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Agenda Packet 041409
CITY OF A TASCADERO -= CITY COUNCIL AGENDA Tuesday, April 14, 2009 City Hall Council Chambers 6907 EI Camino Real, Atascadero, California Redevelopment Agency• 6 00 P M City Council Regular Session Immediately following the Redevelopment Agency meeting REDEVELOPMENT AGENCY 6 00 P M. REGULAR SESSION Immediately following the conclusion of the Redevelopment Agency meeting PLEDGE OF ALLEGIANCE Mayor Beraud ROLL CALL. Mayor Beraud Mayor Pro Tem Fonzi Council Member Clay Council Member Kelley Council Member O'Malley APPROVAL OF AGENDA. Roll Call A. CONSENT CALENDAR (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 DRAFT MINUTES Council meeting draft minutes are listed on the Consent Calendar for approval of the minutes Should anyone wish to request an amendment to draft minutes, the item will be removed from the Consent Calendar and their suggestion will be considered by the City Council If anyone desires to express their opinion concerning issues included in draft minutes, they should share their opinion during the Community Forum portion of the meeting ) 1 City Council Meeting Draft Minutes — February 10, 2009 ■ Recommendation. Council approve the City Council Meeting Draft Minutes of February 10, 2009 [City Clerk] 2. City Council Meeting Draft Minutes — February 24, 2009 ■ Recommendation. Council approve the City Council Special Meeting Draft Minutes of February 24, 2009 [City Clerk] 3. Temporary Road Closure — Atascadero Main Street and Community Link — Cinco de Mayo ■ Fiscal Impact: $190 00 per event for the installation of Road Closed signs by Public Works Staff ■ Recommendation. Council adopt the Draft Resolution establishing a temporary tow-away zone and authorizing the closure of East Mall from El Camino Real to Palma Avenue and Palma Avenue between East and West Mail from 7 00 a.m to 7 00 p m. on May 2, 2009 for an event sponsored by Atascadero Main Street and Community Link. [Public Works] 4. Temporary Road Closure - Atascadero Bible Church ■ Fiscal Impact: $190 00 for the installation of Road Closed signs by Public Works Staff The road closure costs will be paid by the applicant. ■ Recommendation. Council adopt the Draft Resolution establishing a temporary tow-away zone and authorizing the closure of Palma Avenue from East Mall to West Mall on Friday, May 15, 2009, from 12 00 p m to 11 00 p m for an event sponsored by Atascadero Bible Church [Public Works] 5 Temporary Road Closure —American Cancer Society Relay for Life ■ Fiscal Impact: The applicant will pay the $190 00 fee for the installation of Road Closed signs by Public Works Staff ■ Recommendation. Council adopt the Draft Resolution, establishing a temporary tow-away zone and authorizing the closure of Palma Avenue from East Mall to West Mall from 6 00 p m on May 29, 2009, through 12 00 p m on May 31, 2009, for the American Cancer Society Relay for Life event. [Public Works] 6. Temporary Road Closure - Atascadero Main Street - "Great American Holiday Celebration" ■ Fiscal Impact: $190 00 per event for the installation of Road Closed signs by Public Works Staff ■ Recommendation. Council adopt the Draft Resolution establishing a temporary tow-away zone and authorizing the closure of East Mall from EI Camino Real to Palma Avenue, West Mall from EI Camino Real to Lewis Avenue, and Palma Avenue between Entrada and East Mall from 7 00 a.m to 10 00 p m on Saturday, July 11, 2009 for Atascadero Main Street's Great American Holiday celebration [Public Works] 7 PLN 2008-1314 - Dove Creek Commercial Center Amendment - Santa Barbara Road & EI Camino Real (PMB Development Company) ■ Description. Approval would remove the "indoor only' restriction from "farm equipment and supply" uses in the PD-9 overlay zone ■ Fiscal Impact: The proposed project will have a positive fiscal impact on the City by increasing sales tax revenues The store will also serve as an anchor for the Dove Creek Shopping Center and is expected to attract additional retail stores in the future ■ Recommendation. Council adopt on second reading, by title only, Draft Ordinance A amending the zoning code text for Planned Development #12 (Zone Change 2008-0151) to allow outdoor sales for farm equipment and supply establishments based on findings [Community Development] 8. PLN 2099-0997 - Amendment to West Front Villaae - 9002 West Front Road & 9000-9092 Coromar Ct. (Shannon/West Front Villaae, LLC) ■ Fiscal Impact: Based on findings from the Taussig Study, revenue from new residential development including property tax revenues, vehicle licensing fees, sales taxes, and other revenues are insufficient to cover the maintenance and emergency services costs of new development. Based on the revenue projections from the Taussig Study, the City has developed standard conditions of approval for new development projects that require the cost of maintenance and emergency services to be funded by the project through a combination of road assessment districts, landscape and lighting districts, and community facilities districts (Conditions CUP 19 and 20/ TTM 12 and 13) Inclusion of these conditions of approval will mitigate any negative fiscal impact on the City At the March 24, 2009 hearing, the Council voted to amend the conditions of approval to require the developer to maintain the freeway frontage landscaping for a period of two years, rather than in perpetuity Maintenance will then be taken over by the City There will be additional cost to the City to maintain the freeway frontage landscaping after the initial two year period ■ Recommendation. Council adopt on second reading, by title only, the Draft Ordinance approving Zone Code Text Change 2009-0152 (PLN 2099- 0997) amending the PD-23 Overlay District Text consistent with the revised project design based on findings. [Community Development] 9 Edward Byrne Memorial Justice Assistance Grant ■ Fiscal Impact: Receipt and expenditure of $46,100 00 in federal criminal justice grants funds ■ Recommendation. Council approve the Police Department submission of an application to the U S Department of Justice for federal criminal justice funding through the Justice Assistance Grant (JAG) with an award of $46,100 00 [Police] UPDATES FROM THE CITY MANAGER (The City Manager will give an oral report on any current issues of concern to the City Council ) 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 three minutes Please state your name 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. A maximum of 30 minutes will be allowed for Community Forum, unless changed by the Council ) B PUBLIC HEARINGS 1 Atascadero's Tourism Study and Marketing Plan Presented by Carl Ribaudo of the Strategic Marketing Group (SMG) ■ Ex Parte Communications ■ Fiscal Impact; Tourism is included in the Council's goal of growing the City's economy and the pursuit of Economic Development. Funding for marketing plan items will be within currently budgeted funds, and final implementation of action plans will be included as part of the upcoming proposed Budget. ■ Recommendation. Council receive and file the report. [Community Services] C MANAGEMENT REPORTS 1 Approval of City Council Strategic Planning Goals ■ Fiscal Impact: There is no fiscal impact to the approval of these strategic planning goals and consent to the related action plans The Council goals and related action plans, however, are a critical part of the budget process Funding for implementation of the action plans will be included in the proposed 2009-2011 Budget which will be brought before the Council in June ■ Recommendation. Council approve strategic planning goals and consent to related action plans [City Manager] 2. Appointment of City Council ICLEI Liaison ■ Fiscal Impact: There will be no fiscal impact regarding the appointment of the Elected Official Liaison The Council approved a resolution to join ICLEI at the March 24, 2009 City Council meeting The resolution included approval of the $600 membership fee to join ICLEI to use their software and services ■ Recommendation. Council appoint a City Council member as the Elected Official Liaison for ICLEI [Community Development] 3. Budget Plan 2009-2011 ■ Fiscal Impact: There is no fiscal impact concerning this progress report on the City's FY 2009-2011 Budget. ■ Recommendation. Council receive oral report regarding progress on the FY 2009-2011 Budget. [Administrative Services] COUNCIL ANNOUNCEMENTS 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.) D COMMITTEE REPORTS (The following represent standing committees Informative status reports will be given, as felt necessary) Mayor Beraud 1 City/ Schools Committee 2 County Mayors Round Table 3 Finance Committee 4 Homeless Services Governing Board 5 Integrated Waste Management Authority (IWMA) Mayor Pro Tem Fonzi 1 Air Pollution Control District 2 Finance Committee Council Member Clay 1 City/ Schools Committee Council Member Kelley 1 Atascadero State Hospital Advisory Committee 2 Atascadero Youth Task Force Council Member O'Malley 1 Economic Vitality Corporation, Board of Directors (EVC) 2 League of California Cities — Council Liaison and CITIPAC Board Member 3 SLO Council of Governments, Vice President (SLOCOG) 4 SLO Regional Transit Authority, Vice President (SLORTA) 5 Central Coast Regional Water Quality Control Board, Member (RWQCB) E. INDIVIDUAL DETERMINATION AND/ OR ACTION 1 City Council 2 City Clerk 3 City Treasurer 4 City Attorney 5 City Manager F ADJOURNMENT 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. Correspondence submitted at this public hearing will be distributed to the Council and available for review in the City Clerk's office I Victoria Randall, Deputy City Clerk of the City of Atascadero, declare under the penalty of perjury that the foregoing agenda for the April 14, 2009 Regular Session of the Atascadero City Council was posted on April 7, 2009 at the Atascadero City Hall, 6907 EI Camino Real, Atascadero, CA 93422 and was available for public review in the Customer Service Center at that location. Signed this 7th day of April, 2009, at Atascadero, California. Victoria Randall, Deputy City Clerk City of Atascadero City of Atascadero WELCOME TO THE ATASCA DERO CITY COUNCIL MEETING The City Council meets in regular session on the second and fourth Tuesday of each month at 6.00 p.m unless there is a Community Redevelopment Agency meeting commencing at 6:00 p m in which event the Council meeting will commence immediately following the conclusion of the Community Redevelopment Agency meeting Council meetings will be held at the City Hall Council Chambers, 6907 EI Camino Real, Atascadero 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 and are available for public inspection during City Hall business hours at the Front Counter of City Hall, 6907 EI Camino Real, Atascadero, and on our website, www.atascadero.org 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. All documents submitted by the public during Council meetings that are either read into the record or referred to in their statement will be noted in the minutes and available for review in the City Clerk's office Council meetings are video taped and audio recorded, and may be reviewed by the public. Copies of meeting recordings are available for a fee. Contact the City Clerk for more information (470-3400) 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 or the City Clerk's Office, both at (805) 470-3400 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 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 approach the lectern and be recognized. 1 Give your name for the record (not required) 2. State the nature of your business. 3. All comments are limited to 3 minutes. 4 All comments should be made to the Mayor and Council. 5 No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other individual, absent or present 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 SPEAK ON AGENDA ITEMS(from Title 2, Chapter 1 of the Atascadero Municipal Code) 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 lectern If you wish to speak for, against or comment in any way, 1 You must approach the lectern and be recognized by the Mayor 2. Give your name (not required) 3. Make your statement 4 All comments should be made to the Mayor and Council 5. No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other individual, absent or present 6. All comments limited to 3 minutes If you wish to use a computer presentation to support your comments, you must notify the City Clerk's office at least 24 hours prior to the meeting Digital presentations brought to the meeting on a USB drive or CD is preferred. Access to hook up your laptop to the City's projector can also be provided. You are required to submit to the City Clerk a printed copy of your presentation for the record. Please check in with the City Clerk before the meeting begins to announce your presence and turn in the printed copy The Mayor will announce when the public comment period is closed, and thereafter, no further public comments will be heard by the Council ITEM NUMBER. A- 1 DATE. 04/14/09 rnF1 f rit t� es r 191$' r.r ri 1979 CITY OF A TA SCA DERO y CITY COUNCIL DRAFT MINUTES Tuesday, February 10, 2009 City Hall Council Chambers 6907 EI Camino Real, Atascadero, California REGULAR SESSION 6 00 P M. Mayor Beraud called the meeting to order at 6 00 p m and Mayor Pro Tem Fonzi led the Pledge of Allegiance ROLL CALL. Present: Council Members O'Malley, Clay, Kelley, Mayor Pro Tem Fonzi, and Mayor Beraud Absent: None Others Present: City Clerk / Assistant to the City Manager Marcia McClure Torgerson, and Deputy City Clerk Susanne Anshen Staff Present: City Manager Wade McKinney, Assistant City Manager Jim Lewis, Community Development Director Warren Frace, Community Services Director Brady Cherry, Interim Public Works Director Geoff English, City Attorney Brian Pierik, and Police Chief Jim Mulhall APPROVAL OF AGENDA. MOTION By Mayor Pro Tem Fonzi and seconded by Council Member Kelley to approve the agenda. Motion passed 5:0 by a roll-call vote. CC Draft Minutes of 02/10/2009 Page 1 of 12 ITEM NUMBER: A- 1 DATE 04/14/09 A. CONSENT CALENDAR 1 City Council Special Meeting Draft Minutes —January 6, 2009 ■ Recommendation. Council approve the City Council Special Meeting Minutes of January 6, 2009 [City Clerk] 2. City Council Meeting Draft Minutes —January 13, 2009 ■ Recommendation. Council approve the City Council Meeting Minutes of January 13, 2009 [City Clerk] 3. Peoples' Self-Help Housing Homebuyer Education or Foreclosure Prevention Workshops Funding Request ■ Fiscal Impact: $2,020 00 from the In-Lieu Low Income Housing Fund ■ Recommendation. Council authorize the Administrative Services Director to appropriate $2,020 in In-Lieu Low Income Housing Funds for Homebuyer Education or Foreclosure Prevention Workshops [City Manager] 4 Passage of CalPERS Employer Resolution to Tax Defer Member Paid Contributions ■ Fiscal Impact: None ■ Recommendation. Council approve the Draft Resolution allowing member-paid contributions to be tax deferred [City Manager] MOTION By Mayor Pro Tem Fonzi and seconded by Council Member Kelley to approve the Consent Calendar (Item No. A-4. Resolution No 2009-008.) Motion passed 5.0 by a roll-call vote. COMMUNITY FORUM Tom Gaddis, Atascadero Ministerial Association, introduced new member, Robert Campbell, who offered a prayer David Broadwater stated the First Amendment to the Constitution is being ignored by Council Members and urged all meetings be video-taped Joan O'Keefe stated the democratic process and Council Norms are not being followed as demonstrated at last Council meeting and Strategic Planning meeting, and urged audio and/or video-taping of all Council meetings Joanne Main, Atascadero Chamber of Commerce, announced the Empower Hour on February 17, 2009, 7 30 a.m at the Carlton Hotel featuring guest speaker, Assistant City Manager Jim Lewis, and invited everyone to the Monthly Membership Mixer on February 19th at 5 30 p m at Los Padres Bank. CC Draft Minutes of 02/10/2009 Page 2 of 12 ITEM NUMBER A- 1 DATE. 04/14/09 Steve Martin, Atascadero Main Street, announced the Downtown Sweetheart Stroll Saturday from 1 p m to 4 p m , and a new promotion called First Friday featuring restaurant specials Tom Comar spoke of his disappointment in the City Council choosing not to consider updating the Municipal Codes to provide for a public review process Mr Comar read a letter regarding Mayor Beraud's treatment in a public session Mike Brennler stated all public meetings should be recorded so certain public officials cannot behave in a dishonorable fashion, citing examples of Council Member actions in the past. Tom Lewis, Second Vice President, and Jim Wilkins, President, of the Atascadero Historical Society, invited everyone downtown for their open house at the Colony House this Friday from 5 30 p m to 8 30 p m and Saturday 1 p m to 4 p m Bruce Bevins spoke about the anger in the City, and asked the Council Members to make civility a priority Midori Feldman, President Atascadero Democratic Club, announced Sue Harvey will be speaking at their next meeting on the Santa Margarita Ranch issue on Thursday, February 19th, at 7 p m at the Art building at Atascadero Lake Park. Ms Feldman further spoke about following the democratic process, and asked the Council Members to have patience and kindness when dealing with issues Ted Jacobson, California Meridian, stated he feels meetings have improved and appreciates everything Council Members have done Mr Jacobson asked the City Council to clear the air so innuendos that are in the newspaper do not take on a momentum of their own Mayor Beraud closed the Community Forum period. Mayor Beraud stated she had sent an email to Aaron Rios, the developer on the Walmart project, and had sent a copy to the City Manager Wade McKinney She also stated she had sent another email entitled "Atascadero Alert" to constituents Mayor Beraud said she signed both emails as Mayor of Atascadero Because the other Council Members brought this issue up and expressed their concerns at Strategic Planning Workshop, she agreed to rethink using her title, and she has decided to use a disclaimer paragraph on her correspondence stating her emails do not represent the Council as a whole or the policies of the City Mayor Pro Tem Fonzi stated public input is important to the City Council and the Council values citizen input. She further stated raising of hands in support of issues has been loosened to allowing clapping Mayor Pro Tem Fonzi stated she believes clapping is a long-held, American tradition CC Draft Minutes of 02/10/2009 Page 3 of 12 ITEM NUMBER. A- 1 DATE. 04/14/09 Council Member O'Malley stated it is important to remind people that protection of minority opinions is a serious consideration of the Council He also stated that he and Mayor Beraud have now agreed on how they will communicate with each other and the rest of the Council and City Staff Council Member Kelley stated former Planning Commissioner Joan O'Keefe was not present when awards were handed out and thanked her for her service to the City Council Member Clay stated he agreed with Mayor Beraud's idea of the disclosure on emails and his approval of the spontaneity of clapping Mayor Pro Tem Fonzi thanked those members of the audience for speaking out on both sides of issues She stated there is value to taping public meetings B. PUBLIC HEARINGS None C MANAGEMENT REPORTS 1 10-Year Plan to End Homelessness in San Luis Obispo County ■ Fiscal Impact: Endorsement of the Plan involves no financial commitment by the City The only commitment being requested is to participate in the process of implementation of the recommendations and to use the Plan as a guiding document with regard to affordable housing and prevention of homelessness ■ Recommendations. Council 1 Receive the 10-Year Plan to End Homelessness, as prepared under the guidance of the Countywide San Luis Obispo County Leadership Council, and, 2 Endorse the Guiding Principles that underline the Plan as approved by the Leadership Council, and, 3 Utilize the 10-Year Plan and the Guiding Principles as a point of departure in our future efforts, both within cities and among the regional partners, to address and prevent homelessness in the County of San Luis Obispo, and, 4 Designate a Council Member to serve as the City representative in the ongoing collaboration to address and prevent homelessness within the County [City Manager] Dana Lilley, County Planning and Building Department representing the Transition Team, including Dee Torres and Scott Smith, gave the report and answered questions of the City Council Members Mr Lilley provided the City Council Members with a brochure entitled "Path to a Home " (Exhibit A) CC Draft Minutes of 02/10/2009 Page 4 of 12 ITEM NUMBER. A- 1 DATE. 04/14/09 PUBLIC COMMENT John Lauffer, ECOSLO President, 2008, stated he was asked by Supervisor Jim Patterson to develop a position on this 10-year plan He read a letter addressed to Supervisor Jim Patterson on the funding and ECO's position that ending chronic homelessness is more realistic than ending homelessness completely, and urged the Council approve this plan in principle Pearl Munak, Transitional Food & Shelter, urged the Council to vote in favor of this plan as it will make better use of resources She stated as homelessness is on the rise, her organization hopes to work together with all agencies County Supervisor Jim Patterson stated the San Luis Obispo County Supervisors endorsed this Plan and encouraged endorsement along with the six sister cities who have already approved the Plan He stated the Plan will help educate elected officials, administrators and the general public, evaluate services, improve efficiency and become a requirement for Federal funding Cathy Enns, Food Bank Coalition of SLO County, urged endorsement of the Plan as the Plan will bring more food into the hands of the agencies Paul Brown, City of San Luis Obispo, member of Transition Team, said that this Plan sets priorities to accomplish what is most essential Joan O'Keefe asked whether CDBG funds from the County will be impacted, especially funding Atascadero receives from the county She also asked if any of the money given to Good Samaritan to do a study was ever issued Sandy Jack stated his concern with bureaucracy and we may be rushing to make a decision before determining what the costs and impact will be to the citizens of Atascadero Mayor Beraud closed the Public Comment period. Dana Lilley stated Federal funds for case management are not from CDBG funds He also said that to reapply for these funds, the County needs to have a plan in place Council Member O'Malley answered Ms O'Keefe's question stating the funds for the Good Samaritan study have been returned and the Good Samaritan may reapply for funding MOTION By Council Member O'Malley and seconded by Council Member Clay to 1 Receive the 10-Year Plan to End Homelessness, as prepared under the guidance of the CC Draft Minutes of 02/10/2009 Page 5 of 12 ITEM NUMBER A- 1 DATE 04/14/09 Countywide San Luis Obispo County Leadership Council, and, 2. Endorse the Guiding Principles that underline the Plan as approved by the Leadership Council, and, 3. Utilize the 10-Year Plan and the Guiding Principles as a point of departure in our future efforts, both within cities and among the regional partners, to address and prevent homelessness in the County of San Luis Obispo, 4. Designating Mayor Beraud to serve as the City representative in the ongoing collaboration to address and prevent homelessness within the County Motion passed 5.0 by a roll-call vote 2. Staff Authorization to Process Zone Change Application for Colony Inn Hotel Conversion to Residential Care Facility - 3600 EI Camino Real (JP Patel ■ Fiscal Impact: The Administrative Services Department is estimating that the conversion of the hotel to a 75-bed residential care facility would have a negative fiscal impact of at least $154,000 on the City ■ Recommendation. City Council adopt Draft Resolution A withholding staff authorization to process a requested zone change application for the conversion of a 75-room hotel to a residential care facility [Community Development] Community Development Director Warren Frace gave the staff report. EXPARTE • Council Member Kelley met with J P Patel • Mayor Pro Tem Fonzi met with J P Patel on two separate times, once with the City Manager and once with another City Council Member • Council Member O'Malley met with J P Patel and Mayor Pro Tem Fonzi regarding financial implications for the City • Council Member Clay met with J P Patel today Community Development Director Warren Frace answered questions Council PUBLIC COMMENT Randy Dettmer with Dettmer Architecture, stated this is a unique opportunity for the City to provide much needed senior housing to the community, and expressed his concern that the staff report does not paint a favorable picture Mr Dettmer stated assisted CC Draft Minutes of 02/10/2009 Page 6 of 12 ITEM NUMBER. A- 1 DATE. 04/14/09 living is not residential care, but rather senior housing He stated the convenience of the health club and public transportation next to this facility as well as the restaurant, which will provide an ideal dining facility to the project, make the conversion desirable for the City of Atascadero Prakash Patel and J P Patel, applicants, answered questions of the Council Members and addressed the financial impacts of the conversion of the Colony Inn and the future of the new Marriott project on West Front Street. Pearl Munak expressed concern for additional requirements for residential care facilities and hoped they would not be added to all future care facilities Ted Jacobson, one of the owners of the lot where the proposed Marriott would be established, spoke in favor of the applicant and asked the Council to approve the resolution without the Amendment No 2 Sandy Jack spoke in favor of the project as providing services to all citizens of the community Karyn Sturtevant encouraged the Council to approve this project because Mr Patel has two projects that will eventually provide jobs to Atascadero residents Amar Sohi, one of the Holiday Inn Express owners, spoke in favor of the project. He stated we owe it to senior citizens and should not consider the cost of emergency services on this issue He said that he expects the Transient Occupancy Tax loss would be absorbed by other local hotels Ron Rothman expressed his concern that a zoning change would impact entire City, and he would rather see the zoning change only impact this property Bruce Bevins stated the Transient Occupancy Tax could be absorbed by other hotels, and stated seniors in our community would require the same emergency calls wherever they lived Tom Lewis stated he travels 150 miles to see his mother because there is no care facility in Atascadero Mr Lewis stated there would be jobs created, seniors providing business for the health care industry and pharmacies, families traveling to see relatives and the care facility residents would be good consumers Mayor Beraud closed the Public Comment period Mayor Beraud recessed the meeting at 8:47 p.m. Mayor Beraud reconvened the meeting at 9.05 p.m. CC Draft Minutes of 02/10/2009 Page 7 of 12 ITEM NUMBER A- 1 DATE 04/14/09 Council Member Kelley stated public comment brought forth issues he had not thought about and agreed with the serious need for this type of facility He also said that the TOT will most likely be absorbed by the other hotels, and he favors the plan Mayor Pro Tem Fonzi asked if all the zoning would be impacted by this change Community Development Director Warren Frace stated whatever change is made will impact the entire district; however, staff is recommending a planned development overlay thereby controlling the number of future conversions Mayor Pro Tem Fonzi stated this will not be revenue neutral, the City will lose TOT if approved, however, she acknowledged the City's need for this facility She stated that she would like more information on CFD fees, Fire Department impacts, and jobs coming from the project. She stated her preference to continue this matter until staff has more details Council Member O'Malley stated there is no doubt about the declining use of the building as a hotel and he would like to maximize the utility of the property He stated he would like to review the PD process to preserve commercial property He also said that although he would like to see both projects go forward, he wants to see some additional commitment on the Front Street (Marriott) project City Attorney Brian Pierik stated his opinion that legally there is no nexus between the two projects, and the Council cannot condition one zone change for conversion on the other project, nor could Council require the applicant pay the franchise fee on the Marriott project. Council Member Clay asked staff if the Council needs to make this site specific so the zoning of other areas are not changed Community Development Director Warren Frace state it could not be made site specific, and it will impact the entire district; however, if they require a planned development overlay for any residential care facility in the commercial zone, it would require all of the same type of projects to come back to the City Council for approval Mayor Beraud stated she supports staff's efforts to do their job by advising the Council of the economic impacts, however, she has difficulty with compatibility with other commercial uses south of the project. She said the Council needs to consider 20 years out rather than just the next three years PUBLIC COMMENT REPOPENED- Council Member Kelley asked Mr Prakash and Mr Patel what their time frame would be to start. CC Draft Minutes of 02/10/2009 Page 8 of 12 ITEM NUMBER A- 1 DATE 04/14/09 Mr Prakash stated it would be one year after that; however, even if the Best Western flag is gone, they would be still renting as an independent hotel Mayor Beraud closed the Public Comment period. MOTION By Mayor Pro Tem Fonzi that the City Council continue this item to get more information from staff regarding the community facilities district fees and boundaries, the jobs that would be lost or created, and, in particular, the time- frame from development and conversion, and the licensing process for assisted living facilities There was additional Council discussion on the motion Council Member O'Malley suggested Mayor Pro Tem Fonzi modify her motion to take away the study option, which is up to the applicant, and leave Item Nos 2 and 3, the PD and using existing fees, if that would be acceptable MOTION By Mayor Pro Tern Fonzi and seconded by Council Member O'Malley to adopt Draft Resolution B authorizing staff to process a zone change to allow for the conversion of an existing hotel to a residential care facility on APN 049-211-058, 059 with Condition Nos. 2 and 3, and eliminating Condition Nos. 1 and 4 from said resolution. (Resolution No. 2009-009 ) Motion passed 4.1 by a roll-call vote. (Mayor Beraud opposed.) 3. Creation of the Office of Economic Development ■ Fiscal Impact: It is anticipated the Office of Economic Development will create a net positive fiscal impact to the City The Office will increase City revenues by stimulating economic growth, while costs associated with the creation of the Office, such as staff time and printing costs, are already included in current budget levels ■ Recommendation. Council review and comment on a presentation by staff providing an overview of the Office of Economic Development. [City Manager] Assistant City Manager Jim Lewis gave the staff report. PUBLIC COMMENT Sandy Jack commended the staff on this outstanding work. Mayor Beraud closed the Public Comment period. CC Draft Minutes of 02/10/2009 Page 9 of 12 ITEM NUMBER A- 1 DATE 04/14/09 The Council commended staff on being proactive on their top priority The Council received and filed the report. 4 Request by San Luis Obispo County Board of Supervisors (SLOBOS) for Consent to Create a San Luis Obispo County Tourism Business Improvement District (SLOCTBID) ■ Fiscal Impact: If the BID passes, total City of Atascadero BID revenues are estimated to be $80,000 - $100,000 annually Half of this would be spent on county-wide marketing efforts, while the other half would be for City of Atascadero marketing efforts ■ Recommendation. Council adopt the Draft Resolution, authorizing the San Luis Obispo Board of Supervisors to create the San Luis Obispo County Tourism Business Improvement District (SLOCTBID), and granting the San Luis Obispo Board of Supervisors jurisdiction for all the purposes in connection with creation and operation of the proposed SLOCTBID, with input from the lodging businesses and participating cities [Community Services] Council Member O'Malley announced due to the fact that he owns property that could be impacted in the future on this issue, he would recuse himself on this issue He then left the chambers Community Services Director Brady Cherry gave the staff report. Community Services Director Brady Cherry and City Manager Wade McKinney answered questions of the City Council members PUBLIC COMMENT None Mayor Beraud closed the Public Comment period MOTION By Mayor Pro Tem Fonzi and seconded by Council Member Kelley to table the matter at this time. Motion passed 4.0 by a roll-call vote. (Council Member O'Malley recused himself) Council Member O'Malley returned to the Council Chambers. 5. Wrestling Bacchantes — Location Selection Process ■ Fiscal Impact: Funding will be needed to administer the process and to complete an engineer's estimate of the construction cost for the various display options suggested The 2007-2009 Budget currently has $51,980 00 that is unencumbered for the Project. If additional funding for CC Draft Minutes of 02/10/2009 Page 10 of 12 ITEM NUMBER A- 1 DATE 04/14/09 the selected display is necessary, staff will bring it back to Council to determine which projects should be reduced, deleted, or postponed ■ Recommendation. Council endorse the location selection process and provide decision parameters relevant to the future placement of the Wrestling Bacchantes [Public Works] Interim Public Works Director Geoff English gave the staff report and answered questions of the City Council members PUBLIC COMMENT Tom Lewis, Atascadero Historical Society, said that he would like to have input or serve on a committee He suggested some historic locations the Sunken Gardens close to EI Camino Real, across the Street on the Mall, and the area formerly known as Mercantile Plaza. Chuck Ward stated, as a chemical engineer and world traveler, statues out in the open can be kept clean with chemical polymers making it bird-, mold-, and graffiti-proof He also stated the issue of security would be the same as with the Veterans' Memorial and security cameras offer a deterrent. Mr Ward did not favor a gazebo Mayor Beraud closed the Public Comment period. MOTION By Council Member Kelley and seconded by Council Member O'Malley to 1 Place the Wrestling Bacchantes statue in the Sunken Gardens, 2. To have the Historical Society and Ethos give input to the City's Parks & Recreation Department on the presentation enhancements and preservation, 3. Notice a public hearing for community input; and 4. Return to the City Council with all recommendations. Motion passed 5:0 by a roll-call vote COUNCIL ANNOUNCEMENTS AND REPORTS Mayor Beraud announced a proposed disclaimer for emails and asked the City Attorney Brian Pierik if he feels this disclaimer would be appropriate City Attorney Brian Pierik stated he has not yet prepared an opinion Council Member Clay stated regarding disclaimers, that he uses "citizen Jerry Clay" in communications, and was disappointed with some negative comments during Community Forum CC Draft Minutes of 02/10/2009 Page 11 of 12 ITEM NUMBER A- 1 DATE. 04/14/09 Council Member Kelley stated the public has over-exaggerated what happened and it was his impression that Council Member O'Malley had apologized and Mayor Beraud had accepted Council Member O'Malley said he did not apologize, stating his discussions with Mayor Beraud and her husband seemed to work out any conflict. Council Member O'Malley stressed that Strategic Planning is to work out these issues under Council Norms Mayor Beraud stated she still would appreciate an apology for having been pushed to the point of having had to leave the room Council Member O'Malley stated it was important to review his concerns and felt he acted calmly in reviewing statements from Mayor Beraud's letters under Council Norms He stated reviewing the Council Norms would be helpful Mayor Pro Tem Fonzi requested we also include whether meetings are tape recorded Council Member Clay stated people were discussing incidents that went back two years Council Member Clay stated he did not get apology from Mayor Beraud for requesting someone be in the room when they met, and stated this was a little thing and she did not need to apologize City Attorney Brian Pierik stated this discussion is beyond the scope of Council Comments and advised having Council Norms agendized at a future meeting Mayor Pro Tem Fonzi asked the City Attorney if it would be appropriate to take an issue such as the one held during Strategic Planning and discuss it in a closed session City Attorney Brian Pierik stated it would not be appropriate E. INDIVIDUAL DETERMINATION AND/OR ACTION None F ADJOURNMENT 1057 p m Mayor Beraud adjourned the meeting at 10.57 p m to the next regularly-scheduled meeting of the City Council MINUTES PREPARED BY Susanne Anshen, Deputy City Clerk Exhibit A San Luis Obispo Countywide 10-Year Action Plan to End Homelessness—"Path to a Home" brochure CC Draft Minutes of 02/10/2009 Page 12 of 12 ITEM NUMBER. A-2 DATE 04/14/09 r'nFMFF r it x1879 CITY OF A TASCADERO CITY COUNCIL DRAFT MINUTES Tuesday, February 24, 2009 City Hall Council Chambers 6907 EI Camino Real, Atascadero, California REGULAR SESSION 6 00 P M. Mayor Beraud called the meeting to order at 6.00 p m and Council Member Clay led the Pledge of Allegiance ROLL CALL. Present: Council Members O'Malley, Clay, Kelley, Mayor Pro Tem Fonzi, and Mayor Beraud Absent: None Others Present: City Clerk / Assistant to the City Manager Marcia McClure Torgerson, and Deputy City Clerk Susanne Anshen Staff Present: City Manager Wade McKinney, Assistant City Manager Jim Lewis, Community Development Director Warren Frace, Community Services Director Brady Cherry, Interim Public Works Director Geoff English, City Attorney Brian Pierik, and Chief of Police Jim Mulhall APPROVAL OF AGENDA. MOTION By Council Member Kelley and seconded by Council Member Clay to approve the agenda with the addition of a brief statement by Council Member O'Malley prior to the Community Forum Motion passed 5.0 by a roll-call vote. CC Draft Minutes 02/24/09 Page 1 of 12 ITEM NUMBER A-2 DATE 04/14/09 PRESENTATION 1 FBI Presentation to Police Chief Jim Mulhall Kevin Miles, Senior Special Agent with the San Luis County Bomb Task Force presented a plaque to Police Chief Jim Mulhall for his years of service (1985 to 2008) on the San Luis Obispo County Bomb Task Force from the Federal Bureau of Investigation A. CONSENT CALENDAR 1 Supplemental Law Enforcement Services Fund ■ Fiscal Impact: No fiscal impact to the General Fund ■ Recommendation. Council approve the 2008/2009 Supplemental Law Enforcement Services Fund (SLESF) expenditure plan in the amount of $100,000 00 [Police] 2. Waste Water Collection System Infrastructure Repair Projects — Request for Appropriation ■ Fiscal Impact: $200,000 of Wastewater Fund reserves toward sanitary sewer manhole rehabilitation and sewer-line trench settling projects ■ Recommendation. Council authorize the Administrative Services Director to allocate $200,000 in Wastewater Funds toward sanitary sewer manhole rehabilitation and sewer-line trench settling projects [Public Works] Mayor Pro Tem Fonzi asked to pull Item No A-1 from the Consent Calendar MOTION By Council Member Clay and seconded by Mayor Pro Tem Fonzi to approve Item No A-2 on the Consent Calendar Motion passed 5.0 by a roll-call vote Item #A-1 Mayor Pro Tem Fonzi stated she was very pleased to see that the City was getting automatic external defibrillators, which can mean the difference between life and death on emergency calls MOTION By Mayor Pro Tem Fonzi and seconded by Council Member Clay to approve Item No A-1 on the Consent Calendar Motion passed 5.0 by a roll-call vote Council Member O'Malley expressed his concern that some of his frustration over the last couple years carried over to his current City Council relationships and apologized to Ellen Beraud for projecting that frustration on to her Council Member O'Malley stated CC Draft Minutes 02/24/09 Page 2 of 12 ITEM NUMBER A-2 DATE. 04/14/09 in the future he would prefer to work together to improve the decision-making process and accomplish great things for the community Mayor Beraud accepted Council Member O'Malley's apology Council Member Kelley thanked both Council Member O'Malley and Mayor Beraud with his hope we can go forward in a positive manner COMMUNITY FORUM Marsha Alter with Plein Air Poets stated they have recently published a book entitled, Poems for Endangered Places and presented a copy to each City Council Member Jane Elsdon shared a poem from the book called "Natural Pleasures " Lee Perkins spoke of the June 12, 2007 meeting wherein Council Member Clay asked Tom Comar what his marital status was and her inability to get this issue on the City Council agenda to establish a remedy process for these issues Ray Johnson, representing A Better Atascadero, stated civil discussion is the best way to approach decisions, and complimented the City Council and staff for streamlining the permit process Joan O'Keefe stated the Constitution recognizes the right of the minority to have a voice She also stated there will be a net loss of Transient Occupancy Tax to the City if J P Patel is allowed to convert the Colony Inn hotel to senior living Steve Martin, Atascadero Main Street Association, said the Sweetheart Stroll on Valentine's Day was wonderful and had a good turnout. Mr Martin thanked the City Council for the streetscape improvements downtown Mr Martin also announced upcoming summer events David Broadwater restated his request for videotaping and broadcasting all City Council meetings Mr Broadwater read a letter regarding when the Atascadero Municipal Code has been violated with no resolution or investigation Mr Broadwater stated he was unaware of a vote or policy change to allow clapping, and asked when the decision was made and who made the policy change (Exhibit A) Jim Shannon spoke about the same negative people speaking at every City Council meeting, and his preference to hear more positive comments about Atascadero Mike Brennler stated loud, boisterous displays, particularly when citizens are voicing opinions during public comment periods, are extremely intimidating to others Bruce Bevins with Vision Atascadero, read a statement from Mike Latner who could not attend regarding the Council discourse, stating incivility and the tense atmosphere keeps people from attending meetings CC Draft Minutes 02/24/09 Page 3 of 12 ITEM NUMBER A-2 DATE. 04/14/09 Tino Santos spoke about the audience clapping during meetings and asked when and who decided people could no longer clap Joanne Main, Atascadero Chamber of Commerce, announced a workshop by the author of It's Not The Big That Eat The Small, But The Fast That Eat The Slow, Laurence Hauton on March 10, 2009, 7 30 am to 11 am at a cost of $30 per person Joanne Main stated it was very heartening to hear the City Council has put differences behind them Mike Zappas stated the old City Hall has been neglected too long and requested the City Council provide updates at their meetings to give citizens a sense of movement on the project and a public input forum on possible uses Madelyn McDaniel spoke about the Sweetheart Stroll event by the Main Street Association as a great event that was well-attended She also stated she appreciated the Council meeting's polite audience and the great job done by the City Council Members and the Mayor Al Fonzi, Vice Chairperson for the Atascadero Memorial Foundation, announced the Atascadero News has given permission for the distribution, for free, of an evening photo of the Memorial, and presented the City with a framed copy of the photograph Mayor Bdraud closed the Community Forum period. Mayor Beraud stated there is no policy on clapping during City Council meetings which is decided by the Mayor, and reminded people to be respectful The other members of the City Council supported this comment. Mayor Beraud asked the City Manager when there will be an update on the City Hall building City Manager Wade McKinney stated there may not be enough to report at each City Council meeting, but currently staff has an update planned for March 12, 2009, and announcement will to go out soon B PUBLIC HEARINGS 1 2009 Community Development Block Grant Allocation ■ Ex Parte Communications ■ Fiscal Impact: Available funds are estimated at $183,000 for the 2009 cycle and $88,644 in reallocated prior year funds for total funding available estimated to be $271,644 ■ Recommendation. City Council forward to the County Board of Supervisors allocation recommendations for the 2009 Community Development Block Grant (CDBG) funds [Public Works] CC Draft Minutes 02/24/09 Page 4 of 12 ITEM NUMBER A-2 DATE. 04/14/09 Interim Public Works Director Geoff English gave the staff report and answered questions of the City Council Members EXPARTE • Council Member O'Malley spoke with the Director for the North County Women's Resource, with members of Big Brothers and Big Sisters, and members of People's Self Help Housing Council Member O'Malley stated he serves on the local Board of Directors for ECO and the EI Camino Homeless Association, and asked the City Attorney Brian Pirek if he could participate on this due to this position on the private non-profit board City Attorney Brian Pierik stated he could participate as the position is an unpaid position • Mayor Pro Tem Fonzi stated she met with the head of Peoples' Self-Help Housing and ECO, but has not discussed this item PUBLIC COMMENT Joan O'Keefe would like the funds to get out to the public and expressed concern that Transitional Food and Care did not receive a grant for their services Ms O'Keefe asked to have them considered in the future Barbara Wiemann with Loaves and Fishes expressed thanks for assistance through the CDBG funds Mike Hedges, EI Camino Homeless Association, thanked the City for considering helping the homeless and stated this money will be well-spent. Mayor Bdraud closed the Public Comment period. MOTION By Council Member O'Malley and seconded by Council Member Clay to forward to the County Board of Supervisors allocation recommendations for the 2009 Community Development Block Grant (CDBG) funds. Motion passed 5.0 by a roll-call vote. Mayor Bdraud recessed the meeting at 7.02 p.m. Mayor Beraud reconvened the meeting at 7.09 pm CC Draft Minutes 02/24/09 Page 5 of 12 ITEM NUMBER A-2 DATE. 04/14/09 C MANAGEMENT REPORTS 1 Economic Development Strategy— Report of Findings ■ Fiscal Impact: None ■ Recommendation. Council receive an initial report of findings from Applied Development Economics and provide feedback on the report. [City Manager] Assistant City Manager Jim Lewis introduced Doug Svensson with Applied Development Economics, who gave the progress report for the Atascadero Economic Development Plan and answered questions of the City Council Members PUBLIC COMMENT Ray Wiemann suggested a wine museum would tie together with tourism and the old City Hall would be a great location Mr Wiemann listed what could be displayed in a wine museum. Mr Wiemann also remarked on the green curriculum developed by John Miron at the Atascadero High School tying in with the green jobs development (Exhibit B) Ray Johnson stated we need to tap into the Internet to take advantage of the Internet's capacity to grow our retail sales Bruce Bevins was impressed with ADE's report stating ADE has addressed the quality of life in Atascadero in their study Mr Bevins stated economic development will provide for police, fire and roads, but the quality of life needs to be at the top of our goal list. Len Colamarino stated ADE's analysis was very probing and the word "authenticity" is an asset Atascadero exemplifies Mr Colamarino stated the analysis is very forward- looking and takes advantage of Atascadero's past for branding Michelle Diro discussed the article in this month's Sunset magazine entitled "20 of the Best Small Towns" and read a passage about self-reinvention and community She stated we need to try to attract restaurants that are not usually found in the county, or a public market and things that are unique and earth-friendly Chuck Ward, Atascadero Veterans' Memorial Foundation, stated the Memorial needs to be included as the No 1 tourist attraction in Atascadero Mr Ward mentioned Sam Blakeslee's Bill to establish the area along the Highway from North of Paso Robles to San Luis Obispo as part of the Purple Heart Trail and the center gemstone for that trail is our Veterans' Memorial, bringing hundreds of veteran tourists to Atascadero Mike Manchak, Economic Vitality Corporation, congratulated ADE, the City and the staff for taking the City where it needs to be with this plan He stated there are indirect CC Draft Minutes 02/24/09 Page 6 of 12 ITEM NUMBER A- 2 DATE. 04/14/09 benefits for this City to be so close to Paso Robles in regard to the companies, jobs and taxes that can come from the wine industry Mr Manchak stated that there will be a partnership with PG&E that will be announced soon that will help businesses save money and the City could create many jobs in the renewable sector Finally, he announced this Friday, here at 9 am, the EVC will co-host an event for the first Space Center in the state that will be near Vandenberg Air Force Base, which will spark science and math in kids and create some tourism dollars Ann Hatch stated we have the ability to build our community without Federal funds, such as was done at the Veterans' Memorial She stated the Highway 41 corridor needs to be established as a tourism and services magnet as it is a gateway to the beach Finally, she stated we need family sustainability programs Joan O'Keefe asked about the focus of nodes and how they are going to be different than the existing centers along EI Camino Real Ms O'Keefe asked for more information on concentration of the downtown, and if the consultant said we need more lodging Mike Brennler said he appreciated the work of ADE on this report and supports revitalizing downtown Mr Brennler stated the City needs to accomplish projects in a more timely manner, such as the Printery, which needs to be protected Jim Patterson, San Luis Obispo County Supervisor, stated he was confused as to what the consultant's strategy was in regard to consolidating the strip development and focusing on the downtown, and developing major centers south of the downtown Also, Mr Patterson stated the need for recreational opportunities and the need to emphasize Atascadero's natural assets Joanne Main, Atascadero Chamber of Commerce, commended ADE's report and asked if zoning would be changed to implement the recommendations She also asked when the action plan is developed, that ADE be allowed to be creative and open to new ideas for this community Jonni Biaggini, former CEO of the San Luis Obispo County Visitors and Conference Bureau, spoke about Atascadero's natural assets, which should be considered when the brand is developed She warned that Atascadero must be careful not to use branding already in use Scott Martin spoke of some of the terms in the report not accurately describing the economic situation and the need to provide local residents with a way to get around their town safely; encouraging people to get out of their cars Mr Martin stated "authentic" does not mean we cannot change Jay DeCu stated ADE did a great job letting us know where consumer dollars are going and spoke about our need to provide recreation for our youth through sports parks because recreation tourism is huge CC Draft Minutes 02/24/09 Page 7 of 12 ITEM NUMBER. A-2 DATE 04/14/09 Tom Lewis, Atascadero Historical Society, stated they will do their share to preserve and enhance the authenticity and history of Atascadero Mayor Beraud closed the Public Comment period. Mayor Beraud recessed the meeting at 8:58 p.m. Mayor Bdraud reconvened the meeting at 9.10 p.m. The City Council Members spoke in favor of the ideas offered by the public such as the wine museum and public marketplace They offered suggestions to Mr Svensson (ADE) to focus on transit needs, recreational venues, the Veterans' Memorial, Stadium Park, the Zoo, and Lake Park Pavilion as well as downtown when finalizing the economic development plan The Council Members thanked Applied Economic Development and the public for their comments and input. MOTION By Mayor Pro Tem Fonzi and seconded by Council Member O'Malley to receive the initial report of findings from Applied Development Economics. Motion passed 5.0 by a roll-call vote. 2. Adoption of Mission Statement for the City of Atascadero ■ Fiscal Impact: None ■ Recommendation. Council adopt the Draft Mission Statement for the City of Atascadero [City Manager] City Manager Wade McKinney gave the staff report and answered questions of the City Council Members PUBLIC COMMENT Paul Schaeffer recommended not leaving out responsiveness to community Mayor Bdraud closed the Public Comment period. MOTION By Council Member O'Malley and seconded by Council Member Clay to adopt the Draft Mission Statement for the City of Atascadero CC Draft Minutes 02/24/09 Page 8 of 12 ITEM NUMBER- A-2 DATE. 04/14/09 Council Member Kelley suggested the Mission Statement be placed on the wall at City Hall The Council Members all agreed they would also like it on the City's website and the back of the Council Members' business cards when they are reprinted MOTION By Council Member O'Malley and seconded by Council Member Clay to adopt the Draft Mission Statement for the City of Atascadero, and to have the Mission Statement Posted in City Hall, on the City's Website, and on the back of the City Council business cards when they are reprinted. Motion passed 5.0 by a roll-call vote. 3. Council Norms and Procedures 2009 — Consideration of Amendments ■ Fiscal Impact: None ■ Recommendation. Council 1 Review Council's suggested changes from Strategic Planning Workshop of January 29, 2009, amend if desired, and approve the Council Norms and Procedures 2009, and, 2 Give direction regarding revisions, if any, to the Council Norms with regard to electronic communications by Council Members [City Manager] City Clerk / Assistant to the City Manager Marcia McClure Torgerson gave the staff report. City Manager Wade McKinney, City Clerk / Assistant to the City Manager Marcia McClure Torgerson, and City Attorney Brian Pierik answered questions of the City Council Members PUBLIC COMMENT Midori Feldman asked if the Resolution still exists even if it is removed from the Council Norms and Procedures, and why is it being removed in the middle of the year Mike Brennler asked for a clarification on wording in the Norms concerning citizen recourse David Broadwater pointed out Council Norms deal with interaction of Council and staff, but not treatment of the public He recommended a Council Norm that had to do with treating the public with respect and to encourage participation Mayor Beraud closed the Public Comment period. City Clerk / Assistant to the City Manager Marcia McClure Torgerson explained that the Council had asked that the reference to the mayor selection Resolution be removed from the Council Norms and be reconsidered at a future Council meeting She explained that the Resolution will still exist; it will just not be listed in the Council Norms CC Draft Minutes 02/24/09 Page 9 of 12 ITEM NUMBER A-2 DATE 04/14/09 Council Member O'Malley pointed out Norms have not been changed in a number of years, and may not have much value There were reasons for deciding to rotate as mayor, which may no longer exist as well MOTION By Council Member Clay and seconded by Council Member Kelley to approve the amended Council Norms and Procedures 2009 Motion passed 5.0 by a roll-call vote. City Attorney Brian Pierik gave the staff report on Item No C-3(2) and discussed the use of communications (e-mails and websites) and the Brown Act rules regarding attending meetings City Attorney Brian Pierik and City Manager Wade McKinney answered questions of the City Council Members PUBLIC COMMENT Ray Wiemann stated this issue has been adequately addressed by the disclaimer He feels including this in Council Norms could go so far as to inhibit communication with constituents Mike Brennler favored newsletters to constituents Mr Brennler again asked if the Norms are breached, what the recourses are for a citizen David Broadwater spoke on what communications would not be a violation of the Brown Act. Midori Feldman thanked the Council Members for mending fences She stated she appreciates Atascadero Alerts as they prompted her to get involved and they did not solicit or state positions Bill Schaeffer stated in regard to Atascadero Alerts, he encouraged Council Members to reach out to the public for information which gets the public to attend and participate Mayor Beraud closed the Public Comment period. The Council Members held a discussion on fair communication and their desire to have all city meetings video- and/or audio-taped whenever feasible City Attorney Brian Pierik stated he feels staff has enough direction to come back to the Council at a future meeting with some appropriate language CC Draft Minutes 02/24/09 Page 10 of 12 ITEM NUMBER. A-2 DATE 04/14/09 MOTION By Mayor Pro Tem Fonzi and seconded by Council Member Kelley and to request staff review the policy of audio taping or videotaping all Council meetings whenever feasible and direct staff to come back with appropriate wording Motion passed 5:0 on a roll-call vote. MOTION By Council Member Clay and seconded by Council Member O'Malley to proceed with the City Council meeting past 11 00 p.m Motion passed 5.0 on a roll-call vote. Mayor Beraud asked if the Council Members wanted to open a discussion on the suggestions on how to deal with electronic communications Council Member O'Malley suggested the Mayor review this with staff City Manager Wade McKinney stated staff will work on some draft Norms and bring it back to the City Council COUNCIL ANNOUNCEMENTS AND REPORTS Council Member Clay complimented the Council Members for their commitment to the community and noted they are all hard-working D COMMITTEE REPORTS Council Member O'Malley will attend the EVC meeting where the topic will be the agricultural industry as the County is looking at banning events at wineries At the last executive meeting of the EVC he mentioned the Economic Development presentation made by Assistant City Manager Jim Lewis, and the County Board would like to hear this presentation Council Member O'Malley stated the California League of Cities is working on some events, one on May 1, 2009, with golf in the afternoon and dinner with key speakers in the evening Also, he reported the Annual Conference will be in San Jose on September 16 to 19 Council Member O'Malley reported the San Luis Obispo Regional Transportation Authority meeting is this Friday at 8 30 a.m to 1 00 p m at the San Luis Obispo County Library where some major funding decisions will be made in the next six months CC Draft Minutes 02/24/09 Page 11 of 12 ITEM NUMBER. A-2 DATE. 04/14/09 E. INDIVIDUAL DETERMINATION AND/OR ACTION Mayor Pro Tem Fonzi asked Assistant City Manager Jim Lewis about Colony Square and thanked him for his presentation at the Empower Hour Assistant City Manager Jim Lewis reported Mission Community Bank is lining up partner banks, that both loans have been approved, and they are working on underwriting Community Development Director Warren Frace stated staff has been notifying people with permits they can extend them by paying their outstanding plan-check fees He stated the deadline is this Friday, February 27, 2009 Mr Frace stated we have collected over $140,000, exceeding expectations, and a staff report will be brought to Council in late March or early April Council Member Clay asked about a payment program for some who do not have the entire fee at this time, and Mr Frace stated staff will come back to the City Council for potential alternatives F ADJOURNMENT 11 15 p.m. MINUTES PREPARED BY Susanne Anshen, Deputy City Clerk The following exhibits are available for review in the City Clerk's office Exhibit A-Letter from David Broadwater dated February 24, 2009 Exhibit B- Mr Ray Wiemann's list of displays for a wine museum CC Draft Minutes 02/24/09 Page 12 of 12 ITEM NUMBER A-3 DATE 04/14/09 leis _. a ie e Atascadero City Council Agenda Report - Public Works Department Temporary Road Closure Atascadero Main Street and Community Link Cinco de Mayo RECOMMENDATION Council adopt the Draft Resolution establishing a temporary tow-away zone and authorizing the closure of East Mall from EI Camino Real to Palma Avenue and Palma Avenue between East and West Mall from 7 00 a.m to 7 00 p m on May 2, 2009 for an event sponsored by Atascadero Main Street and Community Link. DISCUSSION The requested closure, as indicated on the attached map, is for a Cinco de Mayo celebration sponsored by Atascadero Main Street and Community Link. FISCAL IMPACT $190 00 per event for the installation of Road Closed signs by Public Works Staff ATTACHMENTS Road Closure Map Draft Resolution ITEM NUMBER. A-3 DATE. 04/14/09 ,q 5 •'t R � � f {$QQ K ti I�.el i xi �k A w a� F, Saturday, May 2, 2009 700am - 700pm Cinco de Mayo Requested Closure ITEM NUMBER A-3 DATE 04/14/09 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADER09 CALIFORNIA ESTABLISHING A TEMPORARY TOW-AWAY ZONE AND STREET CLOSURE BE IT RESOLVED by the City Council of the City of Atascadero that the following street will be closed at the times indicated and that a tow-away zone will be established during the hours of closure for use by Atascadero Main Street and Community Link: SATURDAY MAY 2,'2009 FROM 7:00 A.M. TO 7:00 P.M. Palma Avenue from East Mall to West Mall East Mall from El Camino Real to Palma Avenue PASSED AND ADOPTED at the regular meeting of the City Council of the City of Atascadero held on the 14th of April, 2009 ATTEST CITY OF ATASCADERO Marcia McClure Torgerson, C.M.C. City Clerk Ellen Beraud,Mayor APPROVED AS TO FORM. Brian A. Pienk, City Attorney ITEM NUMBER A-4 DATE 04/14/09 ieia _ ■ is e7e7 Atascadero City Council Agenda Report - Public Works Department Temporary Road Closure Atascadero Bible Church RECOMMENDATION Council adopt the Draft Resolution establishing a temporary tow-away zone and authorizing the closure of Palma Avenue from East Mall to West Mall on Friday, May 15, 2009, from 12 00 p m to 11 00 p m for an event sponsored by Atascadero Bible Church DISCUSSION The Community Services Department has approved rental of the Sunken Gardens to the Atascadero Bible Church on Friday, May 15, 2009 The applicant is requesting the closure of Palma Avenue from East Mall to West Mall to allow for the placement of a stage To allow time for set-up prior to the event, the applicant is requesting closure from 12 00 p m to 11 00 p m This closure will have minimal impact to traffic circulation FISCAL IMPACT $190 00 for the installation of Road Closed signs by Public Works Staff The road closure costs will be paid by the applicant. ATTACHMENTS Road Closure Map Draft Resolution ITEM NUMBER A-4 DATE 04/14/09 3 y5 "S J. 'a is REQUEST FOR ROAD CLOSURE PALMA AVENUE FROM EAST MALL TO WEST MALL FRIDAY, MAY 155 2009 - 12:00 P M. TO 11 :00 P.M. ITEM NUMBER A-4 DATE 04/14/09 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO, CALIFORNIA ESTABLISHING A TEMPORARY TOW-AWAY ZONE AND STREET CLOSURE BE IT RESOLVED by the City Council of the City of Atascadero that the following street will be closed at the times indicated and that a tow-away zone will be established during the hours of closure for use by Atascadero Bible Church FRIDAY, MAY 15, 2009, 12.00 P.M. TO 11.00 P.M. Palma Avenue from East Mall to West Mall PASSED AND ADOPTED at the regular meeting of the City Council of the City of Atascadero held on the 14th of April, 2009 ATTEST CITY OF ATASCADERO Marcia McClure Torgerson, C.M.0 , City Clerk Ellen Beraud, Mayor APPROVED AS TO FORM. Brian A. Pienk, City Attorney ITEM NUMBER A-5 DATE 04/14/09 1918 ■ 1978 Atascadero City Council Agenda Report - Public Works Department Temporary Road Closure American Cancer Society Relay for Life RECOMMENDATION Council adopt the Draft Resolution, establishing a temporary tow-away zone and authorizing the closure of Palma Avenue from East Mall to West Mall from 6 00 p m on May 29, 2009, through 12 00 p m on May 31, 2009, for the American Cancer Society Relay for Life event. DISCUSSION The Community Services Department has approved the use of the Sunken Gardens for the American Cancer Society's Relay for Life The applicant is requesting the closure of Palma Avenue from East to West Mall FISCAL IMPACT The applicant will pay the $190 00 fee for the installation of Road Closed signs by Public Works Staff ATTACHMENTS Road Closure Map Draft Resolution ITEM NUMBER A.s DATE 04/14/09 : . « a IFLOAD + \ CL � . , :« REQUEST FOR ROAD CLOSURE PALMA AVENUE FROM EAST MALL TO WEST MALL AMERICAN CANCER SOCIETY RELAY FOR LIFE 6|00 P.M. MAY 29TH TH RU 12|00 P.M. MAY 31ST92009 ITEM NUMBER A-5 DATE. 04/14/09 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO, CALIFORNIA ESTABLISHING A TEMPORARY TOW-AWAY ZONE AND STREET CLOSURE BE IT RESOLVED by the City Council of the City of Atascadero that the following street will be closed at the times indicated and that a tow-away zone will be established during the hours of closure for use by the American Cancer Society- 6:00 ociety6:00 P.M. MAY 29, 2009 THROUGH 12:00 P.M. MAY 31, 2009 Palma Avenue from East Mall to West Mall PASSED AND ADOPTED at the regular meeting of the City Council of the City of Atascadero held on the 14th of April, 2009 ATTEST CITY OF ATASCADERO Marcia McClure Torgerson, C.M.0 City Clerk Ellen Beraud, Mayor APPROVED AS TO FORM. Brian A. Pienk, City Attorney ITEM NUMBER. A-6 DATE. 04/14/09 e ■e r e Isis Atascadero City Council Agenda Report - Public Works Department Temporary Road Closure Atascadero Main Street "Great American Holiday Celebration" RECOMMENDATION Council adopt the Draft Resolution establishing a temporary tow-away zone and authorizing the closure of East Mall from EI Camino Real to Palma Avenue, West Mall from EI Camino Real to Lewis Avenue, and Palma Avenue between Entrada and East Mall from 7 00 a.m to 10 00 p m on Saturday, July 11, 2009 for Atascadero Main Street's Great American Holiday celebration DISCUSSION Main Street is requesting the closure of East Mall and West Mall from EI Camino Real to Palma Avenue and Palma Avenue between East Mall and West Mall from 7 00 a.m to 1000 pm on Saturday, July 11, 2009 Because the request includes the intersections, additional closures are required on West Mall from Palma to Lewis Avenue and on Palma Avenue from West Mall to Entrada as indicated on the map FISCAL IMPACT $190 00 per event for the installation of Road Closed signs by Public Works Staff ATTACHMENTS Road Closure Map Draft Resolution ITEM NUMBER A-6 DATE 04/14/09 Atr a" ihdV.. •a � 4 a ' Saturday, July 11 t", 2009 700am - 1000pm Great American Holiday Requested Closure Additional Closures Required for Traffic Circulation ITEM NUMBER A-6 DATE. 04/14/09 DRAFT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ATASCADERO, CALIFORNIA CLOSING CERTAIN STREETS AND ESTABLISHING TEMPORARY TOW-AWAY ZONES FOR ATASCADERO MAIN STREET GREAT AMERICAN HOLIDAY BE IT RESOLVED by the City Council of the City of Atascadero that the following streets will be closed at the times indicated and that tow-away zones will be established during the hours of closure for the Great American Holiday celebration Saturday,July 11th, 2009 - 7.00 a.m.— 10.00 p.m. East Mall from El Camino to Palma West Mall from El Camino to Lewis Avenue Palma Avenue from Entrada to East Mall PASSED AND ADOPTED at the regular meeting of the City Council of the City of Atascadero held on the 14th of April, 2009 ATTEST CITY OF ATASCADERO Marcia McClure Torgerson, C.M.C. Ellen Beraud, Mayor City Clerk APPROVED AS TO FORM. Brian A. Pierik, City Attorney ITEM NUMBER A-7 DATE 04/14/09 rdnn r r 1° II tieae CAD \� ERO.j A tascadero City Council Staff Report - Community Development Department PLN 2008-1314 Dove Creek Commercial Center Amendment Santa Barbara Road & EI Camino Real (PMB Development Company) (Approval would remove the "indoor only"restriction from "farm equipment and supply" uses in the PD-9 overlay zone) RECOMMENDATION Council adopt on second reading, by title only, Draft Ordinance A amending the zoning code text for Planned Development #12 (Zone Change 2008-0151) to allow outdoor sales for farm equipment and supply establishments based on findings DISCUSSION The proposed project consists of an amendment to the Dove Creek Commercial Center to allow Tractor Supply Company (TSC) to occupy Building A. The amendment includes a modification of the previously approved building footprint for building pads A and B and a Zone Text Change to the Planed Development 12 (PD-12) language to allow an outdoor sales component to the proposed use On March 24, 2009, the City Council conducted a public hearing to consider the project and amendments to the PD-12 overlay zone text and voted 7 0 to approve the project for first reading by title only The proposed amendments will permit the construction of a retail TSC store as an anchor for the Dove Creek Shopping Center The City Council has identified economic development as the City's highest priority Retail commercial stores are typically one of the City's best sources of revenue which is generated through sales tax. Due to economic conditions, the City's overall sales tax revenues have been in decline The proposed project will have a positive fiscal impact on the City by increasing sales tax ITEM NUMBER A-7 DATE. 04/14/09 revenues The store will also serve as an anchor for the Dove Creek Shopping Center and is expected to attract additional retail stores in the future FISCAL IMPACT The proposed project will have a positive fiscal impact on the City by increasing sales tax revenues The store will also serve as an anchor for the Dove Creek Shopping Center and is expected to attract additional retail stores in the future ATTACHMENT Draft Ordinance ITEM NUMBER A-7 DATE 04/14/09 ATTACHMENT 1 Draft Ordinance A ZCH 2008-0151 PD-12 Overlay Zone Code Text Amendment DRAFT ORDINANCE ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ATASCADERO, CALIFORNIA, APPROVING A ZONE TEXT AMENDMENT TO AN EXISTING PLANNED DEVELOPMENT OVERLAY-12 TO ELIMINATE THE "INDOOR ONLY" RESTRICTION FROM THE FARM EQUIPMENT AND SUPPLIES USE ON APN 045-331-014: SANTA BARBARA & EL CAMINO REAL (PMB Development Co) WHEREAS, an application has been received from PMB Development Company, 765 Baywood Drive #141, Petaluma, CA, 94954, (Applicant), to consider a project consisting of amendments to the Dove Creek Commercial Center Master Plan of Development and PD-12 Overlay Zone Text (APN 045-331-014), and, WHEREAS, the site's General Plan Designation is (MU) Mixed-Use, and, WHEREAS, the site's current zoning district is CR (Commercial Retail)/PD-12 (Planned Development Overlay#12), and, WHEREAS, Mitigated Negative Declaration 2004-0026 was certified but he City Council during the project approval in 2004 and the proposed amendments are consistent with this certified document; and, WHEREAS, the Planning Commission has determined that it is in the best interest of the City to enact this amendment to the Code Text to protect the health, safety and welfare of its citizens by applying orderly development; 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 Zone Change application was held by the Planning Commission of the City of Atascadero at which hearing evidence, oral and documentary, was admitted on behalf of said amendments, and, WHEREAS, the Planning Commission of the City of Atascadero, at a Public Hearing held on March 3, 2009, studied and considered Zone Text Amendments to the PD-12 Overlay Zone, and, ITEM NUMBER A-7 DATE 04/14/09 WHEREAS, the City Council of the City of Atascadero, at a Public Hearing held on March 24, 2009, studied and considered Zone Text Amendments to the PD-12 Overlay Zone, and, NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ATASCADERO HEREBY ORDAINS AS FOLLOWS SECTION 1. Findings for Approval of a Zone Change Amending Planned Development Overlay Zone-12 Code Text. The City Council finds as follows 1 Modification of development standards or processing requirements is warranted to promote orderly and harmonious development. 2 Modification of development standards or processing requirements will enhance the opportunity to best utilize special characteristics of an area and will have a beneficial effect on the area. 3 Benefits derived from the Overlay Zone cannot be reasonably achieved through existing development standards or processing requirements. SECTION 2. Approval. The City Council of the City of Atascadero, in a regular session assembled on April 14, 2009 resolved to approve on second reading, by title only, an ordinance that would amend the City Zoning ordinance with the following: 9-3.657 Establishment of Planned Development Overlay Zone No. 12 (131312). Planned Development Overlay Zone No. 12 is established as shown on the official zoning maps(Section 9- 1 102 of this title) A Planned Development Overlay Zone No. 12 is established on parcels APNs 045-342 003 045-381-010 045-381-007,045-381-009 045-331-002,045-331-004,045-331-008,045-331-001 045- 342-005,045-342-004 045-342-013 045-342-001,045-342-008,045-342-002,045-352-005 with a combined gross acreage of 63.3 acres.The maximum residential density within the planned development shall not exceed two hundred seventy nine(279)residential units. A minimum of 6.31 acres of commercial retail use and 27 7 acres of common and natural open space on the 63.3-acre project site shall be provided. The development standards contained within the master plan of development document(CUP 2003-0099) as conditioned shall be applied to all future development within the project area,and as follows. (a)The Vesting Tentative Tract Map(TTM 2003-0033)and any subsequent amendments for the site shall be consistent with CUP 2003-0099 All construction and development shall conform to the approved master plan of development,as conditioned. (b)No subsequent tentative parcel or tract map shall be approved unless found to be consistent with the approved master plan of development. (c)The commercial area,residential dwelling units,landscaping,walls and fencing shall be subject to review under the City s Appearance Review requirements consistent with the approved master plan of development. (d)Building setbacks lot sizes,landscape area,and lot coverage shall be as identified within the approved master plan of development. (e)Alterations or additions to established dwelling units shall be subject to the density and development standards of the master plan of development. ITEM NUMBER A-7 DATE. 04/14/09 (f)Subsequent amendments to the master plan of development shall be approved by Planning Commission Resolution. (g)The commercial center will retain the Commercial Retail zoning district designation.The following allowable uses are proposed for this district within the PD12 overlay zone. (1)Broadcast studios; (2)Building materials and hardware(indoor only), (3)Food and beverage retail sales; (4)Furniture,home furnishings and equipment; (5)General merchandise stores, (6)Mail order and vending; (7)Temporary or seasonal sales, (8)Financial services, (9)Health care services, (10)Offices, (11)Small scale manufacturing; (12)Temporary offices (13)Personal services, (14)Light repair services, (15)Eating and drinking places, (16)Membership organizations, (17)Horticultural specialties, (18)Schools—business and vocational, (19)Business support services, where all areas of use are located within a building; (20)Farm equipment and supplies(indoor-only); (21)Fuel and ice dealers, (22)Hotels and motels (23)Skilled nursing facility- (24)Bed and breakfast; (25)Funeral services; (26)Schools, (27)Utility service center- (28)Libraries and museums, (29)Temporary events. All residential and open space use shall be consistent with the requirements of the underlying zoning district except as allowed by the master plan of development. SECTION 3. A summary of this ordinance, approved by the City Attorney, together with the ayes and noes, shall be published twice at least five days prior to its final passage in the Atascadero News, a newspaper published and circulated in the City of Atascadero, and, before the expiration of fifteen (15) days after its final passage in the Atascadero News, a newspaper published and circulated in the City of Atascadero A copy of the full text of this ordinance shall be on file in the City Clerk's office on and after the date following introduction and passage and shall be available to any interested member of the public ITEM NUMBER. A-7 DATE. 04/14/09 INTRODUCED at a regular meeting of the City Council held on , and PASSED and ADOPTED by the City Council of the City of Atascadero, State of California, on by the following roll call vote AYES NOES ABSENT ABSTAIN ADOPTED CITY OF ATASCADERO, CA Ellen Beraud, Mayor ATTEST Marcia McClure Torgerson, C.M.C., City Clerk APPROVED AS TO FORM. Brian A. Pienk, City Attorney ITEM NUMBER A-8 DATE. 04/14/09 r7 Atascadero City Council Staff Report - Community Development Department PLN 2099-0997 Amendment to West Front Village 9002 West Front Road & 9000-9092 Coromar Ct. (Shannon / West Front Village, LLC) RECOMMENDATION Council adopt on second reading, by title only, the Draft Ordinance approving Zone Code Text Change 2009-0152 (PLN 2099-0997) amending the PD-23 Overlay District Text consistent with the revised project design based on findings DISCUSSION The proposed Amendment includes revisions to the Master Plan of Development for West Front Village The original 18 multi-family duplex lots are proposed to be reconfigured with Tract 2970 No new lots would be created with the proposed Tentative Tract Map (32 residential lots as originally approved) The duplex lots have been redesigned to accommodate detached units with individual driveways on lots 1-12 Lots 13-18 are designed off a shared driveway as attached duplex units The elevations on the residential units have been redesigned in a "Mission Revival' architectural style The application includes a Zone Code Text Change to amend the PD-23 standards in the Atascadero Municipal Code to match the new project layout. Revisions to lot 2 of the commercial development are also proposed The previously approved gas station on lot 2 is proposed to be replaced with a 4,880 square-foot commercial retail building Amendments to the original project conditions of approval are proposed On March 24, 2009, the City Council conducted a public hearing to consider amending the PD-23 overlay zone, and approved the project for first reading, by title only, with amended Conditions of Approval ITEM NUMBER. A- 8 DATE. 04/14/09 FISCAL IMPACT Based on findings from the Taussig Study, revenue from new residential development including property tax revenues, vehicle licensing fees, sales taxes, and other revenues are insufficient to cover the maintenance and emergency services costs of new development. Based on the revenue projections from the Taussig Study, the City has developed standard conditions of approval for new development projects that require the cost of maintenance and emergency services to be funded by the project through a combination of road assessment districts, landscape and lighting districts, and community facilities districts (Conditions CUP 19 and 20/ TTM 12 and 13) Inclusion of these conditions of approval will mitigate any negative fiscal impact on the City At the March 24, 2009 hearing, the Council voted to amend the conditions of approval to require the developer to maintain the freeway frontage landscaping for a period of two years, rather than in perpetuity Maintenance will then be taken over by the City There will be additional cost to the City to maintain the freeway frontage landscaping after the initial two year period ATTACHMENT Draft Ordinance ITEM NUMBER A-8 DATE 04/14/09 ATTACHMENT 1 Draft Ordinance ZCH 2009-0152 Approval Proposed PD-23 Overlay Zone Code Text Change DRAFT ORDINANCE ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ATASCADERO, CALIFORNIA, AMENDING THE ATASCADERO MUNICIPAL CODE BY APPROVING ZONE CHANGE 2009-0152 TO ESTABLISH A ZONE TEXT CHANGE TO AMEND PLANNED DEVELOPMENT OVERLAY DISTRICT #23 TEXT APN 056-131-034 through 056-131-065, 022, 023 9002 West Front Road & 9000-9092 Coromar Ct. (Shannon/West Front Village, LLC) The City Council hereby finds and declares as follows WHEREAS, an application has been received from Richard Shannon (6755 El Camino Real, Atascadero, CA 93422) Applicant, and West Front Village, LLC (1301 Chorro Street, San Luis Obispo, CA 93401), Property Owner, to consider a project consisting of- a Zone Code Text Amendment to change the PD-23 (Planned Development #23) zoning text; a CUP (Condition Use Permit) Amendment to amend the Master Plan of Development over the project site, and a Tentative Tract Map to amend the lot lines of 18 of the existing residential lots at 9002 West Front Road& 9000-9092 Coromar Ct. (APN 056-131-034 through 056-131-065, 022, 023), and, WHEREAS, Article 28 of the Atascadero Municipal Code allows for the creation of Planned Development Overlay Zones to promote orderly and harmonious development and to enhance the opportunity to best utilize special site characteristics, and, WHEREAS, an the Zone Code Text Amendment is in substantial conformance with Certified Mitigated Negative Declaration 2005-0165 prepared for the original project and made available for public review in accordance with the requirements of the California Environmental Quality Act (CEQA), and, WHEREAS, the Planning Commission has determined that it is in the best interest of the City to enact this amendment to the Zoning Code Text to protect the health, safety and welfare of its citizens by applying orderly development and expanding housing opportunities within 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, ITEM NUMBER A- 8 DATE. 04/14/09 WHEREAS, a timely and properly noticed Public Hearing upon the subject Zone Text Change application was held by the Planning Commission of the City of Atascadero at which hearing evidence, oral and documentary, was admitted on behalf of said zoning amendments, and, WHEREAS, the Planning Commission of the City of Atascadero, at a duly noticed Public Hearing held on February 17, 2009, studied and considered Zone Change 2009-0152, after first studying and considering Certified Mitigated Negative Declaration 2005-0165, and, WHEREAS, the City Council of the City of Atascadero, at a duly noticed Public Hearing held on March 24, 2009, studied and considered Zone Change 2009-0152, after first studying and considering Certified Mitigated Negative Declaration 2005-0165 NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ATASCADERO HEREBY ORDAINS AS FOLLOWS SECTION 1. Findings for Approval of a Zone Text Change. The City Council finds as follows 1 The Planning and Zoning text change is consistent with General Plan policies and all other applicable ordinances and policies of the City 2. Amendment of the Planned Development Overlay#23 (PD-23) standards will provide for the orderly and efficient use of lands where such development standards are applicable. 3 The text change will not, in itself, result in significant environmental impacts SECTION 2. Approval. The City Council of the City of Atascadero, in a regular session assembled on April 14, 2009, resolved to approve on second reading by title only, an ordinance that would change the text of PD 23 consistent with the following: 9-3.668 Establishment of Planned Development Overlay Zone No. 23. (PD23). Planned Development Overlay Zone No 23 is established as shown on the official zoning maps (Section 9-1 102 of this title) A Planned Development Overlay Zone No 23 is established on parcels APN 056-131-015, 017 018, and 019 with a combined gross acreage of 13.35 acres. The maximum residential density within the planned development shall not exceed the following: fourteen (14) single family courtyard homes, eighteen (18) multifamily duplex units (as shown on the master plan of development) The development standards contained within the master plan of development document (CUP 2003-0108) as conditioned, shall be applied to all future development within the project area, and as follows. (a) The master plan of development (CUP 2003-0108)for the site shall be approved. All construction and development shall conform to the approved master plan of development, as conditioned. (b) No subsequent tentative parcel or tract map shall be approved unless found to be consistent with the approved master plan of development. ITEM NUMBER. A-8 DATE. 04/14/09 (c) Each dwelling unit, landscaping, walls, and fencing shall be subject to review under the City's Appearance Review requirements consistent with the approved master plan of development. (d) Building setbacks, lot sizes, landscape area, and lot coverage shall be as identified within the approved master plan of development and as conditioned. (e) All mechanical equipment, including HVAC units and utility meters, shall be screened from view from adjacent streets and properties. (f) "The residential lots shall provide parking based on the multifamily development Parking standards set forth in the Atascadero Municipal Code. A minimum of two(2) parking spaces shall be provided on each lot, either within the garage or in the driveway of the unit. A minimum of one(1)guest parking space shall be provided in the driveway of lots 1-18 in addition to any_aarage parking.A dedicated residential parking area shall be provided to meet the overall Atascadero Municipal Code multifamily parking requirements. On-street parking shall not be used to satisfy the parking requirements." (g) Parking for the commercial and hotel use areas shall total the combined required parking spaces shared among each use, as identified in the master plan of development. (h) All landscaping shown on the approved landscape plan will be installed by the developer and shall be permanently maintained as approved, with the exception of the off-site freeway frontage landscaping along the Cal Trans right-of-way. The off-site freeway frontage landscaping shall be maintained by the developer or subsequent owner for a period of two years. (i) Individual trash collection shall be used for each residential unit. Provisions shall be made for storage of trashcans within the garage or fenced area. (j)Trash for the commercial uses shall be stored within the designated receptacle area and shall include recyclable waste (k) All utilities, including electric, telephone and cable, along the frontage of and within the PD shall be installed underground. (1) Alterations, additions, or conversions to established dwelling units and/or commercial buildings shall be subject to the density and site development standards of the underlying zone and shall be reviewed pursuant to the City's Appearance Review Guidelines (m) All trees shown to be protected on the approved master plan of development shall be maintained. Native trees within the 3.99 acre SFR-X parcel APN 056-131-015 shall be preserved unless deemed hazardous and unsafe by a certified arborist. Any other future tree removal shall require approval per the requirements set forth in the Atascadero Native Tree Ordinance (o) Allowed uses for the commercial portion of the project fronting West Front shall be as prescribed as follows Allowable uses (1) Building materials and hardware (see Section 9-6.165 of this title), (2) Food and beverage retail sales, (3) Furniture, home furnishings and equipment; (4) General merchandise stores, (5) Mail order and vending, ITEM NUMBER. A-8 DATE 04/14/09 (6)Temporary or seasonal sales (see Section 9-6.174 of this title), (7) Financial services, (8) Health care services, (9) Personal services, (10) Light repair services, (11) Eating and drinking places, (12) Horticultural specialties (see Section 9-6.116 of this title), (13) Business support services, where all areas of use are located within a building, (14) Hotels and motels, (15) Schools (see Section 9-6.125 of this title), (16) Temporary events (see Section 9-6.177 of this title) Conditional uses. (1) Amusement services, (2) Bar/tavern, (3) Eating and drinking places with drive-through facilities, (4) Service station (see Section 9-6 164 of this title), (5) Public assembly and entertainment; (6) Indoor recreation services, (7) Animal hospitals (see Section 9-6 110 of this title), (8) Food and kindred products (see Section 9-6.128 of this title), (9) Indoor auto dealers (new and used) and supplies (see Section 9-6.163 of this title) (p) Allowed uses for the business park portion of the project behind the hotel shall be as prescribed as follows. Allowable uses. (1) Broadcast studios, (2) Building materials and hardware (see Section 9-6 165 of this title), (3) Furniture, home furnishings and equipment; (4) General merchandise stores, (5) Mail order and vending; (6)Temporary or seasonal sales (see Section 9-6 174 of this title), (7) Financial services, (8) Health care services, (9) Offices, (10) Small scale manufacturing, (11)Temporary offices (see Section 9-6.176 of this title), (12) Personal services, (13) Light repair services, (14)Accessory storage (see Section 9-6.103 of this title), (15) Membership organizations, (16) Horticultural specialties (see Section 9-6.116 of this title), (17) Business support services, where all areas of use are located within a building; (18) Social and service organizations, (19) Libraries and museums, and (20)Temporary events (see Section 9-6 177 of this title) Conditionally allowable uses. (1) Indoor auto dealers (new and used) and supplies (see Section 9-6.163 of this title) (Ord. 486 §2, 2005) ITEM NUMBER A- 8 DATE. 04/14/09 SECTION 3. A summary of this ordinance, approved by the City Attorney, together with the ayes and noes, shall be published twice at least five days prior to its final passage in the Atascadero News, a newspaper published and circulated in the City of Atascadero, and, before the expiration of fifteen (15) days after its final passage in the Atascadero News, a newspaper published and circulated in the City of Atascadero A copy of the full text of this ordinance shall be on file in the City Clerk's office on and after the date following introduction and passage and shall be available to any interested member of the public INTRODUCED at a regular meeting of the City Council held on , and PASSED and ADOPTED by the City Council of the City of Atascadero, State of California, on by the following roll call vote AYES NOES ABSTAIN ABSENT CITY OF ATASCADERO By- Ellen Beraud, Mayor ATTEST Marcia McClure Torgerson, C.M.C., City Clerk APPROVED AS TO FORM. Brian A. Pienk, City Attorney ITEM NUMBER A-9 DATE 04/14/09 -0: oil !IR s i9 \ C" Atascadero City Council Staff Report - Police Department Edward Byrne Memorial Justice Assistance Grant RECOMMENDATION Council approve the Police Department submission of an application to the U S Department of Justice for federal criminal justice funding through the Justice Assistance Grant (JAG) with an award of $46,100 00 DISCUSSION The JAG Program allows local governments to support a broad range of activities to prevent and control crime based on local needs and conditions This Program provides agencies with the flexibility to prioritize and place justice funds where they are needed Awards are made in the first fiscal year of the appropriation and may be expended during the following 3 years for a total of 4 grant period years In addition, the City may use up to 10 percent of the award for costs associated with administering JAG funds The JAG Program has determined that the City of Atascadero is eligible for a predetermined award in the amount of $46,119 00 In order to receive the funds the City must make the grant application available for review by the City Council not fewer than 30 days before the application is submitted to BJA In addition, the application must be made public and an opportunity to comment needs to be provided to the public A copy of the application is attached to this staff report, thereby fulfilling both of these requirements These JAG Program funds will be used as follows Program Administration $4,600 Supplies $39,000 Advanced K-9 Training $2,500 Total $46,100 ITEM NUMBER. A-9 DATE 04/14/09 FISCAL IMPACT Receipt and expenditure of $46,100 00 in federal criminal justice grants funds ALTERNATIVE Council may decline the use federal grant funds This alternative is not recommended due to significant benefit gained from use of these funds ATTACHMENT Application for Federal Assistance - Edward Byrne Memorial Justice Assistance Grant jAPPLICATION FOR 2 DATE SUBMITTEDApplicant Identifier FEDERAL ASSISTANCE 1 TYPE OF SUBMISSION 3 DATE RECEIVED BY i State Application Identifier STATE jApplication Construction _. 4 DATE RECEIVED BY Federal Identifier FEDERAL AGENCY 5.APPLICANT INFORMATION Legal Name lOrgamzatlonal Unit I City of Atascadero lAtascadero Police Department ,Address IName and telephone number of the person to be contacted on matters 5505 EI Camino Real involving this application IAtascadero, California 193422-3371 IDavis, Caleb 1(805)470-3250 6 EMPLOYER IDENTIFICATION NUMBER (EIN) — 7 TYPE OF APPLICANT i 195-3389063 ;Mumcipal 8 TYPE OF APPLICATION 19 NAME OF FEDERAL AGENCY iNew (Bureau of Justice Assistance 10 CATALOG OF FEDERAL DOMESTIC ASSISTANCE 111 DESCRIPTIVE TITLE OF :APPLICANT'S PROJECT ! NUMBER. 16 804 CFDA 16 804 -Recovery Act - Justice Assistance Grants - Preservation & Expansion of Special TITLE Localities Divisions Project. 112 AREAS AFFECTED BY PROJECT I ;The provided funds will be used to outfit first responders with adequate patrol nfles. The project will also significantly increase our use of technology within the Crime Scene Investigation Unit. A portion will be i allocated to fund necessary safety equipment to our Special Enforcement Detail along with a portion to supplement our K-9 unit which is currently unable to maintain its current level of service due to a lack of I funding. 113 PROPOSED PROJECT 114 CONGRESSIONAL DISTRICTS Start Date June 01, 2009 jOF End Date- May 31, 2010 i j a. Applicant ' b Project CA22 15 ESTIMATED FUNDING 116 IS APPLICATION SUBJECT TO j -- ( - - Federal -IREVIEW BY STATE EXECUTIVE 1$46,119 12372 PROCESS? Applicant 1$0 jState i1$0 Program is not covered by E.0 12372 Local $0 Other $0 ,Program Income �$0 ,17 IS THE APPLICANT DELINQUENT ON ANY FEDERAL ------------ ___._-____ _—__ -__--------_.--- 'DEBT? I TOTAL $46,119 18'TO THE BEST OF MY KNOWLEDGE AND BELIEF,ALL DATA IN THIS APPLICATION PREAPPLICATION ARE TRUE AND CORRECT, THE DOCUMENT=HAS BEEN DULY AUTHORIZED BY GOVERNING BODY OF THE APPLICANT AND THE APPLICANT WILL COMPLY WITH THE ATTACHED ASSURANCES IF THE ASSISTANCE IS REQUIRED Close Window H. Other Costs - List items (e g , rent, reproduction, telephone,janitorial or security services, and investigative or confidential funds)by mayor type and the basis of the computation. For example, provide the square footage and the cost per square foot for rent, or provide a monthly rental cost and how many months to rent. Description Computation Cost Preservation of current K-9 Unit and advance training 2 K s's @ 125Q 5 each $.2' 519 00 TOTAL $2.,519 00 I Indirect Costs - Indirect costs are allowed only if the applicant has a Federally approved indirect cost rate.A copy of the rate approval, (a fully executed, negotiated agreement), must be attached. If the applicant does not have an approved rate, one can be requested by contacting the applicant's cognizant Federal agency, which will review all documentation and approve a rate for the applicant organization, or if the applicant's accounting system permits, costs may be allocated in the direct costs categories Description Computation Cost one line per entry one line per entry TOTAL $000 OMB APPROVAL NO 1121-0188 EXPIRES 5-98(Rev.1/97) Budget Detail Worksheet Purpose The Budget Detail Worksheet may be used as a guide to assist you in the preparation of the budget and budget narrative You may submit the budget and budget narrative using this form or in the format of your choice (plain sheets, your own form, or a variation of this form) However, all required information (including the budget narrative) must be provided.Any category of expense not applicable to your budget may be deleted. A. Personnel - List each position by title and name of employee, if available Show the annual salary rate and the percentage of time to be devoted to the project. Compensation paid for employees engaged in grant activities must be consistent with that paid for similar work within the applicant organization Name/Position Computation Cost Jeri Rangel,Deputy DA Director $2,400 00 Caleb Davis,Police Officer Grant Administrator $1 80000 Postition 3 Postition 4 Postition 5 -� Postition 6 SUB-TOTAL $4,200 00 B Fringe Benefits - Fringe benefits should be based on actual known costs or an established formula. Fringe benefits are for the personnel listed in budget category (A) and only for the percentage of time devoted to the project. Fringe benefits on overtime hours are limited to FICA, Workman's Compensation, and Unemployment Compensation. Name/Position Computation Cosh Fringe benefit 1 each benefit entry is limited to one line $400 00 Fringe benefit 2 Fringe benefit 3 Fringe benefit 4 Fringe benefit 5 SUB-TOTAL$400 00 Total Personnel & Fringe Benefits $4 600 00 OJP FORM 7150/1(5-95) C Travel- Itemize travel expenses of project personnel by purpose (e g., staff to training, field interviews, advisory group meeting, etc ) Show the basis of computation (e g., six people to 3-day training at $X airfare, $X lodging, $X subsistence) In training projects, travel and meals for trainees should be listed separately Show the number of trainees and the unit costs involved. Identify the location of travel, if known Indicate source of Travel Policies applied,Applicant or Federal Travel Regulations. Purpose of Travel Location Item Computation Cost Travel entry 1 two lines per entry Travel entry 2 Travel entry 3 Travel entry 4 Travel entry 5 Travel entry 6 Travel entry 7 TOTAL $000 D Equipment- List non-expendable items that are to be purchased. Non-expendable equipment is tangible property having a useful life of more than two years and an acquisition cost of$5,000 or more per unit. (Note Organization's own capitalization policy may be used for items costing less than $5,000) Expendable items should be included either in the "supplies" category or in the"Other" category Applicants should analyze the cost benefits of purchasing versus leasing equipment, espe- cially high cost items and those subject to rapid technical advances. Rented or leased equipment costs should be listed in the "Contractual"category Explain how the equipment is necessary for the success of the project.Attach a narrative describing the procurement method to be used. Item Computation Cost Equipment entry 1 one line per entry eqiupment entry 2 equipment entry 3 equipment entry 4 equipment entry 5 TOTAL $0 00 E Supplies - List items by type (office supplies,postage, training materials, copying paper, and expendable equipment items costing less that $5,000, such as books, hand held tape recorders) and show the basis for computation. (Note Organization's own capitalization policy may be used for items costing less than $5,000) Generally, supplies include any materials that are expendable or consumed during the course of the project. Supply Items Computation Cost Colt Collapsible stock LE Patrol Rifles,with weapsons 10 complete Rifles @$2,200.00 each $22 000 00 CSI Digital Camera 1 complete system @$3 450 J$345000 CSI Alternate Light Source and necessary accessories 1 complete system @$3 100 J$3100 00 SED Load Bearing Ballistic Vest 1 specialized ballistic vest @$2,000 00 J$2000 00� SED Colt Commando Rifles 2 Rifles @$1,500 00 each J$30000 SED Surefire weapon lights 3 weapon lights systems @$650.00 each $1 9500 SED Communication systems 6 systems @$250 each $1 50000 SED Training Ammunition Ammunition for SED training $200000 supply item 9 TOTAL$39 000 00 F Construction -As a rule, construction costs are not allowable In some cases, minor repairs or renovations may be allowable Check with the program office before budgeting funds in this category Purpose Description of Work Cost four lines per entry use boxes below or an additional page for more space if required TOTAL$000 G Consultants/Contracts - Indicate whether applicant's formal, written Procurement Policy or the Federal Acquisition Regulations are followed. Consultant Fees- For each consultant enter the name, if known, service to be provided, hourly or daily fee (8-hour day), and estimated time on the project. Consultant fees in excess of$450 per day require additional justification and prior approval from OJP Name of Consultant Service Provided Computation Cost Supply item 1 one line per entry maximum of three lines Supply item 1 one line per entry Supply item 1 one line per entry Supply item 1 one line per entry Subtotal$000 Consultant Expenses- List all expenses to be paid from the grant to the individual consultants in addition to their fees (i e , travel, meals, lodging, etc ) Item Location Computation Cost Consultant expense entry 1 one line p maximum of three lines maximum of three lines Consultant expense entry 1 one line p maximum of three lines Subtotal$0 00 Contracts- Provide a description of the product or service to be procured by contract and an estimate of the cost.Applicants are encouraged to promote free and open competition in awarding contracts A separate justification must be provided for sole source contracts in excess of$100,000 Item Cost maximum of four lines,additional information should be attached on a separate sheet(s) maximum of four lines Subtotal$0 00 TOTAL$000 Budget Summary-When you have completed the budget worksheet, transfer the totals for each category to the spaces below Compute the total direct costs and the total project costs Indicate the amount of Federal requested and the amount of non-Federal funds that will support the project Budget Category Amount A. Personnel $4,20000 B. Fringe Benefits $40000 C Travel $000 D Equipment $000 E. Supplies $39 000 00 F Construction $000 G Consultants/Contracts $000 H. Other $2,519 00 Total Direct Costs $46, 119 00 I. Indirect Costs $000 TOTAL PROJECT COSTS $46 119 00 Federal Request Non-Federal Amount f Abstract The City of Atascadero on behalf of the Atascadero Police Department is requesting Justice Assistance Grant funds to fund the "Preservation & Expansion of Special Divisions Project" The goals of this project are to provide additional resources to the Special Divisions of the Atascadero Police Department in the form of training and supplies. The additional resources will allow the Officers / Staff assigned to these positions to complete additional tasks "in house" and provide the tools to effectively perform the requirements of these special assignments. The Atascadero Police Department will use the funds to provide the following; advanced training for our K 9 Police Dog Units, to purchase Crime Scene Investigation supplies to aid in the identification of suspects Additionally, the department will use funds to purchase patrol rifles with adequate lighting systems which would be used to equip all patrol units with a critical tool needed in many high risk situations We would also use funds to expand the safety and tactical supplies available to the Special Enforcement Detail (S W.A.T ) These items would include purchasing additional protective supplies and tactical weapons for the Operators in the unit. The bulk of the grant funds would be used to purchase supplies, the sources for the proposed supplies will be purchased from authorized government suppliers and all the supplies should be purchased at the beginning of the grant period The remaining funds will be used for the preservation of the Atascadero K-9 Unit and will be paid during the first year of the grant. The funds requested for the personnel expenses are to cover the additional time and costs required to facilitate this grant, we project that these costs would be spent over the course of the first year of the grant. I Project Narrative Introduction The City of Atascadero is the largest geographical city in the county of San Luis Obispo, California. In the current economic times, the City of Atascadero is expecting a deficit of over 3 5 million in fiscal year 2009/2010 The Atascadero Police Department has been operating without several crucial positions occupied throughout the past year due to the current recession and budget saving matters Furthermore, all units within the Police Department are being required to cut their budgets by designated percentages for the upcoming year Therefore, already depleted and fragile budgets are on the boundary for succumbing to the recession In the past, the Atascadero Police Department has been able to operate in an extremely efficient manner with the available resources for a small department. For a police department of only 31 sworn officers we currently have a two K-9's, a Special Enforcement Detail, a Crime Scene Investigations Unit, an Investigations Unit, a Traffic Division and a Patrol Force With that said, each of these units is severely feeling the effects of the current recession The Atascadero Police Department, regardless of the overall economic times, is dedicated to providing professional service The employees of the Atascadero Police Department are currently required to deploy equipment that in some cases is nearly forty years old which in its present state is not adequate to perform required duties. Due to the current recession the Atascadero Police Department is unable to supply the necessary funding to provide employees with the current tools that have become a law enforcement standard throughout the country Therefore,the Atascadero Police Department pledges to utilize the Recovery Act Edward Byrne Memorial Justice Assistance Grant to provide officers and investigators with necessary tools which will allow them to provide the community with a higher level of service throughout the grant period and beyond The Justice Assistance Grant will provide funding to allow our K-9 unit the needed training to be effectively deployed within the city and any mutual aid requested Funding will also equip our entire patrol force with adequately outfitted patrol rifles, replacing military surplus rifles which are not on a replacement schedule and inadequate for urban deployment Other portions of the funding will provide the Crime Scene Investigations Unit with needed supplies to properly investigate major crimes and assist in identifying suspects Lastly, the funds will provide load bearing ballistic vests and rifle systems to the Special Enforcement Detail which are required to fulfill the needs of this division r Problem Statement As previously stated this project will provide funding that will reach nearly all aspects of the Atascadero Police Department The allocated money will be spent on specific needs that cannot be addressed without financial assistance Primarily this funding will focus on supplying our patrol force with updated rifle systems to be deployed at required and expected of today's patrol officer as a first responder The current patrol rifles consist of military surplus rifles that are not practical in the urban setting they are deployed in These weapon systems were outdated and did not fit the requirements of a useful patrol rifle from the point they were placed into service, however, the thought process was they were better than nothing. The existing patrol rifles currently have no lighting system to be deployed without anytype of auxiliary light systems, making the weapons all but useless in low light situations Additionally the size and configuration of the weapons prohibits them from being used in many tactical situations that an officer faces. At a minimum, the current patrol rifles are a safety hazard for officers in the evening hours or inside of a dark building. Furthermore, the functionality of the current system is far removed from the efficient design The Atascadero Police Department will also utilize a portion of the allocated funding to update and increase the level of service provided through our Crime Scene Investigations Unit The Atascadero Police Department Crime Scene Investigations Unit is currently responsible for investigating all major crimes and traffic collisions within the City of Atascadero The Crime Scene Investigations Unit also assists investigators with photography for locating missing adults and children Currently the Crime Scene Investigations Unit utilized a camera that is low resolution and poorly equipped to handle the variety of situations that it is deployed in ` Therefore,through JAG funding the Atascadero Police Department will be able better document and investigate major crime scenes and traffic accidents, thus leading to better identification of suspects and criminal prosecution Presently the Atascadero Police Department Special Enforcement Detail is staffed with six officers who are specially trained to respond to major incidents throughout the county of San Luis Obispo One of the officers currently does not have a load bearing ballistic vest which is required to safely deploy within the unit Additionally, the Special Enforcement Detail is only equipped with four rifles for the six members of the team Some of the rifles being deployed by the Special Enforcement Team also is not equipped the required lighting source, causing the team to take unnecessary risks when dealing with potentially violent criminals Furthermore, the justice Assistance Grant will fund crucially necessary communication units to be deployed by the Special Enforcement Detail at every response Finally, the Justice Assistance Grant will afford the Atascadero Police Department's K-9 unit the ability to maintain their current level of service Due to an increase in training costs, veterinarian bills and a mandatory decrease of funding the Atascadero K-9 units is facing cuts to the unit Without some type of additional funding the K-9 unit may be forced to disband or significantly decrease their level of service The Justice Assistance Grant will be used to preserve the current Atascadero Police Department k-9 unit in its entirety Obiectives The overall objective of the Atascadero Police Department is to preserve and expanded several specialized units within the Department The perpetual goal of the Atascadero Police Department is to provide the highest level of service as possible nearly 28,000 citizens within our community We currently operate on a budget that is unable to support the needs of the community without the supplemental assistance from sources such as the Justice Assistance Program In order for our department to continue to maintain and possibly grow through the recession we must find additional sources of revenue to support our current budget. The clear objectives of the Atascadero Police Departments Justice Assistance Grant are • Provide patrol officers with adequate rifle systems to be deployed at the first responder level • Provide necessary supplies for the Crime Scene Investigations Unit, which will supply Investigators with the ability to act more quickly and efficiently to identify suspects at major crime scenes. • Provide the Special Enforcement Detail with necessary safety gear and adequate rifle systems to be used responding to incidents involving violent criminals • Preserve the existence the Atascadero Police Department K-9 Unit in maintaining a high level of service through continual training. Methods In keeping in line with the objectives described in the Justice Assistance Grant the Atascadero Police Department has developed a timeline to have all objectives reached in a timely matter All supply purchases will be made within the first six months of funding with money allocated for training to be spent within the first 9 months of the grant period It is the objective of the Atascadero Police Department to quickly implement the Recovery Act funding to afford the Department the ability to reap the long term benefits of the purchased items ITEM NUMBER B - 1 DATE. 04/14/09 1 J -4 188 n� n; 1 81 7 Atascadero Park & Recreation Commission Staff Report - Community Services Department Atascadero's Tourism Study and Marketing Plan Presented by Carl Ribaudo of the Strategic Marketing Group (SMG) RECOMMENDATION Council receive and file the report. DISCUSSION As part of its participation in a county-wide tourism analysis sponsored by the Economic Vitality Corporation (EVC), the City of Atascadero retained the services of SMG, and Mr Carl Ribaudo, to develop a plan to guide its tourism marketing plan The City of Atascadero is very interested in developing tourism to stimulate economic development in the City By taking advantage of the county-wide tourism study using SMG, the City of Atascadero was able to do more extensive analysis of the tourism opportunities available to the City The goal for Atascadero is to develop and build awareness and demand for tourists visiting Atascadero The vision is to implement tourism programs that differentiate Atascadero by promoting its authenticity and attractions, history, and local culture, and take into consideration the interests and needs of current and potential visitors, local tourism related businesses and governments with respect to the values of the community The study identifies and addresses target markets, marketing tactics, brand building, website development, on-line marketing, advertising, sales, public relations, visitor information Atascadero has some challenges, as most of the tourism destinations in the Country are located outside the City However, the marketing plan helps the City guide its efforts and promote its assets and lodging properties in order to increase its viability as a tourism destination Tonight Mr Ribaudo will present and discuss with the Council the tourism marketing plan and his recommendations FISCAL IMPACT Tourism is included in the Council's goal of growing the City's economy and the pursuit of Economic Development. Funding for marketing plan items will be within currently budgeted funds, and final implementation of action plans will be included as part of the upcoming proposed Budget. ATTACHMENT SMG Tourism Marketing Plan Report Atascadero P.0, Box 10109 South Lake Tahoe, California 96158 (539) 541-2462 FAX (530) 541-872€3 wwvv,smgonline.net Atascadero Tourism Marketing Plan Table of Contents Section 1 Project Overview 4 Section 2- California Trend Analysis 10 Section 3 Economic Impact of Tourism 20 Section 4 Atascadero Market Analysis 22 Section 5 Tourism Product Analysis 25 Section 6 SWOT Analysis 27 Section 7 Promotional Efforts 30 Section 8. Visitor Demographics 33 Section 9- Tourism Vision&Goals 35 Section 10- Marketing Strategy 36 Section 11 Marketing Strategy Execution 40 Section 12: Marketing Plan Tactics 44 Section 13 Budget Recommendations 55 Appendix 56 2 Atascadero Tourism Marketing Plan Executive Summary • In order to stimulate tourism related economic development in Atascadero,the City of Atascadero in conjunction with the county-wide tourism analysis developed by the Economic Vitality Corporation of San Luis Obispo County has supported the development of a comprehensive marketing plan to guide future tourism promotions efforts. • Within Atascadero,there are approximately 402 rooms available,representing 3.7%of the total rooms available within San Luis Obispo County • In FY 2007/08,Transient Occupancy Tax collections IT 0 T.)in Atascadero were$407,609 Approximately 10% of T 0 T is allocated towards tourism promotion. • Atascadero Tourism Vision: To develop and implement tourism programs that differentiate Atascadero by promoting the authenticity of the destination and its attractions, history and local culture, and take into consideration the interests and needs of current and potential visitors, local tourism related businesses and local governments, with respect for the environment and the values of the community • Primary geographic target markets are defined within a 3 to 5 hour driving time radius and include Southern California,San Joaquin Valley and Northern California. • In order to establish an effective long-term competitive advantage and to guide its overall marketing program the City of Atascadero must successfully Differentiate Atascadero from the competition,and maximize the use of technology in order to efficiently reach target market segments. • In order to integrate the core marketing strategy into every tourism promotion effort,an action plan of specific marketing tactics has been developed including the following short-term priorities: o Brand Building—Promote brand to create a unify theme and identity for Atascadero marketing program and that clearly differentiates Atascadero from the competition within and outside of San Luis Obispo county o Website Development—Upgrade Atascadero website to integrate brand and positioning, promote key tourism attractions, and improve navigation throughout to facilitate travel planning process and bookings o Online Marketing—Develop monthly email newsletter, promotions,contests and reciprocal links to increase user sessions and to build the email database for ongoing visitor communications and to use for a visitor profile study to identify demographics,travel spending,and visitor perceptions, behaviors and motivations. o Advertising—Develop advertising(with value added elements to leverage ad placements)that reaches target markets and promotes the Atascadero brand and primary tourism assets. o Sales—Continue to work with the San Luis Obispo Conference&Visitors Bureau in cooperative trade shows and sales efforts. o Public Relations ■ Out of Market—Develop a press kit and press releases that promote Atascadero brand and key attractions to be sent to targeted media and the California Travel and Tourism Commission. ■ In Market—Communicate ongoing tourism promotion efforts to city-wide tourism officials and community o Visitor Information—Enhance existing visitor information with Atascadero brand and local culture. o Research—Measure all marketing efforts to identify ongoing improvements and ROI • Funding-Identify sources for additional funding for tourism promotion efforts in order to promote and create awareness for the Atascadero destination and overnight visits. „ .e” 3 Atascadero Tourism Marketing Plan Section 1 Project overview I. Overview Atascadero is located in the Central Coast region of California in San Luis Obispo County,just 18 miles east of Morro Bay It lies in a picturesque valley surrounded by ranches and farmland,the Santa Lucia Mountains and rolling hills covered by oak trees.Atascadero s rural setting and lakes provide the perfect background for OCK boating, hiking, bicycling, birding,golfing and horseback riding,as well as AF agricultural tours. In the spring,wildflowers dot the landscape and several events , celebrate the area's rich bounty history and local culture. `T Atascadero is also home to the Charles Paddock Zoo located at the Atascadero Lake Park. It is the only zoo in the Central California coast and houses over 100 animals including a female Indochinese tiger named Sala,one of only 235 world-wide Atascadero has all of the amenities of an established city,yet has retained its cultural heritage and small town ambiance. Founded in 1913 by E.G Lewis,a successful magazine publisher from the east,as a planned colony,Atascadero was finally incorporated in 1979 t, ,1i4 Two of the original buildings built between 1914 and 1929 are considered Central Coast landmarks,with the grandiose architectural style that rivals Hearst Castle to the south. The Administration Building or Rotunda Building and the Carlton Hotel are considered the cornerstone of Atascadero s downtown and help draw visitors to the area. Built in 1929,the Carlton Hotel is not only a beautiful historic building transformed into a luxury hotel;it is also recognized as a central coast culinary hot spot that features the wines of the celebrated San Luis Obispo region. Atascadero is situated along Highway 101 approximately 20 miles north of the city of San Luis Obispo and 18 miles east of Morro Bay via Highway 41 and just south of Paso Robles. Its prime location and easy access offers visitors a central location to stay to enjoy the many activities found throughout San Luis Obispo County such as the Pacific Coast, Hearst Castle, Paso Robles wine country,endless recreation,and the Central Valley While Atascadero has several amenities of a small town rural destination it has an interesting challenge Most of the major tourism attractions are located outside of the city As such,Atascadero is in need of a marketing plan to help guide and promote its tourism assets and lodging properties in order to increase its economic viability as a tourism destination. As part of its participation in the county-wide tourism analysis sponsored by the Economic Vitality Corporation of San Luis Obispo County the City of Atascadero retained the Strategic Marketing Group to develop a long-term tourism marketing plan that will build awareness and demand for visiting Atascadero The following plan takes into account the strategic opportunities available to the city,as well as identifies the core marketing strategy and tactics necessary to clearly differentiate the destination from the competition While the plan is intended to leverage the county-wide tourism promotion program, it is primarily designed to assist the City of Atascadero with its long-term tourism development efforts. 4 Atascadero Tourism Marketing Plan II. Project Goal&Objectives A. Project Goal To provide the City of Atascadero and the tourism business community with a comprehensive tourism marketing plan for future tourism promotion efforts. B. Project Objectives 1 Solicit and utilize input for the development of a marketing plan and strategy for the Atascadero tourism business community 2. Use the plan to guide and support the positive, cooperative nature of the tourism business community 3 Develop core marketing strategies designed to achieve the organization's marketing goals. 4 Develop specific tactics to successfully execute the marketing strategy that take advantage of the broader San Luis Obispo County tourism marketing program 5 Develop an effective ongoing marketing system/process that allows the tourism community to continually improve its marketing effectiveness. C Study Area The area of study includes Atascadero in general,along with the surrounding areas as indicated in the map below Carmel" LOW od e Valley Stieda Berm r Junction W wt- 46 Yiaalis VtuAtana Oraenfreld>i, Lemmr¢n_... erU Y,YiM,grPesa Area .. SS �^ Exeter p Ning Y iee LL Huron # § Tulare r-n.Aae �cIxi- ,oma 'Llndway 3$BSt ,.,s^„ �C0911nga 41 Coreoran 137•. �- Woodvflle,. �7 ml San Ardo "*aeman CdY TM- Plate .Center Av .. enal, >v 3 Nau.�tan t ioa YIVa- ? f f 7 1 -11"n I F o R tt I A h Jzz� San Miglel nelano¢ . � Mcfatlan I Paso Robles .. osl Hils 46 cambna empletor t'Vaaca $3,< Shatter n wg'o ea sa o R dale' s� PID 4 ✓ /: ,l, •119) amu;;,•y:... -ord City, 3 C Arroyo OYAf1dE �rrtrO plain Tei° Nlpome;, t16D patfanai ,,.....,:;.. bM!numar nMaricopa "role Marie 3 Naw Cuyama CuY amar. San:Rafael VA106r4esd Vandenbergx/ Village NYn4 t en q e Y r ^7C` rc IYni FWq 'T'G�Vi eq .YeG{'pn mi i�aYtl:dYYnektl a�rralen�MYy.T9x'Q SriS Yelerelas'llnnYne l-akelnn erad rz am Yen Yls..lnn .rrrxrzq.arxn- 5 Atascadero Tourism Marketing Plan D Project Design The project scope consisted of the following three phases: Atascadero Project Scope I I r,y B '1n'+'9'I 7Data/Information 1989��q;i1!'PP I IPhase 1 hase 2Phase 3Data/Information Final TourismCollection nalysis Marketing Plan Phase I Data/Information Collection The collection of data and information consisted of interviews with the tourism business community as well as a review of information from the City of Atascadero,Atascadero Chamber of Commerce Visit Atascadero website, Atascadero Main Street Association, and industry information from outside the area. 1 Local Interviews SMG conducted individual and group interviews with key community members within San Luis Obispo County and Atascadero While these interviews were wide ranging,several important themes became apparent and are summarized below- - There is a need to have tourism help diversify and strengthen the local economy - A strong recognition that Atascadero is a unique place within San Luis Obispo County with several recreational and historical opportunities. - A need for a more aggressive tourism promotion approach that benefits the City of Atascadero - The marketing program should help build awareness of Atascadero 2. Atascadero Information SMG reviewed a significant amount of information from the City of Atascadero and the tourism/hospitality industry including the following: - Atascadero Visitor/Tourism Assessment - Information provided by Applied Development Economics - All marketing materials produced by local tourism businesses - San Luis Obispo County Visitor Guide - San Luis Obispo County related websites 3 Industry Information Travel data relevant to Atascadero was obtained from the recently completed Tourism Analysis study developed by the Economic Vitality Corporation of San Luis Obispo County ': 6 Atascadero Tourism Marketing Plan Phase 2 Data/information Analysis SMG conducted a thorough analysis of the collected data in order to fully understand the current marketplace and competition,and Atascadero s strengths,weaknesses,opportunities and threats. Phase 3. Final Tourism Marketing Plan Following the comprehensive analysis,SMG developed a long-term marketing plan outlining target markets, marketing opportunities,strategies and action steps for achieving Atascadero s tourism marketing goals. v 7 Atascadero Tourism Marketing Plan III. Elements of Tourism When considering tourism in general and Atascadero specifically, it is important to understand the elements that comprise the tourism experience These elements are outlined by McIntosh, Goeldner and Ritchie',and include the following: Tourism Element Characteristics 1 Natural Resources Natural assets unique to the region 2. Infrastructure Physical elements that help support the visitor's experience such as air access, roads,utilities,etc. 3 Hospitality Human elements that interact with and serve the visitor 4 Visitor Services Hotels,food&beverage,and retail services designed to assist the tourist. 5 Attractions Natural and built facilities,events and local culture that provide visitors with authentic experiences. 6 Organizational Organization and processes that work to attract visitors to the destination using a variety of promotional techniques. It is clear that Atascadero offers some level of these six core tourism elements,especially the significant natural resources. In addition to the above tourism elements, it is important to recognize that these elements in and of themselves are not enough. In order to truly maximize the city's efforts,the following support is needed. • A market-focused and market-driven strategy Too often organizations and regions can lose focus on marketing efforts and become concerned with political matters. For tourism success to occur, it is critical that communities like Atascadero develop a focused approach to defining and delivering an authentic and differentiated vacation experience,and minimize any potential political issues. • Funding In order to realize its stated goals,an organization needs to allocate the necessary funds to achieve the identified goals. Both the public and private sectors in Atascadero have to take a realistic look at the potential available funds for marketing and what is truly needed for the area to maximize its competitiveness. Tourism,Principles,Practices and Philosophies,and the Strategic Marketing Group k 8 Atascadero Tourism Marketing Plan • Cooperation and Unity of Purpose The tourism industry needs to foster cooperation between all of the tourism promotion agencies as well as the greater political community from a regional perspective The current tourism promotion situation within San Luis Obispo has historically been fragmented Locations like Atascadero and all the others within the county have an excellent opportunity to not only strengthen their own tourism efforts, but also leverage the overall effort of the entire county which, in turn,will benefit Atascadero • Vision The tourism industry needs to provide a vision for the greater community and develop a high"buy in"from stakeholders both in the public and private sector within Atascadero. Community Benefits If all of these components work in unison along with the necessary resources and funding,the tourism community, local government and local residents should benefit in a number of areas including • Enhanced quality of life Recognition of the importance of protecting natural elements in Atascadero will both add to visitor satisfaction as well as local quality of life,satisfying the often challenging need to balance visitor and local resident needs. • Improved infrastructure and local services Tourism generated tax dollars can play an important role in municipal and county funding for local services.As such, it is important for local residents to make a clear connection from the revenues that tourism generates to the infrastructure and municipal services that local residents enjoy • Jobs and business improvement Tourism often adds to the revenues that, in turn,increase employment and strengthen local business.This enhanced image has the potential to strengthen economic development value which in turn,will help to attract and retain business entities within Atascadero • Positive Return on Investment(ROI) The combined benefits derived from Atascadero's tourism promotion effort can provide a positive ROI over the long-term for the entire community and continue to strengthen the local economy e. 9 Atascadero Tourism Marketing Plan Section 2 California Trend Analysis Within the travel and tourism industry,significant changes are occurring in the macro environment of California that impact tourism destinations like San Luis Obispo County and Atascadero Following is a summary of the key tourism, economic and demographic trends that will help to provide a comprehensive context for the development of Atascadero s strategic direction. I. California Macro Environment Trends A. Tourism in California Each year,millions of California residents and visitors travel within the state to experience its wide variety of attractions,scenic beauty and local culture • According to the state of California,$96 7 billion was generated by direct travel spending in 2007 a 3 6% increase over the preceding year • The long-term trend shows that travel spending has increased about 4%annually, unadjusted for inflation since 1992.Additionally,this travel spending translated into 924,000 jobs. Figure 1 California Travel Spending 1992 2007 ($Billions) $120.0 $100 0 $88.1 $78.0 $81.9 $80.0 76.8 $65.5$67.8 $60.2 $600 $40.0 $200 $0.0 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 Source:Dean Runyan Associates a 10 Atascadero Tourism Marketing Plan As a tax generator tourism generated approximately$11 billion in revenues for state and local governments. Figure 2 below outlines the tax revenues generated by travel spending within the state since 1997 Figure 2 California Tax Revenues Generated by Travel Spending 1997 2007($Billions) $12.0 ;lo$$10.0 ....._.. 1LO $10 0 9:6...............$8 g.. S$: ........_.._5$$ $9.3 $8.0 Z•2 ._ $7.5 $7. B f ....._.�_..��..........-.-«. IF $6.0 $4.03. _ $2.0 $1 $1 ", $1 $1 zt $1. $1. $1• $2. $2. $0.0 < 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Local Taxes M State Taxes Total Taxes Source:Dean Runyan Associates • It should be noted that local taxes throughout California have not had any significant growth since 1997 compared to the steady growth in state taxes over the same time period B. Total California Travel In terms of tourism trends within the state,visitor volumes have been fairly consistent over the past several years with Californians representing the lion s share of the state s travel and tourism industry In 2006,the state of California received an estimated total of 366 million `person trips"to and through the state Of this total"person trips" 298 million or 80%were made by California residents, 53.3 million or 15%were made by U S resident out-of-state visitors,and 14 million or 4%were made by international travelers. Figure 3 2006 Total California Travel Visitor Volume(Millions) Out of State International 15% 4% �nW CA Resident 80% Source:California Travel&Tourism Commission • With regard to business and leisure travel within the state,approximately 75%of individual"person trips are for leisure purposes and 25%for business. 11 Atascadero Tourism Marketing Plan II. California Economic Trends Despite the recent slowdown,the California economy can best be characterized by its size and strength As indicated by the following key economic indicators listed in the table below,it is estimated that total taxable sales in 2004 was $486 billion and is projected to grow to$566 billion by 2007 Table 1 Key California Economic Indicators 2000 2001 2002 2003 2004 2005 2006 2007 2008 GDP %Chane 14% 1.5% 1.2% 1.9% 2.2% 2.2% 2.5% N/A N/A Unemployment% 4.9% 5.4% 67% 6.8% 6.2% 54% 4.9% 54% 6.9% Personal Income Growth 7.8% 7% .03% 14% 3.9% 3.0% 47% 3.1% 32.5% Consumer Price Index 37% 3.9% 2.4% 2.3% 2.65 37% 3.9% 3.3% 34% Source: State of California,Department of Commerce As can be seen in Table 1 above,the California economic picture has changed significantly over time. Most recently unemployment has risen and personal income growth has slowed while at the same time inflation pressure has seen an increase in prices. Both the national and state recessions are expected to have an impact on travel and tourism As of this writing,at the national level the Travel Industry Association is projecting a decrease in both leisure travel by 13%and business related travel by 2.9%for 2009 with a soft recovery projected for 2010 It is anticipated that while San Luis Obispo County(and Atascadero)have excellent proximity to consumer markets the destination can still expect to feel some impact of the growing economic situation that currently exists within the country and the state As such, it will become even more important for the destination to maximize its tourism promotion efforts in an effort to continually deliver needed revenues,taxes and employment. M12 Atascadero Tourism Marketing Plan III. California Demographic Trends Since the late 1990s, population in the state of California has increased steadily Table 2 outlines the projected trends in 2012,during the time between 2003 and 2012 California population and personal income levels are projected to change significantly Change will occur in several noteworthy areas including those listed below Table 2 California Growth Indicators 2003-2012 Projected 2003 2012 %Change Population Millions 34 40.8 20% Households Millions 12 13.7 14% Total Personal Income Billions 1997$ $1,192 $1,746 47% Per Capita Personal Income 1997$ $33,326 $42,700 29% Avg.HH Income(1997$) $100,923 $126,000 25% Source.Center for Continuing Study of the California Population • During the 2003-2012 time period,the California population is projected to increase from 34 million to 40 million,a 20% increase Additionally, personal income levels for Californians are projected to increase by 47%and average household incomes by 25%. A. Household Income Using 2003 as a base year the average household income was significant with Los Angeles and the San Francisco Bay Area households averaging over$100 000 Income is projected to grow between 2.2%and 2.6%annually through 2012 for the three major California regions listed in the table below Table 3 Selected California Counties 2003-2012&Per Capita Income Growth Rates Average Projected Annual 2003 Household Income Avg. Change 2003-2012 Los Angeles Basin $100,087 2.6% San Francisco Bay Area $123,503 2.5% Sacramento Region $88,945 2.2% San Joaquin Valley $99,647 2.9% Source:Center for Continuing Study of the California Population • It should be noted that the anticipated growth in the San Joaquin Valley could have a positive impact on tourism within the Central Coast area in general and Atascadero specifically as those residents seek a"get away"vacation location 13 Atascadero Tourism Marketing Plan B Population Increase In addition to the overall population increase for California by 2012, population increases are projected for each of the major regions within the state as indicated in the table below The San Joaquin Valley and Sacramento area is projected to grow the fastest at 19%followed by San Diego at 17%.The projected growth in the San Joaquin Valley coupled with the size and proximity of Southern California markets should be a long-term opportunity to Atascadero and its proximate location to these markets. Table 4 California Population Growth by Selected Regions 2003-2012 2003Projected Projected Growth i2003-2012 Sacramento Area 2,100,000 2,500,000 19% Bay Area 6,900,000 7,600,000 10% Los Angeles Basin 17,629,000 19,910,000 13% San Diego 2,900,000 3,400,000 17% San Joa uin Valle 3,583,000 4,284,000 19% Source:Center for Continuing Study of the California Population C Aging Population Much has been written about the Baby Boomers.As a target segment it continues to offer significant opportunity Figure 4 below illustrates that by 2012, 50%of the California population is projected to be 35 years or older and 50%is projected to be less than 34 years. Figure 4 Projected Population Changes.2003 2012 (Millions) 65+ a.8 ! , 3.8 55-64 4.5 3.2 45-54 5. 4.8 35-44 5 5. i 20-34 8.8 7.8 11.3: <19 10.6 0.0 2.0 4.0 6.0 8.0 10.0 12.0 ■2012 02003 Source: Center for Continuing Study of the California Population 0,7 14 Atascadero Tourism Marketing Plan D Changes in Ethnicity Another dynamic that is also changing the demographic picture is California s growth of various race/ethnic groups. Specifically, rapid growth is occurring within the Hispanic and Asian segments.As can be seen in Table 5 below,the Hispanic segment is projected to be the single largest ethnic segment in California by 2012. Table 5 Projected California Population Change by Race/Ethnic Groups 2003-2012 (000's omitted) 2003 Projected 2012 Caucasian 16,048 15,533 3.2% Hispanic 11,083 16,123 46% Asian 3,700 4,900 32% Black 2,200 2,700 23% Multi-race/American Indian 831 1,200 44% Pacific Islander 111 160 44% Total 33,973 40,616 19.6% Source: Center for Continuing Study of the California Population • It should be noted that the recent increases in the Hispanic and Asian population have also changed the composition of the California labor force Among the Asian population,the composition of these segments may not be fully understood. For example,while the Asian category represents recent immigrants, it also represents 5th generation Japanese citizens.These segments and their relation to the travel industry need to be better understood. 15 Atascadero Tourism Marketing Plan IV Travel,Social and Cultural Trends In addition to the changing economic and demographic characteristics,several social trends are also impacting travel and tourism throughout the country,as identified by the Travel Industry Association (TIA)below From this list,SMG has outlined both the primary trends having the most significant strategic impact on tourism to San Luis Obispo and the City of Atascadero, and the secondary trends. Figure 5 Primary Trends Time •. ert y WORM ............. San Luis Obispo County Atascadero OnlineTourism Internet & Primary Trends. • Generational Segmentation There are significant differences in key generational segments that are important to tourism destinations, including the following, o Baby Boomers-People born between 1946 and 1964 who are currently between the ages of 42 and 60 years old. Baby Boomers typically generate the highest travel volume. o Gen X-Those born between 1965 and 1978,who are currently between the ages of 28 and 41 years old. o Millennial Generation-Those born between 1979 and 1994 who are currently between the ages of 12 and 27 years old. • The Internet and Travel o Travelers tend to be quite computer savvy Two thirds(65%)of the 98.3 million travelers who are online (63.8 million)used the Internet to make travel plans. Use of the Internet to actually book travel continues to increase,with 45%of all travelers now online having made travel reservations on the Internet during the past year That translates to 44.6 million online travel bookers. o The majority(83%)of online bookers are using the Internet to do at least half of all their travel booking The number of online bookers doing all of their travel booking online continues to grow,with 40%doing so in 2004 versus 29%in 2003 0 82 percent of online travel bookers say they bought airline tickets for a trip taken in the past year 67 percent booked overnight lodging accommodations,and 40 percent made rental car reservations. • Environmental Issues are Priority o Americans are increasingly more interested in environmental issues.This issue impacts the selection of destinations as well as the selection of activities while on vacation. Those destinations that place a strong emphasis on the environment will have a competitive advantage over those that do not. 16 Atascadero Tourism Marketing Plan Correspondingly the rural atmosphere has taken on more significance as travelers become more directly involved in rural activities. • Hectic Lives Equal Shorter Trips o As people become increasingly pressed for time due to the hectic nature of their lives,the impact is seen on vacation and travel.As has been written many times,vacation trips have become significantly shorter in duration. Additionally,consumers are looking for hassle free vacations placing greater importance on ways of booking,and travel to and from destinations. Secondary Trends • Children as Travel Companions o One in four household trips in the U S (26%)include children under 18 or 170 1 million trips in total. Most(91%)trips with children are for leisure, nearly half of which are taken to visit friends or relatives Four in ten(44%)overnight trips with children include a stay in a hotel, motel or bed and breakfast establishment.Popular activities on trips with children include shopping(32%),attending a social/family event(31%),engaging in an outdoor activity(14%),going to the beach(12%), and going to a theme/amusement park(12%) More than half(55%)of trips with children are taken by households headed by Baby Boomers(age 35-54) • Family Reunions o Thirty four percent of U S adults have traveled to a family reunion in the past three years.This translates into nearly 72 million U.S adults. In fact, one in five(22%) U S adults say they took a trip to attend a family reunion in just the past year Keeping with the family theme, more than half of reunions are held in someone's home(52%) City or town parks(12%)and national/state parks or forests(6%) are also popular And family reunions occur with some frequency-at least once a year for half of family reunion travelers. • Fitness While Traveling o More than one-fourth of U S travelers-24 7 million adults—tried to keep those extra pounds at bay by using a fitness center or gym while traveling in the past three years These travelers are more likely than total U S travelers to be male(55%),younger(39 years,average age), a college graduate(56%), have a professional or managerial occupation(36%) have children in the household(55%)and have a higher annual household income($87,000 average(mean)annual household income) • Weekend Travel o Half of all U.S adults--nearly 103 million—take at least one weekend trip per year Almost 30 percent of Americans have taken five or more weekend trips in the past year and 35 percent of all weekend travelers say they've taken their children with them on at least one weekend trip Compared to five years ago,day trips and weekend trips appear to be more popular today than trips lasting about one week or longer In fact,forty percent of weekend travelers report they are taking more day trips and/or weekend trips(38%)today than five years ago. Interest in longer trips lasting more than one week seems to be declining-43 percent of weekend travelers claim they are taking fewer long trips than they did five years ago.Most weekend travelers(42%)make last-minute plans and select their destination within two weeks of their trip Thirty percent of weekend travelers say they took advantage of discounts, coupons, or special offers while planning or while on their most recent weekend trip.Visiting cities (33%)and small towns(26%)are favored destinations for weekend travelers,followed by beaches (16%), mountain areas(10%),lake areas(4%),state or national parks(3%)and theme or amusement parks(3%) 17 Atascadero Tourism Marketing Plan • Beach Vacations o One in ten person-trips(10%) includes going to a beach equating to 109.5 million domestic person- trips taken in the U S in 2003. Long trips are popular with beach-goers as 36 percent of beach person- trips last a week or longer Among household trips including beaches,41 percent include children. • Educational Travel o The learning aspect of travel is important to U S travelers,with about one-fifth—30.2 million adults— having taken an educational trip to learn or improve a skill,sport or hobby in the past three years Eighteen percent of travelers in the past year said that taking such a trip was the main purpose of their travel.Overall,educational travelers are more likely than total U.S travelers to be male(56%) younger (39 years,average age),a college graduate(49%), have a professional or managerial occupation (38%), have children in the household(51%), and have a higher annual household income($75,000 average(mean)annual household income) They are less likely to be married • Historical Places/Museums o A majority(58%)of U S adult travelers included an historic activity or event on a trip during the past year This translates to an estimated 84 7 million U S adults.Their households generated 143 5 million person- trips including a visit to historical places or museums in 2002. In fact,41 percent of past-year travelers say they visited a designated historic site,such as a building,landmark, home, or monument(41%)during their trip Three in ten(28%)visited a designated historic community or town. • Cultural Events/Festivals o Most(75%) U S adult travelers attended a cultural activity or event while on a trip in the past year This translates to an estimated 109.8 million U S adults.Their households generated 97 7 million person- trips including a cultural event or festival in 2002. Examining the variety of cultural activities to do on trips shows that past-year travelers most often attend performing arts events(48%)and/or visit art museums or antique establishments(47%) • Increased Value o Today, people are constantly looking for increased value,no matter what the purchase. Destinations must continually look for ways to provide additional value and benefits to increase visitation. 18 Atascadero Tourism Marketing Plan The identified travel and social trends have several positive implications for Atascadero tourism promotion efforts as outlined below, • Generational Segmentation With a number of activities and events that are attractive to a broad audience,Atascadero has an opportunity to target its marketing efforts to multiple segments including 55+, Baby Boomers and Gen X. • Internet and Online Travel With the majority of consumers using the Internet for travel planning, it is imperative that Atascadero continually update and improve its website and online marketing efforts in order to compete effectively and to reach target audiences more efficiently • Environmental Issues The overwhelmingly growing concern for the environment allows Atascadero to promote its natural tourism assets such as agriculture tours,and low impact recreation such as hiking, bicycling and birding. • Shorter Trips/Weekend Travel Atascadero's prime location in central California and its easy access along Highway 101 can help it to communicate its convenience to the large potential visitors residing in northern and southern California and the San Joaquin Valley • Children as Travel Companions The Charlie Paddock Zoo,Sunken Gardens, recreational lakes, hiking, biking, birding and horseback riding, agricultural tours,cultural events,and rich California colony history allows compelling reasons for families to travel and stay in Atascadero • Historical Places Atascadero's interesting history as the first master planned community or the Atascadero Colony,as well as its historic buildings such as the Carlton Hotel and Rotunda Building,and cultural events like Colony Days allow it to promote this unique aspect of California history that is not found in any other destination. • Cultural Events/Festivals Atascadero s wide variety of seasonal, natural and cultural events such as the Wine Festival and Colony Days allows it to promote the destination's authenticity,local culture and distinctiveness. Live re-enactments,Tent City and historical events also help to tell the story of the creation of the Atascadero Colony in a compelling and genuine manner • Increased Value With a number of brand name lodging properties that have desirable price points and amenities,Atascadero can effectively compete on price and value to reach price point conscious travelers. 19 Atascadero Tourism Marketing Plan Section 3 Economic Impact of Tourism Travel spending in San Luis Obispo County in 2007 was$1121 billion This represents a 3 4 percent increase from 2006 Since the economic slowdown in 2001-02,travel spending in San Luis Obispo County has increased by 3.8 percent on an average annual basis. While a substantial share of this spending growth has been due to increased gasoline prices and room rates,travel-generated earnings and employment have also grown during this period Table 6 San Luis Obis o Count Direct Travel lm acts, 1997 2007 Source: Dean Runyan Associates. Estimates for 2007 are preliminary These estimates supersede all previous reports. Within this context, SMG developed a sub-county tourism spending analysis that identifies travel spending in the 15 distinct regions or towns located throughout San Luis Obispo County In 2007 the North Inland region of San Luis Obispo County which includes Atascadero and Paso Robles generated$195 m in travel spending. The North Inland region ranks third in generating travel spending within the county,following the South Coast and city of San Luis Obispo Figure 5 San Luis Obispo County Regional Travel impacts (Millions) North Coast, South Coast, $151 $359 North Inland, $195 SLO $254 Mid Coast, $160 Source: Dean Runyan Associates 20 Atascadero Tourism Marketing Plan Table 7 below identifies the impact of travel spending on earnings,employment,local taxes and state taxes in the North Inland region Table 7 Tra vel Impacts within North Inland Region SL 0 County 20012007p 2001 200201 004 2005 2006 2007 North Inland (Paso Robles&Atascadero) Travel Spending($M) 1410 142.7 1501 158.8 1707 182.0 1957 Earnings($M) 45.9 47.9 51.2 540 571 61 5 667 Employment jobs) 2,640 2,600 2,680 2,700 2,800 2,850 3010 Local Taxes($M) 2.5 2.6 2.7 2.7 30 3.3 3.8 State Taxes($M) 5.8 61 64 68 7.3 76 81 Source: Dean Runyan Associates • In 2007,earnings generated within the North Inland region(Paso Robles and Atascadero)was approximately$66 7 million. • In 2007 travel spending generated approximately 3,010 jobs within the region • Travel spending in 2007 generated approximately$3.8 million in local taxes,and$81 million in state taxes. It is interesting to note that while the North Inland region(Paso Robles and Atascadero)is the third largest region within San Luis Obispo County for generating travel spending, it is the fastestgrowing area(in terms of travel spending)within San Luis Obispo County Table 8 San Luis Obispo County Travel Spending 2001-2007P 2001 2007p 6 year 2001 Rev 2007p Rev Share growth rate Share Share Change North Coast $112.5 $150.6 3387% 12.55% 13.43% 706% North Inland $141.0 $195.7 38.79% 15.72% 1745% 1100% Mid Coast $140.8 $160.1 13.71% 1570% 14.28% -906% South Inland $211 4 $2549 20.58% 23.58% 22.73% 3.57% South Coast $291 0 $359.9 23.68% 32.45% 32.10% 1 09% Total $896.7 $1121.2 25.04% Source: Dean Runyan Associates/SMG 21 Atascadero Tourism Marketing Plan Section 4 Atascadero Market Analysis Currently,Atascadero has approximately 402 hotel and motel rooms as indicated below As was mentioned previously in this report,these hotel and motel rooms account for approximately 3 7%of the total available rooms within San Luis Obispo County Table 9 Atascadero Lodging Property Rooms Motel 6 117 Holiday Inn Express 82 BW Colony Inn 75 Super 8 27 Casa Del Sol 11 Rancho Tee 27 San Paulo 11 The Carlton Hotel 52 Total 402 Source: San Luis Obispo County Visitors and Conference Bureau In terms of overall performance,Atascadero Transient Occupancy Tax collections(T 0 T)peaked in 2005/06 at $479,546 In 2007/08,T 0 T collections decreased by 15%since 2005106 at$407,609 Figure 6 Atascadero TO T Trend 2003-2008 $600,000 - -- _ $500000 _.. .__. __ _..- __.____._ _ ......_.... 479 546 $386,164 $407,609 $400,000 -- _—_ ------_- $321008 $300,000 $200,000 $100,000 $0 2003/04 2004/05 2005/06 2006107 2007/08 Source: Cityof Atascadero };;,; ...:t—V 22 Atascadero Tourism Marketing Plan In terms of fair share,while Atascadero has 3.76%of the room inventory within San Luis Obispo County,it only generates 2%of the lodging revenue within the county This situation suggests that Atascadero is not able to keep pace with overall demand for lodging which in turn generates tourism revenue Figure 7 San Luis Obispo County Intra Regional Fair Share Analysis Rooms vs.Revenue County of SLO9% 0 Pismo Beach %26% Grover Beach ° 1/'x.83° Arroyo Grande °°3 0% Atascadero °° 76% Morro Bay 110 G4% Paso Robles San Luis Obispo 61%22. 2% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% E%of Revenue %of Rooms Source:Strategic Marketing Group If in fact Atascadero could generate lodging revenues equal to its share of available rooms, it is estimated that Atascadero could generate an additional$3 million in lodging revenues on an annual basis. Figure 8 Potential Lodging Revenues at Fair Share Total Rooms=%Total Room Revenue $10,000,000 R -- $8,000,000 $7,663,049 $6,000,000 - _-....._......_ _..._ ....___._ $4,000,000 $2,000,000 _ $0 Lodging Revenue T 0 T Current 0 Potential Source:Strategic Marketing Group 23 Atascadero Tourism Marketing Plan In terms of lodging mix,Atascadero's mix of branded versus unbranded rooms is much more favorable when compared to the county lodging inventory as a whole Table 10 Atascadero Lodging Sector Branded Chain vs.Independent Total Branded Independent Rooms Atascadero 402 301 101 mix 7488% 25.12% Total County 8518 2722 5796 3196% 68.04% Source: Strategic Marketing Group As can be seen above,Atascadero has a significantly larger percentage of branded chain lodging inventories than the entire county This is significant since branded chains typically have distribution systems that allow them to access a much greater customer base and give them a competitive advantage The composition of the Atascadero lodging properties in terms of propety size is also favorable when compared to the county as a whole,as illustrated below Table 11 Atascadero #of Rooms in Lodging Segments rl Rooms &More Rooms 50 Rooms Rooms Atascadero 117 209 76 402 mix 2910% 5199% 18.91% Total County 2496 2968 3054 8518 29.30% 3484% 35.85% Source: Strategic Marketing Group Thirty percent of all properties within the county are in the 100 Rooms&More segment.Typically, properties with smaller room counts can present a major marketing weakness as these properties usually have limited marketing funds and,in some cases, limited expertise Additionally more often than not, properties this size have no direct selling personnel,leaving marketing and sales functions to the owners. In the case of Atascadero,29%of the room inventory is in the 100 Rooms&More segment,and 52%of the room inventory in the 50-99 room segment which is still a favorable situation when compared to the county as a whole �'�1 =" 24 Atascadero Tourism Marketing Plan Section 5 Tourism Product Analysis Atascadero is the third largest city in San Luis Obispo County It is centrally located with excellent proximity to Northern and Southern California markets as well as the growing San Joaquin Valley Atascadero is located within 30 minutes of a number of recreational lakes,wineries and the Pacific Ocean and Hearst Castle.Atascadero has the only Central Coast zoo, and offers a small community experience with plentiful recreation opportunities and rich agriculture Within the city of Atascadero itself,there are only a few major trip generators As such,Atascadero often serves as an overnight option to its notable wine producing neighbor Paso Robles. In order to develop a sustainable tourism marketing program and strategy for Atascadero, it is important to understand the key elements that define the tourism destination. The following product(experience matrix provides a visual overview of the key elements of the tourism experience in Atascadero Atascadero Product/Experience Matrix fi h Atascadero Product/experience Matrix A. • •i The Atascadero product/experience mix is built around its core assets and activities,which motivate people to visit the area. The Paso Robles wineries,Charles Paddock Zoo and proximity to Hearst Castle are the most significant revenue drivers for Atascadero In addition to these primary attractions,Atascadero has a growing agricultural tourism component as well as a revitalized downtown experience with historic buildings and year-round special events that are listed in the table below Table 12 Atascadero ProductlExperiences Agricultural Culture& • ... Downtown Tourism Farmers Markets Hearst Castle 170 Wineries Performing arts Bike Riding Shopping Colony Days Ag Tours Charles Paddock Zoo 40 Varietals Museums Hiking Trails Dining Hot EI Camino Nights Lavender Farm De Anza Trail Wine Tasting Historic Society Horseback Riding Arts Winter Wonderland Wine Tours Missions Chalk Mountain Golf Art Shows Carlton Hotel Sporting Events Rotunda Building Historic/Cultural Events Wine Festival Source: Strategic Marketing Group N 25 Atascadero Tourism Marketing Plan While Atascadero offers several tourism activities and experiences for visitors in its jurisdiction, its major demand drivers are located outside of the city which does not motivate people to stay at the lodging properties in Atascadero For example,the North Inland region s wineries are located in Paso Robles,and Hearst Castle is located on the South Coast of San Luis Obispo County As such, it is important for Atascadero to develop and promote more tangible reasons for people to stay within the city such as special events, art and culture,dining,shopping,etc. using a branded identity that provides a unifying theme for all of its tourism activities and assets and gives the destination an authentic distinction Figure 9 Regional Demand Drivers i° _ 0- 26 Atascadero Tourism Marketing Plan Section 6 SWOT Analysis In order to understand the current situation and to develop strategies designed to build a sustainable competitive advantage, it is important to review the strengths and weaknesses of Atascadero as well as the opportunities and threats that will impact its future success. Atascadero SWOT Analysis 5T 6 E T A�tl ? 8 0 l l K�E 91�1 •A•• 1 • • a a s e•s ®^ s Strengths Atascadero has several strengths that provide make it a desirable tourism destination, including the following • Location Atascadero is strategically located in the center of the county,which offers visitors a central location to stay to enjoy the many activities found throughout San Luis Obispo County It is located just 15 minutes from the beach,6 minutes from Paso Robles wine country and 20 minutes from the city of San Luis Obispo and major attractions.Additionally, its location along Highway 101 provides easy access from Northern, Southern and Central California geographic markets. • Special Events—Atascadero hosts a wide variety of special events that highlight its interesting history, local culture and natural assets such as the Atascadero Wine Festival, Hot EI Camino Cruise Nite and Colony Days. • Tourism Promotion Infrastructure—Currently,Atascadero has a basic tourism promotion infrastructure that is implemented by the Tourism Promotion Committee that has representation from the community and the City of Atascadero The Atascadero Chamber of Commerce and the Main Street Association are also involved in tourism promotion efforts designed to benefit its members. _' F- 27 Atascadero Tourism Marketing Plan • History—Without a doubt it is Atascadero's fascinating history that sets it apart. Atascadero was founded in 1913 by developer Edward Gardner Lewis,who wanted to create a planned community that combined the best of agrarian and city life. He called it the Atascadero Colony and envisioned a utopian agrarian paradise where people could live on small ranches with farm animals and have automobile access to the ocean by an 18-mile road he built,which later became Highway 46 to Morro Bay He also worked with noted institutional architect William D Bliss of San Francisco who built the Atascadero Colony Adminstration Building that is clearly one of the most ornate and beautiful buildings in the county following Hearst Castle.Atascadero s status as the original master planned community,or colony,in California offers visitors a glimpse into a remarkable historical feat and an early visionary's dream that helps to tell the story of central California • Proximity to Wine Country While there are no wineries within the city of Atascadero it is within close proximity to 40 wineries in the award-winning appellation of Paso Robles that rivals many Napa and Sonoma wines. • Value—Atascadero s leading brand name lodging properties with their consistently good service amenities and pricing makes it an excellent"price point destination as compared to other areas within the North County Weaknesses While Atascadero has several strengths, it is not without its weaknesses that need to be considered, including: • Limited Attractions—Since the city has no major attractions within its jurisdiction, it plays a support role to other parts of the county that do have major attractions.Given this dynamic,Atascadero often serves as an overflow for people destined for other parts of the county with limited or no available lodging • Downtown—Currently,the downtown suffers from a lack of tourist oriented activities, prominent art and culture, and a branded identity that could help to create a strong sense of place and excitement for locals and visitors. • Tourism Funding-While the city allocates approximately$50 000 annually for tourism promotion,comparatively speaking significant additional investment will be needed to increase awareness and demand for Atascadero As compared with other areas within the county,Atascadero's funding per available room is below Pismo Beach, the city of San Luis Obispo and Paso Robles, but above Morro Bay and Arroyo Grande. Figure 10 Tourism Promotional Funds/Per Available Room .............._......._.._...__....................__._._..........._......._.................... Pismo Beach $2 0 City of SLO ME== $2 0 Paso Robles $200 Atascadero $156 Morro Bay $ 31 I Arroyo GrandeJ$2 j $0 $50 $100 $150 $200 $250 $300 . .................. • Limited Brand Identity While Atascadero has an existing brand,the Colony of Atascadero, it has not been adequately promoted throughout the destination to provide an overall destination identity or unifying theme for Atascadero's tourism assets like other cities within San Luis Obispo county such as Paso Robles and Pismo Beach. _ 28 Atascadero Tourism Marketing Plan Opportunities Atascadero has a number of key opportunities that can provide the foundation for a long-term tourism promotion effort, including the following• • Downtown Area—The continued revitalization of the historic downtown area with infrastructure improvements as well as more activities,events,shopping and dining organized with a unifying destination brand will provide an entertaining and authentic experience for travelers. • Branded Niche Destination—There is a significant long-term opportunity to position Atascadero as a niche destination within the broader county-wide tourism industry in order to capture overnight visitations from visitors already in the County • Equestrian Connection—To further differentiate Atascadero over the long-term,the city may want to pursue the development or expansion of existing regional horse events and activities This would serve to effectively differentiate the destination from other areas within the central coast,and possibly help stimulate the development of additional lodging properties. • Eagle Ranch—Once developed,the trails, parks,equestrian center and green"facilities in the proposed Eagle Ranch project could provide a new visitor attraction. • City Council-The community of Atascadero recently elected a pro-tourism city council that is committed to pursuing programs that can increase tourism to the area. Threats • Competition—A primary threat to Atascadero is competition from both within the county as well as from outside that have major tourism attractions.As such, it is critical for Atascadero to develop a defendable niche position as a viable tourism destination • Economy—The global recession and climate of economic uncertainty are clearly the greatest threat to Atascadero tourism levels as potential visitors forgo travel plans based upon diminished income and new priorities. The rebound in the economic situation may not be apparent for several years.As such, it will force destinations like Atascadero to communicate a clear message of value to a very targeted market. SWOT Discussion In order to carve out a defendable competitive advantage,Atascadero needs to leverage its strengths and maximize its potential opportunities. Specifically,Atascadero should continue to emphasize its colorful history and prime location to San Luis Obispo's major attractions as well as its easy access from major population centers.The promotion of a unified destination brand that positions Atascadero as a defined niche within the San Luis Obispo tourism industry,and sets the theme for the overall tourism marketing program is an immediate priority Also with the risk of becoming known as a lodging overflow destination for other areas with the county,Atascadero should work to improve the downtown experience with a greater emphasis on history,arts and culture,an expanded roster of events,and infrastructure enhancements that will help to support the brand and motivate overnight stays in the city Finally,while the city is to be commended for supporting tourism with its existing budget, it is critical for the lodging community to develop other tourism funding mechanisms such as a BID in an effort to increase the marketing budget over the long-term and to pursue other opportunities such as major equestrian events,facilities and trails. Atascadero Tourism Marketing Plan Section 7 Promotional Efforts Currently the Atascadero tourism promotion effort is managed by the Tourism Promotion Committee which serves as an advisory committee to the City The City of Atascadero invests approximately 10%of the T 0 T collections or $50,000 on tourism promotions as outlined below Figure 11 Atascadero Tourism Promotion Budget Contingency $5 00 Chamber services $3 785 Webstatff$150Trade Show Travel $2,000 Fair Sponsorships $5 d00 E-Specials $360 Radio Advertising NOMMOM $5,000 Certified Rack Services NOINNEM $12,000 SLO Magazine Ad $4 5001 Online Newspaper Coops $1,(00 Website Design UNNOMMIE $2,500 Sunset Magazine CA Visitors Guide $5,000 I-- $0 $2,000 $4,000 $6000 $8,000 $10,000 $12,000 $14000 Source: City of Atascadero In addition to the city's Tourism Promotion Committee,the Atascadero Chamber of Commerce and Atascadero Main Street Downtown Association also provide tourism related activities for the community An overview of the organizations that support tourism related activities can be found on the following pages. �" 30 Atascadero Tourism Marketing Plan Atascadero Tourism Promotion Organizations d «f f f • F F f • 6 F ! l f d f • � f • • r f ! f `f Atascadero Chamber of Commerce ffmy� ' The Atascadero Chamber of Commerce provides Tp,newtourism related services through its member website www.atascaderochamber.org,the production and y distribution of the Atascadero Visitor Guide, and as the city's Visitor Information Center 4 The www.visitatascadero.com 'Dining"and "Shopping"pages link to the chamber's shopping _ si", -MA" and dining members to provide visitors with details. jNttWCAAF�4(lXAlt Atascadero Main Street Downtown Association • � The Atascadero Main Street Downtown Association is primarily responsible for developing and F - 3:�• supporting events that are designed to attract people ».., to the downtown area using printed materials and 1 0 their website—www.atascaderomainstreet.org. rsrnre Their mission is 'To transform downtown into the ;,v, historical,cultural, social and economic center of "�' "• "�"° Atascadero The Association positions downtown om ¢C•WNKLQJTRY1 dF JktiAOC'i LRMd.'.. : as the Colony District. 31 Atascadero Tourism Marketing Plan Atascadero Tourism Promotion Committee The Atascadero Tourism Promotion Committee is an advisory committee for the City of Atascadero It includes representatives from the local tourism ffl, lMqyeqcommunity and advises City staff on the J, T- development and implementation of the current marketing program which is funded with 10% of the City's Transient Occupancy Taxes. The City's G t Ma¢ 9 overall marketing efforts include advertising, trade shows, out-of-market Visitor Guide distribution, and 41 lip management of the primary tourism website— �,,,n„ www.visitatascadero.com Additional Organization Promotional Efforts The City of Atascadero has provided furnding to the San Luis Obispo County Visitors&Conference Bureau in exchange for exposure in its county-wide tourism programs. `* Atascadero is featured in the VCB promotional materials and visitors guide,cooperative ads in the California Visitors Guide, public relations efforts,and the VCB website—www.sanluisobispocounty.com yr.,mwee wu a o,rK aoww<.,w..,x+mr yob*: 32 Atascadero Tourism Marketing Plan Section 8 Visitor Demographics As part of the County Tourism Analysis project,SMG surveyed the County CVB consumer database to understand their perceptions,attitudes and behavior SMG also collected demographic information from those who stayed in San Luis Obispo County The data that follows is from those who indicated they stayed in Atascadero during their last trip 1 Geographic Point of Origin A. California vs. Out of State Overall,78%of those surveyed who indicated they stayed in Atascadero were from California,while 32%were from outside of California. Figure 12 Geographic Point of Origin 410 California 0 Outside California Source:SMG SLOEVC Study Note:Sample size is small. B The California Market Within the California market,approximately 10%of visitors were from Central California, 63%were from Southern California,and 27%from Northern California. Figure 13 California GeNraphic Point of Ori in 3.a Northern California m Central California Southern California Source:SMG SLOEVC Study Note:Sample size is small. 33 Atascadero Tourism Marketing Plan 2. Demographic Profile A. Age As can be seen below,visitors to Atascadero tended to be older than those who visited the county as a whole Figure 14 Atascadero Visitor Age 61+ 51-60 41 50 I Total County 31-40 Atascadero 25-30 Under25 0.0% 10.0% 20.0% 30.0% 40.0% Source:SMG SLO,EVC Study Note:Sample size is small. B Income Visitors to Atascadero tended to have a higher concentration of income in the under$70,000 category Figure 15 Atascadero Visitor Income 1 $250,000+ 1 $100-$249 000 17 E 3 $70-$99999 j � ( Total County $60-$69 999 Atascadero $50-$59000 1 $0-$49999 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% _.._.... -----------..._......................................__....... ..................... Source:SMG SLOEVC Study Note:Sample size is small. r_ 34 Atascadero Tourism Marketing Plan Section 9 Tourism Vision 9 Goals In an effort to assist the tourism promotion organizations and the City of Atascadero with its long-term strategic direction,SMG has developed the following vision statement and overall strategic goals. A. Atascadero Tourism Vision To develop and implement tourism programs that differentiate Atascadero by promoting the authenticity of the destination and its attractions, history, and local culture, and take into consideration the interests and needs of current and potential visitors, local tourism related businesses and local governments, with respect for the environment and the values of the community B. Overall Strategic Goals 1 Economic Effectively promote tourism in a way that generates increased travel spending,taxes and employment within the city of Atascadero As was identified previously in this report, by increasing travel spending to 3 7%(a percentage equal to Atascadero share of rooms within the county)from the current 2%,it would translate to an additional$3 million in annual travel spending 2. Consumers Position Atascadero as a unique niche price point destination in San Luis Obispo County in an effort to attract visitors by communicating an appreciation of the history, recreation, attractions, geography and ambiance, i.e.,the key benefits and attributes the community offers. 3. Environment and Natural Resources Educate traveling public about the area's environment and natural resources in a way that calls attention to these assets and at the same time serves to protect and preserve the aesthetic,agricultural and cultural foundation of the Atascadero community 4 Local Community Preserve the Atascadero community's values and lifestyle through the communication of its key tourism assets in an authentic manner that maintains the integrity and pride of the local culture,and motivates the community, businesses and various tourism promotion organizations to participate in and support the city's tourism marketing program to help increase taxes and employment. 35 Atascadero Tourism Marketing Plan Section 10 Marketing Strategy A. Core Strategy In order to achieve its stated goals and to develop a sustainable tourism marketing program,Atascadero must successfully differentiate the destination and optimize technology 1 Differentiate the destination. First and foremost,Atascadero must clearly differentiate itself from the competition to make it relevant in the mind of consumers. Most destinations differentiate themselves based upon physical attractions in their jurisdictions. However Atascadero has a unique challenge since its primary tourism revenue drivers are based upon attractions located outside of the city As such,the most effective approach to truly differentiate Atascadero is to promote its authenticity based upon its history and local culture. Differentiation will be supported by the development of the destination brand that will be integrated into every marketing effort and leveraged by the tourism promotion organizations and community 2. Utilize the Internet and technology to the fullest. One of the most efficient and effective marketing distribution channels for destinations to reach travelers is the Internet. With over 80%of all travel planning taking place on the Internet, it is imperative that Atascadero upgrade its website—www.visitatascadero.com—and implement a comprehensive online marketing program. Executed correctly,this marketing strategy and approach allows the tourism program to naturally unfold and yield long-term positive results I. Differentiate the Destination There is a significant strategic opportunity to differentiate Atascadero and to give the destination life and distinction by more fully integrating authenticity and the local culture into the tourism marketing efforts.The key is not to duplicate other San Luis Obispo County destinations, but to reach deep into the local culture to differentiate Atascadero Today more and more travelers want to experience the real side of a destination,the side that gives a destination life and distinction.They want to visit locally owned and operated businesses and get a taste of the real local culture As such,authenticity as a core strategy for differentiating a destination can be a very valuable marketing platform as illustrated in a recent statewide study The California Traveler©marketing research study conducted by SMG in 2007 quantifies this new travel trend with some surprising results. • 44%indicated that vacation destinations are becoming similar in their restaurant and retail offerings. • 88%indicated that while on vacation,they tend to seek out locally-owned shops and restaurants rather than national brands. • 52%indicated that while on vacation,they are very likely/definitely likely to pay more for locally produced and locally grown products than those offered by national brands/chains. While this is true, many destinations fail to execute the promotion of the authentic experience including the right images and messages. Instead, many destinations list attractions without providing a compelling emotional € 36 Atascadero Tourism Marketing Plan connection to the experience for the target audience (For more discussion about the economic and social benefits of authenticity, please see the Appendix.) To successfully build awareness for Atascadero, marketing efforts must differentiate the destination through an emphasis of its key assets and strengths as outlined in the SWOT section of this plan,translating them into believable and meaningful benefits for its target market segments. Following are the key points of differentiation that the marketing program will emphasize Atascadero Key Points of Differentiation Asset Consumer Benefits • History A nostalgic step back in time,authentic local culture Atascadero s colorful history as the Colony of California along with its historic buildings and cultural events provides a unique visitor experience for all segments and promotes the authentic local culture and heritage • Location Easy access Atascadero is centrally located in close proximity to the wine industry, major county attractions and the ocean. Its geographic location along Highway 101 and near Highways 41 and 46 provide easy access from Northern, Southern and Central California geographic visitor markets. • Affordable Superior price and value Atascadero's quality branded lodging properties with full amenities,customer service and competitive room rates make it an excellent 'price point destination"as compared to other lodging properties within the North County �✓ 37 Atascadero Tourism Marketing Plan C Branding/Positioning To effectively differentiate and to give the marketing program structure,Atascadero must promote a brand identity that unifies its tourism assets A brand is the way in which consumers perceive or distinguish a destination.To be effective,a brand should unify all of the destination's functional(recreation and events)and emotional benefits (culture and solitude)under one all-inclusive identity(image and positioning statement)to create an indelible impression in the mind of the consumer A brand not only serves to unify all of the assets/attributes of a destination under one identity It also works to unify the community and to encourage it to provide the highest quality standards and customer service that will strengthen the brand and customer loyalty over the long-term. I. Brand Awareness and Customer Loyalty As time becomes increasingly scarce,consumers will often Atascadero Brand Identity turn to highly visible brand names when planning a purchase decision Consumers want the assurance of quality whenx they don't have the time opportunity or ability to inspect alternatives.This behavior is reinforced by the constant visibility of a brand using mediums and communication efforts that reach the target segment.A brand representing leadership,success,quality and excitement can create a genuine connection with the consumer These positive associations can motivate a buying decision History•Culture• Environment•Recreation that is both emotionally and functionally driven and is positively reinforced when the experience meets the expectation. Target Market Segments As such,Atascadero lodging properties,attractions and all 1 tourism related businesses should strive to consistently offer exceptional customer service beginning with the information Brand Awareness: gathering process to the actual visitor experience The Educate Target Segments continual and dedicated commitment by each community member tourism agency and business to provide a positive overall experience will help to build brand awareness, reinforce positive brand associations,and generate customer (brand)loyalty among target segments. Brand Recognition: Familiarity of the Atascadero brand Above all,a highly loyal customer base can be expected to leads to Recall&Preference generate repeat visitations and revenue flow 38 Atascadero Tourism Marketing Plan II. Atascadero Destination Brand E.G Lewis was not only a visionary developer He was a futurist marketer His master planned community that he named the Atascadero Colony should remain the destination brand because of its historical uniqueness F` The current 'Colony of Atascadero"logo featuring the historic Administration Building clearly differentiates Atascadero from the competition within San Luis Obispo County and outside of the county No large or small rural or cosmopolitan destination in California or the nation can claim this brand ` identity or positioning statement.Or the unique story behind it. It is authentic and distinctive and gives Atascadero a long-term defendable position and theme to base its marketing program and even infrastructure enhancements on in both the short and long-term Above all,it has a timeless appeal and emotional connection with locals—Atascadero's most valuable marketing vehicle While the historic Administration Building,also known adoringly as the Rotunda Building was damaged in the 2003 San Simeon earthquake the city stands committed to carry out the$21 million in repairs scheduled to commence in 2009 The building is the physical anchor of Atascadero and the sense of pride for its residents It is also considered one of the San Luis Obispo County's most elaborate and beautiful buildings following Hearst Castle.The city businesses,and entire community recognize the importance of this landmark as a physical community center and unifying symbol. The introductory copy on the Colony Days website included below eloquently captures the essence of life in Atascadero and the local connection to the Colony of Atascadero. 'The brainchild of mega-entrepreneur E.G.Lewis,Atascadero CA is the result of nearly a century of organic community evolution. It is an amalgamation of rolling hills studded with majestic oaks and other mesmerizing flora; historic buildings;quaint lake park and zoo;dynamic enclaves of artists, musicians and writers;fiery politics,all surrounded by the most colorful visitor vistas and finest wineries in the state.Atascadero is the hub,the very center of California's Central coast." The Atascadero Colony brand is also a natural extension of the San Luis Obispo County VCB brand of 'California s Natural Escape"which will help to leverage cooperative marketing efforts with the VCB.A colony has very positive connotations such as creativity community culture,heritage and nature. It conjures positive emotions,and can position Atascadero as a physical and emotional place to get a break from the busy city and experience a simpler way of life.Atascadero's downtown attractions,lush countryside, recreation,and special events can deliver this authentic experience It can also help to introduce the"free recreational opportunities such as hiking biking, birding and horseback riding as well as introduce the unique history of the area,downtown, retailers and lodging properties. The Atascadero Colony brand provides a cohesive thematic umbrella to unite existing events(Colony Days), programs(Downtown Association),and infrastructure(Colony District)that already use the colony distinction to give the overall tourism marketing program better structure and leverage limited resources.The brand serves to identify the downtown area as the Historic Colony district and sets the theme for more signage,events,lodging packages, ads,website and public relations program It ties Atascadero together;from the infrastructure to marketing,and sets the foundation to tell the story about Atascadero and its continuing evolution as a unique tourism destination - : 39 Atascadero Tourism Marketing Plan Section 11 Marketing Strategy Execution The Atascadero Colony brand has to be translated into specific marketing tactics that will differentiate the destination from the competition and include participation from all the tourism promotion organizations, businesses and local community to create a sustainable long-term program.As mentioned earlier,the core marketing strategy is the integration of the local perspective and lifestyle in order to create a genuine connection with the consumer that effectively motivates their behavior to plan a visit to Atascadero Authenticity and Local Culture will be the strategic platform to reach Atascadero's target market segments, and to guide the creative execution of all marketing tactics. Using history and locals to introduce the city's tourism assets as the cornerstone for the entire marketing program will help build a long-term niche position within and outside of San Luis Obispo County A. Creative Development& Execution To ensure the strategy is integrated into every marketing tactic,specific messages and images that support the brand and speak to target audiences must be creatively crafted. Featuring a local's insight about recreation, historic site, event or hot spot along with compelling photography should be used to introduce Atascadero's tourism assets and invite visitors to experience it on their own.The creative platform should be used in every marketing execution to leverage efforts and to create continuity for the entire program. B. Visitor Data Collection/Visitor Database The collection of visitor data(specifically emails)and the creation of a visitor database will be the lifeline for the Atascadero marketing program and the basis for establishing a visitor relationship program that can help foster loyal, repeat visitors over time It is not cost effective to invest in visitor contact activities(trade shows,advertising,etc.) without obtaining visitor data to keep that costly visitor contact informed year-round.Collected emails will be added to the email newsletter database so new and repeat visitors can be continually educated about year-round activities and events that will encourage overnight visits The primary mechanisms for collecting visitor data should include • Atascadero Website—www.visitatascadero.com o Email capture system o Visitor Guide online order form o Contests and promotions • Email newsletter with"forward newsletter"mechanism to encourage new readers • Advertising o Direct leads generated by print ads o Banner ads on websites that generate traffic to the Atascadero website and email registrations • Trade Shows o Promotions/Trip giveaways o Attendee surveys o Atascadero newsletter sign up form • Special Events o Newsletter sign up form o Attendee surveys • Atascadero tourism partners and community o Website links from lodging properties,chamber of commerce, downtown association,attractions, businesses,event proponents,historic society etc. o Atascadero banner ads on partner websites 40 Atascadero Tourism Marketing Plan C. Strategic Implementation The following Atascadero Business Model is a systematic approach to illustrate how the tourism marketing program works,and how it is measured Driven by the authenticity strategy the business model integrates all of the marketing efforts in order to build awareness of Atascadero among its target markets and to build a visitor database for future marketing efforts. It also outlines how potential visitors are driven to the lodging properties in order to generate overnight bookings and visitations.The focal point of the business model and marketing program is the Atascadero website The Atascadero Business Model has two basic principles. • The best organization to create awareness and brand positioning is the City of Atascadero • The best organization to book a room is a lodging property or make a sale is an attraction or business. Atascadero Business Madel Core Strategy- Authenticity and Local Culture Advertising Public Relations Sales Online Efforts Events Visitor Center Target Market Segments. Lifestyle&Geographic --------- www visitatascadero.com -Collect Information w Measure Programs Make Adjustments Book Vacation ------------- and Refinements 0 :N > Positive Exoerience How the Business Model Works. 1 Marketing efforts are used to attract the target market segments and to build a database for future promotion efforts.Target markets either show interest(go to the Atascadero website)or not. 2. Once they go to the Atascadero website,at some point they link to a lodging property At that time,it becomes the responsibility of the lodging property to make the sale 3. Based upon their experience, new visitors either become repeat visitors going back to the lodging property directly,or back to the Atascadero website to choose another lodging property or they fall out of the entire system. 4 The City of Atascadero can measure its effectiveness and accountability at several points. First, it can measure how many user sessions;page views,etc.are generated overall by its marketing efforts. Second, it can measure how many users(leads)are sent to its lodging properties,attractions and businesses. Throughout the system,visitor data(emails)are collected to be used for visitor relationship programs such as the email newsletter and seasonal promotions. It also builds the database to implement an online visitor survey to determine how people got to the website and to gauge their behavior motivations and perceptions about the destination 41 Atascadero Tourism Marketing Plan D. Target Markets To make the authenticity strategy work it has to be communicated to the right audiences.To do so successfully, target markets should be segmented by geographic markets and lifestyle preferences such as hiking, bicycling, bird watching, horseback riding,golfing,foodies,etc. in addition to geography and drive times. Merging psychographics with demographics will help to identify the most lucrative advertising mediums for targeting efforts and messages. This segmented approach also allows for more creative marketing tactics and messages that will be designed to keep giving visitors new reasons to return Primary target markets include in-county travelers and out of county geographic markets including the Los Angeles area,San Francisco Bay Area and the San Joaquin Valley These geographic target markets are within about a four hour driving radius. International and out of state visitors will learn about Atascadero while they are traveling in California and San Luis Obispo through marketing efforts with the California Travel and Tourism Commission and the SLOCCVB Cul a Y y. a o Ukiah Po Lake: '°Carson IN E V A_ n A Dudonrater Tahoe; ,City GClearlak U! U {95 Gabbs o r # Round Santa Mountain Rosa D acrarnento 395 Hawthorne airrie San Andreas Bridgeport v 250 minXll121„ ° G g Warm Springs RIII:Wo o Tuolumne Tonopah Tracmamm,oih. Goldfield San Mode 120', aiake5 e Alamo tied it tWftir U tN I T E D S T A T E S ° n Jos Mer'ced-' Sierr nai Forest 93 g6 Desert Nationaj 152' Beatty Widlife Range list r Fres s Banos Q)ndapendance Indian Monera Salinas aSprings Soledad K C A L F O R 1 A Hanfar A Visa Death Valieyo Las Vega ia8, Death a,ail °co gran Valley }lenders n Avenel NP i27 Delano ,. Robles SSW abeIla o idgarcrest 95 48 o roan Luis Obispo Be afield fpaker Mojave n Santa National Arroyo Gran aria 99 58 , B Preearvve Lancast [ _ Ictorville DO Santa Clarlt 138[ 1011 Oaks cbe amonga P c i f 1 a Q c e e n OHM ` Los na ue Indio Lona B 88 Ocesrta �Rrnnrlidn C3,IIyM11•LM.ri l".1 ]CTJGMctd[M1CtlMm•IrMS dYl.t rli'1iDPlltu +II IItl�k Rterven.PJlmi 019E6-�l]S h[tfl�'Ie MTele GapClalm.+ll nPM1[r rcs YA. t'Iltm�pl[q a4101iet IdS+Inb OJOQ!'i�f-TF3Q Ali nuns+ Rserttd.Ila.rT�351 +JTEf}gN 6��F0.Tt PyiHnaFf MN+:TB(!4]fJT>Telt ala[Na Ii.NAtnta IK.MIn Ilk rciilven.Tele Slai 9'H The'ref NnM+mMca GR 1a''Itmali OT TtIe PIOi IY. Summary market characteristics for a number of potential target markets can be found in the following table. '=�jWE:I; 42 Atascadero Tourism Marketing Plan Table 13 Summary Primary Target Markets Los Angeles County,CA Say Area San Joaquin County,CA Average Household Income $74,936 $90,553 $55,382 Por eaplta kwom $24737 $33,210 $18,249 Population(W42) 9,613,763 4437,275 577,974 Population by$ex 9,613,763 %base 4437,275 %base 577,974 %base mate 4746,169 49% 2,218,577 50% 288,574 50% Female 4,867,594 51% 2,218,698 50% 289,400 50% current Year Population 18 r$and 0Ysr 6,861,562 %base 3,399,366 %base 395,072 pa►tiaipaw in: SICY01Rg-Mountain 275,574 4.02% 168,091 4.94% 14 764 3.74% Sicycling-Road 666,832 9.72% 388,048 1142% 38,856 9.84% Fish inq-wAwaterfps'Alelpets 400,962 5.84% 183,978 5.41% 19,275 4.88% Boil 690,946 10.07% 408,991 12.03% 41197 10.43% waikitVfor taxerct$e 2,196,924 32.02% 1,248,728 36.73% 131,945 33.40% (;1rmDs$ktoOPersonal C.OmPOW 2,862,806 4172% 1,784,605 52.50% 173,580 43.94% Attend it4ltsk,perfpt'rflart08$Wiest Year 1483,728 21.62% 883,625 25.99% 82,286 20.83% Belong t0 an Auto Club 2,233,695 32.55% 1,252,247 36.849 111 766 28.29% Domestic Travel fast 12 n ondw Any 3,556,583 51.83% 2,031,594 59.76% 215,814 54.63% North East 776,783 11.32% 519,242 15.27% 37 706 9.54% South 1,577,973 23.00% 955,678 28.11% 108,913 27.57% North Central 666,216 9.71% 421,075 12.39% 54155 13.71% West 1725,098 25.14% 915,055 26.929 90,092 22.80% Stayed at last year Best western 358,321 5.22% 215,459 6.34% 23,972 6.07% Comfort inns 221,352 3.23% 125,024 3.68% 16,462 417% courtyard 69,744 1.02% 43,618 1.28% 4,690 119% Days inn 218,765 3.19% 126,371 3.72% 16,084 4.07% Hampton Inn 110,807 1.61% 73,638 2.17% 8,205 2.08% Holiday Inn 330,360 4.81% 200,435 5.90% 24,903 6.30% (Marriott 185,644 2.71% 101,074 2.97% 8,295 2.10% Ivkylei 6 148,994 2.17% 73,2951 2.16% 10,406 2.63% Ramada Inn 107 733 1.57% 62,3291 1.83% 7,252 1.84% Atascadero should focus on the following target markets. • Geographic Markets:Southern California,San Joaquin Valley and Northern California • Age-Adults 40+ • Families • Household Income $70 000+ • Psychographics. o Outdoor enthusiasts including hikers, bicyclists, birders and equestrians o Foodies 43 Atascadero Tourism Marketing Plan Section 12 Marketing Plan Tactics The following short-term(2009)and long-term(2010 and beyond)marketing tactics are necessary to launch the outlined competitive strategy in order to increase awareness of Atascadero and to achieve the stated goals.The short-term marketing tactics are based upon the current$50,000 tourism budget and are intended to evolve in subsequent years in order to create a long-term sustainable tourism program based upon future budget allocations and organizational structure. The priority tactics include. • Brand Building • Website Enhancements • Online Marketing/Visitor Newsletter • Advertising • Sales '`� • Public Relations • Visitor Information ,� • Research Aim s A. Brand Building Short-Term Tactics:2009 1 Use the existing Atascadero Colony logo(or refine the image)and positioning statement in every communication piece including city signage, printed materials,advertisements,Visitor Guide and website. NOTE. If tourism officials and the community would like to upgrade the current logo,one option is to hold a local art contest.The contest could generate press coverage in the county and out of market and help build awareness for the destination by telling the story behind the Colony Allocate funds to new logo creative development. 2. To leverage the exposure and brand awareness, encourage every business and tourism promotion organization to integrate the Atascadero brand and positioning statement into their individual marketing efforts including their websites,printed materials and promotional items such as stickers and other logo items 3. To ensure consistency with the destination brand in every medium,follow these creative guidelines. ■ Include Atascadero Colony logo and positioning statement. • Use photography that captures people"in the moment'in order to portray the experience such as bicycling, hiking,riding horses, historic re-enactments,etc.or area icons such as the Rotunda Building or wineries. • Develop specific message points that promote the Atascadero lifestyle and local culture targeted at specific market segments. • The Atascadero website—www.visitatascadero.com should be the primary call to action for trip planning Long-Term Tactics:2010 and beyond 4 Implement a comprehensive marketing survey to visitor database in order to understand visitor perceptions about the Atascadero brand and its impact on their travel behavior 5 As identified in the 2005 Tourism Assessment,the city should continue to develop an area-wide way finding signage program that helps the visitor locate the tourism related assets within the region All signage,including event banners produced by the Downtown Association or chamber of commerce, must include the Atascadero brand and supporting color and type elements. 44 Atascadero Tourism Marketing Plan B. Website Development/Online Marketing I. Atascadero Website Enhancements www.visitatascadero.com Short-Term Tactics:2009 1 On the Home Page a. Include introductory copy about the destination weaving historic references to the Atascadero Colony brand Emphasize central coast location and proximity to county-wide tourism attractions Incorporate historic black and white photos throughout the site and in the main header b Feature a seasonal Lodging Package such as a"Colony Days Lodging Package or at least a link to the Lodging section on the Home Page. Include a link to the Lodging section on every page c. Feature one or two signature events on the Home Page only with a link to the Events Section d. Add"Free Atascadero Visitor Guide on the Subject line of the automatic email that goes to the chamber of commerce to order a Visitor Guide in the mail e Replace the existing Send us Your Photos and Videos sections on the Home Page with user-friendly social media tools that will pull in user-generated content and images that will help increase Atascadero s position on search engines and encourage users to check back since it will automatically be updated with new content.Specifically, o Consider replacing the"Send us Your Photos"button with user generated photos pulled from Flickr(using keywords`Atascadero,'California,`Central Coast') This reduces the work of chamber staff as all new photos are automatically updated on such a link.Atascadero could also create a free account and feature its own images as a Flickr badge on its site Using Flickr for user generated images(and drawing attention to it in email newsletters and on the home page)will allow additional content to be pulled to the site with little additional work(or cost)to Atascadero o In addition to hosting video on the Atascadero website, it should also consider setting up a free account and adding videos to Youtube This would serve as a large distribution channel that would ideally draw additional traffic to Atascadero s website 2. Expand the Footer to include the following new pages with links. a. Contact Page to include brief info about the Atascadero Tourism Promotion Committee(ATPC),physical address of the City of Atascadero and an email link to info@visitatascadero.com b Privacy Policy Page for legal purposes and to explain how the ATPC does not sell visitor information or emails to third parties. c. Media Page to post press releases, photos and public relations contact for media access. 3. Improve organic positioning on search engines(Google and Yahoo)with SEO tactics such as adding page titles and key words in the descriptive copy of every page to ensure the website includes the most popular words used by visitors to search for Atascadero. 4 Include an email registration field on every page in order to build an audience of repeat and new website users interested in receiving year-round information about Atascadero v a 45 Atascadero Tourism Marketing Plan 5. Include a link to Lodging and Plan Your Visit in the navigation side bar to encourage overnight visits. 6. Add"History"menu header and section to explain the Atascadero Colony story,along with vintage photos, information about the Carlton Hotel,Rotunda Building,Colony Days event,and the historic downtown Colony District. 7 Remove the"Plan Your Event"menu header Relocate it under"Plan Your Visit" 8. Remove"Maps menu header Relocate the Dining, Shopping and Lodging map under each of those sections and the"Plan Your Visit"section 9 Upgrade"Plan Your Visit"header and section with the following: a. Include a link to the Lodging section and brief copy about the lodging selection. b Include the downloadable Visitor Guide. c. Include sample itineraries. d. While the existing destination map is good,include a Google API so people can plot their trip to Atascadero e. Move `Plan Your Event"copy and link to this page f Move the Shopping,Dining&Lodging map to this page. 10 Create a dedicated Media Center to include public relations representative contact information,a downloadable media kit and press releases, and an image library 11 Enhance copy and photos on every primary and sub-page of each section to include travel information that reflects and integrates the local culture to support the Atascadero Colony brand. 12. Check the website for typographical and link errors. Change the error on the Shopping page that says,"Please visit www.ataseaderochambe.org for names and locations or dining opportunities. Fix chamber URL and change"dining"to `shopping"opportunities. 13 Use free website measurement software—Google Analytics—to measure website performance and R01 by tracking monthly user sessions,click-through rates(links)to specific pages and partner websites such as the lodging properties,attractions, chamber of commerce, downtown association and county VCB in order to continually improve the website's usefulness and efficiency Long-Term Tactics. 2010 and beyond 14 Based upon available budget,continue to upgrade the look and usability of the website with social media tools and a Content Management System so ongoing enhancements can be made in-house 15 Continue to add new social media tools to increase content relevancy and search engine positioning 16 Continue to measure the performance of every page on the website to identify improvements to assist travelers. / 46 Atascadero Tourism Marketing Plan II. Online MarketingNisitor Newsletter 1 Write new copy and supply new photos for the SLOCVCB Atascadero page highlighting the destination s Colony brand and key points of differentiation,specifically access to all county attractions and lodging Provide a link to the www,visitatascadero.com website Contact SLOCVCB webmaster for all free exposure on the website and supply copy, photos, history facts,links to lodging, etc. 2. Develop and distribute a monthly visitor email newsletter to promote year-round reasons to visit Atascadero in order to encourage repeat visits. Promote monthly special events, recreational activities,lodging packages,a historic site or historic story local's perspective piece called,"did you know",and ongoing travel promotions and specials.The newsletter will be distributed to a database of email addresses collected via the overall Atascadero marketing program. 3. Gather emails for the newsletter via opt-in initiatives such as promotions and contests featured on the website Home Page like, "Win a trip to Atascadero. Enter your email here"Contest registration should link to a page with contest details and a legal opt-in section to register for the newsletter 4 As a reciprocal exchange,develop a specific banner ad using the Atascadero Colony brand and give to each business and tourism promotion organization to put on their website along with a link to the Atascadero website in order to leverage efforts and to create a strong brand association for the entire region. 5. Track Visitor Guide online orders and email registrations on a monthly basis. 6 Measure email newsletter and email efforts by the subscriber base, readership and click-throughs to the featured story, businesses or event promoters. Long-term Tactics. (2009 and beyond) 7 Organize captured email lists into targeted segments based upon interest, i.e.,visitor indicates only wants to be contacted about special events that happen in the fall or summer recreation conditions 8. Develop an online media plan to leverage print ad placements that include banner ads and editorial on websites and newsletters that reach target market segments. 9 Continue to measure website statistics to identify usage and areas of improvement. 47 Atascadero Tourism Marketing Plan C. Advertising Short Term Tactics:2009 1 Review all of the leads generated by Sunset Magazine, California Visitors Guide and other current ad placements to determine cost per lead and return on investment(ROI) 2. Continue to place a print ad in the San Luis Obispo County VCB Visitor Guide Upgrade the Atascadero ad to include the brand positioning and key points of differentiation. 3. Continue to participate in the county coop ad in the California Visitors Guide Upgrade the Atascadero ad to include the brand positioning and key points of differentiation 4 Evaluate the ROI of the radio ad campaign,and upgrade the message to include the Atascadero brand and key message points such as location,value and history 5. Continue to place an outdoor ad at the Paso Robles Fair integrating the Atascadero brand 6. Develop a print media plan that reaches lifestyle segments in key geographic markets such as Sierra Club newsletters,Cycle California!,etc.as well as the travel sections in the Orange County Register and Los Angeles Times. If possible, print ad placements should be at a minimum of 3 per publication in order to increase frequency 7 Negotiate value added components such as free banner ads and online newsletter editorial as part of the print ad buys. 8 Leverage the Atascadero media plan with cooperative advertising with the SLOCVCB 9 Create advertisements using messages and photos that effectively promote the Atascadero brand and key points of differentiation, and people in the moment or area icons such as the Rotunda Building, Hearst Castle and wineries to use as hooks to increase awareness of the area. 10 As the main travel planning tool,drive potential visitors to the Atascadero website by making it the primary call to action in every ad and communication piece. 11 Develop measurement system for all advertising including 888#phone calls,generated addresses and email leads,website user sessions,etc.to determine if efforts are increasing awareness and interest in Atascadero and creating positive brand associations. Long-term Tactics: (2009 and beyond) 12. Create a larger presence for Atascadero by developing cooperative ad opportunities in specific publications that would invite attractions and lodging properties to participate at more affordable rates than on their own.The co- op ads would create a much larger presence for all participants and unify the destination message under the Atascadero brand. 13. Research banner advertising and email newsletter sponsorships on activity-specific websites such as hiking, birding,etc. in order to reach specific target markets and to build the visitor database 48 Atascadero Tourism Marketing Plan D. Sales 1 Continue to work with the county SLOCVCB to attend and participate in cooperative sales and trade show opportunities such as Cal Expo 2. For trade shows,develop and promote a trip giveaway to Atascadero to use as an incentive to increase awareness of the destination and to gather email registrations.Create an email registration form to legally collect emails for the monthly email newsletter and ongoing visitor relationship programs. 3 Continue to distribute the Atascadero Visitor Guide at trade shows. 4 Create trade show give away items that promote the Atascadero brand. 5 In conjunction with other trade show partners, develop a trade show evaluation form in order to identify areas of improvement and to gauge the overall effectiveness and ROI of each show for future planning. 6 Establish measurements for trade shows such as number of attendees,visitor leads/emails generated,and information distribution 7 Obtain VCB visitor database and send information about staying in Atascadero 8 Purchase an advertorial in the VCB newsletter to promote visiting Atascadero. 9 Encourage the Atascadero lodging properties to develop year-round packages to promote cultural events. Post ongoing lodging packages of the Atascadero website PMEMN 49 Atascadero Tourism Marketing Plan E. Public Relations The power of public relations cannot be understated. Most people will believe a story written by a journalist rather than an advertisement.As such, public relations is integral to building a credible Atascadero brand through third-party media endorsements Public relations is also a very cost effective and efficient communications tool to tell the Atascadero colony story"and to assist with visitor planning information I. Out of Market Public Relations Short-Term Tactics:2009 1 Develop a basic public relations program that includes press releases and photography 2. Create a Media section on the Atascadero website that features the releases, images and contact information to assist media with their travel stories. 3. Send an email invitation to targeted media to visit the Media section for story ideas Give media option to either receive ongoing releases and updates via email or by USPS 4 Develop press releases about: a. Atascadero colony brand and the unique history of Atascadero. b Key attractions such as wine country Hearst Castle etc.that position Atascadero as a lodging hub with which to access the rest of the county c. Local characters with interesting stories—shopkeepers,artists,historians d Art tours and art colony e Special events f Agricultural tours g Recreation h Seasonal lodging packages i. New business developments and infrastructure enhancements j. Historic Downtown,a.k.a.Colony District 5 Press releases should include a brand positioning statement at the end of every release along with the Atascadero website address as the call to action for visitor information. 6 Work with and coordinate public relations efforts with the County VCB to present a unified destination to media, and to leverage efforts and budgets. 7 Send press releases and images to the California Travel and Tourism Commission(CTTC)and encourage them post on the CTTC website and include in their quarterly What's New publication and public relations efforts. 8. Invite individual travel writers from print and online media to visit Atascadero in order to gather content to write articles year round 9 Leverage ad buys by sending press releases or specific stories that fit editorial calendar to publications that feature Atascadero print ads. 10 Measure public relations efforts by generated coverage,ad equivalency and media visits. It should be noted that in conjunction with advertising and other marketing activities,public relations is vital for building brand awareness which is often hard to measure and attribute to specific public relations efforts. 50 Atascadero Tourism Marketing Plan Long-term Tactics. (20009 and beyond) 11 Continue to create proactive story ideas that clearly differentiate Atascadero from the competition and support the brand. 12. Host an annual Atascadero familiarization trip(FAM trip)for travel writers from targeted publications and websites in order to visit the key attractions and to experience Atascadero first-hand to assist with story development. 13 Investigate attending the CTTC Media Reception and Marketplace in San Francisco to meet media in person and distribute information about Atascadero 14 Continue to measure public relations efforts based upon generated coverage,ad equivalency and media visits. II. In-Market Public Relations Short-Term Tactics. 2009 1 Develop an ongoing communication program with the local tourism officials in order to keep them informed about tourism efforts. 2. Educate local community about how tourism can help preserve their quality of life while generating revenues for city/community services through stories in local newspapers or town hall meetings. Long-term Tactics. (2009 and beyond) 3. Develop an annual tourism luncheon inviting the Atascadero community to inform and educate them about the continued importance of tourism to both the economy and the environment. 4 Continue to gather story ideas and FAM participation from the local community in order to include local businesses in the overall public relations efforts and to bolster long-term community support. 51 Atascadero Toudsm Marketing Plan F Visitor Information Visitor information consists of two primary components.The first is information that is used to attract potential visitors to Atascadero The second component is information used to assist visitors once they arrive Both information components are critical in defining the visitor experience,and have the potential to impact both first-time and repeat visitations. Short-Term Tactics. 2009 1 Work with the chamber of commerce to continue to improve content and usability of the existing Atascadero Visitor Guide. Continue to integrate the Atascadero brand and key message points throughout the guide to clearly differentiate the destination from the competition Serve on a committee to review the content of the guide and provide input. 2. Continue to distribute the Visitor Guide in the regional California Welcome Centers. 3. Distribute the Visitor Guide at trade shows and throughout the Atascadero region 4 Continue to promote the Visitor Guide on the Atascadero website and in all advertising,space permitting 5 Promote the new Atascadero website as the primary visitor information tool.Advertise the website address in every marketing initiative and encourage county-wide tourism related businesses and tourism officials to include it in their marketing materials. Long-term Tactics. (2009 and beyond) 6 Continue to make ongoing improvements to the website and guide based upon visitor and community input. 7 As identified in the 2005 Tourism Assessment,the city should continue to develop an area-wide way finding signage program that helps the visitor locate the tourism related assets within the region All signage, including event banners produced by the Downtown Association or chamber of commerce,must include the Atascadero brand and supporting color and type elements. MUTE 52 Atascadero Toudsm Marketing Plan G. Research One of the most significant needs indicated in the community interviews is a lack of one definitive source for all- inclusive,visitor research data in order to base decisions and strategies.A comprehensive research program is necessary so every entity can develop a perspective for their individual property,attraction etc. In addition to developing a city-wide perspective based on quantifiable data, research is necessary to determine if the Atascadero brand and marketing strategy is achieving the identified long-term goals and objectives.Additionally to ensure the marketing initiatives are on target, it is critical that visitor research is conducted in order to understand the Atascadero visitor and to identify lucrative new segments. A final and essential complementary measurement tool is community research In order to identify and understand the tourism community's needs and support of the new unified tourism promotion effort, it is imperative that locals are involved in the entire process and are able to provide feedback.Together,all of these measurement tools will assist Atascadero in the further refinement of its unified marketing efforts to increase travel spending as well as to build consensus and support for the new long-term direction. It should be noted that not all of the marketing efforts can have a designated return on investment such as ads and public relations that are designed to build brand awareness. Building brand awareness is just as critical to long-term success as specific marketing efforts designed to drive a particular response that can be tracked. Brand building can be measured, however through the monthly user sessions on the Atascadero website in which all Atascadero marketing efforts are designed to feed into. Short-term Tactics. (2009) 1 Measure the effectiveness and return on investment of all marketing programs in order to improve marketing efficiencies and to maximize limited resources. Use comprehensive research to determine if efforts are increasing awareness and interest in Atascadero and creating positive brand associations a. Use free website measurement software—Google Analytics—to measure website performance and ROI by tracking monthly user sessions,click-through rates(links)to specific pages and partner websites such as the lodging properties,attractions,chamber of commerce,downtown association and county CVB in order to continually improve the website s usefulness and efficiency b Measure ad placements based upon Visitor Guide orders, 888#calls,generated physical addresses and emails,website user sessions,etc. c. Measure monthly email newsletter performance based upon subscriber database growth,open rates and number of click-throughs to featured stories. d. Measure trade shows based upon collected emails, number of attendees, promotional sign ups for trip giveaways,distribution of Visitor Guides. e Measure public relations efforts by generated coverage,ad equivalency and media visits. 2. Develop a monthly marketing report that includes all marketing activity performance data to use as a baseline for measuring against future year's results. Monthly report should include measurements for the website, monthly email newsletter,generated leads from advertisements, 888#calls,Visitor Guide orders,emails collected at trade shows and events,and visitor information distribution. 53 Atascadero Tourism Marketing Plan 3. Distribute monthly marketing reports to primary tourism officials and businesses as a method of stimulating change and innovation for long-term tourism efforts. 4 Gather ongoing feedback from the local business community about marketing strategy and specific efforts in order to assess future program participation Long-term Tactics: (2009 and beyond) 5 Once the visitor database has reached a critical mass, implement an online visitor survey in order to develop a visitor profile that identifies demographics,travel spending impacts,and visitor perceptions, behaviors and motivations. Include questions about specific marketing activities in order to understand influence on behavior and decision making process. 6. Use the study findings to refine marketing messages and tactics, and to better target marketing efforts to more efficiently reach the most lucrative visitor segments. 7 Encourage each lodging property and attraction to collect demographic and marketing data in order to provide more information and insight to the organization about the Atascadero visitor 8 Collect year-round visitor data with a brief survey located at the Visitor Center 9 Work with the City of Atascadero to publish ongoing T 0 T lodging reports that would include the following data. • Total rooms available • Total rooms sold • Average room rate • Total room revenue • Total T 0 T collected • Room availability by property size(#of units) • Rooms sold by property size(#of units) • Average room rate by property size(#of units) 11 Distribute comprehensive marketing activities report and survey results to tourism officials and tourism related businesses in order to gauge success of county-wide tourism efforts and identify areas of improvement. .d. � 54 Atascadero Tourism Marketing Plan Section 13 Budget Recommendation The following budget outline is based upon the current tourism promotion budget of$50,000 and the recommended short-term marketing tactics.SMG has also provided budget guideline recommendations for consideration assuming increased tourism promotion funding is available in the future Amount Pct Amount Pct Amount Pct $50,000 $100,000 $150,000 Website $5,000 10.0% $10,000 10.0% $7,500' 5.0% Online Marketing/Visitor Newsletter $3,000 6.0% $15,000 15.0% $25,000 16.7% Advertising $17,000 340% $36,500 36.5% o $60,000 40.0% Public Relations $6,000 12.0% $15,000 150% $20,000 13.3% Visitor Guide Distribution $12,000 24.0% $12,000 12.0% $12,000 8.0% Trade Shows $2,500 5.0% $2,500 2.5% o $2,500 1.7/ Research $500 1.0% $5,000 5.0% $10,000 6.7% Chamber of Commerce $4,000 8.0% $4,000 40.0% $4,000 26.7% It is important to note that in order to implement the Atascadero strategy it is critical to increase funding in key areas including Website/Online Marketing,Advertising and Public Relations. It should be noted that these recommendations are in no way and final and should be viewed a general direction for marketing investment in an effort to support the Atascadero marketing strategy 55 Atascadero Tourism Marketing Plan Appendix I. Economic and Social Benefits of Authenticity Additionally,differentiating a destination based upon authenticity and the local perspective has been proven successful to garner community involvement in a destination s long-term tourism promotion effort.When the marketing program relies on local characters and local businesses to help bring the destination to life authentically, locals begin to have a better understanding of the economic impact of tourism The Atascadero Tourism Marketing Plan can be used as a unifying point for the community,leading to the overall support of the program and participation.The sense of community pride that is cultivated by this marketing approach and philosophy can also directly enhance customer service at all levels for visitors and locals alike. SMG has found that when the local community is included,they are more inclined to participate in the branding campaign and support the overall marketing program. For example,Atascadero businesses and event operators can include the logo and positioning statement on their marketing materials, promotional products,event calendars and websites.This will help to cross-promote the tourism assets in the city and provide continuity in presentation at all levels from retail to lodging to all of the tourism promotion organizations. Economic and Social Benefits • Leverages city,chamber event proponents,and local business marketing budgets and efforts • Effectively unites and promotes the city's businesses and tourism promotion organizations. • Builds support of the long-term Atascadero tourism program and expands the promotion of specific marketing activities. • Creates community pride that can directly improve customer service for visitors and locals. • Builds confidence in and support of the City of Atascadero as a leader in the tourism industry • Bolsters the importance of tourism as an economic generator for Atascadero • Creates a long-term, sustainable marketing platform dependent upon community involvement helping to alleviate pressure on the City and to provide a level playing field for all businesses to participate Authentically helps to educate the traveling public about the importance of preserving Atascadero s natural historical, artistic,cultural and recreational assets during their visit in order to maintain its distinctive culture—a critical and important social tenet for local residents and a long-term point of contention 56 Atascadero Tourism Marketing Plan The Strategic Marketing Group (SMG),a California Limited Liability Corporation,is located at 2048 Dunlap Drive,Suite 11 South Lake Tahoe,CA and is a marketing advisory firm specializing in providing marketing research, strategic planning and strategy development services for the travel,tourism and recreation industries. www.smgonline.net 57 ITEM NUMBER c- 1 DATE 04/14/09 'r r n ri, tr r;. 1 a' r r` is7Bl r� Atascadero City Council Staff Report - City Manager's Office Approval of City Council Strategic Planning Goals RECOMMENDATION Council approve strategic planning goals and consent to related action plans DISCUSSION At the strategic planning meeting of January 28-29, 2009, the City Council adopted five major goals The goals were revisited and refined to three major goals at a special Council Meeting on March 25, 2009 This report outlines each of these major goals and the action plans prepared by staff outlining how each goal will be addressed The three goals are to 1 Grow the City's Economy and Pursue Economic Development 2 Enhance Public Safety 3 Stabilize the City's Finances Grow the City's Economy and Pursue Economic Development The City of Atascadero will grow the City's economy by expanding its commercial tax base by retaining existing businesses, attracting new business, encouraging tourism, improving the permitting process, and actively promoting the community Specifically actions will include • Atascadero Local Stimulus Program o Move local road projects that can be accomplished by local contractors forward quickly o Keep building permits active through the dormant permit extension program o Invest in key visitor serving improvements at the Lake Park/Zoo ITEM NUMBER C- 1 DATE. 04/14/09 o Implement downtown Streetscape Phase 2 enhancing the downtown corridor and preparing it for future retail growth o Provide downtown affordable housing loans to make mixed-use projects immediately more attractive 0 • Retain and promote existing businesses o Conduct a series of roundtables with business owners and leaders regarding the City's options to become more business friendly o Coordinate and provide a "small business success seminar" in conjunction with the EVC and Chamber of Commerce o Implement a downtown facade program that assists businesses in drawing in customers o Promote and encourage more downtown events o Create a marketing program for the community that highlights Atascadero's successes and market strengths o Expand use of business press releases • Attract new businesses to the community o Develop a marketing packet designed to attract new businesses o Continually review property inventory of available commercial property and utilize information to place new businesses o Expedite Del Rio Specific Plan (Walmart/Annex) o Explore incentives for development in the downtown and/or for commercial sites in the City o Conduct an "Open for Business" marketing campaign aimed at recruiting other businesses in the county o Review signage regulations (appearance, business visibility, enforcement, banners) o Assist development of Colony Square and related businesses o Connect with potential investors and current landowners regarding potential commercial projects in the community o New business web portal • Encourage tourism development o Complete and implement the tourism study o Promote development of hotels on designated sites o Implementation of local way-finding sign program to provide better direction to visitors o Tourist Friendly zoning on Morro Road o Move forward with the Stadium Park Master Plan as funding becomes available o Boutique events code update to allow for these centers • Make the development process friendlier o Provide more permits available over the counter o Fast-track commercial projects ITEM NUMBER. C- 1 DATE. 04/14/09 o Update / simplify zoning ordinance uses and requirements o Streamline the Business License process to make it easier o Consolidate Community Development/ Public Works Inspection o Expanded Permit Counter Hours o Improve communications with customers o Revise forms and applications for development to make them easier to understand and more clearly communicate requirements o Reduce plan check timelines by 50% o Develop community outreach programs to assist customers in working through new state regulations • Be proactive in growing the City's economy o Complete and enact the ADE Economic Development Strategy o Develop an "Office of Economic Development" that coordinates all economic development activities o Embrace a staff culture committed to growing business o Develop an inventory of and a strategy to move dormant development projects forward o Leverage redevelopment assets to spur additional investment Enhance Public Safety Public safety remains an important priority and the Police and Fire Departments will continue to make significant progress on making Atascadero safer Specific actions will include • Maintain and Invest in the Necessary Tools for Response o Deploy AED equipment where appropriate o Establish vision and plan for future equipment needs • Continue Training to ensure staff is prepared to respond o Establish vision and plan for future training needs o Move towards Performance Based Training to better measure impact of training on staff o Define and maintain cutting edge standards o Seek out and obtain grants to purchase modern training equipment and develop a training facility o Develop methods to ensure all personnel receives the necessary training appropriate to their position • Deploy special enforcement swiftly and efficiently in areas where there is community concern o Enhance patrols to the Sunken Garden, particularly after school o Dispatch enforcement to known areas where illegal narcotics abuse and sales are taking place o Target alcohol abuse and illegal sales to minors o Respond quickly to property crimes (Vandalism, theft, graffiti) ITEM NUMBER C- 1 DATE 04/14/09 o Monitor and respond aggressively to gang activity o Determine resources necessary to combat criminal behavior o Maintain presence at Atascadero public schools o Continue to educate the public and foster awareness and cooperation • Investigate Alternatives for Service Delivery and Opportunities for Revenue o Review whether or not a contracted tow service and City-owned impound yard would be revenue generating o Municipalize the City's vehicle code o Continue to participate in Automatic & Mutual Aid o Closely monitor weight or quantity of fire engine response to Atascadero from neighboring agencies, wildland response from county, and use of the ladder truck. o Strengthen our relationship with the SLO County Regional Hazardous Materials Team o Continue to develop and refine the North County Technical Rescue Team • Technology o Improve record management function by building a link between computer aided dispatch (CAD) & Fire Department records management system (FDM) software o Improve the function of mobile data computers o Solicit financial partners to collocate with and collocate within our radio vaults o Research the benefits of a consolidated dispatch center o Harden critical communications systems in preparation for disasters o Implement Citizen's Service Portal via the City website to allow greater interactivity between the Police Department and the public • Disaster/Emergency Preparedness o Continue to conduct Citywide Training annually o Attend the Emergency Management Institute-spring or fall of 2010 o Update the City's Emergency Plan o Install Emergency evacuation signage for west Atascadero o Complete emergency evacuation plan for the rest of the City o Implement a Local Business Emergency Plan program • Continue to maintain morale and retain existing staff o Establish vision and plan for future staffing needs o Continue to further support volunteerism, reserve and/or seasonal staffing programs o Develop a succession plan o Communicate regularly and openly with staff Stabilize the City's Finances ITEM NUMBER- C- 1 DATE. 04/14/09 A sound fiscal condition is critical to the City's mission of fostering an outstanding quality of life By utilizing the following steps, the organization can be well positioned to maintain services and assets necessary for a high quality of life Specific actions include • Enhance the revenue base o Encourage economic development o Protect commercial and industrial property o Implement the Local Stimulus Plan o Continue rehabilitation of the downtown o Streamline building permit process o Continue to improve programs to enhance and retain existing businesses o Continue the assessment for operating costs in new development o Encourage entrepreneurial efforts by City staff o Audit current revenues including Business Licenses o Investigate a parcel or sales tax increase to provide general City benefit or tied to specific services o Look to maximize revenues by utilizing grants from other agencies to the fullest extent possible o Charge fees for services that reflect the true cost of providing such services and to fully review fee schedules on a regular basis o Charge all enterprise funds their fair share of the cost of City support services • Manage infrastructure and reserves consistent with the City's Financial Strategy o Effectively use reserves as a short-term solution to close the gap in down cycles o Reduce use of reserves as a budgeting tool as the City moves into an up cycle o Analyze fund balance in Central Coast Cities Workers' Compensation account o Investigate the potential to suspend the annual funding of long-term assets such as roads and buildings o Continue to fund reserves for technology and vehicles as feasible o Provide routine maintenance where possible to extend the lives of assets and avoid increasing the deferred maintenance backlog o Look for opportunities and strategies to reduce the current backlog of deferred maintenance projects • Reduce expenditures o Aggressively pursue expense reductions o Review department operations and implement budget reductions o Explore Voluntary Furlough and Early Retirement Incentive Program o Identify capital expenditures that can be delayed o Implement additional internal operating efficiencies wherever possible o Look for service level reductions in areas where there will be minimal impacts to citizens, thus reducing operating costs ITEM NUMBER C- 1 DATE 04/14/09 o Chill hiring on vacant positions o Continue the policy of no new or expanded programs • Strategize and Communicate o Adopt a fiscally sound two-year budget with use of reserves as necessary o Carry out Council Strategic Plan o Devise and follow a budget plan o Project revenues and expenditures three years out past budget for long- term planning o Meet with Departments frequently to discuss budgets o Provide weekly budget email to employees and Council o Hold weekly budget meetings with staff, management, and organized labor representatives o Provide updates at Council meetings as new information becomes available o Continue information flow with Council, public, staff and media regarding City's fiscal situation • Look for Opportunities o Apply for Federal Stimulus Funding o Investigate program reimbursements o Facilitate emergency preparedness as grant funding becomes available o Coordinate with community to ready for emergency response o Seize opportunities that save the City money or generate revenue o Partner with other agencies where possible to gain efficiencies Other Projects At the last strategic planning meeting, the Council recognized that significant progress was already being made towards establishing an elected mayor and implementing the Mayor's Climate Protection Agreement. As a result of the work already completed, these items were dropped as future work plan items Next Steps If approved this evening, these goals will be reflected in the 2009-2011 budget The goals will be brought back to the Council every quarter for review of progress FISCAL IMPACT There is no fiscal impact to the approval of these strategic planning goals and consent to the related action plans The Council goals and related action plans, however, are a critical part of the budget process Funding for implementation of the action plans will be included in the proposed 2009-2011 Budget which will be brought before the Council in June ITEM NUMBER C-2 DATE. 04/14/09 �;' r r, 'r r ' ie7a.� CA j A tascadero City Council Staff Report - Community Development Department Appointment of City Council ICLEI Liaison RECOMMENDATION Council appoint a City Council member as the Elected Official Liaison for ICLEI DISCUSSION At the March 24, 2009 City Council meeting, the Council approved a resolution to join ICLEI (formerly "International Council for Local Environmental Initiatives", now known as "Local Governments for Sustainability"), and complete a greenhouse gas inventory through APCD grant funding The ICLEI membership application requires that the City designate an Elected Official Liaison in addition to a staff liaison The role of the Elected Official Liaison is to serve as the main point of contact for other elected officials in their jurisdiction, for other ICLEI members, and for ICLEI staff The liaison will receive emails from ICLEI with information about grants, publications, and examples of successful emissions reduction policies and programs Typically one City Council member is designated as the ICLEI liaison, however, some cities choose to designate two liaisons if there is additional interest. FISCAL IMPACT There will be no fiscal impact regarding the appointment of the Elected Official Liaison The Council approved a resolution to join ICLEI at the March 24, 2009 City Council meeting The resolution included approval of the $600 membership fee to join ICLEI to use their software and services ATTACHMENT Attachment 1 Description of Elected Official Liaison from ICLEI website ITEM NUMBER. C-2 DATE. 04/14/09 Attachment 1 Description of Elected Official Liaison from ICLEI website http://www.icleiusa.org/join/faq/elected-official-ilaisons-faq Elected Official Liaisons FAQ Elected Official Liaisons serve as the main points of contact for other elected officials in their jurisdictions, for other ICLEI Members and for ICLEI staff Upon joining ICLEI, Members identify elected official liaisons from their jurisdictions to serve as the main points of contact for other elected officials in their jurisdictions, for other ICLEI Members and for ICLEI staff How does a Member select an elected official liaison? Typically, elected liaisons are Mayors, County Executives, City Council Members, County Supervisors, or Commissioners It is always up to the jurisdiction to determine the most appropriate person for the role. However, if no liaison is designated by the jurisdiction, the Mayor, Board or Commission Chair, or County Executive will be the default elected official liaison. What is the role of the elected official liaison? • Keep the elected body aware of progress made by the local government in reducing greenhouse gas emissions and implementing sustainability plans • Inform elected and appointed officials of grant, financing, and recognition opportunities • Help motivate local government personnel and community members to accomplish climate protection goals • Participate in ICLEI training workshops • Report on the jurisdictions' progress as it achieves ICLEI's Five Milestones for climate protection • Help build and maintain support for ICLEI's mission and goals What kind of support do elected official liaisons receive from ICLEI? • Notifications of grant, financing, and promotion opportunities • Periodic updates on global warming science and policy news • ICLEI publications that summarize best practice examples and highlight successful emissions reduction policies and programs • Invitations to ICLEI regional, national, and international workshops and events, which often include tailored sessions focused on supporting the elected official's role in doing emissions reduction work • Registration discounts and, when available, travel and lodging subsidies for ICLEI events • Support in publicizing climate protection successes such as talking points and customizable press releases • Ongoing assistance and support from ICLEI staff that includes providing contacts and facilitating communication with elected liaison counterparts nationally and internationally, as well as recommending resources outside of ICLEI as necessary and appropriate ITEM NUMBER. C-3 DATE. 04/14/09 rd�e. rF : r 191a r r `"� r 197A'� A tascadero City Council Staff Report - Administrative Services Department Budget Plan 2009-2011 RECOMMENDATION Council receive oral report regarding progress on the FY 2009-2011 Budget. DISCUSSION The City is well into the budget process for the Fiscal Year 2009-11 Budget. The process began in December 2008 and continues through June 2009 At this point in the process, the skeletal framework for the budget has been completed, in other words, salary and other routine costs have been calculated, revenues have been estimated and service levels reviewed Over the next several weeks, these numbers will be refined, culminating in a draft document that will be reviewed by the Finance Committee and then the full Council It will be available for public review in conjunction with these meetings At tonight's meeting, staff will provide an update on progress to keep Council informed regarding budget development. The economy continues to struggle adding significant pressure to City finances Staff has reported on the local effects of the economy and has devised a Budget Plan to bridge the gap between revenues and expenses City revenues are continuing their downward trend and latest estimates anticipate revenues to be approximately $16 4 million in fiscal year 2009-10 While defining the exact budget gap at this point is difficult, the picture is coming into focus The operating departments have done a terrific job in cutting costs and have developed and submitted draft budgets with saving of $350,000 more than anticipated As more and more information is obtained, the calculations of total projected revenues and expenses become more refined Unfortunately, although significant operational cuts continue to be made, much of the new information has not been favorable and has caused the gap to widen Accounting for all cuts and frozen staff positions to date, a budget gap of $700,000 continues to exist. Staff will review operational and programmatic cuts at tonight's ITEM NUMBER C-3 DATE. 04/14/09 meeting Because salaries comprise over 73% of the total General Fund expenses, staffing levels will have to be addressed Although great effort has been made to conserve jobs, at this point, it may not be possible to make additional program cuts and it appears that layoffs are imminent. It is necessary to consider all options in the stewardship of public funds, even when those options relate to the reduction of staffing levels FISCAL IMPACT There is no fiscal impact concerning this progress report on the City's FY 2009-2011 Budget.