ShorelineMarina Highlights 2009 0121, 0225, 0318 & 0415

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Shoreline CAC February 25, 2009 Meeting Highlights Page 13 • The City is in the process of reducing operating expenses to match revenues. Reductions include: eliminating one full-time position; closing the harbor office Sundays and Holidays; further reducing the budget for services and supplies; and closing the N/O and P/Q docks and adjacent private restroom. Discussion ensued regarding the following: • What has led to the decline in the harbor's occupancy? The slips in the docks were constructed in the 1950s and 1960s and are smaller than what is currently in demand. It also costs less to store a boat out of the water and transport it with a trailer. Storing it out of water also reduces the cost of maintenance. The two mile length of the channel and its shallow depths makes the harbor less desirable than other marinas in the Bay. • What is the break even rate for the harbor so that its operations could cover the cost of full dredging? The break even rate calculated two years ago was 100 percent occupancy and required triple the current slip rates. • Can the docks and berths be dredged with Federal funding? No, the docks and berths are not considered Federal channels, thus those funds cannot be used for dredging the docks and berth areas. • Will the City and/or the future developer receive any credit for coverage over the water with removal of the docks? If so, can that credit be added to future development at the former Blue Dolphin site spanning over the water? Yes, credit can be matched foot for foot. A. Revised Shoreline CAC Tentative Meeting Schedule. Manager Battenberg cited various articles from the San Francisco Business Times reporting how the slow- down of the economy has impacted hotel occupancies, reduced real estate values, delayed future developments of large projects, and prompted creative new ways to try to promote sales and services in the Bay Area. Ed Miller, Cal -Coast Development, added that in past experience it has been advantageous to conduct comprehensive master plan process during a down -turn in the economy and when the economy rebounds the master plan could be in a better position to be implemented with a more favorable lending and development environment. The SF Business Times articles provide an indication that there is no need to rush through the Shoreline CAC process, but instead it is more desirable to revise the process to have greater CAC and public participation. Manager Battenberg explained the new revised schedule extending the Shoreline CAC's review process and including division of the CAC into three teams (groups). • In March, more information will be provided regarding the team approach. • In April, the CAC will be divided into three teams that will begin to meet. • In June, each of the three teams will formulate and present their ideas to the CAC.