine if there is an
interest in an off -leash dog park in SLO county. Would you be interested in taking some
time to answer a few questions? All information is strictly confidential and will only be
used for the purpose of this study.
Just so you know, an off -leash dog park is an enclosed public areas where people can play
safely and legally with then pets off -leash and where dogs can sodalize and play with other
dogs. Off -leash dog parks are not limited to dogs and their owners only, everyone can use
it as a park.
1)Place of residence? SLO_ Los Osos_ Atascaders Paso Robles Arroyo Grande
Pismo Other
2)Which age bracket do you belong (18 -29) (30 -39) (40 -49) (50 -59) (60 +)
3)Do you have a dog in your home? Yes_ No_ How Many? 1_ 2_ 3_ 4_ 5 +_
4)Where do you take your dog(s) to exercise and play off -leash now?
5)Are you interesting in seeing a place for dogs to recreate off - leash? Yes No Undecided_
6)Have you ever been to a legal off -leash dog park? Yes No_
')What location(s) would you feel are ideal for off -leash dog parks?
*Please understand none of these sites are now legal for dogs off - leash.
Laguna Lake Park Property off of Prado Road by sewage plant,.
El Chono County Regional Park East-West Ranch in Cambria
Beads area in South County. Heilman Regional Park
Ocean Beach between Morro Bay and Cayucos.
Mow far would you be willing to travel to utilize a dog park?
(0 - 1�miles)_ (2 -3)_ (4-5)_ (6 -10)_ (15 +)_
9)Would you utilize a dog park in San Luis Obispo County. Yes No Undecided
Any additional comments
Thank you for your time and participation!
3'73
Table 1
Residence
Percentage
San Luis Obispo
70.00
Los Osos
15.00
Atascadero
1.67
Paso Robles
1.67
Arroyo Grande
6.67
Pismo Beach
3.33
Shell Beach
1.67
Table 2
18 - 29
40.00
30-39
18.33
40-49
20.00
50-59
6.67
60-+
13.33
Table 3
Frequency
Locations favored for an off-leash dog park (Note - Check all that apply in survey so results
are over 100 %�
(3) --
Locations
Percentage
Laguna Lake Park
65.00
El Chorro County Regional Park
40.00
Beach area in South County
44.60
Ocean Beach between Moira Bay and Cayucos
50.00
Property off Prado road by sewage plant
33.33
East -West ranch in Cambria
10.00
Heilman Regional Park
18.33
Table 4
Additional Comments
Frequency
1.
Good idea
(3) --
2.
We need one.
(2)
3.
Water at the site would be a good idea.
(2)
4.
Generally agree with off leash ordinance and enforcement.
(2)
5.
Liability issue
(1)
6.
Did not realize that it was illegal to have your dog off -leash at the parks.
(1)
7.
Will work if loose dogs are separated, have their own area fenced.
(1)
8.
Did not realize there was not a place for dogs to be off-leash.
(1)
9.
Dogs should be allowed at State Parks on trails.
(1)
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urbanites: the prohibition against dogs limits these-people's
enjoyment of parks they help to finance. Moreover, dogs
motivate thew owners to use sidewalks, streets, and public
parks regularly and thus stimulate social interaction and
enhance feelings of security in urban neighborhoods. By
restricting canine behavior such policies also confine human
activity and the life of the city itself.
In Laurel Canyon Park in Los Angeles, dogs are allowed
time and space to play fixely. While Los Angeles is neither
the only, nor the first, city to create a "dog park' Laurel
Canyon Park'sgtass-rc ots origins and its popularity make it
noteworthy. Moreover, many conflicts arose during the
park's tumultuous evolution that are likely to occur else
where. Residents. officials, and planners had to settle disputes
over investment in parks for dogs rather than playgrounds
for children arid resolve arguments about the efficacy of park
planning and management strategies In developing Iatad
Canyon Park, the result was not tradeoffs between 9dds and
dogs,' but rather. a balancing of benefits for people with dogs
with those of people without dogs The park's development
suggests ways to organize and design a dog pant that mini-
mize its negative effects, and in many ways it is a good model
for interested planners, developers, and community leaders.
Thus far the planning and.urban design professions have
been conspicuously silent on questions concerning animals
in the. city. Our search through planning and design litera-
tures yielded little on urban planning or design with respect
to flee- roaming animals and nothing relating to the needs of
domesticated dogs and cats. Urban park literature mentions
only the health hazard produced by feral dogs and cats We
intend our account of the genesis and future of Laurel
Canyon Park to help remedy this omission.
Evommov of THE PARE
Laurel Canyon Park nestles in a deep, north -south
trending canyon in the Hollywood Hills, which separate
the Los Angeles Basin from the-San Fernando Valley. The
park is reached from Mulholland Drive, which runs along
the crest of the hills. Several houses sit at the top of chapar-
raltovered.hillsides that slope. steeply down to the heart of
the park a q.g-aae graded pad on the floor of the canyon.
The surrounding neighborhood was originally developed
as a somewhat 'bohemian' district, but is now primarily
inhabited by affluent and middle-class homeowners.
In r964 the entire twenty+acre site was acquired by the
City of Los Angeles and was used as a fill site.for street
sweepings, slide debris, and other refuse from 1966 until
197e. In the r97os, after some homeowners tried and failed to
develop a nearby site-as a neighborhood park using their
own resources, they sought city government's aid to see
their project through. The city agreed to help them, but
used a pan of the-fill site rather than the homeowners'
choice. Once the site had received minimal improve -
ment— grading, turf. a few trees, an access mad, and a
small parking lot—it was named Laurel Canyon Park
Initially, local residents used the new park but it soon
fell:into disuse as neighbors became fearful of motorcycle
gangs that began to frequent the park Its seclusion and
inviability from Mulholland Drive trade the park an appeal-
ing location for illegal drug trade and prostitution. Eventually
the park began to show physical neglect; trees were de-
stroyed. fences were damaged, graffiti were emblazoned on
benches, and vehicles were repeatedly driven over the grass.
Although concerned neighbors asked the city for repairs and
better security, they received no response. By this time, the
park was rarely used by neighborhood residents except for
one group: people who took thew dogs to rum in the park
illegally— off-leash. Eventually this group banded together,
and in 198Y they decided to improve the park's condition. A
tong -rime resident of Laurel Canyon took the.lead. 'I said to
a couple of people. let's see what we can do. And that's how
it started. We knew absolutely nothing about how to reclaim
a park, we played itall byear and simplybyouirown efforts and.
our own interests, our own involvement and, God knows, our
own money . Over the years we turned that park around."
By 1984, through these.residents' efforts, Laurel Canyon
Park had once again become a valued community resource .
The presence of dogs with people, privately funded security
patrols, replanted trees and grass, and the use of pooper4coopers
deterred damage to the park and helped to keep it dean. In
effect; the park had been rued by an informally organized
group of dog owners, which later established a nonprofit
organization named 'Parkwatdt." However, for some community
residents without dogs who also began to frequent the park again,
encounters with free-roaming dogs became troublesome. For
those afraid of dogs, these encounters were traumatic; for
others, the dogs impeded the transformation of the relatively
wild parkland into a more formal recreational area.
The latter group, consisting largely of loci property owners
and developers, desired a more imposing amenity that would
increase thew property values and provide more children's
facilities. They approached their city council member, Joel
Wade, who was also the chairman of the city council's Recre-
ation, Library, and Cultural Affairs Committee, for support
Councilman Wachs proposed the city spend $ oo.coo for
improvements that included construction of a gazebo for
community events, a tennis court, baseball diamonds, and a
toddler play area.
Park atch reacted.swiftly and vehemently to this pro-
posal. The organization circulated a petition to stop the
planned improvements, since they would have effectively
barred all dogs (whether on- or offdeash) from the park.
After its petition received no response from the city council,
Parkwatch and other community members convened
meetings to voice thew opposition to the plan Local parents
and proponents of the planned improvements countered
with the claim that because of the canyon's topography, most
homes did not have latge.backyards, thus Laurel Canyon
Park served as the "community's backyard' As such, it
needed additional amenities for children. However. the
proposed threat to the status quo found a majority in support
of Parkwatch's position and the group's membership grew to
over one thousand people. As a result, the plan was scaled
down to a $55,oco expenditure for a toddler play area.
3,gy 17
To satish, the serried needs of park users, a stall section of the park was fiekL with morning and afternoon hours scheduled for off4eash use.
fenced as a children's play area Dogs are allowed in the surrounding Many families bring both children and dogs ut the parr
Disgruntled residents registered their objection to the
plan's revision by calling in a record number of complaints
about fieerunning dogs to the city's Department of Animal
Regulation and Control- The battle escalated as the charges
for leash law violation were expanded and violators were
prosecuted more frequently. in the worst instances, violators
alleged that they had been mildly assaulted before they were
handcu>ff'ed and taken to jaiL
In ig86 this protracted struggle ended when city redis-
tricting put laurel Canyon in a new district, which was
electing a city cotmcilperson at that time. Parkwatch pre-
sented their own proposal to Make Woo, the young urban
planner who was running against the incumbent for the
district In an interview. Woo recognized the aims of
Parkwatch's program, which permitted dogs to rum freely in
the park as legitimate: "I think that it's important to try to
serve the broad array of recreational needs of the population.
And I think that the dog park in Iaurd Canyon is an example
of trying to redefine what we mean by recreation. For not
just the dogs but also the dog owners, Iaurel Canyon Park
provides a major opportunity for what I would consider to be
recreation. That means relaxation, that means getting away
from the mundane urban existence ...and unfortunately in
Los Angeles, as in many other cities, there is an absence —or
shortage of this kind of recreational opportunity for people."
Partly through its coalition with Parkwatch, Woo's .
campaign was successful. Once in office. Woo sought to
reframe the question of park use when he introduced a
motion to the Recreation, Library, and Cultural Affairs
Committee to create a pilot off-leash program in the park.
He argued that the conflict was not one of dogs versus
18
people, as opponents of the program claimed, but that there
were simply two groups of people with distinct interests those
who wanted to use the park with their companion dogs, and
those who did not want dogs allowed in the park He pro-
fessed to represent urban government responsive to all
constituents, including park users without dogs.
However, the pilot program was opposed by Council-
man Wachs and several neighborhood organizations,
among them parent groups and homeowners' associations
that included some of the original founders of the park
Two such groups, one a parents' association that began as
a babysitting cooperative, argued that the park was not big
enough to accommodate both dogs and children and that
children could not play there when flee- roaming dogs
were present. In their view the children simply came fast.
They also voiced concerns about park cleanliness, health risks
linked to dogs (including dog bites), and increased traffic
and illegal parking along Mulholland Drive. Although traffic
around the park was already recognized as a problem, others
of these concerns appeared to be more subjective, and the
political discourse rapidly became polarized into a debate
over filling needs of children versus those of dogs. This
rhetorical tactic was reflected in print media and television
headlines declaring a war of "Dogs vs. Kids"
The struggle often grew hostile on home turf, and both
sides claimed the other resorted to unfair tactics. At public
meetings of the city council committee, concerned citizens
turned out in force., noisily arguing the merits of the pilot
program. An influential member of the anti-dog park
coalition was discovered to have claimed the support of
other local organizations erroneously and was forced to
retract the claimL Later when the same persmt's financial
interest in a development corporation that owned land
surrounding the park was also revealed. Councilman Wachs
withdrew his opposition to the Parkwatch proposal. One
participant in the affair commented that this information
'rwuld have been nothing more than academic interest
entoept for the fact that nobody knew it," while others felt
disillusioned, seeing this as political manipulation for profit.
Opposition to the program dwindled.
The pilot program finally was approved in 198& It
ineorpomted the needs of both children and dogs through a
'dual usage" or timesharing program. In this system dogs
would be allowed ol€leash in the morning before no:oo Am.
and during evening hours after giro PAL. leaving the pant
free of unleashed dogs during the middle of the day. Dog
owners were,also reglared to comply with all other pant
regulations, to keep their dogs out of childteres play areas,
and to pick up and properly dispose of their dogs' stools.
. This did not -vii the support of opponents. however.
Instead, they save dual usage and hence the entire pilot
program as a victory for Parkwatch. An opponent of the
pilot program chided Councilman Woo: "During the
school year, ten to three, parents are wonting during the
week and children are in school. During Saturday and
Sunday, maybe it's a better time, but you know the times
that I do my errands, that you have birthday parties, that
you have baseball games, or soccer games, or anything
else like that, it's usually between ten and three."
A tuochum published by a local organindon of
dog park Supporters explains park rules and
solicits funds and volunteer help. The group
helps to mainnin cleanliness and security in the
park and to encourage park users to follow park
reguLviorts
After sit months, the Recreation and Parks Commission.
which oversees the city's parks department, faced the choice
ofmaking the pilot pnogZ-dat a permanent arrartememt, extend-
ing the trial period, c r ending the experiment akagch. Again
public nwetingswerejammed, as Parkwatch members faced off
with opponents of time 4taring, Opponents not only ques.
tione d its efficacy, but also challenged the sodas pofrry that
they felt underlay the off4eash pogram.'I thmkk the broader
social policy questions should be: who give, Mike Woo the
right to cede four prime acres of park land to dogs in an age
when we should be investing in our kids, not in dogs to have
rhea own private pant in the Saari Monica Moumtam _. Should
one dog equal one kid, in terms of votes ?"
They also questioned the legality of the program. since
neither a study nor a formal environmental review bad been
conducted. Finally, a nearby resident, disturbed by park
noise, filed a suit against the city for not filing an environ-
mental impact report on the program.
Unable to resolve the conflict, the commission ex-
tended the pilot program three times. Eventually in t ggo,
after an analysis was completed and a negative declaration
of environmental impact was recorded, the commission
approved the park time- sharing program. They recom-
mended minor changes to prevent potential health risks
and to reduce noise and traffic problems They also called
for several additional dog exercise areas to be established
in other parts of the city. In 199 1 the Los Angeles City
Council approved the commission's recommendations
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Paris miles are pasted compictiowly and trash awns and pooper smopers
are mmilable throughout the park Peer pressure ensures that people are
cmracientiot6 in their use of the part
Scxajr. DYNAMICS (WTI if. PARK
Nfiat is the scene at Laurel Canyon Park during offdeash
hours, and who uses id On each weekend day, an average of
45o can arrive and leave the park, almost all of them during
off-leash hours (This is r 5o more can than is typical for a
park of this size.) Since most are carrying at least one canine
passenger, as many as one thousand dogs may enjoy the park
over the course of weekend. Weekday numbers are lower.
Dogs meet and greet other dogs and people, drink from their
own wader fountain, catch frisbees and balls, play tug ofmar, roll
in the grass, pounce on one another in play, make amorous
advances, and simply watch each other. One woman credits
the parkwith her dog's won. "Phis was an abused puppy,
and when I got it. it was verywithdraxm, in fact nasty. I attribute
her success to get along with dogs and people out of this
park.' In the words of several dog owners, `Dogs love it here."
People - watching at the park can be just as fascinating as
dog - catching. Single people and families, children and the
elderly use the park Some bring coolers and picnic lunches,
a few arrive in running gear and jog around the park with
their dogs, others play with their dogs or simply stroll around
the park stopping to chat with people and dogs who cross
their path. The presence of dogs clearly fosters social interac-
tion between people, and people often learn the names of
each others dogs before they learn one another's names It is
common to see strangers, young and old, enter into easy
conversation about their dogs As one park user observed, It
doesn't seem to be much of an age thing here, it's just
everybody's got the common bond of loving dogs" In many
urban parks, fear often inhibits such sociability. But even
elderly users find this park an ideal place to socialize, an
urban open space where they can feel secure. Those using
the toddler play area also interact with off-leash area users
We often observed small children on their way to the play
zone with a parent, greeting a friendly dog, and many
children bring their own dogs with them when they come to
the park. One parent praised the off-leash program because
it brings children and dogs together to play, adding, 'As a
dog owner with kids, we'd like to see it this way all the time."
In general all types of parkgoers indicate that they enjoy
mixing with other users One park user maintains, "You can
be a redneck, an intellectual, a hasbeen, awhaesbeen.
Everyone's having a great time, it's civilized' And some have
formed lasting friendships at the park. 'IPs funny, you know,
it's saved a lot of people psychologists' bills because it's so
peaceful and wonderful and people sit down and talk, and
you wouldn't believe the problems that come out, that
people talk about. How many friendships have been formed,
how many marriages have been formed, how many love
relationships —I've made very, very close friends up here that
I've had for years now."
In i9M Parkwatch conducted a thirteen-day survey to
estimate the number and home origins of the park users
The results shrmed that the park serves a large region. While
most of the more than one thousand users surveyed came
from areas adjacent to the park (comprising much of
Hollywood, West Hollywood, and the southern San
to 9 -17
Ou a typical Sunday afternoon, all of the picnic cables and benches are
occupied Steep hillsides and fences enclose the park, making it safe for
dogs to roam fredy aasus the field. At the center table. a member of
Partnratch•soGaits funds to help pay for writes and supplies for the park.
Fernando Valley), a significant portion traveled as many as
twenty mile. to to visit the park coming from West Los Angeles.
4tiver Gty, Solver Lake, and the western San Fernando Valley.
Despite heavy usage unusual for a small park, fawns are
weB&cpt: Parkwratch patrols and self - policing by users ensure
cleanliness There are few serious altercations, and diligence
and informal warnings issued to people with troublesome
smistals have kept problems to a minimum Remarkably, no
dog bites have been repotted.
Many people had not been active in community affairs
before they became involved in the controversy surrounding
the off4eash prograrn. As one participant put it,"! think we've
all had a good lesson in local politics, and local politidans!"
Moreover, the issue brought many local residents together
for the first time, allowing them to share information and
concerns about their neighborhoods The park still serves to
build and sustain a sense of community. 'There are people
who talk endlessly, they'll talk politics, they'll talk issues, and
it's a clearinghouse for ideas. it's very easy to go into that
park trying to get support for something."
The effort to establish the dog park also promoted
participants' feelings of empowerment. 'There's nothing like
going through fire to make you aware that there are many
things that need to be done, and it is possible to do them."
Thus the grass-roots origins of the park contribute to the
social dynamics in the park and greater citizen involvement
in other local development issues and urban politics.
Despite opponents' predictions, officials receive a very
low number of complaints compared to those for other
urban parks and recreation centers, and most of these are
about noise and traffic Steep hills separate the park from
most nearby residential development: only a few homes are
visible on the hillside rising above the site. However, al-
though barking dogs do not significantly affect the ambient
noise level, on days of heavy park attendance, noise from the
park can flow up the natural topographic funnel and reach
these houses.
Both advocates and opponents of the park agree that the
off4eash experiment revealed an extensive desire for dog
parks, as people's willingness to drive miles to visit the park
attests. How can we explain this popularity? Many users bring
both dogs and children, enabling them to play with their kids
and give the family dog some exercise at the same time- For
other usett, many of them single or members of childless
families, companion dogs are their families %lorecner, as
urban densities increase, more households with dogs reside
in large apartment buildings or in high-density neighbor-
hoods. These households require public open space for
Dcintiag fatntains are aonstruaed so dhat both dogs and people an .
quench their dum Park users have left bowls and tubs to maease the
ready supply of mater for dogs.
their recreational needs In addition, mounting activism
for animal rights may promote a more militant demand for
urban open spaces for dogs as well as people.
Lmoons txom Laurin. CAmoN Pr► m
What can Laurel Canyon Park teach communities and
community designers?
The most basic lesson is that urban designers need to
plan new communities and retrofit older neighborhoods
with regard for animals as well as people. Currently
planners must consider only endangered species in their
plans for new developments, they seldom address the
needs of non-endangered wildlife and companion animals.
Mrnimizing development's impact on urban free life, such
as birds, squirrels, or coyotes, requires close study of animal
behavior and careful design. The case of Laurel Canyon Park
demonstrates the necessity that communities and planners
also recognize the needs of companion animals in designing
housing, subdivisions, and public space.
In particular, dogs, intelligent, sociable, and energetic,
need physical and social stimulation. If planners included
vest- pocket dog runs and larger designated off4eash areas
in urban parks, they could eliminate much of the destntc-
tive canine behavior that results from boredom and lack of
exercise. In turn, communities would benefit from a
reduction in the number of animals who are deposited and
subsequently killed in animal shelters.
Once space is allocated, what makes a dog park work?
Our observations of Laurel Canyon Park suggest there are
four critical factors.
First, the extent of the demand must be estimated
correctly. The citywide response to Laurel Canyon Park
suggests that more than one off -leash site may be essential
for any one of them to work properly. If a region provides
too few off -leash programs, these may become victims of
their own success.
Second. successful maintenance of a dog park requires
grass -roots efforts, even in communities willing and able to
fund a park fully. Park users educate each other about park
programs, introduce newcomers to park rules and infor-
mal behavioral norms, and develop ways to handle prob-
lems such as dog fights. User organizations can also work
with local animal welfare agencies to sponsor fund- raising
events, obedience training, or vaccination clinics. Such
organizations require considerable time and resources,
and, while more affluent neighborhoods can provide full
support, lower- income communities may need financial
assistance to establish or subsidize nonprofit organization &
Third, the specific provisions of the off-leash programs
are vital. Although it represented a workable compromise
in laurel Canyon Park, dual usage is not an optimal
solution. Ideally, the off-leash area should be open during
all park hours. A single -use policy is simply easier to
understand and remember, and it reduces competition
and potential conflict between user groups.
Lastly, responsive environmental design influences a
dog park's success for both human and canine users If at
least one area is well- fenced, close proximity of different
use zones appear; to work. Fencing or topographical
barriers also ensure the safety of children and canine users.
However, the inevitable noise and traffic from a heavily
used park require that any stable offdeash area be placed
apart from residences. Landscape buffers, such as hedges,
trees, and land forms, can also help to screen residences
from noise. And of course park design should create
aesthetic enjoyment for people as well as utility for dogs,
since a dog park is for people —kids and parents, lovers
and spouses friends and strangers —as well as for dogs.
?.lthough not without controversy. Laurel Canyon
Park's innovative urban planning has proven successful. Its
popularity demonstrates the need for more off-leash areas.
These will succeed with , . cs-rtttxs imvthrment. carefltl
programming and environmental design. and the provi-
sion of a sufliciettt number of sites. Moreover. the evolu-
tion of Laurel Canyon Park highlights a growing consider-
ation of the well-being of animals in urban design. The
development of the of£-leash program led to park improve-
ment and greater community cohesion. As planners and
others continue to respond to the demands of people with
companion animals. they also reflect an increasing aware-
ness of the importance of animal life in urban environ-
ments. Shaping urban design as if animals mattered can
make cities more liveable for evervone.
L
FuRTunt Rf tDr4c:
Phil Arkow. cd 77u lining Hand Campanian
Animals in thr.Helping I'tofrsdans For the
Latham Foundation. Saratoga. Cal.: R $ E
Pttblishcm 107.
Steven D. Garber. nje tlrhan Naturalist Nmv
lint W51ey. 19H7.
\ricki Hearne. Adnr's Task: CalrmgAnimals br
Naar. New Yore Knopf, o9M
Demand Tonic 77w Animal Caalrat . Sharing
the Planet New lint Warner Books, 1991.
Matt Randolph. Dog [Am. Berkeley, C'aL: Nolo
Press, tgM
Tom Regan and Peter Singer, ells. Animal Rights
and Human Migndions Englewood Cliffs,
N.J-- Pretnice-Hall, aggo.
Dratgh% Rol"in C 7ifttnt Sanders. anti Spacer
C'aht7L'INV. andTheir People Pet Facilitated
IntcrxdatinaPubficSvC6 fmarminf
Cmrtnatpmmsh11m4eaydlirna m (t99t): S=a
James SerpeB. in the Cattapans ofAsiaalr A %dv
of Human -Anim l Raatianships New York-
Blackwell, acjW
Photographs by Stacy Rowe.
hued C'.atnon Park is the scene of many animated disnrsdons between human as well as canine
tompamotts Some supporters feel that its popularity threatens to overwhelm it they use some of
their funds to promote the construction of mote dog parks in the Los AngeMs area.
"p Ys
Information about SL04 -PUPs
some
Statement of Purpose: SL04 -PUPs was formed in 1995 by dog owners who want to create
safe, legal and convenient off -leash areas where people can recreate with their dogs in San Luis
Obispo County. We support leash laws, which protect both people and pets from harm.
Contacts: Ellen Sturtz, 772 -1651
Nancy Conant, 1385 UP St., Los Osos, CA 93402,528-1537
Description: An off -leash recreation area is a fenced area with double gates at the entrance.
Seating for dog owners, such as picnic tables or benches, is available. Signage, which gives
information about of 4eash regulations, obedience classes, rescue contacts, health related
notices, and other pertinent concerns, is prominently located at the site.
County Support Representatives of SLO- -PUPS attended all public hearings on the draft
update of the Parks & Recreation Element of the County General Plan. We have made 2
presentations to the County Parks & Recreation Commission. The draft Parks & Recreation
Element now contains a recommendation that off -leash areas be developed in the County.
We have had four meetings with Pete Jenny this year. The first was held in March to
discuss the possibility of setting aside an area for off -leash recreation at El Chorro Regional Park
Pete Jenrry initiated this meeting.
The second meeting was held in July. A third meeting was held in August when we
presented a sample survey to Pete. The survey was designed to gather more information about
off -leash areas in other jurisdictions. Pete reviewed the survey, made recommendations, had the
survey typed and prepared a cover letter, signed by both Pete and Paul LeSage (City of San Luis
Obispo Parks & Recreation). The City faxed the survey to 37 communities in California SLO- -
PUPs has compiled the results of the returned surveys.
The fourth meeting was held in November when we presented the initial results of the
survey to Pete. We also discussed the potential sme of the area, other uses that might occur
there, and a timetable. Pete suggested that we wait for major fundraising efforts until the picnic
area has been renovated, which should be completed by spring of 1999.
Location: The pilot off-leash area will be at El Chorro Regional Park
Materials: Fencing for approximately 'A acre, including double gates at the entrance to the
area Fencing will be 4 feet high. The County of San Luis Obispo and SL0-1 -PUPS will decide
the type of fence material. The surface of the off -leash area will be covered with shredded bark
and/or wood chips. We hope to provide some perimeter plantings of xerophytic plants, as
recommended by SLO Botanical Garden representatives.
Time Frame: Fund-raising for fence materials will begin in late spring 1999. We expect to
have enough money to build fence by spring of 2000. The first off -leash area should be open by
July 2000.
Evidence of ability to raise money: SLOB -PUPS raised over $500 in 1996, which was
targeted to publicize our efforts. These funds were raised solely through donations resulting from
articles and letters to the editor in the local paper.
December 28, 1998
COUNTY OF SAN LUIS OBISPO
aepautment of cenenat seRvices
COUNTY GOVERNMENT CENTER • SAN LUIS OBISPO, CALIFORNIA 93408 • (805) 781 -5200
DUANE P. LEIB, DIRECTOR
Nancy Conant
SL04PUPS
1385 18" Street
Los Osos, CA 93402
OFF -LEASH DOG AREA
San Luis Obispo County Parks is committed to providing diverse recreational opportunities for the
county's residents and visitors. To that end, we have included a variety of potential locations for off -
leash dog areas in our draft update of the County Recreation Element We are also interested in
establishing a pilot program to pave the way for those proposed sites.
To that end, we are very interested in working with SL04PUPS to establish such a project at El
Chorro Regional Park. Located near the City of San Luis Obispo and relatively close to the Los
Osos -Morro Bay area, we believe El Chorro provides a good setting to test the idea of an off -leash
dog area As we have discussed at the park, we have a small site of approximately % acre which
should prove suitable and I am prepared to recommend the project to the County Parks and
Recreation Commission if we can satisfy a few basic conditions.
Because of our limited financial resources, County Parks must limit its assistance to providing a
location. However, we do endorse the project and support your attempts to raise the funds necessary
to implement and maintain this facility: We look forward to working with you in the future. Good
luck with your fund raising efforts.
2NNY
Parks Manager
3 -M
SAN LUIS OBISPO COUNTY HEALTH DEPARTMENT
June 15, 1995
Division of Animal Regulation
885 Oklahoma Avenue • P.O. Box 3760
San Luis Obispo, California 93403 -3760
(805) 781 -4400 • FAX 781 -1065
Tim Gallagher
Department of General Services
County Government Center
San Luis Obispo, CA. 93408
Subject: Parks Master Plan & Off Leash Dog Parks
The Division of Animal Regulation continues to support the
inclusion of possible off leash dog areas in the update of the
County Parks and Recreation Master Plan.
As requested by Sandra Zaida of the Department of General Services,
this Division, with the assistance of several dedicated citizens,
has compiled a generous amount of material from other areas where
off leash dog parks are currently in existence. Correspondence
with other jurisdictions indicate these areas are well utilized by
the public and pose few problems.
Research shows close association with pets generates good health
and a sense of good will towards others;, both human and animal.
Interaction with pets at locations other than the home setting are
beneficial towards community education in responsible pet ownership
and proper socialization for the animal. Surplus dogs arriving at
the county shelter are often relinquished or abandoned due to
behaviors resulting from the lack of socialization with other
animals and people. The use of dog parks provides legal areas for.
citizens to raise and train their companion animals to be welcome
members of our community.
Staff for the Division are frequently asked where in our county
they may legally exercise their dog off leash. We would welcome
the ability to direct these responsible citizens to such a legal
location. The Division strongly feels the creation of off leash
dog parks will strengthen the relationship between the dog owning
public, those who enforce animal related laws and citizens who
prefer to recreate in other ways.
I look forward to working further on this endeavor with the public
and county personnel.
Sincerely;
�7
:PLC
Stephanie Ruggerone
Director, Division of Animal Regulation
3- ?3
Land Conservancy of San Luis Obispo County
January 4, 1999
Director of Finance
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
RE: COMMUNITY GOALS
Dear Sirs,
The Land Conservancy of San Luis Obispo County has been working with the City and the
community for over 12 years to enhance the quality of life we all enjoy. A great deal of this
quality stems from our cultural institutions as well as the quality of the environment that
surrounds our community.
We encourage the City to pursue three goals.
1. Creek Day. The City added a new cultural tradition this last year with First Night We would
like to see increased support for another cultural event that occurs each year, Creek Day. We
have worked with the City for over six years sponsoring a creek clean -up and education fair
in the fall of the year.
v
WCr. Creek Day celebrates the principal natural resource that lies at the heart of our community;
UJa. V San Luis Obispo Creek Creek Day provides an event that features hands on educational
V 1 activities for the entire family. We also take several tons of trash out of the creek just before
0 the winter rains arrive. The City has helped provide staff support as well as financial help to
cc
tent the tents each year What we need is additional funding for advertising. The event is
attended by over 500 each year but we could reach a wider segment of the community with
greater advertising. The power of advertising has never been more apparent than with First
Night The attendance and City support of this event has raised our sights as to what could be
accomplished.
We request a budget of $5,000.00 to assist with television and print advertising. KSBY has
been a generous sponsor of the event the past two years. We could reach a broader segment
of the community with additional paid advertising.
Otagon Barn Restoration. The Land Conservancy has pioneered, with its own funds and
those of our 500 contributors, the restoration of what is one of the City's most visible and
historical landmarks, the Octagon Barn on South Higuera. The restoration of this barn into a
useable structure will provide the City with an important tourist attraction and strengthen the
diversity of our economic base The Land Conservancy proposes to use the building as a
Farmer's Market (to showcase our agricultural resources) as well as a showcase for natural
P.O. Box 12206 • San Luis Obispo. CA 93406 • (805) 544 -9096. • FAX (805) 544 -5122
and agricultural history. As a stopping point on the City to Sea Greenway, it will also
provide a continuing link for all of our citizens with the natural history and rich scenic
quality of San Luis Obispo Creek
Our work over the past two years has strengthened tile foundation and braced the internal
wood support structure This has been made possible largely due to the contributions of many —
of our local business. Most notably, this includes Burke Construction, Sansone Construction,
Hayward Lumber, and Bob Vessely. We are now raising money for the biggest project of all,
the roof. The roof will require unique shingles which will have to be custom made. We need
$50,000 to re- shingle the roof. This is the last but most expensive remaining part of the
structure that needs to be repaired before the building can be used. We would urge your
support of this important project.
3. Water quality monitoring. The Land Conservancy has been undertaking a volunteer based
water quality monitoring program for the San Luis Obispo Creek Watershed. This program
collects real data that can be used to assess the health of the creek. All the monitoring of the
creek is done by citizen volunteers, but funding is needed for equipment maintenance and
publishing of the water quality information. Published information will serve as a reminder
to citizens of the importance of high water quality and the role each citizen can play in
improving our nearest natural resource. Funding in the amount of $4,000 would be sufficient
to restock equipment and fund the publishing of the program newsletter and data report.
4. Greenbelt protection. Last but certainly not least we urge continuing support for
acquisition of easements over land within the Greenbelt from willing landowners. This
program has proven to be successful and we are pleased to be of help to the City in this
process. We urge your continued support at the existing level.
g yours, nap
Executive Director
COUNTY OF SAN LUIS OBISPO
HEALTH AGENCY
DRUG AND ALCOHOL SERVICES
1102 Laurel Lane
San Luis Obispo, California 834014489
Phone: (805) 7814275 Fax: (805) 781 -1267 or 7814227
Susan Q Zepeda, Ph.D
Health Agency Director
Paul Hyman M.P.A.
Drug and Alcohol Director
1/— / /
Bill Statler, Director of Finance
City of San Luis Obispo
990 Palm Street
SLO, CA 93401
RE: Council Goal- Setting for 1999 -01
The SLO County Substance Abuse Prevention Alliance is pleased to respond to Mayor
Settle's request for written ideas about funding directions for the upcoming 1999 -01 budget
period for the City of San Luis Obispo.
The SLO Prevention Alliance is a county-wide coalition composed of representatives of local
area partnerships (such as the Mayor's Youth Task Force) and other groups concerned with
alcohol and other drug prevention. The mission of the Alliance is to establish a county-wide
forum for dialog, training, information exchange, advocacy, resource development, media
advocacy and action to prevent alcohol, tobacco and other drug - related problems among
both youth and adults in SLO County.
We are deeply appreciative of the role of the City Mayor, City Staff and members of the.
Mayor's Youth Task Force in mobilizing youth, families, local organizations and volunteer
groups to address the prevention of substance abuse in SLO City. The past three years have
successfully mobilized the human resources needed to address these issues; now it is time for
the City to assist these resources with some financial backing. If specific substance abuse
prevention activities were funded in the City's upcoming budget plan, the Mayor's Youth
Task Force and the Community of SLO as a whole would have a more clearly defined
substance abuse prevention vision resulting in clearly defined goals, accountability, and
performance -based outcomes.
Page 1
344
What follows are some youth -oriented substance abuse prevention projects which the
Prevention Alliance feels could be supported through the City's budgeting process:
1. Creation of a Youth Action Council: Critical to the success of prevention programs
targeting youth is achieving their investment in the program. Youth need to be part of
the planning as well as of the implementation Recruiting youth into a Youth Aaron
Council to support and advise the Prevention Alliance will help to support this
agenda.
Cost to City over 2 Year Period: Staff time, communications costs ... $ 2,000
2. Establish t<ai= programs for youth in Conflict Resolution Skills: Prevention
planning and action inevitably involve conflict, particularly if different communities
or ethnic groups are trying to work together. In the interest of cultural diversity and
cultural sensitivity, the Alliance will be supporting a plan to train youth in skills
designed to divert conflict into creative, productive channels. These trainings will also
be a fruitful environment to recruit youth to participate in more specific alcohol,
tobacco and other drug prevention programs. Currently, in North San Luis Obispo
County, Paso Robles Youth Task Force is supporting the beginnings of just such a
conflict resolution program, and it is the intention of the Alliance to encourage the
replication of this program in other cities in SLO County. This could be achieved
through collaborative work between the City, local business, the School District, SLO
County Drug and Alcohol Services, and local conflict resolution providers.
Conflict resolution may also be implemented within the community. One example
would be where there is a significant amount of interaction with local businesses.
Often business people do not know how to relate to students and conflict may result in
the banning of students and feelings of ill will. Presentation may be made to business
people, students and school staff to teach strategies for resolving conflict. This
process also depends on dialog between business and youth as part of another project
objective: youth and business owners working together to develop sales practices and
policies that reduce sales of beverage alcohol to underage youth.
Cost to City over 2 years: Staff time, training materials, contracts with conflict
resolution providers, publicity costs, incentives: ......... $5,000
3. Preventing Teenage Binge Drinking_ Recent tragedies involving underage drinking
and subsequent disappearance and possible violence prompts this suggestion.
Identified as a key problem in the school site survey conducted county-wide in 1996,
some sort of forum needs to be created to provide information, training, and
opportunities for dialog between parents, youth and business owners to facilitate
elimination of binge drinking among teens and young adults, as well as preventing
Page 2
3-T7
youth access to beverage alcohol, both in the home and in the off -sale retail business
environment.
The training and forum could result in the development of a parent/teen support
network facilitated by local helping professionals who will be volunteering their time.
Businesses will also be asked to participate, engaging the cooperation of youth, law
enforcement and business in developing and enforcing sales practices and policies that
eliminate teen access to beverage alcohol. Additional supporting and concurrent
activities would include minor decoy operations, Hands Off Halloween, and Holiday
and Graduation publicity campaigns. The Prevention Alliance could assist by
providing information about these strategies to interested people, but a proposed
budget line item for such a project would secure their implementation.
Cost to City for 2 Years: Staff time, training materials, publicity costs, meeting
rooms maintenance, incentives, communication costs ......... $5,000
4. Hands Off Halloween is another effective strategy proven in other urban areas which
the Prevention Alliance is eager to initiate here in the City of SLO. This strategy
involves youth working cooperatively with local businesses to educate them about
unethical advertising which targets youth - particularly during the Halloween
Weekend. These strategies, however, will be just as effective on other Holidays. The
Cambria/Cayucos Youth Task Force has already recruited youth to canvas local liquor
store owners and assess their advertising practices. Estero Bay Youth Coalition has
also registered interest. This strategy will also augment the Teen Binge Drinking
Prevention Program discussed above. Training and media advocacy materials are
inexpensive, proven to be effective, and will be acquired through funds identified in
the City budget.
Cost to City for 2 Years: Staff time, publicity costs, materials ... $3,000
5. Minor Decoy Activities and Related Publieity: Local police in SLO could schedule
minor decoy operations to coincide with Senior Prom and Graduation Nights. The
Prevention Alliance will work with SLO City and City Police departments to provide
a background of publicity stating that businesses need to support policies that reduce _
teen access to alcohol and need to take action against underage sales. After the decoy
operation, if vendors are cited, Drug and Alcohol Services will provide Responsible
Beverage Service Training to cited businesses, and the City will place advertisements
in local media for merchants who wish to participate, thanking merchants who did not
sell to minors. After completion of Responsible Beverage Service training, formerly
cited merchants will, if they choose, also receive recognition.
Cost to C& for 2 Years: Police staff time or overtime, publicity costs,
communications costs: ..................... $ 5,000
Page 3
6. Drub -Free Cinco de Mayo Celebration: The Prevention Alliance will be working
with members of local Latino organizations to assist them in organizing safe and
sober activities celebrating Cinco de Mayo. Concerted action will be taken to not
accept donations from liquor companies in exchange for advertising space. This is
viewed as a form of cultural "hi jacking", and viable non - alcohol involved
alternatives must be found that provide a drug -free environment. City support of such
an event through publicity, venue development, financial support will be critical.
Cost to City for 2 Years: Publicity, Venue, Other Support ..... $3,000
The Alliance is very supportive of actions already taken by the City of SLO, and it is our
hope that your budget planning process will increase the existing commitment to a drug -free
community in the years to come. We hope these suggestions are helpful to your budgeting
process. If you have any questions, please feel free to contact me at any time. My phone is
781 -4282.
Sincerely,
Wayne Hansen
SLO Prevention Alliance
Page 4
3 -91f
Date: January 4, 1999
To: The City of San Luis Obispo Council
From: The Mayor's Youth Task Force
Chair, Karen Aydelott
Re: Council Goal-Setting for 1999 -01
What:
The San Luis Obispo Mayor's Youth Task Force is requesting funding from the City Council of
530,000 over the next two years (S15,000/year) to fund selected programs designed to support the
positive and healthy development of the youth of oar community.
It is our belief that the Mayor's Youth Task Force is in a unique position to assess and meet some of the
most pressing developmental and preventative needs of this city's youth. It is our intent to focus on middle
and high school students and to provide both support and opportunities that would enrich their lives, build
positive life long skills, connect them with'their community and support healthy life choices. This includes
activities that support primary substance abuse prevention and the education of parents and the community.
The 1992 report, A Matter of TLne: Risk and Opportunity in the Nonschool Hours, published by the
Carnegie Council on Adolescent Development, is very clear in stating that a community approach is very
important to successful youth programming and that community collaborations must take the lead in
identifying and assessing youth needs, and then providing them the opportunity to participate in positive,
values building programs.
This funding would allow the task force to maximize the existing resources among our current members, to
increase our collaborative efforts, and to seek additional funding. It would allow us to target the programs
that would provide the best outcomes and meet the most pressing needs in a purposeful and strategic
manner. Additionally, the Mayor's Youth Task Force funds only the direct costs of program delivery
further maximizing the investment.
The Mayor's Youth Task Force is a collaboration of individuals and agencies organized for the purpose of
maximizing resources to support the youth of San Luis Obispo in becoming self - sufficient individuals
capable of maldag significant contributions to society. Our goals include the following:
To support, create, and evaluate programs that best meet the identified needs of the youth of
San Luis Obispo.
• To increase access of youth to primary prevention and intervention services.
• To promote and coordinate collaboration between individuals, agencies, organizations and
businesses serving youth, and youth.
• To identify and develop new sources of funding for youth groups.
Members of the Mayor's Youth Task Force include representatives from the Laguna Middle and San Luis
Obispo High Schools, the San Luis Obispo Police Department, the Park and Recreation Department, the
YMCA, concerned parents, community members and students.
Over the past two years with Center for Substance Abuse Center funding from the San Luis Obispo
Prevention Alliance, the Mayor's Youth Task Force has hosted a ReDUIce project at the high school,
provided additional funding for the Student Assistance Program at both the middle and high schools,
supported student involvement in First Night, and funded a Teen Leadership Development and Activities
Program at Laguna Middle School.
?j — /Old
Why:
The Matter of Tune study also states "millions of America's young adolescents are not developing into
responsible members of society. Many will not lead productive or fulfilling lives. Young adolescents,
aged 10 to 15, do not become mature adults without assistance." Even in San Luis Obispo County, our
youth experiment with independence and are making decisions about potentially dangerous behaviors that
will affect the rest of their lives. This report stresses providing guidance for positive development,
including positive values and role models, which help build the imemal, unquantifiable values that become
one's character.
Schools, parents, and especially youth have convinced us that in San Luis Obispo students are a very
underserved population at a time in their lives when they are most vulnerable. Young adolescents are
experiencing many developmental changes and often experiment with many options as they develop their
individual self concepts and begin the transition to adulthood. Obviously, the after school hours provide
ample opportunity for these young people to make a variety of choices, often not always in their own best
interest.
The 1993 study, Utilizing Community Assets in Revitalizing Neighborhoods by the Center for Urban
Affairs and Policy Research at Northwestern University, recommends using funds where they will make
the biggest impact and that those programs were preventative, developmental, and especially those that
involved youth as resources not problems.
We have all heard the lament of San Luis Obispo's youth: "There is nothing to do here ". This seems
particularly significant when looking at the recommendations of a long term study of American youth,
Adolescent Trine Use and Risky Behavior, which found that when comparing teens who spent one to four
hours a week in extracurricular activities with those who spent no time in such activities, the "no time"
students were 57% more likely to drop out their senior year, 49% more likely to use drugs, 37'/a more
likely to be a teen parent, 35% more likely to smoke and 27% more likely to smoke. They also discovered
that a kid who had one risky behavior was two to four times more Mely to have another. This overlapping
would suggest that programs that focus on one type of risky behavior are too narrow and that, as the
Mayor's Youth Task Force is recommending, promoting positive behavior is the best counter.
The Mayor's Youth Task Force's mission is also supported by a 1994 report from the University of
Chicago's Chapin Hall Center for Children that states that primary services can help youth, that
commumbes are the proper units of action, that residents and youth should be involved in the planning and
development, and that resident and youth involvement will strengthen community ties.
We also know this from the Search Institute's two year study of 90,000 teenagers, Healthy Communities,
Heal* Youth. Youth do best when the community actively supports their health development and where
schools, houses of worship and youth - serving agencies like the YMCA are the strongest.
It is therefore difficult not to conclude that the young people of our city require a great deal more support
from this community and that the Mayor's Youth Task Force is one of the very best and most. efficient and
effective ways this community investment could be made.
How:
The Carnegie Council also stressed that youth need opportunities directed at overcoming bad attitudes and
developing skills needed to prevent these attitudes. This requires programs that build social competence,
problem solving skills, and a sense of purpose and autonomy. This forms a web of attributes and
approaches to life that help reduce the rate of risky behavior.
The best programs are the ones where youth want to be in the programs. Those are the programs that give
young people the freedom to select and structure the programs to a great degree and that view young
people as assets, not potential liabilities. Programs that offer youth the chance to serve allow the
3-101
community to benefit from that service and the community will notice that teens are contributing to the
improvement
The finding which we are requesting fiom the City Council for the next two years will give the Mayor's
Youth Task Force the means to both sustain and develop programs with outcomes that would include youth
who develop positive attitudes and youth who learn and value such assets as respect, responsibility, caring,
and honesty. An added benefit is the expansion of opporttmities for more students to participate in fin,
safe and enriching activities planned and organized by their peers, which clearly addresses the need for
more activities for our middle and high school students.
Programs funded would be designed to directly meet the prevention related needs of the young adolescent
and would meet the need for primary prevention of teen pregnancy and teen drug and alcohol use.
They will engage youth in positive, challenging and rewarding activities that will encourage them to
develop self- confidence, motivation, self - discipline, the ability to communicate and work well with others,
plus develop the skulls needed to actively contribute to their community. These are the very skills
considered by many to be key primary preventative assets for children facing an uncertain future.
An example of a program currently funded by the Mayor's Youth Task Force directly addresses the
primary prevention needs of middle school students while helping them develop the skills necessary for
successful and productive adult lives.
The YMCA Teen Leadership and Activities Program is designed to engage middle school students at
Laguna Middle School in meaningful and productive activities that provide opportunities to develop
leadership, communication and problem - solving shills, to provide direct service to their community, and to
have safe and enriching fun.
A group of students, who are both chosen and self - select, and who represent the diversity of the student
body, meet weekly with a YMCA professional who works with these students to develop leadership skills,
creativity and a service ethic through the hands on experience of decision malting and program
implementation. These young people then plan and implement activities for both their small group and for
the entire student body. Activities include service learning and enrichment opportrmities as well as
recreational activities.. This program is designed to build on each young person's own individual strengths.
In this environment the program then allows young teens to learn more about themselves, to be challenged
and motivated, and to plan, implement and experience the rewards of success. The program allows them to
experience failure in a safe setting, to practice leadership skulls with their peers, and to contribute in
positive ways to a larger group, be it their school or the larger community.
Other proposed programs include a Youth Forum that would provide young people an opportunity to learn
about municipal government, to voice their concerns and hopes, and to problem solve and make
community recommendations. Barth Service Corps, a national YMCA program model that engages high
school students in service to the environment, is another possibility. Attached are several additional
program proposals that would directly address the very real concerns regarding alcohol use among -
students at San Luis Obispo High School.
The San Luis Obispo Mayor's Youth Task Force is very committed to providing the youth of this
community with supported opportunities to stretch, to grow, and to develop the skills necessary to live
happy and productive lives. As we know this is not easy in today's society. We believe, however, that
with your support and finding we can make a lasting difference in the lives of the youth in our city.
Thank you very much for your consideration of this request
Mayor's Youth Task Force Proposal 1/4/98
3-lov
Information for City Council Goal Setting Meeting
In the past year, the students, parents, teaching staff and administrators of San Luis Obispo High
School have become increasingly concerned over the amount and frequency of drinking going on
among high school age students in our community. Several incidents involving SLOHS students
that resulted in accidents, hospitalizations for alcohol poisoning, driving under the influence
citations, school suspensions and recommendations for expulsion have led to a focus on two
particular problems: unchaperoned parties and binge drinking.
We brought our concerns to the Mayor's Youth Task Force and received its support in addressing
these serious problems. Should the Mayor's Youth Task Force be granted the fiords it is
requesting, it would be able to help support programs like the three described below which we
hope can have a substantial impact on the problem of underage drinking in our community.
Dan= of Binge Drankin&
We are currently designing a student presentation that includes information, professional videos
and a student written and performed role play that we hope to take to schools throughout the area
to alert students on the dangers of binge drinking. We have applied for a grant through the State
Safe Schools and Violence Prevention Office to help with our costs, but additional fiords will be
necessary to accomplish our goal.
Positive Famfiv Relationships
We would like to add an alcohol abuse education component to the Positive Family Relationships
program coordinated by Connie Nakamura and Petra Patterson. Their program currently trains
volunteer facilitators who offer quality parenting classes to the parents in our district. The
program is supported by the San Luis Coastal Unified School District, but the Mayor's Youth
Task Force could also play a vital role in helping to design and support its expansion.
Eliminating IRKhaysmcd Parties
Following the model created by a group of concerned parents in Tacoma, Washington, we would
like to create a parent organization committed to eliminating unchaperoned parties where so much
risky behavior hike binge drinking occurs. The plan would include education, creation of a
directory and sponsoring activities for young people that would not involve alcohol. The Mayor's
Youth Task Force has already responded enthusiastically to this idea.
Impacting the problem of underage drinking will require a long -term commitment from the -
community. With adequate funding to help support those with good ideas and the enrgy to carry
them out, the Mayor's Youth Task Force can make a difference.
�-/o �
Hallmarks of Youth Development
Youth Development needs to be distinguished from youth development The former
refers to a specific methodology. The latter refers to the general maturation process youth
go through Good Youth Development efforts aid in the process of healthy youth
development
The following program strategies are the hallmarks of Youth Development
RELATIONSHIP BASED Youth benefit from meaningful relationships with adults
outside their family. The responsibility for the initiation and maintenance of the
relationship is the main responsibility of the worker.
VALUES BASED Youth are searching for answers to guide their actions. Character
development is the emphasis rather than values clarification. Programming implements
character development directly and indirectly.
SOLUTIONS ORIENTED Youth are viewed as opportunities not problems. Work is
goal oriented and future focused. Objective is to help build capacities and assets rather
than just resolve problems.
SENSE OF OWNERSHIP Youth are viewed as a partner not a recipient of service.
Youth have input into goal and programming. Strategies are implemented that foster
sense of leadership and ownership.
EXPERIENTIAL Youth learn best by doing. Experiential learning is primary program
strategy. Program incorporates physical activity that matches developmental need to be
active and have an element of risk.
PROGRESSIVE DESIGN Youth are not static. Programming aids in the
developmental process by offering different levels to advance into. Levels build on each
other and increase in complexity, type of involvement and risk.
LONG TERM Youth need consistency. The relationship and programming is available
over the long term not just for specific time limited periods. Youth can grow up while
growing through the program. _
FUN Youth gravitate towards fun. Fun takes many forms: workers' positive attitude,
quality programming, element of risk.
1-t04
Figure 1
A Framework for Understanding Youth Outcomes in the Context of Development
BACKGROUND
FACTORS
CURRENT
DEVELOPMENTAL
LEVELS
INDMDUAL
DIFFERENCES
THE SOCIAL CONTEXTS OF YOUTH EXPERIENCE
From Problem - Focused to Positive Youth
Development
POSITIVE OUTCOMES
• self - efficacy
• mental health
• educational commitment
• others
NEGATIVE OUTCOMES
• delinquency
• alcohol and other drug use
• school dropout
• others
Traditionally, policy- makers, fenders, and program planners have
considered the role and impact of youth programs from a problem -
focused perspective. A specific problem is targeted (for example, violence,
school drop -out rates, pregnancy, alcohol use) and programs and other
strategies are developed to fix the problem. However, as youth
development expert Karen Pittman has suggested, 'problem-free is not
fully prepared."= We need to move beyond the problem - focused paradigm
that tries to reduce or control negative behavior through prevention, early
interventions, and treatment and/or incarceration when the problems
become severe. Although there will always be a need for these types of
services, those who work with and care about young people are
recognizing the power of an alternative approach, one which focuses on
promoting the positive. Search Institute's asset - building framework is an
example of this positive approach (see figure 2).
Making the Case: Measuring the Impact of Youtb Devd/opmcnt Programs 3 /�
Rgure Z
What's Different About Asset Building?
An asset - building perspective transforms the way communities address youth issues and think
about youth. Some of the differences are:
COMMON APPROACHES TO YOUTH ISSUES
AN ASSET-BUILDING APPROACH
Focusing on problems ••••••• 9• 0........
Focusing on the positive
Taking personal responsibility for making
Pointing fingers and assigning blame ••••••••••••""""'
a difference
Reactive .............•....••.
Proactive
Mobilizing the public as well as all youth -
Heavy reliance on professionals ••••••••••• ......••••
serving organizations in a community
Viewing youth as problems .................. •• Viewing youth as resources
A vision- building perspective
A crisis- management mentality .....................
Cooperation.within the community
Competition among sectors and .....................
service providers
••••�
Unleashing the caring potential of all
Heavy reliance on public funding to ......••.....
residents and organizations so that
provide services
resources can be focused on
public
areas of greatest need
Despair about entrenched problems ..................••.
Hope that change is possible
From Pour L Benson. Uniting Communities for youth (Minneapolis. MN: Search Institute. 1995).
The Troubled Journey. A Portrait of 6th -mb Grade Youth and other
Search Institute publications, present a framework 30 developmental
assets — things that all young people need in their lives in order to thrive'
(This framework of 30 assets has recently been expanded to 40. See
Figure 3 for a list and description of the changes). Surveys of nearly
250,000 youth in 450 communities show that these developmental assets
are building blocks that help young people make positive and healthy
choices. Figure 4 on page 6 shows that the more assets young people
have, the less likely they are to engage in problem behaviors, and the
more likely they are to engage in positive, prosocial behaviors.
4 Making the Case Measuring the Impad of Yowh Deatlopn(erit Programs 5��ID6
JAN -04 -99 MON 03:46 PH FAX N0. P. 02/03
/Ago 40 ,Developmental Assets
Search Lastiatte htu identified the following building blocks of healthy development that help
silo YOM young people vow up healthy, caring, and responsible
CATEGORY ASSET NAME AND DEFMMON
Support
I. Family support- Farnlly life provides high levels of love and support.
2. Positive family eommuniestion -Young person and her or his parent(s) communicate
positively, and young person is willing to seek advice and counsel from patent(s).
3. Other adult relationships - Yuung person needves support from three or mote nonpnrent
adults.
4. Caring neighborhood -Yozmg person experiences earring neighbors.
S. Caring w1moi climate - School provides a caring, eaoour Ong environment.
6. Parent trrvalvement in schooling- Parents) are actively involved in helping young person
succeed in school.
Etnpowerniennt
7. Community values youth -Young person perceives that adults in the community value youth.
S. Youth as resources--Young people are given useful roles in the community.
9. Service to othats- -Young person serves in the community one hour or more per week.
10. Safety -Young person feels safe at home, at school, and in the neighborhood.
Boundaries
11. Family boundaries - Family has clear rules and consequences and monitors the young
Expectations
persods whereabouts.
1I. School boundaries - School provides dear rules and consequences.
13. Neighborhood boundaries - Neighbors take responsibility for monitoring young people's
behavior.
14. Adult role models - parents) and other adults model positive, responsible behavior.
15. Positive peer influence -Young persons bet friends model responsible behavior.
16. High expectations -,Both parent(s) and teachers encourage the Young person to do well.
Constructive
17. Creative activities -Young pxxson spends three or more hours per week in lesions or
Use of There
practice in music, theat= or other arts.
18. Youth prograaxs--Young person spends three or more hours per week in spores, clubs; or
organizations at school and/or in the community.
19. BnIWOus community -Young person spends one or more hours per week in activities in a
religious institution.
20.71me at home Young person is out with friends %4th nothing special to do' two or fewer
nights per week
Commibuent 21. Achlevemant madvatiott -Young person is motivated to do well in school.
to Learning 22. School engagement -Young person is
23. Homework -Y actively ���t
oung person reports doing at least one hour of homework curry school day.
24. Bonding to seho4 -young parson cares about her or his school.
25. Reading for pleasure -Young person reads for pleasuro three or more hours per wcck.
Positive 26. Caring -Young person places high value an helping other people.
Values 27. Equality and acacias justice -Young person places high value on promoting equality and
reducing hunger and poverty
26. Integrity -Young person acts on convictions and stands up for her or his beliefs.
29. Hone sty -Young person 'tells the truth even when it is not easy."
30. Responsihility- Young person accepts and takes personal responsibility.
31. Restraint -Young person believes it is important not to be sexually active or to use alcohol
or other drugs.
Social 32. Planning and deddon making -Young person knows how to plan ahead and make choices.
Competencies 33. Ittetpersonal competence -Young person has empathy. sensitivity, and friendship skills.
34. Cultural competence -Young person has knowledge of and comfort with people of different
eulunm1fteial/edmic backgrounds.
35. Resistance skills -Young person can resist negative Peet' pressum and dangerous situations.
36. Peaceful conflict resolution -Young person seeks to resolve eonoict nomioletrdy.
Positive 37. Personal power-Young Perron feels he or she has control over "things that happen to me.'
�dentity 38. SONesteem - -Young person reports having a bigh self - esteem.
39. Sense of purpose Young person reports that 'my life has a purpose.'
40. Positive view of personal Future -Young person is optimistic about her or his personal future.
3 -/07
Rgum 4
The Impact of Developmental Assets
Based on Search Institute's study of more than 250,000 youth across the nation, this chart shows that the more assets
young people experience, the kiss likely they are to engage in a wide range of risky behaviors. In addition, youth with
more assets are more likely to grow up doing the positive things that society values.
Percent of Youth Engaged in Each Activity. by Number of Assets Reported
RISK- TAKING BEHAVIORS
Problem alcohol use
Sexual activity
Antisocial behavior /violence
Problems in school
POSITIVE BEHAVIORS
Volunteering in the community — 15%
Success in school ■ 5%
RISK - TAKING BEHAVIORS
Problem alcohol use
Sexual activity
Antisocial behavior/violence
Problems in school
34%
ve
POSITIVE BEHAVIORS
Volunteering in the community 34%
Success in school _ 13%
RISK - TAKING BEHAVIORS
Problem alcohol use - 9%
Sexual activity — 17%
Antisocial behavior /violence _ 13%
Problems in school. 4%
51%
51%
POSITIVE BEHAVIORS
Volunteering in the community, 57%
Success in school 28%
RISK - TAKING BEHAVIORS
Problem alcohol use . 3%
Sexual activity - 7%
Antisocial behavior /violence ■ 5%
Problems in school' 1 %
POSITIVE BEHAVIORS
Volunteering in the community 75%
Success in school 51
San Luis Obispo City Council
990 Palm Street
San Luis Obispo, CA 93401
Re: City Budget Goal Setting
Dear Mayor Settle and Councilmembers,
Thank you for this opportunity to comment on priorities for the 1999 - 2001 budget cycle.
ECOSL.O would like to make the following suggestions for your consideration:
J GOAL: Examine the Modal Split Objectives ( #14) and other Goals, Strategies,
zand Objectives in the Circulation Element and evaluate City progress.
U
vThe City's Circulation Element (adopted m 1994) is due for a periodic review (CI
U 16.1.10). It is time for an honest evaluation and, if necessary, adjustment to City funding
LI a V priorities, if needed, to meet stated objectives.
O
e GOAL: Complete Railroad Bike Path to Cal Poly
Cal Poly is updating its Master Plan, and it is likely that there will be a future increase in
enrollment as a result. A perfect mitigation to offset a potential negative traffic impact
would be to get Cal Poly on board to help complete this project. The City has completed
Phase One, the Jennifer Street Bridge, and is moving ahead with Phase Two. During this
next budget cycle the City should build on this momentum and public support to
complete this project. Not only would the path be a great transportation route to Cal Poly,
but it would also be a rem-coon opporhmity for cyclists, joggers, and city visitors.
Completing the path would also put "eyes on" this area, and could be the catalyst for both
redevelopment and clean up of the area.
GOAL: Continue funding to support transit, bike lanes, and improvements to
pedestrian infrastructure.
Traffic is on the rise in San Luis Obispo and continued funding for alternative
Transportation is required to bring us closer to the goals set out in the Circulation
Element. Recent major expenditures to increase parking (and automobile-traffic) in the
downtown need to be offset by expenditures to support alternatives.
3 -i07
864 Osos Street, Suite C Tel. 805 /544 -1777
P.O.Box 1014 Fax 80515441871
SanLuis0bispo,Califomia93406 Printed on100 '0o Ire e -free. chlorine -free Paper e-mail ecoslo@slonetorg
BOARD of TRusTm
David Braun, Chair
Carol i
eti��
Leslie Jones, ecChair
Leslie Jones, Secretary
Susan Polk, Treasurer
1 RONMENTAL CENTER OF
Don Dollar
SAN LUIS OBISPO COUNTY
Goof Land
Bob Lavelle
Jennifer Renm
Kimberly Rosa
Arlene wmn
4 January 1999
Holly Ziegler
San Luis Obispo City Council
990 Palm Street
San Luis Obispo, CA 93401
Re: City Budget Goal Setting
Dear Mayor Settle and Councilmembers,
Thank you for this opportunity to comment on priorities for the 1999 - 2001 budget cycle.
ECOSL.O would like to make the following suggestions for your consideration:
J GOAL: Examine the Modal Split Objectives ( #14) and other Goals, Strategies,
zand Objectives in the Circulation Element and evaluate City progress.
U
vThe City's Circulation Element (adopted m 1994) is due for a periodic review (CI
U 16.1.10). It is time for an honest evaluation and, if necessary, adjustment to City funding
LI a V priorities, if needed, to meet stated objectives.
O
e GOAL: Complete Railroad Bike Path to Cal Poly
Cal Poly is updating its Master Plan, and it is likely that there will be a future increase in
enrollment as a result. A perfect mitigation to offset a potential negative traffic impact
would be to get Cal Poly on board to help complete this project. The City has completed
Phase One, the Jennifer Street Bridge, and is moving ahead with Phase Two. During this
next budget cycle the City should build on this momentum and public support to
complete this project. Not only would the path be a great transportation route to Cal Poly,
but it would also be a rem-coon opporhmity for cyclists, joggers, and city visitors.
Completing the path would also put "eyes on" this area, and could be the catalyst for both
redevelopment and clean up of the area.
GOAL: Continue funding to support transit, bike lanes, and improvements to
pedestrian infrastructure.
Traffic is on the rise in San Luis Obispo and continued funding for alternative
Transportation is required to bring us closer to the goals set out in the Circulation
Element. Recent major expenditures to increase parking (and automobile-traffic) in the
downtown need to be offset by expenditures to support alternatives.
3 -i07
864 Osos Street, Suite C Tel. 805 /544 -1777
P.O.Box 1014 Fax 80515441871
SanLuis0bispo,Califomia93406 Printed on100 '0o Ire e -free. chlorine -free Paper e-mail ecoslo@slonetorg
GOAL: Increase funding for acquisition of Open Space in the City's
Greenbelt.
Public support for a greenbelt around the city is strong, with some key and popular
acquisitions made during the past several years. Some General Fund monies should be
earmarked for open space acquisitions, and an ongoing fundraising mechanism needs to
be established, perhaps through another attempt at a ballot measure, to fund parks and
. ua� 6 -T6T I
GOAL: Begin design plans and public process to develop the Court Street site
and to dose Garden Street (between kHiguera and ]Marsh) to
automobile traffic.
The creation of new parking in the downtown by building a new parking structure next to
the existing structure at Marsh Street would offset the loss of street and surface parking at
these two locations. Both of these projects have been talked about for years. Now, in this
next budget cycle, is the time to get started on the design and public participation phases.
It may be possible to involve Cal Poly students in the design (some work has already
been done) and a consultant might only be needed to complete the final phases.
There have been several great ideas proposed for Court Street including a permanent
Farmees Market with offices and residences above, and opening up the creek (a perfect
time to do this is during the Iiiguera Street reconstruction). Garden Street is a perfect
place to create another pedestrian- oriented retail area, like the very successful Downtown
Center, with outside "cafd" seating. There is community support for both of these
projects, and the City should begin working with property owners to see if there is
support from them as well.
GOAL: Establish an Urban Growth Boundary (UGB) around San Luis
Obispo by a Council- initiated Charter Amendment .
By Council action, the.City should put a Charter Amendment on the ballot to establish an
Urban Growth Boundary by writing the ultimate boundary of San Luis Obispo into the
City Charter. UGB's are a planning tool increasingly used by cities that advocate
"compact urban form ". in the states of Washington and Oregon, communities are
required to draw long term UGB's. Some California cities where voters have approved
UGB's include Santa Rosa, Sebastopol, Healdsburg, Pleasanton, Novato, and Windsor.
Some Cities that have created UGB's by council action include: San Jose, Cupertino,
Morgan Bill, Monte Sereno, Los Gatos, Santa Barbara, and Modesto.
A UGB would send a clear message to city residents and to the County that the City is
serious about containing sprawl and creating a Greenbelt. It would also give city residents
certainty about-the ultimate boundary of SLO, and it would give developers and
speculators certainty about where fuhrre urban development is to be approved. The
creation of SLO County's first UGB in San Luis Obispo would be an example for other
communities to follow, and places San Luis Obispo in the forefront of urban planning.
3 -iii
GOAL: Appoint a citizen "task force" to advise the Council on the
Conservation Element Update
The update of the Conservation Element merits the involvement of a citizen "task force"
to guide the council on this important update. The current Conservation Element dates
from 1973, and this update process is an excellent opportunity to get input from the
community. The existing Natural Resources Committee that was organized by Neil
Havlik for past projects such as the Birding Guide and the City Poster may be a good
framework for beginning this process.
GOAL: Develop a comprehensive Y2K contingency plan for the City
It is likely that the new millenium will bring challenges to the City when computer
systems fail due to an inability to recognize "00" as a date. At this point, it is unknown
how great an impact this will have, but the City should plan for worst -case scenarios and
have a contingency plan in place to address the potential loss of power and other critical
systems for up to a month. Public education should be a key component of this plan.
GOAL: Open a "Natural History Museum" in San Luis Obispo
This is an excellent time to pursue the creation of a Natural History Museum in
downtown San Luis Obispo. Such a center would serve to showcase the natural history of
the area; highlight current open space projects; catalyze and organize community ideas
and involvement in natural resources matters; provide purchase opportunities for the City
Poster, Bird Guides and other publications; provide educational and tourist opportunities
and more, via displays, docent programs, speakers series, special events, annual
conferences, on -site education, etc. It could well be a source of revenue for the City, a
boost to other businesses that benefit from tourism, and an educational resource that will
instill respect for natural systems in future generations. A Natural history Museum would
build upon work already started by the City in creek restoration, Greenbelt acquisition,
and habitat protection
Respectfully Ve-1 su mitted,
I Veesart
Executive Director
2y11/
December 30,1998
To: San Luis Obispo City Council
Subject: Goal Setting/ Sports Complex Mitigations
Dear Honorable Members of the San Luis Obispo City Council,
Mayor Allen Settle and the previous City Council should be strongly commended for their
previous work to see that identified sound and light impacts from the Cal Poly Sports Complex on
the "line of sight", Bishop's Peak neighborhood are effectively mitigated.
Residents of the impacted Bishop's Peak neighborhood have met with Cal Poly
representatives and have agreed to implement specific sound mitigations found in the Sound
Study done through the cooperation of Cal Poly and The City of San Luis Obispo. Written
support for implementing these mitigations has also come from Mike Ryan and Bud Laurent on
the County Board of Supervisors, and Residents for Quality Neighborhoods. Light mitigations
have also been agreed upon between representatives of the impacted City neighborhood and Cal
Poly representatives.
A specific goal of the City Council should be to continue to strongly work to ensure that these
sound and light mitigations agreed upon with Cal Poly's representatives are implemented.
This goal is a very specific way to preserve an established city neighborhood. The successful
implementation of these agreed upon mitigations will also serve as a very real demonstration that
Cal Poly and San Luis Obispo neighborhoods can work together cooperatively.
Although it may be decided that this is " too small" of a goal for this process, or it doesn't quite
fit the process, I believe that the Council's strong commitment to work for the implementation
of these agreed upon sound and right mitigations should be reinforced at this time.
Carla Saunders
RECEIVED
t6 _ q IOQQ
SLO CITY COUNCIL
iGVA
Interfaith Coalition for the Homeless
Date: January 1, 1999
To: San Luis Obispo City Council
From: Lisa Wallender "
President, Board of Directors
Intedaith Coalition for the Homeless
Subj: Suggested Two-Year Goals
Request: Continued strong support for Prado Day Center for the Homeless
Why: The Prado Day Center for the Homeless has successfully addressed many serious community
concerns in an extremely positive way. Continued support from the city is critical to its long tam success.
Background: The agencies who serve homeless people are located in several dil Brent Oaces throughout
the city. Before the Prado Day Center was built, it was very difficult for homeless people, whose ability to
get around is typically limited by serious health considerations and lack of transportation, to access the
services they needed to get back on their feet. Additionally, homeless people had nowhere to do during the
day, and the People's Kitchen served lunch on the porch of the Old Mission; that combination meant there
was a high presence of homeless people downtown that was unacceptable to many downtown merchants.
The development of the Prado Day Center has addressed these issues. Homeless people are ranch better
able to manage their lives now that they have a single place to access both basic services (showers; laundry,
mail, telephones) and professional services (health clinic, mental health outreach, drug and alwhol
conselm& literacy tutoring, job search training, and more). Having a new place for people to go during
the day and relocating the People's Kitchen to the center has significantly reduced the presence of homeless
people downtown
The Prado Day Center has received consistently high praise from all who use it — service providers and
clients alike — as a wonderfutly positive solution to so many difficulties faced by clients. It is being used as
a model by other cities who recognize the imnpormnce of addressing homeless issues in positive ways, and it
recently won statewide recognition in the Califorma Healthy Cities and Communities award program The
attention given this project recognizes not only its sacass in addressing manifold community problems, but
also the remarkable collaboration of government and private enterprise that ina lors this project succeed
The City of San Leis Obispo has shown very strong leadership in this project is many ways, and provided
absolutely critical support in the form of grant funding, bus passes, and provision of utilities. We request
that you continue you strong support for the Prado Day Center to ensure its contimited success in the years
to come.
P.O. Box 1575 • San Luis Obispo, CA 93406 • 805 - 528 -5253
Contributions to the Interfaith Coalition for the Homeless are fully tax deductible