HomeMy WebLinkAbout06/15/2010, PH5 - 2009 GENERAL PLAN ANNUAL REPORT (GPI 37-10) M.�counciL o
An acen6a RepoRt
CITY OF SAN LUIS OBISPO
FROM: John Mandeville, Community Development Direc o�
Prepared By: Philip Dunsmore,Associate Planner v
SUBJECT: 2009 GENERAL PLAN ANNUAL REPORT (GPI 37-10)
RECOMMENDATION
As recommended by the Planning Commission, accept the 2009 annual report on the
General Plan and direct staff to provide a land use analysis for Calle Joaquin properties
consistent with Land Use Element Policy 3.6.7.
REPORT IN BRIEF
The annual report on the status of the City's General Plan is required by state law and
also provides the Council with an understanding of how the implementation of the
General Plan is progressing. The Planning Commission reviewed the General Plan
Annual Report and commented on several components of the report including the lack of
residential growth compared to commercial growth; whether the City has conducted a
cost-benefit analysis to know whether it is allocating parks resources to benefit the widest
cross section of the community, and whether the City should continue to reserve vacant
properties on Calle Joaquin for auto sales. The discussion in this -report provides
highlights of key General Plan implementation issues and achievements during 2009 and
addresses the Planning Commission items of interest to the Council.
DISCUSSION
Background
Each year, the City publishes an Annual Report on the status of its General Plan and
actions taken to implement it during the past year. The report is provided to help citizens
and City officials gauge progress towards achieving the goals listed in the General Plan.
The Annual Report is done in part to comply with State law, which says that "the
planning agency shall ... provide an annual report to the legislative body on the status of
the general plan and progress in its implementation, including the progress in meeting its
share of regional housing needs..." (California Government Code Section 65400). Land
Use Element Policy 9.3 also calls for an Annual Report, to be completed during the first
quarter of each calendar year. The report strikes a balance between brevity and
completeness and is intended to be.a concise overview of recent activities.
Planning Commission Review
On May 26, 2010, the Planning Commission reviewed the 2009 General Plan Annual
Report and forwarded it with comments to the Council. While the report prompted
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Council Agenda Report
2008 Annual Report on,the General Plan Page 2
discussion, the Commission did not ask for any directional items or recommendations to
be forwarded to the Council. Commission comments included the following:
1. Commissioner's noted the lack of housing development in contrast with the
amount of commercial development that has occurred over the past few years. The
discussion highlighted the need to develop more housing closer to employment
opportunities in order to address legislation such as SB 375 and AB 32. Staff
indicated that Council direction on this item from the 2008 Annual Report was to
address the analysis and policy discussion related to Land Use Element policy 1.4
with the evaluation of Land Use and Circulation Elements policy and programs
that is slated to begin later this year.
2. Several commissioners noted their support for retaining and reinforcing General
Plan Element Policy 3.6.7 which reserves the C-S zoned properties at the
northerly end of Calle Joaquin for auto sales. Commissioners also noted the lack
of through circulation of Calle Joaquin as a potential factor in the success of land
uses in the area. This item is discussed in further detail on page 5.
3. One Commissioner questioned how to quantify cost-benefit of park use, primarily
in areas where more costly facilities benefit a small number of users.. In response
to the comment staff has provided the following snapshot of parkland availability
in the City: The City currently provides 33 acres of"neighborhood park" and 122
acres of larger parks such as Laguna Lake park. In addition, the City provides for
at least 2,500 acres of open space parkland.
Key Implementation Issues for 2009
The Annual Report is organized around key General Plan implementation issues. These
include Development and Population, Growth Management, Open Space Protection,
Annexations, Major Implementation Plans, Circulation, Safety, Neighborhood Quality,
Parks and Recreation, and General Plan Program Status.
1. Key population and housing issues highlighted in the 2009 Annual Report
a. Residential growth is relatively unchanged from 2008 (57 units) and included
a net total of 58 new residential units in 2009, all attributable to infill and
intensification projects. 10 of these units were deed restricted as affordable.
The three-year annual average for 2007-2009 was .33 percent, far below the
one percent average allowed by the City's Growth Management Regulations.
The difference between this year's housing numbers and last, were the number
of affordable units produced. In 2008, 28 affordable units were produced.
However, in 2009, only 10 of the units were deed restricted as affordable. For
both years, however, the number of affordable units compared to the overall
total unit production is very high- at almost 50% for 2008 and 17% for 2009.
b. According to the State of California, Department of Finance, population in the
City of San Luis Obispo rose approximately .5% percent in 2009 to an
estimated 44,750 people. This follows a one percent increase in population in
2008.
c. The City's current estimated population of 44,750 is a gradual increase from
Council Agenda Report
J
2008 Annual Report on the General Plan Page 3
2000, when the figure was 44,179. Housing development has slightly
outpaced population growth in the same time period, with over 1,200 new
dwellings constructed in the City since 2000.
d. As reported in prior reports, the lack of population growth is primarily
attributable to the small amount of housing constructed and a consistent,
downward trend in household size. When the Land Use Element was adopted
in 1994 a straight line population per household factor of 2:35 was anticipated.
In 2000, the average household size stood at 2.27 people per dwelling. The
City's average household size has now fallen to 2.19 people per dwelling
according to estimates from the State Department of Finance. This trend is not
unique to San Luis Obispo and reflects similar trends state-wide. The
Planning Commission also noted that construction of approximately 3,000
beds at Cal Poly over the last several years may have influenced household
size as.fewer students are living together in single family houses within the
neighborhoods and are living on campus instead.
Z Other 2009 Annual Report Highlights
a. Nonresidential development was constructed at a slower pace in 2009. A total
of 98,174 square feet of new commercial floor area was occupied last year,
down from 116,589 square feet in the previous year and 317,082 square feet in
2007. In 2009, significant commercial developments included: commercial
shell buildings in the Airport Area, Commercial and mixed use development
along Sacramento Drive; and various office buildings.
b. Amendments were approved to the General Plan Land Use Map to allow for
retail-commercial development adjacent to Pacific Beach High School, across
from Irish Hills Plaza, on Los Osos Valley Road known as the"Gap"property.
An amendment.was also approved to rezone land at 1050 Southwood Drive
from Manufacturing to Office to accommodate the expansion of an existing
office development.
c. The Natural Resource Protection Program completed the "groundwork" for
several new conservation transactions that are expected to be successfully
concluded in 2010. These include the Froom Ranch acquisition (310 acres),
Froom Ranch easement acquisition (7 acres), and "Gap" property dedication
(13 acres). The Johnson Ranch Open Space opened to the public in May 2009
and became an instant success. The second trail there was worked on
throughout the last half of 2009, completed and opened to the public in
January 2010. Finally, after about 18 months of work, the book "Wildflowers
of San Luis Obispo' was published in cooperation with the San Luis Obispo
Chapter of the California Native Plant Society in November.
d. The Nacimiento Pipeline Project is under construction and is likely to be
completed later this year, enabling the City to meet the projected water supply
needs at General Plan build-out of 9,290 acre feet.
e. The City was successful in obtaining sizable State Bicycle Transportation
Account grants for several phases of the Railroad Safety Trail. Also, the first
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Council Agenda Report
2008 Annual Report on the General Plan Page 4
section of the Bob Jones City to Sea Trail within City limits was completed.
f. The City published its eighth annual Traffic Safety Report identifying
collision locations within the City and recommending mitigation measures to
reduce the collision rates. This was the first report that fully integrated Public
Works and Police activities. This report also marked the lowest number of
annual collisions reported since Public Works began tracking.
g. In 2009, Seismic Retrofit deadlines continued to be a major focus with good
progress being made. With 95 buildings in compliance by the end of 2009, 31
buildings still require strengthening.
h. In addition to significant improvements at the senior center, a new disc golf
course at Laguna Lake, and miles of new trails at Johnson Ranch, Parks and
Recreation has implemented a series of new and ongoing programs.
Specific Items for the 2009 Annual Report
Although the Planning Commission and City Council did not request specific discussion
items for the Annual Report, residential growth management and the Calle Joaquin/Auto
sales land use dilemma continue to be a focus of discussion. Growth management policy
updates are now moving forward, and staff is continuing to analyze options for Calle
Joaquin.
Residential Growth Management
In response to Council direction, staff has been exploring options to accommodate the
convergence of the development horizons between the Margarita and Orcutt Area
Specific Plans. Now, these updates are moving forward and staff has worked with
stakeholder groups and the Planning Commission to develop recommendations for
amendments to accommodate development in each specific plan area while continuing to
honor the City's "Gradual Assimilation" policy and the 1% average annual residential
growth rate. These recommendations are being presented as a companion, but separate
agenda item.
Revisions to residential growth phasing are needed to enable new development to comply
with the City's policy that new development must pay its own way. Changing the period
of time over which the 1% average growth rate is applied addresses the financing gaps
that occur as new development in the specific plan areas must pay for the initial extension
of infrastructure. In the Margarita Specific Plan, the infrastructure requirements,
especially the construction of Prado Road, associated with the first residential projects,
involve costs that exceed the available fees collected at the point the infrastructure must
be constructed. This has made housing development very challenging to finance in the
Margarita Area. Therefore, the next task will be to examine the Margarita Area Specific
Plan to update the facilities financing and infrastructure phasing options to improve
financing options and be consistent with the gradual assimilation policy.
North Calle Joaquin and the Auto Sales area
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Council Agenda Report �_-
2008 Annual Report on the General Plan Page 5
The four vacant parcels at the northerly end of Calle Joaquin adjacent to Highway 101
continue to be the subject of discussion. This 25 acre property was annexed and zoned
Service-Commercial predicated on the project's consistency with Land Use Element
(LUE) Policy 3.6.7, which calls for the continuation and expansion of the Auto Park Way
vehicle sales center. At the time of annexation, it appeared that development of the four
sites with auto dealership uses was imminent. Although the LUE policy and
environmental analysis conducted with the annexation assumed development would
consist of auto dealership uses, no specific zoning restriction was added to the property.
In reviewing the General Plan Annual Report for 2008, the Council directed staff to
review and process a zone change to add an "S" overlay to the properties to reflect the
more restricted use allowed on the properties.
Plans to add an S-overlay zone to the property to identify the limited uses allowed
consistent with Policy 3.6.7 have been delayed. As the economic downturn has continued
and auto sales in particular have suffered, the property owner has expressed interest in
expanding the range of uses allowed at the site to include the full complement allowed
under C-S zoning. Staff has interviewed various auto dealers in the City to understand
the future demand for auto sales space based on the City's demographics and growth rate.
The consensus is that it will be 5 years or more before there is sufficient demand for the
expansion of auto dealerships. One option would be to allow the properties to develop
with any uses consistent with C-S zoning. However, in the longer term, the future will
bring additional demand for auto sales. If these sites are not available in 5 years, how can
the City accommodate the logical expansion of auto dealerships now that the Gap
property has developed with retail? The vacant land on the south side of Los Osos Valley
Road, outside of the City Limits, is constrained by wetlands and conservation easements
and the Calle Joaquin properties constitute the last remaining vacant properties suitable
(and available) for auto sales in this vicinity.
In order for a land use to be successful at this location, it will need to be a land use that is
compatible with (or even benefits from) highway visibility but limited access. Even if the
land use limitation is lifted, development of these properties may be challenging due to
impact fees that are higher in this location than in other comparable zones in the City.
Traffic impact fees in this area include improvement costs for the Los Osos Valley Road
(LOUR) overpass and for improvements to Calle Joaquin south. Overall, development
impact fees for these properties are significantly greater than other commercial properties
in the City that provide similar zoning. For example, within the Broad Street area
(location of Cole Motors) traffic impact fees for a 10,000 square foot commercial
building designed for auto sales would be approximately$35,000, while the traffic impact
fee for the same size building on Calle Joaquin would be approximately $110,000 (most
auto sales facilities range in size from 20,000 to 60,000 s.f). The significant difference is
related to improvements that have been completed to Los Osos Valley Road, Calle
Joaquin, and improvements that are pending on the Hwy 101 overpass. Other areas within
the City, such as the Margarita Area Specific Plan, share similarly high impact fees due to
traffic and infrastructure improvements needed to support their development.
In addition to the vacant auto sales lots, the north end of Calle Joaquin suffers from
limited access and a unique mixture of land uses. Though the property is highly visible
from Highway 101, its lack of through-access, lack of destination points and limited
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Council Agenda Report
2008 Annual Report on the General Plan Page 6
visibility from Los Osos Valley Road, provide a challenging environment for businesses.
This area has traditionally been dominated by restaurants and hotels as it is also part of
the City's Tourist-Commercial (C-T) district. In recent years, tenants have complained
about limited sign options (Zaki's waffle and Starlet Caf6). Although most likely a
casualty of the economy, Starlet Cafe is now closed adding to a lack of commercial
activity along this corridor. Staff has explored options to allow sign exceptions in this
area, however in each case, the location of the business and the distance to the HWY 101
right of way have proven difficult.
Another layer of complexity for considering uses for this location is the Airport Land Use
Plan. The northerly end of Calle Joaquin is within Airport Safety zone S-lb which is
subject to restrictions on land use intensities and limits non-residential density to no more
than 50 people per acre. This eliminates the possibility of housing and severely limits the
potential of establishing hotels, outdoor entertainment or other land uses that involve
higher concentrations of people. ,
In many communities in California, freeway frontage roads such as Calle Joaquin play
host to auto dealerships, as well as land uses designed to serve the traveling public such
as restaurants, motels and gas stations. This section of Calle Joaquin could provide a
more vital presence for these uses in the long term and may benefit from evaluation of
circulation improvements and form-based codes as part of the Land Use and Circulation
Elements update. Staff is seeking further direction regarding long term policy and/or
circulation changes that have the potential to facilitate development or redevelopment of
this unique location. Based on this direction, staff will formulate a work plan which will
return to Planning Commission and City Council. In regards to the vacant properties at
the northerly end of Calle Joaquin, the Planning Commission testimony was primarily in
support of retaining these properties for auto sales, consistent with Land Use Element
Policy 3.6.7, and consistent with the original entitlement for the property. Council
direction was to establish an "S" overlay zone for the properties to serve as constructive
notice that a Land Use Element policy reserving this area for auto sales is in place. Staff
is seeking direction whether Council prefers to retain the auto dealership designation or
whether other uses should be considered.
FISCAL IMPACTS
When the General Plan was prepared, it was accompanied by a fiscal impact analysis,
which found that overall the General Plan was fiscally balanced. The annual report does
not change the General Plan and,therefore, has a neutral fiscal impact.
CONCURRENCES
The Community Development Department prepares the Annual Report on the General
Plan with significant input from other City departments. The Public Works, Parks and
Recreation, Utilities, Police, Fire, Finance, and Administration departments provided
information for this report.
P�S��
Council Agenda Report
2008 Annual Report on the General Plan Page 7
ALTERNATIVES
1. The Council may accept the 2009 General Plan Annual Report and ask staff to delay
modifications to the zoning for the Calle Joaquin properties to ad an S-Overlay zone.
2. The Council may direct staff to make changes to the 2009 General Plan Annual
Report.
3. The Council may continue discussion if additional information is needed.
ATTACHMENTS
1. 2009 General Plan Annual Report
2. Planning Commission Minutes,May 26, 2010
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Attachment 1
This report was prepared by the Community Development Department, for review
by the Planning Commission and acceptance by the City Council. The Community
Development Department's Long-range Planning Division often takes the lead for
staff work involving the General Plan. However, all City departments and
commissions are involved in General Plan issues, contributing to the plan's
implementation and this report.
City of San Luis Obispo
COMMUNITY DEVELOPMENT DEPARTMENT
Our Mission Statement
Our mission is to serve all persons in a positive and courteous manner and help
ensure that San Luis Obispo continues to be a healthy, safe, attractive, and
enjoyable place to live, work, or visit. We help plan the City's form and character,
support community values, preserve the environment, promote wise use of
resources, and protect public health and safety.
Our Service Philosophy
The City of San Luis Obispo Community Development Department staff provides
high quality service when you need it. We will:
• Listen to understand your needs;
• Give clear, accurate and prompt answers to your questions;
• Explain how you can achieve your goals under the City's rules;
• Help resolve problems in an open, objective manner;
• Maintain high ethical standards; and
• Work to improve our service.
Report reviewed by the Planning Commission May 26, 2010, and accepted
by the City Council on , 2010.
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city of san Luis ogispo geneRa'. . an annfta ent 1
Report at a Glance
Introduction Page 5
The General Plan is a comprehensive statement of the City's goals and how
those goals will be achieved over the long-run.
Administration of the General Plan
General Plan Status
Amendments Page 5
In 2009, amendments were approved to the General Plan to rezone vacant
property from interim open space to Commercial-Retail and Open Space to
accommodate a regional shopping center on the vacant agricultural land across
the road from the Irish Hills Plaza. This property was also annexed into the
City.
Implementation of the General Plan
Development& Population
Housing&Residents Page 9
According to the California Department of Finance, the population of the City
of San Luis Obispo was estimated to be 44,750 residents as of January 1,
2009, representing a small increase in City population of.5% from the prior
year's population of 44,521.
Quantified Objectives Page 11
About 27% of all housing production during the Housing Element planning
period (January 2004 to July 2009) was affordable to very-low, low and
moderate income households.
Affordable Housing Page 11
It has been a very productive year for affordable housing as Moylan Terrace
received final entitlements (81 units, 25% of which are affordable); Villages
on Broad Street was approved (42 affordable units); The Wineman Hotel
project was completed which includes 30 affordable units and 18 more that are
affordable by design; and Laurel Creek is continuing to move forward with 10
units available for the BEGIN first time buyer program. The City also helped
finance a project for Habitat for Humanity, the AIDS support network and
Judson Terrace homes.
Growth Management
Residential Growth Management Page 17
The last four years of housing production have been below average and did
not approach the limits established by City growth management regulations.
Commercial and Industrial Growth Management Page 19
Development of commercial floor area continued to move fairly slowly at an
annual rate of .87 percent, bringing the average growth rate for the past five
years down to 1.95 percent. The majority of commercial development was in
Services and Manufacturing areas near the airport.
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city of San lues OBispo C4eneRdl An Atta"nt 1
Open Space Protection Page 20
The Natural Resource Protection Program completed the "groundwork" for
several new conservation transactions that are expected to be successfully
concluded in 2010. The Johnson Ranch Open Space opened to the public in
May and became an instant success. Finally, after about 18 months of work,
the book "Wildflowers of San Luis Obispo" was published in cooperation
with the San Luis Obispo Chapter of the California Native Plant Society in
November.
Annexations Page 19
In 2009, progress continued on the Gap property annexation, with a tax
exchange agreement endorsed by the City Council and approved by the
County in December. The annexation includes approximately 16 acres for
retail development (Target store) and approximately 13 acres for open space,
including Prefu no Creek, adjacent to the Dalidio property and several acres
for public right of way to accommodate the extension of Froom Ranch Way.
Major Implementation Plans
Margarita Area Specific Plan Page 20
Although no improvements have been completed towards developing housing
in the Margarita area, in September of 2009, a subdivision map approving 5
commercial lots was approved for 400 Prado Road.
Airport Area Specific Plan Page 20
Efforts are on-going to annex the remaining portions of this major City
expansion area that are still under County jurisdiction, and the MOU with the
County provides the City with significant influence on land uses in the
remaining area to the south of the city.
Orcutt Area Specific Plan Page 22
The Planning Commission completed their review of the specific plan and
EIR and recommended approval of the Plan to the City Council.
Broad Street Corridor Plan Page 22
Planning staff is updating the Draft Plan's environmental study and revising
the draft plan to include low-impact design guidelines, an implementation
program, and public infrastructure costs.
Vehicle Sales Area at Auto Park Wav Page 23
In September, the City Council directed staff to evaluate placing an "S"
overlay on vacant properties along Calle Joaquin to accurately depict General
Plan Policy which indicates these properties should be reserved for auto sales
and service uses. Staff is in the process of analyzing the future need for auto
sales in response to Council direction.
Water Supply Page 24
With the Nacimiento Project currently under construction, the City can meet
the projected water supply needs at General Plan build-out of 9,290 acre feet,
plus an additional 1,790 acre feet available to meet secondary water supply
needs identified in the Water Management Element for unforeseen Poe /
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city of San Luis OBISPO cene", An anAtfaehment
1circumstances. 1
Circulation
Transportation Network Improvements Page 25
Among many improvements, widening of Orcutt Road was completed from
Broad Street to Laurel Lane including signalization of the Laurel Lane
intersection, integration of a bicycle signal at that location and additional lanes
to accommodate future growth in the Orcutt Area Specific Plan.
Transportation Planning Improvements Page 27
The City published its eighth annual Traffic Safety Report identifying high
crash locations within the City and recommending mitigation measures to
reduce the crash rates. This was the first report that fully integrated Public
Works and Police activities. This report also marked the lowest number of
annual collisions reported since Public Works began tracking in 1999, 30%
down from 2002 when the Traffic Safety Report project first began.
Neighborhood Traffic Management Page 28
Significant progress was made on the Neighborhood Traffic Management
(NTM) Plan for the Pismo-Buchon neighborhood, with residents collaborating
on the action plan and voting for their preferences. Five (5) neighborhoods
actively pursued the preparation of Neighborhood Traffic Management(NTM)
Plans for their neighborhoods.
Safety
Staff Trainin¢ Page 29
In 2009, the Police Department continued its efforts to provide training for
City employees in National Emergency Reponses, as required by the Federal
Government.
Critical Facilities Location and Reducing Structural Hazards Page 29
In 2009, Seismic Retrofit deadlines continued to be a major focus with good
progress being made. With 95 buildings in compliance by the end of 2009, 31
buildings still require strengthening.
Neighborhood Quality Page 32
Code Enforcement—Community Development
Code enforcement cases relating to neighborhood quality (e.g. garage
conversions, housing code violations) accounted for 11 percent of all cases in
2009.
Neighborhood Mediation Services Page 33
The SLO Solutions Program, a free mediation service, served 546 residents
during the past contract period which ran from January to December 2009.
Parks & Recreation Page 33
The opening of the Johnson Ranch Trail to the public occurred in 2009 with
2.2 miles of multi-use trails. Fulfilling an unmet community need, an 18-hole.
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city of san Luis osispo geneizaL _a�n anrttfiehment 1
disc golf course has been completed at Laguna Lake Park and improvements
at the Senior center including a new parking lot and a new commercial kitchen
have improved services at the Senior Center
Program Status Page 36
This report includes an update of the status of all General Plan implementation
programs, in spreadsheet format.
For More Information Page 60
Come in, write, call, or visit the City's website to learn more about the
General Plan and the City's planning activities.
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Introduction
The General Plan is a comprehensive statement of the City's goals and how those goals will
ultimately be achieved. Policies and programs in the General Plan provide guidance to the
public, staff and decision-makers on all aspects of the City, especially development related
issues. Policy and program statements also guide City efforts to promote a stronger community,
through programs ranging from adult Sports to the Neighborhood Enhancement Ordinance. The
General Plan is adopted and amended by the City Council, after considering recommendations by
citizens, appointed advisory bodies, other agencies, and City staff.
Each year, the City publishes an Annual Report on the status of its General Plan and provides an
overview of actions taken to implement the Plan during the past year. This report is provided to
help citizens and City officials gauge progress towards achieving the City's stated goals and
objectives. It is also an opportunity to review how well the Plan's programs are being
implemented and determine if the programs are still relevant or if priorities should be reassigned.
The Annual Report fulfills the requirements of State law, and the General Plan itself, which call
for an annual report.
Administration of the General Plan
General Plan Status
State law requires each city and county to adopt a general plan that addresses seven topics,
typically referred to as `elements.' Additional topics, or general plan elements, may be included.
The law also requires general plans to be comprehensive, internally consistent and that they
provide a long-term perspective. The Governor's Office of Planning and Research publishes the
General Plan Guidelines, which includes the following general plan basics:
1) Geographic Comprehensiveness: The general plan must cover all of the territory within
the jurisdictions boundaries.
2) Regionalism: The general plan must take into account regional plans for transportation,
air quality and water quality, and must spell out measures needed to meet federal or state
standards for the region.
3) Issue Comprehensiveness: General plans must address the jurisdiction's physical
development over the long term, but because the general plan is the most comprehensive
expression of the general welfare, it should also recognize social and economic concerns.
4) Internal Consistency: All of the general plan elements must be internally consistent.
Each element's data, analyses, goals, policies and programs must be consistent and
compliment one another. This includes consistency with area plans and specific plans.
5) Long-Term Perspective: The general plan must address the welfare of current and future
generations, although the time-frames may vary among the different elements. The
Housing Element, for instance, must be updated every five years.
State law says the General Plan should be kept current. The City of San Luis Obispo does this
through this annual review process, comprehensive updates, and through amendments. Updates
to entire elements are done as needed. They look at underlying conditions and preferences.
Amendments are typically smaller in scope and involve changing one part in a way that fits with
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city of San Luis OBISPO GEnERaL . an art meat 1
the overall framework. Consideration of amendments is triggered by private applications or by
direction from the City Council. Changes to the General Plan require hearings by the Planning
Commission and by the City Council. The type of notice provided for the hearings depends on
the type of proposed change, but always includes a descriptive item on the meeting agenda,
which is published in the newspaper. The City's website and public access television channel
provide additional information.
Element Updates
In 2009, the Housing Element update was substantially completed and was scheduled to be
approved by the City Council in early 2010, with review by HCD following shortly after. In
2010, scoping for amendments to the Land Use Element will be performed. In order to be
prepared to evaluate future changes to the Land Use and Circulation Elements, a revision to the
City's circulation model was initiated in 2009. Amendments to the Safety Element in order to
implement updates to the State Fire Hazard maps will be initiated in 2010.
Table 1 - General Plan Elements
Element Required or Date of Adoption or Major
Optional Revision
Land Use Required 1994
Housing Required 2009
Circulation Required 1994
Noise Required 1996
Conservation and Open Space Required 2006
Element COSE
Safety .Required 2000
Parks&Recreation Optional 2001
Water&Wastewater Optional 2004
Management
Table 2 -General Plan Text Amendments ongoing in 2009
Type Location or Subject Chane Initiated by; comment
Housing Required 5 year Revisions to policy and City, in process
updateprograms-
Land Use 15 year update Revisions to circulation model. City, in process
and
Circulation
Safety Update to implement Revision to fire hazards section City, in process
state fire hazard map
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city of sap lues osispo _ � GEnErta. _mart an it oent 1
Table 2a-Land Use Element Map Amendments initiated in 2009
Location or Subject Chane Area Initiated by; comment
11980 Los Osos Rezone from Interim Open 31 acres Applicant; Approved
Valley Road Space to Commercial-Retail
and C/OS-5 to allow for large
retail development(Target)and
City open space acquisition.
1050 Southwood Rezone from Manufacturing 4 acres Applicant;Approved
(M)to Office(0)to
accommodate an expansion of
an existing office project
adjacent to residential.
Amendments
During the annual review of the General Plan, individual amendments are analyzed to determine
whether or not they signal a trend or emerging issue that the City should address more
comprehensively. In 2009, the City began text amendments to the General Plan, as listed in
Table 2. Table 2a lists the 2009 amendments to the Land Use Element Map.
Infill Development
The Land Use Element (Policy 2.7.4) encourages housing development close to Cal Poly that is
likely to attract faculty or students, to reduce commute travel. In 2009, multiple applications
were initiated to maximize development potential on several properties within the neighborhood
surrounding the university. Most of these projects included 2-3 unit developments however one
of the more substantial projects, known as the "Icon", proposed to construct approximately 20
dwelling units on the site of a former fuel station at the corner of Taft and Kentucky Streets. The
property is zoned C-N and required a planned development rezoning in order to accommodate
the increased residential density. In the downtown area, the Wineman Hotel project, initiated by
a seismic retrofit, resulted in the creation of 48 single room occupancy residential units from a
previously vacant, underutilized former hotel building. This project was supported by City
Affordable Housing Funds and achieved 30 affordable units in addition to16 market rate units
that will be attractive due to the units' small size, downtown location and affordability.
2009 was a year dominated by commercial and mixed-use infill development. The Chinatown
project was well on its way to final approval as the Architectural Review Commission (ARC)
recommended approval of the project design to the City Council in November of 2009. In
December of 2009, the draft EIR for Garden.Street Ten-aces was completed and circulated for
public review. Both of these projects constitute major infill of existing downtown properties that
are currently dominated by surface parking lots. Further outside of the downtown core, the Long-
Bonetti Ranch property at the corner of South Higuera Street and Tank Farm Road was the
subject of discussion between the Cultural Heritage Committee (CHC) and ARC. It received
final approval of plans to restore/reconstruct the existing structures and build six new
commercial buildings on the now vacant property.
P14
PAC46 7
city of san lids oslspo _ cEnEua. _ an a
tint 1
Figure 1 —Downtown Infill Projects under way
O Chinatown Project
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pace 8
city of San LUIS OBISpo _ ` GEnERaI ._an andt /int p
Implementation of the General Plan
Development & Population
Housing&Residents
According to the California Department of Finance, the population of the City of San Luis
Obispo was estimated to be 44,750 residents as of January 1, 2009, representing a small increase
in City population of.5% from the prior year's population of 44,521. Figure 2 shows the housing
and population growth between 1980 and 2009. Actual numbers of population and dwellings are
included based on Department of Finance statistics.
Figure 2
Housing and Population Growth, 1980-20091
City of San Luis Obispo
7,70.6
AMIN
a,u^00
1
i
7,100
❑Housing Units Added
s.0o0
I ❑Persons Added
5,000 1
4.000 I 3,414
i
3.000-
2,221
2.100 1,5D1
1,012
1.100 571
960-,9.0 1390.20oe 2000-2009
Source:U.S. Census 2000 and City of San Luis Obispo,Community Development Department
2009 based on California Department of Finance estimates
paGE 9
city of san lues oslspo �_ c,EnEuaL ._ an
tIa mont 1
Figure 2 shows the net change in the number of dwellings due to completed construction between
1995 and 2009, a period that cuts across a relatively strong housing development cycle in the late
1990s, followed by a marked economic slowdown by 2000. Between 2000 and 2008, an average
of 139 dwellings was built each year and 14 units were lost due to fire, demolition or conversion
to another use. During the same period, 470 Multi-family dwellings were constructed, compared
to 770 new single family dwellings. This dramatic reduction in multifamily projects (apartments
and condominiums) has exacerbated the City's shortage of affordable housing. Multi-family
housing typically provides a wider variety of housing costs and types than detached, single family
housing. Yet most of the City's new housing since 1995 has been single-family detached houses.
Figure 3—General Plan Anticipated Housing and Population Growth
60,000 -
■Anticipated
50,000 number of
dwellings
f
40,000 ; ` ®Actual number
of dwellings
30,000 ti ;
❑Anticipated
20,000 '` `, bt � number of
people
10,000 El Actual number
:� � �� q
of people
1992 1997 2002 2007 2012 2017 2022
Source: City of San Luis Obispo General Plan Land Use Element,California Department of Finance,2008
Figure 3 provides anticipated and actual housing and population numbers through 2007 The
difference between the projected population and actual population in 2009 was about 11%,which
can be accounted for by a low average household size and fewer dwellings constructed than
anticipated. By contrast, the total number of dwelling units in the City at 20,222 is only 3.8%
less than the trend for 2008.
The projections provided in the Land Use Element were the basis for many other assumptions in
the General Plan, such as transportation needs. Since the actual numbers are lower than the
projections, the assumptions based on these projected numbers should be sound.
Quantified Ob'ec� tives
State housing law requires that each jurisdiction identify the number of housing units that are
likely to be built, rehabilitated, and preserved during the Housing Element's planning period,
which is January 2001 to July 2009. With adoption of the 2009 Housing Element in 2010, the
new planning period will be from January 2010 through December 31, 2014. These projections
are termed "quantified objectives," and are included in Table 5 of the Housing Element. Chapter
2 of the Housing Element includes goals, policies and programs to accommodate affordable q
pace 10 K5'j I
city of San Luis OBispo ` / ceneRSL __an anAltghaent 1
housing programs that meet the City's Quantified Objectives. The Housing Element also
includes goals for mixed-income housing,housing variety and tenure, and special-needs housing.
Figure 4 and Table 3 illustrates the City's progress towards meeting the Quantified Objectives
identified in the 2004 Housing Element. These Quantified Objectives identify the number of
housing units that the City can accommodate through current zoning, but the construction of new
housing units is market driven. The last four years of housing production have been below
average and did not approach the limits established by City growth management regulations.
Table 3 illustrates that about 27% of all housing production in the City during the Housing
Element planning period was affordable to very-low, low and moderate income households, but
did not achieve the quantified objectives outlined in the table.
The City received new quantified objectives for the update to the Housing Element in process in
2009. The Planning Commission recommended the City Council approve the updated Housing
Element which includes policies and programs to respond to the Regional House Needs
Allocation of 1,589 affordable units. The City anticipates certification of the updated Housing
Element by the State Housing and Community Development Department in 2010.
Affordable Housins
In 2004, the City established a Housing Program Manager position to focus on affordable
housing development and other important General Plan goals. The following is a list of program
accomplishments for 2009:
• Moylan Terrace Project: In 2005, the City helped the Housing Authority acquire this site
from Union Pacific Railroad with a $600,000 loan (since converted to a grant) from the
Affordable Housing Fund. In 2009, final entitlements for the Moylan Terrace Project were
approved and plans were submitted for construction permits. The project includes a total of
81 units in a Planned Unit Development format. A minimum of 25% of these units are slated
to be deed restricted for very low-, low-or moderate-income households. This project will be
the first ownership housing developed by HASLO and their development arm, SLO Non-
Profit Housing Corporation.
• Villages on Broad Street (2238 Broad Street.) — The City Council approved a substantial
Affordable Housing Fund award and fee waivers for a 42-unit affordable apartment project
that will become the first phase of a three-phase mixed-use project at the corner of Santa
Barbara and Broad Street. By the end of 2009, building permit applications had been
submitted for the project, which is also receiving public subsidies through the State of
California Tax Credit Allocation Committee. Temporary financing for property acquisition
was provided by the San Luis Obispo County Housing Trust Fund (HTF). The project marks
the first major contribution by HTF to a City affordable housing project.
• Laurel Creek BEGIN First-Time Homebuyer Program: Watt Communities continued
construction of the Laurel Creek project, which will ultimately include 176 housing units
located on the corner of Orcutt Road and Sacramento Avenue. The City has been involved in
the marketing and sale of ten BEGIN units in the project, which include down-payment
assistance for eligible moderate-income households. The down-payment.assistance is made
possible through a combination of City Affordable Housing Funds and a.State grant. During
pats 11 ln�fS� D
city of san luis oaispo -- oensaal _ten anfttient 1
2009, seven of the ten units were sold and construction began on the second phase of the
project.
• Wineman Hotel Rehabilitation: In 2009, the City Council approved an Affordable Housing
Fund award for the Wineman Hotel Rehabilitation project. The project, carried out through
the latter part of 2009, completely restored the historic building to its 1930's period of
significance when the property was first remodeled for use as a hotel. In addition to the
exterior restoration; the interior was completely refurbished, including exposing the
hardwood flooring, fixing the elevator, installing sinks, refrigerators and stove tops in every
unit, adding individual heating and air-conditioning units, installing a new roof and
refurbishing the historic sign complete with flashing neon. The Mayor received a
Congressional Certificate of Recognition from Lois Capps to acknowledge this impressive
project. Deed-restricted units in the project include 27 units affordable to low-income
households and 3 units affordable to very-low income households. Although not deed-
restricted, the remaining 16 units are considered affordable to moderate income households
because the rent is approximately$900,which is $100 less than the maximum affordable rent
for a moderate income studio apartment.
• Habitat for Humanity: The City Council made an Affordable Housing Fund award to
Habitat for Humanity in 2009, allowing the organization to purchase a lot on the corner of
Johnson and Phillips, within the City's downtown planning area. Council also approved
exceptions to the City's Subdivision Regulations to allow a lot split and development of two,
three-story homes, each on a 2,500 s.f. lot. The approved home designs are simple, yet full of
character and will be a great addition to the neighborhood. Under the Habitat for Humanity
model the future residents will participate in the construction of the new homes. Preference
will be given to those that work in the City of San Luis Obispo, and the initial maximum
income level of the homeowners is set at very-low income.
• AIDS Support Network (ASN): ASN owns a multi-family property on the corner of Price
Street and High Street. The City Council approved an Affordable Housing Fund award for
ASN in 2009 to complete a project to add a unit to the site. The project involves the
conversion of an existing two-bedroom house into two, one-bedroom units. The conversion .
will allow ASN to provide housing for additional clients and to provide higher quality service
and care.
• Judson Terrace Homes: Judson Terrace Homes provides affordable housing for low-income
senior citizens. In 2009, Judson Terrace made an application for CDBG funds for a termite
repair and abatement project. The project was not awarded the CDBG grant, but the Human
Relations Commission recommended and the City Council supported the project through an
Affordable Housing Fund award. Judson Terrace Homes is expected to carry out the project
during 2010. One goal of the project will be to minimize inconvenience to the residents
through displacement as little as possible during the project. As a result, the eleven buildings
on the property will be treated one at a time and will not be tented for fumigation unless
absolutely necessary.
• Foreclosure Prevention Program: The City's Inclusionary Housing stock provides
affordable, owner-occupied housing to very-low, low and moderate income households.
Overall, owners of these properties are considered very stable and foreclosures have not been
PAGE 12
city of San tuis OBISpo ceneml , ,in ann t G ent 1
experienced at the same rate as in market-rate housing. This is not a surprise as these housing
prices are set at a level that is expected to be affordable to the target income group. In
addition, the buyers of these units must qualify for traditional financing and are not allowed
to overly leverage their homes through a Home Equity Line of Credit or other types of cash
out refinancing (except as permitted for home improvements). Still, one affordable unit
within the City's program would have be lost during 2009 had the City not utilized its right of
first refusal to purchase it back prior to a bank sale. If the unit had gone through foreclosure,
the City's deed restriction would have been eliminated and the bank could have resold the
property at a market price. The unit is currently being rented to a prospective buyer, who
expects to complete the purchase of the unit during the summer of 2010.
• 313 South Street: In 2009, City staff was contacted by the owner of McCarthy Steel, 313
South Street, who was interested in downsizing their operations and selling the South Street
property. The site is listed in the updated Housing Element as a property that should be
considered for potential rezoning to high-density residential, to provide for infill housing
opportunities. Although the City does not have the resources to purchase the property on its
own, City staff worked as an intermediary between the property owner and affordable
housing developers to help facilitate a deal. In late 2009, ROEM Corporation entered into a
purchase agreement with the owner and began to coordinate project plans with City staff. By
the end of the year, a project began to take shape that could be served by existing
transportation and utilities infrastructure. Plans for a 68-unit family apartment project were
submitted in early 2010, and evaluation of the proposed entitlements in on-going, consistent
with Housing Element policy. The project would be 100% affordable, and would provide
affordable housing consistent with the ratios identified in the City's Regional Housing Needs
Allocation. Community meetings and public hearings are expected to begin by Summer,
2010.
• Orcutt Area Specific Plan: The Orcutt Area Specific Plan was near adoption by the end of
2009, and was ultimately adopted in early 2010. By August, 2009, anew fee structure for the
Orcutt Area had been published that was more consistent with the goals of property owners in
the area. With respect to affordable housing, property owners were unanimous that they did
not want to pay a fee for site acquisition to accommodate affordable housing, but were
committed to providing the required affordable housing on their future project sites. The
requirement for the Orcutt Area includes a minimum of 10% moderate income units and 5%
low income units. With the change, these low-income units will be integrated throughout the
Orcutt Area, rather than isolated in a single project as was originally proposed. Also in 2009,
staff began conversations with one of the property owners of the Muick/Taylor property
about development of a significant affordable housing component with up to 40%of the units
being affordable. The concept includes the full range of affordability, unit types and tenures,
from emergency shelter units, to very-low income rental units, to owner-occupied moderate
income units and also proposes a down payment assistance program. Staff will keep the
Council updated with information as work on this proposal continues during 2010.
• Margarita Area Specific Plan: Two major subdivisions with a total of 375 dwelling units
were approved in the Margarita Area in 2006. Part of the development proposal includes
dedication of land (2.75 acres) in two distinct locations and including completion of the
associated public improvements to the Housing Authority for construction of affordable
multi-family housing. When the area is built out, 868 total dwelling units are expected and a
pace 13 RHs-aa
city of San lues OBISPO — clencRat an anA#Aumut .
minimum of 15% of those will be affordable housing. In the interim, the changing economic
environment makes financing for construction of new homes extremely difficult. The
Margarita Area, in particular, has high infrastructure costs and staff has heard from a banker
and one of the property owners that financing projects with significant off-site improvement
requirements is not readily available. As a result, during 2009, development activity in the
Margarita Area was primarily associated with entitlements for new commercial projects close
to existing infrastructure at the current terminus of Prado Road.
• Outreach and Website Improvements: The City's Housing Programs Manager (HPM)
maintains a website with up to date information on housing programs and available units. In
addition, the HPM serves on the Board of Directors for the Workforce Housing Coalition,
and on the Funding Commission for the SLO County Housing Trust Fund. The HPM
contributes to the work of the Homeless Services Oversight Council as a staff liaison and
advocates for affordable housing in community forums. These efforts contribute to an
improved environment for planning and development of affordable housing in the City of San
Luis Obispo.
http://www.slociiy.or communi , develoi)rhent/Housin ousing.asp
Figure 4—Progress towards Meeting Quantified Objectives
January 2001 to July 2009
Target: 4,087 units, Built: 1,602 units
1600
1390
1400
1200 1103 1081
H
.c 1000
C 77819
800 0 Target
0 Built
600
400 313,
200 79 129
1 - I I Ll
0 ,
Very Low Low Moderate Above
Moderate
Income Category
PAGE 14 ���
city of san Luis owspo ^ c,EnEltal , an an AtAftnt j Y1 1
Table 3—Progress towards Meeting Quantified Objectives
January 2001 to July 2009
Unit Type Very Built Low Built Moderate Built Above Built Total Built
Low Very Low Mod Moderate Above Total
Low Moderate
Single-family 20' 0 283 0 234 16 226 209 763 225
Multi-family 1,351 60 424 59 352 66 340 335 2,467 520
Subtotal 1,371 60 707 59 586 82 566 544 3,230 745
Units
Completed, 19 19 70 70 231 231 537 537 857 857
1/l/01 thru
12/31/03
TOTAL 1,390 79 777 129 817 313 1,103 1,081 4,087 1,602
Assigned 1,484 844 - 870 - 1,185 - 4,383
RHNA
Source: Housing Element,City of San Luis Obispo,Community Development Department
'Given the deep subsidies needed to construct very-low income single-family units, most housing for very-low
income is expected to be multi-family units.
New housing construction objectives include 977 units of student and faculty housing to be developed by the Cal
Poly University Foundation, in addition to 201 apartments developed on campus in 2003. The objectives are based
on an assumed construction ratio of single family to multi-family housing of 40:60, and a percent distribution of
housing for income groups which is similar to that of the City's RHNA number: Very-low— 34%, Low— 19%,
Moderate — 20%, and Above Moderate — 27%. A reduced objective was set for Very-Low, Single-Family
construction given the high cost and deep subsidies needed for this type of housing. To meet this income need, it is
likely that virtually all of the units will be higher density,nurlti-family rental housing.
paGE 15
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crty of San Luis osispo Attachment 1
Qeneual plan annual rzepoat 2009
Growth Management
Residential Growth Management
The General Plan currently says that "the City's housing supply shall grow no faster than one percent
per year, averaged over a 36-month period." In 2009, the single-year growth rate was approximately
.24 percent. As shown in Table 3-A, annual increases in the number of dwellings have averaged .33
percent over the past three years. Units that are deed-restricted as affordable to very low, low and
moderate income households are not factored into the Growth Management Schedule because they are
exempt from the Growth Management Ordinance. Dwellings built in the downtown area are also
exempt. In 2009, the total number of units constructed was 58. Ten of these units were affordable;
therefore the number of units that apply to residential growth management are 48.
The low rate of residential growth experienced over the past-three years has reflected an overall
slowdown in the housing market. A gap has now occurred between residential construction in the
DeVaul Ranch area (completed in 2005) and construction of new housing units in other expansion
areas such as the Margarita Area. Margarita Area housing construction has not begun even though
there is now an inventory of residentially zoned land in the area, with three major subdivisions
approved in 2006. Based on available time extensions, these residential subdivisions could remain
valid until 2015. potentially allowing these tentative maps to survive the current downturn in the
housing market. Based on the current slowdown, and the potential of Margarita area housing
overlapping that of the Orcutt Area Specific Plan, staff is preparing revisions to the Growth
Management Policies to avoid the possibility of the planned improvements in these areas becoming
constrained. This is discussed in greater detail below.
Phasing Schedule
Residential growth management policies are implemented by the Residential Growth Management
Regulations, SLOMC 17.88. The regulations provide for phased housing construction in large
annexation areas, such as the Margarita Area and the Orcutt Area. The current phasing schedule,
shown in Table 4 on the previous page, has been adopted consistent with Land Use Element Policy
1.11.3. The schedule reflects the City's policy to complete one neighborhood before beginning
another,with some overlap permitted.
The 2008 annual report recognized that an update to the phasing schedule were necessary to
redistribute the 80 units allocated to the Margarita Area that were not built during the 2005-2007 phase
into the 2008-2010 interval. The update was also intended to address the potential for overlap in
development between the Margarita Area and Orcutt Area. Various scenarios were discussed resulting
in Council direction to return with consideration of an approach where units assigned to the specific
plan areas would not expire at the end of the interval but would be saved or `bested" for each area to
use as the market demanded. Staff has worked with a.stakeholder group and the Planning Commission
to review more comprehensive updates to the Growth Management Policies of the General Plan and
the Growth Management Ordinance. These updates consider elimination of the phasing schedule,
amendment to the growth management policy, and allowing the specific plan areas to regulate
themselves through their internal phasing schedules in a way that implements an updated Land Use
Element Table 2.
Growth Management Policy Update
The current form of growth management originates from the adoption of the Land Use Element (LUE)
in 1994. In addition to identifying locations for residential infill and completion of Specific Plan areas
such as Edna Islay, three major expansion areas were identified: Irish Hills, Margarita Area, and the
PAGE 17 P�s-0(0
city or san lus OBISPO tachment 1
geneual plan annual uep0at 2009
Orcutt Area. In order to implement Community desires to mitigate the impacts of growth in San Luis
Obispo, the Council included a growth management policy that reflects the community's desire for
"monitored"growth. LUE Policy 1.10.1 describes the general intent of growth management:
"Growth rates should provide for the balanced evolution of the community and the gradual
assimilation of new residents. Growth must be consistent with the City's ability to provide resources
and services and with State and City requirements for protecting the environment, the economy, and
open space.
While LUE 1.10.1 describes the general intent, LUE Policy 1.10.2 is the policy that limits residential
growth rates to one percent, averaged over a three-year period, while Table 2 of the LUE projects the
1% growth rate through build-out of the land use plan. As shown in the actual number of dwellings at
the end of 2008 (approximately 20,200) compared to Land Use Element Table 2 (which shows that
housing #'s would be at 21,000 by 2007), development of housing in the City has not kept pace with
the anticipated growth rates established by the 1994 General Plan. Nor has residential growth kept
pace with the growth management schedule, even though the City has continued to plan for
infrastructure and service. Assuming a 1% growth rate, the City should have approximately 1,000
more residential units in its housing stock. Instead, the City has been averaging approximately .5%
growth over the past decade. However, all of this could change should financing become more readily
available to both developers and home purchasers. With financing, the potential exists that the
Margarita Area and Orcutt Area specific plans may begin to develop simultaneously. If this occurs, the
City could see a slight increase in the 1% growth as the housing development anticipated to occur over
past years starts to be built.
Several factors related to the City's land use goals have changed during the eleven years since the
growth management phasing schedule was adopted.
1. A state-wide housing shortage resulted in housing'process that exceeded the ability of many
people to afford housing in the City..
2. Economic recession has impacted bank lending practices and developers' ability to construct
housing.
3. Global awareness of greenhouse gas emissions and state and local initiatives to reduce
emissions, especially with respect to land use strategies that reduce vehicle miles traveled by
cars and light trucks. In San Luis Obispo, this has intensified the focus on housing production
as a means to improve the connectivity of jobs and housing in order to reduce county-wide
commuting.
In response to City Council direction, staff has created several alternatives that will maintain the City's
1% annual growth rate and retain the City's philosophy of "gradual assimilation". Consistent with
comments gathered at stakeholder meetings and a Planning Commission hearing on this item, an
alterative has been recommended to extend the growth interval from it's current 36-month averaging
to a 60-month averaging, to eliminate the separate phasing schedule, and to monitor growth with an
updated Table 2 of the LUE. Since each of the specific plan areas already contain provisions for
phasing and the development of infrastructure, a separate phasing schedule may not be necessary. The
extended period of averaging, will allow greater flexibility to accommodate a larger numbers of units
that may need to be constructed in the start-up phase of a larger residential project in order to support
the required infrastructure costs.
pac46 is
city of san Luis oB,spo peneizal p1an annual uEpout 2009 Attachment 1
Finally, allowing housing production in the expansion areas to occur simultaneously would benefit
buyers by increasing housing options. Both expansion areas include plans for unique housing types
such as mixed-use development, attached single-family homes, various types of multi-family housing
and traditional, single-family detached housing. Increasing supply and competition in the local
housing market could help to stabilize price and availability once the larger housing market rebounds.
Commercial and Industrial Growth Management
Land Use Element Policy 1.10.4 outlines the City's strategy for commercial and industrial growth
management:
Nonresidential Growth Rate: Each year, the City Council will evaluate the actual increase
in nonresidential floor area over the preceding five years. The Council shall consider
establishing limits for the rate of nonresidential development if the increase in
nonresidential floor area for any five-year period exceeds five percent, except the first
300,000 square feet of nonresidential floor area constructed after 1994 shall be excluded
from calculating the increase. Any limits so established shall not apply to:
A. Changed operations or employment levels, or relocation of ownership change, of any
business existing within the City at the time the limit is set,
B. Additional nonresidential floor area within the downtown core;
C. Public agencies;
D. Manufacturing, light industrial, or research businesses.
Table 3-B of this report summarizes nonresidential construction since 1995. In 2009, non-residential
development slowed in comparison with previous years,with the majority of development occurring in
Services and Manufacturing areas on the south side of the City near Suburban and Tank Farm Roads
and along Sacramento Drive. Significant developments included commercial shell buildings on
Suburban Road, Mixed use development along Sacramento Drive, and various office buildings. There
was a notable increase in mixed-use projects with commercial components under development in
2009, including the Wineman Hotel project, and the mixed use along Sacramento Drive across from
the UPS facility.
In 2010, nonresidential development is expected to remain similar to 2009, as many projects have
stalled in light of the current economy however several major retail developments are now breaking
ground with others anticipated to follow. Projects currently in the pipeline or beginning to construct
now include:
• Prefumo Creek Commons: approximately 200,000 square feet of retail development including
a Target store of approximately 139,000 square feet.
• Long Bonetti Ranch: 43,000 square feet of service-commercial and retail in 11 separate
buildings near the comer of South Higuera Street and Tank Farm Road.
• Chinatown: Approved project includes the development of a 2.12-acre site to accommodate a
downtown mixed-use center of 226,146 square feet (sf), including retail (49,925 so, offices
(5,630 sf), restaurants (6,000 sf), 16 residential condominium units (19,161 sf), and a 78-room
pACa6 19
Attachment 1
city of san lues osispo
geneRal plan annual Repout 2009
hotel (85,430 sf), in buildings ranging between one to three stories, and with one level of
underground parking(30,000 sf/ 74 spaces).
• Garden Street Terraces: Mixed use project with residential and commercial uses currently in
development review process. Commercial floor area will be 27,589 square feet.
According to Table 3-B, the actual increase in nonresidential floor area has exceeded five percent for
every five-year period since 1995. The cumulative, 5-year growth rate for 2005 through 2009 is just
under 10 percent, however this also includes downtown development and potential manufacturing
floor area. With the substantial increase in large retail floor area over the past 5 years associated with
completion of Costco, Irish Hills Plaza, and now the Prefumo Creek Commons shopping center, the
City is nearing build-out of the regional retail development envisioned by the General Plan. Each year
the Council has considered whether or not to implement limits to new nonresidential floor area and has
decided against establishing limits. It is important to note that if limits are established they would only
apply to certain types of new commercial floor area, such as new offices or new retail establishments
outside of the downtown core. The only significant expansion area available for retail within the City
exists within the Dalidio area or within property along Los Osos Valley Road, south east of Home
Depot. The City Council has already requested that staff evaluate the area adjacent to Home Depot for
potential development of residential land uses instead of retail as identified by the current General Plan
Land Use Map.
Open Space Protection
The General Plan contains many goals, policies and programs focused on open space protection. The
policies apply to sensitive lands within the City's urban reserve as well as land in the greenbelt area
that is protected for its biological, agricultural, aesthetic and/or recreational value. The Land Use
Element and Conservation and Open Space Element address this subject in detail.
2009 was primarily a year of project consolidation and "setting up" in preparation for a number of
projects expected to reach fruition in 2010. No new lands were acquired; however, the City was
successful with two large grant applications that will be a vital part of our anticipated purchase of 310
acres of the Froom Ranch this summer. Other highlights of 2009 were:
1. Opening of the Johnson Ranch to public use and enjoyment;
2. Completion of the Conservation Plan for Stenner Springs Natural Reserve;
3. Completed the Bob Jones Trail Environmental Augmentation Grant;
4. Began site work with a new grant, the Bob Jones Trail Wetland Project;
5. Published "Wildflowers of San Luis Obispo" in cooperation with the California Native
Plant Society;
6. Began preparation of the Agricultural Master Plan for the Calle Joaquin Agricultural
Reserve;
7. Created a special fund for City open space lands with the San Luis Obispo Community
Foundation; and
pagE 20 P46 31
city of san Luis oaispo
cienERat plan annual REpoRt 2009 Attachment 1
8. Participated in several important City projects, including, Chevron Tank Farm Remediation
and Redevelopment Plan and EIR, Los Osos Valley Road/101 interchange project; Prefiuno
Creek Commons project, 400 Prado Road project, and the Orcutt Area Specific Plan.
Annexations
Annexations expand the area over which a city has land-use authority, which is a fundamental way to
implement the General Plan. Annexations can also increase development potential, open space
protection, tax revenues, space for public facilities, as well as service demands and costs. In general,
annexations require approval by the property owner(s), the City, the County, and a separate
countywide body called the Local Agency Formation Commission(LAFCO).
Gap property annexation
In 2009, progress continued on the Gap property annexation, a 31 acre property sandwiched between
Pacific Beach High School and Coast Nissan/BMW. The City Council approved the project in
November 2009 and LAFCO took final action on the annexation in January 2010. The property will
accommodate a new retail shopping center with Target as the primary anchor. Approximately 13 acres
of open space, dedicated to the City as an agricultural preserve, was also included in the annexation.
Major Implementation Plans
The General Plan requires approval of specific plans as a precursor to development of the City's major
expansion areas. Specific plans typically contain more detailed land-use and design standards than the
General Plan, and address the timing and financing of public facilities. Specific plans can supersede
the Zoning Regulations, or lead to changes in,them. The process for adopting a specific plan is similar
to the process for adopting or amending a section of the General Plan.
Margarita Area Specific Plan
The Margarita Area Specific Plan was approved on October 12, 2004. In 2006, the City Council
approved the first residential subdivisions planned for this expansion area. These subdivisions include
new residential neighborhoods with approximately 315 dwelling units, and land that will be dedicated
to the Housing Authority for the construction of affordable housing. In 2008, the remaining portions
of the Margarita Area in the County were annexed into the City.. After annexation, City staff continued
to work with Margarita Area property owners on additional subdivision plans and on plans for
installing key infrastructure required to serve the new residential development. In 2009, the Davis
subdivision was approved. This map is a 7 lot subdivision in the Business Park Zone, designed for a
larger commercial business park. Although this specific plan was intended to expand housing
opportunities in the City, its slow progress (associated with both regional economic issues and local
infrastructure needs) has resulted in a need to take a closer look at residential growth management and
phasing.
Airport Area Specific Plan
The Airport Area Specific Plan was adopted by the City Council in August, 2005. With the approval
of the specific plan, the City's Urban Reserve Line (URL) matches the County's Urban Services Line
so that there is no County land designated for commercial or industrial development south of the
City's URL. In addition, an MOU between the City Council and the County Board of Supervisors
paGE 21
crty of San Luis OBISPO Attachment
geneizal plan annual izepout 2009
establishes a protocol whereby applicants proposing to develop land within the City's urban reserve
will first be referred to the City to discuss annexation.
Update of the Airport Area Specific Plan will occur in conjunction with the Chevron development
proposal. Work on the development proposal and required changes to the Specific Plan were initiated
in 2009 along with review of the associated infrastructure requirements and impact fees. An update to
the Specific Plan is required in order to relocate some of the development envisioned in the plan to
respond to new information regarding resource constraints (i.e. wetlands etc.).
Orcutt Area
The Orcutt Area is located in the unincorporated county, southeast of and adjacent to the City limits.
The 230 acre area is bounded on three sides by the existing city limits, with Tank Farm Road to the
south, Orcutt Road to the east and north, and the Union Pacific Railroad (UPRR) to the west. There
are currently 21 parcels, with thirteen different property owners, in the Orcutt Area.
A public hearing draft of the Orcutt Area Specific Plan (GASP) was published in December,2007, and
work continued on the Environmental Impact Report for the project. The OASP includes policies and
programs that will guide future annexation and development of the area in a manner consistent with
the General Plan, as required by state law. It calls for open space, park, residential, and mixed
residential and commercial land uses (mixed-use development) as well as associated roads and multi-
use pedestrian/bike paths. Residential development would take up approximately half of the total area,
open space and recreation approximately 45%, and the remaining land would be developed with
mixed-use and public facilities. At full build-out,the plan provides for 979 homes.
Several public hearings on the Draft OASP and EIR occurred during 2008 and 2009. The project EIR
and Specific Plan was ultimately approved by the Planning Commission in December 2009 with final
City Council approval anticipated in March 2010.
Broad Street Corridor Plan
The South Broad Street Corridor is designated as an Optional Use and Special Design Area in the
Land Use Element. With the assistance of a focus group consisting of area residents, business and
property owners, the City is preparing a draft "Area Plan" to guide land use, circulation and urban
design in this 150 acre area over the next 30 years. Once adopted, the Plan's special use and design
standards will promote mixed-uses, higher density housing and more attractive, walkable
neighborhoods in the South Broad Street Corridor. During 2009, expanded traffic studies and traffic
calming measures were prepared in response to Planning Commission direction, and form-based codes
and architectural standards are being updated to address comments from the public and advisory
bodies.
Planning staff is updating the Draft Plan's environmental study and revising the draft plan to include
low-impact design guidelines, an implementation program, and public infrastructure costs. Staff
anticipates bringing the updated environmental study, revised Draft Plan and related information back
to Planning Commission in Summer 2010, with Council consideration and possible adoption in late
2010.
pace 22 � 33
crty of san lues osispo Attachment I
cene2al plan annual u
Epout 2009
Other Focus Areas
Vehicle Sales Area at Auto Park Way
The 25.6-acre piece of property at 1413 Calle Joaquin to the immediate northeast of Kimball Motors
was officially annexed to the City of San Luis Obispo on November 7, 2005. The property was
subdivided into four parcels and was zoned commercial-service (C-S) consistent with General Plan
Policy 3.6.7, which calls for the continuation and expansion of the Auto Park Way vehicle sales center.
Support for the annexation of the property and approval of the other entitlements was predicated on the
project's consistency with Land Use Element (LUE) Policy 3.6.7. LUE Figure 3, shown below, is
referenced in this policy and specifically shows the project site among those earmarked for expansion
of auto sales in the area. However, a portion of the annexation area lies outside of the figure's
boundary.
At the time that the property was annexed,
the assumption was that further
development of the four sites for auto
dealership uses was imminent. Although it
is clear from the policy and environmental
analysis conducted when the project was
reviewed that the intent was to develop the
• •••• y% sites for auto sales, there was no specific
overlay added to the site's Service-
Commercial (C-S) zoning mandating auto
dealership or auto service-related
development.
'`. Since that time, there has been a significant
A/ downward shift in the economy, and auto
sales uses in particular have been negatively
impacted. Interest has been expressed to
1V,t.
expand the range of uses allowed at the site
consistent with the site's C-S zoning. The
property owners feel it will be many years
^• before there is sufficient demand for new
Figure s:'Vehicle sales Area at Auto Park way auto sales to support the property's
development. Staff is currently evaluating
the future need for these uses to understand if the need to reserve land exclusively for auto sales is still
warranted. This research will guide a recommendation to determine if an S overlay should be added to
these properties to implement the existing General Plan policy 3.6.7, or whether another land use
option is appropriate given the overall status of commercial occupancies along this portion of Calle
Joaquin. Staff has recently discussed the land use options with the existing property owners and the
owners of other auto sales lots within the City. The current opinion remains that it will be some years
before auto sales demand will produce the interest for additional development in this area. The overall
economic condition combined with the additional impact fees required of development in this area for
traffic improvements has impacted development timing of this area.
PAQJ6 23 P 6_-3
city of San Luis o81SPo 1, Attachment I
genERal plan annual rzEporzt 2009
If the vacant properties were not to be specifically reserved for auto sales, the C-S zoning allows for
other uses that might be a logical fit for this area. Uses such as restaurants, warehouse stores and
outdoor recreational uses might be appropriate transitional uses. Each of these land uses would require
a use permit and architectural review, and in some cases additional environmental review would be
required. Furthermore, the Airport Land Use Plan restricts the density of land uses in this zone to 50
persons per acre, which eliminates the potential for land uses such as public assembly, hotels, or
outdoor entertainment. Since this property is a significant visual corridor at the southerly gateway to
the City, its ultimate development has the ability to significantly alter the view of commercial
development as seen from the highway. Very few commercial properties share the same amount of
visibility from the highway. Staff is continuing.to explore zoning options, assess options, signage
options and even financing options to address the development potential and development fees
associated with this area. Following additional analysis, consultations with property owners and
stakeholder groups, staff will be bringing this item to Planning.Commission and City Council for a
consideration of options later this year.
Water Supply
The policies in the Water Management Element of the General Plan determine the water available for
new development. Section 1.13.2.A. states "The City will determine the water available for allocation
to new development by either; the adopted safe annual yield of the City's water supplies minus present
demand as identified in Policy 3.1.4, or the projected demand at buildout as identified in Policy 3.1.3
minus present demand as identified in Policy3.1.4; whichever is less. Policy 1,5.4 and related policies
define present water demand as the current population times the adopted per capita water use rate(145
gallons per capita per day). Table 5 summarizes the total water supply available to serve new
development:
Table 5—Water Available for Development(Acre Feet),2009
Year Population Present Water Demand Projected Water Safe Annual
@ 145 gpcd Demand at Buildout' Yieid2
2009 44,750 7,268 a.f. 9,290 a.f. 11,080 a.f.
I Additional water needed to serve General Plan build-out population of 57,200(present water demand plus projected increase in
water demand at buildout in 20222)equals 7,260 af+2,030 af=9,290 acre feet.
2 From Water Management Element,Table 1: includes reductions due to siltation to date. Includes the increase in safe annual yield
from the Water Reuse Project(130 afy),the expanded conservation programs(120 afy)and the Nacimiento Project(3,380 afy).
Policy 1.13.2.A. in the Water Management Element of the General Plan states: "Allocations from a
new water supply project shall be considered available at the time project construction is initiated."
With the Nacimiento Project currently under construction and nearing completion, this policy means
that the additional 3,380 acre feet per year of water from the Nacimiento Project is now available to
serve new development. With these additional water supply sources, the total safe annual yield for
2009 is 11,080 af. With these available water supplies, the City can meet the projected water supply
needs at General Plan build-out of 9,290 acre feet, plus additional 1,790 acre feet available to meet
secondary water supply needs identified in the Water Management Element for unforeseen
circumstances.
pace 24S=3s
city of san lues oaispo - ' Attachment 1
GEnErzal plan annual Repout 2009
In addition to the Nacimiento Pipeline Project, the City has begun supplemental water supply projects
including the Water Reuse Project and increased water conservation strategies. The Water Reuse
Project began delivery to the first customers in spring 2006 and in 2009 delivered 160 acre feet of
water for non-potable uses. The City will continue to expand its customer base at about 10 acre-feet of
water per year. Ultimately, the Water Reuse project will provide approximately 1,000 acre-feet of
water per year for irrigation throughout the City. Consistent with the Water Management Element of
the General Plan policy 6.1.1, the City will increase its supplies from Nacimiento by 3,380 afy to
provide for secondary supply requirements of increased reliability and the ability to meet our peak
daily demands with one of our major supply sources off-line. Currently, water delivery from the
Nacimiento Pipeline Project is expected to occur by the end of 2010.
Utilities Department staff began drafting an update to the Water and Wastewater Management Element
(WWME) in 2009. The current WWME has been the guiding document for providing water and
wastewater services to the community since its adoption in 1987. It translates the Land Use Element's
capacity for development into potential demand for water supply and wastewater service. Additionally,
the current WWME outlines how the City plans to provide adequate water and wastewater services for
its citizens, consistent with the goals and policies of other General Plan elements. The Water
Management section was written during a time of water scarcity and the Wastewater Management
section has not been updated since its original adoption in 1987. The update will reflect the City's
current water supply situation, update background information on both water and wastewater
management to reflect current conditions, revised policy language, and proposes goals and programs
consistent with the format of other General Plan Elements.
Circulation
Transportation Network Improvements
In 2009, the following improvements were made to the City's transportation network, consistent with
the Circulation Element of the General Plan.
Vehicular
• Widening of Orcutt Road was completed from Broad Street to Laurel Lane including
signalization of the Laurel Lane intersection, integration of a bicycle signal at that location and
additional lanes to accommodate future growth in the Orcutt Area Specific Plan.
• Sacramento Drive was extended to Orcutt Road providing an additional access point in and out
of the Sacramento Drive area.
• The City worked with SLO County Airports, Caltrans and area developers to realign and
signalize the intersection of Aero Drive and Broad Street to improve safety and operations
along HWY 227.
• The Council directed staff to perform final analysis and return to Council in 2010 with
recommendations for relinquishing HWY 227 from State control to City jurisdiction pursuant
to Circulation Element program recommendations.
• The City worked with Caltrans to construct the South Street "road diet" from Broad Street to
Higuera to address public safety concerns and speed of traffic along HWY 227.
Ps-3L
PAGE 25
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city OF san lois 0sisp0 9 Attachment 1
• The realignment and safety improvements were completed to the intersection of Buena
Vista/Garfield./Montereyand aesthetic improvements were installed at this gateway to the City.
• The signal at the intersection of Santa Rosa/Marsh Street was reconstructed to improve
operations and safety..
• The signal at the intersection of Marsh/Osos was reconstructed improve operations and safety.
• The City completed its first bi-annual traffic operations report addressing citywide traffic
congestion.
• Construction began on the Safe Route to School improvements at Hawthorne, Sinsheimer, &
San Luis Obispo High schools.
• The City collaborated with Caltrans on the construction of pedestrian and bicycle access
improvements at the Marsh Street underpass of Highway 101.
Bicycle
• Phase 4a of the Railroad Safety Trail (Foothill to Taft) was completed and opened to the
public.
• The City completed construction on the Bill Roahnan Bike Blvd on Morro Street.
• As part of a pilot program to reduce bicycle collisions, the City installed shared lane markings
on upper Monterey Street to notify motorists and bicyclists the minimum distance bicyclists
should ride from on-street parked cars to prevent"dooring".
• Design began on the Madonna Inn Class I bike path that will connect Marsh Street to Madonna
Road across the Madonna Inn property.
• The City collaborated with the Rotary Club of San Luis Obispo to develop a fundraising effort
for the Railroad Safety Trail.
• Design of the Bob Jones City to Sea Trail bridge connection at Prado Road was completed.
Construction to commence in 2010. Continued to work with Caltrans for the final design and
location of the Los Osos valley Road bridge connection for the Bob Jones trail.
• In September, the City's Police and Parks and Recreation Departments held its annual Bicycle
Rodeo instructing City youths on safe bicycling techniques and proper riding habits.
• The City's supply of short term bicycle parking continued to expand during the fifth year of the
City's "Racks with Plaques"bicycle rack donation program.
• In May 2009 the City participated in Bike to Work Month activities encouraging the public to
use alternative transportation.
pac,E 26
My of san Luis osispo
cenenal plan annual nepont 2009 Attachment
• Bike valet parking service continued for its fourth year at the weekly Thursday night Farmer's
Market. By the end of 2008, almost 1.1,000 bicyclists made use of the free weekly service.
• The City collaborated with the San Luis Obispo Bicycle Coalition and other community
volunteers to offer bicycle safety education training.
Transit
• Starting in September 2008, SLO Transit extended the evening service trips running Monday
thm Friday, funded largely by a State Transportation Assistance(STA) grant of$205,000.
• SLO Transit carried 1,007,807 riders during calendar year 2009 and averaged 29.32 passengers
per hour.
• Carried 49,544 evening passengers on routes 2,3,4 and 6a& 6b in Fiscal year 2009 and
averaged 19.87 passengers per hour.
• Continued to monitor the Free Fare Subsidy Program for Cal Poly faculty and students.
• Secured $1,023,660 in American Recovery and Reinvestment Act (ARRA) funding for Transit
related Capital projects.
• Continued to utilize the new color scheme and branding utilizing City of San Luis Obispo
colors for all new transit vehicles starting with the October-2007 bus deliveries.
• Purchased a new double deck bus to increase capacity for high demand routes at a lower
operation cost than standard 40' buses.
• Continued basic service levels for 2009 even with significant state funding reductions and
takeaways to balance the State's general fund obligations.
Transportation Planning Improvements
In 2009, the following transportation planning projects were implemented, consistent with programs in
the Circulation Element of the General Plan.
Vehicular
• The City published its eighth annual Traffic Safety Report identifying high crash locations
within the City and recommending mitigation measures to reduce the crash rates. This was the
first report that fully integrated Public Works and Police activities. This report also marked the
lowest number of annual collisions reported since Public Works began tracking in 1999, 30%
down from 2002 when the Traffic Safety Report project first began.
• The City completed its first Traffic Operations Program report intended to address traffic
congestion issues using the same methodology as the City's Annual Traffic Safety Program.
• The City received the prestigious Institute of Transportation Engineers "Public Agency of the
Year"award for it Annual Traffic Safety and Annual Operation programs.
pace 27
city °fSan 'LUIS °B'Sp° Attachment 1
c,Eneaal plan annual aEpoat 2009
• The City completed its first bi-annual report highlighting the City's efforts to improve
bicycling during the past two years.
• The City began development on a new Travel Demand Model in preparation of a Circulation
Element update.
• A Caltrans Project Report and Environmental Determination for the Los Osos Valley Road
interchange improvements were submitted for public circulationand approval.
• Secured approximately $1.2 million in American Recovery and Reinvestment. Act (ARRA)
funding for rehabilitation and improvements on upper Monterey Street.
Pedestrian
The City conducted its fourth annual Halloween Traffic Safety campaign passing out over 4000
reflective Halloween bags to elementary school students in the City.
Implementing a Safe Routes to School grant, the City completed its design for a bicycle and pedestrian
path and bridge over Prefinno Creek which will provide non-vehicular access between the Oceanaire
and Laguna neighborhoods.
Parking Management
In 2009, the following efforts implemented parking management policies in the Circulation Element:
• Parking Services researched car sharing programs and began work with local providers on a
pilot project to locate two car share vehicles in the City Hall parking lot.
• Parking Services continued its financial assistance to the Downtown Access Pass program
(formally the Gold Pass)
• The City established a policy for notifying neighboring businesses and property owners of on-
street parking spaces proposed for removal or conversion to other uses and establishing a
process for providing input before a decision is made.
• Progress on the design of the Palm Nipomo parking structure resumed after the City concurred
with a consultant's financial report and Ad Hoc Committee review confirming that funding
was available for the project and that demand for the structure at this location can be met.
• Parking Services continued to monitor public parking in the downtown core.
• As part of the City's annual review of the Parking Fund, public parking fees and fines were
raised to reflect rising costs.
Neighborhood Traffic Management
Five (5) neighborhoods actively pursued the preparation of Neighborhood Traffic Management (NTM)
Plans for their neighborhoods. Staff proceeded with the most critical NTM request, the PismoBuchon
Neighborhood. The PismoBuchon Neighborhood voted to support the formation of an NTM program,
an action team was established and in 2009 staff completed and circulated a draft action plan. As of the
end of 2009 staff and the Action Team were finalizing the action plan for council approval..
Because so many neighborhoods are requesting NTM projects, staff is currently in the process of
paQ6 28
city of san lues oaispo
geneRal plan annual RepoRt 2009 Attachment 1
revising the NTM program in its entirety, with particular focus on developing a new criterion for
neighborhoods to qualify for the program and a new methodology for prioritizing the projects. The
criteria include traffic speeds, volumes, and'collisions,
Safety
Emergency Preparedness and Response
Fire Department staff participated in two disaster scenarios in 2009. The First Responder Point of
Distribution drill simulates the community's ability to respond to a potential disease outbreak. In one
drill staff initiated the incident command system and worked with the County Public Health
Department in distributing influenza vaccine to all county employees and emergency responders. In the
second drill fire personnel assisted the Public Health Department in administering vaccines to the
public. Both scenarios enhanced the departments' ability to respond to disasters.
Staff Training
Section S 9.4 of the Safety Element states that the City will train police officers and other City
employees to levels appropriate for their tasks and responsibilities.
The training of police officers and communication technicians is regulated by the California
Commission on Peace Officer Standards and Training (POST), which mandates minimum content and
hours for basic and in-service training. The Police Department maintained compliance with POST
requirements for in-service training hours for required employees. This was accomplished by sending
employees to POST certified training courses in various topics, with the associated costs reimbursed
by POST, and by providing in-house training for employees.
Mutual and Automatic Aid
Section 9.10 of the Safety Element indicates that the City will work with other jurisdictions to obtain
and follow adequate mutual-aid and automatic-aid agreements. In June 2008, the Police Department's
request to enter into an agreement for participation in a regional Special Weapons and Tactics Team
(Regional SWAT) was approved by the City Council. The Regional SWAT team allows participating
cities to leverage limited resources and maximize coordination and special expertise during critical
incidents The Regional SWAT team consists of the following cities: Arroyo Grande, Grover Beach,
Morro Bay, Paso Robles, Pismo Beach, San Luis Obispo, and the California Polytechnic State
University San Luis Obispo (Cal Poly). In 2009, members of the Regional SWAT Team participated in
over 120 hours of specialized training, with additional training for team members responsible for
precision rifle duties. The Team established a tactical emergency medical program, overseen by a local
emergency room physician who is volunteering his service, to ensure emergency medical assistance is
immediately available when the Team is activated. This program also includes emergency medical
training for Team members.
Critical Facilities Locations and Reducing Structural Hazards
Section S 8.6.1 of the Safety Element tasks the City with identifying and evaluating hazards in existing
structures, with the highest priority given to critical facilities. This effort includes maintaining and
replacing City facilities, routine code inspections of certain commercial and residential buildings,
pace 29
city of san Luis ogispo Attachment 1
c,EnsRal 'plan annual uEpout 2009
complaint-based code inspections for all buildings, mitigating hazards associated with unreinforced
masonry buildings (URM), and outreach regarding structural safety of private wood-frame buildings.
Unreinforced Masonry Hazard Mitigation
In 2004, the City accelerated its timeframes for mandatory strengthening of URM buildings and also
established low planning and building fees, low contractor parking fees, and hired a part-time Seismic
Coordinator to aid building owners in complying with the City requirements. To facilitate timely
construction, the City set deadlines for requesting and obtaining building permits for retrofit work.
During 2007, the Council further revisited the deadlines for every building that had not achieved Level
A strengthening by July 1, 2007, as stipulated by City URM Ordinance adopted in 2004.
The 2004 URM Ordinance required full strengthening by July 2010 unless partial, Level A,
strengthening was completed by July 1, 2007. Where Level A was completed by the deadline, Level B
work could be delayed until July 1, 2012. Level A strengthening consists of installation of anchors
between the buildings walls and roof, walls and floors and bracing any parapets. Level B consists of
Level A work plus installation of the steel members that stabilize the storefront and frame. Distinction
between Level A and B was established by ordinance to encourage owners to complete this significant
portion of the strengthening process as soon as possible.
If Level A work was not completed by July 1, 2007, the Ordinance provided that the Council would
assign a Level B deadline for each unstrengthened building based on relative hazard. Work on a hazard
rating system was undertaken in conjunction with the San Luis Obispo Chamber of Commerce
Seismic Task Force during 2006 and early 2007 to facilitate Council consideration of earlier deadlines
for 68 unreinforced buildings identified in advance of the July 1, 2007 deadline.
In April 2007, the Council approved accelerated deadlines for 49 of the 68 buildings that had been
identified as unstrengthened. Prior to Council action all 68 buildings had a reinforcement deadline of
July 1, 2010. Fourteen buildings were assigned an accelerated Level B deadline of July 1,2008; thirty-
five were assigned an accelerated Level B deadline of July 1, 2009. The remaining 19 buildings
retained a Level B deadline of July 1, 2010. Only those buildings that were owned by not-for-profit
organizations and those buildings subject to redevelopment projects were allowed to retain the
deadline of July 1, 2010. All other buildings were assigned new, earlier deadlines subject to
exceptions for "planned retrofits". Following Council action, only one building owner requested a
"Planned Retrofit" exception,which was granted.
In 2009, fourteen Level B projects were completed. With 95 buildings in compliance by the end of
2009, 31 buildings still require strengthening. Excellent progress was made by the original 34
building owners in the July 1, 2009 deadline group. Only one went beyond the July 1, 2009 deadline
while continuing to progress nicely. Ten were granted one-year extensions to July 1, 2010. Within the
July 1, 2010 deadline group, seven of the original nineteen buildings have been completely
strengthened. A total of eight buildings strengthened to Level A must comply with a strengthening
completion deadline of July 1, 2012.
The 2009 deadline group was the largest and the most complex grouping. Progress on several
buildings, particularly the Wineman Hotel, reaped great results for the owners and the City. /f
PAGE 30
city of san Luis oBispo J
GEneuat plan annual uepout Zoos Attachment
Commercial Fire Zone Sprinkler Retrofit
In 1983 the City of San Luis Obispo adopted its first fire sprinkler ordinance requiring sprinklers in
structures over 4,500 square feet or over 35 feet in height that were not owner-occupied residential
structures. The Et Cetera Fire in March 1989 showed just how vulnerable our older downtown
buildings were to destruction by fire. That building, which had stood for over 100 years, was
consumed by fire in less than 15 minutes, even though a fire station was less than one mile away. In
response, the City passed a comprehensive fire sprinkler ordinance in 1990. One of the provisions in
this ordinance was a requirement to retro-fit buildings in the downtown core by January 1,2000.
In order to initiate a City-sponsored Underground Fire Lateral Program a subsequent ordinance was
passed in 1998. This ordinance modified the earlier sprinkler deadline and required that the property
owners of buildings in the Commercial Fire Zone to install fire sprinklers within 2 years of the
installation of the new water laterals to their property and also linked fire sprinkler installation to the
seismic retrofit deadlines.
In 2009 a total of nineteen buildings in the Commercial Fire Zone were retro-fitted with automatic fire
sprinkler systems. An additional 2 buildings were given a one year extension and are currently near
completion.
New Emergency Communications Center
Since breaking ground in December 2008, construction of the new Emergency Communications
Center has progressed as planned and is close to completion. The communication antenna tower has
been installed and security walls erected. Building construction is complete and interior furnishings are
being installed. Once complete, vendors will begin installation and testing of the communication and
computer equipment to ensure a seamless transition to the new center. The new center should be
operational in July 2010.
Multi-Dwelling Property Inspection Program
The Fire Prevention Bureau has been assigned the task of inspecting all multi-dwelling properties (3 or
more units) in the City to ensure that they meet a reasonable degree of fire and life safety for the
thousands of renters in our community as well as visitors who choose to patronize our local hotels and
motels.
Fire and Life Safety Inspections
Staff inspects a variety of commercial and institutional occupancies; including assisted living centers,
nursing homes, hospitals, day care centers, schools, retail businesses, office buildings, restaurants, and
churches. In 2009, in addition to the annual workload of the Fire Prevention Bureau; staff
accomplished the task of inspecting almost 300 facilities associated with the 2008 annexation of a
portion of the Airport Area Specific Plan. Properties that had developed while under County
jurisdiction were allowed to continue being served by on-site wells and septic systems and were not
required to hook up to City water and sewer services at the point of annexation. Typically, these
properties were served by on-site water storage tanks to address fire suppression needs and many had
not been properly maintained over the years. The City Fire Prevention staff conducted re-inspections
pac,E 31 Y1f 6
crty of san Luis osispo gEneual plan annual aEpout 2009 Attachment 1
of these properties in order to bring them into compliance. Many of the properties either lacked water
supplies or were served by static tanks and draft hydrants that had not been properly maintained nor
regularly inspected prior to annexation. There were 2 structure fires in the annexation area in 2009. In
both cases lack of adequate water supply was a factor in controlling and extinguishing these fires.
Development Review
Prior to 2009 most fire sprinkler and fire alarm plans were outsourced to a private consultant for
review at a cost to the City of approximately $25,000 annually. Starting in 2009 Fire Prevention
Bureau staff are now reviewing these plans resulting in a faster turn around time for the customer and
additional revenue for the City.
Target Hazard Pre-Planning
In 2009 the Fire Department initiated a "target hazard" pre-planning program. A target hazard is
defined as a structure that because of its size or use would greatly tax the local fire resources should an
incident occur, have a significant life safety risk or a major economic loss to the community as a result
of a fire. Over 100 target hazards were identified, inspected, mapped and entered into the department's
data base, enabling firefighters to better handle emergencies that occur in these buildings, and
enhancing firefighter effectiveness and safety.
Neighborhood Quality
Code Enforcement—Community Development Department
The City's Code Enforcement Office, which reports directly to the Building & Safety Department's
Chief Building Official, deals primarily with violations of building codes and zoning regulations. Code
enforcement activities that impact neighborhood quality include violations such as:
• Garage conversions
• Conversions of other structures, such as storage buildings
• Uniform Housing Code violations
• High Occupancy Residential Use
Of the 607 code violation investigations conducted during 2009, 70 fell into the above categories, and
consisted of 36 alleged garage conversions, 9 conversions of other structures, 14 complaints regarding
substandard living conditions and 11 cases related to high occupancy residential use.
As a result of our citizen's support of Measure Y tax revenues the Code Enforcement division received
additional funding and an added Code Enforcement Officer. Subsequently, the Chief Building Official
developed a Safe Housing Initiative in conjunction with the Neighborhood Wellness Project Plan.
Through this enhanced Code Enforcement program, which provides cross training to other City staff in
order to seek out unsafe conditions, we are able to discover violations rather than react on a complaint
driven basis. Once a violation is discovered, the Code Enforcement Office notifies property owners in
writing of substandard conditions that must be corrected, and provides clear direction on how to abate
the violations and eliminate the hazard. Community Development Department staff work with
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city of san Luis owspo Attachmentgenepal plan annual uepout Zoos 1
property owners to determine whether the illegal construction can be upgraded and remain in place, or
if steps are necessary to remove any illegal or unsafe construction.
Noise Ordinance Amendments
In September 2009, the City Council directed the Police Department to implement various strategies
designed to reduce the number or noise and party-related violations in the City residential
neighborhoods. As a result, the City noise ordinance was amended and new provisions took effect on
March 5, 2010. These including reducing the number of warnings to one in any nine-month period and
enacting a provision allowing property owners to be fined for allowing noise violations to continue at
their property. Additional strategies to address noise and party disturbances will be considered by the
Council in 2010.
Neighborhood Mediation.Services=_SLO Solutions Program
In response to the need for non-adversarial processes that address community conflicts, the City of San
Luis Obispo, Cal Poly University, Cuesta. College, and Creative Mediation, a local non-profit,
developed the SLO Solutions Program in 2004 to offer free conflict resolution and mediation to City
residents. SLO Solutions is a vehicle to address community and civic disputes by opening new
windows of opportunity for resolving a wide range of conflicts, including neighbor/neighbor,
landlord/tenant, and roommate/housemate disputes. By redirecting conflict situations from public or
judicial intervention to mediation and problem solving, it both empowers those involved in the conflict
to craft their own lasting solutions and alleviates local government from the burden of repeatedly
treating the symptoms rather than the cause. The SLO Solutions Program served 546 residents in 2009
and results continue to be very positive.
Parks & Recreation
In 2009, the Parks and Recreation Department staff continued to offer a wide variety of programs and
activities that enhance the quality of life in the community. The following tasks were accomplished
implementing the Parks &Recreation Element.of the City's General Plan:
Collaborations: The successful collaboration between the City and the San Luis Obispo County
YMCA continued through 2009. Three sports programs for youth provided activities for over 1100
local children through the combined efforts of both the City and YMCA. Co-sponsorship with the
Downtown Association provided events for 2000 youth at Snow Night, Easter Egg Hunt, and Howl-o-
ween Hoopla. The annual 4th of July event in Mitchell Park is a product of collaborative efforts
between Parks & Recreation and the Rotary Monday Club. The Plus 3 Network, in conjunction with
Running Warehouse, offered an opportunity for department supporters to log in fitness miles or hours
towards raising funds for the skate park project and children's services programs. Ongoing efforts
between Parks & Recreation and Police resulted in the annual Bike Rodeo, which emphasizes bicycle
safety for children. The City continues to work,collaboratively with the Youth Sports Association and
San Luis Coastal Unified School District to develop and renovate sports fields to meet the needs of the
youth of the community.
Children's Services has established several relationships in providing services to the community. The
Cal Poly LOOK Program (Language Outreach& Opportunities for Kids), through Cal Poly Community
PACIE 33
city of San lugs os,spo p p J Attachment
GEnEuaL lan annual ue out 2009
Services, has volunteers who work with the site specialists to offer programs such as Spanish, French,
Mandarin, Sign Language, Portuguese and German. A partnership with Cal Poly's REC 201 class
gives students hands-on experience in offering new activities and programs to youth. The Tri-
Counties Regional Center and California Psych Care provide assistance to staff who work directly with
children diagnosed with physical and special needs.
Open Space Management: Ranger Services staff was active in managing the City's Open Space this
past year. Over 15,000 pounds of trash was removed from the San Luis Obispo creek watershed and
open spaces by staff and volunteers. Twelve hikes were led through city open spaces and park rangers
scheduled 22 work days. City parks, open spaces and joint use facilities were patrolled nearly every
day of the year. Staff posted 143 violations in homeless camps. Staff provided environmental
education courses through the City's STAR and Sun n' Fun programs and had two one-week Junior
Ranger Activity Camps that were fully attended by children ages 7-10.
Use of Technology: Laguna Lake Golf Course began offering online tee times in May 2009 along
with utilizing a software program that allows staff to manage inventory and point of sale.
Implementation of a wireless irrigation control system at the golf course was completed and saved on
costs associated with trenching and wiring. The new system allows the golf course supervisor to
control the irrigation system off site.
The Parks & Recreation Department continues to offer online program registration and facility
reservations to its customers and in the past year has implemented communication with customers via
social media tools.
Multi-Use Trails: The opening of the Johnson Ranch Trail to the public occurred in 2009. With 2.2
miles of multi-use trails, 4 cattle guards, and 8 bridges, the trail is a popular recreational destination.
Volunteer partnerships were key to the success of the project with over 910 volunteer hours logged by
the Leadership SLO—Class 17 and the Central Coast Concerned Mountain Bikers.
Playground Equipment Replacement Program: The Playground Equipment Replacement program
continues to be implemented. Design for Laguna Lake and Meadow Park playground replacements
were approved by the Parks and Recreation Commission; design work on Sinsheimer Park playground
will occur in 2010. Design has been completed for the remaining equipment playground equipment at
Throop Park,with construction scheduled for 2010.
Disc Golf: Fulfilling an unmet community need, an 18-hole disc golf course has been completed at
Laguna Lake Park, thanks to the efforts by the SLO Throwers, who donated and installed all of the
baskets and tee boxes.
Skate Park: The skate park ordinance was passed and implemented in 2009, allowing the skate park
to be open without supervision. New durable equipment was purchased to replace the aging
components. Work continues towards construction of a new skate park with designs and
specifications nearing completion. Fund raising for the new facility is ongoing; the Tony Hawk
Foundation awarded a $25,000 grant towards the project and the community has been successful in
paQ6 34
city of san Luis oBispo �
csneizal plan annual aEpOut 200=9 Attachment 1
raising over $10,000. Campaigns for brick donations and naming rights are underway to provide
additional financial support for the project.
Rotary Community Garden—Meadow Park: As a result of high demand, an additional community
garden is being developed in collaboration with the three Rotary Clubs in San Luis Obispo. Staff has
worked with the nearby homeowners' association to access potable water and volunteer work is
scheduled for Spring 2010 to complete the new location that is expected to accommodate 40
gardeners.
Therapy Pool/Swim Programs: Uses at the SLID Swim Center are gradually increasing to numbers
realized prior to the opening of a competing commercial fitness center. The therapy pool has benefited
youth and seniors and has contributed to the increased use totals at the Swim Center. In particular, the
warm water exercise classes satisfy a previously unmet need in the community and provide an aquatic
outlet for participants that are unable to tolerate the 80 degree water in the main pool. The main pool
continues to be in high demand for lap swimming and aqua aerobics for adults and seniors. Swim
lessons are now a well-established program outside of the traditional summer months.
Senior Center Improvements: Two projects designed to improve services at the Senior Center were
accomplished this past year. A parking lot was installed in May 2009 to allow senior center members
to park during daily visits and free up additional on-street parking for the neighborhood. The Senior
Center kitchen was also renovated and now features a full size commercial kitchen and additional
storage for the facility.
Prevention/Intervention Programs: The STAR and Sun N' Fun programs continue to provide
experiences for elementary school age children by teaching values, developing responsibility, making
positive choices, and instilling confidence. Programs offer a "Peace Place" to teach children how to
solve disagreements and effectively come to agreeable resolutions. A "No Child Left Inside" theme
was prevalent for the summer programs by giving campers an opportunity to experience recreational
activities by exploring the outdoor environment. Scholarships through the Prado Day Center and
Maxine Lewis Shelter have helped homeless families with providing quality care for children while
parents seek work or educational opportunities.
Teen Programs: The Quest program was designed to provide an opportunity for teens between the
ages of 13-16 to learn life skills in a hands-on environment through interactive sessions and
community exploration. Seeking awareness of one's self, one's community, problem solving
techniques and one's goals for the future, Quest examines the structure of healthy communities,
starting with a healthy perception of one's self. Based on the principle of teens engaged achieve
milestones (T.E.A.M.), Quest allows participants to gain confidence and break the barriers of age
confinement to offer talent, commitment and expertise to the community.
The Counselors in Training (CIT)program is offered to ages 14-16 during the summer Adventure Day
Camp program. CIT's shadowed the lead camp counselors and assisted with activities, field trips, and
daily job responsibilities.
PAC46 35
city of San Luis osispo AttachmentGeneual plan annual rtepout 20o9 1
Volunteer Opportunities: Over 10,000 volunteer hours in a variety of programs and events were
logged in 2009. Volunteers supported services at the Senior Center, Laguna Lake Golf Course, and
Jack House and events and activities such as 4th of July, Junior Giants, SLO Triathlon, Halloween
Hoopla, Movie Night, Youth Sports, Bike Rodeo and Ranger Work Days. Quest program participants
provided volunteer assistance to the Department to gain work experience and become engaged in
positive behaviors.
Public Evaluations: From June 2008 through September 2009, Parks & Recreation staff offered an
online customer satisfaction survey for all programs and services. The surveys were designed to
address several key programming components and provide staff with specific information for program
evaluation. Overall, the responses indicated that the staff meets or, in some cases, exceeds expectations
regarding the programs being of value for the money, staff performance, quality of the program,
satisfaction with registration, facility cleanliness, program safety, and customer service. Two areas
needing more attention are the times when programs are offered(particularly adult sports, aquatics and
classes)and publicity for all programs.
Program Status
The General Plan contains an array of programs covering most types of City actions. The Housing
Element, in particular, includes many programs with specific time frames. The written portion of this
report touches on the major programs that saw activity in 2009. A status list of all General Plan
programs follows. While General Plan elements are usually revised on a 5 to 10 year cycle, the City
Council makes priority determinations as part of the two-year budget process, which supersedes the
target program-completion dates contained in the General Plan. Staff will continue to update and
correct this list throughout the.City's goal-setting and evaluation activities.
pdCie 36
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city of san Luis osispo �
GEnsuat plan annual rzspout 2009 Attachment 1
For More Information
' Community Development Department offices are located at 919 Palm Street, which is
downtown at the corner of Palm and Morro streets. Office hours are 8:00 am to 5:00 O
pm, Monday through Friday, excluding holidays. The mailing address is:
919 Palm Street
San Luis Obispo, California 93401-3218
OShort-term parking spaces are available on Palm Street and additional parking is available
in two parking structures, also located on Palm Street.
The department's main entry is wheelchair accessible, and there is a curbside, disabled
parking space on Palm Street and accessible parking in the parking structures.
Osos Street at Palm Street is a meeting point for local and county bus routes.
Maps and publications may be viewed or purchased at the Community Development
Department. Paper document purchase prices reflect only the cost of printing. Large
documents are usually made available as "pdf' files at no cost through the City's Web
site, or at nominal cost on CD's. Most items are also available for reference at the City-
County Library across the street from City Hall, and at the Documents and Maps
Section of the Cal Poly Library. The libraries generally have evening and Saturday
hours.
The department phone number is 805 781-7172; the fax number is 805 781-7173. TDD
BBH The City's Telecommunications Device for the Deaf number is 805 781-7410.
Through the City's web site you can read or download the Digest General Plan
and City regulations, learn more about City services, and check on some meeting
' agendas and meeting updates. The Web site is http://www.slocity.org.
r " ' Se puede hacer preparativos para traducir en espanol.
pac,E 60
DRAFT
Attachment 2
SAN LUIS OBISPO
PLANNING COMMISSION MINUTES
May 26, 2010
ROLL CALL:
Present: Commissioners Michael Draze, Eric Meyer, Airlin Singewald, Charles
Stevenson, Vice-Chairperson Mary Whittlesey, and Chairperson Michael
Multari
Absent: Commissioner Michael Boswell
Staff: Deputy Community Development Director Kim Murry, Associate Planner
Phil Dunsmore, and Recording Secretary Janet Miller
ACCEPTANCE OF THE AGENDA: The agenda was accepted as presented.
PUBLIC COMMENTS ON NON-AGENDA ITEMS: There were no comments.
MINUTES: Minutes of April 14 and 28, 2010, were approved as presented.
Minutes of May 12, 2010, were approved as amended.
PUBLIC HEARINGS:
1. City-Wide. GPA/ER 11-10: Review of Water/Wastewater Element Update; City of
San Luis Obispo — Utilities Dept., applicant. (Continued from April 14, 2010, meeting
to the June 9, 2010, meeting) (Ron Munds and Jennifer Metz)
On motion by Commr. Draze, seconded by Commr. Meyer, this item was continued to
June 9, 2010.
AYES: Commrs. Draze, Meyer, Singewald, Stevenson, Whittlesey, and Multari
NOES: None
RECUSED: None
ABSENT: Commr. Boswell
The motion passed on a vote of 6:0.
2. City-Wide. GPI 37-10: Annual Report on the General Plan; City of San Luis
Obispo, Applicant. (Phil Dunsmore)
Phil Dunsmore Associate Planner, presented the staff report, recommending the
Commission forward the 2009 Annual Report on the General Plan to the City Council for
acceptance, with any comments or direction as appropriate.
PUBLIC COMMENTS: There were no comments.
COMMISSION COMMENTS:
Draft Planning Commission Mh, m
May 26, 2010 — Attachment 2
Page 2
Commr. Draze voiced concern for the potential loss of the only area set aside for auto
sales. He noted that Calle Joaquin may be connected through at some point in the
future. He discussed that the owners of the property bought the property with the
understanding that it was designated for auto sales.
Commr. Meyer concurred that area on Calle Joaquin should be retained for auto sales
and suggested that perhaps the Hwy 101 off-ramp could be re-aligned to bring traffic
down Calle Joaquin. He noted the un-equal growth of commercial and residential
housing development is creating a regional commuting issue. He also discussed the
limited city budget and concern for allocating resources to facilities that may be used by
a limited number of people. He suggested the budget process would benefit from cost
per user information. Commr. Meyer voiced strong dismay that the UP Railroad had
gone back on its word to allow an easement for a bike trail along the railroad property.
Commr. Stevenson discussed the significant amount of achievements reflected in the
report and commended the City. He noted concern for the slow growth of residential
development over the last 10 years. Commr. Stevenson voiced that we had not done
enough to make housing available to working families that could reduce greenhouse
gas emissions associated with commuting traffic.
Vice-Chair Whittlesey requested clarification of the traffic model referred to on page 6,
asked for timing of the Los Osos Valley Road overpass improvements and requested
more details on the improvements to upper Monterey Street being funded through
ARRA funds. She also requested additional clarification on page 31 of the report which
discussed the fire safety inspections in the Airport Area.
Commr. Singewald voiced concern regarding the jobs-housing balance in San Luis
Obispo. He indicated he would be open to supporting additional uses for the property
on Calle Joaquin but will wait to receive more information from staff.
Commr. Stevenson requested clarification for the code enforcement information and
what was meant by "pro-active" actions in the community.
Chairman Multari noted that smaller communities such as Morro Bay don't have the
ability to develop larger commercial areas and that the commercial development and
major government employers in San Luis Obispo serve more than just the City itself.
He indicated that housing built on the Cal Poly campus over the last few years has
accommodated up to 3,000 students and this has a significant impact on housing
availability within the City.
There were no further comments made from the Commission.
Staff clarified that Council direction from last year was to evaluate the Land Use
Element policy 1.4 as part of the Land Use and Circulation Elements update.
No motion was required by the Commission.
COMMENT AND DISCUSSION: �/J _-7�
Draft Planning Commission Mi,__-as _
May26, 2010
3
Page 3 Attachment 2
3. Staff
a. Agenda Forecast — Staff provided an agenda forecast of the June 9 and 23
meetings.
4. Commission —
Commr. Stevenson requested that staff schedule a discussion item regarding
changes to the by-laws to accommodate an earlier start time for Planning
Commission meetings. The Committee supported putting this item on an agenda
for discussion.
Commr. Meyer indicated that a Cal Poly class would be holding a presentation of
their proposed location for a Class I bike trail from the city to Cuesta College on
Friday, May 28t' at 2:45 pm at the City-County Library and urged members of the
public to attend.
ADJOURMENT: The meeting was adjourned at 8:05 p.m.
Respectfully submitted by,
Janet Miller
Recording Secretary
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