HomeMy WebLinkAbout1991-01-02 - AGENDA REPORTS - STRATEGIC PLAN ACTION (2)CITY OF SANTA. CLARITA
INTEROFFICE MEMORANDUM
TO: Mayor and Members of.the City Council
FROM: George Caravalho, City Manager
DATE: January 2, 1991
SUBJECT: Strategic Plan Action Item Update as of December 1990
Eighteen months. ago we developed a three-year Strategic Plan with approxi-
mately 55 action items. We have completed 40 action items to date.
On December 4, 1990, participants in the Strategic Planning session
reconvened for a half day to conduct a quarterly progress report and summary
on all the Strategic Plan items. The following is an update on each
individual action item and its current status.
This update may be the final update prior to the beginning of the community-
wide Strategic Plan. All items not yet completed within this preliminary
Strategic Plan will be transferred into the community-based Strategic Plan.
I want to thank and commend all our employees for the accomplishments and
progress made on these projects.
ACTION ITEM #1•
Since traffic congestion is the primary issue facing the community, the city
should identify and prioritize transportation system improvements and
identify funding sources.
Target date:
Current Status:
March 1, 1990
The following are current transportation system improvement projects
previously identified and, as such, should be included as element of Action
Item #1:
A. Widening of San Fernando Road
Target date:
Status as of December 4, 1990:
December 1, 1991
The project consists of five phases and a utility undergrounding
district. Council has authorized the establishment of the under -
grounding district, and we plan to start construction late :in fiscal
year 1990-91. All five phases of roadway design are nearing design
completion, and initial sets of plans are scheduled to go to Caltrans
for review in late December 1990.
Agenda Item:_________,
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B. Construction of Rio Vista Road
C.
D.
E
Target date design:
Target date construction start:
Status as of December 4. 1990:
March 1, 1990
June 1, 1991
Bouquet to Lyons: Alignment and grade studies have been completed.
Further work on this section is pending CLWA, NUF and city agreement
of a revised alignment through the Saugus Rehab Site.
Lyons to Hwy 14: Three alternatives have been prepared. Appraisals
for properties in the Westcreek project should be in by the end of
December. We intend to approach Council with our alignment recommend-
ation in early January 1991.
Extension of Wiley Canyon Road eastward to Via Princessa
Target date design: December 1, 1990
Target date construction start: December 1, 1991
Status as of December 4. 1990:
Council has directed that this project not proceed until Rio Vista is
constructed. At that time, traffic impacts will be assessed and a
decision will be made as to the projected need date for construction..
Realignment of Wiley Canyon Road from Lyons to Calgrove
Target date construction start: December 1, 1990
Status as of December 4. 1990:
Council has directed that this project not proceed until Rio Vista is
constructed. At that time, traffic impacts will be assesses and a
decision will be made as to the projected.need date for construction.
Implementation of a Short -Term Transit Program
Status as of December 4. 1990:
We are currently negotiating with Gillig Bus Company for the purchase
of 13 local buses (sole source) and plan to approach Council with our
final recommendation in early January 1991.
The busshelterRFP is in final preparation, and a Notice.Inviting Bids
is expected to be out in late January 1991.
LACTC is preparing a bid package for commuter buses, and we intend to
piggy -back on their RFP for the purchase of 9 buses. Notice Inviting
Bids for the commuter buses is expected to be out in mid-December 1990.
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F. Commuter Rail, Light Rail, and High -Speed Rail Systems
Status as of December 4. 1990
LACTC is in the process of finalizing negotiations with SPRR for track
usage -for commuter rail purposes. At this time, it appears that the
usage through Santa Clarita will extend up to the Soledad Canyon Road/
Bouquet Canyon Road area, thus eliminating the possibility of
constructing a rail station at the Saugus Speedway or Bermite sites.
The deadline for submitting our resolution to the LACTC supporting
commuter rail in Santa Clarita, along with our site application, has
been tentatively extended to January 16, 1991. LACTC will act as
overall program coordinator and request for Transportation Planning and
Development (TP&D) funds through the state's Transit Capital Improve-
ment (TCI) program.
ACTION ITEM #2
Due -to concerns expressed in the community over the issues of school
overcrowding. and inadequate school facilities, for example, school sites,
we'll work onthe regional districts to explore options for reducing school
overcrowding.
Target date: November 1, 1990
Current Status: City staff has met with developers and school superinten-
dents to determine costs to build and fund new schools. The fee arrived at
through negotiations is now $2.50/sq. ft. This is now being placed in
writing by the attorneys. The Board of Supervisors and City Council will
have to approve this ordinance agreement for it to be effective valley -wide.
ACTION ITEM #3
Since the city is currently leasing office space to house its operations and
that lease will expire in 1993, we must develop a new Civic Center.
Target date space need study: October 1, 1990
Status: COMPLETED. As a result of a space study conducted by Hughes Heiss
& Associates, 115,000 of space was determined.
Target date design: February 1, 1992
Current Status: The city has retained a design competition consultant to
assist in soliciting a variety of designs for the Civic Center as well as a
master plan of the 238 acre site approved for the Civic Center. It is
anticipated that the design competition process will. be complete in
September 1991. At that time -the city will have the opportunity to
negotiate the contract for architectural service, therefore, the actual
design will be complete -by the target date of February 1, 1992.
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ACTION ITEM #4•
With a concern for the City of Santa Clarita employees as well as the
overall performance of the organization, we will establish a comprehensive
Employee Development and Retention program.
Target date, -development of
employee orientation program: January 1, 1990
Target date, develop employee handbook: January 1, 1991
Target date, study method of
improving recruitment process: August 1, 1990
Current Status: COMPLETED.
Employee orientation program completed.
Improving recruitment methods: A personnel technician has been added
to the Personnel. Department. This position will primarily concentrate
on the recruitment efforts.
Employee Handbook: The Employee Handbook is currently in the
production phase. The teat has been completed and print work is now
being done. It is anticipated that the Employee Handbook will be ready
for distribution in January 1991.
ACTION ITEM #5
As part of the city taking over the parks maintenance function from .the
county, we will need to study park patrol, security options, and make
recommendations.
Target date: August 1, 1991
Current Status:
City staff took over park maintenance services from the county on July 1,
1990, and is now able to develop reliable and documented information
regarding park security needs. City staff has continued to meet with the
Los Angeles County Sheriff's Department regarding gang activity in certain
city parks. The greatest challenge in this area is the daily removal of
graffiti. It was expected that daily graffiti removal would result in a
decrease of graffiti, but thus far we have seen an upturn.
Another significant challenge is the need for vice patrol at some city parks
in an effort to break an accepted pattern of .behavior by a core of
undesirable citizens. The goal of this item was to have a report and
recommendation prepared by December 1 discussing security options. However,
staff does not believe that everything has been done in the preventive mode,
i.e., installing adequate lighting, security systems, park rule signs, etc.
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and will not be recommending alternative security measures until
theinfrastructure changes have been in place. A completed report and
recommendtions will be forthcoming by August 1, 1991.
ACTION ITEM #6:
There is a need to coordinate and possibly consolidate multi -agency efforts
in the provision of youth -oriented services, such as drug and gang
prevention. As such, the city will develop a youth -services coordinating
council and plan.
Target date: March 1, 1991
Current Status: COMPLETED.
This topic is complete. Presently, the Teen Advisory Committee meets on a
monthly basis and the committee is assisting in the planning of the teen
festival for 1991. In addition, the .pilot program for after-school care
began September at Wiley Canyon and Soledad.elementary schools. Staff is
reviewing the need to change the .age group for this particular program_ from
9-12 to 8-12 years old.
ACTION ITEM #7
The community expects a high level of community services from its policing
agency. The Los Angeles County Sheriff's Department with whom the city
contracts for policy services will emphasize client services, patrol the
paseo system, study the neighborhood team leader concept, and reduce citizen
complaints by 15%.
Target date:
Current Status: COMPLETED.
March 1, 1990
Deputies are continuing to provide foot patrols to city shopping
centers. Directed patrol efforts are in general focusing on traffic
problems, schools, city parks, and areas where groups congregate.
Selected areas have been receiving enforcement efforts to deter
non-residents who are trespassing upon privately -owned pool areas or
neighborhood commonways.
Deputies are continuing to address the, day labor complaints in East
Newhall as received.
Paseo System: The paseo bicycle patrol program was implemented in June
1990 and is proving to be a great success. The team has made nine
arrests and provided timely responses to many paseo or park -related
incidents.
Citizen Complaints: Formal complaints for fiscal year 1989-90 were 50%
less than fiscal year 1988-89. We are surpassing our original
reduction goal of 15%.
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ACTION ITEM #8•
We will evaluate solid waste disposal proposals and alternatives and make
recommendations to the City Council.
Target date:
Current Status: COMPLETED.
November 1, 1990
The response to this item is referenced under Action Item #9.
ACTION ITEM #9•
We will evaluate solid waste recycling alternatives and make recommendations
to the City Council.
Target date: March 1, 1990
Current Status: COMPLETED.
With respect to the Elsmere Canyon landfill, the city has submitted comments
to the Forest Service regarding the scoping session for the proposed Elsmere
Canyon landfill and environmental impact study.
With respect to recycling, phase one, 3000 homes in five areas started the
week of October 15, 1990. The next phase is scheduled to start by April
1991. This phase will have to be coordinated with the creation of refuse
franchises which is scheduled to be brought before the Council for
consideration in January 1991.
ACTION ITEM #10•
The development of a balanced community with both housing and employment
opportunities is a goal of the city. An integral part of achieving that
goal is the development of a community -wide economic development strategy.
Target date: September 1, 1990
Current Status:
The economic development strategy will provide the framework and retention
program for the city. The strategy will develop a competitive analysis of
our strengths and weaknesses in the. marketplace. The strategy will provide
a framework for the policy. It .is proposed that this policy will be
established through the use of consultants overseen by our economic
development coordinator.
ACTION ITEM #11•
The city has expressed in its Mission Statement outline its concern with
preserving the environment and quality of life of the community. As such,
we will develop and adopt an air quality element to the city's General Plan.
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Target date:
Current Status: COMPLETED.
December 1, 1990
The completion of a Draft Air Quality Element of the General Plan, along
with the other eleven elements which are currently undergoing review by the
Planning Commission, is -largely complete at the present time with the.major
components of Background, Goals and Policies having been accepted in
preliminary form by the General Plan Advisory Committee. Current schedules
indicate commencement of public hearings by the Planning Commission in
January and final adoption by the City Council by June, 1991.
ACTION ITEM #12•
As part of the city's concern for the environment and preserving our natural
resources, we will study the use of alternative fuel vehicles for city
services.
Target date: January 1, 1991
Current Status: COMPLETED.
Quotes have been received for the purchase and installation of LP -gas
equipment in the city's Ford Tempo. Once installed, fuel will be purchased
from Santa Clarita. Ambulance. Unfortunately, this is the only vehicle
suitable for LP -gas retrofitting at this time.
ACTION ITEM x/13'
We will establish a public information and public relations program whereby
we can inform the public as to our primary functions and what they can do to
participate. It will be an active, on-going program to increase public
support and understanding.
Target date:
Current Status: COMPLETED.
July 1, 1990
The PIO has continued to take a pro -active approach to public information.
A variety of programs have been established.
13A: As part of the public information program, we distribute a
quarterly municipal report and an annual report. This has been
completed for the 1990 year. However, the calendars will not be
reprinted for 1991.
13B: We will public a Public Works informational brochure. This item
has been completed.
13C: We will develop a Community Development informational "How To"
brochure. This item has been completed.
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ACTION ITEM #14:
A major step in gaining control over development in and around the city is
the adoption of the city's Sphere of Influence. As such, the city will work
to get the Sphere of Influence approved.by the County of Los Angeles.
Target date: January 1, 1990
Current Status: COMPLETED.
Since the original Strategic Plan was prepared, the Sphere of Influence
report was completed. This item was heard by LAFCO. The city successfully
obtained a Sphere of Influence. Unfortunately, it was one that was co -
terminus with the city boundaries. Once the city's General Plan is adopted,
it is believed the city will be able to successfully achieve a larger Sphere
of Influence. Therefore, this item will come back to LAFCO when the city
has adopted its General Plan.
ACTION ITEM #15•
In addition to the adoption of the Sphere of Influence, the city will
develop an annexation strategy and prioritization.
Target date: January 1, 1990
Current Status: COMPLETED.
An annexation strategy.has been developed by city staff. This strategy was
presented to the Planning Commission and to the City Council, both which
found it acceptable. Since that time, annexations have been completed and
the strategy continues to be implemented. In. addition, the city maps
reflecting the boundaries shall be updated periodically to accurately
reflect all annexations. t
ACTION ITEM #16•
In taking over the maintenance and operation of the parks from the county,
we will conduct a water audit of all city -owned landscaped properties and
computerize the audit. .
Target date:
Current Status: COMPLETED.
December 1, 1990
This item has been completed by the Parks and Ee4creation maintenance
division. The water audit for city parks continues on a park -by -park
basis. Old Orchard Park is completed now and 90% of the work has been
completed at Canyon Country Park. The system evaluation and system repair
components of the water audit have taken four -to -five months longer than
anticipated due to the dilapidated condition of the systems. Some irriga-
tion system sections have obviously not operated automatically for many
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years. It is now anticipated that the entire parks system water audit will
be completed by June 1, 1991.
ACTION ITEM #17•
We will evaluate and study alternatives in the provision of sewer and water
services in the community.
Target date: June 1990
Current Status:
The City of Santa Clarita would like both water and sewer utilities to
operate as if they were a department within the city. Ideally, we would
like to have the input into the direction and function of both. However, it
was determined that, due to the tremendous workload, we would not pursue the
acquisition of water and sewer services at this time. It is, however,
necessary to re-evaluate District #26 which is almost fully within our
limits.
ACTION ITEM #18:
As part of the city's environmental and resource preservation effort, we
will develop a city water conservation strategy.
Target date: January 1, 1990
Current Status: COMPLETED.
The city has met with all water purveyors in the city. Our Public
Information Officer and engineers have been working with the purveyors in
providing support and a publicinformation campaign to alert all to the need
to continue to voluntarily conserve water.
ACTION ITEM #19:
We will assume a leadership role in developing a forum for the various water
purveyors supplying water to city residents to jointly discuss water quality
issues.
Target date:
Current Status: COMPLETED.
June 1, 1990
Emphasis continues to focus on water -related issues associated with the
Elsmere .Canyon landfill. The city .has agreed to pay one-third of the cost
of services of a geotechnical consultant tasked with monitoring ground water
and geophysical analyses associated with the Elsmere Canyon environmental
impact study.
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ACTION ITEM #20:
The beautification of the community was as theme raised several times and by
several of the participants in the Strategic Planning process. As such, we
will develop a city-wide landscaping theme.
Target date:
Current Status•
December 31, 1990
Staff has identified components of our beautification plan based on
information provided by other .cities and firms which prepare plans. Staff
has requested a price from an outside consultant to prepare the beautifi-
cation plan. In order to continue preparation, it is anticipated that
financing will be requested as part of the 1991-92 budget.
ACTION ITEM 021:
In identifying current issues facing the community, the development of a
city identity was addressed. As such, we will develop uniform city street
signs.
Target date:
Current Status: COMPLETED.
June 1, 1990
A city-wide street sign program will be included in . the 1990-91 five-year
capital improvement program which was recommended to be presented to the
City Council at the February 1991 City Council Study Session.
ACTION ITEM #22
We will develop city entryways with signs and landscaping to enhance the
community's identity.
Target date: December 1990
Current Status: DROPPED.
This item has been addressed in Action Item f20.
ACTION ITEM #23:
There has repeatedly been a concern expressed by the City Council and
members of the community for the city to be prepared in the event of a major
disaster. We will develop and adopt a disaster -preparedness plan -and hold a
disaster -preparedness exercise.
Target date: October 31, 1990
Current Status: COMPLETED.
The first edition of the city's Emergency Plan is complete. Part III of the
city's multi -hazard functional plan (Standard Operating Procedures) is under
development and is targeted for completion in early January 1991.
Training of all city employees in preparedness in their home and the
workplace was provided. Appropriate city staff were trained in community
shelter operations, and a non-structural hazard program was implemented in
City Hall. The city also participated. in the community -wide disaster
response 1990.
A community preparedness program kickoff was conducted on September 19, 1990.
We plan to implement this program sometime in the first quarter of 1991. An
agreement for the use of College of the Canyon's Vocational Technical
building has been drawn up by our attorney, and it is expected to be
forwarded to COC for review. The disaster exercise in November offered an
opportunity for the city to test communications and management's coordina-
tion of these services.
ACTION ITEM #24•
Throughout the process, there was discussion regarding the lack of a
five-year improvement plan. The staff will develop a five-year capital
improvement program, including prioritization of items identifying funding
sources and establishing who is responsible for completion. The plan will
take a look at the existing infrastructure as well as necessary construction
of new facilities.
Target date: January 1, 1990
Current Status: COMPLETED.
This program was approved and adopted by Resolution 90-40 on March 13, 1990.
The fiscal year 1990-91 budget includes over 47 capital improvement projects.
In addition, a draft of the 1991 five-year capital improvement program
should be ready forin-house review at the end of December. We have
requested that this program be scheduled for the February City Council Study
Session.
ACTION ITEM #25•
To enhance and take advantage of the total spectrum of resources available
to the city, we will develop a grant monitoring and application program.
Target date: August 1, 1990
Current Status: COMPLETED.
The grant program has been fully implemented. Monthly updates are
distributed to each department head during the first week of each month.
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Included in the updates are brief summaries.of grant opportunities which may
be of use to the department for future projects. All materials are now
available in the Finance Department. I
ACTION ITEM #26:
There is a need to identify service area and revenues associated with those
areas. As such, we will bring a proposal for a cost -benefit analysis to the
City Council.
Target date:
Current Status: COMPLETED.
April 1990
The cost -benefit analysis study was conducted by Management Services
Institute for the city. The study went before the Council Study Session in
May and again in late June 1990. Staff introduced Ordinance 90-17
establishing a fee and service charge revenue cost -comparison system to the
Council. At the July 10, 1990, Council meeting, staff returned with
Ordinance 90-17 and Resolution 90-130 establishing a schedule of individual
fees and charges for the Community Development and developer -related fees.
Both the Resolution and Ordinance were adopted, paving the way for staff to
prepare an executive order to be signed by the City Manager and to be in
effect on August 9, 1990. Staff will return to. the City Council with a
similar Agenda designed to establish fees and service charges for both
Public Works, Parks and Recreation, and other departments within the city.
The city will also hire a consultant to perform a developer impact fee
study. This will allow the city - to collect fees to. provide city-wide,
infrastructure needs as development takes place.
ACTION ITEM S27•
The city will assume the operation and maintenance of parks and landscaped
areas within the city.
Target date: July 1, 1990
Current Status: COMPLETED.
The city has taken over all parks maintenance services from the county as of
July 1, 1990. Although the full complement of full-time city staff is not
yet hired, the Parks Division has filled in the gap with temporary employees
and expects a full staff by January 1991.
ACTION ITEM #28:
As identified in the Mission Statement outline, one of our objectives is to
enhance and protect the community's environment and quality of life. To
that end, we will develop a strategy for the preservation of open space in
and around the community.
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Target date:
Current status:
July 1, 1991
Objectives and goals as well as standards and strategies for open space
acquisition and preservation have been outlined as part of the Open Space
element of the General Plan. In addition, staff has continued work with
Santa Monica Mountain Conservancy to expand the boundaries of the Rim of the
Valley Corridor, and Joint Powers Agreements are being pursued for the Santa
Clarita Woodlands Park operation and acquisition as well as the Santa
Clarita River Trail acquisition and development.
ACTION ITEM #29•
In an effort to beautify and enhance the community, we will develop and
present a landscaping proposal for the railroad and tracks and the .Saugus
Speedway.
Target date:
Current Status:
October 31, 1989
Staff has been working with Southern Pacific Railroad in order to secure a
lease agreement for landscaping a portion of the railroad right-of-way along
Soledad Canyon Road from the Bermite site 21h miles easterly. The railroad
indicated they considered the area along Soledad Canyon Road to be prime
commercial real estate, and they would be glad to lease the property to the
city at current market value at about $5/square foot or $500,000 for an
indefinite period of time. Staff has decided to landscape within the 8 -foot
city right-of-way which exists along much of Soledad Canyon Road on the
south side, rather than. continue to negotiate with the Southern Pacific
Railroad. Since that time, Southern Pacific Railroad has begun the process
of selling the land to LACTC. Staff believes LACTC would be willing to
permit a landscape easement on the right-of-way, and this would be more
desirable than landscaping the 8 -foot city right-of-way. The sale process
to LACTC began' the second week of November, and Southern Pacific Railroad
indicates it would be complete by March 1991. Staff will begin preliminary
discussion with LACTC in December. Depending upon negotiations with LACTC,
it is expected that landscaping can be completed by November 1, 1991.
ACTION ITEM #30•
We will develop a tree farm program to provide trees for landscaping within
the community.
Target date: July 1, 1990
Current Status: COMPLETED.
Negotiations with the Los Angeles County Department of Parks & Recreation
are now .complete, and the tree -farm agreement has been finalized. The City
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Council through a Resolution authorizing the city to add an Addendum to the
existing General Services agreement with Los Angeles County provided for the
Marshall Canyon tree farm to grow nursery stock and supply the labor to
plant the trees for a 5 -year period in 1 -year increments.
ACTION ITEM 1131:
A major portion of the city's beautification is the landscaping of medians. '
Target date: July 11 1990
Current Status: COMPIJMD.
The next phase of the beautification program is ready to be designed, but
the Parks &. Recreation Commission would like to review the landscape
treatmentpreviously approved by the City Council. If- approved at the
December Parks & Recreation meeting, the design of phase two can proceed
with construction scheduled for completion by June 1; 1991.
ACTION ITEM 432:
The city currently has a moratorium on billboard signs. There is a need to
develop a sign ordinance. As such, we will develop and adopt a. comprehen-
sive sign ordinance.
Target date: November 1990
Current Status: COMPLETED.
The sign ordinance is complete and was presented to and adopted by the City
Council in November 1990. The ordinance established a nine-year
amortization period and goes into effect in December 1990.
ACTION ITEM #33•
As the city organization grows and develops and takes on more functions,
including those of Public Works and Parks & Recreation, we need to buy land
to develop a city corporate yard for storage of vehicles and equipment.
Target date: December 30, 1990
Current Status: COMPLETED.
The permanent city yard will most likely be located on the same property as
the permanent city hall. However, at this time, the city corporate facility
on Avenue Stanford is in the process of being rehabed in order to house not
only Public Works staff but Parks & Recs maintenance. crews. In addition,
all vehicles and equipment will be housed at this yard.
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CTION ITEM 134:
A number of the participants brought to the attention of the group lists and
publications for notification of the sale of excess parcels from other
governmental agencies that are available. It was suggested that the city
place its name on the list for notification when such parcels come up for
sale or acquisition .
Target date: October 31, 1989
Current Status: COMPLETED.
This action item was completed. The city's name has been placed on a
mailing list, and the city has received books outlining excess parcels of
land for sale.
ACTION ITEM #35:
Providing timely current and up-to-date information to the public and to the
City Council was a goal expressed. To that end, the city will complete full
computerization of all city departments.
Target date: July 1, 1992
Current Status: COMPLETED.
Installed to date in departments is a fully interactive word processing
system along with an electronic office mail. All departments currently have
at least one high-quality printer installed with terminals and/or PC's. The
currently installed devices all interconnect into a Wang mini -computer.
Interactive software is.being phased in by department basis and approved in
the regular budget cycle. Software still to be installed on the interactive
system wouldinclude purchasing, building permits, records management,
records imaging, mapping, and additional off-site computers with the express
goal to have complete computerization in all departments. We must also
include non -interactive tasks. These would include desk -top publishing,
(currently installed), training, spreadsheets, database management, fleet
management, disaster planning and recovery, system upgrades, and continued
increased performance.
ACTION ITEM #36:
We will complete an ecological assessment and feasibility analysis for the
water element within the city.
Target date: July 1, 1990
Current Status: COMPLETED.
Consultants were hired to perform the river study for. approximately
$70,000. There have been a number of meetings and a draft report has been
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presented. This study is complete and will be submitted to the Parks &
Recreation Commission and the City Council In January/February.
ACTION ITEM S37•
There is a need to identify, prioritize, and list areas for undergrounding
utilities and identify financial alternatives.
Target date: September 1, 1990
Current Status:
An undergrounding district has been established in conjunction with the San
Fernando Road widening project. This will require the expenditure of
existing Rule 20A, but will also require borrowing on future funds. Since
no other funds have been identified for this task, undergrounding at this
time is limited to conditioning.of new development.
ACTION ITEM #38•
A major goal expressed by the City Council and the community has ,been the
acquisition of the Saugus Rehab site now owned by the City of Los Angeles.
Due to its central location, it is felt that this site is well suited for
civic center, art center, or regional park.
Target date:
Current Status:
July 1, 1990
The City- Manager has been working with Castaic Lake Water, Agency and the
City of Los Angeles on this site. Since the city has expressed its
unconditional, opposition to a landfill at Elsmere Canyon, the City of Los
Angeles has not been open to any further discussions on this property.
ACTION ITEM J39•
The development of the Santa Clarita regional mall was identified by
participants as an important element of economic development in the
community and the retention of dollars within the community. As such, we
will pursue the development of the regional mall.
Target date:
Current Status: COMPLETED.
January 1, 1991
All preliminary discussions have been completed. The agreement has now been
committed to writing, and the draft agreement is being reviewed by staff and
should be presented:to the City Council in January.
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ACTION ITEM #40•
We will staff and run all recreational programs with city personnel.
Target date:
Current Status: COMPLETED.
November 1, 1989
This -action item has been completed. Currently all parks and recreation
programs are staffed with city personnel.
ACTION ITEM #41•
Community volunteers were identified through the strategic process as a
resource provided to the city. We will hire a volunteer coordinator and
establish a city-wide volunteer program.
Target date:
Current Status: COMPLETED.
December 31, 1989
The volunteer program is continuing to grow and become defined. Department
heads have been contacted for volunteer needs. Job descriptions for
volunteers have been prepared. Staff volunteer handbooks are being
printed. The volunteer coordinator will continue to work with the Sheriff's
Department and Emergency Preparedness Coordinator, American Red Cross, and
local school districts to continue to develop and implement a community
education program on emergency preparedness.
ACTION ITEM #42•
The city will hire a cultural arts coordinator in the Parks & Recreation
Department and establish a city-wide arts program as well as a one-year
incubation program for the newly-formed.Arts Council.
Target date:
Current Status: COMPLETED.
July 1, 1990
The city has hired a cultural arts coordinator. The major project to date
has been to produce the new Cultural Arts Series for 1990 which includes
concerts and theatre performances as well as an event, the Los Angeles Open
Festival. The City Concert Series began as of July 15, 1990, and continued
through September 1990. The cultural arts program for 1991 is presently in
the planning stages. A "Music -at -Historic Sites" program is scheduled to be
held April 13, 1991. The plans for implementing an art outreach program
began in October 1990. In addition, there are plans for the city to sponsor
an art exhibit at Canyon Country Park.
- 18 -
ACTION'ITEM 1143:
As part of the anticipated trend towards new service areas for the city, we
will develop a child-care strategy and bring alternatives with
recommendations to the City Council for action.
Target date: June 309 1990
Current Status: COMPLETED.
The City of Santa Clarita child care grant proposal .has been fully
implemented. The city's childcare plan supports the proactive facilitory
role of the city in. addressing the availability and affordability of
childcare services for residents of the Santa Clarita Valley.
ACTION ITEM 1144:
We will develop a legislative tracking and follow-up program and policy to
present to the City Council.
Target date: January 1, 1990
Current Status: COMPLETED.
Presently, the City of Santa Clarita uses City Link to track legislation of
interest to both the City Council and staff. Recently, however, the City of
Santa Clarita has elected to terminate its lobbyist services with Capital
Representation Groups and has since hired an .Intergovernmental Relations
Officer. The IRO will begin a full study of present legislation impacting
the study and develop a complete legislative tracking program.
ACTION I_TEM #45:
To insure operational efficiency, we will study alternatives for maintenance
of the city's fleet vehicles and equipment, focusing on privatization versus
in-house maintenance.
Target date: June 1, 1990
Current Status: COMPLETED.
At this time the City has a fleet of 35 vehicles comprised of pick-ups a one
ton utility truck, 1/2 ton pick-ups, tractor trailers sedans, etc. It has
been suggested by our General Services manager that a fleet maintenance
operation be established at the new city corporation yard. The fleet
maintenance and parts staff will enable.the City's fleet to be safe and
operational on a timely basis.
ACTION ITEM #46•
There was positive feedback regarding the Strategic Planning sessions and
the ability they provided to interact and discuss concerns from all levels
- 19 -
of city staff. There are some concerns expressed over developing and
maintaining an on-going dialogue between policy makers, commissions and
staff. As such, the city will conduct team -building sessions with both the
Planning Commission and Parks and Recreation Commission.
Target date:
Current Status: COMPLETED.
December 31, 1989
Team building sessions were held with both the Parks and Recreation
Commission and the City Council during 1990. There is. an additional
team -building session scheduled in the . spring .of 1991 for both the City
Council and Commissions.
ACTION ITEM 4147
To enhance the community's identity and image, city staff will work with
Caltrans to develop freeway landscaping along I-5 and Highway 14 and work to
have Santa Clarita location signs.
Target date:
Current Status: COMPLETED.
July 1, 1990
There has been no appreciable change in this item since the July 26, 1990,
Strategic Plan review. Caltrans has indefinitely postponed any. considera-
tion for new landscaping projects because of insufficient funding. They are
willing to allow other agencies to fund such programs subject to specific
conditions. Landscaping must.be constructed to Caltrans specifications, and
agencies would also be required to pay for maintenance of landscaping for up
to four years.
ACTION ITEM 1148•
In order to promote open information sharing and assist the public, the city
will develop a handbook for City Council candidates for the upcoming
municipal elections.
Target date:
Current Status: COMPLETED.
December 31, 1989
This item has been completed and was in place prior to the last election of
November 4, 1989. The Handbookisavailable in the City Clerk's office.
ACTION ITEM 1149:
In order to maintain progress on thee programs, a quarterly review and
annual update shall be scheduled by the City Manager
Target date: Quarterly and Annually
20 -
Current Status: COMPLETED.
The quarterly update, of the Strategic Plan Items has been proceeding as
scheduled. As indicated, this is the final update for the. 1990 Strategic
Plan. Beginning in February 1991, city staff with the aid of a consultant
will facilitate a community- wide Strategic Plan.
ACTION -ITEM #50:
Housing.and community development block grants: There is a need to design a
CDBG program for the city to spend the city's allocation.
Target date: December 31,1990
Current Status: COMPLETED.
The city's Community Development Block Grant program is underway. All of
the city's funds of $714,267 for the three-year funding cycle, July.l, 1988,
through June 30, 1991, have been budgeted towards a comprehensive neighbor-
hood improvement program for the east Newhall residents. Included among
these projects are: 1) drainage _study, 2) drainage improvements, 3) handy -
worker program, 4) Santa Clarita Valley Senior Center, 5) neighborhood
cleanup, 6) tree planting, 7) towing services for abandoned vehicles, 8)
paint rebates, 9) housing rehabilitation.
ACTION ITEM #51:
Establishment of a redevelopment agency and adoption of a redevelopment plan.
Target date: March 31, 1992
Current Status:
In January of 1990, a request for proposal for redevelopment plan studies
was distributed to a variety of firms. Sia proposals for redevelopment plan
studies were then reviewed by city staff. These proposals did not
adequately meet the expectations of the city. Since that time, city has
contacted other qualified firms, such as Katz Hollis, to determine their
potential for participation in this study. A response from the firm of
primary interest to the city has not been received. At this time, the
Community Development Department is presently researching the possibilities
of moving ahead with the redevelopment program.
ACTION ITEM #52:
Development of a city-wide recreational trails system including equestrian,
running, and biking trails. The construction of South Fork Trail is
scheduled for late fall, 1990, pending issuance of easements from Newhall
Land and Farming Company, Southern California Edison, and Los Angeles County
Public Works.
Target date: January 1, 1991
- 21 -
Current Status:
Preliminary planning for Bouquet Canyon trail is underway. This will
include a walk-through of the proposed trail route. Project. funding will
primarily relay upon competitive grants from LACTC, the proposed Los Angeles
County Bond Act, and other competitive grant resources.
ACTION ITEM #53•
Continuing monitoring of the proposed Elsmere Canyon Landfill project.
Target date:
Current Status:
ON-GOING
City staff has met and prepared a strategy for dealing with the solid waste
landfill proposed at Elsmere Canyon. The strategy includes legal approach,
legislative approach, political approach, both local in terms of working
with the citizens as well as an external approach dealing with the city and
County of Los Angeles, state agencies, congressmen, and the Department of
Forestry. We have also a technical approach to this to examine 'the
environmental aspects of the proposal and use this information for enhancing
our position. An engineer, Hazel Joanes, has been assigned as coordinator
for this project. The City has also retained Burke Williams and Sorensen to
do the necessary legal research necessary in anticipation of challenging the
environmental documents and the entire joint powers agreement.
ACTION ITEM d54•
Develop hillside development standards and adopt an ordinance implementing
the standards.
Target date: July 19 1990
Current Status-
The.City has hired J.L. Webb, Inc.. to prepare the hillside ordinance. A
preliminary draft ordinance has been submitted to staff for review, and
several study sessions with the Planning Commission have occurred. The last
study session occurred on December 19. The schedule for completion of this
ordinance is expected to parallel the completion of the General Plan
itself. Final adoption by the City Council is anticipated in March or April
of 1991.
ACTION ITEM #55•
Development of a parkland dedication program.
Target date: November 30, 1990
-22 -
Current Status:
The park dedication ordinance for the purpose of exacting -parkland -or cash
In lieu of fees from thedevelopmentof apartment complexes is nearing final
draft form. All department heads have received copies and several have
provided comments. The city attorney provided extensive commentary and
background and has shaped the ordinance into a final form ready for public
hearing. It is expected that the first public hearing will take place on
January 4 or 11 at the Parks & Recreation Commission meeting. When the
Parks & Recreation Commission commentary is completed, the ordinance will go
to the Planning Commission prior to the City Council hearing which are
expected to take place in May or June, 1991.
ACTION ITEM #56'
Develop a mobile home rent stabilization ordinance.
Target date:
Current Status: COMPLETED.
September 1, 1990
The mobile :home rent stabilization ordinance has been taken to the City
Council and adopted. This item is complete.
ACTION ITEM #57
Research and report to the City Council on the day laborer situation in the
East Newhall area.
Target date: ON-GOING
Current Status:
A proposed six-month pilot day worker hiring center has been designed and
will be brought before the City Council as soon as the city can sublease the
land from the Los Angeles County Transportation Commission. Staff is con-
tinuing to work with LACTC to develop a sublease agreement. LACTC has
verbally confirmed approval for this proposed project and use of a parcel of
land previously owned by Southern Pacific Railroad. LACTC's agreement.with
Southern Pacific Railroad to buy all railroad easement in Los Angeles County
for commuter rail has significantly delayed the city's ability to move for-
ward with this project. The proposed day laborer worker site, if approved,
would be located on Railroad Avenue between 9th and Lyons Avenue in Newhall
and would provide a safer place for about 50-75 day workers to gather and
solicit work. The proposed cost for the six-month pilot program is approx-
imately $20,000. The Newhall Rotary Club has assisted the city immensely to
reduce set-up costs by providing several needed amenitiesfor the men.
Anticipated dates for completion of the day worker site are: approval by the
City Council, January 1991; opening of the center, February 1991.
xc: Department Heads
Press
Clearly, this is a very exciting time in the creation of our
21st Century City. we are starting to see much of the fruits
of our labors over the last three years, as are the residents
of this Valley.
The philosophy of our City is based on the things we value:
excellence, a humanistic approach, creativity, a futuristic
approach, an enthused workforce, ethics, a non -bureaucratic
government and our City Council.
Ours is a participatory government. But this does not happen
by merely uttering the words. It is born of hard work and
concentration, including our citizens at every step. Gone are
the days of "selling" projects to our residents. We need to
involve ourselves in legitimate public input. Weneed to find
out which direction the public parade is going in and get in
front of it. .
This guide is designed to provide guidance to each department
of the City on analyzing a particular decision and developing a
public participation approach appropriate to that decision.
One of the themes to this guide is that there is no single way
• to do all public participation. The best public participation
fits an issue and the -people concerned with that issue. The
same program maybe inappropriate for another issue.
I encourage you to use this as a working tool in your
department and continue to seek opportunities for public
participation within the context of your everyday work.
From
the City
Manager
City
of Santa
Clarita
Clearly, this is a very exciting time in the creation of our
21st Century City. we are starting to see much of the fruits
of our labors over the last three years, as are the residents
of this Valley.
The philosophy of our City is based on the things we value:
excellence, a humanistic approach, creativity, a futuristic
approach, an enthused workforce, ethics, a non -bureaucratic
government and our City Council.
Ours is a participatory government. But this does not happen
by merely uttering the words. It is born of hard work and
concentration, including our citizens at every step. Gone are
the days of "selling" projects to our residents. We need to
involve ourselves in legitimate public input. Weneed to find
out which direction the public parade is going in and get in
front of it. .
This guide is designed to provide guidance to each department
of the City on analyzing a particular decision and developing a
public participation approach appropriate to that decision.
One of the themes to this guide is that there is no single way
• to do all public participation. The best public participation
fits an issue and the -people concerned with that issue. The
same program maybe inappropriate for another issue.
I encourage you to use this as a working tool in your
department and continue to seek opportunities for public
participation within the context of your everyday work.
• SANTA CLARITA CITIZEN PARTICIPATION PLAN
OUTLINE
I. Goal of Santa Clarita's Citizen Participation Plan.
II. What is Public Participation?
a. Consensus building.
b. Avoiding "worst case" confrontations.
c. Maintaining credibility and legitimacy.
d. Anticipating public concerns and attitudes.
III.When is Public Participation Needed?
a. Identifying issues that require public participation.
b. When you're not sure public participation is needed.
c. Design "checkpoints".
IV. Preparing a Public Participation Plan.
a. When is one required?
b. Who is responsible for developing the plan?
. V. Public Participation Techniques.
a. Informational techniques.
b. Participatory techniques.
c. Putting it all together.
VI. Summary and Follow up.
•
Citizen Participation
I. Goal
The goal of the City's Citizen Participation Plan is to assure
that the City is operating with the will of the public it
serves and to provide a variety of forumsforexpressing the
ideals, values and desires of the citizens of Santa Clarita.
It is the goal of this plan to assure that public participation
includes two-way communication, with the overall goal being
better decision making by the City and supported by the public.
Citizens cannot participate effectively in decision making
unless they have been adequately informed of the alternatives
and their consequences; thus, adequate public information is
always a central element.in any public participation program.
It is important to recognize that public participation goes
beyond informing the public. The purpose of public
participation is to both inform the public and get the public's
reactions regarding the proposed actions or policies. The City
of Santa Clarita will utilize two-way communication and
problem -solving.
• II. What is Public Participation?
Public participation is the process by which our citizens
concerns, needs, and values are identified prior to decisions,
allowing the citizens to contribute to and become.involved with
the City of Santa Clarita's decision making process. Two-way
communication and problem solving from'the onset results in
better decision making by the City supported by the citizens.
Public Participation and Legitimate Decisions
Of critical importance to the decision making process is making
a decision count. It's not enough for the City just to reach a
decision. If it's going to count, a decision must be seen as
legitimate by the citizenry. What makes a decision legitimate
is not only the substance of the decision, but also the
perception by the public that the decision making process by
which the decision was made, was fair, open and democratic.
Public participation provides a vehicle by which the citizenry
is not only heard before the decision; but has an opportunity
to influence the decision from beginning to end of the decision
making process. In effective public participation, even if,
groups or individuals are not entirely satisfied with the final
• decision, they will have had the opportunity to influence how
the question or problem was posed, which alternatives got
considered, how the alternatives were evaluated and what
adjustments were made to reduce impacts. Public participation
. does not ascertain that every decision will result in a
consensus decision, however, it can give legitimacy to
decisions, because every decision will be made in a visible
manner with opportunities throughout the process for the public
to influence the outcome.
Benefits of Public Participation
Public participation provides a wide range of benefits to the.
City. Among the benefits are: improved quality of decisions,
consensus building, avoiding "worst case" confrontations and
maintaining credibility and legitimacy.
Improved Quality of Decisions
The process of consulting with the public often will assist
in clarifying the objectives of a project or policy.
Public participation often results.in considering new .
alternatives, and approaches for the most effective
solution. The public often possesses crucial information
which makes a difference in how a decision is implemented,
making the difference between a successful or unsuccessful
program.
Consensus Building
. A public participation program may build a solid, long term
agreement and commitment between otherwise.divergent
parties. This builds understanding between the parties,
reduces political controversy, and gives legitimacy to City
decisions.
Avoiding "Worst -Case" Confrontations
Public participation provides opportunities for parties to
express their needs -and concerns without having to be
adversarial. Early public participation can help reduce
the probability.that the City will be faced with acute
unnecessary and avoidable confrontations, however, public
participation will not reduce or eliminate all conflicts.
Maintaining Credibility and Legitimacy
The way to achieve and maintain legitimacy, particularly
when controversial decisions must be made, is to follow a
decision-making process which is visible and credible with
the public, and involves the public. Public participation
programs will also leave the public more informed and
provide a rationale behind decisions.
0
. Overall Benefits
As the creators of a new city, we in Santa Clarita have a
unique opportunity to build credibility among residents
early on. By fully utilizing the various techniques
available, Santa Clarita can become known for its vast
citizen input on major issues. A good example is the
General Plan and the General Plan Advisory Committee,
comprised of local residents.
III.When Is Public Participation Needed?
a. Identifying issues that require public participation.
There are a few guidelines that can be used to determine when
citizen participation is needed. These guidelines may or may
not fit depending on the issue. New standards should be
adopted according to the situation at hand. .
Public Participation May Be Needed When:
- The decision will have a significant impact on the
community.
The key word here is significant. Anytime a person or
00 groups within the community believe there is something
to be lost or gained because of a decision that the
City makes, then, it becomes significant to them. What
we have to understand is no matter how insignificant a
decision may seem it will have some form of impact on
the citizens of that community, whether it be positive
or negative. What you have to remember in decision
making is that what is not important to you, may be to
someone else.
- The decision will affect some citizens more than others.
These decisions made by the City may impact a large
number or a small number of its citizens. These
decisions usually involve some type of benefits that
particular segment of the community will receive over
others. These decisions tend to do more harm to the
community as whole, because the controversies usually
centers around who gets what and not the decision or
the benefits of that decision. if there is any
diversity among the citizens of the community, then
these types of decisions usually widen the gap. It is
important to -look at the trade off when these types of
decisions are being made by the city.
0
0 - The decision will impact a vested interest or use.
These decisions usually involve some form of
restrictions or cuts in services. These decisions are
usually controversial in nature, because citizens view
these decisions as a restriction of their rights or
freedom. Anytime that a decision is made to take away
something, it will impact someone, as city government,
you hope that impact is small.and a non -vocal segment
of the -community. Example: The big rig truck
ordinance involved taking away a way of life. To the
truck operators, not being able.to park their rigs at
home was a big deal. To most residents of the City,
however, the unsightliness and blocked views that
resulted from trucks.being parked on residential
streets were more of an issue than the City originally
anticipated, thus culminating in the new ordinance.
The City thought they had addressed the issue, but
failed to see the total effect of the decision.
The decision involves a subject which is controversial.
These are the city's taboo decisions, no matter what
you do, it will be controversial. These taboos usually
range from growth issues to the city participation in .
M economic incentive packages to companies. Each citizen
or group will view the subject in a different manner.
It goes back to what is important for one may not be
important for another. Example: Growth Management:
Some residents view this as a necessary means to
control excessive traffic, overcrowding and pollution;
while others view growth management as an obstacle for
financial viability.
The city needs active support to implement decisions..
These are decisions that try to "sell" the citizen on
joining the band wagon by asking them to participate in
the decision making process. This is the key element
when the city needs a vast number of citizens to
participate to make a decision happen or seem like the
decision has mass approval, which increases the power
of the decision. Example: The landfill issue: It
could -be said that a vast number of citizens do not
want a landfill near the city. These citizens will
support any action that the city takes to avoid this
happening.
0
• b. When you're not sure public participation is needed
The key to this question is when you are not sure -if citizens
participation is needed, ask others. Since no one can always
accurately predict what the -citizens reaction will be to a
particular issue, here are some ways to increase.the likelihood
that you will identify those issues which justify public
participation.
- The first step is to review how other cities have
handled the issues.
You may be able to tell if the citizens of Santa
Clarita will react similarly to the issues. But this
will require that you be familiar with the different
actions in the city. Example: Hillside management:
There are a number of cities that could have been
contacted early on to see how they handled the issues.
This could have avoided a major issue.
There are a combination of things that the city can do
when it is not sure if they need public input.
First, ask the citizens who will be affected by the.
decision. You usually.can identify the potential level
• of controversy and key issues that are surrounding the
decision. It is important to get a representative
sample of participants in this process. Another idea
is to conduct focus groups. It is not a perfect method
for predicting public reaction, but you may be able to
identify potential issues or controversy.
The key is to research the issues before the decision
is made and not after it. It may be too,late by then,
and the controversy of the issues will have clouded the
citizensminds.
c. Design checkpoints
When developing a public participation plan, include milestones
as measuring points to judge the effectiveness of your plan.
This maybe done according to time, issues, or controversies.
Don't expect to berightall of the time.
This is a key area because any decision that you make will not
please everyone. However, if you take the above steps, .you may
be able to reduce some of the controversy that surrounds the
issue.
• IV. Preparing a Public Participation Plan
a. When Is One Required?
In an effort to formalize the City of Santa Clarita's Public
Participation Plan, the new policy will require a Public
Participation Plan for City decision-making whenever:
- A City decision is likely to be perceived as
controversial or significant by the public, or:
- The City needs active support to implement a decision
Since the terms "significant" and "controversial" are subject
to interpretation, particularly when assessing how a decision
will be perceived in the future; assessing whether'a decision
requires public participation involves judgement on the part of
City staff.
The following guidelines will serve as a barometer to
determining when something may be perceived as i°significant" or
"controversial":
- The decision will have a substantial impact of City
residents in terms of taxes, fees, uses or regulation
(e.g., business registration fees).
-
The decision will significantly affect some groups or
neighborhoods in the City more than others (e.g.,
Palmer's Santa Catarina project).
- The decision involves a subject which is already
controversial (e.g., developer agreements).
Public Participation is also required when broad-based
community support is needed to implement a program such as the
Santa Clara River Recreation Plan or the City-wide Recycling
Program.
Each department will be responsible for completing a Public
Participation Plan prior to initiating a.public participation
program. This plan is to be filed in the City Manager's
Office, and should be signed by appropriate management of all
divisions.
b. Who is Responsible for Developing the Plan?
In most decision-making processes there is one person
designated.as "program or project manager", whether or not that
title is used, who is responsible for seeing that all the
technical studies are done, reports are prepared, and
. recommendations are developed for the Council. This person
will be responsible for preparing the public participation plan
for their project. This person can ensure that public
participation is an integral part of how the decisions get made.
This person is encouraged to draw on others in the organization
to assist in preparing the plan, such as the Public Information
Officer. But the overall responsibility for the plan is
located with the person who is responsible for making the
entire process happen.
V. Public ParticiRation Techniques
a. Information Technique:
Briefings - Briefings are a way of keeping key elected
officials, agencies or key interest groups informed on the
progress of.specific work/plans. Briefings may consist of a
personal visit, or a phone call, to inform these persons before
an action is taken.
Exhibits/Displays - A visual way to inform the public and
stimulate people to participate is to set up exhibits or
displays in public places which get a lot of foot traffic, such
as major shopping malls, major community events, such as the
SCV Business Expo or the Canyon Country Frontier Days, or even
at sporting events. It is best whenever possible to staff.the
exhibit with a knowledgeable person.
Feature Stories - A feature story is actually an expanded news
story, written by a reporter. Feature stories can provide an
added dimension to your story, providing the public -with an
in-depth profile of the different sides of your project. Be
sure to provide information that is timely, factual and
objective.
Mailings - In addition to making reports and documents
available at your department counter, the City Clerk's office
and in the library, expand your availability of these reports
by mailing them directly to leaders of organized groups and
interests, including businesses, environmental or neighborhood
groups. Consider creating a 2-3 page summary of the reports to
a larger list, while mailing the full report to key players.
News Conferences - A news conference is a good way to stimulate
the interest of the media to do a news story. The value.of a
news conference is that the key city player(s) will be doing
the talking. It is a good rule to reserve news conferences for
major announcements, such as the release of a major report or
study.
Newsletters - Newsletters are a good means of sustaining
interest throughout a decision-making process, which may last
for several.months. Typically, newsletters are targeted to
those most interested in the issue, or to those who should be
interested because of proximity, financial or other issues. A
newsletter should be visually attractive, easy to read, loaded
with graphics and informative; no puff pieces or technical
jargon!
You may consider working with a local utility company to
include the newsletter with their billing, or with the Chamber
of Commerce monthly newsletter, depending on the audience you
would like to target.
Other ideas may include a series -of stories in "The Quarterly
Report," which is mailed four times a year to every home in the
Santa Clarita Valley, or articles in the Santa Clarita Valley
view magazine, a monthly "freebie", mailed..to every home.
It is recommended that the wording of your articles or
newsletters be reviewed by a citizen advisory group to assure
the language is objective.
Newspaper Ads/Inserts - One way to reach the whole community
with the same information is to prepare the information in the
form of a newspaper insert. Remember though,.the more people
know about the process the more likely it is that the number of
people who want to participate in the decision will increase.
The newspaper insert is a good way to reach beyond the most
actively involved citizens and to inform the public -at -large.
Be sure the inserts are presented in an objective and balanced
manner.
Newspaper ads or paid advertisements isanexcellent way to
make an announcement; especially about an upcoming meeting.
Beware of large ads which tend to draw criticism, even if they
are providing information, they may come under fire due to the
use of public funds.
Speakers' Bureau - The City's Speakers' is an effective means
for communicating with people who are influential in the
community. The City regularly mails letters, brochures,
invitations for speakers and other items to our list of more
than 300 clubs, organizations and homeowner associations.
If you anticipate numerous presentations, perhaps a slide show
would be beneficial and more interesting for your audiences.
Be sure to tailor your presentation to the technical interests
and aptitudes of your audience.
Public Service Announcements_(PSASI - Radio and television
stations broadcast, without charge, -a certain number of
announcements. In particular, they are very likely to run
announcements of public meetings, events or other opportunities
for the public to participate.
0
b. Participation Techniques:
Advisory Groups/Task Forces - For some major issues, you may
wish to create a citizen's advisory group, such as the.General
Plan Advisory Committee. Advisory groups are useful in
providing a citizens' perspective throughout the
decision-making process. To be effective, advisory groups must
be perceived as truly representatives. Second, it is essential
to define the limits of the groups authority. The advisory
groups authority must be understood in advance, preferably as
part of a written mandate. Third, working with an advisory
group requires a significant commitment of time and staff
resources, and should not be undertaken if you are unable
commit the resources to make it work right.
Task forces are a -specific kind of advisory group. While most
advisory groups are set up to last the life of the
decision-making process, task forces usually complete a
specific task, then disband. A task force might, for example,
recommend criteria for site selection for a controversial
facility. or, a technically -oriented task .force might assess
the health risks associated with using reclaimed water in
parks, etc. Once the task force makes its recommendation,then
it ceases to exist. It is possible .that a number of issues may
be resolved by consensus at the task force level, reducing the
number of controversial issues which must be addressed by
policy makers.
Focus Groups,- Focus groups are small discussion groups.
selected either as randomly as possible, or alternately, as
closely approximating the demographics of the community as
possible. Focus groups may be used as an alternative to polls
to "test market" the public's emotional reactions to a product,
idea, etc. The prime value of a focus group is predicting
emotional reactions rather than assessing the number of people
taking particular positions. Knowing what emotional reactions .
are likely to be, you may modify ideas, or present them in such
a way that either appeals to or avoids emotional responses. In
the context of a public participation group, however, there is
a chance that conducting focus groups may be seen as an effort
to manipulate rather than learn from the public.
Hotlines - Hotlines (such as the one-time hotline set up for
answering questions on annexation or our on-going Concerned
Citizen Hotline) allow the public to receive answers to
specific questions or concerns, without risking being
transferred back and forth between departments.
Hotlines are a form of two-way communication. Many people will'
(and do) call the hotline to ask a question, while others call
only to comment.
You may also use a hotline to dispense information, such as
when the next meeting will be on the subject of interest.
Meetings, Hearings, Workshops - Probably the most widely used
technique for public participation is the public hearing.
Regrettably, public hearings are not a particularly effective
device for public participation. While they do meet legal
requirements, they do a poor job of trying to bring people
together to resolve problems. In fact, public hearings often
exaggerate difference, because during hearings, leaders of
constituencies have to be seen defending their constituencies
interests.
Another concept is the Town meeting, an honored tradition in.
New England. The spirit of the town meeting is everybody
coming together as equals, trying to solve problems and make
good decisions. However, public participation meetings never
have legal binding power, instead, they influence decisions
made by our.elected officials. In Santa Clarita, our idea is
to have monthly town meetings that take place in a different
community.of the City each month, including Saugus, Valencia,
Newhall, Canyon Country, Placerita Canyon, Sand Canyon, East
Newhall and Friendly Valley.
A good format is one that ensures everyone gets a chance to be
heard. For example, some public meetings use a large
group/small.group format in which, following an open
presentation, the audience is.broken down into small discussion
groups. Afterwards, spokespersons from each of the small
groups make a short presentation to the full audience,
• summarizing the discussion in their small groups. (This method
has been most successful with the City's Public.Information
Resource Group.)
You may also want to try small "coffee klatches", informal
meetings with a small group of people meeting in a private
home, or other "intimate" setting, such as a local coffee
shop. These are better for getting genuine involvement rather
than a single large meeting. The point is: don't limit your
thinking as to what constitutes a public meeting. Design a
meeting format which fits your particular purpose.
One form of meeting which has proven particularly effective in
resolving issues, is the workshop. Workshops differ from other
public meetings in that they have a stated purpose of
completing a specific assignment.
For example, a workshop might be used to evaluate alternative
sites. A workshop might also be used to eliminate sites which
don't meet the siting criteria, or in getting agreement on the
actions which need to be taken to mitigate any negative effects
of a facility. Because workshops are highly interactive, they
don't work as well with large groups. When the number exceeds
20-25 people, it is difficult to achieve the kind of
interaction you want, although using some form of a large/small
• group format is possible.
• Polls - Most participatory techniques do not tell you the,
proportion of views in the community -at -large. Is the group
you are hearing from just a small, vocal minority, or do thy
speak on behalf of the majority of the community? Polls allow
you to quantitatively assess.viewpoints in the community.
However, polls do not always predict outcome. Polls are
expensive and often capture a snapshot of one moment in time;
not preferable if the issue is ever-changing. Polls are
helpful and informative, but do not replace the need for other
forms of direct participation by interested parties.
Retreats - The idea behind a retreat is to get away from the
normal work setting for a concentrated period of time, in a
setting that encourages social interaction, as well as
political discussion. A retreat might be very useful, for
example, when an advisory committee is getting close to a key
decision point.' Consider a professional facilitator to assist
with designing and conducting a retreat for you.
c. Putting It All Together:
Remember, there is no one public participation program that
meets all circumstances. The effectiveness of public
participation does not result from using a single.public
participation technique, but from combining involvement and
participation techniques into a total program.
To illustrate the use of citizen participation, let us say, for
example, we are evaluating alternate sites for a new City park.
You decide that the meeting format most suitable for
evaluating alternative sites is a workshop format.
Rather than hold one large meeting, you decide to hold
a series of workshops, one for each neighborhood in
which there's a potential site.
To announce the workshops you might decide to use paid
advertising as well as contact the media to arrange
feature stories describing the major topics to be
covered in the workshops.
In all likelihood there are technical or environmental
reports which have been prepared which have information
which bears on the topics to be discussed in the
workshops, so you'll mail out technical reports or
environmental documents to key agencies and groups so
they can review them prior to the workshops.
Prior to the workshops,you might issue a newsletter or
flyer summarizing all the key information which people
will need to participate in the workshops. Before
printing,.you might decide to have a Citizen Advisory
Group review the proposed copy for the newsletter, to
be sure it seems objective and impartial.
You might want to hold individual briefings or a study
• session for City Council member prior to the workshops,
so they feel adequately informed in case residents ask
them questions.
You might even decide to make presentations to civic
and/or technical groups via the City's Speakers Bureau,
prior to the workshops to stimulate interest.
You may consider operating a temporary hotline,
providing information to callers, along.with an
opportunity to leave a message for a return call on
individual questions and concerns.
Following the workshops you'll want to get back to
people to tell them what the outcome of the workshop
was, so you may want to send another issue of the
newsletter, or simply a report summarizing public
comment. If major decisions resulted from the .
workshops, you might also want to hold a press
conference and issue a news release describing the
decision.
As this description clearly shows, public participation is not
a matter of selecting a single technique, but of combining
numerous techniques into a unified program.
0 There are a few cautions to observe, however:
- Generally speaking, avoid public hearings except where
legally required. Public hearings tend to exaggerate
differences rather than bring people together. Highly
interactive formats, such as workshops, cut down the
chances for posturing and rabble -rousing, and are
usually more satisfactory for the average participant.
The two.biggest problems with advisory groups are:
(1) whenever there's uncertainty about the group's
charter -- exactly what its authority is or is not --
there is a potential for conflict and hard feelings;.
and (2) advisory groups can spend so much time,agreeing
on procedures that they drive away people concerned
with substance. The need for elaborate procedures can
be sharply reduced if an advisory group agrees to work
on a consensus basis rather than by majority vote. •
Because no advisory group can ever exactly represent
the mix of opinion in the community, a close majority
vote only tells you that the community remains
divided. Advisory groups can be very helpful, but be
aware of their limitations as well.
•
• - The public information component of your public
participation plan must be objective. Publications
sent out as part of public.participation programs
cannot be treated like public relations pieces,
designed to "sell" a particular point of view. Their
purpose is to provide the information the public needs.
to participate in an informed manner, and if the public
• is to do that wisely, it must be given objective,
balanced, and credible information.
Play it straight with the media. Provide all the
important information, in an objective, factual manner.
Be sure to provide "feedback loops;" that is, if you
ask the public to participate, always get back to the
public in a timely manner to tell people what you
heard, how you're going to respond to the comments, and
what comes next as a result of those comments. The
primary motivation for participation is the sense that
you can have an impact. Without feedback, you're
providing no rewards to stimulate further participation.
Never take elected officials by surprise. Even if.
elected officials don't like the.news, always let them
know first, so they aren't taken by surprise with
residents.
• A full-blown public participation program is a sizable effort,
requiring careful planning, and a significant commitment of
time and staff. But the alternative may be to go through the
entire decision making process and be unable to implement
anything.
VI. Summary and Follow
This plan is designed to be a "how-to" guide for implementing
public participation plans for various projects within the City.
It is important to recognize the importance of public
participation, in that it may change the course of projects and
staff work. This is to be expected and appreciated for the
days of "selling" a project are gone.
Implementation of this plan legitimizes public input by helping
determine the direction our public is going, and then getting
in front of the parade.
Remember public participation does not slow things down, but
not doing it will.
This plan calls for a "project manager" to be in charge of
• writing and implementing public participation as part of their
normal duties with that project. This action is to assure that
the public participation process becomes an integral part of
all "major" projects, effecting groups of residents.
• It is our hope that this document, written simplistically, will
be used as a working tool for each department.
Individual "project managers" may wish to view the larger
document from which much of this'report was.based on. This is
available in each department, as well as with the City Clerk.
GRF/tn-1878
0
•
• TRANSPORTATION ADVISORY COMMITTEE/COMMISSION
A Transportation Advisory Committee/Commission can be an effective forum to
discuss transportation issues in a community.
Some communities have a .Traffic Advisory Committee to provide a formal
communication network for discussion and recommendations -on traffic issues.
These committees can reduce the time that a City Council must spend discussing
traffic issues at regular council meetings. In order to assess the number,
operation, and effectiveness of these committees, we interviewed 36 cities in
the Southern California area. The following are the results of that effort.
• 25.cities had a formalized commission/committee.
• 11 cities did not.
• Cities without a commission process traffic issues through the traffic
engineer and then directly to the City Council.
• Committies are advisory only, i.e. they do not take action directly on
implementing traffic improvements.
. • The majority of committees are composed of City staff members such as the
traffic engineer, police and fire chief, planning director, etc.
• Typical items reviewed by the committees are parking regulations, speed
zones, stop regulations, etc.
• Staff time and resources varies greatly depending on the reporting
necessary, time spent at meetings, and time necessary to report and
document the committees deliberations and actions.
Generally the cities with an advisory committee made up of staff members
supported the concept. They felt it was a structured system to identify,
discuss, and resolve traffic issues. They did not deal with broader
transportation issues because that was reserved for the Councils review.
Cities that had no committee felt their current method of identifying traffic
concerns and going directly to the Council for implementation was an effective
process.
As you know, the Joint Chamber's Transportation Committee is a, quasi -public
forum dedicated to improving transportation and circulation systems for
citizen and business interests in the Valley. In addition, there are a number
of other committees associated with the .school districts, auto club, etc.
which review and bring to the attention those transportation issues and
concerns which need the Council's review for possible implementation. In
addition, Caltrans and the Los Angeles County Transportation Commission have
the necessary resources and are empowered to assist in resolving
transportation issues.
There is a sense that an advisory committee could assist and improve the lines
of communication between the Council and the public. There have been
. countless books written on the subject of communication and most would
conclude that the more recipients between the source (the public) and the
receiver (the Council) the greater the chance of miscommunication. For this
reason, we would not recommend establishment of an advisory- committee.
However, we do have the following suggestions which we believe could assist
the public and Council in dealing with transportation issues.
• The City take the lead in publicizing or otherwise making known to the
public those organizations, their meeting times, and their purpose so as
to elicit the public's input on transportation issues.
• Continue to support and have City attendance at the Joint Chamber's
Transportation Committee.
• Direct staff to conduct quarterly, public, transportation forums to
receive input on transportation issues. The Council would receive a
listing of the items presented and staffs recommended actions.
• The City publicize the intent and invite public participation at meetings
on transportation issues affecting the City held by other agencies.
These suggestions can give those agencies, staff, and the Council an
opportunity to hear the public concerns, desires, and 'needs so, that the
decisions made by the Council may reflect those factors.
• RK:tw
12/21/90
CITY OF SANTA CLARITA
I N T E R O F F I C E M E M O R A N D U M
TO: Ken Pulskamp, Asst. City Manager
FROM: Kevin Tonoian, Finance Intern
DATE: October 26, 1990
SUBJECT: Acquisition and Construction of Proposed City -Owned Library
At the September 5th City Council study session, staff was directed to .
pursue the goal of constructing a city -owned public library in Canyon
Country. When built, this library will serve as a replacement to the
existing Canyon Country library. The present Canyon Country library is in a
geographically undesirable location and is too small to fulfill the
increasing service demands of the community. Accomplishing such an endeavor
raises several questions which must be answered. First, how is the city .
going to acquire and construct such a site? Secondly, what kind of
timeframe can be anticipated from beginning to end?
As you know, interest has been shown by Weston Land Development and Landmark
Homes to donate . a site to the city where a library could be constructed.
This site is adjacent to a proposed park and fronts on West Nadal Street,
directly across from Canyon High School. We should own this site within a
• few months. A parcel map has been filed to create three parcels, the site
being one.
Once this site is deeded to the city, grading will be necessary to.make this
a buildable site. Tentative talks have begun between the city and the
school district. The talks are aimed toward enticing the school district to
finance the grading of this site. Construction of this library would be
advantageous for the school district. The parking provided will present an
opportunity to solve a parking problem at the high school. Conceptual plans
drawn by the developers demonstrate the ability to pave for over 100
vehicles, far in excess of library needs.
Whereas the acquisition of this site should be accomplished with few snags,
construction of a library. may present a greater challenge. There are
numerous avenues open to the city to accomplish this goal. The first
involves a local developer. Jack Shine may agree to help finance the
construction of this facility. How much Jack Shine contributes is
contingent upon how many housing units the Planning Commission approves for
him to build on the "Wes Thompson Ranch" site. It is conceivable he may
finance and construct the entire library for the city. What needs to be
addressed is how the city will finance this project if developer
contributions fall short of the total capital necessary to fund this venture.
With financing for this project representing a possible. stumbling block,
staff has researched alternative methods of financing. Suh methods include
• development impact fees, community and corporate sponsorship and Proposition
85 grant money.
k.
Ken Pulskamp
October 26, 1990
Page 2
Currently, a development impact fee study for the city is in the beginning
phase. At. this time, a selection panel is preparing to hold interviews and
choose a firm to conduct this study.
Community and corporate sponsorship could be another viable funding source.
Santa Clarita, like many other cities, has a "Friends of the Libraries"
association. By establishing a working relationship with the "Friends"
association, the city could work in a cooperative fashion to bring about
private donations. The Friends of the Libraries would be the perfect
vehicle to encourage our local .business community to invest in the city's
future.
Proposition 85 grant money is a possible funding source that staff is
looking closely into. The state has allocated $75MIL towards library
construction. This grant requires a 35% local match of funds. Staff and
county library representatives areworking together to prepare. the
preapplication for this grant which is due by November 21, 1990. * Library
representatives have also indicated their willingness to help the city
prepare the application portion of Proposition 85 which is due in July
1991. It must be noted that, due to the complex nature of the application,
it is very likely our project will not have progressed to the level
necessary to completely answer the application.
The last variable to be discussed involves the existing Canyon Country
library. Once construction of the proposed library is complete. all
materials from the current facility will be transferred to the new library.
There have been informal discussions between city and county library
representatives regarding the sale of the Soledad building once it is
vacated. It is the desire of the city to see the sale monies from the
library reinvested into materials for the new library. A letter has been
drafted from George Caravalho to Los Angeles County Supervisor Mike
Antonovich expressing such a desire.
A recent "windshield" appraisal of the Soledad building has placed the
market value of the library at $580,000 — $620,000. According to: Roy
Hanson, head of fiscal services for the county libraries, the Soledad
building was purchased outright by the county three years ago. There are
three factors working .in the city's favor towards acquiring the sale monies
for the proposed library. First, Santa Clarita plans to lease -the library
to the county, thus tripling the size of the current 5,000 square foot
Soledad building. Second, this proposed 15,000 square foot library will
provide services for both city and county residents. Finally, according to
Roy Hanson, any money derived from the sale would have to go into the county
library fund, not the county general fund.
Ken Pulskamp
_October 26, 1990
Page 3
A timeframe for this project has been prepared. Without taking into account
any possible delays, our target completion date is mid to late 1992 to have
assurances in place for construction of the building. Rich Henderson
indicates that the parcel map will likely be approved in January, 1991.
Once in possession of the deed to the parcel, attention would shift from
Weston/Landmark Development to Jack Shine's proposed Wes Thompson project.
The Wes Thompson Environmental Impact report should be completed and have
gone to a public hearing by late 1991. If Jack Shine has .the 500+ units he.
is asking for approved, he would agree to construct the entire library and
may do so in the event of a more limited approval.
Between the time that the city acquires the site and the Wes Thompson
project is approved, it may be possible to accomplish the grading portion of
this project. The proposed site is presently considered to be susceptible
to landslides. If the school district agrees to grade the site, by the
beginning of 1992, Santa Clarita will have a deeded site and possibly a
developer ready to fund and build the city a library.
When construction of the library would begin is a difficult question, to
answer because there are many variables involved. Will Jack Shine finance '
and build the entire library or will the city need to find an additional
• financing method? If Jack Shine does build a library, will he start
immediately after he receives city approval or will he wait until
construction of the housing units has begun? The city will need an.
architect to design this library; will the city hold a design competition?
That staff continue to pursue all avenues towards acquiring the site and
constructing a city -owned library. Additionally, due to time constraints of
the Proposition 85 application filing period, staff with direction from
Council should determine if the city should begin the necessary procedures
required to complete the application process.
Attachment
xc: Andrea Daroca
Lynn Harris
Rich Henderson
/mc/296
11
•
CITY OF SANTA CLARITA
I N T E R O F F I C E M E M O R A N D U M
TO: City Manager
City Council
FROM: Jeff Ko11 r of Parks and Recreation
DATE: October 3, 1 0
SUBJECT: Senior Citizen Issues and Service -Needs
Mayor Jo Anne Darcy conducted a senior needs summit at the Santa Clarita
Valley Senior Center on August 6, 1990. Councilman Carl Boyer had also held a
meeting with a number of seniors from the Santa Clarita Valley area just
before the senior needs summit, where he discussed current senior issues* and
needs. Two lists were produced by Mayor Darcy and Councilman Boyer which
itemized a series of senior needs, issues and service priorities. Mayor Darcy
and Councilman Boyer each asked that staff investigate these issues, services
and needs, and develop a response for the consideration of the City Council.
The staff of the Parks and Recreation Department met with Mary Blankenship,
Executive Director of the Santa Clarita Valley Senior Center, on Thursday,
August 30, 1990. Mary Blankenship was very helpful in providing insight into
senior needs in the valley and the availability of services. She discussed in
detail the role of the Los Angeles County Area Agency on Aging, which provides
information, technical assistance and serves as the County agency for
distribution of state and national aging funds. We also spent some time
discussing the history of the Commission on Aging and some insights into the
current issues facing the group, and what possible developments- may occur in
the future.
Mary felt that the Committee on Aging and the Santa Clarita Valley.Senior .
Center were primarily designed to serve as a social services agency for
seniors. Although this was their original intended role, their scope of
services has expanded far beyond this to include nutrition programs,
transportation and social/recreational offerings. She expressed enthusiasm
about working cooperatively with the City to develop joint venture programming
for seniors, and looks forward to expanded involvement by the City in senior
programs.
Together, we -then reviewed the list of issues developed by Mayor Darcy, from
the senior needs forum, and Councilman Boyer, during his meeting with
seniors. The attached list of issues and short descriptions following them
gives a current status and description of potential or existing service
providers or program options.
- 1 -
I*
•
Senior Issues/Services
1. Widows/widowers counseling Widows and widowers counseling
program, programsare currently offered by
Henry Mayo Newhall Memorial Hospital
and the Santa Clarita Valley Senior
Center. This service is currently
being provided at adequate levels.
2. Low cost housing and housing
referral agency to serve the
Santa Clarita Valley.
3. Purchase of housing for sen-
iors.
4. Low cost loans for low income
homeowners.
The Santa Clarita Valley Senior
Center currently offers a consumer
housing information and referral
service. The program is a joint
effort by the Santa Clarita Valley
Committee on Aging and the American
Association of Retired Persons.
They provide a booklet,. which is a
guide to local resources for older
persons for housing needs. The
program is frequently referred to by
its initials,`with the abbreviation
CHISS. Low cost housing and housing
referrals and assistance is an area
where the City of Santa Clarita may
choose to become more involved in
the future. The Community Develop-
ment Block Grant Program is a fed-
eral program, which could be used to
provide.assistance in this area.
This program is currently unavail-
able in the City of Santa Clarita,
and would require a substantial
funding source to implement. City
General Funds or a .new source of
funding would be required to
purchase housing units that then
could be rented at a below market
rate prices to seniors. This would
be a significant financial undertak-
ing for the City.
The City has improved the handyman
program by adding additional re-
sources to it from the Community
Development Block Grant Program.
This program, however, is restricted
to low-income level seniors who meet
the qualification guide lines. The
City could expand the handyman
program, and institute a low-cost
home loan program for low income
homeowners. The Community Develop-
ment Block Grant Program could be
- 2 -
0
0
•
5. Expansion of the handyman
program to include sliding -
scale payment plan for seniors
6. Lack of care/housing options
for seniors and disabled.
7. How to replace diminishing
Section 8 housing in the Santa
Clarita Valley.
used for the low-income loans,
although applicants would again have
to meet the federal criteria. The
City could also establish its own
local program based on a higher in-
come level set by the City to deter-
mine qualifications. The administra-
tion costs for this program and the
potential risks of loan defaults
would have to be carefully consid-
ered.
The handyman program, as previously
mentioned, currently has income
qualification guidelines set by the
federal Community Development Block
Grant Program. The City could fund
and establish a pool of money and a
sliding -scale payment plan for those
with higher income levels, which
would still permit them to .receive
services from the handyman program.
These qualification guidelines would
include age, income levels and owner-
ship of homes.
The City's General Plan and Housing
Element will be addressing the
diversity of housing options avail-
able for all local residents. The.
Housing Element and General Plan
should establish -standards and goals
for the City to work towards in the
future, which will create additional
care and housing options for seniors
and disabled in Santa Clarita. This
is a long-term solution to an immedi-
ate problem of lack of diversity of
care options. These solutions can
be accelerated by developing a
package of incentives to attract
particular care and housing options,
which are identified by the City as
being desirable to incorporate in
our housing stock.
Section 8 housing is a federal
housing program, which is
administered through the County of
Los Angeles and State of
California. These housing units
were specified for low-income, below
market rate rentals for a period of
20 years. The end of the 20 -year
- 3 -
•
0
8. How to reduce vacant, market -
rate rental apartments for
seniors.
9. Mobile home displacements
period is expiring, or has expired
in some cases, and these units are
being returned to market rates for
rentals. If Santa Clarita wishes to
develop additional Section 8
housing, it should incorporate a
strong lobbying campaign with the
State of California, the County of
Los Angeles and the. federal'
government.
The CHISS Program offered through
the Santa Clarita Valley Senior
Center will be providing training
for the managers of market -rate
rental apartments owners. The
program will teach managers how to
market their rental units to
seniors. They will be shown the
relationship between recreation and
social programs, and the ability to
market care options.
The City has recently enacted a
mobile home zoning ordinance, which
should provide additional assurances
to mobile home residents that the
zoning for their mobile -home parks
will be retained.
10. Push senior housing in old The location of senior housing is an
Newhall/east Newhall areas of issue which should be addressed
the City. through the General Plan and its
implementation measures. The
location of senior housing should be
such that it is convenient to
services needed by seniors and
public transportation routes.
11. Social workers to match people
into compatible households.
This program is otherwise known as a
shared -housing or roommate program.
It would be eligible to be funded by
the Community Development Block
Grant Program, which would, however,
place the same income restrictions
which have currently created some
qualifying programs in other areas
of. senior services. The shared -
housing roommate program provides an
alternative whereby seniors have the
option of living in a. shared
household with other individuals. -A
- 4 -
•
0
0
typical arrangement is to have three
or four individuals share rooms of a
four-bedroom house or apartment,
thereby reducing the individual
amount that each pays for housing.
The social worker matches the
individual needs into compatible
groups. This is a program which
would logically be combined with the
existing program at Santa Clarita
Valley Senior Center.
12. Saturday and Sunday transporta- The City of Santa Clarita has
tion. expanded the Dial -A -Ride Program to
include Saturday transportation
services. Additional funds would be
required from the City to provide
Sunday service.
13. Transportation to Kaiser Perma-
nente Hospital.
14. Provide $100,000 to Senior
Center to fund operations.
The City currently provides a route
which serves the Olive View Medical
Center. A route alteration and
possible additional costs would be
required to add • Kaiser Permanente
Hospital to the existing service
area.
Provision of City funding for the
operation of the Senior Center is a
long-term decision which requires
careful consideration by the City of
Santa Clarita. The Senior Center is
currently owned by the County of Los
Angeles Department of Parks and
Recreation. The facility is cur-
rently at capacity. However, in
talking to the Director of the
Senior Center, Mary Blankenship, she
indicated that the primary need for
facilities was in the Canyon Country
and Saugus areas.of the City. She
also indicated that she felt a
secondary need would be to relocate
the kitchen facilities in the
existing Senior Center to an
alternate location, thereby creating
additional space in the existing
Senior Center. If the City decides
to enter the senior services market,
it should develop a long-term plan
for the provision and funding of
this human service program. The
Santa Clarita Valley Senior Center
and Committee on Aging has developed
a strong program of
- 5 -
E
•
15. In-home supportive services
subsidation urgently needed.
16. Lack of funds for salary
increases for senior center
DPSS, employees serving
seniors.
17. Alternate funding services for
seniors.
human services, counseling and
social services for seniors. They
have indicated that.they wish to
retain this service area, but -would
not be opposed to the City expanding
the amount of social recreational
services available to seniors.
In-home supportive services .are
currently paying minimum wage to the
individuals providing nursing and
housekeeping care to home -bound
seniors. The program has difficulty
attracting and retaining. reliable
service providers. The City could
set aside funds which would allow
the program to expand or increase
its minimum wage pay rates to
attract and retain more qualified
and reliable employees.
This is a state-wide if not nation-
wide problem in the area of human
and social services. Wage rates and
services have consistently declined
in comparison to the national .
average during the Reagan era and
within the StateofCalifornia under
Ronald Reagan and George Deukmejian.
Countiesare currently experiencing
extreme difficulties in providing
state -mandated services under the
current funding formulas. This is
an area where it is unlikely that
the City. of Santa Clarita will be
able to impact the problem.
The Santa Clarita Valley Senior
Center has identified the need for
alternative funding sources.
Efforts should continue to develop a
long-range financial plan. The plan
should include a fund-raising
campaign to solicit private and
charitable contributions to expand
and provide a continuing funding
base for senior services. The
current programs are extremely
dependent on government grants and
funding sources. Additional
corporate, non-profit and private
funding sources should be incorpo-
rated to broaden the senior center's
funding base.
18. Social day care programs.
0
19. Expanded future senior center.
•
20. Set aside areas in parks for
senior use.
0
Henry Mayo Newhall Memorial Hospital
currently provides this for clients
with treatable diagnosed medical
needs. There is a need for a social
day care program for those with
mental impairments. This program
would best be handled by an agency
like the Santa Clarita Valley Senior
Center. However, a -social day care.
program requires a dedicated room or
facility for the services. The
current space allocation at the
Senior Center does not allow for
this amount of space to be dedicated
to the program. The space requires
an activity room, a small prepara-
tion kitchen, restrooms, a shower
and office area for staff.
The need for an expanded senior
center, if not an additional senior
center, is a certainty in the
future. It will be a City planning
issue and service decision as to
whether the City will participate in
the development of these centers or.
continue to rely on the private and
non-profit sector to provide senior
services. Expansion is needed, in
the. Saugus and Canyon Country areas
of the City most urgently at this
time. Additional space is needed
now for nutrition sites. The senior
center should be contacting local
school districts and churches, in
addition to the City, to see if
needed facilities can be located.
A logical location for a senior
center in the future would be a
City-wide park facility. If the
City decides to enter the senior
service provision area of human
services, it would be desirable to
locate a senior center in a City-
wide or community level park
facility with associated parking
resources. The concept of multi-
use community centers, which incorpo-
rates senior facilities, is also an
attractive way of providing senior
services, as well as meeting facili-
ties and recreational facilities to
our community.
MM
21. Purchase two houses next to Mary Blankenship felt that the
the Senior Center for expanded. owners of these two units were
office facilities. asking a very high price, which may
not make it feasible for the
purchase of these units. They have
been identified to help house senior
center administrative staff. An
alternative would be the placement
of additional relocatable office
units on their existing site. This
may be able to be accomplished when
the City opens its corporate yard,
and relocates the Dial -A -Ride trans-
portation vehicles to the corporate
yard, thereby creating additional
black -top space behind the existing
Senior Center.
22. Volunteer legal assistance
23. Low cost dental programs
•
24. Outreach program for isolated
home -bound.
25. Dissemination of information
on programs to outreach areas,
•
The Santa Clarita Valley Senior .
Center has limited volunteer legal
assistance available at this time.
The City will.be working in coopera-
tion with the Senior Center to
expand this program. Carol Rock,
the Parks. and Recreation Depart-
ment's Volunteer Coordinator, will
be assigned this project.
This program is currently unavail-
able at the Senior Center, and is
similar in nature to volunteer legal
assistance. This program willalso
be a cooperative effort between the
City and the Santa Clarita Valley
Senior Center. Carol Rock, Volunt-
eer Coordinator, will be assigned
this project.
This program requires door-to-door
contact to let seniors know about
the services currently available.
The Santa Clarita Valley Senior
Center should head up this effort,
with assistance from the City of
Santa Clarita's volunteer program.
This is similar to the outreach
program for isolated home -bound, and
can be a cooperative program between
the Santa Clarita Valley Senior
Center and the City of Santa
Clarita. The City's Public Informa-
tion officer and Volunteer
Coordinator should work
cooperatively with the Senior Center
to design a public information
program.
-B-
0
0
26. Networking program for seniors
to include Agua Dulce, Val
Verde, Mint Canyon and Castaic
27. Peer counseling for home bound
This program would require a joint
venture between the. Santa Clarita
Valley Senior Center, the County of
Los Angeles Department of Parks and
Recreation and the City ,of Santa
Clarita. The program could be
cemented by an expanded Dial -A -Ride
transportation program and, outreach
program services provided by a coor-
dinated effort of the County, City
and Santa Clarita Valley Senior
Center.
Peer counseling for the home bound
is currently provided by the Santa .
Clarita Valley Senior Center. The
program is meeting the current need,
but additional resources may be re-
quired, if outreach programs
identify additional service needs.
28. Community Development Block The Community Development Block
Grant funding cut in half by Grant Program has been funded fully
City. County still funding by the City and expanded in some
some people. areas, including transportation.
29. At home services for seniors
Non -profits, the City's youth teen
council and Community Development
Block Grant Program can be used in a
combination effort to provide yard
maintenance for seniors and addi-
tional housekeeping and cleaning
services. This is a service area
where a cooperative program between
the Santa Clarita Valley Senior
Center and the City of Santa Clarita
can be developed.
Senior services can be diverse and costly to provide. The decision on
whether or not to participate in senior services is one which the City
should carefully consider.. It is the opinion of .the staff of the Parks
and Recreation Department that it is inevitable that the City will be
required to provide services for seniors in the Santa Clarita Valley at
some point in the future. Because of this, the staff is proposing that
we identify now a plan to gradually implement senior services in the
City. The plan includes a three or four -stage process which is outlined
in summary form below.
Stage I.
Develop a series of social and recreational classes for senior
citizens at existing Park and Recreation facilities and schools
throughout the community. offer the classes on a self-supporting
basis, with pricing designed to be affordable to seniors, yet
provide wages to attract quality instructors. Continue to implement
special events and activities for active seniors.
Stage II.
Expand the funding of selected target programs by the City.
Possible target programs include handyworker program, volunteer
program for legal aid, dental care, medical check-ups, etc.,
transportation, assistance with the development of a long-range plan
and financial plan for the senior center.
Stage III.
Begin to offer a more diverse program of social and recreational
activities for seniors together with a nutrition site, using
relocatable buildings at either Pamplico Park site or Whites Canyon
Park site. This stage is a minimum of two years away.
Stage IV.
Construct a multi-purpose community center, and include in the
design criteria facilities to serve the needs of a senior citizen
nutrition site, social recreational activities for seniors, as well
as the possibility of a senior day care program. This stage is a
minimum of four years away.
This four -stage process would allow the City and the Parks and Recreation
Department to gradually enter the area of senior services. The Depart-
ment has made a tremendous effort to accelerate the rate at which Parks.
and Recreation services are provided by direct City, employees. It will
be important to slow this rate of expansion for a year or two in order to
. allow our current work force to improve the quality and responsiveness of
our current service areas. Rehabilitation and renovation of our Parks
and Recreation facilities must take place prior to entering a substantial
new service area and the construction of significant new Parks and Recrea-
tion facilities.
0
- 10 -
CITY OF SANTA CLARITA
I N T E R O F F I C E M E M O R A N D U M
TO: Ken Pulskamp, Assistant.City Manager
FROM: Joy Williams, Administrative Inter
DATE: November 8, 1990
SUBJECT: Social and Economic Data on the Citizens of the City
Santa Clarita
Ken:
Attached is the information you requested, regarding social and
economic data on the citizens of the City of Santa Clarita.
The data was obtained from the Draft Background Report Santa
Clarita General Plan prepared by the Community Development
Department. Terri Maus has reviewed this information.
4
JW/tn-1718
0
it
. SOCIAL DATA
Population 1989
Santa
Clarita Valley - 153,900
(147,228)
Race/Ethnicity 1988
White
124,307
94.9%
Black
11963
1.5%
American Indian
1,439
1.1%
Asian/Pacific Islander
.21355
1.8%
Hispanic/Spanish
17,780
14.4%
Other
785
0.6%
AGE/SEX 1989
MALE
FEMALE
Percent of
Percent of
Total
Total
Total
Acre
Number
Population
Number
Population
Number
0-4
51085
4.0
4,860
3.8
91941
5-9
5,010
3.9
4,788
3.8
9,798
10-14
41865
3.8
4,613
3.6
9147$
15-19
5,521
4.3
5,210
4.1
10,731
20-24
51984
4.7
5,734
4.5
11,718
25-29
5,219
4.1
4,957
3.9
101176
30-34
4,238
3.3
41336
3.4
8 1574
35-39
4,640
3.6
5,173
4.1
91813
40-44
5,286
4.2
51881
4.6
11,167
45-49
4,781
3.8
41714
3.7
9,495
50-54
31591
2.8
3,197
2.5
6,788
55-59
2,799
2.2
2,530
2.0
51329
60-64
21236
1.8
21164
1.7
41400
65-69
1,703
1.3
11828
1.4
31531
70-74
1,193
0.9
11444
1.1
21637
75-79
675
0.5
11098
0.9
1,773
80-84
374
0.3
720
0.6
1,094
85+
222
0_2
527
0.4
749
TOTAL
63,422
49.7
63,774
50.1
127,196
-1-
t4
Housing Unit 1989 Santa Clarita Valley
Single Family 28,489
Two to Four Units 21545
Five or More Units 7,244
.AA a/Condition of Housing
74.4%
6.6%
18.9%
Total units in 1989 is 48,330.
Housing units in the Santa.Clarita Valley are less than 20 years
old and nearly half of the housing units were constructed since
1980. Overall condition of the housing stock is very good.
Statistics from the 1980 census identified three areas, two in
Newhall and one in Val Verde, where substandard housing units
are concentrated. This remains true in 1989.
In Newhall and Val Verde over 110 housing units were classified
as deteriorating units, and 22 units were classified as
dilapidated, probably requiring demolition or major
reconstruction to make them habitable.
Housing Tenure 1988
Owner 28,255
Renter 10,446
Person per household 1988
. 1 7,151
2 11,335
3-4 15,260
5 or more 4,931
ECONOMIC DATA
Household Income
The City of Santa Clarita is an affluent community. Estimates
of household income indicate a median income of $47,017.
Very low 1,031
Low 531
Moderate 992
High 3.847
6,401
Regional Housing Needs Assessment (RHNA) projects a need for
6,401 new housing units in the City between 1989 and 1993 for
the City to -meet its regional allocation.
•
0
Family Poverty Status
* See Attached.
Income Assistance to Santa.Clarita Residents 1989
Number of
Aide Program Persons Aided
Aid to Families with Dependent Children
(family group) 528
Aid to Families with Dependent Children
(unemployed Parent) 15
General Relief 32"
Food Stamps only 144
Medi -Cal Assistance only 324
Refugee Resettlement Program 8
Total Persons Aided 1,051
Overcrowding
Increased housing costs and the. lack of affordable housing has
contributed to the overcrowding of a number of housing units in
the City. The high cost of housing hasas forced lower income
persons and families to share the rent or mortgage which has led
to overcrowding.
Overcrowding is not a major problem in the Santa Clarita
planning area according to the U.S. Census 1980.
Employment Opportunities for Santa Clarita Valley
1980 Census
20,800
Growth: 198472010
73,791 315%
is Jw/tn-1711
1984 Estimate
23,421
Baseline
2010
97,212
This means an increase in employment
positions of 315 percent from 1984 to
2010.
-3-
FAMILY POVERTY STATUS BY HOUSEHOLD TYPE: 1980
• Below Poverty Level
Household Tyne Number Percent
Elderly (65+) 25 1.7
Families with 564 4.4
Children (0-17)
Female -Headed
With Children 236
Without Children 44
TOTAL 869
•
SW/tn-1720
•
Above Poverty Level
Number Percent
1,415 98.3
12,193 95.6
Total
Number Percent
1,440 100.0
12,757 100.0
16.6
1,187
83.4
1,423
100.0
8.6
469
91.4
514
100.0
6.4
15,264
93.6
16,133
100.0
-4-
• i •
ANNEXATION STATUS REPORT
As of December 1. 1990
ANNEXATIONS COMPLETED 1990
1989-
1989
ANNEXATIONS IN PROGRESS
TO BE COMPLETED 1990
1988-01
Pi netree, North of Hwy 14
L East of oak Springs Cyn Rd
ANEXATIONS PENDING
TO BE COMPLETED 1991
1988-02
Oak Springs, East of Oak
Springs Road L Southerly of
Lost Canyon
1989-01
Tows ley Canyon, Southwest
quarter I-5 L Calgrove
1989-05
Tick Canyon, Corner of Soledad
Canyon L Sierra Highway
1989-06
Santa Fe Ranch
1989-0
7
Andel, Easterly of Bakerton Av
at the Easterly terminus of
Bookham Drive
1990-01
Crystal Springs, Sand Canyon;
South of 89-D4
1990-02
Colony, E. of the Antelope
Valley Frwy, S. of Santa Clara
River L W. of Lost Canyon Rd.
1990-03
Oaks Springs Cyn, SE corner of
So. Pacific Railroad L Oak
Springs Canyon Road
ACRES
POPULATION
STATUS
159.7
0
Completed 09/11/90
79.8
0
Completed 10/01/90
ACRES
POPULATION
STATUS
1038.0
5,321
Approved by voters 11/6/90
To be recorded 12/14/90
ACMES
POPULATION
STATUS
202.3
1
LAFCO hearing
to be held 1/9/91
884.7
0
Application to LAFCO
pending PZ adoption by PC
1/15/91 L CC 01/26/91
510.0
0
Joint Tax Transfer Res.
pending EIR L PZ adoption
1991
1,296.
0
Pending LAFCO hearing after
EIR L PZ adoption 1991
178.0
O
Application to LAFCO pend-
ing applicant's
decision by 1/91 to
proceed with EIR
110.0
0
On hold pending PZ status
100.0 0
118.67 109
Development agreement
denied by City Council;
final. status to be
determined by 1/91
Application to LAFCO pend-
ing PZ adoption by CC
12/12/90
COMMENTS
Projected Residential Units - 179, Projected Population - 546
Projected Residential Units - 201, Projected Population - 623
COMMENTS
Residential Units - 1499
COMMENTS
Projected Residential Units - 299, Projected Population - 911
City initiated;. includes State Park, garner Bros. L Chevron Prop,
Projected Residential Units - 610, Projected population - 1,860
Projected Residential Units - 2,100, Projected Popu Lation - 6,500
Initiated by Property Owner(s)
Projected Residential Units - 490, Projected Population - 1470
Initiated by Property Owners)
Projected Residential Units - 45, Projected Population - 112
Initiated by Property Owner(s)
Projected Residential Units - 800, Projected Population - 2480
Residential units - 35, City initiated
L-A
ANNEXATIONS PENDING (Can't)
TO RE COMPLETED 1991
1990-04
Arkt in
1990-05
Little League/Sierra Hwy.
1990-06
CopperhiLL
1990-07
Sunset Pointe
1990-08
Crystal Springs II
1990-09
Nook
1990-10
N. of the Antelope valley Frwy
SW of Sierra Hwy i E. i W. of
the via Princessa off -ramp
1990-11
Anden, Adjacent to 1990-10
1990-12
Wes Thompson Ranch N. of
Soledad Cyn Rd L E. of Sand
Canyon Road
1990-13
Copperhill II, N. of Copper -
hill Dr i W. of Calhaven Dr
1990-??
Sand Canyon, Infill III
1990-??
Upper Seco
1990-??. +/-400.0
Pardee, N. of City Limits; N.
of terminus of Eagle Crest Av
CMW: 321
Annexation Stat as of -12/0[/90
Page 2
ACRES POPULATION STATUS COMMENTS
99 0 Application to LAFCO pend- vacant property, City Initiated
City Initiated for Property Owner(s)
City Initiated for Residents
City Initiated for Residents
Projected Residential Units - 40, Project. Papulation - 124
Proposed Commercial development
Existing residential Units - 20, Total Proposed units - 362
Proposed Residential Development
Proposed Residential Development
Proposed Residential Units - Unknown, Proposed Papulation - Unknown
Initiated by Property Owner(s)
ing PZ adoption by PC
1/15/91 9 CC 2/26/91
Application to LAFCO pend-
ing PZ adoption by PC
1/15/91 L CC 2/26/91
Application to LAFCO pend-
ing PZ adoption by PC
2/5/91 6 CC 2/26/91
Under Study
a
Under Study
40.0 0
Application to LARD pend-
ing PZ adoption by PC
56 0
Application submitted to
LAFCO 8/90; Joint Tax
Transfer Adoption by Board
of Supervisors pending PZ
adoption by PC 12/18/90 8
CC 1/8/90
25 60
Application to LAFCO pend-
ing PZ adoption by PC
12/18/90 t CC 1/91
171 0
EIR C PZ to
be adopted 1991
75 0
Under Study
Under Study
Under Study
- 0
Application to be
submitted to City
(Date Unknown) -
City Initiated for Property Owner(s)
City Initiated for Residents
City Initiated for Residents
Projected Residential Units - 40, Project. Papulation - 124
Proposed Commercial development
Existing residential Units - 20, Total Proposed units - 362
Proposed Residential Development
Proposed Residential Development
Proposed Residential Units - Unknown, Proposed Papulation - Unknown
Initiated by Property Owner(s)
City of Santa Clarita
SUMMARY MAP OF ANNEXATION ACTIVITY
t 1 DECEMBER 1990
Zp ` Nt0 II,. Q 5 -y� Y . 9T�� 2�I\ �.J, e. 7 S ?.: �.l . �I'
•/_ \ i / SANTA I47iIr !r J I I t 1 T,• 1
1.V �� . � � , : �� _ ; � �.,�.~`?,;.r •�"�',.`�' �"�' aE•',-.]'\'D.n, z :✓-4i5 �".Di .r 'di°.Dm�n '8 ru1Zi , :;��.'y "96ei �:h � Li°'�la =.
0-06 :•^ . W �• ' Il,�yll Ea�:Q)}�r_'>cY ?uA`7P: m!t• r
{ -..� ,.•i F- (`� � ' No� 490-05 ' y /
i� \' �:u' Y.Lo-� \: �- U' /ii•,L•W - .� 'lF,a . t fir` —«n � o�J •= ev: IV 90-12
88-01, 01 •'i�P% ,
89 07
_ �„ � �• y J1 r atm ..,-,�:_ :: �'' 02
' DI!' v« 1, all 1„ "c 3= t '" r. s tl Dnp: s: , iu T.S '4 q 1 / i G 1• `
(Yt4\� '•� Y! � ' ,�� \ ��' �� � 'r i 11 ,'ice }a �. _ 90-03,
1J �`. ,•L % y}��-- _�T .�, �` �;r11 •- : ;; lt'•- ;- 89-04
1
-vt ; _�:� • ,;'� �.'r90-01
Ic.....a`l iT a1i`�VY U t7, 1 u } c1:. k1'7f1"
90
-04
(
i!
..., ^` ` .: ^ • �• C "- . , rid'
pi
1��,`«^{/ll�oj ,n`w�lljQ``Yj. �:� •i+��1719'� :G.',I1i;. `:.11l:ul :'�_v':• (%b.r..•. 9 ���t'.,•��,._=ryJ __.... _. ___ _.._. I: ,.:+ - ,
s
E
ROAD CONSTRUCTION PRIORITIES
The priority numbers have been established to account for current roadway
needs while recognizing that available funding will dictate what can be
done, not necessarily what needs to be done. In addition, much of our
new roadway funding is provided by new development. Since we can only
predict where future development will occur, we can say for certainty
that priorities will change as future predictions change.
Many of the priority projects are being processed concurrently for
implementation; therefore, they are placed in relative order for indexing
purposes not to show that one project must be finished before the next
one in line is completed.
There are other roads such as Copper Hill,
needed, but were not included. Since we do
now or. in the next five years, establishing a
be meaningless.
/tw
12/21/90
Canyon Mesa, etc., that are
not see them as priorities
priority at this time would
1
CITY OF SANTA CLARITA
ROAD CONSTRUCTION PRIORITIES
Estimated Cost*
(1990 Dollars)
Basis of
Priority/Roadway
Limits Financing**
Priority
Comments
1:
Whites Canyon Road
Railroad Relocation $ 4,000,000
Improve traffic flow at
Currently under construc-
Phase II
Bridge & Thorough-
Solemint Junction from
tion - Agreement between
fare (B & T)
forced flow, Level of
County/City to commit all
District Fees
Service (LOS)"F", to
B & T fees to fund -this
good/fair operation
priority project.
(LOS "C -D").
2:
Whites Canyon Road
Santa Clara River $ 17,000,000
Same as 1.
County/City committed as
Phase III
Crossing to Via B & T District
priority project. City
Princessa: Via Fees
asked to fund $1,000,000 of
Princessa extension
a $7,000,000 shortfall.
to Sierra Highway
County will advance
$6,000,000. Development
slowdown resulted in lower
than expected collections
of B & T fees.
3:
San Fernando Road
Lyons Avenue to _ $ 2,350,000
Improves traffic flow
County designing project
(State Highway)
15th Street Federal and State
from unstable flow with
for Caltrans. Expected
Highway Funds
back-ups (LOS "E") to
start of construction
stable flow with slight
June, 1991.
delays at intersections
(LOS "B").
*
Estimates based on
design plans which have been completed should
not vary.much from the
final cost. Estimates for
projects where design
has not been completed, quantities determined, or right-of-way established can vary
substantially from
these initial estimates.
**
Funding sources are
based on current availability and/or collection
rates. New sources
and increase and decreases
incollectionrates
may accelerate or delay any given project.
12/21/90
Page 2 0
Newhall Ranch Road
0
Provides double the
4: San Fernando Road
Realignment of Magic
$ 2,550,000
Improve traffic flow Same comments as
(State Highway)
Mountain Parkway at
Federal and State
from LOS "F" to excellent Priority "3"
San Fernando Road/
Funding
operation LOS "A". Also
Bouquet Canyon.Road
away from Bouquet
reduces the conflicts
with the current "Y"
currently being widened.
8:. Lyons Avenue Bridge
Golden State Freeway
intersection.
5: San Fernando Road 15th Street to Magic $ 8,750,000 Improves traffic flow
(State.Highway 126) Mountain Parkway Federal and City from LOS "E" to LOS "A".
Funds
6: Magic Mountain Valencia Boulevard $ 7,300,000 Same as 5. Also provides
Parkway to San Fernando Road State, Developer, improved circulation
(State Highway 126) and Mello Roos after construction of
the Mall.
City has committed
$6,000,000 toward funding
the project and has been
authorized to prepare the
design. Preliminary design
submitted December, 1990.
Expected start of construc-
tion July, 1991.
Project being designed by
the City for submittal in
January, 1991. State fund-
ing uncertain. Developer
of Valencia Mall condi-
tioned to construct. May
also be financed through
Mello Roos tax payable from
sales tax receipts.
7: McBean Parkway
Newhall Ranch Road
$ 4,005,000
Provides double the
Project conditioned on.
to Valencia Boulevard
Developer
capacity of roadway to
Valencia Mall. Bridge
encourage traffic flow
widening across Santa Clara
away from Bouquet
River in County area
Junction.
currently being widened.
8:. Lyons Avenue Bridge
Golden State Freeway
$ 4,000,000
Improves traffic flow on
Project is scheduled for
Widening and North-
(State Route 5)
Federal/State/
Route 5 by reducing off-
advertising in January,
bound Auxiliary Lane
County
ramp back up traffic.
1991.
Improves east/west
traffic on Lyons across
Route 5.
12/21/90
Page 3 .
9: Lyons Avenue -
Southbound On/Off
Ramps
Golden State Freeway $ 7,000.000
(State Route 5) County B & T Fees
10: Golden Valley Road Antelope Valley Free- $ 18,900,000
way (State Route 14) Developer Assess -
to Sierra Highway ment District
11: Rio Vista Road
12: Rio Vista Road
Bouquet Canyon Road
to Soledad Canyon
Road
Soledad Canyon Road
to Via Princessa
$ 14,600,000
Developer Fees/
Assessment
District
$ 16,500,000
City Assessment
District
Improves access to free-
way, reduces congestion
and improves safety at
Pico Canyon Road/
Chiquella Lane inter-
section.
Reduces traffic on Green
Mountain Drive, a resi-
dential street. Project
can be funded through
an assessment district.
Improves traffic flow at
Bouquet Junction, cur-
rently the City's most
congested intersection.
Same as Priority 11 plus
provides accesses to
City Civic Center site
and a second means of
access for -Circle J.
0
Project -delayed until
County can secure/commit
funding.
Five developers have been
conditioned to jointly
finance these road improve-
ments. Engineer's Report
for Council's consideration
is expected to be presented
on January 16, 1991.
Cost of new alignment being
studied which would re-
locate Rio Vista easterly
and connect at Alamagordo.
Assessment District portion
of funding delayed pending
resolution of acquisition
by Castaic Lake Water
Agency of City of
Los Angeles property.
City would pay portion
through City Hall site.
Remainder would be assessed
to adjacent properties.
Metropolitan Water District,
has denied City's request
to use their right-of-way
(R/W). Cost estimates for
new alignment being
developed.
12/21/90
Page 4 0 0 0
13: Newhall Ranch Road Crossing at Bouquet
Bridge Widening Canyon Wash
14: McBean Parkway
Bridge
Widening of Bridge
across Golden State
Freeway
(State Route 5)
15: Soledad Canyon Sand Canyon Road to
Road Widening Shadow Pines
Boulevard
16: Decoro Drive Bridge Westerly of Delgado
Widening Drive
17: Canyon Park Sierra Highway to
Boulevard Lost Canyon Road
$ 1,700,000
Developer/Mello
Roos
$ 2,010,000
Developer
Doubles capacity on
Newhall Ranch Road and
encourages traffic away
from Bouquet Junction.
Priority established by
L.A. County to service
Poe Development.
Included because it
affects City access.
$ 2,150,000 Improves traffic on
Developers/Assess- Soledad and the south-
ment District bound off -ramp at
Antelope Valley Freeway
and Sand Canyon Road.
Previously lacked
funding.
$ 300,000
City/Newhall Land
& Farm
$ 2,980,000
Developer and
unfunded portion
Improves traffic flow on
Seco and Bouquet Canyon
Road by -providing an
alternate route to both
Canyon -areas.
Project priority
established as result of
development condition
and access.
Condition of development
of the Valencia Mall.
Partial funding through
Mello Roos District pledg-
ing sales tax revenue from
the Mall.
Poe Development has not
submitted letter of credit
to advance funding of
improvements because of
pending litigation. Pro-
ject design complete. On
hold awaiting funding.
Widening project condition-
ed on several developments
in Oak Spring Canyon/Sand
Canyon areas. Financing
mechanism to be in place to
insure completion prior to
occupancy.
Design complete awaiting
R/W dedication in County
area. Construction expected
to begin March, 1991.
Two lanes of pavement
conditioned on development.
Additional widening or
funding has been programmed
12/21/90
Page 5 9 0 •
18: Lost Canyon Road
19: Oak Spring Canyon
Road
20: Magic Mountain
Parkway
21: Rio Vista
Via Princessa to $ 3,900,000
Canyon Park Boulevard Developer
Lost Canyon Road to $ 10,000,000
Soledad Canyon Road Developer
San Fernando Road to $ 42,000,000
Soledad Canyon Road City/Developer
Via Princessa to
Lyons Avenue
$ 10,800,000
City/Developer/
Assessment
District
Provides an alternate
means of access for new
development and priority
is established as a
result of development
condition and access.
Same as.18.
Reduces traffic flow
through Bouquet Junction,
provides second means of
access to Civic Center
site, and may access pro-
posed commuter rail site.
Provides relief for San
Fernando Road, second
means of access for Cir-
cle J area, may access
possible commuter rail
station, reduces conges-
tion on Lyons Avenue cor-
ridor, and reduces impact
on Placerita Canyon Road
as east/west thorough-
fare.
Two lanes in each direction
required as a condition of
development.
Conditioned on developments
south of Santa Clara River
and includes railroad
undercrossing and bridge
across the river. Must be
in place prior to occupancy
of dwelling units.
Project will provide second
access to City Hall site
and relieve traffic at
Bouquet Junction. No spe-
cific source of funding has
been identified.
Specific funding source has
not been identified,
however, if Magic Mountain
Parkway (Priority 0) is
funded by the California
Transportation Commission,
then developer funding
associated with Mall con-
ditions can be programmed
here.
12/21/90
Page 6 0 •
22: Whites Canyon Road
Northerly extension
$ 3,100,000
Provides alternate
Must follow completion of
to Plum Canyon Road
Developer
access to upper Bouquet
Whites Canyon Road to
Canyon and reduces con-
Sierra Highway project
jestion at Bouquet
(Priority 0). May be
Junction.
delayed if development in
Plum Canyon is slowed.
23: Via Princessa
Rainbow Glen to
$ 11,400,000
Provides alternate
Sources of funds dependent
San Fernando Road
Developer/B & T/
east/west route along
on rate of development in
Assessment
Soledad Canyon corridor.
both Via Princessa (not yet
District
adopted) and Route 126
B & T Districts.
24: Wiley Canyon Road
Lyons Avenue to
$ 7,000,000
Improves.tra£fic flow
No specific funds iden-
Calgrove Boulevard
B & T District
and is required prior to
tified. Some development
Wiley Canyon Bridge
adjacent to roadway will
construction.
be conditioned to construct
the adjacent portion.
25: Wiley Canyon Bridge
Connects Via
$ 10,500,000
Improves traffic flow on
Developer has already
Princessa to Wiley
Developer/B & T
Soledad, San Fernando
commented funds to finance
Canyon Road across
District
Road, and Rio Vista Road
$4,500,000. This section
the,Santa Clara River
while providing an essen-
has been conditioned on the
tial east/west route
Completion of Priority 1124"
across the City.
26: Golden Valley Road
Sierra Highway to $ 9,600,000 Necessary to provide Project priority could be
Via Princessa B & T/Developer alternate route to reduce hightened if development
traffic flow on Rio Vista proposals are submitted in
Road and Whites Canyon the vicinity.
Road and provides north/
south access to Via
Princessa.
12/21/90
Page 7 � •
27: Soledad Canyon Road Across Santa Clara
Bridge River
28: Golden Valley Road
29: Newhall Ranch Road
Via Princessa to
Soledad Canyon Road
McBean Parkway to
Avenue Tibbets
$ 2,000,000
B & T District
$ 11,900,000
B & T/Developer
$ 6,190,000
B & T/Developer
30: Newhall Ranch Road Bouquet Canyon Road $ 17,500,000
to Golden Valley Road Developer/B & T
District
31: Newhall Ranch Road. Avenue Tibbets to $ 2,800,000
Rye Canyon Road Developer/B & T
District
Same as Priority 26
Same as Priority 26
This east/west express-
way/freeway will be ne-
cessary to provide a
major link across the
Valley. It will also
provide relief for
Soledad Canyon Road,
Whites Canyon Road,
Magic Mountain Parkway
as these roads are
impacted by new devel-
opment. These roads
experience increased
traffic flow as develop-
ment proceeds
Same as Priority 29
Same as Priority 29.
Widening of existing bridge
is necessary to provide
three lanes of traffic in
each direction.
Small portion (2,000 feet)
has been conditioned for
installation on proposed
development of industrial
subdivision south of
Soledad Canyon Road. Plans
have been approved.
Completion of widening -to
four lanes and bridges will
depend on development'of
adjacent industrial area.
Valencia B & T District is
still pending completion of
report by L.A. County Dept.
of Public Works.
Road construction will be
driven by development in
adjacent area.
12/21/90
,. PUBLIC FINANCING INCENTIVES FOR
ECONOMIC DEVELOPMENT
In a recent retreat meeting, the City Council expressed an interest in
financing incentives for economic development. This report will present a
very simplified and broad narrative of the kings of incentive tools available
and the ramifications of their use. The report does not attempt to provide a
detailed comparison or explanation of the various types.of economic incentive
tools. The purpose of this report is to provide an introduction to the types
of public incentives tools available, as well as their use, appropriateness,
limitations, and to establish a framework for approaching the public incentive
issue.
Evolution of Incentives
The use of public incentives for economic development projects began in the
early 1960 Federal Urban Renewal programs which aimed at older central city
renewal. The urban renewal program, through its eminent domain powers,
assembled land and provided relocation assistance in conjunction with public
and private redevelopments. The 1970's introduced the Federal Community Block
Grant (CDBG) funding mechanism to cities, bringing with it the possibility of
public financing in conjunction with private development, but without eminent
domain. States enabling legislation subsequently created various economic
development corporation vehicles which were generally aimed at either
industrial or downtown redevelopment, with specific financing authority and,
in some cases, power of eminent domain.
The CDBG program and, more importantly, the Federal Urban Action Grant program
(UDAG), created a whole new emphasis on the concept of creating public/private
development projects. UDAG projects embodied the notion of the public's use
of incentives, and centered around the concept of the public sector packaging
a financial "deal• with the private sector.
Consequently, through the seventies and eighties, much industrial economic
development programming has focused on structuring financial programs and
competing, in part, on the basis of incentives. However, more recently, the
thrust in economic development has been to compete on the basis of marketing
capacity instead of financial incentives. The most common incentives today
are financial cost reduction tools or public infrastructure investments.
However, in industrial attraction and major retail attraction involving
national retail names, incentive programs are still used and are the generally
accepted norm.
Inventory of California Public Financing Techniques
The firm of Rauscher, Pierce, Refsnes, Inc. has published a reference guide to
public tax-exempt debt financing through its publication, Guide to Public Debt
Financing in California. It provides the following summary of long-term
financing techniques for tax exempt securities under California law.
is
Summary of Lone -term Financing Techniques
Technique Issuer Purpose Security
General
obligation
Special
Assessment
Tax Allocation
Revenue Act
of 1941
and 1957
Lease Revenue
Mortgage
Revenue
State, County,
School District,
Special Dis-
trict statutory
Authority
City, County,
Special Dis-
trict, i.e.
Water District,
Sewer District,
Parking District
Redevelopment
Agency
City, County
Redevelopment
Agency, Joint
Powers Authority,
Non -Profit
Corporation
City, County,
Redevelopment
Agency, Parking
Authority, Joint
Powers Authority,
Non -Profit
Corporation
City, County,
Redevelopment
Agency
Public facilities,
i.e., civic center,
sewage plant, law
enforcement, fire
protection
Capital improvements
which benefit
specified property,
i.e., streets,
gutters, sewers,
water lines,
underground
utilities, parking,
landscaping,
maintenance
Revitalize community
Construct public
facilities
Public facilities
Acquisition of
equipment or real
property
Construction of
single or
multi -family housing
or commercial
rehabilitation in
project area
Full faith and credit
of issuing agency. Ad
valorem taxes,
unlimited as to rate
and/or amount
Liens.and assessments
on benefited
property. Reserve
Fund and Foreclosure
Project Revenues Tax
Increments State and
Federal Aid
Enterprise Revenues
Lease Agreement
Project Revenues
Project Insurance
Mortgages, Mortgage
Insurance
Summary of Long-term Financing Techniques - Con't
Technique Issuer Purpose Security
* Horler, Virginia. Guide to Public Debt Financing in California. Packard
Press, San Francisco, California (1987) 78 pp.
Marks -Foran
City, County,
Housingand related
Mortgages, mortgage
Residential
Redevelopment
commercial
insurance
Rehabilita-
Agency, Housing
rehabilitation. In -
tion Act of
Authority
fill construction
1973
and purchase with
rehabilitation
Marks His-
City, County,
Rehabilitation
Mortgages, mortgage
torical Re-
Redevelopment
buildings of
insurance
habilitation
Agency
historical
Act of 1976
significance
Industrial
Redevelopment
Industrial
Credit worthiness of
Development
Agency, Charter
development, energy
company
City, Industrial
development.
Development
Excludes exempt
Authority of
activities
City or County
Certificates
Public Entity
Acquisition of
Lease agreement
of Partici-
equipment or real
Project revenues
pation
property
Project insurance
Charter City
Charter City
Housing, industrial
Mortgages, credit
or County
or County
development,
worthiness of
'
acquisition of
company, lease
equipment or real
agreement, project
property, special
revenues, insurance
assessments
Tax -Exempt
City, County,
Public facilities
Various sales and
Leverage
Redevelopment
contractual agreements
Lease
Agency Joint
Powers Authority
Non -Profit
Independent
Public facilities.
Lease agreement
Corporation
Entity
Project revenues tax
Increments insurance'
Joint Powers
Public Authority.
Public facilities
Lease agreement
Authority
formed from two
Project revenues
or more
Insurance
governmental
agencies
Redevelopment
Redevelopment
Revitalize community,
Lease agreement
Agency
Agency
Economic development
Mortgages, aortgage
insurance, tax
•
increments, credit
worthiness of company
* Horler, Virginia. Guide to Public Debt Financing in California. Packard
Press, San Francisco, California (1987) 78 pp.
Inventory of Incentives
. The range of incentives that might be offered to attract investment in the
name of economic development is very broad: Incentives can range from direct
financial incentives, the most commonly recognized tool, to indirect
incentives such as infrastructure improvements. In fact, anything that
creates "value" to the developer/investor, that can be packaged and controlled
by the public sector for offer to the private party, could be considered part
of an incentive package.
0
Listed below are two broad categories of incentives commonly used in economic
development and examples of specific incentives. It should be noted that some
of the incentives have numerous variations, and. that each incentive has its
own requirements, advantages and disadvantages:
Direct Incentives Comments
• Direct cash contribution - Should afford shared equity position by
to project public sector.
• Direct loans to private - Adequate safeguards to protect the public
business interest a priority.
• Revolving loan funds - Limitations of Federal funding sources. Aims
at smaller business deals typically.
• Loan guarantees - Unsuccessful projects could pose risk.
• Loan subsidies - Below market financing requires strong public
fiscal expertise.
• In-kind payment - Weak participation from developers
perspective.
• Donation of land to - City needs established inventory of
developers marketable land through land banking.
•. Land write-downs - Land is key development cost issue for many
projects. High cost to acquire land.
•, Sale/lease-back - Title to property reverts to the local entity
after bonds are paid off.
• Tax abatement - City should identify long-term public values
to City to justify.
• Bonds - Recent Federal legislative limitations. May
require public voter approval.
•
0
I.•
Indirect Incentives Comments
• Public infrastructure/ - Requires flexibility in Capital Improvement
improvements Programming.
• Land acquisition - Expensive. Legal limitations on use of
eminent domain powers.
• Land clearance - Site clearance is important in some
redevelopment projects.
• Land condemnation - Powers of condemnation bring potential high
degree of political risk and litigation.
• Relocation of residents - Can be undertaken under auspices of a
and businesses redevelopment agency.
• Special purpose zoning - Encourages performance based requirements.
• Accelerated or priori- - Requires cooperation of City departments and
tized permit processing staff members.
• Negotiated building, - Reexamination of code provisions, possible
zoning or environmental negotiated public improvements in exchange
regulations for density, etc.
Whv Use Public Incentives?
Economic development incentives come in a wide range of formats and forms, but
they all share a common result or outcome, namely to create an expansion of
the local economy, through intervention in the marketplace.
The use of public sector incentives suggests that the government sees itself
as an active co -developer with the private sector, or at least as an indirect
influence on private investment decisions. In either case, the use of public
financial incentives puts government in the position of a developer rather
than in the more traditional role of regulator.
The objective for public intervention in the marketplace -is -to actively
influence private investment decisions to enhance the community's
development. There are a number of reasons for this intervention. First,
government may want to create a local competitive advantage in attracting
private investment. Second, it may wish to provide a stimulus to the
marketplace to overcome some real or perceived weaknesses. Third,. public
sector officials may want to influence the development of their community in
directions that are not currently being realized in the private marketplace.
Appropriateness of Incentives
The use of incentives can be a controversial philosophical issue. Some would
question whether the public sector should even be involved in the local market
economy, and others will argue over the extent of that involvement.
In considering the use:of incentives, the following four issues should be
addressed:
1) There should be a clear understanding of the relative strength or
distress of the marketplace. For example, the strength of the
California real estate market is substantially different today from
what it was one year ago. A weak market demand or level of
competition would give stronger justification for incentives.
2) There should be a clearly identifiable public purpose or benefit that
will result from use of the incentives.
3) There should be pre -determined strategic public values or objectives
which provide a rationale for the public sector's actions. Ideally,
the use of incentives should be a tool to reinforce long-term
economic development or the General Plans previously adopted by the
City.
4) There should be an appreciation of the public's fiscal responsibility
in regard to the City's risk-taking in its role as a developer.
Even when the.above issues have been adequately addressed and there is a sound
rationale for the use of incentives, many of the practical issues involved in
the implementation of a program may generate controversy.
Virtually all incentives involve a public/private cooperative transaction or
partnership relationship; and all involve some level of government obligation
or risk. The partnership and risk issues may pose a series of unfamiliar
decisions for public sector officials, such as, but not limited to:. how is a
viable revitalization project defined? Who is going to take how much risk,
and when? How much assistance does a project need? What rate of return is
the developer entitled to? Who is the ultimate guarantor of a project?
The answers to these kinds of questions and to the four issues identified will
define the public sector's effectiveness as a developer, and the
appropriateness or extent of its intervention into marketplace decisions.
Limitations of Incentives
The primary limitation of incentives lies in the public sector's assumption of
the role of entrepreneur/developer without the requisite skills. To negotiate
an effective public/private partnership the public sector must be competept in
its understanding of the marketplace and its risks, as well as its potential
returns. In effect, if the incentives are to be used effectively, the public
sector must have all of the same technical resource skills as a real estate
developer or financier.
The public sector must have sufficient expertise to avoid the problem of
relying on limited, but familiar, tools to the detriment of the overall
effectiveness of the economic development program. It is necessary to begin
with a clear problem definition and to tailor an incentive package using those
• tools which most effectively address the unique problems facing the community.
The public sector's inability to deliver incentives in a timely and cost
• effective manner is a potential limitation to use of incentives as a means for
economic development. There are problems to address with any incentive tool
used; such as cost of implementation, regulatory constraints, or possible
electoral endorsement requirements. However, some incentives pose greater
obstacles than others. For example, redevelopment authorities, which are an
important mainstay of economic development financing in California, are
substantially less attractive today because of new regulatory constraints
which have been imposed as a result of perceived past abuses. Also, abuses of
tax increment financing and tax exempt bond financing nationally have resulted
in a much more restricted use of these popular incentive tools. Finally, the
use of federal grant programs as a framework for incentives has also suffered
because of increasing regulatory restrictions and high implementation cost.
Finally, the use of financial incentives will not bring about a unique
competitive advantage to a local community if the surrounding competitors
offer the same incentives. In a buyer's market, private developers can pit
one location against another to get the best incentive deal: The problem of
competing in this "incentives game" is that the public entity can give away so
much that there is little or no revenue/return to the public sector. In
addition, the "incentives game" tends to attract investors with a short-term
orientation to.decision making, and not to long-term fundamental business
success and locational factors. Cities are better served by attracting
private investment in their community that brings with it a long-term
commitment to its enterprise, and.consequently a vested commitment to the
success of its community. Cities should be cautious to be sure they are not
ill -served by their participation in the "incentives games.
Conclusion
It is important for local governments to take charge of shaping a healthy,
diversified economic growth that will provide steady employment and a high
quality of life for their communities.. Organizing for economic development
can involve forming working relationships with the private sector in the use
of tax incentives, taking an active role in land development, leveraging
private capital with public funds; and the use of any number of other tools
that benefit both public and private participants.
In shaping the City's role as a developer; Santa Clarita officials will need
to carefully consider three issues. First, they -must clearly define the
City's goals and objectives through its General Plan and its strategic
economic development plan. Second, they must understand.the relative strength
of the local economy and determine the City's appropriate level of involvement
or intervention in the marketplace, including an assessment of the risk,
timing and appropriate return of public benefits. Third, based on the above
decisions, they should select or design a package of economic incentive tools
that most appropriately address the preferred level of involvement and
specific needs facing the City.
In this context of government as developer, public officials must focus their
attention first and foremost on the implications and rationale for what they
want accomplished through their intervention in the marketplace, rather than
on specific types of financial tools. There is a danger in starting with a
particular financial tool and trying to fit it to a development problem.
By focusing on understanding the economic development problem first, and then
• designing an incentive package to address the specific needs or circumstances
of the community, the likelihood that the problems will be effectively
addressed are much greater.
A new city such as Santa.Clarita is confronted with tremendous economic
development challenges and opportunities. Public sector decisions made now
will establish the community's role and design for the future. Approaching
those decisions with a knowledge of the types of public incentive tools
available and a framework for their application will greatly enhance the
likelihood of successful development.
MH:34
0
A
BIBLIOGRAPHY
•
Bowman, Ann. Tools and Targets. the Mechanics of City Economic
Development. National League of Cities, Washington, D.C. (1987).
Conley, Gary N. How to Attract Private Investments into the Inner
City Through Use of Development Subsidies. National Council for Urban
Economic Development, 1730 K Street, N.W., Washington, D.C. 20006, no date.
Horler, Virginia. Guide to Public Debt Financing in California.
Packard Press, San Francisco, California (1987) 78 pp.
California Debt Issuance Primer. State of California: California
Debt Advisory Commission. Sacramento, CA: Published January, (1988)
330 pp.
• MULTI -TENANT MINI -SHOPPING CENTERS
In a recent retreat meeting, the City Council expressed concern
about multi -tenant mini -shopping centers (also known as
L-shaped shopping centers). This report will briefly address
the background and history of the centers, their symptoms and
problems, the relationship of design to economic success and
alternative approaches for consideration. The purpose of this
report is -to provide an information basis to develop a City
policy for small scale L-shaped shopping centers.
BACKGROUND
In the 1950's, '60's and early 170's, most arterial streets in
Southern California cities were zoned for commercial use. This
practice led to strip -commercial development along these
thoroughfares. The intersections of secondary and collector
streets were also frequently zoned for commercial use. During
this time, the gas station was ubiquitious and was.frequently
found occupying all four corners of major, secondary and
collector street intersections. These service station sites
were generally approximately 200-250 feet square, or an acre to
an acre and a half in size.
Higher gas prices, competition and more stringent environmental
regulation led to the phasing out and elimination of many of
'• these service stations. These service station properties,
having commercial zoning and being well located at major and
secondary intersections, were offered for sale.
Enter the mini -shopping center developer, who purchased these
former gas station sites and began to develop multi -tenant
commercial centers. Because of the square or rectangular shape
of the properties and generally no requirement for set -back ,
along interior property lines, the most efficient lay -out was
to design the building along the interior property lines in an
"L -shape." _
A driveway at each street and minimal parking, per the
standards of older codes which were designed primarily for
single tenant occupancies, was provided. These centers were
convenient for passers-by and were often located relatively
close to neighborhoods, hence, their popularity grew.
In time, more and more of these developments sprang up, first
on the corners and then also in mid -block locations. By the
mid -1980's, these centers were being developed at an ever
increasing rate throughout Southern California. The largest of
the mini -shopping center developers was a firm named LaMancha
Development Company, who was known for their cookie -cutter
approach and lack of quality, design and amenities.
" Multi -Tenant Mini -Shopping Centers
Page 2
•
Some cities and counties began to regulate these centers, first
with requirements for additional parking and landscaping and
then with more restrictive regulations regarding signage and
the requirements.for conditional use permits to control initial
development and occupancies.
SYMPTOMS AND PROBLEMS
Some of the symptoms and problems with the mini -shopping
centers are listed below:
• The basic problem is the lot size and configuration; it
is not conducive to the development of a larger, more
efficient and attractive shopping center.
• General commercial zoning allows the variety of types
of uses typically found in the mini -convenience
shopping center.
• The shallow depth of the commercial zoning and frequent
location on thoroughfares encourages small centers with
parking fronting the street and easy access in and out.
• • Previous subdivision practices encourage the individual
development of properties rather than unified
developments.
• Development of numerous individual commercial projects
along streets has resulted in a need for multiple
driveway openings for each property, consequently
causing interruption and conflict to the traffic flow
with attendant safety implications.
• The high parking turn -over in multiple use centers
tends to generate a higher parking demand during peak
hours than single occupancies.
• The need -for signage for each business causes sign
clutter and additional distractions for passers-by when
not constructed to a master sign concept.
• The small site size and nature of the businesses,
usually high turn -over, dictates.predominately one and
two story designs.
• Thebuildinglay-out necessitates long solid blank
walls along interior property lines and numerous doors
facing the parking area which, combined with the need
. • for multiple signs, tends to produce a plain and
unattractive building appearance.
•
.0
• •
Multi -Tenant Mini -Shopping Centers
Page 3
• The need for frontal parking and at least two driveway
openings reduces the opportunity for landscaping and
buffering between the building/ parking area and the
public street.
• The tendency to non -owner occupancy and tenant changes
reduces pride in ownership and general upkeep of the
property.
• Developers and tenants alike resist building
configuration changes (e.g., parking in the rear)
because of a loss of easy ingress and egress and
because marketing concepts then must change also.
• The repetitiveness of these centers within a block
discourages through internal circulation and disrupts
traffic and pedestrian movement.
• The setbacks from the street and L -shape configurations
further disrupt and discourage pedestrian opportunities.
• Finally, the collective pattern of all the above
identified symptoms and problems upon a city's
commercial streets is, in the cumulative, having a
serious.and damaging overall impact on a city's
identity and image in areas where strips of many
mini -shopping centers have been developed along
commercial streets.
The effects of the multiple development of mini -shopping
centers.can be seen in Santa Clarita; especially along the
south side of Lyons .Avenue and certain stretches of Soledad
Canyon Road. In addition, these centers can also be found on
Bouquet Canyon Road, Valencia Boulevard, Sierra Highway, and
San Fernando Road.
ECONOMIC CONCERNS
"L Lots" have a valid economic function in the community as
long as they are not developed at a density that over serves
the marketplace; circulation infrastructure capacity; and
design constraints of the site.
From a retail perspective the type of retail use that is
typical of these sites is a result of the limitations of the
small lot size, which does not afford development opportunities
from a more sophisticated retail concept.
Multi -Tenant Mini -Shopping Centers
Page 4
0
Smaller strip commercial lots lend themselves to small
destination retail tenants. The key difference in the "L Lot",
convenience retail development is:
1) They are at the bottom of scale in terms of shopping
center size;
2) They are not designed as a pedestrian -oriented
shopping experience with an anchor store as a
cross -sell design concept; and
3) They are heavily oriented to automobile access,
visibility, parking and circulation as a principal
ingredient to their success. ,
To be a successful convenience retail function requires a
strong market; merchandising; and physical design. In Santa
Clarita, the strength of the marketplace has overcome weak site
development. But as convenience store development densities
become excessive, the physical limitations will make the
competitiveness of this retail product less effective in
meeting customer and community needs.
On an immediate scale -the L Lots issue can be viewed mainly as
a site design issue. The kinds of issues important to
convenience retail are:
1) Accessibility;
2) Parking;
3) Appearance/design; and
4) Visibility/signage
In the development of a given site, the key merchandising issue
is "clarity of offering". "Clarity of offering" is the
creation of a merchandising identity that is a result of the
composition of the type and presentation of tenants. The '
"clarity of offering" issue becomes jeopardized as the
repetition of convenience stores increases to the point that
there is little or no distinctiveness. The L Lot configuration
does not generally enhance accessibility, parking, visibility,
or clarity of offering. It does however increase the potential
leasable square footage of the site.
Problem
The problem isn't that small scale strip convenience and
shopping centers are bad in and of themselves, because they do
fill a legitimate function. The problem isn't that there are
design constraints associated with the small lots because these
can be mitigated to some degree if they are not compounded by
similar problems on the adjacent properties.
Multi -Tenant Mini -Shopping Centers
Page 5
•
The problem is the total amount of strip commercial property
available, which is limited in development potential by
physical lot size constraints. The problem is that we are
encouraging end to end small commercial lot development with
the inherent design problems they present.
ALTERNATIVE APPROACHES FOR CONSIDERATION
Since the City is still operating primarily under the
ordinances of the County of Los Angeles, mini -shopping centers
are not specifically regulated at this time. The uses
generally proposed in mini -shopping centers are allowable in
virtually all commercial zones. Therefore, if an existing
property is currently zoned commercial and can provide the
required amount of parking, current regulations can do little
to nothing to regulate the development -of these centers.
Staff does have some authority, however, to address the design
and lay -out of proposed new development. In addition, a policy
has been drafted by the General Plan Advisory Committee with
the intent to regulate these centers which reads "Discourage
the development of additional strip commercial centers and
corner mini -shopping centers".
Alternative approaches -which may be individually.or
collectively considered in order to more effectively regulate
the development of mini -shopping centers within the City and
bring about a higher quality development for the long-term
benefits of the City and its business climate include:
• Focus on reducing the density or intensity of adjacent
strip commercial, based on traffic circulation system.
and/or site capacity.
e Focus on creating and encouraging large scale retail
activity centers versus strip commercial.
• Focus on incentives to encourage re -assembling and
packaging_of strip commercial properties into sites
which are more developable into larger (non -
convenience) shopping centers.
• Flip the design so that the building is adjacent to the
street and parking is to the rear.
• Make provision for a flexible commercial zone boundary
line to create more depth, provide incentive to
assemble parcels and promote a larger, more efficient
and attractive commercial center or office opportunity.
Multi -Tenant Mini -Shopping Centers
Page 6
•
• Establish provisions to regulate the concentration of
many shopping centers.
• Establish provisions to encourage pedestrian
orientation in certain zones or districts.
• Strengthen design review.
• Limitation on the number and location of driveways.
• Limitation of signage, including prohibition against
multi -tenant pole signs.
• Increase in parking requirements.
• Increase in landscaping requirements, setbacks/ buffers
from any residential zone.
• Limitation of hours of operation.
• Restrictions/prohibitions against fast-food operations.
• Limitation of amusement activities.
• • Adopt a code provision to require a Conditional Use
Permit for mini -shopping centers located on less than
one and one-half (1-1/2) acres of land which are.
proposed for use by more than one retail establishment,
store, shop, etc.
• Establish a redevelopment area where concentrations of
mini -shopping centers are found to be causing blighted
conditions and encourage rehabilitation, redevelopment
and/or assemblage of land for higher and better uses.
CLT: lkl:96
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TO:
FROM:
DATE:
SUBJECT:
CITY OF SANTA CLARITA
INTEROFF ICE MEMORANDUM
Honorable Mayor, Members of the City Council, Parks
and Recreation Commissioners, Planning Commissioners.•
and Department Heads.
Manager ;
Joint Meeting
George Caravalho, City
November 9, 1990
Report on October 17th
On October 17th, City Council Members, Planning, Parks and
Recreation Commissioners, as well as Department Heads convened
to discuss key issues. presently facing Santa Clarita. The
primary goal of the session was to devise a plan of action to
improve the working relationships among all who represent and
service the citizens of Santa Clarita. However, other goals
and objectives included, reflecting on our accomplishments,
improving communication, reinforcing our team effort, and
improving our understanding of direction.
Prior to the meeting, all involved were contacted to gain
consensus on the issues to be addressed. Primary issues
identified include:
a) Intergroup communications (process)
b) Appropriate attendance and participation in various
public meetings
c) Adequacy of City Council guidelines and policy
directions
d) Perceived role conflicts (i.e. Independent Thinker
vs. Team Player)
e) Public participation and community involvement in
process
Small groups comprised of a Council Member, Planning,
Commissioner, Parks & Recreation Commissioner, and Department
Heads, were formed and assigned a specific issue to discuss and
develop an action plan. Later, the individual groups presented
their findings and recommendations to all participants for
• further comment.
The following represents the findings, comments and action plan
presented by the individual groups.
•
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ISSUE A: Intergroup Communications (process)
SUB ISSUE #1
What process should be utilized to ensure that City
Council and Commissions are kept abreast of projects and
issues.
COMMENTS
It is necessary to not pre -suppose the outcome of a case
or issue. Rather, it is necessary for Commission to
present the "best solution" based on their experience and
knowledge of the intricacies of a given case to the City
Council for final review and comment.
SUB ISSUE #2
Formation of new systems for communication.
COMMENTS
Establish regular forms of mini -communication. This may
consist of quarterly meetings of the City Manager, Mayor
and Commission Chairpersons, as well as more frequent
joint meetings. However, it is not necessary to set a
specific time frame. Such meetings could be called on an
"as issues arise basis." In addition, it was stressed
that the City Manager should be used as the focal point
for communication and clarification of issues.
ISSUE B: Appropriate attendance and participation in
various public meetings.
SUB ISSUE #1
Attendance at a public meeting as private citizen:
COMMENTS
It is acceptable for a Council Member to attend a
Commission meeting. 'However, all parties were cautioned
to exercise restraint when specific quasi-judicial items
are discussed. Attendance should be avoided in such cases.
At the Commission level, it is acceptable to attend a
Council meeting. However, if they wish to speak on an
issue, it should be stated that they are speaking as a
private citizen and not a representative of a commission.
Restraint should again be exercised as to commentary on
commission activities unless the representative has been
authorized to speak on the Commission's behalf.
SUB ISSUE #2
Appoint a liaison member to facilitate communication and
interrelationships of City Council and Commissions.'
COMMENTS
Appoint a Council Member and an alternate to attend
Planning Commission and Parks & Recreation Commission
• meetings. Correspondingly, representatives of Commissions
may be appointed to communicate information to the City
Council. If a commissioner is authorized (i.e. an
appointed representative) they may speak on the
Commissions behalf. As a private individual, one has no
authority to express view of Commission, one should state,
"I am speaking as a private citizen" or, "I am speaking on
behalf of the Commission" when providing testimony.
During a Council Meeting, should issues arise, questions
should be directed to staff.
In order to continue to work together and provide a free
sharing of information, it was suggested that meetings of
this nature be.held twice a year. Secondly, in order to
continue to address the issue of quasi judicial testimony,
items will be identified as such on the agenda face so
that members might monitor their attendance at meetings
and begin to recognize which issues fall into this
category.
ISSUE C: Adequacy of City Council guidelines and policy
direction - Effective use of staff
SUB ISSUE #1
Greater need for policy identification and direction.
COMMENTS
Joint meetings should be held frequently to clarify issues
and preserve consistency of information.
The City Council must stress to commission and staff that
they are to recommend the "best" solution, not what they
perceive to be the wishes of the City Council.
SUB ISSUE #2
Should the City Council begin review of a case before the
commissions have completed review.
COMMENTS
The independence and responsibilities of the Commissions
must be recognized. The City Council should permit the
Commissions to complete their review and make a
recommendations before the City Council begins their work
or review. If there is theneedto stop the work of the
Commissions, the Commissions will be officially notified.
SUB ISSUE #3
What -is appropriate means for City Council to provide
direction to.commissions (ie specific case sent back to
Commission for review).
COMMENTS
The commissions require specific information when items
are sent back for review. This is very important when a
• split vote of the City Council occurs. Specific issues
must be identified when appropriate. However, the
direction provided should not be restrictive or stagnate
the process. Furthermore, it is appropriate to continue
an item to the next available meeting in order to have a
City Council policy or direction clarified.
ISSUE D: Perceived role conflict - Independent Thinker
vs. Team Player
SUB ISSUE 01
Working together and promoting the group opinion, yet
respect deliberations and vote which culminates the
decision or policy making process.
COMMENTS
It was stressed that all must remain receptive to new
ideas and take risks or voice the minority opinion before
the final vote is made. In addition, key points were
pointed out in order to promote the concept of independent
thinking and translating those ideas to that of a team
player. These include:
1. Emphasize a professional, rational approach to
decision making.
2. Encourage independent thinking through the use
of sub -committees.
3. Respect opinion of others.
4. Need to speak as a member of a group and become
a team player once final vote is made.
5. Express minority opinion within minutes or
transmit opinion in letter form to the City
Council.
In addition, it was_also noted by participants of this
group that it is necessary to establish an informal
vehicle to share information among the City Council,
Commissions and staff. Again, the concept of frequent
joint meetings, as well as informal lunches or breakfast
meetings were suggested. It was stressed that City
Council and Commissioners should contact staff whenever
possible for clarification of issues.
ISSUE E: Public participation and community involvement
in the decision making process.
SUB ISSUE #1
Public access to government process.
COMMENTS
There is a need to demystify the local government and
• educate the citizens as to the processes at work within
the City of Santa Clarita.
COMMENTS
1.
Continue to provide public information brochures and
updates.
2.
Provide additional means for public input (i.e.
Subcommittees).
3.
Support and reinforce policy decisions and provide
continuity among decisions.
4.
Provide means to easily access Council and
Commissioners.
5.
Provide "Meet your Commissioner" profiles to media.
6.
Reinforce the concept of representation and not
intimidate citizens.
7.
Trust in the City staff personnel to present a
complete picture of the issue as well as solid,
factual information.
8.
Conduct community out reach programs and open the
process. Let people know where we are and that their
government is open to them.
9. Build credibility in every stage of decision making
process. Help the public understand that they -can be
heard and effect a solution. Make the public aware
of the process at work.
10. Provide the City Council with additional information
on cases (ie PROS & CONS of alternatives presented.)
11. Be aware of the vocal minority.
Four critical factors for public participation and
ensuring community involvement were mentioned.
These include:
CREDIBILITY - Continue to strive to build
credibility.
CONTINUITY - Reinforce continuity of decision
making.
COMMUNICATION - Enhance communication both
internally and externally.
MUTUAL SUPPORT - Respect and support all
parties and the need to work together.
OUTCOMES AND ACTION PLAN
Overall, the joint meeting provided an excellent forum for all
to express their concerns on the issues, as well as join
together to reinforce a sense of teamwork and commitment to our
primary goal, serving the.citizens of Santa Clarita.
The action plan which may result from a session such as this
can only strengthen our ability to carry out our duties and
enhance our working relationships.
F- 1
L
CITY OF SANTA CLARITA
0 I N T E R O F F I C E M E M O R A N D U M
TO: Mayor Carl Bo er
City Council
FROM: Jeff Koli 'rector of Parks and Recreation
DATE: December 26, 1990
SUBJECT: Santa Clara River Recreation and Water Features Study Status
Report
The Santa Clara River Recreation and Water Features Study has progressed
rapidly. The report and study have completed the task force phase, and
is available in draft form in the Parks and Recreation Department. Since
the report is quite lengthy and contains numerous illustrations and cross
sections, we have not included it in the progress report. Copies are
available, if you would like one to.review.
A summary of the planning and design process for the Santa Clara River
Recreation and Water Features Study is attached for your information.
The Parks and Recreation Commission, Planning Commission and finally, the
City Council will be receiving presentations of the plan at study
. sessions scheduled in January and February. The plan has been extremely
well received by the task force members and community to date. It offers
a very positive image of the future for the river; and develops a very
exciting vision of the role the river can play for the future of the
community.
A special thank you is deserved by the members of the task force who
contributed a great deal of the material and energy necessary to make the.
process work. Each of the agencies, groups and individuals represented
on the task force were a pleasure to work with, and combined to create a
collective- vision of the role of the river in the -future. The Santa
Clara River Study, the ridgeline and hillside planning process, and
future open space studies will combine to give the Santa Clarita Valley
an opportunity to preserve its heritage of open space, beautiful
hillsides and river and wetlands resources.
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DEC -12`90 TNU 11.76 :_:8S; CCr5UL7zr47z_ JNC. TEL r40:714 836-5906
Section IV
Planning and Design Process
=677 oe3
A Joey element in BSI's recommended River Corridor Plan for the Santa Clara River was
the consensus developed by the community Task Force. This 26 -member Task Force was
comprised of project consultants, city, state, and federal regulatory agencies, landowners;
and local special interest groups, including representatives from the City of Santa Clarita
Parks & Recreation Commission, the U.S. Army Corps of Engineers, the Los Angeles
County Public Works Department, the California Department of Fish & Game, the U.S.
Department of Fish & Wildlife, local Chamber of Commerce, Santa Quita's Civic
Association, Runner's Association, Bicycle Club, Historical Society, and several local
environmental organizations.
The first two of the five Task Force meetings encompassed a review of the River's
constraints, existing conditions, potential recreational uses, and the procedures and policies
of the agencies involved with the Task Force. A public workshop was held the evening
preceding the third Task Force mectiny. It was conducted by the Parks & Recreation
Department with assistance from the National Park Service Rivers and Trails Conservation
Assistance Program and the BSI.consulting team. The highlight of the third Task Fora
meeting was a half-day "brainstorming` workshop for Task Force members, conducted by
the BSI consulting team. The purpose of these workshops was to stimulate ideas for water
and recreational opportunities. Participants created base maps and compiled a recreational
"wish list." The consulting team presented a visual representation of similar successful
projects, and discussed the feasibility of developing the river and how this development
would effect the community as a whole. Succeeding meetings were devoted to the
discussion of specific issues such as water resources, landscape, preserving/promoting
wildlife habitat, geology, hydrology, flood control measures, recreational uses,
connections, &=s, and bridges.
The group's biggest concerns were of the river's potential water resources, and preserving
the wildlife habitat which includes two endangered species. BSI drew up three scenario
alternatives based on the ideas and findings of the Task Force group and public workshops.
At the fourth meeting, the group chose features from each plan to develop a consensus on
a final River Corridor plan, to be presented for study session to the Parks & Recreation
Commission and the Planning Commission, and for eventual approval and adoption by the
City Council.
The outcome of the consensus was facilitated by the open-minded attitude of the Task
Force members, and the advantage of having such a diverse human resource of information
concerning the community's culture and heritage. In the beginning, many Task Force
members had mixed feeling, ranging from cautious enthusiasm to skepticism toward the
feasibility of creating a recreation resource along a dry river. However, the impact of
community citizens working alongside the consulting team was invaluable, and an
sae rvhym
DEC --12-"90 7HU 11:36 [D: BS[ CONSULT;,h'S i�-` -`_--�--
0amental, and recrcadonal benefiu of developing the
appreciation for the oconomic, coviro
Santa Clara giver was cultivated throughout the community, as a result of the Planning an
Design prooesa.
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2 section N
f
STUDY SESSION AGENDA
1. Parks and Recreation Commission Study Session
January 7, 1991, 7:00 p.m.
City Council Chambers
2. Planning Commission Study Session
January 24, 1991, 7:00 p.m.
City Council Chambers
3. City Council Study Session
February 6, 1991, 7:30 p.m.
City Council Chambers
•
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