HomeMy WebLinkAbout11-13-2014 BW1 - Budget Workshop Setting the StageCity of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
FROM: Katie Lichtig, City Manager,
Wayne Padilla, Director of Finance & Information Technology
Prepared By: Joe Lamers, Budget Manager
SUBJECT: SETTING THE STAGE: BACKGROUND MATERIALS FOR 2015-17
GOAL-SETTING AND FINANCIAL PLAN PROCESS
RECOMMENDATION
Review and discuss the accompanying background information in preparation for the 2015-17
goal-setting and Financial Plan process:
1. Status of 2015-17 Goals and Objectives
2. Status of General Plan Implementation Programs
3. Status of Current Capital Improvement Plan Projects
4. Long-Term Capital Improvement Plan
DISCUSSION
The City’s goal-setting and Financial Plan process for the next two year period, 2015-17, is now
underway. On January 13, 2015, the Council will hold a Community Forum followed by the
Council Goal-Setting Workshop on January 24, 2015. As background for the upcoming budget
sessions, Council and the public will be provided with a series of reports which will include
updates on the status of projects and goals currently underway or approved in prior Council
actions. These reports are provided as part of this item. Additionally at the December 16, 2014
City Council meeting another report will define the overall fiscal context in which the Financial
Plan will be prepared. The fundamental purpose of the Financial Plan is to allocate financial
resources to support city services and capital projects to accomplish adopted goals over a two
year period. This process does not begin from scratch, but rather builds upon the City’s service
levels, adopted long-term plans and policies as well as the current fiscal context and outlook.
The initial General Fund Five-Year Fiscal Forecast for 2015-20 will be presented to the City
Council on December 16, 2014. The timing of this report is due, in part, to the fact that the City
still awaits receipt of all CalPERS valuation reports which contain cost estimates for retirement
benefits for all city employees. Additionally, the economic forecasting firm Beacon Economics
is developing an updated revenue forecast for the City. Beacon Economics is the economic
forecasting firm that prepares the Central Coast Economic Forecast. The firm last provided a
revenue forecast for the City two years ago. The results of their analysis will be available for the
December 16, 2014 meeting.
When complete, the Five Year Fiscal Forecast will assess the ability of the General Fund to
deliver current service levels, maintain existing infrastructure and facilities, preserve the City’s
long-term fiscal health by aligning revenues and costs, and maintain fund reserve balances per
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2015-2017 Financial Plan-Setting the Stage Page 2
adopted policy over the next five years. The five year forecast is a required piece of information
in order to develop a reliable and accurate long term outlook.
As the 2015-17 financial planning process unfolds, it is clear that the City’s economic climate
has improved in comparison to the same stage of the 2013-15 process. Revenues have continued
to rebound. Preliminary un-audited financial results for 2013-14 confirm the forecast increases in
major revenue sources such as sales tax and Transient Occupancy Tax (TOT). Development
review activity remains at a high level, and the City achieved its targeted expenditure savings in
2013-14. Despite these positive signs, there are still significant challenges looming. This is
particularly true in relation to the on-going cost of retirement and insurance programs, and the
need to fund the deferred maintenance of and re-investment in the City’s existing infrastructure,
programs, facilities, technology and fleet. All of these factors are likely to lead to complex and
competing budget decisions in the 2015-17 Financial Plan.
STATUS OF 2013-15 GOALS AND OBJECTIVES
Attachment 1, Status of the City’s Major Goals for 2013-15, details progress as of November 1,
2014 on all major city goals as well as other important Council objectives. As of November 1st
the City is 66% of the way through the two-year Financial Plan period. Most of the goals and
objectives are well underway and progress is continuous.
The report begins with a quick report card on the status of the goals and objectives. The report
card then is followed by a short summary of notable changes from the original action plan and
then detailed reports on each goal and objective.
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
Attachment 2 provides a summary of the status of all General Plan Implementation Programs as
well as implementation programs for key “area” plans including: Downtown, Mid-Higuera and
the Railroad Historic District. This report also covers action items and the status of efforts in the
Airport Area, Margarita Area and Orcutt Area Specific Plans.
As discussed in greater detail in the report, of the 448 individual implementation programs in the
General Plan, 84% (375) of them are completed or have been integrated into the City’s ongoing
operations. This is a five percent increase of implemented programs since the last Financial Plan
reporting.
Given the ambitious nature of the General Plan and its twenty-year time horizon, staff believes
that this represents significant progress in achieving General Plan goals.
The incomplete programs (16% of the total) are classified as follows:
• 1% (5) as being relatively easy to achieve from a resource perspective.
• 10.5% (47) as being moderately difficult to achieve.
• 4.5% (21) as being difficult to achieve.
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2015-2017 Financial Plan-Setting the Stage Page 3
Staff will prepare an updated matrix of implementation programs following the adoption of the
Land Use and Circulation Elements (LUCE). Staff anticipates making a recommendation to the
City Council in terms of work program priorities as part of the General Plan report to the
Planning Commission and City Council.
STATUS OF CURRENT CAPITAL IMPROVEMENT PLAN PROJECTS
The purpose of the report contained in Attachment 3 is to provide the Council with a summary of
the status of the City’s Capital Improvement Plan (CIP) projects. As discussed in greater detail in
the report, staff is making substantial progress in achieving CIP goals. Of the 234 projects with
available appropriations during the 2013-15 Financial Plan period, 67% (157) are either completed
or in process (under construction/acquisition, on-going); 3% (7) are in the bid process; 20% (47) are
under design; 6% (13) are under study; and 4% (10) are either delayed or recommended to be
cancelled. The Transit Enterprise Fund has a number of projects that are being delayed while staff
confirms the availability of grant funds. The Water Enterprise Fund is expecting an updated Master
Plan to change the status of certain projects.
LONG-TERM CAPITAL IMPROVEMENT PLAN
The Long-Term CIP report (Attachment 4) provides a glimpse into the future of the City. Many
of the City’s current infrastructure assets are not adequate to handle the needs of the future.
Major projects in the Long Term CIP include construction of new public safety facilities,
upgrades to the City water reclamation facility, a new interchange at Prado Road and Highway
101, major creek and flood protection projects, major bridge replacements, and new bike paths.
The timeframe for completing the projects included in the Long Term CIP coincides with the
proposed build-out of the City’s General Plan, now assumed as the year 2050.
With this understanding, the Long-Term CIP is one of the pieces of information for the Council
to consider in setting goals and priorities for 2015-17. In this context, these projects provide an
important starting place in assessing which ones might be a high priority to consider in the next
two years. The list is conceptual, and in most cases, the items on the list have not undergone
detailed analysis, nor the rigor of the public review process. Many of the projects include outside
funding sources such as private development and grants from the regional, state and federal
level. These projects represent City staff’s best assessment of costs and scope based on what is
known today, but may undergo changes in scope or importance as new challenges and issues
emerge over time.
As noted above, this list of Long-Term CIP projects are those identified to address future needs
as identified in critical city planning documents. The Circulation Element, Bicycle
Transportation Plan, Fire Master Plan, Wastewater Master Plan, and other documents outline
these important infrastructure needs. Ongoing city maintenance needs that are accomplished
through capital projects are not included in this list. Therefore, the annual costs of roadway
paving, storm drain replacement, park equipment and facility replacement, sidewalk, bicycle
facility and traffic system maintenance, are not included in the Long-Range CIP list.
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2015-2017 Financial Plan-Setting the Stage Page 4
FISCAL IMPACT
There is no direct fiscal impact as a result of reviewing the status reports accompanying this
Council Agenda Report.
SUMMARY
In preparation of the goal-setting process for the 2015-17 Financial Plan, it is important to
understand the status of current goals, objectives, CIP projects, and implementation plans. The
attached status reports help define for Council and the community the achievements, needs and
context in which the 2015-17 Financial Plan will be prepared. The next step in the process is to
review the City General Fund’s financial situation which will happen at the December 16, 2014
City Council meeting when the General Fund 5 year Fiscal Forecast is presented.
ATTACHMENTS
1. Status of 2011-13 Goals and Objectives
2. Status of General Plan Implementation Programs
3. Status of Current Capital Improvement Plan Projects
4. Long Term Capital Improvement Plan
t:\council agenda reports\2014\2014-11-13 (setting the stage)\setting the stage (padilla)\car - setting the stage 11-13-14.docx
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Status of Goals and Objectives
As of November 1, 2014
Attachment 1
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STATUS OF GOALS AND OBJECTIVES
As of November 1, 2014
TABLE OF CONTENTS
INTRODUCTION
Overview .......................................................... 1
Report Card: Major City Goals and Other
Important Council Objectives...........................1
MAJOR CITY GOALS
Homelessness ................................................... 2
Neighborhood Wellness ................................... 8
Sustain Essential Services & Fiscal Health .... 14
Bike & Pedestrian Paths ................................. 20
Economic Development ................................. 23
Assess and Renew the Downtown .................. 25
Skate Park ....................................................... 27
OTHER IMPORTANT COUNCIL
OBJECTIVES
Open Space ..................................................... 28
Infrastructure Maintenance............................. 32
Improve Transportation .................................. 37
CARRYOVER GOALS AND OBJECTIVES
Update Land Use and Circulation Elements .. 39
Action Plan Changes and Next Report ........... 40
STATUS OF MAJOR CIP PROJECTS
Status of Major Capital Improvement
Plan (CIP) Projects...................................41
Attachment 1
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INTRODUCTION
OVERVIEW
This report details the status of Major City Goals
and Other Important Council Objectives set by the
Council as part of the 2013-15 Financial Plan as of
November 1, 2014. In general, we are off to a good
start in accomplishing these
objectives based on the work
programs adopted by the Council.
Report Card. The following is a
quick “report card” on the status of
Major City Goals and Other
Important Council Objectives based
on the “action plans” approved by
the Council as part of the 2013-15
Financial Plan.
As a benchmark, at November 1st,
2014, we are 66% percent through
the two-year Financial Plan period.
Most of the goals and objectives are well underway
and progress is continuous.
Organization. The “report card” is followed by a
short summary of notable changes from the original
action plan. After this is a more detailed report on
each Major City Goal and Other Important Council
Objectives, which shows the
objective and action plan as
adopted by the Council. Revisions
to the goals are displayed as
follows:
• Additions are shown in italics;
• Date changes are shown in
italics and highlighted in a separate
column; and
• Deletions are shown in
strikeout.
Report Card: 2013-15 Major City Goals & Other Important Objectives – Percent Complete as of 11/1/14
Important Note
Many of these objectives are
multi-year goals that have
activities associated with
them that go beyond the
2013-15 Financial Plan
period. This status report is
focused on approved
“Action Plan” tasks as of
November 1, 2014.
0%10%20%30%40%50%60%70%80%90%100%
Address Homelessness
Neighborhood Wellness
Preservation of Essential Services & Fiscal Health
Bike/Pedestrian Paths
Economic Development Strategic Plan
Assess/Renew Downtown
Skate Park Construction
Major City Goals
0%10%20%30%40%50%60%70%80%90%100%
Infrastructure Maintenance
Open Space Expansion
Improve Transportation
Other Important Council Objectives
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
Objective: Implement comprehensive strategies to address homelessness in our City in partnership with other
entities. Encourage existing, improved, and expanded services (including advocating to the County and other
organizations for delivery of case management, drug, alcohol, and detoxification services, and mental health
services), support the establishment of a new homeless services center, and pursue good-neighbor, safety, and
quality of life programs (including restrooms), using technology as appropriate.
Action Plan:
Task Current Revised
Encourage existing, improved, and expanded services
1. Increase coordination and representation of City interests in discussions with the County,
social services providers and non-profit organizations for delivery of existing, improved
and expanded services, including case management, drug, alcohol, detoxification, and
mental health services.
Ongoing
2. Continue the City’s Homeless Issues Working Group, and HSOC and FPDC participation
to support and implement the 10-Year Plan and identify, evaluate, and implement strategies
to reduce the impacts of homelessness on the City.
Ongoing
3. Continue, and increase where feasible, financial support for Maxine Lewis, Prado, Safe
Parking Program, GIA Program, Housing Programs and Warming Station.
Ongoing
4. Utilize the Human Relations Commission to outreach to the community and maintain focus
and strategic support and direction on homeless issues.
Ongoing
5. Continue to implement Housing Element programs. Ongoing
6. Work with developers to include affordable housing units in projects and to complete
housing projects in process.
Ongoing
7. Look for new opportunities to use Affordable Housing Fund and grant monies to leverage
other funds for affordable housing projects.
Ongoing
Support the establishment of a new homeless services center
1. Execute a MOU between the City, County and CAPSLO to formalize the common
objectives and methods for achieving development of a Homeless Services Center.
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2. Continue, and increase where feasible, financial support for the Homeless Services Center. Ongoing
Pursue good-neighbor, safety and quality of life programs
1. Implement a CAT team concept to address adverse transient/homeless behaviors. Ongoing Complete
2. Work with CAPSLO to enhance and support a comprehensive Good Neighbor Policy. Ongoing Complete
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
3. Develop all elements needed for donation station implementation, including monitoring,
maintenance, fund collection, deposition of funds, identification of recipients, and
locations.
12/13 Complete
4. Council direction on option for restroom provision. 1/14 Complete
5. Collaborate with interested private entities to implement a donation station program. 2/14 Ongoing
6. Start restroom implementation with completion date dependent upon solution (see “Assess
and Renew the Downtown” goal for specific recommendations.)
7/14 Complete
Status: 66% Complete. The following is a summary of accomplishments and important next steps for this goal:
Encourage Existing, Improved and Expanded Services
On October 1, 2013, Council approved amendments to Title 17 (Zoning Regulations) of the Municipal Code to
permit and provide standards for the operation of safe parking facilities on private properties within the City. The
Ordinance provides a limited exception to allow safe parking facilities on property located outside of the public
right-of-way in certain zoning districts subject to permit requirements; performance standards and use permit
considerations to ensure that safe parking facilities will be compatible with surrounding uses and effective at
facilitating participants’ transition to permanent housing. CAPSLO is currently processing a use permit to comply
with the permit requirements for the existing program at the Prado Day Center.
On April 15,, 2014, Council adopted funding recommendations for the 2014 CDBG Program Year. CDBG funding
for the 2014 Program Year is $498,446. Of this amount, Council allocated $74,767 for the operation of the Maxine
Lewis Memorial Shelter, $31,200 for plumbing rehabilitation of the Women’s Shelter and $139,898 for transitional
housing rehabilitation.
The City has a Homeless Issues Working Group to support and implement the 10-Year Plan and to identify,
evaluate, and implement strategies to reduce the impacts of homelessness on the City. The Working Group meets
bi-monthly and is made up of executive team members that have programmatic responsibility in areas that serve the
homeless population, or serve community members that are impacted by homelessness.
Staff provides leadership in implementing the 10-Year Plan by working with CAPSLO and other housing and
service providers including considering ways to encourage transitional housing and “housing first” options. Staff
implements the General Plan Housing Element, which contains policies and programs that support housing and
service agencies whose mission it is to develop programs for the City’s homeless population. Staff promotes
collaborative efforts and opportunities to address the needs of the homeless population and acts as the City liaison to
HSOC and Friends of Prado Day Center.
Staff was actively involved with the 2013 Homeless Enumeration Report. Every two years, all jurisdictions
receiving federal funding to provide housing and services for the homeless are required by HUD to conduct a point-
in-time count of sheltered and unsheltered homeless persons at a single time during the last ten days of January. The
data collected through these counts help the federal government and local jurisdictions better understand the nature
and extent of homelessness and plan for needed programs and services. Additionally, local jurisdictions use the
findings of their point-in-time count to apply for federal funding for homeless programs. In 2013, the San Luis
Obispo County Continuum of Care is expected to receive approximately $1 million in federal funds for homeless
services.
Staff developed a new Homeless Solutions webpage. This page is dedicated to keeping the public updated with all
the latest homeless program initiatives. It includes a donations link to the United Way website and information on
local homeless programs, services and documents.
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
In 2013, the County’s Homeless Services Oversight Council (HSOC) voted to make Housing First its top priority
for 2014, and voted to join the 100,000 Homes Campaign. This program uses the Housing First approach to assist
the most vulnerable, chronically homeless persons who are at risk of dying on the streets. In response to HSOC’s
action, HASLO offered to make available 50 Housing Choice Vouchers to house the most vulnerable homeless
persons. On November 5, 2013, the County Board of Supervisors (BOS) authorized funding for case management
services. The City submitted a letter and provided testimony in support of this action. On August 26, 2014, the
County BOS awarded a $1.86 million contract over a three year period to Transitions Mental Health Association, in
conjunction with partnership agencies, to implement the 50 Now program.
On September 30, 2014, the County was informed that the U.S. Department of Veterans Affairs (VA) awarded the
Supportive Services for Veteran Families (SSVF) grant to two local non-profit organizations. This grant provides
supportive services to very-low income veteran families in or transitioning to permanent housing. Funds are granted
to non-profit organizations who provide a range of services designed to promote housing stability. Community
Action Partnership of San Luis Obispo County (CAPSLO) will receive $4.9 million over the next three years to
provide rapid rehousing, homelessness prevention and supportive services to homeless and at-risk veterans and their
families. The Good Samaritan Shelter in partnership with the 5 Cities Homeless Coalition will receive $1.1 million
over the next three years for rapid rehousing and supportive services.
CAPSLO has changed locations for their proposed Homeless Services Center from 3511 South Higuera Street to 40
Prado Road. In June, CAPSLO acquired a portion of 40 Prado Road for development of the new Center and was
successful in utilizing the $1 million State grant for property acquisition. The new Center will combine services
currently provided at the Prado Day Center and Maxine Lewis Memorial Shelter. The City has allocated $250,000
towards project construction and is working on a funding agreement with the County to transfer the funds with
criteria for fund raising goals and an executed construction contract. An executed agreement between the City and
County is expected by the end of 2014. In addition, the City has allocated $125,000 in CDBG funds for site and
building design work. In August, CAPSLO submitted a planning application for design review of the new Center. A
complete planning application is expected in October. Staff anticipates a building permit for project construction by
June 2015.
Affordable Housing
The City facilitates the provision of affordable housing and provides leadership in implementing the 10-Year Plan
by partnering with a variety of social service providers and the Countywide Homeless Services Oversight Council
(HSOC). Providing affordable housing is one of the key objectives in transitioning homeless persons. This effort
includes administration of the City’s CDBG program, Housing Element implementation, awards of the City’s
Affordable Housing Fund to support transitional and low income housing, administration of the City’s Inclusionary
Housing Program, and participation in the planning and execution of a variety of special projects including the
warming station at the Prado Day Center, the safe parking program, and the proposed Homeless Services Center
project.
On August 20, 2013, Council adopted changes to Chapter 17.90 (Affordable Housing Incentives) of the Zoning
Regulations to be consistent with State density bonus law. The City’s Affordable Housing Incentives were last
updated in 1995 and State law related to affordable housing production has substantially changed. Some highlights
of the adopted changes include additional definitions, greater percentage of density bonus allowed for providing
affordable housing and additional options for alternative incentives and concessions.
Both federal and state fair housing laws prohibit discrimination in housing against individuals with disabilities.
These laws require that cities and counties take affirmative action to eliminate regulations and practices that deny
housing opportunities to disabled individuals. On June 10, 2014, Council adopted a reasonable accommodation
ordinance that provides a fair and reasonable procedure for disabled persons to request flexibility in the application
of land use and zoning regulations to ensure equal access to housing.
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
HASLO has submitted a planning application for a 20-unit 100% affordable housing development located at 860
Humbert Street. The project will be affordable to very-low and low income veterans. For The Future Housing
submitted a planning application to develop a 46-unit 100% affordable housing development located at 3710 Broad
Street. The project will be affordable to very-low and low income households.
Staff has completed a draft update to the Housing Element based on state law, evaluation of goals, policies and
programs and input from residents and stakeholders. The Draft has been completed to reflect the changing needs,
resources, and conditions in the community. Advisory body review of the document is anticipated in the fall once
the City has received initial comments from the State Department of Housing and Community Development (HCD).
On November 19, 2013, Council approved an Affordable Housing Fund award for the Housing Trust Fund (HTF) in
the amount of $30,000 to support the HTF’s operating expenses for 2014. The HTF provides three key services that
benefit affordable housing in the City of San Luis Obispo: 1) financing, 2) technical assistance and 3) advocacy.
The HTF provides funding for affordable housing projects, including property acquisition, construction and
refinancing. HTF staff also serves as a resource to City staff working with developers on affordable housing
projects.
On September 27, 2013, Habitat for Humanity of San Luis Obispo County (HFH), City officials and a number of
community partners attended a home dedication ceremony for the families of HFH’s affordable housing
development located at 3212 Rockview Place. The site is approximately 12,000 square feet in area and the project
included the development of three single-family homes. These homes are deed restricted for purchase by very-low
income families under the City’s long-term affordability program. Each home occupies its own lot and includes
approximately 1,000 square feet of living area with three-bedrooms and 1½ baths. The Habitat families that
purchased the homes have performed over 500 hours of sweat equity on their home. They purchased the homes with
a no-interest loan and their monthly mortgage payments will be used to support Habitat’s work throughout the
County. The City contributed a Community Development Block Grant of $241,217 and an Affordable Housing
Fund grant of $38,783 for property acquisition and site clearance and remediation.
On October 15, 2013, Transitions Mental Health Association of San Luis Obispo County (TMHA), City officials
and a number of community partners attended an open house and guided tour of “Hope House”, TMHA’s recently
constructed permanent supportive housing development located at 1306 Nipomo Street. The project included the
renovation of an existing 2,333 square foot home into two studio units and a wellness center and construction of a
new two-story building with six studio units and vehicle parking. All eight units are fully furnished and residential
support services for the tenants are provided on-site in the wellness center. These units are deed-restricted for rent
by very-low income individuals under the City’s long-term affordability program. The City contributed
development review and citywide impact fee waivers to the project.
On August 20, 2014, the Housing Authority of the City of San Luis Obispo (HASLO), City officials and a number
of community partners attended a ribbon-cutting ceremony for HASLO’s Moylan Terrace housing development
located at 851 Humbert Avenue. The project includes a total of 80 townhomes with 27 deed restricted (34%) for
very-low, low and moderate income families. The first three phases (36 units) of the project are now complete with
construction anticipated to begin on the remaining phases in the fall.
On June 11, 2014, South Street Family Apartments L.P. was awarded 9% tax credits by the California Tax Credit
Allocation Committee (TCAC) to help finance construction of a 43 unit multi-family rental apartment project. The
project is 100% affordable to extremely-low, very-low and low income households earning 30% to 60% of the Area
Median Income (AMI). The applicant has submitted a building permit application and construction in anticipated in
spring of 2015.
On December 10, 2013, Council held two TEFRA public hearings for the reissuance of tax exempt bonds and
loans by HASLO for the Del Rio Terrace Apartments located at 2005 Johnson Avenue and the Carmel Street
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
Apartments located at 433 Pacific Street. These projects include 59 affordable housing rental apartments for
seniors. This action financially assisted the projects by allowing HASLO to reduce the interest rates on the bonds
and loans that financed construction.
To increase homeownership opportunities available and affordable to very-low, low and moderate-income
households the City partnered with HASLO and Goldfard and Lipman to prepare documents that implement the
City’s Equity Share purchase program as provided for in Chapter 17.91.150 of the Zoning Regulations. This
program allows buyers of affordable units to enter into an agreement with the City that upon resale of the property,
the City’s equity share in the property is returned to the City for use in other affordable housing developments.
Pursue Good Neighbor, Safety and Quality of Life Programs
CAT Team Concept - staff has assigned two officers who are currently working in the CAT Team capacity
addressing adverse transient/homeless behaviors. As part of the mission of the Community Action Team they have
given directed focus to the top ten chronic offenders within our community. These offenders are those that require
the most repeat police services for their behaviors, usually in the downtown. The CAT Team has met with the
County Sheriff’s Department, the District Attorney’s Office and the court’s to discuss long term solutions for
these repeat offenders. These solutions include both more severe punitive terms for these offenders and the
connection to social services that could assist in transitioning these people out of homelessness and into a sober
living environments. The Cat Team has had at least four of the top ten accept social services and are currently
living in sober living environments.
On May 20, 2014, Council adopted a citywide Good Neighbor Policy (GNP) for homeless services. The intent of
the policy is to clearly communicate community expectations and City commitments as it relates to the City’s
support of homeless services. The GNP provides a framework in which the City will support and regulate
Homeless Service Providers in the Community who are seeking City permits, entitlements or funding.
Donation Stations – The Downtown Association Board of Directors voted to participate and support this program
as a lead partner. The United Way has partnered with the program and is acting as the non-profit 501c(3) which
will receive and distribute donations collected by the City. Specific beneficiaries have yet to be determined. The
project is in its early phases which currently include a marketing campaign. It is expected this will take place in
the next sixty days. Other phases will include identifying donation meter locations for installment and collection
of donations. It is anticipated that donation stations will be installed in the spring after careful coordination with
local merchants and the Downtown Association. Staff is currently preparing a memorandum of agreement to
formalize the operations once the program.
The Project Team reviewed current directed giving efforts and has developed a link through the City’s website
titled “Homeless Solutions”. This link provides public information related to homelessness in our community and
directs people to homeless service opportunities for those in need. It also provides information on the Directed
Giving campaign as well as plans for the development of the Meter Donation Station Project. Citizens can utilize
links on this page to go directly to the United Way website to provide donations.
The Project Team discussed in detail Donation Meters and the logistics with the implementation and installation of
meter heads. Currently the City uses IPS Group Inc. for our digital parking meters. This company will donate
meter heads which will be used specifically as donation locations. The meters will be placed at seven identified
locations in heavily pedestrian traveled areas. They will be marked in such a way that they will be distinguished as
donation sites only and will not be confused with normal parking meters.
Project Complete - Seven meters have been installed in the Downtown core. Meters are currently functioning and
receiving donations; as of the end of September a total of $8,500 has been donated to Friends of Prado through the
Directed Giving Campaign which includes meter donations and sponsorships. The committee continues to meet
monthly and is working on a potential public art process to enhance the meter’s presence.
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Restrooms - Increasing restroom availability beyond their previous closure time is underway. Mission Plaza
Restroom hours were extended to midnight in July. Re-commissioning of the Broad Street restrooms is complete
and the restroom is open for late night use. Public Works alerted both the Police Department and the Downtown
Association to share the news with potential “customers.” Council reviewed the program at their May 6, 2014
meeting and provided direction to staff.
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MAJOR CITY GOALS –NEIGHBORHOOD WELLNESS
CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
Objective: Continue and Enhance Neighborhood Wellness Initiatives. Continue to support proactive code
enforcement, pursue a residential rental inspection program, improve street cleanliness, increase public safety
enforcement, and support neighborhood led initiatives.
Action Plan:
Task Current Revised
Proactive Code Enforcement
1. Develop a code enforcement hearing officer program and associated training protocols Ongoing
2. Produce and distribute quarterly Neighborhood Wellness newsletter Ongoing
3. Noise abatement and residential parking district enforcement by SNAP Ongoing Ongoing
4. Improved education/outreach plan for neighborhood noise abatement. 8/13 Ongoing
5. Implement a lien process for uncollected fines and incurred costs. 8/13 Completed
5/14
6. Establish an Abatement Fund 9/13 6/15
7. Conduct comprehensive municipal code review to identify possible amendments to code
to facilitate code enforcement efforts. 11/13 06/15
Rental Inspection
1. Identify best practices and complete a draft outline of the program 8/13 11/13
2. Conduct outreach with stakeholders to obtain input on the draft program outline 9/13 to
3/14
9/13-11/14
3. Review stakeholder input with Council and receive policy direction 4/14 12/14
4. Revise program outline and draft an ordinance 5/14 1/15
5. Conduct outreach with stakeholders on the revised program outline and ordinance 6/14 2-15
6. Agendize the Ordinance for public hearing and Council adoption 7/14 4/15
7. Begin rental inspection program if adopted by the City Council 3/15 9/15
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Task Current Revised
Street Cleanliness
1. Identify problematic areas 10/13 Complete
2. Develop informational materials and delivery methodology to educate residents on their
sweeping day and the benefits of keeping cars off the streets for the sweeping 12/13 2/14
3. Evaluate informational campaign effectiveness 3/14 10/14
4. If needed, develop and implement enforcement activities 10/14 12/14
Public Safety Enforcement
1. Implementation and coordination of CAT team to address neighborhood concerns 7/13 Completed
2. Continue the development of park and neighborhood officers within identified
geographical boundaries for residential connectivity and collaboration Ongoing Completed
Neighborhood Initiatives
1. Obtain Council direction for guidelines and process for “Neighborhood Match” grants for
neighborhood improvement projects 1/14
2. Develop database of neighborhood boundary areas and contact information 1/15
3. Complete neighborhood tree plantings – as requested Ongoing
4. Participate in Neighborhood Civility Project Ongoing
Status: 40% Complete. The following is a summary of accomplishments and important next steps for this goal:
Proactive Code Enforcement
2. Quarterly Newsletter – staff has produced three newsletters, (spring 2013, summer 2013 and fall 2013). The
newsletter email distribution list is comprised of approximately 70 residents, several of which in turn forward the
newsletter to their neighbors. The Newsletter is also shared with Cal Poly and Cuesta administration. Content is
comprised of updates on existing neighborhood related projects as well as information on upcoming meetings,
events and programs. The newsletter is also posted on the Police Department page of the City website and the link is
posted to the Neighborhood Services Facebook page. The Winter edition of the newsletter will be distributed in
February.
Update: newsletters continue to be created and published quarterly. Content is created by the Neighborhood
Services Team represented by members of Code Enforcement, Fire, Parking, Traffic, Planning, Recreation, Natural
Resources, Utilities and Police.
3. Noise abatement and parking enforcement by SNAP – The SNAP schedule and responsibilities have been fine
tuned. SNAP is now reporting for shifts earlier as to better enforce residential parking districts. SNAP is also
responding to noise complaints during all six weekly shifts. Two SNAP teams are scheduled for traditionally busy
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times (start of school, Halloween, etc.) to allow for quicker response time to noise complaints. Additionally, they
are assisting with graffiti abatement, tagging abandon vehicles for tow and abandoned bicycle tagging and retrieval.
This task has been successfully implemented and SNAP will continue to enforce parking and noise standards in the
neighborhoods.
4. Outreach – with the amendments to Safety Enhancement, an extensive outreach strategy was put into place in
August and September. All property owners with business tax licenses were mailed a postcard explaining the safety
enhancement changes. Door hangers were distributed to over 3,000 residences in the neighborhoods which had a
high percentage of student age residents. The door hanger shared safety enhancement and “Avoid Party Regret”
information as well as “how to be a good neighbor” reminders. Two ads were run in the Mustang Daily, a full page
in the WOW edition and a quarter page in the Back to School edition and continued the safety enhancement and
“Avoid Party Regret” messaging. The Office of Neighborhood Services Facebook page was updated daily with
rotating safety enhancement, “Avoid Party Regret” and be a good neighbor message. Staff attended a variety of in-
person events to share noise abatement information: Cuesta new student orientation in August, WOW leader
training prior to the start of WOW, two-day WOW resource fair for new students, Inter-fraternal Council,
PanHellenic Council, four fraternity chapter meetings and one sorority chapter meeting. Staff presented to the
Neighbors North of Foothill annual meeting in mid-November and shared information on the Neighborhood Officer
program and answered a variety of questions posed by the resident attendees. Outreach for Halloween included print
ads in the Mustang Daily, New Times and posters distributed by the Downtown Association for food and beverage
outlets. Cal Poly and Cuesta administration assisted with electronic distribution of the Halloween enforcement
information. Neighborhood Wellness meetings continue to be held bi-monthly at the Ludwick Community Center.
Recent topics of discussion have included the CAT team, open space and creek winterization, Neighborhood Officer
Program and the Civility Working Group. Upcoming topics will include residential drought and city water
conservation, the Cal Poly Off Campus Coordinator’s student education program, street sweeping and the proposed
rental inspection program.
Update for 2014: Neighborhood Wellness meetings continue to be held bi-monthly at the Ludwick Center. Recent
topics include zone amendments, Mission Orchard Parking District establishment, school district property
development, Cal Poly’s off-campus program through Student Affairs, and the rental housing inspection program
development.
Clean Up Week was moved this year to coincide with the high number of rental turnover at the end of June. Two
types of door hangers were used to share information with residents; the first was bright, colorful and offered both
information about large item removal through SLO Garbage as well as info about burning furniture being a felony.
It was hung on 2,500 doors one week prior to Clean Up Week. The second was strictly related to furniture burning
and was used by Fire and Code Enforcement and placed directly on the doors of residences with furniture in the
yard or in front on the curb. The outreach was extremely effective as only two furniture items were burned during
Clean Up Week/move out.
New this summer was the opportunity to be part of the Soar Resource Panel at Cal Poly. Soar is the summer
orientation program for all incoming students and parents. The Resource Panel gave the Police and Fire
Departments the chance to talk directly to parents about what services are provided, enforcement practices, the
Directed Giving campaign and expectations of residents of the City. Approximately 1800 parents attended the
sessions with Police and Fire.
Print ads for WOW and the first week of school went into the Mustang Daily with “Avoid Party Regret” and Safety
Enhancement messaging as well as the ad for the Back to School edition of the New Times. A scrolling slide show
with “Avoid Party Regret” and Safety Enhancement messaging was submitted to Cal Poly Housing to play on
CPTV which plays in the residence halls.
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Presentations on Safety Enhancement and “how to be a good neighbor” were conducted to 700 WOW leaders as
well as all Greek presidents and “Avoid Party Regret” information given out to over 1000 new students during the
WOW Resource Fair. The Neighborhood Services Facebook page was used to get out information on Safety
Enhancement as well as reminders about being a good neighbor.
With over two years of proactive enforcement, the City of San Luis Obispo has data which shows areas where there
is a higher propensity of code and property maintenance standard violations. Enforcement resources are now
focused in these areas. Over 2,000 property maintenance and code enforcement cases have initiated. The majority
of cases are from complaints, but staff does take proactively enforce violations that can be viewed from the public
right of way with priority given to cases that have a clear health and safety nexus.
Work has not begun on developing Neighborhood Match grant guidelines for neighborhood improvement projects.
This effort will be picked up in the spring and will be presented to Council in Fall 2014.
6. Staff has been collaborating on multiple fronts to improve the overall citation appeals process, developing a lien
process that is outlined in state law and the City’s municipal code. Additionally, staff is doing research on the
establishment of an abatement fund to assist with abatement efforts when exigent health and safety conditions exist
that require immediate attention and action. The first phase of changes to the City’s code enforcement program
began with a review of proposed changes to the City’s administrative citation appeals program. Staff appeared
before City Council on January 7th, 2014, to introduce, for Council’s approval, the recommendation of a uniform,
two-step administrative review procedure for those administrative citations appealed by aggrieved individuals. The
recommendation would be implemented by all City departments currently using administrative citations as an
enforcement tool. Council approved staff’s recommendation, and the City Attorney’s office subsequently drafted
proposed changes to Chapter 1.24 to establish two, distinct levels of administrative review before the validity of the
administrative citation could be appealed to superior court, as required under the California Government Code. The
first level of review for administrative citations would be conducted by a trained Hearing Administrator, who would
issue a decision regarding the validity of the administrative citation, and would allow the aggrieved party contesting
the citation to present evidence disputing its validity. If the administrative citation is upheld by the Hearing
Administrator, the aggrieved party would have the opportunity to appeal once more to either the Construction Board
of Appeals, acting as an adjudicatory body for technical violations implicating the adopted codes of Title 15 of the
municipal code, or, if the citation was written in violation of any other type of municipal code violation, would be
adjudicated by the newly created Administrative Review Board. City Council approved this restructuring of
Chapter 1.24 on August 19th, 2014. Currently, the City Attorney’s office is working with the Chief Building
Official, as well as the Police Department and the City Clerk’s Office, to take the next steps necessary to see the
implementation of the program through to fruition. This includes taking revised bylaws back to the Construction
Board of Appeals, finalizing the enabling ordinance creating the Administrative Review Board for approval by the
City Council, crafting that body’s bylaws, and developing a training program for hearing officers and board
members reviewing the administrative citations to ensure compliance with state and federal due process and
recruiting hearing officers. Once these changes are implemented, the focus will shift to presenting different
enforcement tools and the establishment of an abatement fund for Council consideration to enhance enforcement
tools available to address immediate health and safety issues.
Rental Inspection
A Draft Project Plan for the development of a Rental Housing Inspection Program was presented to the
Development Oversight Committee in October 2013 and it is being further refined. Two interns from the
University of Ludwigsburg, Germany, arrived on October 21st and assisted with research through January 16, 2014.
An intern from Cal Poly has expanded the research nationally to college towns having rental inspection programs.
The research provides an overview of other programs that have been implemented in other cities. and a basis for
identifying the range of best practices and options available for possible inclusion in a proposed program for San
Luis Obispo. These options will be presented to the City Council at a study session on December 2, 2014 Staff will
be seeking policy direction in order to draft an ordinance for Council consideration in February 2015.
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Public outreach regarding a potential Rental Housing Inspection Program started in January 2014 and is ongoing.
Staff has made presentations to numerous community, business and neighborhood groups to seek input on the
advisability of such a program, potential issues for stakeholders, and input on program scope and configuration.
Community Development Staff is working with the GIS Division to identify probable rental properties from
available County Assessor, Utility Department and Business Registration Data. If the City Council adopts a
program the eventual list of probable rentals will be vetted further once program implementation commences in
2015.
Street Cleanliness
Operation Clean Sweep is underway for street cleanliness. Information on where to find out what day your street is
swept was provided through newspapers, Facebook, the City’s website, Channel 20, and the spring Resource
Newsletter that goes out to households. Residents are being encouraged to keep their vehicles off the street during
their sweep day. With new residents now in place for the start of the new school year, the messaging will be
provided again before final recommendations are prepared.
Public Safety Enforcement
1. CAT Team – staff has assigned two officers who are currently working in the CAT Team capacity addressing
neighborhood concerns. The CAT Team continues to act in this capacity.
2. Development of a Neighborhood Officer Program – Patrol officers are currently assigned to thirteen different
geographical areas within the City. A link on the City’s website was created for the community to find out who their
neighborhood officer is and how to contact them. Additionally, community members can also access specific crime
data within their identified neighborhood. Since its inception in November 2013, the link has received about 1,900
visits, of which approximately 1,140 were new visitors.
Update: Neighborhood Officers will be canvassing their designated areas to enhance community connectivity by
making personal contacts.
Neighborhood Initiatives
Neighborhood Match Grants: Long Range Planning resources have been fully engaged in General Plan updates to
the Land Use, Circulation, and Housing Elements as well as the update to the Airport Area Specific Plan/Chevron
project, delaying timing of this effort. Research into examples of neighborhood match grant programs has been
initiated and staff anticipates bringing more complete information for Council consideration and direction on
February 3, 2015.
Neighborhood boundaries: The Land Use and Circulation Element (LUCE) update process included a
neighborhood mapping effort. This information was reviewed by City Council on April 2, 2013. Staff continues to
maintain known neighborhood boundaries and contact information for use during outreach efforts. This database
will be updated as information changes and as new neighborhood groups form. It will be augmented by the e-
contact lists of citizens who have asked to be kept apprised of various planning efforts regardless of their
neighborhood affiliations.
Staff is participating in the Civility Working Group, a collaborative effort between residents, Cal Poly, Cuesta
College and the City of San Luis Obispo to address issues of neighborhood wellness. Several objectives have been
identified and tasks assigned.
City staff is the “champion” for two of these objectives (#2 and #5). Objective #2 (Define stakeholders needs and
success) intends to develop a “clear picture of various stakeholders perceptions”. Then define a mutually agreed to
definition of success as it relates to changing the culture to achieve the overall vision of a shift in social behaviors
that results in “an environment that fosters mutual respect and understanding”. With the assistance of an intern from
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Creative Mediations (supported by the Student Community Liaison Committee and a subcommittee of the
Neighborhood Civility Working Group) a project plan has been created. This plan includes a variety of ways to
collect opinions and to reach consensus definition of success.
5. Engage Stakeholders - Review Current Educational and Information Efforts is currently being addressed by staff.
The task includes the following steps: inventory information channels to residents, students, and landlords, examine
content and effectiveness of educational efforts by Cal Poly, Cuesta, City, student and resident groups, compare to
identified best practices, and develop Education-Communications Plan(s), including input on development of
messages, advertising, and other outreach from residents as well as student leadership, campus administration, city
leadership (staff and elected) and other stakeholders on problem definition and solutions. The inventory of
information channels is complete and will be presented to the Civility Working Group in February of 2015 along
with recommendations. The recommendations will include collaborative communication plans as well as how each
entity can better address outreach to specific resident groups.
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SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
Objective: Sustain essential services, infrastructure, and fiscal health: preserve public health and safety and
provide essential services in line with residents’ priorities and sustain the City’s short and long term fiscal health
by planning future revenues (including renewal of Measure Y or an alternative measure), while implementing
contingency planning, efficiency measures, and cost containment strategies including implementation of the
Compensation Philosophy and monitoring further pension and benefit issues.
Action Plan:
Task Current Revised
Plan future revenues including renewal of Measure Y or an alternative measure, as well as contingency planning
1. Create a nine-member Advisory Committee appointed by the City Council to guide
outreach efforts, advise staff in the creation of the outreach effort, and implementation
of the Major City Goal work plan, as well as provide advice and counsel to the City
Council regarding future revenues.
7 – 8/13 Complete
2. Analyze Measure Y revenues and expenditures and identify community-wide benefits
generated through the use of this local revenue source.
8 – 9/13 Complete
3. Conduct a survey regarding residents’ priorities and report the results back to the
community.
9/13 Complete
4. Conduct study session to review options for alternative revenue measures, advisory
measures, or other revenue alternatives in line with residents priorities.
12/13 Complete
5. Prepare background information and alternatives for contingency planning and conduct
a series of study sessions with the City Council regarding likely budget reductions and
other contingency planning that would need to occur if Measure Y, or a different
revenue measure, is not reauthorized.
7/13 – 2/14
Complete
6. Provide information to the community regarding the benefits of locally controlled
revenue sources, such as Measure Y, through a variety of methods and informational
outlets, including:
a. Organize a speakers bureau of community members to engage the
community about the benefits of Measure Y
b. Make staff available to present information regarding Measure Y benefits
at a wide variety of community meetings and to service organizations
c. Present useful information about the benefits of Measure Y on the City’s
website
d. Use Facebook and Twitter to highlight key information and bring
interested citizens to the website
e. Direct mailing to registered voters.
1 – 11/14 Complete
7. Conduct annual Measure Y Community Forum 3/14 Complete
8. Conduct study session to review options for alternative revenue measures, advisory
measures, or other revenue alternatives in line with residents priorities. (To be discussed
with the presentation of the Local Revenue Measure Advisory Committee Final Report.)
5/14 Complete
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Task Current Revised
9. City Council consideration of a ballot measure to reauthorize the City to collect a ½-
cent sales tax, or authorize a different revenue measure if in line with residents’
priorities.
5/14 Complete
10. If reauthorization of Measure Y or a new revenue measure is not placed on the ballot,
develop contingency plans for necessary, future budget reductions.
7/14 Complete
11. If a proposed revenue measure fails at the ballot box, begin to implement contingency
plans for necessary, future budget reductions.
11/14
Continue to closely review and monitor the City’s fiscal condition
1. Update General Fund Five-Year Forecast at least twice annually, at mid-year and with
the recommended budget while ensuring that effective revenue and expenditure trend
monitoring tools and processes are utilized.
Ongoing
2. Prepare focused reports on areas of interest to City Council and management such as
projected pension cost trends, insurance program costs, and investment performance
and strategies.
Ongoing
3. Beginning in 2014-15, self-assess one percent of salaries to be used to reduce CalPERS
obligation.
Ongoing
4. Present a cost benefit analysis to Council regarding the City’s ability to make payments
on the CalPERS Tier 1 Safety Side Fund, pensions, or to offset ongoing employer rate
increase.
4/14 Complete
Continue emphasis on effectiveness and efficiency of the City organization
1. Continue to perform organizational reviews; prioritizing the implementation of
recommendations focused on improving effectiveness and efficiency.
Ongoing
2. Continue to review and implement ideas for savings or increased revenues as
recommended by community members and staff.
Ongoing
3. Continue use of benchmarking and best practice reviews in evaluating
recommendations.
Ongoing
4. Implement benchmark analysis to compare key financial and outcome measures with
comparable jurisdictions.
9/13 Complete
5. Identify opportunities for managed competition in City functions as identified from the
results of benchmark analysis and organizational or best practices reviews.
Ongoing
6. Examine feasibility of establishing and monitoring performance measures in addition to
workload measures.
12/14
7. Evaluation of cost effectiveness of leasing instead of purchasing equipment. Ongoing
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Task Current Revised
Identify and address long-term liabilities that are important to the City’s fiscal sustainability
1. Refine the five-year capital improvement program that will responsibly protect the
City’s infrastructure assets, including building facilities, and develop a plan for funding
as needed.
Ongoing
2. Establish replacement and funding plans for equipment. 10/13 – 2/14 12/14
3. Establish replacement and funding plans for information technology assets. 10/13 – 2/14 12/14
4. Periodically review liability and workers compensation claims trends and update a plan
of funding if needed.
Ongoing
5. Monitor liability and workers compensation claims to ensure best practices in
prevention are implemented and costs reduced.
Ongoing
6. Provide preliminary notice to the CJPIA of City’s intent to explore other coverage
options.
7/13 Complete
7. Thoroughly review liability and workers compensation coverage, claims history, and
other services provided by CJPIA and explore alternatives that ensure appropriate risk
management and cost effectiveness.
7/13 – 4/14 Complete
8. Engage an outside consultant to initiate a cost basis analysis to evaluate and document
the costs and impacts of the City’s Utilities operations on General Fund supported
operations and facilities, including but not limited to City streets and right-of-way, to
ensure appropriate and supportable franchise in-lieu or other appropriate charges to the
water and sewer funds.
7/13 – 9/13 12/14
9. Report options to Council and provide recommendation. 4/14 6/14
Continue to monitor personnel costs and develop strategies to effectively manage the cost.
1. Continue to monitor personnel cost. Ongoing
2. Continue to monitor and support appropriate pension reform Ongoing
3. Continue to monitor pension costs and consider strategies to effectively reduce
liabilities associated with the pension program.
Ongoing
4. Analyze the effects of the “pay or play” mandate pursuant to the Affordable Care Act
and recommend a plan of funding if applicable.
11/13 Complete
5. Assist in the development and coordination of the HRACC compensation and benefits
survey to ensure appropriate local private sector data is available for use in future
analysis. Participate in the survey.
7/13 – 12/13 Complete
6. Conduct a market compensation comparison of benchmark classifications. 1/14 – 6/14 Complete
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Task Current Revised
7. Develop a labor relations strategy to guide upcoming negotiations. 1/14 – 12/14
8. Conduct labor negotiations consistent with Council’s labor relations strategy with
represented employee groups; initiating negotiations prior to expiration of current
agreements
9/14 –6/15
Status: 75% Complete. The following is a summary of accomplishments and important next steps:
Plan Future Revenues
On July 1, 2014, the City Council acted to place the extension of the Essential Services Measure on the
November general election ballot. The decision was followed by direction from a majority of Council members
to discontinue outreach and education efforts other than updating the website with information requested by
members of the public.
The process leading up to the Council’s decision to place the extension before the voters included substantial
public outreach, facilitated by the work of the Local Revenue Measure Advisory Committee (LRMAC). The
LRMAC’s work concluded when the Council accepted its final report. The mission and responsibilities of the
LRMAC included:
1. Analyze the City’s stewardship of Measure Y resources
2. Seek community input regarding their preferences and local revenue measure spending priorities
3. Develop recommendations specific to the November 2014 General Election regarding alternatives for
reauthorization of Measure Y, or the creation of a new revenue measure
4. Assist the City in performing community outreach and education.
Prior to November 1, the LRMAC held three meetings. The first meeting covered Measure Y Fundamentals,
Services and Outcomes; the second meeting covered rules and regulations relating to revenue measures and an
overview of all of the different revenue measures considered across the State in 2012; the third meeting focused
on community priorities and included a presentation from the City’s public opinion research consultant. In
January 2014 the LRMAC selected a sub-committee to begin to write their final report and recommendations to
the City Council. The full committee held two additional meetings in January to discuss its recommendations
and review a draft version of the report.
In addition, the LRMAC held a Measure Y Open House on November 21. The purpose of the Open House was
to give the public an opportunity to speak directly with Committee members. The Open House was attended by
over 70 members of the community and was very helpful for Committee members.
Contingency Planning
The City has completed its contingency planning efforts in the event that the extension of the Essential Services
Measure is not approved by the voters in November. The City Council has taken two important steps to prepare
for this possible outcome. First, the Council set aside $1.7 million to bridge the gap between April 1, 2015,
when the revenues from the half-percent sales tax would stop being collected, and June 30, 2015, which is the
end of the fiscal year. The contingency plan relies on the 2015-17 Financial Plan process, with modifications, to
develop a balanced budget going forward should the revenue measure, which represents 12% of the City’s
general fund, not be continued.
Review and Monitor City’s Fiscal Condition
1. Staff presented the financial results of the 2012-13 Fiscal Year on December 10, 2013. At that time, the Five
Year Fiscal Forecast was updated to reflect those results. A second update to the Fiscal Forecast has been
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prepared and will be shared with the City Council in advance of the February 18, 2013 City Council meeting.
At that meeting, staff will review the updated forecast as well as the Mid-Year Budget Update that has been
developed for 2013-14.
2. Staff has included in the Five Year Fiscal Forecast, a self-assessment cost equal to 1% of salary starting in
2014-15 and growing to 2% of salary starting in 2015-16 to reduce the impact of future PERS rate increases.
12. Staff presented to the City Council an analysis in April 2014 showing the effects of making prepayments
against unfunded PERS liabilities as well as a prepayment against a retrospective insurance liability assessment.
The City Council determined that making a prepayment to fully retire the insurance liability was most beneficial
while also making a prepayment in the amount of $935,000 against the safety side fund liability in May.
Identify and Address Long Term Liabilities
In April 2013, staff notified the California Joint Powers Insurance Authority (CJPIA) of its intent to withdraw
membership from the liability and workers compensation programs effective July 2014. Staff prepared a
project plan to guide a thorough evaluation of alternatives to the CJPIA. A consultant, Tom Sinclair of
Municipal Resource Group, was retained to assist in this project. Mr. Sinclair has worked with staff to identify
the risk management needs of the City including insurance coverage, training, and risk management
consultation given the City utilizes a decentralized risk management model at this time. In January 2014 staff
recommended to the City Council that the City should continue in a risk-sharing JPA model to meet ongoing
risk management needs including workers’ compensation and liability coverage. Mr. Sinclair has identified
several possible risk pools that will be evaluated to determine feasibility and fit with the City’s requirements. In
April 2014 staff returned to Council with a cost analysis. The analysis indicated the coverage and the cost
associated with the City’s liability and workers’ compensation programs through the CJPIA are reasonable and
competitive when compared to similar coverage through other JPAs.
A draft report detailing the impacts that Utiliity Funds have on public rights of way and other facilities and
programs and the costs associated with those impacts has been completed. The report indicates that the fees
charged to the Utility Funds in the form of franchise charges are in-line with the level of fees that have been
imposed in the recent past. Additional work is needed to complete the detailed analysis of the utility program
fixed assets and the share of property assessed values that they represent in relation to all property values within
the city.
Personnel Costs
In October 2013 staff presented to Council an update on the Affordable Care Act (ACA) Employer Shared
Responsibility Implementation and Council adopted a resolution establishing that the City will comply with the
ACA, Employer Shared Responsibility. This provision, which goes into effect January 1, 2015, is more
commonly referred to as the “Play or Pay Mandate” and requires that employers offer health insurance coverage
that is “affordable” and of “minimum value” to “substantially all” of its full-time (on average 130 hour per
month) employees and their dependent children. While this provision doesn’t go into effect until January 2015,
the City must establish a measurement period and start preparing for the detailed administration of this
provision. Further, Council approved staff’s proposal for ensuring health coverage was affordable to temporary
full time employees under the ACA.
On August 19, 2014, the 2014 Benchmark Compensation Report was presented to Council. The results showed
that overall, 50% of the 26 City benchmark classifications surveyed lag the market, 42% are at market, and 8%
lead the market in total compensation. Salary appears to be the primary contributor to the benchmarks lagging
the market. Employer contributions to health and retirement as a percent of total costs showed to be at market
depending upon health plan type. The data reflected in the Report helped Council to develop high level labor
relations objectives.
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In September 2014, Council approved the following Labor Relations Objectives (LRO) that will guide labor
negotiations with employee groups during 2014 and 2015:
• Maintain fiscal responsibility by ensuring that fair and responsible employee compensation expenditures
are supported by on-going revenues.
• Continue to make progress in the area of long-term systemic pension cost containment and reduction,
including reversing the unfunded pension liability trend and other actions consistent with State law.
• Continue to effectively manage escalating health benefit costs through balanced cost sharing and other
means while maintaining comprehensive health care coverage for all eligible employees.
• As necessary to attract and retain well qualified employees at all levels of the organization, provide
competitive compensation as articulated in the City’s Compensation Philosophy, including relevant
local, statewide or national labor markets
Current workload is delaying the completion of the calculations needed to determine the replacement
funding needs for equipment and information technology assets. Peripheral work is being completed at this
time.
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EXPAND BICYCLE AND PEDESTRIAN PATHS
Objective: Expand bicycle and pedestrian paths to improve connectivity and safety, including continued progress
on Rail Road Bicycle and Pedestrian Safety Trail and Bob Jones Trail, and pursuit of other options contained in the
Bicycle Transportation Plan.
Action Plan:
Task Current Revised
Railroad Safety Trail
1. Complete design of Class I bikeway – Taft to Pepper (contingent on TIF and future grant
funding availability).
6/14 11/14
Bob Jones City-to-Sea Trail
2. Complete construction of Class I bikeway connection to LOVR 2/14 Completed
3. Complete route planning of Class I bikeway – Octagon Barn Connection. 4/14 12/14
4. Begin design of bicycle facilities as part of the Prado Road Bridge at San Luis Creek
project. (Contingent on TIF and debt financing funding availability).
7/13 Completed
Other Bicycle and Pedestrian Paths
1. Complete design and begin construction of bicycle facilities as part of the LOVR
interchange project (contingent on TIF, grant, and debt financing funding availability).* 10/14 Completed
2. Construct Class II bike facilities on Prado Road as part of the Serra Meadows Project
(constructed by developer). 6/14 Completed
3. Construct miscellaneous bikeway improvements identified in the Bicycle Transportation
Plan. Ongoing Ongoing
4. Construct sidewalk ramps and repair sidewalks. Ongoing Ongoing
5. Maintain pedestrian and bicycle paths. Ongoing Ongoing
Other Efforts that Support Bicycling and Walking
1. As time permits, seek funding for the construction of bikeways and pedestrian facilities
within the City.
Ongoing Ongoing
2. Complete curb ramps, sidewalks, on-street bicycle facility paving, drain grate upgrades,
and striping improvements in conjunction with City Street paving projects. Ongoing Ongoing
3. Perform pavement maintenance on bicycle and pedestrian paths. Ongoing Ongoing
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MAJOR CITY GOALS – BICYCLE AND PEDESTRIAN PATHS
Task Current Revised
4. Complete 2013- Bicycle Transportation Plan Update 8/13 Complete
5. Conduct biennial vehicle, bicycle, and pedestrian traffic counts, speed surveys and travel
time studies (contingent on TIF funding availability).*
Ongoing 2013
Count
Complete
6. Continue bicycling educational efforts. Ongoing Ongoing
7. Continue alternative transportation marketing efforts Ongoing Ongoing
8. Continue annual Halloween Safety campaign Ongoing 2013
Complete
2014
Underway
9. Continue annual bicycle safety rodeo. Ongoing Ongoing
10. Continue providing more short term bicycle parking through the Racks with Plaques
bicycle rack donation program.
Ongoing Ongoing
11. Continue to implement General Plan and Specific Plan transportation policies, programs,
and improvements via private development projects.
Ongoing Ongoing
12. Promote bicycling among City employees. Ongoing Ongoing
*Projects that are also identified in the “Improve Transportation” Other Important Objectives. Costs for
these tasks are accounted for in the Other Important Objectives.
Status: 60% Complete. The following highlights key accomplishments so far and important next steps:
Railroad Safety Trail
1. Taft to Pepper -Although conversations continue with Union Pacific Railroad regarding a potential trail within
the railroad right-of-way; permission to construct a trail has not been granted and will likely not be achieved.
Revision to the railroad right-of-way alignment has been undertaken and an on-street, two-way path (bicycle track)
is under design for Winter 2015 construction. This alternative is under jurisdiction of the City and Caltrans and will
allow use of the existing grant funds that are set to expire in Spring 2015. The on-street project will be followed by
the construction of a bridge at Phillips (an additional phase of the project) to assist in connecting cyclists to the
southern portion of the Railroad Trail. This bridging of the UPRR right of way will require California PUC approval
but in essence reestablished the prior Phillips bridge that existed in this location for years.
Bob Jones City-to-Sea Trail
2. Octagon Barn Connection – Planning for this segment is substantially complete and has been reviewed by City
BAC and PC along with the County’s P&R Commission, Bicycle Advisory Committee and County Trail
Committee. However, adjacent property owners have requested additional environmental review at this time (prior
to Council consideration) and staff is reviewing how best to address this concern prior to final public hearing on
route alternatives.
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MAJOR CITY GOALS – BICYCLE AND PEDESTRIAN PATHS
Other Bicycle and Pedestrian Paths
4. Sidewalk repairs and some ramp work is ongoing, using the Job Order Contract approved by Council, and the
2013 and 2014 ramp construction projects are complete.
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MAJOR CITY GOALS – ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT
Objective: Implement the adopted Economic Development Strategic Plan (EDSP) – which includes an emphasis
on head-of-household jobs, collaboration, and measureable outcomes.
Action Plan:
Task Current Revised
Break Down Barriers to Job Creation: Permit Processing Improvements
1. Strategy 1.1: Identify opportunities for permit streamlining with the goal of reducing
permit processing times, seeking opportunities to increase internal coordination, and
improving cross department focus on development review.
7/13 –
12/14
Ongoing
Break Down Barriers to Job Creation: Infrastructure and Fees
1. Strategy 1.5(a): Complete an infrastructure financing assessment to establish priorities for
City investment in infrastructure expansion.
08/14-
06/15
2. Strategy 1.5(e): Identify one or more strategic infrastructure projects that the City could
invest in to benefit residents, businesses, employees, and property owners by providing a
significant return on investment to the City in the form of increased economic activity.
Pending
Outcome
of LUCE
Update
01/15-
06/15
Break Down Barriers to Job Creation: Key Sites
1. Strategy 1.8: Prepare and update a portfolio of “available properties” ready for
development in accordance with the findings of the permit process streamlining outcomes.
Pending
Outcome
of LUCE
Update
03/15-
06/15
2. Strategy 1.9: Evaluate the supply of land and space for residential and non-residential
development in the expansion areas of the City and prioritize areas with the greatest
potential for near term development that supports new head of household jobs. (This effort
will follow the LUCE Update and EIR).
7/14 – 6/15
Actively Support Knowledge and Innovation: Entrepreneurship/Access to Broadband
1. Strategy 2.2: Convene a cross-department team at the City with input from the local
industry experts, to facilitate expansion of broadband infrastructure including the policy for
public-private partnerships and related endeavors.
In Process
Promote and Enhance the San Luis Obispo Quality of Life
1. Strategy 3.3: Prepare a City of San Luis Obispo “view book” to facilitate business location
services and use the view book as a tool for business attraction. (This effort is coordinated
Strategy 1.8 above).
In Process
Pending
City
Website
project
2. Strategy 3.6: Explore opportunities to market the City as a place to do business via the
airport and train depots.
Ongoing
Build on Existing Efforts and Strengthen Regional Partnerships
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MAJOR CITY GOALS – ECONOMIC DEVELOPMENT
Task Current Revised
1. Strategy 4.2: Work with regional partners such as the Chamber of Commerce and EVC to
bring attention to existing businesses.
Ongoing
2. Strategy 4.3 (b): Through policy changes, enhance data collection using the business
licensing program (HdL) in order to facilitate collection of employment and other data
about local companies.
9/14 – 6/15
3. Strategy 4.3(c): Identify all businesses with ten or fewer employees within the City by
conducting a survey of business owners and developing an action plan that helps
businesses of this size grow.
7/14 – 6/15
Status: 55% Complete. The following is a summary of accomplishments and important next steps for this goal:
Break Down Barriers to Job Creation
1. Permit Processing Improvements: The recommendations from the Community Development Department’s
(CDD) Organizational Assessment have been used to develop a project plan to execute the permit streamlining
process. 90% of those recommendations have been implemented. A Development Review Team (DRT) continues to
ensure a consistent and expedient approach across all involved departments. Changes to the DRT process are being
implemented to provide a mechanism to track overdue plan checks and track work flow commitments. A
Continuous Improvement Group (CIG) works to ensure that there is cross department and cross functional input,
action and alignment with the improvement process. The implementation of EnerGov will allow the CIG to use the
data on permit review and issuance performance to continuously improve the process.
2. Infrastructure and Fees: The project with the consultant (EPS) covering three planned sessions to lay the
foundation for the future direction of infrastructure financing in the City has been completed. At the conclusion of
the third session Council directed staff to move forward with a range of initiatives related infrastructure and fees.
One of these initiatives was to develop a prioritized list of infrastructure projects for the City to invest in from an
Economic Development and Quality of Life perspective. During the process of developing this list an alternative
approach was developed which could meet the intent of the prioritization while creating the decision making
support and the resources to make these investments in line with the goals and priorities of the community. The
background and details to this possible approach were provided via a memo to the Council for their evaluation and
possible action during the upcoming goal setting process.
Actively Support Knowledge and Innovation
1. Entrepreneurship/Access to Broadband: Staff is working with the EVC and a tri- County consortium that has
received $300,000 in grant funding to assess the Broadband infrastructure in the region. Once the initial work is
completed on the assessment staff will work on forming a cross functional team with local industry experts.
Promote and Enhance the San Luis Obispo Quality of Life
1. View Book Creation: Initial discussions on the creation of the view book have been completed. Finalization of
the path forward is dependent on the outcome of the City’s new website project.
Build on Existing Efforts and Strengthen Regional Partnerships
1. The City is working with the EVC, The Central Coast Economic Forecast and Beacon Economics to secure data
from the California Employment Development Department to secure access to high quality employment data that
will be invaluable in executing strategies 4.3(b) and 4.3(c).
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MAJOR CITY GOALS – ASSESS & RENEW THE DOWNTOWN
ASSESS AND RENEW THE DOWNTOWN
Objective: Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element
(LUCE) update, revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued
development of cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and
adverse behaviors through enhanced public safety presence and enforcement, providing pedestrian-friendly
walkways, and address limits on alcohol establishments.
Action Plan:
Task Current Revised
1. Utilize Volunteers in Police Service (VIPS) as downtown patrols 1/14 12/14
2. Present concept of an Ambassador Program to the Downtown Association for
consideration.
1/14 Complete
3. Community Action Team Downtown Deployment (CAT) 7/13 Complete
4. Dedicated School Resource Officer Daytime Downtown Deployment 7/13 Complete
5. Dedicated Daytime Overtime Downtown Deployment 9/13 Complete
6. Two Daytime Downtown Officers Deployment 1/14 Ongoing
7. Public Safety Video Purchase and Implementation in Mission Plaza area 7/13 Complete
8. Extend Mission Plaza Restroom Hours Ongoing Complete
9. Retrofit Broad/Marsh restroom and open 9/13 Complete
10. Research additional restroom options and constraints 12/13 Complete
11. Council update on additional hours of restroom availability impacts, and recommendations
for additional implementation efforts.
3/14 Complete
12. Consideration of a moratorium on additional alcohol outlets 8/13 Complete
13. Mission Plaza Master Plan Initiation 1/14 11/14
14. Assess public safety access to existing business camera systems 2/14
15. Employ portable cameras in secluded high crime public areas. 6/14 Ongoing
16. Alcohol Concentration Evaluation and Adoption of Code Amendments 11/14
17. Mission Plaza Master Plan Adoption 9/15 12/16
18. Mission Plaza Railing Upgrade Ongoing
19. Removal and replacement of damaged or hazardous downtown trees and sidewalks 6/15
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MAJOR CITY GOALS – ASSESS & RENEW THE DOWNTOWN
Task Current Revised
20. Downtown Renewal, including sidewalks and appurtenances 1/15 2/15
21. Initiate and Complete review of Special Event Policy and Use of Mission Plaza 1/15
Status: 70% Complete. The following is a summary of accomplishments and important next steps for this goal:
1. Utilize Volunteers in Police Service to enhance Downtown Patrols: Recruitment is ongoing for police volunteers.
There is currently a background check being conducted for a potential volunteer candidate.
2. Ambassador Program has been presented to the Downtown Association. At this time, the Downtown Association
has no interest in pursuing the program.
3. CAT Team – staff has assigned two officers who are currently working in the CAT Team capacity addressing
downtown concerns. The CAT Team continues to work in this capacity.
5. Downtown Daytime Overtime – officers are currently being assigned to the downtown area on an overtime basis.
Overtime was scheduled as part of the Financial Plan from August – December 2013.
6. Two Daytime Downtown Officer Deployment – One officer has been assigned on a permanent basis and is
currently working the assignment. Due to officer recruitment and retention challenges, the second position has not
been filled; however, the department is using overtime to supplement the assignment.
7. Public Safety Video – staff has solicited bids and is reviewing vendor proposals.
Update: Public Safety cameras have been installed in three locations in the Mission Plaza area.
8. & 9. Mission Plaza Restroom hours were extended to midnight in July. Re-commissioning of the Broad Street
restrooms is complete and the restroom is open for late night use. Public Works alerted both the Police Department
and the Downtown Association to share the news with potential “customers.” Council reviewed the program at their
May 6, 2014 meeting and provided direction to staff.
12. Council held a Study Session in August 2013 and there was unanimous consensus not to proceed with a
moratorium on new alcohol beverage applications.
13. & 17. The City was not successful in obtaining a grant for an analysis of Mission Plaza needs. The Council
authorized $100,000 for the study as part of the 2013-14 Mid-Year Budget review. The project is scheduled to kick-
off in late 2014.
14. Due to staff resources and I.T. workload, this task is not feasible at this time.
18. The first Plaza Railing project is complete and the second will advertise in November 2014. Priorities have been
established based on areas of the railing previously identified by the JPIA.
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MAJOR CITY GOALS – SKATE PARK CONSTRUCTION
SKATE PARK
Objective: Complete construction of the skate park, utilizing a combination of public funds, donations, and
grant funding where possible
Action Plan:
Task Current Revised
1. Submit application for storm water permit 9/13 Completed
2. Skate Park marketing plan 11/13 Completed
3. Receive building and storm water permits 12/13 Completed
4. Council approval of Skate Park Public Art design and funding 12/13 Completed
5. Issue plans and specifications for construction 2/14 Completed
6. Award park construction and Public Art contracts 4/14 Completed
7. Groundbreaking Spring
2014
Completed
8. Start construction 6/14 Completed
9. Complete construction 12/14 Winter
2015
10. Identify and request maintenance resources 12/14 Completed
11. Open Santa Rosa Skate Park 1/15 Winter
2015
12. Maintain and operate the Santa Rosa Skate Park Ongoing
Status: 60% Complete. The following is a summary of accomplishments and important next steps for this goal:
Construction and public art contracts for the Skate Park were awarded by City Council in April 2014. The
construction contract was awarded to ProWest using subcontractor California Skate Park. The Public Art
contract was awarded to artists, Jed Joyce and John Jones for the creation of “Concrete Jungle”. At this same
time, Council approved a budget request authorizing additional funding for the anticipated maintenance and
operations of the new Skate Park upon its public opening in early 2015.
The construction of the Skate Park Project is progressing as outlined in the Major City Goal Action Plan.
Construction began in June 2014 and as of 10/01/14 is approximately 60% complete.
Skate Park Public Art, which has been integrated into the project, continues to progress alongside the
construction activities. Fabrication of the four (4) steel “tree tops” is 80% complete. The concrete “tree trunk”
bases, which will receive the steel “tree tops”, are currently being constructed as the skate park progresses. It is
estimated that installation of four “tree tops” into the concrete trunk bases will be completed in late November
into December 2014.
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
OPEN SPACE
Objective: Commit funding to expand open space and provide adequate staffing, planning, and other resources to
maintain and enhance open space quality and amenities.
Action Plan:
Task Current Revised
Real Property Acquisition / Administration and Conservation Planning
1. Pursue key acquisition opportunities including additions to the Reservoir Canyon Natural
Reserve and the Irish Hills Natural Reserve, as well as conservation easements which will
protect larger landscapes including scenic views and City gateways, headwaters to San Luis
Obispo Creek and several perennial streams, and valuable habitat areas.
Ongoing
2. Ongoing annual monitoring of all City-owned space preserves, open space easements, and
conservation easements.
Ongoing
3. Complete Reservoir Canyon Natural Reserve Conservation Plan to include Upper Goldtree
property addition.
7/13 Complete
4. Complete update of the Laguna Lake Management Plan. 9/13 Complete
5. Update Conservation Guidelines for open space lands within the City of San Luis Obispo to
address minor inconsistencies with other policy documents.
6/14 Deleted
per
Council
direction
3/18/14
6. Update the Saving Special Places report pertaining to strategic open space acquisition
priorities. Bishop Peak Natural Reserve Conservation Plan.
12/14 Deleted
per
Council
direction
3/18/14
and
replaced
with
Bishop
Peak by
6/15
7. Prepare the Islay Hill, Righetti Hill, and Terrace Hill Conservation Plans 6/15 Deletions
per
Council
direction
3/18/14
Land Restoration, Stewardship, and Monitoring
1. Continue sediment removal project at Prefumo Creek inlet to Laguna Lake and continue
monitoring of four other sediment removal locations completed in 2012.
Ongoing
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
Task Current Revised
2. Continue vegetative stabilization efforts associated with road decommissioning project at
Froom Ranch.
Ongoing
3. Ongoing community outreach and education in partnership with ECOSLO Ongoing
1. Creek and flood protection within the City’s natural waterways through Zone 9 projects and
coordination and oversight of the Stormwater Management program.
Ongoing Complete
for 2013-
14,
starting for
2014-15
2. Ongoing monitoring, remedial action, and enhancement, as needed, of existing mitigation
sites.
Ongoing
3. Complete pampas grass treatment at Froom Ranch 3/14 11/14
4. Install wetland meadow and riparian planting / invasive species control at Calle Joaquin
Agricultural Reserve suing awarded EEMP grant funds
12/14 Phase 1
complete,
Phase 2 by
12/14
Open Space Improvements, Maintenance, User Safety, and Patrol
1. Continue patrol of the City’s open space areas and creek corridors Ongoing
2. Continue maintenance of existing City open space trails Ongoing
3. Continue to coordinate 65 trail work days (3,500 hours) a year utilizing volunteers Ongoing
4. Continue to partner with the Central Coast Concerned Mountain Bikers on various open
space improvements and maintenance.
Ongoing
5. Continue to construct additional trails at Froom Ranch consistent with the approved Irish
Hills Conservation Plan.
Ongoing Two new
trails now
complete.
Mine Trail
and
Mariposa
Re-Route
Complete
6. Evaluate and implement long term solution to address unsanctioned and user created trails
at Bishop Peak, and continue to evaluate and address trail head parking burdens in
surrounding neighborhoods with signs, patrol, and dissemination of directional information
on the City’s website, trail maps, and in SLO Stewards.
Ongoing
7. Evaluate and implement long term solution to maintain singular and sustainable access trail
at the Maino Open Space.
Ongoing
8. Continue Ranger Led Hikes in the City’s open space on a monthly basis and upon request. Ongoing
9. Continue Ranger Service environmental education program and Junior Ranger Camp to Ongoing Complete
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
Task Current Revised
increase open space knowledge and user safety. for 2014
10. Increase staffing resources in the Ranger Service program to provide increased user safety
and amenities including but not limited to added open space improvements, maintenance,
and patrol.
Ongoing Complete
11. Re-route and construct a trail connecting Froom Ranch to the Bureau of Land
Management’s parcel in accordance with the Memorandum of Understanding with the
Department of Interior.
6/15 Work
starting
Fall 2014
12. Install new trail signs and kiosks including but not limited to: Froom Ranch, Froom-
Johnson Ranch connector trail, and Reservoir Canyon.
6/15
13. In coordination with Cal Poly engineering volunteers complete the Reservoir Canyon
bridge repairs.
6/15 Complete
14. Develop donation station program; creating avenue for further support of open space
maintenance and preservation (opportunities include Iron Rangers in possible partnership
with Public Art).
6/15
Urban-Wildland Interface Fuel Reduction
1. Bowden Ranch Open Space Eucalyptus thinning Ongoing Complete
2014
2. Irish Hills Open Space Eucalyptus thinning and mowing Ongoing Complete
2014
3. Terrace Hill Open Space mowing Ongoing Complete
2014
4. Islay Hill Open Space mowing Ongoing Complete
2014
5. Maino Open Space / Lemon Grove Eucalyptus thinning Ongoing Complete
2014
Status: 50% Complete. The following is a summary of accomplishments and important next steps for this goal:
Real Property Acquisition/Administration and Conservation Planning
Staff is currently working on several conservation land acquisitions, to include both purchases and dedications.
These projects, if successful, total approximately 2,100 acres of important open space lands in and around the City.
Annual monitoring of open space properties and conservation easements are on schedule. The Reservoir Canyon
Natural Reserve Conservation Plan was approved by the City Council at its November 19th meeting. The Laguna
Lake Management Plan Update was approved by the City Council at its July 15th meeting. Work has begun on the
Terrace Hill Conservation Plan. At the Natural Resources Program’s Annual Report to City Council on March 18,
2014, the Council concurred with staff’s recommendation to prepare an update of the Bishop Peak Natural Reserve
Conservation Plan in lieu of updating the Conservation Guidelines and the Saving Special Places reports; this work
effort will begin this winter.
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
Land Restoration, Stewardship, and Monitoring
The City Biologist continues to track and monitor numerous new and existing sediment removal projects, as well as
provide oversight to annual “winterization” efforts in our waterways to help prevent flooding, which is complete for
2013-14 and now beginning for 2014-15 with assistance from the California Conservation Corps and the CALFIRE
/ California Men’s Colony work crews. The wetland meadow project at the Calle Joaquin Agricultural Reserve is
scheduled for phase II installation in November. The pampas grass removal project at Froom Ranch is in planning
stages with staff currently working to requisition project materials and appropriate landscape restoration contractors.
ECOSLO is in contract to continue to assist the Natural Resources Program with community outreach through SLO
Stewards and the Natural San Luis Docents program.
Open Space Improvements, Maintenance, User Safety, and Patrol
During summer 2014, the Parks and Recreation Department hosted two "at capacity" Junior Ranger Camps with one
highlight of the camps held in Laguna Lake Natural Preserve being able to watch a bald eagle who had taken up
residence on a daily basis. Over 40 children were educated about local plants, animals, and sustainable practices in
the City's natural areas. Ongoing work on open space maintenance, user safety and patrol continues. During the
summer, upon completion of the construction of the “mine trail” including a multi-month effort through mine
tailings, work to re-route a steep and eroded portion of the Mariposa Trail was undertaken. This reconstruction to
more sustainable standards was completed in September 2014. Ranger Services looks forward to hosting its annual
trail building event, Trail Works in November in partnership with the Central Coast Concerned Mountain Bikers.
City Rangers will coordinate the construction of new trails totaling approximately one half of a mile in the Irish
Hills Natural Reserve for future public use. Regular Saturday work days and Eagle Scout projects have occurred
throughout the summer and fall seasons accomplishing ongoing maintenance in the open space areas. Rangers
coordinated with the Police Department educational night patrols starting in October 2014 to educate users about
night hiking (not undertaking it one hour past dark) to improve user safety and alleviate concerns from neighbors
who live near open space trailheads.
Urban-Wildland Interface Fuel Reduction
Annual mowing and weed abatement was completed for summer 2013. A fuel reduction project was conducted for
the Bowden Ranch area in mid-January 2014, and was followed by work at the Cerro San Luis / Maino Open Space
and Irish Hills Natural Reserve. Fire Department staff secured a $10,000 Fire Safe Council grant to match the
City’s funds for these efforts. A Cal Poly master’s student in City and Regional Planning is completed a Vegetation
Management Plan in coordination with the Natural Resources Program and Fire Department for her graduate
project.
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE
MAINTENANCE
MAINTENANCE OF CITY INFRASTRUCTURE
Objective: Enhance maintenance of City infrastructure including attention to streets, sidewalks, pedestrian
walkways, lighting, bicycle paths, creek and flood protection, parks, open space, urban forest, public buildings, and
other City-owned property.
Action Plan:
Task Current Revised
Buildings
1. Facility Maintenance Ongoing
2. Jack House exterior painting 6/14 12/14
3. Jack House restroom remodel 6/14 Completed
4. Police station HVAC replacement 6/15
5. City Facility parking lot maintenance 6/15 Complete
6. City Hall perimeter drain 6/15
7. Minor exterior building painting 6/15
8. Fire Station & Corporation Yard roll-up door replacement 6/15
9. Golf Course restroom replacement design 6/15
Water
1. Distribution system and treatment facility maintenance Ongoing
2. Water Distribution system improvements – year 1 6/14 2/15
3. Telemetry system improvements 6/14 6/15
4. Stenner Canyon Raw Waterline replacement 6/15 1/16
5. Water Treatment Plant air compressor replacement 6/15
6. Water Distribution system Improvements – Year 2 6/15
7. Distribution pump station upgrade design 6/15
8. Serrano Tank replacement 6/15 On hold
9. Slack Tank replacement design 6/15 On hold
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE
MAINTENANCE
Task Current Revised
Wastewater
1. Collection system and treatment facility maintenance Ongoing
2. Water Resource Recovery Facility major maintenance – year 1 6/14 Complete
3. Wastewater Collection system improvements – year 1 6/14 9/15
4. Water Resource Recovery Facility major maintenance – year 2 6/15 Ongoing
5. Wastewater Collection system improvements – year 2 6/15 6/16
Roadways
1. Roadway and traffic signal & lighting maintenance activities Ongoing
2. Street reconstruction & resurfacing – year 1 12/13 Complete
3. Street reconstruction & resurfacing – year 2 12/14 Complete
4. Prado Bridge deck overlay 6/15
5. Sidewalk repairs 6/15 Complete
6. Traffic sign maintenance Ongoing Ongoing
7. Marsh Street bridge design 6/15
8. Downtown lighted crosswalk replacement 6/15 6/15
Creek and Flood Protection
1. Creek encampment cleanup Ongoing
2. Storm drain system cleaning Ongoing
3. Annual creek winterization Ongoing
4. Johnson Underpass pump replacement 6/14 12/14
5. Broad & Leff culvert repair 6/14
6. Storm drain replacement – year 1 6/14 Complete
7. Storm drain replacement – year 2 6/15
8. Hathway & Murray culvert repair design 6/15
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE
MAINTENANCE
Task Current Revised
Parking
1. Structure and lot maintenance Ongoing
2. Parking lot resurfacing 6/14 Complete
3. 919 Palm Structure stair rehabilitation 6/14 8/15
4. Marsh Structure light replacement 6/14 Complete
Transit
1. Bus stop shelter replacement 6/15 Grant
Funding
not
received
Parks, Tree, and Landscape Maintenance
1. Parks, trees, medians, roadway, and facility landscape maintenance Ongoing
2. Santa Rosa Park picnic & serving table replacement 6/14 Complete
3. Pathway maintenance – year 1 6/14 Complete
4. Sinsheimer Park playground equipment replacement 6/14 1/16
5. Pathway maintenance – year 2 6/15
6. Sinsheimer Stadium stair replacement 6/15
7. Mission Plaza rail replacement 6/15
8. Meadow Park light replacement 6/15
9. Downtown tree replacement & sidewalk repair 6/15
Swim Center
1. Swim Center maintenance Ongoing
2. Replace chemical pumps 6/14 Complete
3. Olympic pool plastering 6/15 1/16
Golf Course
1. Golf Course maintenance Ongoing
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE
MAINTENANCE
Task Current Revised
Open Space
1. Open space and trail maintenance Ongoing
City Maintenance & Asset Management
1. Complete implementation of Cityworks Asset & Maintenance Management Software 6/15
Status: 30% Complete. The following is a summary of accomplishments and important next steps for this goal:
Buildings
3. Jack House Restrooms award of construction is underway with a goal to complete construction in time for the
upcoming “wedding” season. Quotations for painting work are being acquired to allow this work to be coordinated
with the restroom upgrade. Tight bidding allowed the Gazebo reconstruction, originally planned for 2014-15 to be
included in the bid with the restrooms, and will be completed in the same timeframe.
6. The design for the City Hall perimeter drain is nearing completion.
4. The HVAC unit replacement at the Police Department design and bidding work is complete. A contract for
construction has been awarded and will largely be complete prior to the end of the 2014 calendar year.
8. A rollup door at the Corporation Yard was replaced and a second door replacement is underway.
Water
2. Water Distribution system improvements – Year 1. New system-wide water modeling identified a better way to
perform some of these improvements. Redesign of the bid documents is being completed in-house with
construction anticipated in February of 2015. Those improvements not undergoing redesign are moving forward
and are at 90% design.
3. Telemetry System Improvements: The construction phase was deferred to 2013-14. Design phase was delayed
due to the need to conduct a radio study to facilitate design; radio study was completed and design is currently at
90%. Construction is scheduled for 6/15.
4. Stenner Canyon Raw Waterline Replacement Study requires taking Salinas pipeline offline. Study currently on
hold until Nacimiento pipeline is back online. (
5. Water Treatment Plant Air Compressor Replacements Project has been reprioritized and removed from current
CIP.
1. Water Distribution system Improvements – Year 2. Currently at 90% design.
8. Serrano Tank replacement. New system-wide water model indicates the Serrano Tank could possibly be
eliminated. Project on hold until new information is analyzed.
9. Slank Tank replacement design. (New system-wide water model indicates the Serrano Tank could possibly be
eliminated. Project on hold until new information is analyzed.
Wastewater
1. The force main portion of the Call Joaquin Lift Station will be accelerated to accommodate the LOVR
interchange construction to avoid project schedule conflicts. The project was therefore split into two phases.
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE
MAINTENANCE
Roadways
2. Street Reconstruction is complete on portions of California Blvd and Fredericks Street.
3. Street sealing work in area 6 and 7 is complete.
5. Sidewalk repairs are ongoing, using the Job Order Contract approved by Council.
2. Marsh Street Bridge replacement project report was approved by Council, and technical studies and preliminary
design are underway.
Creek & Flood Protection
3. During October and November, Natural Resources staff worked with contract service providers to clear
excessive vegetation. Natural Resources and Public Works maintenance staff has teamed up to remove
accumulated silt and drain pipe outlets in small open channel areas. Accumulations can cause backups in the
system, aggravating flooding.
4. The Johnson Underpass pump replacement is starting construction.
5. & 8. Broad & Leff, and Hathway & Murray culvert repairs were not ultimately funded as part of the adopted
Financial Plan. These two projects were inadvertently left in the Action Plan.
Parking
1. Parking Lots 2, 3, 11 all completed for resurfacing and pothole remediation in November 2013.
Swim Center
1. In addition to the Chemical Pump replacement, the Boiler replacement from the previous budget was completed
along with a major repair of the circulation pump, and the new automatic vacuum robot replaced.
City Maintenance & Asset Management
1. All maintenance staff launched the new Cityworks program during the last months of 2013. Staff is routinely
entering work order and service request information. Problems with programing continue to be worked through.
The Cityworks, Maintenance & Asset Management project is now online and being utilized by Public Works and
Utilities Departments maintenance crews to dispatch work orders and service requests. All water distribution
service orders are being dispatched and closed through Cityworks and Springbrook through system integration.
Both departments are using Cityworks to track assets and project asset lifespan through the system’s infrastructure
optimization function.
E-36
Attachment 1
BW1 - 42
OTHER IMPORTANT COUNCIL OBJECTIVES – IMPROVE TRANSPORTATION
IMPROVE TRANSPORTATION
Objective: Improve transportation – prioritize the construction of the Los Osos Valley Road (LOVR) overpass,
invest in new sidewalks, bicycle paths, street lighting, curb cuts, and other amenities to improve the walkability of
the City’s neighborhoods and commercial districts.
Action Plan:
Task Current Revised
1. Los Osos Valley Road Interchange
- complete design and permitting work
- begin construction
12/13
10/14
Complete
Complete
2. Prado Road Creek Bridge Widening – NEW
- begin project study report
- begin environmental, design, and permitting work
- complete environmental, design, and permitting work
- begin construction
7/13
7/14
6/17
6/18
Complete
10/14
10/17
10/18
3. Railroad Safety Trail
- complete design of Class I bikeway – Taft to Pepper
6/14
11/14
4. Bob Jones City-to-Sea Trail
- complete construction of Class I bikeway connection to LOVR
2/14
Complete
5. Rehabilitate Downtown lighted crosswalks – NEW
- Begin Design Marsh Street In – Ground Crosswalk
- complete Marsh Street in-ground lighted crosswalk
- complete Higuera Street in-ground lighted crosswalk
6/14
6/16
8/14
6/15
6/16
6. Complete Land Use & Circulation Element Update 6/14 10/14
7. Continue the Neighborhood Traffic Calming program and associated projects Ongoing Ongoing
8. Continue the Annual Traffic Safety program and associated projects Ongoing Ongoing
9. Continue the bi-annual Traffic Operations program and associated projects Ongoing Ongoing
10. Continue misc. bicycle facility improvements Ongoing Ongoing
11. Complete bi-annual citywide bicycle, pedestrian, and vehicle counts (contingent on TIFF
funding availability)
Ongoing Ongoing
12. Complete Fleet vehicle conversion / replacement 7/13 Completed
13. Conduct Short Range Transit Plan (SRTP) (contingent on grant funding availability)
- Evaluate possibility of Joint RTA/SLO City SRTP
- Caltrans grant Secured
- Issue RFP & hire consultant
- Complete plan & present to Council
6/15
Complete
08/14
11/14
2016
E-37
Attachment 1
BW1 - 43
OTHER IMPORTANT COUNCIL OBJECTIVES – IMPROVE TRANSPORTATION
Status: 70% Complete. The following is a summary of accomplishments and important next steps for this goal:
1. Los Osos Valley Road Interchange - Construction contract has been awarded and work has begun.
3. RRST – Taft to Pepper - Although conversations continue with Union Pacific Railroad regarding a potential trail
within the railroad right-of-way; permission to construct a trail has not been granted. An improved on-street, two-
way path is under design for Winter 2015 construction, to use the existing grant funds that are set to expire in
Spring 2015. The on-street project will be followed by the bridge at Phillips to assist in connecting cyclists to the
southern portion of the Railroad Trail.
6. Land Use and Circulation Element - The Land Use and Circulation Element continues to be a significant work
effort for staff and the LUCE task force with many meetings being conducted and policy level recommendations
being discussed.
12. Fleet Replacement - The Fleet replacement has been impacted by the delay in filling the Fire Vehicle Mechanic
position. The Fleet Supervisor has acted in a dual position capacity since June 2013 while additional recruitment
efforts have been undertaken. That position is now filled a new Fleet Supervisor has been hired. Major vehicle
replacement orders (fire engine, traffic signal boom truck, Police department vehicle replacements) have been
accomplished in order to address procurement timing, fleet safety and CARB air quality mandates. Additional
vehicle procurements are proceeding with the goal of completing all vehicle replacement for the FY 13-15 FP by
June 2015.
13. Short Range Transit Plan - The Short Range Transit Plan update has been delayed due to awaiting success of
being awarded a Caltrans Planning grant to perform a joint SRTP effort with RTA..
The City and RTA received word in August that the Caltrans grant has been awarded and the SRTP update process
will begin in November of 2014. The project will take approximately 12 months to complete.
E-38
Attachment 1
BW1 - 44
CARRYOVER GOALS AND OBJECTIVES
The following summarizes the status of “carryover” goals and important objectives from the 2011-13 and 2009-11
Financial Plans. In several cases, “carryover tasks” have been incorporated into the Major City Goals (or “Other
Important Council Objectives”) for 2013-15, and as such, they are not repeated in this section.
OTHER IMPORTANT COUNCIL OBJECTIVES
PLANNING: UPDATE LAND USE AND CIRCULATION ELEMENTS
Objective: Within the scope of the Strategic Growth Council (SGC) Grant, undertake an update of the Land Use
and
Circulation Elements; including “Healthy Cities,” complete streets, and pedestrian circulation policies.
Building on the work completed in the previous fiscal year and public input from six workshops, on-line tools
such as Mind-Mixer, the 2012 Community Survey, and participation in hearings and open houses, the Task Force
for the Land Use and Circulation Elements update (TF-LUCE) and Planning Commission focused on policy and
program changes to the Land use and Circulation Element and provided recommendations to the Council for
consideration. The Council added the draft policies and programs to the endorsed set of physical alternatives to
develop the “project description” to be studied through the environmental review process on January 28, 2014.
The sixth community workshop was held on May 31, 2014 to review the more significant policy updates and to
learn about outcomes of the traffic modeling conducted as part of the EIR. The draft EIR was released for public
review on June 13, 2014. The City received 25 responses to the EIR, eight form agencies and 17 from
individuals as well as input from the advisory bodies: all were responded to in the Final EIR and no additional
impacts were identified. The City Council certified the Final EIR on September 16, 2014. Planning Commission
completed review of the legislative drafts on September 18, 2014 and recommended approval of the updated
documents. The $880,000 Strategic Growth Council Grant which funded the update effort has been fully
expended and a final report to close out the grant was submitted by the September 26, 2014 deadline. The City
Council has reviewed and provided direction on the draft Land Use and Circulation Elements and anticipates
taking final action on the update on October 21, 2014.
E-39
Attachment 1
BW1 - 45
ACTION PLAN CHANGES AND NEXT REPORT
ACTION PLAN CHANGES
As noted above, in general we are well underway in
accomplishing the 2013-15 goals and objectives
based on the work programs adopted by the Council.
NEXT REPORT
Staff will present the next “formal report” to the
Council in September 2015. In the interim, we will
keep the Council up-to-date on the status of major
projects through agenda reports, Council Notes and
other briefing opportunities.
E-40
Attachment 1
BW1 - 46
STATUS OF MAJOR CIP PROJECTS – 3RD UPDATE 2013-15
Under Construction
Design
Study
0%10%20%30%40%50%60%70%80%90%100%
Playground Equipment Replacement
Railroad Safety Trail—Taft to Pepper
Marsh Street Bridge Replacement
Downtown Directional Signs
Website Upgrade
Gateway Monument—Santa Rosa & Highland
Calle Joaquin Lift Station Replacement
Storm Drain System Replacements
LOVR Interchange
Bicycle Facility Improvements
Water Resource Recovery Facility Upgrade
Johnson/Santa Rosa/Emerson Parks
Mitchell/Sinsheimer/Islay Hill/Ludwick/Vista Lago
0%10%20%30%40%50%60%70%80%90%100%
Water Resource Recovery Fac Energy Upgrade
Laguna Lift Station Replacement
Railroad Safety Trail—Hathway to Taft
Bob Jones Trail Connector at LOVR
Street Reconstruction/Paving
Open Space Acquisition
Skate Park
E-41
0%10%20%30%40%50%60%70%80%90%100%
Bob Jones Trail Octagon Barn Connection
Attachment 1
BW1 - 47
ATTACHMENT 2
Status Report on
General Plan Implementation Programs
November 2014
Attachment 2
BW1 - 48
Status of General Plan Implementation Programs
TABLE OF CONTENTS
Introduction
Overview 1
Status of General Plan and Area Plan Implementation Programs 1
Report Organization 2
Findings 3
Status of General Plan Implementation Programs by Element
Land Use Element 8
Housing Element 11
Circulation Element 14
Conservation and Open Space Element 17
Noise Element 22
Safety Element 22
Parks and Recreation Element 23
Water and Wastewater Element 25
Status of Area Plan Implementation Programs
Orcutt Area Specific Plan 27
Mid-Higuera Area 32
Railroad District 34
Airport Area Specific Plan 37
Margarita Area Specific Plan 39
Climate Action Plan 45
Attachment 2
BW1 - 49
INTRODUCTION
- 1 -
Status of General Plan Implementation Programs
High Difficulty
4.5%
Complete
or Ongoing
84% Low Difficulty 1%
Medium Difficulty
10.5%
Incomplete
Programs
16%
OVERVIEW
The purpose of this report is to provide a concise yet comprehensive summary of the status of all
General Plan implementation programs as well as implementation programs for key “area” plans:
Downtown, Mid-Higuera Area, and Railroad District Area. This report also covers action items
and the status of efforts in the Airport Area, Margarita Area and Orcutt Area Specific Plans.
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
The following schedules provide a concise
yet comprehensive summary of the status of
all General Plan implementation programs.
As discussed in greater detail below, of the
448 individual implementation programs in
the General Plan, 84% (375) of them are
completed or have been integrated into the
City’s ongoing operations. This is a nearly
four percent increase of implemented
programs since the last Financial Plan
reporting.
Given the ambitious nature of our General
Plan and its twenty-year time horizon, we
believe that this represents significant progress in achieving General Plan goals.
The incomplete programs (16% of the total) are classified as follows:
1% (5) as being relatively easy to achieve from a resource perspective.
10.5% (47) as being of moderate difficulty.
4.5% (21) as being difficult to achieve.
Report Focus: Why Report on the Status of Programs? The City’s General Plan is composed
of a “building block” hierarchy of goals, objectives, policies and programs. Goals and objectives
are direction-setters. They describe desirable conditions and preferred outcomes as they are
applied to specific situations. Goals are generally not quantifiable, time-dependent or suggestive
of specific actions for their achievement. Objectives generally state an intermediate step toward
attaining a goal. Policies are typically more specific statements that guide decision-making.
Programs are actions that implement goals, objectives and policies. As such, monitoring our
progress in implementing General Plan programs is an excellent way of monitoring our progress
in achieving General Plan goals and objectives. And for this reason, it is the focus of this report.
Attachment 2
BW1 - 50
INTRODUCTION
- 2 -
Report Organization
General Plan Elements. The report first organizes each of the implementation programs into
one of our eight General Plan elements:
Land Use (LU)
Housing (H)
Circulation (CI)
Conservation and Open Space (COSE)
Noise (N)
Safety (S)
Parks and Recreation (PR)
Water and Wastewater (WW)
Implementation Program Summary. A short “one-line” narrative is provided for each
implementation program, referencing the specific General Plan Program number. (Each program
is assigned a “line number” solely for easy internal reference within the report itself.)
Lead Department. The lead responsible for implementing the program is presented. (In many
cases, several departments work closely together in implementing the program; this simply
indicates which department has the lead role in coordinating program implementation.)
Administration (ADM)
Community Development (CD)
Finance & Information Technology (F&IT)
Fire (FD)
Parks and Recreation (P&R)
Police (PD)
Public Works (PW)
Utilities (UT)
Implementation Status. All programs are organized into one of two major “status” categories:
If it’s complete (or will be complete by June 2015) or has been integrated into City
operations as an ongoing program, this is noted with a “C” (complete) or an “O” (ongoing) in
the first status column of the summary. For easy reference, within each element, completed
programs are listed first in the summary, followed by those that are ongoing.
If it won’t be completed (or become an ongoing program) by June 2015, then we have rated
how difficult it will be to complete on an “order of magnitude” (qualitative) basis using the
following coding:
Low (L): Minimal staff effort and no consultant assistance will be needed to complete the
analytical work and coordinate stakeholder-public outreach. While this is a qualitative
assessment by the lead department, this generally means that less than 80 hours of staff work
and no additional budget resources will be needed to implement the program.
Medium (M): Significant staff effort, some consultant assistance or supplemental funding
for operations or capital projects will be needed to complete the analytical work and
coordinate stakeholder-public outreach or implement the program. Again, while this is a
qualitative assessment by the lead department, this generally means between 80 to 500 hours
of staff work and/or up to $25,000 for added budget resources will be needed to implement
the program.
Attachment 2
BW1 - 51
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 3 -
High (H): Major staff effort, consultant assistance or supplemental funding for operations or
capital projects will be needed to complete the analytical work, coordinate stakeholder-public
outreach or implement the program. Generally, this means that more than 500 hours of staff
work and/or more than $25,000 for added budget resources will be needed to implement the
program.
For easy reference, within each element, the incomplete programs follow those that are
complete/ongoing, with the “low” difficulty programs listed first, followed by those that are
“medium and high.”
Area Plans. “Area plans” like the Railroad District Plan are not General Plan Elements.
However, each of the area plans adopted by the Council that have “implementation programs” –
Mid-Higuera Street Enhancement Plan, Railroad District Plan, Airport Area Specific Plan,
Margarita Area Specific Plan and Orcutt Area Specific Plan – are closely linked to the General
Plan implementation. Accordingly, the status of “area plan” implementation programs is also
provided in this report. They are organized in the same manner as the status report on General
Plan program implementation. The Downtown Concept Plan is a graphical document with
supporting guidance. This plan is summarized in narrative format on page 5.
Findings
General Plan Programs
Status Summary. As noted above, 84% of the City’s General Plan implementation programs
have been completed or integrated into the City’s day-to-day operations. Due to the timing of
Council action on the Land Use and Circulation Elements (LUCE) update, the tables and
information in this report do not capture the modified and added programs for those elements.
The draft Land Use Element and the Circulation Element contain approximately 33 and 19 new
programs respectively as well as numerous programs that were modified as part of the update
process at the time of staff report completion.
In addition, the City is currently updating the Housing Element in compliance with timing
specified by the state. Because the existing element was reviewed and certified by the state as
recently as June 2010, staff anticipates changes to Housing Element programs will be fairly
minor to address changes in state law and respond to community input and needs .
Staff has added the Climate Action Plan as another set of programs or strategies that require
implementation. This strategy document overlaps programs in almost every other element of the
General Plan, and therefore may represent some duplication in implementation, however it is
included as a summary of strategies for which implementation is vitally important in order to
meet emissions reductions goals.
The following is a more detailed summary of the status of existing General Plan implementation
programs by element:
Attachment 2
BW1 - 52
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 4 -
Summary: Status of General Plan Implementation Programs
General Plan Element
Complete or
Ongoing
Difficulty to Complete
Total Low Medium High
No. Pct. No. Pct. No. Pct. No. Pct.
Land Use 56 77% 0 0% 11 15% 6 8% 73
Housing 51 65% 2 3% 24 31% 1 1% 78
Circulation 54 83% 2 3% 6 9% 3 5% 65
Conservation & Open Space 108 92% 0 0% 4 3% 6 5% 118
Noise 4 100% 0 0% 0 0% 0 0% 4
Safety 34 100% 0 0% 0 0% 0 0% 34
Parks and Recreation 36 93% 0 0% 0 0% 3 7% 39
Water and Wastewater 32 87% 1 3% 2 5% 2 5% 37
TOTAL 375 84% 5 1% 47 10.5% 21 4.5% 448
As reflected above, there are very few “low effort” programs remaining.
Resource Requirements. Based on our qualitative assessment of the resources need to
complete the implementation of the remaining programs, the following is a “high-level”
assessment of the staff resources and added budget resources that will ultimately be needed to
complete these programs at some point:
and/or
min
Low Difficulty500.23 -$
Medium 47 1.9012.00 1,175,000$
High 21 5.405.40 +525,000$ +
Total 73 7.3017.63 +1,700,000$ +
-$
-$
525,000$
525,000$
High-Level Resource Assessment
FTE's*
minRemaining Programs Consultant Costs
max max
*Annual Full-time Equivalent (FTE)
Value of Remaining Action Items. These summaries show which programs remain undone and
the “order of magnitude” resources that would be needed to complete them. However, they do
not address their relative value to the community compared with the effort that would be
required to complete them. For example, it might be tempting to direct our resources to
finishing-up the “low or medium difficulty” programs to get them off our plate. However, this
should be weighed against the value likely to be derived. In this case, we might have a greater
impact in improving the community’s quality of life if we focused the same level of resources
towards accomplishing a fewer number of “high value” (but relatively higher effort) programs.
On the other hand, we would want to avoid undertaking high-effort but lower-value programs.
The following is a paradigm or model for assessing these “value versus effort” trade-offs, which
can be summarized as follows in the context of allocating resources towards completing General
Plan programs:
Attachment 2
BW1 - 53
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 5 -
In this model, the first priorities should be selected from Quadrant A: “low effort but high
value.” (These are the proverbial “low hanging fruit.”) After this, Quadrants B and C are a “toss-
up.” However, in all cases, we would want to minimize efforts towards programs that might fall
into Quadrant D, unless the community or decision makers think that there is greater value than
the weight assigned by City staff.
Ultimately, assessing the value of individual programs and directing resources towards
completing them is the Council’s decision (and in the final analysis, this is what the City’s goal-
setting and budget process is all about). However, staff can prepare an “order of magnitude”
assessment of those programs we believe would have the most near-term benefits relatively
quickly if the Council believes that this would be helpful background information in the goal-
setting process.
Area Plans
Railroad District Plan Programs
Ten of the forty-one Railroad District Plan implementation programs have been completed or
integrated into ongoing programs. Of the remaining thirty-one programs that are not yet
complete, we have classified two of them as “medium” difficulty and twenty-nine as “high.”
Several of the programs that call for bike paths along the railroad right-of-way may need to be
adjusted to reflect the inability to achieve easements from the Union Pacific Railroad.
Mid-Higuera Area Enhancement Plan Programs
While work has been done toward implementation, none of the twenty-four programs set forth in
this long term plan have been completed. We have classified two of the twenty-four programs
that are not yet complete as “medium” difficulty and twenty-two of them as “high.” The LUCE
calls for update of this plan.
Quadrant A Quadrant B
Low Effort, High Value Low Effort, Low Value
Quadrant C Quadrant D
High Effort, High Value High Effort, Low Value
High Low
EF
F
O
R
T
Lo
w
Hi
g
h
VALUE
Attachment 2
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 6 -
Downtown Concept Plan
The General Plan provides policies and programs for all areas of the City including a specific
section in the Land Use Element regarding the Downtown. The Downtown Concept Plan is a
graphical map with principles that has long been used to guide decisions regarding development
in the Downtown. This document is referenced in the Land Use Element (4.0) as an illustration
of how Downtown development may occur but was never envisioned as a static document, rather
more of a vision concept. Some of the concepts are being pursued with review and approval of
private development. Others require City resources and action, and some concepts may change.
- The Land Use and Circulation Elements update calls for updating this plan.
Airport Area Specific Plan Programs
Of the twenty-eight programs set forth in this plan, twenty have been integrated into ongoing
programs. We have classified two of the remaining nine programs that are not yet complete as
“medium” and six as “high.” This Specific Plan was amended in September 2014 after many
years of agency collaboration to address the Chevron Remediation and Redevelopment proposal
and some of these programs have been updated as part of the process. There is renewed interest
to annex unincorporated properties in the City now that the recovery of the economy is fully
underway and some water and wastewater challenges are on the horizon.
Margarita Area Specific Plan
The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling
units and about 900,000 square feet of business park development. Three subdivisions have been
approved for a total of approximately 300 residential lots, and several commercial developments
have been approved. Within the approved subdivisions, approximately 51 dwelling units have
been completed with future phases starting within the upcoming months. Many of the programs
listed in the plan are dependent upon actual construction taking place since they will be
implemented with development; however, two of the 86 programs have been completed: the
dedication of the South Street Hills and the construction of the Damon-Garcia Sports Field
complex. Changes to the fee program were undertaken to clarify parkland fee structure and to re-
assign a portion of parkland payment responsibility to the community at large to reflect the
community-wide benefit of the Damon-Garcia Sports fields.
Orcutt Area Specific Plan
The Orcutt Area Specific Plan was approved in 2010 and accommodates nearly 1,000 new
residential units and some 15,000 square feet of commercial retail space. The area was annexed
to the City in November 2011. None of the 93 programs identified has yet to be completed
because the programs specify conditions that will be accomplished by development occurring in
the area. The programs are listed as “ongoing’ because the programs will apply to and be
implemented by development in the area. Currently, subdivision and development proposals
have been submitted and are in process as follows:
Wingate (Taylor) – 142 total units (45 SFR), 33 row houses, 52 senior apartments (+12
lofts) and a one-acre park: Tentative Tract Map approved
Jones – 65 total units (9 SFR, 9 MU, 43 condominium units, open space along creeks): In
process
Attachment 2
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 7 -
Righetti Ranch – 304 total units (272 SFR, 32 townhomes, 14 + acre neighborhood park,
and 52 + acres of open space on Righetti Hill: Specific Plan update required. In process
West Creek - 179 total units (104 apartments, 18 SFR, 57 alley-loaded units): In process
OASP programs will be implemented as part of these and future developments in the area.
\\chstore4\Team\Budget Folders\2013-15 Financial Plan\Council Goal-Setting\12-18-12 Goal-Setting Process Council
Meeting\Status of General Plan Implementation Programs, 2011-13.docx
Attachment 2
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 8 -
Status of General Plan Implementation
Programs
STATUS AS OF May 6, 2014
Complete Difficulty to
Complete Lead
Program Summary Or
Ongoing Low Med High Dept
Land Use
2.14 Consider new regulations for accessory buildings
(LU 2.14.(3))
C
CD
3.9 Rezone neighborhood uses in C-S (LU 3.9.3) C CD
6.4 Revise engineering standards to allow for porous
paving and landscaping (LU 6.4.5)
C
PW
2.15 Provide staff support for neighborhood issues
(LU 2.15.F)
C
CD
3.6 Add warehouse stores to Zoning Regulations.
(LU 3.6.2.B)
C
CD
3.6 Add R&D facilities to Zoning Regulations (LU
3.6.2.D)
C
CD
3.9 Provide incentives to encourage relocation of auto
sales (LU 3.9.8)
C
CD
3.9 Noise prevention in Zoning Regulations,
architectural guidelines (LU 3.9.9/N)
C
CD
6.0 Prepare a refined land use map for the City and
its planning areas (LU 6.0.3)
C
CD
2.16 Revise residential density determination method
for Medium, Med-High & High land use districts
(LU 2.16)
C
CD
3.9 Revise zoning & architectural standards to
protect character of downtown areas (LU 3.9.7)
C
CD
4.2 Revise zoning regulations to require large new
projects downtown to include dwellings (LU 4.2.1)
C
CD
1.7 Encourage County to adopt cluster districts (LU
1.7.4)
C
ADM
1.15 City-County MOU regarding SLO Planning Area
(LU 1.15.8)
C
ADM
2.10 Review and, if necessary, revise noise, property
development, & maintenance standards (LU
2.10.1)
C
CD
2.10 Adopt property maintenance standards (LU
2.10.2)
C
CD
2.13 Affordable housing inclusionary fee requirements
(LU 2.13)
C
CD
2.14 Consider new regulations for large infill houses
(LU 2.14. (1),(2))
C
CD
3.9 Investigate ways to intensify and improve
cohesion at existing Madonna Road centers (LU
3.9.10)
C
ADM
3.9 Eliminate PD minimum site area for commercial
zones (LU 3.9.2)
C
CD
Attachment 2
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 9 -
4.2 Develop & apply a "Residential-Office" zone in the
downtown (LU 4.2.2)
C
CD
5.7 Study possible reuse of surplus City facilities by
cultural and non-profit groups (LU 5.7)
C
ADM
5.8 Encourage public art in all projects (LU 5.8) C ADM
6.3 Designate sensitive sites and require ARC review
during subdivision process (LU 6.3.1)
C
ADM
7.13 Establish in-lieu fee to protect airport area OS
when protection not feasible with project approval
(LU 7.13)
C
CD
7.8 Work with Airport Area property owners to
complete a specific plan (LU 7.8)
C
CD
8.4 Work with property owners to prepare area plans
for Santa Barbara Street area (LU 8.4)
C
CD
8.5 Consider enhancement of Mid-Higuera Area (LU
3.1.4) (see also Special Design Area 8.5)
C
CD
1.15 Work with County to make SLO Area Plan
consistent w/ City LU (LU 1.15.7)
O
CD
1.10 Monitor nonresidential growth rate: (LU 1.10.4) O CD
1.15 Discuss feasibility of countywide planning group
(LU 1.15.4)
O
ADM
1.15 Promote inter-jurisdictional review of countywide
projects (LU 1.15.5)
O
ADM
1.15 Monitor County Resource Management Reports
(LU 1.15.1)
O
CD
1.15 Advocate annual meetings among local
jurisdictions to discuss regional issues (LU 1.15.2)
O CD
1.15 Advocate regional growth management program
(LU 1.15.6)
O
CD
2.1 Support formation & continuation of neighborhood
planning groups (LU 2.1.2)
O
CD
2.10 Periodically review & update prop. maintenance
standards (LU 2.10.2)
O
CD
2.1 Promote neighborhood traffic calming (LU
2.1.3./CE)
O
PW
2.10 Review, revise property maintenance and
development standards (LU 2.10.1)
O
CD
2.15 Undertake focused review, improvement, &
enforcement efforts for neighborhoods (LU 2.15.C)
O
CD
2.15 Provide early neighborhood notice of project
reviews (LU 2.15.E)
O
CD
3.9 Develop aggressive marketing programs for
tourism (LU 3.9.11.C)
O
ADM
3.9 Encourage development of recreation facilities
(LU 3.9.11.E)
O
ADM
3.9 Consider establishing tourist information at City
entries (LU 3.9.4)
O
ADM
3.9 Develop tour concepts (LU 3.9.11.D) O ADM
4.16 Review allowed building heights in retail areas &
outside the Commercial Core (LU 4.16.4; LU 4.18)
O
CD
Attachment 2
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 10 -
4.19 Include Downtown Concept Plan features in
zoning regulations, architectural guidelines,
engineering standards & capital improvement
plans (LU 4.19)
O
CD
6.0 Develop resource maps (LU 6.0.2) O ADM
6.3 Mitigate visual impacts of hillside houses including
considering revising method for determining
building height (LU 6.3.4)
O
CD
6.5 Notify creekside property owners in advance of
work along creeks (LU 6.5.3)
O
PW
7.11 Work with County to assure airline service at
Airport consistent with Circulation Element (LU
7.11)
O
CD
7.3 Actively pursue annexation of the Airport Area (LU
7.3)
O
CD
7.7 Expanded transit service to development sites in
Airport Area concurrent with development (LU 7.7)
O
PW
8.3 Work with property owners to prepare area plans
for Broad Street area (LU 8.3)
O
CD
2.11 Revise apartment standards to include usable
open space (LU 2.11.2)
M
CD
2.12 Consider special downtown dev standards: New
residential density category between low &
medium (LU 2.12.A)
M
CD
2.1 Identify, designate, and plan neighborhoods (LU
2.1.1, 2.15.A)
O
M
CD
2.11 Evaluate student housing needs, revise City
standards & zoning as appropriate (LU 2.11.1)
M
CD
2.12 Consider special downtown dev standards: Added
dwellings on lots with existing houses (LU 2.12.B)
M
CD
2.12 Consider special downtown development
standards: Mass & spacing standards (LU 2.12.C)
M
CD
2.12 Consider special downtown dev standards:
Parking & coverage standards (LU 2.12.D)
M
CD
2.12 Consider special downtown residential standards
(LU 2.12)
M
CD
2.15 Devise strategies to stabilize owner/rental ratio
and maintain neighborhood character (LU 2.15.B)
M
CD
3.7 Offer new development incentives for providing
child and elder care for employees (LU 3.7.1)
M
CD
4.2 Survey downtown, rezone office, residential, and
mixed use areas (LU 4.2.2)
M
CD
5.3 Work with the County to develop a City-County
downtown space needs plan (LU 5.3)
M
PW
1.15 Plans capacity summary COG (LU 1.15.3) H CD
4.2 Develop a TDC program that includes
Commercial Core properties as receiver sites (LU
4.2.1)
H
CD
6.0 Re-evaluate LU map based upon resource
mapping and revise as appropriate (LU 6.0.3) O H
CD
6.3 Revise Zoning Regulations to include provisions
for TDC's from outside URL to within URL (LU
H
CD
Attachment 2
BW1 - 59
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 11 -
6.3.2)
6.5 Removal man-made obstructions from creek
channels (LU 6.5.1.C)
H
PW
8.1 Work with property owners to prepare area plans
for Madonna Road regional shopping area (LU
8.1)
H
CD
8.2 Work with property owners to prepare area plans
for Foothill Boulevard area (LU 8.2)
H
CD
Housing
1.4 Provide financial assistance for rehabilitation of
affordable rental and ownership units using
Federal, state and local housing funds (HE1.4)
O
CD
1.5 Continue Code enforcement to expedite removal
of illegal/unsafe dwellings (HE 1.5)
O
CD
1.6 Enact a rental inspection program to improve
condition of housing stock (HE1.6)
O
CD
1.7 Continue to support local & regional solutions to
homelessness by funding programs such as
Maxine Lewis and Prado Center(HE1.7)
O
CD
1.8 Create educational campaign to encourage
owners of older residences to conduct seismic
upgrades (HE 1.8)
M
CD
2.5 Amend inclusionary requirement to provide more
ways for commercial development to meet
requirements (HE 2.5)
M
CD
2.6 Prepare Criteria to sustainably manage the
Affordable Housing Fund (HE 2.6)
M
CD
2.8 Review existing standards to remove regulations
that inhibit affordable housing production (HE 2.8)
O
CD
2.9 Establish pemit streamlining for affordable
housing projects (HE2.9)
O
CD
2.10 Pursue outside funding for payment of City impact
fees for affordable units (HE2.10)
O
CD
2.11 If outside funding sources found, exempt
moderate income dwellings from impact fees (HE
2.11). Maintain current exemption for low to
extremely low income units.
O
CD
2.12 Help coordinate public/private sector actions to
develop housing to meet city needs (HE 2.12)
O
CD
2.13 Assist with financial tools to develop or preserve
affordable housing (HE 2.13)
O
CD
2.14 Adjust affordable housing standards to adress
HOA fees, utiities, etc. (HE 2.14)
M
CD
2.15 Provide technical assistance to help preserve at-
risk units (HE 2.15)
O
CD
2.16 Provide technical assistance to developers re:
design strategies to achieve affordable housing
(HE 2.16)
O
CD
2.17 Evaluate Inclusionary requirements and ability to
develop housing that meets RHNA (HE 2.17)
M
CD
2.18 Evaluate workforce level of affordability (HE 2.18) M CD
Attachment 2
BW1 - 60
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 12 -
2.19 Evaluate increasing residential densities on
appropriate sites for housing affordable to
extremely low income households (HE 2.19)
O
CD
3.7 Develop an ordinance to discourage removal of
affordable housing (HE 3.7)
M
CD
3.8 Correct unsanitary or unsafe housing conditions
by collaborating with agencies offering rehab
programs (HE 3.8)
O
CD
3.9 Preserve dwellings in Downtown Core (HE 3.9) O CD
3.10 Identify properties eligible for historic listing and
assist property owners to repair, rehabilitate
properties (HE 3.10)
O
CD
3.11 Amend Inclusionary requirements to allow
reduced term for rehabilitiated units (HE 3.11)
M
CD
3.12 Establish a monitoring system to track affordable
units at risk of conversion (HE 3.12)
O
CD
3.13 Encourage rehab of residential, commercial or
industrial buildings to expand rental housing
opportunities (HE 3.13)
O
CD
4.5 Review new development for compliance with
mixed-income policies (HE 4.5)
O
CD
5.5 Review new development for compliance with
housing variety and tenure policies (HE 5.5)
O
CD
6.8 Maintain growth management exemption for
affordable housing and housing in Downtown core
(HE 6.8)
O
CD
6.9 Amend Zoning & Parking Access Plan to allow
flexible regs for housing in Downtown Core (HE
6.9)
C
CD
6.10 Provide incentives to encourage housing in
Downtown core (HE 6.10)
M
CD
6.11 Include R-3 and R-4 zoned land in OASP to
accommodate extremely low to low income
housing (HE 6.11)
C
CD
6.13 Consider GP amendments to rezone non-
residential land to higher density, infill or mixed
use - 13 sites listed (HE 6.12)
O
M
CD
6.13 Continue to support SLO Housing Trust Fund HE
6.13)
O
CD
6.14 Encourage residential infill and densification over
new annexation of land (HE 6.14)
O
CD
6.15 Seek opportunities with other public agencies to
develop surplus land for housing (HE 6.15)
O
CD
6.16 Develop multi-family housing standards to
promote innovative higher density housing (HE
6.16)
M
CD
6.17 Complete the OASP and obtain City authorization
to file annexation app (HE 6.17)
C
CD
6.18 Financially assist lower income housing using
State, Fed & local sources (HE 6.18)
O
CD
6.19 Actively seek new revenue sources for affordable
housing (HE 6.19)
O
CD
Attachment 2
BW1 - 61
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 13 -
6.20 Update Community design guidelines & amend
MC2.48 to exempt smaller residential
developments (HE 6.20)
C
CD
6.21 Identify vacant or under-used City land for
housing (HE 6.21)
O
CD
6.22 Prepare property profiles for properties suitable
for housing (HE 6.22)
L
CD
6.23 Evaluate adding a Special Considerations overlay
to 46 acre County-owned property behind General
Hospital (HE 6.23)
M
CD
6.24 Update Affordable Housing incentives to be
consistent with state law (HE 6.24)
C
M
CD
6.25 Evaluate increasing residential densities allowed
in CN, O and CD zones (HE 6.25)
M
CD
6.26 Evaluate underlying lot patterns in R-2, R-3 and
R-4 zones for ability to meet density (HE 6.26)
H
CD
6.27 Support residential infill and promote higher
density (HE 6.27)
O
CD
6.28 Consider changes to SDU ordinance to provide
incentives to encourage production HE 6.28)
O
M
CD
6.29 Evaluate subdivision and zoning regs changes to
support small lot subdivisions & other alternatives
(HE 6.29)
M
CD
7.8 Implement strategies to ensure residents are
aware of planning decisions affecting
neighborhoods (HE 7.8)
O
CD
7.9 Identify specific neighborhood needs (HE 7.9) M CD
7.10 Help fund neighborhood improvements (HE 7.10) M CD
7.11 Continue to implement neighborhood parking
strategies (HE 7.11)
O
CD
8.11 Support regional solutions to meet the needs of
the homeless (HE 8.11)
O
CD
8.12 Continue mobile home park rent stabilization
program (HE 8.12)
O
ADM
8.13 Identify sites suitable for mobile home parks, self-
help housing and others to meet special needs
(HE 8.13)
M
CD
8.14 Advocate more housing and refurbishing campus
housing at Cal Poly (HE 8.14)
C
CD
8.15 Work with Cal Poly to secure on-campus
fraternity/sorrority groups (HE 8.15)
M
CD
8.16 Jointly implement a good neighbor program with
colleges for student housing in residential
neighborhoods (HE 8.16)
O
ADM
8.17 Provide education regarding universal design (HE
8.17)
O
CD
8.18 Solicit input on provisions for homeless shelters
from service agencies (HE 8.18)
O
CD
8.19 Update zoning ordinance to allow homeless
shelters by right in zones subject to standards (HE
8.19)
C
M
CD
8.20 Continue to allow transitional housing and
supportive housIng in residential zones (HE 8.20)
O
CD
Attachment 2
BW1 - 62
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 14 -
8.21 Identify properties that can be converted to
affordable and supportive housing for homeless
persons (HE 8.21)
M
CD
8.22 Update Community Design Guidelines to include
universal access standards (HE 8.22)
M
CD
8.23 Develop a program addressing reasonable
accommodation procedures (HE 8.23)
O
CD
8.24 Consider an overlay zone for existing and future
mobile home and trailer parks (HE 8.24)
M
CD
9.6 Educate staff and advisory bodies on energy
conservation opportunities for housing (HE 9.6)
O
CD
9.7 Evaluate solar regulations and revise local
regulations as needed (HE 9.7)
M
CD
9.8 Adopt LID standards (HE 9.8) L CD
9.9 Develop an ordinance to increase production of
green housing units (HE 9.9)
M
CD
9.10 Promote building materials reuse and recycling
(HE 9.10)
O
CD
10.3 Work with County to mitigate housing impacts due
to expansion in areas adjacent to City (HE 10.3)
O
CD
10.4 Encourage residential developers to promote
projects within SLO housing market first (HE 10.4)
O
CD
10.5 Advocate link between enrollment and expansion
of campus housing for colleges (HE 10.5)
M
CD
10.6 Advocate for state legislation to provide funding
for colleges to develop campus housing (HE 10.6)
M
CD
11.3 Adopt measures to ensure ability of legal
conforming non-residential uses to continue where
new housing is proposed on or adjacent to sites
(HE 11.3)
C
CD
Circulation
4.1 Revise zoning regulations to provide standards for
lockers, secured bicycle parking and showers (CI
4.1.5)
C
CD
11.1 Encourage Airport Land Use Commission to
complete Airport Land Use Plan update (CI 11.1.2)
C
CD
10.1 Amend Home Occupation regulations to preclude
regular home delivery by commercial trucks (CI
10.1.2)
C
CD
15.1 Revise ARC guidelines to incorporate protection
of views from scenic roads (CI 15.1.2)
C
CD
2.1 Recommend that county-wide trip reduction
include an AVR of 1.60 or larger (CI 2.1.2)
C
PW
3.1 Encourage SLORTA to expand commuter bus
service to Cuesta & the Men's Colony (CI 3.1.4)
C
PW
3.1 Cooperate with SLOCOG to evaluate centralized
transit services (CI 3.1.5)
C
PW
4.1 Update the City bicycle plan (CI 4.1.2) C PW
4.1 Request Cal Poly & Cuesta to adopt bicycle plans
(CI 4.1.3)
C
PW
4.1 Request Cal Poly & Cuesta to revise campus
master plans to encourage alternate transportation
C
PW
Attachment 2
BW1 - 63
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 15 -
(CI 4.1.4)
8.1 Maintain a computerized circulation system model
(CI 8.1.4)
C
PW
9.1 Require a Project Study Report for Prado Road to
ensure proper sequence of improvements (CI
9.1.3)
C
PW
9.1 Evaluate street designs as method to achieving
Conceptual Plan for City's Center (CI 9.1.5)
C
PW
9.1 Evaluate feasibility of arterial between Santa
Barbara St & the S. end of Santa Rosa (CI 9.1.5)
C
PW
9.1 Ask SLOCOG to monitor pattern of development
throughout County (CI 9.1.7.A)
C
PW
9.1 Ask SLOCOG to study regional traffic needs
between SLO and the coast (CI 9.1.7.B)
C
PW
12.1 Encourage SLOCOG to evaluate local rail service
(CI 12.1.2)
C
PW
13.1 Periodically update the Parking Management Plan
(CI 13.1.1)
C
PW
13.1 Build additional parking structures only after a
comprehensive parking study is done (CI 13.1.4)
C
PW
13.1 Work with the Downtown Association to evaluate
curb parking in the downtown (CI 13.1.5)
C
PW
16.1 Incorporate a Transportation Work Program into
the City financial plan (CI 16.1.1)
C
PW
16.1 Adopt a transportation impact fee ordinance (CI
16.1.2)
C
PW
3.1 Adopt 5 yr Transit Master Plans (CI 3.1.1) C PW
2.1 Cooperate with APCD & others to establish trip
reduction programs (CI 2.1.1)
O
PW
3.1 Pursue goal of City employees reaching an AVR
of 1.7 or greater (CI 2.1.4)
O
PW
3.1 Maintain a downtown trolley service (CI 3.1.3) O PW
4.1 Obtain RR ROW & easements for separated bike
path & pedestrian trail (CI 4.1.6)
H
PW
4.1 Use street funds to maintain bicycle facilities (CI
4.1.7)
O
PW
5.1 Pursue completion of the community sidewalk
system (CI 5.1.2)
H
PW
5.1 Continue program of replacing existing curbs with
handicapped ramps (CI 5.1.3)
O
PW
5.1 Work with schools to establish a "suggested
routes to school" program (CI 5.1.4)
O
PW
6.3 Revise subdivision regulations to include ROW
and design standards (CI 6.3.2)
M
PW
7.1 Adopt neighborhood traffic management plans (CI
7.1.1)
O
PW
7.1 Undertake measures to control traffic in
residential areas (CI 7.1.2)
O
PW
7.1 Organize neighborhood traffic calming workshops
(CI 7.1.3)
O
PW
7.1 Upon request, analyze residential streets for O PW
Attachment 2
BW1 - 64
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 16 -
livability (CI 7.1.4)
7.1 Non-safety City vehicles shouldn't use residential
local or collector streets as shortcuts (CI 7.1.5)
O
PW
8.1 Establish on-going transportation monitoring
program (CI 8.1.2)
O
PW
8.1 Conduct bi-annual transportation use survey (CI
8.1.3)
O
PW
9.1 Establish building setback lines along Figure 4
routes (CI 9.1.1)
O
PW
9.1 As part of Dalidio-Madonna-McBride
development, evaluation new road between W.
Prado Rd and LOVR (CI 9.1.8)
O
PW
9.1 As part of Maino-Madonna development, evaluate
frontage road on west side of Highway 101 (CI
9.1.9)
O
PW
10.1 Continue to provide reserved commercial truck
loading in downtown areas (CI 10.1.4)
O
PW
12.1 Encourage daily morning & evening train service
both north & south (CI 12.1.1)
O
PW
13.1 Monitor public parking in the commercial core (CI
13.1.2)
O
PW
13.1 Work with CalTrans to consider park-and-ride lots
(CI 13.1.3)
O
PW
15.1 Work with CalTrans to improve appearance of
Highway 101 (CI 15.1.1)
O
H
PW
16.1 Reevaluate all Circulation Element projects before
implementation (CI 16.1.3)
O
PW
16.1 Major project proposals will include effects on the
nearby neighborhoods and entire city (CI 16.1.4)
O
PW
3.1 Develop a bulk discount rate for monthly transit
passes (CI 3.1.2)
O
PW
2.1 Support aggressive APCD programs for Cal Poly,
Cuesta and the Men's Colony (CI 2.1.3)
O
PW
4.1 Encourage Cal Poly & Cuesta to provide
incentives to use alternate transportation (CI 4.1.1)
O
PW
8.1 Cooperate with State & SLOCOG in evaluating
HOV lanes on State highways (CI 8.1.5)
L
PW
10.1 Work with APCD to encourage trucks to turn off
idling motors when parked (CI 10.1.1)
L
PW
15.1 Adopt a street corridor landscape plan for scenic
roadways (CI 15.1.3)
O
CD
9.1 Ask CalTrans to designate Prado Road from
Broad to Highway 101 as Highway 227 (CI 9.1.2)
C
H
PW
3.1 Adopt 20 yr Transit Master Plans (CI 3.1.1) O M PW
3.1 Develop a comprehensive marketing to reach
target audiences (CI 3.1.6; CI 8.11)
M
PW
8.0 Give priority to traffic programs identified in CI
8.0.1A with the greatest potential to reduce traffic
increases permitted by the City's Growth
Management Plan(CI 8.1.1)
M
PW
5.1 Adopt a pedestrian transportation plan (CI 5.1.1) M PW
Attachment 2
BW1 - 65
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 17 -
6.3 Develop joint design & construction standards
with County for streets within the URL (CI 6.3.1)
H
PW
10.1 If LOS exceeded, limit truck delivery times in the
commercial core (CI 10.1.5)
M
PW
9.1 Adopt a plan & standards for installation and
maintenance of street amenity improvements (CI
9.1.4)
O
PW
11.1 Work with the ALUC to encourage quieter &
environmentally sensitive aircraft (CI 11.1.1)
H
PW
2.1 Work with area employers on a voluntary trip
reduction program (CI 2.1.5)
H
PW
Conservation and Open Space
3.6 Promote public awareness of cultural resources
through activities, including tours & clean-up
events (COSE 3.6.1.A.3)
C
ADM
3.6 Assist the CHC in preparing archaeological
resource guidelines (COSE 3.6.5)
C
ADM
3.6 Display artifacts which illuminate past cultures
(COSE 3.6.6)
C
ADM
3.6 Expand ARC guidelines to address specific
guidance for new buildings in historic districts
(COSE 3.6.3)
C
CD
7.7 Adopt creek setback requirements (COSE 7.7.9) C CD
7.7 Protect natural communities (COSE 7.7.1) O
ADM
7.7 Preserve ecotones through changes to or
conditions on new development (COSE 7.7.7)
O
ADM
7.7 Protect wildlife corridors through changes to or
conditions on new development (COSE 7.7.8)
O
ADM
8.7 Acquire land or interests in land for open space;
seek variety of funding sources (COSE 8.7.1.D) O
ADM
8.7 Manage open space holdings and enforce open
space easements (COSE 8.7.1.E) O
ADM
8.7 Avoid imposing taxes or fees that discourage
open space or agriculture (COSE 8.7.1.K)
O
ADM
8.7 Maintain the position of Natural Resources
Manager and consolidate open space functions
(COSE 8.7.1.M) O
ADM
8.7 Provide and maintain wildlife corridors thru or
under barriers to wildlife movement (COSE
8.7.2.E) O
ADM
8.7 Provide continuing community education on open
space values, programs, rules (COSE 8.7.2.G) O
ADM
8.7 Enlist volunteers and academic programs to
restore and monitor open space (COSE 8.7.2.H) O
ADM
8.7 Adopt conservation plans for open space under
City easement or fee ownership (COSE 8.7.2.J) O
ADM
9.3 Preserve the Morros, in cooperation with other
government agencies, non-profit land trusts and
property owners (COSE 9.3.12)
O
ADM
8.7 Provide information on natural resources and land
conservation (COSE 8.7.1.I) O
ADM
Attachment 2
BW1 - 66
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 18 -
10.3 Participate with other agencies in watershed
planning and management (COSE 10.3.2.E)
O
ADM
3.6 Provide cultural resource awareness public
educational programs (COSE 3.6.6) O
ADM
3.6 Encourage partnering for preservation (COSE
3.6.7) O
ADM
3.5 Acquire in fee or partial interest in archaeological
sites (COSE 3.5.1)
O
ADM
4.6 Promote technology and energy conservation
businesses (COSE 4.6.16)
O
ADM
5.5 Maintain inventory of recycling businesses and
services (COSE 5.5.5)
O
ADM
8.7 Improve interagency cooperation for open space
acquisition (COSE 8.7.1.J)
O
ADM
8.7 Encourage sustainable agricultural practices, limit
grading and livestock near creeks (COSE 8.7.1.H) O
ADM
8.7 Enhance and restore open space (COSE 8.7.2) O ADM
8.7 Establish self-sustaining populations of native
species (COSE 8.7.2.B) O
ADM
8.7 Remove invasive non-native species and prevent
their introduction (COSE 8.7.2.C) O
ADM
8.7 Where possible, remove man-made elements
from open space areas (COSE 8.7.2.D) O
ADM
7.7 Replace invasive non-native vegetation with
native vegetation (COSE 7.7.6) O
ADM
3.6 Rehabilitate and maintain City-owned adobes and
historic structures (COSE 3.6.9) O
ADM
8.7 Protect open space resources (COSE 8.7.1) O ADM
8.7 Identify alternative funding tools for replanting
degraded creek sections (COSE 8.7.2.K) O
ADM
8.7 Acquire ownership/easements along creeks &
wetlands for drainage maintenance. & appropriate
public access (COSE 8.7.2 D, E, and F)
O
ADM
8.7 Pursue means to protect open space (COSE
8.7.1)
O
ADM
8.7 Pursue source of open space funding (COSE
8.7.1.D.2)
O
ADM
8.7 Replace non-native creekside plants with native
species (COSE 8.7.2.B.2)
O
ADM
2.2 Model air pollution behavior, help educate public
(COSE 2.2.5)
O
CD
2.3 Monitor air quality and Clean Air Plan
implementation (COSE 2.3.2) O
CD
2.3 Consult with APCD on significant development
proposals (COSE 2.3.2, 4.6.18)
O
CD
2.3 Promote alternative transportation/land use
strategies (COSE 2.3.3) O
CD
2.3 Amend the General Plan as needed to achieve air
quality goals (COSE 2.3.5)
O
CD
3.6 Maintain and support the Cultural Heritage
Committee (COSE 3.6.1) O
CD
Attachment 2
BW1 - 67
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 19 -
3.6 Maintain financial assistance program to
encourage preservation & restoration of historic
properties (COSE 3.6.2)
O
CD
3.6 Implement historic preservation standards for
construction within historic districts (COSE 3.6.3) O
CD
3.6 Provide financial assistance and incentives for
historic preservation (COSE 3.6.2) O
CD
3.6 Sponsor educational programs to foster
appreciation of historic resources (COSE 3.6.6)
O
CD
3.6 Promote adaptive reuse of historic buildings
(COSE 3.6.8) O
CD
3.6 Implement Cultural Heritage Committee
Whitepaper (COSE 3.6.10)
C
CD
4.6 Reduce obstacles to energy conservation (COSE
4.6.4)
O
CD
4.6 Administer State Building Energy Standards
(COSE 4.6.7) O
CD
4.6 Encourage energy-efficient design in private
development projects (COSE 4.6.8) O
CD
4.6 Address solar access in new development (COSE
4.6.9)
O
CD
4.6 Require solar power for new dwellings (COSE
4.6.17)
O
CD
4.6 Seek Air Pollution Control District support for
maintaining air quality (COSE 4.6.18) O
CD
5.5 Ensure new development projects include space
for materials recycling/storage (COSE 5.5.8) O
CD
7.7 Maintain creek setbacks (COSE 7.7.9) O CD
8.7 Maintain Urban Reserve location (COSE 8.7.1.A) O CD
8.7 Promote open space by applying C/OS and
Agriculture zoning (COSE 8.7.1.B) O
CD
8.30 Set subdivision and new development conditions
consistent with General Plan (COSE 8.30.1.C) O
CD
8.7 Set conditions of subdivisions and development
approvals consistent w/ General Plan (COSE
8.7.1.C) O
CD
8.7 Encourage transfer of development credit from
open space lands (COSE 8.7.1.F)
O
CD
9.3 Maintain and apply Sign Regulations consistent
with the General Plan (COSE 9.3.3) O
CD
9.3 Conduct environmental and architectural review
consistent with General Plan (COSE 9.3.4) O
CD
9.3 Require visual assessments for projects affecting
important scenic resources and views from public
places (COSE 9.3.5)
O
CD
9.3 Determine that view blockage along a scenic
roadway is a significant impact (COSE 9.3.6)
O
CD
9.3 Review development in unincorporated County for
consistency with General Plan (COSE 9.3.7)
O
CD
9.3 Prohibit billboards (COSE 9.3.10) C CD
Attachment 2
BW1 - 68
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 20 -
9.3 Establish and maintain a program of describing
and monitoring viewsheds within and adjacent to
City limits to establish a photographic baseline of
visual setting (COSE 9.3.13)
O
CD
10.3 Identify and protect groundwater recharge areas
to maintain suitable groundwater levels and to
protect groundwater quality and potential City
water sources (COSE 10.3.2.I)
O
CD
4.6 Encourage sustainable employee commuting
practices (COSE 4.6.5) O
HR
8.7 Remove trash and contaminants with minimum
disruption to open space areas (COSE 8.7.2.F) O
P&R
2.3 Provide alternative transportation incentives
(COSE 2.3.4) O
PW
4.6 Promote Sustainable design in City facilities
(COSE 4.6.3) O
PW
5.5 Use materials with reduced environmental
impacts in City operations and facilities (COSE
5.5.4) O
PW
7.7 Implement natural communities policies through
the Tree Committee (COSE 7.7.9) O
PW
8.7 Locate, design and operate City facilities
consistent with General Plan (COSE 8.7.1.G) O
PW
9.3 Locate and design public facilities and utilities
consistent with General Plan (COSE 9.3.1) O
PW
9.3 Place underground existing overhead utilities, with
highest priority for scenic roadways, entries to the
City, and historic districts (COSE 9.3.9)
O
PW
2.3 Employ best available practices in City operations
(COSE 2.3.1) O
UT
4.6 Promote efficient City energy use (COSE 4.6.1) O UT
4.6 Promote energy conservation education (COSE
4.6.6) O
UT
4.6 Retrofit City facilities for energy savings (COSE
4.6.10) O
UT
5.5 Use materials efficiently in City operations
(computer technology and copying) (COSE 5.5.1) O
UT
5.5 Promote City materials reuse and recycling
(COSE 5.5.2) O
UT
5.5 Coordinate waste reduction and recycling efforts
(COSE 5.5.3)
O
UT
8.7 Establish positive relationships with landowners
and conservation organizations (COSE 8.7.1.L) O
UT
10.3 Use water efficiently (COSE 10.3.1) O UT
10.3 Promote use of water-conserving landscape
design and plant materials (COSE 10.3.1.A) O
UT
10.3 Encourage landscape maintenance and irrigation
design to conserve water. (COSE 10.3.1) O
UT
10.3 Facilitate use of tertiary-treated water and seek
legalization of grey water for non-potable
household uses (COSE 10.3.1)
C
UT
10.3 Promote water conservation through leak control
in all plumbing systems (COSE 10.3.1)
O
UT
Attachment 2
BW1 - 69
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 21 -
10.3 Maintain water quality (COSE 10.3.2) O UT
10.3 Design and operate water supply, treatment and
distribution systems to prevent adverse effects on
water quality (COSE 10.3.2.A) O
UT
10.3 Design and operate wastewater collection and
treatment systems to prevent adverse effects on
water quality (COSE 10.3.2.B)
O
UT
10.3 Regulate design, construction and operation of
City facilities to protect water quality (COSE
10.3.2.C) O
UT
10.3 Regulate design of private water facilities to
protect water quality (COSE 10.3.2.D)
O
UT
4.6 Seek financial assistance for energy efficiency
improvements in City facilities (COSE 4.6.11) O
UT
4.6 Manage City operations for energy self-reliance
(COSE 4.6.2) O
UT
5.5 Expand City public information efforts on energy
and materials conservation goals (COSE 5.5.6) O
UT
10.3 Coordinate erosion control in watershed w/
County & property owners (COSE 10.3.2.)
O
PW
3.5 Establish and maintain records of archaeological
sites (COSE 3.5.9)
O
M
ADM
8.7 Establish performance standards for open
space/agricultural buffers (COSE 8.7.1.N) M
ADM
3.6 Prepare post-disaster historic preservation
standards (COSE 3.6.4)
C
M
CD
3.6 Update archaeological resource preservation
standards (COSE 3.6.5)
C
CD
9.3 Update community design guidelines to address
views from scenic routes (COSE 9.3.2)
M
CD
9.3 Advocate State and County scenic highway
designations and protective programs for scenic
routes connecting San Luis Obispo with other
communities (COSE 9.3.8) M
CD
4.6 Monitor energy use in City facilities and prepare
biannual report for City Council (COSE 4.6.12)
O
UT
8.7 Inventory natural areas that have been degraded;
prioritize list of restoration sites (COSE 8.7.2.A) H
ADM
4.6 Prepare energy conservation plan for City
facilities (COSE 4.6.13)
M
CD
4.6 Adopt green building standards (COSE 4.6.14) H CD
10.3 Prevent storage of biological or chemical pollution
from locating in flood zones (COSE 10.3.2.F)
H
CD
9.3 Remove existing billboards through amortization,
conditions of development approval and grants for
enhancing open space and transportation
corridors (COSE 9.3.11) H
CD
9.3 City & County enforce an amortization program
for billboard removal along scenic roadways
(COSE 9.3.11)
H
PW
10.3 Establish standards for non-point source water
pollution in cooperation with RWQCB (COSE
10.3.2.G)
O
PW
Attachment 2
BW1 - 70
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 22 -
10.3 Establish a program for baseline water quality
testing in City creeks (COSE 10.3.2.H)
O
UT
4.6 Consider City-owned green energy utility (COSE
4.6.15)
H
UT
Noise
1.12 Review public and private development proposals
for Noise Element conformance (N 1.12)
O
CD
1.13 Require noise studies early in the review process
when project noise may exceed allowable limits
(N1.13)
O
CD
1.14 Assure that noise mitigation measures are
carried-out during construction (N1.14)
O
CD
1.15 Monitor compliance with mitigation measures after
project completion (N1.15)
O
CD
Safety
9.19 Establish complaint-based code compliance for all
buildings (S 9.19.C)
C
CD
9.19 Implement City-adopted program on Unreinforced
masonry buildings (S 9.19.D)
C
CD
9.3 Set response-time objective for Public Works (S
9.3.C)
C
PW
9.3 Evaluate fire-flow and identify deficiencies (S 9.3) C UT
9.4 Train building & planning staff in lessons from
previous disaster areas (S 9.4.B)
O
CD
9.19 Establish routine code inspections for
commercial, industrial, public-assembly, & group
housing (S 9.19.B)
O
CD
9.19 Provide outreach program for earthquake bracing
of wood-frame buildings (S 9.19.E)
O
CD
9.20 Administer zoning, subdivision, & Architectural
standards consistent with police & fire
recommendations (S 9.20)
O
CD
9.21 Fire, police, public works, & utilities review
development applications for safety objectives (S
9.21)
O
CD
9.22 Maintain & administer building regulations in
conformance with State requirements (S 9.22)
O
CD
8.2 Review emergency response plans of utilities and
transportation agencies (S 8.2.5.B)
O
FD
9.7 Establish emergency operation center in Fire
Station 1 and backups sites (S 9.7)
C
FD
9.9 Keep Multi-hazard Emergency Response Plans
current (S 9.9)
O
FD
9.2 Maintain and annually update emergency
response plan (S 9.2)
O
FD
9.3 Meet response-time objective of four minutes (S
9.3.A)
O
FD
9.6 Work w/CalTrans on hazardous materials
approved routes and related safety precautions (S
9.6.C)
O
FD
9.8 Expand and keep current safety-related
information (S 9.8)
O
FD
Attachment 2
BW1 - 71
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 23 -
9.10 Work with other jurisdictions on mutual-aid &
automatic-aid agreements (S 9.10)
O
FD
9.15 Support education programs for lower grades to
teach fire hazards (S 9.15.D)
O
FD
9.22 Maintain & administer fire regulations in
conformance with State requirements (S 9.22)
O
FD
9.4 Train fire fighters, police, building inspectors,
public works, & utilities staff (S 9.4.A)
O
FD
9.4 Conduct non-nuclear disaster-response exercises
(S 9.4.C)
O
FD
9.5 Obtain information about specific location & type
of fire & toxic hazards (S 9.5)
O
FD
9.6 Participate in periodic regional disaster-response
drills (S 9.6.A)
O
FD
9.11 Prepare for post-disaster recovery (S 9.11) O FD
9.15 Develop program to familiarize residents with fire
hazards and appropriate responses (S 9.15.A)
O
FD
9.15 Promote efforts of the Fire Safe Council (S
9.15.B)
O
FD
9.15 Continue CERT training program (S 9.15.C) O FD
9.16 Help organizations that provide emergency
outreach & education (S 9.16)
O
FD
9.17 Encourage & participate in individual home
inspection programs (S 9.17)
O
FD
9.23 Conduct fire & hazardous materials inspections in
commercial, industrial, & multifamily buildings (S
9.23)
O
FD
8.1 Identify and maintain or remove hazardous trees
for City property and assist property owners (S
8.1)
O
PW
9.3 Set response-time objective for Utilities (S 9.3.C) C UT
9.19 Identify & evaluate facility hazards for City owned
property (S 9.19.A)
C
M
PW
Parks and Rec
6.0 Add fields in Damon-Garcia Sports Complex (PR
6.0.6)
C
P&R
3.16 Update & improve indoor facilities (PR 3.16.3) C P&R
3.18 Construct a therapy pool at the SLO Swim Center
(PR 3.18.1.2)
C
P&R
3.19 Pursue joint use of SLO High School swimming
pool (PR 3.19.2)
C
P&R
4.3 Accommodate schedules of working people (PR
4.3.3.2)
C
P&R
5.1 Develop collaborative fee exchange with
S.L.C.U.S.D. (PR 5.1.1)
C
P&R
6.1 Upgrade Recreation Center to provide interim
community center (PR 6.1.1)
C
P&R
6.0 Develop joint use agreements with other agencies
in addition to schools (PR 6.0.3)
C
P&R
6.2 Construct mini-parks at Purple Sage Drive (PR
6.2.1)
C
P&R
6.2 Construct mini-park at Marsh & Santa Rosa (PR C P&R
Attachment 2
BW1 - 72
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 24 -
6.2.1)
3.14 Partner with schools and other joint users to
renovate existing sports fields (PR 3.14.1)
O
P&R
3.19 Continue the Playground Equipment Replacement
Program (PR 3.19.1)
O
P&R
4.2 Regularly evaluate demand and need and modify
as appropriate (PR 4.2.2.1)
O
P&R
4.2 Conduct periodic public evaluations of services
(PR 4.2.2.2)
O
P&R
4.2 Regularly publicize recreational opportunities (PR
4.2.2.3)
O
P&R
4.2 Consider needs of underserved groups (PR
4.2.2.4)
O
P&R
4.2 Avoid duplication of commercial programs (PR
4.2.3)
O
P&R
4.2 Collaborate with groups providing high risk
programs in open space areas (PR 4.2.8)
O
P&R
4.3 Recruit at-risk youth to participate in activities (PR
4.3.2.1)
O
P&R
4.3 Collaborate with other agencies in serving at-risk
youth (PR 4.3.2.2)
O
P&R
4.3 Evaluate services to determine benefits (PR
4.3.3.1)
O
P&R
4.3 Prioritize new activities from results of public input
(PR 4.3.3.3)
O
P&R
4.3 Continue to maintain publicly accessible open
space trails (PR 4.3.6)
O
P&R
6.0 Continue to improve existing fields (PR 6.0.1) O P&R
6.0 Transition from multi-use to single use fields (PR
6.0.2)
O
P&R
6.0 Develop new programs to not conflict with existing
field use (PR 6.0.4)
O
P&R
6.0 Ensure athletic fields are provided within new
residential development (PR 6.0.5)
O
P&R
6.0 Consider additional fields for needs not addressed
with Damon Garcia fields (PR 6.0.6)
O
P&R
6.1 Consider revenue enhancement to fund new
community center (PR 6.1.3)
O
P&R
6.2 Support neighbor efforts to develop mini-parks
(PR 6.2.2)
O
P&R
6.3 Design new parks so they can connect to
recreational trails (PR 6.3.3)
O
P&R
6.3 Connect existing parks & open space with trails
(PR 6.3.4)
O
P&R
6.4 Schedule "unmet needs" projects through the CIP
process (PR 6.4.1)
O
P&R
6.4 Look for alternatives to address unmet needs
projects (PR 6.4.2)
O
P&R
6.3 Acquire open space property to construct trails
(PR 6.3.1)
O
P&R
6.3 Use a variety of techniques to acquire open space
(PR 6.3.2)
O
P&R
Attachment 2
BW1 - 73
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 25 -
3.16 Acquire property and construct a community
center (PR 3.16.2)
H
P&R
3.17 Implement the revised Laguna Lake Park Master
Plan (PR 3.17.1 & PR 6.5.1)
H
P&R
3.18 Implement the revised Sinsheimer Park Master
Plan (PR 3.18.1.1 & PR 6.5.1)
H
P&R
Water and Wastewater
A2.3 Work cooperatively on regional water issues &
resource planning (WW A2.3.1)
O
UT
A2.3 Participate with SLO County in Integrated
Regional Water Mgmt Plan (WW A2.3.2)
O
UT
A2.3 Participate with other appropriate agencies in
controlling invasive species which could impact
water supplies (WW A2.3.3)
O
UT
A2.3 Work with agencies to minimize water quality
impacts (WW A2.3.4)
O
UT
A2.3 Continue to work with SLO County-operation of
Salinas Reservor & Nacimiento project (WW
A2.3.5)
O
UT
A2.3 Complete sanitary surveys for Salinas & Whale
Rock reservoirs every five years (WW A2.3.6)
L
UT
A3.3 Provide water resource update to Council as part
of annual report (WW A3.3.1)
O
UT
A3.3 Update safe annual yield computer model for
Salinas & Whale Rock reservoirs following drought
periods (WW A3.3.2)
C
UT
A3.3 Monitor ongoing research for potential long term
impacts to water supplies from climate change
(WW A3.3.3)
O
UT
A4.3 Work with other agencies to implement Best
Management Practices to reduce siltation (WW
A4.3.1)
O
UT
A4.3 Continue education & outreach to owners in
watersheds to reduce siltation (WW A4.3.2)
O
UT
A4.3 Consider periodic siltation studies at each
reservoir (WW A4.3.3)
M
UT
A4.3 Provide annual update on siltation to Council
(WW A4.3.4)
O
UT
A5.3 Provide annual update on water supply & demand
projections to Council (WW A.5.3.1)
O
UT
A5.3 Conduct periodic updates to water development
impact fees (WW A5.3.2)
O
UT
A5.3 Prepare Urban Water Management Plan every
five years (WW A5.3.3)
O
UT
A5.3 Prepare water supply assessments for large new
developments (WW A5.3.4)
O
UT
A5.3 Analyze water efficiency program impacts to
overall reduction in water demand (WW A5.3.5)
O
UT
A6.3 Work with SLO County water agencies to identify
cooperative water efficiency measures (WW
A6.3.1)
O
UT
Attachment 2
BW1 - 74
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 26 -
A6.3 Participate in state & regional water conservation
efforts (WW A6.3.2)
O
UT
A6.3 Implement Water Shortage Contingency Plan as
required (WW A6.3.3)
O
UT
A7.3 Expand recycled water distribution system (WW A
7.3.1)
O
UT
A7.3 Review development projects to ensure recycled
water is used appropriately (WW A7.3.2)
O
UT
A7.3 Present annual recycled water use as part of
annual report to Council (WW A7.3.3)
O
UT
A7.3 Consider delivery of recycled water to customers
outside City limits (WW A7.3.4)
M
UT
B2.3 Expand capacity in collection system and Water
Reclamation Facility (WW B2.3.1)
H
UT
B2.3 Evaluate wastewater flows of proposed projects
(WW B2.3.2)
O
UT
B2.3 Conduct periodic updates to wastewater
development impact fees (WW B2.3.3)
O
H
UT
B3.3 Prepare & implement Water Reclamation Facilty
master plan (WW B3.3.1)
O
UT
B3.3 Work cooperatively on regional water quality
issues (WW B3.3.2)
O
UT
B4.3 Investigate cost-effective methods for reducing
infiltration and inflow to the wastewater collection
system (WW B4.3.1)
H
UT
B4.3 Provide education and outreach regarding
infiltration and inflow (WW B4.3.2)
O
UT
B4.3 Support retrofit of sewer laterals to reduce
infiltration and inflow (WW B4.3.3)
O
UT
B4.3 Update Sewer System Management Plan to
maintain its applicability (WW B4.3.4)
O
UT
B4.3 Maintain master plans for wastewater service to
developing areas of City (WW B4.3.5)
O
UT
B4.3 Review development proposals to ensure
necessary infrastructure is in place (WW B4.3.6)
O
UT
B4.3 Provide a Pretreatment Program pursuant to
Clean Water Act (WW B4.3.7)
O
UT
Attachment 2
BW1 - 75
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 27 -
STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION
PROGRAMS
STATUS AS OF October 2014
Lead Compl Difficulty to Complete
No. Dept Implementation Program Summary Or
Ongoing Low Med High
1 CDD 2.2.2a Development subject to 20 ft setback
from creek.
O
2 CDD 2.2.2b Development subject to 30 ft. setback
from wetland habitat
O
3 CDD 2.2.2c Development subject to 20 ft. setback
from riparian/wetland mitigation areas & fenced.
O
4 ADM 2.2.3a Create 1.94 acres of wetland & 2.76
acres of riparian enhancement.
O
5 ADM 2.2.3b Allow filling of .78 acres of isolated
agricultural wetland seeps on hill.
O
6 ADM 2.2.4a Allow .12 acres of creek fill for 3 bridge
crossings.
O
7 CDD 2.2.4b All creek channel modifications to comply
with Drainage Design Manual & any other
required permits from Army Corps or Fish and
Game.
O
8 ADM 2.2.5a Plant native species between trails/rec
features and wetland/riparian habitat
O
9 ADM 2.2.5b Provide educational signage re: wetland
& creek habitats on public trails and OS.
O
10 ADM 2.2.9a City will manage Righetti Hill open space
in accordance with City Standards.
O
11 ADM 2.2.9b City will provide & maintain access to
Righetti Hill. City will development a
management plan consistent with COSE.
O
12 CDD 2.2.10a Landowner maintains right to existing
#structures & will manage parcel consistent with
Open Space standards.
O
13 CDD 2.3.3a 16.3 acres of active & passive parkland to
be provided with development. City will pursue 4
acres of joint use with SLCUSD with new school
development nearby.
O
14 CDD 2.3.3b 12 acre park to be developed: 10 acres to
be dedicated w/Phase I development
O
15 PR 2.3.3c 2.5 acre junction park to be developed
when impact fees are available.
O
16 CDD 2.3.3d 1.5 acres of linear park to be developed
w/bike path adj to stormwater basin.
O
17 CDD 2.3.3e 4 acres of park to be provided by a joint
use facility when elementary school is
O
Attachment 2
BW1 - 76
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 28 -
developed.
18 CDD 2.3.4a Subdivisions may provide parkland in lieu
of fee payment if findings can be made.
O
19 CDD 2.4.1a 20 ft landscaped setback from Orcutt and
Tank Farm Roads.
O
20 CDD 2.4.1b Parcels adjacent to Tank Farm & Orcutt
are sensitive sites & require ARC review.
O
21 CDD 2.4.1c ARC shall review landscape plans -
cluster trees and screen views of new structures.
O
22 CDD 2.4.1d Buildings on sensitive parcels shall not
include 2nd story unless 2nd floor is set back by
50 ft.
O
23 CDD 2.4.1e PC shall review design of sensitive lots
during subdivision review to ensure views are
maintained
O
24 CDD 2.4.1f ARC design review of units along Tank
Farm & Orcutt for compatibility & views of hill
O
25 CDD 2.4.1g E street residences shall not be visible
from Orcutt/Tank Farm intersection
O
26 CDD 2.4.1h R-1 subdivision at west base of Righetti
Hill - preserve views from D street to hill
O
27 CDD 2.5.1a Implement environmental mitigation
measures with entitlements as appropriate.
O
28 CDD 3.2.19a Provide public plaza/seating areas
adjacent to A/B streets intersection.
O
29 CDD 3.2.19 b Commercial uss to occupay ground
floor of primary commercial area.
O
30 CDD 3.2.19c Provide commercial development
incentives: additional story, parking reduction,
exemption from OASP add-on fees.
O
31 PW 3.2.24a Right-to-farm ordinance notification for
real property transfers.
O
32 CDD 3.2.24b Ag activities to be phased out by project
build-out. Existing uses legally-established
subject to Non-conforming uses under Zoning
Code.
O
33 CDD 3.3.4a City will support affordable housing in
area through state and local density bonus
incentives.
O
34 CDD 3.4.1a Geotech study required for each project
site prior to development.
O
35 CDD 3.4.1b All structures & development shall meet
appropriate codes (Building & Transportation).
O
36 CDD 3.4.2a Sites not previously surveyed shall
conduct a Phase I site assessment.
O
Attachment 2
BW1 - 77
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 29 -
37 CDD 3.4.2b Environmental assessment reqd prior to
public access or development for buidlings
associated with ag uses and 55 gallon drums in
plan area.
O
38 CDD 3.5.2a-h Performance standards for airport
compatibility.
O
39 CDD 4.1.1a Encourage archtectural styles:
Craftsman, CA Bungalow, CA Mission themes
O
40 CDD 4.1.1b Design Standards for R-1 and R-2
districts.
O
41 CDD 4.1.1c Design Guidelines for R-1 and R-2
districts.
O
42 CDD 4.1.1d Design Standards for R-3 and R-4
development
O
43 CDD 4.1.1e Design Guidelines for R-3 and R-4
development
O
44 CDD 4.1.2a Residential design - use local streets to
enhance neighborhood atmosphere
O
45 CDD 4.1.2b Design features (porches, entryways,
yards) to strengthen connections.
O
46 CDD 4.1.2c Encourage universally accessible entries
to residences.
O
47 PW 4.2.3a Traffic calming design for intersection of
A and B streets
O
48 CDD 4.2.3b Mixed use commercial area near
intersection of A&B streets to have 2 public
plazas. Adjacent buildings to be 2 stories tall.
O
49 CDD 4.2.3c Southern part of intersction of A&B
streets to be landscaped.
O
50 CDD 4.2.4a Building setbacks from A Street defined O
51 CDD 4.2.4b Trees in tree wells for whole mixed use
area
O
52 CDD 4.2.4c Mixed-use building facades, materials,
entries, windows to be consistent with one
another.
O
53 CDD 4.2.1a Use figures 3.1 and 3.2 when reviewing
intersection plans for A and B streets
O
54 CDD 4.2.1b Height ordinance allowed to be relaxed to
enable architectural features.
O
55 CDD 4.3.4a Final landscape plan to include details &
not use invasive non-native plant species.
O
56 CDD 4.3.4b List of plants not be be planted in OASP. O
57 CDD 4.4.3a OASP lighting standards - style, height,
efficiency, sheilding, type, etc.
O
58 CDD 4.5.1a 160 ft wide distance buffer from train
tracks to residential areas.
O
59 CDD 4.5.1b Add landscaped berm or sound wall
where buffer is not adequate for noise.
O
Attachment 2
BW1 - 78
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 30 -
60 CDD 4.5.1c Orient residential uses and outdoor areas
away from railroad tracks.
O
61 CDD 4.5.1d Put parking lots between residence and
railroad tracks.
O
62 CDD 4.5.1e Locate sensitive uses within residences
away from tracks.
O
63 CDD 4.5.1f Use insulating construction to reduce
noise.
O
64 CDD 4.5.2a Set outdoor activity areas 80' back from
Orcutt and Tank Farm Rd to reduce noise.
O
65 CDD 4.5.2b Locate sensitive uses within residences
away from roads.
O
66 CDD 4.5.2c 60 ft wide distance buffer from Orcutt and
Tank Farm Rd to residences.
O
67 CDD 4.5.2d Use insulating construction to reduce
noise.
O
68 CDD 4.7.2 Building placement & construction to
maximize passive systems for heating, cooloing
& lighting.
O
69 CDD 4.7.2b Use shade, skylights, daylight controls, &
glazing to maximize energy savings.
O
70 CDD 4.7.2c Residential developments of >5
units/non-residential uses >5,000 sq ft shall
comply with green building criteria
O
71 CDD 4.7.2d 5% of all single family units shall use
photovoltaics. Increase this percentage by 4%
each year.
O
72 CDD 4.7.3a Energy star compliant appliances
required for dwellings.
O
73 CDD 4.7.3b Use CFLs where possible. O
74 PW 5.1.1 Orcutt Rd to have a continuous 2-way left-
turn lane, Class II bike lane, & curb/gutter
between Johnson and Tank Farm.
O
75 PW 5.1.2 Tank Farm to be widened at D St,
Brookpine & Wavertree w/left turn lanes.
O
76 PW 5.1.3 Tank Farm/Orcutt intersection realignment
to be completed in Phase I.
O
77 PW 5.2.1 Collector streets will be single lane of
travel in each direction.
O
78 PW 5.2.2 A St. shall have Class II bike lanes &
separated sidewalks & no parking (except
adjacent to neigbhorhood commercial area) on
both sides.
O
79 PW 5.2.3 B St. development standards. O
80 PW 5.2.4 C St. development standards. O
81 PW 5.2.5 D St. development standards. O
82 PW 5.2.6 Bullock Ln to be extended to connect with
traffic circle at B & C streets.
O
Attachment 2
BW1 - 79
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 31 -
83 PW 5.2.7 Traffic circle to be built at B and C street
intersections.
O
84 PW 5.2.8 Shared driveway access for A, B, C, & D
streets ok. Limited private drives ok.
O
85 PW 5.3.1 E St development standards O
86 CDD 5.3.2 Allow alley area to count towards net site
area for density determination.
O
87 PW 5.4.1 Bus routes, stops & pullout areas to be
determined by City transit.
O
88 PW 5.5.1 Bike trail connections descriptions O
89 PW 5.5.2 Neighborhood park bike trail path
description
O
90 PW 5.5.3 Tank Farm & Orcutt Road bike paths and
bike bridge over Industrial Way
O
91 PW 7.2.2a Circulation & road widths shall
accommodate Fire Dept emergency access.
O
92 PW 7.2.2b Public fire hydrants reqd. Adequate
water volumes to support fire hydrants for fire
protection needs.
O
93 FD 7.2.2c Buildings shall have fire sprinkler systems
per SLOFD requirements.
O
Attachment 2
BW1 - 80
MID-HIGUERA AREA ENHANCEMENT PLAN
- 32 -
STATUS OF MID-HIGUERA AREA ENHANCEMENT PLAN
STATUS AS OF October 2014
Lead
Complete
Difficulty
to
Complete
No. Dept Implementation Program Summary Or
Ongoing Low Medium High
1 ADM Plant native veg along creek. Acquire
land on fwy side of creek & propety on
east side of creek between City prop &
Marsh Street bridge for open space
(Crk-a) H
2 ADM Improve open space at south end of
Brook St. (PPO-d) M
15 PW Restripe street spaces & reduce
driveway ramps (Pkg-b) M
3 P&R Acquire CalTrans property & develop
park (PPO-a) H
4 PW Modify or replace Marsh St bridge if
desirable to align w/Higuera- Marsh
(Flood-a) H
5 PW Install bypass overflow channel
parallel to creek on City-owned OS
(Flood-b) H
6 PW Coordinate other flood-planning
improvements (Flood-c.) H
7 PW Widen Higuera to four lanes w/bike
lanes & median & mid-block turns
(Circ-a) H
8 PW Realign Bianchi Ln w/ High St. (Circ-
b) H
9 PW Realign Pacific St. Close Walker St.
Landscape Walker closed area (Circ-
c) H
10 PW Parker St- CGS, trees, benches,
lighting. Higuera - trees, lighting &
benches.Madonna- landscaped
median.Underground utilities &
remove billboards (Circ-d) H
11 PW Extend Brook St. w/Caltrans site
(Circ-e) H
12 PW Install bikeway along creek with
bridge (Crk-b) H
13 PW Construct ped path on east side of
creek. Add benches, public art &
interpretive displays & bridges (Crk-c) H
Attachment 2
BW1 - 81
MID-HIGUERA AREA ENHANCEMENT PLAN
- 33 -
14 PW Establish a Mid-Higuera Area parking
committee & consider parking
assessment dist (Pkg-a) H
16 PW Review shared use parking & expand
to distribute parking (Pkg-c) H
17 PW Lease or purchase 2 public parking
lots (Pkg-d) H
18 PW Acquire & improve public parking near
Archer/Walker/Higuera & Parker/High
(Pkg-e) H
19 PW Complete street improvements
including ped amenities (Pkg-f) H
20 PW Establish in-lieu parking fee for the
Mid-Higuera Area (Pkg-g) H
21 PW Add transit stops w/shelter, benches
& signage for the Mid-Higuera area.
(Pub-a & Pub-b) H
22 PW Develop mini-plaza at Walker (PPO-b) H
23 PW Provide info kiosks at strategic places
for peds as part of the Mid-Higuera
Enhancement Plan. (PPO-c) H
24 PW Acquire & maintain OS along creek &
install bridges & imps (PPO-e) H
Attachment 2
BW1 - 82
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 34 -
STATUS OF RAILROAD DISTRICT PLAN IMPLEMENTATION
PROGRAMS
STATUS AS OF October 2014
Lead
Comp
Difficulty to Complete
No. Dept Implementation Program Summary Ongoing Low Med High
1 PW Install traffic signals at Upham (4.1B) C
2 ADM Use CIPs & economic revitalization tools to
promote area (2.9C) O
3 CD Limit noise & emissions from engine idling
between 10pm and 6am (3.1M) O
4 CD Ped Circulation Plan, Bike Transp. Plan,
Circulation Element, and RR District Plan to be
consistent (2.7B) O
5 CD Identify code violations & work with owners to
correct (2.8C) O
6 PW Rehabilitate historic SP Freight warehouse
(1.11)
- 4 construct phases & roof repair completed C
7 PW Install Curb, gutter, boardwalk & trees along
Santa Barbara, High, Roundhouse, Emily &
South Street (4.1D) O H
8 CD Clearly communicate with property owners,
railroad & ops staff (3.1I) O
9 CD Encourage added public telephones or
emergency call boxes (2.7E) M
10 PW Install pedestrian crosswalks at Leff & Upham
streets (4.1A) M
- Upham Crosswalk complete, Leff still
needed
11 PW Widen Santa Barbara Street from Broad to
Upham - including left turn pocket (4.1C) C
12 CD Install standard gauge railroad track to display
of historic railroad cars (1.12) H
13 CD Install historic markers & improved walk of
history describing RR features (1.14) H
14 CD Public access to RR bikeway provided with
Villa Rosa development (1.17) H
15 CD Consider MU zone to allow broader range of
uses (2.9D) H
16 CD Consider CDBG funds for business loans and
rehabilitation grants (3.1K) H
Attachment 2
BW1 - 83
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 35 -
17 CD Enforce property screening & maintenance
along ROW (3.1N) H
18 CD Rehabilitate historic water tower to 1940s
condition & update historic marker (1.6) H
19 PW Evaluate assessment district to pay for
undergrounding utilities (3.1O) H
20 PW Construct bikeway on land adjacent to
Johnson Ave for Southbound bicyclists (1.1) H
21 PW Install bridge off Johnson Ave for bikeway
north to Cal Poly (1.2) H
22 PW Install pedestrian bridge over RR linking
Fairview with Penny Lane (1.3) H
23 PW Install bikeway & trail linking east side of RR
tracks to signal on Johnson @Lizzie St (1.4) H
24 PW Install new bikeway along both sides of RR
ROW (1.5) H
- Partial improvements completed,
significant improvements still remain
25 PW Expand passenger loading zone in parking lot
north of depot (1.7) H
26 PW Install textured concrete paving & crosswalks,
ped lighting, trees & signage @ Leff and Osos
(1.8) H
27 PW Plant palm trees on 50-100 ft centers (1.9) H
28 PW Acquire land & construct a multi-modal transit
center with parking, shelter, restrooms, info,
bike storage, lockers etc (1.10) H
29 PW Install street paving, curb, gutter, wood
sidewalks, street trees, lighting, & signage on
Railroad Ave, Osos, Santa Barbara, High,
Emily and Roundhouse Streets (1.13) H
- Santa Barbara Street improvements
complete; other improvements remain
30 PW Install bikeway between Alphonso and Emily
streets (1.15) H
31 PW Install ped/bike crossing for access from
Stoneridge/Lawrence Dr./Villa Rosa
neighborhoods to Sinsheimer Park (1.16) H
32 PW Improve bike/ped undercrossing to Sinsheimer
Park (1.18) H
33 PW Install bikeway linking RR bikeway with
Augusta /Southwood Drive neighborhood
through creek & park areas (1.19) H
34 PW Replace/repair fencing, remove trash & install
landscaping along fence line (1.20) H
Attachment 2
BW1 - 84
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 36 -
35 PW Encourage expanded parking & staging area
for bikes (1.21) H
36 PW CIPs to install improvements at Emily,
Roundhouse, High, Church, Santa Barbara &
Osos for paving, curbs, lighting, boardwalks,
signage & trees (2.7C) H
37 PW Consider special engineering standards for
district public improvements (2.7D) H
38 PW Improve traffic circ-expand public transit,
bikeways, & widen Santa Barbara (3.1H) O
- Santa Barbara Street improvements 90%
complete; other improvements remain
39 PW Improve passenger loading facilities at depot
parking area (3.1J) H
40 PW Use RR parking lease funds to improve
parking enforcement, & lot appearance (3.1L) H
41 PW Install additional traffic signage and street
lighting, where considered necessary at
pedestrian crossings to improve sight distance
(4.1E)
Traffic Signal at Upham completed. H
Attachment 2
BW1 - 85
AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 37 -
STATUS OF AIRPORT AREA SPECIFIC PLAN
STATUS AS OF October 2014
Lead
Complete
Difficulty to Complete
No. Dept Implementation Program Summary Or
Ongoing Low Med High
1 PW Establish joint RTA bus service in area (AASP
6.3E) C
2 AD
M
Management program for area creeks required
with minimum setbacks of 35 ft. (AASP 3.3.1) O
3 AD
M
Develop remediation actions for Chevron site
to preserve natural resources (AASP 3.3.4) C
4 AD
M
Establish mitigation bank within Chevron
property to serve AASP & MASP areas (AASP
3.3.5) O
5 AD
M
Develop public access levels compatible with
maintaining habitat for Chevron property
(AASP 3.3.6) C
6 AD
M
Restore creek channels I identify maintenance
requirements & responsibilities (AASP 3.3.7) O
7 AD
M
Retain open space corridor to allow movement
of wildlife on Chevron property (AASP 3.3.8) O
8 AD
M
Maintain wildlife corridors south from AASP
toward Indian Knob & Davenport Hills by
obtaining greenbelts and working with County
(AASP 3.3.9P) O
9 AD
M
Enlarge wetland connection between areas
north and south of Tank Farm Rd (AASP
3.3.10) O
10 AD
M
City will manage acquired open space land to
preserve habitat (AASP 3.3.11) O
11 AD
M
City will pursue MOU for privately owned open
space lands to preserve habitat (AASP 3.3.12) O
12 AD
M
In lieu fee for development not able to dedicate
land for open space (AASP 3.3.14) O
13 AD
M
Expansions of URL will secure open space
(AASP 3.3.15) O
14 AD
M
Resource management activities compatible
with airport operations (AASP 3.3.17) O
15 AD
M
Expansion of wetlands to be evaluated for
aircraft safety & may only occur with
remediation and sestoration (AASP 3.3.18) O
16 CD 50 ft wetland setback required through
subdivision, development, & public facilities
(AASP 3.3.3) O
Attachment 2
BW1 - 86
AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 38 -
17 CD Require development to dedicate land or
easements for greenbelt (AASP 3.3.13) O
18 PW Locate bike paths outside creek setback area
(AASP 6.3H) O
19 PW Bike lanes shall meet or exceed CA DOT &
City design standards (AASP 6.3I) O
20 PW Require bike lanes as part of frontage
improvements for development. Require bus
stops as part of development improvements
where appropriate (AASP 6.3G) O
21 PW Development to provide street furniture or
passenger amenities such as transit stops,
shelters, pads, trash receptacles, etc. (AASP
6.3L) M
22 PW Amend Bicycle Transportation Plan to include
Airport area facilities (6.3F) M
23 AD
M
Public trail from Broad to Tank Farm via
Damon Garcia. Avoid creeks, wetlands, and
habitat. (AASP 3.3.2) H
24 CD Access & interpretive info for historical
resources (AASP 3.3.16) H
25 PW TIF funds used for new buses to serve AASP.
Bus stops provided by adjacent development
(AASP 6.3C) H
26 PW Amend Circulation Element to expand truck
route network (AASP 6.3A) H
27 PW Connect bike lanes at intersections in the
Airport Area (AASP 6.3J) H
28 PW Establish a CIP program to include bikeways
not part of Airport development (AASP 6.3K) H
Attachment 2
BW1 - 87
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 39 -
STATUS OF MARGARITA AREA SPECIFIC PLAN
IMPLEMENTATION PROGRAMS
STATUS AS OF October 2012
Lead
Compl
Difficulty to Complete
No. Dept Implementation Program Summary Ongoing Low Med High
1 ADM 1.1a Hills to be dedicated to City &
protected. C
2 CDD 1.1b Livestock grazing may be limited &
City will manage hillside vegetation. O
3 CDD 1.1c Previously graded road to Telecom
facilities will be relocated. O
4 CDD 1.2.a Acacia Creek corridor shall be 100
ft wide exclusive of sports fields & will be
replanted with riparian plants. O
5 CDD 1.2.b Swales emerging from hills will
have open space corridors 50 ft wide &
fenced near developed areas. O
6 CDD 1.2c Lower swales thru neighborhood
park will be accessible for play O
7 CDD 1.3 Riparian and seasonal wetlands
which are shown as development areas
will be replaced in kind within MASP. O
8 CDD 1.4a MASP development to detain peak
stormwater flows on-site. Shallow basins
are preferable to deeper ones. O
9 CDD 1.5a Protect ag land elsewhere in URL or
greenbelt. O
10 CDD 1.6a Provide 10 acre neighborhood park,
and 16 acre improved sports field. O
11 CDD 1.6.1a Neighborhood Park req's including
equipment and landmark feature
12 CDD 1.6.1b Some seating, cooking & small
child play space to be partly enclosed. O
13 CDD 1.6.2 Greenspace and play fields mainly
semi-natural vegetation, with large trees
only at edges & possiblity of community
gardens. O
14 CDD 1.6.3 Greenways for cycling & walking
paths. O
15 CDD 1.6.4 Sports fields to accommodate
active recreational uses & include on-site
parking. Shielded night lighting. C
Attachment 2
BW1 - 88
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 40 -
16 CDD 2.1.1 Low Density Residential areas for
SFRs only. No churches, schools or
secondary dwellings. O
17 CDD 2.1.2 Density will be 7-9 dwellings/acre O
18 CDD 2.1.3 Lot dimensions are regulated by
Table 2 O
19 CDD 2.1.4 A-C - setbacks and building/parking
orientation O
20 CDD 2.1.5 Each dwelling shall have 2 off-
street parking spaces - one covered. &
alley access standards O
21 CDD 2.2.1 Medium density residential areas -
detached houses on small lots or groups
of detached dwellings on larger lots O
22 CDD 2.2.2 Medium Density shall be 8-16
dwellings/acre. O
23 CDD 2.2.2a-e Lot dimension table & standards
for Med Density O
24 CDD 2.2.4 Med Density Building form -
setbacks and architecture O
25 CDD 2.2.5 Parking to be located at rear. Alley
access standards and special setbacks if
located in front. O
26 CDD 2.3.1 Med-High Density Res for attached
dwellings or PUDs. No churches or
schools allowed. O
27 CDD 2.3.2 Med-High Density will be 13-18
units/acre. O
28 CDD 2.3.3 Lot dimensions per Table 4 O
29 CDD 2.3.4a&b Setbacks and architectural
criteria O
30 CDD 2.3.5 Parking to be located at rear. Alley
access standards and special setbacks if
located in front O
31 CDD 2.4.1 High-Density Residential - allow a
mix of densities and ownership. Churches
and Schools not allowed O
32 CDD 2.4.2 High-Density Residential density
will be 19-24 units/acre O
33 CDD 2.4.3 Lots to be developed as a single
parcel or condo however it may be
divided into two land parcels to allow for
affordable housing. O
34 CDD 2.4.4a-c High Density building form -
setbacks, arch character and porches or
other outdoor space. O
35 CDD 2.4.5 Parking requirements and location O
Attachment 2
BW1 - 89
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 41 -
36 CDD 2.5.1 Neighborhood commercial uses =
CN zone except no uses larger than
5,000 sq ft, schools, services stations O
37 CDD 2.5.2 CN Density shown in Figure 5 O
38 CDD 2.5.3 CN lot dimensions & size minimums O
39 CDD 2.5.4a-f CN Building Form (coverage,
height, setbacks, FAR, size, architectural
character O
40 CDD 2.5.5 CN parking rquired 1/500 sq ft. &
1/300 sq ft for bikes O
41 CDD 2.6.1 Business Park uses - master-
planned campus-type development. O
42 CDD 2.6.1a BP Office - small offices and mixed
use. O
43 CDD 2.6.1b BP General - R&D, Light
manufacturing, business services.
Alowed uses listed by approval level. O
44 CDD 2.6.1c BP- Outdoor - landscaped parking,
storage, employee recreation areas O
45 CDD 2.6.1d BP- prohibited uses = carnivals,
convalescent hospitals, dwellings,
homeless shelters, schools or public
assemby uses O
46 CDD 2.6.2 BP employee density not to exceed
40 persons/acre O
47 CDD 2.6.3 BP parcel sizes & dimensions O
48 PW 2.6.4 BP vehicle access will be loops or
grid extensions. NO driveways on Prado
Rd. O
49 CDD 2.6.5a-i BP site and building design (FAR,
Orientation, outdoor space, setbacks,
parking lots, heights, massing, entries, &
materials) O
50 CDD 2.6.6a-d BP Continuity of landscape
space O
51 CDD 2.6.7a-d BP parking requirements &
design O
52 CDD 2.6.8a-b BP Landscape screening
required for loading, waste
collection,utilities & mechanical
equipment O
53 CDD 2.6.10 BP Outdoor employee amenity
areas are required O
Attachment 2
BW1 - 90
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 42 -
CDD 2.7.1 Special use area between hills and
Broad street (1.2 acres). House and
grounds should be preserved and uses
may include residence; B7B, hostel,
museum, art or craft gallery with retail
sales, restaurant, retail sales of food,
office for sales of MASP properties or
visitor info center. O
54 CDD 3.1a Buildings to express human scale by
articulating mass O
55 CDD 3.1b Architectural styles in plan are
encouraged O
56 CDD 3.1c Residentail entries should be
identifable from streets or ped walkways O
57 CDD 3.1d Universally accessible entries are
encouraged for all buidlings O
58 CDD 3.1e All development is encouraged to
have outdoor space shileded from aircraft
noise. O
59 CDD 3.2 Street trees to create sense of
identity; focal areas should be highlighted
through trees and planting; riparian
corridors should have native landscaping;
and all landscaping should be water
efficient. O
60 CDD 3.3 Lighting shall be energy efficient,
avoid glare and minimize illumination
toward sky. O
61 CDD 3.4 Buidling form & placement to meet
solar exposure objectives. O
62 CDD 3.5 Public art to be encouraged at
neigbhorhood park & principal collector
street entries. O
63 CDD 3.6 Dwellings & outdoor spaces to be
separated from Prado Rd by greenways,
green space & BP uses. Landscaped
berm to be installed where appropriate. O
64 CDD 3.7 Fence and wall designs to comply
with community design guidelines O
65 CDD 4.2a-g performance standards to ensure
airport compatibility including limitation on
uses and operations that might be
dangerous; indoor noise level
requirements, avigation easement and
disclosure requirements O
66 PW 5.0 Traffic calming features to be
developed. Streets & drives to provide
access without unnecessary paving O
Attachment 2
BW1 - 91
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 43 -
67 PW 5.1 City will extend transit service into
area as roads are developed. Transit
stops to include turnouts, shelters,
benches, trash receptacles & real time
arrival status displays. O
68 PW 5.2a New development shall include
sidewalks, ped paths, bike lanes and bike
paths. Precise alignments will be
determined with subdivisions. O
69 PW 5.2b Bike path width, paving, signs and
features to comply with Bicyce
Transportation Plan. Proposed crossings
may include features such as pavement
changes, signs or bulb-outs. O
70 PW 5.2c. Pedestrian and bike access to
sports fields will be by enhanced under or
over crossing with visibility for safety and
sense of place O
71 PW 5.3a-I Streets to foster traffic volumes
appropriate for land uses and
neighborhoods O
72 PW 5.4 Alleys should be used where feasible O
73 PW 5.5 Local streets will have bulb-outs at
the end of blocks and at mid-block for
blocks longer than 500'. O
74 PW 5.7.1 Additional right-of-way for Broad
Street to accommodate bike lane, vertical
curbs, landscaped parkway, and center
median. O
75 PW 5.7.2 Prado Road facilities, phasing and
construction requirements O
76 PW 5.8 Traffic calming required -
roundabouts, traffic circles, intersection
treatments, and bulb-outs. O
77 CDD 5.9 Street names to follow City
requirements. O
78 PW 6.3 Fire-dept activated signal control
devices required for all intersections with
traffic signals O
79 PW 7.3.1 Subdivision plans must show
detailed solutions to stormwater issues.
Develoers areresponsible for drainage
facilities serving their parcels. O
80 PW 7.3.2 All drainage facilities must comply
with NPDES & post construction runoff
controls O
81 PW 7.5 Each residence shall have one 2"
conduit conneted with underground
system to facilitate future installation of
high-speed data system. O
Attachment 2
BW1 - 92
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 44 -
82 PW 7.7 All new power, telephone & cable
lines to be installed undergound. All
existing line facilities to be underground at
time of frontage construction. O
83 PW 7.8 Streets& utilities installations must be
built to ensure that later projets can build
upon systems that are appropriately sized
and located. O
84 CDD 8.1a The area shall accommodate at
least 2 sites with a total capacity of 40
dwellings for HASLO to provide affordable
housing. O
85 CDD 8.1b Residential area may be developed
with modular or manufactured dwellings
that comply with specific plan. O
86 CDD 8.1c Affordable housing density bonuses
available in area designated in Fig 5 only
due to airport land use plan. O
Attachment 2
BW1 - 93
CLIMATE ACTION PLAN
- 45 -
STATUS OF CLIMATE ACTION PLAN IMPLEMENTATION
STATUS AS OF October 2014
Lead
Compl
Difficulty
to
Complete
No. Dept Implementation Program Summary Ongoing Low Med High
1 CDD BLD 1:Efficiency Improvements
to existing buildlings M
2 CDD BLD 2: New Construction
Energy Conservation L
3 CDD BLD 3: Public Outreach and
Education L
4 CDD BLD Adaptation 1: Public Relief
during Extreme Heat M
5 CDD RE 1: Renewable Energy
Financing M
6 CDD RE 2: Renewable Energy
Implementation H
7 CDD RE 3: Public Outreach and
Education L
8 PW TLU 1: Transit Service H
9 CDD TLU 2: Alternative Vehicles
M
10 PW TLU 3: Bike Travel H
11 PW TLU 4: Complete Streets H
12 CDD TLU 5: Land Use Diversity and
Density H
13 PW TLU 6: Parking Management M
14 CDD TLU 7: Shared Parking M
15 CDD TLU 8: Reduce the Need for
Commuting L
16 CDD TLU 9: Public Outreach and
Education M
17 UTIL WTR 1: Water Conservation:
Existing Development L
18 CDD WTR 2: Water Conservation:
New Development L
19 CDD WTR 3: Public Outreach and
Education M
20 CDD WTR Adaptation 1: Recycled
Water O
Attachment 2
BW1 - 94
CLIMATE ACTION PLAN
- 46 -
21 UTIL WST 1: Increased Waste
Diversion H
22 CDD WST 2: Public Outreach and
Education L
23 PW PKS 1: Enrich the Urban Forest H
24 ADM PKS 2: Parks & Open Space
Development H
25 PW PKS 3: Green Waste Recycling L
26 PR PKS 4: Foster Local Food
Production M
27 PR PKS 5: Public Outreach and
Education L
28 CDD PKS Adaptation 1: Vegetation
Management O
29 CDD PKS Adaptation 2: Fire
Management O
30 UTIL GO 1: City Energy Conservation H
31 CDD GO 2: City Renewable Energy H
32 PW GO 2: City Renewable Energy H
33 PW GO 3: Transit Fleet Upgrades H
34 PW GO 4: Energy-Efficient Street
Lighting H
35 UTIL GO 5: Water & Wastewater
Infrastructure H
36 UTIL GO 6: Increase Waste Diversion
from City-owned property M
37 PW GO 7: Water Conservation M
38 PW GO 8: Fleet and Equipment
Upgrades M
39 PW GO 9: Employee Commute M
40 UTIL GO 10: Sustainability
Coordinator H
41 UTIL GO 11: Public Outreach and
Education L
Attachment 2
BW1 - 95
ATTACHMENT 3
STATUS OF CURRENT CIP PROJECTS
As of October 2014
1
Attachment 3
BW1 - 96
STATUS OF CIP PROJECTS
As of October 2014
TABLE OF CONTENTS
INTRODUCTION
Overview 3
Report Organization 3
Findings 5
STATUS REPORTS
Major CIP Projects 6
All CIP Projects
Construction or Acquisition Completed 7
In Process (construction/acquisition/on-going) 11
Design Completed: In Bid Process 15
In Design 16
Under Study 18
Delay or Cancel 19
2
Attachment 3
BW1 - 97
STATUS OF CIP PROJECTS
OVERVIEW
The purpose of this report is to provide the Council with a concise yet comprehensive summary
of the status of the City’s Capital Improvement Plan (CIP) projects.
As discussed in greater detail below, the City is making excellent progress in achieving our CIP
goals: of 234 projects that have been financially active during the 2013-15 Financial Plan period:
1. 67% (157) are either completed or in process. In process includes projects under
construction, acquisition, fleet carryover, and on-going projects.
2. 3% (7) are in the bid process.
3. 20% (47) are under design.
4. 6% (13) are under study.
5. 4% (10) are either delayed or recommended to be cancelled.
REPORT ORGANIZATION
Status of Major City Projects
This chart concisely presents the status of our progress to-date on 19 major CIP projects by
presenting the “percent complete” based on the phase that it is in: construction, design or study.
Status of All CIP Projects
This report summarizes the status of all 234 CIP projects with financial activity during the 2013-
15 Financial Plan period organized as follows:
3
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STATUS OF CIP PROJECTS
Project Status. Projects are first presented in one of six “phase” categories shown below. Each
project also shows the “percent complete” within the phase.
1. Under study
2. Under design
3. Design completed: in the bid process
4. Construction or acquisition in progress
5. Construction or acquisition completed
6. Recommended to be delayed or cancelled
Primary Funding Source. Within the “phase,” projects are then presented by their primary
funding source:
1. Capital Outlay Fund (Along with grant
funds, the General Fund is the primary
funding source for this fund.)
2. Community Development Block Grant
(CDBG) Fund
3. Public Art In-Lieu (Private Sector)
4. Transportation Impact Fee Fund
5. Affordable Housing Fund
6. Open Space Protection Fund
7. Parkland Development Fund
8. Fleet Replacement Fund (Along with
interest earnings and sale of surplus
property, the General Fund is the primary
funding source for this fund.)
9. Water Fund
10. Sewer Fund
11. Parking Fund
12. Transit Fund
13. Whale Rock Reservoir Fund
The report also indicates the functional area for each project: public safety, public utilities;
transportation; leisure, cultural and social services; community development; and general
government.
Priority Criteria. For each project, we have provided information about the “high priority”
criteria used by the CIP Review Committee in initially evaluating CIP budget requests before
recommending them to the City Manager for approval by the Council:
1. Does it help achieve a Major City Goal?
2. Is the project needed to meet significant public health or safety concerns?
3. Is there significant outside funding?
4. Is it needed to adequately maintain, repair or replace existing infrastructure, facilities or
equipment?
5. Will it result in significant operating cost savings or productivity improvements?
6. Is it required to meet state or federal mandates?
7. Is it needed to meet the City’s public art policy or funded through the private sector public art
in-lieu fee?
4
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STATUS OF CIP PROJECTS
FINDINGS
As reflected in this summary, every project meets at least one of the “high priority” criteria (and
many meet more than one). This is not surprising, given the high level of scrutiny that each
received before being approved by the Council, and the detailed reviews that we have already
undertaken in our efforts to allocate CIP funding to high priority needs.
Based on our review of the status of the CIP and priority criteria, ten projects surfaced as
candidates to be delayed or cancelled at this time. These are all Enterprise Fund projects.
Projects recommended to be delayed or cancelled in the Water Fund are all connected to the new
Water Master Plan which will be completed in 2015. The Water Master Plan update is expected
to identify significant changes to the system, which will cause some projects to see a different
approach or elimination all together. Three Transit Fund projects are delayed based on pending
confirmation of grant availability.
5
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STATUS OF CIP PROJECTS
6
Attachment 3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
COMPLETED PROJECTS
CAPITAL OUTLAY FUND
City Hall Entry Steps General Government 100%x
ADA Improvements General Government 100%x x
SPRR Freight Warehouse General Government 100%x
Radio System Upgrade General Government 100%x x x
GPS System Replacement General Government 100%x
Wireless Net Infr Repl General Government 100%x
Mbl Equip Lifts & Stnd General Government 100%x
Damon Garcia Parking Lot Leisure, Culture, Social Svc 100%x
Central Irrigation Controller Leisure, Culture, Social Svc 100%x
Laguna Lake Dredging Leisure, Culture, Social Svc 100%x
Pool Boiler Replacement Leisure, Culture, Social Svc 100%x x
Play Equip Replace Johnson Park Leisure, Culture, Social Svc 100%x x
Play Equip Replace Santa Rosa Park Leisure, Culture, Social Svc 100%x x
Play Equip Replace Emerson Park Leisure, Culture, Social Svc 100%x x
PR Admin Software Replacement Leisure, Culture, Social Svc 100%x
Play Equip Replace Meadow Park Leisure, Culture, Social Svc 100%x
Storm Drain Culverts Transportation 100%x
Downtown Beautification Transportation 100%x
Utilities Asset Management System Transportation 100%x
Street Reconstruction 2013 Transportation 100%x
Storm Drain Jeff/Cerr Transportation 100%x
LED Streetlight Turnk Transportation 100%x x
Hwy 227 Signal Upgrades Transportation 100%x X
Foothill Blvd Bridge Transportation 100%x x x
Chorro St R&R Transportation 100%x x
Higuera Widening Transportation 100%x
Roadway Sealing 2014 Transportation 100%x
CDBG Curb Ramps 2013 Transportation 100%x x
Extrication Equipment Public Safety 100%x x
CAD Server Replacement Public Safety 100%x
La Loma Adobe Community Development 100%
City to Sea Greenway Community Development 100%
MAJOR FACILITY REPLACEMENT FUND
Sinsheimer Pkg Resurf General Government 100%x
Project Priority Criteria
7
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
City/County Restroom Remodel General Government 100%x
Jack House RR Remodel Leisure, Culture, Social Svc 100%x x
FLEET REPLACEMENT FUND
Utilities Asset Management System General Government 100%x
Neighbrhd Svs Sedan Public Safety 100%x
Fire Admin Sedan Public Safety 100%x
Fire Prevention SUV Public Safety 100%x
FBC Command Vehicle Public Safety 100%x
Fire Engine Public Safety 100%x
PD Marked Patrol Sedans Public Safety 100%x
Dump Truck Replacement Transportation 100%x
WRF 4WD Loader Transportation 100%
WRRF 4WD Loader Transportation 100%
Signal/Lights Lift Trk Transportation 100%x
Transport Eng Trk/Van Community Development 100%x
IT REPLACEMENT FUND
Council Chamber Tech General Government 100%x
Public Safety Vido Prog General Government 100%x
Fox Pro Replacement General Government 100%x
GPS System Replacement General Government 100%x
UB System Upgrade General Government 100%x
PUBLIC ART FUND
Library Mural Project Leisure, Culture, Social Svc 100%x PA1
Meadow Pk Comm Garden Leisure, Culture, Social Svc 100%x PA1
TRANSPORTATION IMPACT FEE FUND
Street Reconstruction 2013 Transportation 100%x
Railroad Safety Trail phase 4A Transportation 100%x x
Mid Hig Improvement Project Transportation 100%x x
RR Safety Trail Hath/Taft Transportation 100%x x
City Traffic Counts 2014 Transportation 100%x x x
RR Safety Trail Phase 4 Transportation 100%x
Traffic Volume Counts Transportation 100%x x x
CDBG FUND
313 South Street Community Development 100%x
Womens Business Center Community Development 100%x CD1
3212 Rockview Community Development 100%x CD2
542 Hathway Acqu/Rehab Community Development 100%x CD2
8
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
CDBG Curb Ramps 2013 Transportation 100%x
AFFORDABLE HOUSING FUND
313 South Street Community Development 100%x
Housing Trust Fund Community Development 100%x
SEWER FUND
Utilities Asset Management System Utilities 100%x
Street Reconstruction 2013 Utilities 100%x
RR Safety Trail Hath/Taft Utilities 100%x
Roadway Sealing 2014 Utilities 100%x `
Sewerline Impr 09-10 Utilities 100%x
Laguna Lift Station Repl Utilities 100%x
Santa Rosa Sewerline Repl Utilities 100%x
Digester #2 Cleaning Utilities 100%x
WRRF Sludge Bed Utilities 100%x
WRRF Cooling Towers Utilities 100%x
WWV Vac-con Hydroclnr Utilities 100%x
Mbl Equip Lifts & Stnd Utilities 100%
WATER FUND
Utilities Asset Management System Utilities 100%x
Street Reconstruction 2013 Utilities 100%x
GPS System Replacement Utilities 100%x
UB System Upgrade Utilities 100%x
Mbl Equip Lifts & Stnd Utilities 100%x
Fox Pro Replacement General Government 100%x
WHALE ROCK FUND
Mbl Equip Lifts & Stnd Utilities 100%x
Whale Rock Utility Veh Utilities 100%x
TRANSIT FUND
Bus Maint Facility Exp Transportation 100%x x
Fox Pro Replacement Transportation 100%x
GPS System Replacement Transportation 100%x
PARKING FUND
Pkg Lot Resurface 13-14 Transportation 100%x
Arch Study Garage Artifact Transportation 100%x
Fox Pro Replacement Transportation 100%x
GPS System Replacement Transportation 100%x
Mbl Equip Lifts & Stnd Transportation 100%x
9
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
Utility Scooter Transportation 100%
Parking Vehicle Transportation 100%
Library Pkg Lot Resurface Transportation 100%x
10
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
IN PROCESS (under construction/acquisition, on-going)
CAPITAL OUTLAY FUND
Comm Ctr Blade Computer Repl General Government 50%x x
Fox Pro Replacement General Government 100%x
Laserfiche General Government 98%x x
Facility Pk Lot Master General Government n/a x PW2
Facility Maint Master General Government n/a x PW2
Skate Park Improvement Leisure, Culture, Social Svc 75%x
Mission Plaza Railing Leisure, Culture, Social Svc 50%x
Play Equip Replacement Leisure, Culture, Social Svc n/a x PW2
Hose Replacement Public Safety 50%x x FLT 2
LOVR/Hwy 101 Interchange Transportation 1%x x x
Master Acct Street R&R Transportation n/a x x PW2
Master Acct Sidewalk Access Transportation n/a x PW2
Master Acct CMP Repl Transportation n/a x x PW2
Master Acct Sidewalk Repair Transportation n/a x PW2
Silt Removal Master Account Transportation n/a x PW2
Master Acct Neighbor Traf Mgmt Transportation n/a x x PW2
General Traffic\ Signal Improvements Transportation n/a x x x x x PW3
Traffic Safety Report Improvements Transportation n/a x x PW3
Traffic Safety Report Transportation n/a x x PW3
Street Sign Maintenance Transportation n/a x x x PW3
Trafic Oper Rept Impl Transportation n/a PW3
Traffic Safety & Oper Imp Transportation n/a X PW3
Traffic Sign Maint Transportation n/a x x PW3
IT REPLACEMENT FUND
City Website Upgrade General Government 85%x
VPN Replacement General Government 50%x
Enterprise Strge Grwth General Government 90%x
ER Comm Ctr Blade Computer Repl General Government 20%x
Network Security Upgrade General Government 50%x
MDC In Car Video General Government 50%x
Firewall Replacement General Government 50%x
MAJOR FACILITY REPLACEMENT FUND
PD Admin HVAC Replace Public Safety 5%x
FLEET REPLACEMENT FUND
11
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
Pickups - Engineering Community Development 50%x FLT 1
City Pool Cars General Government x FLT 2
Fleet Maint Pickup General Government x FLT 1
HD Water Tank Truck Leisure, Culture, Social Svc x FLT 1
Parks Maint Equip Leisure, Culture, Social Svc x FLT 1
Parks Maint Pickup Leisure, Culture, Social Svc x FLT 2
Golf Course Mowers Leisure, Culture, Social Svc 0%x FLT 2
Ranger Vehicle Leisure, Culture, Social Svc 0%FLT 2
PD Admin Vehicles Public Safety x FLT 2
PD Unmrkd Det Vehicles Public Safety x FLT 1
Patrol Sedans Public Safety 95%x FLT 1
Police SUV Public Safety x FLT 1
PD Marked Utility Vehicle Public Safety x FLT 1
Patrol Motorcycles - 6 Public Safety FLT 2
Pickup Streets Maintenance (0030)Transportation 50%FLT 1
Pickup Streets Maintenance (0116)Transportation FLT 2
OPEN SPACE PROTECTION FUND
Creek Mitigation Community Development 85%x
Froom Ranch Improvements Community Development 50%x
Calle Joaquin AG Reserv Community Development 50%x
PARKING FUND
Palm St Tile Removal Transportation 75%x
Laserfiche General Government 98%x x
City Website Upgrade General Government 90%x
Enterprise Strge Grwth General Government 90%
Network Security Upgrade General Government 50%x
Firewall Replacement General Government 20%x
PARKLAND DEVELOPMENT FUND
Skate Park Improvement Leisure, Culture, Social Svc 75%x
Open Space Acquisition Community Development 90%
PUBLIC ART FUND
Skate Park Improvement - Public Art Leisure, Culture, Social Svc 80%x x
Public Art Maintenance Leisure, Culture, Social Svc 10%x
TRANSPORTATION IMPACT FEE FUND
Bob Jones Trail Connection Transportation 100 x x
LOVR/Hwy 101 Interchange Transportation 1%x x x
Traffic Safety Report Improvements Transportation n/a x x PW3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
Bicycle Facility Impvorvements Transportation n/a x x x x PW3
Bicycle Projects Transportation n/a x PW3
CDBG FUND
Master Acct Sidewalk Access Transportation n/a x PW2
SEWER FUND
WRRF Energy Efficiency Utilities 80%x
WWC Pickup Utilities n/a x FLT 1
WRF Pickup Utilities n/a x FLT 1
Master Coll Sys Impr Utilities n/a x UT1
WRRF Major Maintenance Utilities n/a x UT1
Portable Generators Utilities n/a FLT 2
WRRF Service Truck Utilities n/a x FLT 2
Util Admin Sedan 13-14 Utilities n/a x FLT 2
Portable Generators Utilities n/a FLT 2
Utility Cons Pickup Trcks Utilities n/a x FLT 2
VPN Replacement General Government 50%x
Laserfiche General Government 98%x x
City Website Upgrade General Government 90%x
Enterprise Strge Grwth General Government 90%x
Network Security Upgrade General Government 50%x
Firewall Replacement General Government 50%x
WATER FUND
Fire Lateral Reimb Utilities n/a x
Johnson Underpass Pump Utilities 10%x
Trench Repair Utilities n/a x
Raise Valve Covers Utilities n/a x
Tank Maintenance Utilities 10%x
WTR Cust Svc Trk Utilities n/a x FLT 1
Master Distr Sys Improv Utilities n/a x UT1
Water Trtmt Major Eq Maint Utilities n/a x UT1
Util Admin Sedan 13-14 Utilities n/a x FLT 2
VPN Replacement General Government 50%x
Laserfiche General Government 98%x x
City Website Upgrade General Government 90%x
Enterprise Strge Grwth General Government 90%x
Firewall Replacement General Government 50%x
TRANSIT FUND
13
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
Bus Stop Improvements Transportation 80%x x
Bus Cap Engine Rehab Transportation 86%x
Facility Security Imp Transportation 90%x x
Bus Stop Equip Project Transportation 60%x x
Bus Rehab 2012-13 POP Transportation n/a x x PW3
SLO Transit Pickup Transportation n/a x FLT 2
PARKING FUND
Laserfiche General Government 98%x x
City Website Upgrade General Government 90%x
Enterprise Strge Grwth General Government 90%x
Network Security Upgrade General Government 50%x
Firewall Replacement General Government 50%x
Marsh St Pkg Light Repl General Government 100%x
14
Attachment 3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
DESIGN COMPLETED: IN BID PROCESS
CAPITAL OUTLAY FUND
Ped Bike Pathway Maint Leisure, Culture, Social Svc 50%x
Downtown Renewal Transportation 50%x
Network Switch Upgrade General Government 10%x
IT REPLACEMENT FUND x
Document Management General Government 15%x
CIP Prjct Mgt Software General Government 5%x
Network Switch Upgrade General Government 10%x
ECC Comp Equip Repl General Government 15%x
MAJOR FACILITY REPLACEMENT FUND
Jack House Ext Painting General Government 100%x
SEWER FUND
Document Management General Government 15%x
Network Switch Upgrade General Government 10%x
WATER FUND
Document Management General Government 15%x
Network Switch Upgrade General Government 10%x
TRANSIT FUND
Document Management General Government 15%x
Network Switch Upgrade General Government 10%x
PARKING FUND
Document Management General Government 15%x
Network Switch Upgrade General Government 10%x
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Attachment 3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
PROJECTS UNDER DESIGN
City Gateways Community Development 75%x
MS Office Replacement General Government 5%x
Olympic Pool Replaster Leisure, Culture, Social Svc 90%x
Sinsheimer Equipment Replacement Leisure, Culture, Social Svc 30%x x
Playground Equip 13-14 Leisure, Culture, Social Svc 30%x
DT Tree & Sidewalk Repl Leisure, Culture, Social Svc 75%x
Marsh St Bridge Repair Transportation 50%x x
Toro St Creek Bank Stabil Transportation 60%x x
Broad Street Bank Reinf Transportation 75%x
Directional Sign Program Transportation 50%
Flood Plan Phase II Transportation 100%x
Toro St Bank Stabil Transportation 60%x
Prado Bridge Deck Overlay Transportation 15%x
RPL Lighted Crosswalks Transportation 10%X X
CDBG Curb Ramps 2014 Transportation 75%x
Calle Joaquin Prk/Ride Transportation 10%x
MAJOR FACILITY REPLACEMENT
Sinsheimer Stair Repl Leisure, Culture, Social Svc 80%x
CDBG FUND
Homeless Campus Community Development 100%x
CDBG Curb Ramps 2014 Transportation 75%x
IT REPLACEMENT FUND
Security Video Sys Repl Public Safety 5%x
MS Office Replacement General Government 5%x
MAJOR FACILITY REPLACEMENT
City Hall Renovation General Government 70%x
CH Perimeter Drain Rep Leisure, Culture, Social Svc 50%x
Golf Course Restroom Leisure, Culture, Social Svc 5%x x
Fire St 2 Dorm Remodel Public Safety 50%x
OPEN SPACE PROTECTION FUND
Open Space Protection Community Development 25%x
PUBLIC ART FUND
9-11 Memorial Leisure, Culture, Social Svc 40%x
Kyle Roofing Mural Leisure, Culture, Social Svc 40%x
Fountain @ Marsh/Higuera Leisure, Culture, Social Svc 40%x
16
Attachment 3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
SEWER FUND
Scada Upgrade Integration Utilities 85%x `
Calle Joaquin Lift Station Utilities 75%x
Jennifer RR / Hig-Marsh Utilities 90%x
Margarita Lift Station Utilities 40%x
Foothill Lift Station Utilities 40%x
Sewerline Repl Rachel R Utilities 50%x
Sewerline Repl Stffrd Utilities 50%x
MS Office Replacement General Government 5%x
WATER FUND
Foothill/Chorro PRV Utilities 75%x
Wtr Pump Station Anly Utilities 95%x
16" Waterline Replace Utilities 90%x
Monterey Waterline Repl Utilities 90%x
Wireless Net Infr Repl Utilities 100%x
Network Security Upgrade General Government 5%x
MS Office Replacement General Government 5%x
TRANSPORTATION IMPACT FEE FUND
RR Safety Trail Hwy 101 Transportation 90%x x
Traffic Model Update Transportation 10%x
Railroad Safety Trail Lighting Transportation 90%
RR Safety Trail Taft/Pepper Transportation 90%x x
Prado Bridge Widening Transportation 10%x x x x x
TRANSIT FUND
MS Office Replacement General Government 5%x
PARKING FUND
Marsh St Paint Phase 2 Transportation 35%x
Retrofit 919 Pkg Stair Transportation x
MS Office Replacement General Government 5%x
17
Attachment 3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
PROJECTS UNDER STUDY
CAPITAL OUTLAY FUND
Sinsheimer Stadium Building Leisure, Culture, Social Svc 100%x
Bridge Enhancement Art Leisure, Culture, Social Svc 0%x
Mission Plaza Master Plan Leisure, Culture, Social Svc 5%
Mid Hig By Pass Channel Transportation 99%x x x
Bob Jones Octagon Barn Transportation 100 x
Foothill/California RR X Transportation 10%x
Homeless Service Ct Community Development x
PARKING FUND
Palm-Nipomo Parking Garage Transportation 50%x
PUBLIC ART FUND
Public Art Master Plan Leisure, Culture, Social Svc 0%x PA1
SEWER FUND
WW Infr Repl Strategy Utilities 75%x
WRRF Upgrade Utilities 50%x
WATER FUND
Telemetry System Upgrade General Government 100%x
WHALE ROCK FUND
Old Creek Habitat Plan Utilities 80%x
Telemetry System Upgrade General Government 100%x
18
Attachment 3
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CIP STATUS REPORT
Project Function
Phase
Percent
Complete
Major City
Goal
Significant
Public
Health or
Safety
Concern
Maintenance of
Infrastructure
Facilities or
Equipment
Significant
Operating Cost
Savings /
Productivity
Improvements
Significant
Outside
Funding
Fed or State
Requirement
Public Art
Policy
Other Priority
Factors
(See Notes
Below)
Project Priority Criteria
PROJECTS RECOMMENDED TO BE DELAYED OR CANCELLED
TRANSIT FUND
Buses and Trolley Transportation x x delay - 1
Bus Shelter Replacement Transportation x x delay - 1
Transit Ctr Expansion Transportation x x delay - 1
SEWER FUND
Madonna Lift Station Utilities x cancel
WATER FUND
Reservoir CVR Repl Utilities x delay
Dist Pump Stn Upgrades Utilities x delay
Stenner Cyn Waterline Repl Utilities x delay
WTP Air Compressor RPL Utilities x cancel
Water Reuse Auto Impr Utilities x cancel
WHALE ROCK FUND
Valve Replacements Utilities x delay
COLUMN L NOTES:
CD1 - Business support for low income clients
CD2 - Affordable Housing Projects
UT 1 - Master account; no project activity occurs here.
PW2 - Master account; no project activity tracked here
PW3 - Ongoing Project
PA1 - Project Complete. Transfer remaining funding into Completed Projects account for Public Art Fund.
FLT 1 - Fleet or Equipment purchase order has been made
FLT 2 - Fleet appropriations carried forward for item waiting to be ordered
Delay - 1 - Delayed until confirmation of grant appropriation is received
19
Attachment 3
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ATTACHMENT 4
LONG-TERM
CAPITAL IMPROVEMENT PLAN
Attachment 4
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LONG-TERM CAPITAL IMPROVEMENT PLAN
TABLE OF CONTENTS
INTRODUCTION
Overview 1
Report Organizations 2
CAPITAL IMPROVEMENT PLAN PROJECTS BY FUNCTION
Public Safety
Police Protection and Fire & Environmental Safety 3
Public Utilities
Water and Wastewater Services 4
Transportation
Streets 5
Creek & Flood Protection 6
Pedestrian & Bicycle Paths 6
Parking 8
Transit 8
Leisure, Cultural and Social Services
Parks & Recreation and Cultural Services 9
Community Development
Natural Resources 10
General Government
Information Technology and Buildings 11
Cost Summary by Function 12
Attachment 4
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INTRODUCTION
1
OVERVIEW
What is a Long Term Capital Improvement Plan (CIP)?
The Long Term CIP provides a glimpse in the future of the City. Many of our current
infrastructure assets are not adequate to handle the needs of the future. Many streets must
be built or widened, water lines and sewer lines must be extended into new areas, and
new parks must be built. At the time of General Plan build out, now assumed as the year
2050, the projects on this list would ideally be completed and in use for the residents of
the City.
Why does the City need a Long Term CIP?
The Long Term CIP can serve as a blueprint to guide the Council’s future investments. It
is clear that the Council will be making annual investments in infrastructure repair and
maintenance, but there will likely be opportunities to leverage grant funding to build
larger infrastructure projects to complement or assist what new development provides.
Without this plan for build out, the City may miss out on strategic investments that must
be made in a timely manner to help facilitate orderly development.
What projects are included in the Long Term CIP?
The Long Term CIP only includes new improvements needed to support General Plan
build-out, based on current policies, plans and goals in place today. Maintenance oriented
improvements, such as for pavement or storm drains, are not included in this plan. While
costs for maintenance only projects can be significant, those costs are incurred to
adequately maintain what we already have in place today. This plan focuses on the new
facilities and infrastructure needed to support the City at build-out.
How does staff determine which projects to include in the Long Term CIP?
Using the City’s major policy documents, like the General Plan and the Circulation
Element, City staff identified the improvements that need to be in place to accommodate
build out of the City. For virtually all of the projects in the plan, there is a link to a major
policy document approved by the Council. In most cases, these links come from the
General Plan, while some others come from an adopted master plan.
When would we build these projects?
Ideally, these projects would be built as part of new development taking place in the City.
Realistically, only some of the projects could be built by new development, with many
needing to be built by the City using grant funds or some form of debt financing. The key
purpose of the this plan is to have already identified the improvements needed in
advance, so that as development occurs (or funding opportunities arise) the City is ready
to proceed with what needs to be built and where.
How does the Long Term CIP fit into the two year Financial Plan process?
By considering the Long Term CIP in the context of the 2015-17 goal-setting and
Financial Plan process, these projects provide an important starting place in assessing
which ones might be a high priority to consider in the next two years. The list is a way for
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INTRODUCTION
2
the Council to see the long term infrastructure needs for the City and have an “order of
magnitude” idea of how much it may cost to fully implement.
With this understanding, the Long-Term CIP is one of the pieces of information for the
Council to consider in setting goals and priorities for 2015-17. This Long-Term CIP is
conceptual, and in most cases, the projects have not undergone detailed analysis, nor
undergone the rigor of the public review process. They represent City staff’s best
assessment of costs and scope based on what is known today, but may undergo changes
in scope or importance as new challenges and issues emerge over time.
In short, this report focuses on presenting the "inventory" of improvements that may be
needed at some time in the future, as a starting point in the goal-setting process to help
decide which CIP projects will go forward. Crafting funding solutions for implementation
based on Council priorities is the next step in the process, and an integral part of the
Financial Plan process.
REPORT ORGANIZATION
The report organizes CIP projects into the six major functional areas used in the City's
Financial Plan:
Public Safety
Police Protection, Fire & Environmental Safety
Public Utilities
Water, Wastewater
Transportation
Streets, Pedestrian & Bicycle Paths, Creek & Flood Protection, Parking, Transit
Leisure, Cultural and Social Services
Parks & Recreation, Cultural Services
Community Development
Natural Resources
General Government
Information Technology, Buildings
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
Land Acquisition for New Police Headquarters Police Facilities Master Plan 8,994,400
New Police Headquarters Facility Police Facilities Master Plan 34,379,100
43,373,500
Equipment
Fire Pumper for Station 5 Fire Master Plan 560,000
Facilities
New Station 5 without land costs Fire Master Plan 3,500,000
Replacement Fire Station 2 & 3 Fire Master Plan 7,000,000
Fire Apparatus Maintenance Shop Fire Master Plan 500,000
Station 4 Addition Safety Element 350,000
11,910,000
55,283,500$
PUBLIC SAFETY
Police Protection
Fire and Environmental Safety
Total Police Protection
Total Fire and Environmental Safety
TOTAL PUBLIC SAFETY
3
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETY
Master Plan Implementation Draft Water Master Plan, October 2014,45,000,000
prepared by Wallace Group
Water Reuse Master Plan Implementation Draft Water Reuse Master Plan 7,500,000
prepared by Wallace Group
52,500,000
Buckley Lift Station Wastewater Master Plan AA, Oct 2009 6,360,000
prepared by Brown and Caldwell
Los Verdes Lift Station Wastewater Master Plan AA, Oct 2009 2,060,000
prepared by Brown and Caldwell
Calle Joaquin Lift Station Wastewater Master Plan AA, Oct 2009 1,350,000
prepared by Brown and Caldwell
Silver City Lift Station Wastewater Master Plan AA, Oct 2009 260,000
prepared by Brown and Caldwell
Master Plan Implementation Wastewater Master Plan, Oct 2000 43,940,000
prepared by Brown and Caldwell
Plant Treatment Disinfection Modifications Estimated by Brown and Caldwell 4,100,000
58,070,000
110,570,000$
Total Wastewater Services
TOTAL PUBLIC UTILITIES
PUBLIC UTILITIES
Water Services
Total Water Services
Wastewater Services
Collection
Treatment and Reclamation
4
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETY
New Roads
Prado Road: Broad to Higuera Circulation Element A.1 21,500,000
Prado at Higuera Intersection Margarita Area Specific Plan (MASP)310,000
Buckley Road: Extend from Vachell to Higuera Circulation Element A.3 4,300,000
Bullock Lane Extension to Tank Farm Road Circulation Element A.4 3,300,000
Sacramento Drive Extension Orcutt Road Circulation Element A.5 1,600,000
Bishop Street Extension Across UPRR to Broad Circulation Element A.6 10,700,000
Santa Fe Rd: Realign s/o Tank Farm Road Circulation Element A.7, AASP 5,300,000
Santa Fe Rd: Connect with future Prado Rd Circulation Element A.7, MASP, Airport
Area Specific Plan (AASP) 1,600,000
Road Widenings
Prado Road: Higuera to US 101 Circulation Element A.1, B.4 6,100,000
Higuera Street - High to Marsh Circulation Element B.1 3,700,000
Orcutt Road - Broad to Johnson Circulation Element B.2 1,600,000
Orcutt Road - UPRR Crossing Widening Circulation Element B.2 3,000,000
Tank Farm Road - S Higuera to Broad Circulation Element B.3, AASP 5,800,000
South Higuera - Madonna to Prado Road Circulation Element B.5 500,000
LOVR - Madonna to US 101 Circulation Element B.6 500,000
Santa Rosa Street - Olive to Foothill Road Circulation Element B.7 3,200,000
Santa Rosa Street at Foothill (EB RT lane)Circulation Element B.8(a)1,100,000
Santa Rosa Street at Olive (NB RT Lane)Circulation Element B.8(b)1,600,000
Santa Rosa Street at Walnut (LT lanes)Circulation Element B.8(c)310,000
Santa Barbara Street: Upham to Broad Railroad District Plan 1,300,000
Santa Barbara Street: Leff to Upham Railroad District Plan 260,000
Broad Street: South Street to Alphonso Four Creeks EIR 1,100,000
Freeway Interchanges
Prado Road Interchange Circulation Element C.1 42,800,000
Route 101/HWY 1 (Santa Rosa)Circulation Element C.3 43,500,000
Broad Street/US 101 (Ramp Modifications)Circulation Element C.4 1,600,000
Other Street Projects
Monterey Street: Santa Rosa to Grand Circulation Element D.1 16,000,000
Orcutt Road Grade Separation at UPRR Circulation Element D.2 21,500,000
Prefumo Canyon Road - Landscaped median Circulation Element D.3 525,000
Broad Street Dogleg Circulation Element D.5 380,000
Guard Rail Upgrade and Replacement Safety Element 1,100,000
Congestion Relief Projects Circulation Element 5,300,000
Neighborhood Traffic Management Circulation Element, LU 2.1.3.850,000
Traffic Safety Mitigation Circulation Element 5,500,000
Broad Street Landscaped Medians (S of Orcutt)AASP 2,700,000
Broad Street Corridor Enhancement Circulation Element 2,100,000
Santa Rosa Street Corridor Enhancement Circulation Element 1,600,000
Foothill Road Corridor Enhancement Circulation Element 1,600,000
Undergrounding of Overhead Utility Lines Circulation Element 21,500,000
City Assistance: Neighborhood Improvements Housing Element 7.3.3 5,300,000
Parker Street Improvements Mid-Higuera Enhancement Plan 80,000
Brook Street Extension & Plaza Mid-Higuera Enhancement Plan 230,000
Walker/Pacific Closure & Plaza Mid-Higuera Enhancement Plan 230,000
Streets
TRANSPORTATION
5
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETYTraffic Signals, Street Lights & Signals
New Traffic Signals Circulation Element 2,650,000
Traffic Signal System Upgrade Circulation Element 790,000
Video Detect/Surveillance Circulation Element 1,100,000
Traffic Signal Communications Circulation Element 1,600,000
Downtown Pedestrian Level Street Lighting Circulation Element 2,400,000
New Street Lights ($15,000 Per Year)Circulation Element 330,000
Street Light Modifications/Upgrade Circulation Element 2,600,000
Downtown Pedestrian Signals Improvements Circulation Element 300,000
Billboard Removal Program Circulation Element 14.11 2,100,000
Acquire 975 Broad Street, Extend SLO Creek Circulation Element 2,100,000
Path West of Nipomo
Crosswalk Lighting Systems Circulation Element 310,000
Street Lights at Crosswalks in Railroad District Railroad District Plan 100,000
Bridge Replacements
Prado Road: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 4,800,000
California Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 6,500,000
Johnson Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 3,000,000
Chorro Street: Stenner Creek Land Use Element 6.4.6E, OS 3.2.1E 2,700,000
Madonna: Prefumo Creek Land Use Element 6.4.6E, OS 3.2.1E 1,500,000
Bianchi Lane: SLO Creek Mid-Higuera Enhancement Plan 1,000,000
Calle Joaquin: Prefumo Creek Land Use Element 6.4.6E, OS 3.2.1E 2,000,000
Murray Street: Stenner Creek Land Use Element 6.4.6E, OS 3.2.1E 4,000,000
294,955,000
Cuesta Park Detention Facility Waterway Management Plan 11,000,000
Mid-Higuera Bypass Channels Waterway Management Plan 5,300,000
Mid-Higuera Enhancement Plan
Elks Lane Bypass Channels Waterway Management Plan 12,850,000
Channel Modifications near LOVR Waterway Management Plan 6,800,000
Creek Bank Stabilization Waterway Management Plan 31,800,000
Creek Bed Stabilization Waterway Management Plan 22,600,000
Remove human-made obstructions from creeks Land Use Element 6.5.1C 5,225,000
95,575,000
Pedestrian
Complete Community Sidewalk System Circulation Element, CI 5.1.2 18,254,000
Continue Program of Replacing Existing Curbs with
Handicapped Ramps Circulation Element, CI 5.1.3 6,273,000
Repave Pedestrian Crossings and Install
Pedestrian Bulb-Outs Circulation Element 5.0.5B.523,000
Monterey Street Civic Center Plaza Installation Circulation Element 2,379,000
Garden Street Makeover Circulation Element D.4 345,000
Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution No. 9114 4,280,000
RR District Boardwalks Railroad District Plan 400,000
Leff and Osos Improvements Railroad District Plan 309,000
Walk of History (West Side of Tracks)Railroad District Plan 523,000
Total Creek and Flood Protection
Creek and Flood Protection
Pedestrian and Bicycle Paths
Total Streets
6
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETYBicycle Paths
Bob Jones Trail (Prado to LOVR)2007 Bike Plan 2,300,000
Prado Road Bike Bridges 2007 Bike Plan 523,000
Bob Jones Trail (Elks to Prado)2007 Bike Plan 1,658,000
Bob Jones Trail (Madonna to Elks)2007 Bike Plan 1,255,000
Elks Lane Parallel Bike Bridge 2007 Bike Plan 366,000
Bob Jones Trail (Marsh to Madonna) 2007 Bike Plan, Mid-Higuera
Enhancement Plan 1,464,000
Madonna Road Underpass 2007 Bike Plan 200,000
Bob Jones Trail (LOVR to Barn)2007 Bike Plan 523,000
Prefumo Arm (Calle Joaquin to Madonna)2007 Bike Plan 972,000
Madonna Road Bridge (to Laguna Park)2007 Bike Plan 1,673,000
Railroad Bike Path (Depot to Marsh)2007 Bike Plan 2,718,000
Railroad Bike Path (Marsh to Hathway)2007 Bike Plan 6,691,000
Railroad Bike Path (Hathway to Foothill)2007 Bike Plan 366,000
Railroad Bike Path (Foothill to Campus)2007 Bike Plan 162,000
Railroad Bike Path (Foothill Bridge)2007 Bike Plan 1,777,000
Path Along n/Orcutt to Laurel 2007 Bike Plan 136,000
Path Along Creek to Southwood 2007 Bike Plan 366,000
Railroad Bike Path (Laurel to Tank Farm)2007 Bike Plan 1,150,000
Bridge Over Tank Farm Road 2007 Bike Plan 1,568,000
Bridge Over RR @ Fairview/ Penny Ln 2007 Bike Plan, Railroad District Plan 2,091,000
Underpass at Industrial Way 2007 Bike Plan 732,000
Bridge from Sinsheimer Park to Lawrence Drive 2007 Bike Plan, Railroad District Plan 3,241,000
Railroad Bike Path (High to Roundhouse)2007 Bike Plan 240,000
RR Bike Path (Roundhouse to McMillian)2007 Bike Plan 753,000
Acacia Creek BP (Rockview to Damon-Garcia)2007 Bike Plan 627,000
Acacia Creek BP (Damon-Garcia to Tank Farm)2007 Bike Plan; AASP 261,000
Acacia Creek Underpass @ SR 227 2007 Bike Plan 366,000
Union Oil Prop BP (Tank Farm to Buckley)2007 Bike Plan; AASP 1,568,000
Buckley Road Path (Broad to Vachell)2007 Bike Plan; AASP 3,450,000
Tank Farm Crk. BP (Tank Farm to Vachell)2007 Bike Plan; AASP 1,464,000
Morro Street BB (Santa Barbara to Pismo)2007 Bike Plan 52,000
South Street Widening for BP 2007 Bike Plan 52,000
Bikeslot at California-Foothill 2007 Bike Plan 162,000
Bikeslot at South-Broad 2007 Bike Plan 142,000
Bikeslot at S.Higuera-LOVR 2007 Bike Plan 209,000
Bike Path (Flora to Fixlini)2007 Bike Plan 314,000
Laguna Lake Park (to Foothill)2007 Bike Plan 1,673,000
Marsh Street Interchange Mods 2007 Bike Plan 314,000
South Hills Path (Margarita Area to Exposition)2007 Bike Plan; MASP 1,568,000
Railroad Corridor Palm Tree Planting Railroad District Plan 105,000
78,538,000 Total Pedestrian and Bicycle Paths
7
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETY
Parking Structure East/Of Santa Rosa (NARF)Access and Parking Management Plan 31,350,000
New Parking Structure (1 every 5 years)Access and Parking Management Plan 62,725,000
New Parking Lot Acquisition Access and Parking Management Plan 6,275,000
New Meter Installations - E/o Santa Rosa Access and Parking Management Plan 52,000
Residential Parking District Implementation Access and Parking Management Plan 209,000
Develop Downtown Park and Ride Lots Circulation Element 12.6, Access and 2,100,000
Parking Management Plan
Additional Passenger Loading Area Near Depot Railroad District Plan 105,000
102,816,000
Capital
Bus Stop Improvements Short Range Transit Plan 418,000
Bus Expansion (1 Every 3 Years)Short Range Transit Plan 2,600,000
RTA Joint Transit Facility (DTC Consolidated)Regional Transportation Plan 5,225,000
Transit Signal Priority System Short Range Transit Plan 1,050,000
Freight Warehouse Transfer Center Regional Transportation Plan 1,350,000
Bus Yard Expansion Regional Transportation Plan 3,125,000
13,768,000
585,652,000 TOTAL TRANSPORTATION
Total Transit
Parking
Transit
Total Parking
8
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETY
Parks
Laguna Lake Park Master Plan Parks and Recreation Element (2.55.2) 2,614,000
Laguna Lake Dredging Laguna Lake Management Program 7,319,000
Margarita Area Neighborhood Park/Additional
Sports Fields
MASP/Parks & Recreation Element
(2.53)
8,158,500
Orcutt Area Neighborhood Park OASP/Parks & Recreation Element
(2.53)
11,111,100
Caltrans North Property Acquisition & Park Mid-Higuera Enhancement Plan 2,331,000
Other Parks to Meet 10 acres/1,000 Goal Parks and Recreation Element (2.1.1) 71,639,400
Other Improvements
Mini Parks Parks and Recreation Element (2.40) 1,050,000
Tennis Courts Parks and Recreation Element (2.40) 625,000
Sinsheimer Park Master Plan Parks and Recreation Element (2.56.2) 2,100,000
Community Center Parks and Recreation Element (2.54) 8,350,000
Meadow Park Upgrades Parks and Recreation Element (2.54) 260,000
Sand Volleyball Facility Emerson Park Parks and Recreation Element (2.57.5) 105,000
Golf Course Parks & Recreation Element (1.33.2) 209,000
Total Parks and Recreation 115,872,000
Cultural Services
Adobe Restoration Parks and Recreation Element (2.57.5)3,500,000
Railroad District Gateway Tree Planting Railroad District Plan 26,000
Historic Railroad Car Display Railroad District Plan 26,000
Public Art @ 1% of CIP Costs Art in Public Places Policy 5,500,000
Total Cultural Services 9,052,000
TOTAL LEISURE, CULTURAL AND SOCIAL SERVICES 124,924,000
LEISURE, CULTURAL AND SOCIAL SERVICES
Parks and Recreation
9
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETYCOMMUNITY DEVELOPMENT
Natural Resources
Open Space Acquisition, Trail Development Conservation & Open Space Element 10,000,000
Creek Pedestrian Trail and Open Space Mid-Higuera Enhancement Plan 500,000
Total Natural Resources 10,500,000
TOTAL COMMUNITY DEVELOPMENT 10,500,000
10
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETYGENERAL GOVERNMENT
Information Technology
Document Management IT Strategic Plan, August 2012 680,000
E-Government IT Strategic Plan, August 2012 260,000
Technology Mgt Tools/Security Improvements IT Strategic Plan, August 2012 235,000
Technology Data Center Improvements IT Strategic Plan, March 2001 850,000
Total Information Technology 2,025,000
Buildings
City Hall Expansion Conceptual Physical Plan for City Ctr;
Facilities Master Plan: 1988-2010
20,000,000
Total Buildings 20,000,000
TOTAL GENERAL GOVERNMENT 22,025,000
11
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PROJECT SUMMARY
Project Description Plan or Policy Link Cost
PUBLIC SAFETYSUMMARY BY FUNCTION
Public Safety 55,283,500
Public Utilities 110,570,000
Transportation 585,652,000
Leisure, Cultural and Social Services 124,924,000
Community Development 10,500,000
General Government 22,025,000
Total $908,954,500
Public Safety
6%
Public Utilities
12%
Transportation
65%
Leisure, Cultural
and Social Services
14%
Community
Development
1%
General
Government
2%
Long-Term CIP by Function: $909 Million
12
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