HomeMy WebLinkAbout01/18/2011, B4 - DISCUSSION OF COUNCIL GOAL SETTING BACKGROUND AND EXCHANGE OF ADDITIONAL INFORMATION IN PREPARATION council —
j acEnaa RepoRt
CITY OF SAN LUIS OBISPO
FROM: Katie Lichtig, City Manager 1
Prepared By: Elaina Cano, City Clerk
SUBJECT: DISCUSSION OF COUNCIL GOAL SETTING BACKGROUND AND
EXCHANGE OF ADDITIONAL INFORMATION IN PREPARATION
FOR JANUARY 29,2011, GOAL SETTING WORKSHOP.
RECOMMENDATION
Provide staff, Council and the public with any background or additional information that Council
Members would like included in connection with the final agenda regarding Council's upcoming
consideration of Major City Goals to occur during the January 29, 2011,Goal Setting Workshop.
DISCUSSION
Subsequent to the publication of the agenda, Mayor Marx indicated that she would like to
provide her Council colleagues and the public with some additional background information and
further explanation of one or more of the candidate Major City Goals that she will submit for
consideration at the Council's January 29, 2011, Goal Setting Workshop. In an effort to afford
all Council Members with an equal opportunity to provide additional detail that they feel may be
relevant to the consideration of a candidate goal, while respecting the limitations of the Brown
Act, staff recommended agendizing this item for discussion at a regular meeting in advance of
the Goal Setting Workshop.
The information exchange proposed here represents a change in the process traditionally
followed in preparation for the Goal Setting Workshop. The purpose of this item is to offer all
Council Members an opportunity publicly to provide written or verbal clarification, explanation,
or supplemental background information sufficiently in advance of the January 29, 2011,
workshop to better prepare for robust discussion of all proposals. The discussion will also
provide the public with a more detailed understanding of any candidate goals that may not be
entirely clear and an opportunity to review any written material in advance of the workshop.
It is staff's recommendation that Council Members bring any supplemental written material
relating to candidate goals to the January 18, 2011 Council meeting, with sufficient copies to be
distributed to each Council Member, the City Clerk, and interested members of the public at that
meeting. Staff is prepared to be of assistance in making those copies if desired by a Council
Member. Any material provided at the meeting will be immediately available to the public, and
will be included in the Goal Setting materials that will be published and distributed to Council on
January 27,2011. Because all Council Members will be providing candidate goals for
consideration and exchanges about those goals outside of a noticed public meeting present a risk
of an inadvertent violation of the Brown Act, any material not provided and made available to the
public at the January 18,2011, meeting should not be exchanged among Council Members and
will not be"red filed"for distribution by staff prior to the open meeting on January 29.
B4-1
Discussion of Council Goal Setting Background and Additional Information Page 2
FISCAL IMPACT
There will be additional staff time and copying costs associated with the copying and integration
of any materials produced by Council Members for inclusion in the goal setting materials. But
this extra effort is minimal and easily absorbed.
ALTERNATIVES
Council could decline to exchange additional information in advance as proposed and,instead,
opt to provide any desired background or additional information at the January 29,2011, Goal
Setting Workshop.
B4-2
city manageR Repos t
June IQ •arra 2010
TO: Katie Lichtig, City Manager XSS7-0i7y Ae-
Aff-7
FROM: Shelly Stanwyck, Assistant City Manager
Prepared By: April Richardson, Administration Executive Assistant p� //Jz
SUBJECT: AGREEMENT WITH COLLABORATION LLC TO FACILITATE
THE CITY MANAGER'S FISCAL SUSTAINABILITY TASK
FORCE
RECOMMENDATION
Accelerate Ventures and Contingencies Funding in the Amount of$10,000 and approve a
services Agreement with Collaboration LLC, to provide facilitation services for the City
Manager's Fiscal Sustainability Task Force.
DISCUSSION
Background
The City is facing continuing and unprecedented challenges merging the community's
desire for service and available budget resources. Based on the interim fiscal forecast,
presented in May 2010, it is anticipated that the City's long-term structural gap in 2011-
13 will be $3 million and grow to $5.5 million in the following two years.
The City Manager has decided to form a Task Force to formulate recommendations and
strategies to her with the goal of achieving financial sustainability as the City enters the
next two-year budge planning process. The Task Force will be comprised of community
members, City staff, and employee bargaining group representatives. This task force is
intended to be a forum for creating a common understanding about the City's finances
and services
The scope of the Task Force will include topics such as.revenues, expenditures on
services, employee pay and benefits, as well as uses and accomplishments from Measure
Y—the half-cent sales tax measure adopted by voters in 2006. In anticipation of this
work, the City has commissioned public opinion research to provide the Financial
Sustainability Task Force with data on community satisfaction for city services and uses
of Measure Y funds. This research also involves the collection of data on priority services
for the City and areas for consideration regarding cuts if deemed necessary. This data
collection is underway and the results will be available to the Fiscal Sustainability Task
Force when it begins its work in late June 2010.
Necessity of a Facilitator for the Task Force
The Project Strategy for the Task Force was formed under the assumption that a third
party, non-City employee, would serve as the meeting facilitator. This was deemed
necessary so that all participants feel parity in the opportunity to participate. This is also
intended to make the Task Force seem less "city-staff driven."
The Process and Selection of a Facilitator
Staff requested proposals from three potential facilitators. Collaboration LLC is
proposed to be the "facilitator" with Principal Michael Gunther performing a majority of
the services. Collaboration LLC has outlined its process in the attached proposal
(Attachment 1). Michael Gunther plans to facilitate an initial kick-off meeting with key
City staff to clarify specific outcomes and individual roles in the process. Collaboration
LLC also plans to discuss the possible use of its WorkTraits Communication Assessment
Tool in this process. Facilitation of discussions at the bimonthly Task Force meetings is
the primary task planned. The third component is monthly 30 minute meetings to discuss
the state of the project and identification of any adjustments that need to be made to keep
the project on track.
Schedule
The Task Force meeting schedule is as follows:
IN'lecting Date Proposed Topic
June 24 Project Overview& Introductions
July 15 Task Force Ground Rules and Background Information
July 29 Revenues
August 12 Discussion
August 26 Expenditures
September 9 Discussion
September 23 Pay and Benefits
October 14 Discussion
October 28 '/z cent sales tax measure
November 4 Formulate Recommendations
November 18 Formulate Recommendations/Draft of Report to Group
December 9 Final Comments due on Draft Report
December 16 Final Report Due to City Manager
FISCAL IMPACT
The total cost for this project is $10,000. This figure is based on 45 hours of work at an
hourly rate of$225 per hour. This is a $50 per hour discount from the regular hourly cost
for this project. There is no funding in Ventures and Contingencies for the 2009-10 fiscal
I
year so, funding for 2010-11 will need to be "accelerated" to fund this project. After this
expenditure, there will be $51,830 remaining in Ventures and Contingencies.
ATTACHMENTS
1. Collaborations Proposal
2. Agreement with Collaborations
3. BAR
4. Purchase Order
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June 21,2010
Collaboration LLC
Attn:Michael Gunther
3196 S.Higuera Ste.D
San Luis Obispo, CA 93401
Subject: Contract for City Manager's Fiscal Sustainability Task Force
Dear Michael Gunther:
The City of San Luis Obispo is pleased to award you the contract for the City Manager's Fiscal
Sustainability Task Force.
City insurance requirements are explained in the enclosed Section E. Please return the Certificate
of Insurance as soon as possible. Note: The City of San Luis Obispo requires insurance policies
to be endorsed to name as "Additional Insured Parties: The City of San Luis Obispo, its
elective boards, officers, agents and any subcontractors in the performance of work for the
City of San Luis Obispo". Copies of the endorsement must accompany the insurance
certificate. You are required to provide the City at least 30 days prior notice of any reduction or
cancellation of insurance coverage for the duration of the contract.
The Finance Department will also need your Federal tax identification number before payments can
be processed to your company. This is standard City practice to allow compliance with Federal
I.R.S. regulations. You can contact the Finance Department at (805) 781-7135 to provide your tax
information.
Please return the required insurance endorsements and certificates. This must be received before we
will execute the agreement. An executed copy of the agreement.will be returned to you. The City
looks forward to working with you. If you have any questions,please call me at(805)781-7144.
S'icerely,
him Youngblood
Accounting Assistant
Enclosures
�pt The City of San Luis Obispo is committed to include the disabled in all of its services,programs and activitios.
` Telecommunications Device for the Deaf(805)781-7410.
Section E
Consultant Services 4 °
The Contractor shall procure and maintain for the duration of the contract insurance against claims for
injuries to persons or damages to property which may arise frorn or in connection with the performance
of the work hereunder by the Contractor, its agents, representatives, employees or subconuactors.
Minimum Scope of Insurance. Coverage shall be at least as broad as:
1. Insurance Services Office Comtnercial General Liability coverage (occurrence form CG 0001).
2. Insurance Services Office form number CA 0001 (L"d. 1/$7) covering Automobile Liability, code
1 (any auto).
�• Workers'Compensation insurance as required by the State of California and Employer's Liability
Insurance.
4. Errors and Omissions Liability insurance as appropriate to the consultant's profession.
Alinimum I units of Insurance. Contractor shall maintain limits no less than:
1. General Liability: SI,00(),000 per occurrence for bodily injury, personal injury and property
damage. If Cununercial General Liability or othrr fbrm with a general aggregate limit is used,
either the general aggregate limit shall apply separately to !his project/location or the general
agg7cgate.limitshall be twice the required occuircnce limit.
2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.
3. 1-mployer's I...iBbility: $1,000,000 per accident for bodily injury or disease.
4. Errors and Omissions Liability: $1,000,000 per occurrence.
Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared
to and approved by file City. At the optinri of the City, either: the insurer shall reduce or eliminate such
deductibles or self-insured retenlions as respects the City, its officers, officials, employees and
Volunteers; or the Contractor shall iirocure ;r bond guaranteeing payment of losses and related
investigations, claire administration.and.
defensc expenses.
Other Insurance.Provisions. The general liability and automobile liability policies are to contain, or be
endorsed to contain, the following provisions:
1. The City, its officers, officials, employecs, agents and volunteers are to be covered as insureds as
respects: liabilityarising out of activities performed by or on behalf of the Contractor; products
and completed operations of the Cdntractor; premises owned, occupied or used by the
Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage
shaIi contain no special limitations on the scope of protection afforded to the City, its officers,
official, employees, agents or volunteers.
2. For any claims related to this project, the Contractor's insurance coverage shall be primary
insurance as respects the City, its officers, officials, employees, agents and volunteers. Any
insurance or self-insurance maintained by the City, its officers, officials, employees, agents or
volunteers shall be excess of the Contractor's insurance and shall not contribute with it.
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AGREEMENT _
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THIS AGREEMENT is made and entered into in the City of San Luis Obispo on lune 10, 2010, by and
between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and
COLLABORATION LLC hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, the City wants to obtain facilitation services for the City Manager's Fiscal Sustainability Task
Force.
WHEREAS, Contractor is qualified to perform this type of service and has submitted a proposal to do so
which has been accepted by City.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenarus hereinafter
contained, the parties hereto agree as follows:
1. TERM. The term of this Agreement shall he from the date this Agreement is made and entered,as
first ATitten above,until acceptance or completion of said services.
2. CITY'S OBLIGATIONS. For providing services as specified in this Agreement, City will pay
and Contractor shall receive Iberefor compensation in a total sum not to exceed$10,000.
4. CONTRACTOR'S OBLIGATIONS. For and in consideration of the payments and agreements
hereinbefore mentioned to be made and performed by City, Contractor agrees with City to provide services as set
forth in Exhibit A attached hereto and incorporated into this Agreement. Contractor further agrees to the contract
performance terms as set forth in Exhibit B attached hereto and incorporated into this Agreement.
5. AMENDIVIENCS. Any amendment, modification or variation from the terms of this Agreement
shall be in writing and shall be effective only upon approval by the City Administrative Officer of the City.
G. COMPLETE AGREEMENT. This written AgrccmenL, including all writings specifically
incorporated herein by reference, shall constitute the complete agreelnent between the parties hereto. No oral
agreement. understanding, or representation riot reduced to writing and specifically incorporated herein shall be of
any force or effect, nor shall any such oral agreement, understanding, or representation be binding upon the parties
hereto.
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Agreement Page 2
7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage
prepaid by registered or certified mail addressed as follows:
City City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo,CA 93401
Contractor Collaboration LLC
Attn:Michael Gunther
3196 S.Higuera Ste.D
San Luis Obispo,CA 93401
8. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that each
individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute
Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year
first above written.
ATTEST: CITY OF SAN LUIS OBISTQ.A Municipal Corporation
By: lidt--i
City Clerk City Mjnager
APPROVED AS TO F 1: CONTRACTOR
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By: yy
ttorney
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Collaboration
business grw:ns specdaiisrs
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Since 1995, Collaboration has enabled hundreds of organizations to articulate their
organization goals and achieve a new level of success through results oriented programs.
Our Vision
To be a leader in educating, inspiring and empowering individuals,
organizations and communities to reach their full potential.
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Our Mission
We empower proactive individuals to build profitable, sustainable businesses
through results oriented education, coaching and consulting.
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Our Core Values p
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Collaboration
To actively leverage our resources and relationships for the benefit of our clients
Ownership
To commit to the highest level of personal accountability in everything we do
Leadership
To lead the way in bringing new ideas, concepts and solutions to those with whom we work
Community
To be of service to our team, our clients, and our communities
Ethics
To hold ourselves to the highest standards of professionalism
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Collaboration i (805)541-9040 i www.collaboration-Ilc.corn
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Collaboration
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To effectively facilitate the meetings for the Financial Sustainability Task Force for the City of San
Luis Obispo.
Initial kick off meeting
a Meet with key city staff to clarify meeting structures and agendas, specific
outcomes desired and individual roles throughout the process.
0 Discuss the possible use of WorkTraitS TMCommunication Assessment Tool.
.3 Facilitated Discussions and Meeting Lead
N Manage the Task Force meetings and discussion to obtain the desired
outcomes.
a Keep meetings focused on current topics.
a Gain participation from all members of the task force.
0 Monthly Project Check In
Meet monthly for 30 minutes either face-to-face or via teleconference to
discuss current state of project and any adjustments that may need to be made
to achieve desired outcomes.
9 The investment for the project is determined by the scope of the project, the time requirements,
potential outcomes, etc.
Initial engagement will be for a period of six months based on the dates provided by the City of
San Luis Obispo.
Fee
• $10,000.00
• Payment schedule as follows:
a $3,500.00 due at contract signing
0 $1,300 due the 11"of each month beginning August 1, 2010 and ending
December 1, 2010.
Collaboration 1 (805) 541-9040 1 www.collaboration-lic.com N,
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Exhibit B
CONTRACT PERFORMANCE TERMS
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1. Business Tax. Contractor must have a valid City of San Luis Obispo business tax certificate
prior to execution of the contract. Additional information regarding the City's business tax
program may be obtained by calling(805) 781-7134.
2. Ability to Perform. Contractor warrants that it possesses, or has arranged through subcontracts,
all capital and other equipment, labor, materials, and licenses necessary to carry out and
complete the work hereunder in compliance with any and all federal, state, county, city, and
special district laws, ordinances, and regulations.
3. Laws to be Observed. Contractor shall keep itself fully informed of and shall observe and
comply with all applicable state and federal laws and county and City of San Luis Obispo
ordinances, regulations and adopted codes during its performance of the work.
4. Payment of Taxes. The contract prices shall include full compensation for all taxes that
Contractor is required to pay.
5. Permits and Licenses. Contractor shall procure all permits and licenses, pay all charges and
fees, and give all notices necessary.
6. Safety Provisions. Contractor shall conform to the rules and regulations pertaining to safety
established by OSHA and the California Division of Industrial Safety.
7. Public and Employee Safety. Whenever Contractor's operations create a condition hazardous to
the public or City employees, it shall, at its expense and without cost to the City, furnish, erect
and maintain such fences, temporary railings, barricades, lights, signs and other devices and take
such other protective measures as are necessary to prevent accidents or damage or injury to the
public and employees.
8. Preservation of City Property. Contractor shall provide and install suitable safeguards,
approved by the City, to protect City property from injury or damage. If City property is injured
or damaged as a result of Contractor's operations, it shall be replaced or restored at Contractor's
expense. The facilities shall be replaced or restored to a condition as good as when the
Contractor began work.
9. Immigration Act of 1986. Contractor warrants on behalf of itself and all sub-contractors
engaged for the performance of this work that only persons authorized to work in the United
States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws
shall be employed in the performance of the work hereunder.
10. Contractor Non-Discrimination. In the performance of this work, Contractor agrees that it will
not engage in, nor permit such sub-contractors as it may employ, to engage in discrimination in
employment of persons because of age, race, color, sex, national origin or ancestry, sexual
orientation, or religion of such persons.
11. Work Delays. Should Contractor be obstructed or delayed in the work required to be done
hereunder by changes in the work or by any default, act, or omission of the City, or by strikes,
fire, earthquake, or any other Act of God, or by the inability to obtain materials, equipment, or
labor due to federal government restrictions arising out of defense or war programs, then the time
Exhibit 8:Contract Performance Terms Page B-2
of completion may, at the City's sole option, be extended for such periods as may be agreed upon
by the City and the Contractor.
12. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice
and acceptance by the City of the services provided by Contractor(Net 30).
13. Inspection. Contractor shall furnish City with every reasonable opportunity for City to ascertain
that the services of Contractor are being performed in accordance with the requirements and
intentions of this contract. All work done and all materials furnished, if any, shall be subject to
the City's inspection and approval. The inspection of such work shall not relieve Contractor of
any of its obligations to fulfill its contract requirements.
14. Audit. The City shall have the option of inspecting and/or auditing all records and other written
materials used by Contractor in preparing its invoices to City as a condition precedent to any
payment to Contractor.
15. Interests of Contractor. Contractor covenants that it presently has no interest, and shall not
acquire any interest direct or indirect or otherwise, which would conflict in any manner or degree
with the performance of the work hereunder. Contractor further covenants that, in the
performance of this work, no sub-contractor or person having such an interest shall be employed.
Contractor certifies that no one who has or will have any financial interest in performing this
work is an officer or employee of the City. It is hereby expressly agreed that, in the performance
of the work hereunder, Contractor shall at all times be deemed an independent contractor and not
an agent or employee of the City.
16. Hold Harmless and Indemnification. Contractor agrees to defend, indemnify, protect and
hold the City and its agents, officers and employees harmless from and against any and all
claims asserted or liability established for damages or injuries to any person or property,
including injury to Contractor's employees, agents or officers which arise from or are
connected with or are caused or claimed to be caused by the acts or omissions of Contractor,
and its agents, officers or employees, in performing the work or services herein, and all
expenses of investigating and defending against same;provided, however, that Contractor's
duty to indemnify and hold harmless shall not include any claims or liability arising from the
established sole negligence or willful misconduct of the Cit},, its agents, officers or employees.
17. Contract Assignment. Contractor shall not assign, transfer, convey or otherwise dispose of the
contract, or its right, title or interest, or its power to execute such a contract to any individual or
business entity of any kind without the previous written consent of the City.
18. Termination. If, during the term of the contract, the City determines that Contractor is not
faithfully abiding by any term or condition contained herein, the City may notify Contractor in
writing of such defect or failure to perform; which notice must give Contractor a 10 (ten)
calendar day notice of time thereafter in which to perform said work or cure the deficiency.
If Contractor has not performed.the work or cured the deficiency within the ten days specified in
the notice, such shall constitute a breach of the contract and the City may terminate the contract
immediately by written notice to Contractor to said effect. Thereafter, neither party shall have
any further duties, obligations, responsibilities or rights under the contract.
In said event, Contractor shall be entitled to the reasonable value of its services performed from
the beginning date in which the breach occurs up to the day it received the City's Notice of
Exhibit B:Contract Performance Terms Page B-3
Termination, minus any offset from such payment representing the City's damages from such
breach. "Reasonable value" includes fees or charges for goods or services as of the last
milestone or task satisfactorily delivered or completed by Contractor as may be set forth in the
Agreement payment schedule; compensation for any other work, services or goods performed or
provided by Contractor shall be based solely on the City's assessment of the value of the work-in-
progress in completing the overall workscope.
The City reserves the right to delay any such payment until completion or confirmed
abandonment of the project, as may be determined in the City's sole discretion, so as to permit a
full and complete accounting of costs. In no event, however, shall Contractor be entitled to
receive in excess of the compensation quoted in its proposal.
19. Ownership of Materials. All original drawings, plan documents and other materials prepared
by or in possession of Contractor as part of the work or services under these specifications shall
become the permanent property of the City, and shall be delivered to the City upon demand.
20. Release of Reports and Information. Any reports, information, data, or other material given
to, prepared by or assembled by Contractor as part of the work or services under these
specifications shall be the property of City, and shall not be made available to any individual or
organization by Contractor without the prior written approval of the City.
21. Copies of Reports and Information. If the City requests additional copies of reports, drawings,
specifications, or any other material in addition to what Contractor is required to furnish in
limited quantities as part of the work or services under these specifications, Contractor shall
provide such additional copies as are requested, and City shall compensate Contractor for the
costs of duplicating of such copies at the Contractor's direct expense.
22. Required Deliverable Products. Contractor will provide:
a. At least 25 copies of the final report that addresses all elements of the workscope. Any
documents or materials provided by Contractor will be reviewed by City staff and,where
necessary, Contractor will respond to staff comments and make such changes as deemed
appropriate.
b. One camera-ready original, unbound, each page printed on only one side, including any
original graphics in place and scaled to size,ready for reproduction.
C. When computers have been used to produce materials submitted to the City as a part of
the workscope, Contractor must provide the corresponding computer files to the City,
compatible with the following programs whenever possible:
• Word Processing Word
• Spreadsheets Excel
• Desktop Publishing Coreldraw, Pagemaker
• Computer Aided Drafting(CAD) AutoCad
Computer files must be on 31/2", high-density, write-protected diskettes, formatted for
use on IBM-compatible systems. Each diskette must be clearly labeled and have a
printed copy of the directory.
Exhibit B:Contract Performance Terms Page B-4
23. Attendance at Meetings and Hearings. As part of the workscope and included in the contract
price is attendance by the Contractor at up to 14 public meetings to present and discuss its
findings and recommendations. Contractor shall attend as many "working" meetings with staff
as necessary in performing workscope tasks.
24. Insurance. Contractor shall procure and maintain for the duration of the contract insurance
against claims for injuries to persons or damages to property that may arise from or in connection
with the performance of the work hereunder by Contractor, its agents, representatives, employees
or sub-contractors.
a. Minimum scope of insurance. Coverage shall be at least as broad as:
• Insurance Services Office Commercial General Liability coverage (occurrence
form CG 0001).
• Insurance Services Office form number CA 0001 (Ed. 1/87) covering
Automobile Liability, code 1 (any auto).
• Workers' Compensation insurance as required by the State of California and
Employer's Liability Insurance.
• Errors and Omissions Liability insurance as appropriate to Contractor's
profession.
b. Minimum limits of insurance. Contractor shall maintain limits no less than:
• General Liability: $1,000,000 per occurrence for bodily injury, personal injury
and property damage. If Commercial General Liability or other form with a
general aggregate limit is used, either the general aggregate limit shall apply
separately to this project/location or the general aggregate limit shall be twice
the required occurrence limit.
• Automobile Liability: $1,000,000 per accident for bodily injury and property
damage.
• Employer's Liability: $1,000,000 per accident for bodily injury or disease.
• Errors and Omissions Liability: $1,000,000 per occurrence.
C. Deductibles and self-insured retentions. Any deductibles or self-insured retentions
must be declared to and approved by the City. At the option of the City, either: the
insurer shall reduce or eliminate such deductibles or self-insured retentions as respects
the City, its officers, officials, employees and volunteers; or Contractor shall procure a
bond guaranteeing payment of losses and related investigations, claim administration and
defense expenses.
d. Other insurance provisions. The general liability and automobile liability policies are to
contain, or be endorsed to contain, the following provisions:
• The City, its officers, officials, employees, agents and volunteers are to be
covered as insureds as respects: liability arising out of activities performed by or
on behalf of Contractor; products and completed operations of Contractor;
premises owned, occupied or used by Contractor; or automobiles owned, leased,
hired or borrowed by Contractor. The coverage shall contain no special
limitations on the scope of protection afforded to the City, its officers, official,
employees,agents or volunteers.
Exhibit B:Contract Performance Terms Page B-5
• For any claims related to this project, Contractor's insurance coverage shall be
primary insurance as respects the City, its officers, officials, employees, agents
and volunteers. Any insurance or self-insurance maintained by the City, its
officers, officials, employees, agents or volunteers shall be excess of Contractor's
insurance and shall not contribute with it.
• Any failure to comply with reporting or other provisions of the policies including
breaches of warranties shall not affect coverage provided to the City, its officers,
officials, employees, agents or volunteers.
• Contractor's insurance shall apply separately to each insured against whom claim
is made or suit is brought, except with respect to the limits of the insurer's
liability.
• Each insurance policy required by this clause shall be endorsed to state that
coverage shall not be suspended, voided, canceled by either party, reduced in
coverage or in limits except after thirty (30) days' prior written notice by
certified mail,return receipt requested, has been given to the City.
e. Acceptability of insurers. Insurance is to be placed with insurers with a current A.M.
Best's rating of no less than ANN.
f. verification of coverage. Contractor shall furnish the City with a certificate of
insurance showing maintenance of the requited insurance coverage. Original
endorsements effecting general liability and automobile liability coverage required by
this clause must also be provided. The endorsements are to be signed by a person
authorized by that insurer to bind coverage on its behalf. All endorsements are to be
received and approved by the City before work commences.
I I
Pty-of San-Luis--ombpO
...............................
PURCHASE ORDER
PURCHASE ORDER NO. F771
0Send copy to vendor with any attachments 12/30/2010
[3Do not send to vendor
VENDOR Collaboration LLC SHIP TO
ADDRESS Attn: Michael Gunther ADDRESS
3196 S. Higuera St., Ste. D
San Luis Obispo, CA 93401
Quote General Ledger Account Capital Project
Number Date Fund Program Acct Project Phase Description Amount
proposal 06/08/10 100 10100 7227 Fiscal Sustainability Task Force 10,000.00
TOTAL 1o,00o.00
Requesting Department Prepared By Dept Approval Finance/Administration Approval
Administration JApril Richardson
Instructions: ACCOUNTING USE ONLY
Department:Complete form and obtain departmental approval.Attach quotes,bid summaries,or CAO report
(as required by purchasing guidelines). Route to Finance cr Admin for approval. Verified By
Finance:After final approval,assign PO number and return copy to department. Process encumbrance.
-anter speaks candidly with Chamber members-Slo-Business.com http://www.slo-business.com/gDvemment-affairs/carter-speaks-candid
Carter speaks candidly with Chamber members
Wednesday, 24 March 2010 10:04
San Luis Obispo City Council member Andrew Carter
told a select group of Chamber members on Friday that
the top issues facing the City of San Luis Obispo right :...4L ed ,.
now are salaries and benefits.
In it's first ever session,the Legislative Council's
"Lunch with an Elected" program featured Carter and
about a dozen Chamber members in a forthright and IrY
frank discussion addressing the city's key issues. -
"This fust lunch with Carter went very well," said
Michael Gunther,CEO of Collaboration LLC. "We got
a chance to learn about his background in very casual
setting,and we had active participation from everyone City Council member Andrew Carter,second from left,
in the group." spoke to a select group of Chamber members about the
city's growing pension problem From left to right: Michael
The Lunch with an Elected program is a unique Gunther of Collaboration LLC,Carter,Roger Forest of
opportunity for members of the Chamber's Legislative HRAssist.com,and Bruce Ray of The Tribune.
Council to talk candidly and openly with their elected
officials. The program offers anywhere from eight to 15 seats in the Chamber's board room,and those in attendance
get a chance to ask tough,direct questions that they may not otherwise have the opportunity to ask.
"The goal is to allow more Chamber members to get a better understanding of their elected officials on a more
personal level,to learn what drives them and what they are passionate about improving within their elected terms,"
Gunther said after the lunch.
This first Lunch with an Elected sparked an
in-depth discussion on the growing local pension _
problems.The Tribune Publisher Bruce Ray said,
"Bankruptcy is not an option, but sooner or later,
the model is going to break."
"The model is breaking," Carter replied. "But { ,
unions don't even have rights to change the t `�
formula. We're paying two-thirds,they're paying _'—
one-third.Once you've agreed to this,you've
fallen off the cliff,and what do you do when that
happens?We're about to go smack."
Legislative Council member Thomas Paine of
Paine Financial Services said one solution is that
the city could appoint a board of unelected City Council member Andrew Carter frankly discussed the city's
citizens,who don't depend on endorsements for top problems with members of the Chamber's Legislative
re-election,to negotiate the pension and salary Council. Pictured from left to right: Roger Forest of
terms. But a real solution seems to be out of HRassist.com. Bruce Ray of The Tribune, Carter, and Jim Duffy
reach for now,especially with the City Council of Jim Duffv Architecture.
divided on the issue.
"I'm not sure what the answer is—it's an internal policy thing at the City Council," Carter replied. "The issue is a
divided council,and I don't see how divided generals can succeed going against a united force."
For more information about the San Luis Obispo Chamber of Commerce and its member-driven programs,visit
of 2 3/25/2010 5:08 Pb
New chair brings small-business perspective to Charrher board-Slo-Business.com 1/141118:57 AM
New chair brings small-business perspective to Chamber board
Written by Whitney Diaz, Director of Internet Services and Publications
Tuesday, 04 January 2011 13:16
U, SHARE r-2&`_ The San Luis Obispo Chamber of Commerce has elected well-known small-business
expert Michael Gunther,founder and partner of Collaboration Business Consulting, as the new chair of the
Board of Directors.
Gunther brings an important small-business
perspective to the Chamber in a time when
small businesses are facing new challenges.
About 90 percent of the Chamber's
membership base is made up of these smaller
businesses (with 20 employees or less),so
there's no doubt his leadership will be
invaluable in the coming year.
As the oldest voluntary organization on the
Central Coast, the San Luis Obispo Chamber '
of Commerce boasts a membership of about
1,500 area businesses and organizations and a .`
staff of 15.The San Luis Obispo Chamber of Michael Gunther, right, works on a project with Eric
Commerce is a nonprofit organization that is Hubbs,a member of the Collaboration team. Gunther is
an independent business advocacy now the new chair of the Board of Directors for the San
organization that is not affiliated with the U.S. Luis Obispo Chamber of Commerce.
Chamber of Commerce or any other Chamber
of Commerce.
"I really see an opportunity for the Chamber to reinvent itself," Gunther said. "This more competitive
economy is the new norm, so how do we as a Chamber want to operate within this new norm? There is a
real opportunity for the Chamber to build upon its strengths and stay on the cutting edge of technology and
services to its members."
Gunther leads the Collaboration team, a team whose vision is to inspire,educate and empower individuals
and organizations to achieve their full potential. And, he suggested, the Chamber needs to look toward the
future with eyes wide open, especially with so many changes ahead —including new leadership at the local
government levels and within Cal Poly and Cuesta College.
"We have an opportunity to achieve the next level of potential as an organization. By cultivating new
relationships and using the Economic Vision document as our guide, we plan on developing a strong
strategic plan to continue implementing our vision," Gunther said.
He first got involved in the Chamber in 2003 after meeting several past board members in an executive
networking group in San Luis Obispo. His initial association with the Chamber was as a facilitator for the
annual Board of Directors retreat that year. He then jumped right in to serving on a Chamber committee.
Later, he was elected to the board and subsequently served as vice chair, legislative affairs.
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New chair brings small-business perspective to Char- -!r board-Slo-Business.com - 1/14/118:57 AM
j
i
"I-felt thaf I had gained so much knowledge about the community through the committee," Gunther said.
"It just got me vested in the community by showing me what the Chamber's role is and how involved it is
in the community. The Chamber has benefitted me personally as well as professionally by helping develop
my professional skills and knowledge,and connecting me with countless business and community leaders"
Gunther founded Collaboration in Atlanta, Georgia in 1995,and moved back to California (he was born in
Southern California) in 2003.
"We spent two years researching between San Diego and Seattle, looking for where we wanted to live,"
Gunther explained. "We came back to San Luis Obispo, and as we walked around we realized that this is
what we were looking for. There's something intangible about this place that was just lacking everywhere
else."
As the fourteenth born in a family of 17 children, Gunther learned at an early age that he had to work hard
for what he wanted.
"I grew up with a really strong work ethic, but I was also an avid learner," Gunther said."That's what
makes our team at Collaboration work so well together—we're always learning. When we think about the
work we do,we just love having an impact both on our clients and our community."
After earning his bachelor's degree in business at Loyola Marymount University, he became the youngest
vice president of Shurgard,Inc. running a $40 million division in the southeast. From there,Gunther
pursued his interest in strategic thinking and management and received his master's degree in psychology
from the Georgia School of Professional Psychology,became Myers-Briggs Type Indicator Certified,and
earned his FastTrac Facilitator& Administrator Certification from the Kauffman Foundation.
"I decided to get my master's degree in psychology instead of business because I discovered that business
success is tied directly with the people and their behaviors. It's our behaviors that often hold individuals
back in achieving success in business," Gunther explained. "So if you can understand what you need to
shift in your own behaviors and how to make that change, you can get the outcome you want."
Gunther is devoted to strengthening the community and businesses within it. He is on the External Advisor
Board for Cal Poly NSF Partnership for Innovation Program; he has participated on the Board of both the
Friends of Prado Day Center and the Community Foundation's Growing Together Initiative; he is an
alumni of the Leadership San Luis Obispo Class XIV; and he has performed pro bono work for Economic
Vitality Corporation, YMCA, United Way, Rotary Daybreak Club, and San Luis Obispo Art Center. Now,
he takes on the role of chair of the board for the San Luis Obispo Chamber of Commerce.
"The Chamber really focuses on doing the right things to strengthen our community —through its board,
volunteers and staff," Gunther said. "It's a well-run machine, which really allows us to attract the people
want to participate in implementing the Chamber's goals"
Seven board members will join Gunther as officers of the Chamber's Executive Committee, which
exercises the powers of the board between those times when board meetings are held.
The 2011 Executive Committee includes:
• Vice Chair,Community Affairs - TekTegrity CEO Russ Levanway
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New chair brings small-business perspective to Chamher board-Slo-Business.com - 1/14/118:57 AM
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• e Chair, Membership/OKrations=United-Way of SLO'County'§ COO Ch&1ene Rosales
• Vice Chair, Economic Development - The Tribune President and Publisher Bruce Ray
• Vice Chair, Legislative Affairs - Digital West Networks Inc. President Tim Williams
• Treasurer—Promega Biosciences President Kristen Yetter
• Board Counsel liaison - Madonna Enterprises Real Estate Manager Clint Pearce
• Past Chair - Pacific Energy Company President and owner John Ewan
The installation of officers will take place at the Chamber's 106th Annual Dinner, set for January 22,2011
at Embassy Suites Hotel in San Luis Obispo. For more information, visit www.slochamber.org..
< Prev Next>
Last Updated on Wednesday, 05 January 2011 10:10
l,�,min SEF URL.MAelu
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San Luis Obispo Chamber of Commerce
1039 Chorro Street • San Luis Obispo, California 93401-3278
(805) 781-2777 • FAX (805) 543-1255
David E. Garth, President/CEO
January 6, 2011
Mayor Jan Marx and Members of the City Council
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Re: Goal-setting and the budget process for 2011-13
Dear Mayor Marx and Council Members:
The San Luis Obispo Chamber of Commerce Board of Directors respectfully
submits our top priorities listed below as the most important goals for the City to
accomplish in the next two years. These recommendations were reached after
extensive discussion and evaluation that directly engaged over 80 business and
community leaders. They represent long-term investments in our quality of life,
which the Chamber believes is critical at a time when the City continues to face
the challenges of declining revenues and increasing expenses.
No longer can our city function in a "business as usual" manner. Regardless of
the economic climate, it is clear that fundamental structural transformation is
required for our City to preserve the standard of service that is the hallmark of
our community. The Chamber believes that the City needs to respond forcefully
to the new realities. Our recommendations reflect this need for change.
1. Invest more resources in Economic Development
Why:
• Improve the lives of our citizens by providing greater opportunities to live
and work here
• Increase our City's base of revenues so City services can be preserved
• Retain and grow head of household jobs
• Send a message that we are "open for business"
• Assist the local community to navigate the current economic challenges
How:
a. Enhanced data collection to better understand the business
community and its needs, strengths and opportunities
b. Active communication and intimate working knowledge of the needs
and opportunities of head-of-household jobs producers
c. Continue to develop a stronger City economic development brand in
cooperation with the Chamber
d. Continue to improve online presence
e. Establish greater certainty in the development review process and
nurture a culture of facilitation
f. Educate and work with property owners to secure pre-annexation
agreements in the Airport area and Chevron Tank Farm annexation
areas
g. Review development impact fees and explore new financing
strategies to meet existing community needs
2. Reduce spending to achieve long-term fiscal sustainability
Why:
• A policy tool is needed to guide the City in achieving significant
reductions so that we are not continuously managing a structural gap
• Change course from the path of upward spiraling operating costs,
particularly in the area of staffing
• Restore public trust in government by controlling costs while addressing
the public's priorities
How:
a. Employ a bottoms-up spending approach that critically evaluates the
entire ecosystem of City operations
b. Reduce General Fund staffing costs as a percentage of revenue, with
goal of reaching 2002 level of 68% from 80% today
c. Expand current compensation benchmarking practices to include
private sector comparables and pursue creative,forward-thinking
methodology in public sector compensation
d. Pursue environmental efficiencies in City operations and facilities
consistent with the City's climate action planning efforts
1
The Chamber believes that our top two priorities address the City's desire to
both increase revenues and cut costs. In addition, the following
recommendations will further these goals:
1) Implement pension reform
a. Establish a two-tier pension plan as a first step toward more
extensive pension reform
b. Implement the Financial Accounting Standards Board's reporting
standards—the generally accepted accounting principles for private
sector businesses and non-profits—in order to understand the
City's true pension obligations
c. Move from defined benefits to defined contribution plan
2) Eliminate binding arbitration—City Council takes the lead in placing a
ballot measure before the voters to remove binding arbitration from the
city charter
3) Reduce duplication and redundancy in department functions
Thank you for your consideration of these suggested goals and for inviting input
from the community. We look forward to participating in the Community Forum
on January 11 and in the other remaining steps in the budget and goal-setting
process for 2011-2013. We believe your leadership on these priorities will ensure
a sustainable and prosperous economic future for those who live and work here.
Sincerely,
Michael Gunther
Chair of the Board
cc: Katie Lichtig, City Manager
Michael Codron, Assistant City Manager
Mary Bradley, Interim Director of Finance and Information Technologies
To: San Luis Obispo City Council Members L [�-
From: Mayor Jan Mara C
Re: Background Material for Possi le Budget Goal B
Date: January 18,2011
I would like to propose we consider 4cling one of the goals set during the last budget session,
namely"Initiate a focused revision of the Land Use and Circulation Elements."
I would also like to suggest that this time around we consider including three additional areas of
focus.They are 1)"Updating the Downtown Conceptual Plan,"2)`•`Implementing the
Neighborhood Protection and Enhancement"policies in Land Use Element Section 2.1-2.15"and
3)Heal Cities Campaign and Pedestrian Circulation Plan.
The fact that we have received a.sizeable Proposition 84 Grant makes it feasible to implement this
goal in the upcoming budget cycle,and perhaps even make progress on two additional fronts.
1). Updating the Downtown Conceptual Plan was suggested by a member of Save
Our Downtown during the Community Forum:I have mentioned the idea to
former Mayor Ken Schwartz as well as a few of the other talented residents who
created the original Downtown Conceptual Plan in(as I recall) 1996 and the idea
was well received.I would imagine that the fust stage would be to redraft the
Plan to reflect development which has actually taken place or been permitted
during the intervening years. The second stage would be to hold a series of
public workshops to envision future development. However,the details would
need to be fleshed out,once the goal were established.
2) Implementing Neighborhood Protection and Enhancement LUE policies(see
2.15 below and Appendix#1)would mean working with residents to map our .
neighborhoods throughout the city. We have parking districts, historical districts,
two different police and fire safety zones, and neighborhoods we call by name,or
several names. But,we do not have officially designated,mapped
neighborhoods. Having mapped neighborhoods could empower them and
enhance communication, both within the neighborhood and between them and
the city,as well as promote public safety,code enforcement,and formation of
voluntary neighborhood groups.This could lead to a network of volunteer co-
-nordinators. Some cities such as Ventura and Pismo assign neighborhoods to
�-.officers in so called"My Cop"programs.
'be starting from scratch,since staff has done quite a bit of
-n this concept over the years,see the attached Neighborhood
`.s
in on the"Heal Cities Campaign"
.es that enhance"walkability"and resident health. I
.uch policies and a Pedestrian Circulation Plan in this
z .
THE GENERAL PLAN
1-38
2.15 Neighborhood Wellness Action Plans
To help residents preserve and enhance their neighborhoods, the City will:
A. Identify neighborhoods, and work with residents to prepare neighborhood plans
that empower them to shape their neighborhoods;
B. Help devise strategies to help stabilize the rental/owner ratio, to maintain
neighborhood character, safety, and stability;
C. Help identify neighborhood problems, and undertake a wide range of focused
development-review, capital-improvement, and code-enforcement efforts;
D. Encourage the formation of voluntary neighborhood groups, so residents can
become involved early in the development review process;
E. Involve residents early in reviewing proposed public and private projects that
could have neighborhood impacts, by notifying residents and property owners
and holding meetings at convenient times and places within the
neighborhoods.
F. Provide appropriate staff support, possibly including a single staff person for
neighborhood issues, and train all staff to be sensitive to issues of
neighborhood protection and enhancement.
Neighborhood Definition Project Outline
1) Why should we do a Neighborhood Definition Project?
A. General Plan: Land Use, Circulation, and Housing Elements support
neighborhood definition.
i)Land Use Element
a) In accordance with the General Plan under the Land Use
Element, Neighborhood Definition, Identity, and Mapping are
supported and encouraged by sections 2.1 Neighborhood
Protection and Enhancement, 2.1.1 Neighborhood Identity, 2.1.2
Neighborhood Groups, 2.2 Residential Locations, Uses, and
Design, 2.2.1. Mixed Uses and Convenience, 2.14 Neighborhood
Compatibility, and 2.15 Neighborhood Wellness Action Plan.
ii)Circulation Element
a) In line with the General Plan under the Circulation Element,
Neighborhood Definition is supported by the policies and programs
of the Neighborhood Traffic Management and the Neighborhood
Parking Management sections.
iii) Housing Element
a) In compliance with the General Plan under the Housing
Element, Neighborhood Definition is supported by the policies set
forth under Goal 7 Neighborhood Quality. As stated "[to] maintain,
preserve and enhance the quality of neighborhoods, encourage
neighborhood stability, and improve neighborhood appearance and
function."
B. HEAL cities campaign
i) "While California grapples with a recession and record state budget
deficits, the obesity epidemic is quietly adding weight to the problem. A
recent study published by the California Center for Public Health
Advocacy (CCPHA) found that the cost of obesity and physical inactivity
climbed to $41 billion in 2006, nearly double the amount reported in 2000.
Cities play a central role in reversing the trend toward sedentary behavior
and high-calorie diets. General plans and zoning determine a community's
walkability by incorporating sidewalks, safe street crossings and
connectivity between residential neighborhoods and frequent destinations
like schools and stores.
Another CCPHA study found that people who live near an abundance of
fast-food restaurants and convenience stores, rather than grocery stores
and produce vendors, have a significantly higher prevalence of obesity .
and diabetes — regardless of income levels. When a farmers market or
grocery store is closer than a fast-food restaurant, people are more likely
to make the healthier choice.
In 2004, the League passed a resolution encouraging cities to embrace
policies that promote healthier lifestyles and communities. Two years later,
the League adopted a second resolution to work with the Institute for Local
Government, Center for Public Health Advocacy and Cities, Counties and
Schools (CCS) Partnership to develop resources for cities seeking to
adopt health-promoting polices. The Healthy Eating Active Living (HEAL)
Cities Campaign was launched as a major component of the effort
supporting these resolutions." (The HEAL Cities Campaign Focuses on
Improving Residents'and Employees'Health, Francesca Wright
B) County health statistics
"Where we live matters to our health. The health of a community depends on
many different factors, including quality of health care, individual behavior,
education and jobs, and the environment. We can improve a community's health
through programs and policies. For example, people who live in communities
with ample park and recreation space are more likely to exercise, which reduces
heart disease risk. People who live in communities with smoke-free laws are less
likely to smoke or to be exposed to second-hand smoke, which reduces lung
cancer risk.
The problem is that there are big differences in health across communities, with
some places being.much healthier than others. And up to now, it has been hard
to get a standard way to measure how healthy a county is and see where they
can improve."(County Health Rankings:2010 California)
i) Obesity
a) Lack of adequate exercise
b) Lack of access to healthy food
ii) Asthma
a) poor air quality
b) exposure to toxic chemicals/pollutants
c) lack of adequate exercise
ii) Heart Disease
a) Lack of adequate exercise
b) Lack of access to healthy food
2) What other cities have Neighborhood Definition Project?
a) Bellevue, WA
b) San Diego, CA
c) Los Angeles, CA
d) Portland, OR
3) What is a Neighborhood Definition Project?
i
a) Define neighborhoods
b) Determine needs
c) Determine opportunities
4) How do we do a Neighborhood Definition Project?
a) Create base map Develop a base map with terrain, creeks, R/R, census
blocks
Q Physical barriers (natural: creeks, mountains and built: RR; hwy)
ii) Use this information to link to other subjects: demographics, proximity
to services
(1) Residential Character (size, type, time period, tenure, and density).
(2) S,ocial barrier(age, income)
(3) Pedetermined boundaries (census tract, HOA)
(4) Planning staff opinions (previous intern project)
(5) Community opinions (to be gathered)
(6) Overlay other information sources to provide context for input (i.e.
high percentage of renters may impact response or perception of
neighborhood needs)
In the mapping of neighborhoods, residents will be asked to:
• Define the boundaries of their neighborhood
• Name their neighborhood?
• Highlight healthy eating establishments
• Highlight active living areas (i.e. recreation, parks, playgrounds,
open space)
• Highlight community center, school, meeting area
• Highlight community gardens
• Highlight bus stops
Residents may also describe and highlight areas of concern or need such as:
• Empty lots
• Areas perceived as "unsafe"
• Blight, graffiti, criminal activity
• Fast food,junk food areas
• Dangerous intersections or heavy traffic which impedes pedestrian
traffic
• Lack of pedestrian or bike amenities
5) What will we do with the information gathered?
a) Identify proximity to services (i.e. markets, schools, bike trails, transit,
medical offices)
b) Develop mailing lists
c) Develop neighborhood questionnaire about neighborhood needs
d) Identify infrastructure deficiencies
e) Future : Develop query with Energov to enable a resident to query
pending projects within some buffer distance of their property or
neighborhood.
fl Other ideas: potential programs
i) Through the update of the General Plan Land Use Element, Circulation
Element, and Housing Element, key concepts from the HEAL cities
campaign can be included. These will include providing healthy eating
choices and active living choices. Healthy Eating choices include
grocery stores, and farmer's markets at schools, parks, or community
centers. Active Living choices include walkability (market and schools
within a 0.5 mile radius), bike lanes, recreation trails, open space,
parks, playgrounds, community gardens. Also, included in the
Circulation Element, increasing alternative transportation choices such
as bus routes, bike rental stations, and "Fun Rides" will provide
accessibility of healthy eating and active living choices to individuals.
ii) Creation of a website for neighborhoods —provide links to surveys,
ecological footprint calculator, facebook page, 1-neighborhood, City
contacts for various services
There is an interesting overlap in ideas and concerns of other groups:
• SLOCool.org and cool cities
• Neighborhood watch and safe neighborhoods
• Bike coalition and rideshare
• City parks and recreation
• Community gardens
• Neighborhood care (elderly)
(7) Public Outreach tools
a) Create Neighborhood Definition Project logo
b) Develop:
• website
• posters
• postcards email interested citizens
• Utilities mailer announcement
• Survey
• public service announcements
i) Announcements made to Planning Commission and City Council
ii) Press Release to KSBY Community Calendar, The Tribune, and New
Times
c) Collaborate with Cal Poly students to hold public workshop at Farmer's
Market to gather citizen responses and encourage website usage.
d) Collaborate with GIS to hold a public workshop/open house to gather
citizen responses through in house laptop and mapping usage.
e) Collaborate with SLO High School students to gather their insight about
their neighborhoods.
f) Collaborate with Senior Citizens to gather their insight about their
neighborhoods.
z .
Appendix 1:-Land Use Element
Conservation and Development of Residential Neighborhoods
2.1 Neighborhood Protection and Enhancement
2.1.1 Neighborhood Identity
The City shall assist residents to identify and designate neighborhoods.
The City will work with residents to prepare neighborhood plans,to
facilitate development of a sense of place within neighborhoods.
2.1.2 Neighborhood Groups
The City should encourage and support the formation and continuation of
neighborhood planning groups, composed of neighborhood residents.
2.2 Residential Location,Uses, and Design
2.2.1 Mixed Uses & Convenience
Neighborhoods shall include a mix of uses to serve the daily needs of
nearby residents, including schools,parks, churches, and convenience
retail stores.Neighborhood shopping and services should be available
within about one mile of all dwellings. When nonresidential,
neighborhood-serving uses are developed, existing housing shall be
preserved. If existing dwellings are removed for such uses,the
development shall include replacement dwellings.
2.14 Neighborhood Compatibility
The City will consider new regulations, for Low-Density and Medium-
Density Residential areas, to require special review for(1) incompatibly
large houses, (2)replacement or infill homes in existing neighborhoods,
and(3) accessory buildings with plumbing facilities allowing easy
conversion to illegal second dwellings.
2.15 Neighborhood Wellness Action Plans
To help residents preserve and enhance their neighborhoods,the City will:
A. Identify neighborhoods, and work with residents to prepare
neighborhood plans that empower themJo shape their neighborhoods;
B. Help devise strategies to help stabilize the rental/owner ratio, to
maintain neighborhood character, safety, and stability;
C. Help identify neighborhood problems, and undertake a wide range of
focused development-review, capital-improvement, and code-enforcement
efforts;
D. Encourage the formation of voluntary neighborhood groups, so
residents can become involved early in the development review process;
E. Involve residents early in reviewing proposed public and private
projects that could have neighborhood impacts, by notifying residents and
property owners and holding meetings at convenient times and places
within the neighborhoods.
F. Provide appropriate staff support,possibly including a single staff
person for neighborhood issues, and train all staff to be sensitive to issues
of neighborhood protection and enhancement.
i
3.2 Neighborhood Commercial
3.2.1 Purpose and Included Uses
The City should have areas for Neighborhood Commercial uses to meet
the frequent shopping demands of people living nearby.Neighborhood
commercial uses include smaller-scale grocery stores, laundromats, and
drug stores. Neighborhood commercial uses should be available within
about one mile of all residences. These uses should be located on sites not
exceeding about four acres, unless the neighborhood to be served includes
a significant amount of high density residential development. Small-scale
specialty stores may be located.in areas designated for neighborhood
commercial uses as long as they will not be a major citywide attraction or
displace more general, convenience uses.
3.2.2 New or Expanded Areas of Neighborhood Commercial Use
New or expanded areas of neighborhood commercial uses should:
A. Be created within, or extended into, nonresidential areas.adjacent to
residential neighborhoods;
B. Provide uses to serve nearby residents,not the whole city;
C. Have access from arterial streets, and not increase traffic on residential
streets; -
D. Have safe and pleasant pedestrian access from the surrounding service
area, as well as good internal circulation;
E. Be designed to be pedestrian-oriented, and architecturally compatible
with the adjacent neighborhoods being served. Pedestrian-oriented
features of project design should include:
i. Off-street parking areas located to the side or rear of buildings rather
than between buildings and the street;
ii. Landscaped areas with public seating; and
iii. Indoor or outdoor space for public use, designed to provide a focus for
some neighborhood activities.
3.2.3 Expanding Existing Neighborhood Commercial Areas
The City should evaluate the need for and desirability of additions to
existing areas of neighborhood commercial use only when specific
development proposals are made, and not in response to rezoning requests
which do not incorporate a development plan.
3.2.4 Stores in Residential Areas
Small, individual stores within established residential areas may be
retained when they are compatible with surrounding uses. Other isolated
commercial uses which are not compatible with residential surroundings
eventually should be replaced with compatible uses.
3.9.3 Neighborhood Uses
The City will rezone to Neighborhood Commercial existing Service
Commercial sites which have become neighborhood convenience centers,
if: (1)they primarily serve a neighborhood rather than citywide market;
and(2)they are appropriately located considering access and
compatibility with other nearby uses.
3.9.6 Neighborhood Centers
The City will identify suitable sites for new or expanded neighborhood
centers as it prepares specific plans
Appendix 2: Circulation Element
Neighborhood Traffic Management
7.0 Policies
7.0.1 Through Traffic
Through traffic should use Regional Routes and Highways, Arterials,
Parkway
Arterials and Residential Arterial streets and should not use, Collectors or
Local streets.
7.0.2 Residential Streets
The City should not approve commercial development that encourages
customers, employees or deliveries to use Residential Local or Residential
Collector streets. '
7.03 Neighborhood Traffic Management
The City should ensure that neighborhood traffic management projects:
A. Provide for the mitigation of adverse impacts on all residential
neighborhoods.
B. Allow for adequate response conditions for emergency vehicles.
C. Allow for convenient through bicycle or pedestrian traffic.
7.1 Programs
7.1.1 Traffic Management Plans
The City will adopt neighborhood traffic management plans for residential
areas shown on Figure#3 in order to protect neighborhood areas from
intrusive traffic problems.
7.1.2 Traffic Control Measures
The City will undertake measures to control traffic in residential areas
where traffic speeds or volumes exceed standards set by policy 5.2.
Measures that will be considered include:
A. Installation of signs on arterial routes that encourage motorists to use
routes that do not pass through residential areas.
B. Operational changes (e.g. signalimion, turn lanes and turn pockets at
intersections)on arterial streets that encourage their use as inter-
community connectors.
C. Bulbouts or other traffic calming devices at intersections on streets
leading into residential areas to inform motorists that they are entering a
neighborhood area.
D. Meandering street designs, traffic circles, road humps, raised cross
walks, stop signs, speed tables, planters,textured streets,offset
intersections and other traffic control devices designed to slow traffic
speeds without increasing City liability.
E. Community educational programs to promote selection of routes within
the City that do not pass through residential areas.
7.13 Traffic Calming Workshops
The City shall help organize neighborhood traffic calming workshops that
assist residents in redesigning their own streets for a safer and more
human environment.
7.1.4 Quality of Life
When requested by neighborhoods, residential streets shall be analyzed for
their livability with regards to traffic noise, volumes and speed. Traffic
calming or other intervening measures may be necessary to maintain the
resident's quality of life.
Neighborhood Parking Management
14.0 Policies
14.0.1 Residential Parking Spaces
Each residential property owner is responsible for complying with the
City's standards that specify the number, design and'location of off-street
parking spaces.
141 Programs
14.1.1 Neighborhood Parking Permits
Upon request from residents or other agencies, the City will evaluate the
need for neighborhood parking permit programs or other parking
management strategies in particular residential areas.
Appendix 3: Housing Element
Goal 7 Neighborhood Quality. Maintain,preserve and enhance the quality of
neighborhoods, encourage neighborhood stability, and improve neighborhood
appearance and function.
3.13 Policies
3.13.1 Within established neighborhoods,new residential development
shall be of a character, size, density and quality that preserves the
neighborhood character and maintains the quality of life for existing and
future residents.
3.13.2 Higher density housing should maintain high quality standards for
unit design, privacy, security, on-site amenities, and public and private
open space. Such standards should be flexible enough to allow innovative
design solutions in special circumstances, e.g. in mixed-use developments
or housing in the Downtown Core.
3.13.3 Within established neighborhoods,housing should not be located
on sites designated in the General Plan for parks or open space.
3.13.4 Within expansion areas,new residential development should be an
integral part of an existing neighborhood or should establish a new
neighborhood, with pedestrian and bicycle linkages that provide direct,
convenient and safe access to adjacent neighborhoods, schools and
shopping areas.
3.13.5 The creation of walled-off residential enclaves or of separate,
unconnected tracts is discouraged because physical separations prevent the
formation of safe,walkable, and enjoyable neighborhoods.
3.13.6 Housing shall be sited to enhance safety along neighborhood streets
and in other public and semi-public areas.
3.13.7 The physical designs of neighborhoods and dwellings should
promote walking and bicycling, and should preserve open spaces and
views.
Appendix 4: Postcard Verbiage Draft
City of San Luis Obispo
Notice of Neighborhood Definition Project
The City of San Luis Obispo Community Development Department will conduct a
Neighborhood Definition Project and mapping exercise to consider the community
boundaries near your property or residence.. The date of the Neighborhood Definition
Project and a description of the mapping exercise are printed on the other side of this
card.
The Neighborhood Definition Project will be available on the internet via the City of San
Luis Obispo's website,www.slocity.org, beginning DATE and continuing for 6 weeks
until DATE. Anyone is welcome to comment on the project. An action of the
Neighborhood Definition Project is typically a recommendation to the Planning
Commission and City Council, and therefore is not final.
Appendix 5: Citizen Participation Email Template
Dear Citizen,
The City of San Luis Obispo needs your help!
We are in the process of defining residential neighborhoods and are asking your opinion
of your neighborhood's boundaries.
What are we doing?
The City of San Luis Obispo Community Development Department will conduct a
Neighborhood Definition Project and mapping exercise to consider the community
boundaries near your property or residence.
How will the City use this neighborhood map?
■ Update the Land Use Element and Circulation Element of the General Plan
■ Evaluations of uses,circulation, access to services, and neighborhood needs
What can you do to help?
We've attached a draft map which lists residential neighborhoods in the city. Choose
your neighborhood on the map. Please draw the boundaries of your neighborhood and
tell us about your neighborhood in the following survey.
Thank you for your time and your interest in our community,
Cynde Kasperovich
City of San Luis Obispo, Community Development Department Intern
ckaspero(asloci .org
805-781-7010
Appendix 6: Base
Map
City of SLO Neighborhood Map
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Appendix 7: Utility Leaflet
Dear Citizen-
The City of San Luis Obispo is currently working on the Neighborhood Definition
Project to define residential neighborhoods within the City limits. A computerized map
will be created using Geographic Information System (GIS). This map will be used in
aiding the Land Use, Circulation, and Housing Element updates. The best source of
knowledge resides in those who live in each neighborhood. We are asking that you look
at the preliminary map to see if your neighborhood has been properly identified. If you
are interested in participating please go to the City website, and fill out your interactive
map. For a hard copy,please contact Cynde Kasperovich: ckasperona,slocitv.org or 805-
781-7010.
Appendix 9: Neighborhood Definition Project Survey Questions
1. Does your neighborhood have a name?
■ Yes: What is the name of your neighborhood?
■ No: What would you name your neighborhood?
2. What are the positive things about your neighborhood? What do you like about your
neighborhood?
• Trees • Bike paths • Community
• Parks • Neighborhood gardens
• Open Space associations • Farmer's market
• Recreation • Neighborhood • Healthy
opportunities watch program restaurants
• Safe Streets • Grocery store • Medical offices
• Safe Sidewalks nearby • Transit stops
• Nearby Schools
3. What are the negative aspects of your neighborhood? What do you not like about your
neighborhood? What things would you like to change about your neighborhood?
• No Trees • No • No Farmer's
• No Parks Neighborhood market
• No Open Space associations • No Healthy
• No Recreation • No restaurants
opportunities Neighborhood . No Medical
• Dangerous watch program offices
Streets • No Grocery store . No Transit stops
• No Sidewalks nearby
• No Nearby • No Community
Schools gardens
• No Bike paths
4. What is your neighborhood missing?
• Trees • Safe Sidewalks • Neighborhood
• Parks • Nearby Schools watch program
• Open Space • Bike paths • Grocery store
• Recreation • Neighborhood nearby
opportunities associations • Community
• Safe Streets gardens
• Farmer's market • Healthy • Medical offices
restaurants • Transit stops
5. Would you approve of your neighbor having a"granny"unit?
s .
■ Yes
No
Appendix 11: HEAL Cities Campaign
The HEAL Cities Campaign Focuses on Improving Residents' and Employees' Health
by Francesca Wright
Francesca Wright is a special projects consultant for the Cities, Counties and Schools
(CCS) Partnership and can be reached at cescaw(d�comcast.net.
While California grapples with a recession and record state budget deficits,the obesity
epidemic is quietly adding weight to the problem. A recent study published by the
California Center for Public Health Advocacy(CCPHA) found that the cost of obesity
and physical inactivity climbed to $41 billion in 2006,nearly double the amount reported
in 2000.
Cities play a central role in reversing the trend toward sedentary behavior and high-
calorie diets. General plans and zoning determine a community's walkability by
incorporating sidewalks, safe street crossings and connectivity between residential
neighborhoods and frequent destinations like schools and stores.
Another CCPHA study found that people who live near an abundance of fast-food
restaurants and convenience stores,rather than grocery stores and produce vendors,have
a significantly higher prevalence of obesity and diabetes—regardless of income levels.
When a farmers market or grocery store is closer than a fast-food restaurant,people are
more likely to make the healthier choice.
In 2004,the League passed a resolution encouraging cities to embrace policies that
promote healthier lifestyles and communities. Two years later,the League adopted a
second resolution to work with the Institute for Local Government, Center for Public
Health Advocacy and Cities,Counties and Schools (CCS) Partnership to develop
resources for cities seeking to adopt health-promoting polices. The Healthy Eating Active
Living(HEAL) Cities Campaign was.launched as a major component of the effort
supporting these resolutions.
Using surveys and interviews, the HEAL Cities Campaign found that elected officials
and city staff are very interested in community incentives for healthy eating,employee-
wellness policies and land-use practices that support healthy lifestyles. In response,the
campaign developed sample resolutions and collected existing policies in these three
areas (available online at www.HEALCitiesCampaign.org).
The Connection Between Land-Use Decisions and Health
Cities' land-use decisions around planning, zoning and infrastructure investment directly
affect residents' health by determining such factors as access to everyday physical
activity such as walking and biking, availability of open space for recreation and close
proximity of healthy food choices to residential areas.
Cities throughout California are using their General Plan update process to respond to the
obesity epidemic. Some cities are including a separate health element in their General
Plan,while others are adding health goals and policies in various General Plan elements.
Approximately 30 cities have added health goals and policies to their General Plans. For
example:
14
• Anderson's Health and Safety Element(2007)includes a public health section that
addresses physical activity through mixed-use,.transit-oriented and infill development,
and access to parks and recreational trails;.
• Richmond has drafted a community health and wellness element that includes a
walkability standard for parks and open space;
• Azusa's General Plan(2004)contains a number of integrated, well-illustrated elements,
including a chapter on the built environment that prioritizes walkability, street
connectivity and mixed use; and
• Watsonville's General Plan(2006) contains new health goals in several elements, such
as helping convenience stores to offer fresh produce,providing bus access to grocery
stores and working with local organizations to support nutrition and exercise-related
activities;the farmers market and community gardens.
Policies That Support Employee Wellness
As employers, cities can model wellness. By offering healthy food at:meetings and in
municipal facilities and vending machines,cities promote health. Cities can provide staff
with opportunities and incentives for short paid physical activity breaks, local bicycle
transportation options and work force wellness activities.
When encouraged to use pedometers,workers are more,apt to choose the stairs instead of
the elevator and increase the distance they walk daily. Short bouts of physical activity
(five to 10 minutes) improve mood, prevent cardiovascular disease, and increase mental
agility
and productivity.
Cities throughout the state are implementing a variety of such programs; In Duarte, City
Council Member Louis Gaskin has helped launch a 10-minute"Instant Recess" exercise
break at city council meetings to raise heart rates and energize participants. The cities of
Brentwood, San Jose, Baldwin Park and Chula Vista all have vending-machine policies
that limit the percentage of high-calorie, high-fat, low-nutrition foods. Chino's award-
winning program to get employees moving uses local art exhibits to make city stairwells
more attractive and includes a competition with prizes for using the stairs instead of the .
elevator.
Promoting Healthy Food Access
Cities can support local agriculture and bring healthy food to residents by including
farmers markets and community gardens in their General Plan and zoning code. They can
also limit unhealthy food around schools and in neighborhoods with overconcentrations
of unhealthy food outlets. Some cities are considering recognition programs to highlight
"healthy checkout" lanes in grocery stores and healthy meals on restaurant menus.
In addition, cities are implementing policies that promote access to healthy food. For
example, Escondido adopted a zoning amendment to make vacant land available for
community gardens. Sacramento's Front Yard Landscape Ordinance allows diverse urban
landscapes, including fruit and vegetable gardens, in front yards; and San Francisco
allows community gardens on park and recreation sites.
The City of Los Angeles imposed a moratorium on any new fast-food outlets in South
L.A. while simultaneously launching a package of economic initiatives for healthy food
retail projects.
How to Get Started
15
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Join the HEAL Cities Campaign. Visit the website at www.HEALCitiesCampaign.org or
contact campaign staff at(510) 302-3387 to learn about available training and resources.
Cities that are ready to take action can download, adapt and adopt a HEAL resolution
from the website.
Appendix 12:
Defining Neighborhoods, By Robert J. Chaskin
<<neighborhood definition by chaskin.pdf>>
Mapping Residents' Perceptions of Neighborhood Boundaries: A Methodological
Note, Claudia Coulton et al
«G•\CD-PLAN\Internproiects\8 Cynde Kasperovich\Neighborhood maps\supporting
documents\coulton et al 2001.pdf>>
Finding Place in Making Connections,Applying GIS to Residents' Perceptions of
their Neighborhoods, Claudia Coulton et al
«G•\CD-PLAN\Intern projects\8 Cynde Kasperovich\Neighborhood maps\supporting
documents\ makinQconnectionscommunities.pdf
Appendix 13: Neighborhood Definition Project Logo
Ins iration
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Appendix 15: Websites
Many cities'websites contain neighborhood maps:
• San Diego, CA • New York, NY
• Los Angeles, CA • Portland, OR
16
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• New Orleans, LA • Seattle,WA
• San Francisco, CA . Minneapolis, MN
• Pittsburg, PA • Oakland, CA
Most of these maps were either linked to their City Planning Department or provided by real
estate companies. Some included vacation planning, US Census information. The Los Angeles
neighborhood map was provided by the LA Times. These maps included descriptions of the
neighborhoods' history and available amenities: schools, parks, recreation, businesses, as well
as descriptions of the local demographics: median age, median income, race/ethnicity, property
values. Most included interactive links to businesses. Others contained alternative transportation
routes: bike,walk, bus, train. The Seattle website(http://webl.seattle.gov/mmmntabld=l)
included impacts(i.e. latest crimes, fire response), services(i.e. schools, fire, police), and
statistics(i.e. crime, police/fire response).
http://proiects.latimes.com/mapDing-la/neigh borhoods/
httr)://www.portiandonline.6om/oniAndex.cfm?c=35281
hftp://www.vitildonions.org/NeidhborhoodsMap.htm
hftp://www.nvc.gov/htmi/dcip/html/neighbor/neigh.shtml
hfti):/twww.sandiego.gov/neighborhoodmaps/
hftp:ltwww.city.pittsbumh.Pa.us/cp/maps/
hftp://www.qnocdc.org/
17
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