HomeMy WebLinkAbout11-15-2016 Item 15 Setting the Stage: Background Materials 2017-19 Goal Setting and Financial Plan Process Meeting Date: 11/15/2016
FROM: Katie Lichtig, City Manager,
Prepared By: Xenia Bradford, Interim Finance Director
SUBJECT: SETTING THE STAGE: BACKGROUND MATERIALS FOR 2017-19 GOAL-
SETTING AND FINANCIAL PLAN PROCESS
RECOMMENDATION
Review and discuss the accompanying background information in preparation for the 2017-19
goal-setting and Financial Plan process:
1. Status of 2015-17 Goals and Objectives
2. Status of General Plan Implementation Programs
3. Status of Current Capital Improvement Plan Projects
4. Long-Term Capital Improvement Plan
DISCUSSION
The City’s goal-setting and Financial Plan process for the next two-year period, 2017-2019, is
now underway. On January 10, 2017, the Council will hold a Community Forum followed by
the Council Goal-Setting Workshop on January 28, 2017. As background for the upcoming
budget sessions, Council and the public will be provided with a series of reports which will
include updates on the status of projects and goals currently underway or approved in prior
Council actions. These reports are provided as part of this item. Additionally, at the December
13, 2016 City Council meeting another report will define the overall fiscal context in which the
Financial Plan will be prepared. The fundamental purpose of the Financial Plan is to allocat e
financial resources to support city services and capital projects to accomplish adopted goals over
a two-year period. This process does not begin from scratch, but rather builds upon the City’s
service levels, adopted long-term plans and policies as well as the current fiscal context and
outlook.
The initial Economic Outlook for 2017-2021 will be presented to the City Council on December
13, 2016. The Economic Outlook will highlight economic trends for the five -year period and
provide with an estimate for the General Fund major revenues and funds available for allocation
to inform the Council Goal Setting process. An economic forecasting firm, Beacon Economics,
is developing an updated revenue forecast for the City. The firm last provided a revenue foreca st
for the City two years ago. The results of their analysis as well as a high -level review of General
Fund expenditures, debt service and anticipated Capital expenditures will be available and
presented at the December 13, 2016 meeting as part of the Economic Outlook. The General
Fund Five-Year Forecast will then be presented to the Council on February 21, 2017. The
General Fund Five-Year Forecast will be based on audited 2015-16 financial results for the
General Fund also presented on February 21, 2017 with the Mid-Year Report. This is a slight
change in the process (a higher level of projections in December and a more detailed fiscal
forecast at Mid-Year) because it is believed that more up-to-date data will lead to a more useful
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fiscal forecast.
When complete, the General Fund Five-Year Forecast will provide background on the General
Fund’s capacity to deliver current service levels, maintain existing infrastructure and facilities,
preserve the City’s long-term fiscal health by aligning revenues and costs, and maintain fund
reserve balances per adopted policy over the next five years. The General Fund Five-Year
Forecast is a tool that helps the City develop a reliable financial plan focused on long-term
financial health.
STATUS OF 2015-17 GOALS AND OBJECTIVES
Attachment A, Status of the City’s Major Goals for 2015-17, details progress as of first quarter
of 2016 on all major city goals as well as other important Council objectives. Most of the goals
and objectives are well underway and progress is continuous. As of the date, the following
progress has been made on the Major City Goals: Open Space Preservation 70% complete;
Multi-Modal Transportation 50% complete; Housing 70% complete. Other Important Objectives
progress made is as follows: Neighborhood Wellness 70% complete; Laguna Lake Restoration
50% complete, Fiscal Sustainability and Responsibility 50% complete; Downtown 60%
complete.
The report begins with a quick report card on the status of the goals and objectives. The report
card then is followed by a short summary of notable changes from the original action plan and
then detailed reports on each goal and objective.
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
Attachment B provides a summary of the status of all General Plan Impleme ntation Programs as
well as implementation programs for key “area” plans including: Downtown, Mid-Higuera and
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the Railroad Historic District. This report also covers action items and the status of efforts in the
Airport Area, Margarita Area and Orcutt Area Specific Plans.
As discussed in greater detail in the report, of the 409 individual implementation programs in the
General Plan, 89% (365) of them are completed or have been integrated into the City’s ongoing
operations. This is a five percent increase of implemented programs since the last Financial Plan
reporting.
Given the ambitious nature of the General Plan and its twenty-year time horizon, staff believes
that this represents significant progress in achieving General Plan goals.
The incomplete programs (11% of the total) are classified as follows:
1. 4% (16) as being relatively easy to achieve from a resource perspective.
2. 5% (21) as being of moderate difficulty.
3. 2% (7) as being difficult to achieve.
STATUS OF CURRENT CAPITAL IMPROVEMENT PLAN PROJECTS
The purpose of the report contained in Attachment C is to provide the Council with a summary of
the status of the City’s Capital Improvement Plan (CIP) projects. As discussed in greater detail in
the report, staff is making substantial progress in achieving CIP goals.
As discussed in greater detail below, the City is making excellent progress in achieving its current
CIP goals. Of the 108 major projects that have been financially active during the 2015-17 Financial
Plan period:
1. 28% (30) are completed.
2. 81% (78) are “in process”. In process includes projects under construction, acquisition,
fleet carryover, and on-going projects.
3. Of the 78 projects that are in process, 96% of them are on schedule. Of the four percent
that are not on-schedule staff is diligently working to get them back on track.
LONG-TERM CAPITAL IMPROVEMENT PLAN
The Long-Term Capital Improvement Plan (Attachment D) provides a glimpse into the future
improvement needs of the City as envisioned by the General Plan. Many of our current
infrastructure assets are not adequate to handle the needs of the future. Many streets must be
built or widened, intersections improved, bicycle facilities added, water lines and sewer lines
extended into new areas, and new parks must be built. The Long-Term CIP can serve as a guide
for required future investments to support the General Plan as well as other Council approved
policies, plans, and goals in place today. At the time of General Plan build out, the projects
included in the Long-Term CIP would ideally be built and available for use by the community.
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With this understanding, the Long-Term CIP is one of the pieces of information for the Council
to consider in setting goals and priorities for 2017-19. In this context, these projects provide an
important starting place in assessing which ones might be a high priority to consider in the next
two years. The list is conceptual, and in most cases, the items on the list have not undergone
detailed analysis, nor the rigor of the public review proc ess. Many of the projects include outside
funding sources such as private development and grants from the regional, state and federal
level. These projects represent City staff’s best assessment of costs and scope based on what is
known today, but may undergo changes in scope or importance as new challenges and issues
emerge over time.
As noted above, this list of Long-Term CIP projects are those identified to address future needs
as identified in critical city planning documents. The Circulation Element, Bicycle
Transportation Plan, Fire Master Plan, Wastewater Master Plan, and other documents outline
these important infrastructure needs. Ongoing city maintenance needs that are accomplished
through capital projects are not included in this list. Therefore, the annual costs of roadway
paving, storm drain replacement, park equipment and facility replacement, sidewalk, bicycle
facility and traffic system maintenance, are not included in the Long-Range CIP list.
FISCAL IMPACT
There is no direct fiscal impact as a result of reviewing the status reports accompanying this
Council Agenda Report.
SUMMARY
In preparation of the goal-setting process for the 2017-19 Financial Plan, it is important to
understand the status of current goals, objectives, CIP projects, and implementation plans. The
attached status reports help define for Council and the community the achievements, needs and
context in which the 2017-19 Financial Plan will be prepared. The next step in the process is to
review the City General Fund’s financial situation which will happen at the December 13, 2016
City Council meeting when the Economic Outlook will be presented.
Attachments:
a - Major City Goals Update
b - Status of General Plan Implementation Programs
c - CIP Status Report 2017-19
d - Long Term CIP Update
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2016-17 SUPPLEMENT REPORT: UPDATE OF MCG & OIO
MCG & OIO UPDATE
PAGE 1
The overall goal of the City’s Financial Plan is to link
goals and objectives with the resources required to meet
and complete them. This section of the 2016-17
Supplement Report provides a progress report on the
City’s adopted Major City Goals (Goals) and Other
Important Objectives (Objectives). This update is
presented in a table based format with narrative adjacent
to each of the 2015-17 Financial Plan Goal’s and
Objective’s Action Plan Tasks. In 12-months’ time
significant progress has been made on the City’s Major
Goals and Other Important Objectives highlights of the
past six months are emphasized below.
2015-17 MCG ACTION HIGHLIGHTS TO DATE
Open Space Preservation 70% Complete
The series of Natural Resources Roundtable meetings were completed in July 2016 and will to help formulate a vision for the future
that will be articulated in a written plan presented for Council and community consideration in winter 2016-17. Ranger service staff
have been working diligently on implementing the City’s now adopted Open Space Maintenance Plan. As a result, the numbers of
mutt mitt and trash cans, bell boxes, trail signs, and kiosks have all increased. Additionally, 3.7 miles of approved trails have been
constructed providing improved access to Cerro San Luis, the Irish Hills, Stenner Springs and Reservoir Canyon. A significant fire
fuel reduction effort at Bishop Peak was completed during the month of September with that included over 1,100 hours of convict
labor to augment Ranger staff. Finally, three separate land conservation opportunities continue to progress with the Waddell Ranch
Open Space Acquisition project anticipated to close of escrow in early 2017.
A notable change is that the Calle Joaquin Agricultural Reserve mitigation program being actively underway and now scheduled to
complete by year end with a compost blanket being installed to assist in weed control in addition to drainage enhancements through a
bioswale.
Multi-Modal Transportation 50% Complete
Summer saw the completion of several new green bike lanes installed along with 10 new sidewalk ramps. The Rail Road Safety Trail
extension from Laurel to Orcutt is now at the 90% design stage. The City received an international award from the Institute of
Major City Goals (MCG)
•Open Space Preservation
•Multi-Modal Transportation
•Housing
Other Important Objectives
(OIO)
•Neighborhood Wellness
•Laguna Lake Restoration
•Fiscal Sustainability and
Responsibility
•Downtown
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Transportation Engineers for the 2014 LUCE Update and Multimodal activities. With the return of students and the start of
elementary school in fall, the Halloween Safety program for 2016 has been completed and the City’s annual Bike Rodeo produced. In
September, 2016, the Council adopted the Short Range Transit Plan and service changes consistent with the plan will be implemented
in summer 2017.
A few notable changes to completion dates related to this action plan include the winter presentation to the Planning Commission of
the environmental review associated with the Bob Jones Octagon Barn trail design. Also, the Higuera and Marsh Street lighted cross
walk replacement is on schedule for an earlier than originally forecast replacement as it is now associated with the Marsh Street
project and both will complete this winter.
Housing 70% Complete
Since June 2016 over $300,000 in affordable housing in-lieu fees have been collected. Staff is seeing an increase in the number of
projects choosing to develop inclusionary housing instead of paying a fee. As of this fall the City is monitoring two affordable units in
Moylan Terrace. This will expand to a full monitoring of all units in winter to ensure compliance. The legal documents have been
updated and are used on new units entering the City’s program. Staff held an October 18th public workshop with People’s Self Help
Housing and local employers regarding funding programs directed at work force housing. The ground breaking for 40 Prado the new
homeless shelter was held on November 2, 2016.
Staff anticipates providing council with a memo articulating affordable housing opportunities on City owned properties in winter.
2015-17 OTHER IMPORTANT OBJECTIVES (Objectives) ACTION HIGHLIGHTS TO DATE
Neighborhood Wellness 70% Complete
This Objective has seen continued progress on a wide variety of tasks. The Neighborhood Match Grant program has seen the
completion of the Islay Park Trail clean up and start of the San Luis Seasonal Social Gatherings grant. Applications are currently
being accepted for the next round of grants anticipated to be awarded in February 2017. On December 13th Council will consider
amendments to the Safety Enhancement Zone to cover Saint Patrick’s Day. Significant outreach was provided to parents and students
over the summer when the Fire and Police Chiefs gave over 18 presentations to over 4,000 incoming Cal Poly students and their
parents or caregivers.
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Laguna Lake Restoration 50%
A major milestone was completed on September 20, 2016 with Council’s approval of a suite of recommendations pertaining to the
preferred project alternative, including dredging technology, dredging project size, dewatering, sediment disposal, and sediment
management strategies. Next steps include detailed project financing strategy, public outreach, project permitting and environmental
review, and 95% plans, specifications, and engineering for the preferred project.
Fiscal Sustainability and Responsibility 50%
Work with the Revenue Enhancement Oversight Commission (REOC) is ongoing with reports provided at year-end 2016. The
Government Finance Officers Association (GFOA) completed its analysis of the Finance and IT Department results of which was
presented to the City Council on April 19, 2016. Based on the GFOA assessment and staff recommendations, Council approved the
Efficiency & Effectiveness Initiative with the 2016-17 Supplemental Budget allocating resources to redesign business processes and
implement an Enterprise Resource Planning system. A total of $2 million was allocated to pay down unfunded liabilities for CalPERS
and OPEB above required contributions with 2015-17 Financial Plan and Supplemental Budget. Council approved moving to an
excess insurance program for liability coverage effective July 2016 which, based on claim experience, should result in a cost
reduction. In addition, this program aligns with the City’s objective to reduce workers’ compensation and liability premiums by 30%
in three years. The comprehensive analysis of City costs and fees is tentatively scheduled for a late winter 2017 presentation to
Council. A draft public dashboard for performance measures was launched in in May 2016. Performance measures are being
developed for the 2017-19 Financial Plan. The measures will be pertinent to inform key budgetary decisions for the 2017-2019
Financial Plan.
Downtown 60%
A joint study session of the Council and the Planning Commission resulted in feedback on the both the Downtown Concept Plan and
Mission Plaza Master Plan. Chinatown and Garden Street Terraces continue construction. Monterey street has seen the opening of
H&M, Williams Sonoma, Lululemon and more. Significant infrastructure maintenance work continues in the Downtown on a regular
basis from street including the frequent steam cleaning of Bubble Gum Alley.
CONCLUSION
The next review of the 2015-17 Major City Goals and Other Important Objectives will occur at the 2016-17 Budget Supplement.
Individual items requiring policy direction and/or Council approval will continue to be brought to Council for consideration and
direction.
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Open Space Preservation: 2015-17 Action Plan (70% complete)
Objective: Protect and maintain open space.
# Task Completi
on Date Revised Status
1
Pursue voluntary land conservation opportunities in the Cuesta
Canyon area of the City’s Greenbelt by working cooperatively with
the property owners to acquire and protect portions of The Miossi
Brothers La Cuesta Ranch and the Ahearn Family Ranch. An
opportunity also exists to expand the Irish Hills Natural Reserve by
collaborating with non-profit land trust partners.
Ongoing
Staff is presently pursuing three separate land
conservation opportunities, as identified in the task.
The Waddell Ranch addition to the Irish Hills
Natural Reserve is anticipated in early 2017. The
other identified acquisitions are pending and
continued discussions with property owners are in
progress.
2
Facilitate open space dedications anticipated as components of land
use entitlements to protect the Chevron Tank Farm open space and
portions of the South Hills and Righetti Hill.
Ongoing
Staff has reached preliminary agreement on the
terms of the conservation easement for the open
space component of the Chevron Tank Farm
property. The Righetti Hill dedication is required by
conditions of approval for Tract 3063. The 71 acre
parcel dedication associated with Tract 2428 to
expand the South Hills Natural Reserve is expected
to be received by the end of 2016 .
3
Undertake and complete the Natural Resources Manager’s
Roundtable: The 20th Anniversary Proceedings of the San Luis Obispo
Greenbelt and pursue any follow up items that arise from this process.
01/17
The Natural Resources Roundtable completed
monthly meetings in June 2016. The next step is the
long-term vision plan described in Task 4, below.
4
Prepare a long-term vision plan, Saving Special Places III: Towards a
Sustainable Greenbelt, pertaining to long-term strategic open space
acquisition priorities, maintenance and enhancement projects, staffing
and equipment, and funding strategies in order to provide for the long -
term protection and stewardship of natural resource conservation
values and passive recreational amenities appurtenant to City open
space properties in existence now and that are planned in the future.
07/17
Completion of the draft vision plan is anticipated for
winter 2016-17 with public outreach and advisory
body input and review anticipated in late winter /
spring 2017, with City Council review anticipated in
June 2017.
5
Update Conservation Guidelines for Open Space Lands within the
City of San Luis Obispo to address minor inconsistencies with other
policy documents.
07/17 This update effort is expected in spring of 2017, and
may also include potential revisions / updates to
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Open Space Preservation: 2015-17 Action Plan (70% complete)
Objective: Protect and maintain open space.
# Task Completi
on Date Revised Status
Open Space Regulations per Council direction
regarding Open Space Hours of Use.
6 Ongoing annual monitoring of all City-owned open space properties,
open space easements, and conservation easements. Ongoing
Rangers inspect/patrol trailheads and trails daily.
Conservation easements are visited annually.
Workdays are held weekly.
7 Present to the City Council a Maintenance Plan for the City’s Open
Space for adoption. 12/15 Complete Adopted December 2015. Annual report anticipated
Winter 2017
8
Consistent with adopted conservation and open space plans, complete
Trailhead Enhancements at signature open space properties including
installation of trash cans, mutt mitt stations, trail head signage,
informational kiosks, trail way finding signage, and where possible
improved parking for cars and bikes, as well as improved public
transportation access.
06/17
The following installations have occurred during this
reporting period: 11 mutt mitts stations with
integrated trash cans, 7 bell boxes, 15 Trail signs
with 20+ trail marking upgrades. 8 Small – Large
Kiosk and construction begun with 7 to install this
winter.
9 Complete priority projects previously identified in conservation and
open space plans including: 06/17 See below.
1
0 Bishop Peak emergency vehicle access and trailhead improvements; 06/17
Two public meetings were completed in September
2016. A study session will be held with City
Council in January 2017 to obtain direction.
1
1 Johnson Ranch trailhead parking and safety improvements; 06/17 Project scoping, environmental review, and design
started.
1
2
Reservoir Canyon trailhead parking enhancements, trail signs, and
new loop trail; 06/17
The Reservoir Canyon Loop Trail is completed
adding approximately 2.4 miles of new trail.
Signage and trail markers have been installed.
Kiosks are under construction and will be installed
with added parking that will be completed in winter.
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Open Space Preservation: 2015-17 Action Plan (70% complete)
Objective: Protect and maintain open space.
# Task Completi
on Date Revised Status
1
3
Cerro San Luis trail re-routing and erosion control, and completion of
the “M” trail; 06/17
Trail re-routing and erosion control efforts
completed. The completion of the “M” trail is
underway with Ranger staff and volunteers working
on this technically challenging trail project during
weekly Wednesday Workdays and other times.
1
4
Terrace Hill sign and kiosk improvements, trail closure/erosion
control, and new fencing. 06/17
Terrace Hill kiosk, fencing, and other trailhead
amenities are complete. Sign panels are anticipated
for mid-2017.
1
5
Continue to construct additional trails at Froom Ranch consistent with
the approved Irish Hills Conservation Plan completing BLM license
area, expanding existing network, and working on a new and improve
access point to the trail network.
06/17 Complete
Trails complete. Morro View to Froom Canyon trail
to be constructed upon acquisition of the Waddell
Ranch, anticipated following this property’s addition
to the Irish Hills Natural Reserve Conservation Plan,
during 2017-19.
1
6
Initiate implementation of the Laguna Lake Natural Reserve
Conservation Plan (see Other Important Council Objective). Fall 2018
Project is currently at the 75% design phase. City
Council reviewed project scope and funding
alternatives in September 2016. Design and project
permitting anticipated to be complete in Fall of
2018.
1
7
Continue to address daily maintenance project needs in the City’s
Open Space to address wear and tear, natural events, vandalism and
other activities which create repair needs in the open space.
Ongoing
Ongoing. Efforts continue with focus on fire fuel
reduction and winterization efforts to reduce flood
damage in the creeks and clean up trash associated
with illegal encampments.
1
8
Complete prioritized deferred maintenance projects identified in Open
Space Maintenance Plan. Ongoing 80-90% Trailhead “remodels” complete with Spring
2017 signage completion anticipated.
1
9 Continue patrol of the City’s open space areas and creek corridors. Ongoing Rangers are out daily enforcing rules in open space
while monitoring maintenance needs.
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Open Space Preservation: 2015-17 Action Plan (70% complete)
Objective: Protect and maintain open space.
# Task Completi
on Date Revised Status
Approximately 275 citations have been issued for
illegal activities in the open space since the
inception of active patrol. Smoking, dogs off leash
and hiking when open space is closed are the most
frequent citations issued. With this however has
come increased compliance and times when on a
given busy Saturday 30 dogs have been encountered
ALL on leash in the open space. Additionally,
multiple times per week creek areas are checked on
and illegal and abandoned encampments cleaned
out.
2
0
Continue to coordinate 70 trail work days (4,000 hours) a year
utilizing volunteers including continuing the partnership with the
Central Coast Concerned Mountain Bikers on various open space
improvements and maintenance.
Ongoing
From June 30 to November 15 2016, 3.7+ miles of
trail was constructed in the following locations:
Cerro San Luis, Irish Hills, Stenner Springs and
Reservoir Canyon
2
1
Continue Ranger Led Hikes in the City’s open space on a monthly
basis and upon request. Ongoing
The past six months included hikes at: Stenner
Springs, Reservoir Canyon, Johnson Ranch, Islay
Hill, Cerro San Luis and Bishop Peak
2
2
Continue Ranger Service environmental education program and Junior
Ranger Camp to increase open space knowledge and user safety.
Increase educational efforts to Cal Poly and Cuesta students with
particular focus on safety, appropriate use of open space, appropriate
time for use, and all City open space trail opportunities.
06/17
Summer 2016 camps were a great success. Natural
Resources, Ranger Service and ECOSLO presented
to Cal Poly WOW leaders open space etiquette and
the diversity of open space locations throughout the
City. 1,300 contacts were made with students
during WOW week in the City’s open space.
2
3
Increase staffing resources in the Ranger Service Program to provide
increased open space improvements, maintenance, and patrol. 08/15 Complete
Complete. Ranger service is fully staffed: one
supervising ranger, two full time benefited rangers,
four limited benefit rangers and one city worker 5
serving as a ranger. An average of 210 hours a week
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Open Space Preservation: 2015-17 Action Plan (70% complete)
Objective: Protect and maintain open space.
# Task Completi
on Date Revised Status
(all 7 days) of ranger time in the Open Space
performing various duties.
2
4
Include QR codes for donation links in signage, Develop a marketing
and promotion plan for donations to the Community Foundation City
of San Luis Obispo Open Space Fund for Maintenance.
06/17
QR codes were used with the City’s public outreach
for the draft open space maintenance plan and will
continue to be used for added outreach and
education.
2
5
Ongoing community outreach and education in partnership with
ECOSLO through the SLO Stewards newsletter. Quarterly SLO Stewards newsletters have been completed per
schedule.
2
6
Improve creek and flood protection within the City’s natural
waterways through Zone 9 projects and coordination and oversight of
the Stormwater Management Program.
10/15,
10/16
All of the annual maintenance locations are
complete for winter 2015-16. ”Winterization” is
presently underway for 2016-17.
2
7
Ongoing monitoring, remedial action, and enhancement, as needed, of
existing mitigation sites. Ongoing Ongoing. Occurs on a routine basis in various
locations.
2
8 Ongoing invasive species treatment and control. Ongoing
Ongoing. Integrated Vegetation Management Plan
for invasive species control was adopted as technical
appendix to the Open Space Maintenance Plan. The
Land Conservancy of San Luis Obispo County is
under contract as of September 1, 2016 to attend to
high priority invasive species in various open space
locations.
2
9
Complete wetland meadow and riparian planting / invasive species
control at Calle Joaquin Agricultural Reserve using awarded
Environmental Enhancement and Mitigation Program grant funds.
01/16 6/16
Final installation activity is underway in October
and November 2016 including a “compost blanket”
to foster seed germination and weed control, as well
as the installation of a bioswale to assist with
drainage from the farm fields.
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Open Space Preservation: 2015-17 Action Plan (70% complete)
Objective: Protect and maintain open space.
# Task Completi
on Date Revised Status
3
0
Complete project design and specifications for the Fox Hollow
reservoir rainwater storage project to enhance summer stream flow in
San Luis Obispo Creek.
06/17
Preliminary design concepts have been developed
with assistance from the California Conservation
Corps.
3
1
Irish Hills Natural Reserve eucalyptus thinning, mowing, oak grove
understory management. Ongoing Complete Work was completed in summer 2016.
3
2 Bowden Ranch Open Space eucalyptus thinning. Ongoing Thinning scheduled for summer 2017.
3
3 Terrace Hill Open Space mowing and /or grazing. Ongoing Complete Summer mowing of Terrace Hill Open Space
complete.
3
4 Islay Hill Open Space grazing. Ongoing Complete Spring 2016 marked the beginning of seasonal
grazing at Islay Hill Open Space.
3
5
Cerro San Luis Natural Reserve / Lemon Grove eucalyptus thinning
and grazing. Ongoing This activity is scheduled for Summer 2017.
3
6 Johnson Ranch Open Space grazing. Ongoing Complete The summer grazing season at Johnson Ranch Open
Space is complete.
3
7
Bishop Peak Natural Reserve grazing, Felsman Loop Fuel Break
maintenance, removal of dead pines near Highland Drive. Ongoing
A major fuel reduction project was completed near
the top of Highland in September 2017. Over 1,100
hours of convict crews were managed by Ranger
Services. 15 truckloads and 21 trailer loads of wood
were removed. Over 25 hours of wood chipping
occurred.
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Multimodal Transportation: 2015-17 Action Plan (50% complete)
Objective: Prioritize implementation of the Bicycle Transportation Plan and improve & maintain bicycle, pedestrian, & transit
facilities.
# Task Completi
on Date Revised Status
1 Continue Transportation Safety & Operations Programs. Ongoing
2015 Annual Traffic Safety Report presented to
Council on October 18, 2016. Operations Report
underway with anticipation for production in first
quarter 2017.
2 Continue Bicycle Facilities Improvement Activities. Ongoing
Highland/Chorro bicycle improvement completed.
New green bike lanes installed as part of 2016
pavement project including improvements at Marsh
and California. Kick off meeting for the Safe Route
to School project for Pacheco and Bishop
elementary were held. In Partnership Public Works,
Parks and Recreation and Police hosted the annual
City Bicycle Rodeo was held on September 17th.
3 Complete 2015-17 BTP Implementation CIP. 06/17
Revised design of Rail Road Safety Trail (RRST)
Taft to Pepper underway. Active Transportation
Manager has now been hired. Broad Street Bicycle
Blvd initial public workshop held. RRST Orcutt
Road to Laurel connection design 90% complete.
4
Complete environmental review and design of Prado Rd. Bridge at
San Luis Creek Widening & Grade Separated Bike/Pedestrian
crossing.
06/17
Environmental Work & Design Ongoing. Continued
working with Caltrans for potential grant funding
assistance.
5 Develop Safe Routes to School & BTP implementation plan for the
Foothill: Pacheco / Bishop Peak Elementary School Area. 06/17
Initial public community workshop held in June
2016. Staff working on technical studies and project
identification, Second community meeting
anticipated for early 2017.
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6 Complete environmental review and design of Bob Jones Trail
Octagon Connection. 06/16 9/16 Environmental review scheduled to be presented to
Planning Commission in winter 2016.
7 Complete environmental review and design of Bob Jones Trail
Prefumo Creek Connection. 06/17 Active Transportation manager preparing RFP for
design services for circulation in winter 2016.
8 Complete Higuera & Marsh Lighted Crosswalk Replacement. 06/17 12/16
Construction scheduled for November 2016. Project
is now combined with the replacement of the Marsh
Street mid-block crosswalk at the same time.
9 Complete Highland & Chorro Bike Improvements. 04/16 Complete
d Project Completed.
1
0 Complete 2015-17 Pedestrian & Bicycle Pathway Maintenance. 06/17
Maintenance and drainage repairs of Railroad Safety
Trail (south of Jennifer St. Bridge) is complete.
Design is complete for path improvements at Islay
Park, with construction scheduled for Winter 2016-
17.
1
1 Complete 2015-17 Downtown Tree & Sidewalk Replacements. 06/17
Three locations have been repaired in the downtown
through Job Order Contract. Additional locations are
currently being scoped for repair.
1
2 Complete 2015-17 Mission Plaza Railing Upgrades. 06/17 Fall 2016
The railing replacement project is scheduled to bid
in late November with construction slated to start in
early 2017, after the holidays.
1
3 Complete 2015-17 Street Reconstruction & Resurfacing. Ongoing The summer 2016 project is complete which
included maintenance work in Area 8 and 1.
1
4 Complete 2015-17 Sidewalk Ramp Construction. 06/17 The 2016-17 project is complete which replaced 10
ramps.
1
5 Begin Construction on Marsh Street Bridge Replacement. 06/16 6/17
Marsh Bridge design and environmental document is
close to completion. Property acquisition,
permitting, and the finalization of NEPA
documentation will mean the project will begin
construction in 2017 at the earliest but final
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construction date could be affected based upon final
requirements.
1
6
Begin project development work on Prado Road Broad to Higuera
Class I Path. 08/15 Ongoing
Meetings with property owners ongoing. The date
has been revised to ‘ongoing’ as the project cannot
advance without property owner agreement.
1
7 Begin project development work on Phillips Lane Bike Bridge. 08/15 Complete
A site review meeting is complete. Technical studies
and preliminary plan development are underway.
Grant funding in the amount of $3.2 million has
been obtained. Project is now expanded to include
construction of the bridge over UPRR at Phillips.
Productive meetings have been held with UPRR and
Caltrans on this project.
1
8 Develop a detailed BTP prioritization and implementation plan 08/15
Phase 1
complete
d
Phase 2 –
6/2017
Active Transportation Manager position is now
filled and coordinating BAC activities. Phase 1
minor project prioritizations complete and is being
maintained. Phase II (major capital projects)
prioritization to be worked on in first quarter 2017.
1
9
Conduct AB1600 Study & Update Infrastructure Fee Program
Develop RFP & Work Program (April 2016)
Consultant Selection & Work Effort (June 2016)
Public Outreach & Hearings (September 2016)
Final Adoption (December 2016)
12/16
Revised
to 06/17
based on
Council
approved
work
program
Contract for traffic modeling work awarded and
work has begun. Financial consulting hired and
developing RFP for study and impact..
2
0
Update Multimodal Development Standards, Policies, & Programs
Update Zoning Code & Subdivision Regulations (June 2017)
Update Transportation Impact Study Guidelines (July 2015)
Develop Access Mgmt. Policy / Program (June 2017)
06/17
Multimodal Transportation Impact Study Guidelines
completed. Access management policies to be
incorporated in zoning and engineering standards
update in 2017. Policy and code updates are
underway. City received international award from
the Institute of Transportation Engineers for 2014
LUCE Update and Multimodal activities.
2
1
Continue Bicycle Education Activities & Develop and expand active
transportation Education & Advocacy Programs. Ongoing Halloween Safety program completed for 2016.
Bicycle Rodeo held in September 2016. City now an
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affiliate Member of the National Association of City
Transportation Officials (NACTO).
2
2 Implement new Transit Marketing Plan Ongoing
Short Range Transit Plan update adopted by Council
in September 2016. Marketing plan update being
worked on. Phase 1 service changes scheduled for
implementation in summer 2017.
2
3 Complete Short Range Transit Plan with RTA 06/16 Adopted by Council in September 2016.
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
1 Monitor the City’s Inclusionary Housing stock for compliance with
affordable housing agreements and standards. 06/17
Staff is currently monitoring two affordable units in
Moylan Terrace which were found to be in violation
of the City’s Equity Share Progra m. Initial task
preparation has begun for the full monitoring
program of all units which will begin in Winter
2016.
2 Continue to implement Housing Element programs and housing
production goals. Ongoing Housing element programs and housing production
goals continue to be a top priority for staff.
3
Continue the City’s participation with the Workforce Housing
Coalition, San Luis Obispo County Housing Trust Fund and HSOC to
identify, evaluate, and implement strategies to increase the production
of housing.
Ongoing
Staff continues to participate with a variety of local
organizations to encourage and support the
production of housing through various financial
mechanisms and development opportunities.
4
Increase coordination and representation of City interests in
discussions with the County, non-profit organizations and developers
to increase the production of housing. City staff will continue to
coordinate and support the City’s advocacy efforts consistent with the
adopted legislative platform, Major City Goal, and Housing Element.
Ongoing
Coordinate of City efforts continues with the County
and local non-profits in terms of increasing housing
production and advocacy efforts.
5 Continue, and increase where feasible, financial support for Housing
Programs. Ongoing
Staff continues to increase financial support for
housing programs through: CDBG awards,
Affordable Housing Fund loans and support to the
Housing Trust Fund, as well as supporting projects
applying for low income housing tax credits. In
September 2016, the Housing Authority’s 46 unit
‘Iron Works’ project received a tax credit award and
plans to start construction in late 2016. Council also
recently allocated $300,000 in Affordable Housing
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
Funds for the City to purchase one moderate-income
home which was found to be out of compliance of
the Equity Share Program. By late 2016, the City
will resell the unit to a qualified moderate-income
household.
6 Continue to implement the Inclusionary Housing Program. Ongoing
Since June 30, 2016, staff has entered into
affordable housing agreements for over 100 units
with developers to ensure they provide the necessary
affordable units to meet their Inclusionary Housing
requirement. 60 of those affordable units will be
located in multiple subdivisions within the Orcutt
Area Specific Plan. Over $300,000 in affordable
housing in-lieu fees have been collected since June
30, 2016.
7 Implement the City’s BEGIN first-time homebuyer program by
providing down payment assistance loans to qualifying households. 10/16
Complete
As of June 30,2016 all remaining BEGIN funds have
been distributed through five down payment
assistance loans totaling $260,664. The funds were
loaned to three homebuyers in Moylan Terrace (one
very-low, and two moderate income households),
one moderate income household in the Avivo
Townhome development, and one moderate income
household who purchased a unit at 3090 Rockview.
There are currently no BEGIN funds remaining for
down payment assistance loans.
8 Update the City’s long-term affordable housing agreement, deed and
note templates consistent with industry standard best practices. 06/16 Complete
New long-term affordable housing documents were
completed in July 2016 and are now being used on
any new units entering the program.
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
9
Work with Cal Poly to address the link between enrollment and the
expansion of campus housing to reduce pressure on the City’s housing
supply (HE Program 10.5).
Ongoing This remains a top priority.
1
0
Work with the Housing Authority to develop affordable hou sing in the
Margarita Area Specific Plan. Ongoing
On September 12, 2016, the Architectural Review
Commission approved HASLO’s 36-unit affordable
housing project. HASLO is currently preparing to
apply for low income housing tax credits and a wide
range of funding (including City AHF, CDBG and
HOME funds). The second lot to be dedicated to
HASLO within MASP is located within the Toscano
development. The developer is currently
constructing Phase 1 and will be dedicating the lot in
Phase 2, 27 units are expected on that lot.
1
1
Inventory City owned properties suitable for housing and present a
proposal to Council on possible opportunities to pursue, if any. 06/16 12/16 A draft Council Memo is currently undergoing final
review for dissemination in early Decembers. r.
1
2
Council consideration of City owned properties and direction as to
whether to partner with an affordable housing developer. 10/16 12/16
At this time, no properties have been identified as
suitable for an affordable housing project; staff will
provide further information to Council in the form of
a memo in December 2016.
1
3
Develop a workforce level of affordability, including incentives, to
increase housing options for those making between 121-160% of the
Area Median Income (HE Program 2.16).
06/17
Initial background research has been completed.
This task will be completed concurrently with the
zoning regulations update scheduled to begin Winter
2016.
1
4
Consider scaling development impact fees for residential development
based on size, number of bedrooms and room counts (HE Program
6.31).
12/16 06/17
This task will be tied into overall zoning regulations
update and the Citywide Fee Study which is
currently underway.
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
1
5
Consider incentivizing dwelling units to a minimum size of 150
square feet, consistent with the California Building Code, by reduced
impact fees and property development standards (HE Program 9.12 ).
06/17
This task will be tied into the overall zoning
regulations update and the Citywide Fee Study
which is currently underway.
1
6
Evaluate and consider adopting subdivision and ordinance changes to
support small lot subdivisions and ownership bungalow court
development (HE Program 6.30).
08/16 12/16
This task is near completion. Staff is currently
reviewing a draft of the Subdivision Regulations.
Alternative small lot subdivision options are being
included in this process.
1
7
Eliminate or adjust the one acre minimum lot area for PD overlay
zoning (HE Program 6.30). 06/17
Initial research has been completed.
Recommendation on PD overlay minimum lot size
will be included in the zoning regulations update.
1
8
Continue to develop incentives to encourage additional housing in the
Downtown Core (C-D Zone), including alternatives to calculating
residential density, to encourage the development of smaller
efficiency units (HE Programs 6.12, 6.13 & 6.27 & LUCE 4.0.28).
06/17 This task will be tied into the overall zoning
regulations update.
1
9
Support employer/employee and employer/developer financing
programs and partnerships to increase housing opportunities
specifically targeted towards the local workforce.
Ongoing
A workshop was held on October 18th to begin
conversations between People’s Self Help Housing
and local employers regarding funding programs.
2
0
Continue to prioritize the use of CDBG funds for affordable housing
and homeless services. Ongoing
2017 CDBG Applications closed on October 21st.
Staff is currently reviewing those applications and
will take preliminary recommendations to the
Human Resources Commission in December.
2
1
Continue to use the AHF to support the HTF’s operating expenses to
provide below-market financing and technical assistance to affordable
housing developers.
Ongoing
On October 20, 2015, Council allocated $60,000
from the Affordable Housing Fund to support the
Housing Trust Fund as previously approved by the
2015-17 Financial Plan. The funding agreement has
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
been executed and funding is distributed through
HTF invoices on an annual basis.
2
2
Work with developers to include affordable housing units in projects
and to complete housing projects in process. Ongoing
Many residential projects currently underway are
choosing to develop their inclusionary housing
requirements instead of paying the in-lieu fee. Staff
has prepared affordable housing agreements for over
150 units across the City since July 2015.
2
3
Continue to look for new opportunities to use Affordable Housing
Fund and grant monies to leverage other funds for affordable housing
projects.
Ongoing
Since June 30, 2016, Council has allocated $300,000
to purchase and resell an affordable unit within
Moylan Terrace which was in default under the
City’s Equity Share program. Staff is also currently
meeting with three project developers to discuss
AHF loans which will likely be presented to Council
in early 2017.
2
4
Continue to research and apply for Federal, State and private
foundation housing loans and grants. Ongoing
In July 2016, the State department of Housing and
Community Development announced the City of
San Luis Obispo was awarded a Housing Related
Parks grant in the amount of $282,650. T he grant
will be used on park improvements at Sinsheimer
Park. Grant documents are currently being executed
and bidding on Sinsheimer Park is underway.
2
5 Provide expedited building permit application review for the HSC. 08/15 10/16 A ground breaking celebration for 40 Prado occurred
on November 2, 2016.
2
6
Provide timely building inspections and ongoing support throughout
the HSC’s construction process. Ongoing Staff is providing support throughout the
construction process.
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
2
7
Develop a funding agreement between the City and CAPSLO for the
HSC that outlines funding amounts, services and expectations for
ongoing facility operations.
03/17 A funding agreement will be negotiated in 2017.
2
8
Continue to support, jointly with other agencies, housing programs,
such as Housing First and Rapid Rehousing, for the homeless (HE
Program 8.13).
Ongoing
City staff continues to support programs for the
homeless including Housing First, Rapid Rehousing,
50Now, and the Mayors Challenge to End Veteran
Homelessness. Staff actively participates in local
County efforts and sits on the Homeless Services
Coordinating Committee.
2
9
Fund and use the Infrastructure Investment Fund to facilitate housing
projects that are in alignment with the General Plan and City goals. Ongoing
Once enough funding has been collected, staff will
look for opportunities to use the fund to support
affordable housing projects.
3
0
Develop a Request for Proposals for the Infrastructure Fee Update
work plan. 04/16
Complete Task Complete.
3
1 Select a consultant for the Infrastructure/Impact Fee Update 06/16
11/16
The City is currently inviting bids/ requesting
proposals. It is anticipated that a consultant will be
selected by the end of November 2016.
3
2
Complete the work effort for the Infrastructure Fee Update (costs,
nexus, financing options, right-sizing). 04-07/16
02/17
City Council provided direction on the development
of a public infrastructure financing framework and
draft policies. This direction will support the efforts
of the consultant selected to complete the study.
3
3 Conduct public outreach for Infrastructure Fee Update. 08-09/16 4/17 This task will be part of the scope of work for the
selected consultant.
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Packet Pg. 607 Attachment: a - Major City Goals Update [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
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Housing: 2015-17 Action Plan (70% complete)
Objective: Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City’s fair share.
# Task Completi
on Date Revised Status
3
4 Advisory body and Council consideration of infrastructure options. 10-11/16 5/17 Task not yet initiated, will be dependent on the
schedule proposed by the selected consultant.
3
5 Council adoption of Public Facilities Fee Program. 12/16 06/17
City Council held a Study Session on August 16,
2016 to provide direction on the development of a
public infrastructure financing framework and draft
policies. Council, and authorized a RFP for a Capital
Facilities Impact Fee Program Nexus Study. The
City is currently inviting bids/ requesting proposals.
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Neighborhood Wellness: 2015-17 Action Plan 70% complete)
Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance,
and collaborative solutions.
# Task Completi
on Date Revised Status
1 Neighborhood Wellness/Community Civility Effort
Recommendations Ongoing
. The Police Department will be going to Council on
December 6, 2016 to amend the Safety
Enhancement Zone during the St. Patrick’s Day
period. On January 17, 2016 Police will be going to
Council to introduce the Party Registration program.
2 Neighborhood Match Grant Program initiation 10/15 Complete
One recipient has completed their project (Islay Park
Trail Clean Up; $1,883 grant). The second recipient
has completed the first phase of their project (Cerro
San Luis Seasonal Social Gatherings; $3,437 grant).
Applications are currently being accepted for the
second year of the program and should be awarded
in February 2017.
3 Establish and Implement Collaborative Communication Plan 12/15 Complete Plan complete implementation ongoing.
4 Begin Implementation of key measures from Community Civility
Committee Ongoing Complete
d
Over summer of 2016, Fire Chief Olson, Police
Chief Cantrell and Cal Poly Chief Hughes spoke at
18 events, to over 4,000 parents and caregivers of
incoming Freshman for Cal Poly. They discussed
social decision making, alcohol, drug use, noise and
other topics of concern to public
safety. Additionally, Christine Wallace and Jeff
Gater provided similar talks to the incoming
Freshman about neighborhood wellness concerns,
personal responsibility and safety.
5 “Adopt a Block” Pilot Program – SCLC 03/16 3/17
The “Adopt a Block” program was presented to the
new SCLC leadership in October 2016 for
consideration.
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Neighborhood Wellness: 2015-17 Action Plan 70% complete)
Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance,
and collaborative solutions.
# Task Completi
on Date Revised Status
6 Administrative Citation Appeals Process 3/16 Complete
Board members appointed by Council March 15,
2016. New appeals forms and notifications,
including online appeals materials, administrative
guidelines and training materials have been
finalized. Hearing officers for expedited hearing
alternative selected by City Attorney, trained and
completed first several rounds of appeals hearings.
7 Public Safety MOU – Cal Poly University Police and SLOPD 09/15 Complete
The MOU has proven to be successful with Cal Poly
PD and the police department collaborating efforts
in identifying and issuing citations for adverse
behaviors occurring in the neighborhoods
surrounding Cal Poly.
8 Code Compliance Performance Measures Ongoing 2/17
City staff has just implemented the use of tablets in
the field for building inspectors, code enforcement
officers, and code enforcement technicians. This is a
major step in our ability to collect and report on data
related to performance measures for code
enforcement.
9 Hire staff to implement rental housing inspection (contingent on
program adoption) 02/16 Complete The two Code Enforcement Technician IIs have
been hired and started work on May 5, 2016.
1
0
Begin inspections - prioritize properties with code enforcement
violations 8/16 Ongoing
Inspections of former code case rentals was
completed in the middle of August, 2016. Work is
in progress with inspections of properties with prior
code enforcement violations completed
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Neighborhood Wellness: 2015-17 Action Plan 70% complete)
Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance,
and collaborative solutions.
# Task Completi
on Date Revised Status
1
1 On-going inspections and follow up for rental housing violations Ongoing 7/16 Inspections are underway with between 6-8
inspections performed per day per inspector.
1
2 Neighborhood pro-active enforcement Ongoing
In the last 6 months 32% of the cases opened were
for visible storage, and 21% for waste containers. In
summer and fall of 2016 police personnel have
conducted extensive outreach to include mailers,
flyers, social media, print media, community
forums, door hangers, personal contacts with
problem locations, walk and talks, to name a few.
The department has been educated and staffed
appropriately to respond to neighborhood issues and
address adverse behaviors. The Utilities Department
coordinated efforts with various other City
departments, the Garbage Company, Cal Poly, and
the community to conduct clean-up week during Cal
Poly move out. This year the City did not have any
couch fires during clean-up week and 152 tons of
material were removed by the Garbage Company
during this coordinated effort.
1
3 Continue Sidewalk Repairs Ongoing
Maintenance crew sidewalk repairs are complete in
Pavement Area 8 and Area 1. Various Job Order
Contract sidewalk repairs are underway throughout
the City.
1
4
Continue Storm drain Cleaning, Silt Removal & Storm drain
Replacements Ongoing The 2016 storm drain replacement project is
complete.
1
5 Complete Neighborhood Street Repair & Sealing 10/16 Roadway sealing and repair work is complete in
Pavement Area 8 and Area 1.
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Neighborhood Wellness: 2015-17 Action Plan 70% complete)
Objective: Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance,
and collaborative solutions.
# Task Completi
on Date Revised Status
1
6
Communicate Good Neighbor Expectations to Cal Poly students and
parents
Summer
2016
The Police Chief, Fire Chief, Deputy Fire Chief, and
Neighborhood Outreach Manager led approximately
30 sessions of dialogue with the incoming class of
students and their supporters (typically parents)
regarding many aspects of social decision making,
neighborhood wellness, and the consequences or
misconduct as part of a mandatory session of the
SLO Days orientation, reaching thousands of
attendees. This very frank and professional
conversation covered topics such as alcohol, noise,
unruly gatherings, and real life examples of
successes and failures in SLO.
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Packet Pg. 612 Attachment: a - Major City Goals Update [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
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Laguna Lake Restoration: 2015-17 Action Plan (50% complete)
Objective: Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan.
# Task Completi
on Date Revised Status
1
Install new, updated signage at trailheads and along trails
Complete site-specific design (06/16)
Complete requisition signs and attendant materials (09/16)
Installation of updated signs at trailheads and along trails
(12/16)
12/16 6/17 Design work in progress.
2
Install accessible paths
Complete Site-specific design and project specifications
(12/16)
Issue Request for Proposals (RFP) and Contractor selection
(02/17)
Installation of accessible path along lake front (06/17)
06/17 04/18
Public Works Engineering staff is designing this
facility in-house and the drawings are at the 75%
level. Construction is expected in the Spring of
2017.
3
Install sediment basins
Issue RFP for Design / Engineering consultant (07/15)
Complete Site-specific designs and project specifications
(03/16)
Complete Project permitting and environmental document
(06/17)
06/17 The project is at 95% designs following Council’s
action on September 20, 2016..
4
Begin a dredging project
Issue RFP for Design / Engineering consultant (07/15)
Site-specific designs and project specifications completed
(03/16)
Soil samples and water quality tests (03/16)
Evaluate disposal site options and secure land tenure
agreements, if necessary (05/16)
Final project design selection with City Council (06/16)
Project permitting and environmental document completed
(06/17)
06/17 9/17 The project is at 95% following Council’s action on
September 20, 2016.
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PAGE 26
Laguna Lake Restoration: 2015-17 Action Plan (50% complete)
Objective: Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan.
# Task Completi
on Date Revised Status
5
Evaluate Project Financing Options and Mechanisms
Issue RFP for economic / municipal finance and public
opinion research consultant(s) (07/15)
Evaluate financing options and feasibility (02/16)
Conduct study session with City Council on financing
options and feasibility (03/16)
Conduct focused public workshops and community outreach
(04/16)
Final selection of preferred financing option(s) by City
Council and resolution of intention as appropriate and legally
required. (06/16)
Public Hearing with City Council to create financing
mechanism and adopt resolution of formation as appropriate
and legally required. (09/16)
Conduct registered voter election by mail, if needed. (3/17)
Proceed with any and all action necessary to fund sediment
basin and dredging project implementation in 2017-19.
(06/17)
02/17 09/17
Staff anticipates returning to Council with a detailed
financing strategy in early 2017.
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Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete)
Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities.
# Task Completi
on Date Revised Status
1
Establish a performance management and reporting team to identify a
set of performance criteria for public reporting based on information
the public wants to know and available information already being
maintained and reported internally.
6/16 Complete
This project has been delayed by other priority
projects. A draft performance dashboard, however,
will become available to the public in winter 2016.
2
Gather public opinion to establish a baseline for City performance and
to determine what information the public is interested in seeing in a
new set of online dashboards.
05/16 5/17
Public engagement will continue through the
beginning of 2017 to solicit feedback on the
performance measures included in the draft
dashboard.
3 Implement a system for ongoing tracking, management, and reporting
of performance and service metrics. 01/17 6/17 Feedback on the draft performance dashboard will
be incorporated into a final product by 6/17.
4
Work with the Citizen’s Revenue Enhancement Oversight
Commission (REOC) to accomplish enhanced reporting on the use of
Measure G revenue.
Ongoing
REOC has begun work on the 2015-16 Annual
Community Report and will hold the Annual Citizen
Oversight Meeting in January 2017.
5
Continue to implement and track operational efficiencies including
alternative service delivery, best management practices, and cost
containment measures that preserve the effectiveness of City services
and operations.
05/17 6/17
In April 2016, Government Fiscal Officers
Association conducted an assessment of the City’s
Finance Function. Based on the assessment, staff
recommended Efficiency and Effectiveness
Initiative adopted by Council in June 2016. Staff
begun implementation of Motion project to
implement an Enterprise Resource Planning system
(ERP). and redesign business processes The project
duration is estimated at three years. Staff will
continue these efforts based on Council adopted
Financial Responsibility Philosophy.
6 Identify and include updated performance measures in the 2017 -2019
Financial Plan. 06/17 6/17 This project is underway for the 2017-19 Financial
Plan.
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Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete)
Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities.
# Task Completi
on Date Revised Status
7
Addressing the City’s long term costs: Develop a budget policy for
incorporation in the 2015-17 Financial Plan that reflects policy
direction regarding the use of one-time resources.
06/15 Complete A policy was adopted with the 2015-2017 financial
plan.
8
Identify and work with a risk management expert to conduct an audit
of liability and workers’ compensation claims history and cost trends
to ensure appropriate risk management and cost effective coverage.
Explore options within CJPIA to control costs as well as other
programs offered by other providers, if applicable.
06/16
Complete
d
Given the move from primary (first dollar)
insurance coverage for liability claims to an Excess
Insurance Program (EIP) the City does not believe
an audit is necessary. This EIP program is expected
to result in cost savings given the City’s positive
liability claims experience. CJPIA plans to develop
a similar excess insurance model for their workers’
compensation program and staff will work with
CJPIA to evaluate the potential benefits for the
City’s workers’ compensation program. In addition,
the City continues to make changes identified in a
Risk Management Evaluation provided at no
additional cost through CJPIA and will continue to
actively participate in this valuable program that
provides best practices in risk reduction and
management.
9
Establish objectives to contain or reduce liability and/or workers
compensation claims and work with departments to achieve
reductions.
06/16 Ongoing
Claim reviews on liability and workers’
compensation programs are conducted quarterly
with the focus on cost containment/reduction. The
City’s safety committee continues to be instrumental
in educating staff and promoting a culture of safety.
A consultant is working with staff on updating key
safety policies and programs. CJPIA provided
critical safety training programs at no additional cost
to the City. In addition, a Safety and Technical
Training Engineer was hired in the Utilities
Department which will allow a more focused and
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Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete)
Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities.
# Task Completi
on Date Revised Status
proactive approach to the City’s risk management
program.
1
0
Propose and implement payment to a long-term cost item from year-
end fund balance at mid-year as based on policy adopted by the City
Council in the 2015-17 Financial Plan.
06/16,06/1
7
2014-15-year end unassigned fund balance was
appropriated with the 2016-17 Supplemental
Budget. $750,000 was allocated to pay down
CalPERS unfunded liability and $250,000 was
allocated to pay down OPEB unfunded liability.
$1.9 million was allocated toward implementation of
an Enterprise Resource Planning system, investing
in the information technology infrastructure,
efficiency and effectiveness.
1
1
Review progress regarding liability and/or workers compensation
claim reduction 02/17 Ongoing
Quarterly liability and worker’s compensation
claims reviews with key stakeholders are underway
to ensure active case management and to close
claims more quickly when appropriate.
1
2 Continue investment in infrastructure maintenance Ongoing
The City adopted a policy as part of the 2015-2017
Financial Plan to prioritize paying unfunded
liabilities and deferred maintenance projects with
one time revenues. 2016-17 Supplemental Budget
allocated $1.625 million toward CIP projects and
$2.8 million for Efficiency and Effectiveness
Initiative ERP implementation.
1
3
Continue developing, implementing and reporting on operational
efficiencies Ongoing
Performance measures for each department are
being developed for the 2017-2019 Financial Plan.
Operational efficiencies will be evaluated with
development of the financial plan.
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Fiscal Sustainability and Responsibility: 2015-17 Action Plan (30% complete)
Objective: Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities.
# Task Completi
on Date Revised Status
1
4
Complete a comprehensive analysis of City costs and fees every five
years 08/15 Spring
2017
As a result of transitions in staff, the Finance
Director, and other managers involved in this project
the date has been adjusted to Spring 2017.
1
5
Adjust existing fees per Council policy and in accordance with User
Cost Recovery Goals Annually
This will occur with the consideration of the Spring
2017 in preparation for the 2017-2019 Financial
Plan.
1
6
Review and adjust enterprise fees and rate structures as required to
ensure they remain appropriate and equitable. Ongoing
The Utilities Department is conducting a capacity
and connection fee study that is expected to replace
the current development impact fee. It is also
embarking on a review of its recycled water rates to
appropriately charge for this water source. Both
efforts should be completed for implementation with
the 2017-19 Financial Plan. Provided current
revenue trends; the drought surcharge is likely to
remain in effect for the foreseeable future until a
new norm can be determined and rates adjusted
appropriately.
1
7
Monitor receipts of local revenues (such as business licenses, utility
user taxes, franchise fees) and initiate effective collection strategies to
ensure that revenues and taxes are paid by those who are obligated to
pay them.
Ongoing
Staff has reinstituted reporting TOT on a monthly
basis and is following up with any unpaid UUT and
business license fees.
1
8
Implement a business license compliance program using outside
consultants to identify unlicensed businesses within the community. 05/16 08/16
Contract has been executed with HdL companies.
Implementation is in progress and the program is
being developed with the consulting services from
HdL.
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Downtown: 2015-17 Action Plan (60% complete)
Objective: Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure,
and maintenance in the Downtown.
# Task Completi
on Date Revised Status
1
Vision and Economic Vitality
Develop RFP for Downtown Concept Plan update in
coordination with the update of the City’s zoning ordinance.
(08/15)
Interview and select consultants (09/15)
Complete community visioning, interviews, charrette(s),
review of Mission Plaza Assessment project (12/15)
Present draft concepts and study findings to City committees
and commissions for input (09/16)
Present draft concepts and study findings to Council review
and approval (Revised to 10/16)
Present final Concept Plan and final Mission Plaza Study to
Council (Revised to 04/17)
Coordinate with the Downtown Association to develop a
building inventory and occupancy reporting methodology
(Ongoing)
Collaborate with the Downtown to develop options for
downtown residential parking (10/17)
Complete Design for Downtown Renewal (Construction
proposed for 2017-18) (06/17)
Facilitate completion of Chinatown and Garden Street
Terraces private developments (Ongoing)
06/17
A Joint City Council/ Planning Commission Study
Session was held on October 4, 2016 to present the
draft concepts for the Downtown Concept Plan
update.
Public Workshops, to solicit feedback on the draft
concepts for the Downtown Concept Plan update,
will be held in November 2016.
Draft concepts presented to City Council in October
2016. City Council feedback is currently being
developed into preferred alternative concept plan.
Monterey Street stores are now open in the
Chinatown Project including H&M, Lululemon, and
William Sonoma and more forthcoming. The
Garden Street Terraces projects is progressing
rapidly
2
Safety
Provide one police officer for the downtown and additional
personnel as available
Provide Community Action Team (CAT) to combine
enforcement, intervention & education
Coordinate with outreach groups for the homeless
Complete
d
In May of 2016 Council approved the continuance
of the “Make Change Count” meter campaign from
a pilot program to a permanent program.
Three cameras have been purchased and placed in
the Downtown core and are activated for use.
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Downtown: 2015-17 Action Plan (60% complete)
Objective: Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure,
and maintenance in the Downtown.
# Task Completi
on Date Revised Status
Coordinate with other law enforcement agencies
Expand use of safety cameras (06/16)
Staffing has allowed the placement of two bicycle
officers Downtown covering dayshift, seven days a
week. The CAT team continues to provide outreach,
intervention and education involving the homeless
population downtown.
3
Infrastructure and Maintenance
Complete Sidewalk Repairs & Tree Replacements (06/16)
Complete Sidewalk Repairs & Tree Replacements (06/17)
Replace Higuera Lighted Crosswalk (06/17)
Upgrade Mission Plaza Railing (06/16)
Upgrade Mission Plaza Railing (06/17)
Start Construction of Marsh Street Bridge (06/16)
Complete Design for Mission Plaza Restroom – Construction
proposed for 2017-18 (06/17)
Implement Parking Program organizational change (01/16)
Initiate Environmental Study for the Palm / Nipomo Parking
Structure (01/17)
Develop and implement annual report outlined in the Public
Works Strategic plan, to report annually on Downtown
Support (06/16)
Continue Downtown Street Sweeping (Ongoing)
Continue Downtown Sidewalk & Bubblegum Alley Steam
Cleaning (Ongoing)
Continue Downtown Trash Pickup & Graffiti Removal
(Ongoing)
Continue Newsrack Enforcement & Permitting Program
(Ongoing)
06/17
Sidewalk repairs are currently on-going.
Marsh Bridge design and environmental document is
close to completion. Property acquisition,
permitting, and the finalization of NEPA
documentation will mean the project will begin
construction in 2017 at the earliest.
The Palm Nipomo Parking Structure Environmental
impact report underway. New pedestrian signal
heads installed at Broad/Marsh and other pedestrian
improvements installed as part of GST project.
Ongoing work efforts the Downtown include the
following regular activities: Street Sweeping,
Sidewalk & Bubblegum Alley Steam Cleaning,
Trash Pickup & Graffiti Removal, and
implementation of the Newsrack Enforcement &
Permitting Program.
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Status Report on
General Plan Implementation Programs
November 2016
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Status of General Plan Implementation Programs
TABLE OF CONTENTS
Introduction
Overview 1
Status of General Plan and Area Plan Implementation Programs 1
Report Organization 2
Findings 3
Status of General Plan Implementation Programs by Element
Land Use Element 8
Circulation Element 15
Housing Element 21
Noise Element 27
Conservation and Open Space Element 28
Safety Element 31
Parks and Recreation Element 33
Water and Wastewater Element 34
Status of Area Plan Implementation Programs
Orcutt Area Specific Plan 37
Mid-Higuera Area 42
Railroad District 44
Airport Area Specific Plan 47
Margarita Area Specific Plan 49
Climate Action Plan 55
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INTRODUCTION
- 1 -
OVERVIEW
The purpose of this report is to provide a concise yet comprehensive summary of the status of all
General Plan implementation programs as well as implementation programs for key “area” plans:
Downtown, Mid-Higuera Area, and Railroad District Area. This report also covers action items
and the status of efforts in the Airport Area, Margarita Area and Orcutt Area Specific Plans.
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
The following schedules provide a concise
yet comprehensive summary of the status of
all General Plan implementation programs.
As discussed in greater detail below, of the
409 individual implementation programs in
the General Plan, 89% (365) of them are
completed or have been integrated into the
City’s ongoing operations. This is a nearly
seven percent increase of implemented
programs since the last Financial Plan
reporting.
Given the ambitious nature of our General
Plan and its twenty-year time horizon, we
believe that this represents significant
progress in achieving General Plan goals.
The incomplete programs (11% of the total) are classified as follows:
4% (16) as being relatively easy to achieve from a resource perspective.
5% (21) as being of moderate difficulty.
2% (7) as being difficult to achieve.
Report Focus: Why Report on the Status of Programs? The City’s General Plan is composed of
a “building block” hierarchy of goals, objectives, policies and programs. Goals and objectives are
direction-setters. They describe desirable conditions and preferred outcomes as they are applied to
specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific
actions for their achievement. Objectives generally state an intermediate step toward attaining a
goal. Policies are typically more specific statements that guide decision-making.
Programs are actions that implement goals, objectives and policies. As such, monitoring our
progress in implementing General Plan programs is an excellent way of monitoring our progress
in achieving General Plan goals and objectives. And for this reason, it is the focus of this report.
Status of General Plan Implementation
Programs
Complete or Ongoing 89%High Difficulty 2%
Medium Difficulty 5%Low Difficulty 4%
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INTRODUCTION
- 2 -
Report Organization
General Plan Elements. The report first organizes each of the implementation programs into one
of our eight General Plan elements:
Land Use (LU)
Housing (H)
Circulation (C)
Conservation and Open Space (COSE)
Noise (N)
Safety (S)
Parks and Recreation (PR)
Water and Wastewater (WW)
Implementation Program Summary. A short “one-line” narrative is provided for each
implementation program, referencing the specific General Plan Program number. (Each program
is assigned a “line number” solely for easy internal reference within the report itself.)
Lead Department. The lead responsible for implementing the program is presented. (In many
cases, several departments work closely together in implementing the program; this simply
indicates which department has the lead role in coordinating program implementation.)
Administration (ADM)
Community Development (CD)
Finance & Information Technology (FIT)
Fire (FD)
Parks and Recreation (P&R)
Police (PD)
Public Works (PW)
Utilities (UT)
Implementation Status. All programs are organized into one of two major “status” categories:
If it’s complete (or will be complete by June 2017) or has been integrated into City operations
as an ongoing program, this is noted with a “C” (complete) or an “O” (ongoing) in the first
status column of the summary.
If it won’t be completed (or become an ongoing program) by June 2017, then we have rated
how difficult it will be to complete on an “order of magnitude” (qualitative) basis using the
following coding:
Low (L): Minimal staff effort and no consultant assistance will be needed to complete the
analytical work and coordinate stakeholder-public outreach. While this is a qualitative
assessment by the lead department, this generally means that less than 80 hours of staff work
and no additional budget resources will be needed to implement the program.
Medium (M): Significant staff effort, some consultant assistance or supplemental funding for
operations or capital projects will be needed to complete the analytical work and coordinate
stakeholder-public outreach or implement the program. Again, while this is a qualitative
assessment by the lead department, this generally means between 80 to 500 hours of staff work
and/or up to $25,000 for added budget resources will be needed to implement the program.
High (H): Major staff effort, consultant assistance or supplemental funding for operations or
capital projects will be needed to complete the analytical work, coordinate stakeholder-public
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 3 -
outreach or implement the program. Generally, this means that more than 500 hours of staff
work and/or more than $25,000 for added budget resources will be needed to implement the
program.
Area Plans. “Area plans” like the Railroad District Plan are not General Plan Elements.
However, each of the area plans adopted by the Council that have “implementation programs” –
Mid-Higuera Street Enhancement Plan, Railroad District Plan, Airport Area Specific Plan,
Margarita Area Specific Plan and Orcutt Area Specific Plan – are closely linked to the General
Plan implementation. Accordingly, the status of “area plan” implementation programs is also
provided in this report. They are organized in the same manner as the status report on General
Plan program implementation. The Downtown Concept Plan is a graphical document with
supporting guidance, and it is currently undergoing an update, that has an anticipated completion
date of June 2017. The current plan is summarized in narrative format on page 5.
Findings
General Plan Programs
Status Summary. As noted above, 89% of the City’s General Plan implementation programs
have been completed or integrated into the City’s day-to-day operations. The Council recently
adopted updates to the Land Use, Circulation, Housing, Water and Wastewater Elements, the
tables and information in this report capture the modified and added programs for those elements.
The Climate Action Plan contains another set of programs or strategies that require
implementation. This strategy document overlaps programs in almost every other element of the
General Plan, and therefore may represent some duplication in implementation, however it is
included as a summary of strategies for which implementation is vitally important in order to meet
Greenhouse Gas (GHG) emissions reductions goals.
The following is a more detailed summary of the status of existing General Plan implementation
programs by element:
Summary: Status of General Plan Implementation Programs
General Plan Element
Complete or
Ongoing
Difficulty to Complete
Total Low Medium High
No. Pct. No
.
Pct. No. Pct. No. Pct.
Land Use 55 75% 3 4% 11 15% 4 6% 73
Housing 74 95% 4 5% 0 0% 0 0% 78
Circulation 67 97% 1 1.5% 1 1.5% 0 0% 69
Conservation & Open Space 61 90% 0 0% 6 9% 1 1% 68
Noise 5 64% 1 12% 1 12% 1 12% 8
Safety 34 97% 1 3% 0 0% 0 0% 35
Parks and Recreation 37 92.5% 2 5% 0 0% 1 2.5% 40
Water and Wastewater 32 84% 4 11% 2 5% 0 0% 38
TOTAL 365 89% 16 4% 21 5% 7 2% 409
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 4 -
As reflected above, there are very few “low effort” programs remaining.
Resource Requirements. Based on our qualitative assessment of the resources need to complete
the implementation of the remaining programs, the following is a “high-level” assessment of the
staff resources and added budget resources that will ultimately be needed to complete these
programs at some point:
HIGH -LEVEL Resource Assessment
Remaining
Programs
Difficulty
FTE's* and/or Consultant Costs
min max min max
Low 16 0 0.62 $ - $ -
Medium 21 0.81 5.05 $ - $525,000 +
High 7 1.68 1.68 + $175,000 $175,000 +
Total 44 2.49 7.35 + $175,000 $427,000 +
*Annual Full-time Equivalent (FTE)
Value of Remaining Action Items. These summaries show which programs remain undone and
the “order of magnitude” resources that would be needed to complete them. However, they do not
address their relative value to the community compared with the effort that would be required to
complete them. For example, it might be tempting to direct our resources to finishing-up the “low
or medium difficulty” programs to get them off our plate. However, this should be weighed against
the value likely to be derived. In this case, we might have a greater impact in improving the
community’s quality of life if we focused the same level of resources towards accomplishing a
fewer number of “high value” (but relatively higher effort) programs. On the other hand, we would
want to avoid undertaking high-effort but lower-value programs.
The following is a paradigm or model for assessing these “value versus effort” trade-offs, which
can be summarized as follows in the context of allocating resources towards completing General
Plan programs:
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In this model, the first priorities should be selected from Quadrant A: “low effort but high value.”
(These are the proverbial “low hanging fruit.”) After this, Quadrants B and C are a “toss-up.”
However, in all cases, we would want to minimize efforts towards programs that might fall into
Quadrant D, unless the community or decision makers think that there is greater value than the
weight assigned by City staff.
Ultimately, assessing the value of individual programs and directing resources towards completing
them is the Council’s decision (and in the final analysis, this is what the City’s goal -setting and
budget process is all about). However, staff can prepare an “order of magnitude” assessment of
those programs we believe would have the most near-term benefits relatively quickly if the Council
believes that this would be helpful background information in the goal-setting process.
Area Plans
Railroad District Plan Programs
Four of the forty-one Railroad District Plan implementation programs have been completed or
integrated into ongoing programs. Of the remaining thirty-seven programs that are not yet
complete, we have classified two of them as “medium” difficulty and thirty as “high.” Several of
the programs that call for bike paths along the railroad right-of-way may need to be adjusted to
reflect the inability to achieve easements from the Union Pacific Railroad.
Mid-Higuera Area Enhancement Plan Programs
While work has been done toward implementation, none of the twenty-four programs set forth in
this long term plan have been completed. We have classified two of the twenty-four programs that
are not yet complete as “medium” difficulty and twenty-two of them as “high.” The LUCE calls
for update of this plan.
Quadrant A Quadrant B
Low Effort, High Value Low Effort, Low Value
Quadrant C Quadrant D
High Effort, High Value High Effort, Low Value
High LowEFFORTLowHigh
VALUE
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
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Downtown Concept Plan
The General Plan provides policies and programs for all areas of the City including a specific
section in the Land Use Element regarding the Downtown. The Downtown Concept Plan is a
graphical map with principles that has long been used to guide decisions regarding development
in the Downtown. This document is referenced in the Land Use Element (4.0) as an illustration of
how Downtown development may occur but was never envisioned as a static document, rather
more of a vision concept. Some of the concepts are being pursued with review and approval of
private development. Others require City resources and action, and some concepts may change. -
The Downtown Concept Plan is in the process of being updated as called for in the Land Use and
Circulation Elements update.
Airport Area Specific Plan Programs
Of the twenty-nine programs set forth in this plan, one has been completed and nineteen have been
integrated into ongoing programs. We have classified two of the remaining nine programs that are
not yet complete as “medium” and six as “high.” This Specific Plan was amended in September
2014 after many years of agency collaboration to address the Chevron Remediation and
Redevelopment proposal and some of these programs have been updated as part of the process.
The preparation work needed to begin remediation activities is currently underway on the south
side of the property. There is renewed interest to annex unincorporated properties in the City now
that the recovery of the economy is fully underway and some water and wastewater challenges are
on the horizon.
Margarita Area Specific Plan
The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling
units and about 900,000 square feet of business park development. Three subdivisions have been
approved for a total of approximately 300 residential lots, and several commercial developments
have been approved. Within the approved subdivisions, 166 dwelling units have been completed
in the Serra Meadows subdivision, building permits have been issued and the first phase of the
Toscano subdivision single family dwelling units are under construction. Many of the programs
listed in the plan are dependent upon actual construction taking place since they will be
implemented with development; however, two of the 87 programs have been completed: the
dedication of the South Street Hills and the construction of the Damon-Garcia Sports Field
complex. Changes to the fee program were undertaken to clarify parkland fee structure and to re-
assign a portion of parkland payment responsibility to the community at large to reflect the
community-wide benefit of the Damon-Garcia Sports fields.
Orcutt Area Specific Plan
The Orcutt Area Specific Plan was approved in 2010 and accommodates nearly 1,000 new
residential units and some 15,000 square feet of commercial retail space. The area was annexed to
the City in November 2011. None of the 93 programs identified has yet to be completed because
the programs specify conditions that will be accomplished by development occurring in the area.
The programs are listed as “ongoing’ because the programs will apply to and be implemented by
development in the area. Currently, subdivision and development proposals have been submitted
and are in process as follows:
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
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Wingate (Taylor) – 142 total units (45 SFR), 33 row houses, 52 senior apartments (+12
lofts) and a one-acre park: Tentative Tract Map approved
Jones – 65 total units (9 SFR, 9 MU, 43 condominium units, open space along creeks): In
process
Righetti Ranch – 304 total units (272 SFR, 32 townhomes, 14 + acre neighborhood park,
and 52 + acres of open space on Righetti Hill): Specific Plan update required. In process,
public improvement plans have been submitted
West Creek - 179 total units (74 SFR, 105 apartments): In process
OASP programs will be implemented as part of these and future developments in the area.
Avila Ranch Specific Plan
The planning application for the Avila Ranch Specific Plan is currently under review and a Draft
Environmental Impact Report is anticipated to be released for public review prior to the end of
calendar year 2016. The proposed project would accommodate 720 new residential units, 15,000
square feet of commercial uses, and approximately 52 acres of open space.
San Luis Ranch Specific Plan
The planning application for the San Luis Ranch Specific Plan is currently under review and a
Draft Environmental Impact Report is anticipated to be released for public review in early 2017.
The proposed project would accommodate 500 new residential units, a minimum of 50,000 square
feet each of commercial, office and hotel/visitor servicing uses, a minimum of 5.8 acres of parks,
and approximately 40 acres of open space/agriculture.
T:\Budget Folders\2017-19 Financial Plan\November 15th Setting the Table\Status of General Plan Implementation
Programs_2015-17 update.docx
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
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Status of General Plan Implementation
Programs
STATUS AS OF October 2016
Complete Difficulty to
Complete Lead
Prog
# Program Summary Or
Ongoing Low Med High Dept
.
LAND USE ELEMENT
1 Growth Management
1.14.
1
The City will monitor reports from the County
“resource management system” and advocate for
adherence to that system.
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1.14.
2
The City shall advocate and help arrange quarterly
coordination meetings among planning directors of
local jurisdictions to discuss regional issues.
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1.14.
3.
The City will participate with the County in
reviewing and providing input on County projects
and general plan amendments that have potential
to impact the City or be inconsistent with City
policies.
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1.14.
4
The City shall seek County Board of Supervisors
approval amending the County Land Use Element
to make it consistent with this element. The City
will work with the County during updates of the
County's plan for the San Luis Obispo planning
area.
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1.14.
5
The City shall maintain a memorandum with the
County, pledging that neither agency approve a
substantial amendment to its plan for San Luis
Obispo's planning area without considering the
recommendation of the other agency
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1.14.
6
The City shall prepare and maintain a Planning
Area Map in the General Plan. The City will
establish and maintain County concurrence for the
map, which applies to the City’s Planning Area
outside the urban reserve.
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1.14.
7
The City shall maintain a development fee
program that covers costs associated with City
services and facilities. Periodic review of the fees
collected will ensure they are adequate to cover
City costs.
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2.1 Conservation and Development of Residential
Neighborhoods
2.10.
1.
The City shall review, revise if deemed necessary,
and actively enforce noise, parking, and property-
development and property-maintenance
standards.
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2.10.
2.
The City shall implement, and regularly review and
update property-maintenance regulations focused
on proper enclosure of trash, appearance of yards
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and buildings from the street, and storage of
vehicles.
2.11.
1
The City shall evaluate student housing
preferences and consider revising development
standards to better meet them in multifamily
housing near campus.
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2.11.
2.
The City shall review, and revise, if deemed
desirable, its standards for multifamily housing so
that apartments will provide usable open space
and storage similar to the requirements for
condominiums.
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2.12. The City shall adopt special development
standards to guide addition of dwellings within
Downtown residential areas to implement
Policy 2.8.
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2.13. The City will consider new regulations, for Low-
Density and Medium -Density Residential areas, to
require special review for (1) incompatibly large
houses, (2) replacement or infill homes in existing
neighborhoods, and (3) accessory buildings with
plumbing facilities allowing easy conversion to
illegal second dwellings.
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2.14. The City shall implement Neighborhood Wellness
Action Plans to help residents preserve and
enhance their neighborhoods.
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2.15. The City will evaluate alternatives to the current
maximum number of dwelling units per acre
(based on bedroom count) and height, parking,
and setback standards, to regulate residential
building intensity, and bulk and mass. Floor area
limits will be considered.
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2.16. The City shall evaluate the potential to use
portions of City-owned parking lots and structures
for residents’ parking.
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2.17. The City shall require new housing projects in the
Downtown area to provide residents with
information and services to off-set vehicle needs,
such as providing transit passes, providing space
for hourly car rental services, and providing on-site
bicycle storage facilities.
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2.18. The City shall evaluate the potential for
development fees to fund new parking spaces in
an additional parking structure for residents of new
housing projects in the Downtown core.
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3 Commercial & Industrial Development
3.9. The City shall amend its Zoning Regulations to
implement the changes included in the 2014
General Plan update program.
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3.10. Zoning Regulations and Community Design
Guidelines will include measures such as location
and shielding of mechanical equipment; location of
truck loading, trash collection areas, and
loudspeakers; noise attenuation measures along
property lines to prevent unacceptable noise
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exposure for residential areas or other noise-
sensitive uses.
3.11. The City shall investigate ways to encourage more
cohesion between the existing shopping centers
on Madonna Road.
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3.12. The City shall amend the Community Design
Guidelines to address transitions between
neighborhood commercial development and
adjacent residential neighborhoods.
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3.13. The City shall review zoning regulations to
consider allowing visitor-service uses in office
zones adjacent to community commercial zones in
the Downtown and adjacent to Monterey Street
between Johnson and Santa Rosa.
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3.14. The City will investigate emerging technologies
and trends to evaluate whether updates to zoning
regulations are needed.
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3.15. The City shall implement appropriate strategies for
business retention and expansion with a focus on
those providing head-of-household jobs.
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3.16. The City shall provide zoning incentives and
investigate a program coordinating commercial
and industrial development for the provision of
child care and elder care for workers.
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4 Downtown
4.24.
The City shall update the Downtown Concept Plan
by 2016 and shall regularly update the plan as
required to address significant changes in or
affecting the Downtown area including the
opportunity for meaningful public input.
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4.25. The City shall consider features of "A Conceptual
Physical Plan for the City’s Center" (Downtown
Concept Plan) in the approval of projects in the
Downtown, recognizing that the plan is a concept
and is intended to be flexible.
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4.26. The City shall undertake a study of visual
resources within the Downtown core area to
identify potential locations for new public-owned
open places with access to views of important
scenic resources. The City will consider
acquisition of one or more of these open places as
resources permit.
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4.27. The City shall explore the full or partial closure and
re-design of Broad Street between Palm and
Monterey Streets, and Monterey Street between
the two connections with Broad Street to
effectively extend, either permanently or for
special events.
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4.28. The City shall modify zoning regulations to allow
efficiency units and variable density in the
Downtown Core.
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4.29. The City shall work with the Downtown businesses
and residents, the BID, and Chamber of
Commerce to manage impacts from downtown
drinking establishments, and if necessary, enact
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additional regulations to ensure that the late night
environment in and near Downtown is safe and
pleasant.
4.30. The City shall develop a master plan for San Luis
Obispo Creek in the Downtown area.
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4.31. The City shall prepare an inventory of uses in the
Downtown Core. Particular attention shall be
given to identifying uses at the street level as
these uses directly impact the pedestrian
experience and vibrancy of the Downtown. This
information shall be used to target business
support and attraction.
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4.32. The City shall incorporate into its zoning
regulations specific criteria for evaluating use
permits for bars/taverns, night clubs and late night
drinking establishments.
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4.33. The City will modify its Community Design
Guidelines to enhance Safety and Crime
Prevention through Environmental Design.
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4.34. The City, working with the Downtown Association,
businesses, landlords, and residents will consider
emergency callboxes at strategic locations in the
Downtown.
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4.35. The City working with the Downtown Association,
Downtown businesses and residents shall develop
a program to encourage lighted storefronts and
street frontages throughout the night.
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4.36. All specific plans shall identify design features
utilized to enhance public safety.
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4.37. The City shall conduct a nighttime safety audit of
key areas of the City to see where deficiencies in
environmental design may exist and should be
improved. Key Areas should be defined as areas
experiencing higher crime than City average by
SLOPD.
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5 Public & Cultural Facilities
5.3. The City shall continue to work to develop a plan
for meeting additional space needs in the
Downtown. The City shall work with the County to
coordinate site selection, building design,
circulation and utility services, parking, trip
reduction, and funding.
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5.4. The City, Cal Poly, and the Foundation for the
Performing Arts will jointly manage the performing
arts center on the Cal Poly campus.
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5.5. The City shall undertake a study of its surplus
facilities for possible reuse by cultural and non-
profit groups.
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5.6. The City shall consider incentives to support
establishment of social service facilities in the city.
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6 Resource Protection
6.2.1. The City shall prepare and maintain geographic
information systems-based maps of the city, the
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urban reserve, and the planning area to guide in
land use designations and decision-making.
6.2.2 The City shall seek to protect resource areas
deemed worthy of permanent protection by fee
acquisition, easement, or other means.
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6.5.1. Subdivision approval in hillside planning areas
shall include designation of "sensitive sites," which
shall be subject to architectural review.
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6.5.2. The City shall create and maintain a GIS layer to
accurately document development limit lines as
they are applied in the General Plan.
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6.5.3. Consistent with the Community Design guidelines,
all hillside areas are considered sensitive sites,
and architectural review is required for new
development. The Community Development
Director will screen all proposals to identify any
which do not need architectural review.
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6.7.1. The City shall ensure new development complies
with the City’s flood plain ordinance, setbacks,
specific plans, and design standards to minimize
flood damage and flood plain encroachment.
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6.7.2 The City shall administer the National Flood
Insurance Program standards.
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6.7.3 The City shall notify owners of creeks and
adjacent properties in advance of work, and use
care in any needed removal of vegetation.
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6.7.4 The City shall evaluate the feasibility of
establishing a financing district or districts to
address flood concerns in affected areas.
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7 Airport Area
7.13. The City shall continue to work with the County
and regional airlines to assure that regional airline
services are continued and expanded to
adequately serve the needs of the population in
the service area of the airport.
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7.14. The City will annex the Airport area denoted in the
Airport Area Specific Plan and accommodate
incremental development consistent with the
growth management policies, including those
concerning adequacy of resources and services
and development paying its own way.
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7.15. In approving development proposals, the City will
assure that Airport Area properties noted in the
Airport Area Specific Plan secure protection for
any on-site resources identified in the
Conservation and Open Space Element. To help
maintain the greenbelt, properties shall also
secure open space protection for any contiguous,
commonly owned land outside the urban reserve.
If it is not feasible to obtain protection for such
land, fees in lieu of dedication shall be paid when
the property is developed.
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7.16. The City shall create an Airport Overlay Zone to
reflect the boundaries of the San Luis Obispo
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County Regional Airport Land Use Plan within the
City limits. The purpose of the Airport Overlay
Zone is to codify airport compatibility criteria in
areas for which the City may override the Airport
Land Use Commission determination to ensure
compliance with the requirements of the California
State Aeronautics Act (Cal. Pub. Utilities Code,
Section 21670, et. seq.)
7.17. The City shall update its Zoning Regulations to
address allowable uses and development
standards for areas the City may override a
determination of inconsistency. Zoning regulations
shall be consistent with the requirements of the
State Aeronautics Act, use guidance from the
Caltrans Airport Land Use Planning Handbook and
comply with related state and federal requirements
relating to airport land use compatibility.
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7.18. The City shall review of General and Specific
Plans and Amendments, Zoning ordinance or
amendments, or Building code changes within the
San Luis Obispo County Regional Airport Land
Use Plan boundary. As well as including referral to
the Airport Land Use Commission as specified in
Section 21676(b) of the Public Utilities Code for a
determination of consistency with the San Luis
Obispo County Airport Land Use Plan.
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8 Special Focus Areas
8.3. The City will review and update Ordinance 1130
and involve residents to ensure that neighborhood
concerns are addressed.
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8.4. The City will update the Mid-Higuera Area Plan
for this multi-block commercial area to reflect
current needs and changes that have occurred
since the 2001 plan was adopted.
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8.5. The Caltrans site is planned for redevelopment
from a Caltrans office and yard complex to a
mixed use development. Commercial uses will be
described under the Tourist Commercial
designation, and redevelopment plans shall
consider the suitability of realignment of the
Madonna/South Higuera intersection. The site
should be developed to serve as a gateway into
the community, with consideration of additional
open space uses, retention and rehabilitation of
the Master List historic structure, and retention of
Heritage Trees on the site. The site shall also
include a park site north of Madonna Road.
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8.6. Lands behind the General Hospital building that
are inside the City’s Urban Reserve line will be
designated as Public (for existing public facility)
and a range of residential uses (Low Density and
Medium Density Residential) and will include the
ability to support residential care, transitional care
use, and other residential uses consistent with the
adjacent areas. The remaining site outside the
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City’s Urban Reserve line will remain as Open
Space. The City shall seek to secure permanent
protection of the open space outside of the urban
reserve line as part of any development proposal.
8.7. The City shall implement the South Broad Street
Area Plan to create a safe, attractive and
economically vital neighborhood with a mix of
complementary land uses.
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8.8. The Madonna Inn Area includes land west of
Highway 101 on the lower slopes of San Luis
Mountain and the northeast slopes of the foothill
bordering Laguna Lake Park. This area may be
developed further only if surrounding hillsides
including area outside the Urban Reserve Line are
permanently protected as open space.
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8.9. The 38-acre area of the Sunset Drive-in Theater /
Prado Road Area should be further developed only
if flooding can be mitigated without significant
harm to San Luis Obispo Creek. Once flooding,
access, and agricultural preservation issues are
resolved, the area would be suitable for
development as a mixed use development with a
mix of Commercial uses. Permanent open space
shall be required. A full assessment of the Drive-
in Theater site’s potential as a historic resource
will need to be evaluated and addressed. Bicycle
connectivity for this area is an important
component for future development.
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8.10. The Pacific Beach area is planned for
redevelopment from current use as a continuation
school, school office and park uses to commercial
retail uses along Los Osos Valley Road and
Froom Ranch Road and the remaining site
maintained under a Park designation.
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8.11. Development of Calle Joaquin Auto Sales Area is
suitable for commercial mixed use and other uses
in the Tourist Commercial designation.
Development of the area must address
preservation of and transition to the agricultural
parcels/uses to the northwest; connectivity to the
Dalidio Ranch area; view shed preservation; and
treatment as a gateway to the City visible from
Highway 101.
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8.12. Flooding and access issues must be resolved for
the LOVR Creekside Area prior to developing
Medium High Density Residential. Agricultural
Designations must be maintained along the west
side of site. Compatibility with adjacent residential
areas to the east will be required. Permanent
protection of the adjacent San Luis Obispo Creek
will need to be addressed. The south side of the
site will need to accommodate relocation of LOVR
right-of-way and changes related to the planned
Highway 101 interchange.
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8.13. The Broad Street at Tank Farm Road Site will be
used as a mixed use site and provide a strong
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commercial presence at the intersection. Areas
along the creek on the western edge of the site will
be appropriately buffered to provide creek
protections. Attention to connectivity, safety and
comfort of bicycle and pedestrian circulation will be
especially important in the development of this
corner.
8.14. In regards to the Cal Fire / Cal Poly-owned
property on Highway 1, the City shall collaborate
with Cal Poly in updating the Master Plan for
development of campus property. The master
Plan shall address sensitive visual and habitat
resources, circulation issues, impacts to City
services, transition and potential impacts to
surrounding neighborhoods.
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8.15. Future development of the North Side of Foothill
(Bishop Knoll) shall address open space
requirements under Policy 1.13.8 and open space
buffers in accordance with Conservation and Open
Space Element Policy 8.3.2. The steep hillside
should be dedicated as Open Space and
residential lots grouped at the bottom of the hill
closer to Foothill. Development shall provide a
parking lot and trail access to Bishops Peak.
Circulation connectivity shall be provided to Los
Cerros Drive as feasible. Density shall be limited
to 7 units / acre.
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8.16. Future development of the Alrita Properties shall
address hillside planning requirements under
Policy 6.4.7C. Additional analysis will need to
occur in the LUCE EIR to evaluate potential water
service issues, and additional analysis is needed
to determine if the City’s water distribution system
can adequately serve development in this area.
Density shall be limited to 7 units/acre as modified
for slope under the Zoning Ordinance.
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CIRCULATION ELEMENT
2 Traffic Reduction
2.2.1. In coordination with county agencies, the City shall
support efforts in establishing county-wide trip
reduction programs.
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2.2.2. The City shall maintain and where cost effective to
improve a trip reduction plan for City employees.
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2.2.3. The City shall work with employers to establish a
voluntary commuter benefit options program that
provides commute options for employees.
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2.2.4. The City shall continue to work with Cal Poly,
Cuesta College, and other educational institutions
to provide incentives to all students, faculty and
staff to use alternative forms of transportation.
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3 Transit Service
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3.2.1. The City shall continue to implement the Short
Range Transit Plan (5-year time frame) and
coordinate with SLOCOG on implementing the
Long Range Transit Plan (20-year time frame).
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3.2.2. The City shall make available bulk rate transit
passes to all groups.
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3.2.3. The City shall work with the San Luis Obispo
Regional Transit Authority (RTA) to maintain and
expand commuter bus service to and from the City
of San Luis Obispo during peak demand periods.
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3.2.4. The City shall coordinate with the San Luis Obispo
Regional Transit Authority (RTA) to evaluate the
benefits and drawbacks of consolidated service.
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3.2.5. The City shall develop and maintain a
comprehensive marketing and promotion program
to reach individual target audiences.
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3.2.6. The City shall update its Short Range Transit Plan
to evaluate adding mass transit stops at the high
school and the middle school.
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3.2.7. When evaluating transportation impacts, the City
shall use a Multimodal Level of Service analysis. O L
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3.2.8. The City shall work with other agencies to develop
a regional transit center downtown.
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4 Bicycle Transportation
4.2.1. The City shall evaluate a bike share program in
coordination with Cal Poly and other educational
institutions.
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4.2.2. The City shall maintain and regularly update its
Bicycle Transportation Plan as needed to reflect
changes in state law and/or future conditions
consistent with the objectives, policies and
standards of this Circulation Element. Future
revisions to the Bicycle Transportation Plan shall
consider Safe Routes to School
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4.2.3. The City shall work with Cal Poly and Cuesta
College to de-emphasize the use of automobiles
and promote the use of alternative forms of
transportation in their master plans.
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4.2.4. The City shall revise its zoning regulations to
establish and maintain standards for secured
bicycle parking and ancillary facilities.
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4.2.5. The City should obtain railroad right-of-way and
easements to establish a separated bike path and
pedestrian trail through San Luis Obispo.
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4.2.6. The City shall maintain its GOLD level award
designation as a Bicycle Friendly Community and
pursue a gold level designation.
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4.2.7. The City shall collaborate with SLO County to
coordinate planning and development of county
bikeways to support a regional bicycle network.
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4.2.8. The City should consider expanding and
maintaining its bicycle licensing program to
address bicycle loss, theft, and safety problems.
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5 Walking
5.2.1. The City shall adopt and regularly update a
Downtown Pedestrian Plan to encourage walking
and to expand facilities that provide pedestrian
linkages throughout the Downtown. The plan shall
include pedestrian safety assessments in
accordance with State and Federal guidelines.
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5.2.2. Areas outside of the Downtown, the City shall
implement its program for installation of a
continuous and connected pedestrian network
giving areas with the heaviest existing or potential
pedestrian traffic priority in funding.
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5.2.3. The City shall continue to implement its annual
program of enhancing existing curbs with ADA
compliant ramps.
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5.2.4. The City shall continue to coordinate with
SLOCOG and local schools to pursue Safe Routes
to School programs and grant opportunities.
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5.2.5. The City shall consider the benefits and costs of
consolidating the Bicycle Transportation Plan with
a citywide Pedestrian Plan.
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6 Multi-Modal Circulation
6.2.1. As funding permits the City shall biennially
complete a traffic count program for pedestrians,
bikes, vehicles and transit to maintain and update
its database of transportation conditions and to
evaluate the state of the transportation system.
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7 Traffic Management
7.2.1. Those traffic programs identified in the Circulation
Element that have the greatest potential to reduce
traffic increases shall have priority for
implementation.
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7.2.3. On a bi-annual basis, as funding permits the City
shall implement an ongoing and comprehensive
transportation monitoring program.
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7.2.4. The City shall regularly, as funding permits,
conduct a travel behavior survey of residents to
estimate their use of different types of
transportation.
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7.2.5. The City shall work with the County to jointly
develop and adopt design and construction
standards for streets within the City's Urban
Reserve.
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7.2.6. The City shall revise its Subdivision Regulations to
include right-of-way and design standards.
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7.2.7. The City shall adopt an access management
policy to control location, spacing, design and
operation of driveways, median openings,
crosswalks, interchanges and street connections
to a particular roadway including navigation routes
to direct traffic to preserve the safety and
efficiency of the transportation system.
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7.2.8. The City shall cooperate with State and regional
agencies in evaluating the effectiveness of high
occupancy vehicle (HOV) lanes on State
highways.
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7.2.9. The City shall develop and adopt guidelines that
implement Policy 7.1.4 concurrent with the 2015-
17 Financial Plan.
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9 Street Network Changes
9.2.1. The City will establish building setback lines for
routes listed on Table 5.
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9.2.2. The City shall ensure that changes to Prado Road
(Projects 1, 2, and 19 on Table 5) are
implemented in a sequence that satisfies
circulation demands caused by area development.
Sponsors of development projects that contribute
to the need for the Prado Road interchange or
overpass will be required to prepare or fund the
preparation of a Project Study Report.
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9.2.3. The City shall adopt and regularly update a plan
and standards for the installation and maintenance
of landscaped medians, parkways, signs, utilities,
street furniture, sidewalks and bicycle lanes.
Within the Downtown, street amenities shall be
consistent with the Downtown Pedestrian Plan
design guidelines.
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9.2.4. The City will evaluate complete street designs to
maximize the shared right of way for all users as a
method of achieving an overall objective for the
Conceptual Physical Plan of the City's Center to
improve the pedestrian environment in the
downtown.
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9.2.5. As part of any proposal to further develop the
Dalidio-Madonna Area, the alignment and design
of extensions of Froom Ranch Way connecting
with Prado Road (west of Route 101) shall be
evaluated and established if consistent with the
Agricultural Master Plan for Calle Joaquin
Reserve.
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9.2.6. The City shall promote the creation of
“streetscapes” and linear scenic parkways or
corridors that promote the city’s visual quality and
character, enhance adjacent uses, and integrate
roadways with surrounding districts.
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10 Truck Transportation
10.2.
1.
Trucks should turn off motors when parked. The
City shall work with the Air Pollution Control
District (APCD) for guidance in establishing
standards that address air and noise pollution from
idling trucks.
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10.2.
2.
The City's Home Occupation Permit Regulations
should be amended to ensure that commercial
trucks are not used to make regular deliveries to
home occupations in residential areas.
O
L
CD/
PW
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10.2.
3.
The City shall continue to provide reserved
commercial truck loading zones in appropriate
downtown areas.
O
L
PW
10.2.
4.
The City shall adopt an ordinance regulating the
movement of heavy vehicles.
L
PW
11 Air Transportation
11.2.
1.
The City shall work with the County Airport to
encourage the use of quieter and more
environmentally sensitive aircraft.
O
L
ADM
11.2.
2.
The City shall work with the County Airport to
support the further development of airport facilities
and attract additional passenger airline services.
O
ADM
11.2.
3.
The City shall work with the County Airport to
pursue funding opportunities, such as Airport
Improvement Program grants.
O
PW /
ADM
11.2.
4.
The City shall work with the County Airport Land
Use Commission to complete updates of the
Airport Land Use Plan for the San Luis Obispo
County Airport in regard to significant changes in
noise, adjacent land impacts, and safety zones.
O
M
CD
12 Rail Transportation
12.2.
1.
The City supports maintaining and increasing daily
train service connecting San Luis Obispo with
points north and south, with departures and
arrivals in the morning, mid-afternoon and
evening.
O
L
PW /
ADM
12.2.
2.
The City shall support San Luis Obispo Council of
Governments in evaluating the feasibility of
passenger rail service to connect points within the
county.
O
L
PW
12.2.
3.
The City shall coordinate railroad facility
infrastructure maintenance with the Union Pacific
Railroad and the Public Utilities Commission. In
addition, the City shall work with the Air Pollution
Control District and others to discourage idling
train engines in San Luis Obispo.
O
L
CD
12.2.
4.
The City shall monitor and respond to changes, or
proposed changes in passenger and freight rail
traffic that may impact the safety and well-being of
residents of the community including the transport
of combustible materials.
O
L
PW
12.2.
5.
The City shall discourage the transportation of oil
and other combustible hydrocarbons through the
City.
O
L
ADM
13 Parking Management
13.2.
1.
The City shall maintain and regularly update its
Access and Parking Management Plan (every 5
years) including parking demand reduction
strategies and consider emerging best practices.
O
L
PW
13.2.
2.
The City shall regularly monitor the use of public
parking in the downtown.
O
L
PW
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13.2.
3.
The City shall coordinate with SLOCOG during
periodic updates to SLOCOG’s Park and Ride Lot
Development report to evaluate the need for and
location of park-and-ride lots to serve commuters.
O
L
PW
13.2.
4.
The City shall only approve construction of
additional public parking structures after
considering the findings and results of a parking
supply and demand study.
O
H
PW
13.2.
5.
The City shall continue to work with the Downtown
Association to evaluate the use of curb space in
the downtown and identify opportunities for
creating additional parking spaces.
O
L
PW
13.2.
6.
The City shall continue to operate the downtown
trolley as a parking management tool to reduce
congestion.
O
H
PW
14
Neighborhood Parking Management
14.2.
1
Upon request from residents or other agencies,
the City will evaluate the need for neighborhood
parking permit programs or other parking
management strategies in particular residential
areas.
O
L
PW
14.2.
2.
The City will investigate the feasibility and
desirability of establishing parking financing
districts.
O
H
PW
15 Scenic Roadways
15.2.
1.
The City will participate with Caltrans, the County
and other cities to establish a program for
enhancing the visual character of the Highway 101
corridor consistent with the US 101 Aesthetic
Study for San Luis Obispo County.
O
L
PW
15.2.
2.
The City shall revise its Community Design
Guidelines to incorporate concern for the
protection of views and vistas from scenic
roadways.
M
CD
15.2.
3.
The City shall adopt a street corridor landscaping
plan for scenic roadways. Indigenous species will
be used unless shown to be inappropriate.
O
M
PW
15.2.
4.
Both the City and the County should enforce an
amortization program for the removal of billboards
along scenic roadways.
O
L
CD
16 Circulation Element Implementation, Program
Funding and Management
16.2.
1
Transportation Work Program shall be regularly
updated as part of the City Financial Plan, and
must be consistent with the Circulation Element.
Will cover a five-year period, shall be updated to
include modified projects and costs if warranted.
O
L
PW
16.2.
2
The City shall update its multimodal transportation
impact fee ordinance in accordance with State
Law (AB1600).
O
H
PW
16.2.
3
Prior to implementation of a project identified in
this element, the City shall reevaluate its need and
include an analysis of alternatives that can achieve
O
L
PW
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the desired results at lower costs and with less
environmental impacts.
16.2.
4.
Major development proposals to the City will
include displays of the proposal's interfaces with
nearby neighborhoods, and indicate expected
significant qualitative transportation effects on the
entire community.
O
L
PW
HOUSING ELEMENT
1 Safety
1.4. Provide financial assistance for rehabilitation of
affordable rental and ownership units using
Federal, state and local housing funds
O
L
CD
1.5. Continue Code enforcement to expedite removal
of illegal/unsafe dwellings.
O
H
CD
1.6. Enact a rental inspection program to improve
condition of housing stock.
O
H
CD
1.7. Continue to support local & regional solutions to
homelessness by funding programs such as
Maxine Lewis and Prado Center.
O
L
CD
1.8. Create educational campaign to encourage
owners of older residences to conduct seismic
upgrades
L
CD
2 Affordability
2.5. Continue to manage the Affordable Housing Fund
to serve as a sustainable resource for supporting
affordable housing development and as a source
of both grant funding and below-market financing
for affordable housing projects.
O
L
CD
2.6. Continually review existing and proposed building,
planning, engineering and fire policies and
standards as housing developments are reviewed,
which determine whether changes are possible
that could assist the production of affordable
housing.
O
L
CD
2.7. Continue to implement existing procedures that
speed up the processing of applications,
construction permits, and water and sewer service
priorities for affordable housing projects
O
L
CD
2.8. Continue to pursue outside funding sources for
City impact fees so that new dwellings that meet
the City’s affordable housing standards can
mitigate their facility and service impacts.
O
L
CD
2.9. Maintain exemptions for extremely-low, very-low
and low-income households.
O
L
CD
2.11. Continue to assist with issuance of bonds, tax
credit financing, loan underwriting or other
financial tools to help develop or preserve
affordable units through various programs.
O
L
CD
2.12. Consider incorporating HOA fees and a standard
allowance for utilities in the calculation for
affordable rents and home sales prices.
CD
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2.13. In conjunction with the Housing Authority and local
housing agencies, continue to preserve at-risk
units by providing technical assistance and
education to tenants, property owners and the
community.
O
M
CD
2.14. In conjunction with local housing providers and the
local residential design community, continue to
provide technical assistance as requested by the
public, builders, design professionals and
developers regarding design strategies to achieve
affordable housing.
O
L
CD
2.15. Evaluate the Inclusionary Housing Ordinance
requirements and the effect of Table 2A on the
City’s ability to provide affordable housing in the
proportions shown in the Regional Housing Needs
Allocation, per Policy 2.4.
L
CD
2.16. The City will evaluate and consider including a
workforce level of affordability in its Affordable
Housing Standards to increase housing options in
the City for those making between 121 percent
and 160 percent of the San Luis Obispo County
median income.
O
L
CD
2.17. Continue to consider increasing residential
densities above state density bonus allowances for
low, very low and extremely low income
households.
O
L
CD
3 Housing Conservation
3.8. Adopt an ordinance that implements policy 3.2 to
discourage removal or replacement of affordable
housing.
L
CD
3.9. Through collaboration of agencies offering
rehabilitation programs, the city will use State,
Federal, or housing funds to correct unsafe and
unsanitary housing conditions, improve
accessibility and energy efficiency.
O
L
CD
3.10. Continue to encourage the creation of dwellings in
the Downtown Core (C-D Zone) and the
Downtown Planning Area by continuing the "no net
housing loss" program.
O
L
CD
3.11. Continue to identify residential properties and
districts eligible for local, State or Federal historic
listing in accordance with guidelines and standards
to help property owners repair, rehabilitate and
improve properties.
O
L
CD
3.12. Annually monitor and track affordable housing
units at-risk of being converted to market rate
housing, to provide resources to support the
Housing Authority, and local housing agencies.
O
M
CD
3.13. Work with non-profit organizations, faith-based
organizations, or the Housing Authority of the City
of San Luis Obispo, to encourage rehabilitation of
residential, commercial or industrial buildings.
O
L
CD
4 Mixed-Income Housing
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4.5. Review new development proposals for
compliance with City regulations and revise
projects or establish conditions of approval to
implement the mixed-income policies.
O
L
CD
4.6. Consider amending the City’s Inclusionary
Housing Ordinance and Affordable Housing
Incentives to require that affordable units in a
development be of similar number of bedrooms,
character and basic quality.
O
L
CD
5 Housing Variety and Tenure
5.5 Review new developments for compliance with
City regulations and revise projects or establish
conditions of approval as needed to implement the
housing variety and tenure policies.
O
L
CD
6 Housing Production
6.11. Maintain the General Plan and Residential Growth
Management Regulations (SLOMC 17.88)
exemption for new housing in the Downtown Core
that is enforce ably restricted for extremely-low,
very low, low- and moderate income households.
O
L
CD
6.12. Continue to allow flexible parking regulations for
housing development, especially in the Downtown
Core and possibly use city parking facilities by
Downtown residents, where appropriate
guarantees limit occupancies to persons without
motor vehicles or who provide proof of reserved,
off-site parking.
O
L
CD
6.13. Continue to develop incentives to encourage
additional housing in the Downtown Core,
particularly in mixed-use developments. Explorer
projects density based on average unit size to
encourage development of smaller efficiency units.
O
L
CD
6.14. Specific plans for any new expansion area
identified shall include R-3 and R-4 zoned land to
ensure sufficient land is designated at appropriate
densities to accommodate the development of
extremely low, very-low and low income dwellings.
These plans shall include sites suitable for
subsidized rental housing and affordable rental
and owner-occupied dwellings, and programs to
support the construction of dwellings rather than
payment of in-lieu housing fees. Such sites shall
be integrated within neighborhoods of market-rate
housing and shall be architecturally compatible
with the neighborhood.
O
L
CD
6.15. Consider General Plan amendments to rezone
commercial, manufacturing or public facility zoned
areas for higher-density, infill or mixed use
housing where land development patterns are
suitable and impact to Low-Density Residential
areas is minimal.
O
H
CD
6.16. Continue to provide resources that support the
SLO County Housing Trust fund’s efforts to
provide below-market financing and technical
O
L
CD
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assistance to affordable housing developers to
increase affordable housing production in the City
of San Luis Obispo.
6.17. Encourage residential development through infill
development and densification within City Limits
and in designated expansion areas over new
annexation of land.
O
L
CD
6.18. Seek opportunities with other public agencies and
public utilities to identify, surplus land for housing,
to convert vacant or underutilized public, utility or
institutional buildings to housing.
O
L
CD
6.19. Continue to incentivize affordable housing
development with density bonuses, parking
reductions, development incentives, and City
financial assistance.
O
L
CD
6.20. Continue to financially assist in the development of
affordable housing to extremely low, very-low, low-
or moderate income households using State,
Federal and local funding sources, while giving
priority to projects that result in the maximum
housing benefits for the lowest household income
levels.
O
M
CD
6.21. Actively seek new revenue sources, including
State, Federal and private/non-profit sources, to
assist affordable housing development for different
income households and first- time homebuyers.
O
L
CD
6.22. Continue to exempt the rehabilitation or
remodeling of 4 dwellings up to 1200 square feet
each from Architectural Review Commission
review. New multi-unit housing may be allowed
with “Minor or Incidental” or staff level architectural
review, unless located on a sensitive or historically
sensitive site.
O
L
CD
6.23. Assist in the production of affordable housing by
identifying vacant or underutilized City-owned
property suitable for housing, and dedicate public
property, where feasible and appropriate for such
purposes.
O
L
CD
6.24. Community Development staff will proactively
provide information for properties suitable for
housing as identified in the Land Use and Housing
Elements.
O
L
CD
6.25. Evaluate and consider amending the General Plan
to designate the 46 acres associated with the
former County General Hospital as a “Special
Considerations” zone, suitable for housing
development on areas of the site of less than 20
percent average slope, provided that open space
dedication and public improvements are part of the
project.
O
L
CD
6.26. Continue to update the Affordable Housing
Incentives (Chapter 17.90, SLOMC) and Zoning
Regulations to ensure density bonus incentives
are consistent with State Law.
O
L
CD
6.27. Evaluate and consider increasing the residential
density allowed in the Neighborhood-Commercial
O
L
CD
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(CN), Office (O) and Downtown Commercial (CD)
zoning districts.
6.28. Evaluate how lot patterns (i.e. size, shape, slope)
in the City’s multi-family zones affect the City’s
ability to meet housing production policies.
O
M
CD
6.29. Continue to pursue incentives to encourage
development of Secondary Dwelling Units.
O
L
CD
6.30. Consider adopting Subdivision and Zoning
Regulation changes to support small lot
subdivisions, ownership of bungalow court
developments, and eliminate the one-acre
minimum lot area for PD overlay zoning, and other
subdivision design alternatives.
O
M
CD
6.31. Consider scaling development impact fees for
residential development based on size, number of
bedrooms, and room counts.
O
M
CD/
ADM
6.32. Continue to submit annual Housing Element
progress reports to the State Department of
Housing and Community Development per
Government Code Section 65400.
O
L
CD
7 Neighborhood Quality
7.9. Continue to implement strategies, as early
notification through electronic media, website
improvements, neighborhood outreach meetings,
to ensure residents are aware of and able to
participate in planning decisions affecting their
neighborhoods.
O
L
CD
7.10. Continue to work with neighborhood groups and
individuals to address concerns, problems, trends
and opportunities for improvements of specific
neighborhoods.
O
L
CD
7.11. Continue to fund neighborhood improvements,
including sidewalks, traffic calming devices,
crosswalks, parkways, street trees and street
lighting to improve aesthetics, safety and
accessibility.
O
M
PW
7.12. Continue to develop and implement neighborhood
parking strategies, including parking districts, to
address the lack of on- and off-street parking in
residential areas.
O
L
CD/
PW
7.13. Continue the City’s Neighborhood Services and
proactive enforcement programs to support
neighborhood wellness.
O
M
CD
8 Special Housing Needs
8.13. Continue to provide resources that support local
and regional solutions to meeting the needs of the
homeless and displaced women and children and
other agencies
O
M
CD
8.14. Continue the mobile home rent stabilization
program to minimize increases in the cost of
mobile home park rents.
O
L
CD
8.15. Continue to look for opportunities in specific plan
areas suitable for tenant-owned mobile-home
parks, cooperative or limited equity housing,
O
L
CD
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manufactured housing, self-help housing, or other
types of housing that meet special needs.
8.16. Advocate developing more housing and
refurbishing campus housing at Cal Poly
University.
O
L
CD
8.17. Work with Cal Poly University Administration to
secure designation of on-campus fraternity/sorority
living groups.
O
L
CD
8.18. Jointly develop and implement a student housing
plan and continue to support "good neighbor
programs" with Cal Poly State University, Cuesta
College and City residents, and improve
communication and cooperation between the City
and the schools.
O
M
CD
8.19. Provide public educational information at the
Community Development Department public
counter on universal design concepts for new and
existing residential dwellings.
O
L
CD
8.20. Continue to allow the establishment of transitional
and supportive housing in all zoning districts
where residential uses are allowed.
O
L
CD
8.21. Continually look for (land, retail or commercial
space, motels, apartments, housing units, mobile
home parks) that can be acquired and converted
to affordable permanent housing and permanent
supportive housing for homeless persons and
families.
O
L
CD
8.22. Consider an overlay zone to existing and future
mobile home and trailer park sites to provide
additional requirements, such as rent stabilization
and a mobile home park conversion ordinance.
L
CD
8.23. Encourage the creation of housing for persons
with developmental disabilities. The City will seek
grant opportunities for housing construction and
rehabilitation.
O
L
CD
8.24. Continue to coordinate with the County, social
services providers and non-profit organizations for
delivery of existing, improved and expanded
services, including case management, drug,
alcohol, detoxification, and mental health services.
O
L
CD
8.25. Continue to engage Homeless Services Oversight
Council and Friends of Prado Day Center to
identify, evaluate, and implement strategies to
reduce the impacts of homelessness.
O
L
CD
9 Sustainable Housing, Site, and Neighborhood
Design
9.7. Continue to educate planning and building staff
and citizen review bodies on energy conservation
issues, including the City’s energy conservation
policies and Climate Action Plan. Staff shall work
with applicants to achieve the City’s energy
conservation goals.
O
M
CD
9.8. Continue to provide long-term solar access for
new or remodeled housing and adjacent
properties, consistent with historic preservation
O
L
CD
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guidelines, and revise regulations found to be
inadequate.
9.9. Continue to implement the Water Quality Control
Board’s “Post-Construction Storm water
Management Requirements for Development
Projects in the Central Coast Region”, to reduce
the amount of impermeable surface.
O
L
CD
9.10 Implement Climate Action Plan programs to
increase production of “green” housing units and
projects and require sustainable and/or renewable
materials, water and energy technologies.
O
H
CD
9.11. Continue to promote building materials reuse and
recycling in site development and residential
construction, including flexible standards for use of
salvaged, recycled, and “green” building materials.
Continue the City’s construction and demolition
debris recycling program (Chapter 8.05 - Municipal
Code)
O
M
CD
9.12. Consider incentivizing dwelling units to a minimum
size of 150 square feet, consistent with the
California Building Code, by reduced impact fees
and property development standards.
C
CD
9.13. Consider participating in financing programs for
sustainable home improvements such as solar
panels, heating and cooling systems, water
conservation and energy efficient windows.
C
CD
10 Local Preference
10.3. Continue to work with the County of San Luis
Obispo for any land use decisions that create
significant expansion of employment in the
unincorporated areas adjacent to the City to
mitigate housing impacts on the City.
O
L
CD
10.4. Encourage residential developers to sell or rent
their projects to those residing or employed in the
City first before outside markets.
O
L
CD
10.5. Work with Cal Poly to address the link between
enrollment and the expansion of campus housing
programs at Cal Poly University to reduce
pressure on the City's housing supply.
O
L
CD
10.6. Work with other jurisdictions to advocate for State
legislation that would: 1) provide funding to help
Cal Poly University provide adequate on-campus
student housing, and 2) allow State universities
and community colleges to enter public-private
partnerships to construct student housing.
O
L
CD
11 Suitability
11.3. The City will continue to ensure the ability of legal,
non-conforming uses to continue where new
development is proposed.
O
L
CD
NOISE ELEMENT
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1.12. Review public and private development proposals
for Noise Element conformance.
O
L
CD
1.13. Require noise studies early in the review process
when project noise may exceed allowable limits.
O
L
CD
1.14. Assure that noise mitigation measures are carried-
out during construction.
O
L
CD
1.15. Monitor compliance with mitigation measures after
project completion.
O
CD
1.16. The city will work with the California Highway
Patrol and the County Sherriff`s Office to enforce
loud vehicle exhaust systems and sound
amplification systems.
L
PD/
ADM
1.17. The city will purchase and pursue alternatives to
the use of noisy equipment for city operations. O L
PD/
ADM
1.18. The City will periodically review and update the
Noise Element.
H
CD
1.19. The City will make the Noise Guidebook available
to anyone involved in project design and review.
M
CD
CONSERVATION AND OPENS SPACE
ELEMENT
2 Air
2.3.1. Employ best available practices in City operations.
O L
UT
2.3.2. Consult with APCD on significant development
proposals. O L
CD
2.3.3. Promote alternative transportation/land use
strategies.
O
L
CD
2.3.4. Provide alternative transportation incentives.
O M
PW
2.3.5. Amend the General Plan as needed to achieve air
quality goals. O M
CD
3 Cultural Heritage
3.6.1. Promote public awareness of cultural resources
through activities, including tours & clean-up
events. C
ADM
3.6.2. Provide financial assistance and incentives for
historic preservation. O M
CD/
ADM
3.6.3. Expand ARC guidelines to address specific
guidance for new buildings in historic districts. C
CD
3.6.4. Prepare post-disaster historic preservation
standards.
M
3.6.5. Assist the CHC in preparing archaeological
resource guidelines. C
CD
3.6.6. Provide cultural resource awareness public
educational programs, which display artifacts
which illuminate past cultures.
C
ADM
3.6.7. Encourage partnering for preservation. O L CD
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3.6.8. Promote adaptive reuse of historic buildings. O L CD
3.6.9. Rehabilitate and maintain City-owned adobes and
historic structures.
O
H
ADM
3.6.1
0.
Implement Cultural Heritage Committee
Whitepaper.
C
CD
4 Energy
4.6.1 Promote efficient City energy use. O
M
UT
4.6.2 Manage City operations for energy self -reliance.
M
4.6.3. Promote Sustainable design in City facilities. O
L
CD/
PW
4.6.4. Reduce obstacles to energy conservation.
O M
CD
4.6.5. Encourage sustainable employee commuting
practices. O L
HR
4.6.6. Promote energy conservation education.
O M
UT
4.6.7. Administer State Building Energy Standards.
O L
CD
4.6.8. Encourage energy-efficient design in private
development projects. O L
CD
4.6.9. Address solar access in new development.
O H
CD
4.6.1
0.
Retrofit City facilities for energy savings.
O H
UT
4.6.1
1.
Seek financial assistance for energy efficiency
improvements in City facilities. O L
UT
4.6.1
2.
Monitor energy use in City facilities and prepare
biannual report for City Council. O M
UT
4.6.1
3.
Prepare energy conservation plan for City
facilities.
M
CD
4.6.1
4.
Adopt green building standards. O
M
CD
4.6.1
5.
Consider City-owned green energy utility.
H
ADM
/UT
4.6.1
6.
Promote technology and energy conservation
businesses.
O
L
ADM
4.6.1
7.
Require solar power for new dwellings. O
L
CD
4.6.1
8.
Seek Air Pollution Control District support for
maintaining air quality. O L
CD
5 Materials
5.5.1. Use materials efficiently in City operations
(computer technology and copying)
O
L
UT
5.5.2. Promote City materials reuse and recycling.
O L
UT
5.5.3. Coordinate waste reduction and recycling efforts. O M UT
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5.5.4. Use materials with reduced environmental impacts
in City operations and facilities. O M
PW
5.5.5. Maintain inventory of recycling businesses and
services.
O
L
UT
5.5.6. Expand City public information efforts on energy
and materials conservation goals. O L
UT
5.5.7 Encourage energy efficiency and Green Building
in new development. O L
CD
5.5.8. Ensure new development projects include space
for materials recycling/storage.
O
L
CD
7 Natural Communities
7.7.1. Protect natural communities. O M CD
7.7.2. Implement the Natural Communities policies from
program.
C
ADM
7.7.3. Participate in any area-wide planning efforts such
as Habitat Conservation Plans under the U.S.
Endangered Species Act.
O
L
ADM
7.7.4. Participate in environmental review conducted by
other agencies for projects that could affect natural
communities in the San Luis Obispo planning
area. O L
CD/
ADM
7.7.5. Develop and maintain current benchmark
information on habitat types and conditions. O M
ADM
7.7.6. Replace invasive non-native vegetation with native
vegetation.
O
M
ADM
7.7.7. Preserve ecotones through changes to or
conditions on new development.
O
L
ADM
7.7.8. Protect wildlife corridors through changes to or
conditions on new development. O L
ADM
7.7.9. Adopt creek setback requirements.
C
CD
7.7.1
0.
Implement natural communities’ policies through
the Tree Committee. O
L
PW
8 Open Space
8.7.1. Protect open space resources.
O
M
ADM
&
P&R
8.7.2. Enhance and restore open space.
O H
ADM
&
P&R
9 Views
9.3.1. Locate and design public facilities and utilities
consistent with General Plan. O
M
PW
9.3.2. Update community design guidelines to address
views from scenic routes. M
9.3.3. Maintain and apply Sign Regulations consistent
with the General Plan.
O
L
CD
9.3.4. Conduct environmental and architectural review
consistent with General Plan. O L
CD
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
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9.3.5. Require visual assessments for projects affecting
important scenic resources and views from public
places. O L
CD
9.3.6. Determine that view blockage along a scenic
roadway is a significant impact.
O
L
CD
9.3.7. Review development in unincorporated County for
consistency with General Plan.
O
L
CD
9.3.8. Advocate State and County scenic highway
designations and protective programs for scenic
routes connecting San Luis Obispo with other
communities.
O
L
CD
9.3.9. Place underground existing overhead utilities, with
highest priority for scenic roadways, entries to the
City, and historic districts. O L
PW
9.3.1
0.
Prohibit billboards. C
CD
9.3.1
1.
Remove existing billboards through amortization,
conditions of development approval and grants for
enhancing open space and transportation
corridors.
O
M
CD
9.3.1
2.
Preserve the Morros, in cooperation with other
government agencies, non-profit land trusts and
property owners. O
ADM
9.3.1
3.
Establish and maintain a program of describing
and monitoring view sheds within and adjacent to
City limits to establish a photographic baseline of
visual setting. M
CD/
ADM
10 Water
10.3.
1.
Efficient water use
O L
UT
10.3.
2.
Maintain Water quality
O L
UT
SAFETY ELEMENT
8 Hazardous Trees
8.1. Identify and maintain or remove hazardous trees
for City property and assist property owners. O M
PW
8.2.5.
B
Review emergency response plans of utilities and
transportation agencies. O
L
FD
9 Avoiding and Preparing for Emergencies in
General
9.2. Maintain and annually update emergency
response plan. O L
FD
9.3 Evaluate fire-flow and identify deficiencies.
C
UT
9.3.A
.
Meet response-time objective of four minutes. O
H
FD
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 32 -
9.3.B
.
Set response-time objective for Public Works.
C
PW
9.3.C Set response-time objective for Utilities. C UT
9.4.A
.
Train fire fighters, police, building inspectors,
public works, & utilities staff. O M
FD
9.4.B
.
Train building & planning staff in lessons from
previous disaster areas. O L
CD
9.4.C
.
Conduct non-nuclear disaster-response exercises.
O L
FD
9.5. Obtain information about specific location & type of
fire & toxic hazards. O
L FD
9.6.A
.
Participate in periodic regional disaster-response
drills.
O
L
FD
9.6.B
.
The city will review the hazard assessment studies
and emergency response plans of utilities and
transportation agencies. L
FD
9.6.C
.
Work w/CalTrans on hazardous materials
approved routes and related safety precautions. O L
FD
9.7. Establish emergency operation center in Fire
Station 1 and backups sites. O L
FD
9.8. Expand and keep current safety-related
information. O L
FD
9.9. Keep Multi-hazard Emergency Response Plans
current.
O
L
FD
9.10. Work with other jurisdictions on mutual-aid &
automatic-aid agreements.
O
L
FD
9.11. Prepare for post-disaster recovery. O L FD
9.15.
A.
Develop program to familiarize residents with fire
hazards and appropriate responses.
O M
FD
9.15.
B.
Promote efforts of the Fire Safe Council. O
L
FD
9.15.
C.
Continue CERT training program.
O L
FD
9.15.
D.
Support education programs for lower grades to
teach fire hazards.
O
M
FD
9.16. Help organizations that provide emergency
outreach & education. O L
FD
9.17. Encourage & participate in individual home
inspection programs. O M
FD
9.19.
A.
Identify & evaluate facility hazards for City owned
property. C
PW
9.19.
B
Establish routine code inspections for commercial,
industrial, public-assembly, & group housing.
O
M
CD
9.19.
C.
Establish complaint-based code compliance for all
buildings.
C
CD
9.19.
D
Implement City-adopted program on Unreinforced
masonry buildings. C
CD
9.19.
E.
Provide outreach program for earthquake bracing
of wood-frame buildings.
O
L
CD
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 33 -
9.20. Administer zoning, subdivision, & Architectural
standards consistent with police & fire
recommendations.
O
L
CD
9.21. Fire, police, public works, & utilities review
development applications for safety objectives.
O
L
CD
9.22.
A
Maintain & administer building regulations in
conformance with State requirements.
O L
CD
9.33.
B.
Maintain & administer fire regulations in
conformance with State requirements.
O
L
FD
9.23. Conduct fire & hazardous materials inspections in
commercial, industrial, & multifamily buildings. O L
FD
PARKS AND RECREATION ELEMENT
3 Parks and Recreation Facilities
3.14.
2.
Partner with schools and other joint users to
renovate existing sports fields.
O
L
P&R
3.14.
5.
As space becomes available, additional fields will
be added in the vicinity of Damon-Garcia Sports
Complex.
O
H
P&R
3.16.
2.
Acquire property and construct a community
center.
H
P&R
3.16.
3.
Update & improve indoor facilities.
C
P&R
3.17.
1.
Implement the revised Laguna Lake Park Master
Plan.
O
M
P&R
3.18.
1.1.
Implement the revised Sinsheimer Park Master
Plan.
O
M
P&R
3.18.
1.2. Construct a therapy pool at the SLO Swim
Center.
C
P&R
3.19.
1.
Continue the Playground Equipment Replacement
Program.
O
H
P&R
3.19.
2.
Pursue joint use of SLO High School swimming
pool.
C
P&R
4 Parks and Recreation Activities
4.2.2.
1.
Regularly evaluate demand and need and modify
as appropriate.
O
L
P&R
4.2.2.
2.
Conduct periodic public evaluations of services. O
L
P&R
4.2.2.
3.
Regularly publicize recreational opportunities. O
L
P&R
4.2.2.
4.
Consider needs of underserved groups. O
L
P&R
4.2.4. Avoid offering recreation activities classes or
activities that unnecessarily duplicate commercial
programs.
L
P&R
4.2.8. Collaborate with groups providing high risk
programs in open space areas.
O
M
P&R
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 34 -
4.3.2.
1.
Recruit at-risk youth to participate in activities. O
L
P&R
4.3.2.
2.
Collaborate with other agencies in serving at-risk
youth.
O
L
P&R
4.3.3.
1.
Evaluate services to determine benefits O
L
P&R
4.3.3.
2.
Accommodate schedules of working people.
O
L
P&R
4.3.3.
3.
Prioritize new activities from results of public input.
O
L
P&R
4.3.6.
Continue to maintain publicly accessible open
space trails.
O
L
P&R
5 Financing
5.1.1. Develop collaborative fee exchange with
S.L.C.U.S.D.
C
P&R
6 Implementation
6.0.1. Continue to improve existing fields. O
H
P&R
6.0.2. Transition from multi-use to single use fields. O
H
P&R
6.0.3. Develop joint use agreements with other agencies
in addition to schools.
C
P&R
6.0.4. Develop new programs to not conflict with existing
field use.
O
L
P&R
6.0.5. Ensure athletic fields are provided within new
residential development.
O
L
P&R
6.0.6. Consider additional fields for needs not addressed
with Damon Garcia fields.
C
P&R
6.1.1. Upgrade Recreation Center to provide interim
community center.
C
P&R
6.1.2. Secure funding for a therapy pool to be located at
the SLO Aquatics Center.
L
P&R
6.1.3. Consider revenue enhancement to fund new
community center.
O
L
P&R
6.2.1. Construct mini-parks at Purple Sage Drive and at
Marsh & Santa Rosa.
C
P&R
6.2.2. Support neighbor efforts to develop mini-parks. O
L
P&R
6.3.1. Acquire open space property to construct trails. O
H
P&R
6.3.2. Use a variety of techniques to acquire open space. O L P&R
6.3.3. Design new parks so they can connect to
recreational trails.
O
H
P&R
6.3.4. Connect existing parks & open space with trails. O
H
P&R
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 35 -
6.4.1. Schedule "unmet needs" projects through the CIP
process.
O
L
P&R
6.4.2. Look for alternatives to address unmet needs
projects.
O
L
P&R
6.5.1. Complete implementation of existing master plans,
such as those for Sinsheimer and Laguna Lake
Parks.
O
H
P&R
WATER AND WASTEWATER ELEMENT
A 2 Water Management (Multi-Source Water
Supply)
A
2.3.1
Work cooperatively on regional water issues &
resource planning.
O
L
UT
A
2.3.2.
Participate with SLO County in Integrated
Regional Water Management Plan.
O
L
UT
A
2.3.3.
Participate with other appropriate agencies in
controlling invasive species which could impact
water supplies.
O
L
UT
A
2.3.4.
Work with agencies to minimize water quality
impacts.
O
L
UT
A
2.3.5.
Continue to work with SLO County-operation of
Salinas Reservoir & Nacimiento project.
O
L
UT
A
2.3.6.
Complete sanitary surveys for Salinas & Whale
Rock reservoirs every five years.
L
UT
A 3 Water Management (Water Resource
Availability)
A
3.3.1.
Provide water resource update to Council as part
of annual report.
O
L
UT
A
3.3.2.
Update safe annual yield computer model for
Salinas & Whale Rock reservoirs following drought
periods.
C
UT
A
3.3.3.
Monitor ongoing research for potential long term
impacts to water supplies from climate change.
O
L
UT
A 4 Water Management (Siltation)
A
4.3.1.
Work with other agencies to implement Best
Management Practices to reduce siltation.
O
L
UT
A
4.3.2.
Continue education & outreach to owners in
watersheds to reduce siltation.
O
L
UT
A
4.3.3.
Consider periodic siltation studies at each
reservoir.
M
UT
A
4.3.4.
Provide annual update on siltation to Council. O
L
UT
A 5 Water Management (Water Supply Accounting
and Demand Projection)
A
5.3.1.
Provide annual update on water supply & demand
projections to Council.
O
L
UT
A
5.3.2.
Conduct periodic updates to water development
impact fees.
O
M
UT
A
5.3.3.
Prepare Urban Water Management Plan every five
years.
C
L
UT
A
5.3.4.
Prepare water supply assessments for large new
developments.
O
M
UT
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 36 -
A
5.3.5.
Analyze water efficiency program impacts to
overall reduction in water demand.
O
M
UT
A 6 Water Management (Water Conservation)
A
6.3.1
Work with SLO County water agencies to identify
cooperative water efficiency measures.
O
L
UT
A
6.3.2.
Participate in state & regional water conservation
efforts.
O
L
UT
A
6.3.3.
Implement Water Shortage Contingency Plan as
required.
C
UT
A 7 Water Management (Recycled Water)
A
7.3.1.
Expand recycled water distribution system. O
H
UT
A
7.3.2.
Review development projects to ensure recycled
water is used appropriately.
O
L
UT
A
7.3.3.
Present annual recycled water use as part of
annual report to Council.
O
L
UT
A
7.3.4.
Consider delivery of recycled water to customers
outside City limits.
L
UT
A
7.3.5.
Continue to explore potable reuse consistent with
statewide regulations.
L
UT
B 2 Wastewater Management (Wastewater Service)
B
2.3.1.
Expand capacity in collection system and Water
Reclamation Facility.
O
H
UT
B
2.3.2.
Evaluate wastewater flows of proposed projects. O
M
UT
B
2.3.3.
Conduct periodic updates to wastewater
development impact fees.
M
UT
B 3 Wastewater Management (Wastewater
Treatment)
B
3.3.1.
Prepare & implement Water Reclamation Facility
master plan.
O
M
UT
B
3.3.2.
Work cooperatively on regional water quality
issues.
O
L
UT
B 4 Wastewater Management (Collection System)
B 4
3.1.
Investigate cost-effective methods for reducing
infiltration and inflow to the wastewater collection
system.
L
UT
B
4.3.2.
Provide education and outreach regarding
infiltration and inflow.
O
L
UT
B
4.3.3.
Support retrofit of sewer laterals to reduce
infiltration and inflow.
O
UT
B
4.3.4.
Update Sewer System Management Plan to
maintain its applicability.
O
M
UT
B
4.3.5.
Maintain master plans for wastewater service to
developing areas of City.
O
M
UT
B
4.3.6.
Review development proposals to ensure
necessary infrastructure is in place.
O
L
UT
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GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
- 37 -
B
4.3.7.
Provide a Pretreatment Program pursuant to
Clean Water Act.
O
M
UT
15.b
Packet Pg. 659 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 38 -
STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION
PROGRAMS
Status as of October 2016
Complete Difficulty to
Complete Lead
No. Program Summary or Ongoing Low Med High Dept.
1 2.2.2a Development subject to 20 ft setback from
creek.
O CD
2 2.2.2b Development subject to 30 ft. setback from
wetland habitat
O CD
3 2.2.2c Development subject to 20 ft. setback from
riparian/wetland mitigation areas & fenced.
O CD
4 2.2.3a Create 1.94 acres of wetland & 2.76 acres
of riparian enhancement.
O ADM
5 2.2.3b Allow filling of .78 acres of isolated
agricultural wetland seeps on hill.
O ADM
6 2.2.4a Allow .12 acres of creek fill for 3 bridge
crossings.
O ADM
7 2.2.4b All creek channel modifications to comply
with Drainage Design Manual & any other required
permits from Army Corps or Fish and Game.
O CD
8 2.2.5a Plant native species between trails/rec
features and wetland/riparian habitat
O ADM
9 2.2.5b Provide educational signage re: wetland &
creek habitats on public trails and OS.
O ADM
10 2.2.9a City will manage Righetti Hill open space in
accordance with City Standards.
O ADM
11 2.2.9b City will provide & maintain access to
Righetti Hill. City will development a management
plan consistent with COSE.
O ADM
12 2.2.10a Landowner maintains right to existing
structures & will manage parcel consistent with
Open Space standards.
O CD
13 2.3.3a 16.3 acres of active & passive parkland to
be provided with development. City will pursue 4
acres of joint use with SLCUSD with new school
development nearby.
O CD
14 2.3.3b 12-acre park to be developed: 10 acres to
be dedicated w/Phase I development
O CD
15 2.3.3c 2.5 acre junction park to be developed
when impact fees are available.
O PR
16 2.3.3d 1.5 acres of linear park to be developed
w/bike path adj to storm water basin.
O CD
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ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 39 -
17 2.3.3e 4 acres of park to be provided by a joint
use facility when elementary school is developed.
O CD
18 2.3.4a Subdivisions may provide parkland in lieu
of fee payment if findings can be made.
O CD
19 2.4.1a 20 ft landscaped setback from Orcutt and
Tank Farm Roads.
O CD
20 2.4.1b Parcels adjacent to Tank Farm & Orcutt are
sensitive sites & require ARC review.
O CD
21 2.4.1c ARC shall review landscape plans - cluster
trees and screen views of new structures.
O CD
22 2.4.1d Buildings on sensitive parcels shall not
include 2nd story unless 2nd floor is set back by 50
ft.
O CD
23 2.4.1e PC shall review design of sensitive lots
during subdivision review to ensure views are
maintained
O CD
24 2.4.1f ARC design review of units along Tank
Farm & Orcutt for compatibility & views of hill
O CD
25 2.4.1g E street residences shall not be visible from
Orcutt/Tank Farm intersection
O CD
26 2.4.1h R-1 subdivision at west base of Righetti Hill
- preserve views from D street to hill
O CD
27 2.5.1a Implement environmental mitigation
measures with entitlements as appropriate.
O CD
28 3.2.19a Provide public plaza/seating areas
adjacent to A/B streets intersection.
O CD
29 3.2.19 b Commercial use to occupy ground floor of
primary commercial area.
O CD
30 3.2.19c Provide commercial development
incentives: additional story, parking reduction,
exemption from OASP add-on fees.
O CD
31 3.2.24a Right-to-farm ordinance notification for
real property transfers.
O PW
32 3.2.24b Ag activities to be phased out by project
build-out. Existing uses legally-established subject
to Non-conforming uses under Zoning Code.
O CD
33 3.3.4a City will support affordable housing in area
through state and local density bonus incentives.
O CD
34 3.4.1a Geotech study required for each project
site prior to development.
O CD
35 3.4.1b All structures & development shall meet
appropriate codes (Building & Transportation).
O CD
36 3.4.2a Sites not previously surveyed shall conduct
a Phase I site assessment.
O CD
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ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 40 -
37 3.4.2b Environmental assessment reqd prior to
public access or development for buildings
associated with ag uses and 55 gallon drums in
plan area.
O CD
38 3.5.2a-h Performance standards for airport
compatibility.
O CD
39 4.1.1a Encourage architectural styles: Craftsman,
CA Bungalow, CA Mission themes
O CD
40 4.1.1b Design Standards for R-1 and R-2 districts. O CD
41 4.1.1c Design Guidelines for R-1 and R-2 districts. O CD
42 4.1.1d Design Standards for R-3 and R-4
development
O CD
43 4.1.1e Design Guidelines for R-3 and R-4
development
O CD
44 4.1.2a Residential design - use local streets to
enhance neighborhood atmosphere
O CD
45 4.1.2b Design features (porches, entryways,
yards) to strengthen connections.
O CD
46 4.1.2c Encourage universally accessible entries to
residences.
O CD
47 4.2.3a Traffic calming design for intersection of A
and B streets
O PW
48 4.2.3b Mixed use commercial area near
intersection of A&B streets to have 2 public plazas.
Adjacent buildings to be 2 stories tall.
O CD
49 4.2.3c Southern part of intersection of A&B streets
to be landscaped.
O CD
50 4.2.4a Building setbacks from A Street defined O CD
51 4.2.4b Trees in tree wells for whole mixed use
area
O CD
52 4.2.4c Mixed-use building facades, materials,
entries, windows to be consistent with one another.
O CD
53 4.2.1a Use figures 3.1 and 3.2 when reviewing
intersection plans for A and B streets
O CD
54 4.2.1b Height ordinance allowed to be relaxed to
enable architectural features.
O CD
55 4.3.4a Final landscape plan to include details &
not use invasive non-native plant species.
O CD
56 4.3.4b List of plants not be planted in OASP. O CD
57 4.4.3a OASP lighting standards - style, height,
efficiency, shielding, type, etc.
O CD
58 4.5.1a 160 ft wide distance buffer from train tracks
to residential areas.
O CD
15.b
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ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 41 -
59 4.5.1b Add landscaped berm or sound wall where
buffer is not adequate for noise.
O CD
60 4.5.1c Orient residential uses and outdoor areas
away from railroad tracks.
O CD
61 4.5.1d Put parking lots between residence and
railroad tracks.
O CD
62 4.5.1e Locate sensitive uses within residences
away from tracks.
O CD
63 4.5.1f Use insulating construction to reduce noise. O CD
64 4.5.2a Set outdoor activity areas 80' back from
Orcutt and Tank Farm Rd to reduce noise.
O CD
65 4.5.2b Locate sensitive uses within residences
away from roads.
O CD
66 4.5.2c 60 ft wide distance buffer from Orcutt and
Tank Farm Rd to residences.
O CD
67 4.5.2d Use insulating construction to reduce noise. O CD
68 4.7.2 Building placement & construction to
maximize passive systems for heating, cooling &
lighting.
O CD
69 4.7.2b Use shade, skylights, daylight controls, &
glazing to maximize energy savings.
O CD
70 4.7.2c Residential developments of >5 units/non-
residential uses >5,000 sq ft shall comply with
green building criteria
O CD
71 4.7.2d 5% of all single family units shall use
photovoltaics. Increase this percentage by 4%
each year.
O CD
72 4.7.3a Energy star compliant appliances required
for dwellings.
O CD
73 4.7.3b Use CFLs where possible. O CD
74 5.1.1 Orcutt Rd to have a continuous 2-way left-
turn lane, Class II bike lane, & curb/gutter between
Johnson and Tank Farm.
O PW
75 5.1.2 Tank Farm to be widened at D St, Brookpine
& Wavertree w/left turn lanes.
O PW
76 5.1.3 Tank Farm/Orcutt intersection realignment to
be completed in Phase I.
O PW
77 5.2.1 Collector streets will be single lane of travel
in each direction.
O PW
78 5.2.2 A St. shall have Class II bike lanes &
separated sidewalks & no parking (except adjacent
to neighborhood commercial area) on both sides.
O PW
15.b
Packet Pg. 663 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 42 -
79 5.2.3 B St. development standards. O PW
80 5.2.4 C St. development standards. O PW
81 5.2.5 D St. development standards. O PW
82 5.2.6 Bullock Ln to be extended to connect with
traffic circle at B & C streets.
O PW
83 5.2.7 Traffic circle to be built at B and C street
intersections.
O PW
84 5.2.8 Shared driveway access for A, B, C, & D
streets ok. Limited private drives ok.
O PW
85 5.3.1 E St development standards O PW
86 5.3.2 Allow alley area to count towards net site
area for density determination.
O CD
87 5.4.1 Bus routes, stops & pullout areas to be
determined by City transit.
O PW
88 5.5.1 Bike trail connections descriptions O PW
89 5.5.2 Neighborhood park bike trail path description O PW
90 5.5.3 Tank Farm & Orcutt Road bike paths and
bike bridge over Industrial Way
O PW
91 7.2.2a Circulation & road widths shall
accommodate Fire Dept. emergency access.
O PW
92 7.2.2b Public fire hydrants reqd. Adequate water
volumes to support fire hydrants for fire protection
needs.
O PW
93 7.2.2c Buildings shall have fire sprinkler systems
per SLOFD requirements.
O FD
15.b
Packet Pg. 664 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MID-HIGUERA AREA ENHANCEMENT PLAN
- 43 -
STATUS OF MID-HIGUERA AREA ENHANCEMENT PLAN
Status as of October 2016
Complete
Difficulty to Complete
Lead
Dept.
No. Program Summary or
Ongoing Low Medium High
1 Plant native veg along creek. Acquire land on
fwy side of creek & property on east side of
creek between City prop & Marsh Street
bridge for open space (Crk-a) O H
ADM
2 Improve open space at south end of Brook
St. (PPO-d) O M
ADM
3 Acquire CalTrans property & develop park
(PPO-a) H
P&R
4 Modify or replace Marsh St bridge if desirable
to align w/Higuera- Marsh (Flood-a) H
PW
5 Install bypass overflow channel parallel to
creek on City-owned OS (Flood-b) H
PW
6 Coordinate other flood-planning
improvements (Flood-c.) O H
PW
7 Widen Higuera to four lanes w/bike lanes &
median & mid-block turns (Circ-a) H
PW
8 Realign Bianchi Ln w/ High St. (Circ-b) H PW
9 Realign Pacific St. Close Walker St.
Landscape Walker closed area (Circ-c) H
PW
10 Parker St- CGS, trees, benches, lighting.
Higuera - trees, lighting & benches. Madonna-
landscaped median. Underground utilities &
remove billboards (Circ-d) H
PW
11 Extend Brook St. w/Caltrans site (Circ-e) H PW
12 Install bikeway along creek with bridge (Crk-
b) H
PW
13 Construct ped path on east side of creek. Add
benches, public art & interpretive displays &
bridges (Crk-c) H
PW
14 Establish a Mid-Higuera Area parking
committee & consider parking assessment
dist (Pkg-a) H
PW
15 Restripe street spaces & reduce driveway
ramps (Pkg-b) O M
PW
16 Review shared use parking & expand to
distribute parking (Pkg-c) H
PW
17 Lease or purchase 2 public parking lots (Pkg-
d) H
PW
15.b
Packet Pg. 665 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MID-HIGUERA AREA ENHANCEMENT PLAN
- 44 -
18 Acquire & improve public parking near
Archer/Walker/Higuera & Parker/High (Pkg-e) H
PW
19 Complete street improvements including ped
amenities (Pkg-f) H
PW
20 Establish in-lieu parking fee for the Mid-
Higuera Area (Pkg-g) H
PW
21 Add transit stops w/shelter, benches &
signage for the Mid-Higuera area. (Pub-a &
Pub-b) H
PW
22 Develop mini-plaza at Walker (PPO-b)
H
PW
23 Provide info kiosks at strategic places for
peds as part of the Mid-Higuera Enhancement
Plan. (PPO-c) H
PW
24 Acquire & maintain OS along creek & install
bridges & imps (PPO-e) H
PW
15.b
Packet Pg. 666 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 45 -
STATUS OF RAILROAD DISTRICT PLAN IMPLEMENTATION
PROGRAMS
Status as of October 2016
Complete
Difficulty to Complete
Lead
No. Program Summary or
Ongoing Low Med High Dept.
1 Install traffic signals at Upham (4.1B)
C
PW
2 Use CIPs & economic revitalization tools to
promote area (2.9C) O H
ADM
3 Limit noise & emissions from engine idling
between 10pm and 6am (3.1M) O M
CD
4 Ped Circulation Plan, Bike Transp. Plan,
Circulation Element, and RR District Plan to
be consistent (2.7B) O
CD
5 Identify code violations & work with owners
to correct (2.8C) O
CD
6 Rehabilitate historic SP Freight warehouse
(1.11)
- 4 construct phases & roof repair
completed C
PW
7 Install Curb, gutter, boardwalk & trees
along Santa Barbara, High, Roundhouse,
Emily & South Street (4.1D) O
H
PW
8 Clearly communicate with property
owners, railroad & ops staff (3.1I) O L
CD
9 Encourage added public telephones or
emergency call boxes (2.7E) M
CD
10 Install pedestrian crosswalks at Leff &
Upham streets (4.1A) M
PW
- Upham Crosswalk complete, Leff still
needed
11 Widen Santa Barbara Street from Broad to
Upham - including left turn pocket (4.1C) C
PW
12 Install standard gauge railroad track to
display of historic railroad cars (1.12) H CD
13 Install historic markers & improved walk of
history describing RR features (1.14) H CD
14 Public access to RR bikeway provided with
Villa Rosa development (1.17) H CD
15 Consider MU zone to allow broader range
of uses (2.9D) H CD
16 Consider CDBG funds for business loans
and rehabilitation grants (3.1K) H CD
15.b
Packet Pg. 667 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 46 -
17 Enforce property screening & maintenance
along ROW (3.1N) H CD
18 Rehabilitate historic water tower to 1940s
condition & update historic marker (1.6) H CD
19 Evaluate assessment district to pay for
undergrounding utilities (3.1O) H PW
20 Construct bikeway on land adjacent to
Johnson Ave for Southbound bicyclists
(1.1)
H
PW
21 Install bridge off Johnson Ave for bikeway
north to Cal Poly (1.2) H PW
22 Install pedestrian bridge over RR linking
Fairview with Penny Lane (1.3) H PW
23 Install bikeway & trail linking east side of
RR tracks to signal on Johnson @Lizzie St
(1.4)
H
PW
24 Install new bikeway along both sides of RR
ROW (1.5) H PW
- Partial improvements completed,
significant improvements still remain
25 Expand passenger loading zone in parking
lot north of depot (1.7) H PW
26 Install textured concrete paving &
crosswalks, ped lighting, trees & signage @
Leff and Osos (1.8)
H
PW
27 Plant palm trees on 50-100 ft centers (1.9)
H PW
28 Acquire land & construct a multi-modal
transit center with parking, shelter,
restrooms, info, bike storage, lockers etc
(1.10)
H
PW
29 Install street paving, curb, gutter, wood
sidewalks, street trees, lighting, & signage
on Railroad Ave, Osos, Santa Barbara,
High, Emily and Roundhouse Streets (1.13)
H
PW
- Santa Barbara Street improvements
complete; other improvements remain
30 Install bikeway between Alphonso and
Emily streets (1.15) H PW
31 Install ped/bike crossing for access from
Stoneridge/Lawrence Dr./Villa Rosa
neighborhoods to Sinsheimer Park (1.16)
H
PW
32 Improve bike/ped undercrossing to
Sinsheimer Park (1.18) H PW
33 Install bikeway linking RR bikeway with
Augusta /Southwood Drive neighborhood
through creek & park areas (1.19)
H
PW
15.b
Packet Pg. 668 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 47 -
34 Replace/repair fencing, remove trash &
install landscaping along fence line (1.20) H PW
35 Encourage expanded parking & staging
area for bikes (1.21) H PW
36 CIPs to install improvements at Emily,
Roundhouse, High, Church, Santa Barbara
& Osos for paving, curbs, lighting,
boardwalks, signage & trees (2.7C)
H
PW
37 Consider special engineering standards for
district public improvements (2.7D) H PW
38 Improve traffic circ-expand public transit,
bikeways, & widen Santa Barbara (3.1H) C PW
- Santa Barbara Street improvements 90%
complete; other improvements remain
39 Improve passenger loading facilities at
depot parking area (3.1J) H PW
40 Use RR parking lease funds to improve
parking enforcement, & lot appearance
(3.1L)
H
PW
41 Install additional traffic signage and street
lighting, where considered necessary at
pedestrian crossings to improve sight
distance (4.1E)
H
PW
15.b
Packet Pg. 669 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 48 -
STATUS OF AIRPORT AREA SPECIFIC PLAN
Status as of October 2016
Complete
Difficulty to Complete
Lead
No. Program Summary or Ongoing Low Med High Dept.
1 Establish joint RTA bus stop on S.
Higuera & Tank Farm Rd (AASP 6.3E) C
PW
2 Management program for area creeks
required with minimum setbacks of 35
ft. (AASP 3.3.1)
O
ADM
3 Develop remediation actions for
Chevron site to preserve natural
resources (AASP 3.3.4)
C
ADM
4 Establish mitigation bank within
Chevron property to serve AASP &
MASP areas (AASP 3.3.5)
C
ADM
5 Develop public access levels
compatible with maintaining habitat for
Chevron property (AASP 3.3.6)
C
ADM
6 Restore creek areas (AASP 3.3.7) O ADM
7 Retain open space corridor to allow
movement of wildlife on Chevron
property (AASP 3.3.8)
O
ADM
8 Maintain wildlife corridors south from
AASP toward Indian Knob & Davenport
Hills by obtaining greenbelts and
working with County (AASP 3.3.9P)
O
ADM
9 Enlarge wetland connection between
areas north and south of Tank Farm Rd
(AASP 3.3.10)
O
ADM
10 City will manage acquired open space
land to preserve habitat (AASP 3.3.11) O
ADM
11 City will pursue MOU for privately
owned open space lands to preserve
habitat (AASP 3.3.12)
O
ADM
12 In lieu fee for development not able to
dedicate land for open space (AASP
3.3.14)
O
ADM
13 Expansions of URL will secure open
space (AASP 3.3.15) O
ADM
14 Resource management activities
compatible with airport operations
(AASP 3.3.17)
O
ADM
15.b
Packet Pg. 670 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 49 -
15 Expand wetland north of Tank Farm
w/Chevron project (AASP 3.3.18) O
ADM
16 50 ft wetland setback required through
subdivision, development, & public
facilities (AASP 3.3.3)
O
CD
17 Require development to dedicate land
or easements for greenbelt (AASP
3.3.13)
O
CD
18 Locate bike paths outside creek
setback area (AASP 6.3H) O
PW
19 Bike lanes shall meet or exceed CA
DOT & City design standards (AASP
6.3I)
O
PW
20 Require bike lanes as part of frontage
improvements for development.
Require bus stops as part of
development improvements where
appropriate (AASP 6.3G)
O
PW
21 Establish timed transfer point on
Margarita Rd (AASP 6.3D) L
PW
22 Development to provide street furniture
or passenger amenities such as transit
stops, shelters, pads, trash receptacles,
etc. (AASP 6.3L)
M
PW
23 Amend Bicycle Transportation Plan to
include Airport area facilities (6.3F) M
PW
24 Limit access to creek side environment
between Broad St. and Santa Fe Rd
(AASP 3.3.2)
H
ADM
25 Access & interpretive info for historical
resources (AASP 3.3.16) H CD
26 TIF funds used for new buses to serve
AASP. Bus stops provided by adjacent
development (AASP 6.3C)
H
PW
27 Amend Circulation Element to expand
truck route network (AASP 6.3A) H PW
28 Connect bike lanes at intersections in
the Airport Area (AASP 6.3J) H PW
29 Establish a CIP program to include
bikeways not part of Airport
development (AASP 6.3K)
H
PW
15.b
Packet Pg. 671 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 50 -
STATUS OF MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION
PROGRAMS
Status as of October 2016
Complete
Difficulty to Complete Lead
No. Program Summary or
Ongoing Low Med High Dept.
1 1.1a Hills to be dedicated to City &
protected. C
ADM
2 1.1b Livestock grazing may be limited &
City will manage hillside vegetation. O
CD
3 1.1c Previously graded road to Telecom
facilities will be relocated. O
CD
4 1.2.a Acacia Creek corridor shall be 100
ft wide exclusive of sports fields & will be
replanted with riparian plants. O
CD
5 1.2.b Swales emerging from hills will have
open space corridors 50 ft wide & fenced
near developed areas. O
CD
6 1.2c Lower swales thru neighborhood
park will be accessible for play O
CD
7 1.3 Riparian and seasonal wetlands
which are shown as development areas
will be replaced in kind within MASP. O
CD
8 1.4a MASP development to detain peak
storm water flows on-site. Shallow basins
are preferable to deeper ones. O
CD
9 1.5a Protect ag land elsewhere in URL or
greenbelt. O
CD
10 1.6a Provide 10-acre neighborhood park,
and 16 acre improved sports field. O
CD
11 1.6.1a Neighborhood Park req's including
equipment and landmark feature.
CD
12 1.6.1b Some seating, cooking & small
child play space to be partly enclosed. O
CD
13 1.6.2 Greenspace and play fields mainly
semi-natural vegetation, with large trees
only at edges & possibility of community
gardens. O
CD
14 1.6.3 Greenways for cycling & walking
paths. O
CD
15 1.6.4 Sports fields to accommodate active
recreational uses & include on-site
parking. Shielded night lighting. C
CD
16 2.1.1 Low Density Residential areas for
SFRs only. No churches, schools or
secondary dwellings. O
CD
15.b
Packet Pg. 672 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 51 -
17 2.1.2 Density will be 7-9 dwellings/acre O CD
18 2.1.3 Lot dimensions are regulated by
Table 2 O
CD
19 2.1.4 A-C - setbacks and building/parking
orientation O
CD
20 2.1.5 Each dwelling shall have 2 off-street
parking spaces - one covered. & alley
access standards O
CD
21 2.2.1 Medium density residential areas -
detached houses on small lots or groups
of detached dwellings on larger lots O
CD
22 2.2.2 Medium Density shall be 8-16
dwellings/acre. O
CD
23 2.2.2 a-e Lot dimension table & standards
for Med Density O
CD
24 2.2.4 Med Density Building form -
setbacks and architecture O
CD
25 2.2.5 Parking to be located at rear. Alley
access standards and special setbacks if
located in front. O
CD
26 2.3.1 Med-High Density Res for attached
dwellings or PUDs. No churches or
schools allowed. O
CD
27 2.3.2 Med-High Density will be 13-18
units/acre. O
CD
28 2.3.3 Lot dimensions per Table 4 O CD
29 2.3.4 a&b Setbacks and architectural
criteria O
CD
30 2.3.5 Parking to be located at rear. Alley
access standards and special setbacks if
located in front O
CD
31 2.4.1 High-Density Residential - allow a
mix of densities and ownership. Churches
and Schools not allowed O
CD
32 2.4.2 High-Density Residential density will
be 19-24 units/acre O
CD
33 2.4.3 Lots to be developed as a single
parcel or condo however it may be divided
into two land parcels to allow for
affordable housing. O
CD
34 2.4.4 a-c High Density building form -
setbacks, arch character and porches or
other outdoor space. O
CD
35 2.4.5 Parking requirements and location O CD
36 2.5.1 Neighborhood commercial uses =
CN zone except no uses larger than 5,000
sq ft, schools, services stations O
CD
37 2.5.2 CN Density shown in Figure 5 O CD
15.b
Packet Pg. 673 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 52 -
38 2.5.3 CN lot dimensions & size minimums
O
CD
39 2.5.4 a-f CN Building Form (coverage,
height, setbacks, FAR, size, architectural
character O
CD
40 2.5.5 CN parking required 1/500 sq ft. &
1/300 sq ft for bikes O
CD
41 2.6.1 Business Park uses - master-
planned campus-type development. O
CD
42 2.6.1a BP Office - small offices and mixed
use. O
CD
43 2.6.1b BP General - R&D, Light
manufacturing, business services.
Allowed uses listed by approval level. O
CD
44 2.6.1c BP- Outdoor - landscaped parking,
storage, employee recreation areas O
CD
45 2.6.1d BP- prohibited uses = carnivals,
convalescent hospitals, dwellings,
homeless shelters, schools or public
assembly uses O
CD
46 2.6.2 BP employee density not to exceed
40 persons/acre O
CD
47 2.6.3 BP parcel sizes & dimensions O CD
48 2.6.4 BP vehicle access will be loops or
grid extensions. NO driveways on Prado
Rd. O
PW
49 2.6.5a-i BP site and building design (FAR,
Orientation, outdoor space, setbacks,
parking lots, heights, massing, entries, &
materials) O
CD
50 2.6.6a-d BP Continuity of landscape
space O
CD
51 2.6.7a-d BP parking requirements &
design O
CD
52 2.6.8a-b BP Landscape screening
required for loading, waste collection,
utilities & mechanical equipment O
CD
53 2.6.10 BP Outdoor employee amenity
areas are required O
CD
54 2.7.1 Special use area between hills and
Broad street (1.2 acres). House and
grounds should be preserved and uses
may include residence; B7B, hostel,
museum, art or craft gallery with retail
sales, restaurant, retail sales of food,
office for sales of MASP properties or
visitor info center. O
CD
55 3.1a Buildings to express human scale by
articulating mass O
CD
15.b
Packet Pg. 674 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 53 -
56 3.1b Architectural styles in plan are
encouraged O
CD
57 3.1c Residential entries should be
identifiable from streets or ped walkways O
CD
58 3.1d Universally accessible entries are
encouraged for all buildings O
CD
59 3.1e All development is encouraged to
have outdoor space shielded from aircraft
noise. O
CD
60 3.2 Street trees to create sense of identity;
focal areas should be highlighted through
trees and planting; riparian corridors
should have native landscaping; and all
landscaping should be water efficient. O
CD
61 3.3 Lighting shall be energy efficient,
avoid glare and minimize illumination
toward sky. O
CD
62 3.4 Building form & placement to meet
solar exposure objectives. O
CD
63 3.5 Public art to be encouraged at
neighborhood park & principal collector
street entries. O
CD
64 3.6 Dwellings & outdoor spaces to be
separated from Prado Rd by greenways,
green space & BP uses. Landscaped
berm to be installed where appropriate. O
CD
65 3.7 Fence and wall designs to comply with
community design guidelines O
CD
66 4.2 a-g performance standards to ensure
airport compatibility including limitation on
uses and operations that might be
dangerous; indoor noise level
requirements, avigation easement and
disclosure requirements O
CD
67 5.0 Traffic calming features to be
developed. Streets & drives to provide
access without unnecessary paving O
PW
68 5.1 City will extend transit service into
area as roads are developed. Transit
stops to include turnouts, shelters,
benches, trash receptacles & real time
arrival status displays. O
PW
69 5.2a New development shall include
sidewalks, ped paths, bike lanes and bike
paths. Precise alignments will be
determined with subdivisions. O
PW
15.b
Packet Pg. 675 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 54 -
70 5.2b Bike path width, paving, signs and
features to comply with Bicycle
Transportation Plan. Proposed crossings
may include features such as pavement
changes, signs or bulb-outs. O
PW
71 5.2c. Pedestrian and bike access to
sports fields will be by enhanced under or
over crossing with visibility for safety and
sense of place O
PW
72 5.3a-I Streets to foster traffic volumes
appropriate for land uses and
neighborhoods O
PW
73 5.4 Alleys should be used where feasible O PW
74 5.5 Local streets will have bulb-outs at
the end of blocks and at mid-block for
blocks longer than 500'. O
PW
75 5.7.1 Additional right-of-way for Broad
Street to accommodate bike lane, vertical
curbs, landscaped parkway, and center
median. O
PW
76 5.7.2 Prado Road facilities, phasing and
construction requirements O
PW
77 5.8 Traffic calming required -
roundabouts, traffic circles, intersection
treatments, and bulb-outs. O
PW
78 5.9 Street names to follow City
requirements. O
CD
79 6.3 Fire Dept. activated signal control
devices required for all intersections with
traffic signals O
PW
80 7.3.1 Subdivision plans must show
detailed solutions to storm water issues.
Developers are responsible for drainage
facilities serving their parcels. O
PW
81 7.3.2 All drainage facilities must comply
with NPDES & post construction runoff
controls O
PW
82 7.5 Each residence shall have one 2"
conduit connected with underground
system to facilitate future installation of
high-speed data system. O
PW
83 7.7 All new power, telephone & cable
lines to be installed underground. All
existing line facilities to be underground at
time of frontage construction. O
PW
84 7.8 Streets & utilities installations must be
built to ensure that later projects can build
upon systems that are appropriately sized
and located. O
PW
15.b
Packet Pg. 676 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 55 -
85 8.1a The area shall accommodate at
least 2 sites with a total capacity of 40
dwellings for HASLO to provide affordable
housing. O
CD
86 8.1b Residential area may be developed
with modular or manufactured dwellings
that comply with specific plan. O
CD
87 8.1c Affordable housing density bonuses
available in area designated in Fig 5 only
due to airport land use plan. O
CD
15.b
Packet Pg. 677 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
CLIMATE ACTION PLAN
- 56 -
STATUS OF CLIMATE ACTION PLAN IMPLEMENTATION
Status as of October 2016
Complete
Difficulty to Complete
Lead
No. Program Summary or
Ongoing Low Med High Dept.
BLD
1.1
Accomplish 425 residential
and 10,000 sq ft of
commercial energy retrofits
annually
O CD
BLD
1.2
Encourage monitoring of
energy use via energy
monitors, web apps, and
State-required energy
disclosures
O CD
BLD
1.3
Evaluate options for local
energy conservation
ordinance
M CD
BLD
1.4
Identify energy efficient
upgrades for historic
buildings that preserve
integrity
M CD/ADM
BLD
2.1
Expand incentive program for
projects that exceed Title 24 O CD
BLD
2.2
Require new development to
install energy efficient
appliances
C CD
BLD
2.3
Amend design guidelines to
promote low impact
development strategies
L CD
BLD
3.1
Promote energy efficiency
programs and financing O CD/UT
BLD
3.2
Collaborate with County,
state, & energy providers for
single portal to database
O CD
BLD
3.3
Work with local green build
organizations for outreach
and education
O CD
BLD
3.4
Work with business
community for a green
business certification
program
L CD/ADM
RE 1.1
Work with County to promote
renewable funding and
financing
O ADM
15.b
Packet Pg. 678 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
CLIMATE ACTION PLAN
- 57 -
RE 1.2
Work w/county & regional
energy providers to evaluate
a "feed-in tariff" program to
pay for renewable energy
provided
M ADM
RE 2.1
Incentivize renewable energy
generation by reducing
permit costs & streamlining
review
O CD/ADM
RE 2.2
Revise City policies to
remove barriers to renewable
energy use & implement
COSE 4.6.17
L CD/ADM
RE 2.3 Evaluate feasibility of
regional CCA L CD/ADM
RE 3.1 Educate community re:
renewable energy programs O CD/UT
RE 3.2 Consider results of SLO-
RESCO project L CD/ADM
RE 3.3 Encourage use of
photovoltaics O CD/UT
TLU
1.1
Implement the short range
transit plan M PW
TLU
1.2
Continue to research funding
sources for transit service
upgrade projects
O PW
TLU
1.3
Support the County's Energy
Wise Plan strategy to add
transit routes
O CD/PW
TLU
1.4
Continue to offer free or
discounted bus passes O PW
TLU
2.1
Require 8% spaces
designated for CAVs in
parking lots > 50 spaces
M CD/PW
TLU
2.2
Pre-wire electric vehicle
charging stations (2% of
spaces) for parking lots >50
spaces
M CD/PW
TLU
2.3
Work with APCD on EV
Readiness O CD/PW
TLU
2.4
Identify street networks
appropriate for NEV use M PW
TLU
2.5
Designate spaces in public
parking lots and MF housing
projects for car-shares
M CD/PW
TLU
3.1
Modify BTP to achieve 20%
bike mode share H PW
TLU
3.2
Develop funding & staff
resources to implement BTP H PW
15.b
Packet Pg. 679 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
CLIMATE ACTION PLAN
- 58 -
TLU
3.3
Research bike-share
program near parking
facilities
L PW
TLU
4.1
Require new & redeveloped
streets to address all travel
modes
M CD/PW
TLU
4.2
Develop a Downtown
Pedestrian Plan M PW
TLU
4.3
Collaborate to expand Safe
Routes to School programs,
events & projects
M PW
TLU
4.4
Identify traffic congestion
management techniques M PW
TLU
5.1
Improve connectivity
between neighborhoods M PW
TLU
5.2
Promote infill (increase
density in suitable zones) L CD
TLU
5.3
Incentivize mix-use by
addressing parking and
streamlining permit review
M CD
TLU
5.4
Evaluate mixed-use projects
in high density residential
zones
L CD
TLU
5.5
Apply MU overlay zone to
areas suitable for TOD M CD
TLU
6.1
Make cost of using DT
parking structures less
expensive than parking
meters
O PW/ADM
TLU
6.2
Locate transit stops & bike
racks near parking structures O PW
TLU
7.1
Amend zoning regulations to
increase potential parking
reductions from 10-30% for
shared parking
M CD
TLU
8.1
Improve City's jobs-housing
balance O CD/ADM
TLU
8.2
Support infill housing -
especially below market rate
housing
O CD
TLU
8.3
Continue to reduce barriers
to production of SDUs O CD
TLU
9.1
Distribute transportation
welcome packets O PW
TLU
9.2
Install informational bike
signage O PW
TLU
9.3
Continue partnerships with
regional organizations on
outreach and education
O CD
15.b
Packet Pg. 680 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
CLIMATE ACTION PLAN
- 59 -
TLU
9.4
Market incentive programs to
employers and workers L ADM
WTR
1.1
Require landscape projects
to minimize turf and use
native & drought-tolerant
plants
C CD/UT
WTR
1.2
Require landscape projects
to use low-water using &
efficient irrigation systems
C CD/UT
WTR
1.3
Encourage use of recycled,
grey, or rainwater harvesting
systems
O CD/UT
WTR
2.1
Review development for
consistency with CALGreen
water standards
O CD
WTR
2.2
Expand recycled water
infrastructure to encourage
use by new projects
O CD/UT
WTR
2.3
Require use of native &
drought-tolerant plants O CD/UT
WTR
3.1
Provide graphic history &
comparison of water usage
on utility bills
O UT
WTR
3.2
Maintain on-line resources &
outreach materials for water
saving tips, planting guides,
& rebates
O UT
WST
1.1
Continue to provide recycling
& green waste services O UT
WST
1.2
Evaluate effectiveness of
more aggressive volume-
based rates
M UT
WST
1.3
Enforce IWMA standards re:
recycling services provided
by landlords
M UT
WST
1.4
Re-establish financial support
for home composting M UT
WST
1.5
Explore feasibility of waste
audit program M UT
WST
1.6
Consider curbside food
waste pickup M UT
WST
1.7
Evaluate effectiveness of
food packaging ordinance M ADM
WST
1.8
Evaluate collection of waste
cooking oil and city-run
biodiesel distribution
M ADM/UT
WST
1.9
Evaluate relocating bio-solid
composting closer to City M ADM/UT
15.b
Packet Pg. 681 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
CLIMATE ACTION PLAN
- 60 -
WST
2.1
Provide option for waste
audits to educate consumers
where waste can be reduced
C UT
WST
2.2
Maintain on-line resources &
outreach for recycling C UT
WST
2.3
Host interactive workshops
on home composting O UT
WST
2.4
Explore options for landfill &
Water reclamation site visits
to public & school groups
O UT
PKS
1.1
Conduct audit of parks &
open space to identify tree
planting locations
H P&R
PKS
1.2
Expand tree planting
programs H P&R/ADM
PKS
1.3
Establish Urban Forester
intern program H ADM
PKS
2.1
Negotiate easements & land
donations for conservation H ADM
PKS
2.2
Implement conservation
plans for open space areas O H ADM
PKS
2.3
Use conservation easements
to create connected trails O ADM
PKS
2.4
Expand donation programs
for open space preservation
& maintenance
H ADM
PKS
2.5
Partner w/other organizations
to preserve open space &
develop parkland
O H ADM
PKS
3.1
Store City green waste at
composting facilities O ADM
PKS
3.2
Continue to chip larger green
waste & make available for
public use
O ADM
PKS
4.1
Identify suitable locations for
community gardens L ADM/P&R
PKS
4.2
Implement Calle Joaquin AG
Reserve Master Plan L ADM
PKS
5.1
Continue tree planting &
maintenance education
programs
O ADM
PKS
5.2
Partner w/regional
organizations to create
volunteer opportunities for
trail & open space
maintenance.
O ADM
PKS
5.3
Advertise availability of green
waste. O ADM
15.b
Packet Pg. 682 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
CLIMATE ACTION PLAN
- 61 -
GO 1 Create & implement a City
building retrofit program O CD/ADM
GO 2 Generate renewable energy
at City-owned facilities H ADM
GO 3 Continue to upgrade to fuel-
efficient vehicles O PW
GO 4.1 Replace traffic signal fixtures
with LEDs M PW
GO 4.2 Replace streetlights w/high
efficiency fixtures O PW
GO 4.3
Upgrade outdoor lighting
fixtures at City-owned
facilities
M PW
GO 5.1 Prioritize replacement of
water pumping & lift stations H UT
GO 5.2 Implement the WRRF energy
conservation plan H UT
GO 6.1 Ensure all City facilities have
recycling containers L PW/UT
BO 6.2
Assess feasibility of food
scrap collection & pickup in
public places
L UT
GO 7.1 Choose right plants for City
landscapes L PW
GO 7.2 Prepare soils for water
penetration & retention L PW
GO 7.3 Design & operate efficient
irrigation O L PW/UT
GO 7.4
Install water efficient fixtures
& maintain leak control at
City facilities
O PW/UT
GO 8 Use BAT for equipment &
vehicle fleet replacements M PW
GO 9
Continue to reduce single
occupant employee
commuting
O ADM/PW
GO 10 Hire staff to implement CAP
& energy programs H ADM/CD
GO
11.1
Publish CAP information on
web site O CD/UT
GO
11.2
Participate in regional events
to educate community about
climate action planning
O CD/UT
15.b
Packet Pg. 683 Attachment: b - Status of General Plan Implementation Programs [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
STATUS OF CURRENT CIP PROJECTS
As of November, 2016
3
15.c
Packet Pg. 684 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
15.c
Packet Pg. 685 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
STATUS OF 2015-17 CAPITAL IMPROVEMENT PROJECTS
Purpose
The purpose of this report is to provide the Council with a concise, yet comprehensive, summary
of the status of the City’s Capital Improvement Plan (CIP) projects.
As discussed in greater detail below, the City is making excellent progress in achieving its
current CIP goals. Of the 108 major projects that have been financially active during the 2015-
17 Financial Plan period:
1. 28% (30) are completed.
2. 81% (78) are “in process”. In process includes projects under construction, acquisition,
fleet carryover, and on-going projects.
3. Of the 78 projects that are in process, 96% of them are on schedule. Of the four percent
that are not on-schedule staff is diligently working to get them back on track.
Status of Major City Projects
The “Status of Major City Projects” chart below presents Public Works’ progress on 20 major
CIP projects as of November 2016. Project completion status is presented as “percent complete”
based on the project phase (construction, design, or study).
The 20 projects presented all meet at least one of the CIP Review Committee’s “high priority”
criteria, with many meeting more than one criteria. The CIP Review Committee uses the
following questions to help identify priority CIPs for Council consideration.
1. Does it help achieve a Major City Goal?
2. Is the project needed to meet significant public health or safety concerns?
3. Is there significant outside funding?
4. Is it needed to adequately maintain, repair or replace existing infrastructure, facilities or
equipment?
5. Will it result in significant operating cost savings or productivity improvements?
6. Is it required to meet state or federal mandates?
7. Is it needed to meet the City’s public art policy or funded through the private sector public art
in-lieu fee?
15.c
Packet Pg. 686 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
15.c
Packet Pg. 687 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
Status of all of the City’s Current CIP Projects
This report summarizes the status of all 109 major CIP projects with financial activity during the
2015-17 Financial Plan period organized as follows:
Project Status. Projects are first presented under Major City Goal, Other Important Objective
and Regular Priority.
Primary Function. Within each category, projects are then presented by their primary function:
1. Public Safety
2. Public Utilities
3. Transportation
4. Leisure, Cultural & Social Services
5. Community Development
6. General Government
15.c
Packet Pg. 688 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
15.c
Packet Pg. 689 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
N
o. Project Function
%
Com
plete
Current
Status
Major City Goals
1 1 Railroad Trail Maintenance - 2016 Leisure, Cultural &
Social Services 70% On
Schedule
2 2 Islay Hill Pathway Maintenance
2017
Leisure, Cultural &
Social Services 50% On
Schedule
3 3 Mission Plaza Master Plan 2016 Leisure, Cultural &
Social Services 41% On
Schedule
4 4 Mission Plaza Railing Replacement
2015
Leisure, Cultural &
Social Services 40% On
Schedule
5 5 Golf Course Pro Shop Assessment
2016
Leisure, Cultural &
Social Services 10% On
Schedule
6 6 2016 Fire Station 2 Exterior
Driveway Slab Replacement Public Safety 20% On
Schedule
7 7 Chorro Street NTM Transportation 100% Completed
8 8 Highland/Chorro Bicycle
Improvements Transportation 100% Completed
9 9 LOVR at 101 and SLO Creek
Bridge Widening 2016 Transportation 100% On
Schedule
10 1
0
Railroad Safety Trail Taft to
Phillips - 2015 NOT BUILT Transportation 100% Other
11 1
1 South at Parker Median 2016 Transportation 100% Completed
12 1
2
Downtown Crosswalk Upgrades -
Marsh & Higuera 2016 Transportation 50% On
Schedule
13 1
3
Marsh at Santa Rosa Replacement
2016 Transportation 50% On
Schedule
14 1
4
RRST Class I Connection Laurel &
Orcutt Transportation 50% Behind
Schedule
15 1
5 Broad Street Bicycle Boulevard Transportation 25% On
Schedule
16 1
6
LOVR Interchange Landscape and
Mitigation Transportation 25% On
Schedule
17 1
7
Railroad Safety Trail Taft to
Pepper - 2017 Transportation 25% On
Schedule
18 1
8
Bob Jones Trail Octagon Barn
Connection Transportation 20% On
Schedule
19 1
9 2018 Silt Removal Transportation 10% Completed
20 2
0
Buchon and Santa Rosa Storm
Drainage Improvements Project Transportation 10% On
Schedule
21 2
1
Madonna and LOVR
Rehabilitation Project 2017 Transportation 10% On
Schedule
22 2
2 CDBG Curb Ramps 2017 Transportation 5% On
Schedule
23 2
3
Pacheco-Bishop Peak Safe Routes
to School Transportation 2% On
Schedule
24 2
4 California Taft Roundabout Transportation 0% On
Schedule
15.c
Packet Pg. 690 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
Other Important Objectives
25 Golf Course Restroom
Replacement 2016
Leisure, Cultural &
Social Services 100% Completed
26 Sinsheimer Playground
Renovation 2016
Leisure, Cultural &
Social Services 50% On
Schedule
27 Laguna Lake Management-
Dredge 2017
Leisure, Cultural &
Social Services 25% On
Schedule
28 Police Facility Site Assessment Public Safety 20% On
Schedule
29 Chorro Waterline Replacement Public Utilities 0% On
Schedule
30 Albert Drive Stormdrain
Replacement 2016 Transportation 100% Completed
31 CMP Repair Bullock Lane 2016 Transportation 50% On
Schedule
Regular Priority
32 919 Rental Insp Remodel 2015 Community
Development 100% Completed
33 ADA Assessment / Transition
Plan 2016
Community
Development 10% On
Schedule
34 City Hall Upstairs Remodel
2015 General Government 100% Completed
35 Fleet Purchase/Replacement
2015-16 General Government 100% On
Schedule
36 Project Management Software
Replacement 2015 General Government 100% Completed
37 IT Purchase/Replacement 2016-
17 General Government 90% On
Schedule
38 City Space Needs Analysis General Government 75% On
Schedule
39 Corp Yard 25 Prado Bldgs
Painting 2016 General Government 75% On
Schedule
40 Corp Yard 25 Prado Bldg B
HVAC 2016 General Government 50% On
Schedule
41 Fleet Purchase/Replacement
2016-17 General Government 30% On
Schedule
42 IT Purchase/Replacement 2015-
16 General Government 10% On
Schedule
43 Jack House Elevator Removal
2016
Leisure, Cultural &
Social Services 100% Completed
44 Jack House Restroom Rebuild
2015
Leisure, Cultural &
Social Services 100% Completed
45 Pool Repair Re-plaster 2015 Leisure, Cultural &
Social Services 100% Completed
46 Santa Rosa Ballfield Netting
2015
Leisure, Cultural &
Social Services 100% Completed
15.c
Packet Pg. 691 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
47 Skate Park 2015 Leisure, Cultural &
Social Services 100% Completed
48 Meadow Ped Light Replace
2016
Leisure, Cultural &
Social Services 65% On
Schedule
49 Islay/French Parks Basketball
Surfaces 2016
Leisure, Cultural &
Social Services 50% On
Schedule
50 Santa Rosa Hockey Court 2016 Leisure, Cultural &
Social Services 50% On
Schedule
51 Human Resources Remodel
2016
Leisure, Cultural &
Social Services 25% On
Schedule
52 Meadow Park Pedestrian
Bridges Replacement
Leisure, Cultural &
Social Services 25% On
Schedule
53 Islay/French Parks Tennis Court
Surfaces 2016
Leisure, Cultural &
Social Services 20% On
Schedule
54 Urban Forest Maintenance Leisure, Cultural &
Social Services 5% On
Schedule
55 Laguna Lake ADA Trail 2016 Leisure, Cultural &
Social Services 4% On
Schedule
56 Laguna Lake Dog Off-Leash
Fencing 2016
Leisure, Cultural &
Social Services 4% On
Schedule
57 Fire Station 2 Dorm-Restroom
Remodel 2016 Public Safety 100% Completed
58 Fire Department Electronic
Patient Care Reporting (ePCR) Public Safety 95% On
Schedule
59
Waterline Abandonment &
Connections Various Locations
2016
Public Safety 25% On Hold
60
Fire Station 1/City EOC
Rewiring, Carpet and Paint
Maintenance
Public Safety 15% On
Schedule
61 California-Johnson Waterline
Replacement 2015 Public Utilities 100% Completed
62 Marsh Higuera California 2016 Public Utilities 100% Completed
63 Calle Joaquin Siphon and Lift
Station Replacement Public Utilities 90% On
Schedule
64 Margarita Lift Station
Replacement 2016 Public Utilities 90% On Hold
65 Stafford, Taft, Kentucky Sewer
Line Replacement Public Utilities 90% On
Schedule
66 Water Distribution Telemetry
System Upgrade Public Utilities 60% On
Schedule
67 Sewer Lining Project 2016 Public Utilities 50% On
Schedule
68 Waterline Replacement Various
Locations 2016 Public Utilities 32% On
Schedule
15.c
Packet Pg. 692 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
69 Osos/Leff/Santa Barbara - 2017 Public Utilities 25% On
Schedule
70 Stenner Canyon Waterline
Rehabilitation 2017 Public Utilities 25% On
Schedule
71 Reservoir No. 2 Replacement
2017 Public Utilities 15% On
Schedule
72 Waterline Replacement Various
Locations 2017 Public Utilities 15% On
Schedule
73 Water Resource Recovery
Facility Upgrade 2017 Public Utilities 15% On
Schedule
74
Terrace Hill & Wash Water
Recoat and Earthquake Retrofit
2016
Public Utilities 10% On
Schedule
75 Foothill-Chorro PRV
Replacement 2016 Public Utilities 0% On
Schedule
76 Jennifer, Rachel, High 2016 Public Utilities 0% Behind
Schedule
77 City Hall Perimeter Drain
Replacement 2016 Public Works 50% On
Schedule
78 Broad at Murray Bank & Silt
2015 Transportation 100% Completed
79 CDBG Curb Ramps Various
Locations 2015 Transportation 100% Completed
80 Directional Signs 2016 Transportation 100% Completed
81 Johnson at Buchon Pump
Replacement 2015 Transportation 100% Completed
82 Johnson Ave Micro surfacing
2015 Transportation 100% Completed
83 Sidewalk Cleaning Transportation 100% Completed
84 Sidewalk Garden-Broad 2015 Transportation 100% Completed
85 Toro Bank Stabilization & Silt
Removal 2015 Transportation 100% Completed
86 Transportation Monitoring 2016 Transportation 100% Completed
87 Trench Repair and Minor
Concrete - JOC 2013 Transportation 100% Completed
88 Zone 8 & 1 Roadway Sealing
2016 Transportation 100% Completed
89 Paving Management Program
2016 Transportation 90% On
Schedule
90 CMP Replacements 2015 Transportation 80% On
Schedule
91 DT Sidewalks - Trees 2016 Transportation 75% On
Schedule
15.c
Packet Pg. 693 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
92 Broad & Buchon Curb Ramp Transportation 51% On
Schedule
93 Calle Joaquin at LOVR Park-
Ride 2016 Transportation 50% On
Schedule
94 CDBG Curb Ramps Various
Locations 2016 Transportation 50% On
Schedule
95 City Gateways 2015 Transportation 50% On
Schedule
96 Transit 29 Prado Facility
Remodel 2016 Transportation 50% On
Schedule
97 Marsh Street Garage
Improvements 2016 Transportation 40% Behind
Schedule
98 Mid-Higuera Bypass 2017 Transportation 40% On
Schedule
99 Higuera at 50 Higuera
Widening Transportation 20% On
Schedule
100 Monterey & Osos Traffic
Signal Transportation 20% On
Schedule
101 Railroad Crossing Upgrade -
California & Foothill Transportation 20% On
Schedule
102
Concrete Streets and
Accessibility Improvements
Project 2016
Transportation 15% On
Schedule
103 Downtown Renewal Basement
Repair 858 Higuera Transportation 15% On
Schedule
104 Maintenance Work - JOC 2016 Transportation 10% On
Schedule
105 Prado at Higuera Replacement
2018 Transportation 5% On
Schedule
106 Santa Fe at Tank Farm 2018 Transportation 5% On
Schedule
107 LOVR Crack Sealing Project Transportation 0% On
Schedule
108 Palm-Nipomo Parking Structure Transportation 0% On
Schedule
15.c
Packet Pg. 694 Attachment: c - CIP Status Report 2017-19 [Revision 2] (1501 : Setting the Stage for 2015-17 Financial Plan)
LONG-TERM
CAPITAL IMPROVEMENT PLAN
15.d
Packet Pg. 695 Attachment: d - Long Term CIP Update (1501 : Setting the Stage for 2015-17 Financial Plan)
2
OVERVIEW
The Long-Term Capital Improvement Plan (CIP) provides a glimpse into the future
improvement needs of the City as envisioned by the General Plan. Many of our current
infrastructure assets are not adequate to handle the needs of the future. Many streets must
be built or widened, intersections improved, bicycle facilities added, water lines and sewer
lines extended into new areas, and new parks must be built. The Long-Term CIP can serve
as a guide for required future investments to support the General Plan as well as other
Council approved policies, plans, and goals in place today. At the time of General Plan
build out, the projects included in the Long-Term CIP would ideally be built and available
for use by the community.
Annual maintenance needs for City infrastructure are shown below are represent the ideal
annual investment.
Annual Maintenance Needs
Asset Ideal Annual Funding
Traffic Management $ 250,000
Pavement Management $ 4,400,000
Curb, Gutter, Sidewalks $ 1,000,000
Flood Control $ 5,300,000
Sidewalk Ramps $ 580,000
Parks Play Equipment $ 150,000
Water Systems $ 3,100,000
Sewer Systems $ 2,800,000
Buildings $ 1,570,000
Bike Path Maintenance $ 100,000
Openspace Maintenance $ 150,000
Total $ 19,400,000
Annual maintenance needs of existing assets are an important consideration when
considering the one-time implementation cost of future infrastructure expansions projects.
While the Long-Term CIP focuses on the new facilities and infrastructure needed to
support the City at build-out, the costs to maintain existing assets should also be
considered. Ideally, these projects would be built as part of new development taking place
in the City, but this may be unrealistic. The City may need to build some of these projects
using grant funds, general funds, or some form of debt financing. There also may be
opportunities in the future in which to leverage grant funding to build larger infrastructure
maintenance projects to complement what new development provides.
By considering the Long-Term CIP in the context of the 2017-19 Financial Plan process,
these projects provide an important starting place in assessing which ones might be a high
priority to consider in the next funding cycle. The list is a way for the Council to see the
long-term infrastructure improvements that are needed and have an “order of magnitude”
idea of how much it may cost to fully implement.
15.d
Packet Pg. 696 Attachment: d - Long Term CIP Update (1501 : Setting the Stage for 2015-17 Financial Plan)
3
With this understanding, the Long-Term CIP is one of the pieces of information for the
Council to consider in setting goals and priorities for 2017-19. This Long-Term CIP is
conceptual, and in most cases, the projects have not undergone detailed analysis, nor
undergone the rigor of the public review process. They represent City staff’s best
assessment of costs and scope based on what is known today, but may undergo changes in
scope or importance as new challenges and issues emerge over time.
In short, this report focuses on presenting the "inventory" of improvements that may be
needed at some time in the future, as a starting point in the goal-setting process.
A summary of estimated cost of the Long-Term CIP by function is shown below with
project level detail shown on the subsequent pages.
Long-Term CIP Summary by Function
Function Amount
Public Safety $ 55,850,000
Public Utilities $ 207,500,000
Transportation $ 682,858,000
Leisure, Cultural and Social Services $ 145,270,000
Community Development $ 10,500,000
General Government $ 23,350,000
Total $ 1,125,328,000
15.d
Packet Pg. 697 Attachment: d - Long Term CIP Update (1501 : Setting the Stage for 2015-17 Financial Plan)
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