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HomeMy WebLinkAbout01/12/1999, 4 - 1999-2001 FINANCIAL PLAN SUGGESTED CITY GOALS COUNCIL ADVISORY BODIES1999 -01 Financial Plan Suggested Goals COUNCIL ADVISORY E Suggested City goals were received from the following Council advisory bodies as of January 5, 1999: ■ Architectural Review Commission ■ Bicycle Committee ■ Cultural Heritage Committee ■ Downtown Association ■ Housing Authority ■ Human Relations Committee ■ Parks and Recreation Commission ■ Personnel Board 0 Planning Commission ■ Promotional Coordinating Committee No suggestions were received from the Board of Appeals, Jack Residence Committee, Joint Use Committee, Mass Transportation Committee or Tree Committee as of January 5, 1999. 1999 -01 Financial Plan Suggested Goals ARCHITECTURAL REVIEW COMMISSION The Architectural Review Commission recommends the following candidate goal to the Council for your consideration as part of the 1999 -01 Financial Plan process: ■ Architectural Review Guidelines. The Commission would like to continue with the updating the guidelines with the goal of completing them this budget cycle. 9 RM city of sAn luis oBispo 955 Morro Street • San Luis Obispo, CA 93401 December 11, 1998 Honorable Mayor Allen K. Settle and Members of the San Luis Obispo City Council City Hall 990 Palm Street San Luis Obispo, CA 93401 Subject: Budget Goal Setting Dear Mayor Settle: The Bicycle Advisory Committee appreciates the opportunity to participate in the goal setting process as part of the City's budget update. On December 101e, our Committee met and had a lively discussion concerning goals and objectives for the next two years and beyond. The attached listing of goals represents the consensus outcome of our meeting. The committee membership asked that I participate in the upcoming Council goal setting workshop scheduled for January 12te. 1 look forward to speaking with the Council concerning bicycling issues and goals at that time. Ed Jaster, Chairperson San Luis Obispo Bicycle Advisory Committee TS:ts Attachments f 1 G: \Tcaopona mC4mmim=\Bd=CamnmmAI999 -2001 Goals ©The Gty of San Luis Obispo is committed to include the disabled in all of its services, programs and activities. Telecommunieffiions Device for the Deat (805) 781 -7410. BICYCLE ADVISORY CONIIVII ME 1999 -2001 FINANCIAL PLAN GOALS ♦ Improve bicycle access to and around the downtown as called for by the Draft Parking and Downtown Access Plan and the Bicycle Transportation Plan. ♦ Involve the Bicycle Advisory Committee in neighborhood traffic management actions proposed along designated bicycle routes and revisit the concept of using stop signs for traffic calming, for example on Chorro Street and Oceanaire Drive. ♦ Involve the Bicycle Advisory Committee in actions to develop redevelop and use areas along the Santa Barbara -Osos Street corridor and the surrounding Railroad District and promote community involvement in these issues. ♦ Pursue solutions to bicycle safety concerns on Johnson Avenue at the Union Pacific Railroad bridge. ♦ The Bicycle Advisory Committee should be an integral part of the process to update the Circulation Element of the General Plan. ♦ Through cooperation between City departments, schools, and community groups, improve outreach programs that promote bicycling and bicycle safety. ♦ Incorporate bike lanes and paths in all area plans and specific plans slated for consideration during the financial planning period. ♦ Continue implementation of projects identified in the Bicycle Transportation Plan and make minor safety improvements as needed. ♦ Complete the railroad bicycle path between Bushnell Street and the Jennifer- Osos Street Bridge. Begin planning the extension of the path north of the AMTRAK Passenger Terminal to Marsh Street. x--14 a°uog'iqIIII1 MEMORANDUM CITY OF SAN LUIS OBISPO TO: Mayor and City Council VIA: John Dunn FROM: Arnold Jo BY: Jeff H DATE: October ,1998 : Cultural Heritage Committee Goals and Workprogram, 1999 -2001 ************************************ * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** At its October 26, 1998 meeting, the Cultural Heritage Committee (CHQ voted 6-0 (Committee member McDonald absent) to approve its 1999 -2001 workprogram. The workprogram is listed below, and emphasizes public information and historic preservation incentives. Programs marked with an asterisk ( *) are anticipated to have special funding needs during the 1999 -2001 Financial Planning period. GOAL 1: PREVENT BUILDING SAFETY HAZARDS, PRESERVE IMPORTANT HISTORIC BUILDINGS, AND GUIDE BUILDING RESTORATION AFTER A MAJOR EARTHQUAKE OR OTHER DISASTER. 'Program 1: Prepare community handout on preventing safety hazards in historic buildings. Program 2: Prepare and adopt Post - Disaster Historic Preservation Program Guidelines after considering the State Model Ordinance. GOAL 2: ESTABLISH PROPERTY OWNER ASSISTANCE PROGRAMS AND INCENTIVES TO ENCOURAGE THE PRESERVATION AND RESTORATION OF HISTORIC STRUCTURES. *Program 3: Adopt City - sponsored Historic Building Rehabilitation Loan Program for historic residential and commercial buildings. / r� CHC Workprogram, 1999 -01 Page 2 'Program 4: Continue Historic Plaque Program for Master List Properties. 'Program 5: Develop a Community Award for Historic Preservation. GOAL 3: ENHANCE PUBLIC UNDERSTANDING AND APPRECIATION OF HISTORICAL PRESERVATION. Program 6: Maintain and update the Master and Contributing Lists of Historic Resources, with emphasis on potential annexation areas and threatened structures. `Program 7: Resume the walking tour program in historic districts. 'Program 8: Update and expand the City's Walk of History brochure, and consider using a video format. 'Program 9: Establish a WEB °home page" on Historic Preservation in SILO. 'Program 10: Sponsor an archaeological demonstration dig in the Downtown Area. 'Program 11: Establish a "Lost Treasures" Historic Point of Interest tour. 'Program 12: Provide entry signs for Historic Districts. Program 13: Establish a Cal Poly student internship program in historic preservation. GOAL 4: CONSIDER ESTABLISHING NEW HISTORICAL PRESERVATION DISTRICTS. Program 14: Consider establishing the following new historic districts:; Mt. Pleasanton /Anholm; Ella Street; Little Italy; Monterey Heights, and Brook Street. GOAL 5: IMPROVE COMMUNICATION AMONG COMMUNITY GROUPS, CITY ADVISORY BODIES AND CITY COUNCIL REGARDING HISTORIC RESOURCES. Program 15: Hold joint meetings with City advisory bodies to encourage 4 -4 CHC Workprogram, 1999 -01 Page 3 unified, multipurpose efforts toward historic preservation. Program 16: Hold neighborhood outreach meetings to explain and discuss new historic preservation programs. GOAL 6: IMPROVE AND EXPAND COMMITTEE MEMBERS' KNOWLEDGE OF HISTORIC PRESERVATION ISSUES, STRATEGIES AND TECHNIQUES. `Program 17: Provide opportunities for continuing education/in-service training for committee members. 'Program 18: Promote information sharing by expanding the CHC historic, library, including evaluations of historic preservation programs in other communities. Program 19: Conduct annual field trips focusing on important preservation issues and key CHC workprogram tasks. as 4 January 1998 To: Mayor Allen Settle and City Council Members From: "borah Holley, Administrator Re: Council Goal Setting Attached please find Goal Setting requests respectfully submitted by the SLO Downtown Association. The Board of Directors believes that the five goals requested are in the best interest of the entire community by keeping the Downtown core viable, strong, safe and attractive. These goals are also part of Downtown Association 2 -year goal setting and planning, currently underway. The Downtown Association is grateful for the many years of support by the City Council in a variety of programs both economic and aesthetic. We look forward to continuing this partnership for the betterment of the community for many years to come. Thank you for considering this request to incorporate our recommendation into the 2 -year plan for Council goals. -a Au - 4 1994 P.O. Box 1402 •San Luis Obispo • CA • 93406 SLO CITY COUNCIL 80515410286 •FAX 8051781 -2647 •email da@downtownslo.com 1r-g City Council Goal Request Worksheet submitted by SLO Downtown Association Requested Goal Marsh St. Parking Structure Expansion Why important to community • Long awaited need for Downtown businesses/customers • Continue to keep Downtown sales tax revenues high • Garages are full to capacity • In -lieu fees paid by developer of Downtown Centre • Relief for parking in neighborhoods • Are more than 50 % of the way through the process; post office purchase was milestone • More than 200 spaces have been lost since the completion of Marsh St. structure • Fulfill City's commitment to those who have paid in -lieu parking fees • Funds are available How to achieve this goal Continue to support the commitment made at Council level to the progress of Marsh St. parking structure expansion. City Council Goal Request Worksheet submitted by SLO Downtown Association Requested Goal Development of Court Street Why important to community • Currently a blighted area of Downtown, underused, not best and highest use • Access to Marsh St. parking structure expansion until future parking is built • Continue momentum started with Downtown Centre • Remain competitive with outlying areas of City • Reverse trend of sprawl development and develop core • Continue to keep sales tax area of Downtown strong (a decline from 20 per cent to 19 per cent is a disturbing statistic) • Incentive for Palm II project How to achieve this goal Put forth an RFP to developers who may be interested in developing property Lease or sell property �/0 City Council Goal Request Worksheet submitted by SLO Downtown Association Requested Goal Additional Restrooms be provided in the Downtown Why important to community • Downtown underserved in this area • Many requests from visitors and guests • Current available restroom not convenient location • Downtown has grown and is an area of high use • Many areas of Downtown have become unsanitary due to public urination and defecation • Complaints from businesses; some businesses supporting the need for public restrooms with no compensation How to achieve this goal Install temporary facilities in Court Street lot and lot behind SLO Brewing Co. until permanent facilities can be built IS# City Council Goal Request Worksheet submitted by SLO Downtown Association Requested Goal Additional Police Enforcement in the Downtown Why important to community • Levels of people in Downtown at record highs • Potential for problems during certain identifiable times: 8 - 10 PM Thursday 12 AM - 2 AM Thursday, Friday and Saturday • Safety of guests Downtown is high priority for Downtown Association • Reduction in vandalism, public intoxication and other crimes How to achieve this goal Allocate additional police patrol in Downtown during requested times. 1 -/y City Council Goal Request Worksheet submitted by SLO Downtown Association Requested Goal Maintain integrity of Parking Enterprise Fund Why important to community • Money collected for this program NOT from general taxpayer, from user • Fund initiated to provide parking spaces for customer; this has never been sufficient • Difficult to protect fund from raids once door is opened* • Continue 50 -Year tradition of parking fund by buying land and building structures How to achieve this goal Continue to support, at Council level, the concept of the Parking Enterprise Fund and not allow money to be used for non parking space related uses. * Recommendations that are likely to appear in Parking and Access Plan call for "new" money to be used for alternatives to parking. Research indicates there is plenty of funding available for alternative transportation measures without having to use these funds and further lower the integrity of the Parking Enterprise Fund. 9 -i3 P All Housing Authority of the City of San Luis Obispo December 30,11998 487 Leff Street Post Office Box 1289 San Luis Obispo CA. 93406- 1289 (805) 543 -4478 fax (805) 543 -4992 Mr. John Dunn City Administrative Officer Mr. Bill.Statler . Director of Finance City of San Luis Obispo Attn: Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Dear John and Bill: Executive Director4ecretary George J. Moylan You and the City Council have invited written comments. on the Council's Goal Setting for the period 1999 -01. What I am suggesting involves the future well beyond the year 2001. It calls for a start to solving the problem now, before it .becomes an albatross which polarizes and strangles our beautiful community. I have been in my position and in the community for twelve years. I have .known the community for over thirty years, I have spent a similar length.of time in the assisted housing business. :My wife and I have'brought up four children in this community. We have a.4 -' .year -old grandchild who'lives in this community and whose parents are trying to maintain themselves in the community. San. Luis Obispo is the. most expensive of .housing markets: .Especially when family-income •is .taken into consideratio.n...The. situation has become ..even worse recently and promises to burst over the-dam in'the next.few years. It is ,so critical that the community must find avenues not,needed in other less costly.areas to correct.. long -.term imbalances. The Housing Authority was founded in 1968 and we are justifiably proud-of what we have accomplished both as to our programs and the role we have assumed in the community. However, in those thirty .years we along with the other affordable housing developers have produced just 692 . units of housing for lower- income persons. Thats a woefully. inadequate figure, just 23 units a year. Moreover,.a vast majority of that housing is. limited to housing those at or below 50% of median income. Literally nothing has been done for individuals and families whose income is.between 50% of median and the median. 1¢ Projections indicate the equation will be tipped even further by the following: 1) We are running out of land for expansion; 2) We have attempted to make development pay for itself with extremely hefty impact fees; 3) Due to a lack of developable land we must prepare for an intensification of our downtown, both in commercial and residential developments. To date we have failed to take even the preliminary steps for this expensive undertaking; 4) Our fees for water, sewer and garbage have gone out -of -sight thus adding another financial burden to those living on a service economy income; and 5) Our approval process is so slow it adds thousands of dollars to even the simplest of developments. Few can argue with the laudable community goals of the above five items, but similarly there can be no argument to the statement that taken individually and collectively they add substantially to the cost of, and thus affordability of, housing in this community. I am not about to champion urban sprawl or uncontrolled growth, but we should strive for a community where all residents benefit from the actions of its government not just the wealthiest few. I. am very pleased and proud to be a member of this community and I applaud the efforts of the staff and City Council to make this community an even more livable community. However, the simple fact is that not everybody is sharing in our progress. Families with $35,000 to $60,000 annual incomes cannot afford to buy a home. Individuals with $30,000 annual incomes cannot afford to rent an apartment. Not to speak to what happens to those with lesser incomes. We are fast becoming an elitist enclave not a community. The lingering effects of a depression and the lowest interest rates in thirty years have kept the dam from bursting. However that is changing. Demand for housing is up, prices are.once again climbing. Will another recession come along and save us a few more years? Can we squeeze every cent out of our median income and below population? How about planning, and I don't mean putting lines on paper and shaping fine rhetoric. How about adopting a housing program that meets the needs of our people, not printed words that State bureaucrats and politicians applaud. Community Development Block Grants, HOME Program funding, redevelopment districts, housing bonds, etc. are all very nice and needed. But they are insignificant as to meeting our total needs. I recently had the pleasure of serving as staff, along with Jeff Hook, to the Inclusionary Housing Task Force. That Task Force included seven of San Luis Obispo's finest, most respected, individuals. They agreed on many issues and disagreed on others. But the clear consensus was that an adopted Inclusionary Housing ordinance would not produce the revenues needed to address the affordable housing needs of this community. Those needs are huge and the city must recognize this point. �/S Preferably the solution would involve all the jurisdictions in the county for the problem is a County -wide one. But I don't think that will happen in the near future and thus my suggestion is that the City of San Luis Obispo play its usual leadership role and adopt a workable community housing program. In my mind that involves the establishment of a Housing Trust Fund under the direct control of the City Council to serve all groups below 140% of median income for homeownership purposes and 100% of median income for renters. The Trust Fund, which is called for in the pending Inclusionary Housing ordinance, could be used for redevelopment in the Central Business District, new construction, substantial rehabilitation, first -time homebuyers programs, rental assistance payment programs, financial incentives to developers, etc. Anything to make housing affordable for all of our citizens. However, the key is broad -based funding and thats where innovation comes into play. Beyond stumbling upon a gold mine at Santa Rosa Street Park I know of no other way to accomplish the goal except through a real estate transfer tax, an increased transient occupancy tax, a utility tax exclusively for housing, some other broad -based tax, or a combination of several mechanisms. I personally favor a substantial increase in the transient occupancy tax and a tax on real estate transfers but thats the subject of another essay. The Housing Act of 1937 promised every American decent, safe and sanitary housing at a price they can afford. I believe in that promise. Here in San Luis Obispo we are farther away from that promise than we have ever been. My hope is that we can join together to make that promise a reality. In writing this letter I wrestled with the problem of using Housing Authority letterhead as the thoughts expressed herein are my own, not Housing Authority policy. However, because of my association with the Housing Authority, and because many of the issues I have raised have been discussed in open meetings of the Authority, and because I am sure that the Housing Authority would cooperate fully with the City in any housing activities it might undertake, I have decided to place these few thousand words on our letterhead. Sincerely, _1114 George J. Moylan Executive Director 4414 City of San Luis Obispo 1999 -01 FINANCIAL PLAN GOALS HUMAN RELATIONS The following goals were approved unanimously by the Human Relations Commission at its December 2, 1998 meeting: Continue annual Grants -In Aid Awards to qualified private non -profit agencies of approximately $100,000, plus COLA with a $5,000 cap per agency request. Develop an additional grant funding process to award $50,000 per year as larger grants that will be awarded to agencies submitting proposals instituting on going programs or increasing longer term self sufficiency of local programs that demonstrate collaboration or where awarded funds will be used as source of leveraging additional funding. ��7 1999 -01 Financial Plan Suggested Goals PARKS & RECREATION COMMISSION The Parks & Recreation Commission recommends the following candidate goals to the Council for your consideration as part of the 1999 -01 Financial Plan process: ■ Parks and Recreation Element/Master Plan Implementation. Continue to implement the Parks and Recreation Element/Master Plan by: • Being responsive to the need for new recreation programs. • Continuing to improve the quality of existing programs. • Completing all currently approved capital improvement plan projects, especially the youth athletic fields. • Developing a new source of funding for park and open space acquisitions. 9-/91' aepaRtment of peRsonnel memoRanaum January 4, 1999 TO: Mayor and Members of the City Council FROM: Ann Slate, Personnel Directoo*- un SUBJECT: Personnel Board Recommendations for Council Goal Setting The Personnel Board met on December 2, 1998, to discuss possible Council goals for the upcoming two year financial planning process. In reviewing the Department's activities as well as the previous Council Goal of linking organizational effectiveness to fiscal health, the Board recommends that the Council consider the following: Continuing support of the City's organizational vitality efforts is in concert with the Personnel Board's philosophy of appropriately motivating and preparing the City's employees to be effective providers of public service. Over the past two years, the Organizational Vitality Program has become a reality. As part of that program and with the involvement of all City employees, a list of core organizational values was developed The program's most recent focus has been on the identification of specific action steps that support those values and translate them to action. The development of a comprehensive training program that further supports these efforts is recommended and will require finding in the upcoming financial planning process. Specific training in the areas of customer service, leadership, communication and performance evaluation have been identified as areas of emphasis. Training should be provided by both in -house and independently contracted trainers depending upon the expertise needed in a given subject area. The Personnel Board has provided the Personnel Department with additional ideas that may be incorporated into their departmental agenda for the next two years that are not at the Council Goal level. They relate to preparation and maintenance of job descriptions and the development of a new departmental identity. The Personnel Board appreciates the opportunity of being involved in the City Council goal setting process and than you for considering their recommendation. 9 -& 1999 -01 Financial Plan Suggested Goals PLANNING COMMISSION The Planning Commission recommends the following candidate goals to the Council for your consideration as part of the 1999 -01 Financial Plan process: ■ Conservation Element. Update the Conservation Element to the City's General Plan which is currently 25 years old. This is a carryover from the last goal setting process in 1997. ■ Commercial Zoning Workshop. Hold a workshop to review the City's commercial zoning structure and look at possible modernization of the City's Zoning Regulations. Note, this goal is currently being pursued but may result in additional budget resources being set aside for possible amendment of our zoning regulations. ■ Zoning Ordinance Streamlining. Continue to update and streamline the City's zoning regulations. ■ Planned Development Renovation. The Commission would like to tackle the current zoning regulations dealing with planned developments and mixed uses. The goal will be to clarify the situations where these combining districts should be used plus tighten up the findings required to approve them. ■ Open Space Acquisition. The Commission would like to encourage the Council to continue to give priority to open space acquisition programs. �Zd qqpaq mem01Zan6um DATE: December 31, 1998 TO: City Council Members FROM: Sandy Baer, Chairperson �b Promotional Coordinating Committee SUBJECT: 1999 -2001 Council Goals Thank you for inviting the Promotional Coordinating Committee (PCC) to participate in the City Council goal setting process for the 1999 -2001 Financial Plan. As you know, it is the task of the PCC to recommend to the Council how the City should market itself as a year -round tourist destination. The PCC also recommends the allocation of grants -in -aid funding to local non -profit groups that promote cultural and recreational opportunities for the community. Background Tourism is a critical component of our local economy. It is the second largest employer and creator of base level jobs. Tourism is a clean industry that brings new dollars into the community. As a result, both private and public sectors benefit through increased sales for businesses and additional sales tax and transient occupancy tax (TOT) receipts for the City, without adding additional financial burdens on the residents. TOT is the fourth largest source of revenue for the City. TOT revenue in 1997 -98 increased by 6% and 1998 -99 revenue is running 8% ahead of last fiscal year. Nationally, TOT increased an average of 45 %. While some of the City's increase could be as a result of raises in hotel/motel rates, those rates have generally only increased at a rate of 2-3 %. The remainder of the additional revenue is a reflection of the strong economy and our ability to attract more visitors. However, national economic predictors indicate that the robust growth in spending enjoyed over the last several years will not continue at the same rate. Estimates for 1999 find the tourism sector moderating to an overall 2 percent increase nationwide. The PCC believes that an aggressive tourism promotion effort is required if the City is to continue to pace ahead of the national average in 1999. Current promotional spending levels will be inadequate for keeping the City strong in the face of anticipated softening in the local tourism economy. 11VS21 Council Goals Page 2 Proposed Goals Therefore, the PCC proposes the following two major City goals: 1. To attract more visitors to the City of San Luis Obispo in order to maintain an annual TOT increase rate of at least 2% over the national average. Why is this goal important to the community? • Increases TOT and sales tax revenue for the General Fund. • Increases revenue for local businesses. • Provides highest revenue return for the least demand on City services. • Increases exposure to diverse cultures for City residents. • Provides support for restaurants and cultural activities which then are available for the enjoyment of City residents. • Offers a dean industry appropriate to the values of the community. How do we achieve this goal? • Increase magazine and newspaper advertising (specific targeted audiences for magazines and the Bay Area for newspapers). • Perform a conversion study which will establish the effectiveness of advertising efforts. (No such study has ever been done, and current advertising effectiveness is anecdotal at best.) • Provide additional publicity opportunities and tools for City's promotional contractors (Chamber of Commerce, Visitors and Conference Bureau and selected advertising firm), such as media missions, attendance at California Conference on Tourism, photo CD's for media use, press kit folders and translation of media materials into other languages. • Increase purchase of advertising fulfillment materials (Chamber of Commerce Visitors Guides) to be used in response to new advertising opportunities such as the Internet. Create a golf brochure as a fulfillment item. • Return Enhanced Promotional Funding to its former level of $50,000 per year. (Level is currently $50,000 over two years.) Funding will allow support of new events such as First Night, new trial advertising promotions and an undated visitor survey. • Improve services at the Chamber of Commerce Visitors Center by providing disabled access, a touch screen information kiosk and more extended evening. hours. • Increase current promotional funding by 10% ($36,000) plus $50,000 in Enhanced Promotional Funds to support above actions. J-J"-az Council Goals Page 3 Z To increase cultural grant funding to $100,000. Whv is this ooal_imaortant to the commun • Number of grant requests continues to increase annually, so grants continue to become smaller each year. • Grants support cultural non -profit organizations which improve the quality of life for the community. • Grants encourage wider diversity of cultural opportunities. • Cultural activities improve tourism. • Cultural organizations provide artistic opportunities for community participants. How do we achieve this goal? Increase grant funding from its current level of $84,900 to $100,000 per year. We hope you give serious consideration to these important goals. Please feel free to contact me at 547 -0517 (M -F 9:30 -5:30) if you have any questions regarding the PCC's recommendations. g -Z3