Final Report
and
Recommendations

Submitted by
Downtown/Waterfront Santa Barbara
A Tradition in Progress
Stakeholder Committee

February 10, 1998

Page Reference and Formatting Disclaimer
The text in this electronic document was taken directly from the printed version. The content of both documents is the same. However, page number references contained herein correspond to the printed document, not this electronic version. In addition, some of the design layout will be different in this document from the original printed version. Copies of the printed version maybe viewed or check out at the Santa Barbara Public Library, 40 East Anapamu Street, Santa Barbara, California 93101, (805) 962-7653.

Table of Contents

Santa Barbara in the Year 2018:
Vision Statement

Introduction

While some communities allow the future to happen to them, other communities create the future they desire. The opening sentence of the Vision Statement prologue recognizes this reality by declaring, "Great communities are not an accident of fate or circumstance." Creating a "great community" is not without great effort and sacrifice. Too often, communities fix their sight only on the challenge before them and allow the sheer magnitude of effort to stop them. Those communities which thrive are those which choose instead to focus their energy on the opportunities and the possibilities that may result from challenging dialogue and hard work. With these thoughts in mind, the Santa Barbara City Council adopted a Council Goal to conduct a community-driven process to craft a vision of the future for the Downtown and Waterfront.

Downtown/Waterfront Santa Barbara: A Tradition in Progress reflects the mindset and effort of focusing on opportunity. The conveners of the effort and the participants recognized that creating an agreement on the future for the Downtown and Waterfront would be an awesome task. Conflict was expected and, indeed, emerged throughout the process. The project required a commitment of thousands of hours of combined effort that was often times difficult and seemingly never-ending. Despite the challenges presented throughout this journey, participants of this project never turned back.

Making the project work meant re-engineering and fine-tuning the process on an ongoing basis by the project's Steering Committee. The process was adjusted on numerous occasions to accommodate unforeseen barriers and new ideas that emerged. In managing the Stakeholder process, the Steering Committee met a minimum of one time every week and during some weeks, more often. The Steering Committee itself was representative and strong differences in opinion were commonplace. But the membership's ability to deliberate, adapt and improvise ultimately set the tone for the entire project. Ad hoc committees, inclusive of the different perspectives that existed within the stakeholder group, were formed to address particularly contentious topics, like land use and circulation. Even with the many interests and perspectives represented, additional input was sought from specific groups and populations. To address this need, the Steering Committee formed an Outreach Committee to gain input on an ongoing basis. The input was incorporated into the overall process and project outcomes.

Making this project work at its optimal level required strong leadership. John Romo, Chairman of the project, continually exhibited an unending belief in the knowledge, talent, and wisdom of all participants. Despite the often opposing interests and perspectives, he led the stakeholders in a balanced and inclusive manner that ultimately resulted in buy-in to the process and quality results from all perspectives.
The stakeholders, so diverse in views and interests, deliberated and debated throughout the process. But they also listened to one another and worked hard toward agreement. Ultimately, the stakeholders agreed on the vision and the vast majority of the action steps outlined in later sections of this report. Not surprisingly, the stakeholders continue to exhibit extraordinary commitment to the effort even after the Vision Phase. In the original project timeline, Stakeholders were asked to commit to a series of six, four and-one-half hour meetings. As the project progressed, it became clear to all participants that more time would be required. As a result, an extra stakeholder session was set in Phase II, with additional sub committee meetings and community forums. The Implementation Phase, which originally planned for a small subcommittee to develop specific implementation options, was changed to include six subcommittees on which stakeholders were invited to participate. Over 90% of the stakeholder group signed on to continue to participate through January 1998.

Downtown/Waterfront Santa Barbara: A Tradition in Progress exhibits what is good with communities in today's challenging world. This effort was truly a demonstration of democracy in action. It also proved that making democracy work is not easy and in reality, is often messy and burdensome. Making it work, particularly when inclusiveness is a core value, cannot be expected to be easy. The greatest accomplishments that we hold closest to us are often those things that came with the greatest of challenge and effort. The best choices were often times the most difficult to accomplish. Making the process work awakens the new possibilities and abilities that exist within every individual and, ultimately, within every community.

This project is, indeed, A Tradition in Progress.

Vision Statement

Prologue

Great communities are not an accident of fate or circumstance. Santa Barbara is no exception. Were it not for the efforts of the community's civic and business leaders, Santa Barbara could well have become a run-of-the-mill community even with its extraordinary setting.

In 1924, these leaders created a vision for the City's Waterfront and Downtown that included sweeping parks and walkways and Spanish Colonial Revival architectural style. The vision aimed to create a city that could be enjoyed by the public in perpetuity and serve to improve Santa Barbara's long-term economic health. These community leaders backed their vision with a will to influence the body politic and in so doing began Santa Barbara's great tradition of public involvement.

In the 1960's and '70's, the generation of Pearl Chase and Thomas Storke joined with another generation of leaders from all walks of life. Reflecting new interests and concerns, they recognized the importance of the vision of their predecessors and sought to reinterpret that vision in a contemporary light. Their accomplishments included: developing a general plan that guided growth in the City, securing more parklands on the Waterfront, rebuilding Stearns Wharf, and revitalizing the Downtown.

In 1997, a new visioning for Santa Barbara took place. This process was formally embraced and supported by the City. It also actively encouraged participation from all walks of life. The process built on Santa Barbara's rich tradition of civic involvement by honoring the work of prior generations and giving fresh expression to this tradition.

Over several months, more than one hundred community members met to discuss issues considered vital to the economic, social and environmental well being of the City over the next twenty years. The following Vision and Themes are the result of that effort and represent agreement on the Vision for Santa Barbara's future.

The Vision for Santa Barbara in the Year 2018

It is the year 2018. Santa Barbara enjoys an international reputation as a friendly, welcoming community of quality, as a business center and as a visitor destination. Residents and visitors alike experience Santa Barbara's distinctive ambiance and sense of place that has resulted from a continual respect for its history and heritage and the diversity of its population. Historical sites, buildings, and features have been preserved. Landscape designs and gardens have enhanced the beauty of the area. The unwavering commitment of Santa Barbara's citizens to maintain and preserve local resources has resulted in a community with a small town atmosphere and residents who share a sense of belonging.

Human scale development permeates the Downtown and Waterfront. The Mediterranean charm of low elevated structures and open spaces has maintained the spectacular vistas and view corridors from the mountains to the beach. The environment is consistent and harmonious, with historic buildings, beautiful new buildings, and wonderfully renovated older ones that tell the story of the City. Housing opportunities are available for all ages and income levels.

The Downtown and Waterfront have emphasized the needs of local residents. Visitors are welcomed and share in the everyday life of the city. Strong educational and cultural programs and facilities foster deeper appreciation for the natural environment and history of Santa Barbara and its residents. The beach and park areas provide safe, usable spaces for all local people to linger and interact. The Downtown and Waterfront have pedestrian friendly amenities, such as wide sidewalks, crosswalks, restrooms, benches, and shade trees. The Downtown and Waterfront are well lit and clean.

The area has stressed accessibility, with networks of pathways and alternative modes of transportation that allow people to come into the city without the need for an automobile. Residents and visitors move easily about the Downtown and Waterfront by foot or bike. Many people choose to leave their automobiles parked in strategic locations to walk and take the frequent shuttles throughout the area. Improved access between the Waterfront and the Downtown area has contributed to the economic vitality of the area. The rail system and train depot are actively used by visitors and residents alike. The safety and security of the Downtown and Waterfront enhances freedom of movement. The area is alive and exciting, day and night.

The Downtown is a place where people live, work, play, and shop. The Downtown has a balance of retail, commercial, and housing. Housing opportunities of various prices and sizes exist throughout the Downtown area. The Downtown is the thriving retail, business, and government center for the city. Upper and lower Downtown enjoy vibrant commerce from many businesses.

A balanced economic base continues to result in a thriving economy. Retail has taken into consideration all income levels in Santa Barbara. High technology companies have been integrated into the Downtown area. The Downtown is the cultural center for the city. Historic theaters in the Downtown have been restored and cultural attractions thrive. Public art is commonly seen throughout the Downtown and Waterfront.

The Waterfront offers a balance of housing, work, and recreation opportunities. Housing exists for a variety of income levels. Industries, from high tech to ocean related, are flourishing. The historical use of the Waterfront area for maritime industry is maintained and supported. Open storage and warehousing facilities provide accessibility to supplies and materials needed to support the Harbor and other related industries. Open space and parks are liberally placed for gathering spots, for recreation, for quiet contemplation. The value the community places on youth and families is reflected by large, multi-purpose areas and a variety of recreational activities. The Waterfront's marine environment is clean, safe, and unpolluted. Citizens display an ongoing commitment to protect the air and water quality. The people of the city view the beach not only as a place to recreate, but as a gateway to the Channel Islands and a beautiful, rich, and diverse marine environment which they have protected.

The citizens' foresight and ability to dialogue and govern have maintained Santa Barbara's image as an international jewel.

[Return to Table of Contents]

Executive Summary

Downtown/Waterfront Santa Barbara: A Tradition in Progress reflects a tremendous effort and commitment by members of the Santa Barbara community. While some communities allow the future to happen to them, other communities create the future they desire. In adopting its high priority goals in 1996, the City Council agreed to develop a process to create a twenty year vision for the Downtown and Waterfront. This report summarizes the outcome of that Vision process and includes recommendations to implement that Vision.

Project Overview and Process

This section explains the genesis of the project in more detail, including the Redevelopment Agency funding of the process and the role of the National Civic League in facilitating the first two phases of the process. The overall goals of the process were to:

• Produce a community vision for the Downtown and Waterfront;
• Identify criteria on which to base future decisions; and
• Develop recommendations to achieve the vision.

The Vision process was chaired by John Romo who provided strong leadership to guide the process to a successful conclusion.

Phase I

During Phase I, the Initiating Phase, the City convened a diverse Initiating Committee, lead by Bob Knight and Sue Burrows. This committee was responsible for completing important pre- planning tasks associated with the process. They identified a diverse and inclusive list of stakeholders and perceived the need for a comprehensive and meaningful community out reach program.

Phase II

Phase II, the Vision Phase, marked the project kick off and the first of eight televised stakeholder meetings. The purpose of the Vision Phase was to convene diverse representatives of the community to converse and agree on a Vision for the future of Santa Barbara's Down town and Waterfront. Stakeholders developed the content of a plan which included the Vision for the Downtown/Waterfront, the specific Themes and Action Steps to achieve the Vision and a process in which specific Implementation Options within the topic areas would be addressed.

This phase included an Outreach Committee which devised a highly successful outreach campaign under the leadership of Pat DeRueda and Mary Standlee. This campaign targeted outreach to the Hispanic community, youth and the homeless. Newspaper advertisements and direct mailers to residents were also used.

Phase III

During Phase III, the final or Implementation Phase, stakeholders identified and agreed on the specific Action Steps and Implementation

Options to recommend to the decision makers and potential implementers. Six work groups were formed and 97 of the stakeholders volunteered to participate in the work groups:

Work Group 1 - Locals and Visitors
Work Group 2 - Downtown
Work Group 3 - Waterfront
Work Group 4 - Circulation
Work Group 5 - Views and Architecture
Work Group 6 - Land Use and Housing

The work groups met up to six times between October and December 1997. Their meetings were lead by local facilitators Delia Horwitz and Pat Saley. These lively meetings sought to reach consensus or general agreement on the Implementing Options. Then on January 30, 1998, eighty-two of the Stakeholders met a final time to review the Work Groups' recommendations. There was a remarkable amount of unanimity about the intent of the Vision as expressed in the proposed Implementing Options. Where there were differing opinions among the Work Groups and/or Stakeholders, background information was presented, and the issues were discussed and resolved as appropriate.

The results of the Stakeholders' efforts are included in this report, including the few areas where there was no consensus.

Vision Statement, Themes, Action Steps and Implementing Options

The Vision Statement is included at the beginning of this report. The related Themes, Action Steps and Implementing Options are detailed in this section. As noted above, the Vision Statement, Themes and Action Steps were approved by all the Stake holders in fall 1997. Implementing Options were suggested by the stakeholders and synthesized by staff into a comprehensive list. The stakeholders were then divided into six work groups to address specific issues as noted above.

Each work group was assigned three or four Themes and was asked to review the related Action Steps and Implementing Options. Minimal changes were made to the 61 Action Steps and considerable changes were made to the 217 Implementing Options, all in the spirit of implementing the Vision.

While the stakeholders represented a broad spectrum of the community, there was a significant amount of unanimity and consensus on what Santa Barbara should look like and be in twenty years. There were several common ideas and perspectives that were mentioned by most, if not all, of the Work Groups. These were (not in priority order):

• Retain the small town ambiance of Santa Barbara;
• Protect existing views to and from the ocean and the mountains;
• Preserve and protect the history and heritage of Santa Barbara;
• Provide for residents first and visitors will also be served;
• Minimize the use of automobiles and enhance alternative modes of transit;
• The Downtown is and should remain the retail core of the City and the Waterfront should not compete;
• The area above Carrillo Street should be the arts center of the City;
• Mixed use and housing for all income levels should be provided Downtown with less focus on housing in the Waterfront; and
• Support the existing working Harbor.

The vast majority of Implementing Options recommended in this report were supported by all the Stakeholders. The recommendations expand on the Vision and Themes and strive to give more detail about the Downtown and Waterfront in 2018.

January 30, 1998 Discussion Issues

The work of the six work groups was synthesized into a report dated January 30, 1998. In that report, four major issues were raised and background information was provided for discussion at the last Stake holder meeting held on January 30th. The Stakeholders were asked to submit any additional issues that they felt merited discussion by the entire Stakeholder group.

At the last Stakeholder meeting, they reviewed the language of the relevant Implementing Options and were asked if there was alternate language that would address the issue to the satisfaction of the group. After the discussion occurred, they were asked to decide on one of the following:

• Recommend by consent, i.e., with no dissension; or
• Recommend by consensus, i.e., with some concerns expressed in the report (now included in Appendix D); or
• Not recommend although significant discussion occurred about this issue (see summary in Appendix E; or
• Not recommended and deleted from the report, although brief mention of the issue is included as a reflection of what occurred at the January 30th meeting.

It is significant to note that the issues that are described in Appendix D (Recommended) and Appendix E (Not Recommended) relate to approximately twenty of the 217 recommended Implementing Options. The remaining Implementing Options are recommended by consent of all the Stakeholders.

The issues discussed at the January 30th meeting and how they were resolved are as follows:

1. Priority uses in the Waterfront - There are four issues that were raised that related specifically to the Coastal Zone and the Local Coastal Plan. These issues are:
   1. Priority uses for the existing light industrial and manufacturing area in the eastern part of the Waterfront - The various work groups had several competing suggestions about priority uses for the light manufacturing area of the Waterfront including the need to provide for adequate area for light industrial and manufacturing uses; the desire to provide recreational uses and open space; and the desire to provide for ocean-related businesses.

This issue was resolved by indicating that priority uses should include recreational fields, open space and ocean-related businesses while retaining adequate ar