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Agenda Packet 07/25/2000
n. .. . . AGENDA . ATASCADERO CITY COUNCIL MEETING TUESDAY, JULY 259 2000 7:00 P.M. City of Atascadero 6500 Palma Avenue, 4th Floor Atascadero, California REDEVELOPMENT AGENCY: 6:30 P.M. CLOSED SESSION: (Immediately following Redevelopment Agency Meeting) 1. Conference with labor negotiator(Govt. Code Sec. 54957.6) Agency Negotiator: City Manager Employee organizations: Department Heads, Mid-Management/Professional, Confidential, Atascadero Fire Captains, Atascadero Firefighters, Service Employees Intl. Union Local 620, Atascadero Police Assoc. REGULAR SESSION, 7:00 P.M.: PLEDGE OF ALLEGIANCE: Council Member Scalise ROLL CALL: Mayor Johnson Mayor Pro Tem Arrambide Council Member Clay Council Member Luna Council Member Scalise APPROVAL OF AGENDA: Roll Call COMMUNITY FORUM: (This portion of the meeting is reserved for persons wanting to address the Council on any matter not on this agenda and over which the Council has jurisdiction. Speakers are limited to five minutes. Please state your name and address for the record before making your presentation. The Council may take action to direct the staff to place a matter of business on a future agenda.) COUNCIL ANNOUNCEMENT AND REPORTS: (On their own initiative, Council Members may make a brief announcement or a brief report on their own activities. Council Members may ask a question for clarification, make a referral to staff or take action to have staff place a matter of business on a future agenda. The Council may . take action on items listed on the Agenda) 1. Youth Center Funding Update a. Commendation to State Senator Jack O'Connell b. Thank you letter to State Assemblyman Abel Maldonado A. CONSENT CALENDAR: Roll Call (All items on the consent calendar are considered to be routine and non-controversial by City staff and will be approved by one motion if no member of the Council or public wishes to comment or ask questions. If comment or discussion is desired by anyone, the item will be removed from the consent calendar and will be considered in the listed sequence with an opportunity for any member of the public to address the Council concerning the item before action is taken.) 1. Cily Council Minutes—June 27, 2000 ■ City Clerk recommendation: Council approve the City Council minutes of June 27, 2000 [City Clerk] 2. Citv Council Minutes—Special Meeting June 27, 2000 ■ City Clerk recommendation: Council approve the City Council minutes of the Special Meeting on June 27, 2000[City Clerk] 3. 2000-2001 Annual SpendingLimit ■ Fiscal Impact: None ■ Staff recommendation: Council adopt the draft Resolution, establishing the annual spending limit for fiscal year 2000-2001 [Administrative Services Department] 4. Hot El Camino Nites Road Closure ■ Fiscal Impact: $700. Staff anticipates this will be offset by revenue generated from the event ■ Staff recommendation: Council adopt the draft Resolution authorizing the closure of El Camino Real from Rosario to Curbaril on Friday, August 18, 2000 from 6:30 until 8:30 p.m. [Community Services Department] 5. Labor Market Assessment—Community Development Block Grant Project 99-001- Award of contract ■ Fiscal Impact: $15,000 ■ Staff recommendation: Council authorize City Manager to enter into a contract with the Pathfinders Group for a labor market assessment in the amount of$15,000 [Community& Economic Development Department] 6. Acceptance of Phase 1 of Final Tract Map 97003 /Tract 2271-The Lakes (Midland Pacific/Cannon Associates) ■ Fiscal Impact: None ■ Staff recommendation: Council accept Phase I of Final Tract Map 97003/Tract 2271 [Community& Economic Development Department] 2 7. Zone Change 2000-0002—(9605 Lake View Drive/City of Atascadero/Kelly Gearhart) ■ Fiscal Impact: Negligible ■ Staff Recommendation: Council adopt, on second reading by title only, the Draft Ordinance enacting Zone Change 2000-0002, changing the zoning of the project [Community&Economic Development Department] B. PUBLIC HEARINGS: 1. Atascadero Road Program ■ Fiscal Impact: None. The direction the Council gives Staff will have future financial impacts. ■ Staff Recommendation: Council provide direction to Staff on thefollowing: ])Category of roads to maintain; 2)Road acceptance; 3)Road maintenance priority system; 4)Street Maintenance Districts; and 5)Additional funding [Public Works Department] 2. Downtown Revitalization Plan—General Plan Amendment—Zone Change 2000-003 (City of Atascadero) ■ Fiscal Impact: None. Future Downtown development will create new revenue to the City ■ Planning Commission Recommendations: 1. Adopt draft Resolution certifying the proposed Negative Declaration 2. Adopt draft Resolution approving the Downtown Revitalization Plan 3. Adopt draft Resolution approving General Plan Amendment 99004 changing the • land use designation and establishing design guidelines in the Downtown area 4. Introduce the draft Ordinance,for first reading by title only, approving Zone Change 2000-003, amending the zoning regulations pertaining to Downtown 5. Introduce the draft Ordinance,for first reading by title only, approving amendments to the sign regulations pertaining to Downtown ■ Staff recommendations: 1. Introduce the draft Ordinance,for first reading by title only, approving amendments to the Municipal Code related to Downtown Parking& Business Improvement Area 2. Adopt draft Resolution confirming annual assessment for Downtown Parking& Business Improvement Area (Fiscal Year 2000-01) [Community& Economic Development Department] C. MANAGEMENT REPORTS: 1. 2000 Road Rehabilitation Project—Bid No. 2000-04 ■ Fiscal Impact: $480,390 ■ Staff Recommendation: Council authorize the Mayor to execute an agreement with Granite Construction Company to construct the 2000 Road Rehabilitation Project for $453,338 and authorize a maximum for the project of$480,390 to include contingencies and construction engineering costs [Public Works Department] 3 2. Chicago Grade Landfill Agreement ■ Fiscal Impact: Approximate revenues of$24,000 ■ Staff Recommendations: Council authorize the Mayor to sign the agreement between the City ofAtascadero and Chicago Grade Landfill, Inc.for exclusive depositing of City waste collections into the Chicago Grade Landfill [Public Works Department] 3. Information Bulletin a. Atascadero Printery Masonic Temple b. Employee Update D. COMMITTEE REPORTS: (The following represent standing committees. Informative status reports will be given, as felt necessary.): 1. S.L.O. Council of Governments/S.L.O. Regional Transit Authority 2. Finance Committee 3. Water Committees: a. SLO County Flood Control & Water Conservation District Water Resources Advisory Committee b. Nacimiento Water Purveyors' contract Technical Advisory Committee C. North County Water forum 4. Integrated Waste Management Authority 5. North County Council 6. Air Pollution Control District 7. County Mayor's Round Table 8. Economic Vitality Corporation, Board of Directors • 9. . City/ Schools Committee 10. Economic Opportunity Commission 11. North County Homeless Coalition E. INDIVIDUAL DETERMINATION AND/OR ACTION: 1. City Council 2. City Attorney 3. City Clerk a. Designation of Voting,Delegate League of California Cities ■ Fiscal Impact: None ■ Staff Recommendation: Council designate a voting representative and an alternate who will be present at the Annual Business Meeting of the League of California Cities'Annual Conference in September 2000 and direct the City Clerk to inform the League of the designation 4. City Treasurer F. ADJOURNMENT: THE NEXT CITY COUNCIL REGULAR SESSION IS SCHEDULED ON AUGUST 22, 2000 AT 7:00 P.M. Please note: Should anyone challenge any proposed development entitlement listed on this Agenda in court, that person may be limited to raising those issues addressed at the public hearing described in this notice, or in written correspondence delivered to the City Council at or prior to this public hearing. 4 City of Ataseadero WELCOME TO THE ATASCADERO CITY COUNCIL MEETING • The City Council meets in regular session on the second and fourth Tuesdayof each month at 7:00 .m. P , in the Council Chamber of City Hall. Matters are considered by the Council in the order of the printed Agenda. Copies of the staff reports or other documentation relating to each item of business referred to on the Agenda are on file in the office of the City Clerk(Room 311) available for public inspection during City Hall business hours. An agenda packet is also available for public review at the Atascadero Library, 6850 Morro Road. Contracts, Resolutions and Ordinances will be allocated a..number once they are approved by the City Council. The minutes of this meeting will reflect these numbers. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting or other services offered by this City, please contact the City Manager's Office, (805) 461-5010, or the City Clerk's Office, (805)461-5074. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service. TO SPEAK ON AGENDA ITEMS Members of the audience may speak on any item on the agenda. The Mayor will identify the subject, staff will give their report, and the Council will ask questions of staff. The Mayor will announce when the public comment period is open and will request anyone interested to address the Council regarding the matter being considered to step up to the podium. If you wish to speak for, against or comment in any way: • You must approach the podium and be recognized by the Mayor • Give your name and address (not required) • Make your statement • All comments should be made to the Mayor and Council • All comments limited to 5 minutes (unless changed by the Council) • No one may speak for a second time until everyone wishing to speak has had an opportunity to do so, and no one may speak more than twice on any item. The Mayor will announce when the public comment period is closed, and thereafter, no further public comments will be heard by the Council. TO SPEAK ON SUBJECTS NOT LISTED ON THE AGENDA Under Agenda item, "COMMUNITY FORUM", the Mayor will call for anyone from the audience having business with the Council to: • Please approach the podium and be recognized • Give your name and address • State the nature of your business This is the time items not on the Agenda may be brought to the Council's attention. A maximum of 30 minutes will be allowed for Community Forum (unless changed by the Council). . TO HAVE ITEMS PLACED ON AGENDA All business matters to appear on the Agenda must be in the Office of the City Manager ten days preceding the Council meeting. Should you have a matter you wish to bring before the Council, please mail or bring a written communication to the City Manager's office in City Hall prior to the deadline. CITY OFATASCADERO Commendation to State Senator Jack O'Connell Whereas, the Atascadero City Council would like to commend State Senator Jack O'Connell for his special efforts on behalf of the City of Atascadero Youth / Community Center; and Whereas, Senator Jack O'Connell worked diligently to address the recreation needs of the residents in and around Atascadero; and Whereas, Senator Jack O'Connell recognizes the importance of our youth and the need for a healthy environment for theirgrowth; and Whereas, Senator Jack O'Connell led a local effort to secure in the 2000-2001 State Budget $500,000 for the development of a youth / community facility to serve the residents of Atascadero; and Whereas, Senator Jack O'Connell personally spearheaded the effort in Sacramento, gaining the support of the legislature and the Governor; and Whereas, these State funds are the catalyst that has eluded the community for ten years. These funds have sparked a new community spirit and as a result, the Center will now be a reality; and Therefore, on this day, July 25, 2000, the Atascadero City Council hereby recognizes Senator Jack O'Connell for his efforts on behalf of the community of Atascadero, offers its thanks, and presents this commendation to Senator jack O'Connell. Jerry Clay, Council Member George Luna, Council Member Wendy Scalise, Council Member Mike Arrambide,Mayor Pro Tem Ray Johnson,Mayor 001 f ralt�I�r*� �(r CITY OF ATAS CADERO . 1918 ! '^ ` 1979 7 CITY COUNCIL July 25, 2000 Assemblyman Abel Maldonado 33`d District State Capitol, Room 2176 Sacramento, CA 95814 Dear Assemblyman Maldonado: We want to take this opportunity to thank you for your efforts to secure funding for Atascadero's Youth / Community Center. The residents of Atascadero consider this Center to be a critical need for our community. Your assistance in working with the Legislature and the Governor was invaluable. We especially appreciate the advice you gave to the City and other organizations concerning what steps we should take to acquire these necessary funds. The appropriation of these funds has sparked a new community spirit and as a result, the Center will now be a reality. The Atascadero City Council appreciates your willingness to work with us on local community issues. On behalf of the entire Atascadero community, we thank you and look forward to working with you in the future. Sincerely, Jerry Clay, Council Member George Luna, Council Member Wendy Scalise, Council Member Mike Arrambide, Mayor Pro Tem Ray Johnson, Mayor 6500 PALMA AVENUE - ATASCADERO,CALIFORNIA 93422 - (805)461-5086 - FAX(805)461-0606 002 ITEM NUMBER: A-1 DATE: 07/25/2000 ® ,; MINUTES ilia p i e �1D © ATASCADERO CITY COUNCIL MEETING TUESDAY, JUNE 279 2000 7:00 P.M. REDEVELOPMENT AGENCY: 6:30 P.M. CLOSED SESSION: (Immediately following Redevelopment Agency Meeting) 1. Conference with legal counsel[Govt. Code §54956.9] Existing litigation: a. City of Atascadero v Billings b. City of Atascadero v Atascadero Unified School District 2. Conference with labor negotiator(Govt. Code Sec. 54957.6) Agency Negotiator: City Manager Employee organizations: Department Heads, Mid-Management/Professional, Confidential, Atascadero Fire Captains, Atascadero Firefighters, Service Employees Intl. Union Local 620, Atascadero Police Assoc. City Attorney Roy Hanley announced there was no reportable action taken in Closed Session. He also stated there was no discussion concerning Atascadero Unified School District as a settlement has been reached. REGULAR SESSION, 7:00 P.M.: Mayor Johnson called the meeting to order at 7:08 p.m. and Council Member Luna led the Pledge of Allegiance. ROLL CALL: Present: Council Members Arrambide, Clay, Luna, Scalise and Mayor Johnson Absent: None Others Present: City Clerk Marcia Torgerson and City Treasurer David Graham Staff Present: City Manager Wade McKinney, Police Chief Dennis Hegwood, Fire Chief Mike McCain,Assistant City Manager Brady Cherry, Public Works Director Steve Kahn, Community Development Director Paul Saldana, City Attorney Roy Hanley, Chief of Wastewater Operations Mark Markwort, and Principal Planner Warren Frace. 003 APPROVAL OF AGENDA: MOTION: By Council Member Luna and seconded by Council Member Clay to approve the agenda. Motion passed 5:0 by a roll--call vote. COMMUNITY FORUM: Gretchen Gray, 10420 San Marcos Road, stated she is representing her neighborhood concerning the removal of the cable being installed by Charter Communications. Charter has agreed to remove the cables but the neighborhood and Charter would like an amendment to the franchise agreement Charter has with the City. She asked the Council to add this issue to a future agenda. She read a prepared statement into the record. (See Attachment A) City Attorney Roy Hanley stated that he is currently working with the staff of Charter Communications on the matter and expect to present the issue to the Council in July. Alan Thomas, 9520 Marchant Way, shared with the Council a story about a swan that was ill at the Lake. He asked the Council to include in their budget money to improve the quality of the water in the Lake. Mayor Johnson stated the City recently treated the water in the Lake and is monitoring it. Council Member Luna commented that there is $10,000 in the budget to study the Lake water quality. Gretchen Gray, 10420 San Marcos, requested that staff keep her informed on the developments regarding her concern with the cables. Mayor Johnson closed the Community Forum period. COUNCIL ANNOUNCEMENT AND REPORTS: None A. CONSENT CALENDAR: 1. City Council Minutes—June 13, 2000 ■ City Clerk recommendation: Council approve the City Council minutes of June 13, 2000 [City Clerk] 2. Acceptance of Final Map- #99016 /AT 99-295 - 6905 Lomitas Road (Charnley/ Roberts Engineering ■ Fiscal Impact: None ■ Staff recommendation: 1. Council accept Final Map 499016(AT 99-293); and 2. Council accept a 6-foot wide Public Utility Easement contiguous to the Lomitas Road property line. [Community Development] CC 06/27/00 004 Page 2 3. Parking & Business Improvement Area Assessment ■ Fiscal Impact: The City receives annually approximately$10,000 in revenue from the Parking and Business Improvement Area assessment. ■ Staff recommendation: Council adopt draft Resolution of Intention, declaring intent to levy annual Downtown Parking& Business Improvement Area assessment and set public hearing on July 25, 2000. [Community Development] Mayor Johnson pulled Item#A-3. Mayor Pro Tem Arrambide pulled Item#A-1. MOTION: By Council Member Luna and seconded by Mayor Pro Tem Arrambide to approve Item #A-2. Motion passed 5:0 by roll-call vote. RE: Item #A-1: Mayor Pro Tem Arrambide asked that the minutes be revised (page 3) to reflect his comments more clearly; that the money we may receive for the Youth Center will be new money and not restricted. MOTION: By Council Member Scalise and seconded by Council Member Clay to approve Item 4A-1 with revisions. Motion passed 5:0 by a roll-call vote. RE: Item #A-3: Mayor Johnson asked staff to give a brief staff report. Community and Economic Development Director Paul Saldana gave the staff report and answered questions of Council. PUBLIC COMMENT John McGoff, 9192 Maple St., asked for clarification on specific aspects of the history of the Business Improvement Association. Mayor Johnson closed the Public Comment period. Council Member Luna requested to have a historical summary and notification of any necessary legal remedies at the Public Hearing. MOTION: By Council Member Scalise and seconded by Mayor Pro Tem Arrambide to approve Item #A-3. Motion passed 5:0 by a roll-call vote. (Resolution No. 2000-023) CC 06/27/00 005 Page 3 B. PUBLIC HEARINGS: 1. Zone Change 2000-0002 & Appearance Review 2000-0004—(9605 Lake View Drive/ City of Atascadero /Kelly Gearhart) ■ Fiscal Impact: None ■ Planning Commission recommendations: 1. Council adopt the draft Resolution, certifying the proposed Negative Declaration; and, 2. Council introduce the draft Ordinance,for first reading by title only, to approve Zone Change 2000-0002. ■ Staff recommendation: Council adopt draft Resolution finding that the architectural features of the proposed residence are superior in design and materials than the originally proposed "model" and the approval is consistent with the,intent of Planning Commission Resolution #2000-030. [Community Development] Community and Economic Development Director Paul Saldana gave the staff report and answered questions of Council. PUBLIC COMMENT Alan Thomas, 9520 Marchant Way, stated he supports the proposed Zone Change and commended staff for their efforts in working with the Applicant. Mayor Johnson closed the Public Comment period. MOTION: By Council Member Scalise and seconded by Council Member Clay to adopt the draft Resolution, certifying the proposed Negative Declaration. Motion passed 5:0 by a roll-call vote. (Resolution No. 2000-024) MOTION: By Council Member Scalise and seconded by Council Member Luna to introduce the draft Ordinance, for first reading by title only, to approve Zone Change 2000-0002. Motion passed 5:0 by a roll-call vote. MOTION: By Council Member Scalise and seconded by Mayor Pro Tem Arrambide to adopt draft Resolution finding that the architectural features of the proposed residence are superior in design and materials than the originally proposed "model" and the approval is consistent with the intent of Planning Commission Resolution #2000- 030. Motion passed 5:0 by a roll-call vote. (Resolution No. 2000-025) 2. Sewer Service Chargees—Placing Charges on the 2000-01 Property Tax Rolls ■ Fiscallmpact: Total ofS1,386,756.54 will be billed ■ Staff recommendation: Council approve the draft Resolution adopting services charges to be added to the 2000-01 property tax rolls. [Public Works] CC 06/27/00 006 �0 V n C Page 4 V Public Works Director Steve.Kahn gave the staff report and answered questions of Council. PUBLIC COMMENT None MOTION: By Mayor Pro Tem Arrambide and seconded by Council Member Luna to approve the draft Resolution adopting services charges to be added to the 2000-01 property tax rolls. Motion passed 5:0 by a roll-call vote. (Resolution No. 2000-022) 3. Annual Operating Budget 2000-01 ■ Fiscal Impact: Revenues of$18,068,375 and expenditures of$18,542,075 ■ Staff recommendations: 1. Council approve draft Resolution amending the 1999-00 Fiscal Year Budget Resolution No. 1999-031; and, 2. Council approve draft Resolution adopting a budget for the 2000-2001 fiscal year and delegating to the City Manager authority to implement same. [City Manager] City Manager Wade McKinney gave the staff report including a slide presentation and answered questions of Council. Council Member Luna asked how much money is being allocated to the Atascadero Road Program. Mr. McKinney responded, $399,460. Council Member Luna asked how much money is being allocated to roads this year. Staff responded, three million. Council Member Luna asked for a clarification on the funds requested by the Atascadero Native Tree Association for monitoring the creek water. He also asked if we would have to take money out of the reserves to supplement the Youth Center if the $500,000 is granted. Mr. McKinney replied that, yes, we would. Mayor Pro Tem Arrambide asked for clarification for funds for debt service. Council Member Scalise commended staff for their work on the budget. Mayor Johnson commented that the Zoo is moving farther away from being self-sustaining. Mr. McKinney responded saying that the Mayor's comment was true and reported that they are working on improvements. Mayor Johnson also asked about the Pavilion. Mr. McKinney stated that expenses rose do to repairs that had not been made. Also, the current charges for rentals is lower than the average rental charges. PUBLIC COMMENT Howard Marohn, 9265 Barranco Heights, stated he is concerned about the one way in, one way out situation in the 3F Meadows neighborhood. He encouraged the Council to consider the dry creek crossing at the Casanova/Highway 41 intersection as a possible second exit. There was Council consensus that staff return to the Council once they have studied the site and received input from the other affected agencies. CC 06/27/00 7 Page 5 Jim Patterson, 9312 No. Santa Margarita Road, expressed support for the Pavilion as a community venue. He also discussed the Atascadero Native Tree Association's request for $2,000 for creek-water monitoring. He explained that the water quality in the creeks reflects the health of our riparian habitat, including the urban forest. He explained that the California Regional Water Quality Control Board, California Department of Fish and Game, and Atascadero Mutual Water Company all support this program. Mr. Patterson answered questions of the Council. Rick Mathews, 6950 Navarette, stated he supports the Council funding the watershed monitoring equipment discussed by Mr. Patterson. He also encouraged the Council to approve the funds. Mr. Mathews answered questions of the Council regarding the urban forest. There was a Council consensus for staff to bring the issue of water monitoring back after a more in-depth study. Mayor Johnson closed the Public Comment period. Mayor Pro Tem Arrambide stressed that he would like to see a speedy response from staff regarding the 3F meadow access issue. Fire Chief McCain commented that he is pleased to see the Council pursuing this problem as it will be helpful for emergency services. Council Member Luna commended the staff on the budget. Mayor Johnson and Council Member Clay both thanked staff for an excellent job. MOTION: By Council Member Luna and seconded by Council Member Scalise to approve draft Resolution amending the 1999-00 Fiscal Year Budget Resolution No. 1999-031. Motion passed 5:0 by a roll-call vote. (Resolution No. 2000-026) MOTION: By Council Member Luna and seconded by Council Member Scalise to approve draft Resolution adopting a budget for the 200-2001 fiscal year and delegating to the City Manager authority to implement same. Motion passed 5:0 by a roll-call vote. (Resolution No. 2000-027) C. MANAGEMENT REPORTS: 1. Annual General Plan Implementation Status Report ■ Fiscal Impact: None ■ Staff recommendation: Council receive and file Planning Commission Resolution #PC 2000-031, with the finding that all of the elements of the current General Plan are in the process of being updated. [Community Development] Community and Economic Development Director Paul Saldana presented the report to the Council. There was no Public Comment. CC 06,27,00 C 8 Page 6 MOTION: By Council Member Scalise and seconded by Council Member Luna to receive and file Planning Commission Resolution #PC 2000-031, with the finding that all of the elements of the current General Plan are in the process of being updated. Motion passed 5:0 by a voice vote. 2. Information Bulletin A. Employee Update B. Economic Vitality Corporation Report—Annual Report Summary David Spaur, President of Economic Vitality Corporation explained the Annual Report Summary and answered questions of the Council. E. COMMITTEE REPORTS Air Pollution Control District Mayor Pro Tem Arrambide announced that there will be a community workshop at the Atascadero Library on June 28, 2000, from 2:00-4:00 p.m. He reported that APCD is installing air monitoring systems in the North County. E. INDIVIDUAL DETERMINATION AND/OR ACTION: City Council Council Member Clay thanked everyone who was involved in getting letters to Governor Gray Davis regarding the $500,000Youth Center funding. Mayor Johnson thanked staff for all the work that went into the Wine Maker's Dinner and Wine Festival. F. ADJOURNMENT Mayor Johnson adjourned the meeting at 9:14 p.m. to the Special Meeting immediately following the regular session. MEETING RECORDED AND MINUTES PREPARED BY: Marcia McClure Torgerson, City Clerk Melanie Whaley, Deputy City Clerk ATTACHMENT: A- Prepared.statement read by Gretchen Gray, 10420 San Marcos Road, June 27,2000. CC 06/27/00 C' 4 9 Page 7 Attachment A City Council Meeting 06/27/00 0 Statement to the City Council of Atascadero Meeting June 27, 2000 On May 17, at a meeting between the residents of 3-F Meadows and Ed Merrill, General Manager of Charter Cable, Mr. Merrill agreed to take down the thick, black, ugly cables they had strung, without notice, 12 to 15 feet below PG&E's power lines on the PG&E poles. Ninety residents had signed a petition requesting that the cable be either buried or removed. At the meeting, the room was filled with these petitioners, who emotionally expressed their objections to the degradation of our beautiful neighborhood. We are all thankful to Mr. Merrill for taking down the cable and returning to us our lovely views and sense of expansiveness. Our concern now is that this cable never be brought back - unless, of course, it is buried out of sight. To that end, we are asking the City Council to put the following item on their agenda: the item would be an amendment to Charter's franchise agreement. The amendment would state that the City Council will never demand that Charter put their cable into 3-F Meadows, unless it is buried out of sight. This amendment will benefit both the cable company and the residents of 3-F Meadows. It will relieve both parties of the threat that the City Council may someday demand that Charter put the cable back onto the electric poles in our neighborhood. We went through months of work and struggle to have the cable removed and want our fears allayed that it will ever return. In other words, we would like closure on this issue and, I repeat, request that you put this item on your agenda. Thank you. retchen Gray Gretchen Gray- 10420 San Marcos Road - Atascadero - 466-4660 - June 27, 2000 010 ITEM NUMBER: A-2 DATE: 07/25/2000 MINUTES SPECIAL MEETING ATASCADERO CITY COUNCIL Tuesday, June 27, 2000 Immediately following Regular Session Mayor Johnson called the meeting to order at 9:15 p.m. 1. Atascadero Unified School District Settlement Agreement ■ Fiscal Impact: The City will receive regular payments to the sewer fund from the Atascadero Unified School District. ■ City Attorney recommendation: Council adopt the draft Resolution,formalizing the method for determining sewer charges for the Atascadero Unified School District pursuant to the settlement agreement reached between the parties and reported out today, June 26, 2000. City Attorney Roy Hanley gave the staff report and answered questions of Council. There was no Public Comment. MOTION: By Council Member Clay and seconded by Council Member Luna to adopt the draft Resolution, formalizing the method for determining sewer charges for the Atascadero Unified School District pursuant to the settlement agreement reached between the parties and reported out today,June 26,200. Motion passed 5:0 by roll-call vote. (Resolution No. 2000-021) Mayor Johnson adjourned the meeting at 9:17 p.m. to the next regular session scheduled for July 25, 2000 at 7:00 p.m. MEETING RECORDED AND MINUTES PREPARED BY: Marica McClure Torgerson, City Clerk Melanie Whaley, Deputy City Clerk Special Meeting 06/27/00 Oil Page 1 of 1 I.TEM NUMBER: A-3 DATE: 07/25/2000 1979\�SCAnERO// Atascadero City Council - Staff Report - Administrative Services Department 2000-2001 Annual Spending Limit RECOMMENDATION: Council adopt the draft Resolution, establishing the annual spending limit for fiscal year 2000- 2001. DISCUSSION: As part of the City's annual budget adoption process, the City's annual spending limit (Gann Limit) must be approved by the council. Staff calculates the new limit based on the formula set forth in Proposition 111. The limit was calculated as follows: A. Prior Year Spending Limit $9,080,865 B. Population Factor 1.0246 C. Inflation Factor 1.0491 D. Adjustment Factor (B*C) 1.0749 E. Total Adjustment(A*(D-1)) $680,228 F. Current Year Limit(A+E) $9,761,093 FISCAL IMPACT: None ATTACHMENT: Draft Resolution 012 DRAFT RESOLUTION • A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO ADOPTING THE FISCAL YEAR 2000-2001 ANNUAL SPENDING LIMIT WHEREAS, Proposition 111 revises the methodology used to calculate the Annual Spending Limit;and WHEREAS, the City of Atascadero must select the most appropriate criteria to be used in calculating the annual limit; and THEREFORE BE IT RESOLVED by the City Council of the City of Atascadero. SECTION 1. That the City of Atascadero elects to use the following criteria for fiscal year 2000-2001 in establishing its new Annual Spending Limit: County Population and California Per Capita Income SECTION 2. That the annual spending limit for 2000-2001 is calculated as follows: Fiscal Year Percentage Change New Limit 2000-2001 7.49% $9,761,093 SECTION 3. Any judicial action or challenge must be commenced within 45 days of the effective date of this resolution. SECTION 4. Documentation used in determining the Annual Spending Limit is available to the public in the Finance Department, Administration Building, 6500 Palma Avenue, Room 203, Atascadero, California. On motion by Council Member , and seconded by Council Member , the foregoing Resolution is hereby adopted in its entirety on the following roll call vote: AYES: NOES: ABSENT: ADOPTED: 013 ITEM NUMBER: A-4 DATE: 07/25/2000 n 19 9 Atascadero City Council Staff Report— Community Services Department Hot El Camino Nite Road Closure RECOMMENDATION: Council approve the draft Resolution, authorizing the closure of El Camino Real from Rosario to Curbaril on Friday, August 18, 2000 from 6:30 p.m. until 8:30 p.m. DISCUSSION: On Friday, August 18, 2000, City staff is proposing to close El Camino Real from Cubaril to Rosario from 6:30 p.m. until 8:30 p.m. to conduct the annual Hot El Camino Nite Cruise. The Hot El Camino Nite Cruise, previously sponsored and conducted by the Mid-State Cruizers, an Atascadero based car club, will be coordinated by the Atascadero Community Services Department. The Hot El Camino Nite Cruise attracts thousands of tourists and spectators who line El Camino to view the "cruisers." The route for this year's "Cruise" is proposed to begin at Curbaril and end at Rosario, in front of the Police Station. The route requires that Cal Trans close the northbound Highway 41 exit and the detouring of Highway 41. Cal Trans has requested a resolution from the Atascadero City Council authorizing the closure of El Camino Real along the proposed "Cruise"route. FISCAL IMPACT: Approval of this recommendation will cost $700.00 in Cal Trans fees to pay for the necessary signs and traffic controls. Staff anticipates that revenue generated from the Hot El Camino Cruise Nite event will offset this expenditure. ALTERNATIVES: None proposed ATTACHMENTS: Draft Resolution authorizing the Closure of El Camino Real Map of the proposed Hot El Camino Nite Cruise route 015 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO CREATING A TEMPORARY CRUISE ROUTE BE IT RESOLVED by the City Council of the City of Atascadero that the Hot El Camino Nite car cruise route is hereby established as El Camino Real from Rosario to Curbaril; San Luis Avenue from Curbaril to Pueblo; Pueblo from San Luis Avenue to El Camino Real; Entrada from El Camino Real to Palma Avenue; Palma Avenue from Entrada to West Mall; and West Mall from Palma Avenue to El Camino Real; and BE IT FURTHER RESOLVED that in order to provide a reserved route for the parade that the area described above is designated as a tow-away zone from the period of 6:30 p.m. until 8:30 p.m., August 18, 2000; and PASSED AND ADOPTED at the regular meeting of the City Council of the City of Atascadero held on the 25`" of July, 2000. ATTEST: CITY OF ATASCADERO MARCIA A TORGERSON, City Clerk RAY JOHNSON, Mayor APPROVED AS TO FORM: ROY A HANLEY, City Attorney 016 0 1, N d ye Police Station City Hall Cruise Pass Registration �1 LEGEND Cruise Pass Registration pti Registration Entrance Registration , .........>Registration Line-up EntranceI o � -=W— Cruise Route f �I \�o Santa Lucia Bank ,eb1 Cruise Pass Registration Registration Entrance f 017 ITEM NUMBER: A-5 DATE: 07/25/2000 : IA III ; 'S 1979 I.. Atascadero City Council Staff Report - Community & Economic Development Labor Market Assessment—Award of Contract Community Development Block Grant Project 99-001 RECOMMENDATION: Council authorize the City Manager to enter into a contract with the Pathfinders Group for a labor market assessment in the amount of$15,000. DISCUSSION: Background: In 1999, the City Council programmed Community Development Block Grant (CDBG) funds to conduct a labor market assessment. The purpose of the labor market assessment is to determine the availability of a workforce for companies that might consider the City as a location, including the existence of underemployment and the pay level and skills of the underemployed. The assessment will also provide wage rate information, skill levels, commute patterns of residents, and the local employment base. Staff circulated a Request for Proposal to six (6) nationally recognized firms in the area of economic development consulting and labor market assessment. Three proposals were received as follows: ProposalFirm Pathfinders Group $ 15,000 ESI, Inc. $ 24,990 Lockwood Greene $ 37,500 The proposals were evaluated by a committee which consisted of the County's Senior Planner responsible for the CDBG program, the President of the Economic Vitality Corporation, and the Community & Economic Development Director. The proposals were reviewed for their methodology in gathering information, their experience in similar work, cost, and timing. Pathfinders Group received the highest scores overall and is within the budget allocation for the project. ITEM NUMBER: A-5 DATE: 07/25/2000 Analysis: The labor market assessment is a key component of establishing a comprehensive targeted business recruitment and retention strategy. The labor market analysis will be combined with the information generated through the general plan update process to formulate a targeted industry profile for the community. This will allow for the City's economic development efforts to be focused in a method that provides job opportunities for underemployed residents that can be accommodated by the sites and the infrastructure available in the community. The Pathfinders Group has conducted workforce assessments for cities and counties from urban and rural locations throughout the United States. They have developed a proprietary process to analyze the data gathered through telephone interviews. Because they will communicate with staff electronically and by telephone, and their contact with local employers and residents will be through telephone interviews;travel between the company's office and the City is not proposed. This represents the differences in cost between the Pathfinders proposal and the other proposals. FISCAL IMPACT: $15,000 is allocated in the Fiscal Year 2000-01 budget from CDBG funds. ALTERNATIVES: The Council may choose to have the request for proposal reissued or review the proposals for the other firms. Staff is not recommending either alternative as the recommended consulting firm meets the qualifications and is within the budget established for the project. 0 1 ;� ITEM NUMBER: A-6 DATE: 07/25/2000 iiia s �e Atascadero City Council Staff Report— Community Development Department Acceptance of Phase 1 of Final Tract Map 97003 / Tract 2271 The Lakes (Midland Pacific / Cannon Associates) RECOMMENDATION: Council accept Phase 1 of Final Tract Map 97003 /Tract 2271. DISCUSSION: Tentative Tract Map 97003 was approved by the City Council on February 9, 1999 in conjunction with. General Plan Amendment 97001 and Zone Change 97002 which is known as The Lakes project. The tentative map approval allowed the subdivision of 142± acres into 123 single-family lots, and 8 open spaces lots as shown on Attachment 1. The tentative map approval allows for the recording of phased final maps. This acceptance is for the first phase Final Map consisting 25.7±acres,which will create 33 single-family lots and 2 open space lots. Pursuant to California Government Code Section 66440 the approving legislative body (City Council) can not deny a final map that is consistent with an approved tentative map. Staff has determined that the Final Map is consistent with Tentative Tract Map approval 97003, and all conditions of approval imposed by the City Council have been satisfied. There are no public dedications that need to be accepted as part of the Final Map. FISCAL IMPACT: None ATTACHMENTS: Exhibit A--Approved Tentative Tract Map 97003 020 Attachment 1 Approved Tentative Tract Map 99003 The Lakes Midland Pacifc/Cannon Associates i oil Jr , +_.l ..::' —�.-�• lir' ,•'• - ' � i� " ' �� -i _i•.1%.=.,` ' •� 1 ���`` �'�•. t1'��- ��-f="r'1 i;��yy?��'•' �,i,, r� .�� v� t�,l•J„ � .�� I,fIs�I�� I,i�I:1 S( ,71 �� " If iii 'z�{'a _�,� •'. �`' :e _ �= -_-_ __ .I_._.""':-=�,.=rn � `� '•.,�.;j/.. aRfc J� R_. �5,,7R,` .r moi. SOURCE: APPLICANT 021 ITEM NUMBER: A-7 DATE: 7/25/2000 sll�iA Q''I® . X3 Atascadero City Council Staff Report - Community Development Department Lake View Drive Parcel Zone Change 2000-0002, Appearance Review 2000-0004 (9605 Lake View Drive / City of Atascadero / Kelly Gearhart) RECOMMENDATION: Council adopt, on second reading by title only, the Draft Ordinance enacting Zone Change 2000- 0002, changing the zoning of the project area shown on Exhibit A from Recreation with a Flood Hazard Overlay to Special Recreation with a Flood Hazard Overlay. DISCUSSION: On June 27, 2000, the City Council conducted a Public Hearing to consider amendment of the zoning map from Recreation with a Flood Hazard Overlay to Special Recreation with a Flood Hazard Overlay. The zone change will allow the construction of a single-family residential unit. There were no changes made by the City Council to the Ordinance during its first reading and it is ready for final adoption as attached. FISCAL IMPACT: Negligible ATTACHMENTS: Draft Ordinance 022 ATTACHMENT 1: Draft Ordinance Approval of Zoning Map Amendment ZCH 2000-0002 9605 Lake View Drive DRAFT ORDINANCE AN ORDINANCE OF THE COUNCIL OF THE CITY OF ATASCADERO APPROVING ZONE CHANGE 2000-0002 THEREBY AMENDING THE OFFICIAL ZONING MAP DISTRICT OF APN 056-322-011 FROM L (FH) (RECREATION WITH A FLOOD HAZARD OVERLAY) TO LS (FH) (SPECIAL RECREATION WITH A FLOOD HAZARD OVERLAY) (N.E.C. Santa Rosa Road & Lake View Drive/ City of Atascadero) WHEREAS, an application has been received from City of Atascadero (6500 Palma Avenue, Atascadero, CA 93422) Applicant, to consider a project consisting of a zone change from L (FH) (Recreation with a Flood Hazard Overlay) to LS (FH) (Special Recreation with a Flood Hazard Overlay) to allow the construction of a single family residence on APN 056-322-011; and WHEREAS, the site's General Plan Designation is Recreation); and, WHEREAS, the site's zoning district is L (FH) (Recreation with a Flood Hazard Overlay); and, WHEREAS, the City Council has determined that it is in the best interest of the City to enact this amendment to the Zoning Map to protect the health, safety and welfare of its citizens by applying orderly development of the City; and, WHEREAS, the laws and regulations relating to the preparation and public notice of environmental documents, as set forth in the State and local guidelines for implementation of the California Environmental Quality Act(CEQA) have been adhered to; and, WHEREAS, the Planning Commission of the City of Atascadero, at a duly noticed Public Hearing held on May 16, 2000, studied and considered Zone Change 2000-0002, after first studying and considering the Draft Negative Declaration prepared for the project recommended the project for approval to the City Council, and, WHEREAS, a timely and properly noticed Public Hearing upon the subject Zone Change application was held by the City Council of the City of Atascadero at which hearing evidence, oral and documentary, was admitted on behalf of said Zoning amendments; and, WHEREAS, the City Council of the City of Atascadero, at a duly noticed Public Hearing held on June 27, 2000, studied and considered Zone Change 2000-0002, after first studying and considering the Draft Negative Declaration prepared for the project and the Planning Commission's recommendation, and, 023 Draft Ordinance Zone Change 2000-0002 NOW, THEREFORE, the City Council does ordain as follows: Section 1. Findings for approval of zoning map change. 1. The zone change is consistent with General Plan policies and all other applicable ordinances and policies of the City. 2. The zone change will not, in itself, result in significant environmental impacts. The Negative Declaration prepared for the zone change and for the project has been certified as adequate, in accordance with California environmental laws. Section 2. Zone map change. The Official Zoning Map of the City of Atascadero on file in the Community Development Department is hereby amended as shown on the attached Exhibit A, which is made part of this ordinance by reference. Section 3. Effective Date. This ordinance shall be effective a 12:01 a.m. on the 31St day after its final passage. On motion by Council Member , and seconded by Council Member the foregoing ordinance is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ADOPTED: 024 Draft Ordinance Zone Change 2000-0002 By: Ray Johnson, Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A. Hanley, City Attorney G 2 5 Draft Ordinance Zone Change 2000-0002 Exhibit A: Zoning Map ZC 2000-0002 Existing Zoning: Recreation with a Flood Hazard Overlay (L)(FH) Proposed Zoning: Special Recreation with a Flood Hazard Overlay (LS)(FH) Q � Q � I V ATASCADER❑ LAKE L ( fH ) -�L 9 MARCHANT t9i. � • Atascadero City Council Staff Report - Public Works Department Atascadero Road Program RECOMMENDATION: ITEM NUMBER: B-1 DATE: 07/25/2000 Council receive the Atascadero Road Program Report and provide direction to Staff on the following five questions: 1. Category of roads to maintain 2. Road acceptance 3. Road maintenance priority system 4. Street Maintenance Districts 5. Additional funding REPORT -IN -BRIEF: This report is the second major step in the City Council strategic planning priorities. The first step was completed November 1999 with a town meeting on roads. The report will provide a background on the roads of Atascadero, a breakdown of the road maintenance backlog, details of what the Public Works Department is already doing about road maintenance and alternatives for the repair, maintenance and rehabilitation. Atascadero has 141 miles of City Maintained Roads and 29 miles Non -City Maintained Roads. The roads were constructed at various times over the last 86 years. Some of the roads are well constructed, others are constructed with a thin asphalt layer over native soil and others are dirt roads. In some cases drainage was incorporated into the construction, in others storm water was allowed to flow across the road. The roads of Atascadero have lacked maintenance for many years. In 1998 it was estimated that $23,000,000 was needed to bring the City maintained road system into a state of good repair. Atascadero, like all cities and counties in California suffers from a funding short fall for road maintenance due to the aging road system and State funding takeaways. Atascadero's problem is G 2 7 ITEM NUMBER: B-1 DATE: 07/25/2000 exacerbated by its rural nature where low population and high road miles translate to low funding levels. Many.road maintenance funds are derived from population statistics. The Community has known that there is a considerable problem in maintaining roads. Starting in 1998, staff began taking an in-depth study of the problem and alternatives. A Pavement Survey and Evaluation Report was completed in May 1998 by North Coast Engineering. This report surveyed the condition of the existing City maintained road system and investigated possible strategies for pavement maintenance. A multi-faceted solution is recommended due to the size and complexity of the issue. The condition of the roads will be constantly changing. Reports on the Atascadero Road Program will be brought back to Council as needed. The reports will provide information on the progress the Program has made, provide update on new information and ideas and request future direction on key issues. DISCUSSION: Background: Types of Road Maintenance There are two categories of road maintenance, preventative maintenance and rehabilitation. Preventative maintenance is defined as treatments applied to a roadway surface to prevent or reduce the rate of deterioration. Typical treatments are thin overlays and surface seals (chip seals, slurry seals and crack sealing). These types of treatments do little to change the structural capacity of the pavement. Preventative maintenance efforts directed towards roadways that have inadequate structural capacity may delay rehabilitation for a short period of time, but in the near future rehabilitation will still be required to repair the road. Rehabilitation is a more thorough means of repairing a roadway. It is used to increase the structural capacity of the roadway or correct some other significant surface problem such as roughness, crossfall or drainage. The typical rehabilitation strategy for asphalt is a thick overlay. In more extreme cases the overlay may be combined with a leveling course to smooth out the road. In the most extreme case a full reconstruction of the road surface and base is required. Drainage Improvements Uncontrolled storm water run off on the road surface is a major cause of asphalt failure. In Atascadero this occurs on many roads due to the steep terrain and lack of existing drainage facilities. Drainage improvements are installed to convey the water away from the road during a rehabilitation project to remove water from the road surface. These improvements add to the life of the new asphalt and make for a smoother ride. The improvements can add considerably to the cost of construction. C'c?� ITEM NUMBER: B-1 DATE: 07/25/2000 Advantages of Quality Road Maintenance Road maintenance is often called the "invisible public service." The benefits of quality road maintenance are great. The U.S. Department of Transportation's 1991 report to Congress states that roadways in poor condition cost users as much as 25-30 percent more per mile (tires, travel time, vehicle repairs, etc.) than roadways in good condition. The colloquial saying of"pay me now, or pay me later" applies to the maintenance of roadway surfaces. All surfaces deteriorate over time due to traffic, storm water and the temperature. Well-timed preventative maintenance of a roadway surface increases its service life and delays the need for expensive rehabilitation or reconstruction. In other words, it costs less to maintain a road in a state of good repair than it does to rehabilitate a roadway that has deteriorated due to a lack of maintenance. Costs for Road Maintenance Listed below are typical costs for road maintenance: Slurry seal $20,000/mile Thin Overlay (1.5" asphalt) $100,000/mile Thick Overlay (2" asphalt w/asphalt leveling course) $200,000/mile Reconstruction (3" aspalt/6" base) $500,000/mile Road Maintenance Backlog The Pavement Survey and Evaluation, field visits and recent engineer's construction costs were used to estimate the magnitude and approximate cost to bring the roads of Atascadero to a state of good repair. For Circulation Plan Roads (arterial and collector roads in the Circulation Element of the General Plan) actual estimates were used. On City Maintained Local Roads it was assumed, on the average, they needed a thin overlay. Non--City Maintained Local Roads backlog is very difficult to estimate since a survey of the roads has not been completed. Some of these roads are dirt, some are in need of complete reconstruction and others are in need of maintenance. These estimates assume that the City will only maintain those roads that were constructed to City standards and, on the average, they needed a thick overlay. The City has received a petition from the residence in the River Garden area. They are requesting the City pave and repair Sycamore and Hidalgo. These City Maintained Local streets are in poor shape and are in need of reconstruction. The costs assumed are what is needed today, to bring the roads to a state of good repair. Practically, if funding was available today all the roads could not be repaired in one year, so as some roads were being repaired others would be aging. Staff recommends a 25% increase in costs when estimating funds required to maintain the roads to account for construction timing, inflation and contingencies. ITEM NUMBER: B-1 DATE: 07/25/2000 Listed below are 3 categories of roads, the miles of road and the costs to maintain the roads, including the 25% contingency. Road Type Miles of Road Cost Circulation Plan Road 65 $8,789,621 City Maintained Local Roads 76 $9,500,000 Non-City Maintained Local Roads 29 $7,250,000 Existing Funding Sources Listed below are funding sources that the City uses for road maintenance, rehabilitation, bridge building and other roadway projects on an annual basis: • Gas Tax Fund. The income from this fund in FY 2000/2001 is approximately $475,000. This amount varies from year to year depending on the amount collected by the State. All of these funds and funds from the general fund are currently used to operate the Public Works Maintenance Division. • Road and Bridge Development Impact Fee. Revenues on the account this year are estimated to be approximately $525,000. This amount will vary form year to year depending on how much development occurs. • Urban State Highway Account Funds. The funds are authorized through TEA 21 and are paid to the City every year. The income from this fund in FY 2000/2001 is approximately $110,000. • Transportation Development Act Funds (TDA). These funds are used to operate Atascadero Transit and pay the Cities share of San Luis Obispo Regional Transit Authority costs. Any Remaining funds can be used on the roads. Last year $162,000 was appropriate to roads in Atascadero. • State Transportation Improvement Program (STIP). These funds are allocated through San Luis Obispo Council of Governments (SLOCOG). The amount of these funds and the frequency of the awards vary depending on state politics, programming and fund balances. The 1998 STIP provided about $1,500,000 for road maintenance and rehabilitation. These funds were programmed for projects on Portola Road, Curbaril Ave, San Anselmo Road and Monterey Road. This large amount of funding should not be anticipated in the future. The 2000 STIP is going to be approved by SLOCOG on October 4, 2000. The City is programmed to receive $211,957. 030 ITEM NUMBER: B—1 DATE: 07/25/2000 Summary: Public Works Department Actions Listed below are actions that the Public Works Department has already taken to improve the roads of Atascadero. • Public Works crews repairing the roads One of the strategies in the Atascadero Road Program is to get the Public Works Department crews more involved in repair on the road surface. The type of work these crews are equipped to produce is crack sealing, patching, pothole repair, minor road widening, berm construction and rehabilitation preparation. Rehabilitation work such as overlays and reconstructions is more economical to contract out. The crew started pavement work on July 11 and will continue through the warm weather. ■ Improve Engineering Standards.- The tandards.The Atascadero Engineering Standards are being revised to improve the trench fills specifications. Trench fill often settles, shifts or is removed in Atascadero due to the large amount of ground water, steep terrain and complex expansive native soils. The solution is to require trenches to be filled with 1 sack concrete slurry. The Public Works Department will be reviewing the Standards for other specifications that could be improved. In the fall revised specification will be released. ■ Revise Public Works development plan check and inspection procedures. The Public Works and Community Development Departments are revising the encroachment permit process. The new Eden Permit Tracking system will be used to track all the work in the right of way. All plan checking and inspection of development, except for large developments, will be checked and inspected in house by the new Associate Civil Engineer. The Public Works Administration Division will ensure that the public improvements are built correctly by checking and inspecting all encroachments in the right-of-way. ■ Increased coordination with utility companies. Newly paved roads often have trenches cut in them by utility companies. Some utility company trenches are poorly repaired. City projects and utility projects have conflicted with each other's schedules. Fiber Optic cable is being placed throughout the City. The Public Works Department is improving the coordination between the City and utility companies. This Department has developed a working relation with Atascadero Mutual Water Company, sharing schedules and coordinating projects. The Public Works Department and Atascadero Mutual Water Company will be constructing a joint project at the intersection of San Marcos Road and San Gabriel Road to fix a drainage problem and the road surface. The 031 ITEMNUMBER: B-1 DATE: 07/25/2000 Department is also coordinating and inspecting the work of utilities that are placing fiber optic cable and other utilities in the City. ■ Cost savings in project specifications and methods The Public Works Department will be stretching the funds we do expend on the roads. Cost- effective methods to repair and pave the roads are being investigated. The Public Works Department is talking to the County and other Cities about what methods and specifications they use on road maintenance as well as investigating different types of asphalt, rock sizes and placement methods and thickness. ■ Assist in the design, administration and construction of assessment district projects. The Public Works Department will provide assistance to citizens interested in assessment district to maintain roads. The Department will provide standard designs for these projects and assist in the administration of the district. Actual costs for the Engineers Report, design and construction would be the responsibility of the assessment district. After the new Public Works Department gets established we will be holding informational meetings and providing information on our new services on the City Web Site. Analis: Listed below are information, alternatives and recommended direction on the five questions. 1. Category of roads to maintain This report breaks the existing road system down into 5 categories. These roads are detailed on the Atascadero Road Program Map (Attachment 1). Circulation Plan Roads (Attachment 2) Freeways, Highways, Major Arterials, Minor Arterials and Collectors that are shown in the Circulation Element of the General Plan. These are high volume roads that the citizens of Atascadero all use. Freeways and Highways are maintained by Caltrans and are not a part of this report. City Maintained Local Roads (Attachment 3) Local roads that have been accepted by the City for maintenance. Non-City Maintained Local Roads (Attachment 4) Local roads that have not been accepted by the City for maintenance. Privately owned and maintained Roads Maintained by private individuals and homeowner associations and are not part of this report. Unbuilt Roads This report is focusing on maintaining the existing road system, therefore, these roads are not part of this report. 032 ITEM NUMBER: B-I DATE: 07/25/2000 The two means the roads of Atascadero are currently maintained are by Public Works Department crews and contract. Sources for funding are listed in the report above. This year the Council was able to program approximately $650,000 of new funds for road maintenance by contract and $100,000 for Public Works Department crews. Over the last 5 years an average of $250,000/annually was programmed for contract work and $100,000/annually for the Public Works Crews to maintain the roads. Approximately $1,000,000/annually is required to maintain the City Maintained road system, in its current conditions over a 20-year period. A larger commitment is required to improve on the system. On what category of road should current funding for road maintenance be spent? Alternatives • Maintain Circulation Plan Roads only • Maintain City Maintained Local Roads only • Blend between City Maintained Local Roads and Circulation Plan Roads Recommendation Staff recommends a focus of project funding on Circulation Plan Roads and the Public Works crews on City Maintained Local Roads. Most of the citizens use the Circulation Plan Roads on a day to day basis. The local road system is comprised of low volume roads that serve residential areas. The City crews would be crack sealing, patching holes, laying thin overlays, and constructing berms and other minor road repairs. 2. Road acceptance What roads should the City accept for maintenance? Alternatives • Circulation Plan Roads that are not currently maintained by the City • All Non-City Maintained Local Roads • Non-City Maintained Local Roads that were accepted by the County for Maintenance Recommendation The recommendation is two fold. First, accept Circulation Plan Roads that are not currently maintained by the City. Most of the citizens use the Circulation Plan Roads on a day to day basis. CJ3 ITEM NUMBER: B-1 DATE: 07/25/2000 These are the key to our circulation system and should be maintained. The two roads that fit these criteria are portions of San Gabriel and San Marcos Roads. Second, accept Non-City Maintained Local Roads that were accepted by the County for Maintenance and built to City Engineering Standards. The City has not maintained these roads even though the County of San Luis Obispo had accepted them for maintenance. If City Council adopts staff recommendation these roads would only be repaired by City crews and would not be up for a major rehabilitation. 3. Road maintenance priority system There are 3 types of maintenance strategies. These are detailed in the Pavement Survey Evaluation Report and summarized below: What strategy should be used on road maintenance? Alternatives ♦ Worst First Approach— The intent of this strategy is to rehabilitate the roads that are in poor condition first. Projects are prioritized solely on the condition of the roadway with the worst roads given the highest priority. The traffic volumes of the roadway are not factored into the evaluation. ♦ Worst Last Approach — The intent of this strategy is to maintain the roads that are in good condition to prevent them from deteriorating to the point where more costly types of rehabilitation are required. Projects are prioritized solely on the condition of the roadway with the best roads given the highest priority. Traffic volumes of the roadway are not factored into the evaluation. ♦ Cost Benefit Approach — The intent of this strategy is to maintain the roads with the higher traffic volumes in good condition to prevent them from deteriorating to the point where more costly types of rehabilitation are required. Projects are prioritized on roads in the Circulation Element base on the condition of their surface and traffic volume. Recommendation Cost Benefit Approach on Circulation Plan Roads is recommended for project funding under current funding constraints. The chart for the Circulation Plan Roads (Attachment 2) list information about circulation roads. The Average Daily (ADT) is the amount of vehicles that travel the road on a given day. This is based on the ADT from the Circulation Element and estimates. The PCR Pavement Rating index is based on the Pavement Survey and Evaluation Report. 1 rating is a road in good shape, progressing to a 5 rating is a road in need of reconstruction. The Project Index is multiplying the ADT by the PCR index. This provides a system to rate the roads for improvement with the Cost Benefit Approach. City crews to would maintain Local Roads. 034 ITEM NUMBER: B-1 DATE: 07/25/2000 4. Street Maintenance Districts In the 1980's 8 small street maintenance district were formed. They are Cayucos Ave, Aguila Ave, Falda Ave, Pinal-Escarpa, Lobos Lane, San Femado Ave, Sonora-Pinal, and Maleza Ave. These assessment district collected between $700.00 to $2,000.00 for each residence the first year to pay for the initial construction costs and have collected $20.00 every year thereafter to pay for maintenance. The initial construction was completed. The $20.00 per residence collected annually to maintain the road is not enough funds to complete any major road maintenance work. These roads are not City Maintained. The current balance of all the accounts is approximately $40,000.00. What projects should the existing balance be spent on and what should be the future of these maintenance districts? Alternatives • Expend all the funds on one maintenance project. The funds designated for each maintenance district would be expended in that district. Dissolve the Maintenance Districts when the project is finished. • Expend all the funds on one maintenance project. The funds designated for each maintenance district would be expended in that district. Continue the assessments in the Maintenance Districts at $20/parcel/year. • Expend all the funds on one maintenance project. The.funds designated for each maintenance district would be expended in that district. Recalculate the amount required to appropriately maintain the roads and charge each parcel accordingly. • Continue to collect the assessment until there are enough funds to complete the appropriate maintenance. Recommendation Since there is not enough funds to maintain the roads, the I" or ) alternatives are staff s recommendation. Both recommendations would expend all the existing funds. The difference between the two is the future of the districts. If the City decides to pursue a citywide assessment district, these small maintenance districts are not needed, than the 1 S` recommendation would be appropriate. If the City decides not to pursue a citywide assessment district, these small maintenance districts are a good way to maintain roads, than the 1 alternative is recommended. 5. Additional Funding Additional funding is required in order to improve the roads of Atascadero. It is estimated that $25,539,621 is needed today to maintain all the current City Maintained Roads and all the Non- 035 ITEM NUMBER: B-1 DATE: 07/25/2000 City Maintained Roads that are constructed to City Standard. If additional funding is obtained it should include funds to maintain the roads over the life of the funding. Staff is looking for direction on what type of additional funding the City should pursue. Staff will come back to Council with a full report on the funding; including, more details on the backlog of road maintenance, costs to obtain the funding, suggested methods to distribute the fee and other pertinent information. Alternatives • City-Wide Bond Election Large construction projects are often funded through the issuance of multi-year bonds. General Obligation Bonds are repaid by the General Fund and require a two-thirds vote of the electorate for passage. Bond elections must be held with a General Election in which at least two City Council seats are open. An Assessment District is formed concurrent with the Bond election to provide the General Fund revenue source necessary to meet the annual debt service requirements. This method of financing provides one-time lump sum revenue to fund a capital project. This method of financing can typically add 25-30% to the total cost of the project for Bond Administration costs. • Assessment District Formation of an Assessment District would provide for collection of a set amount of revenue for a specified period of time, providing the foundation for a multi-year capital improvement program. Assessments are divided into two categories, special benefit and general benefit. Proposition 218 defines "special benefit" as a distinct benefit to real property in a specific area and requires approval of 50% of the votes weighted by assessment. All other benefits or general enhancements to property values are considered "general benefits" and would require a 2/3rds vote for passage. The areas of general benefit may be determined to be a portion of those roads that fall within the collector and arterial categories. Maintenance of this category of road could be funded through other sources such as STIP funds. One or more special benefit assessment districts could be formed for local roads. Residents have expressed interest in assessment districts and, in fact, we have received a petition from the property owners on Mananita Avenue. More details on the size of the Assessment District, the assessment to parcel types and other details would be provided in a feasibility study that would be brought back to Council for consideration. 036 ITEM NUMBER: B-1 DATE: 07/25/2000 • Sales Tax Increase Approval for a local sales tax increase must be approved by the state and county before being presented to the residents where a 2/3rds approval is required for passage. Local governments very rarely use this option. Recommendation Staff recommends the Assessment District option as the most realistic option available, for the following reasons: ■ Predictable revenue source ■ Allows for establishment of Capital Improvement Plan ■ Projects are funded as funds are collected—No interest paid ■ Lower annual levy than Bond option -No Bond Administration costs FISCAL IMPACT: There are no fiscal impacts directly with this report. The direction that the City Council gives staff will have future financial impacts. The fiscal impacts can vary greatly depending on the direction. ATTACHMENTS: 1. Atascadero Road Program Map 2. List of Circulation Plan Roads 3. List of City Maintained Local Roads 4. List of Non-City Maintained Local Roads C� 3 '7 Circulation Plan Roads Length PCR Project Rehabilitation Estimated Classification Street Segment (miles) ADT Index Index Strategy Cost Arterial EI Camino Real Santa Rosa to Curbaril 0.80 27,000 4 108,000 Thick Overlay $560,000 Arterial EI Camino Real Curbaril to Morro Road 0.78 26,800 4 107,200 Thick Overlay $546,000 Arterial EI Camino Real Viejo Camino to Santa Rosa 0.93 21,000 3 63,000 Thin Overlay $325,500 Arterial EI Camino Real Morro Road to San Jacinto 1.06 20,100 3 60,300 Thin Overlay $371,000 Arterial EI Camino Real San Jacinto to San Anselmo 0.34 13,300 3 39,900 Thin Overlay $119,000 Collector Curbaril EI Camino Real to Sycamore 1.23 8,200 4 32,800 Thick Overlay $246,212 Minor Arterial Curbaril Atascadero Avenue to Highway 101 0.42 10,500 3 31,500 Thin Overlay $41,667 Minor Arterial Traffic Way Olmeda to Rosario 0.68 10,000 3 30,000 Thin Overlay $68,000 Minor Arterial Curbaril Highway 101 to EI Camino Real 0.15 6,600 4 26,400 Thick Overlay $30,303 Minor Arterial Santa Ysabel Curbaril to Pueblo 0.50 5,000 5 25,000 Reconstruction $250,000 Minor Arterial Santa Ysabel Pueblo to Robles 0.60 5,000 5 25,000 Reconstruction $300,000 Minor Arterial Santa Ysabel Robles to Morro Road 0.60 5,000 4 20,000 Thick Overlay $120,000 Minor Arterial Traffic Way EI Camino Real to Olmeda 0.30 11,100 2 22,200 Slurry Seal $6,000 Minor Arterial San Anselmo Ardilla to EI Camino Real 0.57 7,200 3 21,600 Thin Overlay $57,000 Minor Arterial Ardilla San Anselmo to Portola Road 0.28 7,200 3 21,600 Thin Overlay $28,000 Minor Arterial Curbaril Morro Road to Atascadero Avenue 0.19 6,600 3 19,800 Thin Overlay $19,000 Minor Arterial Santa Lucia Portola to Ardilla 0.85 4,300 4 17,200 Thick Overlay $170,000 Minor Arterial Traffic Way Rosario to San Jacinto 0.40 5,500 3 16,500 Thin Overlay $40,000 Minor Arterial Portola Road San Marcos to Morro Road 0.76 3,900 4 15,600 Thick Overlay $152,000 Arterial EI Camino Real Santa Barbara to Viejo Camino 0.60 7,000 2 1.4,000 Slurry Seal $12,000 Collector Santa Lucia Santa Ana to Portola 1.14 4,400 3 13,200 Thin Overlay $114,000 Arterial EI Camino Real San Anselmo to Del Rio 1.33 6,200 2 12,400 Slurry Seal $26,600 Minor Arterial EI Camino Real Del Rio to San Ramon 0.83 3,700 3 11,100 Thin Overlay $83,000 Minor Arterial Monterey Monterey School to Graves Creek 0.19 2,700 4 10,800 Thick Overlay $37,879 Minor Arterial Monterey Campo Road to San Fernando 0.47 2,700 4 10,800 Thick Overlay $94,697 Collector Sart Marcos, _ Portal to'Sierra Vista 0.85 2,000 - 5,: 10,000 n" Reconstruction $4 6000 Collector West Mall EI Camino Real to Capistrano 0.38 3,300 3 9,900 Thin Overlay $38,000 Minor Arterial Portola Road Morro Road to Atascadero Ave 0.95 3,300 3 9,900 Thin Overlay $95,000 Collector Capistrano West Mall to Sycamore 0.47 3,300 3 9,900 Thin Overlay $47,000 Minor Arterial Traffic Way San Jacinto to Potrero 1.27 3,200 3 9,600 Thin Overlay $127,000 Minor Arterial Santa Barbara Atascadero Road to EI Camino Real 0.66 2,200 4 8,800 Thick Overlay $132,576 Collector San Gabriel San Marcos to Morro Road 2.46 2,900 3 8,700 Thin Overlay $246,000 Collector San Jacinto EI Camino Real to Nogales 0.32 2,100 4 8,400 Thick Overlay $64,394 Minor Arterial Monterey San Anselmo to Monterey School 0.49 2,700 3 8,100 Thin Overlay $49,242 Minor Arterial Monterey Graves Creek to Campo Road 0.42 2,700 3 8,100 Thin Overlay $41,667 C .moi 00 Minor Arterial Monterey San Fernando to Del Rio Road 0.19 2,700 3 8,100 Thin Overlay $18,939 Collector San Anselmo EI Camino Real to Dolores 0.42 2,000 4 8,000 Thick Overlay $83,333 Minor Arterial Santa Rosa Avenue Morro Road to EI Camino Real 1.52 2,500 3 7,500 Thin Overlay $152,000 Minor Arterial Atascadero Avenue Curbaril to Morro Road 0.47 3,600 2 7,200 Slurry Seal $9,400 Collector San Gregorio Garcia to Del Rio 0.19 1,700, 4 6,800 Thick Overlay $38,000 Minor Arterial Atascadero Avenue Santa Barbara to San Diego 0.70 1,700 4 6,800 Thick Overlay $140,152 Minor Arterial Atascadero Avenue Santa Rosa to Curbaril 0.85 2,200 . 3 6,600 Thin Overlay $85,000 Collector Sycamore Curbaril to Capistrano 1.04 2,100 3 6,300 Thin Overlay $104,000 Collector Santa Lucia EI Monte to Santa Ana 3.31 2,100 3 6,300 Thin Overlay $331,000 Collector San Anselmo Dolores to Del Rio 0.55 2,000 3 6,000 Thin Overlay $54,924 Collector San Andres Santa Lucia to Atascadero Avenue 0.66 2,000 3 6,000 Thin Overlay $66,000 Collector East Front San Gabriel to Santa Rosa 0.28 2,000 3 6,000 Thin Overlay $28,000 Collector Del Rio EI Camino Real to San Anselmo 1.23 2,000 3 6,000 Thin Overlay $123,000 Minor Arterial Atascadero Avenue San Diego to Santa Rosa 1.23 2,000 3 6,000 Thin Overlay $123,106 Collector San Fernando Balboa to Graves Creek 1.52 1,400 4 5,600 Thick Overlay $304,000 Minor Arterial Santa Ysabel Highway 41 to Capistrano 1.52 2,500 2 5,000 Slurry Seal $30,400 Collector San Benito EI Camino Real to Del Rio 0.57 1,200 4 4,800 Thick Overlay $114,000 Collector Viejo Camino Halcon to EI Camino Real 0.47 1,500 3 4,500 Thin Overlay $47,000 Collector San Marcos Los Altos to Portal 1.25 1,500 3 4,500 Thin Overlay $125,000 Collector Garcia San Gregorio to Santa Cruz 0.52 1,500 3 4,500 Thin Overlay $52,000 Collector San Gabriel Morro Road to Atascadero Ave 0.09 2,200 2 4,400 Slurry Seal $1,800 Collector San Jacinto Nogales to Traffic Way 0.95 2,100 2 4,200 Slurry Seal $18,939 Collector Santa Cruz Garcia to Santa Ana 2.18 1,000 4 4,000 Thick Overlay $436,000 Collector Santa Ana Santa Cruz to Balboa 0.95 1,000 4 4,000 Thick Overlay $190,000 Collector San Gabriel Santa Lucia to San Marcos 1.04 1,000 4 4,000 Thick Overlay $208,000 Minor Arterial Portola Road Atascadero Ave to West Front 0.95 2,000 2 4,000 Slurry Seal $19,000 Collector Curbaril Atascadero Creek to Morro Road 0.19 1,000 4 4,000 Thick Overlay $38,000 Minor Arterial Portola Road Ardilla to San Marcos 1.14 3,900 1 3,900 Future Slurry Seal $0 Collector Los Altos Highway 41 to San Marcos 0.57 1,200 3 3,600 Thin Overlay $57,000 Minor Arterial Atascadero Mall Atascadero Ave to Ardilla 0.09 3,100 1 3,100 Future Slurry Seal $0 Minor Arterial Atascadero Avenue Morro Road to Atascadero Mall 0.38 3,100 1 3,100 Future Slurry Seal $0 Minor Arterial Ardilla Atascadero Mall to Traffic Way 0.09 3,100 1 3,100 Future Slurry Seal $0 Collector West Front Santa Rosa to Hwy 101 0.66 1,500 2 3,000 Slurry Seal $13,200 Collector Santa Ana Santa Lucia to Graves Creek 0.28 1,500 2 3,000 Slurry Seal $5,600 Collector San Marcos San Gabriel to Portola 0.64 1,000 3 3,000 Thin Overlay $64,394 Minor Arterial Halcon Viejo Camino to City Limits 0.76 1,500 2 3,000 Slurry Seal $15,200 Collector Potrero Del Rio to Traffic Way 0.33 1,300 2 2,600 Slurry Seal $6,600 Minor Arterial Lewis Avenue Traffic Way to Atascadero Creek 0.19 1,200 2 2,400 Slurry Seal $3,800 Collector Carmelita San Gabriel to Portola 0.47 1,200 2 2,400 Slurry Seal $9,470 Collector EI Bordo EI Camino Real to City Limits 0.38 1,100 2 2,200 Slurry Seal $7,600 Minor Arterial Traffic Way Potrero to Carrizo 0.64 700 3 2,100 Thin Overlay $64,000 Collector San Ramon Del Rio to Hwy 101 0.57 700 3 2,100 Thin Overlay $57,000 Minor Arterial Del Rio Monterey Road to EI Camino Real 0.38 1,000 2 2,000 Slurry Seal $7,600 Minor Arterial Viejo Camino Santa Barbara to Halcon 0.13 500 3 1,500 Thin Overlay $13,000 Collector San Gabriel Atascadero Ave to West Front 0.09 500 3 1,500 Thin Overlay $9,000 Collector Balboa Otero to San Fernando 1.14 400 3 1,200 Thin Overlay $114,000 Minor Arterial Santa Barbara EI Camino Real to Viejo Camino 0.13 500 2 1,000 Slurry Seal $2,652 Collector San Marcos Portola to San Andres 0.66 500 2 1,000 Slurry Seal $13,258 Collector Graves Creek Santa Ana to Monterey 1.18 1,000 1 1,000 Future Slurry Seal $0 Collector Curbaril San Marcos to Carmelita 0.19 250 3 750 Thin Overlay $19,000 Collector Carmelita Barranco to Casanova 0.17 250 2 500 Slurry Seal $3,400 Collector Carmelita Portola to Curbaril 0.30 250 2 500 Slurry Seal $6,061 Collector Ardilla Balboa to northerly terminus 0.57 250 2 500 Slurry Seal $11,400 Collector Ardilla southerly terminus to Balboa 0.19 150 3 450 Thin Overlay $19,000 Collector Santa Cruz Garcia to Graves Creek 0.28 200 2 400 ;Slurry Seal '$5,600'; Collector Carmelita southerly terminus to San Gabriel 0.23 50 4 200 Thick Overlay $45,455 Collector Santa Cruz Ramona to Graves Creek 0.09 10, 2 20 Slurry Seal Minor Arterial Traffic Way Carrizo to El Camino Real (via Santa Cruz 0.49 50 0 0 N/A $0 Collector San Marcos Sierra Vista to San Gabriel 0.28 0 0 0 N/A $0 Collector Llano westerly intersection w/ Santa Lucia to Bal 0.33 0 0 0 N/A $0 Minor Arterial Lewis Avenue over Atascadero Creek 0.04 0 0 0 N/A $0 Collector Curbaril over Atascadero Creek 0.04 0 0 0 N/A $0 Collector Carmelita Morro Road to Barranco 0.25 0 0 0 N/A $0 Collector Carmelita Casanova to 1200' south of San Gabriel 0.42 0 0 0 N/A $0 Collector Balboa Llano to Otero 0.57 100 0 0 N/A $0 Collector Ardilla Portola Road to Graves Creek Road 0.47 0 0 0 N/A $0 Collector Ardilla Graves Creek Road to southerly terminus 0.30 0 0 0 N/A $0 Collector Ardilla northerly terminus to Monterey Road 0.12 0 0 0 N/A $0 TOTAL 65.35 $8,599,818 PROGRAMMED PROJECTS 3.11 $1,568,121 DEFERED REHABILITATION 62.24 $7,031,697 0 0 0 PCR Index NOTES: 1. Streets listed in italics are un -improved 2. Shaded items are not currently in the City -maintained system 3. Average Daily Traffic (ADT) from Circulation Element Figure III -2 or estimated 4. Cost per Mile assumes road 24 ft. wide 5. Bold items are currently programmed Cost Rating No. PCR Range Rehabilitation Strategy per Mile 1 PCR =>81 Future Slurry Seal $0 2 61 <PCR<80 Slurry Seal $20,000 3 41<PCR<60 Thin Overlay $100,000 4 21<PCR<40 Thick Overlay $200,000 5 PCR <=20 Reconstruction $500,000 NOTES: 1. Streets listed in italics are un -improved 2. Shaded items are not currently in the City -maintained system 3. Average Daily Traffic (ADT) from Circulation Element Figure III -2 or estimated 4. Cost per Mile assumes road 24 ft. wide 5. Bold items are currently programmed Maintained Local Roads Length Street Segment (miles) Alamo Dolores to Honda 0.55 Alcantara Marchant to Marchant 0.22 Alegre Atascadero Road to end 0.08 Alturas Balboa to Del Rio 1.04 Amargon Falda to San Anselmo 0.32 Andrita Sierra Vista to Casanova 0.10 Arcade EI Camino Real to El Corte 0.35 Ardilla Monterey to south of Balboa 0.70 Ardilla Atascadero Mall to San Anselmo 1.01 Arena San Benito to Yerba 0.65 Arizona Estrada to San Jacinto 0.37 Arroyo Gancho to Rosario 0.19 Ash Street EI Camino Real to Catalpa 0.08 Bajada Traffic Way to Dulzura 0.33 Balboa Graves Creek to San Fernando 1.33 Barranco Carmelita to end 0.58 Barranco Heights Barranco to Lucinda Lane 0.11 Barrenda Alamo to Traffic Way 0.42 Bella Vista San Marcos to end 0.74 Birch Catalpa to end 0.05 Buena Miramon to end 0.16 Cabrillo Ensenada to Capistrano 0.32 Capistrano West Mall to Santa Ysabel 0.32 Carmelita San Andres to Curbaril 0.46 Carrizo Traffic Way to EI Camino Real 0.56 Casanova Andrita to Carmelita 0.60 Cascabel Santa Lucia to Ardilla 0.69 Cascada EI Centro to EI Camino Real 0.09 Castano Maleza to Palomar 0.55 Castenada Lane Toloso to end 0.20 Catalpa San Rafael to end 0.23 Cebada Santa Ana to end 0.30 Cemetery Capistrano to Mercedes 0.15 Cenegal Laurel to end 1.08 Chandler Lane San Rafael to end 0.10 Chico Traffic Way to Del Rio 0.20 Colima San Benito to San Anselmo 0.61 Colorado San Rafael to San Diego 0.50 Conejo Ramona to end 0.15 Coromar Marchant to Portola 0.72 Corona Santa Ana to end 0.76 Corriente San Fernando to end 0.76 Corriente Llano to end 0.14 Cortez Maleza to end 0.49 Country Club Capistrano to Mercedes 0.13 Cristobal San Andres to Curbaril 0.41 Cuesta Court San Rafael to end 0.13 Del Rio San Gregorio to San Gregorio 1.70 C1 ZI 2 Devon Court Santa Ynez to end 0.05 Dolores San Anselmo to Traffic Way 0.96 Dulzura Gancho to Fresno 0.59 East Front San Gabriel to Santa Rosa 0.38 East Mall EI Camino Real to Lewis 0.15 EI Centro Arcade to Cascada 0.07 EI Corte Arcade to La Linea 0.29 EI Dorado Arcade to La Linea 0.24 EI Monte Santa Lucia to City Limits 0.76 EI Verano Dolores to Vida 0.51 Enchanto Balboa to end 0.49 Ensenada Capistrano to Capistrano 0.42 Entrada Lewis to EI Camino Real 0.15 Escalon Miramon to Hildago 0.08 Estrada San Ansemo to San Jacinto 0.37 Falda San Benito to Amargon 0.30 Flores Santa Lucia to Los Gatos 0.21 Fresno San Jacinto to Rosario 0.34 Gabarda Curbaril to Wastewater Plant 0.44 Gancho Dolores to Rosario 0.46 Garcero Santa Ana to end 0.45 Garcia Santa Cruz to east end 0.61 Graves Creek San Fernando to Santa Ana 0.38 Hermosa Navarette to San Clemente 0.19 Hermosilla Cayucos to San Jacinto 0.30 Hildago Sycamore to Sycamore 0.35 Honda Traffic Way to Bajada 0.30 Junipero EI Camino Real to end 0.68 La Canada Del Rio to end 0.28 La Linea EI Corte to State Route 101 0.46 La Luz San Benito to Arena 0.46 La Paz Atascadero Road to end 0.27 Lake View Portola to Santa Rosa 0.47 Las Lomas EI Bordo to end 0.45 Laurel Santa Lucia to end 0.43 Lewis Traffic to East Mall 0.38 Liga Arena to Amargon 0.18 Llano Santa Lucia west to Balboa 1.61 Lomitas Santa Lucia to end 0.99 Los Gatos Santa Lucia to end 0.48 Los Osos San Rafael to Old Morro Road East 1.14 Lucinda Lane Entire length 0.35 Magdelena Cemetery to Mercedes 0.22 Magnolia Capistrano to Mercedes 0.27 Maleza Castano to Cortez 0.08 Maple EI Camino Real to Catalpa 0.08 Marchant Morro Road to Portola 1.37 Marchant Way Pismo to Santa Rosa 0.33 Maricopa San Anselmo to end 0.54 Mariquita Rosario to Olmeda 0.26 Miramon Sycamore to Sycamore 0.48 043 Monita San Gabriel to Sierra Vista 0.19 Montecito Las Lomas to East Front 0.16 Monterey Court Monterey to end 0.09 Mountain View Portola to Santa Rosa 0.46 Musselman EI Camino Real to end 0.27 Nacimiento Atascadero Mail to end 0.11 Navajoa Santa Ynez to Curbaril 0.79 Navarette San Marcos to Santa Lucia 0.59 Navidad EI Verano to Vida 0.21 Nogales Dolores to Dulzura 0.78 Obispo Traffic Way to Del Rio 0.63 Old Morro Road Morro Road to Morro Road 1.64 Old Morro Road East Morro Road to Morro Road 0.43 Olmeda San Jacinto to West Mall 0.76 Palma San Jacinto To East Mall 0.81 Palomar Yesal to EI Camino Real 0.97 Paseo Pacifico Santa Cruz to end 0.13 Pinewood Court Catalpa to end 0.05 Pino Solo La Linea to Principal 0.33 Plata Lane EI Camino Real to end 0.09 Potrero Traffic Way to Del Rio 0.34 Prado Court San Rafael to end 0.09 Principal EI Camino Real to Las Lomas 0.15 Pueblo Sombrilla to San Luis Avenue 0.34 Ramona Del Rio to Monterey 1.17 Rayar Lomitas to Nudoso 0.06 Ridgeway Court Rosario to end 0.04 Robles- Santa Ysabel to Sombrilla 0.09 San Andres Atascadero Avenue to Marchant 0.27 San Ardo Arena to Dolores 0.23 San Clemente San Marcos to San Marcos 0.44 San Diego Road Atascadero Road to State Route 101 0.59 San Diego Road San Dimas to City Limits 0.52 San Diego Way El Camino Real to State Route 101 0.24 San Dimas Lane Los Osos to end 0.10 San Dimas Road Los Osos to San Diego Road 0.66 San Gregorio Garcia to Santa Ana 2.37 San Guillermo San Gabriel to end 0.17 San Lucas EI Monte to end 0.21 San Luis Avenue Pueblo to Curbaril 0.23 San Palo San Anselmo to Ardilla 0.47 San Pedro Gancho to Alamo 0.19 San Rafael EI Camino Real to State Route 101 0.12 San Rafael Atascadero Road to West Front 0.51 San Rafael San Gabriel to Los Osos 0.46 San Ramon Del Rio to Caltrans right of way 0.28 San Vincente Dolores to San Jacinto 0.31 Santa Ana Santa Cruz to Lot 10 0.30 Santa Ana Santa Lucia to Balboa 2.46 Santa Fe EI Corte to EI Dorado 0.12 Santa Ynez Morro Road to Morro Road 1.14 C14 4 Serra Atascadero Avenue to San Andres 0.17 Sierra Vista Monita to San Marcos 0.31 Sinaloa Curbaril to Pueblo 0.24 Solano El Camino Real to La Linea 0.15 Sombrilla Curbaril to end 0.64 Sycamore Capistrano to Miramon 0.85 Tampico Gabarda to end 0.33 Tecolote Llano to gate 0.08 Toloso San Dimas to City Limits 0.44 Tunitas Bajada to Traffic Way 0.36 Valle Palomar to end 1.15 Venado Santa Lucia to Ardilla 0.78 Via Traffic Way to Ensenada 0.13 Vida Nogales to San Jacinto 0.64 Violeta Santa Lucia to Aguila 0.30 Vista San Marcos to Ibsen Tract 0.28 West Front Portola to State Route 101 0.96 Willow EI Camino Real to end 0.02 Yerba Estrada to Dolores 0.29 Yesal Curbaril to Castano 0.21 TOTAL 76.31 0=15 Non-City Maintained Roads Length Street Segment (miles) Aguila Venado to Venado 0.85 Alondra Santa Barbara to end 0.23 Alta Vista Navarette to Navarette 0.38 Amapoa Curbaril to Portola 0.40 Aragon Tampico to end 0.05 Ardilla Portola west to end 0.14 Ardilla Graves Creek to end 0.11 Ardilla Balboa to end 0.38 Artiga Balboa to end 0.05 Atajo Chauplin to end 0.05 Atascadero Mall EI Camino Real to State Route 101 0.04 Atascadero Road Santa Barbara to end 0.09 Aurora Tampico to end 0.05 Avenal Pismo to Santa Rosa 0.05 Azucena Curbaril to Portola 0.42 Balboa Otereo to Llano 0.47 Bolsa Santa Lucia to end 0.28 Calle Cynthia EI Camino Real to end 0.09 Calle Refugio Via Tortuga to end 0.07 Campbell Lane EI Camino Real to end 0.11 Campo Monterey to end 0.14 Casitas Sierra Vista to end 0.24 Cayucos San Anselmo to Lobos 0.33 Cemetary Mercedes to end 0.28 Chauplin Venado to Santa Lucia 0.57 Cholare Morro Road to end 0.14 Chorro Santa Lucia to end 0.38 Circle Oak San Rafael to end 0.14 Cole Court Portola to end 0.09 Constancia Marchant to end 0.05 Corta Santa Lucia to end 0.04 Cortez North end 0.05 Cortina Pinal to Valle 0.19 Cristobal Curbaril east to end 0.21 Curvado Circle Dolores to Dolores 0.14 Eagle Creek Court Santa Barbara to end 0.14 EI Centro Cascada to end 0.14 EI Descanso Larga to end (2 sections) 0.09 EI Parque Pismo to Santa Rosa 0.09 EI Retiro San Andres to end 0.11 Encinal Valle to end 0.28 Encino Santa Lucia to end 0.42 Escarpa Pinal to Valle 0.19 Escondido Portal to end 0.47 Falda Amargon to San Anselmo 0.30 Gallina Llano to end 0.11 Gusta EI Camino Real to end 0.09 Hermosilla Cayucos to Lobos 0.09 46 Hospital Drive Capistrano to Capistrano 0.22 Jaquima Corona to end 0.09 Jolon Barrano to end 0.11 Jornada Lane EI Camino Real to end 0.19 Juanita Sombrilla to end 0.09 Juarez Barrenda to end 0.09 La Costa EI Camino Real to end 0.11 La Uva EI Camino Real to end 0.05 Larga Navarette to San Clemente 0.38 Las Casitas EI Camino Real to Los Pueblos 0.24 Linda Vista Navarette to end 0.11 Lobos San Anselmo to Nogales 0.43 Lobos Court Lobos Lane to end 0.05 Lobos Lane Nogales to end 0.19 Los Cerritos San Andres to Navarette 0.09 Los Pueblos Las Casitas to Las Casitas 0.28 Madera Place EI Camino Real to end 0.09 Maleza Castano to Pinal 0.28 Mananita Dolores to Estrada 0.24 Marco Lane EI Camino Real to end 0.15 Maya Lane EI Camino Real to end 0.15 Mira Flores San Andres to end 0.11 Montura Lane Coromar to end 0.05 Nudoso Rayar to Lomitas 0.57 Ortega Atascadero Road south to City Limits 0.52 Otero Balboa to end 0.38 Pajaro Coromar to end 0.19 Palo Verde Old Morro Road to Lot 19 0.76 Pequina Larga to Larga 0.19 Pescado Venado to end 0.13 Piedras Altos Curbaril to Portola 0.38 Pinal Curbaril to end 0.66 Portal San Marcos to end 1.04 Portola Way Portola to end 0.09 Ramage Portola to end 0.09 Realito Vista to end 0.38 Rio Rita Del Rio to end 0.24 Rivera Bonica to Maduro 0.14 Ropa Court San Gregorio to end 0.38 Rosita Avenue San Anselmo to Nogales 0.38 Rosita Court San Anselmo to end 0.09 San Benito EI Camino Real to State Route 101 0.09 San Carlos San Rafael to City Limits 0.14 San Cayetano Cenegal to end 0.38 San Fernando Monterey to Balboa 0.85 San Francisco Marchant to Azucena 0.19 San Gabriel San Marcos to Santa Lucia 1.04 San Marcos Sierra Vista to Portal 0.85 San Marcos Los Altos westerly to end 0.71 San Rafael Los Osos to easterly end 0.19 Santa Barbara Atascadero Road to Atascadero Road 0.13 �� tit • Santa Cruz Ramona to Graves Creek 0.09 Santa Cruz EI Camino Real to Traffic Way 0.47 Santa Cruz Garcia to Graves Creek 0.28 Sausalito Balboa to end 0.14 Seperado San Jacinto to.San Anselmo (2 sections) 0.38 Serena Mercedes to end 0.38 Sierra Vista Monita easterly 0.19 Silla Colima to end 0.23 Sonora Pinal to Valle 0.28 Tecorida San Andres north to end 0.19 Tecorida Curbaril to end 0.05 Tecorida Marchant to end 0.05 Tecorida San Andres south to end 0.14 Tranquilla San Anselmo to Rosita 0.24 Vega Ardilla to end (2 sections) 0.28 Vernalis Tampico to end 0.19 Via Tortuga Atascadero Road to Coromar 0.25 Viscano Dolores to end 0.24 Vista Ibsen Tract 0.47 TOTAL 29.43 IF ITEM NUMBER: B-2 DATE: 07/25/2000 n 1918 � , 1979 ArA'�cAn�O// Atascadero City Council Staff Report - Community & Economic Development Downtown Revitalization Plan General Plan Amendment 99004 Zone Change 2000-003 (City of Atascadero) RECOMMENDATIONS: The Planning Commission recommends Council: 1. Adopt draft Resolution certifying the proposed Negative Declaration; and, 2. Adopt draft Resolution approving the Downtown Revitalization Plan; and, 3. Adopt draft Resolution approving General Plan Amendment 99004 changing the land use designation and establishing design guidelines in the downtown area; and, 4. Introduce the draft Ordinance, for first reading by title only, approving zone change 2000- 003 amending the zoning regulations pertaining to downtown; and, 5. Introduce the draft Ordinance, for first reading by title only, approving amendments to the sign regulations pertaining to downtown. Staff recommends Council: 1. Introduce the draft Ordinance, for first reading by title only, approving amendments to the Municipal Code related to Downtown Parking & Business Improvement Area; and, 2. Adopt draft Resolution confirming annual assessment for Downtown Parking & Business Improvement Area(Fiscal Year 2000-01). DISCUSSION: Background:. In December of 1990, a Downtown Master Plan was adopted, which formed policies and programs for circulation, parking, land use and design guidelines. The Downtown Master Plan was utilized to guide development activities that occurred on a limited basis during the years following plan adoption. G'419 ITEM NUMBER: B-2 DATE: 07/25/2000 On April 14, 1998, staff presented the City Council with a review of the Master Plan, including a status report of the various implementation measures that were outlined in the plan and a recommendation for how the plan could be useful in the revitalization of downtown. The City Council authorized staff to initiate a general plan amendment process to update the Master Plan. On May 26, 1998, the City Council approved a recommendation to activate the City's redevelopment agency and pursue the creation of a redevelopment project area. The formation of the redevelopment project area commenced with the approval of a preliminary redevelopment plan in December of 1998. On July 13, 1999, the Redevelopment Agency and City Council approved the City's Redevelopment Plan as the primary tool to improve and revitalize the downtown area. The Main Street approach was introduced and highlighted as a national model for downtown revitalization efforts during the course of the redevelopment plan preparation. The Downtown Revitalization effort was initiated in October of 1999, with the hiring of Crawford Multari Clark and Mohr to serve as consultants in the development of a revitalization plan utilizing the main street approach. The accompanying plan was developed by the consultants working with a committee of community members and staff. Approximately 15 committee and subcommittee meetings were held along with 2 community wide "town hall" style meetings. The Main Street approach to downtown revitalization, developed by the National Trust for Historic Preservation, was used as the foundation for the Revitalization Plan. Main Street's eight (8) guiding principles and four point approach serve as the key components of the plan and are essential to the success of the revitalization effort. The purpose of the Revitalization Plan is to: ♦ Implement the City's General Plan and Redevelopment Plan with a detailed focus on the downtown area ♦ Develop a community consensus on an overall vision for the downtown area ♦ Coordinate public and private investment in the area to realize the vision ♦ Enhance the downtown's character with public improvements and architectural standards to guide new development. Summary: The Revitalization Plan establishes the community's vision and goals for the revitalization effort. It provides background information in key areas and an implementation program to ensure a comprehensive approach to downtown revitalization as recommended by the national Main Street program. The actions before the Council includes the approval of the Revitalization Plan and the first in a series of implementation measures that include ♦ General Plan Land Use: A proposal to modify the land use element of the current general plan and establish a land use pattern for downtown. ♦ Zoning Regulations Changes: A proposal to repeal existing zoning regulations and replace with new regulations that will implement the area plan X50 ITEM NUMBER: B-2 DATE: 07/25/2000 ♦ Sign regulation changes: Proposals to modify the sign regulations in the downtown area to provide a uniform, consistent sign and identification program. ♦ Design guidelines: The design guidelines are intended to assist in the overall development of downtown to ensure high architectural quality compatible with existing attractive buildings and promote the conservation and reuse of existing buildings that have preferred design quality. Downtown Revitalization Plan The Revitalization Plan is based upon the Nation Trust for Historic Preservation "Main Street Approach"to downtown revitalization. The plan focuses on these four areas, organization, design, economic restructuring and promotion. The implementation portion of the plan outlines several strategies and measures that will be accomplished by the City and a future downtown organization. The plan also outlines the community vision for downtown. ♦ Organization: "Downtown Atascadero will build an effective volunteer driven management organization guided by professional staff and broad based public and private support". This will be accomplished by the establishment of an independent non-profit organization, with a Board of Directors and advisory committees focused on implementing the Main Street iapproach. Implementation measures call for the establishment of this organization this fall. ♦ Economic Restructuring: "Downtown Atascadero will retain and strengthen existing businesses, recruit appropriate new businesses and develop appropriate economic restructuring strategies to achieve an economically,vital downtown". The plan provides initial baseline information on the City's commercial needs which will be used to identify targeted business opportunities for downtown. The plan provides a variety of strategies and programs to promote business retention and focused attraction efforts, including maintenance of available property listings and streamlined permitting processes for downtown projects. ♦ Promotion: "Downtown Atascadero will create a unified, quality image and develop promotion strategies that bring people to the district". The plan provides promotional strategies aimed at encouraging events and tourism in downtown, including specialized signage, standard logo and theme and development of marketing materials. ♦ Design: Downtown Atascadero will be enhanced throughout public improvements to the streetscape,. use of design guidelines in the review of future development projects and private improvements such as building facades". The plan calls for changes to improve land use, circulation and parking and public improvements in a manner that provides a pedestrian friendly environment. The Plans implementation section provides the Steering Committee's recommendation for a "first project"to kick off the revitalization effort. The project consists of the installation of a landscape median and crosswalk enhancements on El Camino Real from Traffic Way to West Mall. The project is only listed in the plan as a recommendation and therefore is not being approved as part of the plan. The project will come back to the City Council for formal ITEM NUMBER: B-2 DATE: 07/25/2000 consideration. Implementation measures recommended by the Plan that are being considered are discussed below. General Plan Amendment Current: The current land use structure of the downtown provide for six (6) land use districts, primarily consisting of various forms of commercial land uses, and 2 overlay zones, pedestrian retail and tourist commercial. The land use districts provide for both automobile and pedestrian oriented development and confines uses to certain streets within the downtown area. The current land use configuration was an attempt to direct private sector investments to certain areas within the downtown and limit uses in certain areas. The result has been little or no investment in certain areas of downtown because the land uses have been restrictive. For example, the areas along East and West Mall were designated for restaurant uses only, yet no such uses are either found along these streets. Proposed: The proposed land use provides a single land use for the downtown area that would differentiate it from other land uses in the community. The land use proposal also incorporates public/recreation zoning for the creek and other public properties such as Sunken Gardens. The single land use district provides for a comprehensive approach to downtown development as well as specified zoning classifications to guide development. Current Land Use Districts Proposed Land Use District(s) Pedestrian Commercial Downtown Commercial Downtown Commercial Restaurant& Entertainment Public/Future Development Commercial Zoning Regulations Current: The zoning regulations currently provide four lands use designations and 2 overlay zones that mirror the general plan land use designations. Each zoning district contains separate development requirements and limits the types of specific uses in each district. The zoning regulations in the downtown are very restrictive and have historically been an impediment to private sector investment in the downtown area. Proposed: The proposed zoning regulation amendments provide for the development of an attractive, pedestrian oriented downtown area by providing a mixture of commercial, office and residential land uses in two and three story buildings. There are 2 zoning districts recommended: ♦ Downtown Commercial (DC) which provides a wide range of retail commercial, restaurant, entertainment, non-automotive services, offices and residential uses. The zoning district encourages a pedestrian oriented mixed use environment. ♦ Downtown Office (DO) which applies to properties that border the Commercial district and provide a variety of professional and office uses to provide daytime population in the downtown area. ITEM NUMBER: B-2 DATE: 07/25/2000 Design Guidelines Current: The Downtown Master Plan provides general guidance for design review based on the building composition, storefronts and the colors/materials. However, the Master Plan did not provide pictorial examples of the desired appearance and treatments for development in the Downtown area. Proposed: The proposed Design Guidelines will be applied as part of the discretionary review of downtown projects and will be applied to all new construction and any additions, remodels, fagade improvements, or relocation, of existing buildings. They will provide direction for property owners, as well as planning staff, in determining what is appropriate in the downtown area and provide specific examples for each design element of a project, including site design, architecture, landscaping, parking design, and historic preservation. Sign Ordinance Amendments Current: The current Downtown Sign Ordinance encourages the use of awnings as the preferred signage alternative in the downtown area. The Sign Ordinance also specifies the color treatment required for the awning canopies. The Downtown Sign Ordinance does provide a provision for wall signs, but specific findings are required as well as an Administrative Use Permit. This had been a deterrent to the installation of new signage in the downtown area because merchants were not willing to invest in a canopy sign and were unwillingly to apply for an Administrative Use Permit. This has led to the re-facing and continued use of non-conforming signs. Proposed: The proposed amendments to the Sign Ordinance include the elimination of the Administrative Use Permit requirement for the installation of a wall sign. The proposed amendments include an option to install either a wall sign or an awning sign, but not both. The allowed sign area of a site has not changed and the ordinance still contains provisions for the installation of alternative signs, such as decorative pennants and projecting signs. The proposed ordinance includes three new types of allowed signs that are not currently provided, specifically multi-tenant directory signs, building name signs, and monument signs. Business Parking & Improvement Area The City of Atascadero established a Downtown Parking and Business Improvement Area in 1986 (Chapter 11 of the Atascadero Municipal Code) for the purpose of acquisition, construction or maintenance of parking facilities, decoration of public places, promotion of public events, and general promotion of business activities in the downtown area. The ordinance also created the Business Improvement Association (BIA) which was authorized under the ordinance to "expend area revenues" and was charged with establishing bylaws, which were subject to the approval of the City Council. Revitalization Plan calls for the continuation of the Downtown Parking and Business Improvement Area and elimination of the BIA replacing it with a new organization. The continuation of the Parking and Business Improvement Area will maintain the private sector "buy-in" and participation in funding improvements and activities of the new Main Street Organization. Since its inception, the BIA has expended revenues received by the City from the Improvement Area for such activities and projects as street trees, parking lot acquisition, promotional activities Cf-;113 ITEM NUMBER: B-2 DATE: 07/25/2000 and other downtown related events. The City Council approved the initial bylaws,for the organization in 1986 and approved amendments to the bylaws in 1990. Historically, the revenues from the Improvement Area passed through to the BIA for expenditure in the downtown area. Annually, the BOA prepared a budget and financial statement spending area revenue on eligible activities. The BIA also raised outside funds for other activities. In 1998, the City reviewed the fiscal relationship between the BIA and the City and determined that revenues and expenditures should be tracked similar to other special fund accounts. Thereafter, a budget was adopted and the City began to manage the fund. On June 27, 2000, the City Council adopted a Resolution indicating its intent on continuing the annual Improvement Area assessment. During the discussion about the item, the Council asked staff to address 3 questions raised by John McGoff during the public comment section. The questions and corresponding answers are detailed below. 1. Where are the other resolution of intentions for the previous years. There is no record of a "Resolution of Intention" being adopted for previous fiscal years. The City expended Improvement Area revenues in similar fashion as many other Improvement Areas throughout California. Atascadero, like all of the cities contacted was unaware of the new State law requirements and continued to implement the funding measures consistent with the original regulations. There are a variety of interpretations of state law among cities and there is no consistent approach to applying the provisions of state regulations pertaining to the operation i of Improvement Area(s) and there are no guidelines from the State pertaining to these regulations. 2. Was the BIA incorporated? The BIA did incorporate in approximately 1995, however the papers necessary to achieve non-profit status from the Internal Revenue Service were never completed. The BIA was thereafter un-incorporated in 1999. Incorporation has no impact on the BIA's role with respect to the City. The BIA is an organization created and established by the Atascadero Municipal Code. The incorporation as a non-profit would have provided the BIA with the ability to raise funds as a tax exempt organization, thereby providing a tax benefit to potential donors. 3. Was the City subject to the provisions of legislative changes made in 1989? Yes, State law authorizing the establishment of Parking and Business Improvement Area(s) was established in 1965, with State Legislative amendments in 1989 and 1994. The changes in 1989 subjected the Improvement Area to new regulations relating to the collection of assessments, modification of boundaries, assessments, improvements or activities and procedures for disestablishment of the Improvement Area. The City was subject to the provisions contained in these sections of the 1989 law. The City continued to operate the Improvement Area as it historically did since its establishment in 1986. The City Attorney has opined that the City has operated the Improvement Area in accordance 0 with the policies that were set forth when the Improvement Area was formed and that the City Council may continue to operate the Improvement Area provided that it comply with the intent of state law. Further, there is no record to suggest that the City conducted any activity contrary G54 ITEM NUMBER: B-2 DATE: 07/25/2000 to the intent of state law, but instead, consistently operated and maintain an ImP rovement Area as it was originally formed. There were annual budgets established by the Business Improvement Association and financial statements summarizing the expenditures each year. The BIA was engaged in the development of the 1990 Downtown Master Plan and has lead a number of efforts in the areas of improvements and activities. The BIA Board of Directors has included more than a majority of representation from the businesses paying the Improvement Area assessment. The key elements of state law, expenditure of the revenue for downtown purposes, representation by those paying the assessment, and the development of annual budgets focused on downtown activities and improvements seem to have been consistent throughout the Improvement Area's history. The lack of any clear statewide consistency in the application of the 1989 legislative changes or uniform operation of Improvement Area(s) demonstrates it has been left to local jurisdiction to interpret how to comply with the regulations. If a problem exists because of past interpretations of state law, the problem would continue to exist whether the BIA continues to function or not. Staff considered the "dis-establishment" of the improvement Area and then re-establish it under current state regulations, however, it seems to serve no purpose if the continuation of the Improvement Area is the end result. Staff does recommend that certain actions take place that meet the intent of state law. Staff is recommending that the regulations relating to the holding of an annual hearing prior to the Improvement Area assessment being levied be done. Annually, the new "-main street organization" would provide an annual report to the City, the Council would consider a Resolution of Intention to levy the assessment and conduct a public hearing as stated in the state regulations. State law is clear the City has the option to create a new or designate an existing advisory body to complete the annual report and expend area revenues, provided that the advisory body has some representation from the businesses paying the assessment. Staff is recommending changes to the Municipal Code that would allow the City to enter into annual contracts with the future main street organization to expend Improvement Area revenues and in accordance with state law, provide that such organization include among its Board of Directors businesses in the downtown area. The contractual arrangement would therefore "designate" the new organization as the advisory group for downtown related matters, however, the City would not appoint its Board of Directors, officers or staff. This would be a relationship similar to the one the City has with the Atascadero Native Tree Association, whereby the City has designated ANTA as the advisor to the City on native tree issues and advises the City Council on the expenditure of tree mitigation fund revenues, however the City has no involvement in the appointment of its Board, officers or staff. Maintaining the Parking and Business Improvement Area provides additional, stable financial resources toward the revitalization program and provides a vested interest in the program on the part of downtown business owners. Statewide, Improvement Area revenue provides 20% of the funding for Main Street programs. Environmental Review: An environmental determination was conducted in conformance with Section 15152 of the California Environmental Quality Act that provides for the use of C, ITEM NUMBER: B-2 DATE: 07/25/2000 previously adopted Environmental Impact Report for the review of subsequent projects identified in the previous EIR. Therefore, a Negative Declaration was filed on June 27, 2000 stating that the project will not have an adverse impact on the environment. Conclusion: The proposed changes to the City's general plan and zoning regulations implement the Downtown Revitalization Plan which translates the vision of the revitalization effort into a framework to guide future development activity and investment in the downtown area. The proposed changes provide the mechanism to ensure that a strong mix of uses will occur and establish a program assisting in the overall development of the area. ATTACHMENTS: A. Draft Resolution-Proposed Negative Declaration B. Draft Resolution-Proposed Atascadero Revitalization Plan C. Draft Resolution- Proposed General Plan Amendment/Design Guidelines D. Draft Ordinance - Proposed Zoning Text& Map Changes E. Draft Ordinance - Proposed Sign Regulation Changes F. Draft Ordinance - Proposed changes to Business Parking & Improvement Area G. Draft Resolution—Resolution Confirming Improvement Area Assessment for Fiscal Year 2000-01 C;156 Attachment A: Draft Resolution Negative Declaration Atascadero Downtown Revitalization Plan 2C 2000-0003/GPA 99004 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO CERTIFING NEGATIVE DECLARATION 2000-022 PREPARED FOR ZONE CHANGE 2000-0003, GENERAL PLAN AMENDMENT 99004 AND THE ATASCADERO REVITALIZATION PLAN (ZCH 2000-0003; GPA 99004: Downtown Revitalization Plan/Main Street Program, Atascadero Redevelopment Agency) WHEREAS, the City of Atascadero has formed a Redevelopment Agency for the purposes of revitalizing the historic core of Atascadero and the Agency has sponsored the formation of a Main Street organization to plan and implement this program; and, WHEREAS, A program EIR has been prepared and certified for the Atascadero Redevelopment Plan; and, WHEREAS, an Initial Study and Draft Negative Declaration 2000-022 were prepared for the project and made available for public review in accordance with the requirements of the California Environmental Quality Act (CEQA); and, WHEREAS, the Planning Commission of the City of Atascadero held a public hearing on Wednesday, July 12, 2000 to consider the project, at which the Commission recommended the City Council certify the proposed negative declaration; and, NOW, THEREFORE, the City Council of the City of Atascadero, at a public hearing held on Tuesday, July 25, 2000, hereby certifies Negative Declaration 2000-0022 as shown on Exhibit A based on the following Findings: (a) The Negative Declaration has been completed in compliance with CEQA; and, (b) The Negative Declaration was presented to the Planning Commission at a meeting held on July 12, 2000, and the information contained therein was considered by .the Planning Commission, prior to the Commission recommending action on the project for which it was prepared; and, (c) The project does not have the potential to create a significant environmental impact; and, (d) The project is consistent with the program for which the program EIR was prepared; and, Vv ` Draft Resolution July 25,2000 Page 2 (e) New effects which had not previously been considered in the program EIR will be reduced to insignificance by mitigation measures or revisions incorporated into the project; and, (0 The project incorporates all applicable mitigation measures and alternatives identified in the program EIR. On motion by Council Member , and seconded by Council Member the foregoing resolution is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: 0 ADOPTED: By: Ray Johnson, Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A. Hanley, City Attorney • u8 8 Exhibit A: Proposed Negative Declaration ZCH 2000-00031 GPA 99004 L r r ra 'ti s se 1979 CITY OFATASCADERO C1D PROPOSED NEGATIVE DECLARATION#2000-022 6500 Palma Avenue Atascadero, CA 93422 805/461-5035 APPLICANT: City of Atascadero 6500 Palma Avenue Atascadero,CA 93422 PROJECT TITLE: Atascadero Downtown Revitalization Plan General Plan Amendment 99004 Zone Change 2000-0003 PROJECT LOCATION: The Downtown Area is generally bounded by Highway 101.Highway 41,Bajada Avenue, and Rosario Avenue(See Attachment A) PROJECT DESCRIPTION: The environmental analysis for the Downtown Revitalization Plan utilizes the tiering process in conformance with Section 15152 of the CEQA Guidelines. This environmental determination is tiered from the Program Final EIR, (SCH 99011002)prepared by Quad Knopf(May 1999)for the Atascadero Redevelopment Plan. Copies of the Program Final EIR are available for review at City Hall in the Corntnunity and Economic Development Department, Room 104A, 6500 Palma Avenue, Atascadero,CA 93422 The project includes the adoption of a General Plan Amendment repealing the existing Downtown land use description and the Downtown Master Plan. The project proposes the adoption of a new General Plan Downtown land use description and the adoption of an Area plan to guide future development in the Downtown Area. The project also includes an amendment to the Oficial City Zoning Map consolidating the five existing zoning districts it?the Downtown into two zoning districts,Downtown Commercial and Downtown Office. The Downtown Zoning District text will be repealed and replaced with a new zoning district code text for the Downtown Commercial and Downtown Office Districts. The uses in the downtown will remain relatively unchanged,the areas in which they are allowed and the permit requirements for the uses will be modified. The project will also amend the City's Sign Ordinance for Downtown Uses. The proposed project is consistent with the Goals,Objectives and Programs of the Atascadero Redevelopment Plan.(See Attachment 6) The program EIR prepared for the Redevelopment Plan evaluated the improvements that are recommended in the Downtown Revitalization Plan,projects not previously evaluated under the Redevelopment Plan program EIR or projects that clave changed in scope,will require additional environmental review as required carder the California Environmental Quality Act. FINDINGS: 1. The project does not have the potential to degrade the environment; 2. The project will not achieve short-term to the disadvantage of long-tenn environmental goats; 3. The project does not have impacts which are individually limited,but cumulatively considerable; 4. The project will not cause substantial adverse effects on human beings either directly or indirectly; 5. The project is consistent with the program for which the program EIR was prepared; 6. New effects which had not previously been considered in the program EIR will be reduced to insignificance by mitigation measures or revisions incorporated into the project;and 7. The project incorporates all applicable mitigation measures and alternatives identified in the program EIR. DETERVILYATION: Based on the above findings,and the information contained in the initial study 2000-022(made a part hereof by reference and on file in the Community Development Department),it has been determined that the above project will not have an adverse impact on the environment when the following proposed mitigation measures are incorporated into the project. PREPARED BY: Jamie L.Heltsley,Assistant Planner DATE POSTED: June 27,2000 PUBLIC REVIEW ENDS: July 25,2000 �f L+ Attachment B: Draft Resolution Approval of Downtown Revitalization Plan Downtown Revitalization Plan/GPA 99004/ZC 2000-0003 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO APPROVING THE DOWNTOWN REVITALIZATION PLAN (Downtown Revitalization Plan/Main Street Program, Atascadero Redevelopment Agency) WHEREAS, the City of Atascadero has formed a Redevelopment Agency for the purposes of revitalizing the historic core of Atascadero and the Agency has sponsored the formation of a Main Street Organization to plan and implement this program; and, WHEREAS, a timely and properly noticed Public Hearing upon the subject Downtown Revitalization Plan was held by the Planning Commission of Atascadero on July 11, 2000 at which hearing evidence, oral and documentary, was admitted on behalf of said Plan; and, WHEREAS, the Planning Commission has recommended the repeal of the existing Atascadero Downtown Master Plan from the General Plan; and, WHEREAS,the Planning Commission has recommended the a new Downtown land use designation and description with corresponding design guidelines be added to the General Plan Land Use Elements and Land Use Diagram consistent with the Main Street Program; and, WHEREAS,the Planning Commission has recommended the adoption of a new Downtown zoning district code text and corresponding amendments of the Official Zoning Map to implement the Main Street Program; and, WHEREAS,the Planning Commission has recommended that it is in the best interest of the City to adopt a new Downtown Revitalization Plan to guide the implementation of the Main Street Program and ensure the orderly and efficiency redevelopment of the Downtown; and, WHEREAS,the laws and regulations relating to the preparation and public notice of environmental documents, as set forth in the State and local guidelines for implementation of the California Environmental Quality Act (CEQA)have been adhered to; and, WHEREAS, a timely and properly noticed Public Hearing upon the subject Downtown Revitalization Plan was held by the City Council of Atascadero on July 25, 2000 at which hearing evidence, oral and documentary, was admitted on behalf of said Plan; and, CUD Draft Resolution July 25,2000 Page 2 of 2 WHEREAS, the City Council of Atascadero, at a Public Hearing, studied and considered the Downtown Revitalization Plan, after first certifying the proposed Negative Declaration prepared for the project; and, NOW,THEREFORE, the City Council takes the following actions: SECTION 1. Certification of the proposed Negative Declaration. The City Council finds that the proposed Downtown Revitalization Plan is consistent with the Program EIR of the Redevelopment Area Plan and that no new impacts would result with the potential for a significant environmental effect, and the Negative Declaration has been prepared and noticed as required by of the California Environmental Quality Act (CEQA) and is hereby recommended to be certified for the project. SECTION 2. Approval. The City Council hereby adopts the Downtown Revitalization Plan as contained on the following exhibit: Exhibit A: Downtown Revitalization Plan On motion by Council Member , and seconded by Council Member the foregoing resolution is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ADOPTED: By: Ray Johnson, Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A. Hanley, City Attorney C;v�: Exhibit A: Downtown Revitalization Pian Atascadero Downtown Revitalization Plan f_ -4 LA Ilk CITY COUNCIL DWT r h i an s �5 CITY OF ATASCADERO COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT July 2000 G G 2 City of AU-ndery Draft Dozznt w Revitalizutian Plan Acknowledgements City Council Mayor Ray Johnson J.Mike Arrambide Jerry L.Clay,Sr. George Luna Wendy Scalise Planning Commission David Bentz Hal Carden Royce Eddings Roberta Fonzi Kimberly Jeanes Bob Kelley Jonelle Norton and former Planning Commissioners Alfred Clark and William Zimmerman Main Street Steering Committee Lon Allan Maurice Macare Sarah Avery Dennis Moresco Bill Bright Jonelle Norton Mary Chastain Gretchen Potter Eric Driever John Roush Dick Frank Paul Saldana Maria Goldman Richard Shannon Kimberly Jeanes Subcommittee Members& Persons Interviewed Susie Blackwell Ursula Luna John Bradley Marjorie Mackey Barbie Butz Joanne Main Stan Cherry John McGoff Tami Clark Joan O'Keefe Genre Dadisman Eleen Panter Gordon Edmonds Susan Poulin Richard Every Sarah Rah Shelia Every Dennis Schmidt David Hill Paul Stalnaker Ted Jacobson City Staff Wade McKinney,City Manager Paul Saldana,Community&Economic Development Director Jamie Heltsley,Assistant Planner 0 G 63 4 City of At-ade- Draft Doun=m Ra italization R= Contents 1 Introduction...............................................................................................................................1 Purpose.......................................................................................................................................2 Relationshipto Other Ci, Plans...................................................................................................2 TheMain Street Approach ...........................................................................................................2 DowntownHistory......................................................................................................................4 Community Workshops&Committees.........................................................................................5 CommunityVision.......................................................................................................................5 CommunityGoals........................................................................................................................6 2LOrganization..............................................................................................................................7 Introduction................................................................................................................................7 Organizational Alternatives...........................................................................................................7 Components of the Organization..................................................................................................8 Participants................................................................................................................................ 10 3Design.....................................................................................................................................13 Introduction.............................................................................................................................. 13 LandUse................................................................................................................................... 13 Circulation&Parking Improvements.......................................................................................... 15 DesignElements........................................................................................................................ 16 RecommendedActions .............................................................................................................. 18 4 Economic Restructuring........................................................................................................19 Introduction.............................................................................................................................. 19 PreliminaryMarket Analysis........................................................................................................19 Trade Area&Development Potential.........................................................................................23 Economic Restructurin .............................................................................................................26 RecommendedActions..............................................................................................................28 Citations....................................................................................................................................29 5 Promotion.........................................................................:.....................................................30 Introduction..............................................................................................................................30 Existing Downtown Activities&Other Community Events.........................................................30 Tourism....................................................................................................................................32 Promoting Downtown Atascadero..............................................................................................32 Implementation......................................................................................................................35 Introduction..............................................................................................................................35 CityCode Revisions...................................................................................................................35 Streetscape Improvements..........................................................................................................35 Housing:...................................................................................................................................37m Summary of Recomended Actions...........................................................................................38 Design Guidelines...................................................................................................Separate Document i LAS City ofAtascadero Draft Douzm Revitalization Plan List of Tables Table1:Participants....................... ...................................................................................................... 12 Table 2: Existing Downtown Parkina...................................................................................................... 12 Table 3: Population&Income ...............................................................................................................21 Table 4: Income by Expenditure Category...............................................................................................21 Table 5:Theoretical Demand for Consumer Retail Goods........................................................................21 Table 6: Retail Expenditures. 22 Table 7: Per Capita Retail Spending........................................................................................................23 Table 8: Annual Retail Sales per Square Foot by Use.........................I.......................................................25 Table 9: Typical Square Footage of Retail Store.......................................................................................25 Table 10: Average Yearly Sales Tax Generation Per Store........................................................................26 Table 11: Prelimina Cost Estimate of First Implementation Proiect........................................................37 Table 12: Summary of Recommended Actions.........................................................................................38 Table A: Existing Downtown Businesses by Block...................................................................................42 List of Figures Figure 2: Synthesized Conceptual Plan..................................................................................................... 15 Figure 3:Mid-block Pedestrian Mall........................................................................................................ 18 Figure 4:Landscaped Median..................................................................................................................37 Figure 5: Sidewalk Bulb-outs and Crosswalk Enhancements....................................................................... 37 List of Photos Cover Photo: Old Highway 101 (today El Camino Real) in Downtown Atascadero in the 1940s.........cover Photo courtesy of the Atascadero Historical Society Photo 1. Aerial Photograph of Downtown Atascadero....................................................................I February 23, 1999,by Golden State Aerial Services Photo 2. City Administration Building............................................................................................4 Photo3. Printery Building.............................................................................................................4 Photo4. Carlton Hotel..................................................................................................................4 Photo 5. Workshop 1 Brainstorming,November 8, 1999.................................................................5 Photo 6. Workshop 1 Residents create their vision for a revitalized Downtown,November 8, 1999 ..5 Photo 7. Existing trees along East Mall ..........................................................................................6 Photo 8. Organization subcommittee meets at Workshop 2,March 22, 2000....................................7 Photo 9. Fountain in Sunken Gardens.......................................................................................... 18 Photos 2-9 by Crawford Multani Clark&Mohr Photo 10. Carlton Hotel prior to the construction of the dock tower feature in the 1950s................. 19 Photo courtesy of the Atascadero Historical Society Photo 11. Holiday Tree Lighting Celebration in 1999......................................................................31 Photo courtesy of Kim jeanes Photo 12. Parade on El Camino Real.............................................................................................32 Photo courtesy of the Atascadero Historical Society City ofAtaa-&- Draft Dountom Raitdization Plan Introduction Atascadero is located 17 miles inland, midway between Los Angeles and San Francisco on Highway 101, and 20 miles north of San Luis Obispo. The historic center of Atascadero is the focus of the 2000 Downtown Revitalization Plan. Photo 1 shows the boundaries of the planning area. This Downtown Revitalization Plan grew out of the City's 1999 Redevelopment Plan. The process used to prepare this Plan followed the "Main Street" model, developed by the National Trust for Historic Preservation. The Redevelopment Plan identifies numerous goals, objectives and programs for improvements to the Downtown area including: • Improvement of the downtown streetscape; • Addition of anchor tenants to increase activity in the downtown; • Improvement of public parking facilities in downtown; • Expansion of entertainment facilities in the downtown; • Financial and technical assistance in support of the Main Street program to stimulate community involvement;and • Many others. VO4W" s «f 5 r ♦ r'? i. r • r it x , v t .�.:• i6� tis w „ t Tr i Photo 1.AerialphogntphofDbrergmmAuxa&m n � City ofAtascadem Draft D mentacen Revitalization Plan Purpose The purpose of the Downtown Revitalization Plan is to: 1. Implement the City's General Plan and Redevelopment Plan with a detailed focus on the Downtown area; Z. Develop a community consensus on an overall vision for the Downtown area; 3. Coordinate public and private investment in the area to realize the vision;and 4. Enhance the Downtown's character with public improvements and architectural standards to guide new development. Relationship to Other City Plans The Downtown Revitalization Plan is an "area plan" adopted by the City to implement the General Plan. The Downtown Revitalization Plan builds upon that foundation to provide more specific guidance for decision makers, property owners, business people and others involved in community development, commerce and community events. It is the result of focused community discussions and decisions on the Downtown and how to best implement the Redevelopment Plan. As such, the Plan represents the community's guidance to elected and appointed decision makers,property owners, developers and the public at large. The Main Street Approach The Main Street approach to downtown revitalization was developed bySTREET the National Main Street Center, a program of the National Trust for �. Historical Preservation. The approach is based on four points and relies on eight principles to produce fundamental changes in traditional commercial business districts. These are described below. Subsequent chapters of this plan address each of the four points of the Main Street NATIONAL TRUST approach. firH51C?R7C PRE Y£#V'A'['[C1N'_ Main Street's Four Points Organization: Building an effective volunteer-driven management organization guided by professional staff with broad-based public and private support. Promotion: Creating a unified, quality image and developing promotion strategies that bring people to the district. Ozer 1,200 mrnrnarih5 haze adoptai the Design: Enhancing the design and appearance of the district through Main Stre"appra L'itlaepast16yws, to look again at Main Strom their hear of historic preservation. de cw�, to sage its historic buildings, to revue its cmrnr-zi d core, to Economic Restructuring:. Retaining and strengthening existing stnTO—hairtes, to mntd mrorn nr, businesses, recruiting appropriate new businesses and developing emding V=e4 and keep a setae ofPlax appropriate economic restructuring strategies to sustain the economic and ar mmity life in Ama ca. vitality of the district. Main Street's Eight Guiding Principles 1—The Main Street approach Is a comprehensive approach to revitalization. Unlike many revitalization strategies that have been tried in the past,the Main Street approach is comprehensive, addressing all the areas in which action must take place. Only one aspect of revitalization— design—has been addressed by most downtown and neighborhood commercial district programs, such as those which covered entire blocks of building facades with aluminum slipcovers, adopted false historic themes and applied them artificially to the fronts of buildings or demolished portions of the district in hopes of attracting a developer to build something new. Design improvements alone will not bring about meaningful change;effective marketing,a strong organizational base and solid economic development strategies are all necessary to reverse the cycle of decay from which many downtown and neighborhood commercial districts suffer,and to sustain preservation activity. 2 ��u� City of Awc=4- Draft Lbuntim..Reoiu Lation X= 2 — The Main Street approach relies on quality. Downtown architecture can tell the history of a community. Traditional commercial buildings reflect the pride past generations felt for their communities. These buildings embody quality in construction,craft and style that cannot be replicated today— and which no shopping center can really imitate. The quality inherent in its commercial architecture and in the services offered by its businesses make a downtown unique in the marketplace and gives it many marketing advantages. The projects undertaken by the local Main Street should reflect this high level of quality to reinforce the district's special characteristics. 3 — A public-private partnership is needed to make meaningful, long-term revitalization ,possible. To make a revitalization program successful, both public and private entities must be involved, as neither can bring about change alone. Each sector has unique skills and particular areas in which it works most effectively; combining the talents of both groups brings together all the skills necessary for revitalization to occur in a unified program. 4 — The Main Street program involves changing attitudes. The economic changes experienced by downtowns and neighborhood commercial districts in recent decades have made shoppers and investors skeptical about the downtown's ability to regain economic viability. Because of its physical decay, many people have forgotten how important a downtown's historic commercial buildings are to shaping the community's identity and explaining its unique history. Changing people's attitudes— demonstrating that positive change is taking place— is central to a successful revitalization program 5 — The Main Street program focuses on existing assets. Each community is unique, and each downtown has special characteristics that set it apart from all others. By creating a strong revitalization effort based on the district's unique heritage, each local Main Street program creates an organizational structure that builds on its own specific opportunities. In this way,the Main Street program is adaptable. 6 — Main Street is a self-help program. Without the will to succeed and the desire to work hard to create change, no revitalization program will succeed. Grant programs can help fund pieces of the work plan and consultants can provide guidance,but without local initiative,the Main Street approach will not work 7 — The Main Street approach is incremental in nature. Downtown commercial areas did not lose their economic strength overnight; it happened over a period of years, with a number of small declines gradually leading to a severe downward spiral. Improvement must be gradual as well. Cataclysmic changes, like those brought about by urban renewal's large-scale land clearance programs and massive infusions of funds to build pedestrian malls,have rarely created long-term downtown economic growth. The Main Street approach relies on a series of small improvements that begin to change public attitudes about the district, making the area's investment climate more favorable. Gradually, the small changes build to larger ones as the local revitalization organization gains strength and becomes efficient at mobilizing resources for downtown revival. 8 — The Main Street program is implementation oriented. By identifying and prioritizing the major issues that downtown must confront, revitalization organizations can develop work plans that break down the large issues into smaller tasks, then, by developing a strong network of volunteer support, Main Street programs can build organizational structures capable of achieving the quantifiable tasks mapped out in the work plan. 3 f�c9 City ofAta—im Draft Dou oun Raitaliaation Plcnz Downtown History The Colony Holding Corporation directed by E. G. { Lewis founded the Atascadero Colony in July of 1913. Lewis acquired the 23,000 acres from the Rancho Atascadero, originally a Spanish land grant. Lewis intended to create a community where residents could _# enjoy the comforts of a rural lifestyle with the conveniences of an urban center. The design OA inspiration for Lewis' Atascadero Colony was the American Beautiful Movement, which called for civic l and community buildings to be located around grand • central community centers. The Sunken Gardens were created to act as the central feature. Italian Renaissance M was Lewis'chosen architectural style. Lewis constructed several civic buildings that were important parts of the community. Today, the City Administration Building Photo 2.City Adritr utratibn Buil and Printery building are remnants of the original Colony. r The City Administration Building is the most dominantWITIV, "M structure in the City. This four-story brick building, with elegant columns and large rotunda, was located in the center of the Atascadero Colony. The building has i housed the administrative and governmental operations . of the City since incorporation in 1979. y�Y r i c When constructed in the early 1900s, the Atascadero Printery housed the printing operations of the Colony -4 Holding Corporation. Publications such as the San r Francisco Chronicle and the Los Angeles Times relied F w on the Atascadero Printery for its printing capabilities. = E The Printery went out of business not long after the end of the Colony Holding Corporation. The building was — � later used by the local Freemasons order and was donated to the City. The building sits almost unused today (2000) because of needed seismic retrofits Photo 3.Prntm Build. y estimated at $1 million. It still appears much as it did in the Colony days, although the interior has deteriorated, and a small addition to the northeast side distracts from the building's original composition. Although not constructed as part of Lewis'Colony,one of the most significant structures in the Downtown is the Carlton Hotel. Located on the comer of El Camino Real and Traffic Way, the Carlton Hotel was a luxury hotel that attracted visitors traveling up and down the 3 coast to Los Angeles and San Francisco. The hotel z began to fall into deterioration in the 1970's, and 1 11 currently sits vacant. Efforts are underway to revitalize the Carlton Hotel into a destination hotel and restaurant ?' with specialty retail stores. ffi Photo 4.Carlton Hotel 4 U 7 0 C4 of Atascade- Draft D=ntoun Pxvk tjtTlttlolZ R= Community Workshops & Committees Community input throughout the preparation of the Downtown Revitalization Plan helped define the Plan's overall goals and issues. To solicit community input, two evening workshops were held at the City Administration Building (one on November 19, 1999;the second on March 22, 2000). Meeting notices were sent to the media, business owners, property owners, elected and appointed officials, and other interested parties. At the workshops, participants provided input on what they liked, disliked, and wanted to change about Downtown, created visions for a revitalized Downtown, commented on a conceptual plan, and broke into groups to discuss each of the four points of the Main k �' Street program. Each workshop attracted 40 or more #�iF t community members. Photo 5.Workshop 1 Brainstorrnvm. After advertisement at the first workshop and through public notices, a 15 member Steering Committee was formed to work with City staff and the consultants in the development of the Downtown . Revitalization Plan. Subcommittees were also formed to address each of Main .. q +� Street's four points. �s Community Vision The Downtown Revitalization Plan is based on a community , vision where: 1 } A— ■ The Downtown has become recognized as an important "� a social and commercial center of Atascadero. People frequent the Downtown to walk among the shops, along `�► -� the Creek,have coffee,or see a movie. 'V, Photo 6.Workshop I Residents crate Air siszonfora miuhz& ■ The streets have been improved with new trees with Domn= white lights, benches, antique street lamps, signs and colorful banners. Pedestrian bridges allow crossing of the Creek. The El Camino Real corridor through the Downtown is a pleasant and safe place for pedestrians to walk. Traffic still moves smoothly,but traffic speed is no longer the primary characteristic of El Camino Real. ■ The buildings are full and the windows reveal a range of interesting products and activities within. The storefronts have been refreshed with paint, new signs, awnings and flowers. In some cases, the old brick facades have been restored. ■ Residents take their guests downtown to dine in the many restaurants, often lingering into the evening at one of the quiet, outdoor patios under the oaks along West Mall. The Sunken Gardens is a fun place to be on a summer evening to enjoy an ice cream cone. Tourists just passing by on the Highway are also drawn Downtown by the activity. ■ The Downtown supports surrounding office and residential areas by providing ample shopping, eating and entertainment oppomuiities as well as upper floor space for residences and offices. ■ The Atascadero Creek corridor offers a unique natural setting within the Downtown. Creekside benches are full at lunchtime as it is a popular location that nearly office workers enjoy. Trails now provide a connection through the Downtown to other parts of the City. 5 711- City of Atascadero Draft Doz¢rwuan Reoiraliwtion Plan ■ Off of Entrada there is a charming plaza surrounded by eateries and shops. Parking is conveniently located along the streets and in nearby parking lots. People just like to go downtown to sit and talk. ■ The Downtown is alive and jumping at night; shops are open late and the Atascadero Theater (located at the old junior high site) is the center of a thriving local art and cultural scene. It is a venue that attracts people from all over the Central Coast. After seeing a movie or performance,visitors eat, shop,go to a bookstore or coffee house,visit an art gallery,or listen to music. ■ It seems that there is always something going on Downtown — not only the major events like Colony Days and the Tree Lighting Celebration, but concerts, Art in the Gardens, sidewalk sales, farmers market, and a wide variety of seasonal promotions that are fun for families. ■ The Main Street Association has four ongoing committees, one devoted to coordinated promotions, one for membership, one for economic restructuring, and another to continue the physical improvements to the buildings and businesses. ■ Downtown is truly a vital part of Atascadero. Community Goals The vision described above will be realized through the implementation of the following goals for the Downtown Revitalization Plan: 1. Enhance downtown Atascadero as a source of ; community pride and as a community focal point. 2. Establish an image, a sense of visual continuity, and a pedestrian orientation that distinguishes downtown Atascadero from other commercial areas in the City. Nom 7. Fxictirm r vn;alt m Facr Mull_ 3. Develop a distinctive architectural character for the downtown while allowing for reasonable design flexibility. 4. Provide an adequate circulation system for vehicles,bicycles and pedestrians to serve downtown uses. 5. Improve the appearance of El Camino Real and reduce its impact as a pedestrian barrier. 6. Provide adequate parking resources to support downtown uses. 7. Restore Atascadero Creek as an amenity in the future use and design of private developments along the creek. 8. Create opportunities for pedestrian and bicycle paths and passive recreation along Atascadero Creek. 9. Enhance downtown's economic vitality by encouraging a mix of uses that are mutually supportive. 10. Encourage land uses in the downtown that will increase municipal revenues. 11. Encourage more intense development at appropriate locations within the downtown. 12. Encourage the relocation of junior high school and armory facilities to other sites in the City,and the reuse of these sites in conformance with this plan. 0 6 672 City of Atauadero Draft Doun=u:Revitalization Plan urganization owntown Atascadero will build an effective volunteer-driven management organization guided by professional staff and broad-based public and private support. Introduction The National Trust for Historic Preservation identifies ten principles of a successful Main Street organization. They are: 1. Widespread community support. 2. Broad-based community representation in an advisory capacity. 3. A distinct constituency. 4. A clear, shared sense of mission and a well-defined set of goals and objectives. 5. Committed,dependable funding. 6. Working committees. 7. Full-time management. 8. A well-thought-out work plan based on the four points of the Main Street approach: design, organization, promotion and economic restructuring. 9. A commitment to work,and succeed, over time. 10. Strong public-private partnerships. In recognition of these principles,the Downtown Revitalization Plan identifies the type of organization preferred by the City to operate the Main Street program, components of the organization including the board of directors, participants in the Main Street organization, and specific actions to establish Atascadero's Main Street organization. Organizational Alternatives The National Trust for Historic Preservation identifies five alternatives for the organization of a Main Street program These include housing the Main Street Program within: (1) city government; (2) the chamber of commerce; (3) downtown merchants association; (4) downtown development organization; or (5) a new organization. It states, "The ideal vehicle is a strong, independent private organization whose express purpose is downtown revitalization—with no other conflicting agenda." After review of the types of organizations and their pros and cons relative to Atascadero, the Organization Subcommittee selected creating a new, non-profit organization as their suggested alternative for the Atascadero Main Street Program The primary reason for the selection of an independent non- profit organization is that the new organization can: ♦ Establish a clear focus unhindered by past history, _` fp w�# ♦ Develop a consistent program, unhampered by the constraints of local politics,and ♦ Serve as a visible symbol of renewal, new activity and new future for the downtown. Pboto 8.Or=zatimsubanmammmuat Morkshop 2. 7 0 713 Ctry ofAtawadem Draft Dguntoun Revitalization Plan Components of the Organization The components of the Main Street program include the Board of Directors, the Committees, and the Project Manager. Each of these components and their roles are described below. Board of Directors The Atascadero Main Street program's board of directors should be a strong, working board capable of developing and implementing policy to create positive change in the Downtown. The success of the Downtown revitalization effort depends largely on the board's ability to identify and mobilize resources, build volunteer support,develop new leadership and maintain a clear focus on the downtown's needs and opportunities. The Organization Subcommittee determined during the preparation of the Downtown Revitalization Plan that a desirable size for the Board of Directors is 15-25. Board members should come from all facets of the community. Identified groups include: downtown retailers, professionals and other business people, downtown property owners, planners, City and/or County government officials, lenders, chamber boards, heads of neighborhood organizations, civic organizations, preservation or historical societies, and any interested community members. See Table A at the end of this document for a list of downtown business owners and Figure 1 for downtown property owners. Responsibilities Collectively the board of directors assumes the legal and philosophical responsibility for all activities of the Main Street Program Individually, board members provide leadership for the program, serve as advocates of downtown revitalization and support the board by serving responsibly and with dedication. Each board member should meet the following requirements. • A demonstrated interest in the Main Street programs purpose and goals; • Specific experience in or knowledge of administration, finance,program development, advertising,public relations,downtown business activity,communications,design or economic development. • Representation of a public or private organization or segment of the community • Four-to-ten hours per month of available time. Profile Board members should resemble the following profile: • Supports board decisions,even when he or she may disagree with the majority decision; • Understands the mission of the Main Street program and promotes the goals and activities to his or her own constituent groups and to the community as a whole. • Attends board meetings • Attends as many as possible of the training programs and workshops held each year by the state program and National Main Street Center; • Contributes knowledge,financial resources or labor to the Main Street program; • Offers opinion honestly,constructively and without reservation; • Does no commit more time to Main Street program than he or she can realistically afford; • Delegates responsibilities to committees when appropriate; • Promotes unity within the organization and seeks to resolve internal conflicts; • Encourages orderly, systematic and incremental implementation of the Min Street program's work plan, discouraging the board from being distracted by secondary issues or projects not included in the program's annual agenda; • Encourages staff and other board members to express their opinions openly in board meetings; • Is loyal to the program and honors his or her commitment to it. 8 G '14 Table A: Existing Downtown Businesses by Block City ofAtascadew Sou m Awwaclera BIA,1999. City Cetaxg Draft LUu?=Y6 Reuitnlizcuion Plan Business Address Business Address L.H.Warren,M.D. 5420 West Mall Century 21 6905 El Camino Real Brack Linscott,D.D.S. 5942 West Mall Sunstorm Cyclery Cycle6905 El Camino Real,Suite 4 Lawrence M.Guittard,D.D.S. 5960 West Mall,Suite A Cool Cat Cafe 6905 El Camino Real Robert C.Miller,D.D.S. 5988 West Mall Sunrise Donut Co. 6905 El Camino Real Twins Painting 5550 Traffic Way,Unit 27 C.Kevin Farr,DMD 6905 El Camino Real George A.Blount,D.D.S. 5750 Traffic Way Mission Medical Associates 6905 El Camino Real Karl E.Moyer,D.D.S. 5750 Traffic Way Captain Kid's 6905 El Camino Real,Suite 6 AR.E.Co. 5808 Traffic Way Denn 's Restaurant 6910 El Camino Real Pregnancy Support Center 581OTrafficWay Starlight Cafe 6911 El Camino Real Designs In Life 5814 Traffic Way Mid State Bank 6950 El Camino Real Miracles Beauty Salon 5840 Traffic Way Invest Financial Corp. 6955 El Camino Real Carole M.Boosz 5840 Traffic Way David C.Peterson,Attorney 6955 El Camino Real Brasswood Repair-Musician's Emp. 5850 Traffic Way Cal Fed 6955 El Camino Real Assure A Cure,Inc. 5865 Traffic Way Midland Pacific Construction 6955 El Camino Real A Day of Grace 5870 Traffic Way Ken's Mobil Service 6990 El Camino Real Obispo Pacific 5880 Traffic Way Ronald Chalker,D.D.S.Corp. 5825 Entrada Ave Wil Mar Disposal 5885 Traffic Way Paper Works 5900 Entrada Ave Atascadero Sewing&Vacuum 5925 Traffic Way Sweet Leilani 5905 Entrada Ave Huffman&Associates 5943 Traffic Way T.L.C.'S Skin Solutions 5905 Entrada Ave Knock-Out Sports Cards 5975 Traffic Way Sandee's Nails 5905 Entrada Ave Buena Geotechnical Serv. 5975 Traffic Way Nails By Sharon Moore 5905 Entrada Ave Atascadero jewelry&Loan 5550 El Camino Real Tina Hart 1 5905 Entrada Ave Old Trading Post 5570 El Camino Real Atascadero Nutritional Testing 5905 Entrada Ave Country Sampler 5585 El Camino Real Rick Butler Sales&Service 5914 Entrada Ave Ocean Harvest 5625 El Camino Real Atascadero Travel 5920 Entrada Ave,Suite A Nunes Pristine Auto Body 5680 El Camino Real Law Abiding Citizens 5920 Entrada Ave Zev Communications 5735 El Camino Real SOS A pliance Repair 5925 Entrada Ave Blakeslee&Blakeslee 5735 El Camino Real,Suite A Lynn Montandon,Env.Consuldng 5932 Entrada Ave Jerry R.Takier 5735 El Camino Real,Suite J Ross jams 5940 Entrada Ave Pa i s Tacos-Gordiias 5735 El Camino Real,Suite O Corral 5945 Entrada Ave Atascadero Pizza Express 5735 El Camino Real,Suite R Ernest Casacca,Attorney 5950 Entrada Ave Curtin'up 5760 El Camino Real Frederick 1.Wood,Attorney 5950 Entrada Ave Casual Cuts&Styles 5780 El Camino Real Wright&Sanders,A Law Corp. 5950 Entrada Ave Bargain Depot 5800 El Camino Real Ted's Custom Hair Care 5960 Entrada Ave Coast To Coast Hardware 5805 El Camino Real Johnston Chiropractic Clinic 5975 Entrada Ave Think Big 5820 El Camino Real Riffel Chiropractic 5975 Entrada Ave Limelight Music&Gifts 5880 El Camino Real Art Of Nails 5983 Entrada Ave Return Engagement 5900 El Camino Real Karen's Beauty Supply&Salon 5985 Entrada Ave Bista ne's Tree Of Life 5920 El Camino Real Peabody and Plum Realtors 5955 East Mall All My Stuff Thrift Store 5930 El Camino Real John P.Anderson,D.D.S. 5903 East Mall Pflurri s Atascadero Muffler 5970 El Camino Real Rich Morey,Ph.D 5905 Capistrano Ave Auto Shoppe 6040 El Camino Real Bank of America 6905 Capistrano Ave Smog Shoppe 6060 El Camino Real Jane Gold and Cathy Brody 5805 Capistrano.Ave,Suite A s Upholstery 6105 El Camino Real First Propane 5805 Capistrano Ave,Suite G McCartWs 6195 El Camino Real County Assessors Office 5855 Capistrano Ave,Suite A Atascadero Bipi Gi s Boutique 6390 El Camino Real County Building Inspector 5855 Capistrano Ave,Suite C Atascadero Super Sport Skate Shop 6450 El Camino Real,Suite A Wheeler&Beaton Law Offices 5855 Capistrano Ave,Suite G A Back Alternative,Brian Ring,D.C. 6455 El Camino Real Lancaster Mortgage Services 5905 Capistrano Ave,Suite F Chamber of Commerce 6550 El Camino Real North CountyTax 5905 Capistrano Ave,Suite A Frontier Auto 6700 El Camino Real Tri-Courty Register Center 5905 Capistrano Ave,Suite E Lance's Automotive 6700 El Camino Real Dr.Schechter Family Medicine 5905 Capistrano Ave,Suite C Obert's Automotive 6700 El Camino Real Beryl R.Davis,Ph.D. 5805 Capistrano Ave,Suite F A.R.Pete Reed Bkkpg&Tax 6750 El Camino Real Chris Schulz,L.C.S.W. 6470 Lewis Ave Atascadero Realty,Inc. 6760 El Camino Real Anne Youngquist,MFCC 6470 Lewis Ave Rancho Tee Motel 6895 El Camino Real A's Appliance Service 5905 Palma Ave Strictly Gourmet Coffee&Tea 6895 El Camino Real A-Wright Pet Grooming 6025 Palma Ave Atascadero Florist 6900 El Camino Real California Hair Unlimited 6035 Palma Ave IW Creekside Lanes 6901 El Camino Real My Bookkeeper 16275 Palma Ave Pacific Coast Martial Arts Academy 6901 El Camino Real Atascadero Optometric Center 6480 Palma Ave JP Pro Shop 6901 El Camino Real Ar e's Flowers&Gift 16485 Palma Ave Armando's Mexican Food 6905 El Camino Real 9 i,= 5 City ofAwx-dm City Cowes Draft D ountoun Revitalization Plan Committees The National Main Street Center recommends that local Main Street programs set up three 'standing committees corresponding to three of the four points of the Main Street approach — promotion, design and economic restructuring and one standing committee to deal with membership development, fund raising and other organizational housekeeping chores. Executive Director The executive director is the central coordinator of the Main Street program's activities. He or she oversees daily operations, providing the hands-on involvement critical to a successful program. The director also provides a communication link between committee, ensuring that activities in all four points of the Main Street approach are synchronized. The executive director initiates and coordinated a wide range of projects, from supervising promotional activities to assembling market information. Most important, though, is the role as a full-time advocate for Downtown Atascadero and as an authority on information, resources and programs related to the City's downtown revitalization effort. A sample job description is included. Participants Atascadero's Main Street program must involve groups and individuals throughout the communitymi order to be successful. Groups typically represented and involved in successful local downtown revitalization programs include: merchants, property owners, chamber of commerce, financial institutions, civic clubs, historic societies and historic preservation organizations, consumers, city and county government, regional planning commissions and councils of government, schools, and the media. Table 1 includes the list of participants generated by the Organization Subcommittee during the preparation of the Downtown Revitalization Plan. Recommended Actions Information on the responsible agency, funding source, and priority of each program discussed below are discussed in Chapter 6,Implementation. 1. Dissolve existing BIA organization. Assign responsibilities for advising the City on the expenditure of BIA assessments to the new Main Street organization,as required under state law. 2. Transition existing downtown programs to independent,non-profit Main Street organization. 3. Form Main Street Board of Directors and four advisory committees. The City staff should facilitate the development of the Board of Directors a process that provides involvement for all that want to participate. 4. Develop non-profit articles of incorporation, by-laws and other documents required by state and federal law for non-profit status. Sample by-laws provided by the National Main Street program are located in Appendix B. 5. Provide Board of Directors training program focusing on the four points of Main Street and Board governance. 6. I-lire Main Street Executive Director. 7. Form/pursue a design assistance team of local architects and designers. 8. Apply for California Main Street certification. 10 City ofAw-a&- City Cbtax-1 Draft Dozy rmn Reui*alit am Plan MAIN STREET EXECUTIVE DIRECTOR-JOB ANNOUNCEMENT Starting Salary: DOQ Work Objectives The Main Street Executive Director will manage the Atascadero Main Street Program, a collaborative effort of downtown businesses, property owners, and other downtown stakeholders to revitalize, market, and promote downtown Atascadero. The Main Street program follows the national Main Street model which is based on a four-point strategy of organization,promotion, design,and economic development. The Executive Director position will report to the Board of Directors. He/she is responsible for the development,conduct,execution,and documentation of the Main Street program and related public events within the boundaries of the program. The executive director is the principal on-site staff person responsible for coordinating all project activities locally as well as for representing the community regionally and nationally as appropriate. Duties to be Performed The Executive Director is responsible for carrying out the following tasks: 1. Coordinate activity of and provide support to the Main Street Board of Directors and any task force committee formed to assist with special events. 2. Manage all administrative aspects of the Main Street program,including purchasing,record keeping,budget development and accounting as well as assisting with the preparation of reports to funding agencies. 3. Administer the contract between the Main Street program and the City of Atascadero. 4. Develop, in conjunction with the Main Street Program Board of Directors, downtown revitalization strategies within the limitations of the available resources. 5. Assist the Main Street Program Committee in developing and implementing an annual action plan focused on four areas of organization,promotion,design,and economic development. 6. Develop and conduct ongoing public awareness and education programs designed to enhance appreciation of the downtown's key assets. Foster an understanding within the community of the Main Street goals and objectives. Use speaking engagements,media interviews and personal appearances to keep the program in the public eye. 7. Assist individual tenants or property owners with physical improvement projects through personal consultation,coordination with City agencies and available loan programs. 8. Encourage improvements in the downtown community's ability to carry out joint activities such as promotional events, advertising,uniform store hours,special events and business recruitment. 9. Help build strong and productive working relationships with appropriate public agencies at the local and state levels. 10. Develop and maintain data systems to track the process and progress of the Main Street program. These systems should include the Main Street Directory and the annual vacancy survey. Resource Management Responsibilities The Executive Director supervises any necessary temporary or permanent employees as well as professional consultants. He/she participates in personnel and project evaluations. The Executive Director maintains local Main Street records and reports, establishes technical resource files and libraries, and prepares regular reports for the Board of Directors, the Redevelopment Agency, and the City of Atascadero as required. The Executive Director monitors the annual project budget and maintains financial records. Job Knowledge and Skills Required The Executive Director should have education and experience appropriate to the responsibilities with emphasis on public relations, public administration, non-profit or volunteer administration and/or small business development. The Executive Director must be experienced at event production and promotion, sensitive to design and preservation issues, and must understand the issues confronting downtown business people, property owners, public agencies and community organizations. The Executive Director must be entrepreneurial, energetic, imaginative,well organized, and capable of functioning effectively in an independent situation. Excellent written and oral communication skills are essential. Supervisory skills are desirable. Reporting Relationships The Executive Director reports to the Board of Directors. It is expected that the Director will cooperate fully with the City of Atascadero,Atascadero Redevelopment Agency,sponsoring organizations of events,and the Chamber of Commerce. • PsPlease Plsubmit a resume detailing your experience and qualifications to the Attention: by You may fax your resume to (805) or email it to 11 G 7 7 City of Awca Draft Dbuntozm Revitalization Plan Table 1: Participants Types of Players and partners we Specific people in our community Skills they might contribute should Involve in revitalization Downtown Landowners Steering Committee members Workers-youth, seniors,residents School District Representative Fundraising Business Owners City Staff Sponsorship-businesses Architects Advertising-media Local Realtors and Assoc. of Realtors Landowners - See Figure 1 Data-City,County SLO County Contractors Assn. History-historical society Accountants Business Owners -See Table A Creativity-architects,artists, Attorneys contractors Local Elected and Appointed Officials Financial Institutions Expertise - accountants, bankers, City Council realtors, attorneys Planning Commission Youth/Schools Park and Rec.Commission Atascadero High School City staff Mr.Tanemoto-Leadership SLOCOG Donn Clickard-Athletic Director CalTrans Visitor and Conference Bureau Local Media Chamber of Commerce Atascadero News Local Service Clubs Atascadero Gazette Arts Community Telegram Tribune Historic Society Paper Works/Coupon Works Atascadero Homeowners Assn. Radio Atascadero Land Preservation(ACPs) TV 0 Youth Groups (such as the Boy Scouts,Girl Scouts,Schools) Seniors,AARP,SCORE,RAMS Colony Days Board Farmer's Market Economic Vitality Corporation (EVC) Cuesta College Small Business Large Retailers (i.e.Albertsons) Clergy and Churches Downtown and Local Residents (owners and renters) • 12 F J City of Atascadero City Cotaecil Draft Dwn-ozw Revitalization Plan Desi g- n owntown Atascadero will be enhanced through public improvements to the streetscape, use of design guidelines in the review of future development projects and private improvements such as to building facades. Introduction This chapter of the Downtown Revitalization Plan translates the vision and goals into a conceptual plan. The conceptual plan expresses the physical parameters of development in the Downtown over the next 20 years and is shown in Figure 4. The intent of this plan is to establish a framework for land use changes to encourage a mutually supportive mix of uses, oriented to the market potential of the area and the creation of a vital downtown shopping, entertainment,business and living environment. Summarized below in three issues areas, Land Use, Circulation and Parking Improvements, and Design Elements, are the ideas and concepts that will help to realize the vision for Downtown Atascadero. Land Use The predominant land use type desired in the Downtown is multi-story mixed uses with retail commercial uses occupying the ground floor and residential uses, offices, and visitor accommodations on the upper stories. Mixed-use development is most conducive to the creation of a pedestrian oriented environment. Occupying this area of the Downtown with first floor retail commercial uses will provide high customer turnover, large volumes of pedestrian traffic, interesting windows and storefront displays, signs designed for pedestrian viewing, and merchandise likely to be purchased in a multiple-stop shopping trip where visitors to the Downtown "park once". New development, especially in setback areas along East and West Mall, is encouraged to include usable outdoor spaces, courtyards, and arcades in sunny locations. Locations for multi-story,mixed use projects are illustrated on the Conceptual Plan in orange. To capitalize on the proximity of the Downtown to the freeway, single-story uses and low vegetation are desired on El Camino Real adjacent to Highway 101 to create a window to the Downtown where a passerby on Highway 101 can easily see the City Administration Building and Sunken Gardens. This area for one-story structures and lower vegetation includes the area currently occupied by the Chamber of Commerce. This is illustrated on the Conceptual Plan in green. Parcels at the corner of Morro Road and El Camino Real extending to Atascadero Creek, including the Century Plaza, are envisioned for large-scale entertainment type uses. This is illustrated on the Conceptual Plan in yellow. At the intersection of Capistrano and Santa Ysabel office uses in an "office park" setting. This area includes the existing Bank of America and several office buildings currently under construction. Pedestrian linkages, including a bridge across Atascadero Creek,are intended to link office workers to stores, services,the Sunken Gardens and other opportunities in the Downtown, whether they spend their lunch hour at a restaurant, running errands, or strolling by the creek. This area is illustrated on the Conceptual Plan in blue. At the corner of Olmeda Avenue and Traffic Way senior housing and a senior center are suggested with possible reuse of Printery building as a senior center. If senior housing is not desired, other multi-family development could work well in this area. 13 ! 0 tID a60) a �� '5N OU TQC v`� 0 $ Q 00 U L p�p 0 � � cU U 0 U a) c � > U) U O C p U 3 0 �- y 3 a) N 0 E .o � Q Q N o � � U E c z z o� O Uo c N a 0i° O N e c OF ,c -0 c da 0 O c LU ; N LU a a) a� } co C: x Q O { . N 0 C O O N t c 'gin 45 Q N N 0 U CN C ° U C � 0 S` E a) a a) w 0 � � a) 0 ° � U � C p c N +' N � — 0 E V � 0 E w x E 0 0 0:3 C Co CO O N O N D N 3 a) o a) L w LU 0 p 0 O a) O } : O O O a) p c cn 0) N CO 3 N N N �' EC _O N C a) _ N U N U t C N 0 0 p > > H C c 0 N O O u0 NQ 000 U� n- a 20 000 City ofAtasuulero City Co"d Draft Dozev=m Revitalization Plum Both the City and the Atascadero Unified Table 2: Existing Downtown Parking School District intend over the long-term plan to relocate Atascadero Junior High out Paikmg of the Downtown area. This area will allowL©c711 ation ' S aces for the future expansion of municipal El Camino Real Between Traffic Way and Rosario 45 facilities for such uses as a library, Between Traffic Way and Morro Road 68Traffic Way Between El Camino Real and Palma 22 performing arts center, or cultural center (re- 18 Lewis ewis use of Junior High Gymnasium). Many Between Lewis and Between Palma and LL18 other uses are also possible for the site. One 25 Entrada Avenue Between El Camino Real and Palma 35 idea for the old Lewis Avenue Elementary School site (today part of the junior high), Between Palma and Lewis 17 West Mall Between El Camino Real and Palma 32 bounded by Traffic Way, Olmeda Avenue, Between Palma and Lewis 15 West Mall and Lewis Avenue, is for an Between Lewis and Olmeda 25 extension of Entrada Avenue onto this East Mall Between El Camino Real and Palma 24 block. This would allow for the Between Palma and Lewis 17 continuation of the Downtown. Another Palma Avenue Between Traffic and Entrada 16 option posed for this site would be a large- Between Entrada and West Mall 16 scale pedestrian mall or theater complex. Between West Mall and East Mall 16 Lewis Avenue Between Traffic and Entrada 12 Circulation & Parking Between Entrada and West Mall 11 Between West Mall and East Mall 13 Improvements Total On-Street Parkin Spaces: 427 Much of the charm and economic potential of older downtown areas is related to their Bank of America 118 pedestrian scale and the ease of parking in Professional Office Complex off of Santa Ysabel 78 one location while shopping at several stores Century Plaza 376 (the "park once" concept). To accomplish Cal Fed Bank 37 this, a series of improvements related to Ranch Tee Motel 28 Ken's Mobil 5 pedestrian and vehicular circulation and id State Bank 103 parking facilities are proposed. These are Denny's 62 described below. Bonnerna Brewery 38 Peabody&Plum 25 The City has planned, as part of the General City Lot 54 Plan to construct the Lewis Avenue Bridge unior Hi off Lewis Avenue 34 across Atascadero Creek. This will bean junior Hi Tennis Courts 33 important connection, as it will provide an Career Training Center 13 additional link parallel to El Camino Real Near Chamber of Commerce 16 into the Downtown area. Jack in the Box 54 Behind El Camino Real businesses near Traffic W 52 The vision for a revitalized Downtown Lot on Traffic W (between Palma and Lewis Ave 25 includes making the El Camino Real El Paseo 52 corridor, as well as other streets, a pleasant Starna Cells 6 and safe place for pedestrians to walk. Atascadero News 14 Traffic should still move smoothly, but Atascadero True Value 18 traffic speed will no longer the primary Virginia Plaza 47 characteristic of travel along El Camino Real Ocean Harvest/Laundromat 28 olice Station 41 through the Downtown. Crosswalk Total Off Street Parkin Spaces: 141 enhancements and landscaped medians are ,357 discussed in Chapter 6,First Implementation Smam Crauy&dMuLtri Clark &Mohr,2000. Project. Although Downtown Atascadero is not perceived to have a parking problem in 2000, the Downtown area needs convenient parking areas. Table 2 includes a parking inventory in the Downtown including existing on-street and off-street parking. A total of 15 G 3 1 City of Au—d— City Cow0 Draft Dountoun Revitalization Plan 1,784 parking spaces are currently available in the Downtown. Recognizing the need for parking and the desirability in maintaining a continuous street frontage, this Plan proposes the conversion of East Mall and West Mall to one-way streets and the creation of angled parking from El Camino Real to Lewis Avenue. The conversion of existing on street parking to angled parking will create an additional 30 parking spaces. The Plan also envisions the connection of East and West Mall in the northern section of the study area as originally envisioned by E.G.Lewis. Other attractive,well-landscaped, off-street parking areas should be located behind buildings with pedestrian connections between parking lots. Approximately 1,500 feet of Atascadero Creek Huls through the Downtown. The Creek is recognized as one if Downtown's greatest potential assets. Atascadero Creek contributes to the quality of life in the Downtown by providing beauty, spawning grounds for fish, specialized plant and animal communities, corridors for wildlife, and recreational opportunities. This Plan retains the idea of a creek side park and trails as discussed in past plans as well as picnic and activity areas for the enjoyment of the creek's / Pedestupn� natural beauty and wildlife. 0,idgeAs described above, a new vehicular bridge will span the Creek at Lewis Avenue. New pedestrian/bicycle bridges are desired from East Mall area to Century Plaza and from the northern 4 s } portion of the Junior High site near Capistrano Avenue which 4 srid9e �t' i will allow connection between the Downtown area and Stadium Park. The potential for a network of trails is desirable which �—�--- would connect the Stadium Park through the downtown along= the creek corridor under El Camino Real and Highway 101 to the high school area and potentially to the Atascadero Lake. Design Elements Transforming the Downtown into an identifiable place is part of the vision for successful Downtown revitalization. An inviting entrance is desired that announces and marks the edge of the Downtown with a distinctive gateway treatment at both the southern entrance at Morro Road and El Camino Real and the northern entrance near Rosario. An event banner across El Camino Real is also desired to provide a location where Downtown events can be announced. Another focal point is envisioned at the Sunken Gardens and El Camino Real. Gateways and focal point locations are shown in red circles on the Conceptual Plm. One goal of downtown revitalization is to attract shoppers to visit the area more frequently and stay longer. The visual appearance of the area,the ease and pleasantness of walking from one area to another, and places to rest for short periods of time are all important to the accomplishment of that goal.. To support the pedestrian shopping environment, the plan includes design guidelines (see Appendix A) to encourage storefront interest and improvements to the shopping environment. New pedestrian connections,such as through a mid-block pedestrian mall,are shown on the Conceptual Plan extending from Traffic Way to the Century Plaza (see also Figure 3). New development in these areas should incorporate a pedestrian connection with a pocket park or plaza-type feature that includes comfortable seating,landscaping and other amenities. 16 G002 City ofAtasrrulem City Caunal Draft Dwr=m Revitalization Plan ft • s Qs ? 4 , r Ir z � a .cam a,v �{ Figure 3.Mid block pest,=mall c=]&d Ad=UJ k Mob, The Sunken Gardens Area is a portion of the original 1913 plan for the City and serves as an attractive setting for the historic Administration Building. It is a major community resource as well as an area that could contain activities supportive of downtown revitalization. Use of the Sunken Gardens for events is discussed in Chapter 5. Improvements for the Sunken Gardens to make it more pedestrian friendly need to be guided by an overall plan but would likely include increased landscaping,walkways, a usable plaza area with benches. There is also potential to close off Palma Avenue in front of the City Administration Building either temporarily for special events (with bollards) or permanently, to make the pedestrian connection to the Sunken Gardens stronger and uninterrupted. w Photo 9.Fountain in Sunken Gadims 17 C� V3 City ofAuucnde City Caoxil Draft DgunwnRmv al=ticn Plan Recommended Actions Information on the responsible agency, funding source, and priority of each program listed below are discussed in Chapter 6,Implementation. 1. Design and construct medians along El Camino Real. 2. Design and construct crosswalk bulb-outs. 3. Create one-way streets and angled parking along West and East Mall. 4. Develop a fagade improvement program 5. Organize a Design Assistance Team to assist applicants. 6. Design and install entry gateway features. 7. Design and construct improvements to the Sunken Gardens. 8. Work with Cal Trans to implement"window to downtown." 9. Design and construct creekside trails and pedestrian bridge(s). 10. Design and construct Lewis Avenue bridge. E �y n s Photo 10. Carlton Hotel prior to the amstnxYzon of the clock=E feawm in the 1950s. i 18 G 3 4 City ofAta--d,D City Caaxil Draft Dbanto en Rmializati Plan Economic Restructuring owntown Atascadero will retain and strengthen existing businesses, recruit appropriate new businesses and develop appropriate economic restructuring strategies to achieve an economically vital downtown. Introduction The Economic Development Element of Atascadero's General At-a4c .d4p rO- Plan identifies revitalization of the Downtown core areas aseNvtaa�Yi%�-� "valuable to the development of a healthy tourism industry in the community and is a way of preserving the historic social, Since current City residents are potential cultural and commercial core of the City." The Element patrons of the Downtown, it is useful to identifies six programs in support of downtown revitalization.: know something about them. Population:25,450 in 1999 • Re-affirm a vision statement for the Downtown core area; Number of Households:9,355 in 1990 • Develop tourist attractions in or near the downtown core; Median Family Income:'$43,800 in 1990 • Support redevelopment of the Downtown core; Employment • Support circulation improvement in and around the Atascadero's labor force includes 12,210 Downtown; people,-The economic base of the City has • Redevelop the Junior High Site;and been oriented to service positions including staff at Cuesta College, Cal Poly State • Create a revolving loan fund to assist business development University, Atascadero State Hospital and in the core area. California Men's Colony. This section of the Downtown Revitalization Plan supports Downtown Businesses=144 these programs and provides specific direction on their Largest Downtown Employers: implementation. Included are: a preliminary market analysis; a Public Employees: discussion of the downtown's development potential and trade Atascadero Junior High School 80 area; and policies and programs to achieve the community's Atascadero Police Station 38 goals of a revitalized downtown. Atascadero City Hall 30 Atascadero Fire Station 17 Preliminary Market Analysis SLO County Assessors Office This preliminary market analysis provides background (North County Office) 13 information about the potential demand for additional County Building Inspector 5 commercial development in the City of Atascadero, Private Businesses: development potential, and the market area. The analysis ;Peabody&Plum 27 focuses on the growth potential of commercial (retail) land Mid State Bank 21 uses. The results of the market analysis will assist in the Denny's 20 formulation of economic restructuring policies. Atascadero News 17 Century 21 16 Development Opportunities and Constraints Bonnema Brewery 15LandcasterMortgage 10 A survey of existing land use conducted by Crawford Muhari Nun caster o Body 7 Clark & Mohr in late 1999, identified nine parcels as Bank of America' 4 undeveloped. Additionally, 13 buildings are vacant including North County Tax 4 the Carlton Hotel, McCarthy's restaurant and various spaces in Cal Fed Bank 3 the Century Plaza Mall and Virginia Plaza. Vacancies adversely impact the Downtown by breaking the flow of pedestrian Som cal fo� Ernpl mmt Decdoprrnn traffic as well as reducing revenues such as sales taxes. Filling � US Cmw, Craufmd Multm Clark it vacant buildings and developing undeveloped parcels consistent Mohr,2000. with community goals will contribute to a viable downtown. 19 CF J City of Atascadero City Camel Draft Dmrwm R"ah7atm Plum The community's vision for Downtown Atascadero is that of a "traditional" downtown. This includes up to three story buildings with retail commercial uses occupying the ground floor, and residences, professional offices, or visitor accommodations on upper floors. To date, approximately 90 percent of the existing buildings within the Downtown are single-story. With this in mind, the majority of the parcels in the Downtown could be classified as "underutilized." The parcel size in the Downtown varies greatly. In the area from West Mall to Traffic Way original parcel sizes were 25x75', 25'x100' and 25'x135. Many parcels with existing structures have been consolidated; for example,the Carlton Hotel covers six parcels. Figure 1 in Chapter 2, Organization, identifies 95 downtown property owners. Additional consolidation of property into larger parcels would be beneficial in any development scenario by allowing for more flexibility in use and design. The existing junior high school site, owned by the Atascadero Unified School District, makes up approximately one-third of the Downtown area. The School District has, from time to time, contemplated relocating the junior high school away from its current site, most recently to an area near San Benito Elementary School. The City's Economic Development Element and Redevelopment Plan identify the site for redevelopment. The site is generally flat,has existing utility service and good access. The School District also owns the parcel occupied by the stretch of Atascadero Creek that runs through the Downtown(from Capistrano Avenue to El Camino Real). The property is currently under long-term lease to the Atascadero Historical Society. Highway 101 bisects the City in a north/south route connecting northern and southern California. Access from Highway 101 to Downtown Atascadero is excellent, including two interchanges at Traffic Way and Morro Road. The daily traffic volumes along Highway 101 through the City create a significant market in itself. Peak hour counts (during the PM peak hour) range from 3,453 vehicles per hour on 101 southbound to 3,814 vehicles per hour on 101 northbound; which means the average daily traffic volume could range from 34,000 to 38,000 trips per day (Source: Omni Means, Technical Memo,January, 2000). Additionally, Highway 46 is located 10 miles north and provides an easy connection to Interstate 5. Highway 41 (Morro Road) bisects the City in an east/west direction providing access to the coast. The 1999 population of Atascadero was approximately 25,450. Current buildout (based on the 1992 General Plan) is projected at approximately 31,150 residents. Proximity to Highway 101 is an obvious advantage, and the parcels with freeway frontage have great visibility. In general,literature on market analysis estimates that about 15 percent of total retail sales can be attributed to individuals outside of the immediate market area. It is possible that Atascadero's capture rate of out of the area shoppers could be much higher than 15 percent however,because of the high volume of traffic along Highway 101. Regionally,there is a great deal of retail competition within 15 miles of Downtown Atascadero. The closest major discount stores are: Big-K (K-mart) off of San Anselmo in Atascadero; the Crossings Retail Center in southern Paso Robles, which includes Target, Ross and Office Max; and Wal-Mart in Paso Robles. The major apparel stores in Atascadero are found in the City's Factory Outlet Mall,which includes over 20 retail outlets such-as Ralph Loren,Jones New York, Casual Corner, Van Heusen, Bugle Boy and Nautica. The Atascadero Commercial Center, which will include a Home Depot, is currently under construction on the north end of the City. Atascadero has four major food stores including: Vons,just south of the Downtown; the newly opened Albertson's in the Curbaril Shopping Center;Food4Less; and Ralph's. Drug stores include Rite Aid,SavOn and Long's. Market Analysis The difference between the total amount of income local consumers spend on retail expenditures and the . amount they actually spend locally is known as "leakage." This measure provides an indication of`now much money is available for "capture" by new commercial development. One common method used to estimate leakage is discussed below. 20 V V City of At�ucadero City Cmaxil Draft DaraWan Revitalization Plan Expected Local Expenditures &Capture Rates Assessing the ability of the Atascadero consumers to support additional commercial development begins with determining the disposable income of the market area population. For purposes of this discussion,we looked at two different market area populations - the current population of Atascadero and the population of Atascadero at buildout (see Table 3). Table 3: Population & Income Jurisdiction Market Area Population* Per Capita Income* Market Area Income Atascadero 1999 25,450 $21,682 $551,806,900 Atascadero-Buildout 31,150 $21,682 $675,394,300 San Luis Obispo County 1999 231,416 $22,568 $5,222,596,288 -Note'Per capita ince from 1997,build out mccrm in 1997 dodan. So. Depmvn"of Fiimw Dbnog bic Rm.,,b Unit,C, fmd Multari Clark &Mohr. The local market area income is computed by multiplying the total population by the per capita income. This yields a yearly market area income of$551 million for Atascadero at present, $675 million at buildout. This local market area income represents the total amount of money local consumers earn per year. The market area income must be adjusted to account for non-discretionary spending, such as housing, utilities, taxes, and social security, which comprise about 36 percent of the average yearly expenditures (Bureau of Labor Statistics, 1998). Of the remaining amount, 44 percent is spent in the retail sector and 20 percent is spent in the service sector (see Table 4). Table 4 shows that the residents of Atascadero spend a total of about$242.8 million yearly on retail purchases. Table 4: Income by Expenditure Category Jurisdiction Non-discretionary Services Retail 36%of Market Area Income 20%of Market Area Income 44%of Market Area Income Atascadero 1999 $198,650,484 $110,361,380 $242,795,036 Atascadero-Buildout $243,141,948 $135,078,860 $297,173,492 Sozmm Bumm of Labor Statistics,1998,•Crateford Multan Clark &Mohr,2000. Information on expected retail expenditures can be derived from two sources. First, the Bureau of Labor Statistics Consumer Expenditure Survey provides a categorical breakdown of average consumer expenditures. Second, the California Department of Finance summarizes retail expenditures in San Luis Obispo County that can be used to estimate average consumer expenditures in various categories. Consumer expenditure patterns are surveyed periodically by the Bureau of Labor Statistics (BLS). The survey reports the percentage of income consumers spend on various goods and services. For instance, average consumers spend about 9.5 percent of their after tax income on food purchased for home consumption. Table 5 also shows the amount of income that is available to be spent on a variety of products and services,if the assumed percentages apply, for Atascadero in 2000 and Atascadero at buildout. Caution must be used in applying these average breakdowns because there may be significant regional or local variations; but these estimates can be useful as a starting point for analysis. Table 5:Theoretical Demand for Consumer Retail Goods Expenditures as%of Estimated Demand Income After Taxes Atascadero(1999) Atascadero at Commercial Goods&Services Buildout Food at home 7.7 $42,489,000 $52,005,000 Food away from home 5.8 $32,005,000 $39,173,000 Alcoholic Beverages 0.9 $4,966,000 $6,079,000 Housing(including shelter,household operations and housekeeping supplies) 20.9 $115,328,000 $141,157,000 21 �► � City of Atascadero City Cotard Draft Damtoun Rmtaliza tm Plan Household Furnishings 4.5 $24,831,000 $30,393,000 Apparel 4.7 $25,935,000 $31,744,000 Transportation-New Autos 8.2 $45,248,000 $55,382,000 Transportation-Gas&Oil 2.8 $15,451,000 $18,911,000 Transportation-Other 7.1 $39,178,000 $47,953,000 Health Care 5.3 $29,246,000 $35,796,000 Entertainment 4.9 $27,039,000 $33,094,000 Personal Care 1.2 $6,622,000 $8,105,000 Reading 0.5 $2,759,000 $3,377,000 Tobacco Products 0.7 $3,863,000 $4,728,000 Utilities 6.4 $35,316,000 $43,225,000 Education 1.6 $8,829,000 $10,806,000 Miscellaneous 2.5 $13,795,000 $16,885,000 Cash 3.3 $18,210,000 $22,288,000 Personal insurance/pensions 11 $60,699,000 $74,293,000 Total Expenditures 100.0 $551,807,000 $675,394,000 Swim Bun=of Labor Statutia, Conswrier Expenditure Sunxy, 1998; CalOrr=Deparvnau of Finarar DarWaphic Resenrrh Uni4 Cranford Multari Clark &Mohr,2000. The BLS figures provide data about the types of goods and services consumers purchase, but these figures provide little information about the type of store where the goods are purchased. For instance, average consumers spend about 5.8 percent of their yearly income on apparel, but the apparel purchases could be made at clothing stores, department stores, or other specialty shops. In some cases, type of outlet can be inferred,as in the cases of food and gasoline purchases. Consumers do not spend all of their disposable income within the local market area, although most consumer expenditures do occur within a three-mile radius of the home, when goods are available. In addition, consumers who reside outside of the local market area generally make about 15 percent of all purchases (Wiewel and Mier, 1989), although this percent can be highly variable depending on such variables as regional competition and proximity to the major transportation routes. In 1997,Atascadero businesses reported $225.9 million in taxable transactions to the California Department of Finance. Totals for 13 expenditure categories are generally provided, but only 11 are available for Atascadero (to avoid the disclosure of confidential information, expenditure totals are only provided when more than three outlets are represented by a category). See Table 6,below. As noted earlier in Table 4,the expected retail expenditures for Atascadero alone were estimated at $242.79 million, after taxes and household expenses. However, $225.97 million was reported in taxable expenditures within the Atascadero city limits. Based simply on local expenditure potential and capture, approximately seven percent of the market area income (about $16.9 million) is being spent elsewhere. Of course, it is unrealistic to expect all retail expenditures to be captured in the local market area; on the other hand,market area sales are not limited to purchases by local residents (especially in the case of Atascadero which can draw from a large under-served rural market and from travelers on Highway 101). Table 6: Retail Expenditures Atascadero San Luis Obispo Type of Store 1997 % County 1997 % Motor vehicles and parts dealers $53,203,000 23.54% $365,739,000 20.54% Furniture and home furnishings $3,234,000 1.43% $54,468,000 3.06% Electronics and appliance stores $5,193,000 2.30% $25,188,000 1.41% Building material,garden equipment and supplies $15,690,000 6.94% $166,402,000 9.34% Food and beverage stores $64,735,000 28.65% $404,032,000 22.69% Health and personal care stores $22,196,000 9.82% $126,832,000 7.12% G 22 City OfAtascnd- Cuy CbtaO Draft Doren=m Revitalization Plan Gasoline stations $23,728,000 10.50% $169,715,000 9.53% Clothing and clothing accessories stores $16,106,000 7.13% $90,125,000 5.06% Sporting oods,hobby,book and music stores $2,921,000 1.29% $56,106,000 3.15% General merchandise stores/Miscellaneous store retailers $15,749,000 6.97% $207,981,000 11.68% Office supplies,stationery and gift stores $2,057,000 0.91% $40,277,000 2.26% Non-store retailers $1,163,000 0.51% $73,837,000 4.15% Total $225,975,000 100% $1,780,702,000 100 Soun e Czlr m=Deparvnent of Fuz=a1997,Crawford Multan Clark &Mohr,2000. Table 6 indicates that the following retail expenditures make up a higher percentage of sales in Atascadero than would be expected based on countywide expenditures: Food and Beverage Stores (+5.96), Motor Vehicles and Parts Dealers (+3.00), Health and Personal Care Stores (+2.70), Clothing and Clothing Accessories Stores (+2.07), Gasoline Stations (0.97), and Electronics and Appliance Stores (+0.89). It is also possible to infer which retail sectors account for the leakage by comparing the average per capita yearly expenditures in Atascadero to the San Luis Obispo County average. The average yearly per capita expenditures (Table 7) for Atascadero exceed the San Luis Obispo County average by $1,551. However, lower retail expenditures,which indicates leakage,take place in Atascadero in the following sectors: Furniture and Home Furnishings, Building Material, Garden Equipment and Supplies, Sporting Goods, Hobby, Book and Music Stores,General Merchandise Stores/Miscellaneous Store Retailers,Non-store Retailers, and Office Supplies,Stationery and Gift Stores. Table 7: Per Capita Retail Spending Ratio Atascadero/SLO Type of Business Atascadero San Luis Obispo County* 1997 County 1997 <1leakage possibility >1 cap=e possibility Motor vehicles and parts dealers $2,176.88 $1,580.44 1.38 Furniture and home furnishings $132.32 $235.37 0.56 Electronics and appliance stores $212.48 $108.84 1.95 Building material,garden equipment and supplies $641.98 $719.06 0.89 Food and beverage stores $2,648.73 $1,745.91 1.52 Health and personal care stores $908.18 $548.07 1.66 Gasoline stations $970.87 $733.38 1.32 Clothing and clothing accessories stores $659.00 $389.45 1.69 Sporting oods,hobby,book and music stores $119.52 $242.45 0.49 General merchandise stores(such as K-Mart or Target) and Miscellaneous store retailers 618.82 $898.73 0.69 Office supplies,stationery and gift stores $84.17 $174.05 0.48 Non-store retailers $47.59 $319.07 0.15 Total $9,246.11 $7,694.81 1.20 Sourze•Califomia Depamnazt of Finxce 1997,Craufoni Multari Clark &Mohr,2000. *A ratio of less than one wdzaues leakage,mem»zg than D=ntozw Atasaulero xuld rapture entail sales in this business saror. A ratio of&wer 6= one a dirates that Atasrculero is am"� capwrig nmre spmdv g in that particular s«'tar. Although Atascadero may be capturing sales in categories such as clothing and clothing accessory stores (likely due to the Atascadero Factory Outlet stores), electronics and appliance stores, and health and personal care stores additional retailers in these sectors are still desired in the Downtown. Quality customer service in these types of business and the uniqueness of a Downtown setting can lead to success beyond that generated by average spending. Trade Area & Development Potential A trade area is a geographical region from which a business or commercial district draws the majority of its customers. The concept is based on general assumptions that people will travel to the nearest facility for 23 U C4 ofAtasr L-v City Comrd Drafi Dorenunw Rail dizaian Plan goods and services. Therefore, trade area boundaries are based on the length of time required for potential customers to reach the commercial district. Two notable exceptions to this rule are freeway travelers and tourists traveling to"special places." Trade areas are typically comprised of primary, secondary or tertiary zones. Primary zones are defined as areas not requiring more than about a ten-minute drive and generally he within three to five miles of the commercial district. Industry estimates suggest that about 60 to 70 percent of sales are realized from the population within this area. The balance of the sales volume comes from secondary and tertiary zones for which the commercial district is less readily accessible. Secondary zones are areas that lie within 15 to 20 minutes driving and generally are within three to seven miles of the commercial district. Tertiary areas are all areas beyond the secondary zone that may generate dollars to the commercial district due to lack of competing facilities in that zone or because of convenient access. This area may extend 15 miles in major metropolitan markets and as far away as 50 miles in smaller,more rural places. Satisfying local demand would be a conservative development strategy for Downtown Atascadero. The market analysis in the previous section indicates that retail needs are not being met in the local market area. This problem will increase as the City grows. Also noted above is the presence of an under-served rural market and travelers through Atascadero along Highway 101. Downtown Atascadero's retail trade area is estimated to include the following: < The Primary Trade Area is the City of Atascadero. < The Secondary Trade Area includes unincorporated Santa Margarita south of the city limits. < The Tertiary Trade Area includes the rest of the North County including unincorporated Templeton, Creston and Shandon and the City of Paso Robles. Atascadero can be reached quickly via Highway 101 from various points in the North County. Commuters will have immediate access to Downtown Atascadero as they travel to and from work in the South County. It is anticipated that Atascadero will capture a share of retail expenditures made by these commuters. The market area of retailers varies from a radius of five blocks for specialty stores to a radius of over 15 miles for large discounters. In general, retail stores can provide either convenience goods or comparison goods (Wiewel and Mier). Convenience goods are items that are bought fairly frequently, at the most convenient location without much comparison shopping. Typical items include food, medication, hardware, dry cleaning, barber and beauty services, and shoe repair services. The radius of the market area for these types of goods tends to be fairly small (up to one mile). In contrast,comparison goods are bought after some degree of deliberation, on a less frequent basis, and are somewhat specialized in nature. The products purchased at these retailers typically last longer than convenience goods and are differentiated by brand identification,retailer image, and shopping area ambience. Typical items include apparel, household furnishings, and specialty items like jewelry, cameras, and books. People will engage in comparison shopping for these types of goods, so the radius of the potential market area is larger. In Atascadero, the demand for convenience goods is generally satisfied, and this results in a low additional demand for food stores and service stations. On the other hand,there is the possibility of additional capture in Atascadero,which could be accommodated in the Downtown, for some comparison goods (furniture and home furnishings) and specialty stores (sporting goods, hobby, book and music stores, office supplies, stationery and gift stores). 0 24U30 City ofA"xadera Cuy Cbtvx-d Draft Dor�Reviralizat Plan Determining whether there is sufficient demand to Table 8• Annual Retail Sales per• p Square Foot by support additional retail outlets in Downtown Use,Typical Nationally Atascadero is complex because the sales required to support a profitable enterprise vary by the type Type of Commercial Use Annual Retail Sales of outlet. The Urban Land Institute has calculated per square foot the average annual retail sales per square foot Apparel $150.00 different kinds of stores. The values range from General Merchandise $177.23 $105 per square foot in food stares to $296 dollars Drug Stores $225.60 per square foot in home furnishings and appliance Food Stores $105.00 stores. Using these figures, the amount of retail Packaged Liquor $250.00 that can be supported can be estimated (see Table Eating and Drinking $288.49 8). The additional demand in square feet must Home Furnishings $296.51 then be evaluated to determine if it is sufficient to Building Materials and Farm $143.38 support an outlet. Implements Auto Dealers $397.10 Table 9 displays the "typical" square footage and Service Stations $179.00 trade area of some commercial uses for Other Retail $253.00 comparison with existing demand. The trade area Source Urlxm Land Irutitute, aril Coos of Slaopp:rcg Ceruers,1990. for the Central Coast is likely to be larger than urban areas. For example, major discount stores may draw form a trade area of 30 miles or more. Square footage varies greatly both between and within store types. The average square footage for restaurants is relatively small (4,100 square feet), while the square footage of discount stores, such as Costco or Home Depot,averages 90,000 square feet. Apparel stores range in size from 2,000 to 26,000 square feet in size. Table 9: Typical Square Footage of Retail Stores Type of Commercial Use Average Sq.Ft. Range of Sq.Ft. Trade Area Apparel 11,000 2,000 to 26,000 3 miles General Merchandise 75,000 50,000 to 100,000 3 miles Home Appliance 36,000 25,000 to 50,000 1-2 miles Entertainment 37,000 25,000 to 45,000 5- 10 miles Restaurant 4,100 1,500 to 10,000 3 miles Major Discount Stores 90,000 50,000 to 160,000 7- 10 miles Source• Craufmd Multari Clark Fr Mohr,2000 Citywide data was utilized in the market analysis in the previous section to identify leakage. Data specific to Downtown Atascadero would need to be collected to identify the development potential in the Downtown. Tax Generators Although there are also costs associated with development such as the provision of police and fire protection, commercial development is a financial benefit to communities. The potential of different types of stores to generate property or sales tax revenues depends on the volume of sales and the cost of items. Property tax currently accounts for 26 percent of the Atascadero general fund revenues (City of Atascadero, 2000). Properties are taxed at one percent of their total valuation at the time of development or transfer. About ten percent of the property tax generated by commercial development is returned to the local community. 25 G 91 City of Ataxadero Cay Co vxd Draft DmrdounRevitalization Plan The potential for sales tax generation can be calculated from figures provided by the State Board Table 10• Average Yearly Sales Tax of Equalization. Averages for San Luis Obispo Generation Per Store County retail outlets were used for this analysis. Dividing total receipts by number of outlets provides Type of Store Average Yearly an index of average receipts for each store type. Sales Tax Sales tax return to the local community is one Apparel Store $4,453.14 percent of the total receipts. Table 10 shows the General Merchandise $24,158.26 average sales return for 10 store categories. General Specialty Stores $1,834.22 merchandise, service stations, and auto-dealers and Food Stores $7,346.55 supplies are the three largest sales tax generators. Eating&Drii k Places $3,850.92 Home Furnishings&Apphances $2,237.43 Sales tax revenues are an important source of income BuAding Materials $10,774.11 for local communities. Currently about 25 percent of Auto Dealers&Su lies $15,708.51 the City's general fund revenues come from sales tax Service Stations $16,380.41 (City of Atascadero, 2000). Retail outlets are usually All Other Outlets $3,607.53 the most significant source of sales tax revenues. I Average T $5,164.98 Because of Downtown Atascadero's proximity to Sour• State Baod of Equalization, Taxable Sales in California Highway 101, retail outlets can target both the 1997 regional and local market area. Economic Restructuring This section includes policies and programs for economic restructuring in the Downtown and the recommended actions that will facilitate the nature of revitalization desired by the community. Two primary policies are identified,and specific programs required to implement each policy are presented. The overridingprinciple behind the policies stated below is to maintain and enhance the quality of life in P P P q tS' Downtown Atascadero by implementing the Revitalization Plan to beautify the downtown area and transition unutilized or underutilized land into economically productive developments. It is acknowledged that the economic potential of Downtown Atascadero can only be realized with the cooperation of both the public and private sectors. Therefore,this section includes strategies to work with the public and private sectors to improve the quality of life,which will allow the Downtown to be economically competitive. Economic restructuring centers on the following policies: 1. To encourage and assist existing businesses to remain and expand in Downtown Atascadero,helping them to be economically viable contributors to the community; and 2. To recruit new industries and businesses, thereby creating new jobs for Atascadero residents. Business Retention and Expansion The retention and expansion of existing firms are key to maintaining a stable employment and tay base and, ultimately, to attracting new business. A retention and expansion program is a systematic approach to gathering information from the local business sector,and then using the information as a tool to identify and address immediate problems and to develop local programs that promote a diversified local economy. Retention and expansion also involves providing links or direct access to a variety of public and private services such as training and financing. The program also provides a ready-made early warning system to prevent impending company relocation. A strong retention and expansion program keeps the City,the Main Street Organization, chamber of commerce, and businesses in touch and communicating on a regular and systematic basis. 26 1.i 2 City of Au ard_— City Cotax-d Draft Dozeauom Revitalization Plan Major economic development tools that the City,Redevelopment Agency and Main Street Organization can use include tax increment financing for specific projects in the redevelopment area, job training assistance, information dissemination,advertising and promotion,and top quality customer service from City staff. One of the side benefits of business retention is that commercial attraction efforts are enhanced through the increased success of existing businesses. Also, positive working relationships are developed between the public and private sector, creating a welcome, can-do perception of the City. Potential target industries and business sectors will also emerge, and new business opportunities will become a natural outgrowth of a successful retention and expansion program Programs designed to address business retention and expansion are delineated below. The Main Street Organization,in coordination with the City's Economic Development Program should: Conduct Periodic Surveys. In addition to gathering basic industry statistics (e.g., business sector, number of employees), surveys can obtain information on the needs of existing businesses to remain profitable and enable them to SoNey,,. expand. Act as Ombudsman. Businesses recognize the value of having an advocate and link within the City that can cross department lines to bring appropriate action to bear on problem solving or to take advantage of an opportunity for expansion,retention,or attraction of other business. Locate Financing Sources and Linkages. This is recommended to encourage more lending and financing opportunities Downtown. Link Small Business to Assistance Training and Counseling. The City and Main Street organization have a definite and important role to play by encouraging development of assistance programs available to local small business,including use of the Small Business Development Center. Provide Information and Referral Services. This is one of the fundamental activities of the Main Street Program. Increased requests for information and the number of contacts are one of the manifestations of a successful program The Main Street Organization can assist a company by providing an answer to a question or solution to a problem, the program strengthens the individual company and contributes to the health of the general business environment. Host Seminars and Workshops. This activity will promote economic development to brokers,tenants,and companies on a regular basis. This activity can also be used as a marketing tool to kick off an economic development strategic plan to the community and should be coordinated with other business groups in the community. Maintain Regular Direct Communication with Business. The City Council, Main Street organization, chamber of commerce,and City staff should make regular contact with Downtown businesses. This could be done by direct mail, phone/fax, e-mail, and personal visits. The intent of this communication is to let the businesses of the community understand that their presence in Downtown Atascadero is appreciated and to extend an invitation to assist the business with problems they may encounter. Business Attraction and Formation The use of targeted business attraction techniques represents an opportunity for Downtown Atascadero based on its demographics, local economy, and economic activity going on around it. Also, disposable income inside the community, and outside the community,presents development opportunities to recapture the sales that are lost to retail centers in adjacent communities. 27 G 9 3 City ofAww-dm City Coxxil Draft Dbr rwun Reuit anion Plan Programs designed to address business attraction are described below. The Main Street Orgar_ization, in coordination with the City's Economic Development Program should: Identify Attraction Targets. To prepare an effective attraction program, it is first necessary to identify companies that are a natural fit with Downtown Atascadero. It is also necessary to find out which companies are searching or growing to target resources where there is the greatest likelihood of a successful match. This involves matching the Downtown's strengths with growth companies most needing the type of location offered by Downtown Atascadero. Create and Follow Site Location Leads and Prepare Proposals. Specific proposals should be prepared using Downtown information packets with specific demographic, economic, and site information that will encourage a company to select Downtown Atascadero as the location for their company. Leads or referrals can be made by City staff,the Main Street organization,the chamber of commerce, existing businesses, new businesses,commercial brokers and developers,and others. Work Closely with Commercial Brokers and Developers. Establishing a solid communication network among brokers and developers results in growing familiarity and improved perceptions of City permit and planning services, exchanges of information about sites available for new companies, and opportunities to respond to unique development timing requirements with a unique Downtown process. The City's reputation as a serious player in business attraction is made by the perceptions, accurate or not, of company managers, brokers, and developers. Close communication results in problem solving and cooperative working relationships. Recommended Actions The following actions are.recommended to achieve the economic restructuring policies and implement the supporting programs. Information on the responsible agency, funding source, and priority of each action discussed below are discussed in Chapter 6,Implementation. 1. Track Atascadero's Downtown business inventory, statistics, and markets through surveys, business license program,or other means. 2. Collect and analyze economic and demographic data provided through City surveys,the San Luis Obispo Council of Governments (SLOCOG), various state departments, the 2000 Census, otber federal departments,and other sources. Information needs to be readily available to brokers, developers,market consultants,and site locators to promote Downtown Atascadero. 3. Track employment trends with information available through the Employment Development Department for use in site location proposals,and for information and referral-by the City. 4. Review City regulatory processes that effect business retention, expansion, and attraction to determine how to best provide assistance to businesses in processing development approvals, expansion plans, and other land use issues. 5. Create a special development team for fast reaction of unique downtown opportunities. A team drawing from all City disciplines and departments can be established to review plans and provide an expedited process when unique circumstances warrant. 6. Streamline the permitting process to reduce both the costs and the time required to go through the process. Streamlining the permitting process embraces all of the strategic goals, including better communication, improved customer service, commitment by employees, and staying competitive. Streamlining does not necessarily mean relaxing requirements or reducing fees; it does mean making it easier for the customer to understand and,therefore, easier to complete. 28 G94 City of Aaxa&w City Curxil Draft Dozzraunm Rmial=-im Plan 7. Create an economic development internship program whereby interns from Cal Poly, and other local colleges can help the City or Main Street organization implement economic development programs in the Downtown. 8. Work with local financial institutions to create a storefront improvement program to provide loans to property and business owners for the renovation of building facades in the Downtown. 9. Institute a monitoring program that tracks Downtown economic restructuring initiatives and outcomes, business contacts and follow-up requirements,land use data and development status,retail sales and sales tax targets (including sales tax revenues as a percentage of total City revenues), and other criteria to measure the success of the economic development element. Citations City of Atascadero,Economic Development Element, 1995. City of Atascadero,Annual Budget, 1999-2000. Applebaum, William, Nelson's Principles of Store Location. In James D. Vemor (Ed.) Rings in Market Research forReal Estate,U.S.:American Institute of Real Estate Appraisers, 1988. California State Board of Equalization, Taxable Sales in Calzfamia(Sales and Use Tax, 1997. California State Department of Finance, Financial and Economic Research Unit, Per Capita Inane by Camty, California, 1986 to 1997. UCSB Economic Forecast Project,Econanic Outlook 2000-San Luis Obispo County,November 1999. U.S. Bureau of Labor Statistics, Qnstmer Expenditure Suney,Table 46, 1998. U.S. Department of Commerce, U.S. Census Bureau, 1997 Econank Census, Californra, Retail Trade, August 1999. Urban Land Institute,Dollars and Cents of Shopping Centers, 1990. Wiewel and Mier, Analyzing Neighborhood Retail Opportunities: A Guide for Carrying Out a Preliminary Market Study,APA, 1989. 9 5 29 i,� City of Ata-a&m Cay Council Draft Doman Reviralizavon Plan Promotion owntown Atascadero will create a unified, quality image and develop promotion strategies that bring people to the district. Introduction As described in Chapter 4, Economic Restructuring, the Downtown Revitalization Plan and the formation of the Atascadero Main Street Program envisioned as an impetus to economic development in Downtown Atascadero. Promotional activities will include working with potential investors and property owners and promoting the Downtown through community events. Existing Downtown Activities & Other Community Events Many community events are currently taking place either in the Downtown or elsewhere in the City. These are described below. Holiday Tree Lighting Celebration The City began its holiday tree lighting celebration years ago in the Sunken Gardens drawing an average of 300-500 people. Originally,the ceremony included multi-colored lights on the trees and people would gather on the City Administration Building steps to sing holiday carols and watch the trees light up. The i Atascadero Chamber of Commerce assisted the City with the ceremony until about 1995. The Downtown BIA began hosting the tree lighting ceremony in 1996 and added the street faire. , At that time, the BIA paid to put up the fountain light and the Season's Greetings sign. Photo 11. Sunken Gardens durrrig Holiday Ti,Lighting Celeh,atian In 1997, the City stopped lighting the trees because of cost and liability issues. That year the lighting ceremony included lighting the fountain and the Season's Greeting sign as well as the lights on the Rotunda. In 1998, the BIA took over the tree lighting ceremony including upgrading electrical boxes and buying and installing new lights. The project cost over $40,000. The BIA hosted fundraisers (including an annual golf tournament) for the costs, and we were able to light up the front two trees with white lights at the next lighting ceremony. In 1999,the ceremony added lighting the next two trees, expanded the street faire and the advertising of the event to raise attendance to approximately 1,600 people. Associated activities offered in 1999 include a mountain of snow,DJ playing music, doing drawings, making announcements, a band playing, dancers performing, a live nativity scene, cotton candy,popcorn,hot dogs, apple cider, craft booths, Santa, parrot pictures, big screen with multi-media show playing, displaying downtown businesses,new developments with Main Street,etc. The Atascadero High School Leadership Class assisted with the event as volunteers for community service hours (snow mountain patrol,trash pick up,etc.). Sponsors included businesses inside and outside the BIA boundaries. 30 l,' J� City of Atasradera City Cavxil Draft Dountoun Revitalization Plan The tree lighting ceremony is traditionally held the Saturday after - Thanksgiving.,however,in 2000,the event is scheduled for Friday, Why Should We Invest In December 1st, as a lot of vendors and downtown business people Downtown? were unavailable in the past due to the Thanksgiving Holiday. . Downtown is a symbol of community economic health, local quality, of life, Other BIA Sponsored Activities pride,and community history. In addition to the holiday tree lighting celebration, the Downtown • A vital Downtown retains and creates BIA has participated in the "Spring Into Atascadero" which is jobs, which also means a stronger tax sponsored by Atascadero News,The Chamber and the BIA. base. Long-term revitalization establishes capable businesses that use public services and provide tax revenues for the Downtown Awards community. At the BIA's annual meeting held in June 2000 was the first year • Downtown is also a good incubator for the BIA gave awards acknowledging the successes of downtown new small businesses -- the building businesses. Categories for awards included landscaping, window blocks of a healthy economy. Strip displays, customer service, etc. The Main Street organization may centers and malls are often too expensive continue this event to acknowledge downtown success stories in for new entrepreneurs. the future. • A vital Downtown area reduces sprawl by concentrating retail in one area and uses Fireman's Muster community resources wisely, such as infrastructure,tax dollars and land. The Fireman's Muster is one successful event that was held in the Sunken Gardens in the past. It is an annual event held around the • A healthy Downtown core 'protects state that the Atascadero Fire Department bid on to host in property values in surrounding residential.neighborhoods. Atascadero. . The traditional Downtown is an ideal Cruise Night location for independent businesses, which in turn: Cruise Night has been an annual event hosted by the Mid State Kwp pyq&s in tom Chain businesses send Muscle Car Club on the Friday night before the car show held at profits out of town. Atascadero Lake Park. The cruise extends from Curbaril to Morro Suppom !bail fa nilies with family-owned Road on El Camino Real. The event has been very successful, businesses drawing thousands to El Camino Real to watch the cars or mdse Supp" lacd cwrrwziy projects, such as ball teams and schools along in the parade of cars. Pwvide an ex&mzdy stable ear c fu as opposed to a few large businesses and Colony Days chains with no ties to stay in the Colony Days is held the third Saturday in October as an annual community celebration of historic Atascadero. A parade with 100 to 150 • A revitalized Downtown increases the community's options for goods and services: whether for basic staples, like clothing, food and professional services or less traditional functions such as housing and entertainment. ' • Downtown provides an important civic forum,where members of the community can congregate. Parades, special events and celebrations held there reinforce intangible sense of community. Private �._ developments like malls can and do restrict free speech and access. f '' r ;; • Many Downtown areas become tourist attractions by value of the.,character of buildings, location, selection of unique businesses,and events held there. t 3 E Sourm Adapted from Why Are Main Struts N. ~ '• brrpartmn? National Tnrst for Riswnc Prtzzuiort,2000. Photo 12.Parade akin El Qm bw RmZ 31 �' r City ofAu—deco City Caord Draft Dountoozw Revitalization Plan entries completes a route from Curbaril to Traffic Way. Other associated activities include a carnival in the Sunken Gardens. The event is the largest held each year in the City. The event is put on by a private non- profit organization,the Colony Days Organization. Farmer's Market Idea;for Fctt urel The official Atascadero Farmer's Market, held by the Farmer'spp �,t, Vevtt� Market Association,is held on Wednesday afternoons from 3pm to 6pm in the Vons/Rite Aid parking lot just south of Morro Main Street Float in Colony Days Parade Road, outside the Downtown. The weekly event was held in Youth Window Painting for Halloween Downtown until about 1997, originally on Entrada Avenue then Art Fair in the Sunken Gardens in the Sunken Gardens. Downtown Merchants Lighting Contest' Flea Market Window Decorating Contest The City's Community Services Department hosts a Flea Market Tree Lighting Celebration and Street Fair in March and September with approximately 125 retail and craft vendors. Downtown New Year's Bash Sweetheart's Shopping Spree(sidewalk Stadium Park sales,gift baskets,etc. Purchased in 1993, Stadium Park is a 26-acre City-owned and maintained park north of Capistrano Avenue adjacent to the Sunken Gardens Easter Egg Hunt Downtown area. Other than a stage built around a large oak tree Main Street Awards Extravaganza in the center of the base of the natural bowl, the park has no Chili Cook-off and Beer Festival developed amenities. A 1999 focus group identified the mission of Stadium Park is to revive the site's historic use for cultural and Hot El Camino Nights-Car Cruse educational experiences while preserving this unique natural pay in the Park-Sunken Gardens Kid's habitat for passive recreation. Parking is not provided at Day Stadium Park, however some parking could be provided in the Celebrating the History of Atascadero Downtown with a pedestrian bridge and pathway to accommodate the parks users (see Chapter 3 - Circulation & 10K the starts and finishes in downtown Parking Improvements). Farmer's Market/Street Fair with food and entertainment to draw families Tourism businesses stay open late Tourism should be developed as another way to strengthen the Bands playing in the park once a month Downtown economy. Creation and enhancement of cultural, during the summer or during Farmer's entertainment, and recreational activities and facilities in Market Night Downtown Atascadero will attract the tourist and, therefore, Motorcycle Rally/Show positively affect sales tax revenue. Activities and special events by various special interest, cultural, and other groups should be Petting Day in the Park-have animals in encouraged to create a regional draw of individuals to the Sunken Gardens(Zoo to You,Charles i i k Zoo,oo,ctzens,etc. community. Promotion of the City's historic character and Pa ) attractions, and the installation of music and art in public places, Mini-Shakespeare Festival in Sunken should be encouraged to attract tourists. Also, the City could Gardens capitalize on it's freeway visibility and access to lure travelers Plays/dramas on stage in Sunken Gardens between the San Francisco Bay Area and Los Angeles into its during the summer shops, restaurants, entertainment complexes, and lodging Annual Fundraiser Golf Tournament facilities. Promoting Downtown Atascadero Opportunities for promoting events and tourism to support Downtown Revitalization include the following. Implement a Joint Business/Downtown Advertising Program. There is an opportunity to leverage the Downtown's dollars by advertising Downtown Atascadero jointly with private industry. Atascadero could 32 Ci8 City of Aw—dem City Cavxil Draft Dw-rwm Revitalization Plan take advantage of the achievements of Atascadero area companies by using them in marketing and promotion of the Downtown Market the Downtown. The Main Street organization should work with developers and property owners to encourage development, upgrades, and improvements in order to attract new businesses and investment in the downtown. Loans for facade upgrades, seismic safety, and other improvements could be secured. Polices identified in Chapter 4, Economic Restructuring, that relate to business retention and attraction can be applied to the Downtown area. Complete a Downtown Identity Program. A Downtown identity program that preserves the historic character of the City should include specific actions such as landscaping, lighting, paving, and gateway improvements,and a downtown signage program. Create Project Financing Sources. The Main Street organization should work with funding providers to create a downtown banking consortium that will commit financing and counseling on how to obtain further financing for buildings,expansion,equipment, and cash flow management. Create Promotional Materials. The Main Street organization should develop a promotional brochure describing Downtown points of interest,restaurants,specialty shops,and annual special events. Support Local Museums, Art, and Cultural Events. Growth in tourism can be encouraged by supporting the programs and events of historic places of interest and entertainment throughout the community. This can be accomplished through support from the Main Street organization, and by coordinating events/exhibits with additional interest groups such as the Atascadero Historical Society. Create and Increase Support of Local Special Events. Support existing special events in the Downtown, develop related events that coincide with current events, and create new events that emphasize the character of the Downtown. Ideas for special events in the Downtown are identified in the sidebar. Develop a Marketing Plan. Develop a marketing plan because none of the economic restructuring programs will work effectively without considerable promotion of the Downtown goals, strategies, and location as a desirable community. Program advertising and marketing will require professional assistance from an outside consultant or public relations firm to create such a plan. Once the marketing plan is created, implementation will require a coordinated and combined effort of the Main Street organization, its chamber,and others. Create a Logo or Theme. Create an economic development identity symbol,theme, and logo,which may require professional assistance. Having professional presentation of information with a recognizable coordinated look demonstrates that the Main Street organization takes itself and its program seriously. Start by using existing themes ("Welcome to Downtown Atascadero, A Friendly, Old Fashioned, Small Town" and"A Small Town is Like a Big Family") or working off those themes. Create Downtown Marketing Materials. Create Downtown marketing materials,including brochures,fact sheets, maps, an internet web site, and other appropriate tools. Information is needed on transportation, labor market, housing, education, recreation, cultural facilities and events, and other topics. Data is also needed on specific available sites for development, a description of the permitting process, and a list of existing businesses in Downtown Atascadero. A profile of the City Council and staff needs to be developed to emphasize the stability of local government and the City's can-do attitude. 33 V City of Auxadero City Cowxd Draft Dore zun Rmt dLation Plan Promotions Recommended Actions Information on the responsible agency, funding source, and priority of each program discussed below are discussed in Chapter 6,Implementation. 1. Sponsor logo contest for Atascadero Main Street. 2. Develop public signage program to distinguish Downtown from other areas in the City. 3. Install posts for revolving banner signage across El Camino Real. 4. Work to bring a farmer's market/weekly street fair to Downtown or an alternative market-type event. 5. Co-host Tree Lighting Ceremony(2000) and host in coming years. 6. Prepare an annual event calendar. 7. Prepare a long-term marketing program for Downtown Atascadero that markets downtown's assets. 8. Develop a joint advertising program for Downtown businesses. 9. Freeway signage change. 10. Develop a Downtown Atascadero Main Street program website. 11. Develop a permanent street tree lighting program 12. Work with organizers to facilitate events in downtown/process for screening groups who wish to have a downtown event. 34 100 C4ofAwcad— Cuy C-OX71 Draft Dozantoun Rawliza m Plan Introduction Achieving the vision captured by the Downtown Revitalization Plan will be accomplished through a partnership among downtown businesses and property owners, the Redevelopment Agency and the community. Each has a role to play in making the downtown a vital,interesting focal point of the City. This chapter outlines the administrative (responsibility), financing (resources), priority and regulatory approaches that should be followed to effectively implement the Downtown Revitalization Plan. City Code Revisions The following steps should be taken by the City of Atascadero to implement the provisions.of this Plan. General Plan Amendments The City's 1992 Downtown Master Plan was adopted as an optional element of the City's Generai Plan. As described earlier in this Plan,this Downtown Revitalization Plan is an "area plan". In order to implement the land use recommendations identifies in Chapter 2 of this Plan, the City should amend its General Plan to dissolve the existing Downtown Master Plan and amend the City's Land Use Element to include one land use designation for the Downtown. This would also include the adoption of the Downtown Revitalization Plan's goals,policies and programs. New Downtown Zoning Ordinance&Design Guidelines To bring the City's Zoning Ordinance into consistency with this Downtown Revitalization Plan, the City should repeal its existing Downtown Zoning Districts to eliminate the existing downtown zoning districts and overlay designations. The City should then adopt the new Zoning Ordinance,including new zoning districts, allowed uses, parking requirements, setbacks, and sign requirements. The City should also adopt the design guidelines in Appendix A. Streetscape Improvements In order to attain the vision for the Downtown identified in this Plan a number of public improvements should be implemented, including the construction of public amenities such as a system of creekside trails, pedestrian bridges, decorative paving, landscaped medians, antique street lights, bulb-outs at street intersections and street trees. The most likely source of financing for the streetscape and other improvements is tax increment revenue generated by the Redevelopment Project Area. First Implementation Project The Main Street Steering Committee identified a first implementation project to kick-off the Downtown revitalization. It was the Committee's desire to have the first project be both visible and contribute to the vision of a pedestrian-oriented Downtown. The recommended project includes the installation of a landscaped median on El Camino Real from Traffic Way to West Mall and the installation of bulb-outs and crosswalk enhancements at the Traffic Way/El Camino Real intersection as well as the Entrada Avenue/El Camino Real intersection. A preliminary cost estimate for the first implementation project is provided in Table 11. In 1994, the City of Atascadero hired DKS Associates and SEDES to prepare a conceptual design for medians along El Camino Real from Rosario Avenue at the north end of the Downtown to El Bordo Avenue south of the Post Office. Through the Downtown area, the conceptual plans illustrate medians ranging in width from six to 16 feet in width. These plans were utilized to prepare the cost estimate in Table 11. A section drawing of the recommended median is shown in Figure 4. 35 101 City of Auxade- Cuy Ca"d Draft Domr=m Reuitalizatiaz Plmc The enhanced crosswalks and street "bulb-outs," where parts of the sidewalk extend into the street to make drivers more aware of a pedestrian crossing, and these streetscape improvements will need to be designed for the first implementation project. An illustration of the Traffic Way/El Camino Real intersection is shown in Figure 5. Many alternatives exist for types of paving used including tile accents or stamped colored concrete. r; V R t ` SiAewalk I8'Parking) 12' ! 12' I W M44ian 1 12' I 12' 16'Rmkingl Sidewalk I Figure 4. LxATapel MaAm. Qmfid Muk,,i dark Mohr I FL CAM/NO REAL -41 1 � � -- - 1 I Figure S.Sideudk bulbom and aoss�xdk mhx r 36 102 City ofAwcudero City Coimril Draft Lku rwun Revirahzation Plan Table 11: Preliminary Cost Estimate of First Implementation Project Improvements Description Preliminary Cost Estimate Median in EI Camino Real Demolition—pavement removal and Flat Rate-estimate $10,000 disposal Curb and gutter for median 600 lineal feet, 183 lineal meters;$100 per lineal meter $18,300 Imported Soil 350 cubic yards soil-combination of fill dirt $9,200 ($22/yard) and planter mix($32/yard) Irrigation $0.50 per square foot for approx 6,000 square feet $3,000 Finish grading Flat Rate-estimate $2,500 Trees 8-24"box accent trees,such as Lagentroomi i indica,and $9,200 15-24" box canopy trees,such as Plata=ace?ifo&t; $400 installed per tree. Other Landscaping 05-5 gallon shrubs,such as Raphiokpis indica and $6,725 aneroca&s spp. ($25 installed), 80 flats groundcover, such as annual color and Vinca major($20 installed). TOT $58,925 Bulb out treatment at Traffic Way and EI Camino Real nhanced Sidewalk/Crosswalk'r 350x15 feet, 107x4.6 square meters;$80 per square $39,376 meter ew curb and gutter 160 lineal feet,49 meters;$100 per lineal meter $4,900 TOT $44,276 Bulb out treatment at Entrada Avenue and EI Camino Real Enhanced Sidewalk/Crosswalk* 160x15 feet,49x4.6 meters; $80 per square meter $18,032 New curb and gutter 80 lineal feet,24.5 meters;$100 per lineal meter $2,450 TOT $20,482 Design and Engineering Fees (estimated at 10%of construction cost) $12,368 GRAND TOTAL $136,051 "includes demolition and disposal costs Source:City of San Luis Obispo,Engineering Department,recent construction bids for similar streetscape im rovements,2000;Crawford Multari Clark&Mohr,2000. Housing The Plan recommends the introduction of housing into the Downtown where it can be accommodated subordinate to commercial uses, such as on the upper floors of two- and three-story buildings. Because the Downtown is in a Redevelopment Area,any newly constructed housing project should have 15 percent of the total units set aside as affordable to people within specific income ranges. This is true for any type of housing, even if it is built with no public subsidy. This type of housing can take place in the downtown, project area or within the citylimits. Typically housing production is a function of the private sector, and changes in zoning may be sufficient inducement to developers to build housing in the Downtown. However, • if the City decides to take a more active role in encouraging housing in the Downtown it might be appropriate to use public funds to this end. In this case, redevelopment tax increment revenues provide the most likely funding source. 37 103 City of Aa--d-o Cay Cotaxd Draft Dow?tounReuiralization Flan State law requires that 20 percent of all tax increment revenues collected be set aside to assist in developing affordable housing within redevelopment project areas. Because a large portion of Atascadero is within a redevelopment project area, this money could be used to build housing in a number of locations that are not in the Downtown. However, the City should consider making housing provisions in the Downtown a priority,since this could both provide affordable housing and encourage Downtown revitalization. Summary of Recommended Actions The vision illustrated by the Downtown Revitalization Plan will be achieved through the implementation of a series of programs and projects that have been described in the previous sections of the Plan (Organization, Promotions, Design and Economic Restructuring) and are summarized in Table 12. The programs are divided into two groups: First tier programs,which generally have a higher priority,and second tier programs that can be implemented over a longer timeframe. However, the tiering is not intended to be rigid. If opportunities arise for a second tier program sooner,they should be pursued. Table 12:Summary of Recommended Actions Organization Recommendation Description of Action Responsible Resources Timing Parties Organization 1 Dissolve existing BIA organization. Assign City of Existing Immediate responsibilities for advising the City on the expenditure of Atascadero City staff BIA assessments to the new Main Street organization, as required under state law. Organization 2 Transition existing downtown programs to independent, City of Existing Immediate non-profit Main Street organization. Atascadero City staff Organization 3 Form Main Street Board of Directors and four advisory City of Existing Within six committees. City staff should facilitate the development Atascadero City staff months of the Board of Directors a process that provides involvement for all that want to participate. Organization 4 Develop non-profit articles of incorporation,by-laws and Main Street Main Street Within six other documents required by state and federal law for .Board budget months non-profit status. Organization 5 Provide Board of Directors training program focusing on City of Existing Within six the four points of Main Street and Board governance. Atascadero City staff months Organization 6 Hire Main Street Executive Director. Main Street Main Street Within six Board budget months Organization 7 Apply for California Main Street certification. Main Street Main Street Within five Board budget years Design Recommendation Description of Action Responsible Resources Timing Parties Design 1 First implementation project (landscaped medians, bulb City of Main Street Within outs,crosswalk enhancements) Atascadero budget and six Redevelopment months Funds Design 1 Design and install entry gateway features Main Street and Main Street Within City of budget and two Atascadero Redevelopment years Funds Design 2 Design and construct creekside trails and pedestrian City of Redevelopment Within bridge(s) Atascadero Funds and five grants years 38 1 4 City ofAtascadero City Council Draft DgremmRevitalization Plan Design 3 Design and construct vehicular bridge to connect Lewis City of Redevelopment Within Avenue Atascadero funds and five Impact Fees years Design 4 Develop facade improvement program/loan program Main Street Main Street Within Board budget one year Design 5 Form a design assistance team of local architects and Main Street Main Street Within designers Board budget one year Design 6 Design and construct additional medians along El City of Redevelopment Within Camino Real Atascadero funds five years Design 7 Design and construct improvements to the Sunken City of Redevelopment Within Gardens Atascadero funds five years Design 8 Develop a walkway improvement program and construct City of Redevelopment Within improvements Atascadero funds five years Design 9 Traffic flow-one way streets on East Mall and West Mall City of Existing staff Within Atascadero six months Design 10 Create angled parking and one way streets on East and City of Existing staff Within West Mall Atascadero six months Design 11 Work to implement"window to downtown" Main Street Main Street Within Board budget one year Economic Restructuring Recommendation Description of Action Responsible Resources Timing Parties Economic Work with applicants to streamline development City of Existing staff Immediate Restructuring 1 review process Atascadero and on- going Economic Prepare a market niche study (in association with Main Street Main Street As needed Restructuring 2 marketing program described under promotions) Board budget Economic Pursue desired downtown tenants Main Street Main Street On-going Restructuring 3 Board and City budget of Atascadero Economic Revise City's Zoning Ordinance City of Existing staff Immediate Restructuring 4 Atascadero Economic Incentivize transistion of downtown medical offices - Main Street Main Street On-going Restructuring 5 develop incentive program for relocation Board and City budget and of Atascadero City staff Economic Accumulate and consolidate property City of Agency On-going Restructuring 6 Atascadero funds Economic Develop a monthly property for sale brochure Main Street Main Street Within six Restructuring 7 Board budget months and on- going Economic Develop and maintain a detailed list /database of Main Street Main Street Within six Restructuring 8 downtown properties Board and City budget months staff and on- going Economic Prepare a business retention plan Main Street Main Street Within six Board and Ciiy 39 ��� City of Ata-dew City Caoxil Draft aurmun Reuital=aon Plan Restructuring 9 staff budget months Economic Work with school District to encourage Main Street Existing 'Within six Restructuring 10 relocation Board and City resources months staff and on- going Promotions/Events Recommendation Description of Action Responsible Resources Timing Parties Promotions/Events 1 Sponsor logo contest for Atascadero Main Street Main Street Board Main Street Within six budget months Promotions/Events 2 Develop public signage program to distinguish Main Street Board Existing Within Downtown from other areas in the City and City staff resources one year Promotions/Events 3 Install posts for banner signage across El Camino Real Main Street Board Main Street Within and City staff budget five years Promotions/Events 4 Work to bring Farmers Market to Downtown or an Main Street Board Main Street Immediate alternative market-type event budget and on- going Promotions/Events 5 Co-host Tree Lighting Ceremony (2000) and host in Main Street Board Main Street Immediate coming years budget and on- going Promotions/Events 6 Prepare an annual event/fundraising calendar Main Street Board Main Street Immediate budget and on- going Promotions/Events 7 Prepare a long-term marketing program for Downtown Main Street Board Main Street Within that markets downtown's assets budget one year Promotions/Events 8 Develop a joint advertising program for Downtown Main Street Board Main Street Within businesses budget one year Promotions/Events 9 Freeway signage change City staff Existing Immediate staff Promotions/Events Main Street program downtown website Main Street Board Main Street Within 10 budget one year Promotions/Events Permanent street lighting program Main Street Board Main Street Within 11 and City staff budget and five years City staff Promotions/Events Work with organizers to facilitate events in Main Street Board Main Street Within 12 downtown/process for screening groups who wish to budget one year have a downtown event 40 106 Attachment C: Draft Resolution General Plan Amendment Approval Downtown Revitalization Plan/GPA 99004/ZC 2000-0003 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO APPROVING GENERAL PLAN AMENDMENT 99004 TO (1) REPEAL THE ATASCADERO DOWNTOWN MASTER PLAN, (2) AMEND THE GENERAL PLAN LAND USE DIAGRAM, (3)ADOPT A DOWNTOWN LAND USE DESIGNATION AND (4) ADOPT DESIGN GUIDELINES FOR THE DOWNTOWN AREA (GPA 99004: Downtown Revitalization Plan/Main Street Program, Atascadero Redevelopment Agency) WHEREAS, the City of Atascadero has formed a Redevelopment Agency for the purposes of revitalizing the historic core of Atascadero and the Agency has sponsored the formation of a Main Street organization to plan and implement this program; and, WHEREAS,the City of Atascadero currently has a Downtown Master Plan that is part of the General Plan with corresponding downtown land use designations; and, WHEREAS, a timely and properly noticed Public Hearing upon the subject Downtown Revitalization Plan was held by the Planning Commission of Atascadero on July 11, 2000 at which hearing evidence, oral and documentary, was admitted on behalf of said General Plan Amendment; and, WHEREAS, the Planning Commission has recommended that it is in the best interest of the City to amend the General Plan by repealing the Downtown Master Plan and adopting a new Downtown land use designation with design guidelines to ensure to orderly and efficiency redevelopment of the Downtown; and, WHEREAS, the laws and regulations relating to the preparation and public notice of environmental documents, as set forth in the State and local guidelines for implementation of the California Environmental Quality Act (CEQA) have been adhered to; and, WHEREAS, a timely and properly noticed Public Hearing upon the subject General Plan Amendments was held by the City Council of Atascadero on July 25, 2000 at which hearing evidence, oral and documentary, was admitted on behalf of said General Plan Amendments; and, WHEREAS, the City Council of Atascadero, at a Public Hearing, studied and considered General Plan Amendment 99004, after first certifying the proposed Negative Declaration prepared for the project; and, 107 Draft Resolution July 25,2000 Page 2 of 8 NOW,THEREFORE, the City Council takes the following actions: SECTION 1. Certification of the proposed Negative Declaration. The City Council finds that the proposed General Plan Amendments are consistent with the Program EIR of the Redevelopment Area Plan and that no new impacts would result with the potential for a significant environmental effect, and the Negative Declaration has been prepared, noticed and certified as required by of the California Environmental Quality Act (CEQA). SECTION 2. Approval. The City Council hereby approves General Plan Amendment 99004 thereby (1) repealing the Atascadero Downtown Master Plan, (2) amending the general plan land use diagram, (3) adopting a Downtown land use designation and(4) adopting Design Guidelines for the downtown area as contained on the following exhibits: Exhibit A: Repealed Downtown Master Plan Exhibit B: General Plan Land Use Diagram Amendment Exhibit C: General Plan Land Use Element Text Amendment Exhibit D: Downtown Design Guidelines 108 Draft Resolution July 25,2000 Page 3 of 8 On motion by Council Member , and seconded by Council Member the foregoing resolution is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ADOPTED: By: Ray Johnson, Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A. Hanley, City Attorney Ing Draft Resolution July 25,2000 Page 4 of 8 Exhibit A: Repealed Downtown Master Plan GPA 99004 The Atascadero Downtown Master Plan, prepared by Wurster, Bernardi and Emmons and Adopted December 11, 1990 is hereby repealed. A copy of the Downtown Master Plan is available for review in the Community Development Department. � fl - � �. ♦ ♦iso � s � �-, -- e e � Legend DT-.Downtown P: Public _ = ►� s�♦♦� �IIIIIB �i� f�f� �V ♦iso Legend O. Downtown Draft Resolution July 25,2000 Page 6 of 8 Exhibit Q General Plan Land Use Element Text Amendment GPA 99004 The following text will replace Section II.C.3.c. of the Atascadero General Plan Land Use Element: (c) Downtown (,Dl The Downtown land use designation is intended to enhance the economic viability, pedestrian-oriented scale and mixed-use character of the downtown by encouraging: • A wide range of retail shops, including artisan craft sales and production; • Restaurants, entertainment facilities, lodging, and non-automotive services (banks, health care, etc.); • Offices on upper floors, other than City government facilities and offices that generate significant pedestrian traffic; • Residential uses on upper floors; and • A wide variety of professional and other office uses with a weekday pedestrian flow that can take advantage of the restaurant and shopping opportunities in the overall downtown area; and, • Architecture design of buildings and public spaces that promote pedestrian activity with sidewalk storefronts, human scaled building forms, high quality materials, and use of"historic, main street style"buildings. 1. The Zoning Ordinance may include multiple zoning districts within the Downtown land use area to differentiate between primarily office areas and commercial areas of the downtown. 2. All development within the Downtown land use area shall be consistent with requirements of the Downtown Design Guidelines. All applications for building permits or planning entitlements within the Downtown shall be reviewed by the Community Development Department for consistency with the Downtown Design Guidelines. Permits shall not be issued for projects that have been determined to be inconsistent with the requirements of the Guidelines. 12 Exhibit D: Downtown Design Guidelines GPA 99004 Downtown Design Guidelines I. Introduction ...................................................................................................................................1 II. Site Organization &Orientation ...................................................................................................2 Orientation..................... StreetEd�e.......................................................................................................................................2 PublicSpaces....................................................................................................................................3 PublicArt.........................................................................................................................................4 Iii. Building Design &Architecture....................................................................................................4 Massand Scale..................................................................................................................................5 Architectural Elements/Materials.......................................................................................................6 Alterations— Restoration&Remodeling Equipment&Utilities.....................................................................................................................11 IV. Landscape Design......................................................................................................................12 V.Sign ...............................................................................................................................................13 SignMaterials................................................................................................................................. 13 SigLighung.................................................................................................................................. 13 WindowDispla�s............................................................................................................................ 13 WindowGraphics Design ...............................................................................................................13 Approved by the City Council July 25, 2000 (Resolution 2000-### ) Resobition 2000-### Dm cozen Design Guidelines Downtown Design Guidelines I. Introduction These design guidelines are intended to: • assist in the revitalization of downtown Atascadero • provide for infill commercial development of high architectural quality that is compatible with existing attractive buildings, • promote the conservation and reuse of existing buildings with preferred design quality. In general, preservation and rehabilitation efforts should aim toward protecting the essential architectural features of a commercial building that help to identify its individual style and thereby further its ccntribution to the character of the Downtown. The design guidelines in this Chapter will be applied as part of the review of downtown projects (additions, remodeling, relocation, and construction) through the Design Review process or a discretionary land use permit. The design elements of each project (including site design, architecture, landscaping, signs, and parking design)will be reviewed The review authority may interpret these design guidelines with some flexibility in their application to specific projects, as not all design criteria may be workable or appropriate for each project. In some circumstances, one guideline may be relaxed to help comply with another guideline determined by the review authority to be more important in the particular case. The overall objective is that the intent and spirit of the design guidelines are followed. I Building Restored Consistent With Historic Architectural Character ,,,., i Pedestrian-scale ", 5treet Trees to Provide Shade and a Sense of Enclosure k¥. 4 * ' Textured Sidewalk a Pedestrian-scale LL,, a,e�is3 Paving With Tile Accent Decorative Light ng y Corner Bulb-Out to Consistent With Reinforce Pedestrian Historic Downtown = Character Character Textured Cro55walk Pavement O=fonl Mukvi dark fr Mohr. 1 1 � � Resolution 2000-### Dcwwun Lk sign Guidelines II. Site Organization & Orientation The organization and orientation of downtown buildings and spaces is crucial in ensuring that downtown streets are welcoming and friendly to pedestrians. Active public spaces and streets that are heavily used by pedestrians are vital to the success of the downtown. High levels of pedestrian activity— shopping, eating, "people watching," exercising, strolling, relaxing,walking from place to place — are valued and encouraged throughout the downtown. These activities create interest,provide a sense of safety on the street, and add to community image and identity. The following guidelines provide a framework for site layout for new projects. Orientation 1. Building facades, including storefronts, should be designed to orient to the street frontage, with the primary building entry also oriented toward the ❑ ❑ ❑❑❑❑ street. 77 2. Buildings on corners should include storefront design features for at least 50 percent of the wall area F,opodion o/opening sQes Imre-,.opening si:es to building mall is bo smolt on the side street elevation. 3. Long, blank, unarticulated street wall facades are strongly discouraged unless unavoidable because of specific site circumstances. Monolithic street wall 100facades should be "broken" by vertical and horizontal articulation,characterized by: o o • Sculpted, carved or penetrated wall surfaces Amaoldle opening, 6,eok up building mans 0 defined by recesses and reveals); Uri—Qsign Sbdio • Breaks (reveals,recesses); • Window and door openings; or • Balcorues,awnings and canopies. 4. Large unbroken facade surfaces should be avoided at the storefront level. This can be acLeved in a number of ways including: • Dividing the facade into a series of display windows with smaller panes of glass; • Constructing the facade with small human scale materials such as brick or decorative tile along bulkheads; • Providing traditional recessed entries; • Careful sizing,placement and overall design of signage; and • Providing consistent door and window reveals. 5. Buildings along the creek should be designed to relate to the creek with decks, doors and windows facing the creek rather than blank walls. Street Edge 1. The first floor of new buildings should be placed directly at the front property line — abutting the sidewalk — unless variations are permitted by the City for plazas, public art, to retain existing trees,or other pedestrian-oriented purpose. 2. Canopies, trellises and other accessory structures that are Q relatively open and do not restrict pedestrian or vehicular movement may project over the right-of-way with City approval. 3. Any building located at a corner intersection should incorporate architectural features at the ground floor that emphasize the importance of pedestrian movement. These may include building Ams add pd-t—comfort cut-offs,walk-through covered arcades,trellis structures and other 2 Resolsaion 2000-### Dountoun Design Guidelines elements that focus visual interest on the corners. DesiraUe design feahm far strut tamer hakh cgs. ub- s� 7 C=y6,d Muka dark fi Mohr. Public Spaces Public space associated with buildings in the Downtown should provide an attractive transition from the outside to the inside of buildings, should be complementary to the buildings and should be supportive of pedestrian activity. These spaces should be designed as extensions of the public space of the sidewalk (e.g., by providing pedestrian amenities such as benches and fountains, and by continuing the pavement treatment of the sidewalk),to indicate that the space is available to all pedestrians. Courtyards and Plazas a. Plazas should be designed to supplement,rather than detract from street activity. b. Plazas should be fronted by retail shops,restaurants,offices or other activity-generating uses;blank walls should be minimized adjacent to pedestrian spaces. C. Plazas should be designed with unimpeded lines-of-sight to and from the public sidewalk. Security fences,walls, and entry gates shall not block the sidewalk edge of the plaza or views into the plaza. At least 15 feet of building frontage should be transparent or visually penetrable to provide entry to and views into the plaza. d. Entries to the plaza, and storefront entries within the plaza, should be designed and lit so they do not create hiding places. e. Plazas shoufcf incorporate visual features such as public art or a fountain,to attract pedestrians. 3 1 � V Resolution 2000•### Dozm=n Design Guidelines 3 LfS;$ fyq ia�LB;nTi G'IR�,Qi'� � �'� 'f'7 �• i.6,%; dl ,_� �1 �•I '� 1 VA t � RRMD—Ti l Group f. Shade trees or other elements providing relief from the sun should be incorporated within plazas, in a manner that does not impair pedestrian movement. g. Most of the plaza should have access to sunlight for the duration of daylight hours. A mix of direct sunlight and shade should be provided. No more than 30 percent of a plaza should be covered with a roof. Canopies,awnings,cantilevered overhangs, or balconies may project over the ground floor. h. Paving and furniture used in private plazas should complement streetscape elements used in the public right-of-way. i. Plazas,including all entrances and exits, should be fully illuminated one-half hour after sunset to one-half hour before sunrise to facilitate natural surveillance opportunities and to discourage undesirable activities. Lighting should be designed to help define, order and further develop the design concept of the space in a manner that appears welcoming to pedestrians. j. Signage or other mechanisms should identify that the plaza is available for public use during business hours. k. Landscaping for the plazas should provide special interest through plant materials with special foliage color, seasonal changes in plant habitat,scent,or floral display. Public Art The City was founded as California's first planned community in 1913 by E.G.Lewis who was inspired by the City Beautiful Movement. The City encourages the placement of public art in new and existing buildings, parks, streets and other development projects for the enjoyment of its citizens and visitors to further the development and public awareness of, and interest in, the visual arts and fine crafts to increase employment opportunities in the arts, and to encourage the integration of art into the architecture of the Downtown. The City's collection of art including sculptures, fountains, objects and murals will be a museum with no walls,no fees and no hours posted,accessible to everyone every day. New buildings are encouraged to include exterior art works that invite participation and interaction,reveal local culture or history, and capture or reinforce the unique character of the City,the downtown,or the site. III. Building Design & Architecture Interrelationships between individual buildings in the Downtown contribute to community identity,levels of pedestrian activity, and economic vitality. When architectural features (for example, entry spacing, window lines, and signs) of downtown buildings are complementary,the larger district image becomes more positive and unified. Building facades, in particular, influence cohesiveness, legibility and aesthetic pride; likewise, storefront design can encourage shopping, increase a sense of security, and generate pedestrian activity. Where commercial buildings are neighbors to residential buildings,consideration of scale,detail,and materials are even more important. 4 ] '7 xmbition 2000-### Dwm=n Design Guidelines Mass and Scale The eoneepls and eh.. e 6 io Building scale and massing can enhance the unique character po ae°ted in llsls graph c.`mnae f exNinq Architectural Typea which would determine the"detail"design j and pedestrian-orientation of the Downtown. Smaller-scale of the Infill Fa '`- buildings, or buildings perceived to be of small-scale, are most suitable to creating the desired atmosphere. Human-scaled g buildings are comfortable and create a friendly atmosphere that X �/ � g P �r����,(:„ � enhances the marketability of downtowns. To this end, �] buildings—and their parts—should impart a sense of human - scale and assume a reinforcing relationship with the sidewalk, ` I , street, and pedestrian activity. The relationship of the building '. >, L USE OF MATERIALS VISelements to the overall building should create a clear set of The"V6 1 MI'O.i . \' An Infill facade should b° The I r- Compos,the of".e xd of maleai 6 which Ivfill Facade(that i<,the o°apo meaningful relationships between the building and the elements nrsan;aati°n of i", i,u,I parts) ebte to di.—I(aead.. should 6evi1w to that of and the elements to each other. The elements of the building "R°""°`°erf—d— should not appear as random or unrelated to each other. Ub„1)a�„s The height and scale of new infill structures and alterations to LESS THAN 35' LESS THAN 35'L LESS THAN 35' existing structures should complement existing buildings and provide human scale and proportion. Infill structures should _ provide storefront windows, doors, entries, transoms, awnings, ou -- cornice treatments and other architectural features that complement existing structures,without duplicating a particular architectural style. The following are guidelines for building mass and scale. PILASTERS HELP BREAK UP LONG BUILDING FACADES General Design Principles U{—De gra Strrl n. a. New buildings and alterations to existing buildings should be designed with consideration of the characteristic proportions (relationship of height to width) of existing adjacent facades, as well as the rhythm, proportion and spacing of their existing door and window openings b. An infill building that is proposed to be much "wider" than the existing characteristic facades on the street should be designed with its facade divided into a series of appropriately proportioned "structural bays" or components, defined by a series of columns or masonry piers that frame windows, doors and bulkheads. Creating and reinforcing a facade rhythm helps tie the commercial street together visually and provides pedestrians with a standard measurement of their progress. c. The buildings in downtown Atascadero are mostly one- story, with some two-story. Two and three story �— buildings are preferred. o telIo00 Building Proportions °j� Maintain a clear visual distinction between upper story rY pad openings and street level storefront openings (windows and �C doors). There is usually a greater window area (70%) at the storefront level for pedestrians to have a better view of the merchandise displayed behind as opposed to upper stories kegkI'��slyb o smnlar to exutmg burldmgs m with smaller window openings (40%). f Ub=�gn Sm" Architectural Features a. Features such as balconies,open and enclosed turrets,finials and bay windows that help give human scale and interest to buildings are encouraged. b. Decorative ornamentation and the decorative use of color and integral color materials are encouraged. Architectural composition that employs ornamentation either abstract or representational, to help order the facade or emphasize the relative importance of different building elements is encouraged. 5 j i� Resolution 2000-### Dozfaua m Design Guidelines Architectural Elements/Materials The types of materials and architectural elements _ " E incorporated into commercial buildings contribute to - visual interest, community image, business identity and architectural quality. The following guidelines are Shed awning Is consistentY intended to provide a framework for creating a with rectilinear building form cohesive commercial character while providing Encouraged flexibility and promoting unique architectural features. I � � Entries and DoorwaysLEI a. The main entry to a building should emphasize the point of arrival in one or more of the following41 j ways: Ih ff • lacement of art or decorative detailingAwning In scale with facad Round awning is not consistent p g, Encouraged with rectilinear building form • turret or balcony over the entrance, Discouraged • change of material or detailing, orb `D��Studio • greater concentration of ornaments, • flanked columns,decorative fixtures or other details, • recesses within a larger arched or cased decorative opening, • a portico (formal porch) projecting from or set into the building face, • changes in roofline, a tower, or a break in the ri surface of the subject wall, and/or Clerestory Windows D . • architectural features above it, QD U u Doors and Windows a. Doors to retail shops should contain a high percentage of glass in order to view the retail O contents or be decorative. b. When windows are added or changed, it Is Clear Display Windows important that the design be compatible with the facade theme of the block (streetscape). The Bulkhead c. Use of clear glass (at least 88 percent light U "D5% transmission) on the first floor is recommended. d. Storefront windows should be as large as possible and no closer than 18 inches from the ground (bulkhead height). By limiting the bulkhead height, the visibility to the storefront displays and retail interior is maximized. Maximum bulkhead heights for infill construction should be 36 inches. e. Introducing or changing the location or size of windows or other openings that alter the architectural rhythm or character of the original building is discouraged. f. Permanent, fixed security grates or grilles in front of windows are not permitted. Any necessary security grilles should be placed inside,behind the window display area. g. Traditional storefront transom windows should be retained whenever feasible. If the ceiling inside the structure has been lowered, the ceiling should be stepped up to meet the transom so that light will penetrate the interior of the building. Awnings and Canopies a. Where the facade of a commercial building is divided into distinct structural bays (sections defined by vertical architectural elements, such as masonry piers), awnings should be placed within the vertical elements rather than overlapping them. The awning design should respond to the scale, proportion and rhythm created by these structural bay elements and nestle into the space created by the structural bay. 6 jig Resolution 2000-### Dozes=n Design Guiddb7a b. Awning shape should relate to the window or door opening. Barrel-shaped awnings should be used to complement arched windows while square awnings should be used on rectangular windows. c. Awnings may not be internally illuminated. Roofs Roof materials and colors are important aspects of the overall building design. Materials and colors should be consistent with the architectural character of the building. Roof materials such as brightly colored roofing tiles or unfinished metal panel roofing should not be used. Flat or gable roofs with parapets are preferred. Long,unbroken,horizontal rooflines are discouraged except when consistent with a particular historical style. Roof details, including dormers, towers, chimneys, and clerestory windows are encouraged. Exposed structural elements (beams, trusses, frames, rafter "tails," etc.) are encouraged. Elements such as parapet caps, projecting cornices and corner details should be used to define the edge of flat roofs. Grillwork/Metalwork and Other Details There are a number of details, often thought of as mundane, which may be incorporated into the design to add a degree of visual richness and interest while meeting functional needs. Such details include the following items: . a. Light fixtures, wall mounted or hung with decorative metal LOW PITCHED GABLE ROOF brackets. b. Metal grillwork, at vent openings or as decorative features at PARAPET ROOF windows, doorways or gates. c. Decorative scuppers, catches and down-spouts, preferably of copper. d. Balconies,rails, finials, corbels,plaques,etc. e. Flag or banner pole brackets. Exterior Walls and Materials The exterior wall design elements of commercial buildings involve two aspects — color and texture. Materials with integral color TILE AND CORNER DETAIL such as hard smooth troweled plaster, brick, tile and stone are encouraged. If the building's exterior design is complicated, with many design features, the wall texture should be simple and subdued. However,if the building design is simple (perhaps more monolithic), a finely textured material, such as patterned masonry, can greatly enrich the building's overall character. Storefront materials should complement the materials used ons` significant adjacent buildings. The following materials are considered appropriate for commercial buildings within Atascadero. The number of different wall materials used on any one building should be kept to a minimum. • clear glass RELIEF BANDING • glass block(transom) • exterior plaster • new or used face-brick • cut stone,rusticated block(cast stone) • ceramic tiles (bulkhead) —` • clapboard(where appropriate) I TILE BANDING TILE ACCENTS The following exterior building materials are RRM D-0 7 � ti� Resolution 2000-### Dbzent m Design Guidelines considered inappropriate in Downtown Atascadero commercial areas and are discouraged: • Mirror glass and heavily tinted glass. (see Zoning Ordinance for restrictions) • Windows with false divisions (i.e., a window where the glass continues uninterrupted behind a surface mounted mullion) • Vinyl and aluminum siding • Painted or baked enamel metal awnings • Rough"Spanish lace" stucco finish • Unpainted plywood • Corrugated sheet metal • Corrugated fiberglass • Exposed concrete block without integral color A coordinated color scheme that responds to the style of the structure should be developed for each building. Painted trim colors should complement base colors. The colors of signing, awnings, planters, accent materials and primary fagade colors should all be considered. Lighting a. Lighting should be designed as an integral part of the overall site and building design. It should contribute to and help define the character and the spaces created by the building and its site development. The design should have a conscious purpose of helping to strengthen the constituent elements of the design through means such as highlighting areas of the site that are more important or by picking out areas of the site that have a different character from the rest of the site. Lighting kr'' should complement architectural elements, changes in material of the ground plane and landscaping. The intensity, color placement of the light and the placement and design of the light fixtures should be part of this effort. b. Lighting should be used to provide illumination for the security and safety of on-site areas such as entrances, exits, parking, loading, pathways,and working areas. c. Lighting should be provided for the pedestrian to create a sense of welcoming on the public sidewalk,that the pedestrian is literally being accompanied by light. Providing a greater number of softer light sources is strongly encouraged over having only a few very bright lights. d. The design of light fixtures and their structural supports should be architecturally compatible with the main buildings on the site. Illuminators should be integrated within the architectural design for the buildings. e. As a security device,lighting should be adequate but not overly bright. Building entrances should be well lighted. The lighting should be designed so that the lighting is an attractive element in its own right, acting as a public amenity. f. All lighting should be shielded to confine light spread within the site boundaries. Lighting should be provided from one-half hour after sunset to one-half hour before sunrise at all exits, entrances, loading areas,parking lots,plazas,and alleys. An average of one foot candle evenly distributed across the site is a suggested minimum;with up to two foot candles at entrances,exits and loading areas. g. The following lighting fixtures and lamps are considered inappropriate in Downtown Atascadero commercial areas and are discouraged: • Mercury vapor lights (metal halide or high-pressure sodium lamps are preferable for most applications) • Fluorescent light tubes that are exposed without filtering lenses 8 Reso&rtion 2000-### Doran=nDesign Guidelina • Fluorescent lamps without non-color corrected bulbs (color correction may also be accomplished by a color-correcting lens) h. Focus light downward. A good rule of thumb is to make sure that direct light shines a minimum of 20 degrees below a horizontal plane and in no case above the horizontal plane. i. Test installations for glare. After installation, check to make sure that glare will not be a problem for neighbors,pedestrians,or motorists. j. Illuminate signs from above,not below. k. Avoid reflective surfaces beneath down-lit signs. Rear Entrances Rear entrance design should consider a number of issues. In general, the rear entrance must respond to the same needs as the storefront,but at a reduced scale. It must also meet the functional service needs of the business, including providing a loading area. Since these two functions are often in conflict, the design of the { ' rearentrance must be carefully planned. A particular concern is j the storage and disposal of refuse. All trash cans, dumpsters, and other containers must be hidden and screened from public view. a Exterior utilities must be screened. Regular maintenance is extremely important. The design of a rear entrance should be appropriate to its surroundings. The visual character of rear facades, alleys, and parking lots is relatively casual and utilitarian, especially when compared to formal street facades. In this context a refined or Rear entry treatment should reflect com p � the trout facade treatment.Add grand design can look out of place. The design should instead be pedestrian scale amenities such as pleasantly inviting, and architecturally compatible with the front, display windows, awnings, wood and but very simple in detail. glass doors and surface paving. uimDa�sad. a. An awning can soften a rear facade and provide a pleasant protected space. b. The rear entry door should be wood and glass similar to the front door. Special security glass (i.e. wire imbedded) is allowed. c. Security lighting should be modest and should focus on the rear entry door. d. Selective use of tree plantings,potted plants and other landscaping can subtly improve a rear facade. e. Refuse containers and service facilities must be screened from view by solid walls according to the Zoning Ordinance. Use landscaping(shrubs and vines)to screen walls and help deter graffiti. Alterations—Restoration & Remodeling Renovating or remodeling downtown buildings provides an excellent means of maintaining and reinforcing the character and image desired in Atascadero. Renovation and expansion not only increases property values in the area but also serves as an inspiration to other property owners and designers to make similar efforts. When an existing structure is to be renovated or added to, care should be taken to complete the work in a manner that respects the original design character of the structure. The following design guidelines are to be implemented where appropriate and whenever a structure is to be renovated or expanded. In addition, restoration and remodeling of commercial structures of historic significance in the City should follow The Secretary of the Interior's Standards far Rehabilitation and Guidelines for Rehabilitating Historic Buildings, published by the U.S.Department of the Interior,National Park Service. • 9 ' Resolution 2000-### Dm wtozm Design Guidelines A.e t AL i •.rte. —--........_.—._ � 4 Unac*table apprwd.7-Rooftop equVwe,t;utility meters,and trash disposal auras mascrcm&and visible. i Prefenai appmi&.Rooftop equtpmertt,utilitymeters,and trash storage auras areproperty screarl UA—3��so,di. Traditional Features &Decoration a. Sensitive response to existing materials, details,proportions,as well as patterns of materials and openings is required when any such work will affect the appearance of an existing building's exterior. b. Storefront remodeling often retains original decorative details only as visual "leftovers" or simply covers them. If a building is to be refurbished,these forgotten details should not be wasted. If enough of them remain,they can be restored as pan of the original design. If only a few remain,they can be incorporated as design features in a new storefront. In either case, the design of any L improvements should grow out of the remaining traditional details and create a harmonious background which Match original emphasizes them cornice �r Removal of Elements Inconsistent with Originalaca Facade clear or opaque glass transom Existing building elements incompatible with the original facade design should be removed. These include: excessive use of Piers match the exterior embellishments and "modernized" elements (metal grilles, upper facade oversized molding cornices or rusticated materials, etc.). Buildings New windows are often altered over time by owners or shopkeepers to "keep up may be framed with dark aluminum with changing times" or to "remake a tired image." to match the Unfortunately,such changes are often done in a "tack on" manner original color and result in gradual but severe erosion of original character and udmDa;g,sO,4o cohesion of the commercial area. n 10 � ��► Resolution 2000-### Dowmm m Design Guidelines Storefront Renovation a. Where the original storefront remains (little or no remodeling has occurred), it should be preserved and repaired with as little alteration as possible. ' b. Where only part of the original storefront remains (limited remodeling has occurred), the storefront should be repaired, j maintaining historic materials where possible, including the ' replacement of extensively deteriorated or missing parts with new parts based upon surviving examples of transoms, bulkheads,pilasters,signs,etc. k c. Where the original storefront is completely missing (extensive r remodeling has occurred), the first priority is to reconstruct •�. Zt ,4 •tea � . the storefront based upon historical, pictorial and physical - documentation. If that is not practical,the design of the new ' storefront should be compatible with the size, scale, M proportion,material and color of the existing structure. Additions to Existing Structures ! i ._. a. The design of a proposed addition should follow the general scale, proportion, massing and detailing of the original structure and should result in a harmonious—rather than stark—contrast. b. Additions should be interpretations of the existing buildings, with the main characteristics of the existing structure incorporated using modern construction methods. This may include: the extension of architectural lines from the existing structure to the addition; repetition of window and entrance spacing; use of harmonizing colors and materials; and the inclusion of similar, yet distinct, architectural details (i.e., window and door trim,lighting fixtures,tile or brick decoration,etc.). c. Additions should be designed so that if the addition were to be removed in the future,the essential form and integrity of the original structure would be unimpaired. Seismic Retrofitting Where structural improvements for seismic retrofitting affect the building exterior, such improvements should be done with care and consideration for the impact on appearance of the building. Where possible, such work should be concealed. Where this is not possible,the improvements should be planned to carefully integrate into the existing building design. Equipment& Utilities 1. All mechanical or utility equipment, whether on the roof, ground or side of building must be screened from view, above or below. The method of O screening should be architecturally integrated with the structure in terms of materials, color, shape and size. The design of the screening should be done in g concert with and as a part of the design of the building,rather than as an afterthought. d 2. Roof mounted mechanical or utility equipment must be screened according to the Zoning Ordinance. The ° method of screening should be architecturally integrated with the structure in terms of materials, p color, shape and size. It is preferable to screen � � • equipment with solid building elements (e.g. parapet ��,n.s� wall) instead of after-the-fact add-on screening (e.g. 11 1 4 Reso&2ion 2000-### Dorenz un Design Guidelines wood or metal slats). 3. Air conditioning units placed in individual windows and window transom areas are strongly discouraged. IV. Landscape Design 1. While the City is interested in all areas meeting the minimum requirements stated here, locations with high a A A public visibility or which are developed for public use are A more stringently regulated. — STREET e ' TREES 2. The design of all landscapes and irrigation systems should e be of professional quality. d 3. Focal points, such as gateways, project entries, street corners and prominent intersections, and architectural entries should be highlighted by specimen trees, special paving,and other upgraded landscape materials. 4. Initial project layout and design should recognize the nRrDes c-up desirability of preserving healthy mature trees. 5. Landscaped areas should be a major component of any parking area. 6. Landscaping shall be placed to enhance landscape vistas to hills,recreation areas and open space. 7. Landscaping shall be selected and placed so as to maximize resource conscious design such as reducing ambient temperatures,providing shade and conserving water. 8. Street and pathway plantings shall provide visual linkage and continuity to the Downtown through the repetitious use of plant materials and walls. Plant materials, in this way, lend an organizing character to the pathways they serve providing repetition of hardscape and plant materials to promote the development of a coherent integrated and unified Downtown. 9. The character of planted areas near Atascadero Creek shall respect this context. "Transition" areas shall be planted between ornamental and indigenous plant communities. 10. Fencing and accessory structures visible from the public street shall be compatible with the architecture. The following materials are unacceptable: • Chain link fence • Chicken wire • Corrugated plastic or fiberglass panels • Plastic webbing,reeded or straw-like materials 11. Redesign or alteration of an existing approved project may require modification of an existing landscape due to hardscape deterioration,too many or too few plant materials, etc. 12. Areas that do not contribute to the enhancement of a project should be screened. Trash collection and storage areas shall be located with minimum public visibility or shall be screened with plant materials. Landscaping shall also be used to screen the following: backflow prevention devices, irrigation controllers, parking areas, loading and service areas, public utility service equipment, and other mechanical equipment. 12 i r)5 Resolution 2000-### Dian wm Deign Guideline 13. Street trees should be planted to enhance the areas image, and create a strong sense of identity and unity regardless of the architectural condition or variance. V. Signs Sign Materials 1. Traditionally,downtown signs were often individual gold-leafed wooden letters. This sign type would be equally appropriate today on many of Downtown Atascadero=s buildings, as would many other sign materials such as enameled metal,neon tubing,painted wood,cast bronzed or colored fabric. With such as wide variety of materials to choose from, businesses are discouraged from using plastic signs which appear mass produced, and are encouraged to use more original interesting materials which enhance the unique quality of downtown. 2. Paper signs are not allowed, except as temporary notices. 3. Fabric signs are not allowed,except for awning signs and decorative pennants. 4. Sign materials should be carefully chosen to complement the character of the business identified and the buildings they are mounted on. 5. Every sign should be carefully designed and conscientiously maintained for its lifetime. Sign Lighting Merchants are encouraged to light their signs in the evening. Light will not only make identification of businesses easier but will add vitality to the area. Externally illuminated signs are encouraged. Internally illuminated signs are discouraged except for those of neon or for individual letters. Window Displays Merchandise and other displays within storefront windows are another means of attracting attention to the interior of a store, and although they do not constitute a sign in the sense of identifying a name,they do give the passing pedestrian an image of the business inside. Like any other sign, window displays should be carefully designed to show a business off to its best advantage. Window Graphics Design Window graphics provide an opportunity to produce creative signage that draws attention toward the interior of a business and provides useful information concerning the business (e.g., services, product lines, store hours). Commonly, window graphics depict a business name or logo in gold letters. White or light color lettering also works well as it contrasts with the windows that normally appear dark. For the same reason dark colored lettering is often difficult to read. 13 126 Attachment D: Draft Ordinance Downtown Revitalization Plan ZCH 2000-0003/GPA 99004 DRAFT ORDINANCE AN ORDIANCNE OF THE CITY COUNCIL OF THE CITY OF ATASCADERO APPROVING ZONE CHANGE 2000-0003 TO (1) REPEAL ARTICLE 13 THROUGH 16 AND ARTICLE 22 THROUGH ARTICLE 23 OF TITLE 9 OF THE CITY'S MUNICIPAL CODE, (2) AMEND THE OFFICIAL ZONING MAP, (3) AMEND THE ZONING ORDINANCE TEXT TO IMPLEMENT THE DOWNTOWN DESIGNATION OF THE GENERAL PLAN (ZCH 2000-0003: Downtown Revitalization Plan/Main Street Program, Atascadero Redevelopment Agency) WHEREAS, the City of Atascadero has formed a Redevelopment Agency for the purposes of revitalizing the historic core of Atascadero and the Agency has sponsored the formation of a Main Street organization to plan and implement this program; and, WHEREAS, the Planning Commission of the City of Atascadero, at a duly noticed Public Hearing held on July 12, 2000, recommended approval of Zone Change 2000-0003; and WHEREAS, the Planning Commission of the City of Atascadero recommended repealing the Downtown Master Plan from the General Plan and its corresponding downtown land use designations; and, WHEREAS, the City of Atascadero currently has Downtown Zoning Districts 1- 4 and a Pedestrian Retail and Tourist Commercial overlay within the Downtown boundary that were adopted by Ordinance No. 215; and, WHEREAS, the City Council has determined that it is in the best interest of the City to repeal the existing code text pertaining to Downtown Zoning Districts contained in Article 13 through Article 16 and Article 22 through Article 23 of Title 9 of the City's Municipal Code (Zoning Ordinance), and adopt a new code text and amend the Official Zoning Map accordingly, to ensure the orderly and efficiency redevelopment of the Downtown consistent with the Downtown Revitalization Plan; and, WHEREAS, the laws and regulations relating to the preparation and public notice of environmental documents, as set forth in the State and local guidelines for implementation of the California Environmental Quality Act (CEQA) have been adhered to; and, {a �y c. I WHEREAS, a timely and properly noticed Public Hearing upon the subject Zone Change application was held by the City Council of the City of Atascadero at which hearing evidence, oral and documentary, was admitted on behalf of said Zoning amendments; and, WHEREAS, the City Council of the City of Atascadero, at a duly noticed Public Hearing held on July 25, 2000, studied and considered Zone Change 2000-0003, after first studying and considering the Draft Negative Declaration prepared for the project and the Planning Commission's recommendation, and, NOW, THEREFORE,the City Council does ordain as follows: Section 1. Findings for approval of zoning map and zoning text change. 1. The zone change is consistent with General Plan policies and all other applicable ordinances and policies of the City. 2. The zone change will not, in itself, result in significant environmental impacts. The Negative Declaration prepared for the zone change and for the project has been certified as adequate, in accordance with California environmental laws. Section 2. Zone map change. The Official Zoning Map of the City of Atascadero on file in the Community Development Department is hereby amended as shown on the attached Exhibit A, which is made part of this ordinance by reference. Section 3. Zone text change. Title 9 of the Municipal Code of the City of Atascadero on file in the Community Development Department is hereby amended as shown on the attached Exhibit B, which is made part of this ordinance by reference. Section 4. Effective Date. This ordinance shall be effective a 12:01 a.m. on the 31St day after its final passage. c. On motion by Council Member , and seconded by Council Member the foregoing ordinance is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ADOPTED: By: Ray Johnson, Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A. 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'Iil 1�i11'' �, IIII 1111111q ,II 11 l u ,�Illllililui 'Ip, •111 r ATASCADERO MUNICIPAL CODE-TITLE 9,ZONING ORDINANCE Downtown Zoning Districts 9-3.261 DIVISION 9-3 - DOWNTOWN ZONING DISTRICTS Sections: 9-3.261-Purpose of Downtown Districts 9-3.262-Downtown District Allowable Land Uses and Permit Requirements 9-3.263-Downtown District General Development Standards 9-3.261 - Purpose of Downtown Districts The downtown zoning districts are intended to develop an attractive,pedestrian-oriented, and economically successful downtown area by providing for a mixture of commercial, office, and residential land uses in two- and three-story buildings of traditional architectural styles. The purposes of the individual downtown districts are as follows. A. Downtown Commercial (DC) zoning district. The Downtown Commercial (DC) zoning district is intended to enhance the economic viability and pedestrian-oriented character of the downtown by encouraging: 1. A wide range of retail shops,including artisan craft sales and production; 2. Restaurants, entertainment facilities, lodging, and non-automotive services (banks, health care,etc.); 3. Offices on upper floors,other than City government facilities,and offices that generate significant pedestrian traffic; and 4. Residential uses on upper floors. B. Downtown Office (DO) zoning district. The Downtown Office (DO) zoning district is intended to apply to properties that border the DC district, where a wide variety of professional and other office uses will encourage a weekday pedestrian flow that can take advantage of the restaurant and shopping opportunities in the overall downtown area. 9-3.262- Downtown District Allowable Land Uses and_Permit Requirements The following table identifies the land uses allowed by this Zoning Ordinance in the downtown zoning districts,and the land use permit required to establish each use. In addition to the land use permit required by this Section, special provisions related to certain land uses may apply, Precise Plan approval may also be required for certain uses in compliance with Section 9-1.108. A Building Permit is required prior to any construction. Design Review approval shall be required for all permits,consistent with Appendix A of the Downtown Revitalization Plan. Note: Where the last column in the tables("Specific Use Regulations")includes a section number, the regulations in the referenced section apply to the use. Provisions in other sections of this Zoning Ordinance may also apply. Draft Downtown Zoning District Requirements 1 June 2000 131 ATASCADERO MUNICIPAL CODE-TITLE 9,ZONING ORDINANCE Downtown Zoning Districts 9-3.262 dill'w de atdP itR it ineitfs€ `` o... ....4T... ............................................! .................................:.:.:.:.:.:.:.:..:.:.:.:.;.:.P..............Pernu te-use.2..: D diet '`' ftirpoxi;nliiri' oiil .... ....s...............................................................CLI'..._.,....Cond�hanala3se;Permt.re.ulled.:.:. :.:. :::.:::................. 4 Us.:not'aI laved 1'ER MITRE: S ec i e 4....................:.. ......P.:.;.;.;._.............. YJ.: Ite Ia h.n s... LANI U. .. ............................................. &q............ ..)........................... ................. ...........��.:.:.::.:. :.:. ;:.ria:::::.:::::.......................... MANUFACTURING&PROCESSING USES Light repair services P — Printing and publishing P P R&D(t) (Research and development including technology) P(3) j P R&D-Biotechnology,chemical,pharmaceutical CUP(3) CUP RECREATION,EDUCATION &ASSEMBLY USES Membership Organizations CUP — Amusement services P — Indoor recreation services j P — Libraries,museums,galleries P — Public parks and playgrounds P P Schools-Public j CUP — Schools-Business and Vocational CUP(3) CUP Studios-Art,dance,martial arts,music,etc. P CUP Public Amusement and Entertainment CUP — I RESIDENTIAL USES Home occupations P P 9-6.105 Live/work projects P(6)/ CUP(7)j — Multi-family and single-family dwellings j P(4) P(4) Senior citizen housing CUP(5) — KEY TO ZONING DISTRICT SYMBOLS I Downtown Commercial IJC? Downtown Office Notes: (Only the notes that apply to this page are shown below.) (1) See Section 9-3.701 for land use descriptions. See Section 9-1.109(d)regarding uses not listed. (2) Plot Plan approval required(9-2.107). Precise Plan approval(9-2.108)may also be required. Conditional Use Permit approval required for all projects over 10,000 sf in floor area and multiple family residential developments consisting of twelve or more units. (3) Use allowed only on second or third floor. (4) Residential use allowed only on second or third floor,except on sites north of Olmeda Avenue. (5) Use allowed only on sites north of Olmeda Avenue. (6) Permitted use if the residential quarters are located on the 2nd or 3rd floors (7) Conditional Use Permit required if the residential quarters are located on the 1st floor. Draft Downtown Zoning District Requirements June 2000 2 132 ATASCADERO MUNICIPAL CODE-TITLE 9,ZONING ORDINANCE Downtown Zoning Districts 9-3.262 l .. e:::: W ' - ii t a ek lte. uxz..r exile € .. .................q.......d.X' ...€ ...:....-..q..........._......._...........:...,.:.:.,.:.:.:.:.:.:.:.:..:.:.:.:.:.:.?..............?erxYu..tec.Lise.(2..: :; :::; .. car o tai:: DO #U...il ..t?.. fiS CLJP Cond�tO Use POx t regwrext g.. .. : : . .......: . :....... notallotu ` PERM: RE .0 TT I1ZED.", .:. .................................................................................................................................. IZe Ia tans DUSB:: DC.....................DO...... ............ `'..:.:.:.:.:.::::::: RETAIL TRADE Artisan shops P — Auto and vehicle dealerships-Indoor display/sales only CUP — Building materials and hardware-All activities indoors P — Eating and drinking places-Without drive-thru P — Food and beverage retail sales P — Furniture,home furnishings and equipment P General Merchandise P — Temporary or seasonal sales P — 9-6.174 SERVICES Automated teller machines(ATMs) P P Banks and financial services-Without drive-through CUP P Bed and Breakfast CUP — Business services P P Child/adult day care centers — j CUP II Government offices and facilities P P Hotels and motels CUP — Health care services P(3) P Offices P(4) P Personal services P — KEY TO ZONING DISTRICT SYMBOLS Downtown Commercial IaCS Downtown Office Notes: (Only the notes that apply to this page are shown below.) (1) See Section 9-3.701 for land use descriptions. See Section 9-1.109(d)regarding uses not listed. (2) Plot Plan approval required(9-2.107). Precise Plan approval(9-2.108)may also be required. Conditional Use Permit approval required for all projects over 10,000 sf in floor area. (3) Use allowed only on second or third floor. (4) Use allowed only on second or third floor,except with CUP approval. CUP approval shall require that the Commission first find the following,in addition to the findings normally required: a. The proposed use will generate a volume of pedestrian traffic similar to a retail store; b. The building fagade will include design elements that will provide pedestrian interest and attraction similar to a retail store; c. Establishment of the proposed use will retain the majority of the frontage on the block where the site is located in retail stores or other uses listed in this table as permitted(P)uses. Draft Downtown Zoning District Requirements June 2000 133 3 ATASCADERO MUNICIPAL CODE-TITLE 9,ZONING ORDINANCE Downtown Zoning Districts 9-3.262 e aelT' ii Ite` iirefirifs Alloxueel ..5.........................t.......q:,:::::::.::::::::...,.........................,...:.:.:.:..:.:.:.:.:.:.'.:.:.:.:.:.:.:i�ertL u Z Mi ':Istrts for Doutc5 : O::.:.:. .:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:::::::::::.:::::::::::::::: U1?.....Cond�hgna3 alse:Permlt se iot' allaweil ETf PlY1IT RE.QUIRE . Ip' laE.ns TRANSPORTATION,COMMUNICATIONS,&INFRASTRUCTURE USES Broadcasting studios CUP(3) P Transit stations and terminals CUP CUP Utility facilities CUP CUP KEY TO ZONING DISTRICT SYMBOLS T)C Downtown Commercial I?{ Downtown Office Notes: (Only the notes that apply to this page are shown below.) (1) See Section 9-3.701 for land use descriptions. See Section 9-1.109(d)regarding uses not listed. (2) Plot Plan approval required(9-2.107). Precise Plan approval(9-2.108)may also be required. Conditional Use Permit approval required for all projects over 10,000 sf in floor area. (3) Use allowed only on second or third floor. Draft Downtown Zoning District Requirements June 2000 13 4 4 v ATASCADERO MUNICIPAL CODE-TITLE 9,ZONING ORDINANCE Downtown Zoning Districts 9-3.263 9-3.263- Downtown District General Development Standards Subdivisions,new land uses and structures,and alterations to existing land uses and structures, shall be designed, constructed, and/or established in compliance with the requirements in the following table, in addition to the other applicable development standards of this Zoning Ordinance. Requirement by Zoning District Development Feature DC DO Downtown Commercial Downtown Office Minimum lot size No minimum Setbacks Minimum and maximum setbacks required. See Section 9-4.103 for setback measurement,allowed projections into setbacks, and exceptions to setbacks. Front None allowed,except for building As required by Section 9-4.106 insets designed to accommodate when adjacent to a residential outdoor eating and seating areas, zone,none required otherwise. and except for East and West Mall between El Camino Real and Palma Avenue,where a minimum of 20 ft is required. Sides(each) None required Rear None required Creek To be determined throu h Design Review Height limit 45-feet not to exceed 3 stories;18 35 ft feet on the west side of El Camino Real between Atascadero Creek and the lot line common to Lots 19 and 20,Block H-B,Atascadero Colony Map. Landscaping As required by Sections 9-4.124 et seq.(Landscaping,Screening and Fencing) Off-street parking None required,except as required As required by Sections 9-4.114 et by 9-4.114 for hotels,motels,and seq. residential uses,and for all development east of Atascadero Creek. Signs See Section 9-15.0005(b) Density Residential density shall not Residential density shall not exceed the standards for exceed the standards for High Density Multi-Family High Density Multi-Family Draft Downtown Zoning District Requirements 5 June 2000 135 Attachment E: Draft Ordinance Downtown Revitalization Plan ZCH 2000-0003/GPA 99004 DRAFT ORDINANCE AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ATASCADERO APPROVING ZONE CHANGE 2000-0003 TO REPEAL AND REPLACE SECTION 9-15.0005(B) OF THE CITY'S MUNICIPAL CODE (ZCH 2000-0003: Downtown Revitalization Plan/Main Street Program, Atascadero Redevelopment Agency) WHEREAS, the City of Atascadero has formed a Redevelopment Agency for the purposes of revitalizing the historic core of Atascadero and the Agency has sponsored the formation of a Main Street organization to plan and implement this program; and, WHEREAS,the City of Atascadero currently has a Sign Ordinance which is part of the City's Zoning Ordinance; and, WHEREAS, the Sign Ordinance contains regulations pertaining to the allowed signage in the Downtown Area; and, WHEREAS, the Planning Commission of the City of Atascadero, at a duly noticed Public Hearing held on July 12, 2000, recommended approval of Zone Change 2000-0003 to the City Council, and, WHEREAS, the City Council has determined that it is in the best interest of the City to repeal the existing text contained in Section 9-15.0005(b) of the City's Municipal Code (Sign Ordinance), and adopt new text to ensure the orderly and efficiency redevelopment of the Downtown consistent with the Downtown Revitalization Plan; and, WHEREAS, the laws and regulations relating to the preparation and public notice of environmental documents, as set forth in the State and local guidelines for implementation of the California Environmental Quality Act (CEQA) have been adrered to; and, WHEREAS, a timely and properly noticed Public Hearing upon the subject Zone Change application was held by the City Council of the City of Atascadero at which hearing evidence, oral and documentary,was admitted on behalf of said Zoning amendments; and, WHEREAS, the City Council of the City of Atascadero, at a duly noticed Public Hearing held on July 25, 2000, studied and considered Zone Change 2000-0003, after first studying and considering the Draft Negative Declaration prepared for the project and the Planning Commission's recommendation, and, 136 Draft Ordinance Zone Change 2000-0003 NOW THEREFORE the City Council does ordain as follows: Section 1. Findings for approval of zone text change. 1. The zone change is consistent with General Plan policies and all other applicable ordinances and policies of the City. 2. The zone change will not, in itself, result in significant environmental impacts. The Negative Declaration prepared for the zone change and for the project has been certified as adequate, in accordance with California environmental laws. Section 2. Zone text change. Section 15 of Title 9 of the Municipal Code of the City of Atascadero on file in the Community Development Department is hereby amended as shown on the attached Exhibit A, which is made part of this ordinance by reference. Section 3. Effective Date. This ordinance shall be effective a 12:01 a.m. on the 31St day after its final passage. 137 Draft Ordinance Zone Change 2000-0003 On motion by Council Member , and seconded by Council Member the foregoing ordinance is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ADOPTED: By: Ray Johnson, Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A. Hanley, City Attorney 138 Exhibit A: Zoning Text Change(Sign Ordinance) ZC 2000-0003 9-15.0005(b)-Downtown District Sign Regulations A. Applicability. Signs within the downtown zoning districts are subject to all applicable requirements of the City's Sign Ordinance, except as provided by this Section. B. Design Review. The design, materials, illumination and location of all signs shall be reviewed for consistency with the Downtown Design Guidelines. C. Maximum allowed sign area. Each business shall be allowed a total of one square foot of sign area per linear foot of the street frontage occupied by the business, with a minimum total of 20 square feet allowed for each business, and a maximum total sign area of 50 square feet. D. Standards for specific types of signs. 1. `Nall signs. a. Maximum number. Each business may have one wall sign, except comer buildings, which may have two. A single facade may have a wall sign or awning sign (Subsection D.2),but not both. b. Height. Wall signs shall be located below the top of the parapet or roofline on single story buildings and below the second floor sill on multi-story buildings. c. Placement and materials. The sign may be painted directly on a wall, formed of individual letters attached to a wall, or consist of a sign panel attached to the wall, provided that the design is consistent with the architectural style and features of the building fagade. Internally illuminated"cad'signs are not allowed. 2. Awning signs. Awning signs may be used instead of allowable wall signs on the same building facade. A logo/insignia or name may be painted, silk-screened, or appliqued onto the awning. a. Sign area. The area of signage on an awning shall not exceed 25 percent of the area of the awning face. b. Projection and clearance. Awnings may project a maximum of five feet into the public right-of-way and shall maintain a minimum vertical clearance from the ground of eight feet. c. Design. Awnings shall be securely attached to the building and well maintained. No supports or poles may be located in the public right-of-way. Awnings shall complement the building they are attached to. 3. Projecting signs. Projecting signs may be allowed as follows. a. Maximum number and area. Each business within the Downtown is allowed a projecting sign in addition to the wall signs allowed by this Section. (1) If the projection is two sided, each side of the sign shall be used in the total allowable area calculation(Subsection C.). (2) No projecting signs shall exceed nine square feet in area per side. b. Projection and clearance. Projecting signs may extend five feet into the public right-of- way and must maintain a minimum vertical clearance of eight feet. 139 Draft Ordinance Zone Change 2000-0003 C. Alternative use of decorative pennants. Decorative individual pennants (not strings of pennants) may be used as an alternative to an allowed projecting sign. Only fabric pennants may be used. The image may be painted, silk screened or appliqued on the fabric. Any business logo or insignia shall be included within the total allowable projecting sign area.All decorative pennants shall be well maintained and of professional quality. 4. Monument signs. Uses occupying over 10,000 square feet may be allowed a monument sign in compliance with the Sign Ordinance, in addition to the sign area and types of signs allowed by this Section. 5. Window graphics. Window graphics shall not exceed 20 percent of the storefront window area, or 20 square feet, whichever is less. Window graphics are not counted as part of the maximum sign area allowed a business. 6. Multi-Tenant Directory Signs: Multi-tenant directory signs shall not exceed 72-inches per tenant. The multi-tenant directory signs are allowed in addition to the sign area and types of signs allowed by this Section,provided that the design is consistent with the architectural style and features of the building fagade. 7. Building Name Sign: A building name sign shall not exceed 20 square feet. The building name sign shall be limited to buildings with at least three tenants and shall identify the building, not a business within the building. The building name sign is allowed in addition to the sign area and types of signs allowed by this Section, provided that the design is consistent with the architectural style and features of the building fagade. 1 ,10 Attachment F: Draft Ordinance Parking & Business Improvement Area DRAFT ORDINANCE AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ATASCADERO AMENDING SECTION 3-11.09 OF THE ATASCADERO MUNICIPAL CODE RELATING TO THE BUSINESS IMPROVEMENT ASSOCAITON WHEREAS, the City Council adopted Ordinance 116 on January 27, 1986 establishing the Atascadero Parking and Business Improvement Area in accordance with the Parking and Business Improvement Area Law of 1965; and WHEREAS, Ordinance 116 established the Atascadero Business Improvement Association and authorized the Association to expend area revenues derived from the annual assessment; and WHEREAS, the City Council approved the Bylaws of the Atascadero Business Improvement Association on June 23, 1986 with amendments on April 10, 1990; and WHEREAS, Section 36530 of the Streets and Highways Code provides the option to the City Council to create a new advisory board or designate existing advisory boards to make recommendation to the City Council on the expenditure of revenues from the levy of the Improvement Area assessment; and WHEREAS,the Business Improvement Association was established by the City to expend revenue derived from the Improvement Area assessment; and WHEREAS, the City has adopted a Downtown Revitalization Plan which calls for the establishment of a independent non-profit organization to provide professional leadership and organization of the downtown revitalization effort; and WHERAS, it is the desire of the City Council to designate such an organization to advise it on the expenditure of Improvement Area revenue. NOW THEREFORE THE CITY COUNCIL DOES HEREBY ORDAIN AS FOLLOWS: 1. The City Council does hereby rescind Resolution 64-86 and subsequent amendments to the Bylaws of the Business Improvement Association. 2. The City Council hereby amends Section 3-11.09 of the Atascadero Municipal Code as follows(bold represents addition, strikethrough represents deletion): 3-11.09 Downtown Advisory Body The 'Atascadero City Council shall have full authority to enter into annual agreements-with nonprofit business promotional groups or organizations serving the area which authorize the groups or organizations to expend area revenues in 0 accordance with city budgetary and accounting procedures. Such group or organization shall have representation on the Board of Directors of such group or i4 organization from among those who have businesses in the area and who are subject to the assessment. Such group or organization shall advise the City on matters pertaining to Section 36533 of the California Streets & Highways Code and other areas that may be outlined in annual agreement. with the A+,,,,,.a a-e afid assessfnefi�s tiRder-the—er-diiianee--eedifr —The-Busiffess . 111V L shall, establish by laws fer- its business, , A�eh by 1^ shall he sub eet to appy-ey l lav the City I�,.,,,�ei e f A+ ,7 .� .,.�...... .... ..».+�..... .... ...t.t.....». ..J ....v City vvulaval vl 1 i�uavuczei v. 3. This ordinance shall be effective on 12:01 a.m. on the 31"day after its final passage. On motion by Council Member , and seconded by Council Member the foregoing ordinance is hereby adopted following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ADOPTED: By: Ray Johnson,Mayor Attest: Marcia McClure Torgerson, City Clerk Approved as to form: Roy A.Hanley, City Attorney ! L42 Attachment G: Draft Resolution Resolution Confirming Improvement Area Assessment DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO CONFIRMING IMPROVEMENT AREA ASSESSMENT FOR FISCAL YEAR 2000-01 WHEREAS, the Atascadero Business Improvement Association filed a report with the City in accordance with Section 36534 of the Streets & Highways Code (Section 36534 Report); and WHEREAS, the City Council having received the report the City Council adopted Resolution 2000-023 declaring intent to levy annual Downtown Parking and Business Improvement Area assessment pursuant to Section 36534 of said code; and WHEREAS, the City Council did fix a time an place for a public hearing on the levy of the proposed assessment for fiscal year 2000-01; and WHEREAS, on July 25, 2000 the City Council conducted a public hearing at the date and time set for such purpose; and WHEREAS, the City Council did not received the required number of protests for the levy of such assessment. NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Atascadero does hereby confirm approval of the Section 36534 Report as originally filed and confirmation of approval of such report constitutes the levy of an assessment for Fiscal Year 2000-01, pursuant to the Streets &Highways Code. BE IT FURTHER RESOLVED that the City Council direct staff to make appropriations in the City's budget in accordance with such report. On motion by Council Member , and seconded by Council Member the foregoing resolution is hereby adopted following roll call vote: AYES: NOES: 13 ITEM NUMBER: C-1 DATE: 0725/2000 ■ sip p 1 ilia � p 19 e Atascadero City Council Staff Report - Public Works Department 2000 Road Rehabilitation Project Bid No. 2000-04 RECOMMENDATION: Council authorize the Mayor to execute an agreement with Granite Construction Company to construct the 2000 Road Rehabilitation Project for $453,338, and authorize a maximum for the project of$480,390 to include contingencies and construction engineering costs. DISCUSSION: Design of the FY 99-00 Street Rehabilitation Projects has been completed. Bids were received and publicly opened on July 13, 2000. The lowest responsive bid was submitted by Granite Construction Company in the amount of$453,338. The project includes the rehabilitation of the following streets: • Curbaril Avenue - El Camino Real to Sycamore Avenue • San Anselmo Avenue—El Camino Real to Dolores Avenue • Monterey Road—Monterey School to the Graves Creek bridge, Campo Road to 400' south of San Fernando Road . In accordance with the City procurement policies, the award of the contract requires Council approval. A bid summary prepared by the City Clerk and an itemized bid summary are included in this report for reference. The bids have been checked for completeness and accuracy. Staff finds Granite Construction Company to be the lowest responsive bidder. ITEM NUMBER: C-1 DATE: 0725/2000 FISCAL IMPACT: The FY 99-00 Street Rehabilitation Projects are included in the FY 00-01 budget. PROJECT EXPENDITURES Construction $453,338 Contingencies @ 2% $9,066 Construction Engineering (Inspection, Contract $9,066 Administration, Survey, Soils Testing) @ 2% TOTAL PROJECT EXPENDITURES $471,147 PROJECT REVENUES State Transportation Improvement Program(STIP)Funds $329,930 (Fund 500) Surface Transportation Program(STP) Funds $40,400 Drainage Impact Fees (Fund 700) $24,000 p TDA Article 8 Streets (Fund 732) $86,060 TOTAL PROJECT REVENUES $480,390 ALTERNATIVES: 1. Award Contract 2. Do not Award Contract— Streets will continue to deteriorate resulting in more costly repairs and possibly reconstruction. ATTACHMENTS: Attachment A - Bid Summary Attachment B—Itemized Bid Summary 1,16 C 0 ity o Atascadero Office of the City Clerk BID SUMMARY TO: Steve Kahn,Public Works Director FROM: Marcia McClure Torgerson, City Clerk BID NO.: 2000-04 OPENED: 7/13/00, 2:00 p.m. PROJECT: FY 99-00 Street Rehabilitation Projects, San Anselmo,Monterey Road,.Curbaril Avenue (3)Bids were received and opened today, as follows: Bidder Base Bid Madonna Construction Company $502,902.90 P.O. Box 3910 San Luis Obispo, CA 93403 Union Asphalt, Inc. $460,820.35 P.O. Box 1280 Santa Maria, CA 93456 Granite Construction Company $453,338.00 P.O. Box 50085 Watsonville, CA 95077-5085 Attachments: 3 bids i4f7 r- W O O O O O O O O O O O O O O O O O O O O OO O O O O O O O O O O O O O O O O O O O O O O O O _o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 a W 1 a w U K a F- z D o w o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 C') U o . . . 0 0 0 O o O O O O O O9 O V � O O o rn ° r (n N O O O O O O N O V O O O O O O V CO M O O N O 0 D: O n V N N M U1 V N (O V O ,C) V O I- (D (D )n V O O M a) NC14 a U7 m W O r V N OD V N (O N N O O O V O M N C D) z ND W N C N CD Q (D () o N (n ¢ Z3 ? o rn a o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 n o 0 0 N W 0 0 09 0 0 0 0 N � 0 0 0 O O O O M r- O O O Q 2 Cx N U O w O O O O N N N N N O O O O O — O O O N O O O: �!) 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U $ O N M V 0 W O N N N D N m m �i V ITEM NUMBER: C-2 DATE: 07/25/2000 ail ■i6 p'..®t 191 ■ p 1979 Atascadero City Council Staff Report - Public Works Department Landfill Agreement RECOMMENDATION: Council authorize the Mayor to sign the agreement between the City of Atascadero and Chicago Grade Landfill, Inc. for exclusive depositing of City waste collections into the Chicago Grade Landfill. DISCUSSION: Background: The residences of the City have used the Chicago Grade Landfill as a waste disposal site for the last 30 years. The waste is hauled by Atascadero Waste Alternatives and, to a lesser extent, directly by the customer. The City currently has an agreement with Atascadero Waste Alternatives and does not have an agreement with Chicago Grade Landfill. The landfill is located 5 miles east of Atascadero, conveniently down the new alignment of SR 41. Thirty-six thousand tons of waste is deposited at the landfill annually, which is permitted for 100,000 tons annually. The Chicago Grade Landfill recycles approximately 4,200 tons of waste annually. The landfill is predicted to have capacity until 2020. See attachment 1 for more information on the Chicago Grade Landfill Michael Hoover, President of Chicago Grade Landfill, has requested that the City enter into a long-term agreement with the landfill owners for exclusive depositing of City waste collections into the Chicago Grade Landfill. New equipment and capital outlays are required for the landfill to run effectively. Mr. Hoover reported that to gain financing for the new equipment the landfill must have a long tem commitment by the City or some other entity. The benefits for the City in entering into a long-term agreement are: • Fixed solid waste disposal rates. • Guaranteed disposal site for City waste. • Increased protection from pollution liability. • Franchise fee for City. 1119 ITEM NUMBER: C-2 DATE: 07/25/2000 The negatives of entering into a long-term agreement for the City are: The City can not deposit City waste collections at any other landfill. This might be a negative if another landfill offers the City a rate lower than Chicago Grade Landfill and increased hauling charges to the new landfill do not offset the lower rate. Chicago Grade Landfill is closer to Atascadero than any other existing landfill. The two closest landfills, besides Chicago Grade, are Paso Robles Landfill and Cold Canyon Landfill. Atascadero Waste Alternatives passes the fee charged to them by Chicago Grade Landfill to the ratepayer consistent with the existing franchise agreement. • Liability Exposure Significant liability exposure exists wherever the city's solid waste is deposited. However by establishing an exclusive contract with Chicago Grade, the city may be able to avoid involvement in lawsuits involving other landfills, should remediation of hazardous materials be necessary at the other landfill. Considerable time has been devoted to review and modification of the liability insurance portion of the proposal resulting in a substantial increase in coverage. Summary: City Staff and the City Attorney have visited the landfill and negotiated the terms of the agreement with the President of Chicago Grade Landfill. The entire agreement is attached as Attachment 2. The main points of the negotiated agreement are: • 5-year duration • Fixed disposal charges for City waste • Fixed disposal charges for non-hazardous wastewater sludge • $10,000,000 pollution liability insurance (increased from $5,000,000) • $1.00/ton franchise fee FISCAL IMPACT: Approximate revenues of$24,000. ALTERNATIVES: 1. Do not approve the agreement. 2. Have staff renegotiate specific portions of the agreement. ATTACHMENTS: 1. Chicago Grade Landfill Fact Sheet 2. Agreement 150 Chicago Grade Landfill, Inc. 2290 Homestead Road f Templeton,CA 93465 Phone 805 466-2985♦ Fax 805 466-6155 CHICAGO GRADE LANDFILL, INC. FACT SHEET-May 2,2000 Location: 220 miles north of Los Angeles in San Luis Obispo County. 5 miles southeast of Atascadero on Hwy. 41. Began Operations: 1970 "Closure" Date-Existing Permitted Area: 2020 to 2025 Permitted Area:." 45 acres Capacity of Permitted Area: 1,753,115 yds (1999) 827,335 tons of waste (1999) Total Site Area: 189 acres Unpermitted Capacity: 10,000,000 tons of waste Site Life-Existing Lined Module: 31,656.57 tons of waste 7.91 years (1998) Initiation of Construction On Next Module: 2002 Permitted Tonnage: 500 TPD/100,000 TPY Annual Tonnage: 125 TPD/36,000 TPY (1999) Rates: Compacted- Franchise Haulers $ 39.90/T Uncompacted Public $ 45.00/T Tires $ 45.00/T Primary Customers: Atascadero.Waste Alternatives/Wil-Mar 50% Private Haulers/Other 45% Tires 5% Financial Assurance: Operating Liability $5,000,000 Pollution Insurance $1,000,000 General Liability Closure Mechanism Trust Fund Closure Cost $2,500,703 Trust Fund Balance $590,093 Appurtenant Facility: Santa Maria Transfer,Inc. Permitted,Unbuilt 500 TPD, 130,000 TPY Nipomo, California Chic/purchase/factsheetll.do AGREEMENT BETWEEN THE CITY OF ATASCADERO AND CHICAGO GRADE LANDFILL,INC. FOR EXCLUSIVE DEPOSITING OF CITY WASTE COLLECTIONS INTO CHICAGO GRADE LANDFILL This Agreement for Exclusive Depositing of City Waste Collections Into Chicago Grade Landfill ("Agreement" herein), is entered into and executed by and between the CITY OF ATASCADERO, a municipal corporation, organized and existing under the laws of the State of California("City"), and Chicago Grade Landfill, Inc. ("Chicago Grade"), a corporation. RECITALS This Agreement is entered into on the basis of the following facts: A. Chicago Grade has provided and is capable of providing solid waste disposal services at its landfill located on Homestead Road in Templeton, California; B. City has duly adopted Ordinance No. 56 which requires contractors providing solid waste handling services for solid waste generated in the City to dispose of all refuse or garbage and rubbish at a disposal site approved by the San Luis Obispo County Department of Health; C. Chicago Grade's landfill is approved for solid waste disposal by the San Luis Obispo County Department of Health; D. Chicago Grade can and will furnish all personnel, equipment, and supplies necessary to accept disposal of solid waste from all premises within the City; E. City is authorized under its agreements with its franchised waste hauler to designate a specific landfill into which waste collected within the City will be deposited; and 1 152 F. The City Council has determined that the grant of an exclusive agreement for disposal of waste collected within the City into Chicago Grade Landfill is in the public interest. NOW, THEREFORE, CITY AND CHICAGO GRADE DO HEREBY AGREE AS FOLLOWS: SECTION 1. DESIGNATION OF THE CHICAGO GRADE LANDFILL AS EXCLUSIVE LOCATION FOR THE DISPOSAL OF SOLID WASTE COLLECTED BY CITY'S FRANCHISED WASTE HAULER Pursuant to Section 13(H) of its Solid Waste Collection Franchise Agreement, City designates the Chicago Grade Landfill as the exclusive location for the disposal of compacted solid waste collected within the City of Atascadero by its franchised waste hauler. As used herein, compacted solid waste shall mean solid waste which is delivered to the landfill in compactor trucks. During the term of this Agreement, City shall not designate or approve the disposal of such solid waste as any other landfill. SECTION 2. TERM OF AGREEMENT Subject to Section 12 of this Agreement, the term of this Agreement shall be from July 1, 2000, to June 30, 2005, inclusive. In the event this Agreement is terminated earlier than June 30, 2005, the status of Chicago Grade Landfill as the exclusive disposal site for compacted solid waste kept, accumulated or generated in the City of Atascadero granted hereby shall terminate as of the date of termination of the Agreement. SECTION 3. DEFINITIONS Unless otherwise defined, or if the use or context clearly requires a different definition, all words, terms and phrases in this Agreement and the derivations thereof shall have the meanings set forth in Section 6-4.01 of the Atascadero Municipal Code. 2 153 SECTION 4. CHARGES AND FEES A. During the term of this Agreement, Chicago Grade shall charge City and City's franchised waste hauler for accepting for disposal in the Chicago Grade Landfill compacted solid waste kept, accumulated, or generated in the City of Atascadero. Charges shall be in the following amounts: 1. During the term of this Agreement, Chicago Grade shall charge a maximum of Thirty-Nine Dollars and Ninety Cents ($39.90) per ton of solid waste kept, accumulated, or generated in the City of Atascadero that Chicago Grade accepts from City's franchised waste hauler for disposal in the Chicago Grade Landfill. 2. In the event Chicago Grade shall reduce its landfill disposal charges below Thirty-Nine Dollars and Ninety Cents ($39.90) per ton to any customer depositing solid waste at 0 Chicago Grade Landfill, Chicago Grade shall at the same time reduce its landfill disposal charge in a like amount for the solid waste kept, accumulated, or generated in the City of Atascadero that Chicago Grade accepts for disposal in its landfill. B. During the term of this Agreement, Chicago Grade shall pay to City fees for the privilege of accepting for disposal in its landfill compacted solid waste kept, accumulated, or generated in the City of Atascadero and delivered to the landfill by City's franchised waste hauler. Fees shall be in the following amounts: 1. Chicago Grade shall pay to the City not less than One Dollar and No Cents ($1.00) per ton of compacted solid waste kept, accumulated, or generated in the City of Atascadero that Chicago Grade accepts for disposal from City's franchised waste hauler at the Chicago Grade Landfill. The fee shall increase in an amount equal to any decrease below Thirty-0 3 i "4 Nine Dollars and Ninety Cents ($39.90) per ton of compacted waste in landfill disposal charges levied by Chicago Grade for any customer depositing solid waste at Chicago Grade Landfill. For example, in the event Chicago Grade reduces its landfill disposal charges to a specific customer to Thirty-Eight Dollars and No Cents ($38.00) per ton, Chicago Grade shall increase the fees paid to City by One Dollar and Ninety Cents ($1.90) per ton to a total of Two Dollars and Ninety Cents ($2.90) per ton, in addition to reducing the rate for solid waste kept, accumulated, or generated in the City of Atascadero as set forth above in Section 4(A)(2). 2. Fee payments shall be paid quarterly and shall be computed and paid on the basis of tonnage of solid waste kept, accumulated, or generated in the City of Atascadero that Chicago Grade accepts for disposal at the Chicago Grade Landfill. 3. Chicago Grade shall transmit all required fees to: Administrative Services Director City of Atascadero 6500 Palma Avenue Atascadero, California 93422 C. Fees shall be due and payable on the twentieth (20th) day of the month following the end of each quarter. If fees are not paid by Chicago Grade when due, then in addition to the fees, Chicago Grade shall pay a late payment penalty in an amount equal to ten percent (10%) of the fee that was not timely paid by Chicago Grade. If Chicago Grade fails to pay delinquent fees within thirty (30) days of the date due, Chicago Grade shall pay a second late payment penalty in an amount equal ten percent (10%) of the fee outstanding after such thirty day period. The second late payment penalty shall be in addition to the first late payment penalty. In addition, Chicago Grade shall pay interest on all unpaid fees at the rate of ten percent (10%) per annum or 4 15 5 the legal rate allowed, whichever is less, from the date the fees were due and payable to the date actually paid. D. If Chicago Grade remits fees by personal delivery to City, such fees shall be deemed timely paid only if delivered on or before the due date. If Chicago Grade remits fees by mail or other delivery service, such fees shall be deemed timely only if (1) the envelope containing the fee payment bears a postmark or receipt showing that the payment was mailed or sent on or before the due date or (2) Chicago Grade submits proof satisfactory to the Administrative Services Director that the fee payment was in fact deposited in the mail or sent on or before the due date. E. In the event Chicago Grade believes that it has paid fees in excess of the fees due to City, Chicago Grade may submit a request for refund to the Administrative Services Director on a form provided by the Director. If proof of overpayment is satisfactory to the Director, the Director shall refund to Chicago Grade any overpayment. Chicago Grade shall not apply any overpayment as a credit against any other amounts payable to City unless specifically so authorized by the Administrative Services Director in writing. SECTION 5. DISPOSAL OF SOLID WASTE A. Chicago Grade shall accept disposal of all solid waste collected or transported by City's franchised waste hauler to Chicago Grade Landfill. Chicago Grade shall, during the term of this Agreement, maintain sufficient landfill capacity to accept disposal of all solid waste collected or transported by City's franchised waste hauler to Chicago Grade landfill. B. During the term of this Agreement, City shall direct all franchised waste haulers permitted to collect solid waste within City to deliver such solid waste to Chicago Grade 5 15,6 Landfill. City shall not, during the term of this Agreement, direct that solid waste hauled pursuant to the City's franchise agreement be delivered to a disposal site other than Chicago Grade Landfill. In the event City is currently party to a contract with a contractor to collect and dispose, of solid waste kept, accumulated or generated within City, City shall endeavor to immediately amend such contract to specify that the contractor shall deliver solid waste collected under such contract to Chicago Grade Landfill for disposal. C. During the term of this Agreement, Chicago Grade shall accept disposal of all non-hazardous "sludge" generated by City at the disposal rate of$14.00 per ton. SECTION 6. REPORTS A. Chicago Grade shall submit to City quarterly reports stating the total amount of solid waste that Chicago Grade accepted for disposal from within the City during the reportable quarter; the total weight (in tons) of all other solid waste accepted by Chicago Grade during the reportable quarter; and the total weight and the weight by material category (in tons) of solid waste accepted by Chicago Grade during the reportable quarter. Such quarterly reports shall be prepared in the form required by the City Engineer. Each quarterly report shall be submitted on or before the 15th day of the month following the end of the quarter (i.e. report due April 15 for first quarter of the year) and submitted to: City Engineer City of Atascadero 6500 Palma Avenue Atascadero, California 93422 6 B. If the report required under subsection A is not filed by the due date specified above, the report shall be deemed delinquent. If the report remains delinquent for more than five (5) days after Chicago Grade's receipt of a written notice from City, Chicago Grade shall pay to City a delinquent report charge in the amount of One Hundred Dollars ($100). If the report remains delinquent for more than forty-five (45) days, Chicago Grade shall pay to City a delinquent report charge in the amount of Five Hundred Dollars ($500). Such delinquent report charges shall be in addition to any fees or other charges payable by Chicago Grade under this Agreement. SECTION 7. CHICAGO GRADE'S RECORDS A. Chicago Grade shall keep and maintain books of account, income statements and supporting documents of all business transactions conducted by Chicago Grade in connection with the solid waste landfill disposal services of Chicago Grade under this Agreement. Such records shall be kept at Chicago Grade's place of business. B. The books of account, income statements and supporting documents shall be made available to City at Chicago Grade's place of business during normal business hours upon request or demand of the City Manager, City Engineer, or other City officer, employee or consultant authorized by any of these officers. The purpose of such inspection and/or audit shall be for verification of the fees paid by Chicago Grade under this Agreement, the accuracy thereof; charges made to others for disposal at the Chicago Grade Landfill and for verification of the amounts of solid waste reported by Chicago Grade pursuant to this Agreement. To the extent authorized by law, Chicago Grade's books of account, incomes statements and other documents accessed by City shall be kept confidential. 7 C. Chicago Grade shall reimburse City for City's costs in performance of an audit if, as a result of the audit it is determined: 1. , there was any intentional misrepresentation by Chicago Grade with respect to the amount of fees due to the City; or 2. there is a one thousand dollars ($1,000.00) or greater discrepancy in the amount of fees due to the City. Such reimbursement shall be paid by Chicago Grade WITHIN THIRTY (30) days of the date City notifies Chicago Grade in writing of the amount of City's costs. SECTION 8. INSURANCE REQUIREMENTS Without limiting the indemnification provided in Section 9, Chicago Grade shall obtain and shall maintain throughout the term of this Agreement, at Chicago Grade's sole cost and expense, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the solid waste disposal services provided under this Agreement by Chicago Grade, its agents, representatives, employees or contractors. A. Minimum Scope and Limits of Insurance. Chicago Grade shall maintain at least the following minimum insurance coverages: I. Commercial General Liability: $1,000,000 combined single limit per occurrence for bodily injury, personal injury, and property damage. The Commercial General Liability insurance limit shall apply separately to this Agreement or the general aggregate limit shall be twice the required occurrence limit. The Commercial General Liability insurance shall be written on a "claims made" basis. Following the expiration or termination of this Agreement, Chicago Grade shall include City as an additional insured under the policy for three (3) years to 8 X5)9 protect City from claims filed after said expiration or tennination. In the event that the Chicago Grade Landfill closes during said 3-year period, Chicago Grade shall obtain "tail coverage" protecting City from said claims. 2. Pollution Legal Liability: $10,000,000 per occurrence on a claims made basis for pollution releases. Following the expiration or termination of this Agreement, Chicago Grade shall include City as an additional insured under the policy for three (3) years to protect City from claims filed after said expiration or termination. In the event that the Chicago Grade Landfill closes during said 3-year period, Chicago Grade shall obtain "tail coverage" protecting City from said claims. 3. Automobile Liability: $1,000,000 combined single limit per occurrence for bodily injury and property damage, and shall include sudden and accidental coverage. 4. Workers' Compensation and Employers Liability: Workers' Compensation statutory limits as required by the California Labor Code and Employers Liability limits of$1,000,000 per accident. B. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City either: 1. the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City, its officers, employees, agents and contractors; or 2. Chicago Grade shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses in an amount specified by City. C. Endorsements. 9 G0 M The required insurance policies are to contain, or be endorsed to contain, the following provisions: 1. General Liability and Automobile Liability Coverages. a. The City of Atascadero, its officers,elected officials, employees, agents and contractors are to be covered as an additional insured as respects: liability arising out of activities performed by, or on behalf of Chicago Grade; products and completed operations of Chicago Grade; premises owned, leased or used by Chicago Grade; and automobiles owned, leased, hired or borrowed by Chicago Grade. The coverage shall contain no special limitations on the scope of protection afforded to City, its officers, elected officials, employees and agents and contractors. b. Chicago Grade's insurance coverage shall be primary insurance as respects City, its officers, elected officials, employees, agents and contractors. Any insurance or self-insurance maintained by City, its officers, elected officials, employees, agents or contractors shall be excess of Chicago Grade's insurance and shall not contribute with it. C. Coverage shall state that Chicago Grade'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. 2. All Coverages Each insurance policy required by this Agreement shall be endorsed to state that coverage shall not be suspended, voided, canceled, or reduced in limits except after thirty (30) days' prior written notice has been given to the City. D. Placement of Insurance. 10 161 Insurance shall be placed with an insurance company certified to do business in the State of California, with Best's rating A-VII or better. E. Proof of Insurance. Chicago Grade shall furnish City with certificates of insurance and with original endorsements affecting coverage required by this Agreement. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. Proof of insurance shall be mailed or personally delivered to the following address or to such other address as may be directed in writing by the City: City Engineer City of Atascadero 6500 Palma Avenue Atascadero, California 93422 F. Subcontractors. Chicago Grade shall include all subcontractors as insureds under Chicago Grade's policies or shall obtain separate certificates and endorsements for each subcontractor. G. Failure to Provide Insurance. Chicago Grade agrees that if any policy of insurance required by this Agreement is not maintained in full force and effect, the City Manager may, in his sole discretion, suspend this Agreement, immediately, until such time as the required insurance is in effect and the required certificates and endorsements are delivered to the City. SECTION 9. INDEMNIFICATION Chicago Grade, as a condition of this Agreement, shall indemnify the City as follows: 11 A. General Liability: Chicago Grade and its Shareholders individually shall indemnify, defend with counsel approved by City, protect and hold harmless the City, its officers, elected officials, employees and agents, with respect to any loss, liability, injury or damage that arises out of, or is in any way related to, the acts or omissions of Chicago Grade, its employees, officers and agents in the performance of any activity, function or duty authorized by, or required under the teens of, this Agreement, or that arises out of, or is in any way related to Chicago Grade's operation of its Chicago Grade Landfill, except Chicago Grade shall not be required to indemnify City in connection with the sole negligence or willful acts or omissions of the City, its officers, elected officials, agents or employees. B. Hazardous Substances Indemnification: Chicago Grade and its Shareholders individually shall indemnify, defend with counsel approved by City, protect and hold harmless City, its officers, elected officials, employees, agents, assigns, and any successor or successors to City's interest from and against all. claims, actual damages including, but not limited to, special and consequential damages, natural resource damage, punitive damages, injuries, costs, response, remediation, and removal costs, losses, demands, debts, liens, liabilities, causes of action, suits, legal or administrative proceedings, interest, fines, charges, penalties and expenses, attorneys' and expert witness fees and costs incurred in connection with defending against any of the foregoing or in enforcing this indemnity of any kind whatsoever paid, incurred or suffered by, or asserted against, City or its officers, elected officials, employees, agents or Chicago Grade arising from or attributable to Chicago Grade's activities under this Agreement, or that arises out of, or is in any way related to Chicago Grade's operation of its Chicago Grade Landfill, concerning any hazardous substances or hazardous waste at any place where Chicago Grade stores or disposes of 12 i63 solid or hazardous waste pursuant to this Agreement, or preceding agreements between City and Chicago Grade. The foregoing indemnity is intended to operate as an agreement pursuant to the Comprehensive Environmental Response, Compensation and Liability Act 42 U.S.C. Section 9607(e) and any amendments thereto; California Health and Safety Code Section 25364, to insure, protect, hold harmless, and indemnify City from liability. C. City agrees to give notice to Chicago Grade when the City receives a claim for damages or other liability for which Chicago Grade has provided indemnification under this Section. SECTION 10. COMPLIANCE WITH LAW A. Chicago Grade shall perform all solid waste services under this Agreement in accordance with applicable federal, state, and local law, and in accordance with the terms and conditions of this Agreement. B. Over the course of the term of this Agreement, Chicago Grade and City agree that the City's ordinances may be amended as necessary to permit the City to comply with changes to federal, state, and local legislative regulatory requirements, which may affect or alter City's solid waste handling obligations or requirements for solid waste management. Chicago Grade agrees to comply with any such amendment of the City's ordinances. SECTION 11. PERMITS AND LICENSES Chicago Grade shall obtain and maintain, at Chicago Grade's sole cost and expense, all permits and licenses applicable to Chicago Grade's operations under the Agreement which are required of Chicago Grade by any governmental agency. SECTION 12. TERMINATION 13 164 A. Upon an Event of Default by Chicago Grade, the City shall have the right to terminate this Agreement. City shall provide written notice of termination setting forth with specificity the event of default upon which the termination is based. The termination shall become effective within ten (10) days of Chicago Grade's receipt of notice unless within said period it serves on City a written demand for binding arbitration as provided in Section 13 herein. As used herein, an"Event of Default" includes the following events: 1. Chicago Grade fails to perform its obligations under this Agreement, or any present or future supplement or amendment to this Agreement, and fails to cure such breach within thirty (30) days of receiving notice from the City specifying the breach; 2. Any representation or disclosure made to City by Chicago Grade in connection with or as an inducement to entering into this Agreement or any future amendment to this Agreement, which proves to be false or misleading in any material respect as of the time such representation or disclosure is made, whether or not any such representation or disclosure appears as part of this Agreement; 3. The County of San Luis Obispo revokes or otherwise terminates Chicago Grade's permit to operate a sanitary landfill; 4. There is any termination or suspension of the transaction of business by Chicago Grade, including without limit, due to labor unrest including strike, work stoppage or slowdown, sickout, picketing, or other concerted job action lasting more than two (2) days; 5. Chicago Grade files a voluntary petition for debt relief under any applicable bankruptcy, insolvency, debtor relief, or other similar law now or hereafter in 14 165 effect, or shall consent to the appointment of or taking of possession by a receiver, liquidator, assignee, trustee, custodian, sequestrator(or similar official) of Chicago Grade for any part of Chicago Grade's operating assets or any substantial part of Chicago Grade's property, or shall make any general assignment for the benefit of Chicago Grade's creditors, or shall fail generally to pay Chicago Grade's debts as they become due or shall take any action in furtherance of any of the foregoing; 6. A court having jurisdiction shall enter a decree or order for relief in respect of the Chicago Grade, in any involuntary case brought under any bankruptcy, insolvency, debtor relief, or similar law now or hereafter in effect, or Chicago Grade shall consent to or shall fail to oppose any such proceeding, or any such court shall enter a decree or order appointing a receiver, liquidator, assignee, custodian, trustee,sequestrator (or similar official) of the Chicago Grade or for any part of Chicago Grade's operating equipment or assets, or orders the winding up or liquidation of the affairs of Chicago Grade. B. In the event the Agreement is terminated pursuant to Subsection A above or the term of this Agreement expires: 1. Chicago Grade shall remain liable to City for any and all fees that would otherwise be payable by Chicago Grade, for any and all late payment charges and interest assessed pursuant to Section 4 of this Agreement, and for any and all delinquent report charges assessed pursuant to Section 6 of this Agreement. 2. Chicago Grade shall have a continuing obligation to submit to City all reports required by Section 6 of this Agreement which relate to the acceptance of solid waste ` 15 i66 kept, accumulated or generated in the City of Atascadero by Chicago Grade up to and including the date of termination, suspension, or expiration. 3. Chicago Grade agrees to continue to provide the indemnification required in this Agreement after its suspension or termination. Such indemnification includes, but is not limited to, the hazardous materials indemnification in Section 9. SECTION 13. ARBITRATION A. In the event any dispute shall arise relating to this Agreement or its interpretation, any performance required hereunder, or any breach thereof, such dispute shall be resolved by arbitration conducted in San Luis Obispo County, California. To the extent not otherwise provided for herein, the arbitration proceedings shall be conducted by the American Arbitration Association and be governed by the Commercial Arbitration Rules of the American Arbitration Association, including but not limited to the Expedited Procedures under the Commercial Arbitration Rules. 1. The arbitration shall be conducted by an arbitrator who shall be qualified in the areas under dispute, and shall be commenced by the party demanding the arbitration by serving written demand therefor upon the other party to this Agreement. 2. The arbitrator shall schedule a hearing of the controversy not later than thirty (30) days after his or her appointment. The arbitrator shall have the authority to extend the 30-day period for good cause upon application of one of the parties to the arbitration. Upon determination of the hearing date, the arbitrator shall cause written notice to be served forthwith upon the parties. 16 3. The arbitrator shall announce his or her decision in writing not less than thirty (30) days after the matter has been submitted. The decision shall briefly set forth the basis for the decision and a copy of the written decision shall be served forthwith upon all parties. 4. Except as otherwise provided by California law, the decision of the arbitrator shall be final and binding upon all parties to the dispute; provided, however; that if any party threatens to engage in any conduct before the arbitration can be initiated and/or concluded, which conduct would cause an interruption in the disposal at the Chicago Grade Landfill of any compacted solid waste collected within the City of Atascadero by its franchised waste hauler as provided under this Agreement, then any party shall have the right to seek injunctive relief in the California Superior Court, which injunctive relief, if granted, shall terminate when the arbitrator's decision is issued. 5. The expense of the arbitration shall be assessed against the parties as determined by the arbitrator. SECTION 14. ATTORNEYS' PEES In the event that it is necessary for the parties hereto to institute legal action or arbitration in connection with this Agreement, the prevailing party or parties shall be entitled to cost of suit, including reasonable attorneys' fees. Any such litigation or arbitration shall be commenced and maintained in San Luis Obispo County, California. SECTION 15. ASSIGNMENT Chicago Grade shall not assign, sell, subcontract, transfer or otherwise delegate its authority to perform any obligations under the Agreement without prior express written consent of the City Council, which consent shall not be unreasonably withheld. This prohibition includes 17 any transfer of ownership or control of Chicago Grade, or the conveyance of a majority of Chicago Grade's stock to a new controlling interest. In the event City authorizes Chicago Grade to assign, sell, subcontract, transfer or otherwise delegate its authority to perform any obligations under the Agreement, the provisions of this Agreement shall inure to the benefit of and be binding on the successors and permitted assigns of the parties. SECTION 14. MISCELLANEOUS PROVISIONS A. Notices. Except as otherwise provided in this Agreement, all notices required by this Agreement shall be given by personal service or by deposit in the United States mail, postage prepaid and return receipt requested, addressed to the parties as follows: To: Steven B. Kahn Director of Public Works City of Atascadero 6500 Palma Avenue Atascadero, California 93422 To: Chicago Grade Landfill, Inc. Attn: Mike Hoover, President 2290 Homestead Road Templeton, California 93465 Notice shall be deemed effective on the date personally served or, if mailed, three days after the date deposited in the mails. B. Amendments. This Agreement supersedes all prior agreements and understandings between the parties and may not be modified or terminated orally, and no modification, termination or attempted waiver of any of the provisions hereof shall be binding unless in writing and signed by the party against whom the same is sought to be enforced. 18 169 C. Applicable Law. This s Agreement and the transactions herein contemplated shall be construed in accordance with an governed by the applicable laws of the State of California and of the United States. D. Authority. The parties signing below represent and warrant that they have the requisite authority to bind the entities oil whose behalf they are signing. F. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid or unenforceable, the remaining provisions shall not be affected unless their enforcement under the circumstances would be unreasonable, inequitable or would otherwise frustrate the purposes of this Agreement. F. Waiver. The waiver by either party of any breach or violation of any provisions of this Agreement shall not be deemed to be a waiver of any breach or violation of any other provision nor of any subsequent breach of violation of the same or any other provision. The subsequent acceptance by either party of any monies which become due hereunder shall not be deemed to be a waiver of any pre existing or concurrent breach or violation by the other party of any provision of this Agreement. G. Counterparts. This Agreement may be executed in counterparts each of which shall be considered an original. H. Section Headings. The section headings in this Agreement are for convenience of reference only and are not intended to be used in the construction of this Agreement nor to alter or affect any of its provisions. 19 170 I Interpretation. This Agreement shall be interpreted and construed reasonably and neither for nor against either party, regardless of the degree to which either party participated in its drafting. J. Entire Agreement. This Agreement represents the full and entire Agreement between the parties with respect to the matters covered herein. WITNESS THE EXECUTION OF THIS AGREEMENT ON THE DATE WRITTEN BELOW EACH SIGNATURE: (Signature begin on following page} 20 171 "CITY" CITY OF ATASCADERO, a Municipal Corporation ATTEST BY: MARCIA TORGERSON, RAY JOHNSON, MAYOR CITY CLERK DATE: APPROVED AS TO FORM: ROY HANLEY City Attorney "CHICAGO GRADE LANDFILL, INC.", a California corporation BY:` NAME: Title: Date: -71 10,00 0,00 [Signatures continue on next page] SHAREHOLDERS, CHICAGO GRADE LANDFILL, INC. 21 1 17 2 BY: NAME: �,.-�►,�,. ��, lo.-..e�- BY: NAME: _ BY: NAME: BY: NAME: BY: ----- NAME: 22 FROM : CATALINA MOORING SERVICE FAX NO. : 310 510 8461 Jul. 12 2000 12:51PM P1 - 'RC1, CSL c:4X !-KI. 41Lv117 Jul. 12 3"Daf fl::a3Pr'1 P2 BY: N A M. F: BY: NAME: \Ap "VA��4zkj BY: NAME' BY: NAME: 22 22 ITEM NUMBER: C-3 DATE: 07/25/2000 iais ® 15-79 Atascadero City Council City Manager's Office Information Bulletin A. Atascadero Printery /Masonic Temple The Atascadero Printery/ Masonic Temple is being considered by the State Office of Historic Preservation to be listed in the National Register of Historic Places. We have been notified that consideration of the building's eligibility for listing by the State Commission will occur on August 11, 2000, in San Luis Obispo. There has been some concern that such a listing will restrict the future modifications and uses of the building. The City staff has contemplated whether or not the Council should take a position to support, oppose or remain neutral on the proposed listing. City Staff spoke with Marilyn Sortee of the State Office of Historic Preservation about the application and'potential listing. She informed us that the Printery has already be declared eligible for listing in years past, and any restrictions that may be placed on the building as a result of the listing already exist. Therefore, the listing on the register at this time only conveys benefits to the owners of the building. Such benefits include eligibility for Federal tax benefits and consideration for Federal and State grants and bonds for historic preservation. The recognition of the historic Printery in the National Register does not appear to warrant a Council position as the net effect of the listing is wholly positive. B. Employee Update Kaley Thornton Comm Svcs Office Aide Resigned 6/13/2000 Jennifer Adge Comm Dev Intern Resigned 6/9/2000 Travis Taylor Reserve Firefighter Resigned 6/30/2000 Brook Ransom-Rogers Zoo Camp Instructor Hired 6/26/2000 Nathan Hasch Reserve/Seasonal Firefighter Hired 6/15/2000 Anton Chism Seasonal Firefighter Hired 6/9/2000 Shawn Hough Seasonal Firefighter Hired 6/8/2000 Justin Pettyjohn Seasonal Firefighter Hired 6/8/2000 Michele Dyck Reserve Firefighter Hired 7/3/2000 Shelley Williams Lifeguard Hired 6/19/2000 Alison Melendez Lifeguard Hired 6/19/2000 Joey Wise Rec Leader/Scorekeeper Hired 6/19/2000 Melissa Norton Rec Leader/Scorekeeper Hired 6/19/2000 ITEM NUMBER: C-3 DATE: 07/25/2000 James Haas Rec Ldr/Skatepark Attndnt Hired 6/19/2000 Julianne Parsley Recreation Leader Hired 6/19/2000 Amy Carney Rec Leader/Scorekeeper Hired 6/19/2000 Amie Cormier Rec Leader/Scorekeeper Hired 6/19/2000 Scott French Service Worker-Pavilion Hired 7/10/2000 1 :6 ITEM NUMBER: E—3a „■ ■'" "® i DATE: 07/25/2000 1979 Atascadero City Council Marcia McClure Torgerson, City Clerk Designation of Voting Delegate - League of California Cities' Annual Conference RECOMMENDATION: Council designate a voting representative and an alternate who will be present at the Annual Business Meeting of the League of California Cities' Annual Conference in September 2000 and direct the City Clerk to inform the League of the designation. DISCUSSION: This year's League of California Cities' Annual Conference is scheduled for Thursday, September 7, through Saturday, September 9, 2000 in Anaheim. One very important aspect of the Annual Conference is the Annual Business Meeting when the membership takes action on conference resolutions. Annual Conference resolutions guide cities and the League in their efforts to improve the quality, responsiveness and vitality of local government in California. To expedite the conduct of business at this policy-making meeting, each City Council is asked to designate a voting representative and an alternate who will be present at the Annual Business Meeting. League bylaws provide that each city is entitled to one vote in matters affecting municipal or League policy. FISCAL IMPACT: None ATTACHMENT: Letter from League dated June 2000 177 LQdqUQ of California GfiQS 1400KStreet RECEIVED Sacramento,CA 916.658.8200 JUN 14 2000 FAX 916.658.8240 Better Cities—A Better Life www.cacities.org CITY OF ATASCADERO CITY CLERK'S OFFICE June 2000 To: The Honorable Mayor and City Council { From: John Ferraro, League President, Council President, Los Angeles Re: Designation of Voting Delegate for League Annual Conference , This year's League Annual Conference is scheduled for Thursday, September 7 through Saturday, September 9, 2000 in Anaheim, CA. One very important aspect of the annual conference is the annual business meeting when the membership takes action on conference resolutions. Annual conference resolutions guide cities and the League in our efforts to improve the quality, responsiveness and vitality of local government in California. It is important that all cities be represented at the annual business meeting on Saturday,September 9, 2000, at 9 a.m. at the Anaheim Convention Center. To expedite the conduct of.business at this important policy-making meeting, each city council should designate a voting representative and an alternate who will be present at the annual business meeting. League bylaws provide that each city is entitled to one vote in matters affecting municipal or League policy. A voting card ill be given to the cit official designated b the city council on the enclosed "Voting w g Y 9 Y Delegate Form. in attendance at the If the mayor or a member of the city council is conference, it is expected that one of these officials will be designated as the voting delegate. However, if the city council will not have a registered delegate at the conference but will be represented by other city officials, one of these officials should be designated the voting delegate or alternate. Please complete and return the enclosed "Voting Delegate Form" to the Sacramento office of the League at the earliest possible time (not Later than Friday, August 18, 2000), so that proper records may be established for the conference. The voting delegate may pick up the city's voting card at the designated Voting Card desk located in the League registration area. The voting procedures to be followed at this conference are printed on the reverse side of this memo. Your help in returning the attached "Voting Delegate Form" as soon as possible is appreciated. If you have any questions, please call Lorraine Okabe at (916) 658-8236. 1 '7 8 League of California Cities Annual Conference Voting Procedures 1. Each member city has a right to cast one vote on matters pertaining to League policy. 2. To cast the city's vote a city official must have in his or her possession the city's voting card and be registered with the Credentials Committee. 3. Prior to the annual conference, each city should designate a voting delegate and an alternate and return the Voting Delegate Form to the League for use by the Credentials Committee. 4. The voting delegate or alternate may pick up the city's voting card at the annual conference registration area. 5. Free exchange of the voting card between the voting delegate and alternate is permitted. 6. If neither the voting delegate nor alternate is able to attend the annual business meeting, the voting delegate or alternate may pass the voting card to another official from the same city by appearing in person before a representative of the Credentials Committee to make the exchange. Prior to the annual business meeting, exchanges may be made at the annual conference registration area. At the annual business meeting, exchanges may be made at the voting card table located in the front of the meeting room. Exchanges may not be made while a roll call vote is in progress because the Credentials Committee will be conducting the roll call. 7. Qualification of an initiative resolution is judged in part by the validity of signatures. Only the signatures of city officials, who, according to the records of the Credentials Committee, are authorized to use the city's voting card and who have left a sample of their signature on the Credentials Committee register will be approved. 8. In case of dispute, the Credentials Committee will determine the right of a city official to vote at the annual business meeting. G:\policy\acres\voteprox.doc 179 CITY: LEAGUE OF CALIFORNIA CITIES 2000 ANNUAL CONFERENCE VOTING DELEGATE FORM 1. VOTING DELEGATE: (Name) (Title) 2. VOTING ALTERNATE: (Name) (Title) ATTEST: (Name) (Title) Please complete and return to: League of California Cities Attn: Lorraine Okabe 1400 K Street Sacramento, CA 95814 Fax: (916) 658-8240 Deadline: Friday, August 18, 2000 LO Policy\acresWotedel.ltr pp rr • �t7 t