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HomeMy WebLinkAbout11/20/2008, - STATUS REPORT GENERAL PLAN IMPLEMENTATION PROGRAM LAND USE AND CIRCULATION ELEMENT Attachment 1 Status Report on General Plan Implementation Programs Land Use and Circulation Element Update Options November 2008 City Of san tuis OBI s O p Status of General Plan Implementation Programs Land Use and Circulation Element Update Options TABLE OF • Introduction Overview 1 Status of General Plan and Area Plan Implementation Programs 1 Report Organization 2 Findings 3 Land Use (LUE) and Circulation (CE) Element Update Options 5 Option 1: Comprehensive LUE and CE Update 5 Option 2: Phased Update—CE Only in 2009-11 and LUE Later 6 Option 3: Focused Update of the LUE and CE 8 Option 4: Defer LUE and CE Updates but Update the Traffic Model for Forecasting 9 Option 5: Defer All Work to 2011-13 9 Summary 10 Status of General Plan Implementation Programs By Element Land Use Element 11 Housing Element 15 Circulation Element 18 Conservation and Open Space Element 21 Noise Element 27 Safety Element 28 Parks and Recreation Element 30 Water and Wastewater Element 32 Status of Area Plan Implementation Programs Downtown 33 Mid-Higuera Area 34 Railroad District 35 Airport Area 37 Draft Project Plan: Land Use and Circulation Element Update Excerpt from August 19, 2008 Council Agenda Report 39 INTRODUCTION OVERVIEW The purpose of this report is two-fold: 1. Provide a concise yet comprehensive summary of the status of all General Plan implementation programs as well as implementation programs for four key "area" plans: Downtown, Mid-Higuera Area, Railroad District and Airport Area. 2. Follow-up on the Council's request for alternatives to the concept for a comprehensive update to the General Plan Land Use and Circulation Elements (which was presented to the Council in August 2008) that could reduce the cost of the update. Four added options are presented in this report. 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 404 individual implementation programs in the General Plan, 85% (342) of them are completed or have been Status of General Plan Implementation Programs integrated into the City's ongoing ❑High operations. ■ 6% Medium 9% Given the ambitious nature of our General Plan and its thirty-year time °0% horizon, we believe that this ❑ complete represents significant progress in or Ongoing achieving General Plan goals. 85% Of the remaining 15% (62) of ❑Incomplete programs that are not yet complete, Programs we have classified: 15% ■ Less than 1% (2) of them as being relatively easy to achieve from a resource perspective. ■ 6% (23) as being difficult to achieve. ■ And 9% (37) as being somewhere in between. Report Focus: "y 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. - 1 - H INTRODUCTION Programs 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. 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) ■ Noise(N) ■ Housing(H) ■ Safety (S) ■ Circulation (CI) ■ Parks and Recreation(PR) ■ Conservation and Open Space (COSE) B 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) ■ Parks and Recreation (P&R) ■ Community Development (CD) ■ Police(PD) ■ Finance& Information Technology(F&IT) ■ Public Works (PW) ■ Fire(FD) ® Utilities (UT) Implementation Status. All programs are organized into one of two major"status" categories: O If it's complete (or will be complete by June 2009) 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 2009, 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 -2- 1-� INTRODUCTION of staff work and/or up to $25,000 for added budget resources will be needed to implement the program. 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 Conceptual Physical Plan for the City's Center (Downtown Plan) are not General Plan Elements. However, each of the four area plans adopted by the Council that have "implementation programs — Downtown Plan, Mid-Higuera Street Enhancement Plan, Railroad District Plan and Airport 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. 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. The following is a more detailed summary of the status of General Plan implementation programs by element: Plan Implementation Programs -Summary: Status of General Complete Difficulty to Complete Or Ongoing Low 11 Medium 11 High No. .. Tiat No. •.:.Pct 11 No. I Pct 11 No. I Pct Total Land Use 52 ;110 00/4 13 180 8 110 73 -Housing60 88% 0% 8 .12°/ _ 0% 68 Circulation 52 800 2 30/ 8 12°/ 3 50/ 65 Conservation&Open Space 102 86° 0° 7 6� 9 8°/ 118 Noise 4 100."/ 6 � _6 0°/ 4 Safe 33 e97,.° 0° 1 3" 00 34 Parks&Recreation 36 �_ 92° 0°/ 0° 3 80 39 Water&Wastewater 3 „ 100°/ 0°/ 0°/ _0/ 3 Total 1 342 850/ 2J.__' -1':0 37 9% 23 6' 404 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" 3 [�- INTRODUCTION assessment of the staff resources and added budget resources that will ultimately be needed to complete these programs at some point: Remaining Staff Effort Other Added Programs FTE's" Cost" Resources Total_ Low Dfficulty 2 0.1 13,000 13,000 Medium 37 6.3 871,000 925,000 1,796,000 High 23 15.7 2,165,800 2,300,000 4,465,800 Total 62 22.1 $3,049,800 $3,225,000 $6,274,800 Annual full-time equivalent(FTE) "*Includes salary, benefits and indirect costs But What's Their "Value?" 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. In his book The Seven Habits of Highly Effective People, Stephen Covey presents a paradigm 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:. 3 0 J Quadrant A Quadrant B Low Effort, High Value Low Effort, Low Value H O U. U. W Quadrant C Quadrant D High Effort, High Value High Effort, Low Value t _Im X High Low VALUE In this model, we would want to first go to those programs falling in "Quadrant A:" low effort but high value." (These are the proverbial "low hanging fruit.") After this, Quadrants B and C -4- i— / • • -INT are a"toss-up." However, in all cases, we would want to avoid any programs that might fall into Quadrant D. 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, the staff can prepare an "order of magnitude" assessment of those programs we believe would have the most near-tern benefits relatively quickly if the Council believes that this would be helpful background information in the goal- setting process. Area Plans Downtown Plan Programs As reflected in this summary, two of the fifteen Downtown Plan implementation programs have been completed. Of the remaining thirteen programs that are not yet complete, we have classified three of them as "medium"difficulty and ten of them as "high." Mid-Higuera Area Enhancement Plan Programs Of the twenty-four programs set forth in this plan, one has been integrated into ongoing programs. We have classified two of the remaining twenty-three programs that are not yet complete as "medium"difficulty and twenty-one of them as "high." Railroad District Plan Programs Seven of the forty-one Railroad District Plan implementation programs have been completed or integrated into ongoing programs. Of the remaining thirty-four programs that are not yet complete, we have classified one of them as "low" difficulty, three as "medium" and thirty as "high." Airport Area Specific Plan Programs Of the twenty-nine programs set forth in this plan, nineteen have been completed or integrated into ongoing programs. We have classified one of the remaining twenty-three programs that are not yet complete as"low"difficulty,two of them as "medium" and seven as"high." LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS On August 19, 2008, the Council reviewed a draft work program for a comprehensive update of the General Plan Land Use (LUE) and Circulation (CE) Elements. This work program, amended as directed by the Council, is summarized in Option 1 below. At that meeting, the Council directed staff to develop alternatives that could reduce the cost of the update. An analysis of the advantages and disadvantages of four added option is provided below. Option 1: Comprehensive LUE and CE Update As detailed in the August 2008 report, a comprehensive approach entails intensive public involvement, takes almost four years to complete, requires significant staff resources and costs $1.4 million: -5- ' INTRODUCTION •. Update Temporary Staffing 50,000 Consultant Services Background,Issues, Fiscal Analysis,Reports 550,000 Environmental Review 400,000 Traffic Model Enhancements.for Forecasting 200,000 Public Outreach(Surveys,Charettes,Public Meetings) 100,000 Printing&Mailing 40,000 Contingency @ 5% 1 67,000 Total 1 $1,407,000 The draft project plan presented to the Council in August 2008 is provided at the end of this report. If a comprehensive update is adopted by the Council as a goal for 2009-11, the Council directed several changes to the draftproject plan, including: 1. The process should be primarily resident and neighborhood based but still allow for some appropriate representation of important sectors of the community by persons who might not live within the City limits (such as representatives of non-profits, the medical community and regional interests. 2. Staff will be sensitive to the cost concern and will look at options for phasing and alternative funding methods. However, General Plan updates are ultimately expensive and the Council will need to weigh the priority of an LUE/CE update within context of all other possible priorities s competing for resources as part of the 2009-11 Financial Plan process. 3. If the update is established as a Major City Goal by the Council in January 2009, the staff will look at ways to accelerate some of the steps that are targeted in the plan to start in May 2009. 4. Staff should use legislative drafts as a tool to make it clear to citizens what is being changed when amending plans. Staff will do so to the maximum extent feasible and practical during the update. 5. The proposed sequence of steps outline in the draft project plan seems generally agreeable with the understanding that the staff will review the draft to make it clearer that the process, and each major step, will start with primarily resident involvement. 6. The Parks and Recreation Element will not be tied to the LUE update. Instead, it will proceed on its own track. 7. The survey used in 1988 should be used as a point of departure in developing a new survey. However, staff should also be open to new and more relevant questions and methodologies for assuring a representative, scientific sampling of community sentiment and vision. Option 2: Phased Update—CE Only in 2009-11 and LUE Later With this option, the CE would be updated first in 2009-11, with the update of the LUE to follow later, perhaps in 2011-13. There are several advantages to this approach: -6- INTRODUCTION 1. It may be appropriate to wait until the 2050 regional planning effort currently in process under SLOCOG direction is more clearly defined. 2. Changes under SB 375 and other state legislation will be better developed and could impact land use policy direction. 3. Grant funding for general plan updates may be available in 2011 to local agencies that provide matching funds. 4. Since the economy is very slow at this time, it is not likely that development pressures will challenge the existing land use policies; and the overall guidance in the LUE is still valid. While many programs have been completed or are on-going, the LUE provides direction that still appears to reflect community values. 5. As outlined below, the cost of this option is $700,000 lower in 2009-11 compared with Option 1 by focusing on updating the CE, which is often viewed as the element most in need of updating. However, if the goal is to eventually update both elements, the total cost is the same as Option 1, although the financial commitment in 2009-11 with this phased approach is lower. 6. The City's budgetary challenges and the desire to keep the minimum reserves allowed by policy have resulted in Council action on September 30, 2008 to defer many projects that were funded for the current Financial Plan. Deferring the LUE portion of the update may be a more fiscally desirable option for 2009-11 in light of these challenges: The 2009-11 cost for this option is estimated at$685,000 as follows: Option 2 Cost Summary:.CE Update Only in 2009-11 Consultant Services Background, Issues,Fiscal Analysis,Reports 100,000 Environmental Review and Technical Assessments 300,000 Traffic Model Enhancements for Forecasting 200,000 Public Outreach(Surveys, Charettes,Public Meetings, Mailings) 50,000 Contingency @ 5% 35,000 Total $685,000 However, as noted above, while the cost in 2009-11 is much lower for this option, it will cost another$700,000 in later years (such as 2011-13) to complete the subsequent LUE update. In short, while this option provides for a phased approach not available under Option 1, the total cost is likely to be the same (perhaps higher, given economies of scale) but take longer to complete. On the other hand, this phased approach focuses resources on the area most in need of attention; and allows for a discrete, independent assessment of allocating resources for a subsequent LUE update. Possible Funding Sources. Proposition 84 was a $5.4 billion bond measure approved by the voters in 2006 for natural resource conservation, safe drinking water, flood control and parks acquisition. As part of the implementation of this grant, a variety of program areas were -7- �' INTRODUCTION identified, including $580 million for Sustainable Communities. The sustainable communities grant portion can be used for preparation and implementation of local or regional general plans that support the planning and development of sustainable communities. The implementing legislation (SB 732) was approved by the Governor on September 30, 2008 and identifies formation of a Strategic Growth Council to establish application criteria and guidelines through a public participatory process. California State Department staff estimate that the notice of funding availability (NOFA) that starts the application period will not be released for another two years This means that some or all of the subsequent LUE costs may be eligible for State funding. Option 3: Focused Update of the LUE and CE This option would provide a "surgical" update to both the LUE and CE by focusing on policies and programs that can easily be identified as out-of-date. For example, several key sections of the LUE have been reviewed in the last few years in the context of other policies: 1. The Open Space and Conservation Element update in 2006 included the review and revision to LUE Chapter 6. 2. LUE Chapters 3 and 4 were recently reviewed with the downtown building heights discussion. 3. And the Housing Element will receive a comprehensive update this year. Additionally, based on public input received during the Council's review of the draft project plan in August 2008, the core community values and policies in the LUE may still accurately reflect community intent. A series of topic specific updates managed by staff could address completed programs and focus solely on the items that need community input and consideration because of recent changes, including- 1. Sphere of Influence/expansion areas (Section 1.6.2). 2. Residential growth rate (per Council direction to look at period of applying the growth rate— LUE 1.10.2). 3. Residential densities, especially around Cal Poly (Land Use Map & Chapter 2). 4. Airport Area policies have been superseded by AASP (Chapter 7). 5. Several Optional and Special Design Areas (Chapter 8) have completed plans (i.e. South Broad Street area plan is in hearings; Santa Barbara Street area is being redeveloped; Mid- Higuera area has an adopted plan; the Los Osos Valley Gap property has a submitted development plan application; and the McBride area has been annexed). 6. Economic development has become a national issue and may now warrant its own chapter. �y -8 - �� a INTRODUCTION In order to lower the cost, a focused update would limit the scope of subject areas being updated, such as the six noted above. Based on a scope of work similar to what has been presented.above, the estimated cost of the option is$950,000, which is $450,000 less than Option 1. O. pdate Consultant Services Background,Issues, Fiscal Analysis,Reports 250,000 Environmental Review and Technical Assessments 400,000 Traffic Model Enhancements for Forecasting 200,000 Public Outreach(Surveys,Charettes,Public Meetings, Mailings) 50,000 Contingency @ 5% 50,000 Total $950,000 Additionally, a commitment of two FTE person years would be needed with this option. Focus and Discipline Required for Success. To be successful, this option would require extraordinary commitment on the part of the Council, staff and advisory bodies to remain focused on an approved work program. It is possible that participants may perceive the focused update as an opportunity to address a much broader range of General Plan issues. In order for this option to work within limited resources — and not ultimately cost more and take longer to complete than Option 1 — it will be essential to focus staff, public input and advisory body review on prescribed parts of the LUE. To accomplish this, it may make sense to accomplish the update in a packaged series of amendments rather than a comprehensive update. If we select this approach but do not remain focused, then the time and cost of the update are likely to exceed those in Option 1. Option 4: Defer LUE and CE Updates but Update the Traffic Model for Forecasting With this option, we would defer any update activity to at least 2011-13 but finish updating the traffic model to be a forecast model. This would cost $200,000 in 2009-11. Option 5: Defer All Work to 2011-13 With this approach, we would defer all work in updating the LUE and CE until at least 2001-13. There are some benefits to this approach. I. As noted above, efforts from the 2050 regional planning effort currently in process under SLOCOG direction will hopefully be more clearly defined. Changes under SB 375 and other state legislation will be better developed and could impact land use policy direction. Since the economy is very slow at this time, it is not likely that development pressures will challenge the existing land use policies; and the overall guidance in the LUE may be perceived as remaining valid for many members of community. While many programs have been completed or are on-going, the LUE may still provide adequate direction that reflects community values. 2. And like Option 2, from a financing perspective, there may be State funds available to help offset all or much of the cost that will not be available if we begin this effort sooner. On the -9- !-� INTRODUCTION other hand, given the State's current fiscal situation, we should not assume that this funding will be available in the future.. 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'O O. w c0 �. a) O a C .r a) � Y N a) m c0 7 ` 0 C C V) a3 c6 m a) o00 0 � cc � o tea) asp 2wE � c a) Q) Ya) E 0.M U O 0 a) co Y 0 O '— ° w 0 a co 0c*ioo Ea wy2 a�j c o C t0 . O) c 7 c 3 a) co ° m ca crm ma ° '@ = c2033Nacooca -- tA a7 f'ry a) U) cri 4) m N c6 .. C �rj ._ ._ M X N X O M a) O •— a) Ew � c,iC) Lu � � -0LuUciSw � Wcnc,i � Jmw toUi s 30 EM. L 0 0 0 00 0 0 00 0000 � � °- a a a a as ¢ a a ¢ ¢ ¢ ¢ ¢ v Uaaa a Lf N M In O ao W O I N M '4T to UJ � aDm O r N N a � II III I ECL ob 00 0 I � dk ■ 0 3 ■ .w a § E ` - 0a ? CO w CO CL 0 IL U) § m a) e k cl I m < E 5 w ® Cf) 2G a) ca (D an -0 k � � > � � � k 2 § ® 2 $ CL CL a) m e E ` $ / E m 2 $ 0 } m o , \ § $ 7 mmt k w c # E kRkc @ � Imo $ q ° 2 § a ° .° 2 CL" U) Sn q k m 0 ° (D@ k 2 e $ cf — £ � a d E 2 2'r- t 2aEE 00 CL CL � 0 . }� E § � 0 777 a § o a (D R t / 2 ' % $ } § 2 E o B \ ) k a ( k 2 25 E « 9R1a. 0 & § �k / 2 « } 0 § \ / CL k2f $ Ifk � � § : u 2 ¥ e { I CL jT3 ( < 2 E U f = E 2m 2 § 0cl c \ 3 � = S ® m m E § - m m E E u > E o 2 $ 05 < � < p2 < o $ k � 2 0- L) CL ƒ 22 < ) R q & qq % qq ��� General Plan Update Process Land Use Element and Circulation Element Update Project Plan The discussion below provides an overview of the general phases of the process. The narrative summary is followed by a more detailed task list. The project will begin with a request for general fund monies as part of the 2009-11 Financial Plan process. Consultant services will be secured through a request for proposal (RFP) process (most likely separate consultants for the overall project and the EIR). The consultants, with staff direction and participation, will develop the following: Early Policy Guidance and Scoping A public participation plan will be developed with the consultant and an evaluation of existing General Plan policies and goals will be conducted. A working group of City staff will form.' Collection of data begins. Background Report/Data Collection A Background Report will be developed. This report provides;information on a wide range of, topics including economics (jobs, shopping, and employers), public safety (fire, medical-and ' police services), a housing inveptory, parks and open space inventory, environmental resource. inventory, land use inventory (including properties inclisded_within the City's Sphere' of Influence), public services, and safety/hazard issues. The Draft Background report is an, objective, policy neutral documentation of existing conditions and the regulatoryframework. The report serves as the description for the settings portion of the Environmental Document for the subsequent update to the General Plan. 6 The data required for development and validation of the traffic model includes details of land uses by square foot and use types by parcel. Parcel-level data will be verified using the City's existing geographic information system, (GIS) and permit tracking information, as well as traffic counts, field verification, pre-tracking system permit information and address file information. Council will help appoint representatives to a citizens' task force which will be comprised of s stakeholder group representatives, advisory body members, and volunteers. ' A survey instrument will be designed and distributed as guided by the public participation plan developed early on in the update process. Traffic Model Development The City's existing traffic model has worked fairly well in predicting vehicle traffic behavior and impacts for the last several years. The model is deficient in that it does not take into account multi-modal behavior and regional and local land use and transportation. As such, bicycle, mass transit and pedestrian trips have never been evaluated as part of the circulation setting for the City. Public Works Department staff are currently working with LSA Associates to update the base-year traffic model. The model will need to be updated to provide forecasting and alternatives analysis. This may involve data collection including: Origin-Destination Trip `Collection, trip logs, frequency and travel time data collection. -39- I�� General Plan Update Proom Issues and Opportunity Report To understand the extent of review and update required for the Land Use Element and Circulation Element, it is necessary to understand how well the existing policies and programs are serving the community. The Issues and Opportunities report will focus the community's attention on key issues, changes and opportunities that have major policy implications as the City of San Luis Obispo considers how to guide development over the next 20 years: The report uses information contained in the draft Background Report along with survey responses, workshop input, City Staff observations and outreach efforts to summarize the issues identified. The report will discuss existing Land Use and Circulation Elements policies and implementing programs to determine where changes may be appropriate(i.e. completed programs most likely do not need to be re-evaluated). These goals, policies and programs will provide the core of topics fof public review. The report will not reach conclusions or suggest the manner in which the City should proceed in the development of the General Plan, but it will identify issues of critical importance. Questions for the community. include: Is the vision of how the community wants to grow still fairly accurate or have changes occurred calling for a new or revised vision? Are there different ways to achieve that vision that weren't available or utilized 15 years ago? Knowing what the community vision is and how it may have changed will guide the scoping for the update process. Alternatives Evaluations & Selection Staff and the consultant will work with the community, the advisory bodies, and City Council to develop, evaluate, and select land use and policy alternatives for evaluation. There will be traffic, fiscal; environmental, and community vision trade-offs associated with each alternative. Once a preferred alternative is selected, the land use plan can be drafted and a project description defined for environmental review. General Plan Preparation &Environmental Review Policies and programs are developed at this stage to respond to the land use plan. Where land use changes are identified that may have associated impacts. (i.e. noise, air quality, traffic, etc.) policy additions or changes to other elements may be identified as part of the environmental review process. A draft EIR is then prepared based on the project description and a selected_ range of alternatives. Fiscal analysis of the General Plan is included at this stage. Public Hearings and Adoption The draft general plan update and environmental document are evaluated through the public hearing process. A final EIR and General Plan documents and adopting resolutions and ordinances are prepared. The chart on the next page shows how the community participation; general plan update and environmental review interact throughout the process. -40- I_�D General Plan Update Process TASK DEFINITION Staff from all departments will be involved in the update process. In reviewing the experience of other communities, the typical commitment is an average of two full-time equivalent (FTE) staff positions for an update process in addition to the consultant and temporary help assistance. The update process will have varying time commitments during the life of the update, but on average, the City can expect to dedicate two existing FTEs to this effort. City staff involved to the greatest extent will be Community Development and Public Works staff, but staff from Parks and Recreation, Utilities, Fire, Police, Finance and Administration will also be involved in this process. GENERAL PLAN PREPARATION PROCESS PHASES COMNMrrY PLANNINOTASKS CEQA PRODUCTS PARTICIPATION "rou-n o Meetings,Sueys,ryIdrntirying the Issues 1&2IntenrlmyBackground CreationCommunityv ronmernal Setting KPT Advi. Ctanmittee ColhstingandAnalyzinglnrennation Town tal Matings, ttrveys, I F Developing a ViWan a Interviews 3ts .6 Townhall Mtings and ReviewingAltemativea Alternatives Evaluation Workshops 7-7 Initial Draft Commtaa Work.+hpp&7 Preparing the Plan Project Description Preparing the 6[R 4mpactAnalyais DfiIR 7&8 Townhall MoErings and Reviewing the Plan and EIR Public Review—� Puhlic Hearm Hear s p PCICHUM C'ertifytng the FIR and Adopting tilee5pnnse Io omment� i Ings, Other Plan and Phase 1—Program Initiation: 4 months May—August 2009 . During this phase,following consultant selection, the General Plan Team will establish the foundation for the General Plan Update, including tools to be used during the update, meeting with the Planning Commission and Council and initiating the public outreach program. Task 1.1 Initiate Program Authorization from Council Consult Office of Planning and Research website Distribute RFP Evaluate RFP responses and select consultant team Identify internal project team—together with consultant this becomes the "General Pian Team" Task 1.2 Scoping Develop a detailed work schedule w/consultant including schedules for community outreach and participation. -41 - /—%11 l General.Plan Update Process ---_--. Review an:d discuss overall format and organization of the GP Determine planning area boundary Review GIS and other data sources Task 1.3 Joint City Council/Planning Commission Study Session: Project Initiation and General Plan overview. Appoint the General Plan Working Group. Task 1.4 Land.Use Database—define and format GIS land.use database for use in the General Plan update. This provides basis for development estimates. Task 1.5 Base Maps—define and format base maps for use in the General Plan update. Base maps are used for display presentation and throughout process. Uniform legends and title blocks are:developed. Task 1.6 Project Website—initiate project website. This will provide current information throughout the process for status, download documents and presentations and provide a forum for public comment submittal to the City. Task 1.7 Newsletter—.The General Plan Update Process—create and distribute(possibly via utility billing) Task 1.8 Community Workshops—General Plan update process Provide community and citizen groups an overview of what the General Plan does and how the process will progress over the next two-three years. Phase Products: o Detailed Project Schedule • Staff Reports • Project Base Maps • Land Use Database • Newsletter Website • Community Workshop Summary Phase 2:—Background Report: 6 months Au eust 2009-February 2010 During this phase, the General Plan Team will,update information on existing conditions and . trends and identify the regulatory framework affecting the.issues to be addressed in General Plan Policy. Preparation of the background report includes review of documents such as the existing General Plan elements, Specific Plans, SOI report, Airport Land Use Plan, EIRs, Chamber of Commerce Strategic Plan, needs assessments, etc. Interviews and outreach to Cal Poly, Questa, advisory bodies, interest groups, and other agencies and organizations occurs at this time. The Citizens'. Advisory Committee is, formed. The objective. is to develop and document a. comprehensive picture of the existing conditions found in the City. :Task 2.1 Hire interns/outreach to faculty and students to assist with validation of parcel data for - traffic model. -42- -ya General Plan Update Process Task 2.2 Administrative Draft Background Report-data collection to address topics: Introduction Regional Setting Planning Area Boundary Organization and Purpose of the Background Report Land Use City Limits and Planning Area Land Use Planning in San Luis Obispo General Plan Summary Zoning Summary Existing Land Use Sphere of Influence(SOI) Annexation Other Plans (i.e. Cal Poly Master Plan,County SLO plan) and Land Use Regulations Affecting San Luis Obispo Agencies Concerned with Land Use Planning in San Luis Obispo (i.e. Airport Land Use Commission) Greenhouse Gas Emissions Inventory Results Housing Housing Unit/Land Capacity Inventory Progress Report on Housing Element Update Demographics and Economic Conditions Historic Population Growth Population Characteristics Population Projections Employment Projections Economic Conditions in San Luis Obispo Chamber of Commerce Economic Strategy Report Fiscal Considerations Revenue Sources/Available Capital Improvement Plan funding mechanisms Expenditures Transportation and Circulation Street and Road System Parking Bus Service Rail Service ;Air Transportation Taxi Service Ride Sharing Pedestrian Network Bikeways 1 -43- 1- 43 .General Plan Update Process Public Facilities and Services General Government Water Service Sewage Collection and Treatment Storm Drainage and Flood Protection Schools Fire Protection Law Enforcement Communications Solid Waste Disposal. Emergency and Medical Services Recreational Resources Parks and Recreation Facilities Recreational Programs-Public and Commercial Natural Resources Open Space &Viewshed Water Resources—Supply&Quality Air Resources Historic and Cultural Resources Energy Resources Native Minerals Resources Riparian and Wetland Resources Wildlife and Habitat Resources &Corridors Agricultural Resources Health and Safety Seismic and Geologic.Hazards Flood Hazards Fire Hazards Noise(Traffic, Railroad, Airport, Commercial Activity.—Noise Contours) Air Quality(Stationary Sources, Sensitive Receptors) Emergency Response Airport Hazards Hazardous Materials/Waste(Summary of Major Producers/Users) Urban Form and Design Major Physical Elements Community Form and Character Commercial Areas Industrial Areas Neighborhood Areas Streets and Highways Principal Landmarks/Historic Resources Major Developments in the Planning Stages -44- I—qq General Plan Update Process Task 2.3 Develop Survey/Outreach Questions Task 2.4 Interview and Outreach to Interest Groups Task 2.5 Appoint Citizen's Advisory Committee and hold meetings Task 2.6 Transportation Forecast Model Development Finalize Transportation Data collection Origin-Destination Trip Collection Trip Logs,Frequency and Travel Time Data Collection Transportation Model Review and Determination Collect County &Other Jurisdiction Land-Use and Traffic Forecasting Data Prepare deficiency reports and future needs assessments Task 2.7 Public Review Draft Background Report Task 2.8 Community Workshop—Background Report—Discussion of Issues Task 2.9 Newsletter—Background Report Overview Phase Products: • Administrative Draft Background Report • Survey Instrument • Interview Responses • Public Review Draft Background Report • Newsletter • Website Update • Citizens' Advisory Committee Meetings Summary • Community Workshop Summary , Phase 3—Issues,Opportunities,and Vision—4 months January—May 2010 During this phase, the General Plan Team will summarize key issues and opportunities based on Draft Background Report Findings, input from the community through workshops and stakeholder interviews, City staff and consultant observations, and feedback from the Joint Study Sessions. Following community workshops, the General Plan Team will develop an overall Land Use and Circulation vision for the future of San Luis Obispo based on community input. Task,3.1 Issues and Opportunities Summary Task 3.2 Newsletter- Overview of Issues and Opportunities Task 3.3 Community Workshops: Issues and Opportunities Address General and Specific Areas: Dalidio, SOI areas, Special Design Areas charrettes (Foothill,Madonna, Grand, Monterey, Sunset Drive-in) Task 3.4 Joint City Council/Planning Commission Study Session -45- 1_�/ General Plan Update Process Phase Products: • Summary of Key Issues and Opportunities • Draft Vision Statement • Staff Reports • Newsletter • Citizen's Advisory Committee Meetings Summary • Community Workshop Summary • Website Update Phase 4- Alternatives Report—6-7 months May—November 2010 During this phase, the General Plan Team will work with the community, Advisory Bodies, Planning Commission and the Council to develop, evaluate, and select land use and circulation policy alternatives to create a framework for the new General Plan. Task 4.1 Develop Policy and Land Use and Circulation Alternatives - The Team will develop three alternative growth scenarios for land use needs for the community based on data research and analysis, the public input process and population projections for the area. Supporting maps, graphics, and narrative suitable for public review to illustrate the range of alternatives will be developed. The Team will develop policy alternatives to address the key issues and opportunities identified in Phase 3. Task 4.2 Evaluate Growth Alternatives—The Team will evaluate the three selected alternatives to understand impacts to existing/programmed public facilities, impacts to the environment, and fiscal implications. Population projections based on land use build- out will be developed. Task 4.3 Administrative Draft Issues and Alternatives Report—from Tasks 2 and 3 Task 4.4 Public Draft Issues and Alternatives Report—After Internal Review/Comment Task 4.5 Newsletter—Alternatives Task 4.6 Citizens' Advisory Committee Meetings - Alternatives Task 4.7 Community Workshops—Alternatives Task 4.8 Joint City Council/Planning Commission Study Session Phase Products: • Administrative Draft Issues and Alternatives Report • Public Review Draft Issues and Alternatives Report • Staff Reports • Newsletter • Citizens' Advisory Committee Meetings Summary • Workshop Summary • Website Update -46- General Plan Update Process Phase 5—Policy Document—7 months October 2010-Aaril 2011 During this phase, the General Plan Team will draft,a set of goals, policies, and implementation measures for the Land Use and Circulation Elements in addition to changes that are.needed to other elements to ensure consistency. Task 5.1 Administrative Draft Goals and Policy Report to include vision statements and goals, policies and implementation measures Land Use Element including economic development policies. Appropriateness of current land use designations ,& policies for meeting residential, commercial and. industrial needs of community. Land use guidance needed .to achieve,.urban form desired. Economic balance. Identifying new SOI boundary. • Circulation .Element — establish baseline of circulation improvements needed to support projected growth within City at acceptable service levels. Identify scope and timing of improvements. • Global climate change policy identification • Housing Element updates resulting from other changes • Noise Element updates resulting from other changes • Safety Element updates resulting from other changes • Water/Wastewater Element updates resulting from other changes • Conservation and Open Space Element updates resulting from changes. • Parks and Recreation Element updates resulting from other changes • Setting information from Background Report will be bound separately to be shared.by General Plan and EIR Task 5.2 Land Use Diagram —.draft diagram that shows preferred alternative. Identify land use designations, population density and building intensity. Task 5:3 Circulation Diagram=show preferred alternative. Task 5.4 Citizens' Advisory Committee Meetings Task 5.5 Community Workshops Task 5.6 Public Review Draft Policy Document Task 5.7 Joint City Council/Planning.Commission Session Phase Products: • .Administrative Draft Policy Document • Public Review Draft.Policy Document • Citizens'.Advisory.Committee Meetings Summary • .Community Workshop Summary e. Staff Reports • Website Update -47 General Plan Update Process Phase.6 Environmental Impact Report—7-8 months January—Aueust 2011 During this phase, the consultant with input from staff, will prepare a Draft EIR analyzing the. potential impacts of the Draft General Plan (project description). The EIR will be designed to meet the requirements of CEQA and to streamline future City consideration of development and public works projects consistent with the General Plan. Task 61 Notice of Preparation Distribution Task 6.2 Planning Commission Scoping Meeting Task 6.3 Administrative Draft EIR Executive Summary- setting, impacts, mitigations, & alternatives Introduction Impacts and Mitigation Measures Land Use Circulation Sustainability and Global Climate Change Other Elements as impacted by proposed changes Alternatives Analysis Cumulative Impacts Other Regional CEQA Issues Fiscal Analysis Task 6.4 Internal staff review of Administrative Draft EIR Task 6.5 Public Draft EIR—45 day public review. Task 6.6 Citizens' Advisory Committee meetings Phase Products: • Staff reports • Administrative Draft EIR • Public Review Draft EIR • Citizens' Advisory Committee Meetings Summary • Website Update Phase 7-Public Review-6 months August 2011 March 2012 During this phase, the General Plan Team will assist the community, advisory bodies, Planning Commission and City Council. in the review of the Draft General Plan and Draft EIR, culminating in Council direction for changes to the Draft General Plan. The Citizens';Advisory Committee members will be encouraged to attend and participate during the public hearings. Task 7.1 Newsletter—draft General Plan and draft.EIR Task 7.2 Advisory Body Hearings . Task 7.3Planning Commission hearings -'48 General Plan Update Process Task 7.4 City Council Hearings Phase Products: • Newsletter • Staff reports • Website update Phase 8—Final Documents and Adoption—5-6 months March 2012—August 2012 During this phase, the General Plan Team will prepare the final versions of the General Plan Goals and Policies Report and the EIR for final review and adoption. by the Planning Commission and City Council. The Citizens' Advisory Committee members will be encouraged to attend and participate during the public hearings. Task 8.1 Respond to Public Comments on Draft EIR (DEIR) Comments received during public review of the DEIR are responded to by Consultant. Task 8.2 Prepare Final EIR(FEIR) Overriding considerations (if needed)developed for certification. Task 8.3 Final General Plan Documents—corrections/updates Task 8.4 Adoption Hearings Phase Products: • Camera-Ready General Plan and EIR documents, CDs, and PDFs or HTML for web Public Outreach Program Public outreach is a key part of the update program and the Public Participation Plan will be developed with the consultant's assistance. The outreach needs to be initiated early to make the community aware of opportunities to establish an accurate understanding of the process. Timing of the outreach is listed within the phases and is summarized below. Project Website: Interactive website containing current information on status of the project, downloadable documents and presentations, and a way to send information and input to appropriate staff. Establish a General Plan update (moderated) blog. Monitor the site to ensure responses are appropriate for publishing. Online survey E-Updates: Develop an email contact list and send regular updates to maintain interest and generate participation. Work with Chamber of Commerce a-blast to get information out to business community. -49- General Plan Update Process Newsletter. Produce graphic-rich newsletter that provide information about process at key points. These can be developed as PRFs to email to list above. Distribute flyers through the schools. Media Outreach: . Meet with The Tribune, New Times, and SLO Journal staff at beginning of process.to develop contact and conduit for information exchange. Contact radio stations for Public Service Announcements. Prepare news releases on the process and key elements of the update. Keep an on-going update on Channel 20. Surveys: Prepare a survey instrument and distribute to the community. Citizens'Advisory Committee: Citizens' Advisory Committees have been used to gather on-going input from community groups. The role of the group needs to be clearly defined.and establishing membership of the group participants can present challenges as there are a multitude of stakeholder groups and limited membership available. Size of the group is critical — too small is not representative, however more than about .15 becomes unwieldy. The. Consultant will assist with defining effective methods for community outreach and participation. The.Council will be asked during the data collection phase to appoint Citizens' Advisory Committee members who will participate . throughout the process. Presentations to Community interest groups (Speakers Bureau): Offer to speak before community and. stakeholder groups. These groups include Kiwanis, Rotary, Board of Realtors, Home Builders Association,American Institute of Architects, schools, Chamber of Commerce, Downtown Association, City residents —both current and future, Residents.for Quality Neighborhoods, Downtown Association, the Environmental Center of San . Luis Obispo County, Sierra Club, County of San. Luis Obispo, Land Conservancy, Cal Poly/Cuesta, Elementary, Junior High and High Schools, San, Luis Obispo Council of Governments, Caltrans; All City .Departments, Air .Pollution Control District, PGE, Gas Company, Phone company, cable and other utility providers, Regional Transit Authority, Amtrak, Union Pacific Railroad, Transportation providers (both medical and school), Airport operations, County Visually impaired committee, CalFire, Local Tribal Contacts,. Advisory Groups, Regional Water Quality Control Board, Media, Office of Emergency.Services, Fish and; Game, Fish and Wildlife Service, youth sports groups, seniors, housingproviders, non-profits; interested people.on EIR distribution list, and more. Stakeholder interviews.- Interview nterviews.Interview key community leaders, Council members, Advisory body members, etc. Community Workshops: Hold workshops at.key points in the process to inform/educate and solicit feedback. Use breakout sessions, graphics, walking tours, interactive. sessions to get input. Charrettes.may:be used for key design areas. _50 . . t'� General Plan Update Process Farmers'Market Set up an information booth at Thursday and Saturday,Farmers' Market. and distribute. newsletters, answer questions, get people involved. Public Hearings &Study Sessions Advisory bodies and Council. Other considerations: Are translation services during meetings and outreach in other language(s) for written materials needed? If so, which languages? Spanish would be most likely need. City Hall/919 Palm Open House Displays: Have updates and on-going display area for"PlanSLO"process in City Hall and 919 Palm ©■■■■■■■moi=!■■■■■■■■■! �© v■■■t■■t■■! ilii■■■■■■n■■■ttt~c_� ©■■■■■!;'alai■■■■■■■■1■■■M v■■■1■nl !■■It■■■■■■■tti•■■r- ©■■■■L_lxAmMlm■■■■■■■■■lii 0■■■t■ O 000 00005ttt■■■■■■■■■■e■■tL o■■■� ■■■■■■t■■■■■■■t■!■■ o v■■�m�i �■t■r■■t■■■■■■■t■l■■ v ©■■I. 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