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WSL & Joint RACs <br />Page 3 of 3 <br />One program that was an outgrowth of the RAC involvement in the Implementation Plans is the <br />LINKS shuttle. The creation of this shuttle was a response to a shortage of public transportation <br />in West San Leandro and an expressed desire for adequate public transportation by the West <br />San Leandro business community. <br />In addition, the RAC advised the Redevelopment Agency on: <br />• The MacArthur Boulevard Streetscape Improvement plans <br />• The Doolittle Drive Improvement plans <br />• Zoning Code changes with the Project Area <br />• Various development projects <br />• The Assembly use overlay <br />• The creation of the Commercial Rehabilitation program <br />Conclusion and Recommendation <br />During the formation of the Implementation Plans, the RACs input was crucial to the <br />prioritization of the goals, objectives and programs used to implement the newly formed <br />Redevelopment Plan. As these plans have matured, the initial need for RAC involvement has <br />diminished and the role of the RAC now consists primarily of monitoring the administration of <br />the programs set forth in the Implementation Plan. In 2006, due to staff reductions and a <br />decline in the number of issues, the Joint and WSL RAC meeting schedules changed from <br />monthly to bi-monthly. A list of RAC Duties is attached as Attachment A. At this time, bi- <br />monthlymeetings are sometimes cancelled due to lack of agenda items. <br />The Joint and WSL RACs have been essential to the prioritization of the goals, objectives and <br />programs used to implement the Redevelopment Plans. However, now that these objectives, <br />goals and programs have been established and priorities determined, the monitoring functions <br />that the RACs serve duplicate the efforts of the Planning Commission and the Business and <br />Housing Development Committee. Additionally community outreach and input can bettex <br />occur on a project by project basis through the creation of CAC's which can be activated on a <br />temporary basis and consist of stakeholders and experts specific to the proposed project. The <br />success of the CAC's is exemplified by the 18 month planning process of the Transit Oriented <br />Development (TOD) CAC with resulted in Council adoption of the widely supported and <br />visionary TOD Strategy. <br />G:~DEPT10ffice of Business Development~Files RDA\Joint Project rlrea~RAC\7PA-WSL RACs to Rules June.doc <br />