HomeMy WebLinkAbout01-08-2019 Agenda Packet
Tuesday, January 8, 2019
6:00 PM
RESCHEDULED
REGULAR MEETING
Council Chamber
990 Palm Street
San Luis Obispo Page 1
CALL TO ORDER: Mayor Heidi Harmon
ROLL CALL: Council Members Carlyn Christianson, Aaron Gomez, Erica A. Stewart,
Vice Mayor Andy Pease and Mayor Heidi Harmon
PLEDGE OF ALLEGIANCE: Council Member Gomez
PRESENTATIONS
1. INTRODUCTION - SLO CHAMBER OF COMMERCE CEO
(ROSALES – 5 MINUTES)
Charlene Rosales, Economic Development Manager, will introduce the new CEO for the
Chamber of Commerce, Jim Dantona.
2. COUNCIL LIAISON SUBCOMMITTEE ASSIGNMENTS 2019
(PURRINGTON – 5 MINUTES)
Recommendation:
Approve Council Liaison Subcommittee assignments for the calendar year of 2019.
PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
(not to exceed 15 minutes total)
The Council welcomes your input. You may address the Council by completing a speaker slip
and giving it to the City Clerk prior to the meeting. At this time, you may address the Council
on items that are not on the agenda. Time limit is three minutes. State law does not allow the
Council to discuss or take action on issues not on the agenda, except that members of the
Council or staff may briefly respond to statements made or questions posed by persons
exercising their public testimony rights (Gov. Code sec. 54954.2). Staff may be asked to
follow up on such items.
San Luis Obispo City Council Agenda January 8, 2019 Page 2
CONSENT AGENDA
Matters appearing on t he Consent Calendar are expected to be non-controversial and will be
acted upon at one time. A member of the public may request the Council to pull an item for
discussion. Pulled items shall be heard at the close of the Consent Agenda unless a majority of
the Council chooses another time. The public may comment on any and a ll items on the
Consent Agenda within the three-minute time limit.
3. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
(PURRINGTON)
Recommendation:
Waive reading of all resolutions and ordinances as appropriate.
4. MINUTES OF THE NOVEMBER 27, 2018, DECEMBER 3, 2018 AND DECEMBER
4, 2018 COUNCIL MEETINGS (PURRINGTON)
Recommendation:
Approve the Minutes of the City Council meetings of November 27, 2018, December 3,
2018 and December 4, 2018.
5. ORDINANCE ADOPTION - COMPREHENSIVE ZONING REGULATIONS
FOLLOW-UP ITEMS (CODRON / DAVIDSON)
Recommendation:
Adopt an Ordinance entitled, “An Ordinance of the City Council of the City of San Luis
Obispo, California, approving follow-up items from the Council’s Approval of the
comprehensive update to the City’s Zoning Regulations (Title 17) of the Municipal Code
including Tiny Homes, Accessory Dwelling Units Owner Occupancy and Lot Coverage
Requirements, Electric Vehicle Parking, Downtown Overlay Zone, and additional
miscellaneous clean up items, including adoption of an addendum to a Negative Declaration
of Environmental Review, as represented in the staff report and attachments dated January 8,
2019 (Zoning Regulations, GENP-0327-2017)”
6. APPROVAL OF FINAL MAP FOR TRACT 2428-3 (3000 CALLE MALVA)
(CODRON)
Recommendation:
Adopt a Resolution entitled, “A Resolut ion of the City Council of the City of San Luis
Obispo, California, Approving the Final Map for Tract 2428 -3 (3000 Calle Malva, TR 121-
13),” and authorizing the Mayor to execute a Subdivision Agreement and a Conservation
Easement.
San Luis Obispo City Council Agenda January 8, 2019 Page 3
7. TRANSIT - AUTOMATIC VEHICLE LOCATION SYSTEM PURCHASE
CONTRACT AMENDMENT (GRIGSBY / ANGUIANO)
Recommendation:
1. Amend the Transit Automatic Vehicle Locator (AVL) Replacement CIP Budget (2017-
19 Financial Plan) by:
a. Appropriating $11,492 in additional Proposition 1B for the project; and
b. Programming $45,000 in unappropriated Transit Fund working capital for the local
match on the project.
2. Authorize the City Manager to execute a contract amendment with First Transit Inc., not
to exceed $373,000 for the purchase of an AVL System as proposed.
PUBLIC HEARING AND BUSINESS ITEMS
8. PUBLIC HEARING - 2017 TRAFFIC SAFETY AND OPERATIONS REPORT
(GRIGSBY / HUDSON / RICE – 45 MINUTES)
Recommendation:
Receive and approve the 2017 Traffic Safety and Operations Report and recommended
traffic safety measures.
9. 2019 LEGISLATIVE PLATFORM (DIETRICK – 30 MINUTES)
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, establishing the City Legislative Action Platform for 2019 and
appointing the Council Member and Staff Person to act as liaison betwee n the City of San
Luis Obispo and the League of California Cities,” and provide direction to staff on the scope
and application of the legislative platform related to advocacy for non-legislative items or
particular projects.
San Luis Obispo City Council Agenda January 8, 2019 Page 4
STUDY SESSION ITEMS
10. FACILITIES MASTER PLAN (GRIGSBY / McGUIRE – 30 MINUTES)
Recommendation:
Receive and file the new Facilities Master Plan for the City of San Luis Obispo as presented.
LIAISON REPORTS AND COMMUNICATIONS
(Not to exceed 15 minutes) Council Members report on conferences or other City activities.
At this time, any Council Member or the City Manager may ask a question for clarification,
make an announcement, or report briefly on his or her activities. In addition, subject to
Council Policies and Procedures, they may provide a reference to st aff or other resources for
factual information, request staff to report back to the Council at a subsequent meeting
concerning any matter, or take action to direct staff to place a matter of business on a future
agenda. (Gov. Code Sec. 54954.2)
ADJOURNMENT
The next Closed and Regular City Council Meetings are scheduled for Wednesday, January 9,
2019 at 12:30 p.m. and Tuesday, January 15, 2019 at 6:00 p.m., respectively, in the Council
Hearing Ro om and Council Chamber, 990 Palm Street, San Luis Obispo, California.
LISTENING ASSISTIVE DEVICES are available for the hearing impaired--please see City Clerk.
The City of San Luis Obispo wishes to make all of its public meet ings accessible to the
public. Upon request, this agenda will be made available in appropriate alternative formats to
persons with disabilities. Any person with a disability who requires a modification or
accommodation in order to participate in a meeting should direct such request to the City
Clerk’s Office at (805) 781-7100 at least 48 hours before the meeting, if possible.
Telecommunications Device for the Deaf (805) 781-7107.
City Council regular meetings are televised live on Charter Channel 20. Agenda related
writings or documents provided to the City Council are avai lable for public inspection in t he
City Clerk’s Office located at 990 Palm Street, San Luis Obispo, California during normal
business hours, and on the City’s website www.slocity.org. Persons with questions concerning
any agenda item may call the City Clerk’s Office at (805) 781-7100.
Department Name: Administration
Cost Center: 1021
For Agenda of: January 8, 2019
Placement: Appointment
Estimated Time: 5 Minutes
FROM: Greg Hermann, Interim Deputy City Manager
Prepared By: Teresa Purrington, City Clerk
SUBJECT: COUNCIL LIAISON SUBCOMMITTEE ASSIGNMENTS 2019
RECOMMENDATION
Approve Council Liaison Subcommittee assignments for the calendar year of 2019. (Attachment
A)
DISCUSSION
As has been done in previous years, after receiving a list of preferences from all Council
Members and reviewing the past several years’ appointments, Mayor Harmon and Vice Mayor
Pease recommend the Council Liaison Subcommittee assignments in Attachment A.
As in past years, automatic rotation for all technical and regional committees is not being
recommended. The recommended appointments allow for continuity where appropriate as well
as permitting Council Members to develop a higher level of expertise for some of the more
complex committees.
Please note that the assignment for the Monterey Bay Community Power Ad-Hoc Committee is
pending final City Council approval of a City of San Luis Obispo/City of Morro Bay MOU
currently scheduled for the January 15, 2019 Council meeting. Historically, there has been a
Council Member assigned to the Performing Arts Center (PAC) Facilities Standing Committee,
along with a staff member. Due to the technical nature of the committee, staff recommends that a
Council Member not be assigned to this standing committee but continue to have a staff member
represent the City on the committee.
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Policy Context
Council Policies and Procedures and the Advisory Body Handbook prescribe the method of
Council Liaison Subcommittee assignments:
The Mayor and Vice Mayor shall submit recommendations to the full
Council rotating nominations for Council Member Subcommittees, thereby
ensuring an opportunity for each member to serve as liaison at least once on
each advisory body when possible. When terms of office do not allow each
member to serve once, members with greatest seniority shall have first right
of selection (CP&P 6.5.2, ABH III, C, 6).
Council Policies and Procedures defines the role, purpose and attendance of the Council Liaison
as:
Council liaisons do not serve as ex-officio members of the advisory bodies, but
rather as a conduit to express the position of the Council and to gain a better
understanding of the issues considered by the advisory body. (CP&P 6.1.2) The
purpose of the liaison assignment is to facilitate communication between the
Council and advisory body. (CP&P 6.1.3) From time to time, attend advisory
body meetings for observation purposes only. Liaison members should be
sensitive to the fact that they are not participating members of the advisory body
but are there rather to create a linkage between the City Council and advisory
body. (CP&P 6.1.6)
Public Engagement
This is an administrative action which does not require public engagement.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15278.
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FISCAL IMPACT
Budgeted: Yes Budget Year: FY 2018-2019
Funding Identified: Yes/No
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund N/A N/A N/A
State
Federal
Fees
Other:
Total
There are no fiscal impacts with this action. All costs related to the assignments are covered by
the current FY budget.
ALTERNATIVES
Council may decide to forego the r ecommendations of the Mayor and Vice Mayor and request
changes to the Council Liaison Subcommittee assignments.
Attachments:
a - 2019 Version - COUNCIL SUBCOMMITTEE ASSIGNMENTS
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Revised 12-11-2018
COUNCIL SUBCOMMITTEE ASSIGNMENTS 2018 - 2019
CITY ADVISORY BODIES
• Interviews & makes recommendations for appointments
to the full Council.
• Facilitates communication between Council and
committees.
2018
CHAIR MEMBER
2019
CHAIR MEMBER
Active Transportation Committee Pease Rivoire Gomez Harmon
Administrative Review Board Pease Gomez Stewart Harmon
Architectural Review Commission Pease Christianson Pease Gomez
Construction Board of Appeals Pease Gomez Gomez Harmon
Citizens’ Revenue Enhancement Oversight
Commission Christianson Pease Stewart Gomez
Cultural Heritage Committee Pease Gomez Christianson Pease
Housing Authority
(Mayor by state mandate) Harmon N/A Harmon N/A
Human Relations Commission Harmon Rivoire Harmon Stewart
Investment Oversight Committee
(This is not an advisory committee) Harmon N/A Harmon N/A
Jack House Committee Rivoire Gomez Stewart Gomez
Mass Transportation Committee Rivoire Pease Pease Christianson
Parks & Recreation Commission Rivoire Gomez Christianson Pease
Personnel Board Harmon Gomez Harmon Stewart
Planning Commission Christianson Rivoire Pease Christianson
Promotional Coordinating Committee Harmon Rivoire Gomez Stewart
Tourism Business Improvement District Board Harmon Rivoire Gomez Stewart
Tree Committee Rivoire Pease Pease Christianson
SPECIAL PURPOSE
SUBCOMMITTEES
Serves as liaison representative.
2018
MEMBER ALTERNATE
2019
MEMBER ALTERNATE
Cal Poly Campus Planning Committee (Master Plan)
(Quarterly) Gomez N/A Gomez N/A
City/University
(Mayor/Rotation) (Quarterly) Harmon Rotation Harmon Rotation
Downtown Association Board (Monthly) Gomez Rivoire Gomez Stewart
Economic Vitality Corporation (Monthly)
(Liaison only) Harmon Pease Stewart N/A
Mayor’s Advisory Body Quarterly Meeting Harmon Rotation Harmon Rotation
Student Community Liaison Committee
(Mayor/Rotation) (Monthly) Harmon Rotation Harmon Rotation
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COUNCIL SUBCOMMITTEE ASSIGNMENTS 2018-2019
COUNTY/REGIONAL
Serves as voting representative.
2018
MEMBER ALTERNATE
2019
MEMBER ALTERNATE
Air Pollution Control District (APCD) (Quarterly) Harmon Pease Harmon Stewart
City Selection Committee
(1-2 times per year) Harmon Christianson Harmon Pease
CMC Citizens Advisory Committee (Monthly) (* 2 year
term) Harmon Pease Christianson Stewart
Community Action Partnership (Monthly) Christianson Harmon Stewart Harmon
County Water Resources Advisory Committee
(County Supervisors) (Monthly) Pease Gomez Pease Christianson
County Regional Water Management Group
(RWMG) Pease Gomez Pease Gomez
Homeless Services Oversight Committee Harmon Gomez Christianson Stewart
Integrated Waste Management Authority (IWMA)
(Monthly) Gomez Christianson Gomez Pease
Local Agency Formation Commission (LAFCO)
(Liaison Only) (Monthly) Christianson Rivoire Stewart Christianson
Nacimiento Water Project Christianson Pease Pease Gomez
Performing Arts Center Commission (Mayor/Vice Mayor
as alternate) (Quarterly)
Harmon
Johnson
Christianson
Hermann
Harmon
Johnson
Pease
Hermann
Performing Arts Center Facilities Standing
Committee (Quarterly) Christianson Hermann N/A Betz
San Luis Obispo Council of Governments
(SLOCOG) (Monthly) Rivoire Christianson Pease Harmon
San Luis Obispo Regional Transit Authority
(SLORTA) (Monthly) Rivoire Christianson Pease Harmon
San Luis Obispo Valley Basin Groundwater
Sustainability Agency (GSA) Pease Mattingly Pease Floyd
Visit SLO County Advisory Committee Harmon
Johnson
Christianson
Hermann
Harmon
Johnson
Pease
Hermann
Whale Rock Commission
(Mayor/Vice Mayor serves as alternate) (June & as needed) Harmon Christianson Harmon Pease
Zone 9 Advisory Committee (Monthly) Pease Rivoire Christianson Gomez
AD HOC SUBCOMMITTEE MEMBER ALTERNATE MEMBER ALTERNATE
Airport Land Use Christianson Rivoire Christianson N/A
SLO Climate Coalition Harmon Pease Gomez
Read N/A
Monterey Bay Community Power Authority –
Policy Board Director – New 2019 N/A N/A Harmon Pease
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blank.
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San Luis Obispo Page 1
Tuesday November 27, 2018
Regular Meeting of the City Council
CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on Tuesday,
November 27, 2018 at 6:00 p.m. in the Council Hearing Room, located at 990 Palm Street, San
Luis Obispo, California, by Mayor Harmon.
ROLL CALL
Council Members
Present: Council Members Aaron Gomez, Andy Pease, Dan Rivoire, Vice Mayor Carlyn
Christianson, and Mayor Heidi Harmon.
Council Members
Absent: None
City Staff
Present: Derek Johnson, City Manager; Christine Dietrick, City Attorney; and Teresa
Purrington, City Clerk; were present at Roll Call. Other staff members presented
reports or responded to questions as indicated in the minutes.
PLEDGE OF ALLEGIANCE
Council Member Dan Rivoire led the Pledge of Allegiance.
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
Tommy Atkinson
Olivia Ray
Grace Calhoun
Kelly Morris
Gina Whitaker
Donald Hedrick
Mila Vujo vich-La Barre
---End of Public Comment ---
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San Luis Obispo City Council Minutes of November 27, 2018 Page 2
CONSENT AGENDA
ACTION: MOTION BY VICE MAYOR CHRISTIANSON, SECOND BY COUNCIL
MEMBER RIVOIRE, CARRIED 5-0 to approve Consent Calendar Items 1-6 and 8 - 9.
Mayor Harmon recused herself on Item 7.
ACTION: MOTION BY VICE MAYOR CHRISTIANSON, SECOND BY COUNCIL
MEMBER RIVOIRE, CARRIED 4-0-1 (MAYOR HARMON recused) to approve Consent
Calendar Item 7.
PUBLIC COMMENT
Eugene Jud – Item 3
Don Hedrick – Item 9
Mila Vujo vich LaBarre – Item 3
1. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
CARRIED 5 – 0 to waive reading of all resolutions and ordinances as appropriate.
2. REVIEW MINUTES OF THE NOVEMBER 13, 2018 CITY COUNCIL MEETING
CARRIED 5 – 0 to approve the minutes of the City Council meeting held on November 13,
2018.
3. APPROVAL OF THE FINAL MAP FOR TRACT 3096, SAN LUIS RANCH, 1035
MADONNA ROAD (SBDV-3772-2016)
CARRIED 5 – 0 to adopt Resolution No. 10961 (2018 Series) entitled “A Resolution of the
City Council of the City of San Luis Obispo, California, approving the Final Map for
Tract 3096 San Luis Ranch (1035 Madonna Road, SBDV-3772-2016)” and authorizing the
Mayor to execute the easements, agreements, and fee offers associated with Tract 3096,
including staff’s proposed revision to Section 3 of the Resolution as presented in the agenda
correspondence.
4. PERMANENT PLACEMENT OF SECURITY CAMERAS IN MISSION PLAZA,
MITCHELL AND MEADOW PARKS
CARRIED 5 – 0 to approve a new capital improvement project to permanently place security
cameras in Mission Plaza, Meadow Park, and Mitchell Park.
5. CURATION OF 842 PALM STREET PARKING STRUCTURE
ARCHAEOLOGICAL COLLECTION
CARRIED 5 – 0 to authorize the City Manager to enter into a sole-source agreement with
the San Luis O bispo County Archaeological Society (SLOCAS), in the amount of $129,000
to curate and permanently store the 842 Palm Street Parking Structure Archaeological
Collection.
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San Luis Obispo City Council Minutes of November 27, 2018 Page 3
6. AMENDMENT TO LEGAL SERVICES AGREEMENT FOR CONTRACT DEPUTY
CITY ATTORNEY SERVICES
CARRIED 5 – 0 to authorize the City Attorney to execute a Second Amendment to the
Legal Services Agreement with the law firm of Hanley and Fleishman, LLP (Original
Agreement effective April 1, 2017, First Amendment executed June 6, 2017) adding an
additional 12 months to the agreement and increasing the not-to-exceed amount by $72,000
to $180,000.
7. REVIEW OF A MILLS ACT HISTORICAL PROPERTY CONTRACT FOR THE
TERESA TORRES TRUE HOUSE (A MASTER LIST RESOURCE)
CARRIED 4 – 0 – 1 (Mayor Harmon recused) to adopt a Resolution No. 10962 (2018
Ser ie s) entitled “A Resolut ion of the City Council of the City of San Luis Obispo, California
approving a Historic Property Preservation Agreement between the City and the owner of
the Teresa Torres True House at 1214 Mill Street,” under the terms described in the draft
agreement.
8. HOMELESS SHELTER CRISIS DECLARATION
CARRIED 5 – 0 to:
1. Adopt a Resolution No. 10963 (2018 Series) entitled “A Resolution of the City Council
of the City of San Luis Obispo, California, declaring a shelter crisis pursuant to SB 850
(Chapter 48, Statues of 2018 and Government Code Section 8698.2)”; and
2. If a homeless shelt er crisis is declared, authorize the City Manager to submit eligible
services and programs for funding from the Homeless Emergency Aid Program under
SB 850; and
3. If the funding is awarded, authorize the City Manager to execute all funding related
documents and authorize the Finance Director to make the necessary budget adjustments
upon the award of the funding.
9. ADOPTION OF AN ORDINANCE TO AUTHORIZE THE IMPLEMENTATION OF
A COMMUNITY CHOICE ENERGY PROGRAM
CARRIED 5 – 0 to:
1. Adopt Ordinance No. 1656 (2018 Series) entitled “An Ordinance of the City Council of
the City of San Luis Obispo, California, repealing the existing community cho ice
aggregation ordinance and authorizing the implementation of a community choice
aggregation program by participating in Monterey Bay Community Power’s community
choice aggregation program”; and
2. Adopt a Resolution No. 10964 (2018 Series) ent itled, “A Resolution of the City Council
of the Cit y of San Luis Obispo, California, terminat ing the Central Coast Community
Energy Joint Powers Agreement on behalf of t he City of San Luis Obispo”; and
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San Luis Obispo City Council Minutes of November 27, 2018 Page 4
3. Authorize the Mayor to execute an Agreement entit led, “An Agreement between the
City of San Luis Obispo and the City of Morro Bay terminating the Joint Exercise of
Powers Agreement Establishing Central Coast Community Energy.”
PUBLIC HEARING ITEMS AND BUSINESS ITEMS
10. PUBLIC HEARING - REVIEW OF A FEE SCHEDULE AND EVALUATION
CRITERIA FOR CANNABIS BUSINESS OPERATOR PERMITS
Community Development Director Michael Codron and Associate Planner Rachel Cohen
provided an in-depth staff report and responded to Council questions.
Public Comments:
Bill Isaman
Daniel Blakely
Brandon Martinez
Harr y Hamilton
Raffi Kaloosune
Don Hedrick
Vittoria Comin
Jo hn Barthel
Julian Michalouske
Eric Powers
Megan So uza
Sean Donahoe
Nick Andre
Levi Seligman
---End of Public Co mment---
RECESS
Council recessed at 8:10 p.m. and reconvened at 8:20 p.m., wit h all Council Members present.
ACTION: MOTION BY COUNCIL MEMBER RIVOIRE, SECOND BY
COUNCIL MEMBER GOMEZ, CARRIED 5-0 to:
1. Adopt a Resolution No. 10965 (2018 Series) entitled “A Reso lution of the City Council
of the City of San Luis Obispo, California, amending the City’s Master Fee Schedule
with updated user and regulatory fees for various commercial cannabis business
activities” for both one-time application and ongoing costs for cannabis business operator
permits; and
2. Adopt a Resolut ion No. 10966 (2018 Series) entitled “A Resolution of the City Council
of the City of San Luis Obispo, Califo rnia, approving cannabis operator permit ranking
criteria and the annual application submittal period (CODE-1058-2017).”
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San Luis Obispo City Council Minutes of November 27, 2018 Page 5
Including the following:
• Revisions made to the criteria presented by staff at t he meeting,
• Change to Retail Evaluat ion Criteria - Merit Criteria 2.0 – Experience - to remove
“commercial” fr om compliant commercial cannabis business, and;
• Direct staff to return with an additional set of lower fees to support “cottage”
industry businesses, which may require less oversight due to the size of the
operation.
11. PUBLIC HEARING - FOLLOW-UP ITEMS FROM THE CITY COUNCIL’S
APPROVAL OF THE COMPREHENSIVE UPDATE TO THE CITY’S ZONING
REGULATIONS (TITLE 17) OF THE MUNICIPAL CODE INCLUDING TINY
HOMES, ACCESSORY DWELLING UNITS OWNER OCCUPANCY AND LOT
COVERAGE REQUIREMENTS, ELECTRIC VEHICLE PARKING, DOWNTOWN
OVERLAY ZONE, AND ADDITIONAL MISCELLANEOUS CLEAN UP ITEMS
Community Development Director Michael Codron, Deputy Director Doug Davidson and
Associate Planner Kyle Bell provided an in-depth st aff report and responded to Council
questions.
Public Comments:
Marcus DiMaggio
Phil Hurst
Elyison Huddleston
Carolyn Huddleston
Joe Pollon
LynAnne Wiest
Celeste Goyer
Stephanie Teaford
Anne Wyatt
Doug Rion
Sierra Layous
Sara Crable
Steve Delmartini
---End of Public Co mment---
ACTION: MOTION BY VICE MAYOR CHRISTIANSON, SECOND BY
COUNCIL MEMBER GOMEZ, CARRIED 5-0 to:
1. Introduce an Ordinance ent itled “An Ordinance of the Cit y Council of the City of San
Luis Obispo, California introducing follo w-up items fro m the Council’s approval of the
comprehensive update to the City’s Zoning Regulations (Title 17) of the Municipal
Co de including Tiny Homes, Accessory Dwelling Units Owner Occupancy and Lot
Coverage Requirements, Electric Vehicle Parking, Downtown Overlay Zone, and
additional miscellaneous clean up items. Including adoption of an addendum to a
Negative Declarat ion of Environmental Review, as represented in the staff report and
attachments dated November 27, 2018 (Zoning Regulat ions, GENP-0327-2017)”; and
2. Adopt the Addendum to the Negative Declaration of Environmental Impact.
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San Luis Obispo City Council Minutes of November 27, 2018 Page 6
With the following additions/revisions:
Electric Vehicle (EV) Parking
• Addition of the word “operational” to EV charging station.
Recreational Vehicles – Use as Dwelling – Parked on a Private Lot
• Eliminate requirement for screening and skirting.
• Section 19. E. 1. b. Time Limit changed to:
Renewal. The Direct or shall renew the approval of a movable tiny home for a
period of three to five years upon receipt of a complete application and
completion of an inspection by the City to confirm continued compliance with the
standards in this section.
COUNCIL COMMUNICATIONS AND LIAIS ON REPORTS
Mayor Harmon spoke at the President’s gathering at Cal Poly, presented a proclamation at the
inner fa ith thanksgiving gathering, went on a tour of the anerobic digester, attended an APCD
and attended first Common Ground group put together by San Luis Coastal School District.
ADJOURNMENT
The meet ing was adjourned at 10:52 p.m. to a Special Cit y Council Meeting to be he ld on
Monday, December 3, 2018 at 3:00 p.m., in the Council Chamber, 990 Palm Street, San Luis
Obispo, California fo r the purposes of certifying the results of the General Municipal Election o f
No ve mber 6, 2018.
The next Regular Cit y Council Meeting is scheduled for Tuesday, December 4, 2018 at 6:00
p.m., in the Co uncil Chamber, 990 Palm Street, San Luis Obispo, California.
__________________________
Teresa Purrington
Cit y Clerk
APPROVED BY COUNCIL: XX/XX/2018
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San Luis Obispo Page 1
Monday, December 3, 2018
Special Meeting of the City Council
CALL TO ORDER
A Special Meeting of the San Luis Obispo City Council was called to order on Monday
December 3, 2018 at 3:00 p.m. in the Council Hearing Room, located at 990 Palm Street, San
Luis Obispo, California, by Mayor Harmon.
ROLL CALL
Council Members
Present: Council Members Aaron Gomez, Andy Pease, Dan Rivoire, Vice Mayor Carlyn
Christianson, and Mayor Heidi Harmon.
Council Members
Absent: None
City Staff
Present: Derek Johnson, City Manager; Christine Dietrick, City Attorney; and Teresa
Purrington, City Clerk; were present at Roll Call. Other staff members presented
reports or responded to questions as indicated in the minutes.
PLEDGE OF ALLEGIANCE
Vice Mayor Christianson led the Pledge of Allegiance.
PRESENTATIONS
1. PROCLAMATION - OUTGOING COUNCIL MEMBER DAN RIVOIRE
Mayor Harmon presented a Proclamation to Council Member Dan Rivoire for his four-years
of service to the community as a City Council Member.
Public Comment
Jan Marx
Eric Greening
Megan Rivoire
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San Luis O bispo City Council Minutes of December 3, 2018 Page 2
2. CERTIFICATE OF RECOGNITION - VICE MAYOR CARLYN CHRISTIANSON
Mayor Harmon presented a Certificate of Recognition to Vice Mayor Carlyn Christianson
for her service as the Vice Mayor.
CONSENT AGENDA
3. RESULTS OF THE GENERAL M UNICIPAL ELECTION OF NOVEMBER 6, 2018
CARRIED 5 – 0 to adopt a Resolution entitled “A Resolution of the City Council of the City
of San Luis Obispo, California, reciting the facts of the General Municipal Election held on
November 6, 2018, declaring the results and such other matters as provided by law.”
ACTION: MOTION BY COUNCIL MEMBER RIVOIRE, SECOND BY COUNCIL
MEMBER GOMEZ, CARRIED 5-0 to approve Consent Calendar Item #3.
APPOINTMENTS
4. OATHS OF OFFICE FOR MAYOR-ELECT AND COUNCIL MEMBERS-ELECT
City Clerk administered the Oath of Office to Mayor Harmon, Council Member Christianson
and Council Member Stewart
5. VICE MAYOR APPOINTMENT FOR 2019
City Clerk Teresa Purrington presented the report and responded to Council questions.
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER GOMEZ, CARRIED 5-0 to appoint Council Member Andy Pease as
Vice Mayor to serve a one-year term commencing upon appointment.
ADJOURNMENT
The meeting was adjourned at 3:37 p.m. The next Regular City Council Meeting is scheduled
for Tuesday, December 4, 2018 at 6:00 p.m., in the Council Chamber, 990 Palm Street, San Luis
Obispo, California.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2018
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San Luis Obispo Page 1
Tuesday, December 4, 2018
Regular Meeting of the City Council
CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on Tuesday,
December 4, 2018 at 6:00 p.m. in the Council Hearing Room, located at 990 Palm Street, San
Luis Obispo, California, by Mayor Harmon.
ROLL CALL
Council Members
Present: Council Members Carlyn Christianson Aaron Gomez, Erica A Stewart, Vice
Mayor Andy Pease, and Mayor Heidi Harmon.
Council Members
Absent: None
City Staff
Present: Derek Johnson, City Manager; Christine Dietrick, City Attorney; and Teresa
Purrington, City Clerk; were present at Roll Call. Other staff members presented
reports or responded to questions as indicated in the minutes.
PLEDGE OF ALLEGIANCE
Vice Chair Pease led the Pledge of Allegiance.
APPOINTMENTS
1. APPOINTMENTS TO THE ZONE 9 ADVISORY COMMITTEE
City Clerk Purrington presented the contents of the report.
Public Comments:
None
---End of Public Comments---
ACTION: MOTION BY VICE CHAIR PEASE, SECOND BY COUNCIL MEMBER
CHRISTIANSON, CARRIED 5-0 to:
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San Luis Obispo City Council Minutes of December 4, 2018 Page 2
Make appointments to the Zone 9 Advisory Committee, effective December 31, 2018, and
recommend the County Board of Superviso rs confirm, as follows:
1. Appoint Christine Mulholland to serve as public member to represent the City of San
Luis Obispo on the Zone 9 Advisory Committee for a term to expir e on December 31,
2022; and
2. Appoint Dave Romero to serve as the alternate member to represent the City of San Luis
Obispo on the Zone 9 Advisory Commit tee for a term to expire on December 31, 2022;
and
3. Appoint Matt Horn, City Engineer, to serve as the staff representative on the Zone 9
Advisory Committee; and
4. Appoint Brian Nelson, Supervising Civil Engineer, to serve as the alternate staff
representative on the Zone 9 Ad visory Committee for a term to expire on December 31,
2022.
2. APPOINTMENTS TO THE CITIZENS’ REVENUE ENHANCEMENT OVERSIGHT
COMMISSION, JACK HOUSE COMMITTEE, AND MASS TRANSPORTATION
COMMITTEE
City Clerk Purrington presented the contents of the report.
Public Comments:
Toni Tyran Kincaid
---End of Public Comments---
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
COUNCIL MEMBER GOMEZ, CARRIED 5-0 to:
1. Confirm the appointment of Winston New land to the Citizens’ Revenue Enhanc ement
Oversight Commission, to complete an unexpired term through June 30, 2019.
2. Confirm the appointment of Julie Moore, as the representative of the San Luis O bispo
County History Center, to the Jack House Committee effective December 4, 2018; and
3. Confirm the appointment of Ryan Hund, as the ASI student representative, to the Mass
Transportation Committee, to complete an unexpired term through March 31, 2019 .
INTRODUCTION
3. INTRODUCTION OF ERIC HAGEN, CHIEF BUILDING OFFICIAL
Community Development Director Michael Codron introduced Eric Hagen as the new Chief
Building Official.
PRESENTATIONS
4. PROCLAMATION - RECOGNITION OF SERVICE - CARRIE MATTINGLY
City Manager Derek Johnson presented a proclamation to retiring Utilities Director Carrie
Mattingly, in recognition of her service.
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San Luis Obispo City Council Minutes of December 4, 2018 Page 3
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
None
---End of Public Comment---
CONSENT AGENDA
ACTION: MOTION BY COUNCIL MEMBER CHRISTIANSON, SECOND BY
VICE CHAIR PEASE, CARRIED 5-0 to approve Consent Calendar Items 5 thru 12.
Public Comment
Lea Brooks – 8
Myron Amerine – 8
Kevin Harris – 10
Myron Amerine – 12
---End of Public Comment ---
5. WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
CARRIED 5-0, to waive reading of all resolutions and ordinances as appropriate.
6. SCHEDULE OF CITY COUNCIL MEETINGS FOR 2019
CARRIED 5-0, to adopt the proposed 2019 regular City Council meeting schedule with
meetings normally held the first and third Tuesday of every month, with the following
exceptions:
1. Reschedule the Regular City Council meeting of January 1 to January 8, 2019, and
2. Cancel the Regular City Council meet ings of August 6 and December 17, 2019.
7. APPROVAL OF THE FINAL MAP FOR TRACT 3089 PHASE 1, AVILA RANCH,
175 VENTURE DRIVE (SBDV-2042-2015)
CARRIED 5-0, to adopt a Resolution ent itled, “A Resolution of the City Council o f the
Cit y of San Luis Obispo, California, approving the final map for Tract 3089 Phase 1 Avila
Ranch (175 Venture Drive, SBDV-2042-2015),” and authorizing the Mayor to execute the
easement s, agreements, and associated fee offers, including the recommended changes in the
staff agenda correspondence.
8. PLANS AND SPECIFICATIONS FOR BUCHON TRAFFIC CALMING
CARRIED 5-0, to
1. Approve Plans and Specifications for Buchon Traffic Calming Measures; and
2. Authorize staff to advertise for bids and the City Manager to award the contract if the
lowest responsible bid is within the Engineer’s Estimate of $160,000; and
3. Authorize the use and transfer of $142,000 from the City’s Neighborhood Traffic
Calming budget and $18,000 from the City’s Tra ffic Safety & Operations Budget to the
project account.
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San Luis Obispo City Council Minutes of December 4, 2018 Page 4
9. ADJUSTMENTS TO SUPPLEMENTAL SALARY SCHEDULE AND POLICY AS A
RESULT OF MINIMUM WAGE INCREASES
CARRIED 5-0, to
1. Adopt a Resolution entitled, “A Resolution o f the City Council of the City of San Luis
Obispo, California, establishing and adopting a supplemental employee salary schedule
and superseding previous resolutions in conflict,” as necessary to comply with
California Fair Wage Act of 2016 requiring a min imum wage of $12.00 per hour
effective January 1, 2019; and
2. Adopt the revised Supplemental Employee Policy.
10. SAN LUIS OBISPO REPERTORY THEATRE EXCLUSIVE NEGOTIATING
AGREEMENT
CARRIED 5-0, to
Authorize the Mayor to sign an Exclusive Negotiating Agreement with the San Luis Obispo
Repertory Theatre, SLO REP, for long-term use of a portion of the Palm/Nipomo Parking
Structure site to construct and operate a new theatre, based on parameters previously set
forth by the City Council.
11. REPEALING AND REPLACING RESOLUTION NO. 10894 TO REFLECT
UPDATED ZONING REGULATION SECTION FOR PROPERTY MAINTENANCE
STANDARDS
CARRIED 5-0, to Adopt a Resolution entitled, “A Resolution of the City Council of the
City of San Luis Obispo, California, repealing and replac ing Resolution No. 10894 (2018) to
reflect updated zoning regulation sections.”
12. ACQUISITION OF EASEMENTS FOR THE RAMONA DRIVE TO FOOTHILL
BOULEVARD CLASS 1 PATH
CARRIED 5-0, to Authorize the Mayor to execute easement and deed agreements in a total
amount not to exceed $423,700 includ ing title and escrow charges in a form subject to the
approval of the City At torney.
PUBLIC HEARING ITEMS AND BUSINESS ITEMS
13. WATER RESOURCE RECOVERY FACILITY PROJECT - AUTHORIZATION TO
BID
Utilities Director Carrie Mattingly and Deputy Director Dave Hix provided an in-depth staff
report and responded to Council questions.
Public Comments:
Autumn Brown
Rosemary Wrenn
Scott Zimmerman
Daniel Mora
Richard Van Humbeck Packet Pg. 22
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San Luis Obispo City Council Minutes of December 4, 2018 Page 5
Jesse Brooks
Quinn Brady
Tony Skinner
Sean Perry
Dave Baldwin
David Gilliland
Nick Andre
---End of Public Comment---
ACTION: MOTION BY MAYOR HARMON SECOND BY COUNCIL MEMBER
CHRISTIANSON, CAR RIED 5-0 to:
1. Approve plans and specifications for the Water Resource Recovery Facility (WRRF)
Project, Specification No. 91620; and
2. Authorize st aff to advertise fo r construction bids pending City Engineer’s approval of
the bid set ; and
3. Authorize the City Manager to award the contract if the lowest responsible bid is within
the project construction budget of $111,600,000; and
4. Approve amended WRRF Project-specific Construction Contract Change Order policy
and authorize the Utilities Director to be responsible for construction contract change
orders (CCOs) for the WRRF Proje ct in any amount with the limitation that the sum
total of all CCOs not exceed the contingency budget amount of $13,390,000; and
5. Incorporate the Community Workforce Agreement into WRRF Project Spec. No 91620
as approved by signatory Craft Councils and Unions affiliates and the Tri-Counties
Building and Construction Trades Council, AFL-CIO as included in the Council agenda
packet for the November 13, 2018 Meeting.
STUDY SESSION ITEMS
14. BOB JONES TRAIL (CALLE JOAQUIN TO OCEANAIRE) PREFERRED
ALTERNATIVE SELECTION
Public Works Director Daryl Gr igsby, Transportation Manager Jake Hudson and Active
Transportation Manager Adam Fukushima provided an in-depth staff report and responded
to Council questions.
Public Comments:
Myro n Amerine
Lea Brooks
Ke n Kienow
---End of Public Comment ---
ACTION: By consensus, Council directed staff to evaluate other route alternatives which
are not consistent w ith the Bicycle Transportation Plan as part of the planning of the
forthco ming Active Transportation Plan.
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San Luis Obispo City Council Minutes of December 4, 2018 Page 6
RECESS
Council recessed at 8:35 p.m. and reconvened at 8:50 p.m., with all Council Members
present.
PUBLIC HEARING ITEMS AND BUSINESS ITEMS
15. 2019-21 FINANCIAL PLAN PROCESS; ECONOMIC OUTLOOK, BUDGET
POLICIES, AND CAPITAL IMPROVEMENT PLAN REVIEW
Finance Director Brigitte Elke and Budget Manager Alex Ferreira provided an in-depth staff
report and responded to Council questions.
Public Comments:
None
---End of Public Comment ---
ACTION: By consensus, the Council reviewed and approved the 2019-21 Financial Plan
Goal Setting Process.
COUNCIL COMMUNICATIONS AND LIAISON REPORTS
Vice Mayor Pease invited the public to the Police Department Community Meeting and Station
tour on Thursday, December 6, 2018 and also indicated that the City Council would be
participat ing in the annual holiday parade on Friday, December 7, 2018.
ADJOURNMENT
The meeting was adjourned at 10:02 p.m. The next Rescheduled Regular City Council Meeting
is scheduled for Tuesday, January 8, 2019 at 6:00 p.m., in the Council Chamber, 990 Palm
Street, San Lu is Obispo, California.
__________________________
Teresa Purrington
City Clerk
APPROVED BY COUNCIL: XX/XX/2018
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Department Name: Community Development
Cost Center: 4003
For Agenda of: January 8, 2019
Placement: Consent
Estimated Time: N/A
FROM: Michael Codron, Community Development Director
Prepared By: Kyle Bell, Associate Planner
SUBJECT: ADOPTION OF AN ORDINANCE APPROVING FOLLOW-UP ITEMS FROM
THE CITY COUNCIL’S APPROVAL OF THE COMPREHENSIVE UPDATE
TO THE CITY’S ZONING REGULATIONS (TITLE 17 OF THE MUNICIPAL
CODE) INCLUDING TINY HOMES, ACCESSORY DWELLING UNITS
OWNER OCCUPANCY AND LOT COVERAGE REQUIREMENTS,
ELECTRIC VEHICLE PARKING, DOWNTOWN OVERLAY ZONE, AND
ADDITIONAL MISCELLANEOUS CLEAN UP ITEMS.
RECOMMENDATION
1. Adopt an Ordinance (Attachment A) amending the newly adopted Update to the Zoning
Regulations including five directional items from Council and misc ellaneous items;
• Tiny Homes
• Accessory Dwelling Units (ADUs) Owner Occupancy Requirement
• Accessory Dwelling Unit Lot Coverage Requirement
• Climate Action Plan (CAP) - Electric Vehicle (EV) Parking
• Downtown Overlay Zone
2. Adopt the Addendum (Attachment B) to t he Negative Declaration of Environmental Impact
DISCUSSION
On November 27, 2018, the City Council voted 5-0 to introduce an ordinance which amended
sections of the City’s Zoning Regulations, Title 17 of the City’s Municipal Code. The Council
modified the proposed amendments with minor revisions as follows:
1) Section 17.158.014: Electric Vehicle (EV) Ready Space;
• Addition of the word “operational” to EV charging station.
2) Section 17.86.210: Recreational Vehicles – Use as Dwelling – Parked on a Private Lot
• Eliminate requirements for screening and skirting for tiny homes under Sections
17.86.210.E.1.d & 17.86.210.E.6.a.
• Section 17.86.210.E.1.b; Time Limit changed to:
Renewal. The Director shall renew the approval of a movable tiny home for a period of
three to five years upon receipt of a complete application and completion of an inspection
by the City to confirm continued compliance with the standards in this section.
The Zoning Regulations Ordinance will become effective 30 days after its adoption.
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Previous Council or Advisory Body Action
• November 27, 2018, City Council introduced the ordinance (5-0)
• October 10, 2018, Planning Commission recommendation to the City Council (3-1-3)
Policy Context
The Zoning Regulations Amendments are an implementation measure of the 2014 Land Use
Element update.
Public Engagement
The Zoning Regulations Update work program included a variety of public engagement
opportunities for the public to provide input on how to implement LUCE policies through the
Zoning Regulations. Public engagement activities specific to the proposed amendments (Tiny
Homes and Climate Action Plan implementation) included, but not limited to;
• City Council public hearing and action on the comprehensive Zoning Regulations Update
that included follow-up direction (August 21, 2018 and September 18, 2018)
• Two community workshops (June 3, 2017 and May 3, 2018)
NEXT STEPS
The amendments to the Zoning Regulations will become effective on February 8, 2018 (30 days
after adoption). Staff has been providing training for City Staff and developers as well as
communicating the effective date of the updated code with its customers to ensure clarity
regarding the regulations that apply to various projects at different stages of the application and
permitting process.
The following projects are subject to the new code:
1. Planning or subdivision applications “deemed complete” on or after February 8, 2018;
2. Submittal of a complete building permit application on or after February 8, 2018;
3. Applicants may elect to have their projects processed under the provision of the new code
even if their applications were deemed complete prior to February 8, 2018.
ENVIRONMENTAL REVIEW
On September 16, 2014, the City Council certified the Land Use and Circulation Element
(LUCE) Final Program Environmental Impact Report (EIR) (State Clearinghouse Number
2013121019) and adopted findings and a statement of overriding considerations pursuant to the
California Environmental Quality Act (CEQA). Pursuant to CEQA, the City prepared an Init ial
Study/Negative Declaration (IS/ND) to evaluate the potential environmental effects of the
proposed Zoning Regulations Update. On August 21, 2018, the Council voted to adopt the
IS/ND, and provided direction for staff to revise and review specific items to be brought back to
Council after the Planning Commission has provided a recommendation.
Pursuant to State CEQA Guidelines Sections 15164 and 15162, a subsequent environmental
document is not warranted because: 1) the proposed amendments would not resu lt in any new
impacts not previously disclosed in the adopted IS/ND and would not increase the severity of
any impact identified in the adopted IS/ND, 2) the circumstances under which the amendments
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will be undertaken will not require major changes to the adopted IS/ND, 3) and the proposed
amendments do not require any new mitigation measures.
In accordance with State CEQA Guidelines Section 15164, an Addendum to the adopted IS/ND
has been prepared to address the current project, which includes the directional items identified
by Council and additional minor follow-up items (refer to Attachment B, Addendum to Initial
Study/Negative Declaration). As noted in the Addendum, the proposed amendments are minor
and none would result in increased density, size, or height than what was evaluated in the
adopted Initial Study/Negative Declaration; the proposed amendments would not result in the
development of future projects in any location beyond what is assessed in the adopted Initial
Study/Negative Declaration; and the changes would provide greater clarity in the evaluation of
projects pursuant to the Zoning Regulations, such as tiny homes, accessory dwelling units, and
the provision of additional facilities and amenities supporting electric vehicles consistent with
State Law, the Climate Action Plan, and the General Plan.
FISCAL IMPACT
Budgeted: N/A Budget Year: 2018-19
Funding Identified: N/A
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund N/A
State
Federal
Fees
Other:
Total
There are no fiscal impacts associated with this action.
When the General Plan Update was adopted in 2014 it was accompanied by a Fiscal Impact
Report prepared by Applied Development Economics, Inc. The purpose of the report was to
determine if the City’s General Plan Land Use Element was fiscally balanced, or if the demand
for services created by new residences, for example, would outpace the ability of new revenues
to support the cost of those services. The report concluded that the City’s General Plan was
fiscally balanced and that new revenues expected from property tax, sales tax, and transient
occupancy tax, as examples, would provide sufficient resources for the City to cover the cost,
such as for public safety, parks and recreation, and general government administration. The fiscal
impact report was not updated as part of the Zoning Regulations Update because there are no
changes proposed that were not anticipated as part of the prior report. The Zo ning Regulations
Update is an implementation measure of the Land Use Element update, and therefore is expected
to have a neutral fiscal impact.
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ALTERNATIVE
Modify the Proposed Ordinance – The Council may make minor, non-substantive changes to the
proposed Ordinance for staff to incorporate into the final documents. Any material changes to
the Final Ordinances would require further review by staff and the Planning Commission
followed by re-introduction of the Ordinance by the Council.
Attachments:
a - Draft Ordinance
b - Zoning Regulations Initial Study Addendum
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ORDINANCE NO. 1657 (2019 Series)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA APPROVING FOLLOW-UP ITEMS FROM THE
COUNCIL’S APPROVAL OF THE COMPREHENSIVE UPDATE TO THE
CITY’S ZONING REGULATIONS (TITLE 17) OF THE MUNICIPAL
CODE INCLUDING TINY HOMES, ACCESSORY DWELLING UNITS
OWNER OCCUPANCY AND LOT COVERAGE REQUIREMENTS,
ELECTRIC VEHICLE PARKING, DOWNTOWN OVERLAY ZONE, AND
ADDITIONAL MISCELLANEOUS CLEAN UP ITEMS. INCLUDING
ADOPTION OF AN ADDENDUM TO A NEGATIVE DECLARATION OF
ENVIRONMENTAL REVIEW, AS REPRESENTED IN THE STAFF
REPORT AND ATTACHMENTS DATED JANUARY 8, 2019 (ZONING
REGULATIONS, GENP-0327-2017)
WHEREAS, the City Council of the City of San Luis Obispo conducted a series of
public hearings in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo,
California on October 21, 2014, December 2, 2014, and December 9, 2014 , for the purpose of
final adoption of the Land Use and Circulation Element update project (LUCE); and
WHEREAS, the City Council of the City of San Luis Obispo in the Council Chamber
of City Hall, 990 Palm Street, San Luis Obispo, California on September 18, 2018, adopted an
Ordinance for the comprehensive update to the Zoning Regulations in order to implement the
LUCE; and
WHEREAS, City staff has conducted extensive public outreach in the form of news
releases, stakeholder interviews, regularly scheduled public hearings with the Planning
Commission, and two community workshops held on June 3, 2017 and May 3, 2018; and
WHEREAS, after review of the information gathered by staff during public outreach
and public hearings, staff recommends additional amendments to Tile 17 of the Municipal Code;
and
WHEREAS, the Planning Commission of the City of San Luis Obispo conducted a
public hearing in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo,
California on October 10, 2018, for the purpose of recommending the additional amendments
to Title 17 of the Municipal Code; and
WHEREAS, the City Council of the City of San Luis Obispo conducted a public hearing
in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California on
November 27, 2018, for the purpose of introducing an Ordinance for the amendments to the
Title 17 of the Municipal Code;
WHEREAS, notices of said public hearing were made at the time and in the manner
required by law.
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Ordinance No. 1657 (2019 Series) Page 2
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NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Findings. Based upon all the evidence, the City Council makes the
following finding:
1. The proposed amendments to Title 17 will not cause significant health, safety, or
welfare concerns, since the amendments are consistent with the General Plan and
directly implement City goals and polices.
SECTION 2. Environmental Review. An addendum to the Initial Study / Negative
Declaration for the Zoning Regulations Update (GENP -0327-2017) was prepared for the
proposed amendments to the City Zoning Regulations, Title 17 of the City’s Municipal Code.
The addendum concluded the following:
i) None of the following circumstances included in Section 15162 of the State CEQA
Guidelines have occurred which require a subsequent environmental document:
a) The project changes do not result in new or more severe environmental impacts.
b) The circumstances under which the project is undertaken will not require major
changes to the adopted Negative Declaration.
c) The modified project does not require any new mitigation measures.
ii) The proposed Zoning Regulations Update, including proposed amendments
identified in this Addendum, would make revisions, additions, corrections and
clarifications to various sections of the Zoning Regulations to ensure consistency
and successful implementation of the Land Use and Circulation Element. The
proposed modifications to the previously-approved Zoning Regulations Update are
minor and consistent with the scope of the comprehensive Zoning Regulations
Update.
iii) The changes are consistent with State Law, the City of San Luis Obispo Climate
Action Plan, and the City of San Luis Obispo General Plan.
Based on the foregoing, the City Council does hereby adopt the Addendum to the Initial Study
/ Negative Declaration for the Zoning Regulations Update, as provided in Attachment B.
SECTION 3. Section 17.10.020.A, entitled “Allowed Uses” of the San Luis Obispo
Municipal Code is hereby amended as follows:
A. Allowed Uses. Uses within zones shall be regulated as set forth in Table 2-1: Uses
Allowed by Zone, subject to subsections B through F of this section and additional
regulations specified in the Specific Use Regulations column of Table 2-1. Land uses are
defined in Chapter 17.156 (Land Use Definitions). In Table 2-1, symbols shall have these
meanings:
A The use is allowed as a matter of right.
MUP The use requires a Minor Use Permit approved by the Director, as
provided in Section 17.110.030 (Procedure – Minor Use Permit).
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Ordinance No. 1657 (2019 Series) Page 3
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CUP The use requires a Conditional Use Permit approved by the Planning
Commission, as provided in Section 17.110.030 (Procedure – Minor
Use Permit).
A/MM/A The use is allowed above the ground floor only. Subject to Minor Use
Permit review, the use may be established on the ground floor.
SECTION 4. Section 17.10.020, Table 2-1 entitled, “Uses Allowed by Zone” of the San
Luis Obispo Municipal Code is hereby amended to include an “A” in the column for the R-1
zone and in the line item “Single-Unit Dwellings, Detached,” to read as follows:
Table 2-1: Uses Allowed By Zone
RESIDENTIAL USES
General Residential Housing Types
Single-Unit
Dwellings,
Detached
A CUP A A A A A
SECTION 5. Section 17.18.020, Table 2-6, entitled “R-2 Zone Development
Standards” of the San Luis Obispo Municipal Code is hereby amended to add the term “density”
under the Additional Regulations column, as follows:
Table 2-6: R-2 Zone Development Standards
Development Standard R-2 Zone Additional Regulations
Maximum Residential
Density
12 units/net acre
See also Section 17.70.040 (Density). Regardless of the
density calculation, at least two density units shall be
allowed on each parcel; except this shall not apply to
common interest subdivisions.
SECTION 6. Section 17.20.020, Table 2-8, entitled “R-3 Zone Development
Standards” of the San Luis Obispo Municipal Code is hereby amended to add the term “density”
under the Additional Regulations column, as follows:
Table 2-8: R-3 Zone Development Standards
Development Standard R-3 Zone Additional Regulations
Maximum Residential
Density
20 units/net acre
18 units/net acre for
properties within an Airport
Safety zone
See also Section 17.70.040 (Density).
Regardless of the density calculation, at
least three density units shall be allowed on
each parcel; except this shall not apply to
common interest subdivisions.
SECTION 7. Section 17.22.020, Table 2-10, entitled “R-4 Zone Development
Standards” of the San Luis Obispo Municipal Code is hereby amended to add the term “density”
under the Additional Regulations column, as follows:
Table 2-10: R-4 Zone Development Standards
Development Standard R-4 Zone Additional Regulations
Maximum Residential
Density
24 units/net acre See also Section 17.70.040 (Density). Regardless of
the density calculation, at least four density units
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shall be allowed on each parcel; except this shall
not apply to common interest subdivisions.
SECTION 8. Section 17.32.030.E.2.b.(2) of the San Luis Obispo Municipal Code is
hereby amended as follows:
(2) The project is designed to achieve a minimum value of 50 points on the SLO green build
multi-unit residential greenpoint checklist Green Point Rated New Home Multi-Family
Checklist.
SECTION 9. Section 17.70.120.B of the San Luis Obispo Municipal Code, entitled
“Excluded from Lot Coverage” is hereby amended to add a new subsection 5 as follows:
5. Up to 400 square feet of an accessory dwelling unit. Any additional square footage of an
accessory dwelling unit shall be included in lot coverage.
SECTION 10. Section 17.70.170.C.5a of the San Luis Obispo Municipal Code, is
hereby amended as follows:
5. Architectural Features. The following and similar architectural features may extend into a
required setback no more than 30 inches:
a. Cornices, canopies, eaves, buttresses, chimneys, solar collectors, shading louvers, reflectors,
water heater enclosures, and bay or other projecting windows that do not include usable
floor space, may extend no more than 30 inches into a required setback (see Figure 12:
Architectural Feature Projections into Required Setbacks).
SECTION 11. Section 17.72.030, Table 3-4 entitled “Parking Requirements by Use” of
the San Luis Obispo Municipal Code is hereby amended in the line item “Single-Unit
Dwellings, Detached,” under the Number of Off-Street Parking Spaces Required column to read
as follows:
Table 3-4: Parking Requirements by Use
Type of Land Use Number of Off-Street Parking Spaces Required
RESIDENTIAL USES
General Residential Housing Types
Single-Unit Dwellings, Detached
2 parking spaces for the first four bedrooms, 0.75 space
per each additional bedroom (no requirement for
Accessory Dwelling Units), plus 1 guest parking space per
5 units in a tract development
SECTION 12. Section 17.72.030, Table 3-4 entitled “Parking Requirements by Use” of
the San Luis Obispo Municipal Code is hereby amended in the line item “Multi-Unit
Residential” under the Number of Off-Street Parking Spaces Required column to read as
follows:
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Ordinance No. 1657 (2019 Series) Page 5
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Table 3-4: Parking Requirements by Use
Type of Land Use Number of Off-Street Parking Spaces Required
RESIDENTIAL USES
General Residential Housing Types
Multi-Unit Residential
0.75 space per bedroom (no less than 1 space per dwelling
unit), plus 1 guest parking space per 5 units
Housing occupied exclusively by persons aged 62 or older
may provide 0.5 space per dwelling unit
SECTION 13. Section 17.72.030, Table 3-4 entitled “Parking Requirements by Use” of
the San Luis Obispo Municipal Code is hereby amended in the line item “Medical and Dental
Offices” under the Number of Off-Street Parking Spaces Required column to read as follows:
Table 3-4: Parking Requirements by Use
Type of Land Use Number of Off-Street Parking Spaces Required
Offices
Business and Professional Offices 1 space per 300 sf
Medical and Dental Offices 1 space per 3200 sf
SECTION 14. Section 17.72.030 of the San Luis Obispo Municipal Code, entitled
“Required Parking Spaces” is hereby amended to add a new subsection B to read as follows:
B. Elderly housing parking. Housing occupied exclusively by persons aged 62 or older may provide
one-half space per dwelling unit or one space per four occupants of a group quarters.
Current subsections B and C of Section 17.72.030 are hereby reformatted as C and D,
respectively.
SECTION 15. Section 17.72.040 of the San Luis Obispo Municipal Code, entitled
“Parking for Electric Vehicles” is hereby amended as follows:
A. Parking spaces for electric vehicles shall be provided for all uses as indicated in Table 3-5:
Electric Vehicle (EV) Parking or in accordance with the requirements of the California Green
Building Standards Code and any local amendments thereto, whichever yields the greater number
of spaces. All such spaces shall count toward the minimum required parking spaces before
applying any parking reductions. These requirements do not apply in the Downtown zone or within
an in-lieu fee district.
Table 3-5: Electric Vehicle (EV) Parking
Land Use Number of Total Required Spaces
52-10 11-15 16-250 More than 250
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Ordinance No. 1657 (2019 Series) Page 6
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Multi-unit Residential
with 5 4 or More Units
1 EV ready
space minimum,
plus 25% EV
capable
2 EV ready
spaces minimum,
plus 50% EV
capable
32 EV ready
spaces minimum,
plus 50% EV
capable
10% EV ready
spaces, plus 50%
EV capable
Nonresidential –
Commercial, Office,
Industrial, and Mixed
Use
1 EV ready
space minimum,
plus 25% EV
capable
2 EV ready
spaces minimum,
plus 50% EV
capable
3 EV ready
spaces minimum,
plus 50% EV
capable
10% of parking
EV ready spaces,
plus 25% EV
capable
Industrial 0 EV space
minimum
1 EV space
minimum
2 EV ready
spaces minimum
8% of parking
spaces
B. All electric vehicle spacesEV ready spaces, as defined in this Title, shall be equipped with full
electric vehicle charging equipment, as defined in this Title, including an electric vehicle charging
station, the use of which the property owner or operator may require payment, at his/her discretion.
All EV capable spaces, as defined in this Title, shall be served by an empty raceway to supply power
for future EV charging stations at any given time.
C. Any charging or similar equipment shall not be placed within the required parking s pace
dimensions and shall not obstruct any pedestrian path of travel.
D. Electric EV ready and EV capable spaces and the associated electric vehicle charging equipment
shall be provided for all new developments and whenever a substantial addition to and existing
development is proposed, as defined by Section 17.106.020B (Enlargements and Modifications).
E. Where an existing legal, nonconforming parking condition exists, the EV spaces requirement shall
be based on the existing number of parking spaces, not the required number of parking spaces.
SECTION 16. Section 17.72.070.B, Note 2 of Table 3-6 entitled “Required Bicycle
Parking” of the San Luis Obispo Municipal Code is hereby amended to read as follows:
Table 3-6: Required Bicycle Parking
Land Use
Example
Standard
(Number of Bicycle
Parking Spaces)
Short
Term
Long
Term
Notes:
1. sf = square feet of gross floor area
2. Minimum requirements. All nonresidential uses shall provide a minimum of two bicycle parking spaces per site. In the
case of multi-tenant nonresidential buildings, minimum required bicycle parking shall be two spaces per tenant unit.
Alternative compliance may supersede this requirement.
3. Mixed-use and Mix of Uses. When there are two or more separate primary uses on a site, the required bicycle parking
for the site is the sum of the required parking for the individual primary uses.
4. Short-term and long-term percentages listed in this table are intended as guidelines subject to a final determination by
the Director.
SECTION 17. Section 17.86.020.B.5 of the San Luis Obispo Municipal Code, entitled
“Accessory Dwelling Units and Guest Quarters” is hereby amended to read as follows:
5. Owner-Occupancy. The owner of the property shall occupy either the primary residence or the
accessory dwelling unit. The Director may waive this requirement in one-year increments, not to
exceed a total of five consecutive years, based on a showing of a hardship. A hardship shall
include, but not be limited to, inheritance of property with an accessory dwelling unit. Owner-
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Occupancy is not required in the R-3 or R-4 zones.
SECTION 18. Section 17.86.100.B.2 of the San Luis Obispo Municipal Code, entitled
“Permits Required” is hereby amended as follows:
2. Adult day care facilities serving seven to 12 clients onsite at one time and large family day care
homes for children may be established in any zone where dwellings are allowed, subject to
performance standards listed below. These facilities require written approval by the Director as
a ministerial Director’s Action. In accordance with applicable sections of the California Health
and Safety Code, the Director shall approve the use when he or she determines that the proposed
facility:
SECTION 19. Section 17.86.210, entitled “Recreational Vehicles - Use as Dwelling -
Parked on a Private Lot ” of the San Luis Obispo Municipal Code is hereby amended to add a
new subsection E as follows:
E. Recreational Vehicles as Tiny Houses in Residential Zones. Moveable tiny houses shall be
considered an additional type of accessory dwelling unit, allowed as an accessory use to single-unit
residential dwelling unit, consistent with Government Code, Section 65852.2, subdivision (g) which
allows cities to adopt less restrictive requirements than the State-mandated minimums for accessory
dwelling units. A moveable tiny house that meets the definition in this subsection m ay be built and
occupied as a new detached accessory dwelling unit, subject to the Director’s review and approval
of a Director’s Action application if it complies with the standards of this subsection.
1. Development Standards. Moveable tiny houses shall conform with the requirements for new
detached accessory dwelling units, including but not limited to setbacks, height, and other
applicable zoning requirements of the zone in which the site of the proposed moveable tiny house
is located, except as modified by this subsection.
a. Number. No parcel may be approved for more than one moveable tiny house in a 12-month
period. No parcel may contain more than one moveable tiny house at a time. No parcel may
contain both a moveable tiny house and a conventional accessory dwelling unit.
b. Renewal. The Director shall renew the approval of a movable tiny home for a period of
three to five years upon receipt of a complete application and completion of an inspection
by the City to confirm continued compliance with the standards in this section.
c. Maintenance. The site shall be maintained as set forth in Chapter 17.76 (Property
Maintenance Standards).
d. Location. The moveable tiny house shall be located toward the rear of the property.
e. Size. The maximum square footage or habitable floor space for a moveable tiny house shall
be 300 square feet, as measured by exterior wall dimensions (lofts shall not be counted
toward the maximum square footage). The moveable tiny house shall have at least 100
square feet of first floor interior living space.
f. Replacement Parking. Where a moveable tiny house occupies a required parking space, a
replacement parking space is required. A replacement parking space may be located in any
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configuration on the same lot as the moveable tiny house, including but not limited to
covered spaces, uncovered spaces, or tandem spaces. Parking shall be permitted only in
those locations specified in these Zoning Regulations.
g. Design. The design of a tiny house shall resemble the general appearance, siding, and
roofing of a traditional home.
2. Parking Spaces. Moveable tiny houses shall not require additional parking.
3. Mechanical Equipment. All mechanical equipment for a moveable tiny house shall be
incorporated into the structure and shall not be located on the roof.
4. Utility Connections and Requirements. Moveable tiny houses shall not require separate utility
meters from the primary unit. Moveable tiny houses may be off-grid and not connected to one
or more utility systems, but only if the applicant provides sufficient proof, to the satisfaction of
the Director and the Building Official, that the moveable tiny house has adequate, safe, and
sanitary utility systems providing water, sewer, heating, cooling, and electric power.
5. Addresses. Moveable tiny houses shall not have separate street addresses from the primary unit.
6. Foundation Requirements. Once sited on the parcel of the primary unit, moveable tiny houses
shall meet the following foundation requirements:
a. The moveable tiny house shall not have its wheels removed, and all wheels and
leveling/support jacks shall sit on a concrete, paved, or compacted gravel surface sufficient
to support its weight.
7. Emergency and Rescue Openings. Moveable tiny houses shall meet the requirements of Section
R310 of the California Building Code for emergency escape and rescue openings. Egress roof
access windows in lofts used as sleeping rooms shall be deemed to meet this requirement if
installed such that the bottom of the opening is not more than 44 inches above the loft floor,
provided the egress roof access window complies with the minimum opening area requirements
of California Building Code Section R310.2.1.
8. Procedure Requirements. A Director’s Action application shall be required to establish a
moveable tiny house including the application materials and information required by Section
17.86.020 (Accessory Dwelling Units and Guest Quarters) for an accessory dwelling unit, an
applicant for a moveable tiny house shall submit proof that:
a. The proposed moveable tiny house is licensed and registered with the California
Department of Motor Vehicles;
b. The proposed moveable tiny house has been certified by a qualified third-party inspector as
meeting ANSI, 119.2 or 119.5 requirements or comparable standards, or was built to meet
ANSI 119.2 or 119.5 requirements as demonstrated by sufficient evidence satisfactory to the
Director; at a minimum this inspection shall verify that the unit is in good working order
for living, sleeping, eating, cooking, and sanitation, including the absence of any exterior
shell water leaks;
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c. The applicant is the property owner, or has sufficient written permission from the property
owner, of the intended location of the proposed moveable tiny house;
d. Prior to the issuance of building permits, a covenant agreement shall be recorded which
discloses the structure’s approved floor plan and status as a movable tiny home and
agreeing that the property will be owner-occupied. This agreement shall be recorded in the
office of the County Recorder to provide constructive notice to all future owners of the
property. The covenant agreement also may contain authorization for annual inspections
for compliance with the agreement and to verify continued compliance with requirements of
this Section and health and safety codes. If a property can no longer be occupied as the
owner’s primary place of residence, the movable tiny home shall no longer be used as
overnight sleeping quarters.
SECTION 20. Section 17.92.020.F of the San Luis Obispo Municipal Code, entitled
“Limits on Reconstruction – Exceptions” is hereby amended as follows:
F. Exceptions to this Chapter may be granted by the Director, through a Director’s Action, to allow
additions to nonconforming structures occupied by conforming uses, subject to a finding of
consistency with the intent of this Chapter as follows:
1. Conforming additions to residential structures may be approved by the Directorwithout public
hearing.
2. The Director, through a Director’s Action, may allow certain setbacks to be reduced to zero in
some instances for minor additions to existing legal nonconforming structures (see Section
17.16.020(E)(2)(d)).
SECTION 21. Section 17.138.130 of the San Luis Obispo Municipal Code, entitled
“Eligibility Screening” is hereby amended as follows:
The Housing Authority or other housing provider designated by the City shall screen prospective renters
or buyers of affordable units. Renters or buyers of affordable units shall enter into an agreement with
the City. Occupants must be selected by means of an open, public process which ensures that individuals
of a group of interested participants have equal probability of selection. Private selection of individuals
by project owners is not permitted except for any affordable units.
SECTION 22. Section 17.140.040.K of the San Luis Obispo Municipal Code, entitled
“Parking Requirements” is hereby amended to add a new subsection 2 as follows:
2. Housing developments occupied exclusively by extremely low, very low, or low-income
households, as defined by the State, may provide one car and one bicycle space per dwelling unit.
Existing subsections 2, 3 and 4 are hereby renumbered as 3, 4 and 4, respectfully.
SECTION 23. Section 17.140.070 of the San Luis Obispo Municipal Code, entitled
“Alternative or Additional Incentives” is hereby amended to add a new subsection D, amend
and reformat current subsection D and E as E and F, respectively, as follows:
D. Proposals to construct a housing development that includes affordable units and includes a child
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care facility that will be located on the premises of, as part of, or adjacent to the housing
development, it shall comply with Government Code Section 65915 (h)(1).
DE. Nothing in this Section shall be construed to require the Council Planning Commission to
approve any alternative incentive or concession. The Council Planning Commission shall
approve the requisite number of incentives or concessions afforded by this Section. However, the
details surrounding the incentives or concessions shall be at the discretion of the Council
Planning Commission.
EF. The Council Planning Commission action on any alternative incentive proposal shall be by
resolution. Any such resolution shall include findings relating to the information required in
subsection B or C of this Section.
SECTION 24. Section 17.158.014 of the San Luis Obispo Municipal Code, entitled “E
definitions” is hereby amended to add the following definitions:
EV Capable Space. A parking space constructed with empty raceway (i.e., pathway for future electrical
wiring, usually in enclosed walls or pavement) to supply power for future EV charging stations at any
given time.
EV Ready Space. A parking space constructed with full electrical circuits (e.g., junction box, conduit,
receptacle, overprotecting devices, wiring, etc.) that are ready for connection with an operational EV
charging station at any given time.
SECTION 25. Section 17.158.044 of the San Luis Obispo Municipal Co de, entitled “T
definitions” under definition “Tiny House – Moveable” is hereby amended as follows:
Tiny House - Moveable. A residential dwelling unit that is accessory to a principal residential dwelling
unit located on the same parcel of land, which provides complete independent living quarters for one
household, and meets the following conditions:
1. Is towable by a bumper hitch, frame-towing hitch, or fifth-wheel connection and is designed not
to and cannot move under its own power;
2. Is no larger than allowed by California State law for movement on public highways;
3. Is a detached self-contained residential dwelling unit which includes permanent facilities and
functional areas for living, sleeping, eating, cooking, and sanitation.
SECTION 26. Severability. If any subdivision, paragraph, sentence, clause, or phrase of
this Ordinance is, for any reason, held to be invalid or unenforceable by a court of competent
jurisdiction, such invalidity or unenforceability shall not affect the validity or enforcement of the
remaining portions of this Ordinance, or any other provisions of the city' s rules and regulations.
It is the city' s express intent that each remaining portion would have been adopted irrespective of
the fact that any one or more subdivisions, paragraphs, sentences, clauses, or phrases be declared
invalid or unenforceable
SECTION 27. Implementation. A summary of this ordinance, together with the names of
Council members voting for and against, shall be published at least fiv e (5) days prior to its final
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passage, in the Tribune, a newspaper published and circulated in this City. This ordinance shall go
into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the ___ day of ___, 2018, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on the ___ day of ___, 201 9, on the following vote:
AYES:
NOES:
ABSENT:
____________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this ______ day of ______________, _________.
______________________________
Teresa Purrington
City Clerk
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Department Name: Community Development
Cost Center: 4003
For Agenda of: January 8, 2019
Placement: Consent
Estimated Time: N/A
FROM: Michael Codron, Community Development Director
Prepared By: Diane Dostalek, Senior Civil Engineer
SUBJECT: APPROVAL OF THE FINAL MAP FOR TRACT 2428-3, 3000 CALLE
MALVA (TR 121-13)
RECOMMENDATION
Adopt a resolution (Attachment H) approving the Final Map for Tract 2428-3, 3000 Calle Malva,
and eliminating Condition #1 and authorizing the Mayor to execute a Subdivision Agreement and a
Conservation Easement.
REPORT-IN-BRIEF
A vesting tentative map for Tract 2428 was originally approved by the City Council on July 3,
2007, by Resolution No. 9917 (Series 2007). Revised conditions that superseded the previous
tentative map conditions were approved by Council on April 15, 2014, by Resolution No. 10514
(2014 Series).
Maps for Phases 1 and 2 of Tract 2428 have been recorded and construction is underway. This is
the 3rd and final phase of Tract 2428 and will finalize the creation of 78 single-family residential
lots.
It is recommended that Condition #1 requiring construction of a Class I bike path from the
existing Prado terminus to Broad Street be removed from the project requirements rather than
pursue eminent domain. The Damon-Garcia family is unwilling to dedicate the land for the bike
path at this time because it would conflict with their existing uses on the property. The path is
shown in the Orcutt Area Specific Plan (OASP). Construction of the path would become the
responsibility of whomever develops the Damon-Garcia property.
There is a protected species of plant located on Tract 2428 called adobe sanicle (Sanicula
maritima). Some of the plants are located on lots intended to be developed. The California
Department of Fish & Wildlife (CDFW) has authorized relocation of these plants to locations
with suitable habitat for the plant to thrive. These locations include Laguna Lake Natural
Reserve and open space Lot 172 of Tract 2428-1 which is in the South Hills Natural Reserve.
Both of these locations have existing adobe sanicle located on them. CDFW is requiring the City
to enter into a Conservation Easement to forever preserve these adobe sanicle areas.
There is no new fiscal impact to the City associated with approving the final map for Tract 2428-3,
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but there will be costs to the City to maintain the adobe sanicle locations on City property. Funding
for that maintenance will be covered by an endowment fund being created by the Subdivider. The
Subdivider will compensate the City for the use of the land as off-site mitigation.
The Public Works Director has determined that the final map is in substantial compliance with
the previously approved tentative map and approved modifications thereof, so approval of the
final map by Council is recommended. California Government Code states that the Legislative
body cannot deny a final map if it finds that the final map is in substantial compliance with the
previously approved tentative map. The approval of a final map is considered a min isterial
action.
DISCUSSION
Background/Previous Council Action
Tract 2428 (TR 121-13) is located at 3000 Calle Malva (Attachment A, Vicinity Map). A vesting
tentative map for Tract 2428 was originally approved by the City Council on July 3, 2007, by
Reso lution No. 9917 (Series 2007) as TR 98-06. Revised conditions that superseded the previous
tentative map conditions were approved by Council on April 15, 2014, by Resolution No. 10514
(2014 Series) (Attachment B - Reading File). The tentative map (excerpt s included as
Attachment C - Reading File) contained a total of 178 lots consisting of 165 single-family lots,
five lots for up to 26 units of affordable housing, two lots for six market -rate condominium units,
five lots for riparian open space, and one 71-acre hillside lot for permanent open space.
Subsequent to Council’s approval of the revised conditions, the applicant proposed to reduce the
original 178 lots down to 172 lots for constructability and marketability purposes. The new lot
configuration includes a total of 172 lots consisting of 161 single-family lots, five lots for up to
26 units of affordable housing, five lots for riparian open space, and one 71 -acre hillside lot for
permanent open space. An exhibit showing the old lot configuration and numbering and the new
lot configuration and numbering is attached (Attachment D). This change to the tentative map is
minor and is consistent with the intent and spirit of the original tentative map. The tentative map
conditions of approval refer to the old lot numbering, so Attachment D is helpful in interpreting
the conditions based on the new lot numbering.
Tract 2428 was intended to be recorded in three phases (Attachment E, Phasing Plan).
Tract 2428-1, the first phase of Tract 2428, was approved by Co uncil on August 16, 2016, by
Resolution No. 10737 (2016 Series). It created 45 single-family lots (Lots 1-14, 72 to 80, and 86
to 107), two lots for riparian open space (Lots 81 and 84), one 71 -acre hillside lot that was
dedicated to the City for permanent open space (Lot 172), and one Remainder lot for the future
phases. Tract 2428-2, the second phase of Tract 2428, was approved by Council on August 15,
2017, by Resolution No. 10825 (2017 Series). It created 36 single-family lots, (Lots 62 to 71,
Lots 139 to 162, and Lots 170 to 171), three lots for riparian open space (Lots 82, 83 and 85),
seven lots for affordable housing (Lots 163 to 169) for up to 26 affordable housing units, and two
lots for future phases (Lots A and B). Both phases are currently under construction.
Phase 3 Final Map
Tract 2428-3 is the third and final phase of Tract 2428. It is a subdivision of Lots A and B of
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Tract 2428-2. Tract 2428-3 is creating 78 single-family lots (Lots 15 to 61 and Lots 108 to 138),
two lots for riparian open space (Lots 82 and 83) and one non-buildable lot (Lot C). The total
number of lots being created with all phases of Tract 2428 is 172, which matches the revised
tentative map, plus one additional non-buildable Lot C.
The creation of Lot C was necessitated due to the location of a retaining wall. The wall bisects
Lot 108 of Tract 2428-3 making the portion below the wall unusable by Lot 108. The Subdivider
requested that the City approve creation of a non-buildable lot with Phase 3 so that the lot could
be used by and possibly transferred to the adjacent Lot 107 of Tract 2428 -2. The alternative to
creating the lot would have been to record Tract 2428-3 with this portion included in Lot 108,
then do a lot line adjustment to transfer the lot to Lot 107. Creating the additional non-buildable
lot simplified the process because the lot could then be used by Lot 107 and eventually merged
with Lot 107, which is a simpler and less costly alternative to a lot line adjustment. A Notice of
Requirements over Lot C is being recorded concurrently with the map that identifies this lot as
non-buildable. It will either be held in title by Lot 107 as a separate non-buildable lot, merged
with Lot 107, or held by the developer with an easement over it for Lot 107 to use. The creation
of Lot C was deemed to be in substantial compliance with the tentative map because it is a
non-buildable lot.
The other minor revision to the final map which was requested by the Subdivider is the
reconfiguration of Lots 58 to 61 in the southeast corner of the subdivision to eliminate the
landlocked lot. Lots 122 to 126 were reconfigured to make room for an additional lot so there
would be no net change to the number of single-family lots. This revision was deemed to be in
substantial compliance with t entative map by the Community Development Director pursuant to
City Municipal Code Section 16.10.160.
Affordable Housing
The affordable housing requirements of Condition #77 were met when the subdivider dedicated
Lots 163 to 169 to the Housing Authority o f the City of San Luis Obispo (HASLO) with Phase 2
of the map. The average residential unit size of the entire tract does not exceed 2000 square feet,
so additional affordable housing is not required.
Prado Road Bike Path
Condition #1 of the tentative map required the subdivider to construct a Class 1 bike path
connecting the existing terminus of Prado Road to Broad Street at the Damon-Garcia Sports
Field, which is over ½ mile away. The condition was subject to acquisition of right -of-way from
the Damon-Garcia family. The City has met with the Garcia family multiple times during each
phase of Tract 2428 to discuss possible alignment of the trail and compensation for the right -of-
way. The discussions were unsuccessful in generating an interest from the famil y to provide an
easement along the Prado Road alignment, which is the only alignment that had the potential for
reimbursement. The Garcia family stated that this alignment would conflict with existing uses on
their property since the bike path would have to be fenced to keep out cattle and trespassers.
Although other alignment options are possible, there is no approved development plan for the
property, so it would just be guess work on where the trail could be located to have the least
amount of conflict w ith future development. Even then, it would be likely that the trail would
have to be reconstructed wholly or in part when development occurs, causing disruption to trail
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users and resulting in throw-away work. Removal of the condition was expressly contemplated
in the language of Condition # 1. Specifically, the condition stated in part that: If the Council
concludes that it does not want to acquire the right of way via eminent domain and thereby the
project cannot be completed, the Subdivider shall be alleviated from completing Condition #1.
Pursuant to Condition #1.a and Government Code Section 66462.5, the Subdivider is requesting
that Council relieve the Subdivider of this condition rather than pursue the eminent domain
process. Eliminating the condition does not mean that the bike path would never be completed. It
is shown in the OASP. It just means that it will be delayed, and construction of the path will be
become the responsibility of whomever develops the Damon-Garcia property.
It is recommended Condition #1 be removed from the project requirements rather than pursue
eminent domain. The resolution approving the final map also includes elimination of this
condition. Alternatively, the City Council could require that the Developer enter into an off-site
acquisition agreement whereby the developer would pay for the City’s costs in acquiring the off-
site right of way.
Approving the Final Map
The tentative map has an initial two-year life per Municipal Code Section 16.10.150. With the
automatic extensions granted by the State Legislature per Sections 66452.21, 66452.22,
66452.23, and 66452.24 of the Subdivision Map Act (SMA), a City-granted extension of two
years, and a three-year extension allowed for phasing of the map per Section 66452.6 of the
SMA, this vesting tentative map now has an expiration date of July 3, 2021. Modifying the
tentative map conditions did not extend the life of the map. All phases of the map must record
prior to expiration of the tentative map. Additional time extensions are allowed.
The final map for Tract 2428-3 (Attachment F) is ready to be approved. There are a few minor
revisions still required for technical accuracy and condition compliance, but those changes will
be completed before the map records. Pursuant to Section 16 .14.080 of the Municipal Code, the
Public Works Director has determined that the final map is in substantial compliance with the
tentative map and approved modifications thereof. California Government Code Section 66474.1
states that “a Legislative body shall not deny approval of a final or parcel map if it has previously
approved a tentative map for the proposed subdivision and if it finds that the final or parcel map
is in substantial compliance with the previously approved tentative map.” The approval of a final
map is considered a ministerial action.
Appropriate securities will be submitted prior to map recordation to guarantee completion of the
required subdivision improvements as shown in the Subdivision Agreement (Attachment G). The
Subdivision Agree ment is still in draft form as some details still need to be confirmed with the
Subdivider such as amount and timing of fee payments, bonds, and specific language in the
agreement. The resolution approving the final map (Attachment H) also authorizes the M ayor to
sign the Subdivision Agreement requiring the Subdivider to complete the subdivision
improvements.
Adobe Sanicle
There is a protected species of plant located on Tract 2428 called adobe sanicle (Sanicula
maritima). Although some of the plants are located in areas within Tract 2428 that will be fenced
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off (HOA-owned creek Lot 82 of Tract 2428-2, City-owned open space Lot 172 of Tract 2428-1,
and City street right -of-way along Arezzo) others are located on lots intended to be developed
(Lots 122 to 126 and Lot 61). The on-site adobe sanicle locations are shown in Attachment I.
The subdivider obtained an “incidental take permit” from the California Department of Fish and
Wildlife (CDFW) authorizing the relocation of the adobe sanicle from the sites to be developed
to a suitable site where the plants can survive undisturbed. It is anticipated that relocation of the
plants will begin in February 2019.
CDFW, in conjunction with the City’s Natural Resources Manager, approved relocation of the
plants to the City-owned open space Lot 172, which is part of the South Hills Natural Reserve,
and Laguna Lake Natural Reserve, both of which currently have adobe sanicle located on them.
Relocation of the plants to these areas will not affect any existing public access rights because
these areas are not active or usable parts of the properties. The City will be compensated for the
use of these areas as discussed in the Fiscal Impact section below.
CDFW is requiring the City to grant to CDFW a Conservation Easement to preserve the plants
and the subdivider is establishing an endowment fund to pay for the perpetual maintenance of
these plant areas, including the fencing, on Lot 172, Laguna Lake Natural Reserve and in the
Arezzo right -of-way. A draft Conservation Easement submitted to CDFW for review is included
as Attachment J. The easement has not yet been reviewed by CDFW, so revisions are
anticipated. The resolution approving the final map authorizes the Mayor to approve revisions to
the Conservation Easement and execute the easement in a form substantially the same as shown in
the attachment and as approved by the Community Development Director, the Natural Resources
Manager, and the City Attorney. The resolution also authorizes the Mayor to execute any other
easements or agreements related to the adobe sanicle in a form approved by the Community
Development Director, the Natural Resources Manager, and the City Attorney. Until such time as
the plant relocation is complete and the necessary easements are in place as required by CDFW, no
building permits will be issued on Lots 122 to 126 and Lot 61. The subdivider has agreed to
record a Notice of Requirements restricting development on these lots until the requirements for
plant relocation and easements are met.
Policy Context
The proposed action approving the final map is consistent with the policies set forth in the
previously referenced Municipal Code and California Government Code sections.
Public Engagement
Public notification for the tentative map and environmental d ocument occurred with the Planning
Commission hearing on March 26, 2014. Approval of the final map is considered a ministerial
action, so a public hearing to approve the final map is not required.
CONCURRENCES
The Director of Public Works and the Natural Resources Manager concur with the recommended
action.
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ENVIRONMENTAL REVIEW
The City Council adopted the project’s Mitigated Negative Declaration (MND) on July 3, 2007
and approved an Addendum on April 15, 2014. The Final Environmental Impact Report prep ared
for the Margarita Area Specific Plan and the amended MND for this project constitute the
complete environmental determination for the project. The final map is substantially in
compliance with the tentative map evaluated with this prior environmental determination.
Approval of the final map is statutorily exempt under the California Environmental Quality Act
(CEQA) pursuant to Section 15268(b)(3) Ministerial Projects (approval of final subdivision
maps) of Title 14 of the California Code of Regulatio ns (State CEQA Guidelines). Therefore, no
further environmental review is required.
FISCAL IMPACT
Budgeted: No Budget Year: N/A
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund 0 0 0
State 0 0 0
Federal 0 0 0
Fees 0 0 0
Other:
Endowment Fund
0 $2,831 Annual ongoing
costs
Total 0 $2,831 Annual ongoing
costs
There is no new fiscal impact to the City associated with approving the final map for Tract 2428-3.
The table above represents costs estimated by Althouse & Meade to maintain the adobe sanicle
plant locations following their initial establishment period on the open space Lot 172, Laguna Lake
Natural Reserve, the street right-of-way of Arezzo, and on the HOA Lot 82. The subdivider is
creating an endowment fund of $80,874 to produce the annual income necessary for long-term
planting, establishing, maintaining, monitoring and reporting of the adobe sanicle locations. The
HOA and the City will be able to draw from this endowment fund. The endowment fund will be
created prior to map recordation, unless deferral is approved by the Community Development
Director and CDFW.
The Subdivider paid the City $2,000 for the 0.84 acres of City land being used for the off-site
adobe sanicle mitigation. Although the City will retain ownership of the land, a fee simple value
was used to calculate the value rather than an easement value because of the use restrictions that
will be placed over the property. The fee simple value of the land was estimated at $2,500/acre
given its environmental constraints, topography, and restrictions.
The public improvements that will be constructed with this phase will result in an increase in
Packet Pg. 46
Item 6
maintenance costs for the public streets, public water and sewer, and other infrastructure upon
acceptance of the improvements by the City. These costs will be shown in future Financial Plans as
the facilities are accepted and begin to require standard maintenance. The bike paths will be open to
the public but will be privately-maintained by the HOA. The private streets, private sewer, private
drainage, and private open space will be maintained by the HOA.
ALTERNATIVES
Deny approval of the final map. Denying approval of the final map can apply if findings are
made that the requirements or conditions of the tentative map have not been met or performed
(Section 66473 of the Subdivision Map Act) or if findings are made that the final map is not in
substantial compliance with the previously approved tentative map (Sec tion 66474.1 of the
Subdivision Map Act). Because the final map is in substantial compliance with the tentative map
and all of the conditions of the map will be met or securities deposited prior to map recordation,
Sections 66474.1 and 66473 of the Subdivision Map Act require that City Council approve the
map. Therefore, denying approval of the final map is not a recommended alternative unless the
required findings are made.
Continue approval of the final map. If Council decides not to relieve subdivider o f the condition
to construct the Class I bike path to Broad Street, then Council can continue approval of the map
and direct staff to begin the process of eminent domain. This option is not recommended because
the eminent domain process is lengthy and cost ly and would delay construction of additional
housing stock. Furthermore, construction of the trail would conflict with existing uses on the
Damon-Garcia property because it would have to be fenced to keep out cattle and trespassers. It
could also conflict with future development on the property resulting in realignment of an
already constructed trail when development occurs. Eliminating the condition does not preclude
the City’s ability to acquire the bike connection in the future when the Damon-Garcia property
develops because it is shown in the OASP.
Attachments:
a - Vicinity Map
b - Reading File - Resolution No. 10514 (2014 Series)
c - Reading File - Tentative Map
d - Revised Lot Numbering
e - Phasing Plan
f - Final Map
g - Subdivision Agreement
h - Draft Resolution Approving Final Map
i - Adobe Sanicle locations
j - Conservation Easement - City property
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Item 6
1
SUBDIVISION AGREEMENT
THIS AGREEMENT is dated this ______ day of ___________201___ by and
between Margarita Ranch SLO, LLC, a California limited liability company, herein referred
to as "Subdivider," and the CITY OF SAN LUIS OBISPO, herein referred to as the "City."
RECITALS
REFERENCE IS HEREBY MADE to that certain proposed subdivision of real
property in the City of San Luis Obispo, County of San Luis Obispo, State of California, a
description of which is shown on the Final Map of Tract 2428-3, City of San Luis Obispo,
California, as approved by the City Council on the ____ day of ___________, 201___.
The Subdivider desires that said Tract 2428-3 be accepted and approved as a Final
Map pursuant to the Subdivision Regulations of the City of San Luis Obispo (Title 16 of the
San Luis Obispo Municipal Code), and
It is a condition of said regulations that the Subdivider agree to install the
improvements as set forth on the plans therefore.
TERMS AND CONDITIONS:
In consideration of the foregoing, the Subdivider does hereby agree to construct
and install the following Phase 3 subdivision improvements in accordance with said
subdivision regulations, and in accordance with approved plans and specifications on file
in the office of the City Engineer, City of San Luis Obispo, to wit:
1. CURB, GUTTERS AND SIDEWALKS
2. STREET BASE AND SURFACING
3. PEDESTRIAN AND BICYCLE PATHS
Packet Pg. 60
Item 6
2
4. WATER MAINS and SEWER MAINS, including sewer laterals to the property line
and water services to the curb stop.
5. LANDSCAPING
6. DRAINAGE STRUCTURES
7. STREET LIGHTS
8. ELECTRIC, GAS, TELEPHONE AND CABLE TELEVISION: In addition to the
inspection and approval of such facilities by the City, each public utility shall be
required to file a letter stating that the developer has properly installed all facilities to
be provided by him, and that the said utility is prepared to provide service to
residents upon request.
9. ENVIRONMENTAL MITIGATION
10. ANY & ALL OTHER IMPROVEMENTS shown on plans or required by project
approvals.
All of the above facilities shall be installed in the locations designated and to the plans and
specifications on file and approved by said City Engineer.
The lines and grades for all of said improvements shall be established by the
Subdivider in accordance with said approved plans and specifications.
The Subdivider agrees that the work of installing the above improvements shall
begin within thirty (30) days from the date of recording of the final map, and that the work
shall be completed within twelve (12) months of said recording date, unless an extension
has been granted by the City, provided that if completion of said work is delayed by acts of
God or labor disputes resulting in strike action, the Subdivider shall have an additional
period of time equivalent to such period of delay in which to complete such work. Any
extension of time hereunder shall not operate to release the surety on the Improvement
Security filed pursuant to this agreement. In this connection, the surety waives the
provisions of Section 2819 of the Civil Code of the State of California.
Packet Pg. 61
Item 6
3
No building permits will be issued nor occupancy granted after the expiration date
of the agreement until completion and acceptance of all subdivision improvements unless
specifically approved by the City.
The Subdivider does also agree to comply with the conditions established by the
City Council and has paid the necessary fees as indicated on the attached Exhibits 1
and 2.
The restoration of lost section corners and retracement of section lines within the
Subdivision shall be in accordance with Article 5, paragraph 8771 et seq., of the
Professional Land Surveyors Act, Chapter 15 of the Business and Professions Code of the
State of California.
The Subdivider attaches hereto, as an integral part hereof, and as security for the
performance of this agreement, an instrument of credit or bond approved by and in favor
of the City of San Luis Obispo, and conditional upon the faithful performance of this
agreement. Said instrument of credit or bond is in the amount of $3,295,200 which is the
amount of the estimated cost of said improvements for Phase 3.
Subdivider agrees to remedy any defects in the improvements arising from faulty
workmanship or materials or defective construction of said improvements occurring within
twelve (12) months after acceptance thereof. In accordance with Sections 66499.7 and
66499.9 of the Government Code of the State of California, upon final completion and
acceptance of the work, City will release all but 10% of the improvement security, that
amount being deemed sufficient to guarantee faithful performance by the Subdivider of his
obligation to remedy any defects in the improvements arising within a period of one year
following the completion and acceptance thereof.
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Item 6
4
Completion of the work shall be deemed to have occurred on the date which the
City Council shall, by resolution duly passed and adopted, accept said improvements
according to said plans and specifications, and any approved modifications thereto.
Neither periodic nor progress inspections or approvals shall bind the City to accept said
improvements or waive any defects in the same or any breach of this agreement.
“AS-BUILT” record drawings are to be submitted within four weeks of completion of
construction and prior to City acceptance of the public improvements.
If the Subdivider fails to complete the work within the prescribed time, the
Subdivider agrees that City may, at its option, declare the instrument of credit or bond
which has been posted by Subdivider to guarantee faithful performance, forfeited and
utilize the proceeds to complete said improvements, or city may complete said
improvements and recover the full cost and expense thereof from the Subdivider or his
surety.
The Subdivider has deposited with the City a labor and materials surety in the
amount of 50% of the above described subdivision improvements ($1,647,600) in
accordance with State law.
Said Subdivider shall pay an inspection fee for City to inspect the installation of said
subdivision improvements, and to verify that they have been completed in accordance with
the plans and specifications.
Title 16 of the San Luis Obispo Municipal Code, entitled "Subdivision," all plans and
specifications on file with said City Engineer as a part of said Subdivision Map, and all
other documents filed with the City by the Subdivider and approved by the City Engineer
Packet Pg. 63
Item 6
5
are hereby referred to for further particulars in interpreting and defining the obligations of
the Subdivider under this agreement.
Pursuant to Government Code Section 66474.9(b), the subdivider shall defend,
indemnify and hold harmless the City and/or its agents, officers and employees from any
claim, action or proceeding against the City and/or its agents, officers or employees to
attack, set aside, void or annul, the approval by the City of this subdivision, and all actions
relating thereto, including but not limited to environmental review (“Indemnified Claims”).
The City shall promptly notify the subdivider of any Indemnified Claim upon being
presented with the Indemnified Claim and City shall fully cooperate in the defense against
an Indemnified Claim.
It is understood and agreed by and between the Subdivider and the City hereto that
this agreement shall bind the heirs, executors, administrators, successors and assigns of
the respective Parties to this agreement.
It is agreed that the Subdivider will furnish copies of the successful bidder's contract
unit prices and total bid prices for all of the improvements herein referred to.
IN WITNESS WHEREOF, this agreement has been executed by:
CITY OF SAN LUIS OBISPO SUBDIVIDER
Margarita Ranch SLO, LLC,
a California limited liability company
MAYOR Heidi Harmon
Dennis Moresco, Vice President
ATTEST:
CITY CLERK Teresa Purrington
Packet Pg. 64
Item 6
6
EXHIBIT 1
TRACT 2428-3
SUBDIVISION AGREEMENT
1. The Subdivider has deposited a monumentation security in the amount of $31,400 to
guarantee the installation of survey monuments in accordance with the approved map and
payment for same. Said guarantee will be released once the installation of monuments has
been verified and that existing monuments have not been disturbed, and upon receipt by the
City of a letter from the Surveyor indicating that they have completed the work and have
been paid. Subdivider shall adhere to the requirements of California Business and
Professions Code Section 8771 with regards to monument preservation. The monumentation
security also guarantees the replacement of any monuments that were disturbed during
construction, along with filing of Records of Survey or Corner Records required by said
Section 8771
2. Improvement plancheck fees for all phases of the subdivision were paid with Phase 1. No
additional plancheck fees are required for Phase 3.
3. Construction inspection fees for Phase 3 of the subdivision have been paid, as listed in the
attached EXHIBIT 2, based on the $3,295,179 construction cost estimate for Phase 3.
4. The subdivider shall comply with all requirements of Council Resolution No. 10514 (2014
Series) approving the tentative map.
5. Pursuant to Condition #7 of Council Resolution No. 10514 (2014 Series), the Subdivider
has deposited a faithful performance security in the amount of $130,000 to retain a qualified
traffic consultant to conduct traffic counts and speed measurements one-year after final
occupancy or complete build-out of the subdivision or acceptance of public improvements,
whichever occurs later. If the traffic volumes or speeds exceed City standards, the $130,000
security will be retained by the City to guarantee that Subdivider install additional
City-approved traffic calming measures to reduce volume and speeds to comply with City
standards. The additional measures shall be installed within six (6) months following notice
from the City to install said measures. Another traffic study shall be performed twelve (12)
months after complet ion of construction of the additional traffic calming measures. The
$130,000 security will be released to the Subdivider once a City-approved traffic study
demonstrates that traffic volumes and speeds comply with City standards.
6. The Subdivider has established an account in the amount of $166,689 to fund the annual
cost of maintenance, protection, monitoring and reporting of the adobe sanicle plant for the
initial period of time required by the California Incidental Take Permit for Tract 2428 issued
by the California Department of Fish & Wildlife.
7. The Subdivider has established an endowment fund in the amount of $80,874 to generate
sufficient revenue to fund the annual cost of maintaining the adobe sanicle locations in
perpetuity. The City and the Toscano Homeowners Association may draw from this fund in
order to maintain the adobe sanicle locations on their respective properties.
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Item 6
7
8. The Subdivider has compensated the City $2,000 for the use of the City’s property as
off-site mitigation for the adobe sanicle.
Packet Pg. 66
Item 6
8
EXHIBIT 2
TRACT 2428-3
FEE AND BOND LIST
(3000 Calle Malva)
Amount Form Date
Received
Bond Release Status
Bonds and Guarantees:
Total Faithful Performance for
Phase 3 subdivision improvements (“FPB”)
$3,295,200 xxx xxx Can be released upon City acceptance of
improvements and deposit of one-year
warranty surety.
Labor & Materials (50% of total cost of Phase 3
improvements)
$1,647,600 xxx xxx Can be released 90 days after acceptance
of improvements, if no claims. (Civil
Code Section 8412)
Monument Guarantee for Phase 3 $31,400 CD or
Letter of
Credit
xxx Can be released upon verification that
monuments have been set and surveyor
has been paid.
Faithful Performance
for completion of traffic counts and speed
measurements and installation of additional
traffic calming measures
$130,000 Rider to
Tract
2428-1
xxx See Exhibit 1 for timing and
requirements regarding release.
10% Warranty $329,520 To be
determined
To be
collected prior
to release of
FPB
Can be released one-year after acceptance
of improvements, if no defects.
Fees:
Map Check Fee for Phase 3 $26,394.91 Check 1/30/18
Plan Check Fee Paid with Phase 1
Construction Inspection fee for Phase 3 $112,444.82 Xxx xxx
Park In-Lieu Fee for Phase 31 To be collected with building permit
Affordable Housing Requirements Fulfilled in Phase 2 by dedication of lots to the Housing Authority
Water, Wastewater, and Traffic Impact Fees1 To be collected with building permit
Payment for use of Laguna Lake Park and Lot
172 as off-site mitigation for adobe sanicle
$2,000 Paid with license agreement.
Fund for initial capital costs, maintenance and
reporting of adobe sanicle locations
$166,689
Endowment for perpetual maintenance of adobe
sanicle locaitons
$80,874
1 All Impact Fees are adjusted annually (July 1) based on C CI. Credit given for demolished units.
Packet Pg. 67
Item 6
R _____
RESOLUTION NO. (2019 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE FINAL MAP FOR
TRACT 2428-3 (3000 CALLE MALVA, TR 121-13)
WHEREAS, the City Council made certain findings concerning the phased vesting tentative
map for Tract 2428, as prescribed in Resolution No. 10514 (2014 Series); and
WHEREAS, the Community Development Director approved minor corrections to the
tentative map as allowed by the City Municipal Code and California Government Code; and
WHEREAS, the City Council approved the final map for the first phase of Tract 2428
(Tract 2428-1) on August 16, 2016, by Resolution No. 10737 (2016 Series); and
WHEREAS, the City Council approved the final map for the second phase of Tract 2428
(Tract 2428-2) on August 15, 2017, by Resolution No. 10825 (2017 Series); and
WHEREAS, the subdivider has requested that the Council approve this third and final phase
of Tract 2428 (Tract 2428-3); and
WHEREAS, subdivider has been unable to acquire an off-site easement for a bike path to
connect to Prado Road required per Condition #1 of Council Resolution No. 10514 (2014 Series);
and
WHEREAS, the City Council has elected not to lend their powers of condemnation to
acquire said off-site easement for a bike path; and
WHEREAS, all other requirements, conditions and mitigation measures required per said
Resolution No. 10514 (2014 Series) have been completed or appropriate securities will be in place
to guarantee their completion prior to map recordation ; and
WHEREAS, the subdivider will submit appropriate securities to guarantee installation of
the required subdivision improvements as shown on the approved plans for this phase prior to map
recordation, and all fees for this phase will be received prior to map recordation, as prescribed in
the Subdivision Agreement; and
WHEREAS, an incidental take permit for Tract 2428 issued by the California Department of
Fish and Wildlife (CDFW) requires the City to grant to CDFW a Conservation Easement for the
adobe sanicle plant that is located on or being relocated to Lot 172 of Tract 2428-1, the street right-
of-way along San Vincenzo, and Laguna Lake Park; and
Packet Pg. 68
Item 6
Resolution No. (2019 Series) Page 2
WHEREAS, the City Council adopted the project’s Mitigated Negative Declaration (MND)
on July 3, 2007, and approved an Addendum on April 15, 2014. The Final Environmental Impact
Report prepared for the Margarita Area Specific Plan and the amended MND for this project
constitute the complete environmental determination for the project. Approval of a final map is
statutorily exempt under the California Environmental Quality Act (CEQA) pursuant to Section
15268(b)(3) Ministerial Projects (approval of final subdivision maps) of Title 14 of the California
Code of Regulations (State CEQA Guidelines. Therefore, no further environmental review is
required.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. Condition #1 of Resolution No. No. 10514 (2014 Series) is hereby waived.
SECTION 2. The final map for Tract 2428-3 is found to be in substantial compliance with
the tentative map.
SECTION 3. The Subdivision Agreement for Tract 2428-3 is approved and the Mayor is
authorized to approve minor revisions to the agreement and execute the document in a form
substantially the same as shown in Attachment G of the staff report.
SECTION 4. Approval of the final map for Tract 2428-3 shown in Attachment F of the staff
report is hereby granted with the understanding that minor changes to the final map for technical
accuracy and condition compliance may still be needed. The Public Works Director is authorized to
approve these changes and record the map when it is deemed to be complete and all conditions and
mitigation measures are complied with.
SECTION 5. The Mayor is authorized to approve revisions to the Conservation Easement
for the adobe sanicle granting an easement on City property to the California Department of Fish &
Wildlife and execute the easement in a form substantially the same as shown in Attachment J of the
staff report and as approved by the Community Development Director, the Natural Resources
Manager, and the City Attorney. The Mayor is also authorized to execute any other easements or
agreements related to the adobe sanicle in a form approved by the Community Development Director,
the Natural Resources Manager, and the City Attorney.
SECTION 6. The Mayor and City staff are authorized to take action necessary to carry out
the intent of this resolution.
Packet Pg. 69
Item 6
Resolution No. (2019 Series) Page 2
SECTION 7. Environmental Review. The Final Environmental Impact Report prepared for
the Margarita Area Specific Plan and the amended Mitigated Negative Declaration for Tract 2428
constitute the complete environmental determination for the project. Approval of the final map is
statutorily exempt under the California Environmental Quality Act (CEQA) pursuant to Section
15268(b)(3) Ministerial Projects (approval of final subdivision maps) of Title 14 of the California
Code of Regulations (State CEQA Guidelines). Therefore, no further environmental review is
required.
Upon motion of _______________________, seconded by ________________________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this ______ day of _______________ 2019.
____________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo , California, this ______ day of ______________, _________.
____________________________________
Teresa Purrington
City Clerk
Packet Pg. 70
Item 6
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Packet Pg. 71
Item 6
Page 1
32476\6431813.4
RECORDING REQUESTED BY AND
WHEN RECORDED RETURN TO:
State of California
Department of Fish and Wildlife
Habitat Conservation Planning Branch
1419 9th Street, Room 1266
Sacramento, CA 95814
Exempt from recording fees – Govt. Code §6103
CONSERVATION EASEMENT DEED
This CONSERVATION EASEMENT DEED (“Conservation Easement ”) is made this
_____ day of ____________20____ (“Effective Date”), by THE CITY OF SAN LUIS OBISPO,
CALIFORNIA, a municipal entity (“Grantor") in favor of THE STATE OF CALIFORNIA
(“Grantee”), acting by and through its Department of Fish and Wildlife, with reference to the
following facts:
RECITALS
A. Grantor is a California municipal entity and is the sole owner in fee simple of those
certain real properties located in the City of San Luis Obispo, County of San Luis Obispo, State of
California, described as: (1) a parcel within Laguna Lake Natural Reserve (“LLNR”), as more fully
described on Exhibit A attached hereto and incorporated herein by reference; and (2) a parcel within
South Hills Natural Reserve (“SHNR”), as more fully described on Exhibit B attached hereto and
incorporated herein by reference. These parcels within LLNR and SHNR shall be collectively
referred to herein as the “Propert ies.”
B. Grantor intends to grant a conservation easement over: (1) a 0.34-acre portion of
LLNR (“LLNR Easement Area”), which is legally described and depicted in Exhibit C attached
hereto and incorporated herein by reference; and (2) a 0.29-acre and 0.21-acre portion of SHNR
(collectively “SHNR Easement Area”), which is legally described and depicted in Exhibit D attached
hereto and incorporated herein by reference. The LLNR Easement Area and SHNR Easement Area
shall be collectively referred to herein as the “Easement Areas.”
C. LLNR is comprised of approximately 344 acres that is governed by a Conservation
Plan so as to be managed in accordance with Grantor’s Open Space Regulations and the
Conservation and Open Space Element of Grantor’s General Plan. The Conservation Plan provides
a framework for long-term stewardship of the reserve, and it places a priority on maintaining the
natural ecosystem, including the protection of plants and animals. Among other things, species of
special concern or with designations under the California Native Plant Society are protected and
monitored for long-term recovery. One of the sensitive plant species found and specifically
protected by Grantor at the reserve is the Adobe Sanicle (Sanicula maritima).
Packet Pg. 72
Item 6
Page 2
32476\6431813.4
D. SHNR is comprised of approximately 130 acres t hat is governed by a Conservation
Plan so as to be managed in accordance with Grantor’s Open Space Regulations and the
Conservation and Open Space Element of Grantor's General Plan. The Conservation Plan provides a
framework for long-term stewardship of t he reserve, and it places a priority on maintaining the
natural ecosystem, including the protection of native plant and animal species. One of the sensitive
plant species found at the reserve is the Adobe Sanicle.
E. On April 15, 2014, the City Council o f the City of San Luis Obispo approved
Resolution No. 10514 (2014 Series) authorizing the development of Tract 2428 in the Margarita
Area of the City subject to certain conditions of approval (“Project”).
F. Mitigation Measure No. 6 of Section 2 of Resolution No. 10514 (2014 Series) for the
Project allows for relocation of some individuals of Adobe Sanicle on Tract 2428 to suitable sites
within the Project open space as well as other suitable off-site locations approved by Grantor. The
City Council specifically authorized the use of several areas within Laguna Lake Park (now known
as LLNR) for relocation of Adobe Sanicle plants. Accordingly, the developer of the Project,
Margarita Ranch SLO, LLC (“Developer”), has or will leave some plants in their original location,
transplant some plants within the Project open space and other plants within Grantor approved areas
of LLNR or other suitable off-site designated areas, including SHNR. Developer entered into
agreements with researchers who received Research Permits from Grantee to begin undertaking
these activities (collectively “Research Permits”).
G. On June 14, 2017, Grantor entered into a License Agreement with Developer to
authorize Developer and its agents to plant and transplant seedlings, root cuttings and Adobe Sanicle
plants to the Properties and to maintain them for five years as contemplated by the Research Permits.
As contemplated by Paragraph 10 of the License Agreement, this Conservation Easement supersedes
the License Agreement, which will be mutually terminated by Grantor and Developer once this
Conservation Easement has been recorded.
H. The Easement Areas are in a predominantly unimproved natural condition and
possess wildlife and habitat values of great importance to Grantor, Grantee, and the people of the
State of California. The Easement Areas provide high quality habitat for Adobe Sanicle plants.
Individually and collectively, these wildlife and habitat values comprise the “Conservation
Values” of the Easement Areas.
I. The California Department of Fish and Wildlife (“CDFW”) has jurisdiction,
pursuant to Fish and Game Code section 1802, over the conservation, protection, and
management of fish, wildlife, native plants and the habitat necessary for biologically sustainable
populations of those species, and CDFW is authorized to hold conservation easements for these
purposes pursuant to Civil Code section 815.3, Fish and Game Code section 1348, and other
provisions of California law.
J. This Conservation Easement provides mitig ation for certain impacts on the Adobe
Sanicle plant of the Project located in the City of San Luis Obispo, County of San Luis Obispo,
State of California pursuant to California Native Plant Protection Act Incidental Take Permit No.
_________, issued to Developer, dated ________, 2018 (“Incidental Take Permit”).
Packet Pg. 73
Item 6
Page 3
32476\6431813.4
COVENANTS, TERMS, CONDITIONS AND RESTRICTIONS
For good and valuable consideration, the receipt and sufficiency of which is hereby
acknowledged, and pursuant to California law, including Civil Co de sections 815, et seq., Grantor
hereby voluntarily grants and conveys to Grantee a conservation easement in perpetuity over the
Easement Areas.
1. Purposes. The purposes of this Conservation Easement are to ensure that the
Easement Areas will be retained forever in their natural, restored or enhanced condition for
conservation of the Adobe Sanicle plant and to prevent any use of the Easement Areas that will
impair or interfere with the Conservation Values of the Easement Areas. Grantor intends that t his
Conservation Easement will confine the use of the Easement Areas to activities that are consistent
with such purposes, including, without limitation, those involving the preservation, restoration, and
enhancement of Adobe Sanicle.
2. Grantee’s Rights. To accomplish the purposes of this Conservation Easement,
Grantor hereby grants and conveys the following rights to Grantee :
(a) To preserve and protect the Conservation Values of the Easement Areas;
(b) To enter the Properties at reasonable times and upon reasonable notice in
order to access the Easement Areas to monitor compliance with and otherwise enforce the terms
of this Conservation Easement, and for scientific research and interpretive purposes by Grantee
or its designees if explicitly authorized in the Incidental Take Permit or the Research Permits,
provided that Grantee shall not unreasonably interfere with Grantor's authorized use and quiet
enjoyment of the Properties;
(c) To prevent any activity on or use of the Easement Areas that is
inconsistent with the purposes of this Conservation Easement and to require the restoration of
such areas or features of the Easement Areas that may be damaged by any use or activity that is
inconsistent with the purposes of this Conservation Easement, except as set forth in Section 11
herein; and
(d) All present and future development rights appurtenant to, allocated,
implied, reserved or inherent in the Easement Areas, except as set forth in Sections 4 and 6
herein; such rights are hereby terminated and extinguished, and may not be used on or
transferred to any portion of the Easement Areas, the Properties, nor any other property adjacent
or otherwise.
3. Prohibited Uses. Any activity on or use of the Easement Areas that is
inconsistent with the purposes of this Conservation Easement is prohibited. Without limiting the
generality of the foregoing, the following uses and activities by Grantor, Grantor’s agents and third
parties are expressly prohibited:
(a) Filling, dumping, excavating, drilling, mining, grading or any other similar
land disturbance;
Packet Pg. 74
Item 6
Page 4
32476\6431813.4
(b) Construction, reconstruction, erecting or the placement of any building,
structure or improvement of any kind;
(c) Commercial, industrial, agricultural, residential or institutional uses;
(d) Any division, subdivision or partitioning of the Easement Area;
(e) Depositing or the accumulation of soil, trash, refuse, waste or any other
materials;
(f) Removing, destroying, or cutting of trees, shrubs or other vegetation, except
as required by law for wildland fire vegetation control (weed abatement) or weeding as needed to
promote the health of the Adobe Sanicle plants;
(g) Altering the surface or general topography of the Easement Area, including,
but not limited to, alt erations to habitat, building roads, paving or otherwise covering the Easement
Area with concrete, asphalt or any other impervious material;
(h) Planting, introducing or dispersing non-native or exotic plants;
(i) Use of off-road vehicles and use of any other motorized vehicles except on
existing roadways; and
(j) Manipulating, impounding or altering any natural water course, or body of
water located on the Easement Areas, and activities or uses on the Easement Areas detrimental to
water quality, including but not limited to degradation or pollution of any surface o r sub-surface
waters.
4. Allowed Uses. Notwithstanding anything herein to the contrary, nothing in this
Conservation Easement shall prohibit Grantor from conducting seasonal livestock grazing in the
Easement Areas, installing or maintaining native landscaping within the Easement Areas, or
allowing public access to the Easement Areas, provided such uses do not unreasonably interfere with
the purpose and intent of this Conservation Easement.
5. Grantor’s Duties. Pursuant to the Incidental Take Permit, Developer will be
funding the installation of fences to enclose each of the Easement Areas and the posting of signs
to warn the public regarding the easement usage, and these features shall be maintained over
time. These actions shall constitute reasonable actions by Grantor to prevent the unlawful entry
and trespass by persons whose activities may degrade or harm the Conservation Values of the
Easement Areas. In addition, Grantor shall undertake all necessary actions to perfect the rights
of Grantee under Section 2 of this Conservation Easement.
6. Reserved Rights. Grantor reserves to itself, and to its officials, officers and
employees, agents, representatives, successors and assigns, all rights accruing from its ownership
of the Easement Areas, including the right to engage in or to permit or invite the public to engage
Packet Pg. 75
Item 6
Page 5
32476\6431813.4
in all uses of the Easement Areas that are not expressly prohibited or limited by, and are
consistent with the purposes of, this Conservation Easement.
7. Grantee’s Remedies.
(a) If Grantee determines that a violation of the terms of this Conservation
Easement has occurred or is threatened, Grantee shall give written notice to Grantor of such
violation and demand in writing the cure of such violation (“Notice of Violation”). Notice shall
be provided in accordance with Section 20 of this Conservation Easement. Grantor and Grantee
shall meet and confer in person or by telephone within twenty (20) days after Grantor’s receipt of
the Notice of Violation in a good faith effort to resolve their differences regarding any alleged
violation(s). No action described in section (b) herein shall be taken unless or until such a
conference has taken place.
(b) If Grantor fails to cure the violation within forty-five (45) days after
receipt of the Notice of Violation, or if the cure reasonably requires more than forty-five (45)
days to complete and Grantor fails to begin the cure within the forty-five (45)-day period or fails
to continue diligently to complete the cure, Grantee may br ing an action at law or in equity in a
court of competent jurisdiction for any or all of the following: to recover any damages to which
Grantee may be entitled for violation of the terms of this Conservation Easement or for any
injury to the Conservation Values of the Easement Areas; to enjoin the violation, by temporary
or permanent injunction; to pursue any other legal or equitable relief, including, but not limited
to, the restoration of the Easement Areas to the condition in which it existed prior to an y such
violation or injury; or to otherwise enforce this Conservation Easement.
(c) Grantee’s remedies described in this section shall be cumulative and shall
be in addition to all remedies now or hereafter existing at law or in equity, including but no t
limited to, the remedies set forth in Civil Code sections 815, et seq.
(d) If at any time in the future Grantor or any subsequent transferee uses or
threatens to use the Easement Areas for purposes inconsistent with this Conservation Easement
then, despite the provisions of Civil Code section 815.7, the California Attorney General, any
person and any entity with a justiciable interest in the preservation of this Conservation
Easement has standing as an interested party in any proceeding affecting this Conservation
Easement.
8. Attorneys’ Fees and Costs. If suit, arbitration or other action of any type or nature
is brought by Grantee to enforce any of the terms and conditions of this Conservation Easement,
be it in law or in equity, the prevailing part y shall be entitled to an award of its attorney’s fees in
addition to all other costs and/or expenses of collection, suit, arbitration and/ or other action
taken, including, but not limited to, costs of restoration of the Easement Areas.
9. Grantee’s Discretion. Enforcement of the terms of this Conservation Easement by
Grantee shall be at its discretion, and any forbearance by Grantee to exercise its rights under this
Conservation Easement in the event of any breach of any term of this Conservation Ea sement
shall not be deemed or construed to be a waiver by Grantee of such term or of any subsequent
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Item 6
Page 6
32476\6431813.4
breach of the same or any other term of this Conservation Easement or of any rights of Grantee
under this Conservation Easement. No delay or omission by Gr antee in the exercise of any right
or remedy shall impair such right or remedy or be construed as a waiver.
10. Baseline Conditions. Grantor and Grantee acknowledge and agree that the baseline
conditions assessment prepared by Althouse and Meade, Inc. dated _________________, which has
been prepared within six months prior to the Effective Date, accurately depicts the conditions of the
Easement Areas at the time that this Conservation Easement becomes effective.
11. Acts Beyond Grantor’s Control. Nothing contained in this Conservation Easement
shall be construed to entitle Grantee to bring any action against Grantor for any injury to or change
in the Easement Areas resulting from any (i) natural cause beyond Grantor's control, including,
without limitation, fire not caused by Grantor, flood, storm, long-term drought, long-term change in
regional climate conditions, earth movement and disease outbreaks, or any prudent action taken by
Grantor under emergency conditions to prevent, abate, or mitigat e significant injury to the Properties
or public health or safety resulting from such causes; (ii) acts by Grantee or a third -party beneficiary,
or any of their employees or agents; or (iii) acts by any person, including the general public, not
under Grant ee's direction or control.
12. Project Developer Obligations. Developer is solely responsible for funding and
implementing the requirements of the Incidental Take Permit. Grantor does not have legal
responsibility for funding or implementing Incidental Take Permit requirements, except to the extent
that Grantor is expected to perform long-term Incidental Take Permit responsibilities using the
endowment described below. Developer has established (A) a fund [revise description when exact
form in known] to pay for mitigation and Incidental Take Permit tasks necessary in the first five
years, and (B) an endowment satisfactory to Grantor and Grantee that fully funds the long -term
planting, establishing, maintaining, monitoring and reporting on the status of the Adobe Sanicle
plants that are propagated in or transplanted to the Easement Areas as required by the Incidental
Take Permit issued by Grantee and the Adobe Sanicle mitigation obligations required by Grantor.
13. Costs and Liabilities. Except as provided in Section 12, Grantor retains all
responsibilities and shall bear all costs and liabilities of any kind related to the ownership,
operation, upkeep, and maintenance of the Properties, including the Easement Areas. Grantor
agrees that Grantee shall not have any duty or responsibility for the operation, upkeep or
maintenance of the Properties, the monitoring of hazardous conditions thereon, or the protection
of Grantor, the public or any third parties from risks relating to conditions on the Propertie s.
Grantor remains solely responsible for obtaining any applicable governmental permits and
approvals required for any activity or use permitted by this Conservation Easement, including
those required from Grantee acting in its regulatory capacity, and an y activity or use shall be
undertaken in accordance with all applicable federal, state, local and administrative agency
statutes, codes, ordinances, rules, regulations, orders and requirements.
14. CDFW Right of Enforcement . All rights and remedies as conveyed to Grantee
under this Conservation Easement shall extend to and enforceable by CDFW. These
enforcement rights are in addition to, and do not limit, the rights of enforcement CDFW has
against Developer under the Incid ental Take Permit.
Packet Pg. 77
Item 6
Page 7
32476\6431813.4
15. Taxes; No Liens. Grantor shall pay before delinquency all taxes, assessments
(general and special), fees, and charges of whatever description levied on or assessed against the
Properties, if any, including the Easement Areas, by competent authority (collectively “Taxes”),
including any Taxes imposed upon, or incurred as a result of, this Conservation Easement, and
shall furnish Grantee with satisfactory evidence of payment upon request. Grantor shall keep the
Easement Areas free from any liens, including those arising out of any obligations incurred by
Grantor for any labor or materials furnished or alleged to have been furnished to or for Grantor at
or for use on the Properties, including the Easement Areas.
16. Hold Harmless. Grantor shall hold harmless, protect, and indemnify Grantee and
its directors, officers, employees, agents, contractors, and representatives and the heirs, personal
representatives, successors and assigns of each of them (each an “Indemnified Party” and,
co llectively, "Indemnified Parties") from and against any and all liabilities, penalties, costs,
losses, damages, expenses (including, without limitation, reasonable attorneys' fees and experts'
fees), causes of action, claims, demands, orders, liens or judg ments (each a “Claim” and,
collectively, “Claims”), arising from or in any way connected with: (1) injury to or the death of
any person, or physical damage to any property, resulting from any act, omission, condition, or
other matter related to or occurring on or about the Conservation Easement, regardless of cause,
except that this indemnification shall be inapplicable to Indemnified Parties with respect to any
Claim due partly or solely to the negligence of Grantee, in which case indemnification shall b e
apportioned according to comparative negligence principles; (2) the obligations specified in
Sections __, __, and __ [verify the Section numbers listed here refer to “Grantor’s Duties,”
“Costs and Liabilities,” and “Taxes; No Liens” sections], and (3) the existence or
administration of this Conservation Easement. If any action or proceeding is brought against any
of the Indemnified Parties by reason of any such Claim, Grantor shall, at the election of and upon
written notice from Grantee, defend such act ion or proceeding by counsel reasonably acceptable
to Grantee or reimburse Grantee for all charges incurred for services of the California Attorney
General in defending the action or proceeding.
17. Extinguishment . If circumstances arise in the future that render the purposes of
this Conservation Easement impossible to accomplish, this Conservation Easement can only be
terminated or extinguished, in whole or in part, by judicial proceedings in a court of competent
jurisdiction.
18. Condemnation. This Conservation Easement is a “wildlife conservation
easement” acquired by a State agency, the condemnation of which is prohibited except as
provided in Fish and Game Code section 1348.3. If the Conservation Easement is condemned,
the net proceeds from the condemnation shall be used in compliance with Government Code
section 65966(j).
19. Transfer of Easement . This Conservation Easement may be assigned or
transferred by Grantee only to another entity or organization authorized to acquire and hold
conservation easements pursuant to Civil Code section 815.3 and Government Code section
65967 (and any successor or other provisions then applicable) or the laws of the United States.
Grantee shall require the assignee to record the assignment in the county where the Properties are
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located. The failure of Grantee to perform any act provided in this section shall not impair the
validity of this Conservation Easement or limit its enforcement in any way.
20. Notices. Any notice, demand, request, consent, approval, or other communication
that any party desires or is required to give to the other parties shall be in writing and be served
personally or sent by recognized overnight courier that guarantees next -day delivery or by first
class United St ates mail, postage fully prepaid, and addressed as follows:
To Grantor: City of San Luis Obispo
990 Palm Street
San Luis Obispo, California 93401
Attn: City Manager
To Grantee: California Department of Fish and Wildlife
Region 4
1234 East Shaw Avenue
Fresno, California 93710
Attn: Regional Manager
Copy to: California Department of Fish and Wildlife
Office of the General Counsel
1416 Ninth Street, 12th Floor
Sacramento, California 95814-2090
Attn: General Counsel
or to such other address as Grantor or Grantee shall designate by written notice to the other
parties. Notice shall be deemed effective upon delivery in the case of personal delivery or
delivery by overnight courier or, in the case of delivery by first class mail, three (3) days after
deposit into the United States mail.
21. Amendment . This Conservation Easement may be amended by Grantor and
Grantee only by mutual written agreement . Any such amendment shall be consistent with the
purposes of this Conservation Easement and California law governing conservation easements
and shall not affect its perpetual duration. Any such amendment shall be recorded in the Official
Records of the county in which the Properties are located.
22. Additional Provisions.
(a) Controlling Law. The interpretation and performance of this Conservation
Easement shall be governed by the laws of the State of California, disregarding the conflicts of
law principles of such state.
(b) Liberal Construction. Despite any general rule of construction to the
contrary, this Conservation Easement shall be liberally construed to accomplish the purposes of
this Conservation Easement and the policy and purpose of C ivil Code sections 815, et seq. If
any provision in this instrument is found to be ambiguous, an interpretation consistent with the
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purposes of this Conservation Easement that would render the provision valid shall be favored
over any interpretation that would render it invalid.
(c) Severability. If a court of competent jurisdiction voids or invalidates on
its face any provision of this Conservation Easement, such action shall not affect the remainder
of this Conservation Easement. If a court of competent jurisdiction voids or invalidates the
application of any provision of this Conservation Easement to a person or circumstance, such
action shall not affect the application of the provision to any other persons or circumstances.
(d) Entire Agreement. This instrument sets forth the entire agreement of the
parties with respect to the Conservation Easement and supersedes all prior discussions,
negotiations, understandings, or agreements of the parties relating to the Conservation Easement.
No alteration or variation of this instrument shall be valid or binding unless contained in an
amendment in accordance with Section 21.
(e) No Forfeiture. Nothing contained in this Conservation Easement will
result in a forfeiture or reversion of Grantor's title in any respect.
(f) Successors. The covenants, terms, conditions, and restrictions of this
Conservation Easement shall be binding upon, and inure to the benefit of, the parties and their
respective personal representatives, heirs, successors, and assigns and shall constitute a servitude
running in perpetuity with the Properties.
(g) Termination of Rights and Obligations. A party's rights and obligations
under this Conservation Easement terminate upon transfer of the party's interest in the
Conservation Easement or Properties, except that liability for acts, omissions, or breaches
occurring prior to transfer shall survive transfer.
(h) Authority of Parties. Grantor represents and warrants that it is the true
owner of the Property. All persons e xecuting this Conservation Easement on behalf of a party
warrant that they have the authority to execute this Conservation Easement on behalf of that
party.
(i) Warranty. Grantor represents and warrants that Grantor is the sole owner
of fee simple title to the Properties; that the Properties are not subject to any other conservation
easement, except ______________________; and there are no outstanding mortgages, liens,
encumbrances or other interests in the Properties (including, without limitation, water and
mineral interests) that may conflict or are otherwise inconsistent with this Conservation
Easement and which have not been expressly subordinated to this Conservation Easement by a
written, recorded Subordination Agreement approved by Grantee.
(j) Captions. The captions in this instrument have been inserted solely for
convenience of reference and are not a part of this instrument and shall have no effect upon its
construction or interpretation.
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(k) Recording. Grantee shall record this Conservation Easement in the
Official Records of the county in which the Properties are located, and Grantee may re-record it
at any time as it deems necessary to preserve its rights in this Conservation Easement.
(m) Exhibits. The following Exhibits referenced in this Conservation
Easement are attached to and incorporated by reference in this Conservation Easement:
EXHIBIT A – Legal Description of LLNR Property
EXHIBIT B – Legal Description of SHNR Property
EXHIBIT C – Legal Description and Map of LLNR Easement Area
EXHIBIT D – Legal Description and Map of SHNR Easement Area
IN WITNESS WHEREOF Grantor has executed this Conservation Easement as of the
day and year first above written.
GRANTOR:
City of San Luis Obispo, San Luis Obispo County, California
BY:
Heidi Harmon, Mayor
DATE:
Pursuant to authority conferred by Resolution No. __________________________
[NOTE: ATTACH EXHIBITS AND FORM OF NOTARY ACKNOWLEDGMENT]
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CERTIFICATE OF ACCEPTANCE
This is to certify that the interest in real property conveyed by the Conservation Easement
Deed by the City of San Luis Obispo, California, dated ___________________, to the
State of California, Grantee, acting by and through its California Department of Fish and
Wildlife ("CDFW"), a governmental agency (under Government Code section 27281), is hereby
accepted by the undersigned officer on behalf of CDFW, pursuant to the California Fish and
Game Code.
GRANTEE:
STATE OF CALIFORNIA, by and through its
DEPARTMENT OF FISH AND WILDLIFE
By: ____________________________
Title: ___________________________
Authorized Representative
Date: ___________________________
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State of California }
County of San Luis Obispo }
On___________________, before me,__________________________________________,
Date Name and Title of the Officer
personally appeared, _____________________________________________________,
Name of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are
subscribed to the within instrument and acknowledged to me that he/she/they executed the same in
his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s),
or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing
paragraph is true and correct.
WITNESS my hand and official seal.
Signature
Signature of Notary Public Place Notary Seal Above
State of California }
County of San Luis Obispo }
On________________, before me,__________________________________________,
Date Name and Title of the Officer
personally appeared, _____________________________________________________,
Name of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are
subscribed to the within instrument and acknowledged to me that he/she/they executed the same in
his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s),
or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing
paragraph is true and correct.
WITNESS my hand and official seal.
Signature
Signature of Notary Public Place Notary Seal Above
A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the
document to which this certificate is attached and not the truthfulness, accuracy, or validity of that document.
A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the
document to which this certificate is attached and not the truthfulness, accuracy, or validity of that document.
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EXHIBIT A
LEGAL DESCRIPTION OF LLNR PROPERTY
(TO BE ATTACHED)
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EXHIBIT B
LEGAL DESCRIPTION OF SHNR PROPERTY
(TO BE ATTACHED)
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EXHIBIT C
LEGAL DESCRIPTION AND MAP OF LLNR EASEMENT AREA
(TO BE ATTACHED)
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EXHIBIT D
LEGAL DESCRIPTION AND MAP OF SHNR EASEMENT AREA
(TO BE ATTACHED)
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blank.
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Department Name: Public Works
Cost Center: 621 (Transit)
For Agenda of: January 8, 2018
Placement: Consent
Estimated Time: N/A
FROM: Daryl Grigsby, Director of Public Works
Prepared By: Gamaliel Anguiano, Transit Manager
SUBJECT: CONTRACT AMENDMENT – FIRST TRANSIT – AUTOMATIC VEHICLE
LOCATION SYSTEM PURCHASE
RECOMMENDATION
1. Amend the Transit Automatic Vehicle Locator (AVL) Replacement CIP Budget (2017-19
Financial Plan) by:
a. Appropriating $11,492 in additional Proposition 1B for the project ; and
b. Programming $45,000 in unappropriated Transit Fund working capital for the local match
on the project.
2. Authorize the City Manager to execute a contract amendment with First Transit Inc., not to
exceed $373,000 for the purchase of an AVL System as proposed (Attachment A – Contract
Amendment and Attachment B – Exhibit to Contract Agreement )
DISCUSSION
Background
AVL System
In 2009, the City of San Luis Obispo sole-source purchased an Automatic Vehicle Location
(AVL) System from a company known as Digital Record ers using, then available, Federal
American Recovery and Reinvestment Act of 2009 (ARRA) funds. The Digital Recorders (DR)
company has since been bought out by another company called Clever Devices that has notified
all DR clients that they will no longer support DR technology and will soon discontinue support.
This will affect SLO Transit’s AVL system and potentially cause a significant disruption to
operations and passengers. As of now, SLO Transit signed a sole-source year-to-year agreement
with Clever Devices to keep the system activated until a long-term solution can be found.
Operations & Maintenance Contract
On June 16, 2016, the City of San Luis Obispo entered into an agreement with First Transit Inc.
for the operations and maintenance of the City’s public transit system (SLO Transit). The
contract is for four base years with three possible one-year extensions. The original contract has
been amended once in April 2018 to reflect the increased service changes brought about by the
recommended service c hanges of the City’s adopted Short-Range Transit Plan.
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Automatic Vehicle Locations System
First Transit and the City rely on an AVL system to safely and successfully deliver public transit
services. This contract amendment would be for a one-time purchase of an AVL system via First
Transit, to be used for the safety and operational management of SLO Transit (see Attachment A
– First Transit AVL Proposal).
An automatic vehicle location system provides real-time information on the location and
performance of each transit vehicle in service and informs the public and operator of routing and
status of vehicles. Having a live feed and data on the whereabouts of each in service vehicle is
crucial as “events” can be monitored and responded to quickly based on the location and nature
of the incident.
Further, an AVL system also plays an essential function in managing the operations of the public
transit system. The AVL system becomes the basis by which vehicles log-on to specific route
patterns, program public destination sign information, make ADA required audible “next stop”
announcements, populate public smart phone applications, track individual drivers and vehicles,
measure their on-time performance and passenger loads, amongst other things (see Attachment A
– First Transit AVL Proposal).
Contract Amendment
AVL Systems have become an almost indispensible tool for transit agencies and their
contractors. Primarly, these systems provide Operations Contractors, such as First Transit, the
ability to effectively c arry out their contractural obligations and gives the City the ability to
monitor and address performance issues. Therefore it is essential that the aged DR AVL system
be replaced in the near future.
One option excercised by some Transit Agencies is to have the Operations Contractors include
such technology in their Operations & Maintenance contract bids, as they are primary users. The
City did not pursue this during its 2015 Request for Proposals for an Operations & Maintenance
Contractor as it wanted to acount for these costs seperately. However, there is benefit for the
contractor to have some ownership in which AVL system is used, so that there is little dispute or
disruption in the transit system they have idenditified.
First Transit Inc. uses Bishop Peak Technology - a San Luis Obispo based transit software
company - as a “preffered vendor” for current and potential clients around the country.
Incidently, Bishop Peak technology already has a service agreement with SLO Transit to provide
the smart phone bus tracking applications. Some of the software that provides the public smart
phone application also doubles as the dispatching software of the proposed AVL system, making
the transition almost turn-key and much easier to adapt to because of the familiarity.
First Transit’s attach proposal provides for a complete and yet scalable replacement of the
current AVL system using Bishop Peak Technology as the provider. Bishop Peak uses open
source and “best in breed” agnostic hardware that is scalable to addre ss current and future SLO
Transit technological needs. At the end of the contract with First Transit, the City of San Luis
Obispo will retain ownership of the AVL hardware and service agreement with Bishop Peak
Technology.
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Public Engagement
No public engagement was done as this is an administrative item.
CONCURRENCE
This proposed project has been reviewed by the Finance, Legal and City Administration before
submission to City Council.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does no t apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15278.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2017-19
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
Transit Fund $45,000 $35,000 Per
Year*
State Prop 1B 15-16 $147,492
State Prop 1B 16-17 $173,802
State SGR 18-19 $7,064
Federal N/A
Fees N/A
Other: N/A
Total $373,058 $35,000*
*To be accounted for in annual operating budget
There is no impact to the General Fund regarding this item. The City has received substantial
state funding to assist with the purchase of the system but must contribute a local match for those
funds.
California Proposition 1B is also known as the Highway Safety, Traffic Reduction, Air Quality,
and Port Security Bond Act of 2006. Proposition 1B authorized the State of California to sell
$19.925 billion of general obligation bonds to fund transportation projects "to relieve congestion,
improve the movement of goods, improve air quality, and enhance the safety and security of the
transportation system."
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The City has been awarded two years’ worth of Prop 1B funds. In FY 15-16, the City was
awarded $173,802 and in FY 16/17 SLO was awarded $147,492, totaling $321,492, along with
$45,000 in local match, to be used toward a replacement of the City’s AVL System as a
qualifying safety and security project. Additionally, in FY 18-19, the Road Repair and
Accountability Act (SB 1) included a program called the State of Good Repair, which allocated
$7,064 to the City’s Transit Program for this project. The replacement of the current AVL
system is also an approved CIP in the City’s 2017-19 Financial Plan originally budgeted for
$310,000 (pages E-85,86).
Staff is recommending that Council appropriate the additional $11,492 in Proposition 1B for the
project as well as approve $45,000 in unappropriated Transit Fund working capital
(approximately $1.5 million is available) to the project to serve as a local match and contingency
for the project. The City has three years, from the award of these grants, to expend the funds.
ALTERNATIVES
• Deny the request and direct staff to proceed with a Request for Proposals. This is not
recommended because the primary user of this system is the contractor, First Transit. A
product uncertainty is likely in an RFP process for this type of purchase .
• Deny the request . This is not recommended as this will leave the transit program without an
operable AVL and will have to revert to cumbersome manual operational oversight and
management.
Attachments:
a – Amendment No. 2 (2019) First Transit AVL Proposal
b - Exhibit A - AVL ITS Hardware Proposal From First Transit - 10.03.2018
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AMENDMENT TO AGREEMENT NO. 2
THIS AMENDMENT TO AGREEMENT No. 2 is made and entered in on January 8, 2019, by and
between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after referred to as City, and FIRST
TRANSIT INC., a Delaware corporation , hereinafter referred to as Con tractor.
WITNESSETH:
WHEREAS, on June 16, 2015, the City entered into an Agreement with Contractor for Transit Operations
& Maintenance services; and
WHEREAS, on April 5, 2018, the parties made and entered into Amendment to Agreement No.1; and
WHEREAS, the City desires to amend the scope of services to reflect the pass-thru purchase of an
Automatic Vehicle Location System; and
WHEREAS, the Contractor has submitted a proposal for this purpose that is acceptable to the City.
NOW THEREFORE, in consideration of their mutual promises, obligations, and covenants hereinafter
contained, the parties hereto agree as follows:
1. Contractor shall be responsible for providing an Automatic Vehicle Locator System (“AVL
System”). TheContractor’s scope of services and related compensation is hereby amended to include the
equipment, software and services as set forth in Exhibit A attached hereto. Contractor agrees to maintain the AVL
System in good working order at all times. Upon termination of the 2015 Agreement for Transit Operations and
Maintenance services, the AVL System, and any service agreements or licenses or software, shall automatically
become the sole property of the City. Contractor shall execute and agreements and oth erwise cooperate to transfer
title to the AVLS System and any supporting software, service agreement or licenses to City.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the par ties hereto have caused this instrument to be executed the day and year
first written above.
CITY OF SAN LUIS OBISPO: CONTRACTOR:
By: __________________________________ By: ____________________________________
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Item 7
City Manager, Derek Johnson Senior Vice President, Fadi Chakbazof
City of San Luis Obispo First Transit Inc.
APPROVED AS TO FORM:
By: _____________________________________
City Attorney, Chr istine Dietrick
City of San Luis Obispo
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PROPOSAL SAN LUIS OBISPO | ITS UPGRADE
31 October 2018 1
10/03/2018
FirstTransit ITS Upgrade Proposal
for San Luis Obispo
EXHIBIT A
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PROPOSAL SAN LUIS OBISPO | ITS UPGRADE
31 October 2018 2
Date: October 3, 2018 FirstTransit Inc.
Created By: Christina Bock 600 Vine St
Director Ops Support/Tech Services Suite 1400
Cincinnati, OH 45202
To: Gamaliel Anguiano
Transit Manager, SLO
Location : 55575 San Luis Obispo
Quotation RE: ITS Upgrade Hardware and Software
Item Qty Hardware/
Install
(on-time)
Subscription/
Lease
(monthly)
Data
(monthly)
Total
Monthly
Cost
Total
Annual
Cost
GTFS Real-Time Data Feed 1 $0 $500 $0 $500 $6,000
Mobile Data Terminals
- Tablets (24 mo lease)
- Mounts/wiring
- Installation
17
16
16
$0
$600
$141
$59
$0
$0
Incl
$0
$0
$1,003
$0
$0
$12,036
$9,600
$2,256
Automatic Voice Annunciation
System
- Waysine Software
- Waysine Hardware
- Installation
17
19
18
$0
$3,000
$473
$10
$0
$0
$0
$0
$0
$170
$0
$0
$2,040
$57,000
$8,514
Cellular Router & Infotainment
- LILEE T-Cloud
Software
- Unlimited LTE Cellular
Data
- STS-1020 Router
- Passenger Display
- Installation
17
17
20
20
18
$0
$0
$3,500
$1,600
$756
$20
$35
$0
$0
$0
$0
$0
$0
$0
$0
$340
$595
$0
$0
$0
$4,080
$7,140
$70,000
$32,000
$13,608
Digital Passenger Information
Signage
- Software & Data Plan
- WaySine 2-line LED,
solar powered, pole
mounted
- Installation
5
5
5
$0
$5,900
$800
$15
$0
$0
$0
$0
$0
$75
$0
$0
$900
$29,500
$4,000
Automatic Passenger
Counting (APC)
- Iris IRMA MATRIX
- Installation
1
1
$3,000
$600
$0
$0
$0
$0
$0
$0
$3,000
$600
Single Sign-On
- TwinVision J1708 &
Hanover RS232
Interface Modules
- GFI Odyssey Farebox
J1708 Interface
- Installation
18
18
18
$700
$700
$280
$0
$0
$0
$0
$0
$0
$0
$0
$0
$12,600
$12,600
$5,040
Safety Enhancements
- Reactive Interior LED
Floor Lighting
- Installation
18
18
$750
$200
$0
$0
$0
$0
$0
$0
$13,500
$3,600
Onsite Proof of Concept 1 $2,800 $0 $0 $0 $2,800
Year 1 Total Price $312,414
Recurring Annual Costs $32,196
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PROPOSAL SAN LUIS OBISPO | ITS UPGRADE
31 October 2018 3
Notes:
- Recurring annual costs are billed monthly
- Onsite visit for SLO Transit to verify proof of concept to be provided by Bishop Peak
- Hardware installation, training and configuration to be provided by Bishop Peak
Additional Notes Regarding Hardware and Associated Features:
- MDTs
o 24-month lease with extended warranty, new iPads upon lease renewal every 24 months
and accidental damage protection with $50 copay/incident (up to 2 incidents)
o Backup LTE cellular data plan included
- AVAS
o WaySine AVAS
- Cellular Routers
o High-accuracy Telematics (GPS tracking), APC / AVAS Data Communications, Passenger
Wi-Fi, Infotainment
o LILEE STS-1020 routers with T-Cloud Management Software
o Unlimited LTE cellular data plan
o Includes antennas, wiring, mounting hardware and 2 spare units
o Display either 22” or 24” and vandal resistant and includes hardware and cables
- Digital Passenger Information Signs
o WaySine 2-line, 24 characters, LED, ADA annunciator, Solar Power
o 5 pole mounted units
- Automatic Passenger Counting (APC)
o Iris IRMA MATRIX sensor system (2 sensors) for Alexander Dennis ENVIRO 500 Double
Deck Bus
- Single Sign-On (SSO)
o Proposed GFI Odyssey interface assumes farebox is already licensed to use J1708
interface
- Safety Enhancements
o Integrated with AVAS Stop Request Trigger & Door Contacts
Nothing in this quotation obligates FirstTransit to provide the detailed products or services without a dully executed
Purchase Order. This quotation is valid for 60 days from the date of issuance.
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Department Name: Public Works
Cost Center: 5010
For Agenda of: January 8, 2019
Placement: Business Item
Estimated Time: 45 Minutes
FROM: Daryl Grigsby, Public Works Director
Prepared By: Jennifer Rice, Transportation Planner/Engineer
SUBJECT: 2017 TRAFFIC SAFETY AND OPERATIONS REPORT
RECOMMENDATION
Receive the 2017 Traffic Safety and Operations Report (Attachment A) and recommended traffic
safety measures.
REPORT-IN-BRIEF
The following report summarizes the Traffic Safety Program and 2017 Annual Traffic Safety
Report which includes recommended safety projects to address high priority collision locations.
Additionally, the report provides a status update to currently funded or completed safety projects
from prior Safety Reports. While not every recommended measure can be feasibly funded given
the financial limitations of the City’s financial resources, this report identifies which project s will
be funded with available budget in approved financial plans and which projects will require
additional fu nding consideration as part of the next financial plan.
DISCUSSION
Background
The Annual Traffic Safety Program (“Program”) began in 2002 to identify high collision
locations within the City and actively pursue mitigation measures at those locations. Now in its
17th year, the program has demonstrated continued effectiveness and lasting outcomes. This
program has had long-term success with a 60% reduction in citywide collisions since the
program began. This reduction has been accomplished despite increasing traffic volumes on City
streets.
New to the program is the reporting of aggregate citywide auto volume trends. Reporting growth
or declines in citywide travel provides a context for increases or reductions in traffic collisions.
Since the General Plan was updated, based on the latest volume data 2014-2016, citywide auto
volumes have increased by approximately 3% (1% each year).
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Estimated Citywide 10 Year Vehicle Volume Trend
While the City overall experienced approximately 3% growth in auto volumes from 2014 to
2016, different areas of the City experience different changes in traffic volumes as shown in the
table below. These changes are estimated based on an aggregate of traffic volume counts taken at
key counting stations throughout the City.
Geographic Area 2014 (LUCE) – 2016 Auto Volume Changes
Citywide +3%
Margarita Area +18%
S. Broad / Orcutt Area +13%
Chorro/Santa Rosa/California Area +5%
Old Town Area +4%
Mid Broad / Johnson Area +3%
LOVR / Madonna Area +3%
Downtown Area 0%
Foothill Area -6%
Airport Area -8%
Upper Monterey -11%
In 2017, the total number of collisions increased by 4% (up 21 collisions) from the previous year .
That represents, however, the second lowest number of collisions since the program began. Total
injur y collisions increased 3% (up 5 collisions) in 2017. There was one traffic -related fatality on
City r ight of way in 2017. A bicyclist was rear-ended by a driver on Foothill Boulevard near
Ferrini. The driver was subsequently charged with driving under the influence and manslaughter.
Since inception of the program, total annual injury collisions are down 35% (down 107
collisions).
The number of pedestrian collisions increased by four in 2017. That amount is still in line with a
relatively static trend since 2008. In 2017, the number of bicycle collisions was the lowest
recorded (39 collisions)–a 22% decline from the previous year and a 47% decline from peak
levels in 2009 (73 collision). That information is summarized in the chart below.
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Overall Vehicle Collision Trend
Injury Collision Trend
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Pedestrian Collision Trend
Bicycle Collision Trend
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2017 Traffic Safety and Operations Report Overview
The Traffic Safety and Operations Report (TSR) reviews all intersections and street segments in
the City for calendar year 2017 and identifies patterns and collisions rates. This information
enables staff to prioritize work efforts and inform policy makers and the community. Based on
these patterns, recommendations are made for the highest collision locations of each intersection
and street segment by classification. Staff develops specific actions and improvements at each
location, or, recommends continued monitoring if no prevalent pattern can be identified.
It typically takes up to six mo nths after the end of the year for all collision reports to be reported,
received, and analyzed. Often late collision reports are filed by private parties and extended
investigation periods are needed before collision reports are finalized.
The TSR identifies patterns for the highest -rate collision locations of similar street classifications
and then are separated for the following transportation modes: Automobiles, Bicycles, and
Pedestrians. These locations are narrowed down, and the top five locations are analyzed to
identify possible mitigation strategies to address safety issues. For example, all arterial segments
are compared to each other to establish the highest rate locations and thereby establish the
priority order for mitigation or safety improvements. In order to determine if corrective measures
could reduce the likelihood of a collision type identified in the pattern, a comprehensive review
of each location is conducted. This review includes a survey of the field conditions and travel
behavior.
In addition to the high-collision locations identified, the 2017 TSR included an additional
comprehensive and proactive analysis of bicycle and pedestrian collisions—looking for patterns
and trends systematically, in addition to looking at each specific lo cation for patterns.
Table 1 below summarizes the high-ranking locations identified in the 2017 TSR where new
recommended safety improvement project s were identified for mitigation.
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Table 1 Safety Improvement Projects –New Project Recommendations from 2017 Report
No. Location Project
1 Santa Rosa and Monterey Install Flashing Left Yellow Arrows for EB & WB
Traffic
2 Osos and Pismo Implement pedestrian lead interval and install “yield to
pedestrian” signage for all approaches. Install Flashing
Left Yellow Arrows.
3 Broad and Higuera Install additional “yield to pedestrian” signage for
northbound and southbound approaches. Investigate
installation of overhead mast arms with flashing
yellow arrows for NB & SB Broad Approaches.
4 Higuera and Morro Install pedestrian countdown signal heads and
implement pedestrian lead interval. Install “yield to
pedestrian” signage for all approaches.
5 Grand and Loomis Investigate installation of “Yield to Bike” sign for
northbound traffic. Install bulbouts on Grand at
Loomis to bring stop sign closer to the intersection.
6 California and Mill Install green bike lanes on California on the
approaches to and through the intersection of Mill
Street for both north and southbound directions. Install
“Yield to Bike” signage for all directions. Upgrade to
12” signal indications, add overhead mast arm on EB
approach and update pole locations.
7 Broad and Pismo Investigate channelization enhancements to force
drivers to start their turn further from the corner.
Additionally, relocate traffic signal pole to back of
sidewalk and work with PG&E to relocate power pole.
8 Johnson and Buchon Increase visibility of median (yellow curb, reflectors,
replace signage if necessary)
9 Broad and Industrial Install flashing warning lights on signal ahead signage
for the southbound traffic.
10 LOVR and Calle Joaquin Install Flashing Yellow left turn arrows on LOVR
Approaches.
11 Foothill and Casa Investigate two stage left turn channelization.
12 Marsh (Hwy 101 to Broad) Investigate signage and legend markings at adjacent
cross streets and make adjustments as necessary.
13 Casa (Murray to Foothill) Refresh edge and centerline striping.
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Additionally, there were eight (8) high ranking locations where safety projects were already
underway or recently completed as a result of being prioritized in prior safety reports and capital
programs. These locations and status updates are listed in Table 2 below:
Table 2: Safety Improvement Projects – Funded and Underway or Completed
No. Location Project Status
1 Broad & Marsh Traffic signal modifications to
reduce red light violations by
improving visibility of signal
indications
Planned for 2019
2 California and Taft Continue design and construction of
a roundabout at California and Taft
in addition to the Railroad Safety
Trail Extension from Taft to Pepper.
Design underway.
Construction currently
unfunded.
3 Industrial & Broad Install additional north facing signal
head on northeast signal pole.
Planned for 2019
4 Monterey & Osos Upgrade signal mast arms to
increase visibility of signal heads
Completed 2018
5 Chorro and Peach Implement Anholm Bikeway Plan &
continue to work with PG&E on
power pole relocation.
Anholm Bikeway Plan
underway. PG&E power
pole relocation planned for
2019.
6 Foothill (Tassajara to
Broad)
Implement Pacheco/Bishop’s Peak
Safe Routes to School & Anholm
Bikeway Plans.
Pedestrian Hybrid Beacon
Planned for 2019
7 Nipomo (Higuera to
Peach)
Implement identified safety features
as part of private development and
development of the Palm/Nipomo
Parking Garage which include
reducing on-street parking, widening
sidewalks and installing pedestrian
crossing facilities.
Dependent on private
development.
8 Ramona (Tassajara to
Broad)
Implement Anholm Bikeway
Improvements, converting park ing
on north side of Ramona to a cycle
track.
Planned for 2019
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The TSR program typically receives recurring annual funding to implement identified projects ,
this funding is made possible thru the local revenue measure and SB 1 funding. Table 3 identifies
the new safety projects can be reasonably funded under the current funding levels. Many projects
however exceed the level funding allocated annually, additional funding for these projects are
typically requested as part of the following Capital Improveme nt Program.
Table 3: Safety Improvement Projects – New Projects Feasible Under Current Safety
Funding Allocation
No. Location Project Estimated Cost
1 Santa Rosa and
Monterey
Flashing Yellow Arrows for EB and WB Traffic $15,000
2 Grand and Loomis Install “Yield to Bike” sign for northbound
traffic.
$1,000
3 Broad and Higuera Install additional “yield to pedestrian” signage
for northbound and southbound approaches.
$1,000
4 California and Mill Install green bike lanes on California on the
approaches to and through the intersection of
Mill Street for both north and southbound
directions. Install “Yield to Bike” signage for all
directions.
$20,000
5 Johnson and
Buchon
Increase visibility of median (yellow curb,
reflectors, replace signage if necessary)
$10,000
6 LOVR and Calle
Joaquin
Install Flashing Yellow left turn arrows on
LOVR Approaches
$20,000
TOTAL: $67,000
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In 2017, there were six (6) high collision rate locations with recommended mitigation that cannot
be funded under the current traffic safety allocation. These locations are described in Table 4
below.
Table 4: Safety Improvement Projects – Unfunded Safety Projects
No. Location Project Estimated Cost
1 Osos and Pismo Implement pedestrian lead interval and install
“yield to pedestrian” signage for all approaches.
Install Flashing Left Yellow Arrows.
$16,000
2 California and Taft Construction of a roundabout. $2,300,000
3 Higuera and Morro Install pedestrian countdown signal heads and
implement pedestrian lead interval. Install “yield
to pedestrian” signage for all approaches.
$60,000
4 Grand and Loomis Install bulbouts on Grand at Loomis to bring
stop sign closer to the intersection.
$150,000
5 California and Mill Upgrade to 12” signal indications, add overhead
mast arm on EB approach and update pole
locations.
$150,000
6 Broad and Pismo Relocate traffic signal pole to back of sidewalk
as well as work with PG&E to relocate power
pole.
$60,000
7 Broad and
Industrial
Install flashing warning lights on advanced
signal ahead signage for the southbound traffic.
$20,000
TOTAL: $2,756,000
Policy Context
The Traffic Safety Program and Report are consistent with the General Plan, Specific Plans,
Bicycle Transportation Plan, City’s endorsement of the NACTO bicycle design guidance, and
the City’s 2016 adopted Vision Zero Policy (Attachment B) to eliminate traffic-related fatalities
and serious injuries by 2030.
Public Engagement
Many minor, operational, and non-controversial projects identified in the Traffic Safety Report
would not otherwise be presented to Council if not part of the Traffic Safety Report. The Council
has delegated authority to carry out these types of projects to the Public Works Director or their
designee through the City’s Municipal Code. For these types of project s public engagement will
be limited to this Council meeting.
Larger, more complex, and potentially controversial projects will include public engagement per
the City’s Public Engagement Manual as they move forward. There is flexibility within the broad
description of the recommended mitigations specifically to allow for refinement from public
engagement and feedback.
CONCURRENCE
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The Police Department has reviewed the 2017 TSR and concurs with its findings.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15278.
Even if the TSR is a project, it would be categorically exempt from environmental review per
CEQA Guidelines 15306 (Information Collection). Individual projects may require varying
degrees of environmental review that will be determined as they move forward.
FISCAL IMPACT
Budgeted: Yes Budget Year: FY 18-19, FY 19-20
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund $41,983 $67,000
State
Federal
Fees
Other:
Total $67,000
Staff is recommending that new projects listed in Table 3 above be funded t hrough the City’s
annual Traffic Safety Program allocation, which has a current balance of $41,983. The 2017 -19
Financial Plan allocates $30,000 annually for the Traffic Safety Program funded through the
Local Revenue Measure. With the current balance and anticipated $30,000 allocated in fiscal
year 2019-20, total available funding for implementation of the 2017 Traffic Safety and
Operations Report is $73,983. The total cost of the feasible projects as identified in Table 3 is
estimated at approximately $67,000. Remaining balance after project completions will be used to
fund other minor projects as they are identified through 2019 as part of the future 2018 TSR.
In addition, as identified above, there are six other safety projects estimated at $456,000 in
addition to approximately $2,300,000 for the California & Taft roundabout which cannot be
funded through the current allocation of traffic safety report funding. The California & Taft
roundabout is now included in the Citywide Transportation Impact Fee program, however
insufficient fees have yet been collected to implement this project. Staff will continue pursuing
grant funding opportunities and return to Council with a proposed funding strategy for these
projects as part of the 2019-21 Financial Plan. The Traffic Safety Program would not be possible
without Local Revenue Measure and SB1 funding. In 2011 the program was effectively
suspended due to lack of funding
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ALTERNATIVE
The Council may choose not to conceptually approve one or more of the measures identified.
Staff does not recommend this as these locations are currently experiencing high collision rates
with injuries and property damages, if measures are not taken these collision patterns may
continue.
Attachments:
a - Council Reading File: Final 2017 TSR
b - San Luis Obispo Vision Zero Resolution
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RESOLUTION NO 10746 (2016 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ENDORSING THE GOAL OF VISION ZERO,
FOR THE CITY TO STRIVE TO ACHIEVE ZERO TRAFFIC DEATHS
AND SERIOUS INJURIES ON CITY STREETS BY 2030
WHEREAS, the life, safety and health of residents, employees and visitors to San Luis Obispo is
one of the City Council's highest priorities; and
WHEREAS, Vision Zero is a philosophy, adopted by many cities and states around the country,
that no loss of life or serious injury on the transportation system is acceptable; and
WHEREAS, the Circulation Element of the San Luis Obispo General Plan provides policy intent
to provide a system of streets that are safe for all forms of transportation, while reducing
dependence on single -occupant use of motor vehicles by supporting and promoting alternatives
such as walking, bicycling and transit; and
WHEREAS, The City of San Luis Obispo has been actively implementing safety projects and
programs consistent with Vision Zero, however has not yet adopted the philosophy as policy;
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo as
follows:
SECTION 1. This City Council hereby adopts a Vision Zero goal of eliminating traffic
deaths and serious injuries by 2030.
SECTION 2. The City Council directs the Public Works, Fire and Police Departments to
continue implementation of the City's Enforcement, Education, Traffic Safety, Traffic Operations,
and Neighborhood Traffic Management programs as the mechanisms for achieving this goal.
SECTION 3. These programs will be guided by innovative engineering solutions to improve
road safety for all users, especially the most vulnerable; will measure and evaluate performance
annually, and will include enforcement and education tactics to deter the most dangerous behaviors
that cause public harm, especially along the corridors and locations where collisions are concentrated.
Upon motion of Council Member Rivoire, seconded by Council Member Ashbaugh, and on the
following roll call vote:
AYES: Council Members Ashbaugh, Christianson and Rivoire,
Vice Mayor Carpenter and Mayor Marx
NOES: None
ABSENT: None
R 10746
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Resolution No. 10746 (2016 Series) Page 2
The foregoing resolution was adopted this 18`h day of October 2016.
Mayor
ATTEST:
City Clerk
APPROVED AS TO FORM:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this 0-I+h- day of 0G66&r , -2 c [(o
Carrie Gallagher
City Clerk
R 10746
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Department Name: City Attorney’s Office
Cost Centers: 1001, 1501
For Agenda of: January 8, 2019
Placement: Business Item
Estimated Time: 30 minutes
FROM: Christine Dietrick, City Attorney
Derek Johnson, City Manager
Prepared By: Kelly White, Legal Assistant/Paralegal
SUBJECT: 2019 LEGISLATIVE PLATFORM
RECOMMENDATIONS
1. Adopt a resolution (Attachment A) establishing a Legislative Action Platform for
2019; and
2. Provide direction to staff on the scope and application of the legislative pla tform
related to advocacy for non-legislative items or particular projects; and
3. Appoint the Mayor, City Attorney, and City Manager to act as the primary legislative
liaisons between the League of California Cities and the City of San Luis Obispo.
DISCUSSION
Attached for the Council’s consideration is a resolution establishing the City’s 2019 Legislative
Action Platform. The City Attorney's Office coordinates the Legislative Action Program with
assistance from the Administration Department and from various City departments, as appropriate.
This resolution authorizes staff to respond to legislative issues affecting the City (via letters signed
by the Mayor or the relevant Department Head), provided that the positions taken in the letters are
consistent with the priorities identified in Exhibit A to the resolution (Attachment - A) and League
of California Cities advocacy efforts.
By establishing a broad legislative platform and delegating responsibility to the Mayor and staff to
respond to proposed legislation and recommendations from the League of California Cities, the City
is better able to react quickly to changed circumstances and urgent requests than it would be if each
item were brought to the Council at its regular meetings. The process is considered a best practice,
has been efficient given the limited City resources available, and the City continues to be very
active in communicating its positions on Federal and State legislation. In 2018, the City sent 21
letters pertaining to pending legislat ion utilizing the Legislative Action Platform.
In preparing this year’s draft platform, input was solicited from all City Departments. Staff was
asked to take a critical look at the items within their scope of operations and expertise and evaluate
whet her there was an opportunity to narrow or focus the platform. With that look, several additions
and clarifications were recommended. All changes, including language clean-ups and issue
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consolidations, are shown in the legislative draft of the 2018 Platfo rm attached to this report
(Attachment - B). In addition to Council’s substantive direction on the platform, staff is also
seeking direction as to the application of the platform to City positions on particular projects or
applications that Council Members believe to raise issues related to the platform. Historically, and
as affirmed by the City Council since 2016, the platform has been utilized primarily to advocate for
or against a particular piece of legislation and not for or against a particular pro ject or permitting
application (adjudicative acts before other jurisdictions’ legislative bodies). Staff continues to
recommend that the scope be limited to legislative action, but again requests explicit direction from
a Council majority on that issue to ensure clarity in expectations moving forward.
Legislative Liaison Appointments
The League of California Cities encourages cities to appoint a council member and a staff person to
act as legislative liaisons between the League and the City. Staff recommends that Mayor Heidi
Harmon act as the Council legislative liaison and the City Attorney and the City Manager serve as
the staff liaisons.
Background
Previous Council or Advisory Body Action
Similar resolutions have been adopted by the Council since 1993 following the advice and example
of other cities (1993 Staff Report).
Policy Context
The legislative platform is a tool to promote the efficient use of staff and Council time.
Efficiency is always an important goal to strive for but is also an underlying component of the
Fiscal Health Response Plan. While not a new way of doing business, it is an existing practice,
the purpose of which is to reduce time spent drafting, reviewing and acting on Council agenda
items, freeing time to work on other matters and ensuring the most timely and effective response
to emerging issues.
Public Engagement
Proactive public outreach is not historically part of the legislative platform adoption process.
Occasionally, during the year, members of the public will contact the City to ask if it will support
or oppose a piece of legislation, but recommendations to update the issues included in the
platform itself come from staff.
CONCURRENCE
All City Departments provided input on the 2019 Legislative Platform and concur with the
recommendations in this report.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act do es not apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15278.
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FISCAL IMPACT
Because no additional staff work is anticipated as a result of this ongoing program, no new fiscal
impact will be incurred.
Budgeted: No Budget Year: not applicable
Funding Identified: No
Funding Sources Current FY Cost Annualized
On-going Cost
Total Project
Cost
General Fund N/A
State
Federal
Fees
Other:
Total
ALTERNATIVE
The Council may wish to include other issues, not included in the current draft. However, it is
important to note that the Legislative Action Platform allows the City to take action on any bills and
other measures formally supported by the League of California Cities. It is staff’s recommendation
that desired additions to the Platform are generally crafted and flexible to allow for quick responses
to legislation important to cities.
Attachments:
a - Resolution establishing a Legislative Platform for 2019
b - Legislative Draft of Exhibit A to the Resolution
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R ____
RESOLUTION NO. XXXX (2019 Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ESTABLISHING THE CITY LEGISLATIVE
ACTION PLATFORM FOR 2019 AND APPOINTING THE COUNCIL
MEMBER AND STAFF PERSON TO ACT AS LIAISON BETWEEN THE
CITY OF SAN LUIS OBISPO AND THE LEAGUE OF CALIFORNIA
CITIES
WHEREAS, a major objective of the City Council is to adopt an aggressive legislative
action platform which strengthens local government, promotes City goals and defends the City
against legislative actions by State and Federal governments that would weaken local government
and/or take away traditional revenue sources; and
WHEREAS, it is vital to the fiscal health and the self determination of the City to
effectively communicate with State Legislators and Federal representatives in order to favorably
influence State and Federal legislation, regulations and grant requests; and
WHEREAS, the League of California Cities conducts a legislative analysis and advocacy
program on behalf of cities for State issues and major Federal issues; and
WHEREAS, the City desires to be proactive and involved in the governmental decision-
making processes directly affecting the City legislative pr iorities identified in Exhibit “A,” and other
selected issues as may from time to time be recommended by the League of California Cities; and
WHEREAS, a key component of the City’s Legislative Action Platform is face-to-face
meetings between City representatives and elected officials at the Federal, State, and County levels,
and coordination with similar efforts made by other local government entities.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Luis
Obispo does hereby:
SECTION 1. Establish the Legislative Action Platform for 2019 as set forth in the attached
Exhibit “A” and authorize the Mayor and designated staff to take positions on legislation generally
consistent with the Legislative Action Platform and such other resolutions and recommendations of
the League of California Cit ies as may be from time to time presented to the City; and
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Resolution No. XXXX (2019 Series) Page 2
R ________
SECTION 2. Appoint Mayor Heidi Harmon to act as Council Member legislative liaison
and City Manager Derek Johnson and City Attorney Christine Dietrick to act as staff legislative
liaisons with t he League of California Cities.
Upon motion of ____________________, seconded by ________________, and on the following
vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this ___ day of __________ 2019.
_______________________
Mayor Heidi Harmon
ATTEST:
_______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the o fficial seal of the City of
San Luis Obispo, California, this ______ day of ______________________, __________.
_______________________
Teresa Purrington
City Clerk
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EXHIBIT A
CITY OF SAN LUIS OBISPO
LEGISLATIVE ACTION PLATFORM FOR 2019
Community Development
1. Promoting reforms of the entire State mandated HCD Regional Housing Need
Allocations process to recognize local resource limitations and align infrastructure and
other funding to help communities meet mandated housing requirements.
2. Providing funding (i.e. through Cap and Trade or other sources) for communities
to pay for public infrastructure that meet mandated greenhouse gas emission reduction
goals.
3. Providing funding to implement programs and related action items contained in
local and regional Climate Action Plans to quantitatively reduce greenhouse gas
emissionses.
4. Providing communities broad authority to form and administer Community
Choice Energy programs.
5. Providing communities broad authority to administer Community Cho ice Energy
(CCE) programs; reforming the CPUC process to enhance local program flexibility,
implementation efficiency and responsiveness; and limit ing decisions that negatively
impact CCEs or otherwise shift the financial impacts of investor owned utilities to CCEs.
6. Promoting funding and regulatory reform for the transition to clean technologies,
micro-grids, and low or zero-carbon energy.
7. Promot inge funding and regulatory reform to support the transition to all electric
buildings.
7.8. Reforming CPUC policies to ensure investor owned utilities are able and required
to provide timely, accurate, and sufficiently detailed energy data.
8.9. Promoting funding sources to accomplish retrofitting of unreinforced masonry
buildings.
9.10. Promoting funding of on-campus housing at Cal Poly for students, staff and
faculty, housing and University acquisition of single family residences for staff and
faculty housing.
10.11. Preserving local control of land use planning and zoning matters.
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LEGISLATIVE ACTION PLATFORM FOR 2019
Page 2
11.12. Supporting efforts to increase funding for affordable housing and supportive
housing services for very low, low, and moderate income individuals and/or families
in for all cities and communities and opposing the erosion of local inclusionary housing
and in-lieu fee programs.
12.13. Supporting continued funding of National Housing Trust Fund and streamlined
and efficient implementing regulations at the state level.
13.14. Promoting additional state funding to implement AB 32 (The California Global
Warming Solutions Act of 2006) and SB 375 (The Sustainable Communities and
Climate Protection Act of 2008) through local general plan updates that implement the
regional sustainable communities plan and alternative planning strategy, if needed.
14.15. Promoting funding for the identification, acquisition, maintenance and
restoration of historic sites and structures.
15.16. Supporting continued or expanded funding for CDBG program.
16.17. Supporting reinstatement of protections from imposition of additional building
or site conditions prior to issuance of a building permit for seismic related improvements
to buildings subject to a mitigation program established according to state law (City
URM Program) as previously provided in Government Code Section 8875.10 (this
section was repealed effective January 1, 2009).
17.18. Supporting continued local control over mobile home park rent stabilization and
the conversion of mobile home parks to other uses. Encourage the amendment of
Section 66427.5 of the California Government Code and other relevant law for the
purpose of ensuring that mobile home park residents are not involuntarily removed
from homes or otherwise economically impacted if parks are subdivided or converted.
18.19. Resolving and addressing regulatory or financial barriers to implement AB 811
property-assessed clean energy districts.
19.20. Encouraging continued viability of inclusionary housing provisions and
avoidance of conflicts with Costa-Hawkins Act.
20.21. Encouraging consistency in state legislation dealing with transportation,
housing and land use issues and eliminating potential conflicts between regional
housing requirements, smart growth mandates and environmental legislation.
21.22. Enabling the issuance of parking citations on private property.
22.23. Supporting State funding to achieve state mandated affordable housing programs
and an equal and fair distribution to rural and suburban counties and cities.
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LEGISLATIVE ACTION PLATFORM FOR 2019
Page 3
23.24. Advocating full funding of authorized programs under the McKinney-Vento
Homeless Assistance Act, including providing more flexibility in the use of Federal
funds on the local level to address housing for the homeless.
24.25. Supporting legislation that provides funding sources for appropriate human
service agencies that support the mission of the Human Relations Commission.
25.26. Supporting responsible review and revision of CEQA to ensure sound
environmental determinations.
26.27. Promoting pragmatic and clarifying actions to implement Proposition 64, support
for increased funding for education related to that same proposition, and the preservation
of local land use decision making related to cannabis regulations.
27.28. Supporting modern and cost -efficient, thorough and accurate methods for the
population to exercise its civic obligation to be counted in the 2020 Census.
Economic Development
1. Promoting funding and/or legislation using tax credits or other incentive
programs to encourage research and development by businesses in California.
2. Supporting funding and policies for the promotion of California as a place to
locate businesses.
3. Supporting funding for the state tourism promotion program.
4. Supporting the effective and efficient use of all communications technologies
including voice, video, dat a, and information services over wired and wireless
transmission technologies.
5. Supporting telecommunications reform legislation and other measures that
preserve local control over public rights-of-way, protect local resources and guarantee
access to, funding for, and local flexibility in utilizing funds for public, educational
and government (PEG) access televisio n.
6. Supporting the expansion of public infrastructure financing tools and funding for
infrastructure to provide economic development opportunities.
7. Promoting development of green business and head of household jobs.
8. Supporting factual analyses of impacts and associated mitigations for losses of
major regional employers that provide significant head of household jobs.
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LEGISLATIVE ACTION PLATFORM FOR 2019
Page 4
9. Supporting net neutrality.
Finance
1. Supporting meaningful fiscal reform that allows each level of government to
adequately finance its service responsibilities while continuing to support efforts to
protect the City from loss of revenues due to State take-aways and unfunded State or
Federal mandates.
2. Advocating against initiatives that unduly burden and/or prohibit local
government ability to support essential services to the community.
3. Endorsing legislation that provides local government with a fair share tax on
catalog and Internet sales; and opposing legislation that limits state or local authority
to tax catalog or Internet sales.
4. Supporting efforts to collect the full amount of local transient occupancy tax from
online sales of lodging.
5. Supporting the continuation of California Specialized Training Institute
activities within San Luis Obispo County.
6. Opposing legislation that removes the municipal bond tax exemption.
7. Supporting local regulatory control and revenue equity for cities in statewide
regulation or permitting process for marijuana establishments or uses.
Human Resources/Employee Relations
1. Supporting additional workers’ compensation reforms that lower employers'
costs while still protecting workers and opposing legislation that would restrict
appropriate cost controls in the workers’ compensation system.
2. Supporting pension and retiree health benefits reform efforts, policy changes,
and permissible administration decisions aimed at reducing unfunded liabilities, reducing
costs, and ensuring the long-term viability of the defined benefit pension system in
concert with the League of Califo rnia Cities and the California Public Employees
Retirement System (PERS) Board of Directors.
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LEGISLATIVE ACTION PLATFORM FOR 2019
Page 5
3. Opposing the expansion of the "Peace Officers' Bill of Rights," "Firefighters'
Bill of Right s," or other attempts to curtail management rights.
4. Supporting legislation to protect the City's continued ability to administer its
Cafeteria Benefit Plan and maintain comprehensive health care coverage for eligible
employees, in a financially sustainable manner.
5. Supporting reforms that limit the financial impacts of joint and several liability
on public entities.
6. Supporting the clarification, modification or repeal of AB 646 fact finding
requirements and opposing measures that reduces local control over public employee
disputes.
7. Opposing the expansion of procedural rights and requirements in administrative
disciplinary proceedings that increase costs and expand the timeframe and scope of
administrative processes.
8. Opposing measures that impose local government mandated employee benefits
that should be directly negotiated between labor groups and employers.
9. Supporting Federal legislation to modify, refine, or eliminate Federal Labor
Standards Act (FLSA) requirements on public agencies.
10. Support reforms that limit the Opposing legislation applying joint and several
liability to agencies who have entered into Joint Powers Agreements (JPAs).
Public Safety
1. Continuing State and Federal funding support for school safety, disaster
preparedness, earthquake preparedness, Homeland Security, hazardous material
response, State COPS program and other local law enforcement activities.
2. Preserving the City's authority to investigate police misconduct.
3. Supporting efforts to expand the scope of parental responsibility for crimes
com mitted by minors.
4. Preserving the authority of local control on issuance of concealed weapons
permits.
5. Supporting legi slation to help curb alcohol-related criminal behavior and
underage drinking.
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6. Opposing new or increased state fees for state provided law enforcement
services.
7. Supporting the fair and efficient allocation of radio spectrum that provides
quality frequencies, free from interference, for all lo cal public safety communication
needs.
8. Supporting efforts to enhance radio and data system(s) stability and
interoperability among public safety agencies and jurisdictions .
9. Supporting efforts to reduce retention periods for video monitoring data not
related to an identified incident or operation.
10. Preserving the City's right to regulate activities with adverse health and safety
impacts on local streets, sidewalks and rights-of-ways.
11. Supporting legislation to improve and enhance the safety of cargo transported via
rail, including but not limited to: safety enhancements for rail vessel construction with
an emphasis on efforts to rapidly improve the safe transport of volatile crude oil and limit
the use of older, “grandfathered” containers and vessels; enhancements in remote
monitoring and control of railcar speeds; reduction of railcar speeds in populated areas
like San Luis Obispo; enhancements in communications, notifications and information
dissemination to local governments, especially public safety agencies.
12. Supporting and expanding funding and programs to proactively reduce fire risk
attributed to heavy vegetative fuels loads, high tree mortality, drought, and climate
change to remove diseased, dead and/or down combustible vegetation, thin forests to
improve forest health, and creat e effective defensible space between the undeveloped
and developed environments.
13. Supporting grants and aid to land/property owners with properties one mile or
less from natural vegetation, which are threatened by wind-driven fire events, to harden
structures again fire impingement and create sustainable defensible spaces.
14. Supporting grants and aid to local governments to develop modern evacuation
communications systems to effectively reach all residents in a timely fashion via voice,
text, email, and other electronic means.
15. Supporting legislation that would result in the implementation of a statewide
modern evacuation communications system to effectively reach all residents in a timely
fashion via voice, text, email, and other electronic means, which is available for use by
local governments at the discretion of local governments.
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16. Supporting legislation to preserve and enhance local control, at the City level, for
the provision of public safety services, including the scope and provision of medical and
non-medical emergency services.
17. Supporting uniformity of state and federal regulations of dro nes and the study
and adoption of appropriate local airport protections and public safety exemptions.
18. Supporting legislation regarding the safe transport and storage of nuclear waste.
19. Supporting legislation to address the education, funding and treatment of opioid
addiction.
20. Supporting legislation that expands funding to manage vegetation and fuel
sources in the wildland urban inteterfaceinterface.
21. Supporting legislation to provide funding to help communities prepare for and be
resilient after natural disasters.
Public Works
1. Supporting increased availability of grant funding to replace aging infrastructure
of all types, e.g. streets, bridges, water, sewer, parks, and storm sewer systems, etc.
2. Supporting increased funding for projects that improve flood protection for the
City.
3. Supporting funding for implementation of clean stormwater / low impact
infrastructure replacement .
4. Ensuring cooperation and prompt approval from Federal and State regulatory
agencies (such as the Department of Fish & GameWildlife, Regional Water Quality
Control Board and the Army Corps of Engineers) for necessary projects involving the
City's creek system.
5. Supporting monetary incentives or grant funding for alternative fuel vehicles for
replacement of municipal fleet equipment.
6. Supporting monetary incentives or grant funding for retrofitting municipal
buildings with Energy Management Systems to centrally control all lighting and HVAC
systems.
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7. Supporting realistic municipal clean stormwater requirements at the State Board
or legislative level.
8. Supporting legislation that reduces implementation timeframe for Public Projects
in a cost-effective manner.
9. Supporting funding and policies that support and enhance active transportation
modes such as bicycles, pedestrian, transit connections, and transit.
10. Supporting continued protection of SB -1 funding for transportation
infrastructure maintenance
Parks and Recreation and Natural Resources
1. Supporting State and Federal funding and other measures to promote the
acquisition, protection, preservation and restoration of natural resources, open space,
coastal resources, signature land forms, wetlands and park development, including
continued funding for the Land and Water Conservation Grant Program and for the
California Conservation Corps.
2. Supporting the expansion of National Marine Sanctuary off the coast of San
Luis Obispo County to protect this fragile habitat from offshore oil and gas development.
3. Opposing any development under existing or new offshore oil and gas leases
off the Coast of San Luis Obispo County.
4. Opposing any development under existing or new oil and gas leases in San Luis
Obispo County.
3.5. Supporting and seeking State and Federal funding and other measures to conduct
research and implement land management measures for the purpose of carbon
sequestration.
4.6. Supporting measures to prohibit discharge of pollutants into the ocean (e.g.
selenium contaminated waters from the San Joaquin valley).
5.7. Encouraging the Resources Agency and its departments to expedite the
distribution of remaining Proposition 1 bond funds to take advantage of the many
favorable opportunities for land and easement acquisition and enhancement project
contracting that exist at this time.
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6.8. Seeking legislative exemption from property taxes on lands dedicated to open
space purposes which are outside the boundaries of the jurisdiction owning such
lands.
7.9. Protecting funding for vital regional and community services that negatively
impact Californian's access to parks, open space, after school programming, senior
services, facilities that promote physical activity, protect natural resources, and
strengthen safety and security.
8.10. Promoting policies that recognize the benefits of parks and recreational
facilities in the advancement of "sustainable communities" and curbing greenhouse
gas emissions, including: strengthening policies that fund parks, open-space, bike
lanes and non-motorized trails through the development and implementation of a
carbon credit and offset program, and advocating for the strong integration of local
and regional park and non-motorized transportation improvements into "Smart
Growth Scenarios" pursuant to SB 375.
9.11. Supporting access to joint use of schools; parks and open space; development
of streets and trails that encourage physical activity and healthy living.
10.12. Supporting extension or permanent legislation at the federal level of enhanced
tax deductions for charitable donations of Conservation Easements
11.13. Supporting legislation to limit the opening of national parks (or other protected
public lands, e.g. Carrizo Plain) to fossil fuel extraction.
Transportation
1. Supporting changes in gas tax laws that allow local tax for transportation
purposes based on a majority vote of the public.
2. Supporting the continuation of, and increased funding sources for street
maintenance projects, transportation improvements, transit operations and multimodal
facility projects.
2.3. Supporting funding sources for transit electrification.
3.4. Supporting clean air transit funding for San Luis Obispo County , in
particular funding that provides for alternative modes of transportation with clean
air benefits.
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4.5. Supporting actions to: (1) promote cooperation and mutual support between
metropolitan planning organization (MPO) agencies and local transit providers, and
(2) discourage trends toward " MPO agencies/regional "control" of local transit
providers.
5.6. Encouraging private transportation companies (such as Union Pacific Railroad)
to reach agreements for sharing of properly secured right of way corridors for other
compatible uses such as bicycle and pedestrian facilities.
6.7. Opposing the proposed diversion of any funding source for transportation that
reduces amounts designated for transit operations.
7.8. Supporting funding for projects to implement adopted complete street plans
demonstrated to improve public health and reduce greenhouse gas emissions.
8.9. Supporting provision of Cap and Trade funding for intercity rail.
9.10. Supporting increased funding for existing Active Transportation Program (ATP).
10.11. Preserving funding for existing and future transportation needs.
Utilities
1. Supporting clean water funding programs.
2. Supporting recycling, and wwaste diversion, and zero waste programs and
enhancing local government's ability to comply with solid waste reduction
requirements.
3. Supporting measures that require the State Water Resources Control Board and
Regional Water Quality Control Boards establish a process to evaluate, in advance of
adoption, the costs of compliance for pending and future regulatory actions on NPDES
permittees.
4. Supporting legislation that requires the State's environmental agencies to
conduct peer review of proposed regulations to ensure that the proposal is based on
sound science.
5. Supporting the elimination of mandatory minimum penalties for violations
of NPDES Requirements and returning discretionary control to the Regional Water
Quality Control Board Executive Officers (i.e. repeal SB 709).
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6. Supporting measures to ensure reasonableness in the administration of
NPDES permit governing City operations, including pursuing a municipal
representative on the Regional Water Quality Control Board
7. Promoting the safe, responsible, and cost-effective reuse of Exceptional Quality
or better biosolids.
8. Supporting any appropriate streamlining of the state regulatory processes.
9. Supporting sustainable energy programs.
10. Supporting incentives for distributed energy generation projects such as solar
power, and hydroelectric power generation .
11. Supporting legislation allowing cities/agencies to establish fees for the costs
of operating mandated water quality programs such as, but not limited to, municipal
storm water and total maximum daily loading.
12. Supporting federal legislative action to transfer Salinas Reservoir from Ar my
Corps of Engineers Military Project to Army Corps of Engineers Civil Works Project.
13. Supporting the implementation of the California Urban Water Conservation
Council's Best Management Practices regarding urban water conservation and
compliance with AB 1420.
14. Supporting amendments to the Urban Water Management Planning Act to
recognize past investment in water conservation and the City's ability to comply with
SBx7-7 and other water conservation regulations.
15. Opposing legislation that requires recycled water to be included in water
conservation regulations.
15.16. Opposing legislation that requires mandatory consolidation of water systems
without acknowledgement of water rights.
16.17. Promoting legislation that expands or encourages the expansion of recycled water
production and use.
17.18. Supporting legislation eliminating departing load charges which discourage the
use of alternative energy resources.
18.19. Allowing the use of Public Goods Funds for the development and installation of
energy saving or green energy generating projects to benefit local government.
19.20. Opposing legislation that diminishes the City’s existing water rights.
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20.21. Promoting the protection of water resources.
21.22. Supporting the protection of our natural resources from invasive species.
22.23. Promoting sustainability of our water resources through the use of recycled water
and other best practices.
23.24. Supporting regional water resiliency initiatives.
25. Supporting a two track option of laboratory accreditation, California Environmental
Laboratory Accreditation Program (ELAP) and the National Environmental Laboratory
Accreditation Conference (NELAC) Institute also known TNI.
24.26. Supporting expanded legislation to ensure that permitted development has adequate
water supplies to support development activities and intensities and does not indirectly
impose water service obligations to adjacent municipal water agencies.
County/Regional Priorities
1. Supporting legislation and other policy considerations to expand funding for the
delivery of case management, drug, alcohol, and detoxification services, mental health
services, and the establishment of shelter facilities.
2. Working with the County to assure land use practices that are consistent with the
Memorandum of Agreement adopted by the City Council and County Board of
Supervisors in 2016 regarding development near the edges of the City.
3. Encouraging participation by County in providing nearby parking for County
employees and clients, and alternate transportation and parking demand reduction.
4. Supporting County development of a local ordinance providing additional local
oversight and regulation of the land application of Pollutant Concentration (PC) or better
biosolids.
5. Working cooperatively with the County to solve City/County flood problems.
6. Supporting the San Luis Obispo County Air Pollution Contro l District's
legislative program, where consistent with the City's adopted policies and platform.
7. Supporting the San Luis Obispo Council of Governments' legislative advocacy
activities, where consistent with the City's adopted policies, platform and public project
objectives.
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8. Supporting efforts to enhance dangerous animal regulation and enforcement.
9. Supporting the streamlining, clarification and simplification of conflict of interest
regulations applicable to local officials.
10. Encouraging the County and cities therein to join the Monterey Bay Community
Power community choice energy program
11. Supporting the Central Coast Regional Energy Network at the Count y Board of
Supervisors, the CPUC, and related relevant entities.
9.12. Working with appropriate regional partners, including the County, adjacent
cities, Cal Poly, and regulatory agencies to fund and support climate change impact
projections and coordinate approaches for increasing regional resilience.
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Department Name: Public Works
Cost Center: 5001
For Agenda of: January 8, 2019
Placement: Study Session
Estimated Time: 60 minutes
FROM: Daryl R. Grigsby, Director of Public Works
Prepared By: Michael J. McGuire, Senior Civil Engineer
SUBJECT: FACILITIES MASTER PLAN
RECOMMENDATION
Receive a presentation and accept the new Facilities Master Plan (Attachment A) for the City of
San Luis Obispo.
DISCUSSION
Adequate, accessible, and safe City facilities are fundamental to providing public services. As a
result, San Luis Obispo, like other agencies, conducts occasional Facilities Master Plans to
maximize existing facility use, ensure facilities meet the needs of service providers, and
prioritize limited funds to the highest need. In addition, it is important to note that many of the
facilities studied in this plan are also components of the Funding the Future of SLO discussions.
The projects included in Funding the Future of SLO originated from various past planning
documents which anticipated projects critical to the City’s future. One of those planning efforts
included the Facilities Master Plan. City facilities are not ends unto themselves, but rather are
necessary to continued or enhanced city services. It should be noted that Facility projects were
one of the largest cost categories in the draft Funding the Future of SLO proposal, Next steps in
Funding the Future of SLO is scheduled for Council review on February 5, 2019.
In late 2016, the City embarked on the preparation of a new Facilities Master Plan for an analysis
of overall long-term building needs and a comprehensive 20-year master plan for the various
City facilities. The first Master Plan was authorized by Council in 1987 and completed in
November 1988. That Master Plan identified the current and future facility needs of City
departments and suggested alternatives based on a thorough analysis of the existing facilities and
input from City staff.
The first Facilities Master Plan was initiated in 1988 and analyzed city facility needs through
2010. In that time, and in direct response to the Master Plan, new facilities were constructed that
addressed the needs at that time, while some City facilities were abandoned, or were demolished
to make way for new development . Considering the changes, staff determined that the 1988
document was no longer relevant and applicable, and a new Master Plan was necessary to
address the future needs of the City and provide a plan for modifying and adding new public
facilities as the City changes and gr ows. It should be noted, however, that the 1988 Master Plan
was instrumental in enabling the city to provide public services during the time horizon of the
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study, as recommendations were implemented as necessary and affordable.
In Spring 2017, the City authorized Ten Over Studio Inc. (Ten Over) of San Luis Obispo to
proceed with the tasks necessary for the creation of an updated Master Plan document. Over the
last year and a half, Ten Over has conducted interviews with department directors, managers and
City staff to determine current and future staff ing levels. This provided valuable information in
determining if the current facilit ies can accommodate increased staffing levels or if expansion is
required. Ten Over, with assistance from the City Facilities Maintenance staff, inspected all the
City facilities identified in the Master Plan for assessment of the building shell s. This was to
assess facility condition as well as the structure’s capacity for remodel or expansion. Also, they
studied the 1988 Master Plan to see if the facility improvements recommended in the Plan had
been implemented and to determine if the Plan recommendations were still relevant and viable
for now and in the future.
The Facilities Master Plan provides an evaluation of the exist ing facilit y condition, along with
the current organization and staffing. It presents future program demands, staffing patterns,
space requirements, and anticipated facility needs, along with an assessment of whether each
facility is adequate as-is for future use, expansion of each facility is feasible, or if relocation will
be required for the on-going operations of each facility. If alternative solutions were identified
for a facility, probable costs were given for implementation of those solutions. The Master Plan
goes into great details about facilities and the purpose of the staff report is to provide a general
outline and provides a recommendation of the highest priority projects.
The following are assumptions, findings, and conclusions of the Fac ility Master Plan.
1. The total area of space owned, managed and maintained by the city is 221,000 square feet
2. The highest priority projects are recommended for construction in the 2019 -29 horizon,
medium for 2030-39 for medium, and lowest priorities are 2040 and beyond,
3. For future discussion purposes, the High and Medium Priority projects are included in the
current draft Funding the Future of SLO proposal.
4. Given the time frames for consideration, there are long -term assumptions about staff
increases. None of the staff increases are assumed in the short-term given the current
Financial Health Response Plan.
5. Some of the Parks and Recreation projects will be discussed more in-depth in the upcoming
Parks and Recreation Master Plan.
6. Some of the findings, particularly those included in the Operational Assessment for each
building, will be considered for inclusion in the City’s Major Facility Replacement Annual
Capital maintenance fund in the CIP.
7. Outside smaller items potentially included in upcoming CIP budgets, mo st the costs
identified in the Facility Master Plan are beyond existing city resources, and thus will be
included in proposals for additional funding, such as Funding the Future of SLO .
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As identified in Section 3 of the report, the following facilities were deemed highest priority for
the 2019 to 2029 time period:
Department Facility Project Type
Police Department • Police Headquarters replacement
(not included in this Master Plan)
• New Facility
Fire Department • Fire Headquarters Maintenance
Building and EOC
• Fire Station No. 2
• New Facilit ies
Parks and Recreation • Emerson Park Restroom
• Mission Plaza Restroom
• Sinsheimer Baseball Stadium
Concessions and Restrooms
• New Facility
• New Facility
• Renovation
Public Works • Corporation Yard Campus • New Facilities
The above High Priority projects are all included in the current draft list of projects in Funding
the Future of SLO.
Some City facilities were not included for assessment in the Master Plan Update as there were
either recent assessment reports already prepare d by others for these structures, or they are
currently undergoing independent assessments, or the highly technical nature of the operations
they house precluded them from this general assessment, or plans are currently underway to
replace or upgrade the facility. The table below shows what facilities were included and
excluded in this Facilities Master Plan.
City of San Luis Obispo Facilities
Facilities Included in this Master Plan Facilities Not Included in this Master Plan
1. City Hall
2. CDD/PW – 919 Palm Street
3. Fire Headquarters Campus
4. Fire Stations 2, 3 & 4
5. Parks & Recreation Administration
6. Ludwick Community Center
7. Senior Center
8. SLO Swim Center
9. Utilities Administration
10. Corporation Yard Campus
1. City/County Library
2. Jack House
3. Laguna Lake Golf Course Pro Shop
4. Little Theater (Old Library)
5. Meadow Park Community Building
6. Police Headquarters Station
7. Sinsheimer Baseball Stadium
8. Water Resource Recovery Facility (WRRF)
9. Whale Rock Reservoir Office
10. Water Treatment Plant (WTP)
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Some of the policy questions for potential Council consideration at the Study Session include:
1. Should staff continue to show Public Facility projects within the current draft list of projects
in Funding the Future of SLO?
2. If so, are there additional considerations on ways to demonstrate the need for and value of
Public Facility projects?
3. Does Council agree – in concept – with the Highest priority projects?
POLICY CONTEXT
The recommended action follows a previously established Facilities Master Plan available for the
preparation of future CIP financial plans. Facility Master Planning is considered a best practice
as it provides a plan for how the city should prioritize public resources to maintain, modify, or
replace public facilities.
PUBLIC ENGAGEMENT
Facility Master Plans are largely an administrative tool to assist City Staff and decision makers
with making informed decisions about the allocation of funds during the CIP process. No public
engagement was done for the Facilities Master Plan as this is a planning tool to be used by
Council and City staff for development of future CIP projects involving City facilities . Future
decisions that implement the facility recommendations of this report would include public
engagement and community involvement as appropriate. In addition, to the extent these projects
are a component of Funding the Future of SLO, these projects will proceed through community
engagement process developed for that effort.
CONCURRENCE
The Facilities Master Plan includes input and received concurrence from City Department
Directors whose facilities are included in this Plan.
ENVIRONMENTAL REVIEW
This project is categorically exempt from environmental review under the California
Environmental Quality Act per CEQA Guidelines Sec. 15262 (Feasibility and Planning Studies).
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FISCAL IMPACT
Budgeted: No Budget Year: Not Applicable
Funding Identified: No
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund N/A 0
State 0
Federal 0
Fees 0
Other: 0
Total 0
There is no fiscal impact pertaining to the action before Council. All projects resulting from the
implementation of the Facilities Master Plan will be included in the budget and capital
improvement plan as part of future Financial Planning efforts.
ALTERNATIVE
The study session does not require formal action by the Council. The issues addressed in the
report are under the discretion of the Council and as such, the Council can offer alternatives to
staff’s recommendation or proposed actions.
Attachments:
a - FACILITIES MASTER PLAN
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FACILITIES MASTER PLAN
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SECTION 1 - INTRODUCTION
ExecuƟ ve Summary
City FaciliƟ es Master Plan Diagram
City FaciliƟ es Map
Acknowledgments
SECTION 2 - FACILITIES MASTER PLANNING
City Hall
Community Development and Public Works AdministraƟ on
Fire Headquarters Campus
Fire StaƟ on No. 1
Maintenance Building
Fire StaƟ on No. 2
Fire StaƟ on No. 3
Fire StaƟ on No. 4
Parks & RecreaƟ on AdministraƟ on
Ludwick Community Center
Senior Center
SLO Swim Center
UƟ liƟ es AdministraƟ on
CorporaƟ on Yard Campus
OperaƟ on Center
Maintenance Building
Wash Bays and Fueling StaƟ on
Wastewater Building
SECTION 3 - IMPLEMENTATION
PrioriƟ zaƟ on of FaciliƟ es Master Plan Update Projects
Capital Improvement Budgets and Time lines
SECTION 4 - ASSESSMENT
City Hall
Community Development and Public Works AdministraƟ on
Fire Headquarters Campus
Fire StaƟ on No. 1
Maintenance Building
Training Tower
Warehouse
Emergency CommunicaƟ on Center
Fire StaƟ on No. 2
Fire StaƟ on No. 3
Fire StaƟ on No. 4
Parks & RecreaƟ on AdministraƟ on
Ludwick Community Center
Senior Center
SLO Swim Center
UƟ liƟ es AdministraƟ on
CorporaƟ on Yard Campus
OperaƟ on Center
Maintenance Building
Warehouse
Wash Bays and Fueling StaƟ on
Wastewater Building
APPENDIX A - PROJECT DATA
City Hall
Community Development and Public Works AdministraƟ on
Fire Headquarters Campus
Fire StaƟ on No. 1
Maintenance Building
Training Tower
Warehouse
Emergency CommunicaƟ on Center
Fire StaƟ on No. 2
Fire StaƟ on No. 3
Fire StaƟ on No. 4
Parks & RecreaƟ on AdministraƟ on
Ludwick Community Center
Senior Center
SLO Swim Center
UƟ liƟ es AdministraƟ on
CorporaƟ on Yard Campus
OperaƟ on Center
Maintenance Building
Warehouse
Wash Bays and Fueling StaƟ on
Wastewater Building
APPENDIX B - OTHER REPORTS
1988 FaciliƟ es Master Plan
City Hall Space EvaluaƟ on and RecommendaƟ on Report
City Hall Human Resources and Finance Departments
Improvement Plans
Community Development Department Space EvaluaƟ on
and RecommendaƟ on Report
FaciliƟ es Accessibility Survey
Fire Department Fire Service Master Plan
Fire Department Fire Service Master Plan Update
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EXECUTIVE SUMMARY
FACILITIES MASTER PLAN UPDATE
PURPOSE
The City of San Luis Obispo occupies over 221,000
Square footage of building space for municipal,
public safety, community and maintenance
funcƟ ons.
The City commissioned a FaciliƟ es Master Plan,
which was completed in 1988. The Plan assessed,
reported fi ndings, and made recommendaƟ ons
for all of the City owned buildings and faciliƟ es in
service up to 1988.
In 2017, the City hired Ten Over Studio to
update the exisƟ ng FaciliƟ es Master Plan to help
the City beƩ er inform and guide future capital
improvements, maintenance, renovaƟ ons, expan-
sions and/or replacement needs of City owned
faciliƟ es.
FACILITIES MASTER PLAN UPDATE
APPROACH
The goal of the update to the FaciliƟ es Master
Plan is to beƩ er understand if the exisƟ ng City
faciliƟ es sƟ ll meet their original purpose and what
each facility might require to conƟ nue to serve
the community of San Luis Obispo.
Once assessed, each City facility will have unique
needs, defi ciencies and opportuniƟ es.
The FaciliƟ es Master Plan Update evaluates the
programmaƟ c, services, staff , and community
needs and uses at the following faciliƟ es:
• Community Development and Public
Works AdministraƟ on (919 Palm Street)
• City Hall
• CorporaƟ on Yard Campus
o OperaƟ ons Center
o Maintenance Building
o Warehouse Building
o Wash Bays and Fueling StaƟ on
o Waste Water Building
• Fire Headquarters Campus
o Fire StaƟ on No. 1 and EOC
o Emergency CommunicaƟ ons Center
o Maintenance Building
o Warehouse Building
o Fire Training Tower
• Fire StaƟ on No. 2
• Fire StaƟ on No. 3
• Fire StaƟ on No. 4
• Ludwick Community Center
• Parks and RecreaƟ on AdministraƟ on
• Senior Center
• SLO Swim Center
• UƟ liƟ es AdministraƟ on
The following City faciliƟ es were assessed by
other consultant teams. These reports and studies
are included in the appendices:
• City/County Library
• Historic Jack House
• Laguna Lake Pro Shop
• LiƩ le Theater (Old Library)
• Meadow Park Building
• Police Headquarters StaƟ on
• Sinsheimer Baseball Stadium
• Water Resource Recovery Facility
The City hired Disability Access Consultants to
prepare an accessibility compliance and
defi ciencies assessment on all the City faciliƟ es.
The Dissability Access Consultants fi ndings and
soluƟ ons are included in the appendices.
The recommendaƟ ons of the FaciliƟ es Master
Plan Update take into account the fi ndings and
recommendaƟ ons of the Fire Master Plan com-
missioned by the City in 2009 and prepared by
CityGate Associates.
In 2017, the City commissioned an update to the
Parks and RecreaƟ on Master Plan and General
Plan Element, which is sƟ ll in development and
separate from the FaciliƟ es Master Plan Update.
San Luis Obispo City Hall
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FACILITIES MASTER PLAN UPDATE
PROCESS
PROGRAMMATIC AND OPERATIONAL
ASSESSMENT
The Ten Over Studio team worked with the City to
schedule stakeholder interviews with each
department/group who worked at each City facil-
ity. The interviews were accompanied with a tour
of each work area, ancillary spaces, and storage
spaces.
The programmaƟ c and operaƟ onal assessment
idenƟ fi ed and evaluated the current space uƟ liza-
Ɵ on and idenƟ fi ed future space needs of each City
facility to support:
• Daily operaƟ ons
• Community uses
• Emergency operaƟ ons
• Training and meeƟ ng
• Specialty operaƟ ons, uses and events
• Specialty equipment
• Storage
• CommunicaƟ on, computer, and radio
equipment
• Parking (staff and departmental)
Each interview included a detailed discussion on
site/building access and security concerns.
An understanding of current and future staffi ng
needs was established using the stakeholder
interview process along with a review of the
organizaƟ onal charts of each department/group.
From the programmaƟ c and operaƟ onal assess-
ment, the Ten Over Studio team was able to
develop a detailed understanding of the City's
staffi ng and space needs for each facility.
As part of the operaƟ onal and programmaƟ c
assessment, the Ten Over Studio team developed
a staffi ng and/or space needs matrix for each
department/facility to show our fi ndings and
recommendaƟ ons.
BUILDING ENVELOPE CONDITION ASSESSMENT
The Ten Over Studio team worked with the City
to assess the condiƟ on of the building exterior
components for each City facility. The assessment
included visually reviewing the exisƟ ng condiƟ ons
of the exterior walls, soffi ts, awnings, windows,
doors, and roofi ng.
We did not review the exterior stairs or ramps
as the Disability Access Consultants' Accessibility
Assessment Report covered these items in great
detail for code compliance and recommendaƟ ons.
We visually evaluated each exterior material and
component to determine if there was evidence
of weather/water intrusion, deterioraƟ on of the
materials, and if replacement was needed.
No destrucƟ ve tesƟ ng was a part of this assess-
ment, only visual observaƟ on and the use of
as-built drawings of each facility, which were
provided by the City.
Fire StaƟ on No. 2 Apparatus Bay ProgrammaƟ c and
OperaƟ onal Space Assessment
ProgrammaƟ c and OperaƟ onal Space Assessment at the SLO Swim Center Pool Equipment Room
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FACILITIES MASTER PLANNING
The Ten Over Studio team developed
diagrammaƟ c site and building studies to defi ne
the space needs idenƟ fi ed during the operaƟ onal
and programmaƟ c assessment. Through these
studies, we were able to show the general scope
of what is needed in each facility, whether it be
tenant improvements, renovaƟ ons, remodels,
expansions, and/or new buildings. These
preliminary studies were used to build the
recommendaƟ ons for each facility.
The FaciliƟ es Master Planning task focused on
developing a comprehensive approach to each
facility that incorporates the assessment informa-
Ɵ on gathered. The preliminary studies included a
descripƟ ve narraƟ ve of the needs of each facility
that may not be graphically represented such as:
• Building systems condiƟ on informaƟ on
as provided by the City. Infrastructure
age and defi ciencies – structure, mechanical,
plumbing, fi re protecƟ on,electrical, emergency
power, communicaƟ ons, security, etc.
• Zoning and general plan requirements
• OperaƟ onal needs and defi ciencies
• Resource effi ciencies – energy, water,
space
• Building code and OSHA workplace compliance
issues
• Easements, setbacks, and other site constraints
Sustainability, energy, and resource conservaƟ on
design criteria is desired at all City faciliƟ es. This
criteria is contained in the City's Climate AcƟ on
Plan.
With the wriƩ en descripƟ ve narraƟ ves and graph-
ic studies, the Ten Over Studio team tested the
viability of the proposed recommendaƟ ons and
potenƟ al soluƟ ons for each facility. We applied
best pracƟ ces for site and building design and
Senior Center Building CondiƟ on Assessment of the Roof
FaciliƟ es Master Planning - RecommendaƟ ons for Expansion and RenovaƟ on for Fire Headquarters Campus
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workplace wellness criteria. This master faciliƟ es
planning evaluaƟ on process idenƟ fi ed important
key factors such as:
• How well does the exisƟ ng facility fi t
within site constraints of the property?
Are there areas for potenƟ al expansion?
• Are there opportuniƟ es for consolidaƟ on?
• What is the expected life span of exisƟ ng
infrastructure and equipment. What needs to
be replaced?
• How well do the exisƟ ng facility serve
the City staff and the public? Is renovaƟ on
needed?
• How well does the exisƟ ng building
access points work?
• Is there adequate parking and public
access?
• Is there space for construcƟ on staging
and lay down?
• Will temporary faciliƟ es be required?
Can work be achieved with creaƟ ve
phasing or temporary relocaƟ on?
• How best to meet and balance the
goals and values of the City of San Luis Obispo
CAPITAL IMPROVEMENT PROJECT BUDGET AND
TIME LINES
A project budget was developed for each facility.
To establish the construcƟ on costs for facility, we
used a unit cost per square foot approach. These
costs vary depending on the scope and nature of
improvements recommended for each facility.
The overall project budget refl ects both hard and
soŌ costs. The soŌ budgets included assumpƟ ons
for professional fees, permit fees, special inspec-
Ɵ ons costs, construcƟ on management costs, tem-
porary faciliƟ es costs, and design conƟ ngencies
for each facility. ConstrucƟ on market
escalaƟ ons and other owner costs for each proj-
ect were included.
The City was asked to provide budgets for project
administraƟ on, equipment, furnishing, and other
owner systems for the project budget.
The conceptual project budgets are an opinion of
probable costs on hard construcƟ on costs using
recent bid results and construcƟ on market indi-
cators within the County of SLO and neighboring
central coast communiƟ es for similar sized public
faciliƟ es at the Ɵ me of publicaƟ on of this FaciliƟ es
Master Plan Update, which is December 2018.
The Ɵ me line for each project uses a 1 to 20+ year
implementaƟ on Ɵ me line based on the City’s
desired prioriƟ zaƟ on for their capital
improvement plan.
PRIORITIZATION OF CAPITAL IMPROVEMENT
PROJECTS
The implementaƟ on strategy for each facility and
campus was reviewed and approved by the City
staff and stakeholders working on this Update
with the Ten Over Studio team. The City used the
assessment data and recommendaƟ ons to build
the prioriƟ zaƟ on for each capital project. The City
took into account many factors such as:
• Building systems and infrastructure age
and defi ciencies – structural, mechanical,
plumbing, fi re protecƟ on, electrical,
emergency power, communicaƟ ons,
security, etc.
• Life safety compliance and defi ciencies
• Building code, ADA compliance, and
defi ciencies
• Resource effi ciencies – energy, water,
space
• OperaƟ onal needs and defi ciencies
• Triple BoƩ om Line
FACILITIES MASTER PLAN UPDATE DOCUMENT
The FaciliƟ es Master Plan Update is a document
that the City will use as a comprehensive vision
and planning guidebook.
This FaciliƟ es Master Plan Update has
incorporated all the data gathered and
materials developed as part of this document.
This document was organized for ease of use by
City staff .
We incorporated four rounds of City review of the
FaciliƟ es Master Plan Update document. We have
addressed and incorporated comments from the
City project team and project stakeholders from
each round of review.
The FaciliƟ es Master Plan Update document and
materials were presented back to the City
stakeholders throughout the project to gain
feedback.
The FaciliƟ es Master Plan Update is a living
document. As projects are implemented, the City
will update the FaciliƟ es Master Plan to show
accomplishments and what sƟ ll needs to be done.
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FIRE HEADQUARTERS campus
FIRE DE
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CREATION A D M I N I S T RATION
- FIRE STATION NO.1 & EOC
- EMERGENCY COMMUNICATION CENTER
- MAINTENANCE BUILDING
- FIRE TRAINING TOWER
- WAREHOUSE BUILDING
- MAINTENANCE BUILDING
- OPERATIONS CENTER
- WAREHOUSE BUILDING
- FUELING STATION & WASH BAYS
- WASTEWATER BUILDING
FIRE STATION NO.2
FIRE STATION NO.3
FIRE STATION NO.4
PARKS & RECREATION
ADMINISTRATION
LUDWICK COMMUNITY
CENTER
SENIOR CENTER
SLO SWIM CENTER
community development &
public works administration
CITY HALL
UTILITIES
ADMINISTRATION
CORPORATION
YARD
The FaciliƟ es Master Plan Update evaluated the City
faciliƟ es idenƟ fi ed above. There are a number of City
faciliƟ es that were assessed separately. These faciliƟ es
are included in the Appendices.
• City/County Library
• Historic Jack House
• Laguna Lake Pro Shop
• LiƩ le Theater (Old Library)
• Meadow Park Building
• Police Headquarters StaƟ on
• Sinsheimer Baseball Stadium
• Water Resource Recovery Facility
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LEGEND
1 CITY HALL
990 Palm St
2 COMMUNITY DEVELOPMENT AND
PUBLIC WORKS ADMINISTRATION
919 Palm St
3 LUDWICK COMMUNITY CENTER
864 Santa Rosa St
4 SENIOR CENTER
1445 Santa Rosa St
5 PARKS & RECREATION ADMINISTRATION
1341 Nipomo St
8 FIRE STATION NO. 2
126 N Chorro St
11 UTILITIES ADMINISTRATION
879 Morro St
16 POLICE DEPARTMENT HEADQUARTERS
1042 Walnut St
SAN LUIS OBISPO - NORTHERN SECTION
4
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LEGEND
6 SLO SWIM CENTER
900 Southwood Dr
7 FIRE HQ CAMPUS
Fire StaƟ on No. 1 and EOC, Maintenance
Building, Warehouse Building, Fire Training
Tower, Emergency CommunicaƟ on Center
2160 Santa Barbara Ave
9 FIRE STATION NO. 3
1288 Laurel Ln
10 FIRE STATION NO. 4
1395 Madonna Rd
12 CORPORATION YARD CAMPUS
OperaƟ ons Center, Maintenance Building,
Waste Water Building, Wash Bays and Fueling
StaƟ on, Warehouse
25 Prado Rd
13 LAGUNA LAKE GOLF COURSE
11175 Los Osos Valley Rd
N
SAN LUIS OBISPO - SOUTHERN SECTION
15
6 9
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14 WATER RESOURCE RECOVERY FACILITY
35 Prado Rd
15 MEADOW PARK
2251 Meadow St
17 SINSHEIMER BASEBALL FIELD
900 Southwood Dr
6
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SAN LUIS OBISPO - DOWNTOWN CORE
LEGEND
1 CITY HALL
990 Palm St
2 919 PALM STREET
919 Palm St
3 LUDWICK COMMUNITY CENTER
864 Santa Rosa St
4 SENIOR CENTER
1445 Santa Rosa St
5 PARKS & RECREATION ADMINISTRATION
1341 Nipomo St
11 UTILITIES ADMINISTRATION
879 Morro St
16 POLICE DEPARTMENT HEADQUARTERS
1042 Walnut St
16
11
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18 CITY/COUNTY LIBRARY
995 Palm St
19 HISTORIC JACK HOUSE
536 Marsh St
20 LITTLE THEATER
888 Morro St
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The FaciliƟ es Master Plan Update could not have
been possible without the contribuƟ on of many
City staff and facility stakeholder input. We want
to recognize the contribuƟ on of the following
folks:
ADMINISTRATION
Derek Johnson
Shannon Sims
Heather Goodwin
CITY ATTORNEY'S OFFICE
ChrisƟ ne Dietrick
Kelly White
Jon Ansolabehere
COMMUNITY DEVELOPMENT
Cori Ryan
FIRE DEPARTMENT
Garret Olson
James BlaƩ ler
Bob Bisson
Rodger Maggio
Jeff Gater
FINANCE DEPARTMENT
Xenia Bradford
HUMAN RESOURCES
Sharon Seitz
Monica Irons
INFORMATION TECHNOLOGY DEPARTMENT
Steve Schmidt
Miguel Guardado
PARKS AND RECREATION DEPARTMENT
Devin Hyfi eld
Lindsey Stephenson
Shawn Tucker
David SeƩ erlund
MarƟ Reynolds
PUBLIC WORKS DEPARTMENT
Mike McGuire
Daryl Grigsby
Andrew Collins
Greg Cruce
MaƩ Horn
Jake Hudson
Manny Guzman
Carlos Ruelas
Jeff Hendricks
Isaac Shuck
Ron Combs
POLICE DEPARTMENT
Chris Staley
UTILITIES DEPARTMENT
Michelle Bulow
TEN OVER STUDIO, INC.
Candice Wong
Julianna Wild
Kate Zovich
Lewis DosƟ ne
MaƩ hew Edwards
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FACILITIES MASTER
PLANNING
The City of San Luis Obispo occupies over 221,000
square feet of building space for municipal, public
safety, community and maintenance funcƟ ons.
The City commissioned a FaciliƟ es Master Plan,
which was completed and issued in 1988. The
Plan assessed, reported fi ndings, and made rec-
ommendaƟ ons for all of the City owned buildings
and faciliƟ es in service up to 1988.
In 2017, the City hired Ten Over Studio to
update the exisƟ ng FaciliƟ es Master Plan to help
the City beƩ er inform and guide future capital
improvements, maintenance, renovaƟ ons, expan-
sions and/or replacement needs of City owned
faciliƟ es.
The Ten Over Studio team developed diagram-
maƟ c site and building studies to defi ne the
space needs idenƟ fi ed during the operaƟ onal and
OperaƟ ons and ProgrammaƟ c Analysis and IniƟ al Space Planning Diagram for Maintenance Building at the CorporaƟ on Yard
programmaƟ c assessment. Through these studies,
we were able to show the general scope of what
is needed in each facility, whether it be tenant im-
provements, renovaƟ ons, remodels, expansions,
and/or new buildings. These preliminary studies
were used to build the recommendaƟ ons for each
facility.
The FaciliƟ es Master Planning task focused on
developing a comprehensive approach to each
facility that incorporates the assessment informa-
Ɵ on gathered. The preliminary studies included a
descripƟ ve narraƟ ve of the needs of each facility
that may not be graphically represented such as:
• Building systems condiƟ on informaƟ on
as provided by the City. Infrastructure
age and defi ciencies:
• structural, mechanical, plumbing, fi re
protecƟ on, electrical, emergency power,
communicaƟ ons, security, etc.
• Zoning and general plan requirements
• OperaƟ onal needs and defi ciencies
• Resource effi ciencies – energy, water, and space
• Building code and OSHA workplace
compliance issues
• Easements, setbacks, and other site constraints
Sustainability, energy, and resource conservaƟ on
design criteria is desired at all City faciliƟ es. This
criteria is contained in the City's Climate AcƟ on
Plan.
With the wriƩ en descripƟ ve narraƟ ves and graph-
ic studies, the Ten Over Studio team tested the
viability of the proposed recommendaƟ ons and
potenƟ al soluƟ ons for each facility. We applied
best pracƟ ces for site and building design and
workplace wellness criteria.
The master faciliƟ es planning evaluaƟ on process
idenƟ fi ed important key factors such as:
• How well does the exisƟ ng facility fi t
within site constraints of the property?
Are there areas for potenƟ al expansion?
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18 Site OperaƟ ons Analysis with RenovaƟ on and Expansion OpƟ ons at Fire Headquarters Campus
ProgrammaƟ c and OperaƟ onal Space Assessment at City Hall
• Are there opportuniƟ es for consolidaƟ on?
• What is the expected life span of exisƟ ng
infrastructure and equipment. What needs to
be replaced?
• How well does the exisƟ ng facility serve
the City staff and the public? Is renovaƟ on
needed?
• How well do the exisƟ ng building access
points work?
• Is there adequate parking and public?
• Is there space for construcƟ on staging
and lay down?
• Will temporary faciliƟ es be required?
Can work be achieved with creaƟ ve
phasing or temporary relocaƟ on?
• How best to meet and balance the
goals and values of the City of San Luis Obispo
The City hired Disability Access Consultants to
prepare an ADA compliance and defi ciencies
assessment on all the City faciliƟ es. We have
included the Disability Access Consultants
fi ndings and soluƟ ons as part of the FaciliƟ es
Master Plan appendices.
The recommendaƟ ons of the FaciliƟ es Master
Plan take into account the fi ndings and recom-
mendaƟ ons of the Fire Master Plan commissioned
by the City in 2009 and prepared by CityGate
Associates.
In 2017, the City commissioned an update to the
Parks and RecreaƟ on Master Plan and General
Plan Element Update, which is sƟ ll in develop-
ment and is a separate document from the Facil-
iƟ es Master Plan. It is anƟ cipated that the Parks
and RecreaƟ on Department will be ready with
their report around December 2019.
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ExisƟ ng City Hall Campus
ExisƟ ng City Hall DiagrammaƟ c Floor Plans
PROJECT STRATEGY
FACILITY
In 1988, City Hall was assessed and included in
the City Facility Master Plan. RecommendaƟ ons
at the Ɵ me included a proposed expansion of City
Hall to grow from 18,000 SF to 38,000 Square feet
by the year 2010.
Throughout the years since the assessment, the
City has performed interior improvements and
upgrades to keep the building well maintained.
Major improvements were implemented in the
late 1990s included a complete seismic retrofi t,
replacement of the mechanical equipment, re-
moval of asbestos, the addiƟ on of a fi re protec-
Ɵ on system, and an emergency generator for
back-up power. AddiƟ onal improvements included
work to the interior and exterior of the building to
comply with the ADA.
In 2008 and 2015, the City Clerk and City Adminis-
traƟ ve offi ces in the East and West Wings were
renovated to implement best pracƟ ces for
ergonomic furnishings and offi ce space standards.
These standards were applied to the design of the
Finance Department and HR Department interior
work space renovaƟ ons. Both renovaƟ ons were
completed in 2018.
Due to the historic signifi cance of the building, no
major alteraƟ ons or renovaƟ ons have been made
to the exterior of the building. Maintenance to
the roof included the cleaning and re-installaƟ on
of the original clay roof Ɵ les over new
waterproofi ng below.
A majority of the exterior building materials,
including the art deco ceramic Ɵ le panels and
decoraƟ ve bronze entry doors are original.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with each City department.
Each City department conducted a tour and
pointed out elements key to their work space and
operaƟ onal needs.
These program meeƟ ngs resulted in idenƟ fying
many reoccurring issues, which include the lack
of meeƟ ng spaces, lack of natural light and poor
venƟ laƟ on. These were also issues documented
in 1988.
Security concerns, lack of meeƟ ng spaces, the
desire for a common training room, undersized
work spaces, the need for an improved break
room, and a wellness facility were consistent
concerns raised by all departments.
COUNCIL
CHAMBERS
OS
O
S
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T
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PALM STREET
CLERK
OFFICES
CITY
ADMINISTRATION
HEARING
ROOM
FINANCE
CITY
ATTORNEY
HUMAN
RESOURCES
MAINTENANCE
OFFICES
INFORMATION
TECHNOLOGY
EXISTING
OLD LIBRARY
EXISTING
CITY HALL
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City Hall Campus Site Plan
City Hall RenovaƟ on Floor Plans
Overall, to accommodate current staffi ng levels
and allow for future growth, City Hall will need to
expand to address all of the current and
anƟ cipated staffi ng and space needs.
RECOMMENDATIONS
There is a need for expansion at City Hall in order
to accommodate the exisƟ ng space needs and
future growth of all departments. The facility
currently houses 66 employees and future growth
anƟ cipates that number will grow to
approximately 90.
The Old Library is currently underuƟ lized and
provides an opportunity to build a new City Hall
Annex to relieve pressure from the Historic City
Hall.
Moving a majority of the departments to a New
Annex Building and uƟ lizing exisƟ ng City Hall as
a public place for customer relaƟ ons and public
outreach might be a viable soluƟ on for the
conƟ nued use by the City for AdministraƟ on,
Training and MeeƟ ng Spaces, and InformaƟ on
Technology Offi ces.
(N) HR OFFICES WITH
CONFERENCE ROOM
(E) CONFERENCE
ROOM
(E) M (E) M
(E) CLERK OFFICES(E) CITY ADMIN
UPPER LEVEL
RENOVATE (E)
COUNCIL CHAMBERS
(N) COUNCIL
OFFICES &
SUPPORT
SPACES
(N) ELEVATOR
(E) STAIRS
(N)
ELEVATOR
(E) STAIRS
(E
)
I
T
W
A
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E
H
O
U
S
E
(N) CONFERENCE
ROOM
(N) CONFERENCE
ROOM
(N) INFORMATION
TECHNOLOGY OFFICES
(N) TRAINING
ROOM
(E) EQUIP.
(E) MPOE
M
W
LOWER LEVEL
(N
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I
T
E
Q
U
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.
(E) CITY PARKING
PALM STREET
(E) CITY HALL
(N) CITY ANNEX TO INCLUDE
-Public Work Department Offices
-Finance Department Offices
-Break Room
-Wellness Room
-Facilities and Maintenance
Offices
-City Attorney Offices
OS
O
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POSSIBLE (N)
CITY ANNEX
BUILDING LOCATION
(E) BUILDING POSSIBLE (N)
CITY ANNEX
BUILDING
LOCATION
Packet Pg. 152
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Community Development and Public Works AdministraƟ on
PROJECT STRATEGY
FACILITY
Built in 2004 on the corner of Morro Street and
Palm Street, the Community Development offi ces
are built as a part of a public parking structure.
This project was designed to generate revenue
for the City by leasing out the offi ce space. The
City decided to occupy this facility to allow Public
Works to move over at a later date.
In 2016, the exisƟ ng facility housing the Public
Works Department was demolished to make way
for a new development. The Department was
moved to 919 Palm, increasing the number of per-
sonnel in the offi ce from the intended 68 to 80.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with each City department.
The Community Development Department
conducted a tour of the enƟ re facility and pointed
out elements key to their work space and
operaƟ onal needs. Our team also visited the lease
space that Advanced Planning occupies, which is
in a separate, but nearby facility.
These program meeƟ ngs resulted in idenƟ fying
many reoccurring issues, which include the lack of
meeƟ ng spaces, which was an issue documented
in 1988 as well.
Security concerns, the desire for a common
training room, undersized work spaces, the need
for an improved wellness facility were consistent
concerns raised by all departments.
There is parking both below and above the offi ces
within the parking structure. This limits the
ExisƟ ng DiagrammaƟ c Floor Plan
opportuniƟ es for growth and expansion.
The overcrowding within the facility will only con-
Ɵ nue to become a greater issue as the number of
personnel for both public works and community
development is anƟ cipated to grow to
approximately 100.
There are currently make shiŌ workstaƟ ons in the
copy room and work room.
All storage spaces within Community
Development and Public Works require further
assessment to ensure they’re being used
effi ciently. ShiŌ s in staffi ng have revealed that
many staff members move to other
departments, but leave their projects fi les stored
at this locaƟ on. There is a lot of fi le purging
needed that would open up more storage for
current staff .
CONFERENCE
ROOM
CONFERENCE
ROOM
GIS
PUBLIC
WORKS
COMMUNITY
DEVELOPMENT
CONFERENCE
ROOM
PUBLIC
COUNTER
LOBBY
PA
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MORRO STREET
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PAGE 22
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RECOMMENDATIONS
The lack of space issues at this facility led the City
to commission an assessment prepared by RavaƩ
Architecture in 2016 to develop soluƟ ons for
accommodaƟ ng more staff within the confi nes of
the exisƟ ng exterior walls.
This report was limited to reconfi guraƟ on of the
interior work space and did not increase the
number of possible workstaƟ ons or offi ces.
The Ten Over Studio team recommends that the
City look to move one enƟ re department out
of this facility to allow the other department to
expand as demand for services increases. There
would be room at the City Hall Annex Building to
accommodate one of these two departments.
Community Development and Public Works AdministraƟ on
RenovaƟ on Floor Plan
Packet Pg. 154
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ExisƟ ng Fire Headquarters Campus
PROJECT STRATEGY
FACILITY
In the early 1990’s, the City acquired the old
Southern California Edison facility located at 2160
Santa Barbara Avenue and started planning the
design of the new fi re headquarters campus. The
new Fire Headquarters StaƟ on and Fire Training
Tower were completed in 1996. The exisƟ ng
maintenance building was a part of the original
Southern California Edison site. The Fire Depart-
ment reused this building for their maintenance
operaƟ ons.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with the Fire Department.
The Fire Department conducted a tour of the en-
Ɵ re facility and pointed out elements key to their
work space and operaƟ onal needs.
The program meeƟ ngs resulted in idenƟ fying
many operaƟ onal issues at the exisƟ ng Fire
StaƟ on No.1 with the main issues being lobby and
recepƟ on security, lack of fi re prevenƟ on and ad-
ministraƟ on offi ce space, more fi tness space, and
challenges with the size and uses at the exisƟ ng
training room.
There were many operaƟ onal and building
condiƟ on issues with the exisƟ ng Maintenance
Building. The fi re mechanics must perform work
outdoors because of the space and operaƟ onal
defi ciencies at the exisƟ ng maintenance bays.
There were no operaƟ onal or building condiƟ on
defi ciencies at the exisƟ ng Warehouse Building
and FIre Training Tower. Mechanical equipment
issues were idenƟ fi ed at the 911 Emergency Com-
municaƟ on Center, which are being addressed as
a maintenance project.
RECOMMENDATIONS
The current fi re training classroom and Emergen-
cy OperaƟ on Center are co-located in the same
space at Fire StaƟ on No. 1. Based on operaƟ onal
needs, we recommend that these two funcƟ ons
be separated.
The Fire Department has expressed the need for a
“standalone” and “stand-by” emergency oper-
aƟ on center. The EOC needs dedicated support
spaces such as breakout rooms, policy rooms, and
command/management to adequately support
any emergency acƟ vaƟ on in the City.
Adding a new EOC in conjuncƟ on with a new
maintenance facility may be a viable way to
improve the City’s mission criƟ cal readiness and
prevenƟ on without the downstream impacts of
displacing all fi re department staff from their
workspaces and offi ces.
This new facility would provide much needed
higher security for the EOC. Having a proper main
entry for the public safety and City personnel
when the EOC acƟ vated is important for security.
New maintenance bays should be drive through
to accommodate the longest fi re apparatus in the
fl eet. The new facility should have an offi ce for
the Fire Mechanics and secured indoor storage
for equipment and parts. A full length covered
wash bay is needed. These improvements would
provide a safe and effi cient work environment for
the mechanics to perform maintenance on the
enƟ re fi re fl eet.
The exisƟ ng Fire StaƟ on No. 1 is in very good
condiƟ on for a 22 year old facility. It has been
well maintained by City Fire and Maintenance
personnel. The Fire Department administraƟ ve
personnel has grown and renovaƟ on to the interi-
or of the building is needed to accommodate the
increased operaƟ ons and staff .
ROUNDHOUSE STREET
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PAGE 24 RenovaƟ on and Expansion at Fire Headquarters Campus
Packet Pg. 156
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Fire StaƟ on No. 1 on Fire Headquarters Campus
DiagrammaƟ c ExisƟ ng Floor Plans
PROJECT STRATEGY
FACILITY
Completed in 1996, Fire StaƟ on 1 was designed
as a direct response to the 1988 Facility Master
Plan. The new 17,000 square foot staƟ on included
administraƟ ve offi ce spaces for Command and
Fire PrevenƟ on.
The staƟ on includes a dual use Fire Training Room
and Emergency OperaƟ ons Center (EOC) on the
ground fl oor of the facility, along with four drive-
through apparatus bays and apparatus support
spaces.
Firefi ghter living quarters are all on the second
fl oor of the facility with a Fitness Room on the
fi rst fl oor.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with the Fire Department. The Fire Department
conducted a tour of the enƟ re staƟ on and pointed
out elements key to their work space and opera-
Ɵ onal defi ciencies and needs.
The program meeƟ ng resulted in idenƟ fying many
operaƟ onal issues at the exisƟ ng Fire StaƟ on No.1
with the main issues being lobby and recepƟ on
security, lack of fi re prevenƟ on and administraƟ on
offi ce spaces, more fi tness space, and
challenges with the size and uses at the exisƟ ng
training room.
Fire command staff has grown and a conference
room has been converted to an offi ce,
reuslƟ ng in a shortage of meeƟ ng spaces within
the staƟ on. Although Fire command and preven-
Ɵ on staff have grown, Fire AdministraƟ on staff has
been reduced. There is currently no staff member
assigned to sit at the recepƟ on desk and this has
created a disconnecƟ on with customer relaƟ ons
at Fire StaƟ on 1.
Security concerns at the Lobby and RecepƟ on
should be addressed. There have been issues
with customers walking through the unlocked low
swinging door at recepƟ on through to the offi ce
areas.
There is an overall lack of meeƟ ng area through-
out the department, as well as a lack of space for
large plan sets. The exisƟ ng fi re training classroom
is too small and should be expanded to accommo-
date opƟ mal classroom training and meeƟ ngs for
30 people. The exisƟ ng training room can only fi t
20 people comfortably.
The double-wide apparatus bay doors at the front
are a specifi c maintenance concerns as
replacement parts for this specifi c bay doors
FIRE FIGHTER
SLEEPING
QUARTERS
EXCERCISE
ROOM
FIRE ADMINISTRATIONLOBBY
FIRE FIGHTER
LIVING QUARTERS
APP. BAYS
& SUPPORT
SECOND FLOOR
FIRST FLOOR
IT
FIRE
PREVENTION
FIRE
ADMINISTRATION
TRAINING
/EOC
ROUNDHOUSE STREET
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STATION ADMINISTRATION
Packet Pg. 157
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PAGE 26
model are no longer made by the manufacturer.
RECOMMENDATIONS
The current fi re training classroom and Emergen-
cy OperaƟ on Center are co-located in the same
space. Based on operaƟ onal needs, we recom-
mend that these two funcƟ ons be separated. The
locaƟ on of the EOC could be combined with the
new Maintenance Building and the expanded
training room would remain at StaƟ on No. 1.
There is poor storage organizaƟ on of training ma-
terials (CERT, CPR, Command, Haz Mat, in service,
etc). This material currently sits on the fl oor of the
small training offi ce immediately adjacent to the
training room. The Training Offi ce should be re-
confi gured to provide effi cient storage of training
materials and offi ce space for the training offi cer.
The hospitality area is right outside of the training
room and is undersized. There is no break room
or lunch area for administraƟ ve staff and training
parƟ cipants. We recommend a new break room
for administraƟ ve staff be created that will sup-
port meeƟ ngs and training as well.
The training room can be used to generate
revenue by hosƟ ng county-wide training programs
as well as be rented out to local non-profi ts such
as the Boy Scouts, for not only the Department
but also Fire prevenƟ on educaƟ on.
RenovaƟ on of Interior Spaces and Expansion Areas at Fire StaƟ on No. 1
Packet Pg. 158
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PAGE 27
ExisƟ ng Fire Maintenance Building at Fire Headquarters Campus
ExisƟ ng DiagrammaƟ c Floor Plan
PROJECT STRATEGY
FACILITY
The Maintenance Building predates the
construcƟ on of the Fire Headquarters StaƟ on in
1996. This building was a vehicle repair shop used
by the previous owner of the property, Southern
California Edison (SCE).
In 1996, the exisƟ ng building received new
roofi ng, a new covered wash bay and a separate
new covered storage area. Very few
improvements occurred within the Maintenance
Building. The building was painted to match the
new fi re staƟ on. It has not received any
modifi caƟ ons since 1996.
FINDINGS
The Maintenance Building was designed by SCE to
perform repairs on their full-sized pick-up trucks.
The fi re apparatus are much larger than the
maintenance bays can accommodate, so the fi re
mechanics have to work on fi re apparatus outside
and uncovered. This presents a myriad of
problems related to weather and dust.
During extremely hot days, fi re mechanics cannot
kneel or lay on the pavement as it is too hot. Fire
mechanics oŌ en work in the rain, which limit the
scope of work that can be accomplished in a wet
environment. During Ɵ mes of wind gusts, which
occur frequently on this site, the mechanics
struggle to complete work on fuel or hydraulic
systems, which require a clean environment.
The Fire Department believes that it is vitally
important to keep the apparatus maintenance
funcƟ on at the Fire Headquarters Campus. By
co-locaƟ ng maintenance with the training room,
the fi re mechanics can conƟ nuously inspect the
engines and trucks as fi re crews come to the Fire
HQ Campus for training. The mechanics provide
preventaƟ ve maintenance to the enƟ re Fire
Department fl eet. At the Fire HQ Campus, the
Fire Mechanics have constant access to all fi re
apparatus.
The Fire Headquarters Campus is a central
locaƟ on for the Department. If an apparatus does
require inspecƟ on or maintenance, they do not
have far to travel to reach the mechanics. Moving
fi re apparatus maintenance to the CorporaƟ on
Yard would have signifi cant negaƟ ve impacts
related to emergency response Ɵ mes, the
frequency of preventaƟ ve maintenance inspec-
Ɵ ons, and staff supervision.
RECOMMENDATIONS
Based on operaƟ onal needs, a new Maintenance
Building is required to meet conƟ nued fi re appa-
ratus maintenance demands. New maintenance
bays shall have drive through capabiliƟ es and be
a minimum of 68 feet in length to accommodate
the longest fi re apparatus in the fl eet.
ABOVE GROUND
FUEL TANK
STORAGE
AREA
UNCOVERED
STORAGE
MECHANIC
OFFICE
ELECTRICAL &
EMERGENCY
GENERATOR
ENCLOSURE
EXTERIOR
MAINTENANCE
BAYS
MEZZANINE
STORAGE ABOVE
STORAGE
MAINTENANCE
BAYS
ROUNDHOUSE STREET
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PAGE 28
The new facility should have an offi ce for the Fire
Mechanics and secured indoor storage for equip-
ment and parts. A full length covered wash bay is
also needed. These improvements would provide
a safe and effi cient work space for the mechanics
to perform maintenance on the enƟ re fi re fl eet.
The current fi re training classroom and Emergen-
cy OperaƟ on Center are co-located in the same
space. Based on operaƟ onal needs, we recom-
mend that these two funcƟ ons be separated.
The Fire Department has expressed the need
for a “standalone” and “stand-by” emergency
operaƟ on center. The EOC needs many support
spaces such as breakout rooms, policy rooms, and
command/management to adequately support
any emergency acƟ vaƟ on in the City.
Adding a new EOC in conjuncƟ on with a new
maintenance facility maybe a viable way to
improve the City’s mission criƟ cal readiness and
prevenƟ on without the downstream impacts of
displacing all fi re department staff from their
workspaces and offi ces.
This new facility would provide much needed
higher security for the EOC. Having a proper main
entry for the public safety and City personnel
when the EOC acƟ vated is important for security.
Currently, the public enters at the main Fire Sta-
Ɵ on entry and walks through the enƟ re adminis-
traƟ on area to reach the EOC/Training Room.
The City currently contracts with a local vendor to
rent a computer training room with a maximum
capacity of 12 aƩ endees. The Fire Department
proposes ouƞ iƫ ng the EOC to be immediately
ready for EOC operaƟ ons while doubling as a
computer training room for the City InformaƟ on
Technology training.
This would maximize the value and use of com-
puters as well as related equipment dedicated New Maintenance Building DiagrammaƟ c Floor Plans
to the EOC; eliminate the need for a contract for
City computer training; and provide City training
on the City’s secure network (without extensive
workarounds).
A standalone and stand-by EOC would eliminate
the delay in EOC operaƟ ons, which is aƩ ributed
to the recall of off -duty staff to move, unpack,
and deploy boxes of EOC equipment. In the past
few years, two of the three trained personnel in
seƫ ng up the EOC have leŌ city employment.
A more turnkey EOC would be operaƟ onal in
minutes. Currently it can be more than one or two
Packet Pg. 160
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PROJECT STRATEGY
FACILITY
Fire StaƟ on No. 2, located at 132 N Chorro Street,
is immediately adjacent to University Square
located along Foothill Boulevard. This staƟ on
serves north San Luis Obispo and California
Polytechnic University.
The staƟ on was built in 1953. At the Ɵ me of this
assessment the staƟ on is 65 years old. Over the
years, there have been numerous minor interior
renovaƟ ons. The exterior of the building is
original. These renovaƟ ons are discussed in detail
in SecƟ on 4.
The facility was assessed in 1988 by West +
Doubledee Architects. The original FaciliƟ es
Master Plan was commissioned to provide a
logical and reliable planning tool that would assist
City offi cials in making immediate and long-term
decisions on the facility
The FaciliƟ es Master Plan noted that:
"StaƟ on No. 2 is an older facility that
does not funcƟ on in accordance with modern fi re
staƟ on design standards"
"New, larger equipment cannot be
accommodated in the small bays, the outdated
design requires returning vehicles to back into the
bays. VenƟ laƟ on is not adequate to remove diesel
exhaust from the bays. Storage space, offi ce space
and bunk spaces are inadequate"
30 years aŌ er the FaciliƟ es Master Plan was pub-
lished, these defi ciencies are even more pressing.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with the Fire Department. The Fire Department
conducted a tour of the enƟ re staƟ on and pointed
out elements key to their work space and
operaƟ onal defi ciencies and needs.
The program meeƟ ng resulted in idenƟ fying many
operaƟ onal issues at the exisƟ ng Fire StaƟ on
No.2. The staƟ on was original designed to support
two fi refi ghters. This number has increased to
three fi refi ghters, and during peak Ɵ mes, such as
California Polytechnic University graduaƟ on, the
Fire Department will house an extra 2 personnel.
Already congested, this puts a large amount of
stress on the staƟ on faciliƟ es. The staƟ on is
located adjacent to two major traffi c arteries,
Foothill Boulevard and Chorro Street. Emergency
response and return procedures can be
challenging due to high pedestrian and vehicular
traffi c.
This staƟ on has back-in style apparatus bays,
which are undersized. As noted in 1988 Plan, the
bays are not up to modern operaƟ onal standards,
limiƟ ng circulaƟ on space and the ability to house
larger apparatus vehicles within the bays. The
operaƟ onal need for drive through apparatus bays
is discussed in detail in SecƟ on 4.
N
ExisƟ ng Fire StaƟ on No. 2
ExisƟ ng DiagrammaƟ c Floor Plan
C
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QUARTERS
ADMIN
DORM
1
DORM
2
DORM
3 LOCKER
ROOMRR RR
APPARATUS
BAYS
DAY ROOM
KITCHEN/
DINING
LIVING
QUARTERS
Packet Pg. 161
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RECOMMENDATIONS
Limited by site constraints, in order to meet mod-
ern fi re staƟ on standards, a major renovaƟ on to
the building envelope would have to occur. Refer
to SecƟ on 5 in the appendix for a detailed break-
down of exisƟ ng and required spaces.
There is precedence in the surrounding neigh-
borhood to build up to three stories. Following
this precedent, the staƟ on would have ample
opportunity to meet naƟ onal standards as well
as provide opportunity for future growth. With
anƟ cipated growth within the City and University
populaƟ on, Fire StaƟ on No. 2 requires a major
renovaƟ on to the programmaƟ c spaces, to
effi ciently respond and provide service to the
community.
Proposed Site Layout for Fire StaƟ on No. 2 Replacement Proposed Floor Layout for StaƟ on No. 2 Replacement
Packet Pg. 162
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PAGE 31
Fire StaƟ on No. 3 Site Plan
ExisƟ ng DiagrammaƟ c Floor Plan
PROJECT STRATEGY
FACILITY
Built in 1959, StaƟ on No. 3 is the second oldest
Fire StaƟ on in San Luis Obispo. Located on Laurel
Lane, the staƟ on serves the southeast side of the
City. Directly adjacent to the staƟ on is the City’s
Laurel Lane Community Garden. The staƟ on is
located across the street from a local shopping
center.
Fire StaƟ on No. 3 was assessed as a part of the
City’s 1988 Facility Master Plan. The Plan
idenƟ fi ed an overall lack of storage, as well as a
lack of faciliƟ es for female fi refi ghters.
The Plan concluded that with proper maintenance
and no programmaƟ c changes, the fi re staƟ on
could last up to another 20 years. This was 30
years ago and the staƟ on, although well
maintained, requires major aƩ enƟ on in order to
meet modern Fire StaƟ on standards and
operaƟ onal needs.
In 1990, a metal storage building was relocated
to the site and was retrofi ted to provide a new
wellness/exercise space. This space was designed
to be a temporary soluƟ on.
In 2000 as part of a department wide push to
provide gender neutral faciliƟ es for fi refi ghters.
The exisƟ ng fi refi ghter restrooms were reno-
vated to provide two separate gender neutral
restrooms.
A gender neutral bunk was added and is currently
uƟ lized as the Captain’s Bunk Room. Upgrades
were made to the administraƟ on offi ce at the
front of the staƟ on. This space now serves the
public beƩ er when they visit the staƟ on. The
offi ce is used by all fi re personnel.
In 2010 a new radio/communicaƟ on building was
added to the rear of the site. At the Ɵ me of this
assessment it was noted that the Fire Department
expressed a need to upgrade all exisƟ ng radio
equipment in order to ensure proper coverage
across the City.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and
programmaƟ c/operaƟ onal assessment of the
facility by meeƟ ng with the Fire Department. The
Fire Department conducted a tour of the enƟ re
staƟ on and pointed out elements key to their
work space and operaƟ onal defi ciencies and
needs.
Emergency egress of fi re apparatus is very chal-
lenging. Laurel Lane is a major thoroughfare and
has a high amount of vehicular and
pedestrian traffi c from the surrounding
neighborhood. The neighborhood consists of
single family and mulƟ -family residenƟ al housing
with an elementary school nearby.
The apparatus bays, support spaces, living
quarters and administraƟ ve offi ces do not meet
current operaƟ onal needs. The current layout of
the building and site constrains, limit the potenƟ al
growth and renovaƟ on opƟ ons.
LAUREL LANE
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SLEEPING
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BUNK ROOM
LIVING
QUARTERS
DAY ROOM
KITCHEN
FIREFIGHTER
OFFICE
RR
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ADMIN
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The City has deferred major renovaƟ ons due
to the age of the facility. The staƟ on is past its
expected operaƟ onal life. A new replacement
staƟ on is needed to meet the modern fi re staƟ on
standards and the California EssenƟ al Services
Act.
RECOMMENDATIONS
Fire StaƟ on No. 3 should be rebuilt to provide the
Fire Department with the ability to beƩ er posiƟ on
the StaƟ on on the site for improved emergency
egress, drive through apparatus bays, and to
accommodate programmaƟ c and operaƟ onal
needs. The City could use the land adjacent to the
StaƟ on, which is currently a community garden to
achieve this expansion.
Proposed New Fire StaƟ on No. 3 Floor Plans
FIRST FLOORSECOND FLOOR
Proposed New Fire StaƟ on No. 3 Site Plan
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ExisƟ ng Fire StaƟ on No. 4 Site Plan
ExisƟ ng diagrammaƟ c Floor Plan
PROJECT STRATEGY
FACILITY
Built in 1978, Fire StaƟ on No. 4 is the newest fi re
facility in the City up to the 1988 FaciliƟ es Master
Plan. This staƟ on is located at 1395 Madonna
Road, on the corner of Madonna Road and Los
Osos Valley Road.
Fire StaƟ on No. 4 was assessed as a part of the
1988 FaciliƟ es Master Plan. There were numer-
ous design fl aws noted, which reduce the overall
operaƟ onal effi ciency of the staƟ on.
Water infi ltraƟ on was evident at all window and
door penetraƟ ons in the masonry block walls.
These issues have not be addressed and have
worsened over Ɵ me.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with the Fire Department. The Fire Department
conducted a tour of the enƟ re staƟ on and pointed
out elements key to their work space and
operaƟ onal defi ciencies and needs.
One of the biggest effi ciency fl aws is the curved
front apron. This severely limits the eff ecƟ veness
of emergency egress and has increased response
Ɵ mes. The front apron should be straight and
suffi cient in length to park a 38 foot long engine
during emergencies.
The front apron locaƟ on forces emergency egress
to enter onto Madonna Road just west of Los
Osos Valley Road intersecƟ on. This is one of the
busiest intersecƟ ons in the City.
Signal control is lacking at this staƟ on for the
enƟ re Madonna Road and Los Osos Valley Road
intersecƟ on. The Fire Department needs a traffi c
signal pre-empt to increase safety for fi re person-
nel and the public.
Fire StaƟ on No. 4’s traffi c fl ow for emergency
egress response is parƟ cularly hazardous when
the emergency incident requires a leŌ turn onto
Madonna Road. When this is the case, the fi re
engine turns immediately into oncoming traffi c
in a busy intersecƟ on with fi ve lanes of traffi c on
Madonna Road, seven lanes of traffi c on Los Osos
Valley Road, with limited visibility, and high rates
of speed.
Madonna Road and Los Osos Valley Road is one of
the busiest intersecƟ ons in the City. This
confi guraƟ on was less than ideal due to the close
proximity of the very busy intersecƟ on.
Returning to the staƟ on is just as problemaƟ c as
there is only one street and direcƟ on of travel.
The crew frequently drives past the staƟ on
approximately one-half mile to make a U-Turn
and/or to drive through the residenƟ al
neighborhood southeast of the staƟ on.
During dayƟ me, this confi guraƟ on creates a delay
in return due to traffi c. At nighƫ me this
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EXCERCISE
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confi guraƟ on creates noise in the residenƟ al
neighborhood.
The 1988 facility master plan highlighted sever-
al funcƟ onal defi ciencies including circulaƟ on
through the bunk room, lack of space in the fi re-
fi ghter living and sleeping quarters and no lobby
or main entry area for public interacƟ on.
The living areas are undersized, in order to meet
modern Fire StaƟ on standards, there needs to be
considerable expansion and renovaƟ on.
RECOMMENDATIONS
The Fire Department would like to build a new fi re
staƟ on with future capacity and increase the crew
size from 3 to 4 on-duty fi refi ghters per shiŌ .
A reconfi guraƟ on of the front apron in needed to
accommodate a 38’-0” long engine on the apron.
The Fire Department is interested in changing the
orientaƟ on of the front apron to face the intersec-
Ɵ on, much like Fire StaƟ on No. 1.
It is the desire of the Fire Department to have an
integrated and networked training room allowing
on-duty crew to remotely parƟ cipate in some
aspects of mandatory training. The training room
can be used to generate revenue by hosƟ ng
county wide training programs as well as be
rented out to local non-profi ts such as the Boy
Scouts.
ExisƟ ng Fire StaƟ on No. 4 Site Plan
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PROJECT STRATEGY
FACILITY
During the 1988 assessment for the City’s
FaciliƟ es Master Plan, the Parks & RecreaƟ on
AdministraƟ on Offi ce was located in a converted
house at 860 Pacifi c Street. The assessment found
the exisƟ ng facility inadequate. Space for staff
work space and daily operaƟ ons were defi cient
and organizaƟ onal space to run and store
materials for the many programs off ered by the
department was insuffi cient as well.
As a direct response to the assessment and
FaciliƟ es Master Plan, the City funded the design
and construcƟ on of a new AdministraƟ on Offi ce
facility located within Emerson Park at the corner
of Nipomo and Pacifi c Streets.
Completed in 1997, the new facility was designed
to address the needs idenƟ fi ed in the 1988
assessment.
Parks and RecreaƟ on AdministraƟ on Site Plan
ExisƟ ng DiagrammaƟ c Floor Plan
FINDINGS
Since 1997, the department has experienced
signifi cant growth in staffi ng and the programs
off ered by the department. The current offi ce
space is at full capacity. Many staff members are
doubled up and sharing work spaces.
One example of the department’s creaƟ ve
endeavors to address their work space shortage
was to convert an offi ce into a small conference
room, which also doubles as a work space for
part-Ɵ me staff who do not have an assigned desk
in the offi ce.
Many of the programs off ered by the Parks and
RecreaƟ on Department have materials and
equipment associated with them. These items are
stored and accessed on a daily, weekly, monthly
and annual basis. There is a clear need for more
organized and structured storage as there are
program materials stored throughout the offi ce
and in work spaces. A metal storage container
was added immediately adjacent to the building
along the rear entrance to store program
materials and equipment.
The locaƟ on of the AdministraƟ on Building within
Emerson Park makes expansion to accommodate
growth possible with minimal impact to the park.
The Department has expressed interest in creat-
ing a standalone Ranger StaƟ on within the City
limits. There are open spaces where a new Ranger
StaƟ on could be located. This would provide the
ranger program and staff with a facility that could
accommodate an educaƟ onal classroom, more
offi ce work spaces, locker room/restrooms, a
dedicated workshop, and storage for vehicles and
equipment.
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CONFERENCE
ROOM
RESTROOMS &
SHOWERS
BREAK ROOM
WORK/COPY
ROOM
STORAGE
LOBBY
OFFICES
OFFICES
OPEN
WORK AREA
CONFERENCE
ROOM
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The Ten Over Studio team toured the
AdministraƟ on Building as part of the assessment.
Numerous defi ciencies were idenƟ fi ed including:
• Site and public lobby security issues
• Need more meeƟ ng and collaboraƟ on spaces
• Overcrowded administraƟ ve workspace
• Lack of organized storage spaces
• Need for material prep area
• Improved break room and wellness
• Locker room and shower faciliƟ es for Rangers
There is a current project planned for interior
improvements. These improvements include new
fl ooring, paint, and IT infrastructure updates along
with a reconfi guraƟ on of the systems furniture to
create more collaboraƟ ve work spaces. Funding
has been set aside for this project. There is a
desire for more new modular cubical workspaces
throughout the offi ce, but the current funding is
insuffi cient to address this specifi c need.
The mechanical system is due for replacement
and a separate project is underway. Funding was
set aside for this work.
RECOMMENDATIONS
In 2018, the Parks and RecreaƟ on Department
hired a consultant to assess and prepare their
own specifi c Master Plan to beƩ er defi ne their
areas of growth, idenƟ fy desired programs and
acƟ viƟ es, that will draw the community to all of
their faciliƟ es.
The Parks and RecreaƟ on Master Plan should also
inform the Department on their staffi ng needs to
support their programs and community acƟ viƟ es.
The Master Plan will be useful in determining
what improvements are needed at each exisƟ ng
facility and if major renovaƟ on, expansion and/or
new faciliƟ es are needed to support the goals.
To accommodate current staffi ng and allow for
future growth, the AdministraƟ on Building will
need to expand to address all of their current and
anƟ cipated staffi ng and workspace needs.
There are numerous security concerns noted by
staff working at this facility. The exterior lighƟ ng
is not adequate for safety, especially during the
winter months when it gets dark before the end
of the work day. Leaving the facility at night is a
safety concern especially due to the high amount
of transient acƟ vity in Emerson Park, where the
AdministraƟ on Building is located.
It is the wish of the department to replace all
exterior lighƟ ng with high effi ciency LED lighƟ ng,
around the building and at the parking lot.
The exterior and interior security concerns raised
by the Department need to be addressed. Pro-
viding a safe work environment for staff is a high
priority for the Department and City.
Materials are piled and stacked throughout the
offi ce, in circulaƟ on spaces, and within work
spaces. There is a full storage container at the rear
of the building. CreaƟ ng a large centralized and
organized bulk storage will help the department
control inventory, organize materials, and prep for
events. Short term refrigerated storage is needed
on a daily basis.
New Proposed Expansion Areas
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PROJECT STRATEGY
FACILITY
Referred to as the “RecreaƟ on Center” in the
1988 Facility Master Plan, the Ludwick
Community Center is the City’s primary indoor
community and recreaƟ on space.
This facility is located on the corner of Santa Rosa
and Mill Streets was originally a mercanƟ le and
then used as an Army U.S.O Club during World
War II.
The 1988 FaciliƟ es Master Plan document found
the building was in serious disrepair and suff ering
from numerous defi ciencies including hazardous
materials, code violaƟ ons, mechanical, electrical,
and structural systems deterioraƟ on. The building
envelop had many issues as well with roof leaks
and weathered/worn exterior fi nishes.
The 1988 FaciliƟ es Master Plan assessment
ExisƟ ng Ludwick Community Center
ExisƟ ng DiagrammaƟ c Floor Plan
document concluded that the facility required
signifi cant work to both the interior spaces and
the exterior fi nishes to eff ecƟ vely operate as a
Community Center.
In 1990, the City commissioned an architectural
program assessment and conceptual design to
rehabilitate the Center.
In 2002, a renovaƟ on project updated to the front
porƟ on of the building. The kitchen was upgraded
to a commercial grade cafeteria style kitchen.
A space in one of the wings is currently leased out
to a daycare center, which runs the enƟ re year.
Arts Obispo rents offi ce space along Mill Street.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building en-
velope condiƟ on assessment and programmaƟ c/
operaƟ onal assessment of the facility by meeƟ ng
with the Parks and RecreaƟ on Department. The
Department conducted a tour of the enƟ re facility
and pointed out elements key to their operaƟ onal
defi ciencies and needs.
The programmaƟ c and building envelope
assessment performed by the Ten Over Studio
Team found that the renovaƟ on did not address
all the defi ciencies highlighted in 1988 FaciliƟ es
Master Plan. The following items are sƟ ll in poor
condiƟ on:
• Weather damaged interior and exterior walls
and fi nish materials
• Major roof leaks
• Severe water damage to basement due to
fl ooding
The maintenance budget for this facility is very
limited. The Ludwick Community Center is not
staff ed full Ɵ me, so unorganized materials are
present in the storage rooms and classrooms.
MILL STREET
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MEETING
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KITCHENDAYCARE
STORAGE
CLASSROOM &
STORAGE
STAGE
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Opportunity and Constraints for the Ludwick Community Center Site
RECOMMENDATIONS
In 2017, the Park and RecreaƟ on Department held
a Strategic Planning Summit with their key
stakeholders to discuss several of their aging
faciliƟ es. From this Summit, the Department is
looking to return Ludwick to its original mission to
serve as a “True Blue” Community Center.
The opportuniƟ es and constraints graphic shows
the potenƟ al development opportuniƟ es for a
new community center building at this site. The
exisƟ ng building is well past its useful life and
should be replaced with a safer new facility that
aligns with the Department’s mission.
The Parks and RecreaƟ on Department has hired
a consultant to assess and prepare their own
specifi c Master Plan to beƩ er defi ne their areas of
growth, idenƟ fy desired programs and
acƟ viƟ es, that will draw the community to all of
their faciliƟ es.
The Parks and RecreaƟ on Master Plan should also
inform the Department on their staffi ng needs to
support their programs and community acƟ viƟ es.
The Master Plan will be useful in determining
what improvements are needed at each exisƟ ng
facility and if major renovaƟ on, expansion and/or
new faciliƟ es are needed to support the goals.
Packet Pg. 170
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PROJECT STRATEGY
FACILITY
Established in 1978, the San Luis Obispo Senior
Center is located on the corner of Santa Rosa and
Pismo Streets within the boundaries of Mitchell
Park.
The Senior Center is a shared facility between
the City and the Senior Center ExecuƟ ve Board.
The seniors use the facility on weekdays between
9am to 4pm. The City may use or rent the facility
during the rest of the Ɵ me.
The 1988 FaciliƟ es Master Plan found that the
historic porƟ on of the facility had many
defi ciencies. The building was deterioraƟ ng on the
exterior and interior. It was noted that the space
confi guraƟ on within the facility was awkward and
ineffi cient.
In 1989, a renovaƟ on was funded to miƟ gate
these issues. The renovaƟ on reworked the
ExisƟ ng Senior Center at Mitchell Park
ExisƟ ng DiagrammaƟ c Floor Plan
interior circulaƟ on as well as renovaƟ ng the
exisƟ ng restrooms, storage areas, and main
kitchen.
In 2008, a new parking lot dedicated to Senior
Center use was added by removing two
shuffl eboard courts and lawn area. At the same
Ɵ me, the main kitchen was upgraded into a
commercial grade kitchen.
FINDINGS
With this FaciliƟ es Master Plan Update and
assessment of the Senior Center, we fi nd the lack
of security a major concern. There is a large
transient populaƟ on who reside in and use
Mitchell Park near the Senior Center.
The seniors oŌ en feel threatened and unsafe. On
numerous occasions transients entered the facility
uninvited, to use the restroom, and to take food
and beverages. A number of transients are able
to pay the $12 annual fee, allowing them to use
the facility and the services it off ers. OŌ en Ɵ mes,
these transients sƟ ll abuse the facility and are
known to cause discomfort among the members.
Due to the historic nature of the Old Schoolhouse
porƟ on of the Senior Center, renovaƟ ons need to
be carefully planned to maintain the historic
characterisƟ cs of the building. The rest of the
Senior Center has received a few renovaƟ ons and
improvements to the exterior of the facility. It is
maintained by City staff and is generally in poor
condiƟ on. There is a high need for air condiƟ oning
and beƩ er visual control of the main entrance to
the building
Subsequent to the facility assessment and tour,
Ten Over Studio was invited to meet with the
Senior ExecuƟ ve Board to provide a general
overview of the FaciliƟ es Master Plan Update.
During this meeƟ ng, it was determined that a
survey would be created and provided to the
Board to use. The survey results would be used to
beƩ er understand the current and proposed
SOCIAL &
GATHERING SPACES
RECEPTION
OFFICE
JANITORKITCHEN
STORAGE
MULTI-PURPOSE
SPACE
ASSEMBLY ROOM
LOBBY
MEDIA ROOM
GAME ROOM
CONF.
RR RR
SANTA ROSA STREET
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MULTI-PURPOSE
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MEDIA ROOM
SANTA ROSA
STREET ENTRY
DOOR BELL, SECURITY CAMERA &
ACCESS CONTROL
[E] DRIVEWAY & TRASH ACCESS
LOCATION APPROXIMATE
GAME ROOM
MW
KITCHENSTORAGE
ENCLOSED PATIO
[N] PANTRY
DOOR BELL, SECURITY
CAMERA & ACCESS
CONTROL
MECHANICAL
[N] MECHANICAL
AREA
CONFERENCE ROOM
[N] KITCHETTE
[N] JANITOR
RECEPTION
OFFICE
[N] BUCHON
STREET ENTRY
[N] DROP OFF
ZONE
PARKING LOT
Proposed RenovaƟ on of Senior Center at Mitchell Park
programmaƟ c uses of the Senior Center spaces.
The Parks and RecreaƟ on Department provided
the survey to the Senior Center ExecuƟ ve Board
for distribuƟ on to their membership. Ten Over
Studio received wriƩ en feedback from 6 members
of the Center.
InformaƟ on was collected on how each of the
primary meeƟ ng and gathering spaces were being
used and for which programs. Numbers of
aƩ endees for each program was provided.
Minimal guidance was provided about new or
desired programs.
It was apparent from the survey results that
the exisƟ ng gathering and meeƟ ng spaces were
adequate for their current program needs. What
is sƟ ll unclear is what new programs should be
planned for in the future.
RECOMMENDATIONS
The Parks and RecreaƟ on Department has hired
a consultant to assess and prepare their own
specifi c Master Plan to beƩ er defi ne their areas of
growth, idenƟ fy desired programs and
acƟ viƟ es, that will draw the community to all of
their faciliƟ es.
The Parks and RecreaƟ on Master Plan should also
inform the Department on their staffi ng needs to
support their programs and community acƟ viƟ es.
The Master Plan will be useful in determining
what improvements are needed at each exisƟ ng
facility and if major renovaƟ on, expansion and/or
new faciliƟ es are needed to support the goals.
We recommend a renovaƟ on of the facility to
provide an updated lobby and recepƟ on area with
line of sight to reduce security concerns.
The improvements should include making the
kitcheneƩ e, pantry and janitorial spaces beƩ er.
A new secured secure outdoor acƟ vity space
would allow seniors to enjoy the outdoors in a
protected space.
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PROJECT STRATEGY
FACILITY
The Swim Center is located within Sinsheimer
Park near the Baseball Stadium. The SLO Swim
Center is a City facility, however it was built on
San Luis Coastal School District land.
The SLO Swim Center design is comprised of a
bath house, 50 meter compeƟ Ɵ on pool, a therapy
pool, and a combined mechanical building with
poolside restrooms. There are outdoor showers
on the main pool deck near the poolside
restrooms.
The fi rst phase of the Swim Center was built in
1978. This included the 50 meter compeƟ Ɵ on
pool and the combined mechanical building with
poolside restrooms. In 1988, the second phase of
construcƟ on included the therapy pool and bath
house.
There is space allocated for an instrucƟ onal
ExisƟ ng SLO Swim Center Site
ExisƟ ng DiagrammaƟ c Floor Plan
pool up on the hill above the compeƟ Ɵ on pool,
however it was never built. The land was used
instead for a solar panel array. The solar array
was removed some Ɵ me ago and the land is now
vacant.
The facility has ample public parking, shared with
Sinsheimer Park, the Baseball Stadium and a
family park. The SLO Swim Center has a loading
and drop-off zone as well as ADA compliant
parking immediately adjacent to the facility.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and
programmaƟ c/operaƟ onal assessment of the
facility by meeƟ ng with the Parks and RecreaƟ on
Department. The Department conducted a tour of
the enƟ re facility and pointed out elements key to
their operaƟ onal defi ciencies and needs.
There are several major space and programmaƟ c
needs and defi ciencies that need to be addressed
at the Bathhouse at the administraƟ ve offi ces.
Lobby/recepƟ on, fi tness room, mulƟ -purpose
room, changing and restrooms, lifeguard staƟ on,
and staff support faciliƟ es
There are signifi cant covered storage issues for
equipment that can be addressed with the
expansion of outdoor storage needs.
SOU
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LIFEGUARD
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MULTI-PURPOSE
ROOM
MENS
LOCKER ROOM
LOBBY
WOMENS
LOCKER ROOM
MECH.
ROOM
STORAGE
ADMINISTRATION
OFFICES
ADMINISTRATION
OFFICES
RR
RECEPTION
RR
MECHANICAL
ROOM
WORKSHOP
FACILITIES &
MAINTENANCE
OFFICES
Packet Pg. 173
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The Swim Club & Mechanical Building restrooms
are not open to public due to disrepair. The pool
deck drains require replacing and the therapy
pool surface requires replacement as well.
The pool grandstands were designed and built
by California Polytechnic University students as a
school project. The grandstands stairs and seaƟ ng
are made out of poured in place concrete. The
grandstands were not designed or constructed to
meet building or accessibility codes.
The SLO Swim Center requires constant
maintenance by City FaciliƟ es Staff to ensure the
pools and pool equipment are in good working
order. Dedicated maintenance staff is assigned to
the SLO Swim Center. The eff ect of the moist
environment of the bathhouse and poolside
restrooms on the fl oors and walls are a
maintenance challenge.
Water samples are collected and tested
throughout each day to meet health and safety
standards and regulaƟ ons.
There is a general need for shade at the
grandstand bleachers and at the therapy pool.
RECOMMENDATIONS
The Parks and RecreaƟ on Department has hired
a consultant to assess and prepare their own
specifi c Master Plan to beƩ er defi ne their areas of
growth, idenƟ fy desired programs and
acƟ viƟ es, that will draw the community to all of
their faciliƟ es.
The Parks and RecreaƟ on Master Plan should also
inform the Department on their staffi ng needs to
support their programs and community acƟ viƟ es.
The Master Plan will be useful in determining
what improvements are needed at each exisƟ ng
facility and if major renovaƟ on, expansion and/or
new faciliƟ es are needed to support the goals.Proposed New Bath House and Modifi caƟ ons
We recommend a new Bath House facility to
address all the space defi ciencies and
programmaƟ c needs. There are signifi cant space
and material defi ciencies that need to be
corrected. A new Bath House and modifi ed
Mechanical Building could provide space for
local groups, swim clubs, scuba club, and accom-
modate outside clubs and compeƟ Ɵ ons. The
grandstands need to be replaced to comply with
current building and accessibility codes.
Packet Pg. 174
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UƟ liƟ es AdministraƟ on Building Site Plan
ExisƟ ng DiagrammaƟ c Floor Plans
PROJECT STRATEGY
FACILITY
In 2000, the UƟ liƟ es Department management
and administraƟ ons funcƟ ons under public works
moved from 955 Morro Street to 879 Morro
Street. The UƟ liƟ es AdministraƟ on is a renovated
two-story building immediately adjacent to the
Palm Street Parking Garage.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and
programmaƟ c/operaƟ onal assessment of the
facility by meeƟ ng with the UƟ liƟ es Department.
The UƟ lity Department representaƟ ve conducted
a tour of the enƟ re building.
The facility was recently renovated and there are
no programmaƟ c or operaƟ onal issues. There are
no building security issues. Replacement of the
mechanical units and roofi ng is being tracked as a
maintenance project.
At the Ɵ me of the assessment, the building has
no need for further renovaƟ on or addiƟ ons to the
building.
The interior renovaƟ on included new fl ooring,
paint, and systems furnishings. The recepƟ on
counter was reconfi gured to meet the needs of
the front offi ce staff . The department expressed
high saƟ sfacƟ on with their renovaƟ on and effi -
ciency of the work spaces.
RECOMMENDATIONS
It is our recommendaƟ on that the City address
the roofi ng and mechanical unit replacement
projects as maintenance projects.
MORRO STREET
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ROOM
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ROOM
BREAK
ROOM
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OFFICESOPEN WORK
AREA
OFFICE
OFFICE
CONFERENCE
ROOM
SECOND FLOOR
FIRST FLOOR
LOBBY
RECEPTION
Packet Pg. 175
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ExisƟ ng CorporaƟ on Yard Campus
Primary ExisƟ ng Buildings on CorporaƟ on Yard Campus
PROJECT STRATEGY
FACILITY
Built in 1986, the CorporaƟ on Yard is the hub of
all City Public Works maintenance programs. The
CorporaƟ on Yard campus currently houses the
maintenance personnel, materials, and vehicles
for TransportaƟ on, Streets, Urban Forestry, Parks,
Water, Waste Water, and Fleet. The campus also
houses the administraƟ ve offi ces to support these
funcƟ ons.
There are several primary buildings on the
CorporaƟ on Yard. There is a large Maintenance
Building with a material storage mezzanine, metal
shop and carpentry shop. The OperaƟ ons Center
houses administraƟ ve offi ces and support spaces
for Urban Forest, Parks, Streets, and UƟ liƟ es.
There is a separate Fueling and Wash StaƟ on, and
a standalone building for the Waste Water Shop.
There are many small metal container buildings
throughout the corporaƟ on yard for the storage
of street tools, barricades, pesƟ cides, fl ammable
materials, hazardous materials, water and waste
water materials, building maintenance materials,
and parks materials.
In 1988 the CorporaƟ on Yard was assessed as a
part of the San Luis Obispo FaciliƟ es Master Plan.
At the Ɵ me, this facility was only 2 years old and
the assessment noted numerous defi ciencies and
potenƟ al problem areas with the facility.
The addiƟ on of the Warehouse Building in 2010
for bulk materials storage and covered vehicle
parking was a direct response to one of these
assessment defi ciencies. It is the newest structure
at the CorporaƟ on Yard.
FINDINGS
The new Water Resource Recovery Facility (WRRF)
is currently in design and is anƟ cipate to start
construcƟ on in Summer 2019. This new facility
will house all Water and Waste Water personnel
and operaƟ ons. This will allow other Public Works
funcƟ ons and services to occupy the vacated
spaces at the CorporaƟ on Yard. It is anƟ cipated
that some of the Water and Waste Water
materials that are stored on-site and in the
Warehouse Building will remain.
The vacated area in the exisƟ ng OperaƟ ons Center
will allow other departments to expand their of-
fi ce spaces to beƩ er support their fi eld personnel.
A large Shop space in the Maintenance Building
will also be available for use. The exisƟ ng Waste
Water Building will become available as well.
Future growth of the WRRF shows the need to
use the rear of the CorporaƟ on Yard where
materials are currently stored. This area is needed
for the placement of the potable water reuse
equipment and storage tanks. The rear area will
also be used as a stormwater liquid disposal area
PR
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CorporaƟ on Yard Campus
for street sweepers and other equipment to
perform these disposal funcƟ ons.
The new Prado and Highway 101 interchange
is sƟ ll in the planning stages of development. It
is anƟ cipated that the City will select the fi nal
design opƟ on in 2019.
Regardless of which design opƟ on is selected for
the new interchange, the off ramp design will
encroach into the CorporaƟ on Yard along the
northern and northwestern edges.
The encroachment area will eliminate the exisƟ ng
Waste Water Building, Warehouse Building, and
nursery area. All of the exisƟ ng metal container
for Building Maintenance and Parks will need to
be moved. There is even a possibility that the
encroachment area will aff ect the OperaƟ ons
Center.
The new interchange will aff ect all of the exisƟ ng
entrances to the CorporaƟ on Yard. The entrance
for personnel will be closed off and the access and
parking for personnel and the public will need to
be reconfi gured.
The design of the new WRRF has a new entrance
that will be shared between the WRRF and
CorporaƟ on Yard that is located further east along
Prado Road.
The exisƟ ng CorporaƟ on Yard is located within the
100 year fl oodplain and will be severely
compromised by a major fl ood event. There are
no signifi cant measures in place to divert the
fl oodwaters. The CorporaƟ on Yard will not be
accessible or operaƟ onal unƟ l the fl oodwaters
recede.
RECOMMENDATIONS
There are many factors that will negaƟ vely impact
the operaƟ onal eff ecƟ veness of the CorporaƟ on
Yard in the very near future. The new WRRF will
expand into the CorporaƟ on Yard. The new Prado
Road interchange will expand into the
CorporaƟ on Yard. The fl oodplain issues will not
improve with the new WRRF and Prado
interchange. All these factors create the need for
the CorporaƟ on Yard to relocate to a site that can
accommodate the current operaƟ onal needs and
the anƟ cipated growth by the City for the Public
Work funcƟ ons at the CorporaƟ on Yard.
Packet Pg. 178
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ExisƟ ng CorporaƟ on Yard Campus
ExisƟ ng DiagrammaƟ c Floor Plan
PROJECT STRATEGY
FACILITY
The OperaƟ ons Center is the main
administraƟ on hub on the CorporaƟ on Yard. It
is located along the east side and is immediately
adjacent to the public parking a lot along Prado
Road. This is where public and visitors come to
meet with Public Works staff whose offi ces are
located at the CorporaƟ on Yard
The 9,176 SF building provides administraƟ ve
offi ce space for Streets Maintenance, Urban
Forest, Parks Maintenance and UƟ liƟ es. The
building serves all personnel with restrooms,
locker rooms, and a mulƟ -purpose room. The
mulƟ -purpose room has a kitchen area and
is used for meeƟ ngs and breaks. OŌ en, the
mulƟ -purpose room is uƟ lized for large City
trainings and meeƟ ngs.
The OperaƟ ons Center is a pre-engineered metal
building. In 2009, an interior renovaƟ on
included changes to the front administraƟ ve
offi ces, reconfi guring the supervisor and crew
work space to more effi ciently serve staff .
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and
programmaƟ c/operaƟ onal assessment of the
facility by meeƟ ng with the Public Works
Department. The Public Works Department
conducted a tour of the enƟ re campus and
pointed out elements key to their work space and
operaƟ onal defi ciencies and needs.
Although the building serves its purpose
adequately, there are numerous programmaƟ c
and operaƟ onal defi ciencies, which if addressed,
would greatly improve the effi ciency and daily
work fl ow of maintenance fi eld personnel.
These improvements include, but are not limited
to:
• Reconfi guraƟ on of the mulƟ -purpose room to
provide a separate kitchen and break room.
• Improvements to the front recepƟ on to
provide greater security and visual access for
administraƟ ve staff
• Improvements to the restroom and locker
faciliƟ es
• Improvements to the access control of rear
doors and site gate
More recent improvements were made to the
entry vesƟ bule and entrance to the front offi ce to
address security concerns.
Future tenant improvements to the offi ce areas
are anƟ cipated to begin in 2018 to address
operaƟ onal effi ciencies for Parks, Urban Forestry
and Streets.
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MEN’S LOCKER
ROOM & RR
ADMIN
ADMIN
LOBBY
STREETS
TRAINING
ROOM/
KITCHEN
URBAN
FOREST
UTILITIES
MECHANICALWOMEN’S LOCKER
ROOM & RR
PARKS &
RECREATION CONFERENCE
Packet Pg. 179
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The ConstrucƟ on of the Prado Interchange in the
next 5 years will greatly impact the CorporaƟ on
Yard, specifi cally any infrastructure located near
the western and northern property lines. The
Interchange project may necessitate the removal
of this building.
RECOMMENDATIONS
The City should limit the renovaƟ on, expansion
and tenant improvements at the CorporaƟ on
Yard. The new WRRF facility and interchange will
competely change the available site area and
exisƟ ng buildings on the CorporaƟ on Yard.
Proposed RenovaƟ on to OperaƟ ons Center Floor Plan
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ExisƟ ng CorporaƟ on Yard Campus
ExisƟ ng DiagrammaƟ c Floor Plans
PROJECT STRATEGY
FACILITY
The Maintenance Building was built in 1986 as
apart of the original CorporaƟ on Yard Campus
design. The CorporaƟ on Yard Campus was a part
of the 1988 FaciliƟ es Master Plan assessment
This 24,948 SF building is a large pre-engineered
metal building with an exposed concrete fl oor and
open ceilings to the underside of the roof deck.
The building is insulated and has numerous sky-
lights throughout for natural daylighƟ ng.
Providing shop space for the various public works
departments, the maintenance building houses
the Fleet Maintenance shop, Building Mainte-
nance shop, Water Management shop, Parks
Maintenance shop, Urban Forest shop, Street
shop and Signal Repair shop.
The building has exposed concrete fl oors, open
ceilings to the underside of the roof deck, in-
sulated walls and roof, and numerous skylights
throughout the facility for natural daylighƟ ng.
The Fleet Maintenance Shop and associated spac-
es occupies approximately 50% of the building
footprint with three drive through vehicle main-
tenance bays. With City Fleet growth, this space
is regularly at full capacity and vehicles are oŌ en
worked on outside in uncovered condiƟ ons. Space
constraints limits the amount of work that can
be scheduled and performed. This has drasƟ cally
increased the repair Ɵ me on Fleet vehicles and
decreased effi ciency.
All personnel has access to the mezzanine stor-
age, which encompasses approximately 50% of
the building footprint.
The mezzanine space houses spare parts and
equipment such as Ɵ res, signal bulbs, belts, etc.,
in an open environment along with a wellness
area for employee use.
FINDINGS
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and program-
maƟ c/operaƟ onal assessment of the facility by
meeƟ ng with the Public Works Department. The
Public Works Department conducted a tour of the
enƟ re campus and pointed out elements key to
their work space and operaƟ onal defi ciencies and
needs.
Although the building serves its purpose ade-
quately, there are numerous programmaƟ c and
operaƟ onal defi ciencies, which if addressed,
would greatly improve the effi ciency and daily
work fl ow of maintenance fi eld personnel.
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MEZZANINECARPENTRY
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STREETS
WATER
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METAL
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New Proposed RenovaƟ on Floor Plans
These improvements include, but are not limited
to:
• ConstrucƟ on of the Prado overpass will
impede on the CorporaƟ on Yard Campus
drasƟ cally
• Fleet maintenance has expressed the need
for an extra bay
• CongesƟ on around the building causes dam-
age to the building exterior
• More security lighƟ ng is needed
• Crowded and underuƟ lized storage mezza-
nine
• Water shop may be relocated to new WRRF
RECOMMENDATIONS
There are many factors that will negaƟ vely impact
the operaƟ onal eff ecƟ veness of the CorporaƟ on
Yard in the very near future.
The new WRRF will expand into the CorporaƟ on
Yard. The new Prado Road interchange will ex-
pand into the CorporaƟ on Yard.
The fl oodplain issues will not improve with the
new WRRF and Prado interchange.
All these factors create the need for the Corpo-
raƟ on Yard to relocate to a site that can accom-
modate the current operaƟ onal needs and the
anƟ cipated growth by the City for the Public Work
funcƟ ons at the CorporaƟ on Yard.
The City should limit the renovaƟ on, expansion
and tenant improvements at the CorporaƟ on
Yard. The new WRRF facility and interchange will
competely change the available site area and
exisƟ ng buildings on the CorporaƟ on Yard.
Packet Pg. 182
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ExisƟ ng CorporaƟ on Yard Campus
ExisƟ ng DiagrammaƟ c Floor Plan
PROJECT STRATEGY
FACILITY
The Wash Bays and Fueling StaƟ on was built in
1986 as apart of the original CorporaƟ on Yard
Campus design. The CorporaƟ on Yard Campus
was a part of the 1988 FaciliƟ es Master Plan
assessment
The original underground fuel tanks were
replaced with two above ground tanks for ease of
maintenance. One tank contains 8,000 gallons of
gasoline and the other one is a split 4,000 gallon
diesel and 4,000 gallon gasoline tank.
The original underground tanks were never
removed and remain in place. Any new work
moving forward will require the removal of the
original tanks and the remediaƟ on of the soil.
FINDINGS
The Wash Bays and Fueling StaƟ on was assessed
by the Ten Over Studio team as a part of a facility
wide assessment evaluaƟ ng the effi ciency and
condiƟ on of the CorporaƟ on Yard.
The fueling staƟ on is in very poor condiƟ on due
to constant use, dirt, grit and wet condiƟ ons from
vehicle washing. A thorough assessment of the
building envelope and programmaƟ c use was
completed.
The City currently has a project underway to
replace the exterior siding at the staƟ on in the
2018/2019 Ɵ me line to extend the lifespan of this
facility.
RECOMMENDATIONS
There are several factors that will negaƟ vely
impact the operaƟ onal eff ecƟ veness of the
CorporaƟ on Yard in the very near future.
The new Water Resource Recovery Facility and
the new Prado Road interchange will both expand
into the CorporaƟ on Yard. The exisƟ ng fl oodplain
issues will not improve with the construcƟ on of
the new WRRF and Prado interchange.
All these factors create the need for the
CorporaƟ on Yard to relocate to a site that can
accommodate the current operaƟ onal needs and
the anƟ cipated growth by the City for the Public
Work funcƟ ons at the CorporaƟ on Yard.
The City should limit the renovaƟ on, expansion
and tenant improvements at the CorporaƟ on
Yard. The Wash Bays and Fueling StaƟ on should
be replaced enƟ rely.
The new WRRF facility and Prado interchange will
completely change the available site area and
viability of exisƟ ng buildings on the CorporaƟ on
Yard.
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FUELING BAY
WASH BAY
MECHANICAL
FUEL TANK
WASH BAY
FUEL TANK
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ExisƟ ng CorporaƟ on Yard Campus
ExisƟ ng DiagrammaƟ c Floor Plan
PROJECT STRATEGY
FACILITY
The Wastewater CollecƟ ons Building was added
between the original construcƟ on in 1986 and
someƟ me before 2001. The building is located
along the western property line of the
CorporaƟ on Yard.
The building was originally used to store
department vehicles. The UƟ liƟ es Department
retrofi Ʃ ed the interior spaces to add a shop
space, offi ce, crew meeƟ ng area, restroom and
small kitchen area.
When the new Water Resource Recovery Facility
(WRRF) is complete, this building will become
vacant and available for other departments to
uƟ lize. The UƟ liƟ es Wastewater staff will
relocate to the new facility. Numerous Public
Works departments have expressed interest in
moving into this building.
FINDINGS
The building is in good condiƟ on and is well cared
for by the UƟ liƟ es Wastewater personnel and the
City Maintenance team.
The ConstrucƟ on of the Prado Interchange in the
next 10 years will greatly impact the CorporaƟ on
Yard and specifi cally any buildings and
infrastructure located near the western and
northern property lines, like this building
The Interchange project will necessitate the
removal of the Wastewater CollecƟ ons Building
along with the adjacent metal storage containers.
RECOMMENDATIONS
There are several factors that will negaƟ vely
impact the operaƟ onal eff ecƟ veness of the
CorporaƟ on Yard in the very near future.
The new Water Resource Recovery Facility and
the new Prado Road interchange will both expand
into the CorporaƟ on Yard. The exisƟ ng Waste
Water Building is in the fl oodplain and in the
embankment encroach of the Prado interchange.
The City should limit the renovaƟ on and tenant
improvements at the Waste Water Building. The
new WRRF facility and Prado interchange will
completely change the available site area and
viability of exisƟ ng buildings on the CorporaƟ on
Yard.
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MEETING AREA
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IMPLEMENTATION
INTRODUCTION
The FaciliƟ es Master Plan has idenƟ fi ed both
necessary maintenance and replacement needs
for the Community. FaciliƟ es recommended for
replacement, sƟ ll required maintenance while
the City develops funding strategies, designs and
constructs these replacement faciliƟ es.
Maintenance projects that protect faciliƟ es from
environmental damage such as roof replace-
ments, painƟ ng and siding replacement will con-
Ɵ nue as the Community moves forward projecƟ ng
needs and scoping projects to refl ect Communty
desires.
PRIORITIZATION OF FACILITIES MASTER PLAN
UPDATE PROJECTS
The implementaƟ on strategy for each facility and
campus was reviewed by staff and stakeholders
working on this Update with the Ten Over Studio
team. The City used the assessment data and
recommendaƟ ons of all the faciliƟ es to build
the prioriƟ zaƟ on. The City took into account the
following factors:
• Building systems and infrastructure age
and defi ciencies:
• structure, mechanical, plumbing, fi re
protecƟ on, electrical, emergency
power, communicaƟ ons, security,
etc.
• Life safety compliance and defi ciencies
• Building code and ADA compliance
defi ciencies
• Resource effi ciencies – energy, water,
space
• OperaƟ onal needs and defi ciencies
• Triple BoƩ om Line
CAPITAL IMPROVEMENT PROJECT BUDGETS AND
TIME LINES
Individual project budgets were developed for
each facility. To establish construcƟ on costs for
facility, we used a unit cost per square foot ap-
proach. These costs vary depending on the scope
and nature of improvements recommended for
each facility.
Each facility project budget refl ects both hard and
soŌ costs. The soŌ budgets included assumpƟ ons
for professional fees, permit fees, special inspec-
Ɵ ons costs, construcƟ on management costs,
temporary faciliƟ es costs, and design conƟ ngen-
cies for each facility. ConstrucƟ on market escala-
Ɵ ons and other owner costs for each project were
included.
The City was asked to provide budgets for project
administraƟ on, equipment, furnishing, and other
owner systems for the project budgets.
Ludwick Community Center MeeƟ ng Space City Hall Training Room
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The conceptual project budgets are an opinion of
probable costs on THE construcƟ on costs using
recent bid results and construcƟ on market indi-
cators within the County of San Luis Obispo and
neighboring central coast communiƟ es for similar
sized public faciliƟ es at the Ɵ me of publicaƟ on
of this FaciliƟ es Master Plan Update, which is
December 2018.
The Ɵ meline for each project uses a 1 to 20+ year
implementaƟ on Ɵ me line based on the City’s de-
sired prioriƟ zaƟ on for their capital improvement
plan.
The City will need to develop funding strategies to
implement these projects idenƟ fi ed in this Facili-
Ɵ es Master Plan.
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Project Files and Reference Materials Storage at Communuty Development and Public Works AdministraƟ on Work Space Sharing
ASSESSMENT
INTRODUCTION
The City’s original FaciliƟ es Master Plan (Plan) was
issued in 1988. The Plan assessed the condiƟ on of
City owned and operated faciliƟ es up to 1988.
The Plan idenƟ fi ed fi ndings and made recommen-
daƟ ons for the City’s exisƟ ng and new faciliƟ es.
As a direct response to the assessments, the City
funded the new construcƟ on, renovaƟ on and
expansion projects.
Throughout the years since the assessment, the
City performed regular maintenance, improve-
ments, and upgrades to keep their faciliƟ es in
good condiƟ on.
As part of the FaciliƟ es Master Plan Update, the
Ten Over Studio team conducted a building enve-
lope condiƟ on assessment and a programmaƟ c/
operaƟ onal assessment of each facility.
PROGRAMMATIC AND OPERATIONAL
ASSESSMENT
The Ten Over Studio team worked with the City
to schedule stakeholder interviews with each
department and group who worked at each City
facility. The interviews were accompanied with
a tour of each departments/groups offi ce area,
ancillary spaces and storage spaces.
The programmaƟ c and operaƟ onal assessment
idenƟ fi ed and evaluated the current space uƟ liza-
Ɵ on and idenƟ fi ed future space needs of each City
facility to support:
• Daily operaƟ ons
• Community uses
• Emergency operaƟ ons
• Training and meeƟ ng
• Specialty operaƟ ons, uses and events
• Specialty equipment
• Storage
• CommunicaƟ on, computer, and radio
equipment
• Parking (staff and departmental)
Each interview included a detailed discussion on
site and building access and security concerns.
An understanding of current and future staffi ng
needs was established using the stakeholder
interview process along with a review of the orga-
nizaƟ onal charts of each department and group.
From the programmaƟ c and operaƟ onal assess-
ment, the Ten Over Studio team was able to
develop a detailed understanding of the City’s
staffi ng and space needs for each facility.
As part of the operaƟ onal and programmaƟ c
assessment, the Ten Over Studio team developed
a staffi ng and/or space needs matrices for each
department/facility to show our fi ndings and
recommendaƟ ons.
The Ten Over Studio team met with key City
stakeholders to beƩ er understand and idenƟ fy
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work space and operaƟ onal defi ciencies. Each
City department conducted a tour and pointed
out examples to their work space and operaƟ onal
needs.
These program meeƟ ngs resulted in idenƟ fying
many reoccurring issues, some of which were
documented in 1988. New issues raised included:
• Security concerns
• Lack of meeƟ ng spaces and need for a com-
mon training room
• Undersized work spaces
• Need for organized storage and spaces
• Need for an improved break rooms
• Need for wellness faciliƟ es
• Old infrastructure
The assessment meeƟ ngs revealed specifi c ren-
ovaƟ on and tenant improvement projects that
were in planning and in the 2018/2019 funding
pipeline for the City.
BUILDING ENVELOPE CONDITION
ASSESSMENT
The Ten Over Studio team met with City main-
tenance staff and toured the building exterior
of each facility to visually review and assess
the overall building envelope, windows, doors,
roofi ng, and other exterior components such as
awnings, soffi ts, and lighƟ ng.
We visually evaluate each exterior material and
component to determine if there was evidence of
weather and/or water intrusion, deterioraƟ on of
the materials, and if replacement was needed.
No destrucƟ ve tesƟ ng was a part of this assess-
ment, only visual observaƟ on and the use of as-
built drawings of each facility, which was provided
by the City.
The City maintenance team performs a large
amount of preventaƟ ve maintenance on these
faciliƟ es to ensure the buildings stays in the best
shape possible.
Security issues around the majority of City facili-
Ɵ es have increased in recent years. Many of the
security issues are related to transient acƟ vity.
The City commissioned a separate accessibility
assessment of all City faciliƟ es. Please refer to the
accessibility assessment report within Appendix
for specifi c recommendaƟ ons concerning accessi-
bility and ADA compliances associated with each
facility.
We did not review the exterior stairs or ramps as
the DAC ADA Assessment Report covered these
items in great detail for code compliance and
recommendaƟ ons.
Roofi ng and Mechanical Equipment Assessment at City Hall
Assessing Security at the Senior Center
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City Hall Public Entrance from Palm Street Historic Moldings and Tiles Detailing
CITY HALL
INTRODUCTION
Built in 1951, the San Luis Obispo City Hall is an
iconic civic facility in our community. The facility is
located at 990 Palm Street on the corner of Palm
and Osos Streets. City Hall is an excellent example
of several classic architectural styles;
Mediterranean, Italianate, and Mission Revival.
City Hall is held in high esteem by ciƟ zens and
visitors alike and is on the City’s Master List of
Historic
Resources.
In 1988, City Hall was assessed and included in
the City Facility Master Plan. RecommendaƟ ons
at the Ɵ me included a proposed expansion of City
Hall to grow from 18,000 SF to 38,000 SF by the
year 2010.
Throughout the years since the assessment, the
City has performed interior improvements and
upgrades to keep the building well maintained.
Major improvements were implemented in the
late 1990s included a complete seismic retrofi t,
replacement of the mechanical equipment,
removal of asbestos, the addiƟ on of a fi re
protecƟ on system, and an emergency generator
for back-up power. AddiƟ onal improvements
included work to the interior and exterior of
the building to comply with the Americans with
DisabiliƟ es Act.
In 2015, the City Clerk and City AdministraƟ ve
offi ces in the East and West Wings were
renovated to implement best pracƟ ces for
ergonomic furnishings and offi ce space standards.
These standards were applied to the design of the
Finance Department and HR Department interior
work space renovaƟ ons. Both renovaƟ ons were
completed in 2018.
Due to the historic signifi cance of the building, no
major alteraƟ ons or renovaƟ ons have been made
to the exterior of the building. Maintenance to
the roof included the cleaning and re-installaƟ on
of the original clay roof Ɵ les with new
waterproofi ng below.
A majority of the exterior building materials,
including the art deco ceramic Ɵ le panels and
decoraƟ ve bronze entry doors are original.
As part of the Facility Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and
programmaƟ c/operaƟ onal assessment of the
facility by meeƟ ng with each City department.
These program meeƟ ngs resulted in idenƟ fying
many reoccurring issues, which include the lack
of meeƟ ng spaces, lack of natural light and poor
venƟ laƟ on, which were also issues documented
in 1988.
Current City Hall staff have noted serious
security concerns related to transient acƟ vity in
and around the building. Unfortunately, these
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Typical Desk Space and Storage in Offi ces
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key City ad-
ministraƟ on stakeholders from each department
within City Hall to beƩ er understand and idenƟ fy
work space and operaƟ onal defi ciencies. Each City
department conducted a tour and pointed out
elements key to their work space and operaƟ onal
needs.
Security concerns, lack of meeƟ ng spaces, the de-
sire for a common training room, undersized work
spaces, the need for an improved break room,
and a wellness facility were consistent concerns
raised by all departments.
Overall, to accommodate current staffi ng levels
and allow for future growth, City Hall will need to
expand to address all of the current and anƟ cipat-
ed staffi ng and space needs.
CITY ADMINISTRATION OFFICES
Located on the upper fl oor in the East Wing, the
City administraƟ ve offi ces were renovated in
2015 to implement best pracƟ ces for ergonomic
furnishings and offi ce space standards.
The administraƟ on offi ces are adequate for the
department’s current needs and anƟ cipates mod-
est growth in the future. The exisƟ ng offi ce does
not have space to accommodate addiƟ onal offi ces
or workstaƟ ons required to house new staff .
CITY COUNCIL CHAMBERS
City stakeholders expressed concerns regarding
the lack of security in the Council Chambers.
There is no protecƟ on for council members at the
dais and City staff at the front of the chamber.
The City would like to see soluƟ ons implemented
that provide staff and council the means for safe
refuge. City Council Chambers
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CITY ATTORNEY OFFICES
The City AƩ orney work involves confi denƟ al
informaƟ on and sensiƟ ve paperwork. The staff
highlighted issues with the department’s lack of
security along with visual and acousƟ c privacy,
which are required due to the legal nature of their
work. The issue with privacy is in part due to a
lack of private meeƟ ng spaces for both small and
large groups. The staff currently uses a small table
within their workspace to accommodate small
meeƟ ngs, which causes a shuffl ing of staff when
used for confi denƟ al meeƟ ngs.
The City aƩ orney anƟ cipates growth and their
exisƟ ng offi ce suite cannot accommodate adding
more offi ces and workstaƟ ons needed to house
new staff .
The City AƩ orney currently uƟ lizes the Old Library
to store fi les in a secure storage room. The staff
foresees a move toward scanning and maintaining
electronic fi les. This would lessen the need for
physical fi le storage space in the future. A large
porƟ on of the current fi les stored should be the
assessed, scanned and purged. This process
would result in reducing the storage space
needed by City AƩ orney’s offi ce.
CITY CLERK OFFICES
The City Clerk offi ces were renovated in conjunc-
Ɵ on with the City administraƟ on offi ces in 2015.
While the renovaƟ on addressed some of the pro-
grammaƟ c and workplace needs. The renovaƟ on
also eliminated spaces for everyday funcƟ ons.
There is no dedicated space for a work room to
house the copier and offi ce supplies. This work
space was eliminated leaving the copier and
other equipment in the open offi ce without any
adjacent counter and work space.
A large porƟ on of the Clerk’s duƟ es include
preparing hard copies of reports, City Council
packages, and many other documents which are
commonly requested by City administraƟ on, City
Council, and the public.
The removal of the work room has caused major
congesƟ on within the offi ce and detracts from
the overall work environment. The counter which
Small Conference Space and City AƩ orney Offi ce Workspaces
Separate Work Area and Printer/Copier LocaƟ on
is immediately outside of the City Clerk’s offi ce
and connected to the Deputy Clerk’s work space
is currently being used to organize and collate
reports from the copier.
The Clerk’s offi ce anƟ cipates growth and although
this offi ce suite was recently renovated, the exist-
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ing work space will not accommodate new staff .
CITY COUNCIL OFFICES
The City Council uses one offi ce for the Mayor,
one small shared offi ce for Council members, and
one small meeƟ ng space for the Council mem-
bers to use when meeƟ ng with City staff and the
public.
These spaces are within the City Clerk’s offi ce
suite and were updated as a part of the 2015
renovaƟ on to the East and West wings. These
shared offi ces and meeƟ ng spaces are drasƟ cally
undersized for their funcƟ ons.
FINANCE
The renovaƟ on of the Finance offi ces is anƟ ci-
pated in the 2018/19 budget cycle, however the
renovaƟ on design falls short of addressing all
the programmaƟ c and operaƟ onal needs of the
department.
Finance anƟ cipates further growth and does not
have space within their exisƟ ng offi ce suite to ac-
commodate adding the new offi ces and worksta-
Ɵ ons needed to accommodate new staff .
The planned renovaƟ on includes an open meet-
ing space, which is not ideal for acousƟ cs as it
is immediately adjacent to other open worksta-
Ɵ ons. The space cannot be used for effi ciently
for presentaƟ ons either as there are no walls for
monitors or white boards.
HUMAN RESOURCES
Plans for renovaƟ on of the Human Resources of-
fi ce suite is on the same Ɵ me-line as Finance. The
renovaƟ on design also falls short of addressing all
the programmaƟ c and operaƟ onal needs of the
department.
Much of the work the HR staff perform involves
confi denƟ al conversaƟ ons and sensiƟ ve paper-
work at their workstaƟ ons. This department
requires a higher number of private offi ces rather
than open workstaƟ ons that off er liƩ le visual or
acousƟ c privacy.
Department stakeholders noted a shortage of
meeƟ ng spaces and training rooms City-wide.
Human Resources holds weekly hiring interview
boards, which requires the use of one to two
conference rooms.
Human Resources also organizes and holds annual
city-wide trainings, which requires a dedicated
room fi Ʃ ed with computers and access to an exte-
rior area for hands on safety training.
Human Resources anƟ cipates growth and does
Shared Council Member Offi ce Space
Finance Open Work Spaces
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Human Resources Open Offi ce and WorkstaƟ ons
not have space within their exisƟ ng offi ce suite
to accommodate adding the offi ces needed to
accommodate new staff . Human Resources stores
offi ce materials, job fair materials, and meeƟ ng
supplies at the Old Library. There is no room to
store this quanƟ ty of materials for their events
within their offi ce area.
INFORMATION TECHNOLOGY OFFICES
The IT department offi ces are on the lower and
upper fl oors, which makes daily communicaƟ on
and work fl ow more challenging. There are
workbenches and workstaƟ ons in the warehouse.
The warehouse houses telephone equipment
racks and high-density storage racks for IT
equipment and supplies. The department has
enough offi ce space and warehouse storage for
their current needs.
The IT department noted a shortage of meeƟ ng
spaces and training rooms, specifi cally a dedi-
cated computer training room. IT holds regular
trainings and currently leases space to meet their
training space needs.
The emergency generator at City Hall is old,
signifi cantly undersized, and does not provide
emergency power for the enƟ re facility. City wide
communicaƟ on issues could occur in an
emergency with power loss.
IT stores decommissioned equipment at the Old
Library in preparaƟ on for recycling and disposal.
IT is in charge of the broadcast room for the
Council Chambers as well.
The GIS division is now managed by the IT
department. All of the GIS staff and work spaces
are currently located at 919 Palm Street. GIS will
need to remain at 919 Palm Street for the
foreseeable future as there is no space to
accommodate the GIS department at City Hall
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BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with City
maintenance staff and toured the exterior of City
Hall to assess the overall building envelope, win-
dows, doors, roof and other exterior components
such as handrails, guardrails and lighƟ ng.
Due to the historic nature of City Hall, there has
been liƩ le renovaƟ on and improvement to the
exterior of the building. City Hall is well
maintained by City Staff and is in good general
condiƟ on.
The major concern by maintenance staff and
City Hall employees are the daily security issues
around the facility. In recent years there has been
an increase in incidents aƩ ributed to the large
transient populaƟ on residing in the area.
Please refer to the accessibility assessment report
within Appendix B for specifi c recommendaƟ ons
concerning accessibility and ADA compliance
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
In 2013, the front entry stairs of City Hall were
replaced. Unfortunately, the new top landing
started leaking water into the electrical room
below. This issue was temporarily resolved by
drilling into the top landing and injecƟ ng an epoxy
into the cavity.
To avoid the possibility of further damage and
leaking, the top landing will be replaced again in
2019. The handrails, guardrails and ramps are in
good condiƟ on.
Due to the high transient populaƟ on residing
around City Hall, the stairwells are oŌ en used as
storage nooks or as places to sleep.
EXTERIOR DOORS
The two main entrances to the upper level along
Palm and Osos Streets are the original decoraƟ ve
bronze storefront doors and windows (See City
Hall Key Plan in Appendix, 5.2).
Door 1 has numerous screws missing from the
jambs. These need to be replaced. Although the
doors are original, one of the side-lites has been
replaced and fails to match the exisƟ ng character
of the building.
Door 4, the historic doors leading into the Council
Chambers are in bad condiƟ on. They are heavy
and do not completely close without force. This is
a security risk that needs to be addressed. Doors
3 and 5 are new ADA compliant doors.
EXTERIOR WINDOWS
The facility windows are generally in good
Main Stairway and Entrance to City Hall
Original Historic Bronze Entry Storefront
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PAGE 69RooŌ op Mechanical Equipment and Membrane Roofi ng
condiƟ on. The original single pane windows have
been replaced with dual pane operable windows,
which complement the exisƟ ng historic character-
isƟ c of the building.
The windows for the lower level have window
wells to allow natural light into the lower level
work areas. Window 36 (See City Hall Key Plan
in Appendix, 5.2) has been replaced and is not
consistent with the historic character of the archi-
tecture.
EXTERIOR WALLS
Due to the historic lisƟ ng of City Hall, the exisƟ ng
plaster, ceramic Ɵ les and decoraƟ ve metal details
are all original. Any work that is done to the
building is required to match the original.
The City maintenance team performs a large
amount of preventaƟ ve maintenance on the
building to ensure the building exterior stays
in the best shape possible. The building plaster
painƟ ng is anƟ cipated for summer 2019.
ROOF
The roofi ng was recently replaced with a PV
membrane. This was in response to the age of
the fl at roof area, which leaked extensively when
it rained. The original clay Ɵ le and copper guƩ ers
are in good condiƟ on. The original roof Ɵ les were
cleaned and reinstalled.
Retrofi iƩ ed Windows
Parking Lot Entrance to City Hall
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Window Light Well Being Used As Storage By Transient PopulaƟ on Surrounding City Hall
SECURITY
There are transients residing in the immediate
vicinity around City Hall. They are aggressively
using the stairways, window wells and
landscaping to sleep, store possessions or use the
landscaping as a restroom.
The increased frequency of security issues related
to transient acƟ vity has leŌ City staff members
feeling unsafe when arriving and leaving the
workplace. This is especially notable during the
winter months when there is no daylight at the
end of the workday. The immediate areas around
City Hall and the parking lot are dark. AddiƟ onal
exterior lighƟ ng in strategic locaƟ ons would help
with safety.
To reduce the amount of possible “hidey holes”
around the building, the City has covered a
number of window wells with custom metal
grates and screens. Although successful where
implemented, this strategy has yet to be rolled
out to all window wells.
These window wells were designed to provide
natural daylighƟ ng into the basement level and
are oŌ en directly adjacent to an offi ce or work
area. When these window wells are occupied,
vandalized or used inappropriately, it causes a
great amount of stress to the staff within the
building.
The City is currently seeking funding to purchase
and install metal grate covers at all the remaining
window wells. Reducing the height and fullness
of the exisƟ ng landscaping around the building
and improvements to exterior lighƟ ng are also
anƟ cipated.
Throughout the day, the upper level restrooms
are heavily uƟ lized by the public and transients.
There are plumbing issues on a weekly basis at
the upper level restrooms. Staff has adjusted to
using the lower level restrooms, which are more
secure. City Hall doors lock at the close of
business unless there are public meeƟ ngs.
There have been instances of break-ins through
locked doors at the lower level. The secure entries
are coded, but they are also outdated.
There are no security cameras around the
perimeter of the building or within the facility.
The addiƟ on of new security cameras around the
building exterior is highly recommended. The
cameras should be monitored 24/7 by the
emergency communicaƟ on center. Security
cameras are desired at all faciliƟ es throughout the
Light well with Security Grate and Mesh
City.
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City of San Luis Obispo Community Development and Public Works Departments
COMMUNITY DEVELOPMENT
AND PUBLIC WORKS
ADMINISTRATION
INTRODUCTION
The Palm Street Parking Structure project was
built in 2004 to accommodate the need for
structured parking for downtown San Luis Obispo
and City personnel. The offi ce space located at
the corner of Morro and Palm Street was
originally allocated as leasable space for capital
gain.
In 2005, the need for addiƟ onal administraƟ ve
offi ce space was idenƟ fi ed by the City. Community
Development was outgrowing their offi ce space
located on the lower level of City Hall. The Public
Works Department was outgrowing their offi ce
space located at 955 Morro Street.
The available offi ce space at 919 Palm Street
addressed the immediate needs of both
departments and those for the foreseeable future
as well.
In 2006, the offi ce space was completed to house
the City of San Luis Obispo Community
Development and Public Works Departments. In
2016, the Public Works Department moved the
rest of their staff and services over to 919 Palm
Street.
With all of the Public Works staff located at 919
Palm Street, the occupancy increased from the
intended 68 to 80 personnel. This increase
created a workspace shortage. The City was
leasing offi ce space at Court Street to
accommodate the long range planning group.
Growth projecƟ ons within Community
Development and the Public Works Departments
will see the total number of personnel at 919
Palm Street grow to nearly 100, far exceeding the
original capacity of 68.
WorkstaƟ ons Within Copy Room
The current growth has caused overcrowding not
only in terms of staff , but also with the number
of project fi les and documents which require
storage.
The lack of space issues at 919 led the City to
commission an assessment prepared by Rav-
aƩ Architects in 2016 to develop soluƟ ons for
accommodaƟ ng more staff within the confi nes
of the exisƟ ng offi ce space perimeter. This report
was limited to reconfi guraƟ on of the interior work
spaces and did not increase the number of
possible workstaƟ ons or offi ces.
As part of the FaciliƟ es Master Plan Update, the
Ten Over Studio team conducted a building
envelope condiƟ on assessment and a
comprehensive programmaƟ c and operaƟ onal
assessment of the Community Development and
Public Works Department.
Packet Pg. 203
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PUBLIC LOBBY AND COUNTERS
The front lobby and the public counter is one
integral space. The public counter is long with a
recepƟ onist in the center to greet visitors as they
enter the lobby. There is a small waiƟ ng area
located off to one side for visitors.
There is one large and one small conference room
immediately adjacent to the Lobby. These meet-
ing rooms are heavily used by staff for depart-
mental meeƟ ngs and meeƟ ngs with the public.
Most visitors will queue up around the public
counter waiƟ ng their turn instead of using the
waiƟ ng area. SomeƟ mes there are as many as 3 to
4 people queuing at the counter at each secƟ on.
There are staff and visitors waiƟ ng for a meeƟ ng
that will queue outside of the conference rooms.
All of these daily acƟ viƟ es cause congesƟ on and
disrupƟ on at the public counter.
Public Counter for Community Development and Public Works
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stakehold-
ers from each department located at 919 Palm
street and Court Street faciliƟ es to beƩ er under-
stand and idenƟ fy work space and operaƟ onal
defi ciencies. The team toured all spaces as part of
the assessment.
Common concerns raised by department stake-
holders include; lack of meeƟ ng spaces, under-
sized workstaƟ ons, lack of a quiet room and
wellness center. Stakeholders idenƟ fi ed a need for
beƩ er customer interface at the lobby and front
counter along with fi le purging and beƩ er organi-
zaƟ on of fi le storage.
Overcrowding of the workspace is an immediate
issue that is geƫ ng worst at 919 Palm Street. The
City has conƟ nued to hire addiƟ onal staff without
having adequate workspace to accommodate new
and exisƟ ng personnel.
The City has reduced the size of workspaces to
create more individual workspaces. In some cases,
two staff members share one workspace. Work-
spaces have also been created within the copy
room and behind the public counter.
All of these soluƟ ons do not elevate the need
for more physical space for the Public Works and
Community Development departments as they
conƟ nue to grow.
The City offi ce suite cannot expand easily beyond
its current footprint due to its collocaƟ on with the
parking structure. The City offi ces could expand
into the parking structure with a major structural
renovaƟ on and change to the number of available
parking spaces.
Public Works and Community Development anƟ ci-
pate growth in the upcoming years.
Shared WorkstaƟ on for Two Personnel
Packet Pg. 204
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PAGE 73Resource Materials Storage
COMMUNITY DEVELOPMENT
The Community Development department
provides development review, long range
planning, building and safety services, and is the
regulatory agency for projects within the City of
San Luis Obispo. They are responsible for leading
the permiƫ ng process at the front counter
located in the Lobby of the facility.
Community Development temporarily leased
offi ce space on Court Street in Downtown San Luis
Obispo to accommodate the six member
long-range planning group. The lease is for a 5
year duraƟ on and there is space at the Court
Street locaƟ on for modest growth.
The lack of work space has led the department to
set up 4 small workstaƟ ons within the copy room.
This has created ineffi ciency in the copy room and
for the employees assigned to these work spaces.Open Work Area
PUBLIC WORKS
The Public Works department provides civil
engineering, construcƟ on management, traffi c
engineering, transportaƟ on, and GIS services for
City capital projects. They also provide services as
a regulatory agency for projects within the City of
San Luis Obispo.
FaciliƟ es, Fleet, Parks, Urban Forestry, Signal, and
Street staff and equipment are located at the
CorporaƟ on Yard. FaciliƟ es maintenance staff is
located in the lower level of City Hall and at the
SLO Swim Center. The Parking Services Division of-
fi ces and equipment are located within the Marsh
Street Parking Structure.
Public Works does not have or need workstaƟ ons
at the front counter, although they are oŌ en
required to go to the front counter to answer
quesƟ ons regarding the permit process.
GIS
The GIS division is now managed by the IT
department instead of the Public Works. This was
a recent change in 2017.
All of the GIS staff and workstaƟ ons are sƟ ll locat-
ed at 919 Palm Street. There are diff ering opinions
amongst the City stakeholders whether GIS should
remain at 919 Palm Street or move to City Hall
with the IT department.
GIS anƟ cipates modest growth and does not
have the space within their exisƟ ng offi ce area to
accommodate adding the offi ces and workstaƟ ons
needed to house new staff . The current confi gura-
Ɵ on is at full capacity.
Packet Pg. 205
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BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City Main-
tenance staff and toured the exterior of 919 Palm
Street to assess the overall building envelope,
windows, doors, roof and other exterior compo-
nents such as handrails, guardrails and lighƟ ng.
The building is well maintained by City mainte-
nance staff and is in good general condiƟ on.
Please refer to the accessibility assessment report
within Appendix B for specifi c recommendaƟ ons
concerning accessibility and ADA compliance
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
The building is sƟ ll relaƟ vely new and the stairs,
ramps and associated guardrails/handrails are all
in good condiƟ on. The handrails and guardrails
are painted annually.
There is a heavy foot traffi c at all the exterior
stairwells due to the constant use from the park-
ing structure. This has resulted in wear and tear
issues such as chipped and faded paint on the
stair treads. This is a reocurring issue and the stair
treads are repainted annually.
Cracked Window Tint Due to Sun Exposure Damage.
EXTERIOR WALLS
The exterior walls of the building are in good
condiƟ on. The surfaces are frequently cleaned
and maintained by the City maintenance team.
At the Ɵ me of this assessment, the exterior of the
building was due for cleaning. Water stains are
evident on the brick and awnings.
EXTERIOR DOORS
There are no noted issues with the exterior door
assemblies. They are rouƟ nely checked by City
maintenance staff and are repaired when issues
arise.
The main entry storefront system to the lobby
has been known to shake and move if the door is
closed with too much force. This has not caused
any signifi cant damage. The maintenance staff
regularly performs preventaƟ ve checks to ensure
the structural integrity of the storefront.
EXTERIOR WINDOWS
Like the doors, there have been no noted issues
with the window assemblies.
During large storms, there have been incidents of
water penetraƟ ng through the weep holes. This is
due to an excess amount of wind and rain, not the
fault of the window system itself.
Window 6, (see the 919 Palm Street Key Plan in
Appendix, 5.3) has damaged Ɵ nƟ ng due to
constant sunlight exposure.
City maintenance staff regularly performs
preventaƟ ve maintenance on the window seals
and frames to ensure the window systems are in
good condiƟ on. They fi x apparent issues before
they become larger issues.
Exterior LighƟ ng Along the StreetChipped Paint at Stair Due to Wear & Tear.
Packet Pg. 206
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PAGE 75
ROOF
The parking garage is located directly adjacent
and above the offi ce spaces. There is no “typical”
roof at this facility.
There has been no noted issues of water
intrusion within the offi ce spaces. There is
evidence of moisture at the basement level of the
building from the offi ces above. At the Ɵ me of the
Ten Over Studio assessment, this issue was under
invesƟ gaƟ on.
SECURITY
Although 919 Palm Street has less transient
acƟ vity than City Hall, there are sƟ ll issues with
people using the exterior planters as storage and
a place to sleep. The City has made eff ort to
minimize such acƟ vity by introducing exterior
lighƟ ng around the facility.
The parking garage has a high level of acƟ vity and
vehicular traffi c. There is a good level of personnel
and public surveillance around the facility, which
helps prevent any major issues from occurring.
During the winter months, it is much darker
around the building exterior by the Ɵ me City
personnel leave the building. 919 Palm Street
stakeholders have expressed the need to add
security cameras and more exterior lighƟ ng.
These measures would provide an extra level of
security and peace of mind to staff and the public
who visit the City and use the parking structure.
Evidence of Moisture leaking from above
Packet Pg. 207
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Packet Pg. 208
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Fire StaƟ on 1 and Emergency CommunicaƟ on Center
FIRE HEADQUARTERS
CAMPUS
INTRODUCTION
In the 1988 FaciliƟ es Master Plan assessment,
the original Fire StaƟ on 1 was located on the
corner of Pismo and Garden Streets. The City
implemened numerous remodels and addiƟ ons
to extend the operaƟ onal life of the fi re staƟ on.
The staƟ on had serious structural and environ-
mental defciencies along with safety hazards that
threatened fi re personnel and the department’s
response capabiliƟ es. It was recommended that a
new fi re headquarters staƟ on be built.
In the early 1990’s, the City acquired the old
Southern California Edison facility located at 2160
Santa Barbara Avenue and started planning the
design of the new fi re headquarters campus. The
new Fire Headquarters StaƟ on and Fire Training
Tower were completed in 1996. The exisƟ ng
maintenance building was a part of the original
Southern California Edison site. The Fire Depart-
ment reused this building for their maintenance
operaƟ ons.
In 2010, a new Emergency CommunicaƟ on Center,
100 foot tall radio tower, and Warehouse storage
building were added to the campus along with an
Fire Training Tower
Historic Fire Engines
upgrade to the electrical service and emergency
power system.
In 2015, the City dedicated the World Trade
Center Memorial on September 11th. The City
received a structural piece of steel from one of
the towers, which is placed in the center of the
memorial plaza.
911 Memorial
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Fire StaƟ on 1 Front Apron and Apparatus Bays
FIRE STATION NO. 1
INTRODUCTION
Fire StaƟ on 1 was built to address the defi cien-
cies highlighted in the 1988 Facility Master Plan
document. In 1996, construcƟ on was completed
on the new 17,000 SF, two story fi re headquarters
staƟ on. The new staƟ on included a main lobby
and museum space, fi re administraƟ on offi ces,
fi re prevenƟ on offi ces, and a fi re training class-
room, which also funcƟ ons as the City’s emer-
gency operaƟ on center (EOC) on the ground fl oor
of the facility. The staƟ on has four drive-through
apparatus bays and apparatus support spaces on
the fi re suppression porƟ on of the fi rst fl oor.
The suppression fi re personnel has shared ad-
ministraƟ ve offi ces for the BaƩ alion Chiefs and
a separate shared offi ce for the Captains on the
fi rst fl oor along with an open work area for the
fi refi ghters. The fi refi ghter sleeping and living
quarters are all located on the second fl oor.
There is no elevator access to the second fl oor
of this facility, which is challenging given the fact
that the second-fl oor kitchen was designed to be
large enough to support EOC operaƟ ons. There
are two fi re department volunteers who rely on
wheel chairs for mobility and they are not able to
access the second fl oor.
In 2010 with the addiƟ on of the new emergency
communicaƟ on center, mission criƟ cal systems
were upgraded. The radio and server room equip-
ment was upgraded along with new fi ber technol-
ogy campus wide.
A new electrical transformer and main switchgear
was added to provide increased power capacity
for the enƟ re campus. The new emergency gener-
ator was sized to provide 72 hours of emergency
power for the enƟ re campus.
The radio infrastructure was upgraded to beƩ er
ensure coverage across the City including areas
Front Entrance and Public Parking Lot
Radio Tower
anƟ cipated for future development. The server
room at the Emergency CommunicaƟ on Center
was sized to become the primary City server
room. A 100-foot tall radio tower was added in
order to create redundancy in the radio network
around the City.
Packet Pg. 211
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Open RecepƟ on Area to Lobby
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stakehold-
ers from Fire StaƟ on No. 1 to beƩ er understand
and idenƟ fy work space and operaƟ onal defi cien-
cies. The team toured the facility as part of the
assessment.
The fi re staƟ on is in very good condiƟ on for a 22
year old facility. It has been well maintained by
City Fire and Maintenance personnel. The Fire
Department administraƟ ve personnel has grown
and some minor modifi caƟ ons to the interior of
the building have occurred to accommodate the
increased operaƟ onal needs.
FIRE ADMINISTRATION OFFICES
The fi re administraƟ ve and command staff has
increased since moving into this facility. Based
on the 2009 Fire Master Plan, a Deputy Fire Chief
posiƟ on was added, creaƟ ng the need for another
offi ce. To create more offi ce space, the lone con-
ference room in this building, was converted into
an offi ce for the Fire Chief.
This created a shortage of meeƟ ng spaces within
the facility. An open meeƟ ng space was created in
the administraƟ on open work area. This space is
not ideal for meeƟ ngs as there is no sound aƩ en-
uaƟ on, presentaƟ on and conferencing capabili-
Ɵ es, or privacy.
The fi re administraƟ ve assistant is in an open
work area that is undersized for rouƟ ne funcƟ ons.
This posiƟ on needs a large workspace and the
ability to secure work documents as they handle
sensiƟ ve department and personnel informaƟ on
on a daily basis.
There are numerous security concerns with the
layout of the front lobby area. The low counter
and swinging dutch-door supports customer
Open meeƟ ng space Fire PrevenƟ on Work Space
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Emergency OperaƟ on Center and Training Classroom
relaƟ ons, however do not provide any security
measures between customers and staff if needed.
Staff lacks the ability to securely retreat to safety
if there is an aggressive or agitated customer in
the open lobby and recepƟ on area.
Due to downsizing of administraƟ ve staff , the Fire
Department no longer has a full-Ɵ me posiƟ on
at the recepƟ on counter. Removing the point of
contact for customers when they enter the lobby
has negaƟ vely impacted customer relaƟ ons and
heightens security concerns.
The lack of a security barrier and full-Ɵ me recep-
Ɵ onist has resulted in staff frequently encounter-
ing customers wandering around the administra-
Ɵ ve offi ce area looking for assistance.
FIRE PREVENTION OFFICES
Fire prevenƟ on staff has grown over the 22 years
at this facility. Currently all offi ce spaces for fi re
inspectors are occupied and the Fire Department
would like to add one more full Ɵ me Fire Inspec-
tor to keep up with development in San Luis Obis-
po and ongoing demand for fi re inspecƟ ons.
A temporary part-Ɵ me employee currently fi lls
this posiƟ on and is working in an open cubicle
instead of an offi ce. Two full-Ɵ me permanent
fi re inspectors currently share a make-shiŌ offi ce
that was originally designed to be a small storage
room.
There are a number of open work spaces in the
middle of the fi re administraƟ on area that are
underuƟ lized due to the odd shape of the area
and poor design of the modular offi ce furniture in
place.
There is ample opportunity to effi ciently recon-
fi gure this area to accommodate more offi ces for
the fi re prevenƟ on staff .
Training Materials and Training Offi cer Offi ce
FIRE TRAINING CLASSROOM AND EMER-
GENCY OPERATION CENTER (EOC)
The Fire Department has expressed the desire to
expand the fi re training classroom. The space can
only accommodate 20 people comfortably in the
current confi guraƟ on.
The ideal class size is 28 with 2 instructors for a
total of 30 in a classroom seƫ ng. Regular in-ser-
vice training and meeƟ ngs are diffi cult to sched-
ule as this is the only dedicated meeƟ ng space for
the whole department.
On a regular basis, the fi re training classroom is
used for plan reviews by fi re prevenƟ on staff and
a workspace for staff needing more layout and
table space, when not in use for meeƟ ngs
The fi re training classroom is also the City’s
primary emergency operaƟ on center (EOC). This
space has proven to be too small to accommo-
date the mission criƟ cal needs of the EOC. Ideally,
Packet Pg. 213
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EOC Materials Stored in Alcove in App Bays
the EOC should have separate spaces for policy
and management funcƟ on along with break-out
spaces. Dedicated space for situaƟ on status,
advanced planning, table space for EOC posiƟ ons
and funcƟ ons.
The City currently uses fi re administraƟ ve and
prevenƟ on offi ces for policy, management and
break-out spaces. For example, when the EOC
is acƟ vated, the Fire Chief’s offi ce becomes the
Policy Group offi ce for seven-plus people seated
at a small table that can really only accommodate
four people.
Space reassignment presents fundamental opera-
Ɵ onal problems as well. The Fire Chief is without
an offi ce during the emergency to conduct rescue
and recovery duƟ es. All other administraƟ ve
offi ces have similar displacement issues of fi re
department staff and poor funcƟ onality for EOC
operaƟ ons.
The EOC storage is located in small rooms imme-
diately adjacent to apparatus bays, which is not
ideal when acƟ vaƟ on occurs. Based on operaƟ on-
al needs, we recommend the City consider a new
“standalone” and “standby” ready EOC for the
City of San Luis Obispo.
STATION ADMINISTRATIVE OFFICES
The BaƩ alion Chief’s offi ce, Captain’s offi ce and
fi refi ghter work area are adequate for current and
future operaƟ onal needs. There is no request for
modifi caƟ ons or expansion of this area.
APPARATUS BAYS AND SUPPORT SPACES
The four apparatus bays are full with front line
and reserve vehicles. There is no room for addi-
Ɵ onal equipment. The Fire Department would like
to add covered parking spaces within the secured
parking area to store trailers and departmental
vehicles that can be parked outside.Fire Chief Offi ce and Policy Group Break-out Space Training Room Hospitality Area and AdministraƟ ve
Break Area
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The expansion of the exercise room to beƩ er ac-
commodate daily fi tness requirements is desired.
The paƟ o immediately outside of the exercise
room could be captured for addiƟ onal fi tness
space.
Apparatus Bays
There is concern regarding the double wide appa-
ratus bay doors and obtaining replacement parts
for regular maintenance. We recommend the City
consider installing new bi-fold doors to reduce
maintenance concerns and increase turnout
Ɵ mes.
There is a separate turnout and decontaminaƟ on
room. The Fire Department would like to add one
more fi refi ghter posiƟ on per shiŌ in the future.
This would mean adding three or more addiƟ onal
turnout lockers.
We recommend the installaƟ on of new metal
turnout gear lockers to help reconfi gure the turn-
out room to accommodate more lockers and red
bag storage.
A new turnout washer has recently been installed
to replace the old washer. The addiƟ on of another
turnout washer would increase decontaminaƟ on
effi ciency throughout the department. Currently
Fire StaƟ ons 2, 3 and 4 uƟ lize Fire StaƟ on 1 to
clean and decontaminate equipment.
The SCBA room is adequate for operaƟ ons. The
EMS room is small and adequate for operaƟ ons.
There is no request for modifi caƟ on or expansion
of these rooms.
FIREFIGHTER LIVING AND SLEEPING
QUARTERS
The Department has growth capacity in the living
and sleeping quarters to accommodate addiƟ onal
suppression personnel. The kitchen, dining and
day room are all adequately sized for operaƟ ons.
Kitchen equipment works well. Appliances such as
the refrigerators and dishwashers have been re-
placed due to normal wear and tear. All fi nishes in
the kitchen and restrooms are in good condiƟ on.
There is no request for modifi caƟ ons or expansion
in these spaces.
Emergency OperaƟ on Center and Training Classroom
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BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over team met with the Fire Department
staff and toured the exterior of Fire StaƟ on 1 to
assess the overall building envelope, windows,
doors, roof and other exterior components.
There has been liƩ le renovaƟ on or improvements
needed to the exterior of the facility. It is well
maintained by City faciliƟ es staff and is in good
general condiƟ on.
The Fire Department is concerned about the age
of the apparatus bay doors. The doors are over 20
years old and replacement parts are not as readily
available, especially for the double wide doors
and the front and rear of the apparatus bays.
Keeping the doors operaƟ onal and maintaining
response Ɵ mes is a key priority.
It is important to note that the City maintenance
team works excepƟ onally well at keeping all facili-
Ɵ es in good working order.
Please refer to the accessibility assessment report
within Appendix B for specifi c recommendaƟ ons
concerning accessibility and ADA compliance
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are no exterior stairs, ramps, guardrails or
handrails at this facility.
EXTERIOR WALL/ BASE/FOUNDATION
Although the building has been well maintained,
the concrete masonry walls are due for resealing
with a clear coat spray waterproofi ng. This should
be performed every few years to keep the build-
ing water Ɵ ght.
ExisƟ ng Oversized Apparatus Bay Doors There are two separate locaƟ ons where the con-
crete masonry walls have hairline cracks due to a
seismic event in 2003. These are minor cracks and
have not caused structural damage.
No exterior paint is required as the color is inte-
gral to the concrete masonry blocks.
EXTERIOR DOORS
Most of the exterior doors, frames and hardware
are in good condiƟ on. There are no major issues
noted with the pedestrian doors.
Concern has been noted for the main lobby doors
(Door 1 on the Fire StaƟ on No. 1 Key Plan in the
Appendix). They are wider than a regular door
to allow the historic fi re wagon to enter and exit.
The lobby doors require constant maintenance,
though no major issues have occurred. The man-
ufacturer no longer produces the components
required to maintain it.
As menƟ oned in the operaƟ onal assessment, the
Crack in Concrete Masonry Exterior Wall Packet Pg. 216
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components; asphalƟ c sheet membrane on the
fl at roof porƟ ons and concrete roof Ɵ les on the
pitched roof porƟ ons.
The concrete roof Ɵ les are in good condiƟ on with
no leaks. This is a drasƟ c contrast to the asphalt
membrane roof, which has deteriorated signifi -
cantly throughout the life of the facility. The fl at
roof leaks every storm and is in constant need
of aƩ enƟ on and repair. The sand/gravel topping
washes away with the rain and breaks down from
sun exposure, causing the asphalt membrane to
crack and become briƩ le. This is especially preva-
lent around penetraƟ ons and joints, which are the
main causes of the leaks.
Although not an immediate concern, the plas-
Ɵ c skylights located on the roof are becoming
briƩ le due to sun exposure and hairline cracks
are evident across the surfaces. Without proper
aƩ enƟ on, this may become a serious issue in the
near future.
SECURITY
The facility requires security cameras throughout
the building exterior, which would be monitored
24/7 by the emergency communicaƟ on center.
Security cameras are desired at all fi re faciliƟ es
throughout the City.
The Fire Department has expressed that exteri-
or doors should be secured with keypads style
locksets, instead of electronic fobs. Fobs are easily
misplaced, causing a security risk. Due to the low
turnover of fi re personnel, it has been found that
keypads with a rotaƟ ng code are more secure
within the Fire Department.
Although there are no noted security issues at Fire
StaƟ on No. 1, there is a need for more exterior
lighƟ ng. Foot traffi c across the front apron along
Santa Barbara Street is constant and response
Ɵ me might be increased due to pedestrians and
vehicular traffi c in the path of emergency egress.
Hairline cracks in PlasƟ c Skylight Surface
double wide apparatus bay doors require constant
maintenance and repair. The springs and motors
are strained on a daily basis. Any damage to these
doors can dramaƟ cally reduce response Ɵ me and
creates a public safety issue. The front roll-up
doors are in much worse condiƟ on due to a 10 to
1 cycling raƟ o compared to the rear roll-up doors.
EXTERIOR WINDOWS
Like the exterior doors, the exterior windows are
generally in good condiƟ on. The windows within
the fi refi ghƟ ng living/sleeping quarters are op-
erable and have some minor issues with sealing,
resulƟ ng in some air penetraƟ on. This is due to
wear and tear of the windows. This issue aff ects
Windows 20, 25 & 27 (See Fire StaƟ on No. 1 Key
Plan in Appendix, 5.4).
ROOF
The fi re staƟ on roof is made up of two primary
Roof PenetraƟ on with Cracking Asphalt Roofi ng Membrane Packet Pg. 217
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Vehicle Maintenance Building
MAINTENANCE BUILDING
INTRODUCTION
The Maintenance Building predates the construc-
Ɵ on of the Fire Headquarters StaƟ on in 1996. This
building was a vehicle repair shop used by the
previous owner of the property, Southern Califor-
nia Edison (SCE).
The Maintenance Building was designed by SCE to
perform repairs on their full-sized pick-up trucks.
The fi re apparatus are much larger than the
maintenance bays can accommodate, so the fi re
mechanics will someƟ mes work on fi re apparatus
outside and uncovered. This presents a myriad of
problems related to weather and dust.
During extremely hot days, fi re mechanics cannot
kneel or lay on the pavement as it is too hot. Fire
mechanics oŌ en work in the rain, which limit the
scope of work that can be accomplished in a wet
environment. During Ɵ mes of wind gusts, which
occur frequently on this site, the mechanics strug-
gle to complete work on fuel or hydraulic systems,
which require a clean environment.
The Fire Department believes that it is vitally
important to keep the apparatus maintenance
funcƟ on at the Fire Headquarters Campus. By
co-locaƟ ng maintenance with the training room,
the fi re mechanics can conƟ nuously inspect the
engines and trucks as fi re crew come to HQ for
training. The mechanics provide preventaƟ ve
maintenance to the enƟ re Fire Department fl eet.
At this Campus, the Fire Mechanics have constant
access to all fi re apparatus.
Fire Headquarters Campus is a central locaƟ on
for the Department. If an apparatus does require
inspecƟ on or maintenance, they do not have far
to travel to reach the mechanics. Moving fi re
apparatus maintenance to the CorporaƟ on Yard
would have signifi cant negaƟ ve impacts related
to emergency response Ɵ mes, the frequency of
preventaƟ ve maintenance inspecƟ ons, and staff
supervision.
In 1996, the exisƟ ng building received new roof-
ing, a new covered wash bay and a separate new
covered storage area. Very few improvements
occurred within the Maintenance Building. The
building was painted to match the new fi re sta-
Ɵ on. It has not received any modifi caƟ ons since
1996.
In 2009, the Fire Department commissioned a Fire
Master Plan prepared by CityGate Associates. The
Plan outlined in detail the operaƟ onal and facility
needs of the Department. The Plan noted that
because the fi re fl eet is highly specialized, mainte-
nance should conƟ nue to be provided by specially
trained Fire Mechanics.
Public Works would like to consolidate all fl eet
maintenance by bringing the Fire Mechanics out
to the CorporaƟ on Yard.
Outdoor Repair and Wash Bay Packet Pg. 219
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Maintenance Bay
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key
stakeholders from the Fire Department to beƩ er
understand and idenƟ fy work space and opera-
Ɵ onal defi ciencies. The team toured the facility as
part of the assessment.
The Maintenance Building is approximately 1,536
SF. There is a separate covered outdoor wash bay
and covered storage area on the east and west
sides of the building.
MAINTENANCE BAYS AND SUPPORT
SPACES
There are three back-in short depth maintenance
bays. The Fire Department is very concerned
about the impact these undersized work spac-
es have on the mechanics and their ability to
perform vital repairs. None of the front-line fi re
apparatus fi t all the way into the bays. Repairs are
performed either completely or parƟ ally outside.
This exposes the vehicles to potenƟ ally more
damage by the elements during maintenance.
There is insuffi cient storage space for parts and
tools. There is a storage mezzanine for small
parts and tools. Heavy materials and parts, such
as Ɵ res, are stored outdoors. The work areas
become very Ɵ ght once a vehicle is parked in the
maintenance bay. Mobile liŌ s are used to provide
fl exibility and accommodate varying widths and
lengths of the Fire Fleet vehicles.
There is a small offi ce for the mechanics. There
are limited site opportuniƟ es for expansion. The
City has deferred renovaƟ ons at this facility for
over 22 years. This building is well past its useful
operaƟ onal life and is overdue for a major renova-
Ɵ on or replacement.
Mechanics WorkbenchesParts and Equipments at Maintenance Bays
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BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over team met with Fire Department and
toured the exterior of the Maintenance Building
to assess the overall building envelope, windows,
doors, roof and other exterior components. There
are many maintenance issues with the exisƟ ng
building envelope. It is maintained by the City
maintenance and due to the age and condiƟ on of
the building, there are limited resources allocated
for the upkeep.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are no exterior stairs, ramps, guardrails or
handrails at this facility.
EXTERIOR WALL BASE/FOUNDATION
The concrete masonry walls require paint and has
not been painted since 1996. Aging, weathering
and wear and tear are the main issues with the
building walls and foundaƟ on. Damage is evident
throughout the facility. A large amount of grease,
dirt and grit is built up around the wall bases. This
requires constant cleaning.
EXTERIOR WALLS, SOFFITS, AWNINGS &
SIGNAGE
Similar to above, there is consistent damage on all
the walls due to age, weathering, and wear and
tear. There is damage to the plaster soffi t above
the maintenance bay doors,
EXTERIOR DOORS
The original roll up doors (Door 1, 2 & 3, see
Maintenance Building Key Plan in Appendix 5.4)
are manually operated. They work and are heavy
to push up manually. The build-up of grit and
Roof
dirt can interfere with the eff ecƟ veness of the
manually operated doors. Ensuring the doors are
cleaned frequently is necessary to keep the doors
and maintenance bays working effi ciently.
EXTERIOR WINDOWS
There are no exterior windows at this facility.
ROOF
The 20+ year old asphalt membrane roof has
severely aged and requires replacement. It is
constantly repaired and patched. Water intrusion
into the building has caused issues with the main-
tenance. It is important that the building is free of
moisture, especially when engine components are
exposed.
SECURITY
There were no reported security issues.Dirt & Grit On Surface of Exterior Wall.Packet Pg. 221
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Fire Training Tower
TRAINING TOWER
INTRODUCTION
The training tower was built in 1996 as part of
the original fi re headquarters staƟ on project.
This is a Class A fi re training tower, where the fi re
department uses live fi re and smoke for in service
training of suppression personnel.
There is adequate space around the training tow-
er for apparatus access, ladder and hose training.
There is a dedicated area for vehicle extracƟ on
training too.
The Fire Department holds an annual open house
event for City residents to learn about the San
Luis Obispo Fire Department. The Fire Training
Tower and surrounding area are used by the De-
partment during the open house event to perform
demonstraƟ ons.
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key Fire De-
partment stakeholders to beƩ er understand and
idenƟ fy training and operaƟ onal defi ciencies. The
team toured the facility as part of the assessment.
The new housing and retail built immediately
adjacent to the Fire Headquarters Campus to the
south and east has severely restricted the types
of training that can occur. The neighbors have
complained about noise, water spray and smoke
from training exercises. This has forced the Fire
Department to change their training from live
fi res to prop smoke and limited water spray.
The Department added wood framed building
components with interior maze parƟ Ɵ ons imme-
diately adjacent to the Tower on the north side.
This allows the Department to vary their training
scenarios. No modifi caƟ ons, renovaƟ ons or addi-
Ɵ on are desired to the Tower.
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with Fire Depart-
ment staff and toured the exterior of the Fire
Training Tower to assess the overall condiƟ on of
the building envelope, windows, doors, roof and
other exterior components.
Overall, the exterior stairs, prop doors and win-
dows are in good condiƟ on. A new fi re riser and
sprinkler system replaced the old system. The Fire
Department sƟ ll receives high value and return on
investment with the training tower.
There are no maintenance issues with the exisƟ ng
building envelope. It is well maintained by Fire
Department staff and is in good general condiƟ on.
Vehicle ExtracƟ on Training Area
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Historic Apparatus Stored in Warehouse Building
WAREHOUSE
INTRODUCTION
A new prefabricated metal building serves as the
Fire Department Warehouse. This building was
added at the same Ɵ me as the Emergency Com-
municaƟ on Center in 2010.
The Warehouse is used to store emergency cache,
suppression equipment and materials, archive
records, and yard maintenance equipment.
The Fire Department has invested their own labor
to improve the interior of two spaces to house
historic memorabilia. This includes rebuilding two
historic fi re engines.
These historic arƟ facts are held in high regard
throughout the Fire Department, City and com-
munity. The memorabilia space is uƟ lized for
special ceremonies and events.
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stake-
holders from the Fire Department to beƩ er
understand and idenƟ fy space and operaƟ onal
defi ciencies. The team toured the facility as part
of the assessment.
Overall, the Warehouse is working well and has
plenty of capacity for future growth for the City.
There is no renovaƟ on or addiƟ on desired.
Equipment Storage At Warehouse Building
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PAGE 94
The sun damage extends into the interior space
and onto the historic fi re engines inside. The
addiƟ on of UV Ɵ nƟ ng on the glazing of the roll up
doors would greatly increase the life of the doors
and the equipment stored inside.
There are no issues with the other exterior doors,
frames and hardware. The City Maintenance team
performs preventaƟ ve checks on all doors and
associated hardware, no issues have been noted.
EXTERIOR WINDOWS
Similar to the exterior doors, the windows
throughout the facility are in good condiƟ on with
no issues noted.
SECURITY
The campus security cameras are located around
the building exterior of the warehouse and are
monitored 24/7 by the Emergency Communica-
Ɵ on Center. Although there are no noted security
issues at the Warehouse, the exisƟ ng cameras
help deter potenƟ al security incidents for the
enƟ re campus.
Roll Up Doors 1 & 2, See Warehouse Building Key Plan in Appendix 5.4. Glazing Requires UV Tint.
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with City Mainte-
nance and Fire Department staff and toured the
exterior of the Warehouse to assess the overall
condiƟ on of the building envelope, windows,
doors, roof and other exterior components.
There are no maintenance issues with the exisƟ ng
building envelope. It is well maintained by City
staff and is in good general condiƟ on.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
AND HANDRAILS
There are no stairs, ramps, guardrails or handrails
at this building.
EXTERIOR WALL BASE/FOUNDATION/
WALLS
During the Ten Over Studio building envelope as-
sessment, it was noted that components through-
out the building associated with the wall base and
foundaƟ on were in good condiƟ on.
EXTERIOR WALLS, SOFFITS, AWNINGS
AND SIGNAGE
All of the prefabricated metal siding is in excellent
condiƟ on. There are no noted leaks or issues with
water intrusion. The exterior does not require
painƟ ng. There is very liƩ le maintenance required
for this building.
EXTERIOR DOORS
The roll up doors at the front of the building
(Doors 1 & 2, See Warehouse Key Plan in Appen-
dix 5.4) are beginning to show signs of damage
due to direct sun exposure.
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PAGE 95
Dispatch Floor and Consoles
EMERGENCY
COMMUNICATIONS CENTER
INTRODUCTION
In 2010, the new 4,376 SF Emergency Com-
municaƟ on Center was completed on the Fire
Headquarters Campus. The new CommunicaƟ on
Center was a great improvement over the exisƟ ng
police staƟ on basement where the Emergency
CommunicaƟ ons Department was previously
located.
The Emergency CommunicaƟ on Center is the
newest public safety facility in the City. The Center
was design to architecturally match the exisƟ ng
fi re staƟ on. The Center was built using the same
color and texture concrete masonry block.
The CommunicaƟ on Center was assessed by the
Ten Over Studio team as a part of the campus
wide assessment evaluaƟ ng the effi ciency and
condiƟ on of each building.
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stake-
holders from the Police Department and Center
to beƩ er understand and idenƟ fy work space and
operaƟ onal defi ciencies. The team toured the
facility as part of the assessment.
Overall, the Center is operaƟ ng well and has
plenty of capacity for future growth. There is
no desire for any addiƟ on or renovaƟ on to this
facility. Select parts on the dispatch consoles are
in need of repair and replacement, specifi cally the
task lighƟ ng.
There is one major area of concern with the me-
chanical system serving the IT Server and Equip-
ment Room. There is 2018/2019 budget assigned
to facilitate the replacement of the mechanical
equipment associated with the condiƟ oning of
the IT Server and Equipment Room.Mechanical Equipment for IT Server & Equipment Room
Server Room
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EXTERIOR WALLS, SOFFITS, AWNINGS
AND SIGNAGE
All of the concrete masonry block walls and soffi ts
are all in excellent condiƟ on. There are no noted
leaks or issues with water intrusion. The integral
colored block should be resealed as recommend-
ed by the manufacturer.
EXTERIOR DOORS
All doors, frames, associated hardware and com-
ponents throughout the facility are in good condi-
Ɵ on with no evidence of aging or deterioraƟ on.
EXTERIOR WINDOWS
Like the exterior doors, the windows throughout
the facility are in good condiƟ on with no issues
noted.
ROOF
Due to the age of the building, the roof and asso-
ciated components are all in good condiƟ on with
no noted leaks or water intrusion. During the Ten
Over Studio Assessment it was noted that roof
cleaning should be scheduled. The roof is cleaned
on an annual basis by the City maintenance staff .
SECURITY
The facility has security cameras around the
building exterior, which are monitored 24/7 by
the Center. Although there have been no noted
security issues at the Center, the exisƟ ng cameras
are helping to deter potenƟ al security incidents
for the enƟ re campus.
RooŌ op IllustraƟ ng the need for cleaning
BUILDING ENVELOPE
ASSESSMENT
The Ten Over Studio team met with the City
maintenance staff and toured the exterior of the
Emergency CommunicaƟ on Center assessing
the overall building envelope, windows, doors,
roof and other exterior components. There are
no maintenance issues with the exisƟ ng building
envelope. It is well maintained by City staff and in
good condiƟ on. There is very liƩ le required annu-
al maintenance for this building.
The Emergency CommunicaƟ on Center does have
one ongoing issue with the mechanical unit that
serves the IT equipment room. This mechanical
unit require constant maintenance and replace-
ment parts.
This locaƟ on is the City’s primary server locaƟ on.
A lapse in cooling can severely damage the serv-
ers and cause potenƟ al city-wide issues. At the
Ɵ me of this assessment, there is a project in place
to replace the exisƟ ng mechanical unit.
Please refer to the accessibility assessment report
within Appendix B for specifi c recommendaƟ ons
concerning accessibility and ADA compliance
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
AND HANDRAILS
There are no maintenance issues with the exisƟ ng
ramp and guardrails.
EXTERIOR WALL BASE/FOUNDATION/
WALLS
All of the concrete masonry block is in excellent
condiƟ on. There are no noted leaks or issues with
water intrusion. Resealing of the integral colored
block should be scheduled as recommended by
the manufacturer.
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FIRE STATION 2
INTRODUCTION
Built in 1953, Fire StaƟ on 2 serves California Poly-
technic University and the north side of San Luis
Obispo. Fire StaƟ on 2 was assessed as a part of
the City’s 1988 Facility Master Plan.
The Facility Master Plan idenƟ fi ed major defi cien-
cies such as:
• Lack of circulaƟ on space in the apparatus bay
• VenƟ laƟ on throughout the App Bay & Facility
• Lack of equipment storage
The Facility Master Plan stated that “with no
program changes and adequate maintenance, this
facility could remain in use for another 20 years.”
In 2009, the Fire Department commissioned a
Fire Master Plan prepared by CityGate Associates,
dated January 16, 2009. This Fire Master Plan out-
lines in detail the operaƟ onal and facility needs of
Fire StaƟ on 2 along Chorro Street, adjacent to “University Square”
IndicaƟ on of Space Remaining in the App Bays
when the new Truck 2 is parked.
the whole Fire Department. This Plan noted that
“turnout” and “response” Ɵ mes have increased,
which do not meet the best pracƟ ces set for the
Fire Department.
In 2010, a new radio/communicaƟ on building
was added to the rear of the site. At the Ɵ me of
this assessment it was noted that all fi re staƟ ons
require an upgrade to communicaƟ ons to ensure
proper coverage across the City. Prior to the
addiƟ on of the communicaƟ ons building, a small
storage building was added to the rear of the site,
which was retrofi t to serve as a small exercise
room and work shop space.
In 2016, the operaƟ ons and program of the sta-
Ɵ on improved in two areas with the renovaƟ on
of the fi refi ghter restrooms and bunk rooms. The
former male-only, open design bathroom was
reconfi gured into two smaller gender neutral re-
strooms. Reconfi guraƟ on of the dormitory spaces
created three small gender neutral bunk rooms.
The renovaƟ on project replaced all rear windows
and doors as well.
In December 2017, the City replaced one of the
apparatus at Fire StaƟ on 2 with a new truck. Truck
2 is longer than the previous engine, taking up
almost the enƟ re depth of the exisƟ ng apparatus
bay.
The photo below shows the marked-out area on
the apparatus bay fl oor, indicaƟ ng the rear extent
of Truck 2 and the narrow space leŌ at the rear.
The exisƟ ng turnout lockers were relocated.
This staƟ on is 65 years old and beyond the expect-
ed useful life span of the facility. There are press-
ing issues with the lack of storage and operaƟ onal
space within the apparatus bays.
This staƟ on currently receives over 300 calls
annually. This number increases each year as the
student enrollment grows at Cal Poly University.
The student populaƟ on reside on campus and in
the surrounding residenƟ al neighborhood.
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PAGE 98 ExisƟ ng CirculaƟ on Space Within Bays
the height from the roof top might be suffi cient to
avoid adding a separate freestanding radio tower.
ADMINISTRATIVE OFFICES
Currently there is one space to accommodate all
fi re administraƟ on funcƟ ons at this staƟ on. There
is no separate Captain’s offi ce for closed door
meeƟ ngs and personnel issues. The fi refi ghter
work area is not suffi cient for all personnel and
there is insuffi cient storage for manuals, offi ce
supplies, and offi ce equipment. Having a separate
offi ce type space for public interface is important
for security and community service.
There is currently no lobby space for ciƟ zens to
enter the staƟ on and be greeted or adequate
space to perform medical assessments. Typically
ciƟ zens in medical distress will enter the staƟ on
using the kitchen door, which is problemaƟ c and
potenƟ ally unsafe for the fi re personnel and the
ciƟ zen as well.
ExisƟ ng Fire Fighter Work Area.
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stakehold-
ers from the Fire Department to beƩ er under-
stand and idenƟ fy work space and operaƟ onal
defi ciencies. The team toured the facility as part
of the assessment.
The original fi re staƟ on is approximately 2,900 SF.
There is a standalone 900 SF. exercise room and
workshop building. In 2010, another standalone
500 SF. communicaƟ ons building was added to
the rear of the site.
The Fire Department is very concerned about
undersized work and living spaces. Another imme-
diate concern is the lack of storage space for fi re
suppression equipment such as turnouts and fi re
engines. Safety is a concern with back-in appara-
tus bays.
The new Truck 2, signifi cantly reduced the amount
of circulaƟ on space within the bays.
The back-in confi guraƟ on requires fi re personnel
to stand in the street to block on coming traffi c
in both direcƟ ons on Chorro Street, while the fi re
apparatus is backed into the bays.
Fire StaƟ on No. 2 is immediately adjacent to a
major retail center with signifi cant vehicle traffi c
coming from two arterial streets and several
driveways from the retail center and neighboring
apartment complexes.
Due to a high number of site constraints, there
are limited opportuniƟ es for renovaƟ on. With the
age of the building, the City has deferred further
renovaƟ ons as it is past its useful operaƟ onal life
and overdue for replacement.
A new 80 foot tall radio tower is necessary to pro-
vide public safety-radio coverage around the City.
If a new 2 or 3 story Fire StaƟ on is built at this site, Packet Pg. 230
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PAGE 99
Due to a lack of a OSHA & NFPA approved decontam-
inaƟ on/turnout room, any major decontaminaƟ on of
equipment requires fi re fi ghters to take their gear to
Fire StaƟ on 1, oŌ en leaving staff without spare equip-
ment on hand. Any emergency washing is done within
the apparatus bay.
TRAINING CLASSROOM
The Fire Department has expressed the desire to
have a dual-use community room/training room
at this locaƟ on for public interacƟ on, regular
in-service training, and meeƟ ngs. These are all
diffi cult to schedule when there is no space to
accommodate this need other than at StaƟ on 1.
An integrated and networked training room would
allow the on-duty crews to remotely parƟ cipate
in mandatory trainings without leaving their re-
sponse area. This would result in beƩ er emergen-
cy response Ɵ mes and decreased wear, tear, and
environmental impacts on the fi re apparatus.
The Fire Department has aƩ empted to accomplish
this goal of increasing staƟ on-based training by
using exisƟ ng spaces and technology within the
staƟ on. This aƩ empt has limited results.
A training room would also be an available meet-
ing space for community groups such as Boy and
Girl Scout troops, resident-based organizaƟ ons,
non-profi ts and other City government meeƟ ngs.
In the event of a disaster this room could be uƟ -
lized for specialty uses such as temporary shelter-
ing and intermediate medical care.
APPARATUS BAYS AND SUPPORT SPACES
The Apparatus Bays currently houses two fi re
engines, hose storage, fi re engineer supplies,
medical supplies, and turnout lockers. These are
all located along the side of the bays.
This creates a very congested space, especially
as fi re engines have increased in width, height
and length over the last 65 years that this staƟ on
has been operaƟ onal. The current Apparatus Bay
doors are 12 Ō . wide and does not meet modern
day standards, which require 14 feet clear.
Currently, the fi re department has to pull in all of
the vehicle side mirrors before backing into the
bays. A recommendaƟ on for new bi-fold appara-
tus bay doors will eliminate maintenance con-
cerns, reduce response Ɵ mes, and will provide the
proper width and height for apparatus emergency
egressing.
Separate turnout room and decontaminaƟ on
room from the apparatus bays are necessary to
meet OSHA and NFPA regulaƟ ons for workplace
safety.
Currently, when fi refi ghters return to the fi re
staƟ on aŌ er an incident, they conduct decontam-
inaƟ on procedures in the exisƟ ng small fi refi ghter
bathrooms. This requires the fi refi ghers to tra-
verse the living quarters prior to decontaminaƟ ng,
This creates the opportunity for a “contaminaƟ on
trail” through the staƟ on living spaces.
The Fire Department desires a front apron with
suffi cient in length to park Truck 2 during daily
equipment checks, apparatus inspecƟ ons, and
tesƟ ng.
FIRE FIGHTER LIVING AND SLEEPING
QUARTERS
The Fire Department needs to increase the ca-
pacity of fi re suppression personnel assigned to
this staƟ on. This is in direct response to Cal Poly
increasing their student populaƟ on in the coming
years.
During peak Ɵ mes of acƟ vity in Fire StaƟ on 2’s
fi rst response district, the fi re department has
brought on addiƟ onal temporary suppression staff
to address the increased calls for service.
For example, during Cal Poly graduaƟ on week-
end, two addiƟ onal fi refi ghter/paramedics are
assigned at Fire StaƟ on 2 on a ambulance-sized
apparatus. Currently, there is no space to accom-
modate addiƟ onal staffi ng.
As Cal-Poly conƟ nues to grow and student popula-
Ɵ on increases, the fi re department would like
to expand this fi re staƟ on to accommodate six
on-duty fi re personnel. This would provide the
space for expansion over the life of this facility.
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PAGE 100
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and toured the exterior of Fire
StaƟ on 2 to assess the overall envelope, windows,
doors, roof and other exterior components.
There has been liƩ le renovaƟ on and improvement
to the exterior of the facility, however it is well
maintained by City staff and is in good general
condiƟ on.
It is important to note that the maintenance
team works excepƟ onally well keeping all facili-
Ɵ es in working order. Funds need to be allocated
appropriately to allow the maintenance team to
undergo appropriate preventaƟ ve maintenance,
especially to older fi re faciliƟ es.
The exisƟ ng front apron has been idenƟ fi ed for
replacement due to erosion below the concrete
slab. When the fi re trucks drive on the apron, you
can visually observe the slab shiŌ ing. The City has
aƩ empted to slow the below grade deterioraƟ on
of the base by chalking the concrete joints. This
is a temporary measure and does not remediate
damage that has already occurred.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are a number of issues with the landings
and stairs at the south and east sides of the build-
ing. The landing on the east side of the building
requires guardrails and handrail. The ADA issues
need to be addressed at the south and east sides
of the building.
ExisƟ ng Apparatus Bay Doors
Landing at East ElevaƟ on
There are new steps, handrails and guardrails at
the front entry and west side of the staƟ on.
EXTERIOR WALL BASE/FOUNDATION
The staƟ on was seismically retrofi Ʃ ed in 1993.
The concrete masonry block walls and foundaƟ on
are in good condiƟ on. The City Maintenance staff
perform rouƟ ne preventaƟ ve checks. There are
no major issues noted with the exterior wall base
and the foundaƟ on. The building is past due for
exterior painƟ ng.
The anchor bolts at the fl ag pole foundaƟ on are
rusƟ ng and causing damage to the structural
integrity of the foundaƟ on. This should be ad-
dressed
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PAGE 101
reduce response Ɵ mes and fi refi ghters are oŌ en
forced to park apparatus on the front apron in
order to ensure proper response Ɵ mes. This is an
important public safety issue,which needs to be
addressed.
All rear doors (door 3, 4, and 5, see Fire StaƟ on 2
Key Plan in Appendix 5.5) were replaced in 2016.
The Entry door, (door 1) is original and signifi -
cantly aged. The screen door is warped, worn and
ripped.
The Fire Department has expressed interest in in-
stalling keypad style locks on all exterior doors in
order to increase security throughout the facility.
EXTERIOR WINDOWS
Like the rear exterior doors, all rear facing exterior
windows (Windows 5, 6, 7, 8 & 9, see Fire StaƟ on
2 Key Plan in Appendix 5.5) were replaced in
2016.
Aging and damage to windows screens is evident
throughout the facility. The original apparatus
bay windows (Windows 10 & 11) are single pane
windows. These windows, although severely aged
and rusƟ ng operate as required. The outdated
design limits venƟ laƟ on within the apparatus bay.
ROOF
The asphalt single roof is generally in good condi-
Ɵ on. PenetraƟ ons and connecƟ ons between roof
surface and vents are worn and cracking. These
condiƟ ons need to be properly addressed to pre-
vent future leaking issues.
At the Ɵ me of this assessment, all guƩ ers required
cleaning and checking. The Maintenance staff
noted that the guƩ ers are due for replacement.
The double up shingles at the ridge of the roof
are severely damaged and worn. This condiƟ on
should be addressed to protect the waterƟ ght
integrity of the overall roofi ng system.
SECURITY
The Fire Department has expressed the need of
security cameras round the building exterior. The
camera need to be monitored 24/7 by the emer-
gency communicaƟ ons center. This is true for all
Fire FaciliƟ es throughout the City.
In addiƟ on to cameras, the Department would
like to see the introducƟ on of keypad style locks
on all exterior doors.
The lack of a main public entrance at this staƟ on
is a problem. The public has a hard Ɵ me knowing
which exterior door is the front door. Most of the
Ɵ me, the public will walk up to and into the side
door and kitchen.
This creates unexpected encounters between fi re
personnel and the public. Entering into the kitch-
en does not present a professional welcome to
the public as a proper lobby and main entrance.
A lobby would provide an extra layer of comfort
and security for fi re personnel, ensuring they are
prepared for the worst case scenario.
Original Single Pane App Bay Windows
EXTERIOR WALLS, SOFFITS, AWNINGS
AND SIGNAGE
The concrete masonry block walls are in good
condiƟ on and in need of new paint, which is in
the City budget for 2018/2019. There have been
no major issues noted by the City Maintenance
team concerning the exterior walls.
EXTERIOR DOORS
A major concern noted by Maintenance staff
and Fire Department personnel are the constant
repairs needed on the apparatus bay doors. The
exisƟ ng doors are old and replacement parts are
no longer made for this specifi c model.
This creates stress on the maintenance staff who
have to come up with creaƟ ve soluƟ ons in order
to keep these doors in service.
PotenƟ al apparatus door failures can signifi cantly
Damage To Entry Door Screen Packet Pg. 233
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THIS PAGE WAS INTENTIONALLY LEFT BLANK
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Fire StaƟ on No. 3 Street Facing Facade IllustraƟ ng Double Wide Apparatus Door Public Interface and Admin Offi ce
Exercise Room
FIRE STATION NO. 3
INTRODUCTION
Built in 1959, StaƟ on No. 3 is the second oldest
fi re staƟ on in San Luis Obispo. Located on Laurel
Lane and immediatley adjacent to the City owned
Laurel Lane Community Garden, the staƟ on
serves the southeast side of the City.
Laurel Lane is a major thoroughfare and receives a
high amount of vehicular and foot traffi c from the
surrounding neighborhood.
The make up of the neighborhood consists of
housing, an elementary school, commercial busi-
nesses, and a senior care facility. Across the street
s a retail center and not far from the staƟ on is a
hospital and medical offi ces.
Fire StaƟ on 3 was assessed as apart of the City’s
1988 Facility Master Plan. The Facility Master Plan
idenƟ fi ed an overall lack of storage and gender
neutral faciliƟ es for fi refi ghters.
The Facility Master Plan concluded that with prop-
er maintenance and no programmaƟ c changes,
the fi re staƟ on could last up to another 20 years.
This was 30 years ago, and the staƟ on, although
well maintained requires signifi cant aƩ enƟ on in
order to meet modern Fire StaƟ on standards.
In 1990, a metal storage building was relocated to
the site and retrofi ted to provide a wellness/exer-
cise space. This space was designed to be tempo-
rary and is not ideal.
In 2000, as apart of a department wide push to
provide adequate faciliƟ es for potenƟ al female
fi refi ghters, the exisƟ ng bathroom were renovat-
ed to provide two gender neutral restrooms. A
gender neutral bunk room was added, which is
currently uƟ lized as the captain’s bunk room.
The renovaƟ on included an update to the admin-
istraƟ on offi ce at the front of the staƟ on, creat-
ing a small lobby as well as an offi ce for all fi re
personnel.
In 2010 a new radio/communicaƟ on building was
added to the rear of the site. At the Ɵ me of this
assessment, the Fire Department has noted the
need to upgrade all exisƟ ng radio equipment in
order to ensure proper coverage across the City.
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PAGE 104
The current layout of the building and site
constrains and limits the potenƟ al growth and
renovaƟ on opƟ ons.
The City has deferred major renovaƟ ons due
to the age of the facility. The staƟ on is past its
expected operaƟ onal life. A new replacement
staƟ on is needed to meet the modern fi re staƟ on
standards and the California EssenƟ al Services
Act.
An opportunity to design and construct a new
staƟ on can be found by uƟ lizing the land of the
Community Garden. This would provide room for
growth and respond to the staƟ on’s opetaƟ onal
and programmaƟ c needs.
An 80 foot tall radio tower is desired to create
redundancy in the radio network around the City.
If a new two-story fi re staƟ on is built on this site,
the height from the rooŌ op might be suffi cient to
avoid adding a standalone radio tower.
ADMINISTRATION OFFICES
Currently there is only one space to accommodate
all fi re administraƟ on funcƟ ons at this staƟ on.
There is no separate Captain’s offi ce for closed
door conversaƟ ons or a secure locaƟ on to store
personnel informaƟ on. There is insuffi cient stor-
age space for fi re manuals, offi ce supplies and
offi ce equipment such as a copier/printer.
Because space is limited and uƟ lized by all staƟ on
personnel, there is no space for staff to store or
organize records and belongings.
The lack of storage has created congesƟ on, dra-
maƟ cally reducing the eff ecƟ veness and effi ciency
of this space.
The Fire Department has expressed the desire
to have a dual use community/training room at
this locaƟ on. The Fire Department regularly holds
in-service training and requires a large meeƟ ng
ExisƟ ng Fire Fighter Dormitory
ExisƟ ng DecontaminaƟ on Sink
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key
stakeholders from the staƟ on to beƩ er under-
stand and idenƟ fy work space and operaƟ onal
defi ciencies. The team toured the facility as part
of the assessment.
The original fi re staƟ on is approximately 3,563 SF.
A standalone 350 SF building was added to pro-
vide an exercise room. In 2010, another separate
500 SF communicaƟ on building was added to the
site.
The department idenƟ fi ed the following defi cien-
cies, which are of a high concern:
• Undersized work space and opportuniƟ es for
meeƟ ngs and storage for confi denƟ al person-
nel informaƟ on.
• Undersized living spaces, limiƟ ng growth
and increasing staffi ng capacity during peak
Ɵ mes.
• A lack of decontaminaƟ on faciliƟ es, resulƟ ng
in a “contaminaƟ on trail” throughout the
facility as well as limiƟ ng the StaƟ ons ability
to clean and decontaminate equipment in-
house.
• Safety and maintenance concerns aƩ ributed
to the double wide apparatus bay doors on
each end of the apparatus bays. These doors
are 59 years old.
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PAGE 105Fire Hose Storage Within Apparatus Bay.
space to accommodate all personnel.
Currently, the only space large enough for this
funcƟ on is at Fire StaƟ on No. 1 Fire personnel
have to leave their response area in order to
aƩ end training sessions.
The Fire Department noted that an integrated and
networked training room would allow on-du-
ty crews to remotely parƟ cipate at mandatory
trainings without leaving their response area. This
would result in beƩ er emergency response Ɵ mes
and decreased wear and tear impacts on the fi re
apparatus.
The Fire Department has aƩ empted to accomplish
this using the exisƟ ng faciliƟ es and technology.
The lack of an integrated network has garnered
limited results.
The training room would be available as a meet-
ing room for community groups such as Boy and
Girl Scout troops, resident-based organizaƟ ons,
non-profi ts, and other City government meeƟ ngs.
In the event of a disaster, this room could be uƟ -
lized for specialty uses such as temporary shelter-
ing and intermediate medical care.
Although public interacƟ on at Fire StaƟ on No. 3 is
minor, it is sƟ ll the desire of the Fire Department
to have a space dedicated to medical assessment
in the case of an emergency. This space would be
best suited adjacent to the lobby.
APPARATUS BAYS AND SUPPORT SPACES
The apparatus bays currently house two engines,
hose storage, fi re engineer supplies, medical
supplies and turnout lockers along the sides of the
bays. This creates a very congested space.
Modern fi re engines are far larger in width and
length than the engines StaƟ on No.3 was de-
signed to accommodate.
The front and rear apparatus bay doors require
constant maintenance, due to their age and size.
Modern day fi re engines require apparatus bay
doors that are 14 feet clear in height and width.
New bi-fold apparatus bay doors would eliminate
maintenance concerns, reduce response Ɵ mes,
and provide the proper width and height for ap-
paratus emergency egress.
A separate turnout room and decontaminaƟ on
room from the apparatus bay are necessary to
meet OSHA and NFPA regulaƟ ons for workplace
safety. Currently when fi refi ghters return to the
fi re staƟ on aŌ er an emergency incident, they
have to use the exisƟ ng fi refi ghter restrooms to
decontaminate. This requires them to traverse
their living quarters prior to decontaminaƟ ng
themselves. This creates a “contaminaƟ on trail”
through the staƟ on living spaces.
The Fire Department has expressed the need for
a new front apron suffi cient in length to park a 38
foot long fi re engine during equipment and appa-
ratus inspecƟ on and tesƟ ng. The current apron is
insuffi cient.
When the crews pull the fi re engine outside the
apparatus bays to inspect and test the engine as
apart of their daily rouƟ ne, the fi re engine blocks
the public sidewalk in front of the staƟ on. This
creates a safety issue for anyone walking along
the sidewalk.
Firefi ghters must frequently stop their daily
checks in order to move the engine and allow
eighbors to safely pass in front of the staƟ on.
FIREFIGHTER LIVING AND SLEEPING
QUARTERS
The Fire Department expressed the desire to in-
crease the staffi ng capacity at this staƟ on to meet
the increasing calls for service anƟ cipated in the
coming years. The fi re department would like to
increase the company from 3 to 5 fi refi ghters on
duty per shiŌ .
This increase will also accommodate periodic
increases in call volume, paramedic student
ride-along or temporary assignments based on
staffi ng needs and peak acƟ vity. Firefi ghƟ ng sleep-
ing quarters should accommodate personal and
gender neutral standards.
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BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and toured the exterior of Fire
StaƟ on No. 3 assessing the overall envelope, win-
dows, doors, roof and other exterior components.
There has been liƩ le renovaƟ on and improvement
to the exterior of the facility. It is well maintained
by City maintenance staff and is in good general
condiƟ on.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are a number of issues with the landings
and stairs at the west side of the building. A sep-
arate ADA study has been commissioned by the
City. This study illustrates all accessibility issues
associated with this facility. See appendix for
further informaƟ on.
EXTERIOR WALL BASE/FOUNDATION
Although dirty and requires a new coat of exterior
paint, the wall base and foundaƟ on components
of this building are in a good condiƟ on. There are
no structural or major issues noted.
EXTERIOR WALLS, SOFFITS, AWNINGS
AND SIGNAGE
The concrete masonry block walls are in good
condiƟ on. The enƟ re facility needs a new coat of
paint, which is scheduled for 2018/2019 budget
for the building exterior.
The City maintenance team performs rouƟ ne
Rear ExisƟ ng Oversized Apparatus Bay Door
Exit Door At West ElevaƟ on
preventaƟ ve checks. There are no major issues
noted with the exterior walls, soffi ts, awnings or
signage.
EXTERIOR DOORS
A major concern of the maintenance staff and
Fire Department personnel is the constant repairs
needed to maintain the front and rear apparatus
doors. Due to the age and size of the doors, it is
oŌ en diffi cult to source the parts required for
repairs. (doors 8 and 9, see Fire StaƟ on No. 3 Key
Plan in Appendix 5.6)
The maintenance team recently replaced numer-
ous parts on these doors. Because there is only
a single oversized door servicing both apparatus
bays at the front and the rear, there is a worry
about a single point of failure. Without opera-
Ɵ onal overhead doors, Fire StaƟ on No. 3 would
essenƟ ally be unable to respond to emergencies.
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ROOF
The asphalt shingle roof is in good condiƟ on,
however the roofi ng penetraƟ ons are worn and
cracking. There are old mechanical penetraƟ ons
and antennas that are no longer in use on the
roof. These penetraƟ ons could cause severe leak-
ing in the future if not removed and the roofi ng
repaired at these locaƟ ons.
The guƩ ers needs to be cleaned and checked.
Replacement of the guƩ ers is recommended. The
north side of the roof has minor damage to the
roofi ng Ɵ les.
SECURITY
The facility requires security cameras around the
building exterior, which would be monitored 24/7
by the communicaƟ on center. Security cameras
are desired at all fi re faciliƟ es throughout the City.
Roof PenetraƟ on Cracking and Aged.
This creates stress on the maintenance staff and
forces them to fi nd work around soluƟ ons.
The exterior doors for personnel use are in good
condiƟ on, although due to the overall age of the
facility, general wear and tear is evident. Preven-
taƟ ve maintenance performed by maintenance
staff ensures all doors and working as required
EXTERIOR WINDOWS
Similar to the exterior doors, the exterior win-
dows are in good overall condiƟ on and are well
maintained by the City maintenance team.
The facility does not have central cooling, there-
fore, the dormitory, offi ce and kitchen have win-
dow mounted air condiƟ oning units (windows 2,
5 & 10, see Fire StaƟ on No. 3 key plan in appendix
5.6) These units require constant maintenance
and they are ineffi cient and expensive to run.
ExisƟ ng Window Mounted Air CondiƟ oning Unit
ContrasƟ ng to view from the other City depart-
ment, the Fire Department has noted that all ex-
terior doors should be secured with keypads style
locks instead of fobs. Fobs are easily misplaced.
Due to the low turnover of fi re personnel, it has
been found that keypads with a rotaƟ ng code are
more secure within the Fire Department.
Fire StaƟ on No. 3 is located in a relaƟ vely quiet
residenƟ al neighborhood, therefore compared to
Fire StaƟ on 1 & 2, there is minor interacƟ on with
the public.
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PAGE 109
Fire StaƟ on No. 4 Street Facing Facade and Apparatus Bay Doors
FIRE STATION NO. 4
INTRODUCTION
At the Ɵ me of the 1988 San Luis Obispo Facility
Master Plan Assessment, Fire StaƟ on No. 4 was
the newest facility in the City. Built in 1978, the
staƟ on is located at 1395 Madonna Road, on the
corner of Madonna Road and Los Osos Valley
Road.
Although being comparaƟ vely new (40 years old)
there are numerous design fl aws, which have
reduced the operaƟ onal effi ciency of this staƟ on.
One of the biggest fl aws is the curved front apron.
This severely limits the eff ecƟ veness of emergen-
cy egress and has increased response Ɵ mes.
The front apron should be straight and suffi cient
in length to park a 38 foot long engine during
emergencies.
The front apron locaƟ on forces emergency egress
to enter onto Madonna Road just west of Los
Osos Valley Road intersecƟ on. This is one of the
busiest intersecƟ ons in the City.
Signal control is lacking at this staƟ on for the
enƟ re Madoona Road and Los Osos Valley Road
intersecƟ on. The Fire Department needs a traffi c
signal pre-empt to increase safety for fi re person-
nel and the public.
Fire StaƟ on No. 1 is a good example of a safer,
more eff ecƟ ve emergency egress design. The
apparatus bays face the intersecƟ on and the
traffi c control stops all drivers at the intersecƟ on,
allowing the fi re apparatus to safely respond.
Fire StaƟ on No. 4’s traffi c fl ow for emergency
response egress is parƟ cularly hazardous when
the emergency incident requires a leŌ turn onto
Madonna Road. When this is the case, the fi re
engine turns immediately into oncoming traffi c
in a busy intersecƟ on with fi ve lanes of traffi c on
Madonna Road, seven lanes of traffi c on Los Osos
Valley Road, with limited visibility, and high rates
of speed.
Returning to the staƟ on is just as problemaƟ c.
There is only one street and direcƟ on of travel
that allows entrance into the fi re staƟ on site. This
requires the crew to frequently drive past the
fi re staƟ on approximately one-half mile to make
a U-turn and/or to drive through the residenƟ al
neighborhood southeast of the staƟ on.
During dayƟ me, this confi guraƟ on creates a delay
in return due to traffi c. At nighƫ me this confi gu-
raƟ on creates noise in the residenƟ al neighbor-
hood.
The staƟ on is built with concrete masonry block
walls, wood window and wood door frames.
It was noted in the 1988 assessment that all
penetraƟ ons in the block wall had water infi ltra-
Ɵ on issues. Since the faciliƟ es master plan was
published, this issue has worsened. The wood
window and door frames have suff ered damage
due to age, moisture and ultraviolet exposure.
The 1988 facility master plan also highlighted
several funcƟ onal defi ciencies including circula-
Ɵ on through the bunk room, lack of space in the
fi refi ghter living and sleeping quarters and no
lobby or main entry area for public interacƟ on.
In 2009, the Fire Department commissioned a
Fire Master Plan prepared by CityGate Associates,
dated January 16, 2009. This master plan outlines
in detail the operaƟ onal and facility needs of the
Fire Department.
In 2016, CityGate Associates updated the Fire
Services Master Plan.
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PAGE 110
A major renovaƟ on is required to address many
issues as they detract from the effi ciency of day-
to-day operaƟ ons. Despite recommendaƟ ons
from the Fire Department, no major renovaƟ ons
have been funded.
With large housing and assisted living develop-
ments planned for the south west part of the City,
StaƟ on 4 is not equipted to meet the increased
calls for service. The turnout and response Ɵ me
effi ciency of this staƟ on is becoming more and
more criƟ cal.
ProgrammaƟ c issues mirror those noted by the
1988 Facility Master Plan document, with numer-
ous issues worsening with age.
ADMINISTRATION OFFICES
There are two small spaces to accommodate the
administraƟ on funcƟ ons at this staƟ on. The cap-
tain’s offi ce and the fi refi ghter work area, which is
small and open to the dining and dayroom. These
spaces are not suffi cient for fi re administraƟ on
needs. There is insuffi cient storage space for fi re
manuals, offi ce supplies, and equipment.
Having a proper main entry for the public is
important for security and customer service.
Currently, the public enters immediately into the
small Captains offi ce. There is no dedicated space
to perform medical assessments of the public
who do walk in.
The fi re department expressed the desire to
have a dual-use community/training room at this
locaƟ on. There is regular in-service training and
meeƟ ngs that are diffi cult to schedule when there
is no space available to accommodate this need
other than at StaƟ on 1, which takes fi re personnel
away from this staƟ on to achieve.
An integrated and networked training room would
allow the on-duty crews to remotely parƟ cipate in
ExisƟ ng Captains Sleeping Area Shared with Wellness Area Divided By a Curtain.
Fire StaƟ on Firefi ghter Work Space
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key
Stakeholders from the staƟ on to beƩ er under-
stand and idenƟ fy work space and operaƟ onal
defi ciencies. The team toured the facility as part
of the assessment.
The original Fire StaƟ on is approximately 3,522 SF.
A new concrete slab was poured for a new prefab-
ricated metal building, which would add an exer-
cise room to the staƟ on. Funding for this project
was eliminated aŌ er the slab was installed.
A small 95 SF wood storage shed was added on
the slab area for addiƟ onal storage. A makeshiŌ
storage area was created under the roof eave
at the rear of the fi re staƟ on to accommodate
growing storage needs that exceeded the capacity
of the small wood shed. This was done in an area
not designed for storage, but was erected out of
necessity.
The fi re department is very concerned about
undersized work and living spaces and insuffi cient
storage space for fi re suppression operaƟ ons such
as turnouts, medical, clean-up, and hose storage.
Safety and maintenance concerns with the old
roll-up doors in apparatus bays is very high on the
list of improvements needed.
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PAGE 111MakeshiŌ AddiƟ onal Firefi ghter Work Area
Fire StaƟ on 4 DecontaminaƟ on FaciliƟ es
mandatory training without leaving their primary
response area. This would result in beƩ er emer-
gency response Ɵ mes and decreased wear and
tear impacts on the apparatus. The fi re depart-
ment has aƩ empted to accomplish training goals
with increasing staƟ on-based training using the
exisƟ ng space and technology in the fi re staƟ on
with limited results.
A new training room would be made available as
a meeƟ ng space for community groups, resi-
dent-based organizaƟ ons, non-profi ts, and other
City government needs. In the event of a disas-
ter, this room could be uƟ lized for specialty uses
such as temporary sheltering, and intermediate
medical care.
APPARATUS BAYS AND SUPPORT SPACES
The apparatus bays currently houses two engine
with hose storage, engineer supplies, medical
supplies and turnout lockers along the sides of
the bays. This creates a very congested space,
especially as fi re engines have increased in width
and length over the last 39 years the staƟ on has
been operaƟ onal.
The rear apparatus bay doors are double wide
and have numerous maintenance issues. New ap-
paratus require 14 feet clear in height and width.
A recommendaƟ on for new bi-fold apparatus bay
doors at the front of the bays would eliminate
maintenance concerns, increase turnout Ɵ mes,
and provide the proper width and height for
apparatus emergency egress.
A separate turnout room and decontaminaƟ on
room from the apparatus bays are necessary to
meet OSHA and NFPA regulaƟ ons for workplace
safety.
Currently, fi refi ghters use the restrooms near
their sleeping area to perform decontaminaƟ on.
This requires them to travel through their living
quarters prior to decontaminaƟ ng themselves,
thus creaƟ ng a “contaminaƟ on trail” through the
staƟ on living spaces.
FIREFIGHTER LIVING AND SLEEPING
QUARTERS
The Fire Department needs to increase the fi re
suppression capacity and operaƟ ons at this
staƟ on in the coming years. Ideally, the future
capacity would increase the company from 3 to
4 fi refi ghters on duty per shiŌ , to accommodate
episodic increases in staffi ng related to call vol-
ume increases, paramedic student ride-alongs, or
temporary assignments based on staffi ng needs
or peak acƟ vity. Firefi ghƟ ng sleeping quarters and
restrooms should accommodate gender neutral
standards.
The captains’ bunk room is shared with the exer-
cise room and only separated by a curtain. Much
of the exercise equipment is placed and used
outside due to the lack of space.
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PAGE 112
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and toured the exterior of Fire
StaƟ on No. 4 assessing the overall envelope, win-
dows, doors, roof and other exterior components.
There have been liƩ le renovaƟ on and improve-
ment to the exterior of the facility. It is well
maintained by City staff and is in good general
condiƟ on.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are two landing steps at the doors on the
south side of the building. These are potenƟ al
tripping hazards.
EXTERIOR WALL /BASE/FOUNDATION
The concrete foundaƟ on is in good condiƟ on.
There are numerous cracks in the surface al-
though there have been no signs of signifi cant
damage to the structural integrity of the building
slab.
The conrete masonry block has numerous issues
with water penetraƟ on, but is structurally sound.
The block is dirty due to age and requires cleaning
and new applicaƟ on of sealant to address water
infi ltraƟ on.
The wood shingle panels underneath the window
openings are faded and have signifi cant ultraviolet
and weather damage. It was ntoed in the 1988
assessment that the wood shingles should be
removed and replaced.
Rear ExisƟ ng Oversized Apparatus Bay Door
EXTERIOR DOORS
The major concern of the maintenance staff and
Fire Department personnel are the constant
repairs needed for the apparatus bay doors. The
doors are old and replacement parts specifi c
to these models are no longer produced. This
creates stress on the maintenance staff to fi nd
soluƟ ons to keep these doors in service.
Door 3 (See Fire StaƟ on No. 4 in Appendix 5.7)
the rear overhead door has received all replace-
ment parts, leaving only the door itself original,
yet problems persist. Evidence of weather and
ultraviolet damage is also present on the appara-
tus bay doors.
The staƟ on recently received a larger engine,
which can only use Door 5 for egress (See Fire Sta-
Ɵ on No. 4 Key Plan in Appendix 5.7). Due to the
length of the engine and the space required on
the front apron to clear the building before engag-
ing the curve of the front apron, the new engine
cannot be parked in the apparatus bay behind
Door 6. Any damage to Door 5 will limit the
response capabiliƟ es of this staƟ on.
All doors in the facility are worn. Each wood door
with varying levels of weather and ultraviolet
damage. The wood door frames have started
to rot in areas most exposed. Door 1 (See Fire
StaƟ on No. 4 Key Plan in Appendix 5.7) is severe-
ly damaged, visible water damage occurs at the
boƩ om of the frame and has been patched and
painted.
Most of the doors require heavy maintenance by
the City maintenance crew to replace hardware
as well.
Replacement of all doors, frames and overhead
doors is recommended.
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PAGE 113
ROOF
Concrete Ɵ les cover the pitched roof. The Ɵ les are
very durable and have stood up to the weather
very well. There are no recorded leaks or water
intrusion on the roof.
There is evidence of some damage to the fl ash-
ing and roof penetraƟ on components. One of
the roof vents has been bent backwards due to
impact from the front. Although there are no
noted issues, this may cause a leaking problem in
the future.
The concrete Ɵ les are aged and dirty. The roof is
in good condiƟ on. PreventaƟ ve maintenance and
care is required to ensure the conƟ nued good
condiƟ on of this roof. Some Ɵ les, especially on the
ridge are cracked and may require replacement in
the near future.
SECURITY
The facility requires security cameras around the
enƟ re building. The cameras should be monitored
24/7 by the emergency communicaƟ on center.
Security cameras are desired at all fi re faciliƟ es
throughout the City.
ContrasƟ ng to other City department views,
the Fire Department ant all exterior doors to be
secured with keypads style locksets rather than
fobs. Fobs are easily misplaced, causing a security
risk. Due to the low turnover of Fire Personnel, it
has been found that keypads with a rotaƟ ng code
are more secure within the Fire Department.
Although there are no noted security issues at
Fire StaƟ on 4, there is a need for more exterior
lighƟ ng. Foot traffi c across the driveway and front
apron is constant and cause for pedestrian safety
concerns. Response Ɵ mes have increased due
to pedestrian and vehicular traffi c in the path of
egress.
Damaged Flashing At Roof PenetraƟ on
EXTERIOR WINDOWS
Like the doors, the exterior windows are generally
in poor condiƟ on. Due to the lack of central cool-
ing, the windows into the fi refi ghter sleeping area
and living space (Window 1 and 6, see Key Plan in
Fire StaƟ on No. 4 Key Plan in Appendix) contain
window air condiƟ oning units. These units along
with concrete masonry openings at the windows
are both responsible for the water infi ltraƟ on into
the building.
Window screens throughout the facility are
damaged. As an example, the screen at Window
5 is bent and damaged. Other issues with window
screens include rips, tears, and damaged screens
replaced with smaller sizes.
Replacement of all wood windows and frames are
required.
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PAGE 115
PARKS AND RECREATION
ADMINISTRATION
INTRODUCTION
During the 1988 assessment of the City’s FaciliƟ es
Master Plan, the Parks & RecreaƟ on Administra-
Ɵ on Offi ce was located in a converted house at
860 Pacifi c Street.
The assessment found the exisƟ ng facility inade-
quate. Staff work space and daily operaƟ ons were
defi cient. The organizaƟ onal and storage spaces
needed effi ciently run the many programs off ered
by Parks and RecreaƟ on were insuffi cient as well.
As a direct response to the assessment, the City
funded the design and construcƟ on of a new
AdministraƟ on Offi ce facility, located within Em-
erson Park on the corner of Nipomo and Pacifi c
Streets. Completed in 1997, the new facility was
designed to address the needs idenƟ fi ed in the
1988 assessment.
Parks and RecreaƟ on AdministraƟ on located within Emerson Park at 1341 Nipomo Street.
Rear Entrance to Building
The AdministraƟ on facility has a small plaza area
on the corner, which greets and leads visitors to
the public entrance. There is small parking lot
with limited on-site parking spaces for visitors
and department vehicles. The parking lot is also
used by visitors to the park. There is ample street
parking all around Emerson Park and the Adminis-
traƟ on Building.
Since 1997, the department has experienced
signifi cant growth in staffi ng and the programs
off ered by the department. The current offi ce
space is beyond full capacity. Many staff members
are doubled up and sharing work spaces. One
example of the department’s creaƟ ve endeavors
to address their work space shortage was to con-
vert an offi ce into a small conference room, which
doubles as a work space for part-Ɵ me staff who
do not have an assigned desk in the offi ce.
Many of the programs off ered by the Parks and
RecreaƟ on Department have materials and
equipment associated with them. These items are
stored and accessed on a daily, weekly, monthly
and annual basis. There is a clear need for more
organized and structured storage as there are pro-
gram materials stored throughout the offi ce and
in work spaces. A metal storage container was
added immediately adjacent to the building along
the rear entrance to store program materials and
equipment.
The locaƟ on of the AdministraƟ on Building within
Emerson Park makes expansion to accommodate
growth possible with minimal impact to the park.
The Department has expressed interest in creat-
ing a standalone Ranger StaƟ on within the City
limits. There are open spaces where a new Ranger
StaƟ on could be located. This would provide the
ranger program and staff with a facility that could
accommodate an educaƟ onal classroom, more
offi ce work spaces, locker room/restrooms, a
dedicated workshop, and storage for vehicles and
equipment.
At the Ɵ me of this FaciliƟ es Master Plan Update,
the Parks and RecreaƟ on Department commis-
sioned a Master Plan that will help defi ne the De-
partments goals and needs with specifi c aƩ enƟ on
to goals, programs off ered, park uses and staffi ng
needs. The Master Plan commenced in 2018 and
will be complete at the end of 2019.
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and recepƟ on area. Staff idenƟ fi ed the need for
more workspace at the recepƟ on counter. Cur-
rently, there is space for the two front counter/
recepƟ on staff to assist customers. There is also
a lack of space to receive and process the large
amounts of deliveries the department receives on
a daily basis.
There are a signifi cant amount of staff traffi c each
morning through the lobby and recepƟ on area.
A majority of the temporary and part-Ɵ me staff
arrive for work through the front door and enter
the offi ce area through the lobby’s parƟ al height
swinging door.
Boxes of supplies and deliveries take up space
along the hallway immediately adjacent to the
Lobby and causes congesƟ on with staff circula-
Ɵ on.
The AdministraƟ on Building is where all the lost
and found items from all the park faciliƟ es come
to be stored unƟ l claimed or donated to charity.
These items are currently kept in a cabinet in the
Lobby.
Security concerns and access control at the lobby
and recepƟ on area have been expressed by
project stakeholders. The department would like
beƩ er security control of the recepƟ on area and
entry to the offi ce area.
The exisƟ ng low swinging door is not lockable and
is not a defensible barrier. CreaƟ ng a safe refuge
and a way for staff to reach safety in case of an
emergency is a high concern.
OFFICES AND WORKSTATIONS
There are three exisƟ ng offi ces in the enƟ re
facility. The fourth offi ce was converted to work
common area for temporary and part-Ɵ me staff .
The converted offi ce also serves as a conference
space. The combinaƟ on of these funcƟ ons is not
ExisƟ ng Parks & RecreaƟ on Lobby
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stakehold-
ers from Parks and RecreaƟ on to beƩ er under-
stand and idenƟ fy work space and operaƟ onal
defi ciencies. The team toured the AdministraƟ on
Building as part of the assessment. Numerous
defi ciencies were idenƟ fi ed including:
• Site and public lobby security issues
• Need more meeƟ ng and collaboraƟ on spaces
• Overcrowded administraƟ ve workspace
• Lack of organized storage spaces
• Need for material prep area
• Improved break room and wellness
• Locker room and shower faciliƟ es for Rangers
There is a current project planned for the interior
improvements. These improvements include new
fl ooring, paint, and IT infrastructure updates along
with a reconfi guraƟ on of the systems furniture to
create more collaboraƟ ve work spaces. Funding
has been set aside for this project. There is a
desire for more new modular cubical workspaces
throughout the offi ce, but the current funding is
insuffi cient to address this specifi c need.
The mechanical system is due for replacement
and a separate project is underway. Funding was
set aside for this work.
To accommodate current staffi ng and allow for
future growth, the AdministraƟ on Building will
need to expand to address all of their current and
anƟ cipated staffi ng and workspace needs.
LOBBY AND RECEPTION
The department has expressed a desire to make
the exisƟ ng recepƟ on and lobby area more effi -
cient. Staff is interested in fi nding beƩ er ways to
organize and display informaƟ on or the public.
BeƩ er sound aƩ enuaƟ on is needed in the lobby ExisƟ ng Parks & RecreaƟ on Lobby half height door and
delivery holding area.
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Converted offi ce uƟ lized as Work Area Shared WorkstaƟ on for 7 Rangers
compaƟ ble and causes scheduling and access is-
sues on a daily basis. Based on the operaƟ ons as-
sessment, the Department needs a minimum of 8
offi ces for managers and supervisory staff .
The department stakeholders expressed a need for
more privacy and noise control at the open work
spaces. Youth Services and the Rangers have a high
number of shared workstaƟ ons. This makes it dif-
fi cult for staff to complete paperwork and work on
projects that require desk space and a computer.
Parks and RecreaƟ on AdministraƟ on anƟ cipates
growth. There is inadequate space to accommo-
date the number of offi ces and workstaƟ ons re-
quired to house current staff . Expansion is needed
to accommodate growth.
RANGERS
The department has expressed a desire for a new
Ranger StaƟ on. The new StaƟ on would be located
at an open space area within the City limits. The
StaƟ on would be used as a home base for the
Rangers. Currently their equipment and vehicles
are stored at the CorporaƟ on Yard, while their
offi ce and workspaces are located at the Adminis-
traƟ on Building.
All of the Rangers share one workstaƟ on, which
hinders their ability to effi ciently complete their
administraƟ ve tasks at the end and start of each
day. The Rangers use the administraƟ on building
for showering and cleaning up. There is only one
shower and no space for personnel lockers.
The Rangers immediate needs include adding
one more shower, 4 bike storage lockers, and the
addiƟ on of more Ranger work spaces immediately
adjacent to the rear door and showers.
SUPPORT SPACES
Department stakeholders have expressed the
desire for a larger break room with more counter
space and seaƟ ng for staff to take their breaks. An
enclosed paƟ o space is desirable as well.
This would provide staff with a secured outdoor
space to use without having to deal with tran-
sients wandering in from Emerson Park. The ad-
diƟ on of another toilet in each exisƟ ng restroom
and potenƟ ally a separate restroom for the public
would be a welcome addiƟ on to the facility.
STORAGE
The department stores equipment and supplies at
mulƟ ple locaƟ ons throughout the City. This strate-
gy is used to spread available supplies to pro-
grams at a various City and school faciliƟ es. The
mulƟ ple storage locaƟ ons helps with the lack of
centralized storage. The AdministraƟ on Building
has a small storage room. It cannot accommodate
all of the daily and long term storage needs of the
enƟ re department.
Materials are piled and stacked throughout the
offi ce, in circulaƟ on spaces, and within work
spaces. There is a full storage container at the rear
of the building. CreaƟ ng a large centralized and
organized bulk storage will help the department
control inventory, organize materials, and prep for
events. Short term refrigerated storage is needed
on a daily basis.
We observed bulk storage at the Ludwick Com-
munity Center, which has more space for material
and general supply storage. We noted a lack of
organizaƟ on and effi ciency at Ludwick that we at-
tribute to a remote storage locaƟ on. Department
staff noted that it was hard to monitor and use
effi ciently materials that are stored off -site.
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ExisƟ ng Parks & Rec. Entry Storefront
CondensaƟ on In Window
of dirt and debris was observed on the building
exterior.
EXTERIOR DOORS
Door, frames and hardware components are in
good condiƟ on. They are regularly checked by
maintenance staff to ensure they remain in good
condiƟ on. Doors 6 & 7 (See Parks & RecreaƟ on
AdministraƟ on Key Plan in Appendix 5.8) do not
have closers and that is acceptable as these doors
have low traffi c.
EXTERIOR WINDOWS
Like the doors, the exterior windows are generally
in good condiƟ on. The operable windows are in
good working order. There have been no notable
or major complaints or issues with the window
system.
We did note that Window 8 (See Key Plan in
Appendix 5.8) had condensaƟ on in between the
glass panes.
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and conducted a visual assess-
ment of the exterior building materials of the
AdministraƟ on Building.
This assessment covered the overall building
envelope, windows, doors, roofi ng, along with
exterior lighƟ ng and security. There has been liƩ le
renovaƟ on and improvements to the exterior of
the facility. It is well maintained by City staff and is
in good general condiƟ on.
The major concern expressed by Maintenance
staff and City employees are the security issues
around the facility. In recent years there has been
an increase in incidents aƩ ributed to the large
transient populaƟ on residing in the park.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
There are no exterior stairs, ramps or guardrails
and handrails.
EXTERIOR WALLS
The exterior building envelope is in excellent
condiƟ on. The wall base/foundaƟ on are dirty in
some areas, show no sign of serious aging and
have no signifi cant damage. The City Maintenance
team performs preventaƟ ve maintenance checks,
ensuring any minor issues are addressed before
they become serious.
Due to the large amount of rain water received in
the early months of 2017, an abnormal amount
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This indicates there may be a failure in the seal-
ant. This is caused by temperature diff erences be-
tween the two panes of glazing when warm air is
allowed to enter the air gap and creaƟ ng conden-
saƟ on. This was a new issue to the maintenance
staff , which was noted and will be addressed.
Window 7 (see key plan in appendix) has damage
to the screen from the interior of the building.
ROOF
The roofi ng materials are in good condiƟ on. The
steep slopes keep water from accumulaƟ ng on
its surfaces. There have been no leaks apart from
a mechanical condenser leaking into the front
conference room. This issue has been addressed.
There are no signs of on-going issues.
The maintenance crew perform annual prevenƟ ve
checks to ensure the roof and guƩ ers are clean
and are in good working order. They are cleaned
annually before the Fall season. There have been
no noted issues with the skylights or other roof
penetraƟ ons.
SECURITY
There are numerous security concerns noted by
staff working at this facility. The exterior lighƟ ng
is not adequate for safety, especially during the
winter months when it gets dark before the end
of the work day. Leaving the facility at night is a
safety concern especially due to the high amount
of transient acƟ vity in Emerson Park, where the
AdministraƟ on Building is located.
It is the wish of the department to replace all
exterior lighƟ ng with high effi ciency LED lighƟ ng,
around the building and at the parking lot.
The staff also noted an issue with the transient
populaƟ on using the landscaping around the
building as storage, sleeping space, and as a
restroom. The exterior of the building has
numerous power outlets aƩ racƟ ng transients, as
they use these outlets to charge their phones.
It is not uncommon for staff to call the police
due to unwanted acƟ viƟ es visible from the offi ce
windows or between the staff parking and the
building on a regular basis.
The exterior and interior security concerns raised
by the Department need to be addressed. Pro-
viding a safe work environment for staff is a high
priority for the Department and City.
The department parks a van and truck at this
facility in the small parking lot. The Ranger trucks
are parked at the CorporaƟ on Yard.
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LUDWICK COMMUNITY
CENTER
INTRODUCTION
Referred to as the “RecreaƟ on Center” in the
1988 Facility Master Plan, the Ludwick Communi-
ty Center is the City’s primary indoor community
and recreaƟ on space.
This facility located on the corner of Santa Rosa
and Mill Streets, was originally an Army U.S.O
Club during World War II.
The 1988 FaciliƟ es Master Plan Document found
the building in serious disrepair and suff ering
from numerous defi ciencies including hazardous
materials, code violaƟ ons, and mechanical, elec-
trical, and structural systems deterioraƟ on. The
building envelope had many issues including roof
leaks and weathered and worn exterior fi nishes.
The 1988 assessment document concluded that
Ludwick Community Center Main Entry from Santa Rosa Street ExisƟ ng Commercial Kitchen
Typical Water Damage Facility-wide
the facility required signifi cant work to both the
interior spaces and the exterior fi nishes to eff ec-
Ɵ vely operate as a Community Center.
In 1990, the City commissioned an architectural
program assessment and conceptual design to
rehabilitate the Center.
In 2002, a renovaƟ on project was planned to
update to the front porƟ on of the building. The
kitchen was upgraded to a commercial grade
cafeteria style kitchen.
A space in one of the wings is currently leased out
to a daycare center, which runs throughout the
year.
The programmaƟ c and building envelope assess-
ment performed by the Ten Over Studio Team
found that the renovaƟ on did not address all the
defi ciencies highlighted in 1988 FaciliƟ es Master
Plan.
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directly into the main assembly room. There are
side entrances along Mill Street that open into
a hallway or the mulƟ -purpose space. CreaƟ ng
a new main front entry for this facility is highly
needed to guide and greet the public.
MAIN RECREATION SPACE
Some iniƟ al ideas and uses for this large rec-
reaƟ on space are specifi c for league play for
pickle-ball, basketball, volleyball, dodge-ball, and
table tennis. Other ideas center around group
acƟ vies such as yoga.
The Department would like to use these spaces
for community forums and meeƟ ngs too. They
can be rented out for events. The exisƟ ng stage
associated with the mulƟ -purpose space is not
used and there is a desire to see it removed. Re-
tractable bleachers and more storage for equip-
ment storage is desired.
A new hydraƟ on staƟ on has recently been added,
replacing the original drinking fountain between
ExisƟ ng MulƟ -Purpose Space
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stake-
holders from Parks and RecreaƟ on Department
to beƩ er understand and idenƟ fy the community
acƟ vity spaces and operaƟ onal defi ciencies. The
team toured the Ludwick Center as part of the
assessment.
PROGRAMS AND ACTIVITIES
In 2017, the Park and RecreaƟ on Department held
a Strategic Planning Summit with their key stake-
holders to discuss several of their aging faciliƟ es.
From this Summit, the Department is looking to
return the Ludwick Center to its original mission
to serve as a “True Blue” Community Center.
The Parks and RecreaƟ on Department has hired
a consultant to assess and prepare their own
specifi c Master Plan to beƩ er defi ne their areas
of growth, idenƟ fy desired programs and acƟ vi-
Ɵ es, that will draw the community to all of their
faciliƟ es.
The Parks and RecreaƟ on Master Plan should also
inform the Department on their staffi ng needs to
support their programs and community acƟ viƟ es.
The Master Plan will be useful in determining
what improvements are needed at each exisƟ ng
facility and if major renovaƟ on, expansion and/or
new faciliƟ es are needed to support the goals.
LOBBY AND RECEPTION
One of the primary defi ciencies noted upon
entering the Community Center is that there is
no lobby or main recepƟ on area to receive and to
guide a visitor on where to go within the facility
for specifi c program and acƟ viƟ es.
The front door from Santa Rosa Street opens Main Assembly Room
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PAGE 123ExisƟ ng Art Classroom used as a storage space for varies Program Materials
ExisƟ ng AdministraƟ ve Space
the mulƟ -purpose space and assembly space.
The sliding panels associated with the exisƟ ng
stage are set to be removed. The Parks & Rec-
reaƟ on Department plan to replace them with
public art in 2018-2019.
ASSEMBLY SPACES
The City has voiced their need to have more
meeƟ ng spaces. These spaces can be rented by
the public for meeƟ ngs and small events. There
is currently one large conference room available
for public use. A Daycare Center is leasing a large
space adjacent to the large assemble space. The
main assembly room is immediately adjacent
open to the main front door from Santa Rosa
Street.
The commercial grade kitchen is available for
event rental. The project stakeholders menƟ oned
that having a CraŌ Room and Art Classroom was
important. They would like to see classes for dif-
ferent art media held at this facility.
ADMINISTRATIVE OFFICES
The Department would like to see a number of
offi ces for Parks and RecreaƟ on staff here at this
facility. Currently there is only one very small
and narrow space available adjacent to the main
assembly room.
When the Department idenƟ fi es the programs
and acƟ viƟ es that will comprise the “True Blue”
Community Center, having staff assigned to this
facility with offi ce space will be important.
STORAGE
The department has equipment and supplies
stored in mulƟ ple locaƟ ons throughout the City.
This strategy is used so that supplies are available
to programs that are run at various locaƟ ons
within the City.
This storage strategy is also a result of not having
enough centralized storage. The Community
Center has a large amount of materials and equip-
ment stored here in mulƟ ple storage rooms.
We recommend centralizing and organizing the
bulk storage for the majority of the department’s
needs. Adequate space needs to be allocated for
organizing materials, prepping and assembly, and
refrigerated storage. There are long and short
term storage needs. A storage assessment study is
needed as a part of the Park and Rec Master Plan
The Ten Over Studio team observed a lack of orga-
nizaƟ on and effi ciency on how these storage spac-
es were used. Having permanent staff assigned to
this locaƟ on will help monitor the effi cient use of
storage space.
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Typical Water Damage at Exterior Siding
EXTERIOR WALLS
The overall condiƟ on of the exterior walls are
poor with extensive water damage across the
enƟ re structure.
The building sits on a raised fl oor above a parƟ al
underground basement. The basement walls are
warped and heavily damaged due to water intru-
sion from the fl ood event in 2017. There was over
6 feet of water due to a blocked drain.
All the exterior walls and siding are severely aged,
worn and damaged. There is visual evidence of
the exterior siding warping and roƫ ng on all sides
of the building.
The fl ashing has been repaired numerous Ɵ mes
over the years that the maintenance staff has
noted these repairs would be puƫ ng “band-aids
on band-aids”.
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and toured the exterior of the
Ludwick Community Center to assess the overall
condiƟ on of the building envelope, windows,
doors, roof and other exterior components such
as lighƟ ng.
Due to the age of the Community Center and to
the high number of deferred maintenance items,
there has been liƩ le renovaƟ on and improve-
ments performed to the exterior of the facility.
This facility is maintained by City Maintenance
staff on a very limited budget and is in very poor
condiƟ on.
Based on our assessment of the exisƟ ng building,
we believe that the Department would be beƩ er
served by looking at creaƟ ng a new facility that
could best support their Parks and RecreaƟ on
Master Plan vision. From our visual observaƟ ons
and the verbal reports from City Maintenance
staff , the basic building systems are in very poor
condiƟ on. We believe that the City and the com-
munity would be beƩ er served using public funds
to build a new facility instead of renovaƟ ng the
exisƟ ng.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
The handrails, guardrails, stairs, and ramps are in
poor condiƟ on. All railings require aƩ enƟ on, the
paint is chipping and evidence of rust is apparent.
The City has conducted a separate ADA assess-
ment. Please refer to the Ludwick Community
Center Appendix 5.9 for report.Door to Basement, DeterioraƟ on and Water Damaged
Due to Flooding
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Signifi cant work would be required to repair all of
the issues present.
EXTERIOR DOORS
All of the exterior doors are worn and severely
aged, requiring constant aƩ enƟ on from City Main-
tenance staff . There is evidence of warping due to
water damage throughout the facility.
The door leading to the basement storage area
was submerged underwater due to fl ooding. This
door is severely damaged and should be replaced.
The back doors (Doors 7-10 See Ludwick Commu-
nity Center Key Plan in Appendix 5.9) are used less
frequently and are sƟ ll funcƟ onal However they
are old and in need of replacement.
Door 9 is a secured entry door into a storage
space. The keypad entry allows all staff to easily
access the room.
EXTERIOR WINDOWS
The windows and wood trim throughout the
facility is old, worn and is the cause of constant
leaking. Numerous screens are damaged and
require replacement. All damage is due to age and
moisture damage.
Windows 10-17 (See Ludwick community Center
Key Plan in Appendix 5.9) are at the end of their
useful life. The City Maintenance team is spending
a lot of Ɵ me replacing hardware and aƩ empƟ ng
to the windows working.
The glass block windows (Windows 18-21, see
Ludwick community Center Key Plan in Appendix
5.9) have held up very well. They are sƟ ll in good
condiƟ on, although the framing, trim and fl ashing
around them is aged and oŌ en causes leaks.
ROOF
Despite regular maintenance, the roof has ongo-
ing issues and water intrusion. The mechanical
equipment is in good condiƟ on, though the duct-
ing is old and rusƟ ng. All penetraƟ ons on the roof
are problemaƟ c and will cause more maintenance
issues in the future.
The roof structure has severe water damage and
shows signifi cant deteriorated. It is at the end of
its useful life and needs a signifi cant amount of
aƩ enƟ on before the next heavy rainy season.
Since 2017, maintenance staff has spent over
100 hours aƩ empƟ ng to fi nd and seal leaks. At
the Ɵ me of this assessment, the maintenance
team were sƟ ll unable to locate the source of the
problem.
The roof photo below highlights the current con-
diƟ on of the roof and shows the warping of the
roof surface due to moisture intrusion.
The mulƟ -purpose room recently received a new
roof and does not have any current issues.
The upper fl at roof area has a small solar array.
These panels are not maintained by City staff .
While they do produce a small amount of elec-
tricity, the volume is not adequate to off set the
electrical demands of the Ludwick Center.
SECURITY
The Ludwick Center does not have the same
security concerns as City Hall and other down-
town faciliƟ es. The Center is just out of the main
downtown hub and is located at the edge of a
residenƟ al neighborhood. This vastly reduces the
amount of transient foot traffi c to the facility.
That being noted, there are sƟ ll many issues with
security. The external lighƟ ng surrounding the
building is poor. Although not as frequent as other
City faciliƟ es, there are occasional break-ins to the
storage rooms.
The basement of the Ludwick Center is rarely
used by City staff , this lack of acƟ ve usage has
resulted in transients breaking in and living in this
space for several weeks. This is a problem with
all the spaces as the Center is not used on a daily
basis.
The landscaping around the facility is being used
as storage or a restroom by the transient popula-
Ɵ on. A lack of exterior lighƟ ng makes the building
more inviƟ ng to the transients at night and less so
to the general public and pedestrians.
The parking lot is in poor condiƟ on. A major
removal and resurfacing of the parking lot is
needed.
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SENIOR CENTER
INTRODUCTION
Established in 1978, the San Luis Obispo Senior
Center is located on the corner of Santa Rosa and
Pismo Streets within the boundaries of Mitchell
Park.
The Senior Center includes a small, residenƟ al
scale, bungalow style wood framed building that
is known as the “Old Schoolhouse”. In 1913, the
San Luis Coastal Unifi ed School District acquired
the bungalow from May Mitchell for a new small
kindergarten. This porƟ on of the Senior Center
is registered on the City’s Master List of Historic
Resources.
In 1974, the 1,200 SF Old Schoolhouse was reno-
vated with a 4,600 SF addiƟ on to become part of
the Senior Center. The new addiƟ on was designed
to match the exisƟ ng architectural style and exte-
rior building materials.
Senior Center Santa Rosa Entrance Historic Schoolhouse Entry
The Senior Center is a shared facility between
the City and the Senior Center ExecuƟ ve Board.
The seniors use the facility on weekdays between
9am to 4pm. The City may use or rent the facility
during the rest of the Ɵ me.
The 1988 FaciliƟ es Master Plan found that the
historic porƟ on of the facility had many inade-
quacies. The building was deterioraƟ ng on the
exterior and interior. It was noted that the space
confi guraƟ on within the facility was awkward and
ineffi cient. In 1989, a renovaƟ on was funded to
miƟ gate these inadequacies.
The renovaƟ on reworked the interior circulaƟ on
as well as renovaƟ ng the exisƟ ng restrooms,
storage areas, and main kitchen.
In 2008, a new parking lot dedicated to Senior
Center use was added by removing two shuffl e-
board courts and lawn area. At the same Ɵ me,
the main kitchen was upgraded into a commercial
grade kitchen.
Although modern, and providing ample space
for the needs of the occupants, many seniors are
unhappy with the kitchen as it is far beyond what
they need and is awkward to use. It is considered
overkill and not designed with the occupants in
mind.
With this FaciliƟ es Master Plan Update and as-
sessment of the Senior Center, we fi nd the lack of
security a major concern. There is a large tran-
sient populaƟ on who reside in and use Mitchell
Park near the Senior Center.
The seniors oŌ en feel threatened and unsafe. On
numerous occasions transients entered the facility
uninvited, to use the restroom, and to take food
and beverages. A number of transients are able
to pay the $12 annual fee, allowing them to use
the facility and the services it off ers. OŌ en Ɵ mes,
these transients sƟ ll abuse the facility and are
known to cause discomfort among the members.
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Center to prevent transients from entering the
facility.
The Lobby Area is on the opposite side of the
building from the RecepƟ on Counter. There is no
visual connecƟ on or access control for the Lobby
by the volunteer staff from RecepƟ on. Improved
access control, security, and video surveillance
are desired. These security measures will provide
the Seniors with the capability to control who
and when visitors and members enter the facility
through the main entrance.
It is recommended that the back door of the
facility receive similar treatment with added
security measures as most of the seniors use the
back door as the “current” main entrance. The
back door is located immediately adjacent to the
parking lot. Any renovaƟ ons made to the rear of
the building should be completed in a manner,
which ensures the protecƟ on of the exisƟ ng listed
heritage trees located near the parking lot.
RecepƟ on Counter and Volunteer Offi ce
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key
stakeholders from Parks and RecreaƟ on Depart-
ment to beƩ er understand and idenƟ fy space and
operaƟ onal defi ciencies. The team toured the
facility as part of the assessment. There was
limited interacƟ on with the seniors during the
tour.
Subsequent to the facility tour, Ten Over Studio
was invited to meet with the Senior ExecuƟ ve
Board to provide a general overview of the Facil-
iƟ es Master Plan Update. During this meeƟ ng, it
was determined that a survey would be created
and provided to the Board to use. The survey
results would be used to beƩ er understand the
current and proposed programmaƟ c uses of the
Senior Center spaces.
The Parks and RecreaƟ on Department provided
the survey to the Senior Center ExecuƟ ve Board
for distribuƟ on to their membership. Ten Over
Studio received wriƩ en feedback from 6 members
of the Center.
InformaƟ on was collected on how each of the
primary meeƟ ng and gathering spaces were
being used and for which programs. Numbers of
aƩ endees for each program was provided. Mini-
mal guidance was provided about new or desired
programs.
It was apparent from the survey results that
the exisƟ ng gathering and meeƟ ng spaces were
adequate for their current program needs. What
is sƟ ll unclear is what new programs should be
planned for in the future.
LOBBY AND RECEPTION
The current front door and Lobby Area is located
along Santa Rosa Street. It has been locked by the
Assembly Room
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PAGE 129Card Room
Holding Area for Deliveries in Media Room.
ADMINISTRATION OFFICES
The AdministraƟ ve Offi ce spaces for this facility
are limited to the Board Offi ce, RecepƟ on Count-
er/Volunteer Offi ce and the Conference Room.
The conference room is used for Board meeƟ ngs
and small meeƟ ngs/funcƟ ons.
Volunteers work morning and aŌ ernoon shiŌ s
in the Volunteer Offi ce and Board Offi ce. There
are 320 senior members to the Center. The City
has issued 150 parking passes for street parking
for members. There are 15 parking spaces in the
parking lot. Seniors arrive at the Center via ride
sharing, carpooling, walking, and public transpor-
taƟ on.
It is recommended that the RecepƟ on/Volunteer
Offi ce locaƟ on be switched with the Board Offi ce.
This will provide beƩ er visual control of the back
door. The wireless WIFI capabiliƟ es meet the
needs of the Center. Members may need assis-
tance to connect to the system.
ASSEMBLY ROOM
The Assembly Room is a mulƟ -purpose space and
the largest room available for programs and acƟ vi-
Ɵ es. The room is used for physical fi tness, games,
lunch and other large gatherings/funcƟ ons. The
building does not have air condiƟ oning and the
Assembly Room gets very hot and stuff y quickly.
The Seniors keep the windows and doors to the
Assembly Room closed for security reasons. It is
recommended that air condiƟ oning be added for
the enƟ re facility.
The Seniors have requested a new and large
display-style bingo board along with a beƩ er
audio system. More storage for tables and chairs,
games and acƟ vity supplies is desired.
The Seniors are interested in more physical fi tness
acƟ viƟ es. The Parks and RecreaƟ on Department
is exploring ideas for using Mitchell Park to create
more outdoor acƟ viƟ es such as a mile track,
pickle ball courts, and a large chess board. These
program ideas will be considered a part of the
Parks and RecreaƟ on Department’s Master Plan
eff ort.
KITCHEN AND PANTRY
No major improvements are needed in the
commercial grade kitchen. There are no health
department issues. There is a minor electrical
issue noted with the under cabinet freezer.
Food deliveries and food supplies are currently
stored in the Media Room. A new pantry space is
needed to store and receive food supplies.
The addiƟ on of an ice maker and full sized
refrigerator are desired.
SOCIAL AND GATHERING SPACES
No changes in the Media Room and Game Room
were requested. Minor modifi caƟ ons to add a
coff ee maker to the KitcheneƩ e was requested.
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Rear of Senior Center currently being used as the main entrance
the slope of the exisƟ ng ramps appears to be too
steep. The City is conducƟ ng an ADA assessment
for compliance on all City faciliƟ es.
WALL BASE/FOUNDATION/WALLS
Mirroring the fi ndings of the 1988 FaciliƟ es
Master Plan document and despite constant work
by the Maintenance Staff , the Senior Center is in
overall poor condiƟ on. It is an old building, which
has been well used since its original construcƟ on
in 1974. There are visible cracks in the wall base
and foundaƟ on around the enƟ re facility.
Due to the historic lisƟ ng of the Old Schoolhouse
porƟ on of the building, it will be challenging to
perform the required repairs while maintaining
the integrity of the historic character.
The exterior walls are oŌ en vandalized with
graffi Ɵ , food items, and drinks that are thrown at
the walls. The transient populaƟ on is using the
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and toured the exterior of
the Senior Center. The team assessed the overall
building envelope, windows, doors, roofi ng and
other exterior components such as handrails,
guardrails, ramps, stairs, and lighƟ ng.
Due to the historic nature of the Old Schoolhouse
porƟ on of the Center, renovaƟ ons need to be
carefully planned to maintain the historic
characterisƟ cs of the building.
The rest of the Senior Center has received a few
renovaƟ ons and improvements to the exterior
of the facility. It is maintained by City staff and is
generally in poor condiƟ on.
The major concern by Maintenance staff , Park and
RecreaƟ on staff , and Senior Center stakeholders
are the security issues around this facility. In re-
cent years there has been an increase in incidents
aƩ ributed to the large transient populaƟ on, which
reside in and around Mitchell Park.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
The stairs, handrails, guardrails, and ramps are in
poor condiƟ on. Due to the high transient popu-
laƟ on around the facility, the spaces around the
stairs and ramps along the rear of the building are
used as storage nooks or as places to sleep.
All railings require aƩ enƟ on, the paint is chipping
and deterioraƟ on is apparent. The City is budget-
ing for repairs in 2020. Upon visual assessment,
Vandalized Siding
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PAGE 131
landscaping around the building foundaƟ on as a
restroom.
Cleaning aff ected areas oŌ en leaves the facility
with newly painted surfaces that do not match
the other areas of the building, Giving the older
paint areas a more deteriorated appearance.
The City is budgeƟ ng for repairs and painƟ ng of
the building in 2020.
EXTERIOR DOORS
All the doors are worn with age and require
aƩ enƟ on from City Maintenance staff . The paint is
peeling on numerous doors. Water intrusion and
ultra-violet damage is evident.
Many of the building components need to be
painted to match the original historic porƟ on of
the facility. Doors 4 and 5 (See Senior Center Key
Plan in Appendix 5.10) have no external hardware
and are used for egress only. Door 2 is used as
an exit only, but does not close automaƟ cally or
completely. This door requires a closer and repair
to correct the closing issue. Without proper aƩ en-
Ɵ on, Door 2 could cause a security issue when leŌ
ajar.
Door 1 on the north side of the facility along
Santa Rosa Street is designated as the front entry,
however Door 3 is more commonly used as the
daily entrance. Door 3 is located adjacent to the
parking lot and near RecepƟ on.
Door 1 is not visible from the RecepƟ on Counter.
It is locked for security reasons and not used on a
daily basis. This change was made in response to
numerous security incidents with transient indi-
viduals coming into the Center and using facility,
taking advantage of the coff ee bar and causing
discomfort among Senior Center members.
EXTERIOR WINDOWS
Like the doors, the windows throughout the facil-
ity are in poor condiƟ on. Many of the screens are
broken, ripped or swollen from moisture to the
point that they no longer fi t in the frame. Many
of the windows have severe ultra-violet damage
causing paint to chip away and peel, especially
around the trim.
The enƟ re facility requires new paint, not only
to miƟ gate issues with water intrusion and paint
chipping, but also to ensure all building compo-
nents match the historic porƟ on of the facility.
Window 6 (See Senior Center Key Plan in Appen-
dix) is a pair of historic doors, which are no longer
operable. All operable historic windows (Windows
3-11) do funcƟ on.
ROOF
The roofi ng materials were recently replaced and
are in good condiƟ on. The City is working with a
local business on a donaƟ on for new mechanical
equipment to add air condiƟ oning to the facility.
This will require cuƫ ng new penetraƟ ons through
the roof. There is an issue with water pooling in
certain locaƟ ons, though there is no known leaks
currently.
Hazardous waste such as hypodermic needles and
used hygiene supplies are found in the roof gut-
ters. The maintenance team must wear thick work
gloves while cleaning or performing maintenance
to the guƩ er system. Because of the large amount
of trees surrounding the building, these checks
occur on a frequent basis.
SECURITY
There are numerous security concerns around the
Senior Center. These are all due to the transient
populaƟ on, which reside in Mitchell Park. The lim-
ited pedestrian acƟ vity and low lighƟ ng at night
provide transients with the opportunity to sleep
comfortably in the park without being bothered.
The Senior Center requires more exterior lighƟ ng
to help miƟ gate this situaƟ on. The Seniors feel
unsafe leaving the facility in the late aŌ ernoon,
especially in the winter months.
Transients oŌ en enter the Senior Center to take
advantage of the ameniƟ es. Because the facility
in operated and run by the Seniors on a day-to-
day basis, it is diffi cult for them to confront these
individual and get them to vacate the property
without causing harm to the members.
AcƟ on needs to be taken to provide a safer
environment for the Seniors and for the families
who use the playground near the Senior Center.
Increasing the acƟ vity level in the park would
provide acƟ ve and passive surveillance, hopefully
helping to deter undesirable and unlawful acƟ vi-
Ɵ es by the transient populaƟ on.
The power outlets along the exterior of the build-
ing, designed to be used for outdoor lighƟ ng and
events, are uƟ lized to charge electronic devices
and oŌ en cause congregaƟ on around the building
by transients.
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SLO SWIM CENTER
INTRODUCTION
The Swim Center is located within Sinsheimer
Park near the Baseball Stadium. The Swim Center
is a City facility and it was built on San Luis Coastal
Unifi ed School District land.
The Swim Center design is comprised of a bath
house, 50 meter compeƟ Ɵ on pool, an instrucƟ on-
al pool, a therapy pool, and a combined mechan-
ical building with poolside restrooms. There are
outdoor showers on the main pool deck near the
poolside restrooms.
The fi rst phase of the Swim Center was built in
1978. This phase included the 50 meter compeƟ -
Ɵ on pool and the combined mechanical building
with poolside restrooms. In 1983, the second
phase of construcƟ on included the tot pool and
bath house.
It should be noted that the instrucƟ onal pool was
SLO Swim Center Entrance ExisƟ ng Lobby
never built. The space allocated for the instruc-
Ɵ onal pool was use for a solar panel array at the
top of the hill. The solar array was removed some
Ɵ me ago and the land is vacant.
The pool grandstands were designed and built
by California Polytechnic University students as a
school project. The grandstands stairs and seaƟ ng
are made out of poured in place concrete. The
grandstands were not designed or construct-
ed to meet building or accessibility codes. The
grandstands need to be replaced to comply with
current building and accessibility codes.
The facility has ample public parking, shared with
Sinsheimer Park, Baseball Stadium and a family
park. The Swim Center has a loading and drop-off
zone as well as ADA compliant parking immedi-
ately adjacent to the facility.
The Swim Center requires constant maintenance
by City FaciliƟ es Staff to ensure the pools and pool
equipment are in good working order. Dedicated
maintenance staff is assigned to the Swim Center.
The eff ect of the moist environment of the bath-
house and poolside restrooms on the fl oors and
walls are a maintenance challenge.
Water samples are collected and tested through-
out each day to meet health and safety standards
and regulaƟ ons.
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offi ces spaces for the maintenance staff .
There is a need for a dedicated space to store of-
fi ce supplies, fi les and a copier/printer. The public
WiFi and PA system requires updaƟ ng.
LOCKER ROOMS, DRESSING, SHOWERS
AND RESTROOMS
Currently there is one men’s and one women’s
locker/restroom in the Bathhouse for public use.
These spaces are used by Swim Center staff , life-
guards, and the SLO High School swim team.
Full Ɵ me staff have access to a separate restroom,
but do not have their own shower faciliƟ es. These
spaces are very congested.
There is inadequate storage of personal items
for the public. There is no privacy for changing or
showering. The showers are grouped in one area
and the changing area is open to the rest of the
restroom.
STAFF LOCKER ROOMS, DRESSING, SHOWERS,
AND RESTROOMS
Ten Over Studio recommends a new series of
gender neutral restrooms be created to accom-
modate staff changing, shower and use the toilet
in privacy. A new and well organized shared locker
room for all staff to store their work gear and
personal belongings is desired.
PUBLIC LOCKER ROOMS, DRESSING, SHOWERS,
AND RESTROOMS
It is recommended that a new series of gender
specifi c showers and restrooms be created to
allow the public swimmers to change, shower and
use the toilet with beƩ er privacy. New gender
specifi c locker areas will provide space to store
personal belongings. The public has expressed a
need for more bench space as well.
ExisƟ ng Lifeguard Lockers
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stake-
holders from Parks and RecreaƟ on and the Swim
Center to beƩ er understand and idenƟ fy work
space and operaƟ onal defi ciencies. The team
toured the Bathhouse, pool and deck areas, staff
offi ce areas and the mechanical buildings as part
of the assessment.
To accommodate current staffi ng and programs,
the Bathhouse will need to expand to address all
current space needs. There are signifi cant equip-
ment storage issues that should be addressed
with the expansion of outdoor storage needs.
LOBBY AND RECEPTION
The Swim Center expressed a desire to make the
recepƟ on and lobby area more effi cient. The Cen-
ter is interested in fi nding beƩ er ways to organize
and display relevant informaƟ on that the public
is seeking, electronically rather than in paper
format. BeƩ er sound aƩ enuaƟ on is needed in the
lobby and recepƟ on area. Currently it is a large
and open area with some seaƟ ng along the walls
for visitors.
Staff has idenƟ fi ed the need for two workspaces
with computers at the recepƟ on counter to assist
customers and complete transacƟ ons. A secure
locaƟ on for a cash box or complete point of sale
system is needed. Currently there is a lack of
space to display, sell or rent swim accessories. An
alcove space immediately adjacent to the recep-
Ɵ on is recommended to display retail items.
ADMINISTRATION SPACES
There are currently 1.5 offi ces in the facility, which
are both too small and ineffi cient. It is recom-
mended that the City add new offi ces for the
Parks & RecreaƟ on staff and update the exisƟ ng
Single offi ce space within MulƟ -Purpose Room
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Exterior equipment storage
MULTI-PURPOSE ROOM AND FITNESS
Currently the MulƟ -Purpose Room is used for
fi tness and a meeƟ ng space. CreaƟ ng a new ded-
icated mulƟ -purpose room for use by Parks and
RecreaƟ on for staff training, meeƟ ngs, and event
rental is desired. This space could be used by the
SLO High Swim Team and the Scuba Club for their
meeƟ ngs and trainings as well.
The new mulƟ -purpose room would be designed
with the right type of fl ooring fi nishes to handle
the damp environment of a swim center. This
space could generate revenue for the City and
Center as a rent-able event space.
A separate fi tness room for physical training s
recommended. This space would be shared by the
Swim Center, SLO High Swim Team, visiƟ ng clubs,
etc.
KITCHEN AND CONCESSIONS
Currently there is a very small counter area that
acts as a hospitality area within the MulƟ -Purpose
Room. We propose that the a new Kitchen/Con-
cession space be created to prepare food for con-
cession sales during swim meets and events. This
space would be uƟ lized by Park and RecreaƟ on
for their own special events too. This space and
funcƟ on could generate revenue and fundraising
opportuniƟ es.
SUPPORT SPACES
The Swim Center expressed the desire for new
hydraƟ on staƟ ons. Modern standards require 2-3
staƟ ons throughout the Center. Providing a sepa-
rate break room for staff to include a refrigerator,
sink and microwave is desired.
The maintenance staff requires a standalone
space to perform and store water samples and
tesƟ ng supplies. Water tesƟ ng is performed 4
Ɵ mes a day and more during peak Ɵ mes. Current-
ly tesƟ ng is performed in the maintenance offi ce.
STORAGE
The Swim Center has outdoor and indoor equip-
ment and supplies which require protected
storage. Many of the items are large and require
space to access, move and store them safely and
effi ciently. Currently there is one large covered
outdoor storage space, which is overcrowded. It
is used daily and holds lifeguard safety gear and
lane lines. Staff has to move materials and equip-
ment to reach the items stored in the back. Due
to a lack of space, the pool covers are stored on
the deck itself.
We recommend more organized storage with
adequate access for the Center. A larger, covered
storage area for pool chemicals and equipment,
immediately adjacent to the maintenance build-
ing is desired.
TOT AND THERAPY POOL
A new tot and therapy pool with shade and a
beach front entry is desired. The exisƟ ng pool
surface is worn and requires a high amount of at-
tenƟ on to keep clean and up to health standards.
A replacement pool should be designed to meet
adapƟ ve and special needs. Bench seaƟ ng and a
picnic area with shade near the pool is desired.
Currently there is minimal opportunity for shade.
POOL DECK AND OBSERVATION STANDS
As idenƟ fi ed in the Building CondiƟ on Assess-
ment, a new pool deck in needed for the main
pool. The Swim Center has requested that the
pool deck depth at the east side of the pool be
increased. The extra space will allow for new
acƟ viƟ es such as a rock wall and a infl atable
obstacle course. It is advised that all deck related
updates are completed in unison, such as the
exisƟ ng fl ap pole system and anchors.
The exisƟ ng observaƟ on stands are not ADA
compliant. The Swim Center would like to replace
them with a compliant design which meet the
code requirements.
The lifeguard observaƟ on room currently looks
onto the deck from the west end of the pool.
ElevaƟ ng this observaƟ on space is desired by staff
to provide greater visibility and safety.
The Center would like new outdoor showers to
replace the old ones. The old showers do not
mix the water temperature correctly, and tend to
allow too much hot water to reach the user. The
drains need replacement and are diffi cult to keep
clean. They need to be connected to the sewer
line, instead of the storm drain, for compliance
with State and City Standards.
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Rear of Center and ObservaƟ on area
A publicly donated mural on the east wall of the
Swim Center, adjacent to the therapy pool, is
damaged and cracking from sun exposure.
The corrosive environment and ultraviolet light
has drasƟ cally reduced the art’s life span and
requires repair. The arƟ st has menƟ oned that be-
fore it is repaired, that proper shading be added
to ensure it is properly cared for moving forward.
EXTERIOR DOORS
Due to the age of the building and the corrosive
environment most of the exterior doors, frames
and hardware are in poor condiƟ on. The life span
of these doors and associated components are
dramaƟ cally reduced. Door 5, (See Swim Center
key plan in appendix 5.11) is swollen due to mois-
ture exposure and does not close without using
force.
The entry door, Door 1 (See Swim Center Key Plan
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team met with the City
Maintenance staff and toured the exterior of the
Swim Center and Mechanical Buildings to assess
the overall building envelope, windows, doors,
roof and other exterior components, such as
exterior lighƟ ng.
There has been liƩ le renovaƟ on and improve-
ments to the exterior of the facility other than
paint. The facility is maintained by City Staff and is
in good to poor condiƟ on throughout, depending
on the building components.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
There are no exterior stairs, ramps or guardrails
and handrails.
WALL BASE/FOUNDATION/WALLS
The City Maintenance team performs regular pre-
ventaƟ ve maintenance at the Swim Center. One
full Ɵ me Maintenance employee and one part
Ɵ me employee are assigned to the Center. The
staff ensure the facility runs smoothly throughout
the day and are on call to address any serious
issues, which may aff ect the public safety.
At the Ɵ me of the Ten Over Studio assessment,
the exterior of the building was being repainted.
This is an annual event. All exterior walls receive
large amount of ultraviolet light damage. This
damage along with the corrosive and damp envi-
ronment, increases the need for maintenance and
repair.
ExisƟ ng Pool Equipment.
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in Appendix 5.11) is heavy, diffi cult to operate,
and does not meet ADA requirements. The ad-
diƟ on of an electronic push buƩ on acƟ vator and
sensor is recommended.
The lack of shade at the Swim Center causes peo-
ple to seek shade. They congregate under and uƟ -
lize the limited amount of shade provided. Some
of these areas are in front of doors in the path of
egress. Door 4 (See Swim Center Key Plan in Ap-
pendix 5.11) is oŌ en blocked by people, making it
unsafe to open this door during peak hours. Staff
cannot know if there are people standing in front
of the door prior to opening it. A new door with a
vision panel is recommended.
EXTERIOR WINDOWS
Like the exterior doors, there are numerous issues
with the windows due to corrosion and constant
ultraviolet exposure. Windows 2 & 5 (See key plan
in appendix) are original single pane windows
and require replacement. Windows 3 & 4 were
recently replaced and new signs of deterioraƟ on
are already showing.
ROOF
The roof surface is over 30 years old and requires
serious aƩ enƟ on. The original asphalt roof is
cracking, causing water to leak into the building.
The maintenance team spends a lot of Ɵ me locat-
ing leaks and patching the roof surface. There is a
desire to replace the exisƟ ng roof with the same
proprietary system used at the CorporaƟ on Yard,
which has proven to be eff ecƟ ve. Funding for a
new roof is anƟ cipated in 2-3 years.
The mechanical condenser was recently rebuilt
and requires ongoing maintenance. The only origi-
nal part of the condenser is the sheet metal cover.
POOLS
The main pool lining surface was recently re-
placed and is in excellent condiƟ on.
The Swim Center fi ltraƟ on equipment is top of the
line and in excellent condiƟ on. The staff staƟ oned
at the Swim Center take great pride in the facility
and work Ɵ relessly to ensure it is in the best pos-
sible condiƟ on.
The pool deck is well past its useful like. The deck
oŌ en requires patching and is in dire need of
replacement. The deck has severely deteriorated
since its original construcƟ on.
Unlike the main pool, the Tot/Therapy pool shell
is in poor condiƟ on. It’s rough surface collects
bacteria and requires a higher concentraƟ on of
chemicals to keep clean.
ExisƟ ng Bath House Roof
Due to the higher water temperature, the tot pool
liner deteriorates at a much higher rate than the
main pool. The tot/therapy pool is due for a resur-
face. It is a high priority for the Swim Center staff .
The replaster work should be expedited.
The project is planned for 2018/2019 fi nancial
year to re-plaster the therapy pool and address
the immediate material deterioraƟ on issues.
SECURITY
Due to the locaƟ on of the Swim Center at Sin-
sheimer Park, security is not an issue. The Center
is located outside of the downtown area and does
not receive a lot of foot traffi c.
Incidents do occur and are noted by the Parks
& RecreaƟ on Department. Increased security at
this facility is desired. In Fall 2017, the facility
had security cameras upgraded by adding 12 HD
cameras with 24 hour coverage.
New LED deck lights are anƟ cipated for the main
pool and the TOT/therapy pool. New lifeguard
stands and digital clocks are requested.
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ExisƟ ng Exterior Facade of UƟ liƟ es AdministraƟ on Offi ces
UTILITIES ADMINISTRATION
INTRODUCTION
In 1988 FaciliƟ es Master Plan, the UƟ liƟ es De-
partment was located at 955 Morro Street with
the other Public Works funcƟ ons and services. In
2000, the UƟ liƟ es Department management and
administraƟ ons funcƟ ons moved into a renovated
two-story building immediately adjacent to the
Palm Street Parking Garage, located at 879 Morro
Street.
At the Ɵ me of the Ten Over Studio Assessment,
the building had recently received an interior
remodel and no further renovaƟ on or addiƟ ons to
the building was anƟ cipated.
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stakehold-
ers from UƟ liƟ es to beƩ er understand and idenƟ -
fy any work space or operaƟ onal defi ciencies. The
team toured the AdministraƟ on Building as part
of the assessment.
The interior renovaƟ on included new fl ooring,
paint, and systems furnishings. The recepƟ on
counter was reconfi gured to meet the needs of
the front offi ce staff . The department expressed
high saƟ sfacƟ on with their renovaƟ on and effi -
ciency of the work spaces.
LOBBY VESTIBULE AND RECEPTION
The renovaƟ on to the exisƟ ng recepƟ on counter
gives the recepƟ on desk personnel more visual
privacy. Staff had no current concerns with securi-
ty or safety at the Lobby.
OFFICES AND WORKSTATIONS
Currently, there are four offi ces and 12 worksta-
Ɵ ons in this facility. The workstaƟ ons have low
parƟ Ɵ ons for more work collaboraƟ on. While
there is not much space for future staff growth,
the number of exisƟ ng work spaces appears to be
adequate for the foreseeable future. The addiƟ on
of a new communicaƟ ons person is desired, but
is not an immediate need for staffi ng. All growth
is associated with the new Water Recovery and
Resources Facility.
SUPPORT SPACES
There is one large and one small meeƟ ng space.
This is adequate for the department’s needs. The
break room was renovated and now works well,
however it is sƟ ll on the small side and the addi-
Ɵ on of an outdoor table at the rear of the building
is desired.
There appears to be adequate space for fi le and
material storage. There is a small work room for
mail boxes, supplies and a copier/printer.
ExisƟ ng Lobby Space
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all building components in good working order.
The exterior was recently painted, which involved
idenƟ fying and fi xing any issues with the exterior
as part of the process.
The windows at the rear of the building require
awnings. The light is too strong and not con-
trolled enough for the interior spaces. The staff is
currently taping cardboard to the interior of the
window to manage the issue.
EXTERIOR DOORS, FRAMES AND
COMPONENTS
The doors, frames, hardware and associated
components are generally in good condiƟ on.
All exterior doors are fi Ʃ ed with a new security
system roughly 6 months prior to the Ten Over
Studio Assessment.
EXTERIOR WINDOWS, FRAMES AND
GLAZING
Constant maintenance and preventaƟ ve checks
have ensured that the windows and associated
components remain in good working order. There
are no noted leaks or complaints regarding the
window systems.
During the Ten Over Studio Building Envelope
Assessment, no major damage or issues were
idenƟ fi ed. Window 7 & 17 (See door and window
key plan in appendix) appear to have their weath-
er sealant cut short. The maintenance team were
aware of this issue. Planned replacement was
already in process.
ROOFS AND OVERHANGS
Although the building interior was remodeled,
the exisƟ ng hot mop roofi ng system has not been
replaced since the original renovaƟ on in 2000.
There are cracks across the surface of the roof
that have received minor patching. This roof is not
ExisƟ ng Windows
ExisƟ ng Roof Pat
BUILDING ENVELOPE
CONDITION ASSESSMENT
During the Ten Over Studio Assessment of the
UƟ liƟ es AdministraƟ on, each exterior building
component was assessed and its overall condiƟ on
was noted. Due to recent remodel and renovaƟ on
of the building, it evident that the building was
well maintained and overall in good condiƟ on.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
The stairs on the rear of the building, leading to
the second fl oor, require cleaning and painƟ ng.
Wear and tear is visually evident from daily use
and weather. The stairs provide direct access to
the upper fl oor and is commonly used throughout
the day by employees and maintenance staff .
EXTERIOR WALLS, SOFFITS, AWNINGS
AND SIGNAGE
The building is in a good condiƟ on. City Mainte-
nance Staff perform preventaƟ ve checks to keep
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ExisƟ ng Mechanical Units and Solar Array On Roof
Detail of ExisƟ ng Public ArtExisƟ ng Public Art in the Conference Room Window
the highest priority for replacement, since it is not
leaking.
The mechanical units are all due for replacement.
It is recommended that the roofi ng and mechani-
cal replacement work occur at the same Ɵ me.
There are no issues with the exisƟ ng skylight. No
leaks reported. The exisƟ ng solar panels on the
roof are not maintained or cleaned by the City.
There are checks made on the inverters, but not
regularly.
SECURITY
Unlike other downtown faciliƟ es, there are no
serious transient issues here. At the Ɵ me of the
assessment there was a recent issue with graffi Ɵ .
It was an isolated incident.
The staff expressed the need for more pres-
ence at the back of the building, which could be
achieved by relocaƟ ng the bike locker and adding
a break room table, providing staff with the ability
to eat outdoors.
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CorporaƟ on Yard OperaƟ ons Center CorporaƟ on Yard Material Bins
Rear Layout of CorporaƟ on Yard
CORPORATION YARD CAMPUS
INTRODUCTION
Built in 1986, the CorporaƟ on Yard is the hub of
all City Public Works maintenance programs. The
CorporaƟ on Yard campus currently houses the
maintenance personnel, materials, and vehicles
for TransportaƟ on, Streets, Urban Forestry, Parks,
Water, Waste Water, and Fleet. The campus also
houses the administraƟ ve offi ces to support these
funcƟ ons.
There are several primary buildings on the Corpo-
raƟ on Yard. There is a large Maintenance Building
with a material storage mezzanine, metal shop
and carpentry shop. The OperaƟ ons Center hous-
es administraƟ ve offi ces and support spaces for
Urban Forest, Parks, Streets, and UƟ liƟ es. There is
a separate Fueling and Wash StaƟ on, and a stand-
alone building for the Waste Water Shop.
There are many small metal container buildings
throughout the corporaƟ on yard for the storage
of street tools, barricades, pesƟ cides, fl ammable
materials, hazardous materials, water and waste
water materials, building maintenance materials,
and parks materials.
In 1988 the CorporaƟ on Yard was assessed as a
part of the San Luis Obispo FaciliƟ es Master Plan.
At the Ɵ me, this facility was only 2 years old and
the assessment noted numerous defi ciencies and
potenƟ al problem areas with the facility.
The addiƟ on of the Warehouse Building in 2010
for bulk materials storage and covered vehicle
parking was a direct response to one of these
assessment defi ciencies. It is the newest structure
at the CorporaƟ on Yard.
NEW WATER RESOURCE RECOVERY
FACILITY (WRRF)
The new WRRF is currently in design and is anƟ c-
ipate to start construcƟ on in Summer 2019. This
new facility will house all Water and Waste Water
Maintenance Building
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(E) MAINTENANCE
BUILDING
(E) SECURED
ACCESS
(E) OPERATIONS
BUILDING
(E) UNSECURED
PERSONEL PARKING
(E) WAREHOUSE
BUILDING
(E) PARKS
STORAGE
(E) BUILDING &
MAINTENANCE
STORAGE
(E) WASTE
WATER & WATER
(E) OVERSIZED
MATERIAL
STORAGE
(E) MATERIAL
BREAK DOWN
AREA
(E) WOOD
CHIP PILE
(E) MATERIAL
STORAGE
(E) STREETS
STORAGE
(E) LOOSE
MATERIALS BINS
(E) WASTE DISPOSAL
(E) NURSERY
(E) SECURED
ACCESS
(E) UNSECURED
PUBLIC PARKING
(E) WASTE WATER SHOP
& OFFICE
WASH BAYS &
FUELING BAY
ExisƟ ng CorporaƟ on Yard Campus Layout
personnel and operaƟ ons. This will allow other
Public Works funcƟ ons and services to occupy
the vacated spaces at the CorporaƟ on Yard. It is
anƟ cipated that some of the Water and Waste
Water materials that are stored on-site and in the
Warehouse Building will remain.
The vacated area in the exisƟ ng OperaƟ ons Center
will allow other departments to expand their of-
fi ce spaces to beƩ er support their fi eld personnel.
A large Shop space in the Maintenance Building
will also be available for use. The exisƟ ng Waste
Water Building will become available as well.
Future growth of the WRRF shows the need to
use the rear of the CorporaƟ on Yard where mate-
rials are currently stored. This area is needed for
the placement of the potable water reuse equip-
ment and storage tanks. The rear area will also
be used as a stormwater liquid disposal area for
street sweepers and other equipment to perform
these disposal funcƟ ons.
NEW PRADO ROAD INTERCHANGE
The new Prado and Highway 101 interchange
is sƟ ll in the planning stages of development. It
is anƟ cipated that the City will select the fi nal
design opƟ on in 2019.
Regardless of which design opƟ on that is select-
ed for the new interchange, the off ramp design
will encroach into the CorporaƟ on Yard along the
northern and northwestern edge.
The encroachment area will eliminate the exisƟ ng
Waste Water Building, Warehouse Building, and
nursery area. All of the exisƟ ng metal container
for Building Maintenance and Parks will need to
be moved. There is even a possibility that the en-
croachment area will aff ect the OperaƟ ons Center.
The new interchange will aff ect all of the exisƟ ng
entrances to the CorporaƟ on Yard. The entrance
for personnel will be closed off and the access and
parking for personnel and the public will need to
be reconfi gured.
The design of the new WRRF has a new entrance
that will be shared between the WRRF and Cor-
poraƟ on Yard that is located further east along
Prado Road.
FLOODPLAIN ISSUES
The exisƟ ng CorporaƟ on Yard is located within the
100 year fl oodplain and will be severely compro-
mised by a major fl ood event. There are no signif-
icant measures in place to divert the fl oodwaters.
The CorporaƟ on Yard will not be accessible or
operaƟ onal unƟ l the fl oodwaters recede.
CORPORATION YARD RELOCATION
There are many factors that will negaƟ vely impact
the operaƟ onal eff ecƟ veness of the CorporaƟ on
Yard in the very near future. The new WRFF will
expand into the CorporaƟ on Yard. The new Prado
Road interchange will expand into the Corpora-
Ɵ on Yard. The fl oodplain issues will not improve
with the new WRRF and Prado interchange. All
these factors create the need for the CorporaƟ on
Yard to relocate to a site that can accommodate
the current operaƟ onal needs and the anƟ cipated
growth by the City for the Public Work funcƟ ons
at the CorporaƟ on Yard.
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CorporaƟ on Yard OperaƟ ons Center
OPERATIONS CENTER
INTRODUCTION
The OperaƟ ons Center is the main administraƟ on
hub of the CorporaƟ on Yard. It is located along
the east side of the campus and is immediately
adjacent to the public parking lot along Prado
Road. The Center is where visitors come to meet
with Public Works staff whose offi ces are located
at the CorporaƟ on Yard.
The 9,176 SF building provides administraƟ ve of-
fi ce space for Streets Maintenance, Urban Forest,
Parks Maintenance, UƟ liƟ es, and Public Works
administraƟ ve staff who support CorporaƟ on Yard
funcƟ ons. The building serves all personnel with
restrooms, locker rooms, and a mulƟ -purpose
room. The mulƟ -purpose room has a kitchen area
and is used for training, crew meeƟ ngs, breaks,
and public meeƟ ngs for Urban Forestry.
The OperaƟ ons Center is a pre-engineered
metal building built in 1986. In 2009, an interior
renovaƟ on included changes to the front admin-
istraƟ ve offi ces, reconfi guring the offi ce areas for
the supervisors and crew work spaces to more
effi ciently serve staff .
More recent improvements were made to the
entry vesƟ bule and entrance to the front offi ce to
address security concerns.
Future tenant improvements to the offi ce areas
are anƟ cipated to begin in 2018 to address oper-
aƟ onal effi ciencies for Parks, Urban Forestry and
Streets.
The ConstrucƟ on of the Prado Interchange in the
next 5 years will greatly impact the CorporaƟ on
Yard, specifi cally any infrastructure located near
the western and northern property lines. The
Interchange project may necessitate the removal
of this building.
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administraƟ ve staff
• Improvements to the restroom and locker
faciliƟ es.
LOBBY VESTIBULE AND RECEPTION
The public works front of house administraƟ on
at the CorporaƟ on Yard accommodates two full
Ɵ me employees in the open work area. The space
is oŌ en shared with staff from UƟ liƟ es and Urban
Forestry. The recepƟ on area has three worksta-
Ɵ ons, one of which is shared.
There is signifi cant concern regarding security
with recepƟ on area. There are poor sight lines
from the interior of the front offi ce to the exterior
and the lobby vesƟ bule.
In response to the poor sight lines and a string of
security events, Public Works installed an access
buƩ on to unlock the door from the vesƟ bule. This
provides more security for personnel in the front
offi ce to control access. A panic buƩ on was also
installed at the front counter to call for help.
Visitors are buzzed in from the lobby vesƟ bule
into the recepƟ on area. It is sƟ ll diffi cult for staff
to judge the intent and the emoƟ onal state of a
visitor before they are buzzed into the offi ce.
ADMINISTRATION OFFICES
The public works administraƟ ve supervisor
posiƟ on was moved from the CorporaƟ on Yard
to 919 Palm Street a few years ago. While the
staff does not require daily on-site supervision,
it would greatly improve the effi ciency of the
department if all staff were located on the same
campus at the CorporaƟ on Yard.
There are two offi ces at the rear of the open work
area, which are used by UƟ liƟ es personnel. These
offi ces are oŌ en empty due to staff duƟ es in the
fi eld. A small conference room adjacent to the
RecepƟ on Area and Front Counter
Make shiŌ Work Space in Conference Room
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stake-
holders from Public Works and the CorporaƟ on
Yard to beƩ er understand and idenƟ fy work space
and operaƟ onal defi ciencies. The team toured the
facility as part of the assessment.
The OperaƟ ons Center is the hub of all Admin-
istraƟ ve funcƟ ons at the CorporaƟ on Yard. All
phone calls, invoicing and public relaƟ ons go
through the front offi ce. The Ten Over team
idenƟ fi ed many programmaƟ c space defi ciencies
related to layout of the exisƟ ng spaces and staff -
ing needs.
Although the building serves its purpose ad-
equately, there are numerous programmaƟ c
defi ciencies, which if addressed, would greatly
improve the effi ciency and daily work fl ow of
maintenance fi eld personnel.
These improvements include, but are not limited
to:
• Reconfi guraƟ on of the mulƟ -purpose room to
provide a separate kitchen and break room.
Refer to Figure 1.
• Improvements to the front recepƟ on to
provide greater security and visual access for
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Shared Offi ce Space
MulƟ -Purpose Room Set up for Public Tree MeeƟ ng
recepƟ on area is being used as an offi ce. This is
also a small conference room.
There are space and access constraints with deliv-
eries through the Lobby. Much of what is deliv-
ered to the CorporaƟ on Yard are bulk materials
or equipment/parts for maintenance. Deliveries
mostly go to the Maintenance and Warehouse
Buildings. This is diffi cult to monitor as there is
no sight-line from the front offi ce to the vehicle
access point into the yard.
URBAN FOREST OFFICES
There is only one offi ce for the Urban Forester.
There is a separate offi ce for a part-Ɵ me arborist.
In the future a full Ɵ me administraƟ ve assistant is
desired to help handle tree commiƩ ee work, ap-
plicaƟ ons and coordinaƟ on with applicants. The
Urban Forest fi eld crew meeƟ ng and work spaces
are located in the Maintenance Building.
PARKS OFFICES
Parks has idenƟ fi ed the need for more space
to store equipment and supplies. They require
counter space to charge their equipment. There
is high demand for radio communicaƟ on, which
requires dedicated storage and charging.
There are three offi ces and one shared offi ce. The
shared offi ce has fi ve workstaƟ ons and accom-
modates the library, equipment storage, and fl at
fi les storage. The workstaƟ ons are used for daily
updates on work orders and Ɵ me card entries for
twenty personnel. To help alleviate congesƟ on,
staff is required to stagger their duƟ es and shiŌ
hours.
STREET MAINTENANCE OFFICES
Street Maintenance has one supervisor, one crew
coordinator, and nine fi eld crew members. These
are all full Ɵ me posiƟ ons. There are four tempo-
rary crew posiƟ ons.
Currently there is one offi ce along with two
shared offi ces for this Division. The department
would like one more shared offi ce. A crew meet-
ing and work space is located in the Maintenance
Building.
UTILITIES OFFICES
There are fi ve offi ces in total that are used by the
UƟ liƟ es Department. These offi ces will become
available once the UƟ liƟ es staff moves to the
newly expanded WRRF.
SUPPORT SPACES
The mulƟ -purpose room is used for numer-
ous funcƟ ons. The space is used for daily crew
meeƟ ngs in the mornings, a lunch room, and
monthly safety trainings. There are monthly Tree
CommiƩ ee meeƟ ngs that are held in the evenings
with 15-50 people aƩ ending. There is only one
small conference room in this building, so the
mulƟ -purpose room is used for regular meeƟ ngs
when available.
The mulƟ -purpose room has a small kitchen area.
The CorporaƟ on Yard staff expressed the need
to add a commercial ice dispensing machine and
fi ltered commercial water fi lling staƟ ons for daily
crew use.
There are separate men’s and women’s locker
rooms, showers, and restrooms. While the plumb-
ing fi xtures and lockers are in fairly good condi-
Ɵ on, the layout of the space is not effi cient. With
the number of maintenance personnel at the
facility, there is a high number of staff that start
their work day in the locker room and mulƟ -pur-
pose room.
The IT rack is located in a small break room used
by administraƟ ve staff . The IT rack and equipment
should be located in a separate dedicated space.
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Exterior Rear Doors
BUILDING ENVELOPE
CONDITION ASSESSMENT
During the Ten Over Studio Assessment of the
CorporaƟ on Yard, each building was assessed
separately. The exterior building components and
assemblies were examined to provide a thorough
understanding of the exisƟ ng condiƟ ons and
defi ciencies.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are no stairs, ramps, guardrails or handrails
at this building.
EXTERIOR WALL BASE/FOUNDATION
During the building envelope assessment, it was
noted that the exterior wall base and foundaƟ on
components throughout the building were in
overall good condiƟ on and well maintained by the
City Maintenance staff .
EXTERIOR WALLS, SOFFITS, AWNINGS,
AND SIGNAGE
The OperaƟ ons Center is in good condiƟ on. The
City Maintenance staff performs preventaƟ ve
checks to ensure all building components remain
in good condiƟ on. The exterior was recently paint-
ed. This process involves idenƟ fying and fi xing
issues with the exterior building envelope.
EXTERIOR DOORS
Like the building exterior, the doors, frames and
associated hardware components are in good
Exterior Window System
condiƟ on.
Doors 5 & 6 (See OperaƟ ons Building Key Plan in
Appendix) are non-operable sliding doors. These
doors no longer serve their purpose and should
be replaced with storefront windows or repaired
to be used as intended..
EXTERIOR WINDOWS
Regular maintenance and preventaƟ ve checks
have ensured that the windows and associated
components remain in good condiƟ on. There are
no leaks or complaints regarding the window sys-
tems. During the Building Envelope Assessment,
no damage or issues were idenƟ fi ed.
All glazing is single pane, which presents energy
effi ciency issues. This should be addressed in the
future, but is not urgent.
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There are security issues and incidents at night
due to the lack of exterior lighƟ ng and security
measures. The gates are closed in the evenings,
however the City staff access the campus 24/7
and the gate has a long closing delay of up to a
minute, providing ample opportunity for people
to gain access the secured back area of the Corpo-
raƟ on Yard.
Because the back doors of the OperaƟ ons Center
are behind the secure fence they remain unlocked
during business hours. Non employees can enter
the building undetected through the rear doors
and gain access to the staff areas without the
front offi ce knowing any unauthorized people are
in the building.
The OperaƟ ons Center recepƟ on counter has a
panic buƩ on, which connects directly to the secu-
rity monitoring company. This was installed aŌ er
numerous issues with the transient populaƟ on
occurred. There are no security cameras through-
ROOFS AND OVERHANGS
In 2010/11 the metal roof was coated with RMI
epoxy, sealing any exisƟ ng leaks and aiding to
prevent future leaks. There are no noted leaks
or issues since the applicaƟ on of the proprietary
roofi ng product.
Prior to applicaƟ on, a large amount of moisture
penetrated the electrical room, damaging the
exisƟ ng gypsum wall board on the interior.
SECURITY
There are numerous security issues across the
enƟ re CorporaƟ on Yard campus due to high
transient acƟ vity from the neighboring Prado Day
Center. The gates are leŌ open throughout the
day and there have been numerous incidents of
individuals walking through the CorporaƟ on Yard,
vandalizing City vehicles or stealing equipment.
Roof CoaƟ ng with Proprietary Epoxy Product
out this facility to help monitor acƟ vity around
the building and site.
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Vehicle Maintenance Bays
Wellness Equipment at Mezzanine
MAINTENANCE BUILDING
INTRODUCTION
The Maintenance Building was built in 1986 as
part of the original CorporaƟ on Yard. The Mainte-
nance Building was included in the 1988 FaciliƟ es
Master Plan assessment
This 24,948 SF building is a large pre-engineered
metal building with a mezzanine over a porƟ on of
the building.
The building has exposed concrete fl oors, open
ceilings to the underside of the roof deck, in-
sulated walls and roof, and numerous skylights
throughout the facility for natural daylighƟ ng.
This building provides shop space for the a num-
ber of public works divisions. The maintenance
building houses the Fleet Maintenance Shop,
Building Maintenance Shop, Water Management
Shop, Parks Maintenance Shop, Urban Forestry
Shop, Street Maintenance Shop and the Signal
Repair Shop.
The Fleet Maintenance Shop and associated spac-
es occupies approximately 50% of the building
footprint with three drive through vehicle main-
tenance bays. With City Fleet growth, this space
is regularly at full capacity and vehicles are oŌ en
worked on outside in uncovered condiƟ ons. Space
constraints limits the amount of work that can
be scheduled and performed. This has drasƟ cally
increased the repair Ɵ me on Fleet vehicles and
decreased effi ciency.
All personnel has access to the mezzanine stor-
age, which encompasses approximately 50% of
the building footprint.
The mezzanine space houses spare parts and
equipment such as Ɵ res, signal bulbs, belts, etc.,
in an open environment along with a wellness
area for employee use.
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AdministraƟ ve Assistant WorkstaƟ on
Mechanic WorkstaƟ on
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key
Stakeholders from Public Works and the
CorporaƟ on Yard to beƩ er understand and iden-
Ɵ fy work space and operaƟ onal defi ciencies. The
team toured the facility as part of the assessment.
FLEET MAINTENANCE SHOP
The current Fleet Maintenance Shop has three
drive through bays. There is one welding bay that
is well equipped for metal fabricaƟ on. It is a bit
cramped and more space is required to accom-
modate the safe work zones required around the
industrial tools and machines.
There is a smaller maintenance bay that is cur-
rently used by the Signal crew. Fleet would like
to have this bay back for their dedicated use. It is
common to fi nd all maintenance bays full and the
mechanics working on vehicles parked immedi-
ately outside of the building.
Fleet expressed the need to add one more full-
length maintenance bay for heavy duty vehicles.
This added bay would help manage the current
work fl ow defi ciencies. The addiƟ onal bay does
not have to be completely enclosed, just covered
Vehicle Maintenance Bays
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Signal Shop Offi ce Area
from the sun and able to block the prevailing
winds to minimize dust and debris from entering
the work area.
Although there are dedicated spaces to secure
parts and tools storage. The current space is too
small and is also an offi ce area for a part-Ɵ me
administraƟ ve assistant. This storage space is not
an ideal work environment.
There is one offi ce for the Fleet Maintenance
supervisor. The mechanics do not have access to
an offi ce with workstaƟ ons to complete adminis-
traƟ ve tasks such as ordering parts and preparing
maintenance documentaƟ on. They currently use
small stand-up tables to do their paperwork.
There are four full Ɵ me mechanics and one part-
Ɵ me mechanic. A new shared offi ce with worksta-
Ɵ ons to accommodate all the mechanics, along
with one new work space for the administraƟ ve
assistant would greatly increase the operaƟ onal
effi ciency of this division.
Another long-term desire of Fleet Maintenance
is to have the Fire Mechanics work on the fi re
apparatus and vehicles out of this facility instead
of at the Fire Headquarters Campus.
Fleet stores materials in the mezzanine. Large
items laid out in an organized open area in the
mezzanine. Refer to Figure 6.
SIGNAL SHOP
The Signal crew occupies two spaces. They have
the small maintenance bay immediately adjacent
to Fleet. They use the bay for parts storage and
vehicle parking at night. The Signal crew recently
received a new vehicle, which requires covered
parking.
The bay provides a small area to test and repair
cameras, street lighƟ ng, and signal equipment.
There is a small interior room immediately adja-
cent to the bay, which houses two workstaƟ ons.
Signal materials are stored in the mezzanine and
large items are laid outside on the site in the
uncovered storage area.
URBAN FORESTRY SHOP
The Urban Forestry has one supervisor with an of-
fi ce in the OperaƟ ons Center along with an offi ce
for the part-Ɵ me arborist. A combined crew work
and shop space accommodates three full-Ɵ me
urban foresters and one part-Ɵ me forester. The
current crew/shop space is too small and is an
ineffi cient work space.
A separate shop space is desired for tool mainte-
nance along with a beƩ er organized shared work
space. Public Works has indicated that growth is
anƟ cipated.
The shop meeƟ ng space is used each day to
review crew assignments before leaving the Cor-
poraƟ on Yard. Every two weeks there is a tailgate
meeƟ ng and there are monthly safety trainings in
the mulƟ -purpose room at the OperaƟ ons Center.
The Urban Forest crew is responsible for man-
aging the small on-site nursery near Prado Road
and the large chip pile located at the rear of the
CorporaƟ on Yard.
CARPENTRY SHOP (BUILDING MAINTE-
NANCE)
The Carpentry Shop is used primarily by Building
Maintenance and is open to everyone who has a
need for the equipment and tools. The equipment
appears to be well used and in good condiƟ on.
The Shop serves as an offi ce for the Building
Maintenance team.
Dust producing equipment is properly venƟ lated
with an exhaust/capture system. The size of the
shop is adequate and there is no need or desire
for renovaƟ on or expansion.Urban Forestry Shop
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Street Shop Crew Area
Carpentry Shop
METAL SHOP (BUILDING AND PARKS)
The Metal Shop is shared by Parks and Building
Maintenance. The space is under uƟ lized. It has
a few pieces of metal fabricaƟ on equipment and
a small separate area for irrigaƟ on equipment
maintenance.
Fleet maintenance has a separate metal fabri-
caƟ on area within their shop space. This space
should be reconfi gured for beƩ er uƟ lizaƟ on.
STREET SHOP
The Street crew currently occupies two large shop
spaces in the Maintenance Building long with
several metal container buildings immediately
adjacent to their shop space.
One shop space is dedicated to the storage of
signage and striping templates, paint, tools and
equipment.
The other shop has divided usage. 2/3 of the
space is used for crew meeƟ ngs and offi ce space.
It has a small kitcheneƩ e and lockers for personal
storage. The remaining 1/3 is used for storage.
It is our recommendaƟ on that the old metal con-
tainers be eliminated. The materials can be con-
solidated and stored in the Maintenance Building
Streets stores materials in the mezzanine and has
large items laid outside on the uncovered storage
area as well.
WATER SHOP
With the compleƟ on of the new Water Resource
Recovery Facility, the UƟ liƟ es Department person-
nel will relocate their Water Shop, administraƟ ve
offi ces, and vehicles to the new facility.
Water Shop Crew Area
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Material Storage in Mezzanine
There are several departments who have ex-
pressed the need for the Water shop and crew
spaces. These include Parks and the Rangers.
MEZZANINE STORAGE
The Mezzanine is currently shared by all depart-
ments and is primarily used to store large/bulky
items such as Ɵ res, parts, equipment etc.
It has been acknowledged that the mezzanine
area is not used as effi ciently as it could be, and is
overdue for evaluaƟ on and reorganizaƟ on.
Recently, staff received second hand gym equip-
ment and created an exercise area in the mezza-
nine area. The mezzanine is not venƟ lated and is
open to the Fleet Maintenance bays. This is not an
ideal fi tness area.
Material Storage in Mezzanine
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BUILDING ENVELOPE
CONDITION ASSESSMENT
During the Ten Over Studio Assessment of the
CorporaƟ on Yard, each building was assessed sep-
arately. The building components and assemblies
were examined to provide a thorough under-
standing of each buildings needs and defi ciencies.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are no exterior stairs, ramps, guardrails or
handrails at this building.
EXTERIOR WALL BASE/FOUNDATION
During the Building Envelope Assessment, it was
noted that the exterior wall base and foundaƟ on
components throughout the building were dirty,
but in good general condiƟ on.
EXTERIOR WALLS, SOFFITS, AWNINGS,
AND SIGNAGE
There are numerous dings and scrapes along the
building facade. This is caused by large parts and
equipment being transported in and out of the
building on a daily basis. There is heavy conges-
Ɵ on of departmental vehicles surrounding the
building at the beginning and at the end of each
day. Personnel tend to park and load up their
vehicles as close to the building as possible.
Fleet maintenance bays are not large enough to
fi t all vehicles inside while they are being worked
on. There are many vehicles awaiƟ ng mainte-
nance parked around the building.
Fleet Maintenance Bay Rear Doors
CongesƟ on is a key cause of wear and tear to the
building, which was noted in the 1988 assess-
ment. The assessment predicted that the building
would not be large enough to service the needs of
the City fl eet as it conƟ nued to grow.
In 2017, the maintenance building exterior was
painted. This process involved an assessment of
the exterior surfaces with City Maintenance staff
patching and repairing any leaks or problem areas
prior to painƟ ng.
EXTERIOR DOORS
Doors, frames and hardware are generally dirty
due to the nature of the facility. It was noted that
regular preventaƟ ve maintenance from the City
team is why the doors are sƟ ll in good condiƟ on.
The large roll-up doors have been slowly replaced
over the years. Door 11, 15 & 16 (See CorporaƟ on
yard, Maintenance Building Key plan in appendix)
are sƟ ll original and require constant maintenance
to stay in good working order. Due to the age and
size of the roll up doors, there are ongoing issues
with fi nding replacement parts.
Door 25 & 26 (See CorporaƟ on Yard, Maintenance
Building Key Plan in Appendix) require mainte-
nance to their closers as they sƟ ck and do not
close without excess force applied to them. Both
doors are not used frequently. They require aƩ en-
Ɵ on and can become a potenƟ al security risk.
EXTERIOR WINDOWS
There are no windows in this facility.
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SECURITY
There are numerous security issues across the
enƟ re CorporaƟ on Yard campus. The neighboring
day center contributes to the high transient acƟ vi-
ty in the immediate area.
The campus access gates are leŌ open throughout
the day and there have been numerous incidents
with individuals walking through the CorporaƟ on
Yard, vandalizing city vehicles, stealing equip-
ment, and breaking into City employee personal
vehicles.
The lack of exterior lighƟ ng and security cameras
draw security issues at night as well. Although the
security gates close aŌ er hours, staff access the
campus 24/7 and the gate has a long closing delay
of up to a minute. This delay provides a window
of opportunity for anyone wanƟ ng to access the
secured back area of the CorporaƟ on Yard.
ROOFS AND OVERHANGS
UnƟ l recently the metal roof caused issues with
leaking throughout the rainy season and required
constant maintenance.
To combat this, the roof was coated with a pro-
prietary epoxy coaƟ ng system, which sealed the
metal roof around each skylight. Since this epoxy
applicaƟ on, there have been no further issues.
In a drasƟ c contrast to the roof surface, the
skylights are deterioraƟ ng and cracks are forming
in the fi berglass. The cracks are patched using a
fl exible sealant. This is not a permanent fi x and
the condiƟ on of the skylight panels will conƟ nue
to worsen. These skylights will require consistent
aƩ enƟ on to avoid serious water intrusion.
Maintenance Building Roof
Skylight
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Warehouse Building
WAREHOUSE BUILDING
INTRODUCTION
Located on the northern side of the site, and
labeled Warehouse Building was added in 2010 in
direct response to the 1988 FaciliƟ es Master Plan
assessment. The Warehouse Building is a pre-en-
gineered metal building with protected interior
and covered exterior storage.
Serving as warehouse storage for the CorporaƟ on
Yard, the building was added to reduce storage
pressures on the exisƟ ng maintenance building.
This facility provides exterior covered parking for
department vehicles, equipment, and trailers.
Currently the Warehouse has storage space
allocated to Parks, Wastewater, Water, Street, and
Urban Forestry.
ProgrammaƟ cally the Warehouse operates as
intended, however there are numerous issues,
which require aƩ enƟ on.
The exterior covered area is uƟ lized for large ve-
hicle parking and equipment storage. Staff is not
using the covered area for parking as originally
intended. This is due to birds roosƟ ng under the
canopy and their droppings damaging vehicles
underneath. The Maintenance Crew has tried
numerous strategies to deter birds. Installing bird
neƫ ng is the most successful soluƟ on.
There are theŌ and vandalism issues with
equipment stored around the Warehouse. The
Warehouse is located close to the access gate
to the CorporaƟ on Yard. The entry gate is leŌ
open during the dayƟ me when few personnel are
present.
The ConstrucƟ on of the Prado Interchange in the
next 10 years will greatly impact the CorporaƟ on
Yard and specifi cally any infrastructure located
near the western and northern property lines.
The new interchange project may necessitate the
relocaƟ on of this building along with the adjacent
metal containers.Equipment Stored in Covered Parking of Warehouse
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There are no stairs, guardrails or handrails at this
building and at other locaƟ ons on the site.
EXTERIOR WALL BASE/FOUNDATION/
WALLS
During the assessment it was noted that the base
wall components throughout the building are in
good condiƟ on.
EXTERIOR WALLS
The exterior walls are dirty, but in good condiƟ on
with the original factory fi nish and paint. Through-
out the facility, numerous dings and dents exist
along the exterior walls. This is due to large dig-
gers, bucket trucks, and other heavy equipment
colliding with the metal walls. This issue, although
common and frequent has not caused any struc-
tural or major issues. The building integrity s not
compromised.
EXTERIOR DOORS
There are three doors associated with the Ware-
house building. They are all dirty, but serve their
purpose. Door 1, (See Warehouse Building Key
Plan in Appendix) is the only pedestrian door. It
does not have a closer. The large overhead roll-up
doors are uƟ lized to move large bulky items in and
out of the building on a daily basis.
EXTERIOR WINDOWS
There are no windows in this facility.
ROOFS AND OVERHANGS
The large roof overhangs are used for storing
large equipment and City vehicles. There are
many exterior issues with birds roosƟ ng on the
underside of the overhangs, causing damage
to the City vehicles and equipment below from
their droppings. Because of this, CorporaƟ on Yard
Warehouse Storage Organized by Department
Oversized Equipment Parked at Warehouse
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio Team met with key stake-
holders from Public Works and the CorporaƟ on
Yard to beƩ er understand and idenƟ fy work space
and operaƟ onal defi ciencies. The team toured the
facility as part of the assessment.
Overall, the Warehouse is in good working order
and has plenty of growth capacity for the City.
There is no renovaƟ on or addiƟ on desired.
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Ten Over Studio team assessed the Ware-
house with the City Maintenance team. It was
noted that the components throughout the build-
ing are in good condiƟ on.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
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PAGE 161
Exterior Roll-up and Pedestrian Door
staff are hesitant to uƟ lize the space, leaving it
underuƟ lized.
The Warehouse roof is the original prefabricated
metal roofi ng. This system has held up with no
issues. No current issues are noted by mainte-
nance staff .
Numerous skylights allow natural light into the
Warehouse. These skylights are fi berglass and
aging. The maintenance team anƟ cipates poten-
Ɵ al issues with leaking and deterioraƟ on in the
future.
There are presently hairline fractures in the fi ber-
glass, which may further crack and cause leaks.
This is a similar issue at the Maintenance Building.
SECURITY
There are numerous security issues across the
enƟ re CorporaƟ on Yard campus. The neighboring
day center contributes to the high transient acƟ vi-
ty in the immediate area.
The campus access gates are leŌ open throughout
the day and there have been numerous incidents
with individuals walking through the CorporaƟ on
Yard, vandalizing city vehicles, stealing equip-
ment, and breaking into City employee personal
vehicles.
The lack of exterior lighƟ ng and security cameras
draw security issues at night as well. Although the
security gates close aŌ er hours, staff access the
campus 24/7 and the gate has a long closing delay
of up to a minute. This delay provides a window
of opportunity for anyone wanƟ ng to access the
secured back area of the CorporaƟ on Yard.
PlasƟ c Owl Used to Deter Birds from RoosƟ ng
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PAGE 163
Fueling StaƟ on and Wash Bays
WASH BAYS AND FUELING
STATION
INTRODUCTION
The Fueling StaƟ on and Wash Bays were assessed
by the Ten Over Studio team as a part of a facility
wide assessment evaluaƟ ng the effi ciency and
condiƟ on of the CorporaƟ on Yard campus.
The fueling staƟ on and wash bays are in very
poor condiƟ on. The constant use, dirt, and wet
condiƟ ons from vehicle washing take a daily toll
on the building materials. A thorough assessment
of the building envelope and programmaƟ c use
was completed.
The original underground fuel tanks were re-
placed with two above ground tanks for ease of
maintenance. One tank contains 8,000 gallons of
gasoline and the other one is a split 4,000 gallon
diesel and 4,000 gallon gasoline tank.
The original underground tanks were never
removed and remain in place. Any new work
moving forward will require the removal of the
original tanks and the remediaƟ on of the soil.
The City currently has a project underway to
replace all the exterior siding for the staƟ on in the
2018/2019 Ɵ me line.
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stakehold-
ers from Public Works and the CorporaƟ on Yard to
beƩ er understand and idenƟ fy work and opera-
Ɵ onal defi ciencies. The team toured the facility as
part of the assessment.
Through the assessment process, it was idenƟ fi ed
that a enƟ rely new fueling staƟ on and wash bays
is desired.
NEW COVERED WASH BAYS AND
SUPPORT SPACES
New wash bays shall have drive through capa-
biliƟ es with one high pressure and one regular
pressure wash bay. The length of both wash bays
should be a minimum of 70 feet and 20 feet in
width. One cleaning bay will include two vac-
uuming and air-fi lling staƟ ons. A new sand/oil
separator will be a part of the new Wash Bays and
Fueling StaƟ on.
Fleet Maintenance has requested that an interior
space be added to any new soluƟ on to provide
a locaƟ on for a commercial grade water fi lling
staƟ on and a commercial grade ice machine for
staff use.
NEW COVERED FUELING STATION
Fleet Maintenance idenƟ fi ed that all fueling will
be gasoline within the next 5 years. The City fl eet
is transiƟ oning to all gas and electric, phasing out
diesel fuel. The new fueling staƟ on and wash bay
will not require diesel fuel. We propose that the
exisƟ ng above grade gas tanks be reused at the
new facility and be retrofi Ʃ ed to be all gasoline
storage and dispensing.
Badly Deteriorated Wash Bay Wall Base
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Damage to Fueling Bay Exterior Wall
Wash bays in useWater Damage of Metal Siding
NEW EV AND HYBRID CHARGING
STATIONS
Fleet has requested that a large number of new
Hybrid and EV charging staƟ ons be added to
the CorporaƟ on Yard to accommodate new City
vehicles. There are currently only a few charging
staƟ ons on campus.
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PAGE 165
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Fueling StaƟ on was built in 1986 as a part of
the original CorporaƟ on Yard facility. The Fueling
StaƟ on and Wash Bays have aged far quicker than
the other buildings on campus.
This is due to constant moisture exposure, grit,
and dirt from washing vehicles. The moisture
damage has caused rust on the metal siding
throughout the building. The exterior metal siding
is deterioraƟ ng to the point of no return.
There is also damaged to the building from colli-
sions with large vehicles.
Due to the overall bad condiƟ on of the building,
the City Maintenance team has made an exec-
uƟ ve decision to not allocate resources toward
upkeep. It is a citywide view that the building
requires complete replacement.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS,
GUARDRAILS & HANDRAILS
There are no stairs, ramps, guardrails or handrails
at this building and locaƟ on on the site.
EXTERIOR WALL BASE/FOUNDATION
The wall base is constantly exposed to water, dirt,
grease and fuel. These have all cause deteriora-
Ɵ on of the exterior metal siding. There is evident
damage across all exterior wall bases. The metal
siding has rusted throughout and almost holds no
structural integrity.
Wash Bay Wall Covered In Grit, Grease and Dirt.
EXTERIOR WALLS, SOFFITS, AWNINGS,
AND SIGNAGE
The exterior wall surfaces are constantly exposed
to water, dirt, grease and fuel. These are all
detrimental to the overall condiƟ on of the metal
siding. There is evident water damage across all
wall surfaces within each wash bay. The metal
siding has rusted out. The exterior soffi ts are
oŌ en hit by large vehicles entering and exiƟ ng the
wash bays, causing severe damage. Large vehicles
such as bucket trucks and diggers do not clear
the drive-thru if the equipment is not properly
stowed.
EXTERIOR DOORS
There are two doors, which are constantly ex-
posed to water and corrosive chemicals. At the
Ɵ me of the assessment one door was recently
replaced and is already deteriorated to the point
where it should be replaced again.
EXTERIOR WINDOWS
There are no windows associated with the build-
ing.
ROOFS AND OVERHANGS
The City has not expended maintenance budget
on maintaining the roof and canopies. It is the
wish of the Public Works Department to replace
the enƟ re fueling staƟ on and wash bays. Bird
roosƟ ng is also an issue at this staƟ on. The cost
to refurbish and maintain to the exisƟ ng fueling
staƟ on far outweighs the cost of replacement.
SECURITY
The security issues related to the fueling staƟ on
are consistent with the facility wide concerns
related to public access.
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PAGE 167
Waste Water CollecƟ ons Building
WASTEWATER BUILDING
INTRODUCTION
The Wastewater CollecƟ ons Building was assessed
by the Ten Over Studio team as a part of a facility
wide assessment evaluaƟ ng the effi ciency and
condiƟ ons of the CorporaƟ on Yard. The exisƟ ng
building is in fair condiƟ on. A thorough assess-
ment of the building envelope and programmaƟ c
use was completed.
The Wastewater CollecƟ ons Building was added
between the original construcƟ on in 1986 and
someƟ me before 2001. The building is located
along the western property line of the Corpora-
Ɵ on Yard.
The building was originally intended to store
department vehicles. The UƟ liƟ es Department
retrofi Ʃ ed the interior spaces to add a shop
space, offi ce, crew meeƟ ng area, restroom and
kitchen area.
The building is in good condiƟ on and is well cared
for by the UƟ liƟ es Wastewater personnel and the
City Maintenance team.
The compleƟ on of the new Waste Water Recovery
Facility (WWRF), this building will become vacant.
The UƟ liƟ es Wastewater staff will relocate to
the new facility. Numerous Public Works depart-
ments have expressed interest in moving into this
building.
The ConstrucƟ on of the Prado Interchange in the
next 10 years will greatly impact the CorporaƟ on
Yard and specifi cally any buildings and infrastruc-
ture located near the western and northern
property lines.
The Interchange project will necessitate the
removal of this building along with the adjacent
metal containers.
Adjacent Metal Storage Containers
Kitchen in ExisƟ ng Shop Space
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Shop Space And Part Storage
Interior Offi ce Space
PROGRAMMATIC AND
OPERATIONAL ASSESSMENT
The Ten Over Studio team met with key stake-
holders from Public Works and the CorporaƟ on
Yard to beƩ er understand and idenƟ fy work space
and operaƟ onal defi ciencies. The team toured the
facility as part of the assessment.
NEW PUBLIC WORKS OCCUPANT
When the new Maintenance Building for the
Water Facility (WWRF) expansion project is com-
pleted, this enƟ re building will become available
for use by another Public Works funcƟ on and
services.
The Parks and Urban Forestry departments have
both expressed interest in moving into this new
space.
The Ranger program is looking for a new shop and
crew space. They currently work out of a metal
container on the CorporaƟ on Yard campus and go
to the Park and RecreaƟ on AdministraƟ on Build-
ing to shower and use the offi ce space to com-
plete daily paperwork and administraƟ ve tasks.
Very liƩ le work would be required to retrofi t the
exisƟ ng shop space to accommodate a new group.
Interior Offi ce Space
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Exterior Window A/C Unit
EXTERIOR WINDOWS
There are no noted issues with the window,
frame, and associated components. A window
type air-condiƟ oner was added to the window,
providing cooling to the offi ce space on the inte-
rior.
ROOFS AND OVERHANGS
10 years ago, the exisƟ ng metal roof was coated
with the same proprietary epoxy system as the
OperaƟ ons Center, Warehouse Building and Main-
tenance Building. The product has performed
excepƟ onally well and has sealed any problem
areas with regard to water leakage. The product
has also prevented metal deterioraƟ on and rust.
There have been no issues noted with the roof
surface or associated overhangs.
SECURITY
There are numerous security issues across the
enƟ re CorporaƟ on Yard campus. The neighboring
day center contributes to the high transient acƟ vi-
ty in the immediate area.
The campus access gates are leŌ open throughout
the day and there have been numerous incidents
with individuals walking through the CorporaƟ on
Yard, vandalizing city vehicles, stealing equip-
ment, and breaking into City employee personal
vehicles.
The lack of exterior lighƟ ng and security cameras
draw security issues at night as well. Although the
security gates close aŌ er hours, staff access the
campus 24/7 and the gate has a long closing delay
of up to a minute. This delay provides a window
of opportunity for anyone wanƟ ng to access the
secured back area of the CorporaƟ on Yard.
BUILDING ENVELOPE
CONDITION ASSESSMENT
The Wastewater CollecƟ on Building was assessed
as a part of the building envelope assessment. Af-
ter a thorough examinaƟ on of all exterior building
components it was clear that the exisƟ ng building
has been well maintained and is in good overall
condiƟ on.
Please refer to the accessibility assessment report
within Appendix for specifi c recommendaƟ ons
concerning accessibility and ADA compliances
associated with this facility.
EXTERIOR STAIRS, RAMPS, GUARDRAILS
& HANDRAILS
There are no exterior stairs, ramps, guardrails and
handrails at this building.
EXTERIOR WALLS, SOFFITS, AWNINGS
AND SIGNAGE
All exterior walls have been assessed, patched
and painted in 2018. All exterior walls are in good
condiƟ on and no issues were noted by the Build-
ing Maintenance team, nor were there any visible
issues observed during the assessment.
EXTERIOR DOORS
The building consists of three roll up doors
and two pedestrian doors. There are no noted
issues with any of the doors, frames, hardware,
or associated components. Door 1 (See Waste
Water Building Key Plan in Appendix) is used most
frequently.
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