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01/17/2001, - 1999-2001 FINANCIAL PLAN STATUS OF GOALS AND OBJECTIVES AS OF DEC 2000
1999 =01 Financial Plan STATUS OF GOALS AND OBJECTIVES As Of December 2000 ������� !�iiiIIIIIIIIIIII� "'�illlllll Clay Of SaYl LUIS OB1Sp0 1999 -01 Financial Plan STATUS OF GOALS AND OBJECTIVES December 2000 TABLE OF CONTENTS a all zz - ' a 4` �jrE.H s M.�.. Overview 1 Transportation Report Card: Major City Goals 1 Circulation Element Implementation 22 Report Card: Other Council Objectives 2 Circulation Element Update 22 Action Plan Changes 2 Bikeway and Pedestrian Improvements 22 Next Report 3 Flood Protection 23 Transit Service 23 MAJOR CITY GOALS Transit Transfer Center 23 Leisure, Cultural & Social Services Public Safety Laguna Lake Master Plan 24 Public Safety Services 4 Social Services 24 Public Utilities Community Development . Long Term Water Supply 5 Margarita Area Specific Plan 25 Urban Design Quality 25 Transportation Agricultural Zoning 26 Streets and Sidewalks 7 Affordable Housing 26 Parking and Downtown Access Plan 8 Creek Habitat Protection 27 Economic Development 27 Leisure, Cultural & Social Services Parks and Recreation Element' 9 Community Partnerships for Cultural Resources 11 Community Development Airport Area Specific Plan 13 Downtown Plan 14 Open Space Preservation 17 Neighborhood Preservation and Enhancement 18 General Government Cal Poly Relationships 19 Long Term Fiscal Health 21 city of San tUIS OBISPO 1999 -01 Financial Plan STATUS OF GOALS AND OBJECTIVES December 2000 OVERVIEW This report details the status of major City goals set by the Council as part of the 1999 -01 Financial Plan. In general, we are on -track in accomplishing these objectives based on the work programs adopted by the Council. REPORT CARD: MAJOR CITY GOALS (along with any tasks changes approved by the Council since then). In addition to showing the "percent complete" as of December 2000, the report card also shows the projected "action plan" status at the end of 1999 -01. Organization. The "report card" is followed by a "high level" summary of notable changes from the original action plan. Following this is a more detailed report on each goal and objective. For major City goals, the report shows the objective, action plan as adopted by the Council, revised action plan, brief status summary and projected status at June 2001. Shorter reports are provided for "other Council objectives." Goal Important Note: Many Report Card. The of these are multi -year following is a quick goals that have activities report card on the " " associated with them that go be y ond the two - status of major City year 1999 -01 timeframe. goals and other Council O O 0 O O O objectives based on the "action plans" approved by the Council as part of the 1999 -01 Financial Plan REPORT CARD: MAJOR CITY GOALS (along with any tasks changes approved by the Council since then). In addition to showing the "percent complete" as of December 2000, the report card also shows the projected "action plan" status at the end of 1999 -01. Organization. The "report card" is followed by a "high level" summary of notable changes from the original action plan. Following this is a more detailed report on each goal and objective. For major City goals, the report shows the objective, action plan as adopted by the Council, revised action plan, brief status summary and projected status at June 2001. Shorter reports are provided for "other Council objectives." Goal 25% 50% • III sigiM EA iNWA11111 75% 100% Projected Action Plan Status at June 2001 Complete In Progress Public Safety Services Long Term Water Supply Streets and Sidewalks Parking and Downtown Access Plan Parks and Recreation Element Community Partnerships for Cultural Resources Airport Area Specific Plan Downtown Plan Open Space Preservation Neighborhood Preservation and Enhancement Cal Poly Relationships Long Term Fiscal Health l� 0 D D D O O 0 O O O — ; . ; _ :.� .. ` ,.' -., T. Note. The projected status is based on the Action Plan as originally approved in the 1999 -01 Financial Plan along with antendnients to specific tasks as approved by the Council since then. Status of Goals and REPORT CARD: OTHER COUNCIL OBJECTIVES Introduction ACTION PLAN CHANGES As noted above, in general we are on -track in accomplishing these objectives based on the work programs adopted by the Council. However, notable changes from the original action plans include: Public Safety Services • Delay in completing the Fire Department self - assessment accreditation from June 2001 to July 2002. Long Term Water Supply • Delay in completing the design of the Water Reuse project from August 2000 to September -1) - 2001; and delay in starting construction from March 2001 to January 2002. • Delay in considering the draft EIR for the Nacimiento Pipeline project from March 2000 to July 2001; and delay in considering final reservation agreements from July 2000 to December 2001. • Delay in approving ownership transfer agreements for the Salinas Reservoir from January 2000 to January 2002; and delay in completing mitigation and monitoring plans from January 2001 to June 2002. Parking and Downtown Access Plan • Delay in implementing work programs in the Parking and Downtown Access Plan once the • • Projected Action Plan M41 M-R VF in Status at June 2001 Objective 25% 75% 100% Complete In Progress 50% Transportation Circulation Element Implementation 0 Circulation Element Update Deferred Bikeway and Pedestrian Improvements O Flood Protection 0 Transit Service 0 Transit Transfer Center 0 Leisure, Cultural &.Social Services Laguna Lake Master Plan 0 Social Services 0 Community Development Margarita Area Specific Plan 0 Urban Design Quality � Agricultural Zoning 0 Affordable Housing 0 Creek Habitat Protection 0 Economic Development 0 ACTION PLAN CHANGES As noted above, in general we are on -track in accomplishing these objectives based on the work programs adopted by the Council. However, notable changes from the original action plans include: Public Safety Services • Delay in completing the Fire Department self - assessment accreditation from June 2001 to July 2002. Long Term Water Supply • Delay in completing the design of the Water Reuse project from August 2000 to September -1) - 2001; and delay in starting construction from March 2001 to January 2002. • Delay in considering the draft EIR for the Nacimiento Pipeline project from March 2000 to July 2001; and delay in considering final reservation agreements from July 2000 to December 2001. • Delay in approving ownership transfer agreements for the Salinas Reservoir from January 2000 to January 2002; and delay in completing mitigation and monitoring plans from January 2001 to June 2002. Parking and Downtown Access Plan • Delay in implementing work programs in the Parking and Downtown Access Plan once the Status of Goals and Objectives Introduction plan is actually adopted. Initial dates were based on an estimated adoption time of Summer 1999. Current adoption is now estimated to be Spring 2001. Parks and Recreation Element • Delay in completing design of athletic fields from December 2000 to September 2001; and delay in starting construction from September 2001 to April 2002. Community Partnerships for Cultural Resources • Delete hiring a consultant to perform a needs assessment/feasibility study relating to a natural history museum and archaeological museum Instead, seek out opportunities to include informational signing or kiosks relating to natural history features as part of future park enhancements, and consider use of website for "virtual museum" in the future • Delete identifying potential partners to lead the effort to establish a natural history museum or archaeological museum Airport Area Specific Plan • Delay in approving the EIR, specific plan and infrastructure financing plan for the Airport Area Annexation and the Margarita Area specific plan from Summer 1999 to June 2001. Downtown Plan • Several key components of the original action plan, especially those related to the "north downtown area plan," have been replaced by the work on the Historic Chinatown District/Court Street project. -3- • Deferral of the Garden Street Makeover to October 2002. • Postponement in hiring an architect to design a Marsh Street entry feature until 2003. • Delay in updating the Civic Center design analysis to May 2001. • Delay in completing of the downtown strategic plan until April 2001. Neighborhood Preservation and Enhancement • Delay in developing standards for pedestrian lighting from July 2000 to February 2001. Circulation Element Update • Deferral of a focused update of the Circulation Element to the next two -year budget cycle due to workload issues. NEXT REPORT We will present the next "formal report" to the Council as part of the mid -year budget review in February 2001. In the interim, we will keep the Council up -to -date on the status of major projects through agenda reports, Council Notes and other briefing opportunities. Status of Goals and Objectives Major City Goals PUBLIC SAFETY SERVICES Objective. Support ongoing public safety services consistent with community growth, with special emphasis on neighborhoods and the downtown. Action Plan Police Services • Begin police officer recruitment process, if necessary 8/99 I Complete • Select SNAP personnel from existing eligibility list 9/99 Complete • Select new police officers 10/99 Complete Fire Services Task Original Revised Additional Firefighter • Hire an additional firefighter from existing eligibility list 7/99 Complete Self Assessment Accreditation • Complete self- assessment manual 7/00 2/01 • Apply to become an applicant agency 9/00 6/01 • Complete final edit of the manual 3/01 2/02 • Perform peer assessment review 6/01 7/02 Airport Area Annexation • Monitor status of annexation; if area is annexed in its entirety, augment Fire On -going On -going staffing in accordance with the 1994 fiscal impact study and 1998 update. Police Services Status Summary: 100% Complete Fire Services Status Summary: 30% Complete Overall Status Summary: 65% Complete • Police Services. Response times to noise calls have been significantly reduced due to the hiring and deployment of additional SNAP personnel. The average response time to noise calls in the month of September 1999 was 41 minutes, after the transfer of Neighborhood Services to the Police Department and improvements in the program, September 2000 response times averaged 27 minutes. October results demonstrate an even greater response time of 24 minutes average versus 43 minutes in 1999. • Fire Services. The additional firefighter hired has been fully trained and is now on board. The department is continuing to work on the Self Assessment Accreditation process. For the past quarter, we have concentrated our efforts in developing a Standards of Coverage document. This document determines what is needed to protect our citizens, how we are doing in our efforts to meet these needs and, finally, what improvements we can make, within the constraints of available resources. The status of the Airport Area annexation is continuing to be monitored. Police Services Projected Status at June 30, 2001: Complete Fire Services Projected Status at June 30, 2001: In Progress -4- Status of Goals and Objectives Major City Goals LONG TERM WATER SUPPLY Objective. Obtain supplemental water supplies consistent with General Plan growth limits and reliability reserve requirements. Programs and projects to achieve this goal include: water conservation, water reuse, the Nacimiento pipeline, preservation of the water rights to the expanded capacity of the Salinas Reservoir, evaluation of other water supply alternatives, and increased public awareness through periodic reports, public outreach and education. Action Plan M Original Revised Task Water Conservation • Prepare and approve operating program budget to maintain water conservation 7/99 Complete programs. • Hold Council study session on the City's water conservation program and new 9/99 Complete technologies. provided via memo report Water Shortage Contingency Plan • Council approves revised water shortage contingency plan. 1 /00 2/01 Water Reuse • Complete Section 7 ESA consultation with the NMFS. 7/99 Complete • Obtain "Change in Place and Purpose of Use" permit. 1 /00 Complete • Complete design. 8100 9101 • Obtain approval of SRF loan financing from the SWRCB. 8 100 3101 • Advertise project for bids. 10 /00 11/01 • Award contract for construction. 3/01 1102 Nacimiento Pipeline Project • Council considers project EIR. 3/00 7101 • Council considers final reservation agreement for project design and construction. 7/00 12/01 Salinas Reservoir Expansion • Obtain permit time extension from SWRCB. 9/99 Complete • Approve agreement amendment for consultant services with URS Greiner 9/99 Complete Woodward Clyde and proposed action plan for proceeding with the project relative to NEPA compliance, property transfer, mitigation plan development and design. • Approve ownership transfer agreements between City and County of San Luis 1 /00 1102 Obispo. • Complete development of detailed mitigation and mitigation monitoring plans. 1 /01 6102 • Initiate legislative transfer of ownership with local federal representative. 1 /01 6102 Increased Public Awareness • Council approves public information program in Utilities Administration 1999 -01 7/99 Complete budget. Other Supply Alternatives • Complete analysis of additional yield potential from groundwater and present 7/00 Complete report to Council. M Status of Goals and Objectives Major City Goals Status Summary: 50% Complete. Progress toward completion of this is ongoing. • Water Conservation. Plan objectives are complete. A Revised Water Shortage Contingency Plan has been reviewed by Council in a study session and will be presented to Council for adoption along with an update of the Urban Water Management Plan in February 2001. • Water Reuse. All required regulatory permits are in place. City Council considered project alternatives on November 21, 2000 and authorized preparation of plans and specifications based on the selected alternative. Concurrent work will focus on obtaining State Revolving Fund Loan and Grant financing commitment and bringing closure and final approval of all Endangered Species Act compliance requirements. • Nacimiento Pipeline Project. The County continues with development of the revised Draft EIR for the project, reflecting a revised project alignment. Current estimates are for the DEIR to be available for public review summer /fall of 2001. • Salinas Reservoir Expansion. The State Water Resources control board granted the City's requested time extension of our water rights permit on October 19, 2000. Project approval by Council occurred on November 9, 2000 and the Notice of Determination filed on November 13, 2000. Additional activities related to property transfer, seismic analysis, mitigation plan development, fisheries studies will continue into the next financial planning period. • Increased Public Awareness. Objective complete. A continuing water conservation public awareness and education program will be ongoing in the next financial planning period. . Projected Status at June 30, 2001. In progress. Status of Goals and Objectives Major City Goals STREETS AND SIDEWALKS Objective. Complete an inventory of current sidewalk conditions, create a Sidewalk Management Plan and continue ongoing maintenance of City streets and sidewalks. Action Plan Task Original Revised • Budget for and continue to evaluate new procedures for installing new sidewalks. 7/99 Complete 7/99 ** • Budget for and continue implementing the 1998 Pavement Management Plan. 7/99 Complete • Complete inventory of street and sidewalk conditions. 2/00 Complete • Begin entering inventory into GIS. 12/00 • Prepare and present a Sidewalk Management Plan. 9/99 Complete ** Legal analysis has determined that the City cannot require property owners to be responsible for maintenance of their sidewalks. Status Summary: 90% Complete. An initial inventory is complete but because of tree growth, and shrink/swell of land caused by irrigation or rain, the condition of the City's sidewalks are always changing and need constant review. That review program has been in place for many years. The Council approved a basic Sidewalk Management Plan in the fall of 1999 when considering the funding of placement of new sidewalks. The City's current program of sidewalk and street maintenance provides substantial yearly funding for street maintenance and very limited funding for sidewalk maintenance and installation. Projected Status at June 30, 2001. Complete. It is anticipated that by June 30, 2001 all contracts for street sealing, rehabilitation and reconstruction will have been awarded or completed. Likewise, all contracts for sidewalk repair and new sidewalk installation should be completed. Staff is planning on presenting in Spring 2001, a much more comprehensive Sidewalk Management Program to augment the one adopted in Fall 1999. -7- Status of Goals and Objectives Major City Goals PARKING AND DOWNTOWN ACCESS PLAN Objective. Adopt and begin implementing the Parking and Downtown Access Plan (PDAP) addressing a balance between parking supply, management and demand reduction. Action Plan Task Original Revised Panting Expansion • Complete conceptual design studies for a northerly quadrant structure 7/00 1/02 • Acquire properties for a northerly quadrant structure 7/01 7/03 • Complete the Marsh Street garage expansion. 7/01 3/02 • Initiate cordon count and parking utilization monitoring program. 9/01 Panting Management • Reduce free parking from 90 to 60 minutes; increase the number of 10 -hour 12199* meters at the periphery of the SLODA area; increase fees for long -term parking in garages. • Consider establishing residential parking management programs in peripheral 9/01 residential areas after the Marsh Street garage expansion is complete. Parking Demand Reduction (PDR) • Develop PDR work program; establish relationship with Ride -On Transportation 1/00* to market PDR program and provide services; contact County concerning implementation of Trip Reduction Incentive Program (TRIP); launch PDR marketing campaign; lower van pool fares. • Enhance preferential parking program for carpools and van pools; establish pick- 3/00* up and drop -off zones; reduce monthly parking pass for carpools and vanpools. • Undertake planning for additional bikeways to provide access to the downtown; 4/00* implement high priority projects. * All dates will change upon adoption of the PDAP. Status Summary: 10% Complete • Parking Expansion. Conceptual design studies cannot commence until the Council has heard and adopted a specific Transit — Parking Concept Plan that they will consider in January 2001. After that action, the Council will be asked to hire Parking Garage Conceptual Designers, who will actually commence this goal. Per CEQA, properties cannot be acquired until a "project" has been studied, an EIR prepared and certified. Therefore, a realistic date for property acquisition is July 2003. The Marsh Street Garage construction is now planned to commence in the spring or summer of 2001 and should be complete by spring of 2002. • Parking Management and Parking Demand Reduction. The Council, before budget adoption, reviewed the Draft PDAP and the above benchmark dates assumed an early 1999 -00 adoption. It is anticipated that the Council will be taking up this project in early winter of 2001. All benchmark dates will change, upon adoption, to better reflect realistic schedules including remaining Council goals and other more important projects given a higher priority by the Council. Projected Status at June 30,2001: In Progress. By June 30, 2001, major decisions on the North Area Regional Facility (i.e. combined Transit - Parking Facility) should have been made. Work should be in- progress on the preparation of a schematic plan for the area and facility. Likewise, it is anticipated that some form of action will have taken place on PDAP. The actions taken could cause a need for additional environmental review, so implementation may not be possible. On the other hand, if the action is adoption that does not require additional environmental review, the end of the fiscal year could see some of the early stages of implementation of parking management and parking demand reduction. -8- Status of Goals and Objectives Major City Goals PARKS AND RECREATION ELEMENT Objective. Continue implementing the Parks and Recreation Element, with a special emphasis on: • Athletic Fields. Complete property acquisition for athletic fields, prepare environmental studies and construction documents, and start construction; negotiate with other agencies for joint use of their fields. • Community Center and Therapy Pool. Conduct a needs, location, and funding study for a new community center (senior and multi -use); and evaluate options for a multi -use therapy pool. Action Plan Task Original Revised Athletic Field Development • Complete property acquisition 7/99 Complete Select design consultant 5/00 Complete • Design environmental mitigation 9100 Complete • Complete permitting process 12/00 3/01 • Design construction project 12/00 9/01 • Begin construction 9/01 4/02 Joint Use of Athletic Fields • Enter into joint use agreement with County 7/99 Complete • Enter into joint use agreement with Cal Poly ** ** • Field user improvements to SLCUSD fields On -going • Assistance for field users developing new fields On -going Community Center/Therapy Pool • Determine the scope of the project 9/99 Complete • Select a consultant 12199 Complete • Receive input from user groups 3/00 Complete • Prepare demographic statistics 6/00 Complete • Identify and evaluate possible sites 6/00 Complete • Visit facilities in other communities 6/00 Complete • Conduct community survey 6/00 Complete • Complete draft Parks & Recreation Element update 10 /00 Complete • Identify possible funding sources 2/01 Complete • Report results to Council 4/01 Complete ** Youth Sports Organizations will take responsibility for this when fields are completed. Status Summary: 65% Complete • Athletic Field Development. A park site was acquired on August 4, 1999. The facility has been named City of San Luis Obispo, Damon -Garcia Sports Fields. An RFP for a site design was approved by City Council on November 19, 1999. Additional property was acquired in December for parking and off -Broad Street access. An RFP for design was issued November 21, 1999. Design consultant has been selected and has begun work on the project. Consultant is meeting with the affected regulatory agencies to obtain the proper permitting for the realignment of Orcutt Creek on the Damon -Garcia property. Status of Goals and Objectives - Major City Goals Consultants have completed the site drainage plan and preliminary environmental work. A Native American grinding site has resulted in a slight modification of the alignment of Prado Road. A community design forum and subsequent follow up meeting has produced a tentative design plan. This plan features turfed based fields only and can accommodate both competitive and recreational play. A permit application for the project has been made to the Army Corp of Engineers • Joint Use of Athletic Fields. The Parks and Recreation Department has arranged for the use of the sports fields and El Chorro County Park by local sports organizations for practices and games. The Youth Sports Association will complete a use agreement with Cal Poly for use of their athletic fields on behalf of the local sports groups, when Cal Poly is ready to rent the fields to the community. The Joint Use Committee has invited representatives from Cuesta College to discuss a possible City- College Joint Facilities Use Agreement. The Council has approved the expansion of the role of the JUC to include agreements for field use with other agencies. • Community Center and Therapy Pool. Results of a needs study were presented to the Council in June 2000. The Council endorsed the needs study and directed staff to bring the project forward at such time as there is adequate funding for the community center. It also directed staff to move forward with plans for a therapy pool near Sinsheimer Pool and an interim solution for the Senior Center at the Recreation Center. The funding request for the Therapy pool will be resubmitted to the State thhis year. Plans are being devloped for the remodel of the recreation Center, authorised by the council as an interim community center. Construction is scheduled for the summer. Projected Status at June 30, 2001 Joint Use of Athletic Fields and Community Center/Therapy Pool Study: Complete Athletic Field Development: In Progress 10- Status of Goals and Objectives Major City Goals COMMUNITY PARTNERSHIPS FOR CULTURAL RESOURCES Objective. Promote the City's Community Partnership Policy by assisting local groups in identifying needs and outside funding opportunities in supporting the development and expansion of our cultural resources such as: County Historical Museum. San Luis Obispo Art Center, adobe restorations, natural history museum, railroad museum, archaeological museum, Children's Museum, San Luis Obispo Little Theatre and demonstration farm/agricultural history/petting zoo. Action Plan Task Original • Increase the total of PCC grants to cultural organizations from $84,900 to 7/99 Complete $100,000. • Explore establishing a formal partnership with the San Luis Obispo Railroad 10/99 Complete Museum. • Complete a new lease agreement with the Children's Museum to allow its long- 10/99 Complete term use of the property at 1010 Nipomo Street. • Continue working through the Commission for the Performing Arts Center and the three partners to develop the funding necessary for the acoustic clouds, needed 12/99 Complete (On- going) equipment, reserves for equipment repair and replacement and replacement of carpets and seats at the PAC. 6199 9190 Instead, seek out opportunities to include informational signing or kiosks relating to natural history features as part of future park enhancements, and consider use of website for "virtual museum" in the future iA4 • Work with Cal Poly to explore a partnership to develop a demonstration 3/01 6101 farm/agricultural history exhibit/petting zoo and agricultural history museum at the University. • Complete rehabilitation of the County Historical Museum building (Old Carnegie 9/00 Complete Library). • Work with the San Luis Obispo Art Center and Downtown Association to 4/01 Complete establish revolving art exhibits in City-owned buildings. • Explore establishing a public arts advocacy group with local non - profit arts organizations (such as the San Luis Obispo Art Center and the San Luis Obispo 6/01 County Arts Council). • Continue to monitor the capital fundraising efforts of the Little Theatre and On -going Complete provide assistance, as appropriate, with their site selection efforts. • Continue to provide appropriate staff and in -kind support to FOCA. On -going Status Summary: 80% Completed. Significant accomplishments related to this goal are as follows: • As part of the 1999 -01 Financial Plan, the Council approved an increase in cultural grants, raising the total to $100,000. • The Council approved a lease with the San Luis Obispo Railroad Museum for the historic freight house property in August 2000. -11- Status of Goals and Objectives -- Major City Goals • The Council approved a long -term lease with the Children's Museum for the 1010 Nipomo Street site in March 2000. • The City has received a request to increase its operational subsidy to the PAC to $100,000 annually. This request will be considered by the Council in December 2000. The other two partners in the PAC have received similar requests for increases. • Rehabilitation. of the County Historical Museum building is complete. • Staff has visited several natural history/agricultural museums in other communities in order to develop a concept of what would be appropriate for San Luis Obispo. Given the funding and space constraints involved in starting such a museum, staff has concluded that this large project is not realistic at this time. Instead, staff will explore opportunities to include informational signing or kiosks relating to natural history features as part of future park enhancements. We will also consider the use of a website to create a "virtual museum" at some point in the future. • A program of revolving public art is in place at City Hall, Fire Station 1 and the Senior Citizens Center. • The San Luis Obispo Little Theatre has revitalized its fundraising efforts for a new theater and currently has over $250,000 in capital funds and pledges. In March, the Council tentatively approved a location for future construction of the new theater on Monterey Street in a portion of the present long -term parking lot. • FOCA has submitted preliminary plans for all three adobes to the City for review by the Cultural Heritage Committee and Architectural Review Commission. Projected Status at June 30, 2001. Complete. -12- Status of Goals and Objectives Major City Goals AIRPORT AREA SPECIFIC PLAN Objective. Complete the Airport Area Specific Plan, related facilities master plans and the associated environmental impact report. After adopting the plans and completing the annexation of the Airport Area, initiate a program to fund and install the public improvements needed to serve the area. Status Summary: 85% Complete. Infrastructure planning for the Airport Area is complete. A second draft of the Specific Plan, which will include the infrastructure financing strategy, will be complete in late November 2000. After staff review to confirm that the changes to the first draft have been made as directed, the draft Specific Plan will be distributed for public review. The public review Draft Environmental Impact Report is anticipated to be distributed for public review in December 2000. Another community newsletter will be distributed announcing the availability of public review drafts. A 45-day review period for the environmental impact report (EIR) will follow release of that document. Public hearings will begin about one month after the close of the review period on the draft EIR. Planning Commission hearings are anticipated to begin in March 2000. Projected Status at June 30, 2001. Complete. -13- Original Revi Task • Continue public information program of meetings and newsletters. On -going • Hold ARC hearings on draft urban design guidelines. 5/99 Complete • Complete administrative drafts of public facilities master plans. 5/99 Complete • Complete administrative draft specific plan. 5/99 Complete • Complete administrative draft infrastructure financing plan. 7/99 Complete • Complete administrative draft environmental impact report (EIR). 7/99 Complete • Begin public review of draft specific plan and draft EIR. 8/99 12/00 • Hold town hall workshop on draft specific plan and EIR. 8/99 1/01 • Respond to EIR comments. 10/99 2/01 • Hold Planning Commission hearings on the specific plan. 11/99 3101 • Hold Council hearings; adopt infrastructure plans and specific plan; certify the 2/00 4 -6101 EIR. • Begin annexation process. 3/00 6101 Status Summary: 85% Complete. Infrastructure planning for the Airport Area is complete. A second draft of the Specific Plan, which will include the infrastructure financing strategy, will be complete in late November 2000. After staff review to confirm that the changes to the first draft have been made as directed, the draft Specific Plan will be distributed for public review. The public review Draft Environmental Impact Report is anticipated to be distributed for public review in December 2000. Another community newsletter will be distributed announcing the availability of public review drafts. A 45-day review period for the environmental impact report (EIR) will follow release of that document. Public hearings will begin about one month after the close of the review period on the draft EIR. Planning Commission hearings are anticipated to begin in March 2000. Projected Status at June 30, 2001. Complete. -13- Status of Goals and Objectives Major City Goals DOWNTOWN PLAN Objective. Develop a program to advance the objectives of the Conceptual Physical Plan for the City's Center in order to enhance retail opportunities, rationalize parking and circulation, and strengthen its downtown cultural core. Action Plan Task Original Revised Enhancing Retail Opportunities • Proceed with the Mid - Higuera Plan • Adopt plan 9/99 3/01 • Begin implementation 1999 -00 7/01 • Establish a strategic retail recruitment partnership between the Downtown 1999 -00 7/01 Association, the City, local real estate brokers and property owners to increase the downtown's attractiveness as a retail destination; prepare strategic plan. • Seek opportunities for increasing the inventory of downtown retail spaces: 1999 -01 ** • Convert some existing surface parking lots to retail uses as replacement parking becomes available. • Plan for retail and mixed use in the northerly quadrant parking structure. • Cooperate with the County in its effort to maintain justice services and 1999 -00 2000 -01 administrative offices in the downtown core. • Evaluate feasibility of developing "Fremont Plaza." 1999 -00 2001 -03 • Analyze options for expanding Mission -style sidewalks. 1999 -00 Complete • Evaluate downtown facility maintenance program. 1999 -00 On -going • Investigate possibilities for an added hotel/motel site in or near the downtown, such 2000 -01 as a relocated auto dealership site. • Work with the Downtown Association to find an appropriate location and type of 2/00 5101 facility for the addition of two more downtown public restrooms and install restrooms. • Develop an RFP to prepare a specific plan for future public and commercial use of , 5/00 ** the areas between the three poles of City Hall, Court Street and Mission Plaza (both sides of Palm, Chorro. Monterey and Osos), including design concepts for future commercial and public use of the Court Street parking lot ( "North Downtown Area Plan "). • Receive completed strategic plan for the downtown from consultant. 5100 4101 • Complete sidewalk and bulb -outs on Higuera Street as part of the Higuera Street 10/00 9101 bridge project; authorize use as appropriate for outdoor dining. Rationalizing Parking and Circulation • Implement the Parking and Downtown Access Plan strategies to improve parking 9/99 3101 supply, better manage existing resources and reduce parking demand. • Northerly quadrant parking structure: • Commence planning. 11/99 ** • Acquire land. 7/01 ** • Re- examine the possibilities for an off -street regional transit transfer center. 2/00 3101 • Construct the Garden Street makeover in accordance with the Conceptual Physical 10 /00 10102 Plan for the City's Center. • Complete the Marsh Street parking structure expansion. 1 7/01 1 9102 14- Status of Goals and Objectives Major City Goals Task Original Strengthening the Cultural Core • Complete the Creek Walk and related public art. 9/99 Complete • Assist the Children's Museum with its expansion project. 10/99 Lease Approved • Negotiate with the property owner for the purchase of 978 Broad Street 11/99 On -going (immediately west of the Historical Museum). • Coordinate with the San Luis Obispo Little Theatre on its site search. 1 /00 Complete • Review and update the Civic Center design analysis (City Hall expansion). 1/00 5101 • Complete a study for the potential closure of the Broad Street "dog leg." 10 /00 6610/1 .. in the r`e.,,......,:fy . ip" feeitities Assist 6AW 9100 %4th need assessment outlined • Enhance the existing Public Art Program, including designating locations for the 7/00 Complete placement of public art in the downtown core. • Complete the rehabilitation of the Camegie Library (County Historical Museum). 9/00 Complete • Work with the San Luis Obispo Art Center and Downtown Association to establish 4/01 Complete revolving art exhibits in City-owned buildings. Other Tasks • Retain a landscape architect to design a new entry feature at the Marsh and Higuera 2/01 7103 Street intersection • Begin negotiations to acquire the property at 1095 Marsh Street (Marsh and Santa 6/00 Agreement Rosa) for a future ark/creek walk Completed ** These tasks will be affected by the outcomes of the Chinatown Historic District/Court Street Project and the Transit Transfer Center Study. Status Summary: 67% Complete. Given the vast and divergent activities under this single goal, a status summary could be equally "vast and divergent." Therefore, this summary shall focus on only the highlights, as outlined below: • The Copeland's Historic Chinatown District/Court Street redevelopment proposal addresses and/or replaces several components of this objective, including the North Downtown Area Plan, conversion of surface parking to retail uses, and updating of the Civic Center design and space analysis. Some other activities may also be affected. Applications have been received and are currently under City analysis. Hearings will likely begin in Spring 2001. • The Mid - Higuera plan is now in draft form and is moving through the planning process. Anticipated adoption of the final plan is March 2001. • The Downtown Association is currently working with a consultant in the development of a strategic plan. At this time, efforts are focused on obtaining broad - sector community input. In January, the Council approved a contract for design services for restrooms to be located in the Broad Street parking lot across from Big Sky Restaurant, and construction should be completed by May 2001. Special efforts to improve City maintenance in the Downtown is underway, using an added one -half time temporary staff resource approved in the 1999 -00 B udget. • The City's Economic Development Manager is waiting for the results of the Downtown Strategic Plan before working with the Downtown Association, commercial real estate brokers and property owners in forming a strategic retail recruitment partnership to increase the downtown's attractiveness as a retail destination. • Staff has been working with the County, and recent County actions are very supportive of maintaining a strong downtown presence. Current County plans are to construct new govemmental office space on Monterey Street during the summer of 2001, consistent with the concept of a "Fremont Plaza." The County is -15- Status of Goals and Objectives Major City Goals currently interviewing three design firms for the project. The County has included City staff in the interview and selection process to ensure that concepts contained in the Conceptual Physical Plan for the City's Center will be incorporated into the project. Staff has also begun discussions with the County regarding the potential for some joint parking development north of Santa Rosa Street. • The Council, before budget adoption, reviewed the Draft Parking and Downtown Access Plan and the above benchmark dates assumed an early 1999 -00 adoption. All benchmark dates will change, upon adoption, to better reflect realistic schedules and assuming new and more important projects are given a higher priority. A study session with the new Council is now scheduled for the first quarter of 2001. • In December, the Council approved a sidewalk widening policy and established a test location for its application on Higuera Street between Morro and Santa Rosa Streets. The policy will sunset after 24 months unless renewed by the Council. Staff has received a request from the property owners of Mo's Smokehouse BBQ and Louisa's for widened sidewalks and plans to include them in the Higuera Street bridge project. The widened sidewalks in the test area are currently under construction. • Council approved a scope of work for consultant services relative to a reexamination of sites for a Downtown transit transfer center on October 19, 1999. This evaluation will consider the feasibility of a joint parking/transfer center facility, focusing on the two -block area identified by the Council and is expected to be to the Council by the first quarter of 2001. • Project construction bids for the Marsh Street parking structure expansion came in over the architect's estimate. The Council approved additional design work to reduce the cost of the project and authorized re- bidding when plans were complete. Construction should now be completed by September 2002. Previous approval of plans and specifications for public art, given in March 2000, was not affected. • In March 2000, the Council approved a long -term lease with the Children's Museum for property at 1010 Nipomo Street. The Museum has now actively begun its capital campaign and design development. • In March 2000, the Council provided conceptual approval for the San Luis Obispo Little Theatre ( SLOLT) to build a new community theater on Monterey Street in part of what is currently parking lot #14. The Council also approved a Memorandum of Understanding with SLOLT that will remain in place until construction begins and a property lease is approved. • Rehabilitation of the County Historical Museum building has been completed. • The Public Art program continues to grow. In July, the Council approved an ordinance requiring the inclusion of public art in non - residential developments costing in excess of $100,000. Staff has also completed work with a citizens committee and has developed preliminary guidelines for the placement of privately funded public art on City -owned property. Revolving public art has been placed at City Hall, Headquarters Fire Station and the Senior Citizens Center. • Public Works is developing an RFP to study the Broad Street "dog leg" closure. • Due to other workload priorities, the design of a new entry feature at the Marsh and Higuera Street intersection will not be completed within the timeframe of the current Financial Plan. • The property at 1095 Marsh Street is currently in escrow. Escrow will not closed until hazardous waste remediation has been completed. At this time, the property owner of 978 Broad Street is not interested in selling the property. Staff will continue to pursue this purchase in the future should her wishes change. Projected Status at June 30, 2001. In Progress. 16- Status of Goals and Objectives Major City Goals OPEN SPACE PRESERVATION Objective. Continue preserving open space within and around the City. Action Plan Task Original Revised • Renew service contract with Land Conservancy of San Luis Obispo County. 7/99 Complete • Pursue grant programs and negotiate with willing landowners. On -going On -going • Participate in major planning efforts involving significant open space On -going 80% Complete commitments, such as the Airport Area, Margarita Area, Mid- Higuera and Orcutt Area. • Offer staff as an information resource to the community for any effort to place a On -going Inactive measure on the ballot to establish a dedicated source of open space funding. • Continue a strong educational program to promote the benefits of open space'and On -going Program well resource protection to the community. established and on -going • Continue developing open space and natural resource databases on City's GIS. I On -going I On -going Status Summary: 95% Complete. This has been assigned as one of the Council's highest goals, and we have made significant progress on it. The contract with the Land Conservancy was renewed and the Land Conservancy has provided important support for a number of projects. Pursuit of grants has been very strong, and we are confident of surpassing the $3 million mark and even approaching $4 million this year. At the present time, there are eleven acquisition projects in various stages of the acquisition process: five of these (Foster, Guidetti, Hastings, Johnson, and Morganti). are either under option or purchase agreement; two others (Filipponi and Union Pacific) have been recently completed. Open space conservation and creek restoration are major points of consideration in the Airport, Margarita and Orcutt Planning Areas. The Natural San Luis docent program has completed its training phase and is now offering public educational walks. Our public information and database information systems continue to develop, with a mammal guide completed in summer 2000, and two new guides being developed. The new City Biologist has been hired and is working on these and other projects. Projected Status at June 30, 2001: Complete. We expect to have completed two additional acquisitions and have three close to completion; City Biologist to have been well integrated into the staff; new contracts to be ready for the Land Conservancy and Environmental Center of San Luis Obispo County. 17- Status of Goals and Objectives Major City Goals NEIGHBORHOOD PRESERVATION AND ENHANCEMENT Objective. Work proactively to maintain and enhance the traditional qualities of San Luis Obispo neighborhoods by: improving street and walk -way lighting for better pedestrian safety, and enhancing code enforcement to reduce neighborhood nuisances. Action Plan Task Original Neighborhood Services Projected Status at June 30, 2001: Code Enforcement Pedestrian Lighting Projected Status at June 30,2001: Complete • Advertise, interview and hire a Code Enforcement Officer. 10/99 Complete Neighborhood Services • Continue "Walk & Talk" program adding a lighting review component. 7/99 Complete • Begin distributing new "Neighborhood Newspaper" to selected audience. 8/99 Complete • Expand public education & prevention component of WIN Program. 1 /00 Complete Pedestrian Lighting • Respond to neighborhood requests for additional pedestrian street lighting. 7/99 On -going • Develop standards for pedestrian street lighting. 7/00 2101 Code Enforcement Status Summary: 100% Complete Neighborhood Services Status Summary: 100% Complete Pedestrian Lighting Status Summary: 85% Complete Overall Status Summary: 95% Complete • Code Enforcement. The code enforcement caseload in Community Development continued to remain steady through the period with a total of 68 new complaints received and a combined total of 198 active complaints during the quarter. A new staff person assumed responsibility for code enforcement in early December 1999, which should help in reducing the turn around time required to process, investigate, and prosecute cases. The Neighborhood Services Manager transferred to the Police Department January 3, 2000. The transfer of Neighborhood Enhancement Ordinance (NEO) enforcement to the Police Department SNAP team from the volunteer staff has achieved a significant increase in the number of correction notices issued. Before this change, calendar year 1999 totaled 187 notices, while calendar year 2000 will end with a projected 600 Notice to Correct for NEO violations issued. • Neighborhood Services. The distribution of the Neighborhood Newspaper will be completed by January 16, 2001 with the final issue being distributed on both Cal Poly and Cuesta campuses. The Neighborhood Newspaper has been replaced by the new print campaign, reducing staff time and expense. The new Crime Prevention and Education component of the WIN Program debuted November 15, 2000 featuring a four point multi media program including, WEB, TV, radio and print campaigns. • Pedestrian Lighting. Staff has gathered data from various manufacturers of pedestrian lighting fixtures. A database has been created to track requests for future installations of pedestrian lighting. With completion of street name signing standards, staff is now officially working on pedestrian street lighting standards. One demonstration of induction lighting has taken place, fixture and refractive lighting pattern analysis is currently under way. Fixture and pole selection will follow. When a number of options have been formulated, ARC input will be requested and finally Council adoption. Code Enforcement Projected Status at June 30, 2001: Complete Neighborhood Services Projected Status at June 30, 2001: Complete Pedestrian Lighting Projected Status at June 30,2001: Complete - 18- Status of Goals and Objectives Major City Goals CAL POLY RELATIONSHIPS Objective. Strengthen relationships with Cal Poly by obtaining increased understanding and cooperation in solving problems and exploring opportunities generated by the adjacency of the University campus with the City, especially expanding on- campus housing. Action Plan Task Original • Continue to work cooperatively with the University in the delivery of existing On -going collaborative services: • Water supply (Whale Rock Reservoir Commission) • Water treatment and distribution • Wastewater collection and reclamation • Fire protection • Transit (continue to encourage free service to faculty, staff, and students) • Performing Arts Center • Directly and continuously participate in the Cal Poly Master Plan process to 1999 -01 address several major long -term issues, such as: � Addressing student and faculty housing needs Interconnecting the University's and City's bicycle paths 4 Retaining current significant University resources (agricultural, environmental) 4- Improving neighborhood relations (parking, traffic, noise, housing, and enforcement) • Exploring the possibility of a University contribution to City police services • Continuing free transit service for students, faculty and staff • Strengthen the Student Housing Advisory Committee (SHAG) by creating a more direct relationship between the University and the City: � Restructure committee 9/99 7/01 � Continue ongoing committee involvement in identified issues On -going • Work with Cal Poly and the Foundation for the Performing Arts Center (FPAC) to 6/00 On -going resolve long -term Performing Arts Center financial support issues (see the Cultural Services work program) • Support Cal Poly in their funding requests before the State Legislature when On -going appropriate Status Summary: 70% Complete • The City has renewed its contract with Cal Poly for the provision of fire services. • We have closed escrow on Phase II of the City's bicycle trail and are in negotiations with Union Pacific Railroad for Phase III. • The City Administrative Office, the Fire Chief and the Police Chief have met with Cal Poly representatives to discuss a number of public safety issues. The City inquired about the possibility of Cal Poly contributing to the cost of police services caused by the student population. Though Cal Poly said "no," to this question, they pointed out that Cal Poly police do provide assistance to our City force and discussed ways to further the cooperative efforts. 111142 Status of Goals and Objectives Major City Goals • City staff and representatives from Cal Poly are working to address the issue of maintaining a zero cost for Cal Poly students to ride the bus, and the City expects a positive outcome to our discussions. • Meetings of the three PAC partners were held in November 1999, and in January, March and May, November and December 2000 to address and resolve long -term PAC financial support issues. Representatives of the three partners, including the City Council, also met in June to discuss the recently created 10 -Year Financial Plan for the PAC. Although the issues are difficult, steps are being taken to establish an endowment, to meet equipment and maintenance needs and provide additional acoustical enhancement. • The City responded to the first draft of the Cal Poly Master Plan in June and to the second draft in early December. Cal Poly was receptive to much of the City's initial input and we believe they will continue to be so the second time. We look forward to working cooperatively with them as they begin actually implementing the Plan in the future. Projected Status at June 30, 2001. Portions of this goal will still be in progress at the end of the fiscal year. -20- Status of Goals and Objectives Major City Goals LONG TERM FISCAL HEALTH Objectives. Protect the City's long -term fiscal health by maintaining a balanced budget, an adequate capital improvement plan and an adequate unreserved fund balance. Action Plan Task Original Revi Prepare Long Term Financial Plan • Begin preparing long term financial plan and developing ten year CIP 7/99 Complete • Present results to the Council 11/99 Complete Prepare for November 2000 Revenue Ballot Measure • Identify goals; request proposals from qualified consultants. 9/99 Complete • Select consultant; begin developing work program. 12/99 Complete • Complete work program; present findings to Council. 3/00 Complete If the decision is to place a measure on the November 2000 ballot: • Begin taking recommended actions. 3/00 N/A • Place measure on the ballot. 7/00 N/A • Hold ballot measure election. 11/00 N/A Status Summary: 100% Complete. • The Ten Year Financial Plan was presented to the Council in February 2000. • The results of the feasibility analysis of placing a revenue measure on the November 2000 ballot was presented to the Council in May 2000. The Council decided not to go forward at this time. Projected Status at June 30, 2001 Complete. 21- Status of Goals and Objectives Other Council Objectives CIRCULATION ELEMENT IMPLEMENTATION Objective. Continue implementing the Circulation Element to relieve congestion and slow traffic in neighborhoods to improve pedestrian safety. Status Summary: 95 %. Work continues with the Margarita Street neighborhood on slowing traffic on Margarita Street. City staff and representatives of the neighborhood have had four meetings and are reviewing a number of ideas. The Council heard and adopted a new Crosswalk policy, which will allow more uniform and better - recognized crosswalks. A new computer linked traffic signal monitoring system is nearing installation that will allow designing in better traffic flows and relieving congestion. Projected Status at June 30, 2001. Complete. Note: This will always be a "work in progress, " but all elements of the work program for this goal should be completed by June 30, 2001. Congestion relief on Santa Barbara Street and Los Osos Valley Road should be evident via roadway widening projects in that area A traffic safety report should be complete that will identify areas of significant speed problems and recommend implementation strategies. The in- pavement lighting of the Marsh Street Crosswalk should be installed and being monitored for results. The crosswalk policy, adopted in 1999, should have yielded a number of specific locations for increased pedestrian safety — the intersection of Laurel Lane and Orcutt Road being one such example. CIRCULATION ELEMENT UPDATE Objective. Update the Circulation Element. Status Summary: Deferred. Given workloads, and assuming that they remain constant, this work item will not be accomplished in this two-year period. The Council approved this deferral in February 2000. Projected Status at June 30, 2001. Deferred. BIKEWAY AND PEDESTRIAN IMPROVEMENTS Objective. Complete Phase II of the railroad recreation trail; begin planning and implementing Phase III; revise the Bicycle Transportation Plan to improve linkage between the railroad area and downtown; and prepare route plans for the Bob Jones City-to -Sea Bike Trail. Status Summary: 50% Complete. Construction plans and specifications for phase II of the Railroad Recreation Trail are complete. The project is currently on hold due to Union Pacific Railroad issues over communication poles in the path of the bike trail. Consultants are at work on the Bob Jones City -to -Sea Bike Trail and the Phase III Railroad Recreation Trail. Public input and feedback meetings were held in early November. No work has been performed thus far on revising the Bicycle Transportation Plan to improve linkage between the downtown and the railroad area. Projected Status at June 30,2001: In Progress. Phase II of the Railroad Recreational Trail should be under construction by June 30, 2001. The Council should have received and adopted a preferred alignment for both the Bob Jones City -to -Sea Bike Trail and the Railroad Recreation Trail Phase III. Design of the Morro Street Bike Boulevard from the railroad area to downtown should be under way by June 30, 2001. -22- Status of Goals and Objectives Other Council Objectives FLOOD PROTECTION Objective. Adopt and begin implementing flood management plans for creeks, open channels and storm drainage systems and begin work necessary for implementation of upcoming federal National Pollution Discharge Elimination System ( NPDES) requirements for storm water discharge. Status Summary: 50% Complete. The consultant has nearly finished work on the new Flood Management Plan with Council hearing tentatively scheduled for February 2001. The consultant for the NPDES Phase I study has been retained and will begin work on that program in November 2000. Projected Status at June 30, 2001: Complete. By June 30, 2001, the Council should have adopted a completed Flood Management Plan. The NPDES Phase I program should be close to adoption by that time also. TRANSIT SERVICE Objective. Continue current transit service levels and look for ways to expand them; and maintain low cost or zero fares for Cal Poly students, faculty and staff. Status Summary: 100% Complete. Expanded SLO Transit service was initiated in September 1999 and included for the first time ever service to the Airport. With the help of a Mover Grant, Cal Poly was able to continue sponsorship, for 1999, the 'free ride" system for students, faculty and staff. For 2000, the University chose to maintain the free ride program for the fall quarter, but they have not yet proposed a course of action for the winter and spring quarters. Projected Status at June 30, 2001: Complete. By June. 30, 2001, the results of ridership participation in expanded service will be known and the service adjusted accordingly for most efficiency. Cal Poly will have come to a conclusion on their method of providing subsidized bus service for students and faculty and staff. Most likely, a student referendum will also have taken place on the subsidized bus fare program as well. TRANSIT TRANSFER CENTER Objective. Reinitiate studies to develop an off - street transit transfer center; adopt plan; identify funding sources; and pursue acquisition of property. Status Summary: 50% Complete. The Consultant's report on eight alternative transit - parking conceptual ideas is due for Council consideration in January 2001. Once the Council adopts a favored plan, staff will pursue more detailed schematic planning of the facility and research potential funding sources. Acquisition of property can only proceed after the project, itself, has been identified (detailed schematic) and obtained environmental clearance. Therefore, a realistic date for property acquisition is July 2003. Projected Status at June 30, 2001: In Progress By June 30, 2001, major decisions on the North Area Regional Facility (i.e. combined Transit - Parking Facility) should have been made. Work should be in- progress on the preparation of a schematic plan for the area and facility. Property acquisition will depend upon funding, and due to environmental regulations most likely will not commence until July 2003. -23- Status of Goals and Objectives Other Council Objectives LAGUNA LAKE MASTER PLAN Objective. Continue implementing the Laguna Lake Master Plan: complete necessary studies, obtain approvals and prepare construction documents for Laguna Lake dredging. Status Summary: 10% Complete. A consultant has been hired and is the process of environmental studies. Once complete, a design will be developed for the dredging project. Once the project has been developed, an environmental analysis of the project will take place and once environmental certification is achieved, the City will be able to go to contract for dredging of the lake. It is anticipated that initial environmental work and design will be complete by June 2002. Projected Status at June 30, 2001: In Progress. By June 30, 2001, environmental research work on this project should be about 50% complete. SOCIAL SERVICES Objective. Continue (and increase as available) funding for existing social service programs including: the homeless shelter, Prado Day Center, Housing Authority, affordable housing needs and HRC grants; and support a community health needs assessment. Status Summary: 100% Complete CDBG funding for the Prado Day Center operations was increased from $40,000 to $50,000 a year as part of the 1999 -00 Financial Plan. The Financial Plan also included $7,500 as the City's contribution to the Community Health Assessment. The transition of oversight for the Prado Day Center from the Interfaith Coalition for the Homeless to EOC has been successfully completed as of January 1, 2000. Staff has also been actively involved in the establishment of a new fundraising non - profit organization for the Day Center called Friends of the Prado Day Center. In November - December of 1999, the Friends raised more than $90,000 and enabled the Center to reinstate longer hours of operation. The Friends have established priorities for the remaining new funds, including a building reserve fund and are actively engaged in their fundraising campaign for 2000. The HRC grants in aid for 1999 -00 were approved and allocated. The 2000 -01 Grants -in Aid process has begun with a public hearing held in November 2000 to identify community priorities. The Community Health Assessment was conducted and preliminary results were presented to the community and the HRC in early 2000. The collaborative group that is overseeing the needs assessment project will be seeking additional funding from the City Council as part of the 2001 -2003 financial plan process. Projected Status at June 30, 2001. Complete -24- Status of Goals and Objectives Other Council Objectives MARGARITA AREA SPECIFIC PLAN _ Objective. Complete and adopt the Margarita Area Specific Plan and annex the Margarita area to the City. Task Original Revise . • Complete administrative draft specific plan. Complete Complete • Complete administrative draft infrastructure financing plan. 7/99 11/00 • Complete administrative draft environmental impact report (EIR). 7/99 Complete • Begin public review of draft specific plan and draft EIR. 8/99 12100 • Hold town hall workshop on draft specific plan and EIR. 8/99 1/01 • Respond to EIR comments. 10/99 2/01 • Hold Planning Commission hearings on the specific plan. 11/99 4 -5101 • Hold Council hearings; adopt infrastructure plans and specific plan; certify the EIR. 2100 5 -7101 • Complete annexation of remaining unincorporated parcels. 3/00 6101 Status Summary: 80% Complete. The City Council has already approved a draft Margarita Area Specific Plan for the purposes of a project description for an environmental impact report. Several properties in the Margarita Area have already been annexed to the City. Pursuant to the City's General Plan, these properties were zoned Conservation / Open Space. A zoning consistent with the specific plan will be adopted when the specific plan is adopted. Recommendations from the infrastructure plans, infrastructure financing plan and EIR must be incorporated into a revised draft Margarita Area Specific Plan, expected to be completed in late November 2000. The schedule for the adoption of the Margarita Area Specific Plan is on a parallel track with the Airport Area Specific Plan, with enough offset to avoid concurrent hearings. The two specific plans share common infrastructure planning and a common environmental impact report. After the environmental impact report has completed its public review period, the Margarita Area Specific Plan will be scheduled for public hearings for adoption. Annexation of remaining unincorporated properties in the Margarita Area can proceed either as part of an area -wide annexation or as individual properties desire to annex. If annexation of properties in the Margarita precedes adoption of the Specific Plan, a prezoning of Conservation/Open Space will be required. Projected Status at June 30, 2001. Complete. URBAN DESIGN QUALITY Objective. Improve the urban design quality and the visual image of the City. Task Original Revise . • Prepare an RFP for updating the City's Architectural Review Guidelines. 9/99 Complete • Select a qualified consultant for the guidelines update. 11/99 Complete • Draft Architectural Review Guidelines to be presented to the public and ARC. 4/00 1/01 • Final Architectural Review Guidelines to be approved by the City Council 8/00 6101 • Hold Periodic Urban Design Workshops with the ARC as resources and time 1 /00 On -going permit. • Hold a training session for Pubic Works and Parks and Recreation staff on quality 1 /00 On -going architectural design and the ARC process Status Summary: 50% Complete. Staff continues to work with the City's Architectural Review Commission (ARC) to ensure development of quality private developments and public capital improvement programs. Lengthy meeting agendas and staff resources devoted to numerous permit applications has limited the ability of staff and the ARC to have a quarterly Urban Design Workshop. -25- Status of Goals and Objectives Other Council Objectives The principal component of this Council Goal is the update of the City's Architectural Review Guidelines. This update is to be handled by contract the firm of Crawford Multari, and Clark. Due to high permit loads and other high priority projects this work program got off to a late start. However, it is hoped that the guidelines will be ready for Council adoption in June 2001. One final component of this goal is the periodic training of staff from other departments on quality architectural design and the ARC process. Staff from Community Development and Public Works continue to meet to discuss the ARC process and application submittal standards, and training is ongoing as opportunities arise. Projected Status at June 30, 2001. Complete. AGRICULTURAL ZONING Objective. Evaluate creating an agricultural zone district and an urban growth boundary. Task Original Revised • Draft Agriculture Zoning District regulations and amend the City's Zoning Matrix 7/99 Complete to include the new zoning category • Prepare the required CEQA analysis for the text amendment 8/99 Complete • Hold a public hearing before the Planning Commission 9/99 Complete • Council adoption of the proposed changes 10/99 Complete Status Summary: 100% Complete. This goal involved the addition of an "agricultural" zoning district to the City's Zoning Regulations. The Zoning District was created by City Council action on January 18, 2000. Projected Status at June 30, 2001. Complete. AFFORDABLE HOUSING Objective. Encourage the production and availability of affordable housing by implementing the Housing Element's affordable housing policies and programs, including but not limited to monitoring and evaluating the jobs housing imbalance, pursuing affordable housing grants, and implementing partnerships with non - profit groups. Status Summary: On- Going. The City is continuing to implement its affordable housing programs, including incentive programs and the Inclusionary Housing Program adopted by the Council in 1999. The first few years of the Inclusionary Housing Program are not anticipated to generate a substantial amount of usable funding. During this time, projects exempted by being "in the pipeline" will be built and initial contributions to the Housing Fund are not anticipated to be sufficient to provide substantial assistance to a housing project. As time passes it is hoped the Housing Fund can be a substantial factor in the production of affordable housing in San Luis Obispo. Specific plans are currently under way for the City's two major residential expansion areas, the Margarita Area and the Orcutt Area. These specific plans will implement the Housing Element policy, which will result in 15% of the total housing units being built as affordable housing units, or in 10% of the total building valuation being paid into the City's Housing Fund in lieu of construction. Fifteen percent of the total housing units projected would amount to 261 affordable housing units. -26- Status of Goals and Objectives Other Council Objectives As part of the City's on -going Community Development Block Grant (CDBG) Program, affordable housing is expected to continue to be the single largest grant receiving interest in the year 2001 CDBG. Both the Land Use and Housing elements of the General Plan have identified the conversion of housing in the Downtown Area to office uses as a long - standing community housing concern. Staff is developing a program that will implement the "No Net Housing Loss In The Downtown" policy in the General Plan. Review of a draft ordinance is expected to start in early 2001. To implement policies calling for a variety of housing types and tenure, City staff and consultants have included a mixed -use housing component in the Draft Mid - Higuera Enhancement Plan, slated for public review starting January or February 2001. The Plan calls for expanded "live- work" housing opportunities in the Mid - Higuera District and includes land use/zoning strategies to encourage the development of affordable housing. A major upcoming housing task will be updating the General Plan Housing Element. State law prescribes when each city and county in the state should adopt an updated housing element. The City must update its Housing Element by June 30, 2003. Updating the Housing Element is a time - consuming and challenging task. The City's last Housing Element update in 1994 required about 24 months to prepare and adopt the plan. Consequently, staff intends to begin gathering and analyzing housing data in summer 2001. On November 21, 2000, the Council approved waiving City -wide development impact fees for affordable housing units in excess of inclusionary housing requirements or built by the Housing Authority, other governmental agencies or non - profit organizations. Projected Status at June 30, 2001. Complete CREEK HABITAT PROTECTION Objective. Explore amending the creek ordinance to include creek management for habitat protection and creek bank restoration. Status Summary: 15% Complete. This goal has suffered from the press of other matters, especially priority acquisitions such as Filipponi, Morgand and Foster. We have found however, that very few LOCAL agencies regulate creek side vegetation on private property. One that apparently does is the Carmel Valley Water Management Agency, and staff will be reviewing the operations of that agency to determine their view of such efforts. We will continue to investigate other local as opposed to State agency controls, and report to the Council with a recommendation for further action. This is anticipated in March 2001. Projected Status as of June 30, 2001: Complete. ECONOMIC DEVELOPMENT Objective. Pursue economic development objectives to increase higher paying jobs, retain and expand existing businesses, and recruit targeted industries. Status Summary: 75% Complete. In September 2000, and MOU between the City and Chinatown -Court Street Partners, LLC, was executed outlining the terms for the potential development of a mixed -use project in downtown. Major work continues with the Airport Area Annexation Specific Plan and the expansion of the Auto Park Way area. Assistance continues on significant retail projects, including Froom Ranch, Madonna Plaza remodel and San Luis Marketplace, as well as on several tourist services projects, professional office -27- Status of Goals and Objectives Other Council Objectives developments and commercial/industrial projects. The program's marketing efforts continue to be strong and the website has expanded dramatically. Of particular interest is the addition of site availability listings, with local broker participation and a GIS based Economic Development general zoning/use trap. Projected Status at June 30, 2001. Complete. 28- 2001 -03 Financial Plan CARRYOVERS AND SPIN -OFFS FROM 1999 -01 INTO 2001 -03 OVERVIEW The purpose of the goal- setting process is to identify the City's most important, highest priority things to accomplish over the next two years, and then allocate the resources needed to achieve them. The Council has significant flexibility in setting new initiatives, reordering current priorities and reallocating resources accordingly. However, the simple fact is that the Council does not begin each Financial Plan with a clean slate for two key reasons: Commitments to Day -to -Day Services Most of the City's resources are dedicated to delivering basic day -to -day services: for example, catching bad guys, putting out fires, mowing turf and filling potholes. While discretion certainly exists in this area —the Council ultimately determines "basic" service levels —the simple fact remains that not every dollar in the City's budget is available for new services or facilities. Traditionally, there has been a bias towards adequately maintaining current service levels and existing facilities before expanding or building new ones. And while it is certainly possible to reduce current services or facility maintenance in order to fund new ones, this is a difficult process that should not be entered into lightly. Carryovers and "Spin -Off Tasks As reflected in the goals and objectives status update as of December 2000, in general we are on -track in accomplishing "action plan" tasks for 1999 -01. However, many of these (including 12 major City goals, 22 other Council objectives and 326 "other program objectives ") are likely to have carry-over impacts into 2001 -03 for two reasons: ■ Action Plan In Progress: Carry -Over Tasks. These are goals and objectives where we are unlikely to complete all work program tasks by June 2001. ■ Action Plan Completed: Spin -Off Tasks. Many of the goals and objectives adopted by the Council are multi -year in nature. As such, while we may complete all tasks identified for 1999 -01, this will often generate "spin-off' tasks —new work as result of completing the 1999 -01 action plan. The most common examples of this are where the 1999 -01 work programs called for completing plans or studies: now that these are complete, new work efforts are likely in implementing them. On the following page is a summary of anticipated carry-over and spin -off tasks from 1999 -01 into 2001 -03 As reflected in this table, there are already thirty-two goals and objectives that are likely to require significant resource commitments in 2001 -03 based on carryover tasks from 1999 -01, or spin -off efforts now that the work program for 1999 -01 has been completed. Pf t The Council has significant flexibility in setting new priorities and goals for 2001 -03. However, we need to recognize that we already have a very full plate. Adding more onto it will require either consciously emptying some things from it; or getting . a bigger plate (adding resources). And as previously discussed with the Council as part of the Ten Year Financial Plan, any new, significant revenue sources will require voter approval. In summary, we can afford almost anything; but we cannot afford everything. 2001 -03 Financial Plan: Carryovers and Spin -Offs The following summarizes likely carryovers and spin -offs from 1999 -01 into 2001 -03: Function Goals and Objectives Public Safety • Mobile Data Computers Program Objective Public Utilities • Long Term Water Supply Me{jor City Goal • Whale Rock Habitat Conservation Plan Program Objective • Solid Waste Management Program Objective Transportation . Parking and Downtown Access Plan Major City Goal • Circulation Element Implementation Other Council Objective • Focused Circulation Element Update Other Council Objective Deferred a Bikeway and Pedestrian Improvements Other Council Objective • Flood Protection Other Council Objective • Transit Transfer Center Other Council Objective Leisure, Cultural & • Athletic Fields Major City Goal Social Services . Community Center and Therapy Pool Major City Goal • Laguna lake Master Plan Other Council Objective • Update Parks & Recreation Element Program Objective Community . Airport Area Specijrc Plan Major City Goal Development • Downtown Plan (including Chinatown Major City Goal Historic District -Court Street project) • Open Space Preservation Major City Goal • Neighborhood Preservation and Major City Goal Enhancement • Commercial Zoning Update Other Council Objective • Urban Design Quality Other Council Objective • Margarita Area Specific Plan Other Council Objective • Economic Development Other Council Objective • Large Office Space'Demand Analysis Program Objective • Alternative Residential Street Program Objective Standards • Downtown Outdoor Dining Program Objective • Conservation/Energy Elements Update Program Objective • Housing Element Update Program Objective • Orcutt Area Specific Plan Program Objective • Historic Preservation Guidelines Program Objective • Mid- Higuera Area Plan Program Objective General • Long Term Fiscal Health Major City Goal Government . Information Technology Master Plan Program Objective Major City goals for 1999 -01 are in Bold Italics -2- • Architectural Review Commission • Bicycle Committee • Cultural Heritage Committee • Housing Authority • Human Relations Committee • Jack House Committee • Joint Use Committee on Recreational Facilities • Mass Transportation Committee • Parks and Recreation Commission • Planning Commission • Promotional Coordinating Committee Note: The Planning Commission continued discussion of budget goals to their meeting of January 10, 2001. Results from that meeting will be forwarded to the Council separately. 2001 -03 Financial Plan Advisory Body Goals ARCHITECTURAL REVIEW COMMISSION 1. URBAN DESIGN STUDIES a. Budget streetscape improvements for historic downtown to include new streetlights beginning on Marsh and Higuera Streets. b. Fund landscaping of center median islands and downtown planters. i. Re -do Santa Rosa median landscaping ii. Establish new median.landscaping on Madonna Road iii. Upgrade and improve the City's demonstration garden at Broad and Santa Barbara Streets iv. Replant downtown planters C. Study and fund traffic calming measures at the South and Broad Street intersection. d. Fund special corridor studies including: i. Broad Street corridor from South to Tank Farm Road ii. Los Osos Valley Road corridor from Madonna to northwest end of City iii. Foothill corridor iv. Upper Monterey corridor e. Work with the County of San Luis Obispo to develop City gateway design features f. Develop a unified public signage policy for public buildings and street signs. g. Study transit stop furniture design. h. Develop cellular antenna/equipment design guidelines. 2. ORDINANCE AMENDMENTS a. Develop ordinance /amend existing ordinances to address "best management practices" for stormwater runoff. b. Review Sign Ordinance to address temporary window signage (including enforcement), method of calculating sign area, and roof signs. C. Consider ordinance language that would restrict the area, size, and location of "non - office "/"non- retail" uses (i.e. fiber optic switching) uses on the City's major commercial corridors. d. Study City ordinances and consider possible changes to ensure that findings and approval criteria are provided for development exceptions. e. Create Scenic Corridor design standards and develop CEQA thresholds of significance for scenic corridor impacts. 3. OTHER a. Work with Tree Committee to develop a street tree selection list, tree maintenance education program and procedures for tree removals. b. Develop incentive program to increase the planting of street trees in multi - family residential areas similar to an existing program that covers single - family residential neighborhoods. C. Re -visit and update the City's Downtown Physical Concept Plan. Z December 8, 2000 TO: Lee Price, Ci y CClerk FROM: Terry Sanville, Principal Transportation Planner & Staff to the Bicycle Advisory Committee SUBJECT: Bicycle Advisory Committee (BAC) Recommendations for Financial Plans Goals At its December 7, 2000 meeting, the Bicycle Advisory Committee reviewed ideas for bicycle program goals. The Committee recommends that the City Council consider the following for inclusion in the upcoming 2001 -03 Financial Plan. Recommended Goal Priority Secure funding and construct the third phase of the Railroad Bicycle Path between the 1 AMTRAK passenger terminal and Marsh Street Update the 1993 Bicycle Transportation Plan to be consistent with State Guidelines 2 Complete the creation of "bicycle boulevard" on Morro Street between Santa Barbara 3 Street and the downtown. Construct the first phase of the Bob Jones City-to -Sea Bike Trail from Prado Road to 4 Los Osos Valley Road. In the short term, construct a bicycle path paralleling the railroad between Orcutt 5 Road and Tank Farm Road. Establish a bikeway between the north end of Flora Street and the south end of Fexlini 6 Street across the County and Latter Day Saints Church properties. Complete a feasibility an preliminary engineering study for a bike path that links 7 Sinsheimer School along the creek with the railroad bike path, then bridges the railroad and intersects Broad Street at a new signalized intersection (e.g. at Lawrence Avenue). Conduct a feasibility study for establishing a "Yellow Bike" program in San Luis 8 Obispo. c BAC Members Mike McCluskey, Director of Public Works 2001 -03 Financial Plan Advisory Body Goals CULTURAL HERITAGE COMMISSION GOAL 1: INCREASE AWARENESS OF BUILDING SAFETY HAZARDS, PRESERVE IMPORTANT HISTORIC BUILDINGS, AND GUIDE BUILDING RESTORATION AFTER A MAJOR EARTHQUAKE OR OTHER DISASTER. Program 1: 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 2: Continue City - assisted Historic Building Rehabilitation Loan Program for historic residential and commercial buildings. Program 3: Continue Historic Plaque Program for Master List Properties. Program 4: Develop a Community Award for Historic Preservation. Program 5: Prepare and distribute a public information handout on the Mills Act Historic Preservation Incentive Program. GOAL 3: ENHANCE PUBLIC UNDERSTANDING AND APPRECIATION OF HISTORICAL PRESERVATION. Program 6: Update the City's Historic Preservation Program Guidelines. Program 7: Maintain and update the Master and Contributing Lists of Historic Resources, with emphasis on potential annexation areas and threatened structures. Program 8: Promote heritage tour programs in historic districts. Program 9: Establish a WEB "home page" on Historic Preservation in San Luis Obispo. Program 10: Sponsor an archaeological demonstration dig in the Downtown Area. Program 11: Provide entry signs for Historic Districts. GOAL 4: CONSIDER ESTABLISHING NEW HISTORICAL PRESERVATION DISTRICTS. Program 12: Consider establishing new historic districts, such as the Mt. Pleasanton/Anholm; Ella Street; Little Italy; Monterey Heights; and Brook Street historic districts. r Cultural Heritage Commission GOAL 5: IMPROVE COMMUNICATION AMONG COMMUNITY GROUPS, CITY ADVISORY BODIES AND CITY COUNCIL REGARDING HISTORIC RESOURCES. Program 13: Hold joint meetings with City advisory bodies to encourage unified, multi - purpose efforts toward historic preservation. GOAL 6: IMPROVE AND EXPAND COMMITTEE MEMBERS' KNOWLEDGE OF HISTORIC PRESERVATION ISSUES, STRATEGIES AND TECHNIQUES. Program 14: Provide opportunities for continuing education/in- service training for committee members. Program 15: Promote information sharing by expanding the CHC historic library, including evaluations of historic preservation programs in other communities. Program 16: Conduct annual field trips focusing on important preservation issues and key CHC work program tasks. Draft City Budget "Purpose" Amendment With regard to the City budget goals, the CHC reviewed a handout on "Goal Setting and the Budget Process," which was distributed to staff, advisory bodies and Council members. CHC members voted unanimously to recommend that one section of the handout, entitled "Purpose of the City's Budget" be amended as follows: (suggested change in italics) "The City has adopted a number of long term goals and plans — General Plan, Fire Services Master Plan, Urban Water Management Plan, Wastewater Management Plan, Source Reduction, Recycling & Hazardous Materials Plans, Pavement Management Plan, Short Range Transit Plan, Downtown Access and Parking Plan, Neighborhood Traffic Management Program, Bicycle Plan, Historic Preservation Program Guidelines, Public Art Policy, Conceptual Physical Plan for the City's Center, and Facilities Master Plan." s 1.� 01 LO Housing Authority of the City of San Luis Obispo December 1, 2000 OIM�TVIVT\ 487 Leff Street Post Office Box 1289 San Luis Obispo CA 93406 -1289 (805) 543 -4478 fax (805) 543 -4992 Mayor Allen Settle John Dunn, City Administrative Officer City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Subject: 2001 -2003 Financial Plan Dear Mayor Settle and John: Executive Director- Secretary George J. Moylan Thank you for the opportunity to submit recommendations for the City's 2001 -2003 Financial Plan process. As you are well aware affordable housing for all of our residents is the chief interest of this agency and has been for the last 32 years. As such we acknowledge the problems in developing and supporting existing affordable housing in what is recognized as one of the ten least affordable housing markets in the country. Nevertheless, we, with the city's continuing support, endeavor to meet the needs of the community with a particular emphasis on those whose incomes fall below 80% of the county's median income. In reality most of our clients exist on incomes that are below 30% of median county income. At our regular monthly meeting this week our Board of Commissioners were made aware of the Council's action last week of waiving all impact fees for affordable housing undertaken by the Authority and its non - profit affiliates. On behalf of all low- income families, elderly and disabled persons who will benefit from that decision the Board asked that I sincerely thank you for that waiver. An action, which was initially, suggested in the City goals for the 1999 -01 period. As to specific recommendations for the 2001 -03 Financial Plan our Board simply asked that the Council be continually aware of the depth of the affordable housing problem, as well as it's potential solutions. For instance we anticipate the San Luis Obispo Supportive RECEIVED DEC 0 4 2000 SLO CITY COUNCIL Housing Consortium will bring to the county's governmental jurisdictions within the next two years a plan to create a regional Affordable Housing Trust Fund. We believe such a Trust Fund is at least a partial solution to the problem and deserves a thorough review by this agency and the City. Sincerely, ., qY George I Moylan Executive Director 7 city of sAn Luis oBispo 990 Irn Street San Luis Obis o CA 9 nl-Q240 January 5, 2001 To: Mayor and Members of the City Council From: Paul Wolff, Chairperson, Human Relations Commission Subject: 2001 -2003 Financial Plan Last July, the City Council, based upon recommendations from the Human Relations Commission (HRC), allocated over $105,000 in grants -in -aid to 32 deserving health and human service agencies in San Luis Obispo. The HRC is proud of its role in serving those members of our community who need assistance and recognizes that the City of San Luis Obispo is a leader in providing funds for this purpose. Over the past several financial planning periods, the grants -in -aid funding has been increased by only 3% annually. Last year, the HRC received requests for grants that totaled $139,000, which was $34,000 more than we had to allocate. It is not uncommon for funding organizations such as the HRC to receive requests that exceed available funds by 100 to 200 %. This demonstrates that the agencies in our. community have been reasonable in requesting fimds from the City. With some additional dollars from the City Council we believe that we could more fully meet the needs of those agencies who request funding from us. Our City is fortunate to be entering this new millennium in a relatively stable and healthy financial condition so that some additional funding for the HRC should not deplete funding for other important City functions. The HRC would like the City Council to consider an increase in funding for grants -in -aid. By increasing funding by 30 %, the HRC would be able to allocate approximately $139,500 which would go a long way toward meeting the needs of those less fortunate community members. As the City prospers in these times of a strong national and local economy, and the pressure mounts to respond to a number of increasing demands from the public, the City Council should not lose sight of the role it plays in serving all members of the community. By increasing funding for the HRC grants -in -aid, the City can have an even greater impact in building a strong community. We believe that there now exists a unique opportunity to give even greater support and encouragement to our ever under- funded, non -profit human service providers. They promote the priorities the City Council has endorsed for the Human Relations The City of San Luis Obispo is committed to include the disabled in all of its services. programs and activities © Telecommunications Device for the Deaf (805) 781.7410. Commission which include affordable housing and homeless services, job training and economic development, health care, services for seniors, services for people with disabilities, at -risk youth and family intervention, and affordable child care. San Luis Obispo is a generous community with outstanding volunteerism, and increased City financial support would be energizing and rewarding to all those involved. Please consider this request as you develop your goals and objectives in the coming months. Enriching the lives of those less able to take care of themselves, the children, the disabled, and the elderly of this community, should remain a top priority. Thank you Dec -27 -00 08:04A MEMORANDUM Date: January 5, 2001 To: San Luis Obispo City Council From: Penny Rappa, Chairperson Jack House Advisory Committee Subject: Goal - Setting and Budget Process Copies: Richard Ogden Larry Tolsen JHC Members Thank you for the opportunity to participate in the City's Goal- Setting and Budget Process for 2001.03. There are two major items for consideration as they pertain to the Jack House and Gardens. Carriage House Complete working drawings for seismic reinforcement and renovation of the Jack House Carriage House were completed this year. Unfortunately the project had to be postponed because the bids received for the project were nearly double what was budgeted. This project is an important element to further completion of the Jack House Gardens and their use by the general public. 2. Jack House The Jack House foundation is in need of stabilization. Noticeable movement in the foundation occurs each year. Engineering studies were completed this year and the resulting report contains various alternatives to solving this problem. The report recommends methods for stabilization as well as improvement in the water drainage system around the house. 3. Promotions Hopefully promotions will continue to be included in the upcoming budget. The Jack House is both a tourist attraction and favorite community attraction. Continued support is very important. r.v� /P 2001 -03 Financial Plan Advisory Body Goals JOINT USE COMMITTEE ON RECREATIONAL FACILITIES ■ Support the City and San Luis Coastal Unified School District working more directly together to improve the quality of City and School District fields through funding and maintenance management. ■ Develop a sports field with a minimum of two fields, room to expand and amenities to go along with the fields. It was also unanimously approved to strongly encourage the Council to move forward with the Damon - Garcia Sports Fields and NOT delay the project. city Of San IUIS OBISPO Memo To: Mike McCluskey Tim Bochum Frorre Austin O'Dell cQ Date: January 2, 2001 Re: MTC Goals At the regular meeting of the Mass Transportation Committee (MTC) on December 13, 2000, the Committee recommended the following goals for City Council to consider as part of the annual goal setting process: SHORT TERM GOALS 1. Award of the bus operations and maintenance contract. 2. Execution of the purchase order of three transit coaches for Fiscal Year 2000/01. 3. Revision of transit maps. LONG TERM GOALS 1. Fleet Modernization. This goal is the replacement of vehicles older than twelve years and shifting replaced vehicles into the contingency fleet. 2. Bus Shelter Standard. This goal is the development of standards for the placement of shelters at existing street lighting or install independent lighting, designing shelters that accommodate persons with disabilities, and ongoing maintenance. 3. Short Range Transit Plan (SRTP) Update. This goal is the development and preparation of the SRTP Update. The SRTP would include, but not limited to, the following: report on the existing conditions of SLO Transit, origin /destination survey, recommend service changes, capital needs and funding, etc. 4. Bus Stop Improvement and Maintenance Standards. This goal is the development of standards for bus stops and maintenance of bus stops. This goal would include, but not limited to, the following: evaluation of bus stop placement, and evaluate new signage options (e.g. new logo and sign information), and ongoing maintenance of bus stops. 5. CARB Compliance. This goal is the compliance to the California Air Resource Board emission standards. All new vehicles to comply with new emissions standards. In addition, the City should phase in compliance of existing vehicles as funding allows. • Page 1 /� 2001 -03 Financial Plan Advisory Body Goals PARKS AND RECREATION COMMISSION Continue the implementation of the Parks and Recreation Element, with an emphasis on: • Completing the Damon - Garcia Sports Fields. • Constructing two lighted softball fields. • Constructing a community center and therapy pool. 13 ��I������������������`,�����►c_ ouncil memomn6um �crty of pn Luis osispo, aamirnstuation bE autment _ _ DATE: January 5, 2001 TO: City Council Members FROM: Wilda Rosene, Chairperson W9 Promotional Coordinating Committee SUBJECT: PCC 2001 -03 Recommended Council Goals Thank you for inviting the Promotional Coordinating Committee (PCC) to participate in the City Council goal setting process for the 2001 -03 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 tourist related 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 third largest source of revenue for the City. TOT revenue in 1999 -2000. increased by 10% and in 2000 -01 is running 10% ahead of last fiscal year. While some of the City's increase is a result of raises in hotel /motel rates, the remainder of the additional revenue is a reflection of the strong economy and our ability to attract more visitors. However, economic predictors indicate that in the next year the economy will start to flatten out, and we cannot expect to maintain these strong increases in TOT without expanding our efforts to bring tourists to the City and assuring that their experiences are positive once they arrive. Proposed Goals Accordingly, the PCC would like to propose the following major City goals: 1. Increase the number of visitors to the City of San Luis Obispo by 25 %. Why is this goal important? • Increases TOT and sales tax revenue for the General Fund. • Increases revenue for local businesses. G:IGEORGEIPCO7001 -03 PCCGw1s.dw • Provides highest revenue return for the least demand on City services. • Increases exposure to diverse cultures for City residents. • Provides support for local hotels, motels, restaurants, cultural activities and special events, which are then also available to residents for their enjoyment. • Offers a clean industry appropriate to the values of the community. How do we achieve this goal? • Increase direct media advertising expenditures by $50,000 to approximately $150,000. • Use the additional funding to target media advertising in untapped market areas like the Bay Area. • Follow the recommendations from the recent advertising effectiveness study (conversion study) in developing the City's marketing plan. • Support additional funding requests from the VCB that are specifically appropriate in assisting the City to meet this goal. • Continue to monitor the effectiveness of our advertising through periodic follow -up conversion studies during future budget cycles. • Perform a visitor profile study to determine the demographics of those individuals actually visiting the City and an estimated cost of $20,000. 2. Provide a more tourist friendly environment for our visitors. Why is this goal important? • The advertising effectiveness study showed that many of our visitors are repeat visitors. The more amenities offered to visitors, the more likely they are to return. • The more often visitors,retum, the more cost effective the initial advertising is. • Visitors who enjoy their experience in San Luis Obispo will recommend it as a destination to their friends and family. • We are seeing an increase in the number of visitors from other countries who may need additional assistance to fully enjoy our community. • The local community will also benefit from enhancements directed toward visitors. How do we achieve this aoal? • Develop an effective visitor signage program by hiring a consultant and installing new signs at a total cost of approximately $100,000. • Install pedestrian friendly decorative lighting in the downtown area, possibly through a donor plaque program similar to the bench program. 3. Increase cultural grant funding to a total of $125,000. Why is this goal important? • Number of grant requests continues to increase annually, so individual grants continue to become smaller and less effective for the cultural organizations. • Last year, the City only funded 60% of the total grant amounts requested. The proposed increase would likely allow at least 10% more of the requested total to be funded next year, and also provide additional funding for new organizations. Increased funding will allow more cultural organizations to function more effectively. • Grants support cultural non - profit organizations that improve the quality of life for our community. • Grants encourage a 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 $103,000 to $125,000 per year. We hope you give serious consideration to these important goals. Please feel free to contact me at 546 -8833 (M -F 10:00 am — 5:30 pm) if you have any questions regarding the PCC's recommendations. /6 P. O. BOX 3818 • SAP IS OBISPO, CALIFORNIA 9340) :EPHONE 805.544.0142 ' American Civil Liberties Union of San Luis Obispo County � L Bill Statle ;, Director December 28, 2000 Department of Finance City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Mr. Statler: This is in response to the flier that we received.from the City of San Luis Obispo soliciing input about setting goals for the next two years. The ACLU has evidence to show that one of the most important relationships that should be given more attention by the city is a need for citizens to be satisfied that their complaints filed with the police department are being adequately addressed. Based on the complaints that the ACLU has received from citizens there is an obvious need to improve the complaint procedure. The ACLU suggests that the city council fund a study to review the police department's handling of complaints. The ACLU believes serious rifts between the police and citizens arising romm dissatisfaction with the complaint process, does not produce the type of relationship between citizens and police that this community should expect. Without providing detailed information now, the ACLU is willing to provide specific° suggestions.:: at the Community Forum on Wednesday, January 17, 2001. Sincerel , Hank Alberts President I 570 NIcueRA STREET. siw LUIS OBISPO. CA 93401 805-547 -9396 12/30/00 THE IMPORTANCE OF A RICH CULTURAL LIFE IN THE CITY. A rich cultural life means lots of interesting things going on. Opera, Ballet, painters and sculptors, printers, photographers, musicians, experimenters, inventors, architects and designers. Making and doing original things and sharing them Public spaces with ART where people can sit around, meet friends, get a bite to eat, things going on, galleries, performance, music, unusual things, surprising things: A rest from the constant emphasis on the commercial. This is a rich cultural life: A sign of health in a growing community.. Since I became promotions director for the San Luis Artists' Gallery I have received much support from the Arts Council: A mini -grant, advice, mailing lists, printing and fax machine use and much more and I haven't paid a penny. Almost every city of comparable size has a Cultural Commission, which sees to it that there is sufficient funding for the Arts. They make it possible for artists to thrive, and, if not prosper, at least help keep things going. Art and artists needs funding because they don't always make money but we need art and the creative people who make it. The Arts Council has been taking the place of a cultural commission and should be receiving funds in order to continue the excellent work it has been doing. The year 2000 has seen a great leap in interest for the arts. The City has been more than generous in its support, the Chamber of Commerce and particularly the Downtown Assoc. have been invaluable and I have great hopes for an even better 2001. Sincerely, Josephine Crawford. 2 San Luis Obispo County ARTS COUNCIL January 3, 2001 San Luis Obispo City Council, The City of San Luis Obispo has grown in leaps and bounds over the last two years, not only in their public art program, but also in various involvements with the arts and culture. Cultural tourism is an essential component when viewing the overall health, uniqueness and attractiveness of any city. Arts and culture bring vitality! Most cities realize the potential of arts and cultural and have within their fiamework a Cultural Commission. There is no consistent pattern regarding their function and duties, but all do assist and advise city governments. They also assist local artists and arts organizations. Their responsibilities are many. They are an important element in a sometimes very large and complex picture. The San Luis Obispo County Arts Council has been extremely active in the last three years and has grown into an effective organization providing many services to and opportunities for the arts. The City has also demonstrated such commitment. We have spent many hours and resources in assisting the City because we felt, and shill feel, a very strong commitment to this same goal. The City should have some type of arts commission. However, the San Luis Obispo County Arts Council believes that establishing a Cultural Commission would be duplicating our services at the present time and we are very willing to continue to serve, with much pleasure, in this capacity. We would like to request that the city consider finding the Arts Council so that our work together can continue and expand. Our non- profit status always provides financial challenges and budgetary constraints. Our comment to the vitality that the arts and culture can bring to a city is evident. With the City on the threshold of creating new spaces, it is even more important to have an organization to assist and advise. Ann Ream, Board Member Art in Public Places Chair Post Office Box 1710 • San Luis Obispo, CA 93406 • (805) 544 -9251 E -Mail: ipslocac @slonet.org • Fax: (805) 544 -1522 www.sloartscouncil.org 3 0 San Luis Obispo Chamber of Commerce 1039 Chorro Street • San Luis Obispo, California 93401 -3278 January , 4 2001 (805) 781 -2777 • FAX (805) 543 -1255 • TDD (805) 541 -8416 � David E. Garth, President /CEO Department of Finance City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Bill: The San Luis Obispo Chamber of Commerce Board of Directors respectfully submits the items listed below as the most important things for the City to accomplish in the next two years. Complete and adopt the Airport Area Specific Plan and Annexation WHY • Provides needed land for business recruitment and retention • Allows for open space opportunities • Improves infrastructure and public services in the area • Prevents piecemeal annexation • Makes possible consistency in character with the rest of the city • Enhances the city's southern gateway HOW • Give top priority to completion of the plan • Be conservative and consistent when assigning costs to airport area property owners • Move forward with annexation of the area in its entirety as soon as possible Complete and adopt the Margarita Area Specific Plan WHY • Addressing the need for housing is critical to a healthy community • Keeps growth within the urban reserve line and implements the General Plan • Protects the environment by reducing the number of commuters • Promotes a jobs/housing balance e -mail: slochamber( slochamber.org • webstes: www.slochamber.org www.visitslo.com 4 HOW • Dedicate sufficient staff time to this project • Create a model of working together for the common good among staff, council members, landowners and developers Develop a comprehensive approach to the need for parking downtown WHY • Accessibility to the downtown must be a priority in order for it to be a vibrant center of our community • Housing vehicles in a parking structure is more efficient and environmentally sensitive than using valuable land for surface lots • Bringing people into the downtown has a positive economic impact on the entire community HOW • Approve and build the Marsh Street Garage Expansion • Adopt a modified Parking and Downtown Access Plan to include more flexible triggers • Expand the parking district • Get Palm II underway Aggressively support and build the Copeland's Court SL/Palm St. Chinatown Historic District Project WHY • Strengthens San Luis Obispo's sense of community • Improves the viability and vibrancy of downtown • Enhances the image of San Luis Obispo as a unique destination center • Increases needed retail tax revenues • Keeps development in the urban core, thus promoting compact urban form • Highlights the important historical elements of the district HOW • Approve the Marsh Street Garage Expansion • Direct staff to continue to work closely and cooperatively with the Copeland's team • Stay on a time line for a realistic and feasible completion date • Generate enthusiasm in the community for the project Pursue a Community Beautification Program WHY • Enhances our quality of life • Improves the ambiance of the community • Elevates San Luis Obispo's status as an attractive tourist destination • Provides a safer environment for residents and visitors HOW • Work with local designers and tourism industry professionals on clear and consistent citywide directional and tourist signage • Provide adequate signs throughout the city • Improve downtown lighting by establishing an "Old Town" lighting district using turn of the century "gas light" style lights • Offer paid sponsorships, similar to the downtown benches, for these lights • Improve and widen sidewalks Increase tourism promotion WHY • Tourism is a clean industry that is consistent with our environmental and community ethics • The desire to bring tourists into the area motivates us to preserve the unique character of our city • It provides many base level jobs • Tourism brings new dollars into our community • Both the private and public sector benefit from the tax base tourism provides HOW • Allocate an additional $50,000 to promote the City of San Luis Obispo via the City's ad agency • Spend City dollars more efficiently by directly promoting the City of San Luis Obispo • Direct the Promotional Coordinating Committee to emphasis advertising of the City over regional marketing Maintain a well balanced and professional City Economic Development Program WHY • Helps preserve our history of selective and managed growth • Promotes new head of household jobs for the area • Provides significant positive impacts on the economic health of our community M Establishes a framework for "best practices" in the use of land and other resources HOW • Continue to support the Economic Development Manager • Add an Economic Element to the city's General Plan • Assign adequate staff and time to crucial economic development projects • Consistently apply the relationship of economic health to quality of life in decisions regarding use of resources Thank you for your consideration of these goals and for inviting input from the community. We look forward to participating in a productive Council Goal Setting Process for 2001 -2003. Sincerely, DaveJuhnke Chairman of the Board ■TRANSITIONS■ January 4, 2001 Bill Statler, Director of Finance Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Re: The Council of Goal- Setting for 2001 -2003 Dear Bill Statler, Director of Finance, I work as the Family Advocate for Transitions - Mental Health Association. In that job I work with the family members of people with mental illness as well as directly with people who are mentally ill. I have worked with 200 people in this position and hear about many concerns and needs regarding services and resources. One of the most critical needs in the City of San Luis Obispo is that of housing for people who are low income, who suffer the stigma of mental illness, and homelessness. As a member of the mental health community, I ask for your support for funding and citing low- income housing. In addition, we would like to see education and acknowledgement of need when placing residential programs in neighborhoods. The emotionally disturbed children and mentally ill adults living in or residential programs are local citizens in need of a stable residential program. The onerous use permit process often favors citizens without disabilities over those with them. The licensed programs managed by Transitions - Mental Health Association are staffed with dedicated, educated individuals, and the independent housing we administer has a screening process and some staff support. The direct by product of a lack of housing is local people with a mental illness who are vulnerable to homelessness exploitation and a lack of stability that can lead to exacerbated symptoms. We are asking that the City Council and staff consider the issues related to housing mental illness and homelessness and the creation of an environment where disabled citizens are not displaced or stigmatized but live safely, living in our shared community. Respectfully oLru ��_ I� Janice Holmes Family Advocate Post Office Box 15408 • San Luis Obispo, CA 93406 • phone 805.541.5144 • fax 805.541.9480 Mr. Bill Statler, Director of Finance City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Mr. Stader: As a spokesman for the San Luis Obispo Art Center — its 984 members, board of directors, many active volunteers, and 45,000 visitors per year — we believe the City should continue to nurture the arts. Protect its sites. Further its growth. The bottom line — be a City that not only values, but also promotes the arts as one of its most valuable charms, commercial attractions and cultural assets. Briefly, here are our recommendations and our concerns: • The Art Center is in the first stage of a remodel and expansion project. A needs assessment has been completed and the Art Center Board of Directors has selected an award - winning architectural firm to design the expanded and remodeled Art Center. We anticipate having a design ready for approval in approximately six months. The second fundraising stage will be ongoing during the 2001– 03 time frame. The City can help implement the project by: a) Assisting in our quest for grants in support of the Art Center expansion. b) Designing street parking and traffic patterns that further the enjoyment of a downtown cultural core. • We applaud the City's efforts to enhance downtown vitality; with outdoor dining, mission style sidewalks, clear signage and public art. • Public safety issues require a continued presence of uniformed police officers in the downtown area. • The Promotional Coordinating Committee needs more than $103,000 to distribute to agencies that successfully do the every day job of providing all- important cultural programs for our citizens and visitors. It is to the City's benefit to increase PCC funding. Our social, cultural and recreational organizations do their job very well — we are the museums, we staff the jobs, we pay the artists, we greet the visitors and we entertain the corporate employers — and we do it efficiently and on budget. • Carefully study the advisability of an Arts Commission. The Art Center is eager to be a partner in the discussions. Thank you for the opportunity to make these suggestions. Please feel free to call me at any time to discuss any of these matters. The San Luis Obispo Art Center is our city's very own beacon for the visual arts, as well as a vital resource for the entire region. Personally, I feel very strongly that we have a mandate to do a great deal more. Sincerely, V" Karen Kile Executive Director 1010 Broad Street at Mission Plaza P.O. Box 813, San Luis Obispo, CA 93406 • (805) 543 -8562 • FAX (805) 543 -4518 The San Luis Obsipo Art Center is a 501(C)(3) non -profit art organization dedicated to the promotion of the visual arts. N /Alb.- FAOUN�aanOONN �F�O.�R+ THE January 5, 2001 t']�l J CEN 1 PAR City of San Luis Obispo Attention: Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Dear Council members: RE: GOAL SETTING AND THE PERFORMING ARTS CENTER Background Over the past 13 years the City of San Luis Obispo has been a partner with Cal Poly University and the Foundation for the Performing Arts Center (FPAC) in designing and building the magnificent San Luis Obispo Performing Arts Center. Since its opening in 1996, more than 100,000 visitors each year have attended events at the Center; it has brought both cultural and financial benefits to our community. A UCSB economic report showed the first 13 months of the Center's operations in 1996/97 brought in a total of $8.3 million in economic activity to the County of San Luis Obispo, with the City of San Luis Obispo receiving the majority of that benefit Today, that total is certainly much greater, as is the wealth of cultural events hosted at the Center. It is surely fair to say that none of the partners -- including the City Council that voted to involve itself in the effort -- anticipated the huge cultural success of the Center or its contribution to the local economy. Since 1996, the partners have continued to support the Center financially each year -- providing the equipment essential to running it; funding repair and maintenance of major equipment items; and supporting annual operations. Individuals and organizations in our County, through their contributions to FPAC, have provided a total of over $10.2 million to the project, far exceeding the amount of the original FPAC commitment. The City has generously contributed a total of approximately $5.5 million to the project and the University has contributed a total of approximately $20 million thus far. The partners have learned from experience that approximately $500,000 is required on an annual basis for operations to sustain this level of successful utilization. In addition, approximately $2 million is required to complete the facility's equipment needs. In recent months, a consensus has emerged that a four -year campaign to raise $10 million for endowment (generating $500,000 in annual operating income) and $2 million for equipment is the most responsible and effective way to provide for the Center's stability and future. - P.O. Box 1137 San Luis Obispo Caldomia, 93406 /0 805/541 -5401 Fax 805/781 -3484 Page 2 �,W go :tI1�7 The partners feel that it is important to use this hearing process to keep the City Council apprised of these discussions. The University is pursuing a plan to contribute one -third of the monies required ($4 million). The Foundation is prepared to make plans to raise a further one -third of the monies, on the basis that the City will continue to be a dollar -for- dollar matching partner of the Foundation. The exact funding requirements of the campaign and their timing will be the subject of careful examination in the coming weeks. ./Cr' a Although the City and FPAC have been generally equal partners, FPAC has contributed considerably more than the City — its equal partner. Yet the City is receiving income or revenue from the investment of all the partners. Contributions to assure the continued success of the Center really constitute an enterprise investment for the City, not just another cost, for it is probable that the community benefits from more than $8.3 million in economic activity as a result of the Center's current operations. Moreover, as long ago as 1996, the Center was supporting 146 local jobs, bringing in large numbers of overnight visitors and generating over $3 million in personal income. All of these economic activities have increased -- and certainly will continue to increase if we complete the partnership investments. The continued and growing contribution that the Center makes to the community's quality of life is, of course, an equally important reason for this investment decision. HOW? The Center's design, its building and its funding were all done as a result of a unique public - private partnership agreement. This request continues the partnership concept with this additional highly desirable prospect: We are within four years of a steady -state operation. The $12 million endowment plan gives the partners a realistic expectation that the Center's success will become truly secure. In this way, with the three partners each contributing a one -third share, we will secure the future of the Center and will do it in the next few years. Only by doing so can we maintain the value of our original investment; only by doing so can we continue to realize and increase the important economic benefits that the Center provides to the community; and only by doing so can we assure the Center's continuing enrichment of our community's cultural life. Sincerely yours, i Bert Forbes President 1) Bill Stater - Council Goal Setting _ rd9C From: "David L. Spaur" <spaur @sloevc.org> To: <bstatler @slocity.org> Date: 1/5/01 5:04:58 PM Subject: Council Goal Setting Written Notice for Council Goal Setting 2001 -03 The EVC Board of Directors obviously doesn't comment on individual cities. However, as a staff to the EVC and contractor to the City I feel obligated to encourage the Council to continue with the Airport annexation and, to budget appropriately in the five year Capital Improvement Program, funding for infrastructure to serve new industrial and Business Park areas brought into the city limits. I would also like to request that the Council continue funding the small business loan program through CDBG and support continued funding for the EVC through the Economic Development Managers office. Thank you. Dave Spaur President & CEO Economic Vitality Corporation of San Luis Obispo County Tel: 805.782 -9156 Fax: 805.781 -6193 CC: <sstanwyc @slocity.org> January 5, 2001 TO: COUNCIL MEMBERS AND MAYOR FROM: Jean Knox, 982 Bougainvillea Street, San Luis Obispo, CA 93401 (805) 544 -0651 RE: GOAL- SETTING MORE HOUSING FOR SAN LUIS OBISPO – AT GREATER DENSITY ALONG TRANSPORTATION CORRIDORS We moved to San Luis Obispo in 1986. Since that time it has always been the case that housing was "expensive" and that people "couldn't afford to live here." And we have seen many young people with families move to Atascadero and elsewhere. I am particularly disturbed that it seems that many of our police and teachers live elsewhere and wish they lived in San Luis Obispo. To make this story short, I believe it would be helpful to develop denser housing along specified tran sportation corridors. Even though we can expect more people to move here, especially if housing prices decrease, our planning will make it easier for everyone to exist. I don't want our city to become like San Jose. I think some of this housing should be apartments, such as those Cal Poly and Cuesta are discussing. And perhaps private builders could be encouraged in this area, too. But perhaps there could be some creative ways that people could group together and build condominiums —maybe on the order of the People's Self Help Housing (although I don't know a lot). My idea is that there might be groups of 6 – 10 people doing this. it seems that for the people who can't afford housing in San Luis Obispo, most are able to afford their rent every month. So, perhaps just a small boost is needed in the financing and planning. I know we once had and may still have one cooperative apartment. If it worked, that would be another ownership option. My opinion, however, is that economic limitations, such as are necessary for the Housing Authority, cause hard feelings. (By the way, I like how the housing authority houses are spread throughout the City and think they manage the units well. I especially like the programs they have for the children). It also seems important to work closely with the rest of the County on this. Otherwise it seems that the land gets developed and then the City gets whatever happened. Thank you. F REC JAN 0 8 2001 SLO CITY COUNCIL /3,— Bill Statler - goals survey Page 1 , From: <KevinBikes @aol.com> To: <bstatler @slocity.org> Date: 1/8/01 11:48:50 AM Subject: goals survey 1/8/2001 To: City Administrative Officer, I received your survey requesting I 'share the three to five things that I believe should be the City of SLO most important, highest priority goals to achieve during 2001 -03.' 1 just couldn't seem to organize my thoughts in a mode to fill out your form, so here they are in another way. I'm going to leave it up to you to compose your specific goals. And I'm sure you have heard what I have to say before, but a€ I you asked. My input is that I believe transportation management, in all aspects, should be at the top of your list. I know that growth of both downtown and the surrounding city will compete for the number one spot. But, growth without proper comprehensive transportation mitigation will have a permanent negative impact on our beloved city. My largest concern is that with continued city growth, bicycling as a form of transportation and recreation could be overridden by the automobile. Beyond this my concerns are, traffic speed in all our neighborhoods, traffic speed and aggression on the arterial roads and a continued pedestrian friendly downtown. Another way to put this is: I don't think that when considering traffic and parking issues that fast car trips and the ability to park in front of your favorite store should be paramount. Areas to focus on: - Continued integration of bicycle transportation considerations in all issues concerning both automobile parking and automobile traffic flow. My fear is that with the intense focus we in SLO have on the downtown parking issue, that safe useable bicycle transportation corridors /needs may take a back seat. With increased traffic, bicycles can become a big part of the solution but they also can become a higher risk to ride without proper planning. Although this is not a specific goal, I request that you wrap it into what I expect will be one of your goals &E" the downtown parking issue. - Update signal lights to be triggered by bicycles. Many of the towns signal lights were set up to be triggered by cyclist sometime in the 80's. This is a great thing for bicyclist and allows them to operate like motor vehicles, as the law requires. (They don't have to wait for a car to trip the signal, go up onto the sidewalk to press the pedestrian crosswalk button - if there is one, or run the red light.) Some of the ones installed still work, many dons€ TM't and it appears that new installations were not continued. When these triggers don't work it forces cyclist to cross on red. At certain times of the day it is nearly impossible. Problem (triggers don't work or donAE TM't exist) lights I have encountered: • Left hand turn lane of Broad St. to Foothill. • Left hand turn lane of Foothill to Los Osos Valley Road • Left hand turn lanes of Broad St. and Tank Farm Road (all four directions) Walnut St. at Santa Rosa (at least from the Police station side - I haven't tested the other direction. If Bill Statler - goals survey rage ! .. - The bike lane / intersection of South Higuera St. and South St. (when traveling North on Higuera) needs some attention for safety concerns. Currently the bike lane ends where the Right Hand Turn lane begins. The biggest problem is that the cars turning right cut -off cyclist at the point where the RH turn lane begins. This happens because of the bulge out of the sidewalk. It is a frequent occurrence due to the high volume of traffic turning right onto South Street. Additionally, at this point there is a hazardously high lip between the cement curb skirt and the asphalt road, which runs perpendicular across the bike lane. At very minimum I would like to see this lip ground off. Ideally, I would like to see the sidewalk bulge eased so that cyclist have room. - I think that the bike path that runs from Orcutt Rd. nearly to the Train Station is a great start! Extending its ends to Cal Poly and Tank Farm Road will make it a real bicycle corridor! When this is done a safe solution to crossing Orcutt Rd. needs to be put in place. The signs currently request that cyclist dismount and cross at Laurel Ln. I feel this solution is more hazardous than crossing directly at the point of the bicycle path /road intersection. - I know that the mid - Higuera St. future plans will be on your agenda this year. I'm very supportive of a bike path being run down the creek. I request that planning on this take bicycles in mind as a form of transportation. What I'm getting at is, don't make a curvy bike path just to be curvy. At speeds of 15mph and above (reasonable commute / transportation speeds) unnecessary curves become an impediment and potential hazards. - OK, I've harped on the bicycle thing enough. My other big concerns with traffic mainly center around automobile speed in our neighborhoods and on the arterial streets. In most cases I think the posted speed limits are low enough, but that is not generally the speed people drive. I believe that keeping speed down is a major key to a pedestrian friendly / safe community. I don't know that you have the power to do anything about this. It is an enforcement thing and I realize there's no way to have the police be everywhere at all times (in, fact I praise them for the great job they are doing for us). But since I'm not an expert on this, I'll pass it to you hoping that you may be able to work some solutions. Following is a list of the streets where I have seen the most consistent offenses: Santa Rosa (from Highland to Monterey), Highland (from Hwy 1 to Patricia), Patricia, Foothill, Broad St (biggest problems encountered between South St. and Orcutt, California (from Cal Poly to Monterey), Johnson (from Buchon to Orcutt), Tank Farm Rd., (Oh yeah, if someone can figure a way to get drivers to use their blinkers they should be eligible for some sort of national award.) None of this is meant as a complaint. I feel that the level of awareness on these issues in SLO is higher than most. My point is to keep the awareness and priority level on these issues at the top as we continue to deal with the inevitable growth of our town, state and country. Thank you for asking! Kevin Christian 610 AI -Hil, SLO /S Bill Statler i. -805J83-0942 keiViilbikes(baolxorn .116 January 5, 2001 The City of San Luis Obispo Department of Finance 990 Palm Street San Luis Obispo, California 93401 Dear Department of Finance Personnel: Since coming here twelve years ago, I've seen this city's cultural life become a daring reality, than in great part to our Arts Council's efforts. We are known statewise, even nationally, for the scope and quality of our arts projects. The Arts Council cannot continue maintaining them without meaningfid financial support on the City's part. Who knows what wonders lie ahead if this support is given? Sincerely, •t1dJ illiaQn ceson 375 Branch Street San Luis Obispo, California 93401 /7 p Bill Statler - City Goals Program _ r dyZ. From: <RbEjDeLong @aol.com> To: <aseftle @slocity.org >, <jewan @slocity.org >, <cmullholland @slocity.org >, <jmarx @slocity.org >, <kschwartz @slocity.org> Date: 1/3/01 4:59:49 PM Subject: City Goals Program Honorable Mayor and City Council: January 3, 2001 As a former member of the San Mateo County Arts Commission and a former President of the San Luis Obispo County Arts Council, I have a strong belief in the importance of arts and culture to the livability of a community. With the increasing sameness produced by chain store commercialism, I believe it is evermore important for cities to emphasize quality of life issues which make each community as unique as possible. Unfortunately, the importance of these considerations is frequently lost in the everyday pressures facing local decision makers. Frankly, I believe each city needs an appointed board charged with maintaining the necessary focus on arts and culture and to serve as an arts and culture advocate. Many cities accomplish this with the CouncilaE TM's appointment of a citizen commission. As you consider your two year goals, I respectfully urge you to create a City Arts Commission patterned after the others in numerous California cities. As a former City Manager, I fully appreciate the reluctance of City Councils to appoint yet another citizen committee and to devote the necessary staff resources to its operation. While I believe the benefits from appointing an Arts Commission far outweigh the disadvantages, I would suggest that you at least consider budgeting funds for an interim arrangement with the County Arts Council to serve in this capacity. Thank you for your attention. Sincerely R. B. DeLong M MW Mm MWNCLUM i.l1rLLUN LLUW The San Luis Obispo Supportive Housing Consortium P.O. Box 12158, San Luis Obispo, CA 93406 Consortium Chair. Rachel Richardson, (805) 781 -3660, FAX (805) 781 -3664 January 4, 2001 Mayor Allen Settle City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Mayor Settle and City Council Members: The goal of the San Luis Obispo Supportive Housing Consortium is to encourage the development of affordable housing, combined with supportive services for special -needs clients. Consortium member agencies serve the homeless, physically or developmentally disabled, mentally ill, victims of domestic violence, HIV /AIDS patients, and those in recovery from substance abuse. At our January meeting, we reviewed projects applying for CDBG and HOME funding and voted to endorse these projects to serve special -needs clientele: Development/Acguisition of new units: $230,000 for the SLO Women's Shelter transitional house in San Luis Obispo $100,000 for the Sojourn 4 unit project in San Luis Obispo Rehabilitation to preserve existing units: $25,000 for the AIDS Support Network Adriance Court rehab in San Luis Obispo Clients of Consortium member agencies have an extremely difficult time competing for housing on the open market. The TBRA program provides funding to assist clients with first/last month's rent and security deposits to facilitate obtaining housing but it cannot ensure availability, affordability and accessibility of rental units. Only by purchasing, developing or rehabilitating rental units for use by our clients, are we able to ensure their access to housing. We thank you for your serious consideration of these applications and for your efforts to ensure the wellbeing of the most vulnerable members of our community. Sincerely, e Rachel Richardson, Chair .iL;N: 0 9 7001 9LO CITY COUNCIL R7 mason him SAVE SLO ° 4 January 2001 " 4 .,,DOWNTOWN To: Members of the City Council, San Luis Obispo "o�AUr4J Attention: Finance Re: Priorities for San Luis Obispo Dear Council members, Our group would like to see the city council and staff work on the following priorities. L Revision of the General Plan The time is up. The Circulation Element (CE), especially, needs to be revised —with an emphasis on the southem part of the town (Prado road area from LOVR to Broad Street). Budget: Staff + $40,000 for eventual consultants 2. Pedestrian Transportation Plan Produce the citywide Pedestrian Vransportation Plan as promised to the citizens in CE 4.7. This is a network of pedestrian/bike paths which is independent from arterial roads, crossing arterials by bridges, where possible. In this context, the Bicycle 71ransportation Plan of 1993 also needs revision. Budget: Staff + 20,000 for consultants/students 3. Downtown: Task force and public workshops —under the guidance of the Community Development Department a) Set up a Downtown Task Force as proposed by Jan Marx. b) Hold public workshops about the physical planning of downtown, especially transportation. A specific plan for downtown transportation is needed —a plan developed by professionals together with the public. A petition with regard to this matter, signed by 1,000 people in 1999, has never been responded to by the city council or staff. Budget: Staff + $200,000 (similar exercises in Arroyo Grande and at Cal Poly cost more than $300,000) 4. Parking demand reduction measures Address parking demand reduction measures as proposed by Meyer Mohaddes and others (also called TDM, or Transportation Demand Management). This includes Park and Ride within city limits, more van pools, better parking management, fewer parking perks for city and county employees, etc. The city's trip reduction plan (CE 1.9) is a good beginning, but it contains incentives only —no disincentives. The next phase for the bike path along the railway up to Cal Poly is also needed. Budget: Staff + $3,000,000 for implementation Thank you for considering these points. Sincerely, .Save SLO ,i Jean A. Seay Save San Luis Obispo PO BOX 1145 San Luis Obispo, CA 93406-1145 Eugen Jud CEl 111, Ar U g 1001 1 'LO CITY coLp,,,,'. W111 RICHARD SCHMIDT 112 Broad Street, San Luis Obispo, CA 93405 (805) 544 -4247 e -mail: rschmidt @calpoly.edu January 5, 2001 To the City Council: Responding to your request for action/budget items for the next two years, here is a long list of requests. I hope particularly that the council will deal forcefully with the serious traffic and slumlord issues that are destroying the quality of life in many of our fine older neighborhoods, as well as with matters of enhanced open space protection, creek protection, and higher level community- benefit planning. Thank you for considering these items. Sincerely, Richard Schmidt 1. Neighborhood Vitalization: Through Traffic Volumes One consequence of the city's rampant commercial growth is an increase in cut- through traffic in residential areas, as arterials are perceived to become congested, and neighborhood streets offer alternative bypass routes. The city leadership has been totally asleep in dealing with this issue. Some city staff, moreover, have unilaterally taken actions (or inactions in the face of requests for action) that make things worse — apparently deliberately and in flagrant disregard for.the welfare of neighborhood residents. In effect, residents of traffic - impacted neighborhoods are paying a heavy penalty -- loss of peace and quiet, loss of full use of their property, probable loss of property value, costs of taking mitigation measures of their own (I recently spent a huge amount of money on private mitigations) -- while the city grabs the sales tax benefits of commercial growth. This is inequitable and wrong. The city has adopted policies in the General Plan (Circulation and Land Use Elements) limiting through traffic in neighborhoods and committing to neighborhood protection and preservation. These policies have the force of law, and the law needs to be followed by Council Goal Setting, Schmidt, Page 1 RECEIVED IAN �..� SLO CITY C the city. To date, these policies have received nothing more than lip service from the city. They need to be respected and followed by the city. Simply doing this will go a long way towards alleviating the through - traffic problem. Request 1: That the council commit to doing what it takes to limit traffic volumes in neighborhoods to those volumes specified in the General Plan, and commit to taking whatever actions are required to reduce through traffic volumes in neighborhoods where it has allowed volumes to creep above the General Plan maximums. Request 2: Mandate that from here on, all CEQA work on commercial projects must include a realistic and honest assessment of neighborhood traffic impacts of the project throughout the city (i.e., not just nearby). 2- Neiahborhood Vitaliz Through - traffic, for the most part, doesn't respect neighborhood and residential values. Drivers are simply intent on getting from one place to another as quickly as they can. In their wake, they leave frayed nerves, dead pets, banged up parked cars (I've suffered two hits in 2000 alone), fear for the safety of our children and selves, etc. Thus speed has become a problem in many of our older neighborhoods. We are not talking about minor speed infractions. On my street, we have freeway -speed traffic that the city refuses to do anything to control. The general flow of traffic, while less than freeway - speed, far exceeds the 25 mph speed limit (which Public Works refuses to post adequately despite repeated requests over many years). Yet the city pretends there is no speed problem. In fact, Public Works has concocted mendacious alleged traffic speed and volume figures which bear no resemblance to reality on neighborhood streets, claiming there is no problem because these bogus numbers are within the Circulation Element maximums. One can speculate on the reason for this, but the fact remains: the city uses false figures to excuse its inaction, even to the point of incorporating these false figures into EIRs (For example, please see the voluminous correspondence on this particular issue between myself and the EIR consultant, in the Dalidio EIR). There are many ways to control neighborhood speeds: stop signs, speed humps that effectively control speed, lane narrowings which force slower speeds, etc. These are not costly when compared to what the city spends the bulk of its funds doing ($12 million subsidy for the Dalidio Project, $2 million subsidy for auto park expansion, $9 million subsidy for Copelands' private project, $1.4 million for the new Utilities Department Buidling, $8 million for the Marsh Street Parking Garage expansion, etc.). For a modest annual budget, the city could effectively deal with neighborhood traffic speed problems throughout the city. In fact, the council has appropriated funds in the past for neighborhood traffic improvements which staff has bottled up and diverted to other purposes (most recently, $25,000 diverted to the bus transfer station on Santa Barbara Council Goal Setting, Schmidt, Page 2 7/2/ Street). Request: Appropriate $250,000 per year for the next two years for physical neighborhood traffic speed and flow measures to begin to attack the backlog of such problems. Then direct staff to accomplish these, not to stand in the way of accomplishing them. �.t C•1,1• • • • • • , • ll• =_t 1111GIMMInfl4 \fM1•074M • • 0 �111d�F� On many neighborhood streets, my own included, through commercial truck traffic is a major problem. Through trucks are not allowed on such streets, but absent signage they may be unaware of that fact. The situation is impossible for the police department to enforce given previous council commitment to devote the bulk of police patrol resources to Downtown and other commercial areas rather than to neighborhoods. Trucks are a disruptive force in any neighborhood. They are noisy, they shake and damage our homes, they are dangerous as they speed by just like speeding autos intent on getting to the freeway or wherever, they spew toxic diesel exhaust into neighborhood air to be breathed by the old, the young, by joggers, etc. (Diesel is a known carcinogen, it is known to harm respiratory organs, and recently it has been found that inhaling small quantities of diesel particulates can touch off sudden heart attacks in normal individuals -- this is a health menace in our neighborhoodsl). Commercial trucks don't belong in neighborhoods unless they are transacting business there. i n : Public Works, although the city code gives it the authority to do so, has flat out refused to post signs prohibiting trucks where they are prohibited, like on North Broad Street. This flies in the face of accepted practice in other cities, where such signs are posted as frequently as every block. Request: Direct Public Works to erect signs prohibiting through commercial truck traffic on all neighborhood streets where such traffic is a problem. Allocate funds for such signs. Freeway exit at North Broad Street: On North Broad, the city needs to find a way to prevent highway trucks from exiting into this neighborhood. The city can certainly post signs on the city -side of the exit prohibiting trucks (though what the trucks do once they've reached that point isn't clear). The city could also request that Cal Trans post the exit as "no trucks permitted" or whatever. (In addition to the neighborhood issues, this exit isn't designed for, or safe for, trucks. An exiting truck must cross into the on- coming on -ramp to make the exit curve -- and sooner or later somebody's going to get killed at this exit because of that.) Council Goal Setting, Schmidt, Page 3 z3 Request: That the city take every measure it can to get the North Broad freeway on- and off -ramps signed by Cal Trans as closed to trucks. If staff cannot work this out with Cal Trans, I request that the CAO and mayor work directly with Jack O'Connell who has good Cal Trans connections in Sacramento. Truck Route Ordinance: The city has a truck route ordinance that clearly prohibits the largest commercial trucks from neighborhood streets. However, an increasing amount of the through commercial truck traffic on North Broad falls into what to a layman are gray areas — the tow trucks speeding to the freeway, the hundreds of contractor and similar commercial vehicles per day going to and from the freeway, the countless UPS trucks going between freeway and Foothill, etc. The truck route ordinance needs revision to protect neighborhoods from intrusive through -truck traffic. Our ordinance regulates trucks weighing at least 5 tons, or 10,000 pounds. This may not cover the hundreds of annoying diesel contractor trucks that speed back and forth on North Broad daily. Other cities, however, have different standards. I have noticed, for example, that in both Santa Barbara and San Francisco residential streets like Broad are posted with signs at each block prohibiting commercial vehicles in excess of 3,000 pounds. This is a more stringent limit than our ordinance, and would make life in our neighborhoods much more pleasant than it is at present. Still other cities have signs posted to the effect: "Through commercial vehicles prohibited. For loading and unloading use nearest intersection." Alternatively, the city's truck route ordinance already contains a provision (10.48.050) which allows the council, by resolution, to prohibit the use of any street by any commercial vehicles, and then post that street as being off limits to such vehicles. So, simply using this provision of the existing ordinance to deal with problem streets like North Broad might be a quick and very easy way to solve the present problem once and for all. Then, any truck not having business in the neighborhood, would be in automatic violation, and could be fined. Request: That the city commit either to making use of the existing truck route ordinance to prohibit all through commercial vehicles on problem streets like North Broad, or that it revise the ordinance to incorporate a 3,000 pound limit on commercial vehicles on residential streets, with, of course, through commercial vehicle traffic prohibited regardless of weight. That funds be set aside for immediate signage of these prohibitions. There is a second concern with the truck route ordinance: a giant loophole which exempts trucks belonging to public utilities. North Broad has become the chosen freeway ramp for huge PG &E trucks, which are not doing business within the Council Goal Setting, Schmidt, Page 4 2� neighborhood, but simply rumbling back and forth through it to get to and from the freeway, creating a neighborhood nuisance, polluting the air with their diesel, etc. These vehicles don't belong in the neighborhood any more than the semis and gasoline tankers which also use the street but don't belong there. Request: Delete the utility company vehicle exemption from the truck route ordinance. There is no rationale for a blanket exemption, and PG &E's abuse of Broad Street indicates the need for this change. 4. Neighborhood Vitalization: Freeway Ramos wnlcn uraw i rattic i nrouan Neighborhoods The location and design of the Highway 101 freeway ramps in the older part of town leaves much to be desired — their narrow, tight turns are dangerous, and they lead from and dump onto residential streets. There are also just too many exits and entrances from the freeway. The ramps with the impact on the largest neighborhoods are those at Broad Street. Because of this impact, as well as because of their redundant placement a mere block and a half from the Santa Rosa/Osos ramps, the Planning Commission as part of the so- called 1994 Circulation Element update recommended that the city Circulation Element call for closing these ramps eventually, and requesting that Cal Trans include that recommendation in their long -range planning. For reasons politcal and bizarre, the council adopted that recommendation for the Broad ramps on the south side of the freeway, but not for the north side where the neighborhood degradation caused by the ramps is even greater. If these ramps were to be closed, it would, among other things, pretty much solve the through -truck and freeway speed problems faced by the street. Request: The council proceed on the previous planning commission recommendation by revising the Circulataion Element to show eventual closure of the Broad Street ramps as part of the city's circulataion plan, and so inform Cal Trans and request their planning reflect this deletion. [7-JTeFT*JMfiM- Although not unique among residential streets (Chorro, Pismo and Buchon come to mind), North Broad is one of the most heavily and adversely impacted by through traffic of all sorts. Speed remains a unique problem on this street, and creates exceptionally dangerous problems. As the street has become a cross -town speedway, the rudeness of drivers in a hurry increases: I have of late been the recipient of numerous hand gestures and shouted f- words simply for trying to park my car in front of my house while some impatient driver behind me was inconvenienced by this simple residential act, have been tooted and headlight - flashed at by tailgaters because I was driving the 25 Council Goal Setting, Schmidt, Page 5 0 ,� mph speed limit, and am frequently passed by people driving near - freeway speeds. As traffic volumes and speeds have increased, it has become difficult for many of us to attempt to use our driveways; but parking on the street means often waiting a minute or more for a break in the traffic so we can enter our cars, and then for another break to pull away from the curb. All this on a 36- foot -wide residential street lined with cute little housesl Traffic volumes have risen dramatically since 1996, when the city undertook a deliberate secret effort to move traffic from Chorro to North Broad. The Circulation Element states that traffic volume on the street should not exceed 3,000 vehicles per day (which is an awful lot for a residential streetl), but current volumes are about double that (a fact the city denies — but the city is wrong: it uses bogus traffic counts taken when the street was closed to through traffic, for example). Likewise, current speed is a problem, though the city denies this, and cites bogus speed figures as evidence. What is amazing is that the city Public Works Department continues to try to pretend that black is white, and thinks nobody can tell the difference. Broad Street is no stranger to traffic problems and attempted solutions; in fact, it has an "honorable' record as this city's pioneer traffic calming guinea pig street for both stop signs and speed bumps. As far back as 1974, residents sought city help with speeding. After a city speed check found vehicles driving as fast as 70 mph at 4 p.m. on a weekday -- and after a kid on a bike was killed by such a car — , four stop signs were put in — over the objections of Public Works — explicitly to slow traffic. This was the city's first residential traffic calming experiment. In 1984, one stop sign was removed, and four speed bumps were installed. This was an even more effective method of speed Control — it kept speed down to no more than 30 mph at bump locations. These bumps were quiet, effective, self- enforcers of speed until 1996, when in a scheme concocted by Public Works, they were removed as part of the dismantling of the Chorro Street fiasco, of which they were never a part. Their replacement by the wimpy, marginally effective bumps now present opened the street to the transfer of hurry-up traffic from Chorro, and has made speeding once again a major issue on North Broad. To make matters worse, the present bumps were poorly constructed and have rutted and deteriorated. At present, Broad represents a speeder's bypass for Santa Rosa and Chorro — there are fewer stop signs than on Chorro, and the bumps do not substantially inhibit speed for many types of vehicles. This, I believe, was accomplished by intent of Public Works. With that broad background, I request the city deal in the next two years with the following traffic speed, volume and safety needs of North Broad Street. It is clear that the city owes this neighborhood recompense for neglect, for intentional infliction of traffic, and for mitigation of continuing commercial growth from which the city profits. a. Speed bumps in 0 -100 and 100 blocks. It is clear that the present bumps are inadequate to enforce the speed limit. It is also clear that the police department Council Goal Setting, Schmidt, Page 6 20 lacks the resources to actively enforce the speed limit. It is clear from history that properly constructed bumps can enforce the speed limit. The present bumps are rutted and in poor repair, and need repair. Request: That the city repair the existing bumps, and in the process reconfigure them in height so that they are like those installed in 1984 which proved that they can silently enforce the 25 mph speed limit day and night, 365 days per year, year after year. b. Broad and Chorro previously had the same number of stop signs, so there was no inducement for traffic to switch to one street or the other to save a stop. Now, Chorro has more stops than Broad, and this point is not lost on drivers in a hurry. The result has been deleterious to the safety and peace and welfare of Broad Street residents as the street attracts a disproportionate number of rude, speeding drivers. To equalize the stop-and-go of traffic with Chorro, stop sign parity needs to be restored. Request: Reinstall the stop sign previously located at Broad.and Murray. Note that this is at the precise center of the long stretch of Broad where speeding is the greatest problem, and thus can be justified in the interest of reducing speed as well as restoring parity. c. One of the things that the city has accomplished by slowing the flow of traffic on Foothill and Santa Rosa with a plethora of overly complex and long - cycling traffic signals is to create a whole new pattern of cut - through traffic involving Tassajara, Ramona, Broad, Meinecke, Murray, Lincoln and Chorro. I have lived on Broad long enough to see that with each new signal and each newly complexified signal cycle, we see an increase in cut- through traffic. The intersection of Ramona and Broad is configured to facilitate this careless and reckless in -bound cut - through traffic. While the corner radius at the northwest corner is tight, in a typical urban configuration, that at the southwest corner is very broad, which encourages speeders on Ramona to slow, rather than stop, and then turn right on Broad without ever looking to see if a pedestrian or on- coming vehicle might be in their path. If the corner radius on the southwest corner were the same as that on the northwest, safety for everyone would be improved, and cars would have to come to a stop before turning. If this change isn't made, it's only a matter of time till a pedestrian is killed at this corner, and that probably means one of the elderly Village residents will be the victim. This is a safety problem that cries out for correction. Request: Reconstruct the turn radius at the south side of the Ramona/Broad intersection to duplicate that at the north side of same intersection, to make the radius tight in order to slow cars making turns into and out of Ramona and improve Council Goal Setting, Schmidt, Page 7 a7 pedestrian safety. d. Speeding the flow of traffic on Foothill and Santa Rosa is essential to helping the cut - through problem in the Broad - Chorro corridor. One obvious need, which wouldn't cost much, is a permanent right turn lane from eastbound Foothill onto Santa Rosa, at the Texaco station. It is possible this could be done simply by restriping Foothill. But this needs to be done, even if some frontage must be purchased from the Texaco station. In fact, with the pending acquisition of Texaco by Chevron, this station will become superfluous, so this would be a good time to undertake an acquisition. The station, should it continue under a different banner, could be reconfigured with pumps on the opposite end from those that would be affected by street widening. Request: Create a right turn lane from eastbound Foothill onto southbound Santa Rosa, even if this requires partial purchase of a pumping lane from the Texaco station (which it may not). e. Traffic calming needs to move into a new phase on Broad. Street, and this can be combined with esthetically - pleasing street features. In specific, functional/decorative bulbouts/lane necking should be built at key entry intersections: Broad - Meinecke; Broad - Murray; Broad - Lincoln both to announce entry into a residential area and to physically reduce lane size to force traffic to slow. In fact, such bulb -downs were approved by the council years ago at Meinecke, funds were appropriated, and the project was set to go when staff sandbagged this council directive first under the guise of doing environmental review, then by endless stalling, and finally by transferring the designated funds to another project. It is time now to revive this project, and expand it to the the three intersections listed. When this project proves itself on the city's "guinea pig" street, it will be found to have application elsewhere as well, and can become one of the city's signature ways of designating neighborhood islands in a sea of cars. The blubouts/neck -downs can be of varying design: extensions from the curb, or combinations of curb extensions and center islands (like on Augusta Street). But they must be esthetically conceived (unlike the bulbouts at Chorro and Murray) with landscaping and some symbolic gate -like features to announce "entry.' Request: Allocate funds to proceed with bulbout/neckdowns on Broad at Meinecke, Murray and Lincoln, and instruct staff not to sandbag the idea this time. f. It is difficult to enforce a speed limit if it is not posted. When the council dismantled the Chorro Street fiasco, it ordered staff to post frequent speed limit fans along Chorro and Broad. Staff has refused to do this on Broad, and after years of requests has finally posted a couple on inconspicuous speed limit signs at locations in the 0 -100 and 100 blocks where motorists are distracted by other things and wouldn't see them. Speed limit signs need to be posted. Council Goal Setting, Schmidt, Page 8 0 Request: Instruct staff to immediately post speed limit signs on Broad at prominently visible locations. g. It is unrealistic to expect trucks to not use Broad Street to access Foothill and the freeway if no signs are posted stating trucks are not permitted on the street. Request: Instruct staff to immediately post "trucks prohibited" signs on Broad at prominently visible locations, including each end of the street (Ramona/Meinecke and Lincoln) and at the beginning of each intervening block. h. If the Dalidio�roject proceeds, it will suck more than a thousand additional vehicles per day down Broad from Foothill (staff's garbage -in garbage -out computer program says the number is less than 75, but that's clearly baloney — a sale at Gottschalks accounts for more increase than thatl). This will be a major impact. There is a clear nexus between problem and solution: The new shopping mecca will have its own freeway exit which will suck traffic bound for it onto the freeway rather than just along surface streets. Broad, with an inappropriately located freeway on -ramp, will suffer. The city must mitigate this impact if it approves this project. Request: Pledge that if the Dalidio project proceeds, its freeway magnet effects on Broad will be mitigated by making closure of the ramps there a project mitigation (perhaps, in fairness, financed with some of the sales tax from the project). i. Likewise, if the Co elp and project and its huge new garage at Palm and Chorro proceed, it too will have a major traffic suck impact on both Broad and Chorro. The Marsh Street garage expansion will further compound this impact. The city must mitigate this impact if it approves this project. Request: Pledge that if Copeland proceeds, the project shall include mitigations to produce no net gain in traffic above pre -Marsh 2 levels in the residential corridor north of the freeway, and that these will be quantifiable goals that will involve ranked, tiered or phased formal project mitigations which will kick in automatically and in succession until the no net gain goal is achieved, over however long a time it takes to reach a stable traffic count. (In other words, no B.S. solutions that sound good but don't work, and they're off the hook but we're damaged.) j. One reason traffic has been diverted from Chorro to Broad is the outrageous traffic signal at Chorro and Foothill, which keeps traffic waiting a long time in both directions, frustrating drivers, and encouraging the zig -zag through the neighborhood described in #c above. This signal cycle needs simplification and reconfiguration. Council Goal Setting, Schmidt, Page 9 Request: Reconfigure the traffic signal at Chorro so northbound traffic on Chorro waits a shorter time to go left on Foothill, and eastbound Foothill traffic waits a shorter time to go straight ahead. This may require removing some of the unnecessary multiple directional signals, and installing "smart light" triggering equipment. k. Getting through traffic back onto the arterials requires that the flow on Foothill and Santa Rosa be improved -- or at least that perception of the flow be improved. There has been some improvement, but there is still not a smooth interface between the state and city controlled parts of Santa Rosa. Request: Commit to seriously work with CalTrans to improve flows on Santa Rosa, whatever that takes, and to get through traffic back onto that arterial from the Broad/Chorro corridor where it has migrated because of all the signals on Santa Rosa. (It's not actually slower if you're headed to that part of town. Overcoming the myth that it is is part of the issue.) If this cannot take place at the engineering staff level, then the city must work through Sacramento and work with the bosses of the local foot draggers. Solving Santa Rosa is the key to so much that we need to do. (I have some pretty clear opinions about what can be done to Santa Rosa!) Part of CafTrans' work to involve speeding flow in both directions at Santa Rosa/Foothill where traffic sits interminably at these Santa Maria -type complex traffic signals. I. Traffic in neighborhoods is not merely a safety and esthetic issue; it is also a noise issue, and noise in turn is a health issue. The health effects of exposure to even moderate levels of traffic noise are well documented. Physiological responses to noise levels such as those encountered routinely along North Broad include effects upon heart health and function and breathing, eye dilation, blood vessel contraction and blood pressure increases. Fatigue and nervous strain are commonly experienced with even moderate noise exposure. See, for example, the brief discussion of this in Quieting: A Practical Guide to Noise Control, National Bureau of Standards, where it is concluded that physiological adaptation to noise simply does not occur -- that health damage continues no matter how "accustomed" humans become to noisy surroundings. Yet city staff and decision makers remain clueless about the seriousness of this issue (the Planning Commission recently rejected a request by a neighbor at Broad/Ramona for a noise control wall similar to mine, making many off - the -wall statements not founded on reality or fact or understanding or even common sense). The city needs to understand the effects of traffic noise on its residents, as well as what can be done to control and mitigate that noise. Request: Undertake a noise abatement study to determine how traffic noise impacts to our neighborhood can be reduced. This could then serve as a model for the entire city (as our neighborhood has done so many times before). Council Goal Setting, Schmidt, Page 10 910 I Our neighborhood has become a prime target for slumlord operations due to the small houses and the proximity to employment and education centers. This rapid proliferation of slumlording is destroying the neighborhood's quality very rapidly. Long time residents speak of leaving to get away from living next to slum conditions. While some of this problem may be beyond city control, much of it is within city control. For example, the city has building and planning codes which prohibit conversion of garages to habitable space without permits. The city has a second unit ordinance requiring that the second unit be carved from within the primary unit (rather than freestanding) and that the owner occupy one of the units. The city has tree removal laws to prevent the neighborhood from becoming a treeless desert (slumlords hate trees -- they drop leaves and are otherwise a nuisance to these moneygrubbers). However, the city doesn't ennforce these laws and regulations, and instead stands by while the neighborhood declines due to law- breaking slumlords. To make things worse, the city staff tell me they are under orders to "make things right" when they do discover a problem, which means retroactive permits, etc., for things that probably wouldn't have been permitted had permits been sought in advance. I do not make such charges lightly. The following are properties within one block of mine on Broad Street, and one in the 700 block of Murray, for which I have personal knowledge of slumlords busting our neighborhood for personal gain with indifference towards neighborhood welfare. The city knows about ALL of these, yet its enforcement officials do nothing. There are probably other similar properties I don't know about. a. A "3- bedroom" house purchased last summer by a slumlord who immediately undertook extensive construction (including heating, electrical, improper asbestos removal which distributed this deadly material through the neighborhood, and conversion of 2 -car garage), all without permits. Numerous building code violations are evident on the premises from the street. This was reported to the city at the time, a written complaint was filed, and the city has done nothing. (See photographic attachment.) Despite reporting this to the city, the garage conversion remains intact. There are now upwards of five students inhabiting the premises (exact number uncertain, though the fact there are often 7 cars and trucks in the morning and one resident rides a bicycle may be indicative), and the place has become a rowdy party house to which the police are called regularly. Zoning is R- 1. b. A house on a former empty lot now contains three dwelling units, with no legal off - street parking. The city knows about this because its building department has responded to unrelated tenant complaints in one of the units. The city looks the other way about the fact none of the two auxiliary units was ever permitted, and Council Goal Setting, Schmidt, Page 11 C3/ about other code violations which cannot be corrected without shutting down one or more of the units. Zoning is R -1. c. A garage was allowed to be built with a "room" above, which -- ha, ha -- somehow became an apartment. When a disgruntled tenant turned in the landlord, the city under a pre -Dunn administration "shut down" this apartment. Soon it was rented again, and remains rented year after year. The city knows of this unit's presence, for this apartment was once the scene of a murder. The city looks the other way. Zoning is R -1. d. A 3- bedroom house (jammed with students) owned long -term by a slumlord had a "guest bedroom" permitted in a freestanding hutment moved from Camp San Luis Obispo many years ago. Now this tiny place has a kitchen, and is rented for more than $700 per month. Not only is the second unit without a proper building permit, its presence violates the city's second unit ordinance, since it is freestanding and also because the owner doesn't live on the premises. The place is shamelessly managed by one of the city's leading rental agencies, whose manager brags to neighbors aggrieved by her tenants' activities that she never has trouble with the city over her rentals because she is buddies with certain (named) enforcement officials. The city knows about this property and its illegalities because I've reported it. Yet the city does nothing. A couple of years ago the slumlord cut down all three mature trees on the property, leaving it denuded, without permits. The city arborist, after months of badgering from neighbors, "enforced" the tree ordinance by requiring one replacement tree to be planted. He insists there is such a replacement, though it is invisible to neighbors. When informed of the absence of this alleged "replacement; the arborist took no action. Zoning is R -1. e. A small house, owned by an absentee slumlord, has a freestanding garage conversion, apparently created without permits. These units are shamelessly rented by a real estate company which advertises the converted garage in the newspaper. (See Attachment.) Besides being an illegal garage conversion, this unit is in blatant violation of the second unit ordinance's provisions that second units must be within the main structure and that one unit must be owner - occupied. Zoning is R -1. [Question: Our city has people who read newspapers looking for potential business permit violators. Why does our city have no comparable "policing" of rental ads to pick up illegal occupancies ?] f. A small house has its garage converted without permits to living quarters. It is obvious from the street — there are curtains in the garage window. This dwelling is rented to students by an absentee slumlord. Zoning is R -1. g. A small house, owned by an absentee slumlord, has a freestanding "garage" conversion that when reported by a neighbor years ago caused the city to require Council Goal Setting, Schmidt, Page 12 3z that its rental be contingent upon owner occupancy of the main house. However, the owner doesn't occupy the premises, and the units are both rented to students. Zoning is R -1. Request: That the city allocate resources to enforce its building and planning regulations that limit this sort of slumlording, including not only prompt response to specific complaints but also mandataory referrals from all departments to enforcement officials when questionable situations are encountered; windshield surveys to spot obvious violations; and perusal of rental listings to find unlawful rentals. If necessary, adopt new regulations to further protect neighborhoods from slumlording. Direct staff to be more aggressive in pursuing and eliminating slumlord situations which violate city codes. Prosecute violators instead of always "making things right." (Question: If the city always "makes things right" when it discovers a violation, then what incentive is there for slumlords to ever seek permits prior to doing work? It may be cheaper, and certainly easier, for them to violate the law and take their chances about having to "make things right" by paying for a retroactive permit. This is an example of how the city enables, rather than controls, slumlording in our neighborhood.) 7. Neighborhood Vitalization: Murray Street median. This is city park property. The city's neglect and abuse of it is outrageous. There is zero maintenance other than the occasional appearance of a mow - blow - make -a- lot -of- noise -and -go contract outfit which fills the neighborhood air with lots of noxious dust and noise. About 15-20 years ago the neighbors banded together, and with city permission and their own dollars, planted trees in the median. Then, a few years ago, the current arborist appeared one day, sawed them all down over the protest of the street's tearful housewives, and stuck in a bunch of twigs which haven't been cared for, which look awful, which are periodically vandalized by drunken students or which die, and then aren't replaced. Look for yourself. What should be a neighborhood asset is a neighborhood eyesore. Request: Replant the dead or missing trees with stock large enough to survive, with species that will grow, and maintain the trees (including watering till they are established). Determine whether dead grass is an appropriate ground cover for this median when this city is considering enacting an ordinance that would prosecute homeowners for similar landscape neglect; either maintain the grass, or, with neighbor consultation, determine some better low maintenance ground cover. Consider allowing interested residents to plant and maintain the median in front of their homes. .. • -y •1 -nj • -u-1 Ing •. . • �- i .- •. A number of us labored hard several years ago to write, sponsor and get adopted crucial creek protection measures, including a minimum setback from top of bank -- 20 feet in most developed parts of town. Council Goal Setting, Schmidt, Page 13 We have watched with amazement as projects have come in, claimed they conformed to that 20 foot setback, been approved with a 20 -foot setback, and then somehow been manipulated with the help of staff so as to not conform to the setback. have great concern, for example, with the Village assisted living complex, which ended up being closer than 20 feet from the top of bank because, staff said, the building turned out to be larger compared to the lot than shown in approved plans. But that concern pales compared to the present proliferation of "secondary structures" staff is permitting to be built, without public notice, mostly or wholly within the 20 -foot setback, and is then saying that such structures are OK within the setback! Let me remind the council: THIS IS NOT WHAT THE ORDINANCE SAYS NOR WAS IT HOW THE ORDINANCE WAS INTENDED TO BE INTERPRETED AND ENFORCED. Two examples along Old Garden Creek, both involving new development on acreage (i.e., there was no shortage of other locations for these structures): " Village at Garden Creek. A "utility building" has sprouted at the top of the bank. This is visible from Broad Street at Old Garden Creek. The "excuse" for permitting this is that refrigeration equipment was permitted to be placed on a concrete pad within the setback. Yet such equipment should also not be permitted within the setback. Where in the ordinance is "mechanical equipment" permitted within the creek setback? It isn't permitted. • Mormon Church on Foothill (being built on the last neighborhood park site that the city never seemed to want to make a commitment to acquiring for a park). A garage like structure and apparent trash enclosure have sprouted within the creek setback. This is exceptionally insulting to the creek given that about 4 acres of the site is open parking lot, and there are ample alternative locations for these structures outside the riparian zonel am also appalled at staff's attitude that creek setbacks (which are intended in large part as wildlife and habitat buffers) are fair game for public access ways, even in the finest riparian habitat areas remaining within the city. For example, the bike path in the Mid - Higuera Plan area is proposed to be entirely within the setback. Apparently, this abuse of the riparian setback zone is motivated by the same attitude which highway planners use when proposing to run freeways through parks -- it takes less public acquisition of private property to do it this way. Request: Staff be directed at all levels that 20 feet means 20 feet, and no more private dealing to the contrary. If exceptions are to be granted, they must be for good, substantial hardship reasons, not for convenience, and only after public notification and participation in the process. Council Goal Setting, Schmidt, Page 14 (It is my belief that a homeowner seeking to expand a house on a creekside lot where the only option is to move closer to the creek would have a harder time getting city permission than the developer of an assisted living facility or church on acreagel) • . - .. - • - K. • .. .. SRE40U - •_11J110_i- 11LLlld• - •j. • 11-Ifitulillil1w Although the city's open space acquisition program got off to a rocky start, acquisitions of fee title and easements have picked up now, and that is good. However, much remains to be done, and time is running out. We face a paradox at the moment: The good economy has pushed land costs sky -high, yet the economy has also filled the coffers of organizations which are interested in protecting open space, farmland, and habitat. San Luis Obispo County has been earmarked as a hot spot for such acquisitions. Land that it would have seemed could never be saved a mere two or three years ago is now being saved thanks to this outside help. However, the outsiders expect matching funds or other indication of serious motivation to get into joint efforts with local government agencies. It is essential that the city set aside much more money, NOW, and then pursue every opening it can to partner with land conservation groups to acquire our greenbelt and other valuable lands. Request: Please set aside at least $4 million each of the next two years for open space acquisition matching funds. Please vigorously pursue all available sources of outside funds while the current economy holds and the interest in SLO County projects remains strong among outside organizations. 10. Open Space Protection: Dalidio. McBride properties. Dovetailing on the above, there is now an opening for actually accomplishing what is probably the single most important open space /community image preservation project now on the horizon -- saving the ° Dalidio Farm" from sprawimarting and subdivisions. Despite the high price, this is now possible if the city will do its part. Request: Make available $2 million in matching funds, above and beyond other open space acquisition funds, and direct staff to cooperate fully with private preservation efforts while the development proposals are temporarily put on ice to provide free - market preservation a chance to succeed. - • � ', .• • •1111' • •11' � �� � • � The present draft plan is a mishmash of unrelated underambitious ideas designed to keep this prime commercial real estate underutilized for generations to come, while it destroys the creek ecosystem (one of the best remaining riparian areas in the cityl) and Council Goal Setting, Schmidt, Page 15 35_� encourages sprawl onto nearby open space. To proceed with it would be a tragedy of major proportions for our city. The Council needs the courage to pull the plug, and then move on with something noteworthy and worthwhile. The Mid - Higuera Area (Marsh- Madonna) would be this city's most valuable and most profitable commercial real estate if the city were to take the lead in facilitating its transition from land- intense service commercial uses to high value retailing. It is practically in the center of town, where retailing should be concentrated; all urban infrastructure is already in place; there is good freeway access (a major interchange at each end) for regional shopping and thus the city would not have to beggar itself to subsidize a new interchange (as at Dalidio); and its transition to regional shopping area would synergystically strengthen rather than drain and weaken downtown. Further, a good plan offers a unique opportunity to really do something about traffic congestion and traffic growth, whereas the draft plan will only make congestion and traffic growth worse by perpetuating a large, underutilized drive - through commercial/live -work area between commercial centers downtown and in the Madonna/LOVR trigangle. Here is an outline proposal: Use as the area's planning concept the consolidation of small properties to make possible a planned urban shopping district/mall that would incorporate major uses ranging from discount box retailers (Target located on main street in Pasadena and integrated into the cityscape after the city told them they weren't going to get a suburban box, and Target has reportedly been happy with the arrangement and uses it to brag about the company's community spirit, etc.) to high end department stores (Nordstrom is ever popular), to smaller mall -type fare. Get regional traffic off the freeway and into parking garages near each exit, then run a free shuttle every 10 minutes through the district and to downtown. This pedestrian shopping district/mall would be an incredible cash cow for the city, it would restore our city to the commercial shopping hub of the county, and it would relieve pressure for sprawlmarting the hinterlands. Faced with a similar situation (pressure for more shopping on the periphery and a run -down commercial area practically in the center of town), Santa Barbara came up with Paseo Nuevo. Why shouldn't San Luis Obispo, the "new Santa Barbara,' come up with a solution equally imaginative, courageous, elegant and profitable? Why do we keep condemning ourselves to perpetual planning mediocrity? Request: Please move on this, while the economy is good and it can be accomplished. Now is the time, before the sprawlmarting of the south end of town drains off all the potential tenants for a project of this sort. 12. Recommit to Water Conservation. The city once had a stellar water conservation program. Today, it looks the other way as water profligacy mushrooms. I see unnecessary clock - actuated irrigation systems going in all over town to spray water daily over swamp -like landscapes that are replacing former drought tolerant landscapes. Water is again running down storm drains on a Council Goal Setting, Schmidt, Page 16 3(o daily basis. Why is the city standing by while this takes place? Large institutional water users are leading the charge on this, but homeowners are following close behind. (Sierra Vista Hospital has ripped out drought tolerant landscape and installed lawn which is watered practically daily even in winter till water runs down storm drains. Mustang Village ripped out drought tolerant landscaping required at time of project approval, and has replaced it with lawn and roses that are generously drenched with water.) Request: The city recommit to water conservation as a serious priority co -equal to or greater than searching for a new water source. That programs be developed to discourage and prohibit the sort of water - wasting landscape replacements described above. 13. Follow and enforce the city's Energy Element, and determine how it can be strengthened to save additional energy community -wide. San Luis Obispo is unusual among cities to have an Energy Element in its General Plan. The intent of the element is to exceed the savings mandated by state law (Title 24). However, in recent years, the element has been largely ignored, and staff seems to have the attitude that Title 24 is enough, and perhaps even too much. For this energy complacency multiplied thousandfold we now have a new energy crisis brewing. So, today we walk along downtown streets and feel blasts of cold air or hot air, depending upon the season, blasting from the open doors of the Copeland center stores. Why these stores even need to be cooled is beyond me, given our temperate climate, but it is one of the oddities of Title 24 that one can gain "energy credits° by installing an "efficient" air conditioning unit even if one doesn't need one. In the residential sector, we see abominations like Villa Rosa, where the design is wholly towards image with many units configured to soak up the summer heat and to be next to impossible to ventilate by natural means — which are direct contraventions of the Energy Element's rather simple prescription to design for energy conservation and natural ventilation rather than for external image. Request: Recommit to using the Energy Element for its intended purpose -- to go beyond Title 24 requirements in shaping the city and also individual buildings. Retain competent, expert trainers for staff and commissioners involved in project approval so that simple, rather than complex, energy understanding is built into our planning and project approvals. Examine how the element may be further strengthened. 14. Energy Conservation Commitment by the city. In its own operations, the city appears to have lapsed into energy complacency similar to that in its project approval process. It is time for the city to get out front again, to show commitment, and to lead the way rather than follow. Council Goal Setting, Schmidt, Page 17 37 Request: Energy savvy should be applied to all city operations — buildings, public works, utilities, and vehicles. Energy must be a factor in all city decision - making. Energy considerations may well require that the city seek different sorts of solutions to major projects, like water and sewer expansions. The city should consider replacing some of its vehicle fleet with the most energy- efficient models available. In years past, the city developed a sign ordinance to improve the visual quality of commercial signs. Today the city has retreated into an anything goes attitude, encouraging and condoning garish, thoughtless, ugly displays and corporate logos; and is very lax on enforcement. Issues include: • Foothill area signage has become a nightmare. The Broad/Foothill shopping center had a detailed and strict signage program dating from the 1980s. It was followed for many years, and the signs were both informative and pleasing to the eye due to their legibility and uniformity. Lately, however, all sorts of junky signs have been allowed, including cheap - looking garish ones and corporate logos. The signage program is now a shambles, and the place looks like some cheap commercial slum along Ventura Blvd. in LA. • The other Foothill shopping center never had the cohesiveness of design of its street - mate, but it did have some restraint. Now we have ugly, ugly, ugly, cheapening our city and our neighborhood with its discord and garish competition. The Hollywood Video has got to the the worst, but others are probably uglier: Golden 1, Baskin Robbins, Heilig- Meyers, the real estate place — discorant and ugly all. • Signs are supposed to be removed when businesses fold. However, they aren't. Thus, on Foothill, we not only have ugly, we have ugly that stays in place, and stays lit at night, years after businesses vacate. For examaple, the Shanghai Garden, which has been closed for years. How this establishment ever got so many signs is yet another question since this sign proliferation would seem to be in violation of the sign ordinance. - Freestanding portable signs are not permitted by the ordinance, yet the city allows them to remain all over town. Two particularly annoying ones: The Marlboro sandwichboard set up daily on Broad Street near Foothill in front of the Cigarettes for Less store; and the Stressbusters sandwichboard on Chorro by Stenner Creek. Request: Instruct staff to pay more attention to sign design and to sign legalities. Direct staff to develop, and follow for the long term, signage programs for individual Council Goal Setting, Schmidt, Page 18 0 commercial centers or districts. Educate staff and decision - makers that the people of San Luis Obispo appreciate and expect a higher level visual environment than one would find in LA's more sleazy commercial districts. •l• This wonderful example of an exuberantly democratic 1950s public library is an important part of our built heritage, and merits preservation and continued use. It is one of the finest expressions of the spirit of its times, which, alas, are still a bit too close at hand to be cloaked with the sort of sentimental haze which hangs about things Victorian. The recently departed administration has perceived no value to this library, and planned to demolish it for its underlying real estate. If the 1950s City Administrator had been of the same myopic mentality, we'd have demolished the gem of a Camegie Library which the city has recently spent $1 million restoring, to great public acclaim. Would our city be better or worse off today had that demolition happened? Far fetched, you ask? Not at all. Most cities did indeed demolish their Carnegies in the 1950s and 1960s, thinking they were useless, outmoded relics of an era everyone was glad had passed. If the council is interested, I have composed a short essay about the merits of this building. As for future use, assuming that the theater use is temporary, it's not hard to imagine an appropriate re -use. Since the city and county were too cheap to build a library larger than needed at the moment when the "new" library was built not long ago (despite the fact the basement of the old hotel on the site had to be excavated, and thus there was a free hole in the ground which could have been used for a daylighted basement), the current library is already too small. The third floor houses offices which could be moved to the old library, thus freeing that space for public use. Also, the children's department could be moved back to the old library's open areas, thus freeing up some additional ground floor space at the new library. This is but one conceivable re -use for the library. Request: That the city commit to preservation of the library building by immediately taking steps to stablize it and halt its deterioration by neglect. Actual restyoration can come later. Council Goal Setting, Schmidt, Page 19 131 Attachments This garage conversion was reported to the city last summer, and remains unenforced. This is typical of slumlord advertisements -- a garage conversion without city permits owned by an absentee landlord who also rents out a main building on the site. Why does the city not review advertisements and rental listings as part of its enforcement of building and planning codes? Council Goal Setting, Schmidt, Page 20 le('k I t 0 2001 -03 Financial Plan RESULTS OF COMMUNITY BUDGET BULLETIN SURVEY BACKGROUND We inserted a "community budget bulletin" in our utility bills from October to December 2000 informing our customers about the City's goal- setting process, the comity forum on January 17 and the goal - setting workshop on February 3. This reached all 14,000 of our customers. In addition to encouraging participation in these workshops, this bulletin asked our customers to share with us what they believe are the three to five most important things for the City to do over the next two years. SURVEY PARTICIPATION Participation in this survey was very high: by January 5, 2001, we received 595 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 concern of our community. But There Are "Themes" Since these are "open- ended" responses, it is not possible to provide a simple, analytical summary of the results. Nonetheless, clear themes emerged. The sidebar summarizes the top "themes," presented in order of the most common responses. How Does this Compare with Other Surveys? Two Years Ago. We conducted a very similar survey two years ago as part of the 1999 -01 Financial Plan. The results are very similar. In fact, the top eight concerns are the same, with street repair at the top both times. However, there are two significant changes: concerns with affordable housing and student housing are much higher on the list. Additionally, the Chinatown Historic District - Court Street project was not an issue two years ago. Recent Scientific Survey. These results are also very similar with those from a scientific public opinion survey the City completed in May 2000. It showed growth and development, traffic congestion, lack of downtown parking, open preservation, affordable housing and street repair as top concerns. of To[) "Thomas" • Maintain/repair streets (see note) 141 • Limit/control/stop growth 137 • Develop long -term water supply 123 • Develop more downtown parking 119 • `Big box," discount shopping opportunities: ✓ Discourage them 114 ✓ Encourage them 71 • Preserve open space III • Reduce /mitigate traffic 100 • Improve recreational opportunities 90 for youth (includes parks and sports fields) • Address student housing impacts in 84 neighborhoods/build more housing on campus • Encourage affordable housing 74 • Develop more bikeways 65 • Go forward with Chinatown Historic 54 District -Court Street project • Protectlenhance downtown 50 • Improve bus system/enhance 46 alternative transportation • Reduce /contain water and sewer 42 rates • Improve public safety 35 • Attract high - paying jobs 28 • Beatify community (includes trees, 25 landscaped medians and utility undergrounding) Note: The South Higuera area was specifically mentioned in many replies. This area will be repaved in Spring 2001. 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey What Are the Most Important Things for the City to Accomplish Over the Next Two Years? Low rent housing.in an acceptable manner to the City. ; I am not for no growth, but controlled through logical reasoning. A useable senior center for seniors,;ut present the center.in, place is rented out. too often: We need parking and theonly logical way is through,the-garage expansion and the Copeland plan.. The City had to expand but at what,cost. I think we do'too much studying of this and 1. Try to keep. S.L.O. small town as long as possible. Keep out large box stores, dept. stores, etc. 2. Traffic 3. Parking 4. More Student housing 1. Lower property taxes: reduce budget and non- essential spending. �2. Provide/Allow discountshoppmg in town (1) Costco (2) Home Depot. (Such locations . II should be in industrial area or outskirts of town.) Reduce waterlsewer rates and/or get state water. 4. Don't spend my tax dollars on replacing street signs that are adequate now. Continue slow growth policies - plan for sensible growth with consideration to transient) students.. 1. Expand the downtown area to beyond Higuera and Marsh as the main focus. Better use of Osos to Broad and Marsh to Monterey for tourists. Copeland project is a good start. 2. Doggie park 3. Bike paths around downtown — remove parking in Higuera; better parking within walking to downtown. 4. Dalidio property as park not stores. More public property is needed that can be used by public. Shopping centers are temporary fix for finances. 5. More businesses to encourage young people to stay here. Good paying job businesses. Cisco and Intel types not Costco and Loews. :F Extend bicycle path'froin Orcutt Ave. to Tank Farm Road along railroad- tracks. Also,.-- extend bike path from Train depot to Cal Poly.along trainaack:corridor 2. Encourage pedestrian access aloag'Higuera Street, Sidewalks should be widened— -. outdoor eating and beaches should be encoiiiaged. Eliminate parking ou:centrkl " business district on Higuera St, make it pedestriani friendly = not car friendly. 3. Plan for a'second Junior High School 4._ Plan for increased inf uit.care or facilities for infant care 1. Extend bicycle trial along railroad to Cal Poly. 2. More bike lanes, especially down downtown Higuera St. ale 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Repair of old and bumpy roads. 4. Start APS — Automatic Payment service for water and sewer bill. 1. Long range planning for Broad St. corridor (From South:St. to Orcutt Rd.) 2. Enhancement of urban.. forest through" planting. ui all residential areas' (Especially.:..; in multi- family areas) . 3. Cooperation on China town/Court:St. projects 4. Construction of sports fields - soccer and softball. :. 5_ .Adnnfinu of mid_Himiern enhancement nl9n_ 1. Slow growth — yet accommodating visitor /students and appropriate adjustments as needed. 2. Safety - I always appreciate visible law enforcement not only in cars, but the bicycle officers downtown.. 3. Community events downtown — continue. 4. Education — supporting our school district. .Establish reasonable balance, of environmental- preservation.and,needed shopping. Fo.r... ' example; there appears to be no justification f6- or developing the Dalidio and Madonna land when the current Madonna Bawls empty shell. Find creative.,;,; ways /incentives foir . an overhaul of that already paved -over space with inch vacated area; rather than letting that area deteriorate-and building in nndevelopedareas'- 2. Keep adding greenbelt/space lands! Do whatever it takes to gefSan Luis Mountain preserved an under longterm control of the City,rather than Madonna. RegwIT _.. :. Madonna Wimprove the eyesore coustructioi junk storage at'the foot of one of our City's treasures. 1. Obtaining open space — it's a vision thing. 2. Providing well planned housing within the City's Urban Zone. 3. Keeping traffic quality from "the bad place." 4. Bike path form current end of path at Sinsheimer to train bridge, at track grade level, and path on grade level from train station to Cal Poly. 5. Keeping downtown economically alive. .1:. More7money for. non profit organizations 2. _More money for library resources and staff_ 3. Parks . 1. Maintaining quality of life (e.g., clean air, open space, clean water.) 2. Improve /continue to work with Cal Poly for adequate and affordable student housing while maintaining family neighborhoods. 1..Gr6wth v io growth - 2. Water 3. Downtown parking= perhaps better /more shuttle service from outlyimg parking into the downtown:: -4- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Growth control 2. No more `Big Box" stores 3. Repair South Higuera St. 4. Bike paths 5. Affordable housing L Get all City streets repaired. Take oPen:space money for.streets. 2. Do not out m anyu►ore bike lanes. You don't see them buying groeeriies; all they do is run -stop signs 1. Water — sustainable and affordable 2. SLO marketplace — make it happen or kill it. (Preferably make it happen) 3. Bike lane in Tank Farm (Broad to Higuera). Bike lane on Orcutt south of Tank Farm. 4. Copeland's Downtown Project L Secure open space.- greenbelt Preserve'4Land. Avoid frontage development on freeways and big boa stores.. Zw Downtown improvemenfs 3' housing — small developments, affordable. .: Bike . pathslwalking .trails /pedestirian fraendly spaces and walkways. ` 5. Rec. planning — dream — German style swimming pools.' Three different pools with grass area for sunbathing:and picpickidg: Every German town hadsuch achy park. You step into a wading pool before e'ntenng the'water w getgrass•off your9feet. Great for families. Our ocean is so cola and we liaye, so many sunny days.. 'Also include: _., e ninvvround end vnllevhall'eeurta,"' 1. A reliable source of additional water. I think we should have opted for state water when we had a chance. Is it too late? 2. Preservation of open space. 3. Downtown SLO is overcrowded now! Must we build and build and build more, more, more? The Copeland plan is not such a good solution, although it's very cute. Do we want a fake Chinatown? Pretty soon we'll be another Carmel, or worse, Disneyland. 4. Let's fix up what needs fixing — street surfaces, etc. :1.-. -More Downtown viarking 1. The acquisition of more "Green space." Better zones around the City to protect SLO for an increasingly "growth hungry" county. 2. The rejection of any idea of zoning new housing in the vicinity of the airport. This is ridiculous. These would be the same homeowners who later would sue the City over airport- related noise complaints! 3. An aggressive effort to work with Cal Poly to force then to build more on- campus housing for family renters. 4. An absolute rejection of any new "shopping mall" (i.e. Dalidio ... ) projects adjacent to the City. In view of this, the City Council needs to develop a "mission statement" reaffirming a commitment to slow growth, with strict limitations on any commercial developments. -5- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. A review of the entire bus system. Busses go all day long almost completely empty. Do we need all the routes, all of the frequency ... I think not. Bus service should be reduced and a mandate made by the Council requiring electric powered busses by Zooz. Clean, really power clean; the They are truly horn Restore the:Lizzie Street Adoi 1. Open space 2. Parking 3. Slow growth, no "big box" stores 4. Senior center 5. Keep SLO unique dewalks: iu downtown.; They are y 1'. Complete Prado Road overpass at Hwy 101 to 1 Vona Road. Extend Hwy 1 bypass from there across Laguna.Lake Park, pigi sin -Luis Mt. to,Foothill. PProceed down: - O'Connor Way with Hwy bypass and connect to Hvvy 1 noFthwesi of Cuesta College ' to eUminate traffic through SLO down Santa Rosa: Cal Trans wants to do it. Just-do ...I it. Extend Bishop: St. through twBroad St .Facijitate tiratTc. Z: Encourage Cal Poly to build mo ire housing units on campus to eliminate stadents, -.. demand for and crowding student popttTadon., Discourage. enlla gang Cal:Poly stadeat .:: population 3.1 Widen South Higuera St. between Marsh St. and. Madonna Road without center : Aivldeis and trees which. will disturb bbfihess and;edidfise motorisW - Facilitate traffic -,i is your job: .4 _ Rep .Cit y streets' and widen theongh fares. You've made California Blvd. Out-of Ida n St. i residential neighborhood pasta high schooL 'Widen the streets' by eliminating 1. Copeland's project completion 2. Repair our streets 3. Twinkling lights in all the trees along Higuera St. from uptown to downtown 4. Consider doing the same tree lighting on Marsh from the y to at least the Post Office. Add more trees where needed to continue the look. 5. Dalidio project annexation 1 Water 2:. Maintain, streets 1. Maintain and acquire as much open space as possible. 2. Work to make Palm St. /Court St. as nice as Downtown Center... along the same line of encouraging pedestrians. Retain uniqueness of our town. 3. Limit big box development. Proceed cautiously with airport annex — require airport to have limited flights if building housing nearby. 4. Make the city more bicycle friendly. -6- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. Don't succumb to purchasing state water. Repair all streets 1. Water — you've been screwing around with the idea for ages! 2. The overpass at Orcutt, we maybe dead by the time it's complete. i. Repair the streets.._..: I 2. "Sort but the source for more water before the, neat drought. Stop the Margarita housing proj&t-.b6 fore A goes any further. ,That's not a spot for . - houses.offthe*end:of the airport's.main..runway. 4:' -Use cautiop on bringing in the big t .ones. I'd like to see the stores at Madonna Plaza fillers hefnre ore hlackton is nut down. s 1. Incorporate as many available areas as possible to be part of the City of SLO — Ex. airport areas, Dalidio property, etc. 2. Connect with state water project. 3. Pave and repair City streets. 4. Friendlier approach to businesses and industrial (I am industrious) who want to be part of the SLO City. I. More Class I bicycle lanes'to get around town. 2. Wider sidewalks in the downtown. More outdoor, seating. . 3. More open.spaee: trails. 4. -No -more developments thatyou canbnly'reach by,,- carr S. More residences h the downtown. _ - A 1. Traffic control — police focus on red light violations and speeding on vector streets like Johnson Ave. Connect Prado Road to Broad St. 2. Animal control — leash laws are not being enforced. Dogs are defecating on sidewalks, in common areas, please give us a comprehensive effective program. Dogs are running loose and coming up to walkers and scaring them. 3. Add to public housing units — affordable housing for our service workers. 1. Water — a Salinas dam enlargement or pursue possibility of getting state water. 2. Marsh Street parking garage. 3. Approve marketplace development. 4. Extension of Margarita Ave. to Broad and the construction of playing fields. 5. Airport area annexation. -7- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey �1. Control growth - no more "shopping malls", no more tract housing (off Tank Farm �.. . Road) No:Walmarts, Target, Loews, etc. 'No box stores. 3- atmosphere of present day downtown area. 1. Divest ownership of property that the City purchased but which is in excess of current roads — example — the old Toyota lot on Higuera. 2. Begin planning for a scenic creek walk instead of covering over the creek as being done now with the bridge on Marsh St. 3. Install safe, clean, and convenient public restroom facilities — hopefully, those requiring a fee and conducive to loitering. 4. More visible foot patrol by city police in downtown area! 5. Kill the parking meters! 6. Left turn signal at Santa Rosa and Monterey. All four ways. 7. No turns permitted at Chorro and Higuera. Never! 1.. Begin to solve the traffic problem :before it is too . late to start 2. Repair streets. 3. develop downtown - complete parking garage expansiowand Copeland development. 4. '' Stop the growth _ no growth conflict and get down to some honest to.God solutions to problems — Onit.all the bickerma!! ; 1 1. At the pedestrian crossing on Marsh Street, I have seen several more accidents, people crossing at the crosswalk by the theatre. Lets put a signal there. 2. Also on Laurel Lane where the boy was killed wheeling his bike across from the liquor store to the Firehouse, lets put a signal there. 3. Fix the bad sidewalks in the residential areas of town. Also, prune the dead stuff out of the trees in the residential areas. 4. Stop the gardeners that are in business from using blowers in the summertime. It makes dust and pollutes the air. Let them sweep, and earn their money. 5. Also have seen more accidents with kids on those little scooters in the street. Get the police to keep them on the sidewalks. L Downtown parking: all City and County employe the sewage treatment plant at the edge of town rig] Z... Provide a shuttle running:every-2Q minutes to and >s assessed..This;would alleviate parking problem 1. Limit development to available water 2. Pressure Cal Poly to develop student housing. should have parking providers at -1 off thefreeway. . om - :schedule to evolve as the need eatly ;It would manifest our.City's 1; Use water supply as means of controlling growth. h.. !2::; Acquire more open space... L 3 :' Proceed with Copeland project. Incorporate ``real stores ". Ouc h. as• locally owned cafes;' hardware _er-&ers, delis, butchers and fewei: boutiques -8- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey More parking. 15. Fight off county interference.(Froom Ranch an example). 1. Please build sport facilities for our youths - specifically soccer fields. 2. Open space - preserve the greenbelt and open spaces around our beautiful City. The hills and open, natural areas are what make our City special, unique, and contribute to being a tourist spot. 3. A new or improved senior center. 4. Maintain the uniqueness and quaintness of downtown. More shopping on the outskirts (specifically big box stores) make our town more like Modesto, Los Angeles, or the Bay Area. I want to get away from L.A., not become more like it. 5. Continue to develop and maintain pathways for alternative transportation, specifically bike lanes. 6. Continue to support the Parks and Recreation Department after school programs for our children. More training for the staff' would be great! A%scuuuuauy Supply ui WALM Aux vua %..ny: Medium cost - housing for oar young families and students in towns New high -tech industries so our young people can live in. SLO'near their families!- Medium slow growth, so we don't become,another Los-Angeles! /build a community, >. hall for our young teenagers to hang. out aad have a place:to-go: 1. That we have enough water before more construction. 2. Controlled growth. 3. Good resources for seniors. 4. Keep open space and farmland. Reduce traffic congestion and ,in prove safgty atthe.Sa- Luis .Drive Cazadero. intersection - when the high school is dismissed at 3 PM. Reduce traffic congestion and gridlock at-the Madonna..Rd Higueia intersection. Improve 'bike safety'at,the split between Higuera St. and Madonna Rd. for south bound bikes, as itis.now you have to :cross two lanes of traffic to continue south on Higuera. Continue to purchase greenbelt land around the City, and allow the public'limite'd { access, so that the resources may be preserved Work to aromote alternatives to _single occupant velkjdeS d auto depehdence. W.`. 1. Stop signal in rural - Ag. Areas surrounding the City. 2. More parking downtown. 3. Free tress to SLO residents who plant them on parkways in front of their homes. 4. Complete bike way projects (e.g. railroad; creek to beach) d.- ; ,rte ; .. ... _1 Please build anew senior center;.it is aspame:a City of this. "size and much= wealtli;.: _ cannofaffordto build as a.home -9- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Fix the streets! Resurface and coordinate with the utility companies so they are not tearing the new paving up in 1 or 2 years after the job is done. 2. Sufficient water supply for present population in drought years without boosting rates during those dry years. 3. Clean the bicycle areas and shoulder areas. If you want people to use alternative transportation, make it usable. Give more than lip service to it. 4. Coordinate with the county entities on building on our fringe areas. Don't play ping -pong with tax revenues or services. We don't need box stores!.! Increase water supply.'. f`jf2. We need :a one -way street -on each side of thera>Zroad right:of way.to relieve the # 1. Road repairs 2. Bike lanes (Orcutt Road between Broad St. and Laurel Lane) 3. Too much growth 4. Bike path to Stage Coach Road 1.. - Downtown parkingahould be the No-1 priority ..It is very, apparent•by. the type.of stores_&a't have moved -in downtown, tltatrthe City.'does :want.a.mall, however; they want it downtown. Bring in a Nordstrom:: When. lttiley's was sold, quality shopping downtown went downhdL . 2: L_ et Alex Madonna have his Home Depot and Costco. Tliere are -three prn cipal reasons' r. Hon ' _ anCoone f Th dr ebe of :N�of p e p le o oat otown % s7o P . e y ae Nor f . `these stores causesprawL Sprawhis caused'bysinall:businesses`that are operating on-Ac 1- shoestring and can' -f afford to keep'.up tlie; faciht<es ; Allow the San Luis Marketplace to::go through Establisliabe arga.ofMadonna Rd •and . the.freeway..as the. principlemon- downtown shopping center. '4: . We have Wed on San Luis Dr. for 30 years. One day,, my wife went mto a real estate :office downtown to ask about the lots .Akk Madonna has for sale at the end, of our I,; street. The woman intheoffi&xi plied, i °I cairtell by looking atyou thatyou'.can't afford to live`there." ' :This is a prime example of the' attitude of people who have moved _ 'in• ..vnn nnad #w :ndAi"c thic in -enma wav 1. Keep open space 2. Smaller classes in schools 3. Slower traffic and stops firmly enforced! Especially at Tank Farm and Poinsettia! 1. Preserve space around the City that's what I wa , --- -i -s Lve here and that's `why tourists like it here.,-r_.. �.: 2. More student, housing at Cal Poly 3. Monitor ground water levels.'to assure'that.all the,vineyards and housing developments going in ,don't use too inii& (also 'tent for pe§ttcide;contanrinates from vineyards:) 4. The'area is'growing too fast= too much traffie::= 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Isn't there some way to reduce out water bills? I was under the impression that our water bills increased because the drought years ago, but that the increase would be temporary. Is there any way to get them down to a more reasonable level? Make a transition to sustainable- prosperity and away from. the. behavior pattern of more pavement and :more traffic..... ;...Make.a transition to full, honest discvssioa of thelh'cts involved in according issues "and nmav frn�n' *1La ewroan Pfl - ca�aofiVP :-AlAnif��tAtiVP- Kill' SlnfnapT1PfI t "- rif'lnfAPRlAtinn' .- 1. Stop sprawl 2. Traffic flow 3. Student neighborhood distribution L. Be more • aggressive. in encouraging people -to use alternative forms of transportation ._ ; f ronal utootheirtlian the pes mobile.. 1. Develop more pedestrian and bicycle paths Mithm'the- City:, } 3.- Enforce the City's noise ordiMnce.. 4. + 1iPVAIf1T 9 dfi stPev tri;rindP AimiPra .44—Anwntown-tn:automnhile traffic 1. Passing and constructing the Orcutt Road Railroad Overpass. 2. Getting the Market Place Shopping Center passed. 3. Either improve the facilities and parking for the Senior Center or work on building a new Senior Center. 4. Work on Railroad Museum to preserve our railroad heritage. S. Being more business friendly — especially small businesses. .. Find or implement a.relialile source of adequate water, fficlnding,state -water if other sources do not materialize. Conservation alone will not meet the City's needs: . Undertake a prograiii to expedite retrofitting of dovrntovvn buildings .for earthquake lq - survival.' - - l. Keep. up or expand effort to provide A greenbelt around 4he City L KP6n irifv r16an Anil A}*rAPfiVP AQ Q 71AW_ . - , . - ., , 1. Funding for the Historic Museum which is a big attraction for the City and Mission Plaza. 2. Resurfacing lower Higuera form Madonna Rd. south. 3. Top priority should go to the Marsh St. parking structure extension. We need that very badly. Impro- ve/egtend recreational. trails. improve traffic circulation in southern portion of City - ..Secure ade_auate water supplies_ 1. Affordable housing. 2. Develop a fair, reasonable approach to growth in the City (e.g. don't disallow stores in the City limits that people will otherwise leave the city to shop at). If you disallow, you lose jobs and an additional tax revenue. -11- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Develop streamlined building permit processes that neighbors shouldn't be able to stop if proper permits have been approved an issued. 4. Develop an ordinance that allows for properties with views not to be blocked by neighbors. i1.. Real estate property tax stabilization. Implemenf rograms to control taxes of carrefit" and new home.purchases to allow more first time buyers:.to.purchase.a home (and, m certain in stances) also develop a program to help persons:on Sated or reduced ancomes . to hold-onto their -homes if the tax burden becomes too 12. Crack down on speeders within City.limits. ;Especially Johnson Ave., Foothill Blvd., Santa Rosa St. -and the downtown grid. More police- presence. 3. The billboards on the south and north approaches to.the City are ugly and cheapen they, atmosphere of SLO. Billboards within the City limits appear-to be popping up more j . and more., 1. Bike lanes 2. Purchase open space 3. Restrict urban sprawl. Keep businesses in commercial areas. l:, Stop sprawLat edges °of City. y r r k: i, i 12: - Traffic flow and bike•paths. E Rfi�dan *c hPina nnnr nPevhFinrc /ctndent hnnsinQ_ .x _ .:` .t.... .. .... .:. .`� 1. Parking structure on the edge of the City with frequent bus /shuttle service into the City. 2. Continue to add to open space /greenbelt around the City. 3. Create a pedestrian mall on Higuera Street by closing off three or four blocks of traffic. 4. More periodic sweeping of highly used bike lanes (Marsh Street out to Tank Farm Road, for example.) 5. Continue to add bike lanes for commuter use. 11. B.ike'lanes 2..' Purchase open space:. ; �R= i?ne+rin+ ..than cnr9vrl iCaa:ft hiicinaccac in'f'ninniarrial arAae_ -.. -' .. .. 1. Figure out how to get homeless panhandlers off the streets. 2. We need better shopping with Costco and Nordstrom type stores. 3. Taxpayers should not have to continue sinking money into General Hospital when we have French and Sierra Vista over bedded and willing to contract for uninsured and medical patients. n+a- .. ---i.r -.�- r�r- .rr -�x—a— :1:. Foar =lane road. fromJohnson/Orcutt to O ;cptt:Soath , � Four- lane -road from Tank Farm to lower- Higuera _ 3. Stop fight rleft turn' at Midstate Bank'on Broad: It's a miracle someoue hasn't been killed trying. to get into or out of Midstate Bank making,left tutas- hither way. 4 ... Please don't schedule -sti ieiet repairs when: Poly . begins m the fall..': 5. Please' no DalidWdevelopment or Costco. Onr downtown Is beaatiful and tourists :._. -love it: They_won't when all the little stores -go out of business -12- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Water 2. Traffic 3. General Hospital (closing) 4. Law enforcement (traffic) .. Athletic ,fields -- especially sonbau'and, basebau neum l -he mamon- Garcia project oaiittedAny diaalonds .Ideally, a,four.diamondsoftball complex;and convert Stockton'; field. to ninety-foot baseball field. Complete the Copeland's project (Court.St./Morro). Complete all underground line repairs /replacements so our streets can be surfaced and the11 left siinua far a while 1. Let SLO have a Wal- Mart/Costco/Home Depot - whatever. All these additional parking meter and structure have not slowed parking situation uptown and people still go to Santa Maria or Paso Robles to find what they want without parking hassle. 2. Let uptown keep its "charm," mainly to keep tourists happy. But everyday local shoppers don't have their needs met uptown. 3. Fix streets but no more bike lanes, cyclists ride where they please any way. 4. Consider another route for Johnson area to get to south end of town. Orcutt Road and the underpass are inadequate. Earlier proposed Bishop access should never have been dropped. Car route over tracks at Ella would have been more practical than existing pedestrian/bike bridge. 1. Some how, some way build some low cost housing ,_:Many working ,families cannot afford to tent let alone :buy.a modest house! 2. Betterfnndedand:staffed and most -of aU,affordable day Care. for the children.of. working mothers; - { . Build more parking garages, orperhaps set up parking lots Away from central downtown and have. shoppers take a shuttle into downtown. 4. Put a stoplight on the crosswalk. on Marsh-St.. People;just dart.out without looking or even amble across, with never loolang attraffic 5: See that the two shopping malls are totally filledbefore okayin g more "big box".or : -other malls...: 1. Reduce rates on water sewer 2. Reduce taxes 3. Decrease size of government payroll. 1. Consider Broad St: area.rezonmg plan -from Industrial to Multiuse,.... - business /residential as' drawn up tiy:1'ie�re Rademaker, group. Persuade Albertson ...`; market to locate elsewhere. We doii't*ant'a market there.' 2. Parking -- develop more .downtown-pa -king. - 3. Coiistruct sidewalks throughout City to e-ocourage-safe foot traffic rather than .vehlde , . 4. Assure adequate_water resources, for City's - collective uses -13- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. Extend library hours of the City County Library =-open on "Sunday's; earlier hours: -' „:. - weekdays. . Fix our City streets!! And keep them maintained. 2. Widen Orcutt Rd. from Broad to Laurel. Widen Tank Farm Rd. (Broad to Higuera) 3. We desperately need another access street from Johnson Ave. to Broad St. Suggest Bishop to Broad. 4. The traffic is getting so bad in this town we need more access across the tracks. 5. We need a signal light at Ella and Johnson Ave. 1:. Water .. 1. Secure a reliable water source to supplement current supplies. Most logical solution: increase capacity of Santa Margarita Lake. 2. Improve Orcutt Rd. from Broad St. to Johnson (especially to Laurel Lane). Widen the road and improve pedestrian.walks (especially at railroad crossing). 3. Get a better railroad crossing road surface. Current situation is a hazard to handicapped persons crossing the tracks on wheelchairs. Also, bikes find it to be unacceptably rough. 4. Increase downtown parking by moving forward on planned parking structures. 5. Build new transportation center and RR museum. Extend/build bike path form Orcutt Rd. al the way to Foothill along the railroad tracks. 1. Limit automobile traffic downtown create pedestrian only shopping/cafe promenades: 2.. Create additional peripheral tri ffic:;arteries to disperse heavily traveled streets I:E Johnson Ave.: used primarily to travel to and from downtown. 3. , Limit large commercial "big bos” stores .these are.small community /downtown killers $, Ehcourage and support commercial zones to Help plant and nurture "clean" industry. 5. Create more (another) community.performance`center to draw oar "the arts" —this is vital to our distinction as a cultural center. 1. Pedestrian safety. Please install cameras at major intersections to catch people who run red lights. This is a major problem to all of us and police cannot be everywhere. !1. Stop atteu►pting -to prevent large stores from coming the tity 's outlying areas and let us have local sio p i available. Let the oursts have downtown.: n _ 2 Improve our thoroughfares. OOeu'more streets between Johnson.Ave. and Broad St. * Near General Hospital and'near Sinslieiiner.Schoof area. '3. Put m: an overpass of Orcutt Road.' " 4- City,streets. ' . S..Kop water and sewer rates from going np. Begin the process of encouraging a full- fledged department store (like a Macy's or Robinson's May) to locate in or near the downtown — perhaps in the Copeland's center (proposed) or in City or other property east of Santa Rosa Street. This would really enhance an already viable downtown. -14- 2001-03 Financial Plan: Results of Community Budget Bulletin Survey 2. While this may sound like heresy, I really question the wisdom of bike lanes on Johnson Ave. They are used by very few people and have dangerously narrowed the four auto lanes. 3. Continue work on expanding/enhancing the San Luis Creek walkway from Mission Plaza all the way past Nipomo Street. 4. Take steps to ease the traffic flow on Santa Rosa Street. Especially at peak traffic periods. 4,'- ter dow"hb�W,,,can 1.60trib t6t-i'''J"Mi 'kftiJ---i-hb'- 1- -pe!'the prim water o..a nice: oo.. gzeg can't afford to*ater? 2. ., Allow some of the big box stores to get stafted..4 can't afford to shop here and -1 go out of town'. 3� Stop beiniz so "wispy . ... . . hymwashy. 7 1. Stay the same 2. Stay the same 3. Stay the same whey have 2. Water; this has been a pro b1ii except the last Year or two. 3.; . Keep the growth down. We A. 4. jrafticis a Ikp0blem There iii South St. so-pgop]16tan cross, I 5.;*, --- The ,streets ha#i'iproved,;--M widened.. 1knoW my cqmmen Foly, tourists and keeping ddov years and year &, No one :se' ems. -to do anything.. 6 keep e 9 d i'-d." P. -an to be a. traffieftyllit on Broad,St. from Orcutt to, I an not have to stand`in, the . . . . .... . a''s-n'!tG-reiift'. Road ,be'e-n-,fuiis ee s-. ire 11 be ighored because AH the city worries about is-' 1. Up grade road surfaces to adequate. 2. Obtain adequate water supplies to meet long-term future needs. 3. Finish Higuera Bridge Project. L' Limit devi6l!Dfpth6iitthiVitiliibleW.iter.WithbittsteiHngwatefrfro-"m'n-e'i-ghbors:-,Use. I baUdio-AG Lind fora "pe6p161iv.,0ird1in": as they have in Europe.: ..... id1C-tyw-t§`Remember %�thisUSLO'. 12: Slow. traffic 46*h!' Keep it td-,25-mph .,on" City streets: Y i pee h- .. `town! Let's keep it that way:' For'ge't ways .to as .another overpass. r:.: 3.:_:Ehcoiirage.*AHdAg and biking WAII& g ere a hi i, . compared to citi%.in Europe.,, z04ite different fidib whirewe*a1ked this past .summer with co b b I 6 stone and-6rusilied granite path .- and no within pa r-kin- g ithii the willed titie's. . 4. ',4.;.. Most hours of the day, our stores are not &6-4-ded- more stores. stores. '.That may bets-'p'ecially tine ih:thi'futiir"e.fftherLilt. more ."oiaHime"buying �.i:;:. ere:-fieiib16w6 rs S.; Traffic would be eased if there w r* hours public offl6i3Ould -be' g,,. on f; 7. 7 . .._ . . _ . . L.-: :hfipih. frain am M di'nnf% to that also_ 1. Allow Costco to build in SLO. The City is losing thousands of dollars a day in revenue, which is going to south to Santa Maria. I know: I'm one of them! _15- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. Readjust water and sewer rates — when we had a drought several years back we were ordered to conserve water under heavy penalties for over use. Then the rates were raised on the basis of lost revenue. The drought had been over for years and the rates have not returned to a commensurate level! 3. Limit bars in downtown — from Thursday thru Sunday nights. The police are refereeing fights on Higuera rather then patrolling the entire City. 1 Maintain control of excess commercial development. Continue to acquire open space. i 2 .; 11e...a;.d �a+nirn and nnn+rnl of lneal +av YPVPnflP -frmn Rsarrampntn_ • . _ 1. Finish paving the streets 2. Guard against over - development. 1:. Sport fields for youth. 2.: Sport.iield for - adults, _ J Sport field fora y . 1. Repave Monterey Street 2. Repave Lower (South) Higuera 3. Facilitate Home Depot, Costco and Wal -Mart. We deserve low cost stores in SLO. 4. Facilitate Copeland Project Resurface Citystreets (can.someone.please explain why sheets in the- arbors were " resurfaced when Higuera and South Higuera are so terrible m need of resurfacing.) ' Complete the-Margarita. Annex into the City - 4- Allow increases in housing development and push for completion of more Cal Poly on { campus housing. 13ousing:prices are ridiculously artificially high ;dne.to demand. y 1.-.:Lower City fees for maintenance, _upkeep,repav- and.remodeling'of existing housing'so we can make certain parts of the City more visibly:appealing.: j 1. Keep population and building growth as low as possible. 2. Pave South Higuera from Madonna Rd. to Los Osos Valley Rd. 1:: Uphold our: high levels of safety throughout the SLO conunanity:. 2..' Continue to unfit population growth in order to maintain -the high standards of:living that already exist: . 3. .462g that we allow drive thru banking.throaghout our City, it is time to expand the concept to drive -thru take -out food:: An;In'N'O.ut burger in the.City of.SLO_would be:... an incredible - profit in as well as a convenience to the members of our City. =There is "not justification to its prevention' if we continue to allow drive =thru banking I speakr i..:: +6nneande- 'nf.nnnAn nn +6" leeit6' _ 1. Adequate and safe water supply. -16- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. Continued police and fire protection service. 3. Adequate lighting for pedestrian use of streets at night. 4. Traffic safety. I -,; ,Youth athletie.fieldsc 2:. , iVlor`e land allocated to housug m order to Iower housing priees limited to first time byyers 3r °Tfafc congest,on relief, 1. Continue to reduce crime. Not just apprehension after this fact but implement programs proven to prevent crime from occurring. 2. Address traffic programs: congestion, improve street surfaces (especially South Higuera St.), lack of downtown parking. 3. Expedite completion of Copeland downtown development. 4. Work with Cal Poly and Cuesta College on developing student housing. 5. Stick to planned limited growth that will not destroy the excellent quality of life we currently enjoy. 41. .Mamtain°the:charaeter of the G`ity Center area by.enconraging mitsenms; art, music elements that raise the spirlts;�and foster cfviti0, m he residents and visitors alike::: 2 - Continue to support the alts associated with the Perfornuiing Arts Center. ;It is a boon k and credit to the City.._) 3. Minimizethe'penp6eral development ofshopping celnters and bos stores. Even if�they_- baveno aQect on t6e:small shops of the Citj!, they cert ainlyadd no visual qualrty to the.= _.. landscape. a -.. v 9: l[mprovemen- of �shelter.and: '-- a for_the h6meless .and the less fortunate among ns: 1. Provide for appropriate growth to accommodate the people but avoid uncontrolled sprawl. 2. Get control of the water problem. 3. Road pavement and potholes — fix them! 4. Cooperate with Poly and Cuesta to get dormitories for students from out of town. Save our neighborhoods. 5. Get rid of the "Obispo Beautiful Gestapo "! 1. Stop sprawl on the limits of the city. 2. Protect open space between cities (county I guess), but annex and protect if necessary. 3. Plan widely to protect downtown with more bike lanes, and public transportation. 4. Keep bussing free to Cal Poly, by pressuring those greedy bastards. They just want to pay for their own structures, and free bussing won't do it. - i7_ 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 46.4n order to mr -rect. "our limited resources" we need. to start,thinking about getting into ` the 21" century: ,Financially. 2 Parking problems. No more..garages, yes as to more outlym_g par. g vuith frees]►uttles ganLnis Bay Motors is a good egaatple of our City— - athers mentality We need a:fix on .th.�flri »d•nf.thinlrino. W. 1. Reliable supply of good water. 2. Provide an array of shopping opportunities in popular stores. 3. Annex the airport area to make the coming growth there compatible with City needs. 1. Traffic light at first airport road 2. Target or Wal -Mart 3. Road improvements (repairs) 4. City water — extended on Broad, cable services too 1. Lower water rates 2. No new taxes or fees 3. Limit expansion of City of San Luis Obispo No new projects like Madonna's 4. Creek project expansion ti.. vvaia•••••.�aaaa.c. ruaca - -.:. -.A ... 42. Tbis_Cityrequires a Costco,,KMarfor Wal =Mart or Target. For;the last ;20 years this famft . has. do, ne all of their §Lopping M' Santa Maria and it would`certainly be much more convenient. if we eould so our shopping witWn: our City I It would certainlybe appreciated if the City Council would direct ,a. portion of then thoughts to the group of citizens in this city. whicb.were born and raised. bere, rather -than the imported, environmentally selfish_ones they direct all of their dech on, toward::. Slow growth — no box stores! (Too late for Madonna's Home Depot I know but keep others out of our beautiful town!) Housing on campus!, Both Poly and Cuesta need to do even more than the proposal I read about in Telegram Tribune. Keep new building facades to the Spanish motif. Make Victoria Secret get rid of its hideous storefront and near porn displays. _Ig_ 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 4. Neighborhoods kept clean and manicured so as not to attract rodents (a problem we are currently having with some slob neighbors — mostly college rentals)! 5. Preserve Ag land surrounding our town (be tough on out -of- towners and pro -growth transplants). L. Preveut•all commerciaLbig box, companies from invading our "natural charm_ " community! I.- Encourage ens rvi onmental preservation especially surronnding our City. 3. 'Promote and encourage a Lawn Bowling Clu6to enable seniors, and other adults to' improve health and provide pleasurable social activity! Cambria and Santa Maria are ... too .far away and not on our SL.O confines ... got away from just a Bridge playing group! 1. Sponsor after — school sports actNities-for children under 18, in addition to present school programs. - 1. Pave South Higuera St. from Madonna to Lour. How about a street my car can be driven on without self- destructing? (15 years of Hell!) 1.. Reduce charges forwater and. sewer. 2: Build no more parking.. garages.,- 3. Cut parking meter charges. 4. Have City employees increase productivity. 1. Finish Marsh Street Parking Garage! You're dreaming and trying to kill downtown by letting this languish. 2. Get Copeland Project moving! 3. Bring Costco to town — we already spend over $2000 /per year in Santa Maria. Are you so elitist that you want me to spend hundreds extra here? 4. Work on bike trail along railroad. It connects residential, schools, Cal Poly and downtown. 5. Fix Broad Street downtown. ,. -- --t . ,1.. Pave.the- streets. 2 . Clear out the creek bed below Madonna Road so Laguna Lake houses are not flooded _ by winter rains. Street sweepers should sweep street the day after _garbage collection not befoft. 1. Control growth to reduce sprawl, increase urban density, and improve urban transportation including pedestrian and bike. 2. Creek walk expansion. 3. Tree planting in neighborhoods. Pirking..It is ridiculous to advertise as.4 tourist destination when people tryto seethe Mission and do not because they ycannot parka 2., - :Street widening. R'hy. permit development to.the- edge ofahe,st.. V Do we want .three.: ."story buildings blocking.thewiew of the mountains.? 3. -Do not develop Dalidio property - it is the entrance to SLO.:I can see five to seven mountains up the va11e� The.Bed, Bath, and Beyond, etc. ugly'.__ __ -- _ _.- -19- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey The front lots of the From Ranch and much of Madonna's 60d are seasonalmetla_nds! Preserve them. :.. Stop, development. How can we fit downtown? Two and three stories block•the bills .= 'When we can no longer see the hills, Will they then be built on? I do not want to see neon li hts ao be in'San Diego " 1. Pave our City streets where needed. 2. Complete expansion of Marsh Street parking structure. 3. Allow the Copeland City Project to proceed as soon as possible. 4. Complete the creek re- structure before Easter. 5. Allow Madonna's approved project on the Froom Ranch as planned. 1.: Continue improvement on the street surfaces I would love- to:see "something" done about these heavy overhead electric-.]ines. Thry' ; ! nre -.n nncivhtivl - 1. Increase water quality. (Way too much chlorine in my neighborhood - it wrecks my skin and hair, even with a shower filter.) 2. Lower water prices — it's hard to keep a garden alive unless you're rich. There's no water shortage, so stop pricing it as if there were. 3. Form a community power system that protects citizens and businesses form wild price going on energy bills. 4. Pave the streets — especially downtown. It's dangerous to walk down there, especially for older people. 5. Protect open space — SOAR should have passed, but outright lies and distortions by developers confused the voters. (l Surfaces of our streets,J&e a agirace to out C,ty< Bumps could be ground_ off,on some; _.'--streets without new paving, such as upper Marsh form Usos to California. Pacific St. from Osos to South Santa Rosa, -.New paving aced for Osos St, lower-Higuera and _ sections of Broad St: �2a Public WorU-head should be required to enforce all construction entry cuts.- to the-,-1 k ; s streets to be repaved and - maintained to perfect smooth.surface,when completion of job' i �s'done:- There should "be a City regnhrement of lasting standards of smoothness for,':._ _ maybe three toi1lve years . after. work is completed. Make sere to audit the gasoline tax share, :which is.supposed to be used. for street:iepair . -and-maintenance.- And use that money'for what it was intended: , 4. -Stop the -length* stndies.:and act. _ 1. Finish the Higuera St. Bridge Project. Out downtown businesses are suffering. Preservation of our downtown is the most important goal! 2. Continue to preserve and enhance the downtown. Pursue the Higuera St. (south) improvement plan. 3. Do not approve the Prado Rd. extension. This idea should be abandoned. 4. Preserve the open spaces around our City. Stop future housing development in the arbors area. -20- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. Continue to promote the downtown festival and banners. However — please stop allowing those huge diesels in the Christmas parade. Thank you for this opportunity to express our ideas! AHoraanie nousmg so tnat people can aaitora to uvg nerer;. Reduce traffic and smog. Increase standard of living and value .(not .price) of homes. -A 1. Get more water. 2. Eliminate the Biologist position you just approved. 3. Fix city streets. The patch job on Johnson (done earlier this year) is terrible. 4. Accept reasonable growth. A City with no growth is actually going backwards. 5. Eliminate the costly studies we've had in the pat few years. Isn't the high priced City staff supposed to do this? L. Fis ng roads' - there are way.. too many—potholes—,and uneven road surfaces: 2: Providing more parking in the downtovvn`areaand more,prevalentinformation-abonr purchasing a parking meter "key" so yon don't; have to lu: nt for coins. 3. More advertising and greatervariety of.adult recreational activities through.Parks and Recr'eatron: . Establishing rent control so landlords cannot keep uppmg_ient prices in SLO and { - making landlords more accountable for the upkeep of their property._ S. Working -with Cal Poly to help provide'moie on- campus lionsmg as well as more student - friendly apartments complexes off campus. (So that other rental properties la, i r SLO can be rented by non- sfidents.) 1. The City needs to have the water issues resolved. We desperately need a supplementary water source. Rates were increased during the extreme water shortage years ago and have never come down even though we were promised that is we would all conserve the rate issue would be adjusted when the shortage was corrected. It is laughable when we are talking about having yard police to penalize people who do not take care of their yards while the cost of water keeps increasing. 1. More friendly as in parking. 2. More community friendly as in parking. 3. More business friendly. -21- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2... Reach a definite'compactwith Cal.Poly`to establish student housing near- campus,for,'at; least,10,000.students, using City- acgnired -land. 3. Make plans to establish the entire downtown area as a permanent pedestrian bicycle zone with underground within not more -.than. seven years.. j t. Create an- urban limit boundary wide enough to accommodate 5fty years of popnlahon increase, bat in-mly committed to the urban center for business rental 5:. Repair an aggressive:plan to lure high fechnologyemployment, not rental corporations,.; to the City.:This sfioald emphasize the first four olijectives.above as the lure;for such j rninnanla- vAprP PmnlnvPPc are thnir_inain accat .. _ .. -• 1. Finish• paving the streets = especiallyBroad: - 2.' A crosswalk and/or a signal on Broad between.Sonth and Orcutt it is dangerous for A _ 3. Year -round weed abatemeat-and yard standards even ifit takes alull- timepersoa _ ..:People are-fed up!.. 4..TooWy against the Court Streetproject hate underground parking I eiC popularr tote would.6Ave denied it:. " „ _..° 5:. Growth needs to slow but would like Costco, Home Base'and Target. Will continue Qnmu to Santa Maria ntherwice_, City servirk.ihine!£ 1. Somehow, Cal Poly has to take more responsibility in providing student housing. So many of our lovely three and four bedroom houses are now rented by students — and this is especially true in areas that aren't even close to campus thus increasing traffic to a great degree. Until this is addressed and solved, there will not be housing for families. 1. 2. 3. 4. more ,par iig downtown :--structure,, etc. Water Okay Copeland Project Repair sidewalks in Laguna area. South'of Madonna Road.:. 4 Better access .to Johnson Ave:. from. Broad St. and `Madonna Rd. No Costco or Home Depot stores that will drain the visibility of downtown and small owners like Pacific Home Improvement. Be sure we have enough water for our present need before additional developments are planned. Plan the future needs of our City before promising our dwindling resources to new developments. Home Base is just liquidating and leaving a huge structure and parking lot in Santa Maria empty! lucrease .water.supply for droag7it periods :and decrease cost of water for-residents. Support downtown by_re'stricting big bogystores. Increase it maintenance. _22_ 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Be realistic about height limitation on structures. If the city can't grow horizontally - it should be able to grow vertically. 2. The downtown area is unique. An attraction that makes it a destination - work with Copeland to expand its uniqueness. 3. Push for a Prado Road over crossing of Highway 101. 4. Encourage Cal Poly to provide more student housing. Completion of the sport fields atthe:Tank Farm_site. i Support or create a coalition to.esplore increase g:mfant .daycare W.SLO. Limited infant care imports working families tremendously! 3. Prioritize needs and serviced for teens in SLO. -There is nothing for then, except ".`hanging out" . Address- high -risk alcohol use by teens and'young.adults 5. Improve the bargaining relationship with pnblic,safety personnel. SLO police and fire deserve fair treatment for the outstanding professionalism they. provide. 6 Wppnvniirnrnmicec! _. I 1. "SLY" growth - not no growth but a more intelligent way to grow. This means no Costco, Home Depot, etc. 2. Find a way to integrate the downtown with the section of town that includes Madonna Plaza via a "Mass Transit" mode that would also include Cal Poly. 3. Expand the City to Avila/Port San Luis in order to better control development. 4. Combat the County's counter growth control measures. It was awful the way they forced the City to allow the building of Home Depot! 1: Stoplight at Tank Farm an Poinsettia Street. "` ., 2:. Improve :r'oads - especially repaveBroad Street. { 3.. More recreation facilities for sports and kids: - A Marliaen nn Tanlr Farm — Rrnnd tn:nrcutt 1. Use City monies in a way to serve the majority of the local residents i.e. a good police department and a strong department for safety and care of all citizens. 2. Increase street repair of rough spots and actual holes in a few areas of a City street. 3. Perhaps more frequent use of neighborhood street sweepers. 4. If not already being done - activities for the homeless that may encourage those capable of working to re -enter the work force and be a community burden. 5. Eliminate, or at least put restrictions on fetes like Mardi Gras - which encourage behavior that requires much cost to the City - that may carry the message to young people that rowdiness and drunkenness are acceptable behaviors. _._�o .- . a...- ...- �_- -..... _-_....-..-..--......... M..•.....-....+ rn. •.- ...---- ...- .y- ..,-- .-- ..-.�. _.._ .. '..:. •:::::..•r 1. D not te over. build houses... 2. Encourage light industry. Z Cnnnnrt cvini�afinn -_ - =•_ :• . _ _ - �, , . , .. � -. .... 23- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Reduce obscenely high water rates. They are ridiculously and the water quality is so poor that most of us, who are elderly, have to buy bottled water. How about an ad hoc group and evaluate our water problems and water quality. Get a Costco. I live in Paso and go to Santa Maria for Costco. Drive right thru San- Luis to get there. If Costco was in SLO, I would stop there and shop in San Luis more. 1 2_ Ease narking in downtown area. Very frustrating: - 1. Good transportation. 2. My husband and I need ways to get around without driving. (Old age) IL .Violence Prevention 1. Clean air. Perhaps ban wood burning fire plan in City. 2. Quiet traffic. Perhaps allow noise barrier. !L, Lower Water 'service fees. 2.: Solve..problems with traffic congestion. ,3. Facilities for youngsters that they can go to after school, even on weekends: We badly nvnd activity rPntnre fnr nnr aroonhnitc and tnnnaaprc We a nine }I 1. Traffic congestion and street improvements. 2. Encourage business outside of the downtown area for more affordable shopping for local residents (i.e. box stores). 3. Develop better relations between employees (not management) and staff. (I.e. recent conflict between police /fire and staff) 4. Modify the permit building process to make it simpler and faster so as to encourage not deter building in SLO. 5. Develop more facilities and activities for senior citizens in SLO. 1; Continued emphasis.on good parking facilities Possibly; .think about no parking.on , downtown Higaera St: _ 2: Keep improving the streets (paving). 3. Keen beantifvinp the Citv with tress. art. etc: 1. More parking. 2. Establish and maintain greenbelt around City. 3. Smart growth — no sprawl. -,rr�_�r .. - -T —+- � .T. ._._.. -T �v.� -_.e. .. e.r_.�,•- '_.--- •...s. _. —... -. ....r 1: Stop raising se. wer rates''= maybe even rednce,ttieinT 2. Arrange/provide adequate space for increased %traffiic before approving new commercial or.residential "development_a__, 1. Parking downtown. We need very badly the new parking garage! 1:�Bettec:tcansporfation Bus.service_.. 6 1g.parking garage iu the_>n 066 of to vnr_.= `. -24- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. No more box stores. ;3. More affordable homes — or apartments for young people - or singles. Not exactly low 1. Reduce the cost of water service. I cannot comprehend how own person living in a household can generate enough water use to have a water bill in the about of $30 to $40 each month. I do not water a garden that is very sizable and I have no lawn to water. 2. 1 am forced to pay for garbage serviced even though I do not receive garbage service at my residence. My mother lives very close to me and neither of us generates much trash so we combine our trash and it is picked up at her house — not mine. Yet, I pay for the service. I do recycle to be environmentally responsible do I pay for that service? I live in a P.U.D. community — my neighbors would complain if I was collecting garbage. Every month my water /sewer bill is $80 to $90, isn't that high for one person? 1. .Pressure Cal Poly,Universitylo setup more dorm. spaces;or nOt Werease student.= numbers /population, Cal Poly increases are ruining S L:O.'s traffic. Ci needs new codes to limit outside homeowners who buy onl : to • rofit form student-; �• .h' - Y. Y� p `housing in residential areas. -.Our, peace is -being destroyed. Blatantly City should be concerned with .many vehicle, owners'. fads:to improve huge `dower" vehicles with over -sized wheels These intimate "regulation" owners/drivers are parking hogs; and .cut off street visibilityx efc 4. We need faster, more effective police responses to party noise complaints and youth II r with `Boomer" audios in theiir.cars,; Ordinance, should say license numberreportis. . jj enough. ) i5. SLO is a beitatifnl ulace to live in � keeu:it so' ..* 1. Adequate senior center with on -site parking! (C'mon, let's be decent!) 2. Acquisition of open space — as much as possible. 3. Allowing continued revitalization of downtown by Copeland's Project. 4. More City Recreation programs for kids — they need fun, safe things to do. (Donation by City to Children's Museum would be good too!) 5. Well thought- out affordable housing — always needed here. 1. Not remove any more water ftm-the Salinas Watershed eft her er y enlarging. the Margarita Reservoir or the Nacimiento pipeline construction. 2. Declare a "Wal -Mart free zone" - 'amend the general plan to eliminate big box stores and budget for litigation if necessary. i 3.. Stop the. Dalidio Mall budget for litigation if necessary Amend the geaeral,plan and zone the land for. open space agriculture. ..Subsidize local agriculture land if.necessary. 4.'- Pii'rchase open space on_the City perimeter: -5: Gain public access to the Los Padres National Forest — West Cuesta Ridge. from City ;., - 1. I would like to know the choices. 2. Redirect Prado Road. Better yet, don't extend it all the way. 3. Don't allow big box stores. -25- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 4. Be careful with low -cost housing projects —talk to other cities to seethe mistakes they have made. Crime, pollution and congestion can go up. 5. Keep as much open space as possible; keep growth as low as possible. _ _ . P g 1'3' _ 'tn g ich.petson's town!. 1. Develo� � atfordable housing for eve one... This is beconiin a;rl t. Address traffic problems on LOUR, Higuera and Broad, before approving more developments. 3.. Require Cal.Poly to build some housing for students and faculty. _ i.. Open a permanent homeless shelter: and-fund 4 C A elr !`al 'rvone to rinca cnma cif tho nn and nff rmmns _ thew are danPernUN_" . 1. At this time, I have no suggestions, but intend to attend the January 17 meeting at the Forum. 1. Roads are terribleM Especially South Higuera Street. 1. Repave Higuera Street, from Madonna Road to City limits. 2. Build overpass from Madonna Road to Prado Road. 3. Stop pouring money into projects located on the Cal Poly campus. 4. Replace net on the golf course and raise the screen 10' higher to stop golf balls landing in Royal Way where children are at play. �1. Water is the biggest need. 1. Drive up bank windows!! 2. Variety stores ( "Dime stores ") 3. Family shopping — it's mostly college and tourist stores now. ,,.., . 1. Maintain the City roads! a i2. Lower the utility rates. '3. Complete bike-path to Avila Beach. 1. Housing — increase incentives to develop and build multi - family, duplex, triplex, cluster, infill, higher density housing in SLO. Get Margarita approves, annex airport. 2. Water — bridge and build more cordial relations with Paso to look at Nacimiento, work on reuse reclamation, conservation effort. See if any agriculture can use less too. (Less grapes!) 3. Transportation — continue effort to work on regional solutions (location of services, bus, carpool, bikes, telecommuting, Cal Poly, Cuesta mitigation) and parking solutions 4. Continue effort to expand open space and greenbelts, protect habitat, water and air quality. 5. Support collaborative partnership such as ACTION for Healthy Communities, Children Services Network, etc. Already existing in City and County. -1.' Prevent franchise from getting:into downtown (like Carl's Jr.j,.: 2. Prevenf�big box stores _form town,' (Like_Wal_Mart; K =Mart, 1. Greenbelt corridor around the perimeter of SLO. -26- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. No more big box stores. 3. Maintain a one percent growth rate limit. 4. Expand Marsh Street parking structure. 5. Acquire /expand parks /playground areas. 1. _ 'Allow no big box stores. 2. Improve public transportation = more basses, min- sliattles to downtown. Encourage ride sharing. _ 3. Continue supporting Prado Day Center. . . 40 Stress water conservation all the time — not just during drought. 1. Do whatever is takes to preserve our borders form developers' sprawl and save our rural views and character. 2. Help the Copeland's achieve their proposed downtown developments. They have proven they understand the character of the town and seem to have the ability to enhance it. (Honor the neighborhood's "Chinatown history" by encouraging an atmosphere Chinese style.) 3. Set architectural standards for new developers such as those on the Madonna From Ranch property that approximates the character of our older downtown buildings. Avoid the neo styles such as the new Madonna marketplace that appears as a cheap example of thousands of characterless shopping areas in southern California. 4. Do not permit development on Dalidio property. 5. Maintain enough water in Laguna Lake so that the channel that lease up to Prefumo Creek (at LOUR) maintains its marsh ecology. 6. Plant quantities of trees to obscure parking lots such as those on Madonna's big box property. 1. .Downtown parking. _ 2.. Clean sidewalks... s .._ _ _ a- 3..- Enforce yard maintenance inresiden..tial:areas:: Parts :of the City, look.likesluals. . 4. Pressure colleges to provide student housing. - Give us back our neighborhoods. - S Prmmnta Vnnaland rlavalnnmant_ .. 1. Improve overall safety for its citizens including a close eye on gang activities and any and all deterrence of gang/youth crime. 2. Improve all City streets and public areas; improve the traffic flow thought the City and traffic growth areas. 3. Support the downtown merchants (clean sidewalks and deterrence of homeless people panhandling, etc.). 4. Rent control downtown for long time consistent tenants (keep good interesting business downtown). 5. Plan to renew all areas of the core downtown not just Copeland focus and that end of town. 1._ Encourage or require development to include, housing in new developments: (I E:_one end two bedroom apartments and condos) 2, _ `Build7iousing within odr,City limits instead of ri §ing more land:(if possible -27- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Keep big stores out of our town. 1.. ;Preserve vitality of downtown = discourage competition on. the periphery; keep a mix of t essentials and boutiques so the downtown can survive a recession, encourage festivities. i but discourage inappropriate behavior: 2. Preserve pre -war housing stock. Zone old.single= fahAy'homes, restrict teardowns,':' designate preservation areas and then don't make exceptions for every developer and j planning commissioner. - i Control.growth — acquire outlaying'areas so City isn't`ringed by County approved, sprawl Establish greenbelts, encourage in- filling and build on hills before Ag land. 4. Preserve low - income housing, but-kee p it scntteredoth> ough different;neighborhoods;to7 prevent poverty ghettos Don 't`rush to gentrify standard housing, when there is not affordable alternative and government services. - 5.LL _Keep service:centralzed. Don't scatter shopping centers all over, forcing consumers to i make multiple - stops. The Madonna/Coast Mall, Dalidio property could be a large, full service big box shopping area a regional magnet —if it was.intcgrated together. Instead,: the Market Place has .its "back ". to the existing shopping center and we may: : end up with malls and mini -malls scattered form 10116 Los Osos Valley Road requirm ' _ multinle:inconvenient -bins. : , � :.. ' _ ..,. '' ; • : M... .. .. ,. . 1. The City needs to find reliable water resources. Not Salinas Reservoir. Not wastewater. We need state water. 2. Tax student rentals. Push students on campus where Cal Poly can pay for police, fire, water and other services. 3. Remove fraternity and sorority houses from downtown San Luis Obispo. They belong on campus. 4. Open facilities more. Beautiful City buildings i.e. library, swimming pool are closed too much. Why spend millions to build them and not letting us enjoy them? 5. Build housing for police and fire so they live with a reasonable response time. 1: Knock do" the "Rodriguez Adobe".'and theencalyptus tree and finish the park oa ?`' :. Pprple Sage Lane. The building is an eyesore! It Was transient shack the Rodriguez family, never used. , 2:' Stop growth! °Close oft downtown to cars and make'rt a walking mall. _3. _No `big.box" stores: -:No more park inf: structures downtown.' r 1- I . Continue to obtain large chain stores to locate in the City of San Luis Obispo, to reduce City taxes an gain sales tax, etc. This would help keep purchases in the City rather than being spent in Santa Maria, and North County. 2. Install a reclaimed water system (distribution) to be used in City parks and planted mediums, etc. 3. Provide for a new senior citizens center with facilities like those in Morro Bay, and other cities in the USA. 4. The major problem with the City Council, etc., is that all communities thru out the USA are expanding to keep space with the nations and worldwide increase in population. We at San Luis Obispo are trying to stop growth without consideration of the worldwide growth. -28- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1: Improve surface roads cover potholes; siuooth out areas;_ etc:.; :. 2. Allow more restaurants and shops to open u�SLO :area :: 'A- Allnw rnnre hnucinu to he built 1. Reduce water and sewer costs. 2. Continue with SOAR initiative by developing a plan for acquisition and begin small-scale acquisition throughout SLO. 3. Turn Court street parking lot into a plaza! i. It`seems-a relativelyminor repair,but is could prevent people tI specislly seniors h'ke° me) from falling: Pave intersections of Higue' M Street of downtown. Extremely un even at. Chorro, Broad; and Nipomo Streets. 1. Slow growth M Los Osos Valley Road is •overloaded. So many businesses fold, so why build all these new structures? The population does not require two Staples stores; etc., etc.,:etc. _. L Spoiling the landscape with "Home Depot Store". by Alex Madonna �is very sad.., 'Why . not build at least housing there, if yowmast;tinild at all. Road Ii thgre are overloaded :_' . 1. Low -cost housing (under $700.00 per month rental or $100,000.00 purchase.) 2. No more big box stores. 3. Less emphasis on parking, more emphasis on public transportation. 4. Improved bike paths. 5. Expand homeless facilities. [1. Control new development and spr awl within` and in vicinity of'SLU:- maximize open 1space, agriculture and natural areas. 2. Continue to work with.private landowners to promote sale/donation of private open space to the City or government agencies.. 13. Encourage clean; high -tech industry to relocate to. SLO area. 4. Maintain the d�stinctive;character.of downtown SLO to mamtaiwits attraetiveuess for tourism, shopping'- avoid strip malls, and large "boa" stores 1. Reduce traffic. If you do what is necessary to accomplish this, all the other problems will also be removed. 2. Find water sources. 3. Find power sources. 4. Control growth and no huge box stores — both lead to water and power usage! 1i -'Apprehension and prosecution, of vandal.bTI -public drunkenness and.... crime. 2 :. Elimination .of graffty and issuing •property neglect warnings to illustrate concern for, `. care of,. and watchfulness over community.. 3. Increased poli ce presence and issuance oftrafficcitations.foi ;traMc.vi6Iations;: :. ;: especially in areas snrroanding Cal Poly participation, to fine to.hold students 'punishable with:expulslodwhen caught destroying property m. near.campus areas - 4. X. ceihng" on number of bars maown. Greater accountability m disciplining use of&, alcohol by underage drinkers. _29- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Implement the Copeland/City project. 2. Incorporate Cal Poly into City - tremendous increase of sales tax. 3. Underground utilities telephone lines. Question: why did the City allow Sonic TV to dig up almost fifteen miles of City streets and not make a joint project with the phone company? 11. Parking .. f 2.- More policemen on patrol . More -open space �.. 4: ° Imprrove. traffic .flow- and=--corner of Madonna Road and iIiguera by making two lanes i torn right nntn Snoth.,Street 1 1. Maintain/expand greenbelt 2. Fill-in development - don't make infill so hard to accomplish 3. Affordable housing i Preserve open space Increase number of parks 3: V iin#ain roads = 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Recycling bins located next to every garbage bin in the Cities downtown and park areas. (There are bins, but not next to every garbage bin.) 2. More aggressive about Cal Poly and Cuesta student noise in neighborhoods. And downtown bar areas. 3. Complete the green belt area around the City. 4. Do not encourage big box stores in SLO. Keep SLO unique!! 5. Continue working closely with the Mardi Gras Mystic Crewe and continuing to host, Mardi Gras yearly without raising the price of holding the Mardi Gras parade yearly. 1. Don't disenfranchise landowners by denying building permits so that those who have already built on their land can have good views. 2. Lower water fees to realistic prices, not as a revenue source .for City. ! 3. Allow discount stores to build In- City. Do not restrict their size. III' 4. Get rid of the City .utilities tsar. i Reduce goverhment. j 1. Parking — I'm tired of driving out of town to shop! Complete the Marsh St. Parking structure behind the -Post Office. �l.. Begin the Court St/Chinatown Project. 3. Water source. - � Take back our town from Cal Poly domination. 5. Reduce obstacles to building.` housing 1. An emergency — to put a stoplight on Broad Street and Stoneridge — the traffic on Broad is overwhelming and very dangerous. When you try to turn left from Stoneridge, Perking Lane or Sweeney, one just takes a chance. 2. Perkins Lane and Rock-view were just mended — however Perkins Lane is crumbling on the side of the street where the 20x20 buildings are — with many people living in them!! Also, many cars at those places!! 3. The traffic in SLO is very bad. I have no idea what can be done — but it will get worse if we keep growing like we are. 1..Rec 2. Par ts facilities fur children. ._ . �aveflnn dnwntnwrn_ .. ;.. 1. Keep costs of City government within the means of the many less affluent citizens of SLO. 2. Prioritize spending, first for needs and fund them fully, then add the desirable items if funds are available. 3. Keep urging Cal Poly to provide on campus housing. 1. Parking: "the. downtown will economicallyA a if we do not have more parking: Check the activity at the ud*. Iadorina Road stores. 2. Affordable housing: _ the City must make: it economically possible to build homes people can afford,to buy and marntain,.w_ -31- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Continue downtown vitalization efforts to include the upkeep of off street parking, pedestrian friendly areas such as downtown center and comer pop touts! 2. Green spaces within the City, from downtown to the suburbs. Look for opportunities to purchase — critical locations and undervalued properties. 3. Soccer fields on City property. 4. Emphasis on old town SLO as a unique resource for the City. L. Traffic is getting;heav_y in many areas. Study traffic. flow before building up new areas. !. Water rates were raised during the drought period a few yearsmago;= i°temporar. y. ' j How about lowering them again? S. Charter Cable continues to raise rates and furnish more and more channels. which. many people do not want or use. How about negotiating for a.smali number of channels for less, oney; maybe sic or so'for' ibout $20 'W per month .:before - customers decide to forego the service? f 1. Bottom line: utilities are getting too costly: SL0 is:a'nice place to' live but there. a a l®it on what neonle are willinty to nav for the nrevileue_. nnn't rnin Knnr" renritathnnV.1 I. Support for programs for the homeless (help to open Prado Day Center on weekends). 2. Affordable housing for low- income residents. 3. Long -term planning. 1: Make shopping centers more accessible o watlters - -paths between. all stores..;:. (Gottschalk's area ezpansion'is'a disaster.) 2. -More bike lanes 3. Extend San Luis Creek arks as wan a� ^ p g/bike path soat.. 'to LOUR 4. New street signs with larger lettering at a predictable,place m,an intersection. 1. rlease stop raising sewer costs. Why isn't it handled thru people's property taxes like everywhere else? 2. Please, Please, repair South Higuera, Tank Farm Road, and Los Osos Valley Road. The southbound lane doesn't look terrible, but being a "truck route," it sounds like thunder, a hurricane and earthquake and no one sleeps. 3. Also, please don't let the big box stores into our beautiful, wonderful town. Would ruin the ambiance and ruin the livelihood of all the pop /mom stores. We don't need to be another L.A. here. Big box stores don't fight fair — why don't they go to competitive towns like San Francisco or L.A. :1.' Eix potholes'in streets. - 2. Obtain more water at a lower rate.. During the water shortage, the water rate was increased; however, it was not decreased after there was.uo ihortage: = 3.' .Create more. parking garages for the Copeland project.., 4 ,Stop big, boz stores in SLO..... <. uo 1. Control sprawl — slow growth. 2. Pressure Cal Poly to build on campus housing. -32- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Continue to support efforts to house the homeless — plus find money to keep the Prado -Day Center open more hours. 4. We need more day care centers for the children of working parents. 5. Housing for our agricultural workers. L Work with the colleges and local businesses to re=introduce affordable and ample housing. The- working-middle class ;and families are -being pushed out.: L Locate a water source that is safe, affordable and consistently reliable. L Continue to promote locally owned and apeirated buslaesses uotrjust those W.the` downtown:;area. L: _ Slow the growth of large corporate entities; if they remain in our community unpose .� some revenue that can be' redirected -lei community endeavors. >:. Maintain and expand bicycle paths to encourage alternative transportation SLO is too i a, cmall anddanvafnr m:w"imvP4rclf 1. Manage growth — no sprawl! Keep growth within City limits. 2. Resolve traffic congestion. Keep up alternative transportation service programs. 3. Keep box stores out of SLO! Tax base is important, but these places kill the "personality" of our town! City Streets are in bad eondidon tenew them ' 2. Expand J or4biftbafithose.1bid" Lear and Jet aircrafts ' gi' Restrict number of new homes and residents per year. a x ° '' Improve infrastructure (public transportation, bike ways;' Ai:) an_d let Home Depot, etc.V build outside the City limit to reduce traffic. .I 15. Limit dogs to a maximum of 1 per householdll No dogs in parksli That is children's t... and not a doors nlavaidund. 1. Street repair 1: Establish green -belt zones -- .. 2:..Improve and "add more bicycle lanes' Rsi BA'a mild Pin anti Pnm71rP11Pn QkVP'QPn1nP.PPntPr: Street maintenance and repair 1. Increase traffic enforcement. 2. Increase noise and party enforcement. 3. Increase law enforcement on violent crimes, felonies and crimes against people and property. 4. Keep commitments such as paving South Higuera, trail easements, open space and planning. -33- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. Pledge allegiance to the flag for the good of the country under one God. (I am a serious, professional, voter, and homeowner) A source of adequate water. Creating a "traffic free" zone in the downtown area. Bicycle trails. 1. Adequate water supply with reasonable rates for consumer. 2. Maintenance of streets. 1. Developing alternative transportation - i.e. shuttles from outer; downtown for employees. . t I don't support more massive parkfing' structures.; - L .Continuing to support open st)iL eeenbelt aroun l'the City. Property construction and reuselrecycling — i.e. continued education for the community on water use reduction- more encouragementlincenfives for recycling. 1. Resolution of the Dalidio property controversy by some agreement which would provide some financial benefit to the Dalidio family and preserve agriculture and open space for the entire proceed. 2. Earthquake preparations. As a major improvement of the downtown via the Copeland Project proceeds, the City should address the fact that some 132 downtown structures can't withstand an earthquake. This problem should be laid out in pubic hearings. 3. Residential Area Reinforcement. State law plus court rulings which legalizes 5 or 6 vehicles ruins R -1 areas. In view of this fact, the City should become as aggressive as the law permits to salvage what may become a disaster for R -1 neighborhoods in this City. Complete the.aext phase of the Copeland. Downtown Project `, The new Madonna laza-' ' will be competition to downtown!! We need to keep improving the energy of the downtown. 12. Make SLO more auto-independent. Enhance the bike lane system and complete the creek trail and downto n to beach ba keway..Provide a bikeway independent from . Broad Street/227 to the country cliib and%r Price ;Canyon to Pismo Beach. .3i.. lending and other methods to :purchase existing open space/ag land to create downtown open, public spaces. 4.. I know the City's aversion to "big boges," but have you ever'compared Idler's Appliance money to Circuit City ?, Target for Gen Merchandise? i can't afford to sloop' _. In SLO! There is a. pomf where you.can'I Oro tec# local, overpriced retailers.::you ' re _... - Wr . loin major tax retail dollars Santa Maria, rap._.. and Atascadero! g -J _ _. --- �. _ 1. Please do not pass a bill prohibiting stores like Costco form selling groceries. We really love Costco food products, but only buy around $50/$75 a month — not hardly enough to impact local grocery sales! Would hope you will permit Costco to come in. It seem only the oppositions speaks up, but believe me, there are many of us who would like to see this store here. We shop there about once a month, but I would rather save the gas and have the sales tax money got to SLO County. We have always lived in small town (here in California and -34- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey in Colorado) and have never had a store like Costco to shop. I feel SLO is trying to be too exclusive. The Froom land property is ideal for this type of store. We don't need Wal -Mart or any other big -box stores. L. Securing a reliable, low -cost water source to allow for future ."in fill " growth. State - water goes through this town already let's use it! . 2. ` Adding ks and' >a ells for lads and- oaths sports ou s - -` - g ice. P yfi �- ,. P .. ,. �' .. p_ � -.. . Yes to doing the Copeland Center! . .Get a parting garage on Marsh St. but down by Wells Fargo!! That's where it is needed. (I always find spots in Palm garage tiow) 5. Under round utilities wherever possible. 1. Jobs —bringing new industry to San Luis Obispo. 2. Police — public safety 3. Consumer friendly — worldng with existing companies, not against them like you do. 4. Cutting expenses and taxes 5. Parking Fig the streets Convince Cal Poly to build more on. campus housing. Undergrnnnd utility wires. Continue.planned :upgrade of unsightly areas Idce South Iiiguera and.Monterey between Grand and Santa Rosa 1. Water supply — adequate cost effective — no massive development without adequate water supply available for future demands. 2. Should be more coordination between City- County. Not allowing a residential development under a flight pattern. Roads should be planned for before "crisis congestion" occurs. Consider needed right -0f - -way expansion and leave room on streets and boulevards. Don't develop right up to existing boulevards. 3. Avoid University /junior College expanding without proper dorms space. If SLO wishes to maintain "friendly" atmosphere, it should be residential for families in the neighborhoods, not only for student or millionaires. Please continue with the policing of the noise ordinance. We long -time residents and taxpayers need some support from our City Council as out new neighborhoods becoming infested with student rentals. Downtown parking 2...96-ccer fields. for youth:-"-- 3. 'Control growtb on Orcutt, an extension to Tank Farm . . 4. of Orcutt (especia_y.from Broad to Laurel: Lanel over pass for.train .tracks. 1. Neighborhood quality improvement to deal with student rentals and noise and excessive number of vehicles. 2. Traffic calming — slow traffic on residential streets and Johnson Ave. Reduce red light running. -35- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Development of playing fields and maintenance of existing parks. Lights for Sinsheimer tennis courts. 4. Bike route railroad tracks and improvements to bus, bike and production transit. 5. Keep downtown healthy. Prevent malls and box stores on outskirts from turning SLO into a cookie cutter American town. 6. Increase Santa Margarita Reservoir storage. Deal with the water issue. Focus on family - oriented activities like a )Fiesta- style.cele ration. _. Discourage events that may bring negative elements to the community (like alcohol fielded patrons for Mardi Gras ) 3. Iamproved road surfaces. 4. More open space acquisition (to remain open space.) .. ., . ... .. 1. The traffic problem (i.e. Madonna Rd., Laguna Park entrance to Oceanaire.) 2. Prado Road to Johnson needs to be done. 3. Enforcement of traffic laws. 1.:Figh; thebog stores: 2. Maintain and improve downtown. parldng. 'The Copeland Project would reduce parking, so redesign project to add more parking spaces 1. Traffic management and parking issues: more parking is obviously necessary; better traffic patterns to get across town. 2. Carefully manage building so that overcrowding is avoided but adequate housing is available for students and low- income seniors. 3. Keep up and grow the excellent programs for children — sports, arts, etc. 4. Continue to support the downtown economic zone in any way possible (by limiting growth of malls, big -box stores, etc.) 1. Another source of water. ' 2. Prado Road extension and on ramp to the freeway. 3:. Widening the LOVR and South l3iguera to help traffic flow 4.- Better baikine downtown: 1. Widen LOUR from Madonna to 101 add traffic light at Garcia Way on LOUR. 2. Level and repair streets. Add draining where water collects in low spots. 3. Add more walking police to patrol Garden Street and Higuera on Thursday, Friday and Saturday nights! Clear homeless from under bridges at 101, Santa Rosa and Murray along Chorro. 4. Fix bike lane at Higuera and Madonna (dangerous). Increase fire and police pay. 5. Build a "dog off leash park" some where other than Laguna Lake. •1. .The'SLO Marketplace must be built. '2. •. Costco must'be bniltW-���__... _. -36- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 13. The city Council should come down from the clouds and start to see the real world. 4. Instead of stowing growth, perhaps anyone with less than ten years in the City should be forced to move. 15. Finally. if you think San Luis is'nice. now,.you should've seen it before you moved here! 1. Stop raising rates on water, garbage, etc. Some rates should not be a flat rate fro homes that only have 1 -2 people. Single homeowners should not have to pay the same rates as homes with 5 -6 people. 2. Yards of homes should be maintained and not have weeds, dead lawn, etc. Beautify! 3. Continue paving streets that are needed and not streets in good condition. 1. Something to help lower houswg cost for families Brmg m higher tax based business to help with•revenue. . Bong new business to our area. 4. .Better parking.. �.._ 5.. Police need more visibility and nore'in the downtown area - at right- outreach with j community. 1. Copeland's Project should be completed. 2. Dalidio development approved and carefully completed. 3. Costco should be approved for Madonna's project. Why should our tax dollars go to Santa Maria and we incur unnecessary travel expense? Would help most of SLO business. 4. Airport to country club inclusive should be studied for inclusion in City limits with careful planning. 5. Sports fields (additional) completed and tourism encouraged. :1. Tie into state water line; it goes right pak your treatment , a -t, 1. Continued greenbelt acquisitions. 2. Acquire properties that could be utilized for "big box store" construction. il. Prevent spra*4 preserve par. an, . green.:space, _ -- _ ok s re develd pment, 2. Improve bike circulation; pedestrian zones-and public transportation while reducing auto (car) addiction. Farmer's. Market removes cars a few hours per week;'extend to . . 3 _Add sidewalks in older residential "areas to iingove safety: I . Pedestrian friendly lighting downtown especially on Higuera Street between Santa Rosa and Nipomo Streets. 2. Improve signage directing tourists (and residents) to parking garage, Mission, etc. 3. Secure additional water source. 4. Build Marsh Street parking lot expansion! 5. Approve the Market Place on Dalidio property. 6. Sports fields — Soccer and baseball. 7. Repair Orcutt Road train track crossing. -37- 2001-03 Financial Plan: Results of Community Budget Bulletin Survey 1. LH*fflt gtovithl 2. No shoppm-i g Untet at Dalidioi nWhouses either, itshouldre'n ain farmland or open -SDace. 1. Slow down it's growth! 2. Traffic at 5pm on Los Osos Valley Road. Traffic in Foothill area. 3. Maybe SLO is losing its slow feeling. I've lived here 40 years. Just within last 5 years, I almost don't like it. It's really changing! I Water itse and aliuse.:, L Holding the ffeenbelt. Cgntolliog,tike, Cognty's to population tionsnrronfidin -. 9 ihe'-'City. 1. Xeepmig downtown alive and b rmg backiffe into the Forum. 1. Relate to Cal Poly that the cost of their venues is above *haft -he average person can. aff6rd or. wall ts to afford. W: k- Cafaifid at -nicilht.-fisr-imAirwan i"Wvnivi nn the street . ...... 1. Response to requirements of law where we contact City agency's to get things such as the Goodwill Outlet store and restroorn for the public are long overdue. ll...Ciimea'nd,*jindaUsm,pre,vention.,Sui)iD6it law enforcemeiit- .4 12. 'Cle.k.'n sidewillis downtown: - (Oftubeautiful- doWntow.n4s::bnr best investment) '--'-',.' 3. Support Plaaning Department's 7decision .f6i.c6]itioned 'wth ' and an . good taste 4. Endorse City activities to target our families, qot,thi "fri4ges" of society. 4 06i -Vitv narks are 1. Marsh Street parking structure expansion. 2. Copeland development. 3. SLO Market Place (Dalidio) 4. Prado Road overpass Water.7 . phent/to q naCn. y lonei. —a. J. -Too much congestion:... 4. Tdo.nAl 5. Stop building along Los Osos Valley Road or you will have total gridlock. As a matter of fact, the traffic patterns around SLO indicate to me that we have reached the maximum. More buildings and we will b another LA. If that happens, I may as well move there. ' :- . %1. "quality yo life" downtown; no : ft b of stores" hit C6ch.-.iion-ridUutiiigjOV§thiit.-m-crease� . 1; . aX Dase.ah4,pr.ovi&&1na wage : spgce! 1. Repair streets! Especially South Higuera to Los Osos Valley Road. -38- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. Water supply for future. 3. Traffic control. 4. Encourage clean, new industry to increase range levels of citizens living in SLO. L- Secure ermanent water source to deal With future droy - . ts• and rowth. -a P. sh. „ .. g L: Prgserve open spaces by severely limiting lig boxes, if not:eliminating them. 3. Allow no more bars in town, especially downtown and continue crackdown on underage drinking. 4. Bring a 55+ mobile home park offering features baby boomers would want... 5. Secure downtown narking growth. 1. I like the human -scale spaces. Don't change anything. 2. Costco in SLO. 3. More parking in downtown SLO — similar to Santa Barbara — first 90 minutes free. There are too many metered spaces. 1: Please help ttie'animals. Spay and neuter clinics. 2:. More trees on City streets. :. 3. I am proud to live here. This City is well cared for. 1. Slow growth. Housing, malls, keep slow. 2. Keep big box stores to a minimum. 3. Schools — making sure our kids are ready for a high -tech future. 4. Homeless 5. Small business growth. Encourage home -based business in every way you can. Keep traffic to a minimum; parents can be home with kids — all around productive for our community. 1. Reduce expenditures by 25 °!0 2. Reduce expenditures by 20 °!0 3. Reduce expenditures by 15% 4. Reduce expenditures by 10% 5. Reduce expenditures by 5 %` 1. Street repairs and upgrades. I. Establish portiods of Lagunna.Lake Park an official and.recogaized_off_ -leash d� -paHL 1. High cost of housing. 2. Attracting businesses with high paying salaries. 3. Downtown parking — (lack of) 1:: Move forward:with Copeland plan, including parking structure. Too many tax dollars . are leaving SLO and our downtown is ar signif'icant.focai point of ;our community. 12. Approve Market Place and allow.Costco: Again, those. sales.tax dollars are going to . = Santa Maria. The additional benefit will be another 101 overpass,.which:will relieve ,- :contestion bd -.LOVR aud.Nladonna:.. -39- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey Move forward •with completion of.uew sports complex on.Broad St. Do not erode- reserves with purchases of large pieces of property in the interest of preserving open space. More.-reasonable approach., by both sides, to growth. A City Council which keeps mind open and is not. predisposed based owoiifside. 1. Road maintenance 2. Homeless Persons Program — shelter, rehab, etc. 3. Adequate indigent health care program. 1 .' %xrowin a nuwing UCOCIHASI':PYYJt P Ul a.vuwuuc, aucua�v�.uaaaa.�ca� -- and zxiug the ogis that prouiotesprawl. - i '` Providing student hous'Mg. " (Encouraging it) Cdutinae free gogege bus rides.; _ �• ; 4. -City to sea bike. route. g_ ;Parkin¢ rlo�iriltn`t¢n:. .... , 1. Affordable water 2. Reliable source of water and adequate supply of water. 3. Get out of the downtown real estate business. 4. Eliminate bicycle lanes on Lower Higuera and elsewhere where the usage level doesn't justify them. 5. Get out of the homeless shelter business. Close the shelter on Orcutt Road. L Cat down m zany way possible,. higk cost an. unfair c. arges on: sewer water. neiri e' should -b'e some way;`perhaps; declaia#ion ot users,:.to falrly make sew,er'charges,. As a lone homenwaer, I pay same price Ms the family.,of eight living: neat# door; and dowi - the block, a fannIy of sJLx., - L ' Curtail business growth here, there' and everywhere all over the City 3. Try to help _theparking problem downtown: l: Cut: property faxes as the City has expenenced more tax revenue from ea:tended growth : 1. No growth!! Stop Madonna. People live here to get away form L.A.!! That's why I moved back. :1.: -Buy property_to insure e greenbelt around SLO ` (We:would be happyto pay' additional :ages for this; or contribute to a special. fund.) i2.~ Complete the;expansion of the Marsh St garage. 3'_: Upgrade the. Madonna Plaza wrth,a parking garage and store:instead of building the E ": proposed Maiket Place.—... L4." Do iiot approve a Wal- mart store foc SLO.. (There are ^enough.Wal -Marts nearby 1. Affordable housing for first rime buyers, especially twenty to thirty year olds. 2. Laguna Lake lighting. (For evening) -40- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey Ti,. ParkingAowntown 12. Be sure to thank add recognize the good job CCC guys and girls have done upgrading 1 LaQUila Lake. . 1. Encourage businesses like Strasbaugh, Zia Tech and Newport to come to SLO. 2. Housing availability/affordability with Cal Poly's enrollment increasing, we need more housing. (I know this one is a difficult issue.) 3. Road maintenance 4. I would LOVE a Costco 5. Parking downtown 1. Preserve ctiaracter of City.. . Identify future water source. 3. -Better traffic management 4. , Improve road repair, service: 5. Estab'lisli ermadentdo ark:-- ' ., L; i.o i M1 1 1. Low- income housing — especially for seniors. 2. Water 3. Parking garages l; - Reduce the amonnt:of escaped sales.tax bq accommodating large retail out lets. (But see number.2) L Accommodate inevitable growth but demand the up most in quality of, development. Don't settle for seco `iend _stnda ;A 3: Annex Cal Poly and the airport. - - 1_ Rnild the C'nneland - nrnieet and-the Mnrsli Gt:'.narkina structure_ 1. Complete the Marsh Street parking structure expansion as expeditiously as possible. 2. Put state water to another vote. Costs for this project are less than either Salinas or Nacimiento. It could at the least be used as our reliability reserve — not for general use. 3. Build a real Senior Center with parking and transit accessibility. The Dalidio property would be an excellent location for the Center, with both grocery and consumer shopping nearby. 1 ,MaintainUw "and_order.. Keep our streets safe.:- ? 2. Keep our water supply healthy'and reliable. 3. Stay ahead of the curve on air quality and other environmental .issues. 4. " Keep ;the cdfe of our'City vibrant and attraetrve. Don't let Kbig bog" stores foul.lip olir "nest" _ 5. Make snre'children get a..good education so-we can.be assured of full "pipe. tine" of. -- astute citizens to,earry on.- 1. Reduce residential water costs. 2. Identify failing students and mandate remedial classes, especially in math and science. 3. Assist low- income families in providing adequate housing and medical care. 4. Reconsider extending Margarita St. (Don't do it.) -41- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Affordable housing for low and moderate income families 2. Attraction of businesses to SLO that pay decent head of household wages. (So.families. can afford to stay living here.) 3: Easing the increasing traffic congestion around town at_ key.intersections throughout the City around "rush hour" times. It is bad, especially the Madonna/Higuera/South- 1. Obtain a larger water supply at no more than current costs. 2. Expand downtown parking garage facilities. 3. Expand City limits to incorporate the airport. 4. Approve the Copeland Project. 5. Stop college students from ruining our neighborhoods. I. Downtown. parking — perhaps if the Council Members didn't have a reserved 60 space they might be more aware of the roblems a downtown.y-bitor faces!! 1. Keep growth moderate — preserve open space. 2. Make developers pay for and figure out how to provide water, utilities, etc., for their own projects. 3. Keep as many locally owned businesses operating as possible. 4. Provide housing for Cal Poly and Cuesta students so residents can have reasonable priced housing. Limit increase in students until schools can provide housing for them. 5. Stop with the vineyards! U., Increase tag base with larger stores ht the "outskirts" o-f the City.twhelp subsidize Parks,- streets, etc. _. 2. Develop affordable family housing. �3: Develop the downtown area into.: a "promenade" - possibly closing. off Higuera. -Put in . k? . planters, benches, etc for outdoor "mall" am>iiance 4..Validated parking for parking garage uses. 1. Study the traffic impacts generally from the City's general plan, and start adjusting the plan and creating better alternative transportation and eliminating traffic. 2. Grapple with the housing deficit in the jobs — housing imbalance. Confront the sources of the deficit and — Cal Poly and business growth. Seek supplemental campus housing to reduce the current deficit and new areas for student and mixed -use housing. 3. Seek to require the Dalidio and McBride properties for their water rights while allowing very limited commercial expansion there, if any. Abandon Margarita Lake supplemental water. 1. Slow/low growth , . : __ 2. Water 3. Traffic = Los Osos Valley Road and 101 4. Use-of urban,forest:wood for lumber, not put into it chi pe o r sawed for firewood.,. _Recycle hardwoods as other cities are. 42- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey [5.: Housing Poly students and Cuesta, students on campus..'' Save our residential.. }- neighborhoods. If Cuesta is a community college; most students should be.local and live; at home 1. Review expansion of Chorro/Marsh parking garage. Impacts are severe — overpowering dominance of structure; loss of many significant mature trees due to project. Spread the parking lot impact to other areas of downtown. 2. Resolution of an airport and Margarita area annexation and plan for circulation. 3. A coordinated plan for installation of underground utilities so a newly paved is dug up one year for fiber optic installation then again the following year for a parallel pipeline installation. 4. City should contribute to the Bob Jones bike path, ultimately linking SLO to Avila Beach. 5. Provision of significantly more public restrooms throughout the downtown area — require major developers to provide sewer facilities in their developments. r 1. Youtli/Adult sports' fields "namely ap -turf fields with: lights. Morgan Aill has`a huge soccer complex and they have tournaments nearly every weekend, which brings in great revenue to the City :. �2. Downtown parking: Asa City resrdent, I find myself avoiding going downtown to shop' because of the parking situation.,.'." A cement skate park that doesn't cost the kids to use and that >s open all dayr :Other.;. smaller communities have provided that for their youth. 1. Find sources to increase our water supplies for the immediate future. This has been talked about in the last three mayoral campaigns; it's time for action!! 2. Re- examine population growth and expand number of new residential housing approvals. 3. Quite fighting the big box stores and allow them in the City. Many hundred of the citizen's are now going to other cities north and south and other counties to save. We're losing the sales tax revenue. 4. Expedite approval process, removing stumbling block, to construction of low and middle - income housing. The sooner the better. 5. Traffic law enforcement throughout the City. Stop red light and boulevard running, pedestrian right of way violations. Also, repave City streets that are in deplorable condition. S. Preserve the quality of life form those forces tfiat want annexation for -large -scale development that would lead'to urban. sprawl. .. 7. Develop a plan to buy more fringe land or; land. available for infill and use it for public I •... purpose: schools, community.centers, a municipal nursery, and multi generational recreation." Use bonds or non -profit citizens groups to raise the money. Especially groups with diverse special interests 3: Some public funds,could.be used for various.forms of subsidized housing if done attractively and knowledgeably. 4. No new commercial building permits unless the developer provides off street parking - . setba ks, landscapin , etc._desi ._ ated to minimize u (mess -43- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Dredge Laguna Lake — if we don't do this soon we're going to have another "100 years" flood due to all the homes in the area. 2. Halt any more big box stores. We're going to force smaller businesses to close if we continue to add more. 3. Ensure green belt area around City limits. 4. Keep creeks and lakes cleaned and clear of debris and prevent flooding. 5. Maintain streets and roads. 6. Develop playing fields at Broad and Tank Farm Road. 1:- Reduce water rates. Ninety dollars`for a single person with no lawn is too muchll L Reduce property taxes. 3. More police patrols at the Graduate at 130 AM . 4. More drank driving stops at Broad Street and Industrial Way at 1::30 AK- .ln:the past °_? ten years, there has only been one at 5 PM. (Wrong time) 5: Send more of these surveys and respond to them by doing what is suggested. Don't ask' it-von aren't poma to do anvthilw 1. Additional sports facilities. 2. Water acquisition. 3. Making Broad Street from South Street to Orcutt more pedestrian friendly. 1.: Keep the "flavor" of,the City do not promote big bog stores. -Do not make it so easy _., 'for them to come in as in giving $11 million'tax break of Prado Road ov.,erpass . L 2: Public trausportatiou should be a priority— bike lanes- pool lots, bases on °Sgnday from outlaying areas. I .. Water= conservation'incentives — promoteiow flow toilets; water saver taps. 1. Completion of phase III of the railroad bike path. 2. Planning and construction of phase III of the bike path. Let's get this safe bike route to Cal Poly finished as soon as possible. 3. Permanent water resource. 4. Purchase more greenbelt. 5. Bob Jones City to Sea and Edna Valley. Bike path planning and construction. .1. Lower_property tax. .. 1. Control development and growth. No more big box stores. This is the best way to control traffic, which already is becoming a big problem. 2. Preserve pour water quality and its supply for the City. Do not take water from San Margarita Lake. This is a beautiful lake and park area. 3. Put pressure on Cal Poly to build housing facilities for students. They need to make this a high priority item which it is not at present. 4. Continue the Copeland development downtown. This has become a convenient meeting place for citizens and students. 1__ Water - both supply and reuse.. Publicize. expand use of and educate gray _Water.. -44- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey . Continue greenbelt program . Expand restoration of the creeks. Provide programs for youth as well as adult recreation. Continue to encourage public art, 1. Put up cameras along Broad Street between South and Orcutt to control speeders, create revenue and cut down on accidents, which will also cut down on emergency vehicle rolls. With this new traffic control device, you would not have to install singles that would raise tempers and raise smog levels not to speak of revenues. 2. Time lights along Santa Rosa to create a freer flow of through traffic, cutting down on wear and tear and traffic on side residential streets and cutting down on smog. Remove stop signs on Chorro at Mission and Center. All savings is money. 3. Engineer speed bumps for the speed along Broad between Meinecke Ave. and Mountain View. Remove one speed bump closest to Mountain View, it's to close to the stop sign to be useful, only irritating. No speed bumps allowed in the county unless engineered, period. 4. With the number of tourists, students, parents, visitors and old people here in town creating the amount of traffic there is, we really need to have a second street name sign on each street comer. With me, a daily driver as apart of my job I seethe problem drivers have by the stupid things I see them do. There is also a law that states that at a streetlight signals the name of the street be marked up on the signal. Just another thing for the to do list. Ii. More parking downtown. _ I I2 Fnlaroa.9irnnrfi _ hrina in mnrP s�iTtinpc_ 1. The City should develop the intestinal fortitude to engage the CSU system in an aggressive approach to manage the ever - growing burden of housing their students. Our neighborhoods are quickly and irreversibly becoming boarding house compounds with all the associated malignant symptoms. 2. Consider a modified transient occupancy tax on students to pay impact costs on our community such as increased Police costs (partying). Vandalism in the Downtown core area (drunk behavior), etc. Someone other than the working class local citizen should bear the burden of these costs! 3. The City should quit raising the water and sewer rates and in fact might consider a different rate structure to ease the financial burden of the average family. The drought has been over for quite a while now. 4. Although possibly too late, the City should have research the option of contracting out fire protection services. 1. •Assist in getting Copeland project accomplished:'. , 2. Get a Costco here. = 3. Make downtown buildings earthquake safe. - 4. Monitor Diablo and make sure it is safe: 5. - Extend runways afSLOairpo_rt._ 1. Senior center parking. 2. Downtown parking. -45- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Copeland China Town project. 1. Get state water 1. Bring in high quality stores (Nordstrom, Macy's, Saks, etc.) that will keep the big dollars here. Much of the merchandise sold by merchants downtown is not high quality. 2. Support the San Luis Marketplace making that area between Madonna Road and the freeway a premier shopping mall, like Paseo Nuevo in Santa Barbara. 3. Do whatever is necessary to bring real estate prices down to where a working person earning $40,000 a year can afford to buy a home here. 4. Fix the streets better. That sealing job they did last year was a waste of money. The cracks are still there, and the weeds are starting to grow in the cracks. I think you were sold a pig in a poke. 5. Downtown parking should be your immediate high priority. The Copeland project is okay, but you better solve the parking problem first (NOW). 1. Invest in open space and greenbelt to preserve character and appeal of City:' - i Stand up to onslaught of big box and national chains which negate the .license.plate: . frame that claims SLO as a "special place." Preserve family residential neighborhoods — encourage Poly to house more offs .. students on campus. I 1. Getting a secure and adequate supply of water. Passing up participation in the state water project was a mistake. Let's see if we can get back in even if it means paying premium rates. We need water to keep SLO livable. 2. Let's do more to improve the earthquake survivability of our downtown. 3. Stop subsidizing the Performing Arts Center in spending $100,000 on that subsidy as the Council did this year, is unfair as there are many greater needs I the community. This is a subsidy of the rich at the expense of the average. The PAC wastes a lot of money. 4. Buy additional greenbelt space around the City to prevent sprawl. Support "in building" rather than sprawl 1. Curb growth and the increased costs it entails for all of us. 12. Stop thinking that turning our Cfty into "anywhere, USA" will result in increased tourism. It will do just the opposite. 3. Enact legislature to make decisions intluencing officials electing offices. 1. Approve addition to Marsh Street parking garage. 2. Move forward with Copeland's downtown development plan. 3. Keep the streets repaired! 4. Approve Costco and encourage Target to locate here. (We need more retail shopping opportunities.) 5. Develop a plan to relieve the Santa Rosa/Hwy 1 traffic congestion. -46- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 11. Traffic -High school,- California and San Luis::Drive.. Either signal or officer to move traffic in either direction and to control students'Who struggle crossing at the i intersection. 2. Paving Mill Street: Heavy traffic.and.downtownstreets area shame. Widen Tank Farm Road. 3. Get going on Marsh Street parking garage, and..the Copeland Project. Move on Dalidio shopping center. 4. Sewer water' for irrigation of parks!and.pubhe land used for recreation. G lilSJ..- II:......... C ..-. T, Il. T - -..;.. AT:.�:.16 ef..,...r ...,.,....,.�� _. - 1. Getting drivers out of their cars - more public transportation, later hours of use. 2. Reduce energy use - expand conservation efforts. 3. Beef up enforcement of noise violation regulations. 1.. Stop the County from approving projects` on sab Lub- Obispo's' ringe. 2. Do not build the huge shopping center Dalidio project and freeway overpass. 3. Revise the City General Plan.to keep Dalidio in Agriculture for at-least another ten yam• 4. Don't build the downtown parking structure. 5. Don't build the Copeland Center.: 1. Abolish automatic increase of property taxes each year. (1. ,ecure acicutionat water sources in oraer�to7mamtam a decent quancy of iue. r r .. Reduce the-number- -off four way stop signs 'and build overhead pedestrian street 1 crossings so that traffic can flow smoothly.thongb -town - �3. Reduce taws._ eliminate gas tag, 4 . Eliminate parking. meters; build uiore parking structures i6 that 'downtown businesses �.. can survive competition form malls. . Improve clothing stores - bring in Nordstrom, Macy's type stores with same quality and selechon.� f. f Inca ('�narAl Ancnital — �* �c rinf naariprl anti is A 7 WAC+P. of tAY7fAVP.T n Aii&PV 1. Better traffic flow - synchronizing stoplights on Santa Rosa might be an idea. 2. Convince Cal Poly to establish more on campus housing -not for just a couple thousand, but for several thousand. 3. More free or low cost activities for kids - it's becoming too expensive for established families to live here - the income doesn't match the expenses! 4. Fewer financial incentives for developers. If they want to play - make them pay! 1: ',Widen Los_Osos�ValleyRoad to fouraanes with turn,]anes °from Madonna;RAad to ; Higuera and signals at intersections. ` 2.' .F.r6eWay. interchange at Prado.Road. 3. --- Egtend Prado Road to Broad Street: 4. Widen Tank Farm Road to four, lanes with left_turn lanes, for business._ _ -47- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 15. A road running parallel to LOVR behind the new Home Depot connecting to Madonna i Road. 1. Put the sidewalk you removed back on the east side of Foothill Boulevard between South Tassajara and Broad Street has not been replaced in 48 years. 2. City bus transit needs passenger benches to sit on at corner of South Tassajara and Ramona south west comer. 3. Put in a US Government City Hospital, all profits go to US Government with low government prices same as US Military build by the US Government. 4. Remove all trees planted in downtown sidewalks, it is extremely dangerous when on fire and crown fires and jumps form tree tops to treetops and sets all downtown on fire. 5. Build seven story buildings with correct size spaces and move local businesses out of homes for people to live in. Reduce the number of professional medical practitioners now in the City. Stop building grocery stores and shopping centers all over:the place: For people who. love .convenience, there is Orange County. We don't live,liere for1bat kind of life! Repave South Higuera Street. It is one of the worst streets in toivd. Encourage bicycle use. As a parent of three children, it was a problem to be all over San Luis Obispo for soccer games. Large soccer fields are top priority. If the road went to the lighted intersection at Broad and Industrial Way wouldn't the school and soccer fields be on the same side of the road? Since this road had already been planned our soccer fields could be done in two years and help make our community less car crazy. 2. Prado Road over the freeway 3. Tank Farm Road larger. 4. Parking downtown. To continue. the paving of City, streets .especialiy,iohnson =Avenue_.and Higuera Street:. .'.i To Out the addition on the downtown parking lot near Marsh Street. To.review the City master plan on some regular basis to determine updated changes are weeded., Repave streets and paint some lines. Fix bump at intersection of South Higuera and Margarita that has been there for five years. 1. Affordable housing. _ 2. Increased mental health service - especiall y :for teens: 3. Preservation of unique rural- environment. .(No more.boi stores! Look closely at Cal.. _. _ Poly's�materplan!) - -- r 1. Maintain family oriented neighborhoods, Many have. beeu taken over'and made into ; - - college housing.__, -48- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2.- Repair and maintain City streets. 3. Continue to provide good City services: water, sewer, street sweeping; etc. 4. Continue excellent police and fire department. 5. Encourage people to not drive. their :autos downtown. 1. Do something about sewer charges for seniors living alone on limited income — in a one- bedroom apartment. 2. Have more affordable housing for all people. 3. Reroute traffic from downtown. 4. Give us seniors the center we had been told we would have after several meetings at the " library. 5. Stop being so money hungry. If you help so many poor people — how come there are so many families needing Christmas presents for their children? What happens the rest of the year? 1. The sidewalks in the downtown area and streets close to downtown are very irregular: I'm sure many: people have fallen due to this situation. This may not seem a priority but I have talked to other ladies myself who have been victims of these uneven pavements. 1. Repair our City streets. 2. Sidewalks in older neighborhoods. 3. Widen Madonna Road. 4. Signal at Capital Way and 227. 5. Build road from 227 to Prado Road. 1. Maintain.lovely atmosphere in SLO by notallowing big bog store in the city: Acquire, more greenbelt areas and bike lanes.. j 12. Help maintain and improve our park system, more rustic benches at Laguna, i equipment for little ones at others. 3. Recreation activities for 10-17 year old ages .bracket varied and throughout the year.. 4. Encourage more recycling in our City and curbside drop offs, advertising thatweare.a "Recycling City." Obtain reputation like we did with "no smoking" in restaurants and bars. 15. Keep downtown area strong, varied stores,,benches, new sidewalks, etc: 1. More air pollution control. 2. Get students out of residential areas. We are suffering from their teenage disrespect and disregard. 3. Now that Madonna has finally won: no more big box stores. Can't we learn from the cries form our neighboring cities? 4. Compliment: Relatively speaking the civic employees and elected officials are producing a better environment for survival than many communities. 5. Make sure voting machines are accurate. No more sinking into Florida swamp. .. ..... ke sure_ the City has enough affordable water that is drinkable. -49- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey �'2. Have enough policemen on the'City's Police force to better--monitor City: traffic.: =Traffic;; ;,.. is heavy, -and people run.traffic;signals. x Don't let in big box stores - keep them out of the City's boundaries A. Keen a slow- erowth stance - our Citv is irrowine too fast 1. From the off ramp coming into Marsh Street off 101 — to Tank Farm Road. Worst street in town. Surely needs fixing. 2. By all means, please either do away with or paint those blocks in front of car parking spaces. Striped red and yellow. Older people trip over them and fracture their hips, break their arms, shoulders, etc. My hip was shattered. For.tlie Council and Government employees:ta lead the return to cRilitym the City' . On °the streets; shops, schools and gatherings. 2. Reduce the dangerous situations on our streets to allow safe bike and pedestrian transportation: FBI the many 24.Kdeep holes" that have gone untouched for t -2 years:: Reduce illegal and unsafe right turns by. automobiles. Reduce red light and stop sign. . running. 3. ` hi general, increase traffic code enforcement, both auto and bike codes. Initiate. a safe driver education program among City employees: City Vehicles- Including Police and frequent, code violators andIb or routinely run red 1. Affordable housing. 2. More and better fine- tuning for services for disabled population. 3. County government jobs should have mandatory healthcare benefits for its employees. L Safe'and secure water su PPIY; 2. Carefully plan growth — control in view of water avails q now and in the futare. Planned growth must include traff c :considerations., 4 ;Continue to stipporf art and'education in all,ways possible. b r'� Lii 5 :Greenbelt 'and*; n Cityparks. (Pleasetell ydurparks people not to lop off tree branches J Z. r dawn to fv P'nr civ fPPt- i.et theta arnw Tt �annic"Ui.v.P v ckiMa traaa 1. Get rid of the planning department. 2. Stay within the City budget. 3. Stop expecting the people to pay for the grand plans. 4. You are forcing the price of houses out of reach with your high fees. 2:. Downtown parking `it's a`shame when so>nething as a viable downtown,could be " ruined by a few nof:using common sense' } 3. Bikes a e not SLO. Whewhalf are students and half are seniors, likelmyself (almost), can you see us on b* vith the hills and packages ? - All my neighbors are yonnggr " :.working people"and all ut.their bikes on cars for_ leasnre onl ' P" P y 4;•. Need more�tli> ough streets and.gridlock wo_'uld be,magicaIly 1. Accomplish the backup water supply as soon as possible. I&1III 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. Get the sewage rate down to a reasonable charge. The older property owners shouldn't have to pay higher rates as you expand the sewage plant for recent growth. Crime control.. Graffiti has been increasing'which appears to. be the beginning of gang.. activity Affordable iionsing: w t _ Vnniinna fn hnilrl nn niiii haantifv dhfwntnwn, _ 1. Decent affordable, convenient shopping. We deserve a selection of local shopping. 2. Sports complex for children. 3. Parking downtown. 1: Dealing with the lack of 1loWerpriced housiii `. - 2: Rebuilding and widening roads.:in Los Osos Valley Road :and.Tank Farm Road. . k 'Installing a•desalinization plant to provide% liter for Morro. -Bay, Los Osos and San `Luis Ob!Wo 1. Lower cost housing. 2. Maintaining green space /controlling sprawl. 3. Adequate water. 4. Continuing quality of schools. '1 : Oar streets need to be fixed so there are no potholes Some have already -been repaved;-:! ! ' The' /, more need to be repaired: 1. Bring in more businesses. (I.E. Home Depot, etc.) 2. Crack down on bums around Mission/Downtown. 3. Repaving of major streets. Reduce taxes and stabilized assessments on-property notsold .People -on xed.incomes -I !` are being forced out of their:homes by rising_ tazes.for which we get no rising services. Z..' Reduced water and sewer rates people ow: ed incomes.are being forced out of their ; m, , homes by rising utility rates. r -. , - _ `Downtown Bus Center/Hom'dess Day Center so people don't have to use the Library.` for daily bathing and - sleeping needs 4.: Library'improvement — more dud's and videos, new books, etc..to loan. Longer•hours ... on*0ekends:and after 5pm for people who. work daring the week. 5. :Better street maintenance contractor - our street. (Ashmore), M*-: the Arbors was degraded by the poor inspecdon-ofthe.carreat contractor. Little or no City inspection on the work was apparent, only neighborhdd.d- complail is .resulted in hasty-repairs that. were substandard - at best. 1. Limit big box stores — they lack personality and take away from downtown. 2. Make alternative transportation easier and more convenient. 3. Continue recycling programs. 4. Reduce downtown rents so chains aren't the only stores on Higuera Street. SIM 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. Continue Plaza activities that make downtown a viable place. Low income.housing for young married couples or those . with low income. Better overnight facilities for the homeless. Larger homeless shelter/kitchen. I.. More recreational fields and parks with lighted playgrounds:. Similar to the park off of ^` 4. South Street near Broad. tj I:. Deal with the traffic congestion on the main arteries in town.-"Broad, Johnson, South i Street, etc. i i. There needs to be affordable land for religiousfspiritualgronps to build a fellowship . ' ,rdn *arlrhnrr16 Thic tnwn tPemc vir-v anti- Ainirch.to new Chfireh develonment. s� 1. A transit system that actually works. This would include a "bus" that arrives often and takes you where you (or close by) need to go. This should include High School. 2. Stop speeding and red light running. 3. More Laurel Lane type grocery stores. We need to walk to our markets. 4. Make "Little Italy" an enterprise. 5. Lower sewer and water rates when it is low cost housing. Seniors housing, or "grandmother" second house. 11.• -Safe bike riding within the City. Isolated: from car traffic 1: Contmne with the great job ofpublic sculptural art. 1 .Redo the fountain on Higuera. IId. Continue spending of City money. 15. Keep Planting trees. j 1. Pay more attention to those citizens who are in favor of reasonable growth, but who do not carry signs. 2. Make some final plans to assure a decent water supply. 3. Continue progress in street upgrading. 1:. -Preservation of open space. 2: Bike trails separate from ears 3. -'No more big bog stores. (The -101 north view corridor entering the City liras been . ruined.) _... '_4:: :More infill housing projects near town. 'G. _. ]�R...... {...........a .....ten a.......: :� : re....«.. a�...,a i...l. n�n..n ..w lv .... i.n n.. ei a.nv�. 1 � - • . 1. Continue to improve street repair. Entire lower Higuera is in bad shape. Corner of Tank Farm Road and Higuera is even dangerous due to contour of street — big dip in turning. 2. Encourage or attempt to influence Cal Poly to build housing units for students. 3. Maintain the continual slow growth disposition but agree to housing that highlights a cluster setting. Housing that more people can afford. 4. Discourage approval of more grocery stores and box stores. Enough is enough! Let things settle in for a while. 5. Extend Prado Road and build the youth ball fields. Allow the tech building on Broad Street to be built. That whole area looks blighted. 5fIE 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 11. Preserve - ambiance of area by following current zoning laws rather than expanding laws. 12. Continue downtown as central business area. P. Prevent spread of shopping centers in order to prevent decay of present.shot►s'. 1. Quality of life — keep the area clean and rural. 2. Affordable housing — encourage Cal Poly to increase campus housing. 1'. Strengthen the noise ordinance: rewrite it so that police officers can understand and. enforce it Especially when it comes to-auto boom boxes at night. 2. Stop building residential or commercial structures. until we know we have enough water fnr tha Pviefina nnmdatinn during a drought..'. 1. Limit growth of population by doing everything possible to minimize new developments. Keeping the clean air and water, keeping traffic down. 2. Monitor noise, pollution —keep big jets out of our county airports! Discourage leaf blowers. Keep roads paved in ways that reduce tire noise. 3. Plant and maintain trees and plants everywhere feasible. The trees here are so beautiful. 4. Keep our infrastructure up: roads, police, schools, etc. 5. Don't let big box stores in! ! 11... Improve bus system. Replace large buses with smaller size (h'ke we used to have) Ran more frequently: _ 12. Encourage in -rill housing. Apartments over shops in downtown core. 3. Traffic safety.. Cameras to catch red light runners... 14. Greenbelt at Citv limits. 1. Actively work to promote more bicycle commuting by the people who live and work within the SLO city limits — this goes for Cal Poly students and staff as well. 2. Work on having a park and ride shuttle service for all City and downtown employees. Parking should be outside the downtown area for those who park all day. Develop a satellite parking area with shuttle. 3. Work on closing a small section of Higuera Street to automobile traffic. This would promote more spending in the downtown core. 4. Work on opening San Luis Mountain at the south end of Tassajara Street to foot traffic. It is an excellent area for older people to stroll and stay physically active. 5. Work on removing the stop signs on Broad Street and Chorro Street. If necessary, replace with yield signs and cameras to catch those who speed. '1. Complete downtown parking garage -at Marsh: 2. Complete both Phase I and:II of the Copeland Project to revitalize downtown. 3. Assure increased water sources: 40 Increase-lost cost housing for seniors and others-ARy annexing airport area and,get developers interested.... 5. 'Annex From Ranch and get:increased sales,revenue from it..Consider marketplace. _development -53- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. We need an additional source of water — not for growth but to handle current needs during times of drought. 2. Maintain the City street system! The road surfaces in San Luis area joke. 3. Begin a program of improving traffic capacity on all arterial roads. These improvements are needed now because of existing traffic, let alone future traffic. 1. Control growth, houses and ;big box.stores .. !2. Find ways to regulate increased traffic.-.-... 1. Senior center. 2. Traffic enforcement. 3. Stop big box stores —'think outside the box." K___- - 3.. Keeping SL0 a safe place to live..Snpport:onr 2. Develop procedures to keep our downtown. clean. 3. Manage growth as successfully as you have -in recent years. j 4. Support our "planners" in their quest for-"good taste." S.. Be "child" friendly. 1. Preserve open space land. 2. Urban expansion problem. 3. Roads and traffic. 4. More public recreation halls for children and adults. 5. New schools. IL Lower water costs. 12.. Lower garbage costs. - �3. Improve traffic flow. JL `4. Control neighbor tiarties. 1. You've got to stop the needless proliferation of new one -step monoliths and supermarkets. Even if it means encouraging smaller, more community- oriented and conscientious reasonable businesses. I hate having to witness the homogenization and deterioration of this community. 2. Diversity there is a lot of entrenched bigotry and racism. Cal Poly, I realize, is what really sets the tone for this. But the community should strive to invite and include people of all colors, persuasions and believers. 3. My water and sewer bill seems incredible. 4. Certain downtown merchants should stop hassling teen -age kids and the homeless. Why not provide for openly creative enterprises for the teens? Why not establish a small- subsidized program including civic maintenance for the homeless and the poor? —.a___ -- --� -- — __._.-..._ `.1. Traffic' on Broad:bet*een;Soutfi and Orcutt: Pedestrians can, barely cross and traffic..,.: doesn't slow when you are dying to tarn. Do something before someone is killed.` -54. 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Prevent box store construction. 2. Cancel south side of SLO expansion along Broad Street and Prado Road. 3. Avoid Albertson store expansion to Broad Street, Mid State Bank development. 4. Accomplish Copeland Monterey/Higuera development plan. 5. Extend Meadow Park to Higuera Street. 11. Put speed zones on streets where children are playing. : (2. Make sure streets have proper .lighting so it ' s "safe to walk down them at. night j3. See that signs are properly put where a person. can see them when driving down a 1. Eliminate bike lanes on Johnson Ave. They are unused almost 100% and vehicle lanes are narrow and too curvy. 2. Replace downtown trees with native species. 3. Keep City bus off Higuera and Marsh. Vehicle lanes are too narrow to allow them safe passage. The bus frequently crowds over lane division lines causing near accidents. The bus drivers don't seem to care about this. 4. Vigorously enforce vehicle laws to keep bicycles off the sidewalks. This is especially flagrant on Marsh Street even though there are good bike lanes. I've been hit by bicyclists on the Marsh Street sidewalks twice this year. 11. Economize! Many services duplicated.. =. } 12. Eliminate departments that are:public relations oriented:' We:don'.tneed more people i { in SLO 1. Bob Jones bike path. 2. Extend bike path from Orcutt Road to Tank Farm Road next to the train tracks. 3. Plan bike path along area to planned development north of Tank Farm Road between Higuera and Broad. 4. We need bike paths, not bike lanes next to busy traffic. 1. I wish that the Council would take a hard look at the building that they are approving. Another gas station on Santa Rosa . when that.area is_satnrated with_gas stations is terrible. 2. Putting a mini mall at Broad and Tank Farm will be:another;. 3; Please, Please do not allow this land of poor lanniug. We reap what we sow,:- 1. Plan beyond 2003, in phased increments. 2. Plan further than your next election! 3. Bringing in high tech non - polluting industries to expand the tax base and provide employment. 4. Repair existing roads and bike paths — evidently, politician's limos don't go down South Higuera. 1: Keep the big- box stores hke Target, Wal -Mart; -Mart; etc: out of the metropolitan `. _area..Protem .....__:_ -55- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey Go ahead with the Copeland Project downtown: Encourage non- manufacturing hi -tech firms to consider SLO as a base.. 76...:... �.. i �...... ♦e.r... vm�nr cnrwiGaa ♦n r"af nnrm9i QrrlWtil 1. Fix the streets on South Higuera — pave. 2. Complete Prado overpass. 3. Stop big box stores. 4. Complete bike and hike sidewalks from SLO to the ocean. 5. Stop cigarettes and alcohol sales to minors within the City. 1.. Continue the maintained growth policyto keep the downtown area.sitrong and vital: ." 2. Maintenance of streets.: 1. Improve and increase transit system. Transit rail system! 2. Pedestrian oriented shopping areas. Improved and better cleaning of stores and restaurants. 3. Small, pocket size parks/recreation within the City. 4. Affordable housing. 5. Less sprawl. Get rid of billboard at development of train depot. Stress maintenance and upkeep of the infrastructure such as streets, sewers and water system. - • Proceed -with developing a "sustainable" additional water supply for the City. • Provide additional parking downtown. _. - Proceed with sports facilities for the youth of the City — the youth are important. '"Awainn'6 caninr wantar Wi4'ti T9r1rvna— tiles citipwAfflre ATP imilnrtaiit sivn_ 1. Slow growth. Open space /greenbelt. 2. Maintain downtown. 3. More Cal Poly housing. 1. Encourage Cal Poly to provide adequate on= campus housing: 2: Better regulate student housing Mi neighborhoods. _. 3. -Provide adequate parking in downtown area. '4.-:. Allow additional shopping opportunities.. 5' Provide adequate water for reasonable growth - especially housing for low-income . 1. Prado Road extension and Highway overpass —and approve the Market Place Project. 2. Repave lower Higuera form Madonna Road to Los Osos Valley Road — or at least to Prado Road. 3. Restructure to four lanes — Higuera between Marsh and South Street. 1. Bicycle lanes. =ling, throughout conuty ;safe 2, City_park at Broad and Tank Farm. 1. Continue bike trail along railroad tracks. We seem to be alienated. SY.>e 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. Put power lines underground. 3. "Rail" transit or better transit between north county and south county. 4. Widen sidewalks downtown for outdoor cafes. 5. Landscape median on Broad Street to slow traffic down and to beautify. Consider Broad Street area rezoning plan.i Parking - develop more downtown parking;' :... . Construct -sidewalks throughout-City to encourage safe foot traffic rather than vehicle f . traffic. 1 �4. Assure adequate water resources for°CiWs collective uses.. 5. Extend library hours at the Crtv Countv Library.,. 1. Water supply. 2. Control growth. 3. Downtown parking. 1' No growthi i Stop the Marketplace development and proposed Costco.. 3: Create pedestrian zones downtown. r'4: Get rid of narking meters. 1. We have the same water source now that we had during the drought. Nothing has been added but the City has allowed many more business buildings and houses to be built. How can we keep expanding without additional water? How will we get through the next drought, and there will be one (sooner or later). We need to stop growing until we increase our water supply. Maintain carefu 2: Do not allow Margarita area growth to impinge upon airport operations. 1 careful control over ow 1,3 Seek improved means of ingress .and.:egress into City Center. . 1. Let Costco have a store here! 1. Bicycle policing at farmer's marker and other large crowd events. 2. Add more parking spaced downtown. 3. Keep out box stores. 4. Preserve open space. 1. Not spend money on foolish open.space, surrounding our City. Allow add_ itional building permits for housing Tlie City _is, too: expensive . for, normal ' families. Our children - cannot afford to.live.liere.- To accomplish the above, expand the -City-foradditional hodsiug:. Forget:about open space! ; For housing! Not Wal -Mart! .: 3. not but_the median u the center of mid.Wigu;gjt§;reet.J__._� -57- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Growth — keep it as low as possible. 2. Big box stores — refuse them. You'll have more traffic etc., even if they are out in Madonna boonies. Let people go to some other town if they want to. Be strong enough to say no. 3. Inter City traffic — we wish you could reduce it somehow, but that's probably asking too much. 4. How could you have allowed the San Luis Garbage Company to take away the convenient orange bins and replace them with another gigantic wheeler? We may have to throw away what we used to recycle. Where does a body hide the damn thing? 5. Water — naturally we need a good supply — a steady, reliable supply. But let's not encourage growth and sprawl. It" Repair the City streets if you want tke tourists to'come-b'ack. , Nipomo Street between . Marsh and Higuera is terrible. 2. More free activities for.children. 3. Do build more parking garage spaces: 4. ]Keep out the big -box stores. 5. Slow down growth. 1. Approval of Copeland downtown center. 2. Marsh Street parking structure expansion. 3. Continued maintenance of City streets; street signs, sidewalks, etc. 4. Dalidio expansion approval. 5. Continue with downtown beautification. �1. Purchase open space to create greenbelt` ,2. Limit growth. 13. Prado Road extension to Broad to lessen traMc ia.town. and easier access to 101 for . airport/arbors area. 4: Don't put tourism before residents --what's good for business isn't always what's good J for San Luis Obispo residents. S. Airport annexation to jet tax revenues-here. 1. Downtown parking. 2. Traffic congestion at peak hours on streets such as Santa Rosa, Higuera and Broad. 3. Cal Poly off - campus residents. Not sure what can be done, but increased on campus residence should be encouraged. 1. Police our neighborhoods to nunimkze: impact of students. = .noise; +parking; -t 2. Enforce building codes— standards to reduce the number.of students living, in residential neighborhoods: 3. Encourage biking— reduce traffic.. =: 4. Encourage use of busses and public transportation,._:_.v.:.:._,_ 1. Prohibit big -box stores. 2. Establish a program for traffic safety that will educate and apprehend speeders and red light violators. -58- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Build the new downtown parking garage. 4. Preserve the downtown's present openness and charm by restriction high -rise buildings. 5. We love our dear town and wish to see its charm and friendliness preserved. 1. Keep.adding to the greenbelt. 2. Work toward more low- income housing. 3. Work to maintain the quality of .residential area, many: of which are being invaded by Cuesta and Cal Poly students. . Maintain good roads.., . Not a most important goal but please keep the street signs easily readable. Please do iin* nea *6a Kfnnf» nrnnneaA by Rebwart7- '• ` 7 1. Keep fast food business out of historic downtown area — big mistake to let Carl's Jr. in downtown. 2. Continue to put art in from of sculpture, murals and banners around the City. Road and street repair, especially.South_Higuera::, r -. More open space/public trails. .Facilitate renovation of Madonna.Pin& similar td what :was done */Central Coast Plaza/Market Place. Work with Cal Poly for more student.housing. 1. Maintain greenbelt around City, and allocate funds to purchase any land that can further this goal. 2. Maintain slow growth policy. Limit number and type of new construction projects. 3. Limit number and type of commercial business to ones that benefit local economy. Avoid the "big box" stores, and encourage alternate businesses. 4. Preserve old buildings and landmarks in and around the City. 5. Encourage alternate forms of public transportation. :1. Continue to acquire open space - keep io open — not like Santa Maria. V ,2. Public transportation center away_ from. City Ha1V.._ 3. _ Continue to find ways to serve the homeless and keep out of downtown. 4: - :Promote the Main Street/downtown atmosphere.;- .. .5: _Get. Cal Poly and- Cuesta to baild'student housing on campus. Isolate the fraternities to a row on campus. -_ 1. Make the parking spaces at the Scolari's shopping center larger and wider aisles. 2. Give /raise money for better gym equipment at the YMCA. 3. Lower the speed bumps at the Albertson's parking lot off LOVR. 4. Put a stop sign at Laurel Lane and Flora so the people turning left off of Laurel onto Flora have right of way. 1. 12epair and resurface all streeti.il r_ 2. Renair and resurface all sidewalks including handicap _cat sways. -59- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 13. There is a need for four to five stoplights.. Don't wait until somebody gets killed. �4. Do not assume that everyone has a computer, e-mail compatible and other equipment Ifor communication. S Crackdown on" cell phone use in moving vehicles. 1. Reverse the trend of converting San Luis into another ugly blot of roadside chains and strip malls. 2. Resist the temptation to think that architecturally, progress is necessarily ugly. 1. Cut expenses 2. Cut taxes. 1. Slow to no growth — keep box stores out! 2. Get people out of cars. Improve bike lanes. 3. Regain control of neighborhoods. Limit cars on streets. 4. Greenbelt. 1. Maintaining quality neighborhoods — noise abatement, exterior house maintenance; allowipg creation of parking districts � j Z. Slow growth — both residential and business. This includes limitations on big box stores: _ 3. Increasing park area and facilities. More generous su ort of RrqMms to u rade sewer lines. 1. Continue with limited growth — maintain small town atmosphere. 2. Provide better street maintenance projects. 3. Develop additional parking structures in downtown area. Road repair; _ Traffic control — pedestrian jaywalking control More control -on "students (Le. party noise, backyard trespassing; and vandalism; 1. Repair the streets. 2. More parking downtown. 3. What to do with all the traffic. T. - Traffic control; improving flow of traffiea 2. Keeping big -box stores "out of my neighborhood by'improving downtown shopping and,. also the unused portion of Madonna Plaza: 3. Slow growth., . 1. More downtown parking. 2. More low cost housing. 3. Repave South Higuera from Marsh to LOVR. It's and abomination. -60- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 4. Reduce the outrageous sewer service charge. It now costs us much more to flush a gallon of water than the cost to bring it into the home. 12. 1. Parking — proceed with Marsh Street garage: Reliable water — increased storpgt pr alternative: source. . 1. The Dalidio Project. 2. Preserve land and creek, new paths. 3. Implement alternatives to cars: bike paths, etc. 1. Police and fire protection - training; equipment, sensitivity, and community based. 2. Safe water and enough for droughts: 3. Street maintenance; 4. Quality neighborhoods and get: Cal. Poly .and Cnesta;.to build more on campus. housing..] 5. Cultural encouragement and aid — to library, etc.)j 1. No more `Big Box" stores. We are losing our uniqueness. 2. Work on SOAR. We need growth limits. 3. Spend money to improve and maintain services for SLO citizens. j1. Pat in over (or under) railroad cross "tag at Orcutt Road and`Laurel Lase. (2. Don't put Prado Road through, the sports fields at Broad Street. Put it onto Tank Farm I Road. :. IIhz+!_ !_a..�__�.:_ _a O__a_ z+_ __a m__i_ n_� n a Rr_�__ m ■_ n_� r__� 1. Maintain economic health of "downtown." 2. Discourage building of strip malls. 3. Permit no new big box stores. 4. Improve bus service. 5. Regulate renting of neighborhood homes to become student housing. (Dormitories.) 1. Reduce garbage rates ... I compost... rarely have trash and my rate just increased $3.20 /mo. Because I'm so conscientious about recycling, I get to pay more? Might as well throw everything into my new trash container! Funny, I conserve and I'm penalized. 2. Stop cutting down trees and widening roads, e.g. Madonna Road. Let's reduce traffic not accommodate more. As an avid walker, I'm tired of dodging "cell phone" using motorists. 3. Fines for use of cell phone while driving and deafening boom box bass music — I'm told they can be fined, but they're still doing it and I fear for my ears. 4. Abandon plans for "the Marketplace" or any other development on the Dalidio property ... Gottschalk's expansion and now Madonna's development — that's enough! 2. 'Sewer system increase. 3. Orderly growth— housing and-light industry. 4. Don't build anymore houses around airport., :... 5. Let the .County _run the'_' . ort:,- -61- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. The new CAO needs to seriously learn about his staff at Public Works and Community Development Departments — directors especially. 2. Some kids said they cannot use the slate board parks because it cost two dollars each time. 3. We do have a lovely City. Let's keep it from becoming Orange County — we need quality not quantity. 4. Water. 5. Maybe fix some roads — bumpy. �1.. Children's recreation programs: Including soccer /playing fields.. Open gyms (we .now- j have all these great gyms that stay locked up), etG Laguna Lake Park development (how about a soccer field or basketball court.)_ l 1. Allow Costco and Target to become part of SLO business. This will save the SLO community the time and the inconvenience of traveling to shop there, not to mention the cost of driving there and the taxes lost. 2. I am a supporter of a moderate growth and a clean environment. I am, have been and will continue to support these goals, but your stand against Costco and Target is wrong, wrong, wrong and detrimental to the long run interest of the people living at SLO City. Expand. and enhance all open space areas..: Limit shopping growth especially "strip mall" with -all. the same stores. Create a large central park with updated.play equipment for.chiildren.. Yo r example, pat in underground water spouts that spray sporadically and the children try to guess when they will spout In Canada, there was a large cement-maze built into the grass wnc wnudPrfid- 1. Slow growth — no more big, box stores, please. I'm a San Luis native and it breaks my heart to see Home Depot coming to SLO; I'd gladly drive to Santa Maria or Atascadero to shop at Home Depot. 2. Education — reflect a high priority of our children's education in teachers' salaries. (I realize this is perhaps more determined at the state level, however, we need to let the state know education is important to SLO citizens.) 3. Keep General Hospital open. l.. Control growth! The increased building along Los Osos Valley Road will increase congestion, smog, general ugliness and loss of business.for already.established stores:. , 2. Sports fields . for children and teens:.? 3: Road improvements - especially South Higuera..Include wider bike lanes. 4.. Parking downtown: 5. 'Partner with -faith `communities to achieve._social. service.ggA1 1. Repair potholes on all City streets. 1_ _Keep Copeland development�e' pecially_.resideot al portion. -62- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 2. Proceed with South Higuera improvement; especially make highway maintenance area into a park. Stop any further commercial development along -LOUR near 101— the traffic is going L to be a majoiE_problem. due to current projects. 1. Enforce the speed limit, especially in North Broad. I almost never see SLO police anywhere — do they exist? Put lights on pedestrian crosswalk on Marsh and Higuera. 2. Pave streets like Nipomo, but essentially pave the worst of downtown streets until that fund is used up. 3. In general, I think the present City Council is great, but I know it will change. 4. Slow down City buses. They are frequently going faster (way faster) than the speed limit. They seem to go very fast on Mill Street near Chorro. 5. I'd like to see more parks! That area behind Albertson on Foothill could still be "park like" along the creek. Even pocket parks would be nice. Secure a reliable water source.-for City build out pear the general plan. Increase affordable housing projects — help developers more than recent waiving of $119000 in fees. Finish long standing projects — Orcutt Road under or'overpass, Bishop Street R.R. crossing, etc. Widen Tank Farm Road to four lares'to Orcutt Road and widen Orcutt to =four ]lanes to 1. Lower cost housing. 2. Student housing. 3. Added support for EOC/Homeless Orcutt shelter. 1. Sound wall along U.S. 101, especially between Marsh: aid Broad, as planned. Hurry up 2. Coordinate Train, Cify bus and In — City bus service-at train station. Address traffic impact on Santa Barbara Street. Create more inviting walk between train station and downtown. 3. Enforce yard/home maintenance/repair ordinance against landlords to Cal Poly students: 4. Create satellite parking With shuttle for Thursday nig6_t and other peak times. 1. Maintain the water and sewer rates "as is." Do not increase rates. 2. SLO Garbage rates are becoming out of sight. 3. Sonic cable (charter) TV rates are also being increased at their pleasure. 4. Maintain a low growth rate in SLO. One percent less will give our water and sewer supplies adequate time for expansion if needed. .1. houses _esecially_for_special,needs; population or.v_erylow income. 1. Rental assistance for minimum wage workers. 2. Low cost housing for minimum wage workers. -63- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Collaboration between Cal Poly and Cuesta for housing. (Why does Cuesta expect more out of the area students ?) 4. Continue excellent bus service. 5. Alternative ideas for parking, such as out of downtown surface lots with shuttle service to downtown area — no more parking structures. Improve'the street paving _ stay on :top of.potholes. Keep creeks and tributaries free of overgrowth and debris. 1. More downtown parking. 2. Increased water supply. Do not want to repeat water rationing. 3. Keep roads.well paved and eliminate potholes. 4. Low cost housing for low- income people. 5. Facilities for homeless (sleep). 1 New.parking garage north of_Santa Rosa on Iitguera. We need one but not downtown .i center. 2. No more mall type shops. I think the Promenade is ugly and does not compliment SLO. 3.: No -more malls or big bog stores! No on Dalidio property for Market Place other uses.. possible is attractive. 4. Bus service could be cut back, only on weekends; I 'see empty busses on Grand Ave. - coming every 15-20 minutes on Saturday.;:, 5. Downtown is pretty perfect. Don't mess .with. it No on Copeland project. Chinese is rr not our cultural.backeound:_it would look like-a Joke.,:= 1. Develop baseball and other playing fields on the Garcia property. 2. Expand the Marsh Street parking garage. 3. Water. The City of San Luis Obispo should have signed for the state water. 4. New Senior Citizen Center (preferably in downtown area.) 5. Push for more low cost housing. F1.. Annex the area around the airport -get on with it! . 2. Expand Margarita Lake by raising the height of the dam (Salinas dam).. 3. .Adequately fund the Police and Fire Departments - increase staffing to meet increased_ service demands and.service:area. 4. Develop the recreation fields on the" Garcia property: 5. Build the barking structures downtown and move forward on.the Copelandpro mt. 1. Less growth — moratorium on building especially box stores. 2. No more above ground parking. 3. Continue to add open space preserves — purchase new lands. 4. Safe bike lanes throughout the area — finish the bike paths along the tracks and down to Avila. 5. Develop alternatives to driving especially in the downtown area — more direct bus routes, alternative transport incentives, etc. -64- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 11: Develop an adequate source of potable Water-(other than ground water or wells). - Would suggest a hard look at desalination in spite of alleged Higher costs — the "popular" choice of out political leasers seem to be. acimiento and/or increasing size of Santa Margarita — both ideas.. are full of-political problems and certainly would prove to be cheap. 12.. Give the go-ahead to- the: Copeland Project. 3.- Resist "big -box" intrusion — will kill the downtown and force small businesses to close. • Resurface our- streets. — they are in awfid4hape. • Too much trash around town clean it up and keep it clean it's a beautiful town in an*! 1. Annex the airport area and get on with planning. 2. Complete railroad bikeway and continue on the Marsh Street. 3. Move ahead with Dandio Project — if we (City of SLO) do not, they will go to county and leave us hanging again. 4. Continue with sports complex on South Broad (Garcia). 5. Update City transportation plan. 1. Student housing — an immediate freeze:on farther., Audent housing .in the heavily: impacted residential (RI) neighborhoods in the City. Sig students; six pickup tracks *n' ` a three Bedroom, one bath and one car garage lathe definition of an Rl neigl<borhood.,_ Many are underage as well. 2. Water supply— move quickly, on increasing our. water supply. Much moneywai spent . on the state water project and money is now being"dumped into the two alternative I ' north county 'sources. Maybe. .it>fs time to revisit.state water.--..4t will be less expensive. �3. Downtown parking _ do not restagtthe Marsh Street garage project by looking into 1 II other alternative locations. Itls too lafe We cannot start all overagain every time a 1� project has to. go before a new cquncd When rtLS this far along. It costs much more ; .{ money in repeated studie& fI i4.. House rental.permits — underage and or:nnrelated persons (3.and over) living ,in a group housing in a RI residential neighborhood need ttie home to be. "licensed, annually .� to prevent abuses to the.neighborhoods: Landlords need to be ,fined for infractions. ;5._ Families — a strong commitment is needed from the City welcoming the: retain of ` ! families to R1 neighborhoods. Often where the schools and churches are located, the - families are not. The town is out of balance with'many lovely older neighborhoods . filled with students-and.the elderly. In :my neighborhood, we. have seven churches, two_ grammar schools and very few "families is an, Rl area bailt with single - family residences.:, 1. Move away from the extreme environment position which seems to be taking over and suffocating our society. 2. Allow the common citizen to improve their property and/or vacant land. Without the high cost of government building insurance. 3. Expand our travel corridors so that ingress and egress to City and County locations is more convenient and safer. -65- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 4. Promote small business without socialism choking and discouraging capitalism. Business is what allows expansion for all societies citizens. 5. Do not allow life long government employees and students to dictate direction of the City. 1. Building affordable housing! 2. .Forcing Cal Poly to build housing for their students to lessen the burden`on the City. 1. Improve water prices! Too high. The cost of the sewer was higher than the water. 1.. I am an absentee landlord from another area; but 1-do intend,.reloeating;to.SLO.upon retirement in a few years. The City's primary concern should -be its continued gang preventiouprogram. We have.an estiimate.of 800 gang members in.my, city, just two ...: hours north of SLO.. Believe me, you don't want gangs to start in SLO and proliferate. 2. Additionall y, the City must continueto keep'avenues of discussion- and .appeals open_ to 1 the public; e.g.: public comment at City meetings. If the public is allowed to comment 1 or argue for or against a measure; then they wil feel that there. is justice and equity:aadl they will support the Council, Commission, etc.- 3. Water issues ..... ! 4 . Sewer issues - ff5. Environmental issues' j 16. Proceed in a slow to moderate rage of growth. 1. Council must preserve all remaining open spaces. Our town, I feel has reached its limits as far as coping with all its residents. 2. Neighborhoods need preserving. Traffic needs slowing down through our neighborhoods. More busses to Cal Poly might help. Less students please. 3. Council needs to slow down on approving large projects (such as Duval Ranch) too many houses and apartments. 4. Council must not allow building on Marsh, Foothill and LOUR. Area is not appropriate for building. 5. Council should not approve multiple projects all at once for out of town or local developers. 6. City should take more pride in street appearance. (I.E. tree vandalism should stop.) 1. Follow through with the downtown parking garage.expansi"on. This:is essential-to the ability of downtowp: to survive! 2. Development of water, resources. , 3. Adequate housing for expansiog and entry -level housing 4. Crime/safety. Fight crime and promote safety of neighborhoods and downtown.... 5. Transportation: develo p r e�'onal.transrt location for all bus usage,_;._„ 1. Replace lost funds for local schools. 2. Improve traffic flow. 3. Keep parks nice. 4. Improve downtown parking. 5. Continue open space program. W.T. 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 4. Expand recreation programs and facilities for youth. 12. Expand recycling program: include educational institutions. �3. Limit population growth; policy.to limit zero population growth; support Planned Parenthood programs. 4. Support agencies that help with basic human .needs. 5. Upgrade the policy of childcare: 1. Work with Cal Poly to establish on campus housing for first, second, and third year students! Family residential areas are disappearing! 2. Work to keep taxes and utilities as low as possible. 3. Aggressive clean up of graffiti and enforcement of "street crime" laws. streets need repair. 1. Construct the proposed parking garage. Don't cancel or put off again. We need the parking now. 2. Revitalize the downtown with the Copeland's project. This is the best idea that has been proposed in a long time. It has community support. 3. Housing for Poly students and Cuesta students... more apartments. 4. Traffic circulation 5. Santa Margarita Lake — we need the ability to increase the height of the dam to get more water for our City. 1. City planning (long and short range) —encourage building on exisdug vacant lots within the City limits prior to approving prgjects on virgin farm land. 2. Better supervise the garage companies recycling program. Too often, I've seen the .- garage company throw recycling from the orange -bins into the: regular garbage pickups. Recycling appears to be faked. Something to make us all feel good. 3. Make all the telephone company contractors come eback :and repair the City roads and sidewalks. 4. Slow down on new construction!.,.., 1. In your "Flood Control Handbook" why not include the help that FEMA provides to people that incur flood damage. FEMA seems to have been rather generous money wise in the past for San Luis flood victims and it really takes away the importance for flood insurance. 2. Do all residences and businesses along Higuera and Beebee Street a great favor and have the State raise the March Street Bridge. It was put in too low with not enough creek clearance. When we have extra high creek flow or a tree/brush jam up under the bridge the excess water flows down Higuera and Beebee St.; always frightening people and doing considerable water damage. 3. Start your old town residential street sweeping near Johnson and Peach about six in the morning. This would allow the street sweeping to be completed before parking begins, thus the sweeping would be much more effective as the sweeper could get to the curb. 4. Find money to pay off the financing bonds that cover the sewer treatment plant so as to reduce the charges on our water bills. If we search around, we may find State or Federal money that can be used or maybe should have been used for sewer plant improvement. I look -67- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey at this utility bill as one that I have no control over any more. I could go to near zero water use but my bill would be relatively the same. 5. Get the garbage company under control. I have an insert in my garbage waste wheeler that regulates the waste wheeler to nineteen gallons /. This insert prevents me from putting any thing over three feet long in the wheeler because if I exceed the length, the lid will stay open and they will charge me an extra $4.50. I can cut and shape my waste but a lot of people will suffer frustration and it can get quite costly for them. This garbage company has more rules, regulations and charges plus increases in the monthly costs than any thing I have ever seen. Who is in charge of their operation in this City? Where did the payment envelopes go? 6. Get some momentum behind the expansion of the Marsh St. parking structure before you loose the Copeland's proposal and the money that goes with it. I would think that they are close to canceling the entire project. Downtown Santa Barbara has no big box stores and plenty of downtown parking and with no big box stores. Maybe we should ask them. Paso Robles would love to be our Isla Vista.. You know? The City talks about the sales tax that is lost to other cities that have big box stores. Where do they think that tax comes from? It is not from new business when the small stores close. Ask the central and southern states what Wal -Mart and other big boxes have done to small business in that part of our country. 7. Lets get our seniors more room. Share some of the Emerson property with them. I still feel it was a mistake to put the fire department way out where you put it but that is history. Traffic will catch up with it (response time to the downtown core). Lets share Emerson with the seniors. Put up a nice building with parking so they can enjoy the downtown along with their recreation and entertainment. Also, provide a small garage for a fire truck. 8. Get the attention of the owners of the Wineman Hotel. What other city would have a derelict building right in the center of town. This is an area that should be fully utilized for maximum draw of shoppers and tourists. The other one is Monterey and Chorro. Only the bottom floor has been used for years. Time to do some thing. If Tom Cowell still owns it, have him tear it down and put some thing nice on that comer. I am sure there are other depressed buildings. You have done fine about filling up a lot of the vacant lots in downtown. 9. Get on the county to build parking for them selves. They bought the old Chevrolet dealer years ago and that is where their parking should go. The old Spring Toyota land could also serve for county parking. Some one has to make them a deal. It seems expensive now but it will never be any cheaper. 1. Please consider funding extended hours for the SLO library - especial for Sundays_ 1. Control growth to just the right amount. I. Fix traffic flow on certain main streets. 3. Provide better parking downtown at less cost to the shoppers. It is very irritating to have to pay to shop downtown. L Put A. traffic light at Ella Street and Johnson Avenue. I Put underground utilities in the Ella.Street/Railroad :neighborhood. 3.: Controf railroad noise and pollution.. . 1. Construct Marsh Street Parking Structure. 2. Repave and widen Higuera Street south of Madonna Road to City limits. -68- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Complete airport area annexation. 4. Get an additional water supply on line. 5. Approve Marketplace development including Prado Road interchange. Prado overpass and extension. 1. Safety and well being of SLO kids. For example, if neighborhood consensus results in the posting of SLOW KIDS PLAYING signs for the safety of neighborhood children, the City might thank residents rather than sending a City employee out to remove signs. 2. Water conservation. 3. Overall, encouragement rather than discouragement of volunteerism. Again, when the San Luis Drive Neighborhood Association volunteered to improve the corner of San Luis Drive and California, they met red tape rather than gratitude. 4. Coordination with Cal Poly for the best interest of Cal Poly and the City of SLO rather than letter Cal Poly dictate the direction of noise abatement, student/community responsibility, etc. 5. Combine recycling and anti - littering law enforcement. The amount of litter around SLO High and Cal Poly indicates that something needs to be done to impress upon students the importance of adhering to laws, even in regard to littering. _ 1. I believe the most important. goal for the:City of San Luis. Obispo to achieve in the I. coming year is the preservation of our city's small -town charm and character. Since moved here five years ago, the crime and traffic have increased to an alarming degree. ! Large -scale development such as a Wal -Mart, the plans for the paving the beautiful j farmland owned by the Dalidim thei ipansion of the Mardi Street parking garage, an Albertson's at Broad and Santa Barbara, etc. can only exacerbate traffic problems and lead San Luis Obispo on a course toward becoming as polluted and unlivable and Orange County and Silicon Valley. 12. Positive goals could include continuing street repair, sidewalk cleaning, -and a scaled -down, realistic version of the `Copeland project.' �3. Let's improve what we have, not encourage unnecess th 1. Develop and search for new water resources. We think joining the California aqueduct system should be also one of those considerations. 2. Do not approve additional big box stores in this city! We have gone too far in that direction already if our basic objective is to maintain the special nature and appearance of this town, a la direction Carmel. There may be some inconvenience, to be sure, but we receive much more in return in the way of livability and uniqueness. 3. Bike trails. But new ones should be off road first, others after that. 4. More downtown parking wherever it will integrate with the #2 item above. 1. Allow "big boz "stores - - - _ .- 2. .Fig. Santa Rosa Street between Marsh. & Montergy: .. . -69- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. More land zoned industrial for those companies that started in SLO but have outgrown all industrial buildings available. 2. Stoplights at crosswalks on Marsh and Higuera. 3. If traffic continues to increase downtown, you may want to think about Higuera (main downtown area only) for pedestrians only ... no cars. 4. Low -cost housing for people who qualify for this only. My employees can't afford to live here. 5. Four -way stop signs on all Osos cross streets. The cross street just past city Hall on Osos is too dangerous. 1. Rezoning of ag/open space land within and adjacent to the city` in the spirit of SOAR.' ` i . Otherwise, limit growth within and adjacent to the City. 3. Ensure adequate water supply for those already here without encouraging growth l Widen the entire length of Orcutt Road.between Johnson Avenue and Hwy. 227: to two _lanes each way plus tura lane. and add .2' RR crossiiiu oiverinndernncc 1. Annexation of the airport area, the City should broaden its limits rather than have development in the County at its doorstep. 2. Development of the Santa Margarita Lake water supply must move ahead. 3. Development of the Damon/Garcia Park off Broad Street. residents to shop downtown. Well tended parks, open spaces and having them kept clean-along with the streets and public trash bins, especially. by the high, school at -San Luis Drive junction. Clean and beautiful creek, the newest part downaoward Nipomo is wonderful No more "big" stores.__- 1. Stop the sprawl. 2. Fix the streets 3. Get the student population in the neighborhoods back on campus and get them under control. 1. Traffic improvement. Needs to be slowed, along Broad between Orcut't.& °South. Add ,a signal at Lawrence. 2.- Drop Copeland project for garage. Add parking awayfrom downtown With shuttle 7. !1 am to 4 — 5:30 p.m. for City and Countymorkers and jury. 3. Eliminate plan for Albertson's on Broad near firehouse: More, markets are not needed: 4. Put a walkway over South Street by Meadow Parke 5. Force Cal Poly to build more housing on campus.:_ __ I. Sports complex for children/adult athletics. 2. Improve streets and sidewalks. 3. More family -type events. We really enjoyed the "4`h of July in the Park." 4. Improve traffic congestion. 5. Better maintenance of parks. -70- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey IF R-eeduce utility taxes. Learn to live on less. E2. I don't like new street signs. They're too hard to read. 33. Provide for housing for the middle class. Don't build. housing near airport where residents will be disturbed by noise. Build housing near URL along Foothill, .: Johnson/Orcutt and LOVR. 1. Let COSTCO and Home Depot come in. 2. Continue to repair streets. No drip seal. A real resurfacing. 3. Let's build some housing. Not enough supply. Very high prices. Simple economics. Low growth. SOAR will be .back: 2. No state water: 3. No super malls or shopping complexes 4. Whoever does City planning, mostly roads, lights, etc.,'sh'ow more than a grade school` experience level 5- Please keep open ears to the common people of this town. No corporate money focus or areteuding to listen to -the common folks: 1. Turning down state water was a big mistake. In my areas, I counted 42 kids getting off a school bus in one location. Where will they live, what will they drink? The so- called "drought" that we experience is a normal park of our climate and they reoccur regularly. 2. I believe that rejecting the SLO Hwy. 1 bypass 20 years ago was a serious mistake. I realize that the business community wants every vehicle to pass directly in front of their business and to be able to park there. 3. Resurface South Higuera Street. 4. People and traffic are coming and attempts to stop this only makes it more expensive to come and to live here which is okay by me, but is probably not a healthy long -term solution. Homes at half a million plus are selling as fast as they are constructed on Islay Hill. :1. Help the homeless. Get them more night shelters,, information. and social workers, 1 especially for women and children. 2. Affordable housing for people who work here. - 3. Keep green space as open and available to the public as-.possible. 4. Continue moderate development downtown (parking &: Copeland's project). Also, moderate commercial development for Madonna. 5.:_ Keep Police and Fire Departments functioning . efficient)y l . Traffic management. This town must put in the Prado Road overpass on 101 and put Prado Road through to Broad Street. The south end of town is a nightmare anytime of day. 2. This town must have a COSTCO brought in. Any environmentalist that is concerned for our air quality should be in favor of more shopping sources in this town. It would get people off of our freeways on weekends. -- ... -- A.,. -- _,,.— — - -- 1. Destrdctiou of our open spa ce with building of big box stores andother retail outlets. _. that.have large vacanc Y. Percentages..._:___: — -71- 2001-03 Financial Plan: Results of Community Budget Bulletin Survey t. bou"t need Broad Street pis, niutd,mairket between -Mid-State'Bankand Station` .L. 'Traffic would be awful. 3. ,Big Money influence in-pushing.through growth:a e das.on p revious Council members.', 4. General di ital — How man studies do we have-to pay thousands of dollars for-and J still have officials reject closure? 5.1 .D6wnt4wn parking — Man y Vag- s along curbs have beei eliminated With.20- d ute meters.' onnose all these Darking , J structures in'aebate�-' 1. Allow big box stores. 2. Fix Santa Rosa Street between Marsh & Monterey. or . r Matsh requi an act of faith! Upgr surfaces - a hod e#oA� — requires ode sidewalk. surfa, it's 9 gonsideiintegrateouse'of.mater.'uds.as.w.asdoxie.iRdowntovmg,antaBarbar&.,-.., PARKS::_ Complete park improvements '(e.g. S"eimer Park). Include: links to. bike paths.. BIKE TRAILS:- Complete. railroad recreational trail. -OPEN SPACV.Continue funding of greenbelt COMMERCIAL: Fludaway to work with owners torehabffita:teMadi)nna-Plaza 1. Sports fields for soccer and baseball. 2. Control of big-box sprawl. 3. Continue to focus on downtown development. have. Fight'for i14 if necessary .- 71.. Keep growtit at.a.-mintumm. Ciff" Cal Poly's student body.,,jhd disrespectful students rt-lii our neighborhoods Students need .to live on campus or in cam us-designated neighborhoods: ho ds' ODen Space. Slow Growth. 1. No more box stores. 2. Controlled growth. 3. Road repair. �777 �7Z75� -.7 treets, upgrade. 2. More'ecbnomlq'_shoopi#g in town .,Tired of driving out of town.to.get kodd prices: You've already let the town grow like tweed., 3. :Affordable housing for -the working p single parents tia hi ttch". poor .and pgrei tsi 'We're.no gh 1. Approve and construct Orcutt Road RR over/underpass bridge on expedited schedule. 2. Expand Tank Farm Road to four lanes between S. Higuera and Broad. -72- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Realign auto access to /from the gas station on the comer of Broad and Orcutt. At present time, cars /trucks drive in and out crossing double yellow road lines and through other traffic illegally, potentially causing accidents and/or injury. 1. Downtown parking. i 2. Pedestrian friendly downtown with wider sidewalks'for outdoor eating and closing of Garden Street. j3. Continue the improvement of-the bike-lane system. (4. -Connection from Johnson to Bout"road.: j �5. Prado Road overpass and connection to Broad and connection to freeway north and South. ' 1. More park land, green space 2. More hiking or walking trails. 3. More trash/littler cans in public places (near train station, for example). 4. Improve some trailheads with more parking, restrooms, picnic tables or benches. L. College noise problems--: the currentprocedures are just talk. - .They.accomplish pacdyiing ouly. No real action 2. My water bill for one person, two dogs a. nd.a. lawn was $1$7 last time. Geez! . Good thing I'm not poor. 1. New water resources but not state canal water. 2. A greenbelt around the City. 3. Working with the Copeland's for a downtown center. No more big boxes. 11. Traffic management plan :— before:approving development ensure that traffic needs are met. Traffic signals are not the answer. 2. Keeping the City looking dean'-and neat. Enforce abandoned vehicle laws. Street sweeper usage. 3. Monitor and enforce "rental" situation, amount of peopleper dwelling, unapproved room additions, enforce noise laws. 4. Keep Police and Fire departments fully staffed. 5, More lanned". housin for cuddle -c._ lases measured buildiit 1. I recommend we act very carefully and proactively to preserve the 'quality of life'. I noticed that in the last election quite a few growth control initiatives passed in the Bay Area but, evidenced by the fact I'm here, can testify it's too little, too late. 2. Perhaps the growth assumptions in the existing general plan should be re- considered, especially relative to growing recognition that fundamental resources and infrastructure - such as water, power, roads, schools, etc. -are lacking. 3. The Airport, Margarita and Orcutt area comes to mind as potentially quite problematic, not to mention the safety & noise concerns, etc. expressed by the airport itself. 4. In particular, I feel all plans should recognize the worst -case contingency in terms of water supply. I do support water reclamation. I don't support arguing over, paying for and becoming dependent on remote water sources simply to support population growth. -73- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 5. Similarly, I'm not enamored of efforts to increase the capacity downtown. By the very nature of downtown, schemes for more parking, higher buildings, more people will not only work poorly but worst of all, will ultimately destroy the very unique nature of downtown that makes it popular in the first place! 6. Im pretty much against big boxes for the same reason. They'll simply suck the life out of the unique downtown and neighborhood businesses. The 'gain' in sales taxes will mainly come out of the pocket of other local businesses, as much as stopping 'leakage'. 7. Traffic improvements should be made with the understanding that in many cases, the city has already'outgrown' itself in an unfavorable manner. Did you see the DOT studies presented at the recent UCSB forum showing relentless traffic increases? The goal should be to restore the road -going quality of life that has been taken away by growth already, not tie improvements to new growth. 8. Efforts towards the city's' stated goals for parks & rec and open space should be increased. Similarly, continued emphasis should be placed on working with Cal Poly to insure the effects of their enrollment growth are mitigated. WV 1. Develop "permanent greenbelt. 2. Stan urban snrawl. 1. Secure greenbelt. 2. Increase bike traffic. 3. Maintain high quality of city staff. 4. Take aggressive pro - active stance on state - mandated affordable housing. 5. Secure viewscape from inside the city, i.e., Marigold Center from Tank Farm blocks hills. I1. City surface toad improvements: The streets in oat city are not well maintained; they ;! are lioriible to travel upon. Many need to be completely resurface& j 12. Sports fields for our youth programs: �i 7mnrnvomPntc fn the clratPnarlr___mnrn nrirmnnnnt and Icid_fripndly_ 1. More public bathrooms. 2. More bike paths and bike trails. 3. Allowing classrooms at Cal Poly to designate at least five chairs to local residents who are not articulated. 4. Dog areas — no lease required. You encourage dog adoption but no place to play with them. 5. A longer parade route for Mardi Gras, maybe even a family area, i.e., no drinking, smoking, etc. 1. Continue efforts , reduce'traf6c congestion . downtown and to make it more pedestrian . ftiendly.. . 2. Discourage "business spread" on south Higuera, Foothill, Los Osos Valley Rd, and Broad street, more business means more #raf6c. Get the connection? - 3. More strict enforcement. of parking regulations du residential streets.. This H occurring because many of our local contractors are buying single -family homes. and converting. . them to Cal Poly student housing:: On my sfreet (CavaU&Lane) thereare.two homes _74_ 2001-03 Financial Plan: Results of Community Budget Bulletin Survey at a premium when CP is in session. Also, ,the, neighborhood is littered with beer cans, etc., from the Friday and Saturday night partids. Maybe President Baker-and company: should not continue to allow enrollment in excess of the'eurollment target and housinj available. As a retired CSU administratorand-professor, I know the game-they.are i playing (when I was a business school dean playeck it myself!);-, if the campus admits more students than the budgeted target; the President has leverage to ask for more money to accommodate the overflow, new capital improvements, etc. IVs an ego thing. All CSU presidents do this, and have been doing it because, next: year's budget depend on enrollments and enrollment projections.. This is so even though'campitses are not supposed to admit -students beyon&th6 i budgited'targ' et,- . or at :lea't are not supposed to get additional funds K they do. Therefore, maybe it is time to reinvestigate, city zquing'iegulations regarding use of single-family homes. Finally, better enforcement of lbiterint laws4 Aisumine.vehivi1hem, on Garden Street It is a mess on weekend evening with. all the teens loitering; doing drugs, etc. Finally, and I hate to bring qp,Los goles� but tb An cable franchises are more. e economically priced and have m-ainy m6r#'chan . nels"is part of the basic service than our 1. Be easier on the business people, especially small companies. We need these. 2. Allow businesses to come into town. People are tired of going out of town to shop. More of these mean more taxes for the City. 3. Listen to the people's suggestions. Obtain additionalsources of reliable water.- 2. Improve and repair streets and infrastructure. Youth'sports -facilities b eball, "etc ; 14.- Improve the economic -base to:Drovide-biaherzavine lobssuch'as ov.6iiini a COSTCO._ ] 1. Paving the streets. 2. More bike trails. 3. Force Cal Poly to reduce parking lots and create housing for students on campus grounds. 4. Limit renters that are short term from renting in our neighborhoods. homeswithin the city, tinffla' :t tolie homes in the French P ark. area. At present, there are very few median-priced homes for sale in SLO. One'heeds only to.lo6k4kt the real, estate ads to set that the nearby cities have virtually'all of the available homes f6r sale. We see many commercial buildings_ being b all 4 bq t almos t. no ho mes. If this'tren d and. where ultra-Wealthy. and continues* San Luis Obispo will become.a city . mg. ultra-poor will be to find housing student 2. - Cal.Poly needs to accept its fieisip-oh sibilitie-'s d.bulld much. lu'orie, on campus. Ad an houimig. J)'o wereally*ant SLdiio become a town of students;who.ha've no pride of.,-...-' owners@V_;k their _Housing? -75 - 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey Roads. The surfaces of existing roads and their shoulders need to be better - maintained.' If at all possible, :increase the width and .quality- of the roadway shoulders so: that. bicyclists will have a safer route in and through. the city._ We believe that a larger hardware store, such a home Depot or Orchard Supply, would; be a valuable addition to the city; but question the need for Costco or. Walmart. - . Parking. If you, want people to shop..: downtowp,.you..:must provide easy parking to . _ . compete with the malls. Older people and busy people simply will not brave congestion and tight parking space availability.`. =Build newparking structures:: If this.is not done, the dnwntnwn area will die., 1. My major priority for the city (and county as well) is controlled growth (1 -3% per year). This includes an appropriate balance between housing, job and commercial growth. 2. I also would favor projects that will enhance the commercial viability of downtown over projects that are likely to encourage more retail stores in "outlying" malls. Obtain dependable water sources sufficienttasernce -tkp- residential;= commercial "and . - municipal requirements as projected, over the next 25 -year period. Provide parking structures with sufficient spaces to insure a vibrant downtown with mixed usage-including retail, municipal; .commercial and `residential' - ,expressly . including the Copeland development project and the County offces expansion - "insare l _ that ample, readily accessible downtown'parking exists, mitigating the competitive attraction offered by.the malls with.their'expansive, convenient free. parking: Press aggressively through all reasonable avenues and means"_to.insute that Cal Poty:,.'7: expedites housing on their campus, in addition to the number . of..persons: presently l housed on campus, ail increases ii student population; and, that Cuesta College houses an equivalent percentage of its students to that of _Cal. Poly - protecting the"quAW of: 1. Find reliable, affordable water. 2. Approve Marketplace and parking downtown. !mg-gong !mg-gong low&Higbera5treet. - - 1. Fix our City streets. They are a disgrace. 2. Leave agricultural land next to Madonna Shopping Center alone. We don't need an additional shopping center. 3. Plan for future housing within the framework of the general plan. 4. Increase Police and Fire protection to meet the increase in population. 5. Get student housing (Cal Poly & Cuesta) on campus. 1. City should be more Kuser friendly" to tourists.:Better markings for streets and attractions. Cal Poly especially needs to make building_ sand areas easier to fnid: =Flit pressure on. them .to .do this. . 2. Fix the-streets. You need an SUV to'maneuver. 3. What's" good:: chamber:is. open on wi eekends; Farmer's Market;'new parks being, added -76- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey (4. We do need a Costco you'know.: _ - ; 1. Purchase and maintain additional open space 2. Secure additional source of water. 3. Prevent Bill Bird from developing another shopping center. Rehab failing portion of Madonna Shopping instead. 4. Keep Police and Firefighters happy, well paid, adequately equipped. 5. Keep the City a tourist town. Why would someone drive out of their way to visit another Walmart, Home Depot or Staples? Keep cost of"li*g-in City as low as possible for our. wonderful population: Keep the Downtown�as is and allow flow "of cars, parking,': and:walking population: We . want stores to'stay unique. , :> .. We need affordable housing in thtaC O for.all ages. - etired, business,& p..rofessional .. People, etG ,.Wvneed to have good business development so our gnahty* business and profession and retired and young people don't Lave,to move to Palm SpringsjLos Angeles or Orange ff County: - f We need to preserve our history, expand" our museum, keep onr bistoric homes) and 1. Control growth. 2. Reduce traffic. 3. Limit box stores and satellite retail centers. 4. Emphasize downtown. Keep it the unique center of our City. 5. Emphasize pedestrian oriented planning. h: ^Preserve the integrity of thedowntown area and -not let anymore` Carl's" Jr. i establishments proliferate. I2. Preserve the no /slow- growth,policy. 3. Repave lower Pacif&S.Higuera Streets: i4: Resserve and exnand the oven 'Iand/snace' around :the'City. 1. Coordinate with County with concern to the location and impacts of big box development. Air quality and traffic from increased vehicular use. 2. Long -term studies to develop a modem transportation link between the local areas. 3. Concentrate more effort to a cleaner downtown area. Not necessarily via Police patrol, but City workers. 4. Undergrounding utilities. 5. Housing. 1.. Repair City streets; staring with downtown thoroughfares like Santa Rosa, then e -_ _. _downtown streets There is no reasod we; shodld lia'vg to bump and jostle to work, market and. home: " t:': Reevaluate and stop horizontal expansion to the Marsh Streetparkinglot,(add another . inool "tn =t6a Mini if ni+rxe9ry ='Kut'dh. inPiico anv4'—nrp iiiingfi _ : " " _77_ 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey Do not, under any circumstances., put things out for bid in metric terms until the whole. i country changes from board. Install "Walk/Don't Walk" signal at crosswalk in, front of the Downtown Center (Marsh Street) that is in sync with the traffic signal at Marsh & Morro. Provide for more traffic enforcement on Broad Street.;between Downtown. and:.Orcutt j Road. Insist that Csl Poly build more student-h usins: on caaiutis. 1. Acquire Cerro San Luis. 2. Keep growth slow and manageable for the long term. 3. Improve the downtown parking problem. 1. Maintain excellent public schools: ` 3. . - Preserve'ambiapce and vitality of downtown.,f Maintain effective police and fire departments f 4. Work with Cal Poly and Cuesta'to increase on campus housing significantly beyond j current nroiections. 1. Open space and growth limits.:R 2. Road maintenance. _ w 3. Pollution control. 4.. Smart infill oroiects;-but limit growth .to=existing e* footprints_: 1. SLO Growth! 2. Affordable housing. 3. Maintain a healthy downtown/ No `Big Box" stores it : Traffic congestion needs effective remedies. Bike lanes are not the answer -most tag payers are not riding bikes. i2- Annex developments to City limits only if developers provide City with funds for traffic j' f improvements. = -; 3. Develop a balanced community program for Holiday activities-.— add Veteran's'Day.and other patriotic holidays — not.just Cinco De Mayo, Mozart, Mardi Gras, etc. 4. Alcohol Awareness Program expansion = SLO is getting too much drinking and public nuisance from drinking. 1. Housing 2. Downtown parking 3. Traffic 4. Commercial space for businesses. 5. Recreation facilities for kids. l: Instead of more "houses" and ".box stores'' = build'some. more- afford'able" Nursing Homes. .. 2. There are a lot of senior.people.in_ this area "Help "!_.._._._; 78- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 1. Try to preserve the quality of life — quality is NOT more traffic and shopping centers. 2. It would be nice to live in a stable community not one that is growing at the rate of a 3rd world country. Even 1 % per year is extremely fast. 1. Lower fazes. ; 2. Lower utility fees. 3- Retter nowd dnwntnwn citvstreets:: LL 1 1. Sports complex. 2. Prado Road; Industrial Way, Tank Farm Rd; extensions to Broad St. from South Higuera. 3. Bike pathways. 4. Airport annexation and runway extension. 5. Attract more technology companies to the City. 1. Keep Downtown viable. -. 12_ My roads= 1. Finish the Copeland project Downtown!!.! 2. Expand the Marsh St. Parking Garage. 3. Proceed with the General Plan and approve the Dalidio Shopping Center project. 4. Figure out how to deal with the Margarita Area vs. SLO Airport problem. 1.. - Build a Prado Rd. overpass immediately... 2: Stop idiots •from wasting tax my money on pnrcliasmg any fdrther open space = where; the existing law prohibits :-build ing i.e. the,invisible and steep parcel on the other side of j the mountains w/o a road! 11 an to State water. 1. Repair the roads. 2. Repair the roads. 3. Repair the roads. 4. Repair the roads. 5. Examples: Northbound on South Higuera @ Los Osos Valley Road; northbound on 101 between Prado Rd and Madonna. 10 Expand the Downtown Parking Structures.. - 2. Fill in potholes and resurface streets - don't . wait until itbecomes a major safety hazard. 3. Develop an overnight parking policy in both neighborhood and city streets. . 4. No parking on CITY streets overnight.: 5. Continue to plant trees along-City streets -both parkways and medians (where 1. Limit growth, but allow new developments to ease some of the demands for affordable housing. 2. Encourage the use of Seatbelts in all school buses. _79_ 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Limit commercial development in SLO to help maintain vibrant downtown shopping. 4. Preserve open space corridors surrounding the town/city. 5. Review major thoroughfares and congestion through town i.e. S. Broad, Orcutt and California St. to alleviate traffic problems at peak times (8 am and 5 pm). A Drove narking garage extension. 1. Parking Downtown — review and approve a well - designed parking structure. 2. Improve streets particularly Tank Farm, Johnson, Los Osos Road. 3. Secure additional sources of water for SLO. 2. Poly housing 3. Traffic 1. Develop shopping areas (Target) that residents can shop in. It is difficult to shop in a town geared towards tourist dollars. 2. Cheaper and more abundant parking. 4. Control over Cal Poly / Cuesta partying in residential neighborhoods. 5. Affordable housing. 6. Fixing existing streets. Secure reliable orate% Community Center with Gyml Bike paths to Cal Poty Move 227 to Prado Rd.— add.Southlinand' on.ra np and enhance Broad St with pedestrian signal @ Lawrence... 1. Don't allow the use of pesticides within SLO city limits to treat the glassy winged sharpshooter. The dangers to human health are far too great. 2. Please, please listen and respond to this request. ;1. Slow and controlled development, 2. Plan alternative traffic routes so. all North South traffic need not go through town. 3..- Clean. air /water::. - , , _ 1. Better transportation in and out of downtown: The best means of doing this is to provide frequent and economical bus transport from and to peripheral areas. 2. Parking facilities should be provided on a cost plus basis with extra revenues generated used to subsidize the bus system. I'm referring to downtown parking facilities. 3. Peripheral parking lots with bus stops (a park and ride system). These could utilize already existent lots (at the airport, Cuesta College, etc.) plus new lots strategically located. 4. The present downtown shopping area caters to college students and tourists. It doesn't provide good shopping for regular residents and especially older residents. -80- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey If the above interrelated steps are not adopted, then it would be best to let shopping centers where there's parking developed and let downtown with its inner contradictions fend for itself. !10 Increase storage at Santa Margarita Lake. . . Step up negotiations in order to begin receiving water from Nacimiento Lake. 3. Make a bridge at end of Marsh St. in `order to reduce the possibility of flooding on lower Higuera. 4. Complete repairing the creek structure under the City: 5. Put the Copeland plan in high gear! Emphasis on- "in-fill" rather than expansion i outside. 1. Preservation of open space around the city. 2. Support of low -cost housing (i.e. supportive housing coalition) and infill housing and encourage Cal Poly and Cuesta student housing. 3. Maintain downtown vitality. 4. Long -range realistic growth plan — including water sources. 1. Complete the bike and walk path along the railroad tracks from Orcatt to Cal Poiy. 2. Limit growth. 3. Keep panhandlers away from downtown and city parks- 4. Lights for Sinsheimer tennis courts. 1. That building development is too high up on the mountain on Tank Farm and Orcutt! They should outlaw building that high; ruined the country view. 2. A rollerblading/walking /jogging area wide enough to accommodate all 3 here in SLO, like around Lopez Lake. Example: Lake Miramar in San Diego — I tried rollerblading once around the train tracks but too many branches, rocks — etc. 3. Slow growth! 4. Prado Road Project —We need a quicker way to get from Johnson to Los Osos Valley Rd. 5. Traffic congestion: eliminate unnecessary lights, make sure all intersection efficient — Madonna & Higuera at night sometimes doesn't work well. `l. Make sure the Home Depot and related Mail stores on Los Osos Valley Rd are laid out, designed and built in the most attractive; non- obstructive.mauner possible. ! 2. If Costco still wishes to build in SLO, let them..in ion South Higuera or next to Home Depot on Los Osos Valley Rd. Just makesure it's done right! 3. Improve the old. Central Coast Mall.- by letting it buil&out. Justmake sgre.it's ` something we can all. be proud of. . 4. Ditto No. 3 for Palm Street, Chinatown, or any other downtown projects. The Prado Road extension should be pushed: forward. 1. Complete the Copeland's project. 2. Annex the airport area. 1.__Cosf'of operating the City of SLO�- keep thccosts down.:: -si- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey j2. Control growth = keep SLO the way it is with. controlled growth. j3. Continue.to support functional activities; _areas for our youth: 14. Provide housing opportunities for entry (fast time) level families to .own their homes.- ....j1 1. Youth soccer fields. , 2. Youth baseball fields.* 3. Funding for PE classes for ALL High School students 4. Aftefschoolprograms for high schoolI Ir 'high . More apprentice programs for high school students auto, plumbers, electncah landscape, etc. too many kids dro -_out 1. Pave S. Higuera! 2. Get the cops out of their cars and start ticketing red light runners. 3. Stop wasting money on "pocket parks." 4. Stop supporting advertising for tourists. When is enough — enough? 5. Stop the growth — shut the doors and run in neutral for a while, support a no-growth plan. 1: ]Downtown- parkiing -We need more! ; _ 2. Water resources — Do we have sufficient resources for the uext'10 years? 3. Expand and enhance the Downtown area.: 4: Provide efficient public transportation. v 5. Get rid of the narking meters. 1. Secure a water source — either Nacimiento or Salinas Reservoir for our future. 2. Annex the airport area. 3. Build the Prado Road Interchange and extend it to 227 or better yet to Orcutt Rd. 4. Limit Big Box stores to a specific size. 5. Properly plan S. Higuera and Broad Street corridors to include medians, trees, bike paths. 6. Build or secure use of a quality gymnasium for basketball/volleyball — adult and youth use (a real full size gym NOT the Mill St. facility. ;!I Make Broad St. between Santa Barbara/South'Sts. to' Orcutt St. safer. Currently traffic is too fast and,too many cars .are emptying ooto:this.street. We.need,a traffic light and a crosswalk.. There is no-. safe place for pedestrians to cross the street for nearly 1 mile. , 2: ..Control erowth and urban sprawl.: 1. Water 2. Roads 3. Youth fields, sports facilities. 1. Redevelop. Madonna Plaza before;you start'adding more additions to the Marketplace:' make.office space if nothing -- 2:'. Get.the Costco :built so we can save: gas and: gut down pollphon by driving to Santa - - _82_ 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey Add an RV park and shuttle to,downtown to accommodate typical visitors to the Central Coast E _ valuate the "Energy Conservation Element" SLO 1981 as to its effectiveness and 1 write a new element._ . I Improve effectiveneg"s of electronic controls and communication by providing adequate j 1. Shopping for the residents of SLO, i.e. Target, Old Navy, as proposed in the Dalidio project. 2. SHOPPING 1. Major reconstruction of Eligaera St. 'from Marsh to southerly city fiinits.' llow many `more decades/ centuries is this going to,take ?,? ;�: .... 1. Widening Orcutt Rd. between Broad and Laurel, making it a proper "full service" street. - 3. Institute full enforcement of parking,violations outside of downtown wrong side of street, blocking sidewalks; etc. without requiring a call to'PD::: `;. • - 1. .Additional parking a'Meadow Park, plus a 2 °a:Basketbalt.court. . �. Prado Rd:- overpass. 1. Improve parking facilities for downtown area. 2. Keep big box stores out of SLO. 3. Provide more housing on campus for Cal Poly students. 4. Lower the speed limits in City and enforce them! 5. Tell out of town developers to get lost. 1. Get secure watersupply! y 2. Get secure water supply! 3. Get secure water supply! .,. 1. Controlled growth to maintain our economic base while preventing sprawl. 2. Preserve open space. 3. Utility upgrades, basic: water, sewer, electrical and telecommunications infrastructure for future advancements. 4. Maintain city streets. 5. Promote recycling to reduce overall landfill volume /use. {L. Notao let oar town become a clone of every other town with every big name corporate, store. 2: ,If. we-really need moire parking:- how about. noi=th of Santa Rosa a, Higdera — the big empty lot by.tire'store and encourage downtown `employees: to park there and not feed meters downtown all -day: Keep working on the greenbelt around the Ci 1. Traffic! 1: Im pr. o"ve Downtown' parking, especially �ear'the Santa Rosa end of downtd ... - 2.- Atduire, een s ,ace:.. ;. or SIM 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 3. Attract high tech business and support development of business parks - that meet the needs of high tech business. 4.: Improve public transportation - add more bus runs to existing route's_ during am and ' pm peak hours..._ . i 5. 'Add Costco and HomeBase but -do n'tlet the baz store mentality uridermine.the balance between cmall husiness and enrnnrate Anieiriea — he :wise here: 1. Make Prado Road go through to Broad Street. 1: -'Fixing sidewalks and:streets. r- J 2. .Control spending- don't spend just liecainse you can :raise taxes: 1. Improve traffic flow (i.e. timed lights to minimize hitting red lights.) 2. Continue purchasing open space. 3. More community building space - such as Meadow Park building. 4. Preventing urban sprawl - work with County to help facilitate this. 5. Continuous bike path from Cal Poly to Tank Farm Road. I.;. Build an enclosed facility of roller hockey ,:0ur C1ty is so . far, behind other cities (Santa Maria) m offering a facility.. - 2. Mnre structures for kids 6=12 veers old added.tn narks_ 1. Restrict growth and development of large shopping centers. 2. Preserve open spaces - no more houses on hillsides or hilltops. 3. Public safety - patrol train tracks near Florence St and PHIC. jl. `Keep, moving on the Marsh St Parking Structure and let'snot take a step backwards m' regard to parking issues. - 2. Keep'pressure on Cgl•Poly and Cuesta College to resolve student housing: needs: �3.. Continue forwai d. on securing additional water::resources. to include revisiting state . 1 Water. Hey guys there's 2%000_AFY..out there ! '4...Keep the Copeland dream,project alive and moving Thik-i a unique opportunity and :. should benefit all for:years Io come: Mike it happen' A . 5. Work with the County to facilitate the Government Center Expansion and shared re "sponsiliility for additional related parking issues. MaJ.orAnchor for long term. viabtv of downtown. 1. More student housing to free up city housing rentals so SLO residents will have more housing to choose from. 2. Get the Prado Athletic Fields built. 3. No big box warehouse stores, limit City commercial growth. 1. Sports fields: 2. Don't extend parking garage:. Better served @ differeat.locations: 3. Purchase open space.'-.; .: 4. Lowery Water rates. -84- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 15.. Don't allow.building on Dalidio or don't give- developers_A $12 million subsidy —same., F with Coveland's - Developmeutpays its "own wa_y!! 1. Street repair. 2. Expand water supply — State water is good! 3. Improve /expand downtown parking. 4. Annex airport area. 5. Get Cal Poly to construct student housing on campus and east of Hwy 1. Do much more than they currently plan. I. Continue acquiring City open space to prevent sprawl at Cityborder.,... , 2. Connect Prado Road to Johnson and follow engmeenng staff recommendations regarding traffic planning. 3. Secure additional drinking water sdppltes for the.Criy Complete Railroad'district upgrade projects and construct bicycle lane from railroad district to downtown, down Morr_o_.street. .: 1. Clean Pure Water. 2. Reduce Water and Sewer prices. 2. Bicycle paths�(separated from cars): 3. New (more) ,parking downtown 4. Trado Road extension and interchange 1. Do what ever it takes to control the Police and Fire Department's salaries. 2. Automatic payment for City Utilities! �1. No big bog stores. Don't let Alex Maddima put anymore big stores on Froom'Ranch other than the Home Depot already'approved 'i 12. If we can't afford an .overpass on Orcutt.Rd— could we at least pave it ? ?;.. 12 Mannaa Qrn%*t16 hnttpr — the C"ttv U OP}*fti4 tan winhiionnc4n hP ennifart9h)Ip- = 1. Hold growth in check — we are growing almost too quickly! I. Zone more commercial areas,for offace space. and light manufacturing. Most buildings::_ are outdated in design and usability (not built for team oriented companies , too-few conferencevrooms, too many individual offices 2. Provide incentives for high tech businesses to make up f0 the less in- revenue base with .: the closing of Diablo and Oil companies Emphasize manufacturing over: retail. Manufacturing jobs - provides additional service. .> 3. Co-sign on loans for high -tech start=ups.(i:e. Software.Development requires usually $2= 4 million for software And typically yield $12-20 m lion m returns and provide high :. wage jobs and college internship opportunities ........ ' 4: `: Drop-the penalty tag 6n:24-hour stores to allow for more ,lobs to occur during non peak` - hours, M.i;1e 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey . Expand the Prado Road from the. mall all the way to Broad St. to reduce congestion problems on Los Osos Valley Rd, Madonna Rd and South Higuera St.. Also, create a I perimeter bus route and have them every 30 minutes. 1. Beautify streets and neighborhoods: comprehensive street tree planning program, ongoing program to put utilities underground throughout the city extending program from downtown through "railroad district" and beyond. 2. Control costs, particularly the constantly inflating water and sewer fee. 3. Soccer fields. 1: Watei resources. E. Limiting growth. .5 . 1. Keeping downtown vital. 1. Athletic -fields /playing areas. ._Open space purchasing 1. Improve traffic flow on Los Osos Valley Road between Madonna Road and 101. Add more lanes, especially with new development being added like COSTCO, etc. 3. Maintain small town "atmosphere." No big box stores. No high- density housing developments. Keep open spaces. E. Stop overbuilding. - Z: Stop over commercialization: 3. m Find another place fora parldng garage ' anta. Rosa near Broad and Marsh)... 1. Cut down Broad Street traffic - need more roads open! 2. More parking downtown! 3. Add safe sidewalks to streets not present! 1. Limit growth to maintain the beautybf our area don't expand into rural areas:= use i 1 current built areas wisely. .Target (no other BIG stores needed). = 3, .Maintaining our community activities, i.e.: Paradesjestivals,1" Night, etc. safely! 'j `4 .Ensuring our safety i.e. police and fire patrol and sumorted -by our S. 1. Support the Copeland Downtown Development. 2. Build the Marsh Street Garage Expansion. 1. Preserve Open Space. 2. Increase housing opportunities downtown. 3. Preserve SLO's character — no big box stores. 1. Coastal Cal Polxstudent housing.��.�� _ 1. More single - family home developments (cluster). 2. Rent control. 3. Visitor's Center. 4. Poll residents for a commercial development plan. -86- 2001 -03 Financial Plan: Results of Community Budget Bulletin Survey 4. Teen Center. 1. Provide adequate shopping so SLO residents: will shop and keep tax dollars here. j Crack down on student rent Darking and vard upkeep. 1. Traffic control. 2. Controlled growth. 3. Development of downtown. 4. Traffic and parking — more pedestrian friendly please. 1. Provide additional parking • Provide additional restrooms: -The situation is a disaster: How about going underground?. • Provide more lighting on Higue a Street so people :,will got be.afraid to shop in the. evening. - — — - 1. Repair and maintain local streets. 1. Airport annexation 2. Encourage by incentive more citizen use of public transportation. 3. Do not rush into Dalidio Marketplace; hold off for another growth — 5 years. 4. Revise Marsh St. Garage addition — no frills! 5. Work toward Copeland — Palm, Morro St complex and refining (simple) Court St. proposal; if not, go ahead refurbish parking lot. 1. Traffic in and around the City. Need more roads across town. 2. Street repairs. I Replace larger buses with smallfshuttles. . i2. Don't sacrifice open parking.foir landscaping. We've got enough green. 3. Encourage smokeless industry with incentives and fast'track no hassle planning. 4. Lighten up. Nobody's job is m o r c important than mine. •5. Take what we giv_e,yquL _spend..i wisely. Don't ask for more.. -87- Fairbank, Maslin Maullin & Associates Opinion Research & Public Policy Analysis TO: Bill Statler City of San Luis Obispo FR: Richard Maullin and David Metz Fairbank, Maslin, Maullin & Associates RE: Results of San Luis Obispo Citizen Survey DATE: May 1, 2000 EXECUTIVE SUMMARY The results of our recent poll indicate that San Luis Obispo voters are extremely happy with the quality of life in the city, and are generally satisfied with the City services they receive.' A two - thirds majority of the electorate also currently supports a quality of life ballot measure that may be placed before voters in November. Among the key findings of the survey were the following: • Voters are extremely happy with the quality of life in San Luis Obispo. Fully 96 percent of those surveyed rate the quality of life in the City as "excellent" or "good." • The rate of growth and development is the issue that most concerns San. Luis Obispo voters. A 32 percent plurality labels this issue the most important problem for City government to address. Housing and traffic are also significant concerns. • San Luis Obispo voters are generally satisfied with almost all services they receive from the City. Seventy -two percent of those surveyed rate City services as "excellent" or "good," and majorities give positive ratings to a variety of specific services. 1 Methodology: From March 28 to 30, 2000, Fairbank. Maslin, Maullin & Associates conducted a telephone survey among 400 registered voters in the City of San Luis Obispo lilmly to vote in the November 2000 general elation. The margin of error -for the entire sample is +/- 4.9 per=t. The margin of error for subgroups within the general sample will be higher .av25 Colorado Ave., Ste. 180 1999 Harrison Street, Ste. 1290 Santa Monlaa, CA 9 0 4 0 4 Oakland, CA 9 4 6 1 2 Phonc (810) 828 -1183 Phone: (510 4S1 -9521 Fax. (310) 453 -6562 Fax (51 ;9.490884 • Potential ballot measures to protect open space, establish binding arbitration, and fund transportation improvements are supported by majorities of City voters. Among voters who have heard something about the SOAR and arbitration measures, substantial majorities say they would vote `yes." A transportation measure is supported by 60 percent of the electorate. • Two-thirds of San Luis Obispo voters support a potential measure to improve the quality of life in the city through a variety of open space, recreation, public safety, and traffic reduction projects. This initial level of support suggests that the measure has the potential to succeed; at the same time, almost half of those who say they would vote `yes" say they would only "probably" do so. An extensive public education campaign would likely be required to solidify the measure's support and ensure that it reached the two- thirds vote threshold. • A majority of those surveyed support a sales tax as a funding mechanism for the quality of life measure. A majority also support an increase in the transient occupancy tax, but it is unlikely to generate sufficient revenue to fund the necessary projects. • At annual costs per taxpayer of over 75 dollars per year, support for a quality of life measure falls below the necessary two-thirds level. At an annual cost of 50 dollars per year, three out of four voters say they would vote `yes" on the measure. Support falls steadily as the annual cost of the measure increases. At a cost of 75 dollars or more per year, even more extensive voter education efforts would be required in order to give the measure any prospect of succeeding. EVALUATIONS OF THE QUALITY OF LIFE IN SAN LUIS OBISPO San Luis Obispo voters are overwhelmingly satisfied with the quality of life in their city. As shown in Figure 1 below, nearly seven out of ten voters rate the quality of life in the city as "excellent," while an additional 27 percent label it "good." Moreover, the positive feelings cut across every subgroup of the electorate; at least nine out of ten members of every major demographic group rate the city's quality of life positively. Just one in 25 voters gives the city's quality of life a negative evaluation. FIGURE 1: Ratings of the Quality of Life in San Luis Obispo Excellent Good Just Fair 3% Poor 1% 27% 49% 0% 10% 20% 30% 40% 50% 60% 70% 80% 2 Fairbank, 6&//�����Jt, ,11in l & Associates These findings indicate a very high degree of satisfaction with the quality of life in the city. Even in other small or suburban communities in California, it is extremely uncommon to find such a large majority of city residents labeling the quality of life as "excellent" This is not to say that there are not issues that concern San Luis Obispo residents. Respondents were asked to name, without prompting, the issue they would most like to see City government do something about. Concerns relating to growth and development were most frequently mentioned; housing and traffic-related issues were also mentioned often. The top responses to this question are listed below: • Growth -and development, 32% • Affordable housing/homelessness, 15% • Traffic/parking/street maintenance, 11 % • Crime /drugs /gangs/violence, 4% • Jobs/keeping businesses, 4% • Water supplies, 4% Though members of all demographic groups were concerned about growth to some extent, concern ran particularly high among those with high levels of income or educational attainment, as well as among Democrats — particularly men and those over age 50. In order to understand residents' specific concerns in more detail, survey respondents were read a list of "things that some people say may be problems facing the City of San Luis Obispo." They were asked to rate each as a `very serious problem,". "somewhat serious problem," "not too serious problem" or `not at all a serious problem." The results are shown on the following page in Figure 2. Not surprisingly, the issues most frequently labeled a `very serious problem" relate to the issues of growth, traffic and housing, which respondents indicated were the issues they would most like City government to do something about. Fairbank, 3 6 ,fn, Ufn & Associates FIGURE 2: Evaluations of Problems Facing the City of San Luis Obispo (Split Sampled) Traffic congestion Lack of parking downtown Rate at which land is being developed Loss of open space, hills, and creeks Homelessness Lack of retail shopping opportunities Taxes/fees people pay for city services Drug usage and drug abuse Inefficiency in City government lack of efficient public transportation Quality of public schools Graffiti and similar vandalism Lack of parkslathletic fields/ rec centers Danger of flooding from local creeks Gangs and juvenile violence Quality of SLO's basic city services D%% 2D%% 40%% 60%% 80%% 100 %% MVery Serious Problem E3SW Serious Problem ® Not Too Much of a Problem M Not a Problem at All O No Opinion EVALUATIONS OF CITY SERVICES IN SAN LUIS OBISPO San Luis Obispo voters are as happy with the quality of City services as they are with the general quality of life in the city; fully 72 percent of those surveyed rated City services positively. Those positive feelings were not particularly strong, however. Though 58 percent of area voters rate City services as "good," just 14% label them "excellent" Those most likely to rate City services as excellent include voters over the age of 50, particularly Democrats and men. 4 Fairbank, 6 "fin, !in & Associates r.cr rr� 13% 1 29% �I 1 7 %1I 17 % t���' � � 99 %, M 7% ti .,...'- .�s.V•� 27% 66/6 22% 47% i D%% 2D%% 40%% 60%% 80%% 100 %% MVery Serious Problem E3SW Serious Problem ® Not Too Much of a Problem M Not a Problem at All O No Opinion EVALUATIONS OF CITY SERVICES IN SAN LUIS OBISPO San Luis Obispo voters are as happy with the quality of City services as they are with the general quality of life in the city; fully 72 percent of those surveyed rated City services positively. Those positive feelings were not particularly strong, however. Though 58 percent of area voters rate City services as "good," just 14% label them "excellent" Those most likely to rate City services as excellent include voters over the age of 50, particularly Democrats and men. 4 Fairbank, 6 "fin, !in & Associates Excellent Good Just Fair Poor DK/NA F[GuRE 3: Ratings of the Quality of City Services in San Luis Obispo 0% 10% 20% 30% 40% 50% 60% 70% At the same time, one in four voters rates City services negatively. Again, the feelings lack intensity, those who label City services "just fair" outnumber those who label them "poor" by more than ten to one. Nevertheless, there are some clear pockets of dissatisfaction with City services. Those most likely to be dissatisfied include Republicans (particularly those under 50), voters in their forties, those with a high school education or less, and those who work outside the city. Survey respondents were also asked to indicate their satisfaction with a range of specific City services, as shown in Table 1 below. Respondents were read a list of 22 specific services, and were asked to rate their satisfaction with each service on a scale from one to ten, where one represented "not at all satisfied" and ten represented "extremely satisfied." Table 1 shows the mean score for each service. k, Fairbank, pIAclin, 6MaW in & Associates TABLE 1: Satisfaction with City Services in San Luis Obispo (Mean Scores on I to 10 Scale Among Those Offering an Opinion; I = Not at all Satisfied and IO = Very Satisfied) Service Mean Satisfaction Score Fire prevention and protection 7.6 Maintenance of public parks 7.4 Police protection in your neighborhood 7.4 Trash pick-up and recycling 73 Removal of graffiti from public buildings 7.1 Landscaping on'street medians and other public areas 6.8 Tree trimming - 6.7 Sewer and storm drain maintenance 6.7 Building and safety code enforcement 6.7 Environmental protection and pollution prevention 6.7 Recreation opportunities and pro at city parks 6.5 Neighborhood clean-up and preservation programs 6.5 Street lighting in your neighborhood 6.2 Protecting open ace 6.2 Managing city government finances 6.0 After school day -care and programs for children 5.9 Repair of broken sidewalks 5.6 MairitEdning traffic flow through the city 5.3 Pro to retain, expand, and attract businesses to San Luis Obispo 5.3 Regulation of cable TV service 5.0 Housing assistance programs for lower income residents 5.0 Repair of potholes in city streets 1 4.9 On the whole, voters were satisfied with each of the City services tested. A mean score of 5.0 or greater indicates that residents; on average, are satisfied with a service. Just one service (repair of potholes in city streets) fell short of this benchmark and, with a mean score of 4.9, just barely so. The results show that voters are particularly pleased with police and fire protection, maintenance of parks, trash pick -up and recycling, and the removal of graffiti from public buildings; each received an average score of more than 7.0. Fairbank, 6 6,�y�slin, -PW in & Amociates VOTER OPINION ON POTENTIAL NOVEMBER BALLOT MEASURES Voters were asked about a variety of measures that might appear on the ballot in this November's general election. Questions about these measures were included to determine what implications they might have for the passage of a quality of life ballot measure. These implications are discussed in the following section. The first measure tested was the Countywide "Save Our Agricultural Resources and Open Space," or "SOAR" measure to protect open space in San Luis Obispo County. Awareness of the measure ran very high; 83 percent of those surveyed said they had heard at least "a little" about the measure, and nearly half of all respondents said they had heard "a lot." Among those who had heard about the measure, a 52 percent majority indicated that they would vote "yes" while just one in four said they would vote "no." The remaining 22 percent of those interviewed either said. they needed more information or did not know how they would vote on the measure. A much smaller group of voters is aware of a potential ballot measure involving binding arbitration. Just 29 percent of voters have heard anything about the measure, and only one in ten has heard "a lot" about it. Those who are aware of the measure are overwhelmingly supportive; nearly four out of five say they will vote `Yes," with a 52 percent majority indicating that they will "definitely" vote for the measure. Just 15 percent of those who are aware of the measure say they would vote "no." However, it should be noted that the respondents were not provided with very detailed information about the structure or consequences of the binding arbitration measure. Patterns of support for such a measure could change significantly as more voters become aware of it and gain a better understanding of its implications. There is also a possibility that there will be a Countywide measure on the ballot which would impose a '/z -cent increase in the County sales tax to improve transportation and ease traffic congestion in San Luis Obispo County. Sixty percent of voters surveyed said they would vote `Yes" on the measure, with 35 percent saying they would "definitely" vote "yes." Just 26 percent of City voters oppose the transportation measure, with the remaining 14 percent either undecided or needing more information. VOTER OPINION ON A "QUALITY OF LIFE" BALLOT MEASURE The principal focus of the survey was to evaluate support for a potential "quality of life" ballot measure which would fiord a variety of projects in the City of San Luis Obispo, potentially including open space preservation, hiking and biking trails, Civic Center improvements, services for seniors, and expanded police and fire facilities. When told that the measure would raise up to $4 million per year and given a brief description of the projects it might fund, 66 percent of voters surveyed said they would vote "yes" on the measure (as shown in Figure 4 below). Just one in five voters said they would vote "no," with the remaining 15 percent undecided. `i Fairbank, 6 I�pslin, 7�lt�i�llin & Associates Definitely Yes Probably Yes Probably No Definitely No Need InfoMK FIGURE 4: Initial Vote on a Quality of Life Ballot Measure 7 2'" Y''��c �k F'3''.'+ .,,{'+S'Y(��M - 45y 8r T#tal No: 0% 10% 20% 30% 40% 50% This level of support is a solid starting point for the measure. Typically, a measure that will require approval from two - thirds of the electorate should begin with at least a two - thirds level of overall support, and this measure meets that standard. However, the survey results also indicate that almost half of those who say they would vote `yes" say they would only `probably" do so. Without extensive efforts to educate these somewhat hesitant voters about the benefits of the measure, it is very possible that support could fall short of the two- thirds required for passage. Support for the measure ctits across demographic groups within the City-, there is no major group in which a majority or even plurality of voters oppose the measure. The measure's strongest support comes from women, Democrats (particularly women and those under 50), independents, and voters with annual household incomes under $30,000. These are typical of the demographic groups that usually support revenue measures to improve public services. On the other hand, the strongest opponents of the measure include men, voters over 50, Republicans (particularly men and those over 50), and those with household incomes over $100,000. This pattern of opposition is also typical for this type of measure. Support for the quality of life measure also appears to be high among those voters that support the other measures that are on the ballot. As shown in Table 2 below, voters who support each of the other three potential measures are more likely than other voters to vote "yes" on the quality of life measure. _ Fairbank, 8 6_!}�s1in, 7�1�RRccd�r11in & Associates TABLE 2: Relationship Between Votes on Other Measures and Votes on a QOL Measure Vote on QOL Measure SOAR Trans ortation Yes on Binding Arb * Yes Voters No Voters DK Yes Voters No Voters DK Yes 820/. 42% 57% 78% 44% 55% 71% No 9% 42% 14% 9% 41% 16% 17% Need Info/DK 9% 15% 29% 13% 15% 1 29% 13% • Sample sins for "no" and 'undecided" voters on the binding arbitradon measure were too small for meanie g l analysis. Voters generally rate open space protections as the most important projects that the measure might fund. As shown in Table 3, substantial majorities of those surveyed say it is at least "very important" that the measure fund projects like `Preserving open space around the City of San Luis Obispo" or "protecting special places like Bishop's Peak, . Cerro San Luis, and Irish Hills." Voters also place a high degree of importance on projects to reduce traffic congestion and create recreational centers for youth. TABLE 3: Importance of Projects to be Funded by a QOL Measure Fairbank, iin, 6 llin & Associates Eat. Very SW Not Project Imp. Imp. Imp. Too DK/NA Imp. Preserving open space around the City of San 27% 31% 24% 18% 0% Luis Obispo Protect special places like Bishop's Peak, Cerro. San Luis, and Irish Hills 26% 40% 18% 15% 2% Improve traffic congestion by building bridges over railroad crossings, improving intersections, 24% 34% 27% 14% 2% and widening selected streets Create additional recreation centers for children and uth 19% 42 % 24 % 13% 2 % improve and maintain existing arks 13% 1 42% 33% 1 11 % 2% Expand city facilities and services for seniors 12% 27% 40% 17% 4% Build new hiking trails around the City 12% 19% 32% 35% 1% Create more bike trails, including a city- to-sea 12% 27% 27% 32% 2% bike trail from Downtown to Avila Beach Provide additional flood protection around San 11% 33% 34% 19% 2% Luis Obi creeks Creating new parks and sports field in City 10% 23% 40% 26% 1% neighborhoods Renovate and improve Fire Station 3 on Laurel 8% 26T/634% 21% 10% Lane Fairbank, iin, 6 llin & Associates TABLE 3 (CONTINUED): On the other hand, there are a number of projects for which voters express little enthusiasm Fewer than one in four voters view building a new Civic Center complex, creating new museums, building a new community center, or landscaping medians as "very important" uses of money raised by a quality of life measure. Survey respondents were also asked whether or not they supported a variety of funding mechanisms that might be used to generate revenue under the terms of the quality of life measure. As shown in Table 4 below, only two potential funding mechanisms are supported by a majority of San Luis Obispo voters: an increase in the transient occupancy tax, and an increase the local sales tak. Given that the transient occupancy tax will not generate sufficient revenue to fund most of the projects incorporated in the measure, it appears that a sales tax is the most viable method for raising the necessary funds. While existing state law does not allow cities to set their own sales tax, a handful of California cities have been successful in having special legislation adopted that allows them to set their own sales tax rate with the approval of local voters. TABLE 4: Support for Various Funding Mechanisms for a QOL Measure Funding Mechanism Ext. Very SW Not Support Project Imp. Imp. Imp. Too DK/NA assessed on hotel and motel guests 59% 35% 7% Im . 51% Build a new Civic Center complex which would 6% 15% 340% 41% 4% house many city services in one location taxes to repay borrowed money 37% Create new cultural opportunities such as a natural 6% An increase in the tax assessed when property is history museum, an archaeology museum, or an 6% 18% 38% 37% 1 % agricultural history museum 4% Build a new community center 4% 17% 34% 39% 1 6% Landscaping medians on city streets 4% 11% 41% 43% 1% On the other hand, there are a number of projects for which voters express little enthusiasm Fewer than one in four voters view building a new Civic Center complex, creating new museums, building a new community center, or landscaping medians as "very important" uses of money raised by a quality of life measure. Survey respondents were also asked whether or not they supported a variety of funding mechanisms that might be used to generate revenue under the terms of the quality of life measure. As shown in Table 4 below, only two potential funding mechanisms are supported by a majority of San Luis Obispo voters: an increase in the transient occupancy tax, and an increase the local sales tak. Given that the transient occupancy tax will not generate sufficient revenue to fund most of the projects incorporated in the measure, it appears that a sales tax is the most viable method for raising the necessary funds. While existing state law does not allow cities to set their own sales tax, a handful of California cities have been successful in having special legislation adopted that allows them to set their own sales tax rate with the approval of local voters. TABLE 4: Support for Various Funding Mechanisms for a QOL Measure Funding Mechanism Total Total DK/NA Support Oppose An increase in the transient occupancy tax, assessed on hotel and motel guests 59% 35% 7% An increase in the local ,sales tax 51% 45% 3% An increase in the business tax 41% 52% 7% Selling bonds and using an increase in property taxes to repay borrowed money 37% 57% 6% An increase in the tax assessed when property is bought or sold c 33 /0 o 61 /0 6 0 /o An increase in the utility users tax 1 31% 65% 4% 10 Fairbank, rn, 6 Qin & Associates Of course, a central factor in determining voter support for the quality of life measure will be the cost it imposes on City taxpayers. In order to determine the cost- sensitivity of voter support for the measure, survey respondents were asked whether they would vote "des" or "no" on the measure at a variety of annual cost levels. As shown in Figure 5 below, support drops below the necessary two-thirds level once annual costs exceed 75 dollars per year. The measure will have the best chance for success if annual costs per taxpayer can be limited to about 50 dollars per year; the survey results indicate that nearly three- quarters of the electorate would vote `yes" at this cost level. 15o dollars? 125 dollars 100 dollars 75 dollars 50 dollars FIGURE 5: Cost Sensitivity of Support for a QOL Measure 0% 20% 40% sox sox 100% W Definitely Yes OProbably Yes OProbably No W Definitely No O Need lnfo/DKINA In the case of a sales tax, these per - household costs would generate the following amounts of revenue: • $50 per household would raise about $1.4 million per year, • 475 per household would raise about $2.1 million per year (at about a ' /gent Sales tax rate); • $100 per household would raise about $2.8 million per year, and • $150 per household would raise about $4.2 million per year (at about a %2 -cent sales tax rate). The survey results suggest that it will be difficult for a sales tax increase in excess of one- quarter of one percent to win support from two-thirds of the electorate. Survey respondents were also asked to evaluate a series of arguments 'in favor of the measure. As shown in Table 5 below, three arguments led two- thirds of those surveyed to say they would be more inclined to vote "yes" on the measure. These arguments focus 11 Fairbank, 61ap�� fin, fin & Associates 23% 16% sx room.; - • 21% 9% <� • ' , 20% 6% ' � 5% 0% 20% 40% sox sox 100% W Definitely Yes OProbably Yes OProbably No W Definitely No O Need lnfo/DKINA In the case of a sales tax, these per - household costs would generate the following amounts of revenue: • $50 per household would raise about $1.4 million per year, • 475 per household would raise about $2.1 million per year (at about a ' /gent Sales tax rate); • $100 per household would raise about $2.8 million per year, and • $150 per household would raise about $4.2 million per year (at about a %2 -cent sales tax rate). The survey results suggest that it will be difficult for a sales tax increase in excess of one- quarter of one percent to win support from two-thirds of the electorate. Survey respondents were also asked to evaluate a series of arguments 'in favor of the measure. As shown in Table 5 below, three arguments led two- thirds of those surveyed to say they would be more inclined to vote "yes" on the measure. These arguments focus 11 Fairbank, 61ap�� fin, fin & Associates on projects funded by the measure, in particular those to create new park and recreational facilities, reduce traffic congestion, and protect open space. Given voters' concern with issues relating to growth and traffic, it is not surprising that the strongest arguments for the measure focus on the role it will play in addressing those problems. TABLE 5: Arguments in Favor of a QOL Measure Finally, survey respondents were asked to rate the reliability of a variety of people and organizations that might take a position on the quality of life measure. As shown in Table 6, those that received the highest ratings for reliability included City officials (the Chief of Police, the Mayor, the City Council) and business organizations (the Chamber of Commerce, the Downtown Association). Two -thirds of those surveyed rated each of these people or organizations as `reliable' on the issue of the quality of life ballot measure. 12 Fairbank, s, 6- a llin kin & Associates Total Much SW More Don't Argument More More Incl. Incl. Believe Incl. Passing this measure will provide new parks, athletic fields, hiking and biking trails, and recreation centers throughout the city. It will 74% 34% 40% 4% also provide recreation programs to keep kids out of trouble. We need this measure to make street improvements that will relieve traffic congestion 68% 33% 35% 7% and improve safety. Passing this measure will help protect open space 67% 36% 31% 5% and the city's natural environment The City of San Luis Obispo is in excellent economic health. Revenues have been higher than expected, and costs have been lower. This 58% 24% 34% 8% is an excellent time to make these critical investments in our city's future. This measure will cost the average taxpayer less about a quarter per day. That's not a lot to pay 52% 21% 31% 12% for such important projects. The City of San Luis Obispo has won awards from national organizations for excellence and. 41% 15% 26% 11% innovation in financial management. Finally, survey respondents were asked to rate the reliability of a variety of people and organizations that might take a position on the quality of life measure. As shown in Table 6, those that received the highest ratings for reliability included City officials (the Chief of Police, the Mayor, the City Council) and business organizations (the Chamber of Commerce, the Downtown Association). Two -thirds of those surveyed rated each of these people or organizations as `reliable' on the issue of the quality of life ballot measure. 12 Fairbank, s, 6- a llin kin & Associates TABLE 6: Reliability of People and Organizations Taking Positions on a QOL Measure CONCLUSION In summary, the principal findings of the voter survey are the following: • . Voters are extremely happy with the quality of life in San Luis Obispo, and are pleased with the services they receive from the City. Almost all voters rate the city's quality of life positively, and most also express satisfaction with a variety of City services. Voters would, however, like City government to address a variety of issues including growth, traffic congestion, and the availability of affordable housing. • Two - thirds of city voters express support for a ballot measure to protect open space, reduce traffic congestion, improve public safety, and expand recreational opportunities; with a significant public outreach effort, such a measure could win voter approval. While 66 percent of those surveyed said they would vote for such a measure, 28 percent said they would only `probably" vote "yes." As a result, the measure may fall short of the required two- thirds Fairbank, /p1����an, 13 6401tin & Associates Total Total Nev. Person/Organization Not Hrd. Reliable Reliable Of/DK The chief of the San Luis Obispo Police 75% 9% 16% Department The San Luis Obispo Chamber of Commerce 69% 16% 15% The San Luis Obispo City Council 69% 17% 13% Mayor Allen Settle 66% 16% 18% The Downtown Association 66% 15% 19% The American Association of Retired Persons, or A -A -R -P 65% 17% 18% ECOSLO, or the Environmental Council of San Luis Obispo 64% 15% 22% Your local church 62% 12% 26% Your local county supervisor 60% 21% 19% The Sierra Club 57% 28 % 14% Your local parent-teacher association 53% 10 % 37 %. The Tribune 52% 37% 11% City Administrator John Dunn 42% 7% 50010 The principal of your local school 40% 12% 47% Residents for Quality Neighborhoods, orR -Q -N 37% 11% 52% The Howard Jarvis Taxpayers' Association 27% 29% 44% CONCLUSION In summary, the principal findings of the voter survey are the following: • . Voters are extremely happy with the quality of life in San Luis Obispo, and are pleased with the services they receive from the City. Almost all voters rate the city's quality of life positively, and most also express satisfaction with a variety of City services. Voters would, however, like City government to address a variety of issues including growth, traffic congestion, and the availability of affordable housing. • Two - thirds of city voters express support for a ballot measure to protect open space, reduce traffic congestion, improve public safety, and expand recreational opportunities; with a significant public outreach effort, such a measure could win voter approval. While 66 percent of those surveyed said they would vote for such a measure, 28 percent said they would only `probably" vote "yes." As a result, the measure may fall short of the required two- thirds Fairbank, /p1����an, 13 6401tin & Associates level of support unless a substantial effort is made educate voters about the potential benefits of the measure. • A sales tax increase of no more than '/. -cent appears to be the most viable financing option for a quality of life measure. Voters express more support for a sales tax increase than for any other viable financing mechanism. In addition, two- thirds of city voters say they would vote `Yes" on a measure with additional annual per - taxpayer costs of up to about $75 per year (approximately the incremental cost imposed by a '/, -cent sales tax increase). The measure will have the best chance for success, however, if per - taxpayer costs can be constrained to about $50 per year; at this cost level, roughly three- quarters of area voters indicate that they would vote `ryes." • Voters rate preserving open space, reducing traffic congestion, and creating recreational centers for children and youth as the most important projects that a quality of life measure could fund. More than three out of five voters label each of these types of projects as at least `very important" Voters also indicate that messages stressing these particular benefits of the measure offer the most compelling reasons to vote `yes." 14 Fairbank, , 61�a�riiiinn & Associates 2001 -03 Financial Plan Schedule October 12, 2000 • CAO and Director of Finance brief advisory body chairs on their role in the process at quarterly meeting with the Mayor. October 17, 2000 • Council approves conceptual Financial Plan process and calendar. November 2000 • Finance sends letters requesting participation in goal - setting process from advisory bodies, community groups and interested individuals; and begins inserting Community Budget Bulletins in utility bills. • Finance begins preparing five -year General Fund fiscal forecast. December 12, 2000 • Council reviews status of major City goals and amends action plans as needed; considers Financial Plan organization and policies; reviews general fiscal outlook; and finalizes plans for goal- setting process. January 5, 2001 • Finance receives written comments from advisory bodies, community groups and interested individuals. January 17, 2001 • Special Budget Workshop. Council holds community forum. January 22, 2001 • Finance distributes five -year fiscal forecast and community workshop results to Council. February 3, 2001 • Special Budget Workshop. Council holds goal- setting workshop: reviews status of major City goals;; considers results of fiscal forecast; discusses Council member goals distributed on January 29; prioritizes and sets major City goals. February 6, 2001 • Council finalizes goals and priorities (if needed). February 20, 2001 • Council considers mid -year budget review. March to May 2001 • Departments submit budget requests. • Budget review team analyzes requests and meets with departments. • CAO finalizes budget recommendations. April 12, 2001 • Special Budget Workshop. Council approves detailed goal work programs. May 15, 2001 • Finance issues preliminary budget. May 22, 24, 29, 2001 • Special Budget Workshop. Council holds evening budget workshops: — May 22: Financial Plan overview and General Fund operating programs. — May 24: General Fund CEP projects. — May 29: Enterprise Fund programs, CIP projects and rates. May 23, 2001 • Planning Commission reviews CEP for General Plan consistency. June 5, 19, 2001 • Council holds continued hearings; adopts budget. Bold Italics — Council Meeting Dates 1105101 city of Budget Process Overview The City of San Luis Obispo has received national recognition for its use of a two -year budget process that emphasizes long -range planning and effective program management. Significant features of the City's two-year Financial Plan include the integration of Council goal - setting into the budget process and the extensive use of formal policies and measurable objectives. The Financial Plan includes operating budgets for two years and a capital improvement plan (CIP) covering four years. While appropriations continue to be made annually under this process, the Financial Plan is the foundation for preparing the budget in the second year. Additionally, unexpended operating appropriations from the first year may be carried over into the second year with the approval of the City Administrative Officer (CAO). Purpose of the City's Two-Year Financial Plan The fundamental purpose of the City's Financial Plan is to link what we want to accomplish for the community with the resources necessary to do so. The City's Financial Plan process does this by: clearly setting major City goals and other important objectives; establishing reasonable timeframes and organizational responsibility for achieving them; and allocating resources for programs and projects. Major City Goals Linking important objectives with necessary resources requires a process that identifies key goals at the very beginning of budget preparation. Setting goals and priorities should drive the budget process, not follow it. For this reason, the City begins each two-year Financial Plan process with in -depth goal setting workshops where the Council invites candidate goals from community groups, Council advisory bodies and interested individuals; reviews the City's fiscal outlook for the next five years and the status of prior goals; presents their individual goals to fellow Council members; and then set and prioritize major goals and work programs for the next two years. City staff then prepare the Preliminary Financial Plan based on the Council's policy guidance. Financial Plan Policies Formally articulated budget and fiscal policies provide the foundation for preparing and implementing the Financial Plan while assuring the City's long -term fiscal health. Included in the Financial Plan itself, these policies cover a broad range of areas such as user fee cost recovery goals. enterprise fund rates, investments, capital improvement management, debt management, capital financing, fund balance and reserves, human resource management, and productivity. Preparation and Review Process Under the City Charter, the CAD is responsible for preparing the budget and submitting it to the Council for approval. Although specific steps will vary from year to year, the following is an overview of the general approach used under the City's two -year budget process: • First Year. As noted above, the Financial Plan process begins with a Council goal- setting workshop to determine major objectives for the next two years. The results of Council goal - setting are incorporated into the budget instructions issued to the operating departments, who are responsible for submitting initial budget proposals. After these proposals are comprehensively reviewed and a detailed financial forecast is prepared, the CAO issues the Preliminary Financial Plan for public comment. A series of workshops and public hearings are then held leading to Council adoption of the Financial Plan by June 30. • Second Year. Before the beginning of the second year of the two-year cycle, the Council reviews progress during the first year, makes adjustments as necessary, and approves appropriations for the second fiscal year. • Mid Year Reviews. The Council formally reviews the City's financial condition and amends appropriations, if necessary, six months after the beginning of each fiscal year. • Interim Financial and Project Status Reports. On -line access to "up- to-date" financial information is provided to staff throughout the organization. Additionally, comprehensive financial reports are prepared monthly to monitor the City's fiscal condition, and more formal reports are issued to the Council on a quarterly basis. The status of major program objectives — including CIP projects — is also periodically reported to the Council on a formal basis. Administration As set forth in the City Charter, the Council may amend or supplement the budget at any time after its adoption by majority vote of the Council members. The CAO has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year -end fund balances. 2 AD FROM: SUBJECT: council ac,Enaa Report CITY OF SAN LUIS OBISPO Ken Hampian, Assistant CAO Bill Statler, Director of Finance GOAL - SETTING PROCESS FOR 2001 -03 CAO RECOMMENDATION Approve the goal- setting process for 2001 -03. DISCUSSION Background MmM 4- li -�o 1e Nw6v v On October 17, 2000, the Council approved the preliminary schedule for preparing the 2001 -03 Financial Plan and conceptual approach to Council goal- setting as part of this process. Under this approach, we will continue using a multi -year budget that begins with the Council setting goals for the most important things for the City to accomplish over the next two years. Based on our experience over the past ten years, this has been a successful process in assuring that the fundamental purpose of the City's budgetary process is achieved: linking what we want to accomplish for our community over the next two years with the resources necessary to do so. Focus and "Tighter" Priorities As a Theme We are not recommending any major changes to the basic approach we have used in the past. However, we are proposing some modifications that will improve our ability to more sharply focus on our highest priorities in actual implementation. This has been a recurring concern over the last two years, expressed both by Council and staff: we are trying to do too many things at the same time. The reasons for this perspective are rooted in two areas: 1. Insufficiently recognizing existing, ongoing work programs. 2. Occasionally "cobbling together" multiple goals and objectives into a single goal. The recommendations in this report, along with a companion report at this meeting (Item 23) are responses to this concern. The overarching goal is to set the work program bar at a high but achievable level. Two -Step Approach We again recommend using a "two- step" approach to the Council goal - setting process. As previously approved by the Council, Don Maruska will serve as our facilitator at both workshops. Council Agenda Report—Goal- Setting Process for 2001 -03 Page 2 1. Community Forum. Held on the evening of Wednesday, January 17, the purpose of this forum is to solicit suggested goals and work programs from Council advisory bodies, community groups and interested individuals. In notices sent to these groups, we have requested that written suggestions be provided to us by January 5, 2001. To ensure that adequate space is available for this workshop, it will be held at The Forum. 2. Council Goal- Setting Workshop. Following the receipt of written and oral comments on January 17, the goal- setting workshop will be held on Saturday, February 3 in the City/County Library Community Room. Overview of Proposed Changes from 1999 -01 The proposed approach is very similar to the one we have successfully followed in the past. However, based on feedback from Council members and others, we recommend the following improvements (which are described in greater detail below and in the attached exhibits): 1. Community Forum. While we recommend retaining the opportunity for individual presentations at the forum, we also want to provide more of an opportunity for group participation and feedback. To make time for this, we plan to shorten introductory comments and encourage speakers to limit their presentations (with a target of two minutes per speaker) and to note others with similar views rather than repeat the same points. Hopefully, this will provide an opportunity for "break -out' groups to discuss the ideas presented and briefly report back to the group as a whole. Following this, each participant will be asked to complete a simple "feedback" form. While this will not be a "scientific" sampling of community thinking, it should provide better insight than a simple "testimony only" approach. 2. Council Member Goals. Two years ago, the adopted guidelines requested that Council members submit five to seven suggested goals. Rather than a range, we recommend seven as the target number, and we have provided a form the Council can use for this purpose. The more concisely stated these initial objectives, the easier it will be for Council members to develop finalized goal statements at the Saturday workshop. 3. Composite Listing of Goals. To help in quickly identifying common areas of interest, we plan to again consolidate Council member goals into one listing, which we will provide to all Council members in advance of the workshop. We suggest concurrence among Council members not to publicize their individual submissions. This will avoid premature position taking and give each member more flexibility to find areas of agreement with others. Staff will provide a verbatim composite list by topic of all candidate goals from Council members. This listing will become the starting point in discussing and finalizing candidate goals at the workshop. 4. Focus. For the most part, Council goals for 1999 -01 were clearly focused and addressed specific initiatives. However, in a few cases, multiple and distinct objectives were "cobbled" together, resulting in less focused, more diffused goals. For this reason, one of the Council Agenda Report —Goal- Setting Process for 2001 -03 Page 3 facilitator's roles at the workshop will be to help the Council more rigorously define the scope of each goal statement, focusing on only one major initiative per goal. 5. Detailed Work Programs: Major City Goals. In the past, we have prepared detailed work programs in advance of the Preliminary Financial Plan for all of the goals. This has meant preparing up to 30 work programs in the same level of detail regardless of each goal's relative priority. To provide greater focus on the highest priority initiatives —and to reduce the significant resource commitment needed to prepare detailed work programs for all of the goals —we recommend that detailed work programs only be prepared in advance of the Preliminary Financial Plan for the Major City Goals. This does not mean that detailed programs and projects will not be prepared for these other goals and objectives; it simply means that they will be presented as integral parts of the Preliminary Financial Plan (most likely as significant operating program changes or CIP projects). Goal- Setting Process Exhibits A, B and C describe the proposed objectives, guidelines, schedule and roles for both the community forum and goal- setting workshops, summarized as follows: Community Forum The January 17 community forum is intended to solicit suggestions from Council advisory bodies, community groups and interested individuals on proposed City goals. As described in Exhibit A, the proposed approach retains the opportunity for individual presentations at the forum while also providing more of an opportunity for group participation and feedback. City staff will summarize the results of the forum and distribute them to the Council by Monday, January 22, 2001. Council Goal- Setting Workshop At the all -day February 3 workshop, the Council will review the consolidated summary of goals presented by Council members to ensure clarity, completeness and understanding; and then narrow the list to finalist goals that are supported by at least three Council members. After this step, the staff will prepare a final listing that the Council can use in prioritizing goals. In 1999- 01, the Council used a ranking system of 5 through 1 for each candidate goal, summarized as follows: 5 —Most important, highest priority for City to achieve over the next two years. 4—Very important goal to achieve. 3— Important goal to achieve. 2— Address if resources are available. 1 —Defer to 2003 -05 for consideration. r Note. Before agreeing on this scale in 1999, the Council discussed whether "0" should be a ranking option. The consensus was "no, " based on the idea that the finalist goals were supported by at least three Council members, and as such, deserved at least a "1 " rating. Either scale will work as long as there is agreement before hand. S Council Agenda Report—Goal- Setting Process for 2001 -03 Page 4 Depending on the number of candidate goals, total points available to individual Council members has ranged in the past from 50 to 75 —about 3 points per candidate goal. For example, if there are 15 goals in the final listing, then 50 points might be about right; if there are 25, then 75 might be appropriate. Staff will summarize the results of the Council's ranking during a break at the workshop. Based on our past experience, it is likely that three priority "tiers" will emerge from this process: 1. Major City goals. These represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources to accomplish them should be included in the 2001 -03 Financial Plan. If the work program approved by the Council for a Major City Goal is not included in the CAO's Preliminary Financial Plan, compelling reasons and justification must be provided as to why resources could not be made available to achieve this goal. 2. Other important goals. Goals in this category are important for the City to accomplish, and resources should be made available in the 2001 -03 Financial Plan if at all possible. 3. Address as resources permit. While it is desirable to achieve these goals over the next two years, doing so is subject to current resource availability. If needed, continued consideration of goals for 2001 -03 is scheduled for the next regular Council meeting following the workshop (February 6, 2001). Council Homework Assignment Provided in Exhibit D is the Council's "homework assignment" for the February 3 workshop. It requests that Council members prepare and submit their seven candidates for Major City Goals by Friday, January 26. These will then be consolidated with other Council member goals based on common themes and distributed to all Council members on Tuesday, January 30 for review and consideration before the workshop. Major City Goal Criteria Provided in Exhibit E is the suggested "criteria for major City goals" which have been used by the Council for the past ten years. Extensive Notification We have made extensive efforts to invite community and advisory body participation in this process, including: 1. Briefing with advisory body chairs on October 12 on their role in the process at the quarterly Mayor /Advisory Body Chair meeting, and follow -up reminder to advisory body chairs. Council Agenda Report—Goal- Setting Process for 2001 -03 Page 5 2. Notices to over 230 community groups and interested individuals inviting them to submit written suggestions, participate in the community forum and attend the goal- setting workshop. 3. "Community Budget Bulletin" inserts in our utility bills requesting goal suggestions from our citizens and inviting them to participate in the community forum. This will reach about 14,000 households. 4. Notice in our Winter parks and recreation program brochure about the goal- setting process; over 18,000 copies of this brochure are distributed. 5. Display ads will be run in January in The Tribune and New Times. Goal- Setting Workshop Notebooks To help organize all the background information that Council members will receive as part of this goal- setting process, notebooks will be distributed by Wednesday, January 10, 2001 with the following ten sections: 1. Agendas for the January 17 community forum and February 3 goal- setting workshop. 2. Status of current goals and objectives. 3. Suggested goals received by January 5 from community groups and interested individuals (additional submissions received after this date will be distributed to the Council in a three - hole punch format for inclusion in the notebook). 4. Suggested goals received from Council advisory bodies. 5. Responses from the "Community Budget Bulletin" survey. 6. Summary of results from the January 17 workshop (to be distributed by January 22). 7. Five -year fiscal forecast (to be distributed by January 22). 8. Consolidated Council member goals (to be distributed by January 30). 9. Other background information such as the 2001 -03 Financial Plan schedule, outlines for the community and goal- setting workshops, Council homework assignments, criteria for major City goals and Financial Plan policies. 10. Notes and space for other supplemental materials that the Council may receive. Council Goal Work Programs: Major City Goals After the Council finalizes goals and objectives for 2001 -03, the staff will prepare detailed work programs for each of the Major City Goals. Based on past experience, it is important for the Council to reach consensus not only on the objective for Major City Goals, but also on the program, action plan and resources that will be needed to accomplish it as well. Unless the staff fully understands the scope and timeframe that the Council intended, we cannot identify needed resources; and without this understanding, the Preliminary Financial Plan may significantly over (or under) fund the desired work effort. 7 Council Agenda Report- -Goal- Setting Process for 2001 -03 Page 6 In short, before the staff begins to build the Preliminary Financial Plan around Major City Goals, it is essential that we have a clear understanding of what the Council hopes to achieve with each Major City Goal over the next two years. Accordingly, the purpose of each work programs is to: 1. Define and scope the adopted goal. 2. Ensure that there is a clear understanding of the goal so appropriate resources are allocated, and progress can be measured in achieving it. This is especially important in the case of objectives where fully achieving the goal is likely to extend well beyond the two -year Financial Plan period. However, we can measure progress — and our success in accomplishing the goal —by clearly defining the specific actions we plan to undertake over the next two years. We plan to present the work programs for Major City Goals to the Council on April 12, 2001. As discussed above, programs and projects related to goals in the other two priority categories will be reflected (and highlighted) in the Preliminary Financial Plan. Goal- Setting Calendar The following summarizes key dates leading to the February 3 goal- setting workshop: Friday, January 5 Wednesday, January 10 Wednesday, January 17 Monday, January 22 Friday, January 26 Tuesday, January 30 Saturday, February 3 Next Steps Finance receives suggested goals from advisory bodies, community groups and interested individuals. Council receives goal- setting notebooks. Council holds community forum. Council receives written results from community forum and five -year fiscal forecast. Council members submit goals to Finance. Finance distributes consolidated goals organized by similar themes. Council holds goal- setting workshop. The Financial Plan calendar approved by the Council on October 17, 2000 is provided in Exhibit F. After the goal - setting workshop, key dates in the budget process include: FU Council Agenda Report—Goal- Setting Process for 2001 -03 Page 7 roues Tuesday, February 6 Follow -up to Council goal- setting if needed. Continued consideration Regular Meeting of goal - setting at the next regularly scheduled Council meeting following the February 3 workshop if needed. Monday, February 26 Mid -year budget review. Consider the City's fiscal status at the mid - Special Budget Workshop point of the fiscal year and make appropriation adjustments as necessary. Tuesday, April 12 Major City goal work programs. Review and approve detail work Special Budget Workshop programs to accomplish major City goals; provide other budget direction as needed. Tuesday, May 15 Preliminary Financial Plan. Receive 2001 -03 Preliminary Financial Plan and Appendices A & B: Significant Operating Program Changes and Capital Improvement Plan (CIP) Projects. Tuesday, May 22 Budget workshop. Review the Financial Plan and consider General Special Budget Workshop Fund operating programs. Thursday, May 24 Budget workshop. Consider General Fund CIP projects. Special Budget Workshop Tuesday, May 29 Budget workshop. Consider Enterprise Fund operating programs, CIP Special Budget Workshop projects, revenue requirements and rates. Tuesday, June 5 Public hearing. Continue to discuss and receive public comment on Regular Meeting the Preliminary Financial Plan. Tuesday, June 19 Public hearing. Continue to discuss and receive public comment on Regular Meeting the Preliminary Financial Plan; adopt the budget. SUMMARY Council goal- setting is an important "first step" in the City's Financial Plan process. In fact, it is important to stress just this fact —it is the beginning of the budget process, not the end. Setting goals —and subsequently approving work programs for major City goals —is not adoption of the budget. As reflected in the budget schedule above, this will not occur until June 2001, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings. EXHIBITS A. Outline for Community Workshop (January 17) B. Outline for Council Goal - Setting Workshop (February 3) C. Guidelines for Council Members During the Goal- Setting Process D. Form for Council Members to Submit Candidate Goals E. Criteria for Major City Goals F. Financial Plan Calendar G. Goal- Setting and Budget Process Overview G Finance! -001 -03 Financial Plan/Council Goal- Sating/Agenda Repons/Goal- Sating Process 9 Exhibit A Community Forum 6 :30 p.m. -9:30 p.m. Wednesday, January 17, 2001 The Forum 6:30 Welcome Mayor 6:35 Process, Goal Criteria, Fiscal Summary CAO 6:45 Public Comment -- request 2- minute summaries: focus on a) what you recommend, b) why it's important, and c) how it might be achieved — identify others with similar views rather than repeat the same points. [Staff record comments and post them on the walls in the appropriate budget categories.] 8:15 Group Discussions by Budget Category — i) summarize major themes, ii) discuss link with current programs, iii) explore alternatives, and iv) rank benefits vs. resources -- as time permits. [Staff serve as facilitators.] 9:00 Brief Report from Each Group [citizen volunteer] 9:25 Participants Complete Summary Feedback Form 9:30 Participation Prizes and Close Preparation • Prepare handouts on budget process and current fiscal situation to expedite review. • Provide poster boards for each of the six major budget categories with current and continuing program activities and budget allocations. • Set up the room with a gathering area for each of the six categories. • Assign staff members to facilitate group discussions. • Prepare summary feedback form for attendees to note suggested priorities and recommendations. • Give participants coupons for final prize drawings (City t- shirts, mugs, etc.) to reward those who stay to discuss issues with their neighbors. Outline of Summary Feedback Form • For each budget category: - Current level of satisfaction with City services? - Should category receive more emphasis, less emphasis, about the same? - What's the most promising candidate goal in the category? • If the number of categories for more emphasis exceeds the number to receive less, what can City do to attract more resources to meet additional needs? • Other comments about process and next steps? /O Council Goal- Setting Workshop 8:30 a.m. -4:00 a.m. Saturday, February 3, 2001 City - County Library Community Room 8:30 - 9:00 a.m. Refreshments 9:00 - 9:05 a.m. Welcome and Introductions 9:05 - 9:10 a.m. Purpose, Process & Guidelines 9:10 - 9:25 a.m. [Council may accept further comments from the public that have not been previously presented] Exhibit B Mayor Facilitator 9:25 — Noon Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals [staff writes candidate goals on flip charts] Noon - 1:00 p.m. Lunch Break [staff compiles candidate goals] 1:00 - 2:00 p.m. Discuss and Weight the Goals Council Clarify Goal Statements Each Member Prepares a Written Ballot Ranking the Goals 2:00 - 2:30 p.m. Tabulate Results Staff 2 :30 - 3:15 p.m. Review and Identify Major City Goals Council 3:15 - 4:00 p.m. Note Areas Needing Further Consideration Council /Staff Preparation • Staff compiles and distributes composite list of candidate goals to Council members • Staff prepares a template for Council ballot sheet • Assign staff to record goal statements as Council formulates them Exhibit C Suggested Guidelines for Council Members During the Goal- Setting Process L Encourage advisory boards, community groups and citizens to submit written comments about desired goals. 2. Invite citizens to participate in Community Forum and to listen and learn from their neighbors. 3. Receive comments from community and acknowledge their input without prematurely expressing your point of view. 4. Assure the community that you are willing to listen openly to all perspectives. 5. Focus your submission of suggested goals on a short list of key priorities to target City resources. 6. Avoid publicizing your submission of suggested goals. Let staff compile your submissions verbatim into a composite list of goals by category without identification of who made each suggestion. This enables you to see the whole picture. 7. Give yourself flexibility by not publicly staking positions in advance of the February 3`d Council Goal- Setting Workshop. 8. Use this process as a way to learn from citizens and Council colleagues about what's important. 9. Explore areas where the Council can come together for positive action. 10. Recognize that this is an important step, but only the first step, in the planning and budgeting for the next two years. /Z Exhibit D Council Member Candidate Major City Goals Please write your 7 candidates for Major City Goals below and submit them to Finance by January 26, 2001. inance will then compile a verbatim, composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of the submissions and discuss them at the Council Goal - Setting Workshop before staking a position. Electronic versions of this form will be provided to you. O 0 O O /.3 Exhibit E Criteria for Major City Goals 1. Be legitimate to our beliefs (real, supported). 2. Agreed upon by a Council majority. 3. Reduced in number for comprehension, communication and focus. 4. Set forth in one document —the Financial Plan. 5. Be clear and understandable. 6. Established as a high priority and a real commitment. 7. Translated into the objectives of employees at all levels of the organization. 8. Created within a supportive atmosphere where participants are not afraid to state their suggestions for improving goals or objectives. 9. Accepted to the point where resistance to them is reduced or eliminated. 1-14 Exhibit F 2001 -03 Financial Plan Schedule October 12, 2000 • CAO and Director of Finance brief advisory body chairs on their role in the process at quarterly meeting with the Mayor. October 17, 2000 • Council approves conceptual Financial Plan process and calendar. November 2000 • Finance sends letters requesting participation in goal- setting process from advisory bodies, community groups and interested individuals; and begins inserting Community Budget Bulletins in utility bills. • Finance begins preparing five -year General Fund fiscal forecast. December l2, 2000 • Council reviews status of major City goals and amends action plans as needed; considers Financial Plan organization and policies; and finalizes plans for goal - setting process. January 5, 2001 • Finance receives written comments from advisory bodies, community groups and interested individuals. January 17, 2001 • Special Budget Workshop. Council holds community forum. January 22, 2001 • Finance distributes five -year fiscal forecast and community workshop results to Council. February 3, 2001 • Special Budget Workshop. Council holds goal- setting workshop: reviews status of major City goals; discusses candidate goals presented at January 17 workshop; considers results of fiscal forecast; discusses Council member goals distributed on January 29; prioritizes and sets major City goals. February 6, 2001 • Council finalizes goals and priorities. February 26, 2001 • Special Budget Workshop. Council considers mid -year budget review. March to May 2001 • Departments submit budget requests. • Budget review team analyzes requests and meets with departments. • CAO finalizes budget recommendations. April 12, 2001 • Special Budget Workshop. Council approves detailed goal work programs. May 15, 2001 • Finance issues preliminary budget. May 22, 24, 29, 2001 Special Budget Workshop. Council holds evening budget workshops: — May 22: Financial Plan overview and General Fund operating programs. — May 24: General Fund CIP projects. — May 29: Enterprise Fund programs, CIP projects and rates. May 23, 2001 I • Planning Commission reviews CIP for General Plan consistency. June 5, 19, 2001 I • Council holds continued hearings; adopts budget. Bold Italics — Council Meeting Dates 1129/00 AS0_ i-M SUBJECT: council acEnaa uEpolzt C I T Y OF S A N L U I S O B I S P O Bill Statler, Director of Finance GENERAL FISCAL OUTLOOK FOR 2001 -03 CAO RECOMN ENDATION Consider the City's general fiscal outlook for 2001 -03. DISCUSSION M.t� D� Im Nm6v 2 ic Preparation of the five -year fiscal forecast for the General Fund is currently underway, and will be ready for distribution by the later part of January 2001. While we will have a much better handle on the City's fiscal outlook once we complete this comprehensive review of where we've been and where we seem to be headed, a few general conclusions can be reached based the results of the recent Ten Year Financial Plan and our initial work so far. Favorable Indicators Strong Current Financial Condition. The City continues to be in a strong fiscal position by state and national standards. As discussed more fully in the annual financial report for 1999 -00, the City's General Fund's fiscal performance for the past year compared very favorably with budget projections. Positive Economic Outlook for the Region. The UCSB economic forecast recently presented a favorable outlook for the coming year: while not as "robust" as 2000, the next two years should still see continuing economic growth in the region. However, while improvement in the regional economy is a positive indicator, it is by no means certain that the City will share in this. This is especially true given the increased (and successful) competition by the north and south county areas on our traditional position as the retail center for the County. situs sales Tax By Type This is underscored by the recent trends in sales tax revenues, which are our most important General Fund revenue source (accounting for about 30% of total revenues). Three business groups —car sales, general consumer goods and business -to- business sales — account for about 75% of "situs" revenues. Over the past several years, new car and business - to-business sales have been the leading Other 27% Business -to- Business 18% General Consumer Goods 35% Auto Dealers & Supplies 20% /19 Council Agenda Report— General Fiscal Outlook for 2001 -03 Page 2 forces behind our significant increases in sales tax revenues, while growth in general consumer M (which is our largest retail sales category) has been sluggish at best. Hopefully, the growth in business -to- business sales is sustainable; however, the unprecedented growth in new car sales is unlikely to be. In fact, there have already been reports of softening new car sales in the national media. In short, while current economic forecasts are generally favorable for 2001 -03, there are challenges ahead of us. No Further State Budget Cuts —But No Returns. State cuts to cities over the past several years have resulted in an annual revenue loss of about $1.5 million to the City. Of this amount, about $1.0 million is related to property tax cuts resulting from shifts from cities, counties and special districts to the Educational Revenue Augmentation Fund (ERAF). This helped the State meets its local school funding requirements by using local property taxes instead of its own revenues. The Legislative Analyst's Office (LAO) —which is generally considered one the most independent and reliable sources on State finances— recently issued a report on the State's fiscal outlook for 2001 -02. The LAO concluded that the State is again facing unprecedented budget surpluses (much of it provided by past ERAF and other revenue takeaways). For example: ■ The LAO projects an ending General Fund balance for 2000 -01 of $69 billion. This is "only" $5.1 billion more than budgeted ■ The "baseline" surplus projection for 2001 -02 (no new expenditure or tax reduction plans, but including the proposed ' /a cent sales tax reduction) is $3.4 billion — and projected to grow annually thereafter. ■ This means there is $10.3 billion available in 2001 -02. The LAO suggests this means funding for "one -time" programs/revenue reductions of $6.9 billion (the beginning fund balance) and $3.4 billion (and growing) for ongoing new initiatives. Given the State's rosy revenue outlook, this would seem the best possible time for the State to return the takeaways of the mid- 1990's. However, this has been equally true for the past two years, and no significant progress has been made in this area. (While the State has provided small, one -time and non - discretionary funds to the City over the past two years, these have not been significant relative to what has been taken away; and they have been one -time with strings attached.) Despite his campaign promises to do otherwise, the Governor has been the leading obstacle in bringing about a meaningful return of State takeaways. Long Story Short: While there should be no further takeaways by the State, no returns —other than perhaps token efforts as in the past —are likely in 2001 -03, despite the State's extraordinarily positive fiscal outlook. Unfavorable Indicators Increasing Operating Costs. Even if we do not expand or enhance service levels, there will be still be inflationary cost pressures on operating expenditures, which account for about 75% of 17 Council Agenda Report — General Fiscal Outlook for 2001 -03 Page 3 General Fund outlays. The critical question in this regard —which will be addressed in the five year fiscal forecast —is whether revenues overall will rise faster than operating costs. However, past experience tells us that even if we control our current cost base to just increases in inflation, there will still be significant pressures to expand or enhance operating programs in responding to legitimate, unmet service needs. Further, we can expect employee groups to want to share in our improved fiscal circumstances; and binding arbitration for police officers and firefighters (our largest General Fund cost area) could place additional cost burdens on the City, if used. Infrastructure and Facility Needs. Continuing our commitment to a strong capital improvement plan (CIP), especially in the area of adequately maintaining our existing infrastructure and facilities, will continue to be a major fiscal challenge. Further, as reflected in the recent Ten Year Financial Plan, there continues to be a number of unmet needs based on already- adopted Council policies and plans, such those in the sidebar. Additionally, there is a strong possibility of funding a City office building on the Copeland/French site. This issue will be presented to the Council in February 2001, before the next Financial Plan is adopted. Limited Revenue Options. With the passage of Pr ' 218 t 1' t 't d • Public Safety Facilities • Intersection Improvements • Railroad Crossings • Bikeway /Pedestrian Paths • Flood Protection • Community Center/Therapy Pool • Park Improvements • Downtown Plan Improvements • Railroad Area Improvements • Mid - Higuera Area Improvements • Civic Center Improvements o 't post ton , our revenue op tons a more ore ttrt e than they have been in the past. While a few options remain that can be implemented by the Council, any increased or new tax source will require voter approval. Retirement Costs. Over the past several years, the City has been on a roller coaster ride when it comes to our retirement costs. Based on the most recent actuarial analysis, our retirement plans for both sworn and non -sworn employees have assets significantly in excess of liabilities. For this reason, the City currently makes no employer contribution to the plans. However, our "normal" plan contributions should be 13% of payroll for sworn employees and 5% for non - sworn employees. If these rates were in place today, our contributions would be about $1.4 million annually in the General Fund (versus no costs in 2000 -01). At this time, the State forecasts a continuing "zero" employer contribution rate for the foreseeable future. However, based on our past experience, this can change abruptly and dramatically. Further, the "zero rate" forecast assumes no changes in plan benefits, such as 3% at 50 for sworn employees or increased "cost -of- living" allowances. These are not "free," and if implemented, would significantly alter the funding status of our plans. At some point, they would result in a return to the "normal rate" plus an increase to fund the added benefits. Liability and Workers' Compensation Insurance. The City has been extremely fortunate in controlling these costs in recent years. However, it was not that long ago these were among the City's fastest rising costs. Hopefully, this will continue into the future, but there are no M Council Agenda Report — General Fiscal Outlook for 2001 -03 Page 4 guarantees. For example, in the area of workers' compensation, our most recent actuarial analysis shows the potential for significant cost increases in the future if current trends continue. Internet and Catalog Sales. While there are many advantages to the "new economy," e- commerce presents major problems to us in the collection of sales taxes, our most important revenue source. While Internet sales are still a relatively small component of total retail sales (about 0.3% in 1998), all projections indicate significant increases in the future —as much as $3.2 trillion by 2003 —especially as traditional "bricks and mortar" retailers move to e- commerce themselves ( "clicks and mortar "). Projecting revenue losses from this is very difficult. Hopefully, there will be a rational resolution to collecting such an important revenue source, and this type of assessment will be academic and not required. Placing this in perspective, sales taxes are the State's second largest General Fund revenue (after personal income taxes), bringing in about $22 billion annually and funding about one -third of State operations. In other states, sales tax revenues play an even larger role. In Texas, for example, there is no income tax, and sales tax is the primary state revenue source. In short, because this is such a major issue in funding state and local governments throughout the nation, hopefully a reasonable resolution will ultimately emerge. But if one does not, Internet sales will significantly undercut the City's fiscal condition. SiAV "RY It is likely that we will have adequate resources to fund current service levels and adequately maintain our existing assets in the 2001 -03 Financial Plan. However, improving service levels or more fully achieving our capital improvement (CIP) goals will be very difficult. This challenge is highlighted by the recent Ten'Year Financial Plan, which projected that there would be about $7.0 million available over the next ten years for "new" facilities and infrastructure improvements (after maintaining current service levels and existing assets), while meeting adopted capital improvement goals would cost in excess of $100 million. Difficulties in funding CIP I o o W o o m goals are further highlighted g V $ in comparing General Fund contributions to the CEP in the 1999 -01 Financial Plan for the first two years (1999 -01) compared with the third and fourth years (2001 -03): /9 Council Agenda Report— General Fiscal Outlook for 2001 -03 Page 5 ■ For 1999 -01, the total over two years is $8.2 million, or about $4.1 million annually. At this level, the 1999 -01 Financial Plan was a "balanced budget." ■ In 2001 -03, this increases to $14.7 million, or about $7.3 million annually. This means that there is an unfunded difference of about $3.2 million annually in CEP projects between the first two years of the four -year CIP and the third and fourth years. Conclusion. In summary, we do not foresee major difficulties ahead of us at this time in maintaining current services and existing assets. However, there are areas where our operating programs should be improved, and facility needs where more than maintenance efforts are warranted. In short, funding these improvements in our current fiscal environment will be very difficult. Nonetheless, this does not mean that we cannot fund new initiatives, although this will not be easy. Several options are available to us in doing this: ■ Existing Resources. Re- prioritize current service levels, programs and projects. While this is a viable option, it is easier said than done. ■ Increased Revenues. Grow the economy at levels better than forecasted; or implement some of the remaining (but limited) revenue options available to the Council under Proposition 218. ■ Voter - Approved Revenues in November of 2002. Under Proposition 218, any increased or new tax requires majority voter for general purposes; and two- thirds voter approval for special purposes. Unless there is an emergency, elections for general - purpose revenues must be held in conjunction with Council member elections. This means that the soonest such an election could be held for general purposes is November 2002. (Elections for special - purpose revenues can be held at any time, but research has shown these typically do better in conjunction with general elections.) While this might help with our longer -term prospects, this not a likely source funding for the 2001 -03 Financial Plan due to these timing requirements. ■ Legislative Efforts. Work to restore revenues taken away from us by the State, and hope that the Governor and Legislature will be receptive to these efforts. Of all these options, this is the one least in our ability to control, and given the recent history of State and local government fiscal relationships, the one least likely to be successful. G 2001 -03 Financial Plan/Council Goal- Setting/Council Agenda Repons/General Fiscal Outlook 20 — /�Gw Ti•o -u s �iiiii�lllllllllll�� Iluiiill city of san Luis oslspo What Are the Most Important Things for the City to Accomplish Over the Next Two Years? The City is starting to prepare our next two -year budget —the 2001 -03 Financial Plan. Council goal- setting is the very first step in this process. In setting goals for the next two years, the Council is genuinely interested in knowing what our citizens believe are the most important things for the City to do. The goal- setting process has been organized into two steps: O Community Forum. This is an opportunity for Council advisory bodies, community groups and interested individuals to share with the Council what they believe are the most important priorities for the City to pursue over the next two years. We also hope to have time for discussion among participants. Community Forum We hear from you. Wednesday, January 17, 2001 6:30 to 9:30 PM The Forum 751 Marsh Street Goal- Setting Workshop The Council sets goals. Saturday, February 3, 2001 8:30 AM to 4:00 PM City /County Library Community Room 995 Palm Street © Goal - Setting Workshop. After the community forum, the Council sets major City goals for the next two years. These upcoming workshops will play a major role in shaping the City's future spending priorities. We encourage you to attend these special sessions and to share your thoughts with us. Want more information? Please call us at 781 -7125 for more information about these upcoming workshops or the City s budget process. a/ iiiiiiii���lllllllllllllp11p�IIIIIII city of i san Luis osispo 990 Palm Street ■ San Luis Obispo, CA 93401 B (805) 781 -7125 a Fax: (805) 781 -7401 ® Email: bstatler@slocity.org News Release DATE: January 9, 2001 RELEASE: Immediate CONTACT: Bill Statler, Director of Finance (805) 781 -7125 CITY BEGINS BUDGET PROCESS WITH GOAL - SETTING First Step is Community Forum The City is starting to prepare its next two -year budget —the 2001 -03 Financial Plan. The purpose of the City's budget is to link what we want to accomplish for the community with the resources necessary to do so. For this reason, the very first step in this process is Council goal- setting. In setting goals for the next two years, the Council is genuinely interested in knowing what the members of our community believe are the most important things for the City to do. For this reason, the first step in the City's goal- setting process is a community forum providing community groups, interested individuals and Council advisory bodies with an opportunity to share with the Council what they believe are the most important priorities for the City to pursue over the next two years. We also hope to have time for discussion among participants in small group, "break -out" sessions. This forum will be held on Wednesday, January 17, 2001, beginning at 6:30 PM at The Forum, 751 Marsh Street. The comments and suggestions received at this workshop will play a major role in shaping the City's future spending priorities, and all community members are encouraged to attend and share their thoughts with the Council. This forum will be followed by a Council goal- setting workshop on Saturda Feb 3 2001 where the Council will set ma;o C;t I f ti, ❑ Wednesday, January 17, 2001 6:30 to 9:30 PM The Forum, 751 Marsh Street Public Comment Public Discussion 13 Written comments may also be submitted to the City Clerk for distribution to Council members before their deliberations. y, ruary � r t y goa s or e next two years. These will guide preparation of the 2001 -03 Preliminary Financial Plan and Budget. This goal - setting workshop will begin at 8:30 AM, and will be held in the City /County Library Community Room, 995 Palm Street. Highlighting the opportunity for citizen discussion, City Administrator Ken Hampian said: "We are always looking for more effective ways of involving residents in setting the course for our City. The Council and staff will be present at the community forum on January 17 to hear ideas from the community on potential goals, before the Council sets and prioritizes goals on February 3." For more information about the community forum and the City's budget process, please call Bill Statler, Director of Finance, at 781 -7125. ©The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deal (805) 781.7410. NOUVEAU TO YOU. At—, IVITIES. AND NEW TRENDS IN Pi %.,,.S AND RECREATION Parks and Recreation Department staff is taking the transition to a new century quite .terally. There are a variety of new approaches to Parks and Recreation activities, -ilities and service delivery with the intent of making it easier and more enjoyable for the customers, the citizens of San Luis Obispo. Leading the newness of 2001 is "The Key ". In the area of facility development, it is the Damon - Garcia Sports Fields, continued expansion and improvement in hiking and biking trails in City owned Open Space areas, and the renovation of the historical Recreation Center at Santa Rosa and Mill Streets. Early in '01, the updated Parks and Recreation Element of the General Plan will be available. This is a document worthy of your attention, as it sets the direction for Parks & Recreation for the next five years. Enjoy the technological advances by visiting the Depart- ment on line at www .slocity.org/parksandrecreation. Kicking off the transition into a new century will be the fresh approach placed on fi='.;:'.N;;� .'' -:- �;"�' • • -. Parks and Recreation activities. Focused emphasis is directed to folks falling into " ` the age category of fifty and over. Offerings will show that program and activity opportunities will blossom this year. What has always been referred to as Senior Activities, will receive new energy and will take on an expanded appearance in activity offerings. The traditional Senior programs will continue but watch for the series of activities proclaiming that aging isn't about getting older, it's about getting better. These activities will be an opportunity to participate in 50 and over sports leagues, travel club, intergenerational exchanges with your grandchildren, lectures and classes. One position in the department is designated wholly to the development, promotion and implementation of activities for this rapidly expanding age group. Save a copy of the "Key" so it will be Happy New Year all year long! WCiat are the most imp to accomplish over th The City :is' itazting to prepare our next two-year budget—the 2001 -03 Fnaneial Plan. The'very first step in this process is Council goal - setting. In setting goals {or. the next two years, the Coarsen is gmuinely interested in knowing what • -ourr eltiams believe are the.. mast important thhtgt r the City to do. The goal - setting process Las been organized into two steps: tommunity forsun. This is an opportunity for Council A. )rWit things for;-the City next two years? ,Council what.they believe are :the:most:i prionhea fbr':the .CStY. "tin- purasie• Community Forum We hear from you. Wednesday, January 17, 2001 6:30 to 9:30 PM The Forum 751 Marsh Street Goal - Setting Workshop The Council sets goals. Saturday. February 3, 2001 6:30 AM to 4:00 PM City /County Library Community Room 995 Palm Street over the next two years . , ;ri i, Goal sefHng tvorlahoµ After the fotpm:the:Coluke, d:> '• sets major City g6ald fcr'thc uatY; .'„ two years. These upcoming, woAmbtips"I'm PAY a.jkc,i role. in'sbaping.the City's future spending -priorities. We encourage you to attrnd these special sessions and to share your thoughts with as. - Want more information? . For mote information about . these advisory '.bodies. cor®unity upcoming workshops or the City's groups and interested individuals to share with the budget process, please call us at 781 -7125. a3 t ���: iii ii!,II I,� ��;���!�� IIIII• city off. �`.� °�L Eftli san Luis oBispo 990 Palm Street ■ San Luis Obispo, CA 93401 ■ (805) 781 -7125 ■ Fax: (805) 781 -7401 ■ Email: bstatler @slocity.org December 22, 2000 Council Goal- Setting for 2001 -03 REMINDER NOTICE Last Fall, we invited you to become involved in the City's goal - setting process for the 2001 -03 budget by providing us with written suggestions on the "most important things for the City to accomplish over the next two years," and by participating in the community forum and budget workshops that will follow. The purpose of this notice is to remind you that your written comments are due to the Department of Finance by Friday, January 5, 2001. This will allow Council members adequate time to review them before the Community Forum on Wednesday, January 17, 2001. Recap of the Process —and Your Important Role in It. In setting goals for 2001 -03, the Council is genuinely interested in knowing what the community believes are the most important things for the City to achieve over the next two years. You are an essential part of this process. We need to hear from you if the City is to develop goals for the next two years that best reflect where we should be headed in our facilities, programs and operations. To help with this, we invite your participation as follows: • Written comments. It will be especially helpful if your comments could succinctly address what you are requesting for the community, why it is important to San Luis Obispo and any creative ideas you have about how to achieve it such as alternative approaches, opportunities for partnering with others or shared resources. • Community forum. This forum will be much like past ones, with a "twist." In addition to providing you with an opportunity to further share with the Council what you believe are the most important things for the City to do over the next two years, we also hope to have time for discussion among participants. To accommodate this, the forum will start at 6:30 PM. • Council goal - setting workshop. After considering and Written Comments Due Friday, January 5, 2001 City of San Luis Obispo Attention: Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Community Forum Wednesday, January 17, 2001 6:30 to 9:30 PM The Forum 751 Marsh Street Council Goal- Setting Workshop Saturday, February 3, 2001 8:30 AM to 4:00 PM City /County Library Community Room 995 Palm Street digesting community input, the Council will discuss, set and prioritize goals for 2001 -03. These will guide the preparation of the Preliminary Financial Plan, which the CAO will issue in May of 2001. This will be followed by extensive budget workshops and public hearings, leading to Council adoption of the budget by June 30, 2001. We are looking forward to receiving your written comments, and we welcome your attendance at both the community forum and the goal - setting workshop. If you have any questions about the City's budget process and your important role in it, please call me at 781 -7125. Sincerely, Bill Statler, Director of Finance C2� ©The City of San Luis Obispo is commuted to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf (805) 781 -7410. ��Illflllllllll�i1111 Illllllll City or du�-Wz, san Luis ompo 990 Palm Street ■ San Luis Obispo, CA 93401 November 1, 2000 What Are the Most Important Things for the City to Accomplish Over the Next Two Years? We are starting to prepare our next two-year budget --the 2001 -03 Financial Plan. The purpose of our budget process is to link the most important, highest priority things for the City to do over the next two years with the resources necessary to do so. This means identifying goals as the very first step in preparing the budget. For this reason, the City begins the budget process with Council goal - setting. The goals set by the Council drive the remainder of the budget process, and provide important direction to staff in preparing the preliminary budget. In setting goals for the next two years, the Council is genuinely interested in knowing what the community believes are the most important things for the City to do. To help with this, the goal- setting process has been organized into two steps: • Community forum where Council advisory bodies, community groups and interested individuals share with the Council what they believe are the most important things for the City to do over the next two years. • Goal- setting workshop where the Council considers community input from the forum along with the City's fiscal outlook, status of current major City goals and other background information that will shape the City's budget. The Council will then discuss, set and prioritize goals for 2001 -03. These will guide the preparation of the Preliminary Financial Plan, which the CAO will issue in May 2001. This will be followed by extensive budget workshops and public hearings, leading to Council adoption of the budget by June 30, 2001. Your Important Role. You (and your group if applicable) are an essential part of this process, and we invite your participation. We need to hear from you if the City is to develop goals for the next two years that best reflect where we should be headed in our facilities, programs and operations. Where to From Here? Please share this letter with the members of your organization and start putting together your Community Forum Wednesday, January 17, 2001 7:00 to 10:00 PM The Forum 751 Marsh Street Council Goal- Setting Workshop Saturday, February 3, 2001 8:30 AM to 4:00 PM City /County Library Community Room 995 Palm Street suggested goals. These should be submitted to the Department of Finance by Friday, January 5, 2001 It will be especially helpful if your written comments could succinctly address what you are requesting for the community, why it is important to San Luis Obispo, and any creative ideas you have about how to achieve it —given limited resources and competing priorities —such as alternative approaches, opportunities for partnering with others or shared resources. We welcome your attendance at both the community forum and the goal- setting workshop. If you have any questions about the City's budget process and your important role in it, please call us at 781 -7114. Sincerely, Allen Settle, Mayor Jon Dunn, City Administrative Officer ©The City of San Luis Obispo is committed to Including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf (805) 781 -7410. 2 mAq- mEmouanaum October 24, 2000 TO: Advisory Body Chairs FROM: Allen Settle, Mayor John Dunn, City Administrative Offic SUBJECT: 2001 -03 FINANCIAL PLAN — IMPORTANT ROLE IN IT As we discussed at our recent Mayor /Council Advisory Body Chair quarterly meeting, it is time for Council advisory bodies to begin preparing their recommended goals for Council consideration as part of the 2001 -03 Financial Plan process. Advisory body recommendations are a very important part of this process. As the Finance Director pointed -out at the meeting, virtually every advisory body recommendation we received as part of this process two years ago was included in some way in the 1999- 01 Financial Plan. Council goals, by their nature, usually tend to be broader in scope than the work programs developed by advisory bodies. In your recommendations to the Council, please consider what your believe would be appropriate City goals, both from the perspective of your advisory body's purpose, as well as any perceived community-wide concerns and needs. Enclosed for your information is a copy of the handout from our October 12 meeting summarizing City's goal - setting and budget process, as well as the City's "Budget -in -Brief' which includes the current major City goals for 1999 -01. Goal- Setting Process for 2001 -03. On Tuesday, December 12, the Council will review the process for setting goals for the next two years. They will also receive a comprehensive update on the status of current goals. We encourage you to attend the meeting, and offer any thoughts or suggestions you may have about the process. We will be happy to provide you with a copy of the agenda report upon request. Where to From Here? Please share this memorandum and the enclosed materials with your fellow advisory body members, and start putting together your suggested goals. ed th De art nt of Finance b Budget Workshop - Goal- Setting and Budget Process Tuesday, December 12, 2000 7:00 to 10:00 PM Council Chambers 990 Palm Street Community Forum Wednesday, January 17, 2001 7:00 to 10:00 PM The Forum 751 Marsh Street Council Goal - Setting Workshop Saturday, February 3, 2001 8:30 AM to 4:00 PM City /County Library Community Room 995 Palm Street These should be sub mttt to e p me Y Friday, January 5, 2001. It will be especially helpful if your written comments could succinctly address what you are requesting for the community, why it is important to San Luis Obispo, and any creative ideas you have about how to achieve it —given limited resources and competing priorities —such as alternative approaches, opportunities for partnering with others or shared resources. We welcome your attendance at the budget workshop on the process itself, the community forum and the goal- setting workshop. If you have any questions about the City budget process and your important role in it, please call John Dunn at 781 -7114 or Bill Statler at 781 -7125. Cc cou=L nepam mt fleas+ and Advisory Body staff LAssons 2/0 IIIIIIIIII�������I�I� �IIIIIII� city of san tuts oslspo What are the most important things for the City to accomplish over the next two years? The Council needs your help in answering this question, Next June, the Council will approve a two -year budget for 2001 -03. In San Luis Obispo, this is much more than a `numbers" document —the budget determines the City's resource priorities and sets our course for the next two years. Our City's budget is based on goals established by the Council before the staff begins preparing the preliminary budget. The Council develops these goals only after hearing from our citizens, representatives of community organizations and Council advisory bodies. The Council wants to establish goals that will lead to the kind of community we want to become. Because our resources are limited, we need to hear from our citizens to know what is truly needed in the community—what our highest priorities should be over the next two years. We need your help in three ways: • Please fill out and return to us the brief questionnaire on the reverse side of this bulletin. You can mail it, fax it, email it or drop it by any City office. • Please attend our Community Forum on January 17, 2001 beginning at 7:00 PM at The Forum, 751 Marsh Street. The sole purpose of the meeting is for the Council to listen to your suggested City goals and those of other citizens, community groups and Council advisory bodies. • Please accept our invitation to attend the Council's goal- setting workshop on February 3, 2001, 8:30 AM to 4:00 PM at the City/County Library Community Room, 995 Palm Street, when the Council will set major City goals for the next two years. If you have any questions about the City's goal - setting and budget process, please call us at (805) 781 -7125. ®The City of San Luis Obispo is committed to including disabled persons in all of our services. programs and activities. Telecommunications Device for the Deaf (805) 781 -7410. a7 What are the most important things for the City to accomplish over the next two years? Please share with us the three to five things that you believe should be the City of San Luis Obispo's most important, highest priority goals to achieve during 2001 -03: E] L4] ❑5 You can share your goals with us in several ways: • Mail it Postage is prepaid. Just fold and staple this bulletin. • Fax it Our fax number is 781 -7401. • Email it bstatler @slocity.org • Drop it by. Any City office. Fold and Staple Here for Mailing NO POSTAGE NECESSARY IF MAILED IN THE UNITED STATES BUSINESS REPLY MAIL FIRST -CLASS MAIL PERMIT NO. 369 SAN LUIS OBISPO, CA POSTAGE WILL BE PAID BY ADDRESSEE CITY OF SAN LUIS OBISPO CITY ADMINISTRATIVE OFFICER 990 PALM STREET SAN LUIS OBISPO, CA 93401 -9938 Budget -In -Brief Approved 2000 -01 Budget The purpose of this "budget -in -brief" is to summarize the second year of the City s 1999 -01 Financial Plan by highlighting the City's budget process, key budget features, major City goals and basic "budget facts." If you have any questions regarding the City's budget, or would like to obtain a complete copy of the 1999 -01 Financial Plan or the 2000 -01 Supplement, please contact the Department of Finance at 781 -7130. Purpose of the City's Two -Year Financial Plan The fundamental purpose of the City's Financial Plan is to link what we want to accomplish for the community with the resources necessary to do so. The City's Financial Plan process does this by: clearly setting major City goals and other important objectives; establishing reasonable timeframes and organizational responsibility for achieving them; and then allocating resources for programs and projects. This process results in a two -year budget document that emphasizes long range planning, budgeting for results, effective program management and fiscal accountability. While appropriations continue to be made annually under this process, the Financial Plan is the foundation for preparing the budget in the second year. The Council adopted the 2000 -01 Supplement on June 20, 2000. Major City Goals goals at the very beginning of budget preparation. Setting goals and priorities should drive the budget process, not follow it. For this reason, the City began the 1999 -01 Financial Plan process with a series of in -depth goal setting workshops where Council members considered candidate goals presented by community groups, Council advisory bodies and interested individuals; reviewed the City's fiscal outlook for the next five years and the status of 1997 -99 goals; presented their individual goals to fellow Council members; and then set and prioritized major goals and work programs for the next two years. Linking important objectives with necessary resources requires a process that identifies key City staff then prepared the Preliminary Financial Plan based on this policy guidance from the Council. A number of budget workshops and hearings followed resulting in final Council adoption of the 1999 -01 Financial Plan on June 15, 1999. Financial Plan Policies city of San Luis OBISPO Formally articulated budget and fiscal policies provide the fundamental framework and t foundation for preparing and implementing the Financial Plan. r - Included in the Financial Plan itself, these policies cover a broad " 4 range of areas such as user fee cost recovery goals, enterprise fund rates, investments, capital improvement management, capital financing and debt management, fund balance and reserves, human resource management, productivity and contracting for services. city of San Luis OBISPO Key Budget_ Features Budget Overview ■ Balanced Budget. The Financial Plan presents a balanced budget over two years for all of the City's funds. This means that adequate resources are available to fund the approved appropriations while assuring that operating revenues fully cover operating expenditures; and that fund balances are maintained at minimum policy levels (20% of operating expenditures). ■ Reflects Council Goal - Setting. All of the goals set by the Council early in the Financial Plan process are reflected in the budget in some fashion. At the same time, the budget adequately funds day -to -day services and basic infrastructure maintenance needs. ■ Budget Principles. The Financial Plan was prepared based on the following framework: • Limiting operating cost increases and reviewing service levels for expenditure reduction opportunities. • Developing a capital improvement plan (CIP) that adequately maintains our existing infrastructure and facilities. • Considering new revenue opportunities as allowed under Proposition 218. • Making strategic use of beginning fund balance currently above our minimum policy level. Financial Condition Summary Short Term View. The City is in its best fiscal shape in many years: key revenues are performing well, and we are controlling operating costs. For the balance of the two -year plan, we will be able to fund current service levels and achieve short-term goals while preserving our fiscal strength. Longer Term View. We must not let our ability to prepare a balanced budget for the remainder of 1999 -01 lull us into a false sense of security about our fiscal future. In the long term, while we should be able to fund current service levels and adequately maintain existing assets, there will be very limited resources for new facilities or service enhancements. Placing this in context, meeting adopted CIP goals will cost about $100 million over the next ten years. The recent Ten Year Financial Plan projects that there will be about $7 million for this purpose. In short, while recent revenue and expenditure trends are favorable, we need to place our current fiscal situation in the context of our longer -term economic outlook, and the significant unmet needs facing us based on adopted plans and policies. Budget Highlights for 1999-01 Plans and Policies. We will prepare a number of important plans• policies and studies during 1999 -01 that will set our course for many years to come, including: • Salinas Reservoir study and design • Mid - Higuera Street widening study • Bicycle path plans • Sidewalk management plan • Flood management plan ■ Watershed enterprise fund feasibility study • Parking and downtown access plan • Detailed downtown "north area" plan • Community center /therapy pool needs study • Laguna Lake dredging environmental review • Natural history and archaeological museums • Commercial zoning regulations update • Architectural review guidelines update • Airport, Margarita and Orcutt area specific plans • Mid - Higuera area plan ■ Tourism advertising effectiveness study ■ Information technology master plan Major CIP Projects. While planning for the future will be a big part of our work program during the next two years, we will also undertake a number of major CIP projects, including: ■ Construction of the water reuse distribution system ($8.9 million in 2000 -01). • An aggressive program of pavement sealing, resurfacing and reconstruction in accordance with the new pavement management plan ($5.8 million over the two years). • Replacement of the Higuera Street bridge ($4.1 million in 2000 -01). • Acquisition of open space ($4.1 million over two years). • Downtown improvement projects, including new restrooms and purchase of strategic properties ($820,000 over two years). Service Improvements. The Financial Plan includes a number of service improvements in our operating programs. The following regular staffing additions are especially notable: Other major improvements include expanding bus service, implementing parking demand reduction activities, expanding after school programs for at -risk youth and improving senior recreation programming. Jo 1999-00 2000-01 Downtown Police Officers 2.0 Police Records Clerk 0.5 Firefighter 1.0 Planning Technician 1.0 Code Enforcement Officer 1.0 GIS Technician 1.0 Park Ranger 1.0 City Biologist 1.0 Transportation Engineer 1.0 Maintenance Worker (Streets) 1.0 Computer Systems Technician 1 1.0 Total 1 6.5 5.0 Other major improvements include expanding bus service, implementing parking demand reduction activities, expanding after school programs for at -risk youth and improving senior recreation programming. Jo Major City Goals The 1999 -01 Financial Plan sets major City goals for the ■ next two years and links them with the programs, projects and resources necessary to achieve them. Detailed work programs including challenges we will face in achieving the goal, action plans and resource requirements have been prepared for each goal. Public Safety ■ Public Safety Services. Support ongoing public safety services consistent with community growth, with a special emphasis on neighborhoods and the downtown. Public Utilities ■ Long Term Water Supply. Obtain supplemental water supplies consistent with General Plan growth limits and reliability reserve requirements. Programs and projects to achieve this goal include: water conservation, water reuse, Nacimiento pipeline, preservation of Salinas reservoir water rights, evaluation of other water supply sources, and increased public awareness through periodic reports, public outreach and education. Transportation ■ Streets and Sidewalks. Complete an inventory of .current sidewalk conditions, create a Sidewalk Management Plan and continue maintenance of City streets and sidewalks. IN Parking and Downtown Access Plan. Adopt and begin implementing the Parking and Downtown Access Plan addressing a balance between parking supply, management and demand reduction. Leisure, Cultural & Social Services ■ Parks and Recreation Element. Continue implementing the Parks and Recreation Element, with a special emphasis on: • Athletic Fields. Complete property acquisition for athletic fields, prepare environmental studies and construction documents, and start construction; and negotiate with other agencies for joint use of their fields. • Community Center and Therapy Pool. Conduct a needs, location, and funding study for a new community center (senior and multi -use); and evaluate options for a multi- use /therapy pool. Community Partnerships for Cultural Resources. Promote the City's Community Partnership Policy by assisting local groups in identifying needs and outside funding opportunities in supporting the development and expansion of our cultural resources such as: County Historical Museum, San Luis Obispo Art Center, adobe restorations, natural history museum, railroad museum, archeological museum, Children's Museum, San Luis Obispo Little Theatre and demonstration farm/agricultural history/petting zoo. Community Development ■ Airport Area Annexation. Complete the Airport Area Specific Plan, related facilities master plans and the associated environmental impact report After adopting the plans and completing the annexation of the airport area, initiate a program to fund and install the public improvements needed to serve the area. ■ Downtown Plan. Develop a program to advance the objectives of the Conceptual Physical Plan for the City's Center with the purpose of enhancing retail opportunities, rationalizing parking and circulation, and strengthening its cultural core. ■ Open Space Preservation. Continue preserving open space within and around the City. ■ Neighborhood Preservation and Enhancement. Work proactively to maintain and enhance the traditional qualities of San Luis Obispo neighborhoods by: improving street and walk -way lighting for better pedestrian safety; and enhancing code enforcement to reduce neighborhood nuisances. General Government ■ Cal Poly Relationships. Strengthen relationships with Cal Poly by obtaining increased understanding and cooperation in solving problems and exploring opportunities generated by the adjacency of the university campus with the City, especially expanding on- campus housing. ■ Long Term Fiscal Health. Protect the City s long- term fiscal health by maintaining a balanced budget, an adequate capital improvement plan and an adequate fund balance. C?/ Ma'or Ce ital Pro'ects - All Funds Tj2j2 Dozen General Revenues 1999-00 Budget Facts Police Station Property Purchase Total Ex enditures In Millions Sales Tax Fundin Sources In Millions Fire Engine Replacement 0.3 4.6 000Total Salinas Reservoir Expansion: 3.7 11% 000 Study & Design Operating Programs $37.9 55% Water Reuse General Fund $32.1 46% Capital Improvement Plan 25.2 36% Gas Tax Subventions Other Governmental Funds 7.5 11% Debt Service 6.3 9% 38.6 Enterprise Funds 29.8 43% TOTAL $69.4 100% 1.1 TOTAL $69.4 100% 2% Other Service Charges 1.0 O eratln Pro rams Bv Function - All Funds O eratin Pro rams Bv Function - General Fund fines and sale of surplus property. 2000-01 % of Total 2.1 2000-01 % of Total Public Safety $11.9 31% Public Safety $11.9 48% Public Utilities 6.9 18% Public Utilities - - Transportation 4.1 11% Transportation 2.0 8% Leisure, Cultural & Social Services 4.5 12% Leisure, Cultural & Social Services 3.9 15% Community Development 3.8 10% Community Development 3.5 14% General Government 6.7 18% General Government 3.9 15% TOTAL $37.9 100%1 ITOTAL $25.2 100% O eratin Pro rams B T e -All Funds O Loeratina Pro rams By T e - General Fund 2000-01 % of Total 2000-01 % of Total Staffing $25.2 66% Staffing $20.8 751/0 Contract Services 6.6 17% Contract Services 3.1 11% Supplies 5.9 16% Supplies & Minor Capital 4.0 14% Minor Capital 0.2 1% Reimbursed Expenditures 2.7 TOTAL $37.9 100% TOTAL $25.2 100 °k Ma'or Ce ital Pro'ects - All Funds Tj2j2 Dozen General Revenues Open Space Preservation 0.7 3.4 • Includes General and Special Revenue Funds Regular Positions B Function - All Funds 1999-00 000 Police Station Property Purchase $0.3 Sales Tax $9.4 Fire Engine Replacement 0.3 4.6 14% Salinas Reservoir Expansion: 3.7 11% Utility Users Tax Study & Design 02 0.9 2.2 Water Reuse 0.1 8.9 4% Water System Improvements 1.9 1.1 Gas Tax Subventions Water Meter Retrofits 1.0 Community Development Block Grant 0.9 Laguna Lake Sewer Lift Station 1.5 38.6 revenues. A wide variety of fees account for another 10% Wastewater System Improvements 0.8 0.7 General Government Whale Rock Pipeline Relocation 1.1 5% Recreation Fees Higuera Street Widening: 2% Other Service Charges 1.0 Study & Property Acquisition 0.3 0.3 fines and sale of surplus property. Pavement Sealing & Resurfacing 2.5 2.1 South Higuera Street Paving 1.2 Higuera Street Bridge 4.1 Park Improvements 0.6 0.2 Downtown Plans & Improvements 1.2 0.7 Open Space Preservation 0.7 3.4 • Includes General and Special Revenue Funds Regular Positions B Function - All Funds 000 Total 000 Sales Tax $9.4 29% Property Tax 4.6 14% Transient Occupancy Tax 3.7 11% Utility Users Tax 3.2 10% Motor Vehicle In -Lieu (VLF) 2.2 7% Business Tax 1.2 4% Franchise Fees 1.1 3% Gas Tax Subventions 0.9 3% Community Development Block Grant 0.9 3% These top nine revenues account for about 85% of General 38.6 revenues. A wide variety of fees account for another 10% Community Development summarized as follows: 15% General Government Development Review Fees $1.6 5% Recreation Fees 0.8 2% Other Service Charges 1.0 3% Other general revenues include interest earnings, grants, 100% fines and sale of surplus property. Open Space Preservation 0.7 3.4 • Includes General and Special Revenue Funds Regular Positions B Function - All Funds Recrular Positions B Function - General Fund 000 000 Public Safety 140.5 41% Public Safety 140.5 529/6 Public Utilities 56.5 16% Public Utilities Transportation 25.5 7% Transportation 17.5 7% Leisure, Cultural & Social Services 30.0 9% Leisure, Cultural & Social Services 27.0 10% Community Development 38.6 11% Community Development 38.6 15% General Government 55.4 16% General Government 41.6 16% TOTAL 346.5 100% TOTAL 265.2 100% 3Z �iiii����llllllllll �ul� U My of san Luis ompo Budget and Fiscal Policies FINANCIAL PLAN PURPOSE AND ORGANIZATION A. Financial Plan Objectives. Through its Financial Plan, the City will link resources with results by: 1. Identifying community needs for essential services. 2. Organizing the programs required to provide these essential services. 3. Establishing program policies and goals, which define the nature and level of program services required. 4. Identifying activities performed in delivering program services. 5. Proposing objectives for improving the delivery of program services. 6. Identifying and appropriating the resources required to perform program activities and accomplish program objectives. 7. Setting standards to measure and evaluate the: a. Output of program activities. b. Accomplishment of program objectives. c. Expenditure of program appropriations. B. Two -Year Budget. Following the City's favorable experience over the past sixteen years. the City will continue using a two -year financial plan, emphasizing long -range planning and effective program management. The benefits identified when the City's first two -year plan was prepared for 1983 -85 continue to be realized: Reinforcing the importance of long -range planning in managing the City's fiscal affairs. 2. Concentrating on developing and budgeting for the accomplishment of significant objectives. 3. Establishing realistic timeframes for achieving objectives. 4. Creating a pro- active budget that provides for stable operations and assures the City's long -term fiscal health. 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources allocated to preparing annual budgets. C. Measurable Objectives. The two -year financial plan will establish measurable program objectives and allow reasonable time to accomplish those objectives. D. Second Year Budget. Before the beginning of the second year of the two -year cycle, the Council will review progress during the first year and approve appropriations for the second fiscal year. E. Operating Carryover. Operating program appropriations not spent during the first fiscal year may be carried over for specific purposes into the second fiscal year with the approval of the City Administrative Officer (CAO). F. Goal Status Reports. The status of major program objectives will be formally reported to the Council on an ongoing, periodic basis. G. Mid -Year Budget Reviews. The Council will formally review the City's fiscal condition, and amend appropriations if necessary, six months after the beginning of each fiscal year. H. Balanced Budget. The City will maintain a balanced budget over the two -year period of the Financial Plan. This means that: -1- 03 Budget and Fiscal Policies 1. Operating revenues must fully cover operating expenditures, including debt service. 2. Ending fund balance (or working capital in the enterprise funds) must meet minimum policy levels. For the general and enterprise funds, this level has been established at 20% of operating expenditures. Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this situation, beginning fund balance can only be used to fund capital improvement plan projects, or other "one- time," non - recurring expenditures. FINANCIAL REPORTING AND BUDGET ADMINISTRATION A. Annual Reporting. The City will prepare annual financial statements as follows: supplement the budget at any time after its adoption by majority vote of the Council members. The CAO has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year -end fund balances. GENERAL REVENUE MANAGEMENT r-� { A. Diversified and Stable Base. The City will seek to maintain a diversified and stable revenue base to protect it from short-term fluctuations in any one revenue source. B. Long -Range Focus. To emphasize and facilitate long -range financial planning, the City will maintain current projections of revenues for the succeeding five years. A 1. In accordance with Charter requirements, the City will contract for an annual audit by a qualified independent certified public accountant. The City will strive for an unqualified auditors' opinion. D. 2. The City will use generally accepted accounting principles in preparing its annual financial statements, and will strive to meet the requirements of the GFOA's Award for Excellence in Financial Reporting program. 3. The City will issue audited financial statements within 180 days after year -end. B. Interim Reporting. The City will prepare and issue timely interim reports on the City's fiscal status to the Council and staff. This includes: on -line access to the City's financial management system by City staff: monthly reports to program managers; more formal quarterly reports to the Council and Department Heads. mid -year budget reviews; and interim annual reports. C. Budget Administration. As set forth in the City Charter, the Council may amend or 7_ Current Revenues for Current Uses. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues, or rolling over short-term debt. Interfund Transfers and Loans. In order to achieve important public policy goals, the City has established various special revenue, capital project, debt service and enterprise funds to account for revenues whose use should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund equity. Any transfers between funds for operating purposes are clearly set forth in the Financial Plan, and can only be made by the Director of Finance in accordance with the adopted budget. These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from interfund borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources by the end of the fiscal year. In summary, interfund transfers result in a change .31 Budget and Fiscal Policies in fund equity; interfund borrowings do not, as the intent is to repay in the loan in the near term. From time -to -time, interfund borrowings may be appropriate; however, these are subject to the following criteria in ensuring that the fiduciary purpose of the fund is met: 1. The Director of Finance is authorized to approve temporary interfund borrowings for cash flow purposes whenever the cash shortfall is expected to be resolved within 45 days. The most common use of interfund borrowing under this circumstance is for grant programs like the Community Development. Block Grant, where costs are incurred before drawdowns are initiated and received. However, receipt of funds is typically received shortly after the request for funds has been made. 2. Any other interfund borrowings for cash flow or other purposes require case -by -case approval by the Council. 3. Any transfers between funds where reimbursement is not expected within one fiscal year shall not be recorded as interfund borrowings; they shall be recorded as interfund operating transfers that affect equity by moving financial resources from one fund to another. USER FEE COST RECOVERY GOALS A. Ongoing Review Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost -of- living as well as changes in methods or levels of service delivery. B. User Fee Cost Recovery Levels In setting user fees and cost recovery levels, the following factors will be considered: 1. Community -Wide Versus Special Benefit. The level of user fee cost recovery should consider the community -wide versus special service nature of the program or activity. The use of general purpose revenues is appropriate for community -wide services, while user fees are appropriate for services that are of special benefit to easily identified individuals or groups. 2. Service Recipient Versus Service Driver. After considering community -wide versus special benefit of the service, the concept of service recipient versus service driver should also be considered. For example, it could be argued that the applicant is not the beneficiary of the City's development review efforts: the community is the primary beneficiary. However, the applicant is the driver of development review costs, and as such, cost recovery from the applicant is appropriate. 3. Effect of Pricing on the Demand for Services. The level of cost recovery and related pricing of services can significantly affect the demand and subsequent level of services provided. At full cost recovery, this has the specific advantage of ensuring that the City is providing services for which there is genuinely a market that is not overly - stimulated by artificially low prices. Conversely, high levels of cost recovery will negatively impact on the delivery of services to lower income groups. This negative feature is especially pronounced, and works against public policy, if the services are specifically targeted to low income groups. 4. Feasibility of Collection and Recovery. Although it may be determined that a high level of cost recovery may be appropriate for specific services, it may be impractical or too costly to establish a system to identify and charge the user. Accordingly, the feasibility of assessing and collecting charges should also be considered in developing user fees, especially if significant program costs are intended to be financed from that source. -s- 3S Budget and Fiscal Policies C. Factors Favoring Low Cost Recovery Levels Very low cost recovery levels are appropriate under the following circumstances: 1. There is no intended relationship between the amount paid and the benefit received. Almost all "social service" programs fall into this category as it is expected that one group will subsidize another. 2. Collecting fees is not cost -effective or will significantly impact the efficient delivery of the service. 3. There is no intent to limit the use of (or entitlement to) the service. Again, most "social service" programs fit into this category as well as many public safety (police and fire) emergency response services. Historically, access to neighborhood and community parks would also fit into this category. 4. The service is non - recurring, generally delivered on a "peak demand" or emergency basis, cannot reasonably be planned for on an individual basis, and is not readily available from a private sector source. Many public safety services also fall into this category. 5. Collecting fees would discourage compliance with regulatory requirements and adherence is primarily self - identified, and as such, failure to comply would not be readily detected by the City. Many small - scale licenses and permits might fall into this category. D. Factors Favoring High Cost Recovery Levels The use of service charges as a major source of funding service levels is especially appropriate under the following circumstances: 1. The service is similar to services provided through the private sector. 2. Other private or public sector alternatives could or do exist for the delivery of the service. 3. For equity or demand management purposes, it is intended that there be a direct relationship between the amount paid and the level and cost of the service received. 4. The use of the service is specifically discouraged. Police responses to disturbances or false alarms might fall into this category. 5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review fees for large projects would fall into this category. E. General Concepts Regarding the Use of Service Charges The following general concepts will be used in developing and implementing service charges: 1. Revenues should not exceed the reasonable cost of providing the service. 2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs, departmental administration costs, and organization -wide support costs such as accounting, personnel, data processing, vehicle maintenance and insurance. 3. The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection. 4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent users of the service. 5. A unified approach should be used in determining cost recovery levels for various programs based on the factors discussed above. -4- &6 Budget and Fiscal Policies F. Low Cost - Recovery Services Based on the criteria discussed above, the following types of services should have very low cost recovery goals. In selected circumstances, there may be specific activities within the broad scope of services provided that should have user charges associated with them. However, the primary source of funding for the operation as a whole should be general purpose revenues, not user fees. 1. Delivering public safety emergency response services such as police patrol services and fire suppression. 2. Maintaining and developing public facilities that are provided on a uniform, community - wide basis such as streets, parks and general purpose buildings. 3. Providing social service programs and economic development activities. G. Recreation Programs The following cost recovery policies apply to the City's recreation programs: Cost recovery for activities directed to adults should be relatively high. 2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances where services are similar to those provided in the private sector, cost recovery levels should be higher. Although ability to pay may not be a concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater than the cost of providing a uniform service fee structure to all participants. Further, there is a community - wide benefit in encouraging high - levels of participation in youth and senior recreation activities regardless of financial status. 3. Cost recovery goals for recreation activities are set as follows: High -Range Cost Recovery Activities (60% to 100 0/c) a. Classes (Adult & Youth) b. Day care services c. Adult athletics (volleyball, basketball, softball, lap swim) d. Facility rentals (Jack House, other in- door facilities except the City/County Library) Mid -Range Cost Recovery Activities (30% to 60 %) e. City/County Library room rentals f. Special events (triathlon, other City - sponsored special events) g. Youth track h. Minor league baseball i. Youth basketball j. Swim lessons k. Outdoor facility and equipment rentals Low -Range Cost Recovery Activities (0 to 30 %) 1. Public swim m. Special swim classes n. Community garden o. Youth STAR p. Teen services q. Senior services 4. For cost recovery activities of less than 100 %, there should be a differential in rates between residents and non - residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate non - resident fee differentials when it can be demonstrated that the fee is reducing attendance and that there are no appreciable expenditure savings from the reduced attendance. 5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special -use areas, and recreation equipment for activities not sponsored or co- sponsored by the City. Such charges will generally 5 37 Budget and Fiscal Policies conform to the fee guidelines described above. However, the Director of Parks and Recreation is authorized to charge fees that are closer to full cost recovery for facilities that are heavily used at peak times and include a majority of non - resident users. 6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations using City facilities for moneymaking activities. 7. Director of Parks and Recreation is authorized to offer reduced fees such as introductory rates, family discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation programs or resurrect existing ones. 8. The Parks & Recreation Department will consider waiving fees only when the City Administrative Officer determines in writing that an undue hardship exists. H. Development Review Programs The following cost recovery policies apply to the development review programs: 1. Services provided .under this category include: a. Planning (planned development permits, tentative tract and parcel maps, rezonings, general plan amendments, variances, use permits). b. Building and safety (building permits, structural plan checks, inspections). c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments). d. Fire plan check. 2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery goal should be 100 %. Exceptions to this standard include planning services, as this review process is clearly intended to serve the broader community as well as the applicant. In this case, the general level of cost recovery is set at 45% to 100 %, except for appeals, where no fee is charged. 3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate standards for its performance in reviewing developer applications to ensure that there is "value for cost." I. Comparability With Other Communities In setting user fees, the City will consider fees charged by other agencies in accordance with the following criteria: 1. Surveying the comparability of the City's fees to other communities provides useful background information in setting fees for several reasons: a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis Obispo's fees. b. If prudently analyzed, they can serve as a benchmark for how cost - effectively San Luis Obispo provides its services. 2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many factors that affect how and why other communities have set their fees at their levels. For example: a. What level of cost recovery is their fee intended to achieve compared with our cost recovery objectives? b. What costs have been considered in computing the fees? c. When was the last time that their fees were comprehensively evaluated? d. What level of service do they provide compared with our service or performance standards? -6- ,38" Budget and Fiscal Policies e. Is their rate structure significantly different than ours and what is it intended to achieve? 3. These can be very difficult questions to address in fairly evaluating fees among different communities. As such, the comparability of our fees to other communities should be one factor among many that is considered in setting City fees. ENTERPRISE FUND FEES AND RATES A. Water, Sewer and Parking. The City will set fees and rates at levels which fully cover the total direct and indirect costs — including operations, capital outlay, and debt service—of the following enterprise programs: water, sewer and parking. B. Golf. Golf program fees and rates should fully cover direct operating costs. Because of the nine -hole nature of the golf course with its focus on youth and seniors, subsidies from the General Fund to cover indirect costs and capital improvements may be considered by the Council as part of the Financial Plan process. . C. Transit. As set forth in the Short-Range Transit Plan, the City will strive to cover at least thirty percent of transit operating costs with fare revenues. D. Ongoing Rate Review. The City will review and adjust enterprise fees and rate structures as required to ensure that they remain appropriate and equitable. E. Franchise and In -Lieu Fees. In accordance with long- standing practices, City will treat the water and sewer funds in the same manner as if they were privately owned and operated. In addition to setting rates at levels necessary to fully cover the cost of providing water and sewer service, this means assessing reasonable franchise and property tax in -lieu fees. 1. Franchise fees are based on the state -wide standard for public utilities like electricity and gas: 2% of gross revenues from operations. The appropriateness of charging the water fund a reasonable franchise fee for the use of City streets is further supported by the results of recent studies in Arizona, California, Ohio and Vermont which concluded that the leading cause for street resurfacing and reconstruction is street cuts and trenching for utilities. 2. For the water fund, property tax in -lieu fees are established under the same methodology used in assessing property tax in -lieu fees to the Housing Authority under our 1976 agreement with them Under this approach, water fund property tax in -lieu charges are about $29,000 annually, and grow by 2% per year as allowed under Proposition 13. REVENUE DISTRIBUTION The Council recognizes that generally accepted accounting principles for state and local governments discourage the "earmarking" of General Fund revenues, and accordingly, the practice of designating General Fund revenues for specific programs should be minimized in the City's management of its fiscal affairs. Approval of the following revenue distribution policies does not prevent the Council from directing General Fund resources to other functions and programs as necessary. A. Property Taxes. With the passage of Proposition 13 on June 6, 1978, California cities no longer can set their own property tax rates. In addition to limiting annual increases in market value, placing a ceiling on voter - approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum county -wide levy for general revenue purposes of 1% of market value. Under subsequent state legislation, which adopted formulas for the distribution of this county -wide levy, the City now receives a percentage of total property tax revenues collected county -wide as determined by the County Auditor- Controller. Until November of 1996, the City had provisions in its Charter that were in conflict 39 Budget and Fiscal Policies with Proposition 13 relating to the setting of property tax revenues between various funds. For several years following the passage of Proposition 13, the City made property tax allocations between funds on a policy basis that were generally in proportion to those in place before Proposition 13. Because these were general purpose revenues, this practice was discontinued in 1992 -93. With the adoption of a series of technical revisions to the City Charter in November of 1996, this conflict no longer exists. B. Gasoline Tax Subventions. All gasoline tax revenues (which are restricted by the State for street- related purposes) will be used for maintenance activities. Since the City's total expenditures for gas tax eligible programs and projects are much greater than this revenue source, operating transfers will be made from the gas tax fund to the General Fund for this purpose. This approach significantly reduces the accounting efforts required in meeting State reporting requirements. C. Transportation Development Act (TDA) Revenues. All TDA revenues will be allocated to alternative transportation programs, including regional and municipal transit systems, bikeway improvements, and other programs or projects designed to reduce automobile usage. Because TDA revenues will not be allocated for street purposes, it is expected that alternative transportation programs (in conjunction with other state or federal grants for this purpose) will be self - supporting from TDA revenues. D. Transient Occupancy Taxes (TOT). Twenty percent (20 %) of TOT revenues should be allocated for cultural activities, community promotion, and economic development activities; remaining TOT revenues (80 %) should be unrestricted within the General Fund and used in funding programs or projects that benefit our residents as well as visitors. E. Parking Fines. All parking fine revenues will be allocated to the parking fund. F. Mission Plaza Improvements. A minimum of $50.000 annually shall be designated in the capital outlay fund for Mission Plaza improvements and expansions. INVESTMENTS A. Responsibility. Investments and cash management will be the responsibility of the City Treasurer or designee. B. Investment Objective. The City's primary investment objective is to achieve a reasonable rate of return while *minimizing the potential for capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered in priority order in determining individual investment placements: 1. Safety 2. Liquidity 3. Yield C. Tax and Revenue Anticipation Notes —Not for Investment Purposes. There is an appropriate role for tax and revenue anticipation notes (TRANS) in meeting legitimate short-term cash needs within the fiscal year. However, many agencies issue TRANS as a routine business practice, not solely for cash flow purposes, but to capitalize on the favorable difference between the interest cost of issuing TRANS as a tax - preferred security and the interest yields on them if re- invested at full market rates. As part of its cash flow management and investment strategy, the City will only issue TRANS or other forms of short-term debt if necessary to meet demonstrated cash flow needs; TRANS or any other form of short-term debt financing will not be issued for investment purposes. As long as the City maintains its current policy of maintaining fund/working capital balances that are 20% of operating expenditures, it is unlikely that the City would need to issue TRANS for cash flow purposes except in very unusual circumstances. D. Selecting Maturity Dates. The City will strive to keep all idle cash balances fully invested through daily projections of cash flow -8- -g7_1d Budget and Fiscal Policies requirements. To avoid forced liquidations and losses of investment earnings, cash flow and future requirements will be the primary consideration when selecting maturities. E. Diversification. As the market and the City's investment portfolio change, care will be taken to maintain a healthy balance of investment types and maturities. F. Authorized Investments. The City will invest only in those instruments authorized by the California Government Code Section 53601. The City will not invest in stock, will not speculate and will not deal in futures or options. The investment market is highly volatile and continually offers new and creative opportunities for enhancing interest earnings. Accordingly, the City will thoroughly investigate any new investment vehicles before committing City funds to them. G. Authorized Institutions. Current financial statements will be maintained for each institution in which cash is invested. Investments will be limited to 20 percent of the total net worth of any institution and may be reduced further or refused altogether if an institution's financial situation becomes unhealthy. H. Consolidated Portfolio. In order to maximize yields from its overall portfolio, the City will consolidate cash balances from all funds for investment purposes, and will allocate investment earnings to each fund in accordance with generally accepted accounting principles. I. Safekeeping. Ownership of the City's investment securities will be protected through third -party custodial safekeeping. J. Reporting. The City Treasurer will develop and maintain a comprehensive, well - documented investment reporting system, which will comply with Government Code Section 53607. This system will provide the Council and Department Heads with appropriate investment performance information. K. Investment Management Plan. The City Treasurer will develop and maintain an Investment Management Plan which addresses the City's administration of its portfolio, including investment strategies, practices, and procedures. APPROPRIATIONS LIMITATION A. The Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with Article XIIIB of the Constitution of the State of California, Section 7900 of the State of California Goverment Code, and any other voter approved amendments or state legislation that affect the City's appropriations limit. B. The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject to the limit will be available for public and Council review at least 10 days before Council consideration of a resolution to adopt an appropriations limit. The Council will generally consider this resolution in connection with final approval of the budget. C. The City will strive to develop revenue sources, both new and existing, which are considered non -tax proceeds in calculating its appropriations subject to limitation. D. The City will annually review user fees and charges and report to the Council the amount of program subsidy, if any, that is being provided by the General or Enterprise Funds. E. The City will actively support legislation or initiatives sponsored or approved by League of California Cities which would modify Article XIIIB of the Constitution in a manner which would allow the City to retain projected tax revenues resulting from growth in the local economy for use as determined by the Council. F. The City shall seek a vote of the public to amend its appropriation limit at such time that tax proceeds are in excess of allowable limits. -9- _11/ Budget and Fiscal Policies FUND BALANCE DESIGNATIONS AND RESERVES A. Minimum Fund and Working Capital Balances. The City will maintain fund or working capital balances of at least 20% of operating expenditures in the General Fund and water, sewer and parking enterprise funds. This is considered the minimum level necessary to maintain the City's credit worthiness and to adequately provide for: 1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or national economy. 2. Contingencies for unseen operating or capital needs. 3. Cash flow requirements. B. Equipment Replacement. For General Fund assets, the City will establish and maintain an Equipment Replacement Fund to provide for the timely replacement of vehicles and capital equipment with an individual replacement cost of $15,000 or more. The City will maintain a minimum fund balance in the Equipment Replacement Fund of at least 20% of the original purchase cost of the items accounted for in this fund. The annual contribution to this fund will generally be based on the annual use allowance which is determined based on the estimated life of the vehicle or equipment and its original purchase cost. Interest earnings and sales of surplus equipment as well as any related damage and insurance recoveries will be credited to the Equipment Replacement Fund. C. Future Capital Project Designations. The Council may designate specific fund balance levels for future development of capital projects which it has determined to be in the best long- term interests of the City. D. Other Designations and Reserves. In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for projects approved in prior years which are carried forward into the new year; debt service reserve requirements: reserves M for encumbrances; and other reserves or designations required by contractual obligations, state law, or generally accepted accounting principles. CAPITAL IMPROVEMENT MANAGEMENT A. CIP Projects — $15,000 or More. Construction projects and equipment purchases which cost $15,000 or more will be included in the Capital Improvement Plan (CIP); minor capital outlays of less than $15,000 will be included with the operating program budgets. B. CIP Purpose. The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure cost -effectiveness as well as conformance with established policies. The CIP is a four year plan organized into the same functional groupings used for the operating programs. The CIP will reflect a balance between capital replacement projects which repair, replace or enhance existing facilities, equipment or infrastructure; and capital facility projects which significantly expand or add to the City's existing fixed assets. C. Project Manager. Every CIP project will have a project manager who will prepare the project proposal, ensure that required phases are completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and periodically report project status. D. CIP Review Committee. Headed by the City Administrative Officer or designee, this Committee will review project proposals, determine project phasing, recommend project managers, review and evaluate the draft CIP budget document, and report CIP project progress on an ongoing basis. E. CIP Phases. The CIP will emphasize project planning, with projects progressing through at least two and up to ten of the following phases: Designate. Appropriates funds based on projects designated for funding by the �L Budget and Fiscal Policies Council through adoption of the Financial F. CIP Appropriation. The City's annual CIP Plan• appropriation for study, design, acquisition and/or construction is based on the projects 2. Study. Concept design, site selection, designated by the Council through adoption of feasibility analysis, schematic design, the Financial Plan. Adoption of the Financial environmental determination, property Plan CIP appropriation does not automatically appraisals, scheduling, grant application, authorize funding for specific project phases. grant approval, specification preparation for This authorization generally occurs only after equipment purchases. the preceding project phase has been completed and approved by the Council and costs for the 3. Environmental Review. EIR preparation, succeeding phases have been fully developed. other environmental studies. 4. Real Property Acquisitions. Property acquisition for projects, if necessary. 5. Site Preparation. Demolition, hazardous materials abatements, other pre -construction work. 6. Design. Final design, plan and specification preparation, and construction cost estimation. 7. Construction. Construction contracts. 8. Construction Management. Contract project management and inspection, soils and material tests, other support services during construction. 9. Equipment Acquisitions. Vehicles, heavy machinery, computers, office furnishings, other equipment items acquired and installed independently from construction contracts. 10. Debt Service. Installment payments of principal and interest for completed projects funded through debt financings. Expenditures for this project phase are included in the Debt Service section of the Financial Plan. Generally, it will become more difficult for a project to move from one phase to the next. As such, more projects will be studied than will be designed, and more projects will be designed than will be constructed or purchased during the term of the CIP. Accordingly, project appropriations are generally made when contracts are awarded. If project costs at the time of bid award are less than the budgeted amount, the balance will be unappropriated and returned to fund balance or allocated to another project. If project costs at the time of bid award are greater than budget amounts, five basic options are available: 1. Eliminate the project. 2. Defer the project for consideration to the next Financial Plan period. 3. Rescope or change the phasing of the project to meet the existing budget. 4. Transfer funding from another specified, lower priority project. 5. Appropriate additional resources as necessary from fund balance. G. CIP Budget Carryover. Appropriations for CIP projects lapse three years after budget adoption. Projects which lapse from lack of project account appropriations may be resubmitted for inclusion in a subsequent CIP. Project accounts,. which have been appropriated, will not lapse until completion of the project phase. H. Program Objectives. Project phases will be listed as objectives in the program narratives of the programs, which manage the projects. I. Public Art. CIP projects will be evaluated during the budget process and prior to each phase for conformance with the City's public art policy, which generally requires that 1% of eligible project construction costs be set aside for public art. Excluded from this requirement Budget and Fiscal Policies are underground projects, utility infrastructure projects, funding from outside agencies, and costs other than construction such as study, environmental review, design, site preparation, land acquisition and equipment purchases. It is generally preferred that public art be incorporated directly into the project, but this is not practical or desirable for all projects; in this case, an in -lieu contribution to public art will be made. To ensure that funds are adequately budgeted for this purpose regardless of whether public art will directly incorporated into the project, funds for public art will be identified separately in the CIP. CAPITAL FINANCING AND DEBT MANAGEMENT A. Capital Financing 1. The City will consider the use of debt financing only for one -time capital improvement projects and only under the following circumstances: a. When the project's useful life will exceed the term of the financing. b. When project revenues or specific resources will be sufficient to service the long -term debt. 2. Debt financing will not be considered appropriate for any recurring purpose such as current operating and maintenance expenditures. The issuance of short-term instruments such as revenue, tax • or bond anticipation notes is excluded from this limitation. (See Investment Policy) 3. Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes or developer agreements when benefits can be specifically attributed to users of the facility. Accordingly, development impact fees should be created and implemented at levels sufficient to ensure that new development pays its fair share of the cost t'_'- of constructing necessary community facilities. 4. Transportation impact fees are a major funding source in financing transportation system improvements. However, revenues from these fees are subject to significant fluctuation based on the rate of new development. Accordingly, the following guidelines will be followed in designing and building projects funded with transportation impact fees: a. The availability of transportation impact fees in funding a specific project will be analyzed on a case -by -case basis as plans and specification or contract awards are submitted for CAO or Council approval. b. If adequate funds are not available at that time, the Council will make one of two determinations: • Defer the project until funds are available. • Based on the high -priority of the project, advance funds from the General Fund, which will be reimbursed as soon as funds become available. Repayment of General Fund advances will be the first use of transportation impact fee funds ,when they become available. 5. The City will use the following criteria to evaluate pay -as- you -go versus long -term financing in funding capital improvements: Factors Favoring Pay -As- You -Go Financing a. Current revenues and adequate fund balances are available or project phasing can be accomplished. b. Existing debt levels adversely affect the City's credit rating. c. Market conditions are unstable or present difficulties in marketing. Budget and Fiscal Policies Factors Favoring Long Term Financing d. Revenues available for debt service are deemed sufficient and reliable so that long -term financings can be marketed with investment grade credit ratings. e. The project securing the financing is of the type, which will support an investment grade credit rating. f. Market conditions present favorable interest rates and demand for City financings. g. A project is mandated by state or federal requirements, and resources are insufficient or unavailable. h. The project is immediately required to meet or relieve capacity needs and current resources are insufficient or unavailable. L The life of the project or asset to be financed is 10 years or longer. B. Debt Management 1. The City will not obligate the General Fund to secure long -term financings except when marketability can be significantly enhanced. 2. An internal feasibility analysis will be prepared for each long -term financing which analyzes the impact on current and future budgets for debt service and operations. This analysis will also address the reliability of revenues to support debt service. 3. The City will generally conduct financings on a competitive basis. However, negotiated financings may be used due to market volatility or the use of an unusual or complex financing or security structure. 4. The City will seek an investment grade rating (Baa/BBB or greater) on any direct debt and will seek credit enhancements such as letters of credit or insurance when necessary for marketing purposes, availability and cost -effectiveness. 5. The City will monitor all forms of debt annually coincident with the City's Financial Plan preparation and review process and report concerns and remedies, if needed, to the Council. 6. The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal arbitrage regulations. 7. The City will maintain good, ongoing communications with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus (Official Statement). C. Debt Capacity General Purpose Debt Capacity. The City will carefully monitor its levels of general purpose debt. Because our general purpose debt capacity is limited, it is important that we only use general purpose debt financing for high- priority projects where we can not reasonably use other financing methods: funds borrowed for a project today are not available to fund other projects tomorrow; and funds committed for debt repayment today are not available to fund operations in the future. In evaluating debt capacity, general purpose annual debt service payments should generally not exceed 10% of General Fund revenues; and in no case should they exceed 15 %. Further, direct debt will not exceed 2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded from long -term financings. 2. Enterprise Fund Debt Capacity. The City will set enterprise fund rates at levels needed to fully cover debt service requirements as well as operations, maintenance, administration and capital improvement costs. The ability to afford new debt for enterprise operations will be evaluated as an integral part of the City's rate review and setting process. Budget and Fiscal Policies D. Independent Disclosure Counsel The following criteria will be used on a case -by- case basis in determining whether the City should retain the services of an independent disclosure counsel in conjunction with specific project financings: 1. The City will generally not retain the services of an independent disclosure counsel when all of the following circumstances are present: a. The revenue source for repayment is under the management or control of the City, such as general obligation bonds, revenue bonds, lease - revenue bonds or certificates of participation. b. The bonds will be rated or insured. 2. The City will consider retaining the services of an independent disclosure counsel when one or more of following circumstances are present: a. The financing will be negotiated, and the underwriter has not separately engaged an underwriter's counsel for disclosure purposes. b. The revenue source for repayment is not under the management or control of the City, such as land -based assessment districts, tax allocation bonds or conduit financings. c. The bonds will not be rated or insured. d. The City's financial advisor, bond counsel or underwriter recommends that the City retain an independent disclosure counsel based on the circumstances of the financing. E. Land -Based Financings Public Purpose. There will be a clearly articulated public purpose in forming an assessment or special tax district in financing public infrastructure improvements. This should include a finding by the Council as to why this form of financing is preferred over other funding options such as impact fees, reimbursement agreements or direct developer responsibility for the improvements. 2. Active Role. Even though land -based financings may be a limited obligation of the City, we will play an active role in managing the district. This means that the City will select and retain the financing team, including the financial advisor, bond counsel, trustee, appraiser, disclosure counsel, assessment engineer and underwriter. Any costs incurred by the City in retaining these services will generally be the responsibility of the property owners or developer, and will be advanced via a deposit when an application is filed; or will be paid on a contingency fee basis from the proceeds from the bonds. 3. Credit Quality. When a developer requests a district, the City will carefully evaluate the applicant's financial plan and ability to carry the project, including the payment of assessments and special taxes during build - out. This may include detailed background, credit and lender checks, and the preparation of independent appraisal reports and market absorption studies. For districts where one property owner accounts for more than 25% of the annual debt service obligation, a letter of credit further securing the financing may be required. 4. Reserve Fund. A reserve fund should be established in the lesser amount of: the maximum annual debt service; 125% of the annual average debt service; or 10% of the bond proceeds. 5. Value -to -Debt Ratios. The minimum value - to -date ratio should generally be 4:1. This means the value of the property in the district, with the public improvements, should be at least four times the amount of the assessment or special tax debt. In special circumstances, after conferring and receiving the concurrence of the City's financial advisor and bond counsel that a lower value -to -debt ratio is financially ►4_ �� Budget and Fiscal Policies prudent under the circumstances, the City may consider allowing a value -to -debt ratio of 3:1. The Council should make special findings in this case. 6. Capitalized Interest During Construction. Decisions to capitalize interest will be made on case -by -case basis, with the intent that if allowed, it should improve the credit quality of the bonds and reduce borrowing costs, benefiting both current and future property owners. 7. Maximum Burden. Annual assessments (or special taxes in the case of Mello -Roos or similar districts) should generally not exceed 1 % of the sales price of the property; and total property taxes, special assessments and special taxes payments collected on the tax roll should generally not exceed 2 %. 8. Benefit Apportionment. Assessments and special taxes will be apportioned according to a formula that is clear, understandable, equitable and reasonably related to the benefit received by—or burden attributed to —each parcel with respect to its financed improvement. Any annual escalation factor should generally not exceed 2 %. 9. Special Tax District Administration. In the case of Mello -Roos or similar special tax districts, the total maximum annual tax should not exceed 110% of annual debt service. The rate and method of apportionment should include a back -up tax in the event of significant changes from the initial development plan, and should include procedures for prepayments. 10. Foreclosure Covenants. In managing administrative costs, the City will establish minimum delinquency amounts per owner, and for the district as a whole, on a case -by- case basis before initiating foreclosure proceedings. 11. Disclosure to Bondholders. In general, each property owner who accounts for more than 10% of the annual debt service or bonded indebtedness must provide ongoing 15- disclosure information annually as described under SEC Rule 15(c) -12. 12. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances and annual payments should be made by the seller to prospective buyers at the time that the buyer bids on the property. It should not be deferred to after the buyer has made the decision to purchase. When appropriate, applicants or property owners may be required to provide the City with a disclosure plan. F. Conduit Financings 1. The City will consider requests for conduit financing on a case -by -case basis using the following criteria: a. The City's bond counsel will review the terms of the financing, and render an opinion that there will be no liability to the City in issuing the bonds on behalf of the applicant. b. There is a clearly articulated public purpose in providing the conduit financing. c. The applicant is capable of achieving this public purpose. 2. This means that the review of requests for conduit financing will generally be a two - step process: first asking the Council if they are interested in considering the request, and establishing the ground rules for evaluating it; and then returning with the results of this evaluation, and recommending approval of appropriate financing documents if warranted. This two -step approach ensures that the issues are clear for both the City and applicant, and that key policy questions are answered. 3. The workscope necessary to address these issues will vary from request to request, and will have to be determined on a case -by- case basis. Additionally, the City should generally be fully reimbursed for our costs 4,7 Budget and Fiscal Policies in evaluating the request; however, this should also be determined on a case -by -case basis. HUMAN RESOURCE MANAGEMENT A. Regular Staffing The budget will fully appropriate the resources needed for authorized regular staffing and will limit programs to the regular staffing authorized. 2. Regular employees will be the core work force and the preferred means of staffing ongoing, year -round program activities that should be performed by full-time City employees rather than independent contractors. The City will strive to provide competitive compensation and benefit schedules for its authorized regular work force. Each regular employee will: a. Fill an authorized regular position. b. Be assigned to an appropriate bargaining unit. c. Receive salary and benefits consistent with labor agreements or other compensation plans. 3. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures: a. The Council will authorize all regular positions. b. The Human Resources Department will coordinate and approve the hiring of all regular and temporary employees. c. All requests for additional regular positions will include evaluations of: • The necessity, term and expected results of the proposed activity. • Staffing and materials costs including salary, benefits. 16- equipment, uniforms, clerical support and facilities. • The ability of private industry to provide the proposed service. • Additional revenues or cost savings, which may be realized. 4. Periodically, and before any request for additional regular positions, programs will be evaluated to determine if they can be accomplished with fewer regular employees. (See Productivity Review Policy) 5. Staffing and contract service cost ceilings will limit total expenditures for regular employees, temporary employees, and independent contractors hired to provide operating and maintenance services. B. Temporary Staffing 1. The hiring of temporary employees will not be used as an incremental method for expanding the City's regular work force. 2. Temporary employees include all employees other than regular employees, elected officials, and volunteers. Temporary employees will generally augment regular City staffing as extra -help employees, seasonal employees, contract employees, interns and work -study assistants. 3. The City Administrative Officer (CAO) and Department Heads will encourage the use of temporary rather than regular employees to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less than full -time, year -round staffing is required. Under this guideline, temporary employee hours will generally not exceed 50% of a regular, full -time position (1,000 hours annually). There may be limited circumstances where the use of temporary employees on an ongoing basis in excess of this target may be appropriate due to unique programming or staffing requirements. However, any such exceptions must be Budget and Fiscal Policies approved by the CAO based on the review and recommendation of the Human Resources Director. 4. Contract employees are defined as temporary employees with written contracts approved by the CAO who may receive approved benefits depending on hourly requirements and the length of their contract. Contract employees will generally be used for medium -term (generally between six months and two years) projects, programs or activities requiring specialized or augmented levels of staffing for a specific period. The services of contract employees will be discontinued upon completion of the assigned project, program or activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on an ongoing basis. C. Independent Contractors Independent contractors are not City employees. They may be used in two situations: Short-term, peak workload assignments to be accomplished using personnel contracted through an outside temporary employment agency (OEA). In this situation, it is anticipated that City staff will closely monitor the work of OEA employees and minimal training will be required. However, they will always be considered the employees of the OEA and not the City. All placements through an OEA will be coordinated through the Human Resources Department and subject to the approval of the Human Resources Director. 2. Construction of public works projects and delivery of operating, maintenance or specialized professional services not routinely performed by City employees. Such services will be provided without close supervision by City staff, and the required methods, skills and equipment will generally be determined and provided by the contractor. Contract awards will be guided by the City's purchasing policies and -17- procedures. (See Contracting for Services Policy) PRODUCTIVITY Ensuring the "delivery of service with value for cost" is one of the key concepts embodied in the City's Mission Statement (San Luis Obispo Style — Quality With Vision). To this end, the City will constantly monitor and review our methods of operation to ensure that services continue to be delivered in the most cost -effective manner possible. This review process encompasses a wide range of productivity issues, including: A. Analyzing systems and procedures to identify and remove unnecessary review requirements. B. Evaluating the ability of new technologies and related capital investments to improve productivity. C. Developing the skills and abilities of all City employees. D. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee performance. E. Evaluating the ability of the private sector to perform the same level of service at a lower cost. F. Periodic formal reviews of operations on a systematic, ongoing basis. G. Maintaining a decentralized approach in managing the City's support service functions. Although some level of centralization is necessary for review and control purposes, decentralization supports productivity by: 1. Encouraging accountability by delegating responsibility to the lowest possible level. 2. Stimulating creativity, innovation and individual initiative. Budget and Fiscal Policies 3. Reducing the administrative costs of operation by eliminating unnecessary review procedures. 4. Improving the organization's ability to respond to changing needs, and identify and implement cost - saving programs. 5. Assigning responsibility for effective operations and citizen responsiveness to the department. CONTRACTING FOR SERVICES A. General Policy Guidelines 1. Contracting with the private sector for the delivery of services provides the City with a significant opportunity for cost containment and productivity enhancements. As such, the City is committed to using private sector resources in delivering municipal services as a key element in our continuing efforts to provide cost -effective programs. 2. Private sector contracting approaches under this policy include construction projects, professional services, outside employment agencies and ongoing operating and maintenance services. 3. In evaluating the costs of private sector contracts compared with in -house performance of the service, indirect, direct, and contract, administration costs of the City will be identified and considered. 4. Whenever private sector providers are available and can meet established service levels, they will be seriously considered as viable service delivery alternatives using the evaluation criteria outlined below. 5. For programs and activities currently provided by City employees, conversions to contract services will generally be made through attrition, reassignment or absorption by the contractor. B. Evaluation Criteria 1. Within the general policy guidelines stated above, the cost - effectiveness of contract services in meeting established service levels will be determined on a case -by -case basis using the following criteria: 2. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative service providers? 3. Can the contract be effectively and efficiently administered? 4. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the City for any such damages? 5. Can a private sector contractor better respond to expansions, contractions or special requirements of the service? 6. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractor's performance after bid award? 7. Does the use of contract services provide us with an opportunity to redefine service levels? 8. Will the contract limit our ability to deliver emergency or other high priority services? 9. Overall, can the City successfully delegate the performance of the service but still retain accountability and responsibility for its delivery? -18- 45'D MEER 7 . AGENDA DATE 1' =ITEM # • ' • • January 10, 2001 Dear Mayor Settle and Members of the City Council, Attached is a proposal from the Mayor's Youth Task Force for consideration for funding by the City Council for the 2001 -2003 Fiscal Year. We believe this proposal is an excellent opportunity to address one of the top ten "Themes" that emerged from the city's Community Budget Bulletin Survey: To improve recreational opportunities for youth. The Mayor's Youth Task Force proposal also directly addresses the Parks and Recreation Element, which lists programs for at risk youth as a major unmet need in our community. Our task force is very committed to the well being of our city's youth and we are grateful for your consideration of this proposal. If you have any questions regarding our proposal, please call me at 543 -8235. Respectfully submitted, etOUNCIL ❑ CDD DIR SAD GIG DIR fen fi3'ACA0 ❑ FIRE CHIEF y 1 t P1ITT0RNEY ❑ PW DIR 's Youth Task Force i E!rfLERKIORIG ❑ rOLICE CHF a 0 MGMT TEAM ❑ REC DIR pi gLA1a rr8 ❑ UTIL DIR (�3 TR�By1lFs ❑PERSDIR Cc: Ken Hampian JAN 1 b 7001 SLO CITY COUNCIL MEMORANDUM MAYOR'S YOUTH TASK FORCE Date: January 10, 2001 To: Mayor Settle and Members of the City Council From: The Mayor's Youth Task Force Chair, Karen Aydelott Re: Council Goal- Setting for 2001 -2003 What: The San Luis Obispo Mayor's Youth Task Force is requesting funding from the City Council of $40,000 over the next two years ($20,000 /year) to fund selected programs designed to support the positive and healthy development of the youth of our community. It is our belief that the Mayor's Youth Task Force continues to be 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 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 making 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 Parks and Recreation Department, the YMCA, Transitions, Americorps Environmental Stewards, the County Drug and Alcohol Services, concerned parents, community members and students. In 1997 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, and in 1998 the task force 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. Because of the funding approved by the City Council as part of the 1999 -01 Fiscal Plan for $15,000 each year, the Mayor's Youth Task Force has been able to continue these programs through the 2001 school year. In addition, we have been able to fund several new programs that meet the goals of our task force and address the needs of youth in our city. Please refer to the attached report. The 1992 report, A Matter of Time: 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. Expanding 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. Why: The Matter of Time 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 internal, 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. This is an ongoing and pressing need that our city must continue to address. The recent release of the county's California Healthy Kids Survey reminds us that youth in our city are not immune from risky behavior patterns. The survey also demonstrates that use of alcohol, tobacco and drugs dramatically increases between 7h and 11" grade. This data validated the need for and the value of focusing high impact preventative solutions for our middle school students. This is clearly an example of the cost effectiveness of a preventative investment. The cost of improving opportunities for our youth to participate in positive activities and to have a variety of responsible and caring adults involved in their lives is minimal when compared to the loss incurred for kids who never become productive community members, impact the health care system or the courts and prisons. A recent report (December 5, 2000) found that the key factors in determining whether teens are likely to drink, smoke, use weapons, have sex or think about suicide include how well the child does in school and how they spend their free time. ' The University of Minnesota study showed significantly that income, ethnicity and residence in a single parent home had very little impact on whether a teen would get in trouble. Dr. Robert Blum, who led the study said that the lesson of the report is that parents -and we would add the community- should pay more attention to there children. "Too many kids —rich and poor kids —are left to their own devices," he said "Kids need structure to grow. " 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 communities 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, Healthy 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 continues to.be one of the very best and most efficient and effective ways this community investment can continue to be made. How: The funding which we are requesting from 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 opportunities for more students to participate in fun, 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. We believe that.continuing and expanding the funding for the 2001 -2002 Fiscal plan, will allow the Mayor's Youth Task Force to provide more comprehensive programmatic continuity and to increase the scope of youth opportunities in our city during the non school hours. Programs funded would include the following: • Demonstration that the project or program is preventative in design • Description of how the proposal is asset development based • Clear demonstration of the collaborative/cooperative nature of the program • Description of how youth are involved in planning 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 skills 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. 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 funding 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. MEETING AGENDA TE 1- / '7'011TEM # 2230 Exposition Drive No. 3Q — -- San Luis Obispo, California 93401 January 11, 2001 City Council City of San Luis Obispo Subject: Goals and Future City Projects Dear Mr. Mayor and Council Members: 2tOUNCIL ❑ CD}DIR �Aj A -!EY ❑ F''• :1 K1011G ❑'.. -.._ ..- :.ir TEA:.1 ❑ (.o0 D;1 C7AZtit fE ❑ UT1L DIM TSB vN& ❑ FERS DIR �I v g tit n �,' jc.it I have some goals and programs that I hope you will consider in the next few weeks: 1. "Slow Down in SLO Town" A long -term campaign is needed to slow down and civilize traffic within San Luis Obispo. I suspect that many people from southern California move here and bring their "urban jungle" driving style with them. The response of the Police Department has been inadequate and continues to be. A goal would be to slow traffic speeds on all arterials and collectors to the speed limit within the next year. The City and Police Department would work with Cal Poly, Cuesta College and local employers to educate new students during orientation, existing students and business employees that fast driving is considered reckless and prosecutable. The city should consider higher fines and focused enforcement on such arterials as South Street, Broad Street, South Higuera, Foothill Boulevard, etc. in collaboration with the Highway Patrol. The new program recently instituted is not working. Another goal would be to educate the public about the preferred way to drive within the city. Through funded TV ads, bumper stickers, posters etc. the heading above could be logo and slogan that we could all learn to live by. Special campaigns at the beginning of each school year would help tremendously. A third goal would be to begin several "traffic calming" plans for such streets as Los Osos Valley Road, Broad and South Streets that would involve Caltrans but head toward relinquishment of Highway 227 if needed. 2. Expand Senior Citizens' Programs I appreciate your decision to move the Senior Center to larger facilities and hire a manager. My home town of 25,000 population has a center with hot lunches, social and entertainment programs at the lunch hour, exercise classes, tour trips and more with a senior manager. More needs to be done to bring this city out of the deficit in programs that it has incurred. Somehow our older friends and relatives have been put on minimum support for many years. Other goals that I have will come your way through the Architecture Thanks for considering these. Sincerely,, J es Lopes JAN 1 5 2001 SLO ;.`..ERK IAN 1 1 9nOt SLO CITY COUNCIL N CALPOLYDATE G AGENDA 1 ITEM # California Polytechnic State University San Labs Obispo, CA 93407 Administration & Finance Division (805) 756 -2171 • Fax (805) 756 -7560 January 12, 2001 Mayor Allen Settle & City Council Members City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Mayor Settle and Council Members: COUN CIL r ❑ C�7 1n I?�4 l' Q•CLERKIORIG p t13MT TE� O i (3 fi D: wA� r f� $ T� awl TIL Dl l [3 UTI ❑ PERS DIR On behalf of the Central Coast Performing Arts Center Commission ( CCPACC), I am forwarding the enclosed statement of request for Council consideration in the upcoming budget deliberations. This request has the conceptual endorsement of the CCPACC and reflects the ongoing commitment of the Partners to ensure stable funding to address the operating needs for the Performing Arts Center over the next five years. While this request addresses the short-term strategy to protect the collective investments of the Partners in the Performing Arts Center, a permanent solution rests with the successful raising of an endowment. This need is articulated in the enclosed letter of support from the Foundation for the Performing Arts Center (FPAC). Needed revisions in the Operating Agreement and the development of a strategy to aggressively build the endowment will require active participation by the City as a Partner. We encourage the formation of a work group with representation from the Council with the charge being to address these two priorities. We appreciate favorable consideration of the budget request and the naming of Council and City staff representatives to the work group. Sincerely, Frank Lebens Vice President for Administration & Finance Enclosures: (1) PAC Budget Request from CCPACC (2) Letter of Support from FPAC cc: CCPACC Members W. Baker K. Hampian IV I Q N 12 2001 SLO CITY COUNCIL The Califontia Sul, Univrr.itq. IiJurrwU • Clwnxd LJ:mJ. • Chico • I1,ntunlma Hill. • 1'rt utu • Ivllmon • Kq,aM • Hu.n6il It • Lmg Ikwh • 4w AMA, • Maritime Academe KL.Ifen1' W, • NtmhriJLN • Ihmnma • S.wcnimanu • Sm IIt mnrJiuI • &in Digo • ti.m 1: ivu • San ), � • Nm bu, [lhyv ` >dn HLnYn • &,,,,,, • SIAmJaU. I Performing Arts Center Budget Request To meet Community Expectations for a Quality PAC HISTORY AND VISION OF THE PARTNERSHIP In 1986, the City of San Luis Obispo, the Foundation for the Performing Arts Center (FPAC), and Cal Poly formed a unique partnership to create and operate a state -of -the -art, world -class performing arts facility. Ten years later, in September 1996, the Christopher Cohan Center opened as a result of the dedicated efforts of the three partners. The three Partners had an uncompromising vision for the facility — "to create a home for the performing arts in San Luis Obispo County and to do it with taste, distinction, and quality."' They conceived of an architecturally exciting Center, equipped for acoustical and theatrical excellence. Their mission would be to dedicate such a splendid resource to both local arts groups and major touring acts. 6VHAT HAS BEEN A CCOMPLISHED The facility has become the home for fourteen community-based groups, as well as Cal Poly Arts, a campus -based arts presenter. In addition, four area public schools currently stage concerts that feature student musicians. The center's Outreach Services program exists to promote ease of use to the center and its services, primarily for area youth. In 2000 -01, 14,000 K -12 students will attend performances there, and 4,400 students will perform on the main stage in Harman Hall! Community arts organizations will produce more than 100 public performances in the Cohan Center. The Performing Arts Center has enhanced San Luis Obispo's cultural life, intensified the spirit of community, and brought economic benefits to the city and local businesses. The Performing Arts Center (PAC) also serves Cal Poly, as well as the local schools and surrounding communities. It is a portal to the campus, making a dramatic impression on arriving students and parents. The campus hosts many dignitaries at the Cohan Center with tours, meetings, receptions and concerts. Cal Poly students, faculty, and staff perform in academic productions that are enhanced by the acoustical and theatrical excellence of Harman Hall. During the academic year, for instance, Cal Poly will hold more than 225 activities in the Cohan Center. Campus pride and prestige are entwined in this unique Partnership with the community. Across public higher education, this Partnership is viewed as a model for town -gown collaboration and success. PARTNER CONTRIBUTIONS TO DATE Design and construction costs of the PAC totaled $30,412,654 with Cal Poly, through the state capital outlay program, providing $17,519,044 of this total. The state sources were legislatively Waaen Sinsheimer and John Hartman. "A Vision Comes Into Focus" A Performing Arts Center for San Luis Obispo County. 1990. Page 1 01 /11 /01 It capped at this amount. FPAC contributed $7,832,110 and the City of San Luis Obispo provided $5,061,500 toward design and construction. Key to the Partnership has been an Operating Agreement that defines the responsibilities of the partners once the PAC began operations. The Operating Agreement calls for Cal Poly to cover the costs of routine maintenance and utilities. Operating revenues and endowment earnings were to cover the balance of the operating costs of the Performing Arts Center. Any shortfall in the source of funds for operations were to have been covered equally by the City of San Luis Obispo and the Foundation for the Performing Arts Center. As a result of the need to redirect what endowment had been raised by FPAC to cover the cost of initial construction, all three partners have rallied to cover operating needs since the PAC began operations. Over the last three full years of operation (July 1997 through June 2000) partner contributions toward operations and miscellaneous equipment have been as follows: Cal Poly $2,224,297 (incl. utilities and routine maintenance) FPAC $12120,289 City of SLO $512,434 (including an unspent commitment of $150,000 for acoustical upgrades). NEEDS TO FULFILL THE VISION— Operations, maintenance, repair and replacement Already a fine venue with an ambitious mission, the Cohan Center is poised to become one of the elite halls in world, befitting the cultural vitality of the Central Coast. However, it will take a sustained, cooperative efforts of the three partners to insure that the vision is fulfilled. Stability in a source of fund for operations is critical. Likewise, while Cal Poly can fulfill the commitment to routine maintenance, the expectation is that this facility merits high standard of care with an extraordinary level of maintenance beyond the routine, and predictable repair and replacement cycles for key equipment and amenities. Lastly, there still exists the need to invest in some key acoustical enhancements in Harman Hall, and equipment to make the Pavilion ultimately operational. A Self - Sustaining Institution: In the Partners' Operating Agreement, the founders of the Christopher Cohan Center envisioned a facility that would be "self- sustaining," without reliance on annual contributions from the Partners to the operating budget. They deeply valued the generosity of the City, the Foundation, and Cal Poly, but understood that public entities can change priorities. They also knew that, as for all performance halls, fees earned from the sale of tickets are an important but minor source of revenue. Lacking an endowment at the present time, in 2000 -01, Cal Poly, has been providing over $260,000 per year over and above the commitment to cover routine maintenance and utilities (approximately $300,000), and the City and FPAC have each contributed $50,000 to $65,000 per year in necessary annual operating support. It is projected that it will take an average of $500,000 per year from the three partners to cover PAC operating budget needs each year through 2006 beyond what is provided by other revenues until such time as the endowment can be raised. Continuation of this approach or any variation that does not follow the Operating Agreement provisions, will require a revision of that document. 2 0 The Partners have made the Operating Endowment their number one priority. Earnings from an accumulating principal will make up any annual shortfall between revenue and operating costs. In year 2000 dollars, a fully funded endowment will require $10 million in principal. A fully funded endowment guarantees stability and ensures that the Center will be a major community resource in perpetuity. It is an insurance policy against the economic and political uncertainties that often beset the finest cultural institutions. Maintaining Excellence: In addition to completing the Center as the Partners envisioned, it must be maintained with a very high standard of care. The facility is a visible symbol of partnership, quality and culture. According to the Partners' Operating Agreement, the University will underwrite utilities, minor repairs, and daily custodial care, while keeping up the major structural elements and systems. The major maintenance, repair and replacement of furnishings, finishes and equipment, were to be paid out of a sinking fund, created with a Facility Fee levied on tickets. Instead, the revenue from this fee repays a $1 million loan that funded equipment necessary for the Center to open in 1996. Until this loan is retired in 2006, the Partners must cover non - routine maintenance, repair and replacement. Were this to be funded on an equal basis among partners, each Partner would be expected to provide $125,000 toward this effort through the year 2006. Alternatively, a revised formula that aggregates this need with operating shortfalls and the routine maintenance and utilities could be adopted. This revised approach is addressed later in this document. NEEDS TO FULFILL THE VISION— Capital items Acoustical Excellence in Harman Hall: Audiences and performers, appreciative of the sound that Harman Hall now produces, sense that it can deliver even better acoustical quality. At the request of the three Partners, the acoustical design firm Kirkegaard and Associates has confirmed this fact. They have identified technical improvements to the Hall that will gather and direct sound so artists can hear themselves clearly and improve their orchestrated effects. Other technical changes will suppress ambient noise and balance the dispersion of sound throughout Harman Hall. These changes will enhance the sounds from the perspective of the audience. Versatility in the Pavilion: The Pavilion is a multi -use venue for rehearsals, receptions, banquets, dances, parties, meetings, speakers, displays and expositions. It was also designed to serve as a performance venue, but it lacks equipment and its rigging is insufficient. As a result, performance capability is limited and the cost of staging events often is prohibitive. Outfitted properly, this space could serve as an incubator for new groups and artists, stage conferences and exhibitions, and provide profitable returns to performing groups and the Center. The City of San Luis Obispo has already committed $150,000 toward acoustical enhancements and Cal Poly has committed $600,000 total toward this effort spread over the next four years. FPAC has expressed a willingness to match the $150,000 commitment from the City over the next four years as well. Clearly, capital improvements differ in terms of the manner by which costs are apportioned by partner e.g. designated gifts through FPAC, special requests by the University for specific enhancements, et� This suggests that cost of capital items will continue to be addressed on a case basis. 3 Im PROPOSED ANNUAL PARTNER PARTICIPATION IN FUNDING THE ENVISIONED NEEDS THROUGH 200512006 To fulfill the vision for the Performing Arts Center, it is recognized that the involvement of each of the three partners is critical. Fulfillment of the grand vision related to fully funding an endowment as well as funding all of the capital needs of the facility will depend in part on the success of a fund raising campaign. However, it is critical that commitments be made now to facilitate timely decisions geared toward protecting the investment that the partners have made in the facility. Likewise, some of the capital items are needed now to meet the expectations of the community patrons. These should not be delayed and can be accommodated with relatively small commitments on the part of the partners. Absent an endowment, strict implementation of the current Operating Agreement calling for the City of SLO and FPAC to share the cost of any shortfall from operations would result in combined contributions from the City and FPAC averaging $500,000 per year for the next five years. Cal Poly would continue to provide routine maintenance and utilities at an estimated $325,000 per year over the five year period. These partner commitments are in addition to what would be required to address the major maintenance, repair and replacement needs. It is estimated it will take sinking fund investments of approximately $375,000 per year. Again it has been proposed that the partners share equally in the obligation for this sinking fund until such time as the facility fee income now used to retire the equipment loan from heritage Oaks Bank can be made available in 2006. Using this model or even one in which Cal Poly would continue to subsidize operations beyond the Operating Agreement, places a potentially unworkable burden on all three Partners with less than adequate incentives for all the Partners to aggressively work to raise the endowment. A more predictable approach preferred by the Central Coast Performing Arts Center Commission, alluded to earlier in this document, would aggregate operations, routine maintenance and utilities, and major maintenance, repair and replacement. The total requirement could then be apportioned using the oft cited 2/3, 116, 1/6 split to Cal Poly, FPAC and the City, respectively. This would, using the estimated annual needs cited above, assign averaged costs over the five years to the partners as follows: Cal Poly $800,000 FPAC $200,000 SLO $200,000 As endowment and other earnings sources materialize, they would be used to reduce the total obligation while maintaining the same apportionment among the three partners. All other factors remaining stable, since inflationary factors have been applied to the estimates, actual assessments to the Partners would be slightly less in the earlier years of the five year agreement and slightly more in the later years. 4 4 W Anticipating a restructured Operating Agreement, the three entities that comprise the partnership will be asked to participate in the funding model outlined above. Favorable action by the Council of The City of San Luis Obispo is key to the success of the Performing Arts Center over the next five years. Concurrently, the Partners will work aggressively together to insure that the endowment objectives are achieved and that appropriate sources of funding for the capital improvements are raised. 4, 6F 5 U FOR THE January 5, 2001 G RTSCENTER City of San Luis Obispo Attention: Department of Finn nce 990 Palm Street San Luis Obispo, CA 93401 Dear Council members: RE: GOAL SETTING AND THE PERFORMING ARTS CENTER Background Over the past 13 years the City of San Luis Obispo has been a partner with Cal Poly University and the Foundation for the Performing Arts Center (FPAC) in designing and building the magnificent San Luis (%l�ispo Performing Arts Center. i -ce it-, opening in 1996, more than 100,000 visitors en. h year have attended events at the Center; it has brought both cultural and financial benefits to our community. A B economic report showed the first 13 months of the Center's operations in 1996/97 brought in a total of $8.3 million in economic activity to the County of San Luis Obispo, with the City of San Luis Obispo receiving the majority of that benefit Today, that total is certainly much greater, as is the wealth of cultural events hosted at the Center. It is surely fair to say that none of the partners -- including the City Council that voted to involve itself in the effort — anticipated the huge cultural success of the Center or its contribution to the local economy. Since 1996, the partners have continued to support the Center financially each year -- providing the equipment essential to running it; funding repair and maintenance of major equipment items; and supporting annual operations. Individuals and organizations in our County, through their contributions to FPAC, have provided a total of over $10.2 million to the project, far exceeding the amount of the original FPAC commitment. The City has generously contributed a total of approximately $5.5 million to the project and the University has contributed a total of approximately $20 million thus far. The partners have learned from experience that approximately $500,000 is required on an annual basis for operations to sustain this level of successful utilization. In addition, approximately $2 million is required to complete the facility's equipment needs. In recent months, a consensus has emerged that a four -year campaign to raise $10 million for endowment (generating $500,000 in annual operating income) and $2 million for equipment is the most responsible and effective way to provide for the Center's stability and future. 1, '.O. Box 1137 in Luis Obispo Tlifomia, 93406 505/541 -5401 x 805/781 -3484 Page 2 WHAT? The partners feel that it is important to use this hearing process to keep the (;ity Council apprised of these discussions. The University is pursuing a plan to contribute one -third of the monies required ($4 million). The Foundation is prepared to make plans to raise a further one -third of the monies, on the basis that the City will continue to be a dollar -for- dollar matching partner of the Foundation. The exact funding requirements of the campaign and their timing will be the subject of careful examination in the coming weeks. WHY? Although the City and FPAC have been generally equal partners, FPAC has contributed considerably more than the City -- its equal partner. Yet the City is receiving income or revenue from the investment of all the partners. Contributions to assure the continued success of the Center really constitute an enterprise investment for the City. not just another cost, for it is probable that the community benefits from more than T3.3 million in economic activity as a result of the Center's current operations. Mnreover, as long ago as 1996, the Center was support ing 146 local jobs, bringing in large nv!mbers of overnight visitors and generating over $3 million in personal income. All of fl i -se economic activities have increased -- and certainly will continue to increase il' \x c complete the partnership investments. The continued and growing contribution that the Center makes to the community's quality of life is, of course, an equally important reason for this investment decision. HOW? The Center's design, its building and its funding were all done as a result of a unique public - private partnership agreement. This request continues the partnership concept with this additional highly desirable prospect: We are within four years of a steady -state operation. The $12 million endowment plan gives the partners a realistic expectation that the Center's success will become truly secure. In this way, with the three partners each contributing a one -third share, we will secure the future of the Center and will do it in the next few years. Only by doing so can we maintain the value of our original investment; only by doing so can we continue to realize and increase the important economic benefits that the Center provides to the community; and only by doing so can we assure the Center's continuing enrichment of our community's cultural life. Sincerely yours, 3,zc&r t Bert Forbes President �� ,►� Iii 111 !I �► ��!!�I I ; CI L"y o r l san tins OBISpo 3 Palm Street ■ San Luis Obispo, CA 93401 ■ (805) 781.7125 in Fax: (805) 781 -7401 ■ Email: lWatler ,,:slocity.org December 22, 2000 Council Goal - Setting for 2001 -03 REMINDER NOTICE Last Fall, we invited you to become involved in the City's goal - setting process for the 2001 -03 budget by providing us with written suggestions on the "most important things for the City to accomplish over the next two years," and by participating in the community forum and budget workshops that will follow. The purpose of this notice is to remind you that your written comments are due to the Department of Finance by Friday, January S, 1001. This will allow Council members adequate time to review them before the Community Forum on Wednesday, January 17,1001. Recap of the Process —and Your Important Role in It. In setting goals for 2001 -03, the Council is genuinely interested in knowing what the community believes are the most important things for the City to achieve over the next two years. You are an essential part of this process. We need to hear from you if the City is to develop goals for the next two years that best reflect where we should be headed in our facilitiesi programs and operations. To help with this, we invite your participation as follows: • Written comments. It will be especially helpful if your comments could succinctly address what you are requesting for the community, why it is important to San Luis Obispo, and any creative ideas you have about how to achieve it such as alternative approaches, opportunities for partnering with others, or shared resources. • Community forum. This forum will be much like past ones, with a "twist." In addition to providing you with an opportunity to further share with the Council what you believe are the most important things for the City to do over the next two years, we also hope to have to time for discussion among participants. To accommodate this, the forum will start at 6:30 PM. • Council goal - setting workshop. After considering and Written Comments Due Friday, January 5, 2001 City of 8::i Luis Obispo Attention: Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Community Forum Wednesday, January 17, 2001 6:30 to 9:30 PM The Forum 751 Marsh Street Council Goal - Setting Workshop Saturday, February 3, 2001 8:30 AM to 4:00 PM City /County Library Community Room 995 Palm Street digesting community input, the Council will discuss, set and prioritize goals for 2001 -03. These will guide the preparation of the Preliminary Financial Plan, which the CAO will issue in May of 2001. This will be followed by extensive budget workshops and public hearings, leading to Council adoption of the budget by June 30, 2001. We are looking forward to receiving your written comments, and we welcome your attendance at both the community forum and the goal- setting workshop. If you have any questions about the City's budget process and your important role in it, please call me at 781 -7125. Sincerely, Bill Statler, Director of Finance The City of San Luis Obispo is oommitted to Induding disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf (805) 781 -7410. MEETING „ AGENDA 2230 Exposition Drive No. 96TE Lam! ITEM # San Luis Obispo, California 93401 January 11, 2001 City Council City of San Luis Obispo Subject: Goals and Future City Projects Dear Mr. Mayor and Council Members: Pt��QUNCIL O CDJ1DIR EirC50 ?l D ll i AO ❑ FIR7 C:is =F ';' eolK 0 R V O 0 F:) L:r- C:i- ❑ UTIL DIR QI! T Ri6vN6 ❑ FERS DT I have some goals and programs that I hope you will consider in the next few weeks: 1. "Slow Down in SLO Town” A long -term campaign is needed to slow down and civilize traffic within San Luis Obispo. I suspect that many people from southern California move here and bring their "urban jungle" driving style with them. The response of the Police Department has been inadequate and continues to be. A goal would be to slow traffic speeds on all arterials and collectors to the speed limit within the next year. The City and Police Department would work with Cal Poly, Cuesta College and local employers to educate new students during orientation, existing students and business employees that fast driving is considered reckless and prosecutable. The city should consider higher fines and focused enforcement on such arterials as South Street, Broad Street, South Higuera, Foothill Boulevard, etc. in collaboration with the Highway Patrol. The new program recently instituted is not working. Another goal would be to educate the public about the preferred way to drive within the city. Through funded TV ads, bumper stickers, posters etc. the heading above could be logo and slogan that we could all learn to live by. Special campaigns at the beginning of each school year would help tremendously. A third goal would be to begin several "traffic calming" plans for such streets as Los Osos Valley Road, Broad and South Streets that would involve Caltrans but head toward relinquishment of Highway 227 if needed. 2. Expand Senior Citizens' Programs I appreciate your decision to move the Senior Center to larger facilities and hire a manager. My home town of 25,000 population has a center with hot lunches, social and entertainment programs at the lunch hour, exercise classes, tour trips and more with a senior manager. More needs to be done to bring this city out of the deficit in programs that it has incurred. Somehow our older friends and relatives have been put on minimum support for many years. Other goals that I have will come your way through the Architecture Re Thanks for considering these. Sincerely, JAN 1 5 2001 SLO °;`1"V -,, 'LERK J es Lopes .IAN 1 1 9001 SLO CITY COUNCIL CAL POLVVIEEfING AGENDA DATE I -r-O' ITEM # _ California Polytechnic State University San Luis Obispo, CA 93407 Administration & Finance Division (805) 756 -2171 • Fax (805) 756.7560 January 12, 2001 l .AfTORty B'CLERKIORIG ❑ MGMT TEAM Mayor Allen Settle & City Council Members A ie City of San Luis Obispo ✓ 5 990 Palm Street San Luis Obispo, CA 93401 Dear Mayor Settle and Council Members: On behalf of the Central Coast Performing Arts Center Commission ( CCPACC), I am ❑ rrD r1? ;i L ❑ Fi..-. Z. ❑ F'i. _ . ❑ rz;-: _ ❑ REC D :1 ❑ UTIL DIR ❑ pERS DIP, forwarding the enclosed statement of request for Council consideration in the upcoming budget deliberations. This request has the conceptual endorsement of the CCPACC and reflects the ongoing commitment of the Partners to ensure stable funding to address the operating needs for the Performing Arts Center over the next five years. While this request addresses the short-term strategy to protect the collective investments of the Partners in the Performing Arts Center, a permanent solution rests with the successful raising of an endowment. This need is articulated in the enclosed letter of support from the Foundation for the Performing Arts Center (FPAC). Needed revisions in the Operating Agreement and the development of a strategy to aggressively build the endowment will require active participation by the City as a Partner. We encourage the formation of a work group with representation from the Council with the charge being to address these two priorities. We appreciate favorable consideration of the budget request and the naming of Council and City staff representatives to the work group. Sincerely, Frank Lebens Vice President for Administration & Finance Enclosures: (1) PAC Budget Request from CCPACC (2) Letter of Support from FPAC cc: CCPACC Members W. Baker K. Hampian .I..N122001 SLO CITY COUNCIL The C..I ifo rnia Snit, Ll. rk ,,i I, . BAe, ivW • Channel I,LmJ. • Chin. • Daninlvc: Hill. • Fresuo • Fnllcrton • Ha,,oM • Hunikddt • Log Ikilch • L. Anµdca • Muifinm Acadenu' Rl .... w Wv • N.)mhriJpr • Pomona • Sacnncnio • San &marJino • San Uligp) • San Francisco • San los • San U di Obi [X. • San slaw„ • Sonna • i. Performing Arts Center Budget Request To meet Community Expectations for a Quality PAC HISTORYAND VISION OF THE PARTNERSHIP In 1986, the City of San Luis Obispo, the Foundation for the Performing Arts. Center (FPAC), and Cal Poly formed a unique partnership to create and operate a state -of -the -art, world -class performing arts facility. Ten years later, in September 1996, the Christopher Cohan Center opened as a result of the dedicated efforts of the three partners. The three Partners had an uncompromising vision for the facility — "to create a home for the performing arts in San Luis Obispo County and to do it with taste, distinction, and quality." i They conceived of an architecturally exciting Center, equipped for acoustical and theatrical excellence. Their mission would be to dedicate such a splendid resource to both local arts groups and major touring acts. 6VHAT HAS BEEN A CCOMPLISHED The facility has become the home for fourteen community-based groups, as well as Cal Poly Arts, a campus -based arts presenter. In addition, four area public schools currently stage concerts that feature student musicians. The center's Outreach Services program exists to promote ease of use to the center and its services, primarily for area youth. In 2000 -01, 14,000 K -12 students will attend performances there, and 4,400 students will perform on the main stage in Harman Hall! Community arts organizations will produce more than 100 public performances in the Cohan Center. The Performing Arts Center has enhanced San Luis Obispo's cultural life, intensified the spirit of community, and brought economic benefits to the city and local businesses. The Performing Arts Center (PAC) also serves Cal Poly, as well as the local schools and surrounding communities. It is a portal to the campus, making a dramatic impression on arriving students and parents. The campus hosts many dignitaries at the Cohan Center with tours, meetings, receptions and concerts. Cal Poly students, faculty, and staff perform in academic productions that are enhanced by the acoustical and theatrical excellence of Harman Hall. During the academic year, for instance, Cal Poly will hold more than 225 activities in the Cohan Center. Campus pride and prestige are entwined in this unique Partnership with the community. Across public higher education, this Partnership is viewed as a model for town -gown collaboration and success. PARTNER CONTRIBUTIONS TO DATE Design and construction costs of the PAC totaled $30,412,654 with Cal Poly, through the state capital outlay program, providing $17,519,044 of this total. The state sources were legislatively Warren Sinsheimer and John Hartman "A Vision Comes Into Focus." A Performing Arts Center for San Luis Obispo County. 1990. Page 1 0 01/11/01 capped at this amount. FPAC contributed $7,832,110 and the City of San Luis Obispo provided $5,061,500 toward design and construction. Key to the Partnership has been an Operating Agreement that defines the responsibilities of the partners once the PAC began operations. The Operating Agreement calls for Cal Poly to cover the costs of routine maintenance and utilities. Operating revenues and endowment earnings were to cover the balance of the operating costs of the Performing Arts Center. Any shortfall in the source of funds for operations were to have been covered equally by the City of San Luis Obispo and the Foundation for the Performing Arts Center. As a result of the need to redirect what endowment had been raised by FPAC to cover the cost of initial construction, all three partners have rallied to cover operating needs since the PAC began operations. Over the last three full years of operation (July 1997 through June 2000) partner contributions toward operations and miscellaneous equipment have been as follows: Cal Poly $2,224,297 (incl. utilities and routine maintenance) FPAC $1,120,289 City of SLO $512,434 (including an unspent commitment of $150,000 for acoustical upgrades). NEEDS TO FULFILL THE VISION— Operations maintenance repair and replacement Already a fine venue with an ambitious mission, the Cohan Center is poised to become one of the elite halls in world, befitting the cultural vitality of the Central Coast. However, it will take a sustained, cooperative efforts of the three partners to insure that the vision is fulfilled. Stability in a source of fund for operations is critical. Likewise, while Cal Poly can fulfill the commitment to routine maintenance, the expectation is that this facility merits high standard of care with an extraordinary level of maintenance beyond the routine, and predictable repair and replacement cycles for key equipment and amenities. Lastly, there still exists the need to invest in some key acoustical enhancements in Harman Hall, and equipment to make the Pavilion ultimately operational. A Self- Sustaining Institution: In the Partners' Operating Agreement, the founders of the Christopher Cohan Center envisioned a facility that would be "self- sustaining," without reliance on annual contributions from the Partners to the operating budget. They deeply valued the generosity of the City, the Foundation, and Cal Poly, but understood that public entities can change priorities. They also knew that, as for all performance halls, fees earned from the sale of tickets are an important but minor source of revenue. Lacking an endowment at the present time, in 2000 -01, Cal Poly, has been providing over $260,000 per year over and above the commitment to cover routine maintenance and utilities (approximately $300,000), and the City and FPAC have each contributed $50,000 to $65,000 per year in necessary annual operating support. It is projected that it will take an average of $500,000 per year from the three partners to cover PAC operating budget needs each year through 2006 beyond what is provided by other revenues until such time as the endowment can be raised. Continuation of this approach or any variation that does not follow the Operating Agreemenit provisions, will require a revision of that document. 2 The Partners have made the Operating Endowment their number one priority. Earnings from an accumulating principal will make up any annual shortfall between revenue and operating costs. In year 2000 dollars, a fully funded endowment will require $10 million in principal. A fully funded endowment guarantees stability and ensures that the Center will be a major community resource in perpetuity. It is an insurance policy against the economic and political uncertainties that often beset the finest cultural institutions. Maintaining Excellence: In addition to completing the Center as the Partners envisioned, it must be maintained with a very high standard of care. The facility is a visible symbol of partnership, quality and culture. According to the Partners' Operating Agreement, the University will underwrite utilities, minor repairs, and daily custodial care, while keeping up the major structural elements and systems. The major maintenance, repair and replacement of furnishings, finishes and equipment, were to be paid out of a sinking fund, created with a Facility Fee levied on tickets. Instead, the revenue from this fee repays a $1 million loan that funded equipment necessary for the Center to open in 1996. Until this loan is retired in 2006, the Partners must cover non - routine maintenance, repair and replacement. Were this to be funded on an equal basis among partners, each Partner would be expected to provide $125,000 toward this effort through the year 2006. Alternatively, a revised formula that aggregates this need with operating shortfalls and the routine maintenance and utilities could be adopted. This revised approach is addressed later in this document. NEEDS TO FULFILL THE VISION— Capital items Acoustical Excellence in Harman Hall: Audiences and performers, appreciative of the sound that Harman Hall now produces, sense that it can deliver even better acoustical quality. At the request of the three Partners, the acoustical design firm Kirkegaard and Associates has confirmed this fact. They have identified technical improvements to the Hall that will gather and direct sound so artists can hear themselves clearly and improve their orchestrated effects. Other technical changes will suppress ambient noise and balance the dispersion of sound throughout Harman Hall. These changes will enhance the sounds from the perspective of the audience. Versatility in the Pavilion: The Pavilion is a multi -use venue for rehearsals, receptions, banquets, dances, parties, meetings, speakers, displays and expositions. It was also designed to serve as a performance venue, but it lacks equipment and its rigging is insufficient. As a result, performance capability is limited and the cost of staging events often is prohibitive. Outfitted properly, this space could serve as an incubator for new groups and artists, stage conferences and exhibitions, and provide profitable returns to performing groups and the Center. The City of San Luis Obispo has already committed $150,000 toward acoustical enhancements and Cal Poly has committed $600,000 total toward this effort spread over the next four years. FPAC has expressed a willingness to match the $150,000 commitment from the City over the next four years as well. Clearly, capital improvements differ in terms of the manner by which costs are apportioned by partner e.g. designated gifts through FPAC, special requests by the University for specific enhancements, eti� This suggests that cost of capital items will continue to be addressed on a case basis. 3 W PROPOSED ANNUAL PARTNER PARTICIPA TIONIN FUNDING THE ENVISIONED NEEDS THROUGH 200512006 To fulfill the vision for the Performing Arts Center, it is recognized that the involvement of each of the three partners is critical. Fulfillment of the grand vision related to fully funding an endowment as well as funding all of the capital needs of the facility will depend in part on the success of a fund raising campaign. However, it is critical that commitments be made now to facilitate timely decisions geared toward protecting the investment that the partners have made in the facility. Likewise, some of the capital items are needed now to meet the expectations of the community patrons. These should not be delayed and can be accommodated with relatively small commitments on the part of the partners. Absent an endowment, strict implementation of the current Operating Agreement calling for the City of SLO and FPAC to share the cost of any shortfall from operations would result in combined contributions from the City and FPAC averaging $500,000 per year for the next five years. Cal Poly would continue to provide routine maintenance and utilities at an estimated $325,000 per year over the five year period. These partner commitments are in addition to what would be required to address the major maintenance, repair and replacement needs. It is estimated it will take sinking fund investments of approximately $375,000 per year. Again it has been proposed that the partners share equally in the obligation for this sinking fund until such time as the facility fee income now used to retire the equipment loan from heritage Oaks Bank can be made available in 2006. Using this model or even one in which Cal Poly would continue to subsidize operations beyond the Operating Agreement, places a potentially unworkable burden on all three Partners with less than adequate incentives for all the Partners to aggressively work to raise the endowment. A more predictable approach preferred by the Central Coast Performing Arts Center Commission, alluded to earlier in this document, would aggregate operations, routine maintenance and utilities, and major maintenance, repair and replacement. The total requirement could then be apportioned using the oft cited 2/3, 1/6, 1/6 split to Cal Poly, FPAC and the City, respectively. This would, using the estimated annual needs cited above, assign averaged costs over the five years to the partners as follows: Cal Poly $800,000 FPAC $200,000 SLO. $200,000 As endowment and other earnings sources materialize, they would be used to reduce the total obligation while maintaining the same apportionment among the three partners. All other factors remaining stable, since inflationary factors have been applied to the estimates, actual assessments to the Partners would be slightly less in the earlier years of the five year agreement and slightly more in the later years. 4 W Anticipating a restructured Operating Agreement, the three entities that comprise the partnership will be asked to participate in the funding model outlined above. Favorable action by the Council of The City of San Luis Obispo is key to the success of the Performing Arts Center over the next five years. Concurrently, the Partners will work aggressively together to insure that the endowment objectives are achieved and that appropriate sources of funding for the capital improvements are raised. W G r UNDATIOpN�rOR TT/H'E January 5, 2001 ERFORMING RTS CENTER City of San Luis Obispo Attention: Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Dear Council members: RE: GOAL SETTING AND THE PERFORMING ARTS CENTER Background Over the past 13 years the City of San Luis Obispo has been a partner with Cal Poly University and the Foundation for the Performing Arts Center (FPAC) in designing and building the magnificent San Luis (.?l,ispo Performing Arts Center. `. P-le it,; opening in 1996, more than 100,000 visitors each year have attended events at II1c Center; it has brought both cultural and financial benefits to our community. A LAC ; B economic report showed the first 13 months of the Center's operations in 1996/97 brought in a total of $8.3 million in economic activity to the County of San Luis Obispo, with the City of San Luis Obispo receiving the majority of that benefit. Today, that total is certainly much greater, as is the wealth of cultural events hosted at the Center. It is surely fair to say that none of the partners -- including the City Council that voted to involve itself in the effort -- anticipated the huge cultural success of the Center or its contribution to the local economy. Since 1996, the partners have continued to support the Center financially each year -- providing the equipment essential to running it; funding repair and maintenance of major equipment items; and supporting annual operations. Individuals and organizations in our County, through their contributions to FPAC, have provided a total of over $10.2 million to the project, far exceeding the amount of the original FPAC commitment. The City has generously contributed a total of approximately $5.5 million to the project and the University has contributed a total of approximately $20 million thus far. The partners have learned from experience that approximately $500,000 is required on an annual basis for operations to sustain this level of successful utilization. In addition, approximately $2 million is required to complete the facility's equipment needs. In recent months, a consensus has emerged that a four -year campaign to raise $10 million for endowment (generating $500,000 in annual operating income) and $2 million for equipment is the most responsible and effective way to provide for the Center's stability and future. in Luis Obispo difomia, 93406 305/541 -5401 x 8051781 -3484 Page 2 WHAT? The partners feel that it is important to use this hearing process to keep the City Council apprised of these discussions. The University is pursuing a plan to contribute one -third of the monies required ($4 million). The Foundation is prepared to make plans to raise a further one -third of the monies, on the basis that the City will continue to be a dollar -for- dollar matching partner of the Foundation. The exact funding requirements of the campaign and their timing will be the subject of careful examination in the coming weeks. WHY? Although the City and FPAC have been generally equal partners, FPAC has contributed considerably more than the City -- its equal partner. Yet the City is receiving income or revenue from the investment of all the partners. Contributions to assure the continued success of the Center really constitute an enterprise investment for the City. not just another cost, for it is probable that the community benefits from morn than $3.3 million in economic activity as a result of the Center's current operations. 1`1 - reover, as long ago as 1996, the Center was supporting 146 local jobs, bringing in large n-,mbers of overnight visitors and generating over $3 million in personal income. All of L;.••;e economic activities have increased -- and certainly will continue to increase if �%c complete the partnership investments. The continued and growing contribution that the Center makes to the community's quality of life is, of course, an equally important reason for this investment decision. HOW? The Center's design, its building and its funding were all done as a result of a unique public - private partnership agreement. This request continues the partnership concept with this additional highly desirable prospect: We are within four years of a steady -state operation. The $12 million endowment plan gives the partners a realistic expectation that the Center's success will become truly secure. In this way, with the three partners each contributing a one -third share, we will secure the future of the Center and will do it in the next few years. Only by doing so can we maintain the value of our original investment; only by doing so can we continue to realize and increase the important economic benefits that the Center provides to the community; and only by doing so can we assure the Center's continuing enrichment of our community's cultural life. Sincerely yours, Bert Forbes President city of san tins OBISPO 990 Palm Street ■ San Luis Obispo, CA 93401 ■ (805) 7a1 -7125 r: Fax: (805) 781 -7401 ■ Email: bctatlet ,!:slocity.org December 22, 2000 Council Goal- Setting for 2001 -03 REMINDER NOTICE Last Fall, we invited you to become involved in the City's goal- setting process for the 2001 -03 budget by providing us with written suggestions on the "most important things for the City to accomplish over the next two years," and by participating in the community forum and budget workshops that will follow. The purpose of this notice is to remind you that your written comments are due to the Department of Finance by Friday, January S, 2001. This will allow Council members adequate time to review them before the Community Forum on Wednesda); January 17, 2001. Recap of the Process —and Your Important Role in It. In setting goals for 2001 -03, the Council is genuinely interested in knowing what the community believes are the most important things for the City to achieve over the next two years. You are an essential part of this process. We need to hear from you if the City is to develop goals for the next two years that best reflect where we should be headed in our facilities, programs and operations. To help with this, we invite your participation as follows: • Written comments. It will be especially helpful if your comments could succinctly address what you are requesting for the community, why it is important to San Luis Obispo, and any creative ideas you have about how to achieve it such as alternative approaches, opportunities for partnering with others, or shared resources. • Community forum. This forum will be much like past ones, with a "twist." In addition to providing you with an opportunity to further share with the Council what you believe are the most important things for the City to do over the next two years, we also hope to have to time for discussion among participants. To accommodate this, the forum will start at 6:30 PM. • Council goal - setting workshop. After considering and Written Comments Due Friday, January 5, 2001 City of Sr:i Luis Obispo Attention: Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Community Forum Wednesday, January 17, 2001 6:30 to 9:30 PM The Forum 751 Marsh Street Council Goal - Setting Workshop Saturday, February 3, 2001 8:30 AM to 4:00 PM City/County Library Community Room 995 Palm Street digesting community Input, the Council will discuss, set and prioritize goals for 2001 -03. These will guide the preparation of the Preliminary Financial Plan, which the CAO will issue in May of 2001. This will be followed by extensive budget workshops and public hearings, leading to Council adoption of the budget by June 30, 2001. We are looking forward to receiving your written comments, and we welcome your attendance at both the community forum and the goal- setting workshop. If you have any questions about the City's budget process and your important role in it, please call me at 781 -7125. Sincerely, Bill Statler, Director of Finance ®The City of San Luis Obispo is committed to including disabled persons in all of our services. programs and activities. Telecommunications Device for the Deaf (805) 781 -7410. IMF 1^ 7/ Otto C= dr `" C P, U } O J co) ErOOUNCIL ❑ CDD DIR 0 FIN DIR 2 ❑ PC,O ❑ FIRE CFS F METING PKEI UORIG o n C'E C E AGENDA ❑ 'KMT TEAM ❑ REC DIR � ITEM # January 17, 2001 Er WA 1, 1r ev ❑ UTIL DIR � T21 A.) &1& ❑ PERS DIR Dear City Council Members: • We would like to voice our support of the Performing Arts Center and particularly the PAC's Outreach program (YOPAC -Youth Outreach for the Performing Arts Center).. r=the YOPAC program, rent for us (and other school performing groups) is e, and we are able to sell low cost tickets ($5 or less) for our performance. It is a 'que partnership and one that benefits everyone since not only do we get to perform for ur family and friends, but we are also able to perform in a world class venue. dII e hope you w continue to support the YOPAC program and the Performing Arts Choral Peter Saxby Instrumental ' ector �l�va e Choral and Band students of Laguna Middle School: C �Ael& A�714. p✓"X:(pel I Lejv.i M5 54Ccvjc a.Qeh k'iri'e 3, - Aq,-k G. Carly 'Schm►der RPt�es�n:Q cy�P�ppec• f0. M fit Morr-6 ►5. cam, ems, uo. >tihst;nan dl ao 2 +• as an 1;o aa, -3�. 30 \,kj aYX-QU 33- 00-*56, Lx V 35. U1 , S 1 rno N45 :3 c0- ` `� `Q-u 37.'kx\h Zan cs . 3�.C1- �rI�cLl�u►'� �CC�{'�. ` �f3o Ga`�fle�''dt�cx� o�� tip• � - Zak C )io T7. lVo4b 127 V o Z wl am z7: in5 o�• 0. ::oo-i- � "—lirrL2.A.A-�t Vk 7a.) q 5 - -7 G -77)L�o S>e1�n Nor a Jl yl� 5 i 67. A4 C), sa,A, X10 l. /` J �43uI,('nv�c�,��� 1 -I O lb 4C4 x� 4 �q (n, lul. 113. COW ion L o 7 I( $o (1A 664/t,� ' 1 1 r r�• r� r0, [It. �/�N 1 January 17, 2001 Dear City Council Members: We would like to voice our support of the Performing Arts Center and particularly the PAC's Outreach program (YOPAC -Youth Outreach for the Performing Arts Center).. Through the YOPAC program, rent for us (and other school performing groups) is affordable, and we are able to sell low cost tickets ($5 or less) for our performance. It is a unique partnership and one that benefits everyone since not only do we get to perform for our family and friends, but we are also able to perform in a world class venue. We hope you will continue to support the YOPAC program and the Performing Arts Center. ly, Yo Peter Saxby Choral D' r Instrumental Director The Ch oral p4 Band students of Laguna Mic ICAC 34. r'/ c C nn tlu� k36, PeC4 -\ � 3r7 75� 5 e 3�6 ivi - _pd -� 1,091. rxa -40� -- 1Lk2�,� 1 �tlo VJ ` -�(.o 'Dan 16 6 I`'._C� Idle School: Ij-\-I � S CvYV VAS IcJZ Ck.iQx1s ► <,,� �,mi J k -�ow•� 154- 156 (3�-pela� U.h Cc�rwc6�%kF ►tea. A��o�a� I Lehmkul�.1 j$o rB � r b, DO �� y Crl1 , 11 `s • NI�JIN AGENDA LAGaOA- wppLo 6ctraL, 6A-M,�- Dear City Council Members: We would like to voice our support of the Performing Arts Center and particularly the PAC's Outreach program (YOPAC -Youth Outreach for the Performing Arts Center).. Through the YOPAC program, rent for us (and other school performing groups) is affordable, and we are able to sell low cost tickets ($5 or less) for our performance. It is a unique partnership and one that benefits everyone since not only do we get to perform for our family and friends, but we are also able to perform in a world class venue. We hope you will continue to support the YOPAC program and the Performing Arts Center. S / ^ ,� I ' Jern n fS DATE SANLUIS OBISPO HIGH SCHOOL "Home of the Tigers" 0 AC N C t\ Q U O co January 16, 2001 Mayor Allen Settle Members of SLO City Council City Hall 990 Palm St. SLO, CA 93401 Dear Mayor Settle and Members of the Council, 1350 California Boulevard P UNCR an j�_ o, omia 93401 -2952 C°l^ 1 ❑ F11 D:� NN 544 -5770 phone =.'•o ro;,:•: ❑ FCi_ C: : - -. (805) 542 -9075 fax v BIER (lORlu ❑ FN D:R � 95) ❑ fOL!C 2 44 -5887 voice mail ❑rr43.iT TEAS! ❑ REC DIR 9 TR TIME- ❑ UTR DIR ❑ FERS DIR For years the San Luis Obispo High Choirs have performed concerts and festivals in our gymnasium at the. high school. Beginning in March of 1997 we moved our Central Coast Choral Festival to the Performing Arts Center on the Cal Poly Campus, and this annual event now draws 80 choirs from around the state over two days. Directors are willing to. come from as far north as the Napa Valley in order to share music and perform in a state of the art center. Two years ago we added a one day fall festival. These festivals include choirs from San Luis High, Laguna Middle School, Los Osos Middle School and Morro Bay High - all from our San Luis Coastal District. Last year for the first time we were able to present our spring concert under the sponsorship of YOPAC - Youth Outreach for the Performing Arts Center. We were only able to afford the performance because of their sponsorship which allowed us to charge a minimal amount for tickets and still cover technical expenses. Several schools from our district are now taking advantage of this welcome opportunity. Our students love to perform in this spectacular facility, and parents are delighted by the wonderful sounds they hear from the stage of the PAC. We appreciate the support the city gives to the Performing Arts Center and hope that you will continue to be supportive of their programs. It has made an enormous difference in our performance opportunities. We will be presenting our Winter Concert at the PAC on Thursday February 8 at 7:30pm. Please let us know if you would like to attend at our guests. Choirs X A� cet Handler, Assistant Haigh School Choirs a P.S. We wish we could attend the meeting personally, but as you kanow�'gre school district budget cut meetings are scheduled for Wednesday and Thursday evenings this week SAN LUIS COASTAL UNIFIED SCHOOL DISTRICT Community Forum Feedback Thank you for participating in the Community Forum for the City of San Luis Obispo goal- setting process. Please take a few minutes to answer the following questions. 1. How would you suggest prioritizing the City's activities? For each budget category, please indicate your current satisfaction level, what level of attention would be desirable for it in the budget and any suggestions for specific changes. Budget Category Level of Attention Suggested Changes Less same Increase Community Development Economic Development Public Comments Open Space/Natural Resoruces Planning/Development Review General Government Buddings Administrative Services Information Technology Leisure, Cultural & Social Services Parks Public AR, Performing Arts Recreation Programs Social Services Public Safety Fire & Environmental Safety Neighborhood Services Police Protection Public Utilities Sewer Trash 8 Recycling Water Transportation Bikeways Flood Protection Parking Streets Transit/Alfemative Transportation 2. If you'd like the City to be doing more than it is now, how do your recommend funding this? ❑ Increase fees ❑ ❑ Reduce expenditures for: _ Increase taxes ❑ Promote economic activities that generate taxes ❑ Other: 3. How useful were the following aspects of the Communitv Forum? 4 Nhat suggestions do you have about ways to improve public participation in the goal- setting process? 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