HomeMy WebLinkAbout04-11-18 PRC Agenda PacketCity of San Luis Obispo, Agenda, Parks and Recreation Commission
Regular Meeting on Wednesday, April 11, 2018 @ 5:30 p.m.
SLO SWIM CENTER, 902 SOUTHWOOD DRIVE
CALL TO ORDER: Chair Avakian
ROLL CALL: Commissioners Applegate, Olson, Schwab, Spector and Thurman
Public Comment Period. At this time, you may address the Commission on items that are not on the agenda but are of interest to
the public and within the subject matter jurisdiction of the Parks and Recreation Commission. The Commission may not discuss or
take action on issues that are not on the agenda other than to briefly respond to statements made or questions raised, or to ask staff
to follow up on such issues.
PRC Meeting Agenda
1.Consideration of Minutes of Regular Meeting of March 7, 2018
2.Oath of Office for Parks and Recreation Commissioner Stewart (City Clerk – 5 minutes)
3.Presentation: Parks and Recreation Master Plan and General Plan Element Update
Review and discuss the community engagement plan and initial planning framework for
Parks and Recreation Element and Master Plan Update. (Scott/Consultant - 90 minutes)
4.Presentation: Director’s Report (Stanwyck – 15 minutes)
5.Subcommittee Liaison Reports: (Avakian – 15 minutes)
Committee Liaison
Adult and Senior Programming Robert Spector
Active Transportation Committee Susan Olson
City Facilities (Damon, golf, pool, joint use) Greg Avakian
Jack House Committee Vacant
Tree Committee Rodney Thurman
Youth Sports Association Keri Schwab
6.Communications
Adjourn to Rescheduled Regular Meeting to May 2, 2018
APPEALS: Administrative decisions by the Parks and Recreation Commission may be appealed to the City Council in
accordance with the appeal procedure set forth in Chapter 1.20 of the San Luis Obispo Municipal Code.
The City of San Luis Obispo is committed to including the disabled in all of its services, programs, and activities.
Please contact the Clerk or staff liaison prior to the meeting if you require assistance.
Minutes - DRAFT
PARKS AND RECREATION COMMISSION
07 March 2018
Regular Meeting of the Advisory Body Commission
CALL TO ORDER
A Regular Meeting of the Parks and Recreation Commission was called to order on the 7th day of
March 2018 at 5:31 p.m. in the Parks and Recreation Administration Conference Room located
at 1341 Nipomo Street, San Luis Obispo, California, by Chair Avakian.
ROLL CALL
Present: Commissioners Kari Applegate, Keri Schwab, Bob Spector, Jeff Whitener
Absent: Chair Avakian, Vice Chair Thurman, Commissioner Olson
Staff: Parks and Recreation Director Shelly Stanwyck
Recreation Manager Facilities and Aquatics Devin Hyfield
Associate Planner, Shawna Scott
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
None
CONSENT AGENDA AND CONSIDERATION OF MINUTES
ACTION: APPROVAL OF THE REGULAR MEETING MINUTES OF THE PARKS AND
RECREATION COMMISSION FOR FEBRUARY 7, 2018.
1.Consideration of Minutes
CARRIED 4:0:0:3 to approve the minutes of the Parks and Recreation Advisory Body
for the regular meeting of 2/07/18 as motioned by SPECTOR and second by
SCHWAB.
AYES: APPLEGATE, SCHWAB, SPECTOR, WHITENER
NOES: NONE
ABSTAIN: NONE
ABSENT: AVAKIAN, THURMAN, OLSON
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DRAFT Minutes – Parks and Recreation Commission Meeting of March 7, 2018 Page 2
2.Presentation. Provide Feedback on Concept for Pilot Dog Off Leash Opportunity at
Sinsheimer Park
Staff Hyfield presented the proposed pilot program for an off-leash dog area at
Sinsheimer Park including points from the letter received from the residents interested in
partnering with the City and the memo highlighting impacts to the Public Works Park
Maintenance division.
Public Comment
Amy Phelan, Sinsheimer Resident, mentioned that there is a large group of people that
utilize Sinsheimer Park and Stockton field for an off-leash dog area and said that it would
nice to have a spot at Sinsheimer that is legal to have their dogs off leash. Residents are
willing to assist in the improvements at the park if approved.
Commission Comments followed
Commissioner Whitener asked about the times of the use. Resident Phelan commented
that the residents use would be more focused on the morning and night use of the area.
Commissioner Spector wanted to make sure that the use would be respectful of the users
of the park, with the City staff and other park uses. If approved, at the end of the pilot
program would need criteria to be discussed in detail.
Commissioner Applegate sought clarification on the area between the Stadium and
Stockton field noted in the Maintenance letter.
Commissioner Schwab asked about the City partnering with volunteer groups on the
collaborative projects. Wanted to make sure that volunteer groups were held to the
agreement terms with the City.
Commissioner Whitener noted a concern with the use temporary fencing for a longer
term period proposed (2-3 years) and the other uses of the parks.
Commission is in support of the pilot project conceptually. Staff will coordinate a
meeting in the field with the users, as well as with Commissioner Applegate would Park
Maintenance staff, batting cage users and potential project proponents to further discuss
the use and how it could be accomplished. Following the development of a plan (if
possible) staff would return with a more detailed project for the PRC to consider.
3.Presentation. Monthly Update of Parks and Recreation Element and Master Plan
Project
Staff Scott presented an update on the Parks and Recreation Element and Master Plan
project with focus on the scope of work by the consultants. Information regarding the
phases and schedule will be included in the upcoming April meeting. Draft documents
will include an outline of the project and looking for feedback from the commission. The
consultants, WRT, will be attending the PRC meeting April 11.
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DRAFT Minutes – Parks and Recreation Commission Meeting of March 7, 2018 Page 3
Public Comment
None
Commission Comments followed
None
4.Presentation. Funding the Future of SLO
Director Stanwyck gave information about funding options for the future needs of the
City based on plans adopted throughout the years focusing on economic development,
unfunded liabilities, and infrastructure financing. Building the future of SLO based on
approved plans creates unfunded infrastructure costs around $400 million. The
presentation highlighted general projects, enhancing parks, improving transportation,
community improvements and public facilities. Funding mechanisms proposed by City
staff were also highlighted.
Public Comment
None
Commission Comments followed
Commissioner Spector asked about how the updated the federal tax measures would
affect how the public will react to the proposed funding needed. Asked about the
process to decide how priority projects are chosen.
Commissioner Applegate asked for clarification on the transient occupancy tax (TOT).
Would like to organize City officials to speak with local YPNG group.
Commissioner Schwab asked about the council direction regarding cannabis store
fronts.
Commissioner Whitener is in agreement with the taxes to improve the City.
COMMITTEE COMMUNICATIONS
5.Director’s Report
Director Stanwyck provided a brief update of current Parks and Recreation programming.
•Advertising for artists continues to paint the remaining utility boxes.
•Minimum days at local schools. Additional Parks and Recreation staff have been
utilized to assist during the mid-day gap.
•3rd anniversary of the SLO Skate park was well attended and a positive
community event.
•March for Our Lives, a Women’s March event, is upcoming on March 24 at
Mitchell Park. Parks and Rec is working with City staff to coordinate the event as
large number of attendees are expected.
LIAISON REPORTS
6.Subcommittee Liaison Reports
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DRAFT Minutes – Parks and Recreation Commission Meeting of March 7, 2018 Page 4
•Adult and Senior Programming: Commissioner Spector reported on the 10 Over
Senior Center Master Plan presentation at a recent Senior Center board meeting.
The board commented on not being a part of the initial master plan study. The
board has been researching improvements needed for the center and would like to
see board recommendations for improvements to the facility be implemented.
•Bicycle Advisory Committee: Commissioner Olson absent. No Report.
•City Facilities (Damon Garcia, Golf, Pool & Joint Use Facilities): Chair Avakian
absent. No report.
•Jack House Committee. Commissioner Whitener reported that the current
partnership between the Jack House docent volunteer group as a group (not as
individual volunteers) is on hold while the project to evaluation and make
recommendations about the Maintenance and Operation of the house is
completed. Parks and Rec staff will work with individual volunteers to have tours
of the Jack House.
•Tree Committee: Vice Chair Thurman absent. No Report.
•Youth Sports Association: Commissioner Schwab. No report.
7.Commission Communications
Director Stanwyck recognized retiring Commissioner Whitener thanking him for his
years of service as a commissioner and chair of the Parks and Recreation Commission
and looks forward to his continued service as a resident of the City through the City’s
Master Plan and Element process and future PRC meetings.
ADJOURNMENT
The meeting adjourned at 7:00 p.m. to the next Rescheduled Regular meeting of the Parks and
Recreation Commission held on April 11, 2018 at 5:30 p.m., at the SLO Swim Center located at
Sinsheimer Park, 902 Southwood Drive, San Luis Obispo, California.
APPROVED BY THE PARKS AND RECREATION COMMISSION: 4/11/18
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City of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
Parks and Recreation Commission
Agenda Report
Date: April 11, 2018
SUBJECT: Parks and Recreation Master Plan and General Plan Element Update
Prepared by: Shawna Scott, Associate Planner, Community Development
RECOMMENDATION
1.Review, discuss, and approve the Community Engagement Plan to be used for the Parks
and Recreation Element and Master Plan Update.
2.Review and discuss the Initial Planning Framework for the Parks and Recreation Element
and Master Plan Update.
DISCUSSION
Background
In 2017, the City Parks and Recreation and Community Development Departments initiated the
update to the Parks and Recreation Master Plan (Master Plan) and General Plan Element
(Element). The Parks and Recreation Commission (PRC) reviewed and provided feedback on the
Project Plan for the Master Plan and Element on September 6th and October 4th of 2017 and
recommended the City Council approve the Project Plan (see Attachment 1, approved Project
Plan).
On November 7, 2017, the City Council approved the Project Plan and Request for Proposals
(RFP) for consultant services to assist staff with the preparation of the Master Plan and Element,
and authorized staff to advertise for proposals. The RFP was released on November 28 and
proposals were received for review and ranking by December 6, 2017. Following review of
proposals, consultant interviews, and refinement of the scope of work and budget, the City
retained WRT (see Attachment 2, City Manager Report authorizing contract, Scope of Work, and
Budget). Staff and WRT have initiated foundational stakeholder interviews (April 11 and 12,
2017), and will be conducting extensive outreach for the duration of the project.
Meeting Date: 4/11/18
Item Number: 3
PRC 3-1
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Parks and Recreation Master Plan and General Plan Element Update Page 2
Purpose of April 11th Special Meeting
1. Introduce WRT to the PRC;
2.Review, discuss, amend (as necessary), and approve the Master Plan and Element
Community Engagement Plan (refer to Attachment 3); and
3.Review, discuss, amend (as necessary), the Master Plan and Element Initial Planning
Framework (refer to Attachment 4).
Review of these two documents is necessary to continue with the Community Needs
Assessment phase of the project.
1. Approval of Community Engagement Plan
Staff and WRT developed a draft Community Engagement Plan (Plan) (Attachment 3) for
the PRC’s review and approval, as anticipated in the approved Project Plan. Community
engagement is a critical part of the Community Needs Assessment and is vital to
understanding and incorporating San Luis Obispo residents’ values and aspirations into the
Master Plan and Element and creating champions for its implementation. The draft Plan
identifies goals and a preferred series of outreach components to inform, consult and
collaborate, which aims to build on the existing community engagement culture in San Luis
Obispo, consistent with the City’s Public Engagement and Noticing Manual. The Plan
assigns responsibilities for each outreach component and identifies roles for City Staff and
the WRT team. The Plan includes a schedule that shows how each of these Plan elements
weaves into the overall Master Plan and Element update process. The results of community
engagement and outreach will be presented during a future PRC meeting and a community
workshop.
2.Approval of Initial Planning Framework
The initial planning framework sets the stage for the Master Plan and Element update. The
draft Initial Planning Framework (Framework) includes the purpose and objectives of the
Master Plan and Element; identifies core values, goals, mission, and guiding principles
related to parks and recreation in San Luis Obispo; outlines the guiding policy framework;
recognizes the foundation created by the City’s existing parks and recreation system; and,
identifies preliminary key issues and opportunities to be addressed in the Master Plan and
Element.
The planning framework will be refined as the project progresses through dialogue with
residents, key stakeholders, community partners, the PRC, the City Council, staff and other
interested participants developed through the community engagement process. Following
outreach and collaboration arising out of the Community Engagement Plan the initial
planning framework will be updated to reflect added information and input and will continue
to expand throughout the engagement process to identify added issues, opportunities, as well
as with more information about user needs to include program categories and performance
measures.
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Parks and Recreation Master Plan and General Plan Element Update Page 3
PARKS AND RECREATION COMMISSION CONSIDERATION
As noted in the Project Plan for this Master Plan and Element update the PRC is the primary
advisory body whose purview is to review and make recommendations for changes that could
have an impact on the City’s parks and park facilities. The PRC’s guidance tonight will be used
to finalize the Community Engagement Plan and Initial Planning Framework and continue with
outreach associated with the Community Needs Assessment. Some questions to consider:
1)Do the identified outreach components set the stage for the participation of a diverse
cross-section of the City’s population and parks and recreation users? Identify any
additional outreach components or particulars for inclusion in the Community
Engagement Plan.
2)Does the Initial Planning Framework include the desired values and goals to set the
stage for the Master Plan and Element? Identify any additional values and goals to help
inform the Framework.
3)Are there additional issues and/or opportunities that should identified in the Initial
Planning Framework, for further evaluation during the community engagement process?
4)Are there any questions about the draft documents, as proposed, and next steps forward?
NEXT STEPS
Upon approval of the Community Engagement Plan and Initial Planning Framework by the PRC,
Staff and WRT will proceed with the Community Needs Assessment and associated community
outreach, including an initial round of stakeholder interviews (April 2018), the first public
workshop, tentatively scheduled for June 14, 2018, and a wide array of outreach through events
and surveys throughout the City (April through November 2018).
ATTACHMENTS:
1.Project Plan
2.City Manager Report authorizing contract, Scope of Work, and Budget
3.Draft Community Engagement Plan and Initial Stakeholder Table as of April 4, 2018
4.Draft Initial Planning Framework
Associated Parks and Recreation Master Plan and General Plan Element Agenda Reports (see
links):
COUNCIL REPORT, NOVEMBER 7, 2017
PRC REPORT, OCTOBER 4, 2017
PRC REPORT, SEPTEMBER 6, 2017
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Project Plan
Parks and Recreation Master Plan & Parks and Recreation General Plan Element Update
BACKGROUND
The development of a Parks and Recreation Master Plan and Element Update has been identified as the
top priority for the Parks & Recreation Commission. The City’s Parks and Recreation Master Plan was
last updated in 2001; it was adopted concurrently as a P arks and Recreation Element and Master Plan.
It is out of date and its usefulness as a policy document is minimal. With new parks being proposed at a
historically unprecedented rate in association with multiple residential projects in in the City, the Park s
and Recreation Commission and staff lack current policy direction as well as data regarding the
community’s current and future parks and recreation needs.
This not only impacts future parks and recreation resources, but also the operational needs of the City’s
existing parks and facilities. During the most recent drought a need was identified to include sustainable
operational practices in current and future parks so that water intensive plantings are minimized . A
Parks and Recreation Master Plan with a thorough Community Needs Assessment component would
address these issues, among many others.
Due to the elimination in 2010 of the second Recreation Manager Position for the Parks and Recreation
Department there are insufficient staff resources to co nduct this effort solely internally, therefore funds
were allocated through the FY2017 -19 Financial Plan to implement this project.
GOAL AND POLICY DIRECTION
1.Supports Major City Goal regarding Climate Action by identifying future park amenities that
are less water intensive and enhanced maintenance practices in existing parks to accomplish
the same as well as other operational and or programmatic changes in support of this goal.
2.Supports Major City Goal regarding Multi -Modal Transportation by identifying and addressing
connectivity between parks and open spaces via public transit, walking and cycling .
3.Supports the Major City Goal regarding fiscal health by prioritizing community needs for parks
and recreation that result in prioritized capital improvement projects and operations for the
same.
Last Updated: 10.13 .17
PURPOSE
The purpose of the update of the Parks and Recreation Master Plan (Master Plan) and Parks
and Recreation General Plan Element (Element) is to address current and future needs for the
City of San Luis Obispo’s parks, recreation facilities, programs and services. The plan will include
a Community Needs Assessment, illustrative maps, and a prioritized action plan to ensure the
most effective use of future community resources. The public will be engaged in a positive and
creative way so that the resulting plan is representative of community values, desires and
needs.
ATTACHMENT 1
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4.Supports the Housing Major City Goal by identifying resident and community needs and
supporting the implementation of new facilities and new programs in new City neighborhoods.
5.Supports the Parks and Recreation Commission’s longstanding goal to update the Parks and
Recreation Master Plan and Element to best serve the community.
6.Consistent with the San Luis Obispo Municipal Code, Chapter 12.20 Pa rk Regulations, and
12.22 Open Space Regulations.
7.Supports implementation of the General Plan through the update of the Parks and Recreation
Element and accompanying policies and programs.
8.Supports the City’s recently updated Land Use Element of the General Plan, including policies
such as: “Areas preserved for open space should include public trail access, controlled to
protect the natural resources, to assure reasonable security and privacy of dwellings…” (LUE
1.10.3); downtown green space and public parks, including pocket parks and parklets should be
increased (LUE 4.10); walking paths along San Luis Creek in the downtown should be included
(LUE 4.15); and public art in projects should be included (LUE 5.2.4), among others.
9.Supports the City’s recently updated Circulation Elements of the General Plan, by identifying
how parks and recreational areas can be conveniently reached by pedestrians or bicyclists (CE
Goal 1.7.3.7); and completing a continuous pedestrian network connecting residential areas
with major activity centers as well as trails leading into city and county open spaces (CE Policy
5.1.2), among others.
10.Supports the City’s Conservation and Open Space Element of the General Plan, including:
(COSE 8.5.1) “Public access to open space resources, with interpretive information, should be
provided when doing so is consistent with protection of the resources, and with th e security
and privacy of affected landowners and occupants. Access will generally be limited to non -
vehicular movement, and may be visually or physically restricted in sensitive areas” and (COSE
8.5.5) “The City will consider allowing passive recreation w here it will not degrade or
significantly impact open space resources and where there are no significant neighborhood
compatibility impacts, in accordance with an approved open space conservation plan. Passive
recreation activities may include: hiking, nat ure study, bicycle use, rock climbing, horseback
riding or other passive recreational activities as permitted and regulated in the Open Space
Ordinance.”
11.Supports the goals and policies in the Public Art Master Plan.
12.Implements the 2015 Open Space Maintenance Plan.
13.Implements the adopted 2020 Parks and Recreation Strategic Plan (Action 1.4.4).
14.Considers implementation strategies in the Downtown Concept Plan (adoption expected in
September, 2017).
PROJECT STRATEGY AND SCOPE
The primary objectives for this project are to assess the existing parks and recreation facilities in the City;
identify the community’s needs, including levels of service and geographic service area deficiencies; and
update goals, policies and programs that relate to providing parks and recreation services within the City.
The planning process will include four major components:
1.Setting the Stage: Planning Framework
2.Determining Community Needs
3.Developing the Parks and Recreation Master Plan (Plan)
4.Updating the General Plan Parks and Recreation Element (Element)
ATTACHMENT 1
PRC 3-5
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1.Setting the Stage-Planning Framework
To ensure City-wide understanding of the scope and context of the planning process, a planning
framework will be developed in a series of meetings with the staff team, Parks and Recreation
Commission, City Council and other interested stakeholders. The planning framework may include
discussion of core values, vision, mission, goals, policy and program categories and performance
measures, and will set the stage for the work ahe ad. A draft framework will be developed at the
start of the project that will be refined as the project progresses.
2.Determining Community Needs
To develop a solid foundation for the Plan, a Community Needs Assessment will be developed
with the following components:
▪Community Engagement
▪Park and Facility Analysis
▪Recreation Services Analysis
▪Management and Operations Analysis
These components are further described below:
•Community Engagement will be a critical part of the Community Needs Assessment. Early
input will be solicited from stakeholders and residents regarding their needs, preferences
and priorities related to parks, facilities, programs and activities, including active and
passive recreation. Engagement activities such as open houses, workshops, focus groups,
interviews, intercept surveys and online surveys will be planned to ensure the participation
of a diverse cross-section of the population, from youth to seniors, as well as diversity of
participants, from people with disabilities to organized sports leagues . A detailed
engagement plan will be developed in coordination with project consultants. Public
engagement findings will be summarized and used in conjunction with the analysis below.
(See page 7 for more information on the Community Engagement Plan.)
•The Park and Facility Analysis will help plan for future needs by understanding the City’s
current parks, facilities and open space areas, including active and passive recreation
opportunities as appropriate, that are available to residents. A park and facility analysis will
include:
o A demographic profile and description of the planning area;
o A park and facility inventory and assessment--documenting the type, number, and
condition of parks, facilities;
o Park and facility classifications and definitions;
o Park and facility standards analysis-analyzing the ratio of parks, facilities and open
space areas to population (current level of service), and anticipated need based on
population projections; evaluating level of service in comparable communities;
updating park and facility standards
ATTACHMENT 1
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o Maps to show existing parks, facilities and open spaces, and geographic service
areas to illustrate areas underserved by parks and facilities; and
o Summary of assessment of current parks, facilities and future needs to provide a
basis for the development of policies and programs.
•The Recreation Services Analysis will look at recreation programs and services data
provided by the City and other providers, recreation use findings from public engagement
activities, and state and national trends. Maximum programming limits for each facility will
be reviewed, and recreation service needs will be identified for the next 20 years, which will
provide a basis for the development of policies and programs.
•The Management and Operations Analysis will look at the cost of operating and
maintaining the City’s parks, facilities and open space including its operating budget, and
maintenance costs by type of park, facility, and open space to develop findings related to
the costs to operate and maintain future parks, facilities and open spaces.
3.Developing the Plan
In the second phase of the planning process, recommendations and priorities will be developed for
acquiring, developing, improving and managing parks and facilities for active and passive
recreation, and recreation programs and services in the City over the next 20 years.
We will evaluate input and develop updated goals, policies and programs based on the Community
Needs Assessment results and input from staff, the Parks and Recreation Commission, the ge neral
public and stakeholder groups.
The plan will also include a plan map; a prioritized implementation list; and a capital improvement
plan that includes order-of-magnitude cost estimates and projected operational costs of
implementing the capital projects proposed. Performance measures may be developed to assist in
evaluating the success of plan implementation.
Staff or consultants will be responsible for reviewing the Draft Plan for compliance with the
California Environmental Quality Act. It is likely an initial study/mitigated negative declaration will
be prepared. After thorough opportunities for the public to review proposed recommendations
and priorities, a Draft Parks and Recreation Master Plan will be developed for advisory body review
and adoption by the City Council.
4.Updating the Parks and Recreation Element
The Parks and Recreation Element will be developed concurrently with the Parks and Recreation
Master Plan—the Element is assumed to be all or a portion of the Master Plan. The Community
Needs Assessment will be included as an appendix or technical supplement to the Element.
Concurrent with or immediately following adoption of the Parks and Recreation Master Plan the
Council will adopt the updated Parks and Recreation Element. It is assumed to be the same review
process for both components; details will be refined as part of the consultant selection process.
ATTACHMENT 1
PRC 3-7
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DELIVERABLES
✓ Community Needs Assessment Report
✓ Updated Parks and Recreation Master Plan and Map(s)
✓ Environmental analysis, including Initial Study and likely Mitigated Negative Declaration
✓ Updated Parks and Recreation Element of the General Plan
PROJECT ASSUMPTIONS
1.Continued support from the City Council for sufficient staff and resources to complete the project.
2.The Parks and Recreation Commission will act as the project’s advisory body
3.The commitment of a cross-departmental staff team for project assistance, including:
i.P&R staff for in-house work to fill consultant funding gap; possibilities include
implementation of communications plan (social media, graphics, community outreach at
events and activities, etc.)
ii.CDD staff for project management;
iii.Intern to collect park and facilities data;
iv.PW parks staff to share data, provide input and review;
v.GIS staff for mapping;
vi.Natural Resources and Active Transportation staff to ensure consistency and compatibility
with other goals and policies for passive recreation and multiuse paths.
4.There will be a collaborative dialogue with available, wide-ranging stakeholders.
5.There will be broad public input upfront and throughout, within the scope of the project.
6.The consultant team will be a good fit for the community; able to integrate i deas from a variety of
sources and able to put in the time to do it right.
7.The team can get the information and data they need .
8.The plan will consider the goals and objectives of the 2020 Parks and Recreation Strategic Plan and
guide future Strategic Plan updates
9.The plan will consider recommendations from the Public Art Master Plan, the Downtown Concept
Plan, the Mission Plaza Concept Plan, the Open Space Maintenance Plan and the Open Space Vision
Plan, Saving Special Places Forever, and other related documents.
10.The plan will address both active and passive recreation. Per the General Plan, “The City will
consider allowing passive recreation where it will not degrade or significantly impact open space
resources and where there are no significant neighborhood compatibility impacts, in accordance
with an approved open space conservation plan. Passive recreation activities may include: hiking,
nature study, bicycle use, rock climbing, horseback riding or other passive recreational activities
as permitted and regulated in the Open Space Ordinance (COSE 8.5.5).”
11.The plan will address multiuse path needs in terms of connectivity to parks, facilities and open
space, and coordinate with the development of the Active Transportation Plan as appropriate.
PROJECT ORGANIZATION AND TEAM
Project Manager: Rebecca Gershow, Associate Planner
Project Sponsor: Shelly Stanwyck, Parks and Recreation Director
Project Steering Committee: Above, plus Lindsey Stephenson, Melissa Mudgett, Devin Hyfield, and
Meghan Burger
Project Team:
1.CDD Xzandrea Fowler, Brian Leveille, Shawna Scott (CEQA)
2.P&R Other Doug Carscaden, Dave Setterlund & Sahvanna Ettestad
ATTACHMENT 1
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3.GIS David Yun/Mary Andrews
4.Parks Maintenance Jeff Hendricks
5.Building Maintenance Andrew Collins
6.Natural Resources Bob Hill
7.Bike / Pedestrian Adam Fukushima
Other Department Consultation:
•Administration
•Finance
•Public Works Engineering
•SLO Transit
•Fire Department
•Police Department
•Special Events Committee
✓ The Project Manager is responsible for day to day project oversight, work plan tracking, project
billing and is the liaison to other staff and the project consultant(s).
✓ The Project Sponsor has ultimate accountability for the successful completion of the project and
provides strategic direction to the project manager and department head coor dination.
✓ The Project Steering Committee has weekly or bi-weekly meetings to make sure the project
stays on track
✓ The Project Team includes staff who are active participants in the project. Project Team
members will meet with the project manager or others as needed to assist in plan development,
including sharing necessary data, information or other work, and reviewing drafts of plan
components. Most participation will be outside of a group “team meeting.” Team members will
also communicate project updates to their dep artment or division as appropriate.
✓ Other Department Consultation will happen throughout the project on an as-needed basis.
PROJECT ADVISORY BODY
The Parks and Recreation Commission (PRC) will serve as the project advisory body for the Parks and
Recreation Master Plan and Parks and Recreation General Plan Element Update. The PRC will serve this
role, as they are the commission that advises the City Council on park development and recreation
programs and provides general guidance to the Parks and Recreation Department.
There will be a standing project update at each monthly PRC meeting to keep the Commission apprised
of project tasks and upcoming deliverables, as well as serve as an additional opportunity for public input.
Approximately every other month the PRC will review project deliverables and provide more detailed
input and direction as necessary (see Project Tasks and Schedule below and linked).
OTHER ADVISORY BODY REVIEW
The Planning Commission is the Advisory Body responsible for reviewing and recommending the City’s
long-range plans to the City Council, most notably the City’s General Plan. As such, t he Planning
Commission and City Council will each have the opportunity to review and provide input on components
of the project three times – to review the Draft Community Needs Assessment, to review the Draft
Master Plan and Element Update, and at the end of the project for final review and adoption.
Other City advisory bodies will also review and provide input on the draft plan, including but not limited
ATTACHMENT 1
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to the Cultural Heritage Committee, Jack House Committee, and Bicycle Advisory Committee. Additional
meetings will be scheduled as necessary. See the Project Tasks and Schedule section for more
information.
COMMUNITY ENGAGEMENT PLAN
A detailed Community Engagement Plan will be developed in coordination with the selected consultant.
As described on page 2 of the project plan, early Community Engagement will be a critical part of the
Community Needs Assessment. Early input will be solicited from stakeholders, residents and the general
public regarding their needs, preferences and priorities related to parks, facilities, open space, programs
and activities, including active and passive recreation. As the plan is developed, stakeholders, residents
and the general public will be re-engaged to provide input along the way. The communication objective
will be to collaborate with the community. This includes an interactive process where the project team
partners engage with the public to identify needs, preferences and priorities, and identify preferred
solutions.
Engagement activities will be planned to ensure the participation of a diverse cross-section of the
population, as described in the preliminary stakeholder list below, as well as residents and the general
public. This list will be refined after consultant selection, when the Communit y Engagement Plan is
developed. Components of the community engagement plan may include the following:
•Development of a project logo and branding
•Development of a social media communications plan
•E-updates—email outreach to generate interest, maintain participation, and develop mailing list
•Media Outreach—news releases on the key project milestones and key elements of the update
•Special event cross marketing by P&R Staff—distribution of project materials, postcards and
intercept surveys at special events
•City web page/project page regular updates
•On line survey: web-based, possibly graphic-based (using mapping software) with broad
distribution/publicity/incentives to ensure high participation and diverse representation
•Open City hall updates with questionnaires or strategic questions
•Stakeholder focus groups or interviews
•Outreach to schools for youth participation
•Workshops/open houses/pop-up events, depending on the phase of the project and the input
needed, including neighborhood meetings, or meetings in parks
Refer to the Public Engagement and Noticing Manual for more outreach tools and information on the levels
of engagement.
PRELIMINARY STAKEHOLDER LIST
Beyond residents and the general public, stakeholders are organized groups of people we want to make
sure we reach out to and hear from as part of our public engagement process. After consultant selection,
a detailed Community Engagement Plan will be developed, and appropriate input opportunities will be
identified.
ATTACHMENT 1
PRC 3-10
2-10
8
City Committees/Boards:Community Partnerships
Bicycle Advisory Committee Arts Obispo
Cultural Heritage Committee Bike SLO County
Jack House Committee Cal Poly
Planning Commission CAPSLO
Senior Center Executive Board CCCMB
Tree Committee Center for Family Strengthening
Mass Transportation Committee C. Coast Comm. for Snr Citizens- Area Agency on Aging
Other or Former City -affiliated Groups:Chamber of Commerce/Visit SLO
Downtown Concept Plan Creative Vision Team Child Care Planning Council
Open Space Working Group Contract Class Instructors
Former PRC & JHC Members County Library Staff
Tourism Business Improvement District Board Cuesta College
Promotional Coordinating Committee Downtown Association
ECOSLO
Parks and Recreation Users:Family Care Network
Blues Baseball Friends of SLO City Dog Parks
Central Coast Soccer History Center
Community Gardeners Jack House Volunteer Docents
Contract Class Users: Karate, Gymnastics, Etc.Land Conservancy of San Luis Obispo County
Jr. Giants Mission San Luis Obispo de Tolosa
Laguna Lake Golf Course Men’s and Women’s Club Neighborhood Groups
Senior Center members Prado Day Center and Homeless Services
SLO Rugby Rita’s Rainbows
SLO Skate Park / Hockey Rink Users RQN
SLO Swim Center Ambassadors/Users San Luis Coastal Unified School District (SLCUSD)
SLO Teen and CIT Families SESLOC (Damon Parking)
SLO Throwers Service Clubs (Rotary, Kiwanis, Soroptimist, LSLO)
Sports (Adult Softball, Pickleball, Volleyball, Table Sierra Club
Tennis, Boomer Softball, Whiffle ball, Ultimate SLO County Access For All
SLO Women’s Soccer SLO County Parks & Recreation
SLO Youth Baseball SLO County Parks & Recreation Commission
Special Event Organizers Special Olympics
SLO Tigers Baseball Tribal Representatives
Sun 'N Fun, Club STAR Families (Youth Services) United Cerebral Palsy of San Luis Obispo County
Youth Sports Association (YSA)YMCA
Other:
Large employers
Non-English speakers
Non-resident park and facility users (drop-in)
Non-users
Adult & Youth drop-in users
People with disabilities
Project Advisory Body:
Parks & Recreation Commission
ATTACHMENT 1
PRC 3-11
2-11
9
PROJECT TASKS AND SCHEDULE
Assumptions:
•The project tasks and schedule will be adjusted when the consultant contract is finalized
•Parks and Recreation Commission input is called out below for key deliverables, but project updates
will also be a standing item on all PRC agendas
•Planning Commission and City Council review will happen three times during the project
•Bicycle Advisory Committee, Cultural Heritage Committee and Jack House Committee will also review
the draft plan, and other advisory body review will be added as needed.
•There will be regular meetings with the Project Steering Committee (staff), but they are not called
out below
See below, or go to the Draft Project Schedule for a graphic timeline.
A. Project Planning and Initiation
A1. Staff team Project Plan review September 2017
A2. PRC preliminary Project Plan review Sep 6, 2017
A3. PRC refined Project Plan approval Oct 4, 2017
A4. City Council (CC) Project Plan and RFP review/authorization Nov 7, 2017
A5. Post and Distribute RFP; responses due Nov 10-Dec 7
A6. Review/evaluate consultant proposals and set up interviews Dec 8-21, 2017
A7. Interviews; selection and contracting; finalize scope and work plan + PRC update Jan 5-Feb 8, 2018
B. Planning Framework
B1. Project kickoff; consultant review of background data, docs, plans, agreements, etc. Feb-Mar, 2018
B2. Community Engagement Plan developed + PRC approval Feb-Mar, 2018
B3. Planning framework development + PRC input Mar-Apr, 2018
C. Community Needs Assessment
Public engagement to determine community needs:
C1. Develop Focus group lists; schedule; develop questions April 2018
C2. Stakeholder focus groups: wide-ranging representation and various locations April 2018
C3. Survey development Apr-May, 2018
C4. Kickoff Public Workshop & online survey ready May 2018
C5. Online Survey Open May-July, 2018
C6. Promote Survey and Pop-Up Events--intercept surveys, postcards, City events, etc. May-July, 2018
ATTACHMENT 1
PRC 3-12
2-12
10
C7. Summary of needs assessment engagement findings + PRC review Aug 1-Sep 5, 2018
Park and Facility Analysis:
C8. Park and facility inventory and assessment-type, number and condition + PRC input Oct-Apr 5, 2018
C9. Existing conditions analysis-demographic profile, planning area, existing resources April 2018
C10. Park and facility classifications and definitions April 2018
C11. Park and facility standards analysis/level of service recs + PRC input May-June, 2018
C12. Geographic/density analysis-existing resources and underserved areas + PRC input May-June, 2018
C13. Summary of park and facility needs assessment findings + PRC input July-August, 2018
Recreation Services Analysis:
C14. Data collection of rec programs and services; national trends June-July, 2018
C15. Analysis of above with recreation use findings from public engagement August 2018
Management and Operations Analysis:
C16. Data collection and analysis of cost of operating parks, open spaces and facilities July-August, 2018
Synthesis of Results:
C17. Development of Draft Community Needs Assessment Report August 2018
C18. Two public workshops on Draft Community Needs Assessment September 2018
C19. PRC study session on Draft Community Needs Assessment Oct 3, 2018
C20. PC study session on Community Needs Assessment (possibly joint with CC) Wk of Oct 5, 2018
C21. CC study session on Draft Community Needs Assessment Wk of Oct 12, 2018
C22. Finalize Community Needs Assessment November 2018
D. Master Plan Development and Element Update
D1. Update goals, policies, programs based on Community Needs Assessment + PRC input Nov-Dec, 2018
D2. Development of Draft Plan maps Nov 2018-Jan 2019
D3. Review of draft plan components and prioritization + PRC study session Dec 5, 2018
D4. Refinement of draft prioritized implementation list + PRC input Dec 2018-Feb 2019
D5. Development of draft Capital Improvement Plan with cost estimates + PRC input Feb-Apr, 2019
D6. Development of draft operational cost estimates for future improvements Feb-Apr, 2019
D7. Final Draft Plan Development Apr-June, 2019
D8. Draft Plan Public Workshop June 2019
ATTACHMENT 1
PRC 3-13
2-13
11
D9. CHC, Jack House, BAC, PRC, PC, CC review (and other Advisory Bodies as necessary) June-Aug, 2019
D10. CEQA review; preparation of Initial Study and Mitigated Negative Declaration (likely) Dec 2018-Nov 2019
E. Master Plan and Element Adoption
E1. Final Draft Master Plan and Element Update Sep-Nov, 2019
E2. Public Hearings (3):
PRC final public hearing/recommendation to PC? September 2019
PC public hearing/recommendation to CC October 2019
CC public hearing/adoption November 2019
PROJECT RESOURCES
Line Item Description Account No.2017-18 2018-19
Staffing
Intern(s) for facility needs assessment 60100-5,000
Contract Services 145,000 0
Community Needs Assessment, Master Plan
Development, Element Update 60100-7227 135,000
Contingency 10,000
Other Operating Expenditures 10,000 0
Meeting notification; Outreach direct costs;60100-7425 10,000
document production.
Minor Capital 0 0
Total Operating Costs 160,000 0
Net Operating Costs 160,000 0
Supervisor Sign Off: Date:
ATTACHMENT 1
PRC 3-14
2-14
Final City Manager Approval Approver Name Date Approved
City Administration GH for DJ 2/28/18
Reviewer Routing List Reviewer Name Date Reviewed
City Attorney JMA 2/20/18
Finance AF 2/28/2018
February 20, 2018
FROM: Shelly Stanwyck, Parks and Recreation Director
PREPARED BY: Lindsey Stephenson, Administrative Analyst
SUBJECT: Award of Contract for Consultant Services for preparation of the Parks and
Recreation Master Plan and Element Update
RECOMMENDATION
Award contract to WRT for preparation of the Parks and Recreation Master Plan and Element
Update for a not to exceed amount of $135,000.
DISCUSSION
Background
The development of an updated Parks and Recreation General Plan Element and Master Plan
has been identified as the top priority for the Parks and Recreation Commission, who will serve
as the project’s primary advisory body. The purpose of the update of the City’s Parks and
Recreation General Plan Element and Master Plan is to address current and future needs for the
City of San Luis Obispo’s parks, recreation facilities, programs and services. The program of
work will include a Community Needs Assessment, illustrative maps, and a prioritized action
plan to ensure the most effective use of future community resources. The public will be engaged
in a positive and creative way so that the results are representative of community values,
desires, and needs.
The Parks and Recreation General Plan Element and Master Plan update will be consistent with
the goals, policies and programs in the General Plan, including the Land Use, Circulation and
Conservation and Open Space Elements. In these times of fiscal constraints, a Council adopted
prioritized list of parks and recreational needs is critically important to the fiscal sustainability of
residents’ quality of life in San Luis Obispo.
In November 2017, the City Council approved and issued the Request for Proposal (RFP) for
consultant services associated with updating the Parks and Recreation General Plan Element and
Master Plan. Additionally, the Council authorized the City Manager to execute the agreement
with the selected consultant, if costs are within the budget.
ATTACHMENT 2
PRC 3-15
2-15
Consultant Agreement for Parks and Recreation Master Plan and Element Update Page 2
Consultant Selection Process
Staff advertised the RFP on November 8, 2017 and received four submittals. Proposals were
evaluated based on criteria published in the RFP and it was determined to interview three of the
four consultants; one exceeded the budget and was not selected. In preparation for the
interviews staff provided specific questions to each firm as well as presentation instructions.
An interview panel of City staff (from P&R, CDD, and Admin), a PRC Member and the
County’s Park Planner spent over an hour with each firm. After careful consideration and
reference checks the team unanimously chose the firm WRT to prepare the City’s updated Parks
and Recreation Master Plan and Element Update. The WRT team best addressed the complex
policy issues in San Luis Obispo while at the same time had an excellent plan for public
engagement as well as demographic and fiscal analysis.
Agreement
WRT has been recommended for selection as the consultant for the Parks and Recreation Master
Plan and Element Update Project. Staff and WRT have had a series of conversations resulting in a
refined scope of work. WRT has prepared this detailed scope of work based on the City RFP
Section C and has tailored tasks and involvement to best meet the budget allocated. The process
achieves the requested deliverables including:
The Community Needs Assessment Report with statistically valid survey
Updated Plan and Maps
Environmental Review
Updated General Plan Element
The scope of work describes services provided by WRT and the City as well as data needs.
Assumptions are noted that inform cost and scope.
FISCAL IMPACT
The total fee from WRT’s scope of work is not to exceed $135,000; and is within the budget set
forth by the City Council at budget adoption in June 2017 for the 2017-19 Financial Plan.
ATTACHMENT
1)Agreement
2)Scope of Work
3)Fee Schedule
ATTACHMENT 2
PRC 3-16
2-16
AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on February 28, 2018
by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City,
and WRT, LLC., hereinafter referred to as Contractor.
W I T N E S S E T H:
WHEREAS, on [date], City requested proposals for an update to the Parks and Recreation Master
Plan and Parks and Recreation General Plan Element, per Specification No. 91635 (project); and
WHEREAS, pursuant to said request, Contractor submitted a proposal that was accepted by City
for said project;
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants
hereinafter contained, the parties hereto agree as follows:
1.TERM. The term of this Agreement shall be from the date this Agreement is made and
entered, as first written above, until acceptance or completion of said project.
2.INCORPORATION BY REFERENCE. City Specification No. 91635 and Consultant’s Scope of
Work dated March 1, 2018 and attached hereto, are hereby incorporated in and made a part of this
Agreement.
3.CITY'S OBLIGATIONS. For providing the services as specified in this Agreement, City will
pay, and Contractor shall receive therefore compensation in a total sum not to exceed
$135,000.00. Consultant shall be eligible for compensation installments after completion and acceptance
of deliverables identified in Consultant’s Scope of Work dated March 1, 2018 and attached hereto.
Consultant shall submit invoices to City following completion and acceptance of each deliverable or on a
monthly basis if multiple deliverables are completed and accepted, and City shall submit payment to
Consultant within thirty (30) days of its receipt of the same. If City does not dispute an invoice within ten
(10) days of receipt of an invoice from Consultant, then that invoice shall be considered to have been
approved and payment shall be considered due to Consultant.
4.CONSULTANT’S OBLIGATIONS. For and in consideration of the payments and
agreements hereinbefore mentioned to be made and performed by City, Contractor agrees with City to
do everything required by this Agreement and the said specifications.
5.AMENDMENTS. Any amendment, modification or variation from the terms of this
Agreement shall be in writing and shall be effective only upon approval by an authorized City agent.
ATTACHMENT 2
PRC 3-17
2-17
6.COMPLETE AGREEMENT. This written Agreement, including all writings specifically
incorporated herein by reference, shall constitute the complete agreement between the parties hereto.
No oral agreement, understanding or representation not reduced to writing and specifically incorporated
herein shall be of any force or effect, nor shall any such oral agreement, understanding or representation
be binding upon the parties hereto.
7.NOTICE. All written notices to the parties hereto shall be sent by United States mail,
postage prepaid by registered or certified mail addressed as follows:
City Shelly Stanwyck
Parks and Recreation Director
919 Palm Street
San Luis Obispo, CA 93401
Consultant John R. Gibbs, ASLA, LEED AP
Principal in Charge
478 Tehama Street, Suite 2B
San Francisco, CA 94103
(415)575-4722
JGibbs@wrtdesign.com
8.AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that each
individual executing this agreement on behalf of each party is a person duly authorized and empowered
to execute Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day
and year first above written.
CITY OF SAN LUIS OBISPO: WRT, LLC.:
By:________________________________ By: ___________________________________
City Manager
APPROVED AS TO FORM:
________________________________
City Attorney
ATTACHMENT 2
PRC 3-18
2-18
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
1
SAN LUIS OBISPO PARKS + RECREATION MASTER PLAN AND GENERAL
PLAN ELEMENT UPDATE: SCOPE OF WORK
March 1, 2018
WRT has prepared this detailed scope of work based on the City RFP Section C. WRT has tailored tasks and our
involvement to best meet the budget allocated. The process achieves the requested deliverables including:
x The Community Needs Assessment Report with statistically valid survey
x Updated plan and maps
x Environmental review
x Updated General Plan Element
The scope of work describes services provided by WRT and the City as well as data needs. Assumptions are
noted that inform cost and scope.
PHASE A. PROJECT PLANNING & INITIATION
Per the RFP, this phase occurs prior to the consultant being hired and includes negotiation of the contract.
WRT and Team will support the City to revise the scope to best achieve the detail and level of involvement in
the project. WRT will test alternative approaches and budgets as needed.
PHASE A DELIVERABLES
WRT City
Revised Scope of Work, Budget and Schedule.
Scope of Work to provide deliverables by phase.
Contract
PHASE B. SETTING THE STAGE AND PLANNING FRAMEWORK
B1. Project Kick Off; Review of background information
WRT will lead a phone kick off meeting to review the final scope and schedule with the City and
Consultant Team. WRT will also discuss key milestones, challenges, and hidden opportunities.
The WRT team will review existing plans and documentation provided by the City. When available, this
will include the assessment of current park and recreation facilities, conditions. WRT and PROS will
request specific information related to operations, finance, and programming. Special attention will be
placed on the previous parks and recreation master plan (PMP), the general plan (LUCE and
Conservation and open Space Element), various specific plans, the ATP plan, and the Climate Action Plan.
GIS data will be necessary for completing our analysis scope. WRT will prepare a detailed list of data
needs.
B2. Community Engagement Plan + PRC Input
The Engagement Plan will identify goals and a preferred series of outreach activities to “inform”,
“consult” and “collaborate” with members of the community. Roles will be assigned to sync with the
scope of work and final budget. WRT and City Staff will work together to draft a community engagement
plan, which Staff will present to the PRC prior to stakeholder meetings.
B3. Initial Planning Framework + PRC Input (1)
WRT will make a brief presentation to the PRC to frame the opportunities and values of parks then lead
a discussion. WRT will conduct graphic note taking to create a meeting product. This occurs during the
same scheduled trip for Stakeholder Meetings. As a no cost option, the public can be invited to this
meeting and participate in the visioning discussion.
B4. Ongoing Coordination Calls.
ATTACHMENT 2
PRC 3-19
2-19
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
WRT will participate in up to 20 coordination calls with City Staff. Calls may be scheduled weekly during
key periods, and less frequently at other times.
PHASE B DELIVERABLES
WRT City
Kickoff meeting agenda
List of data needs, including format specifications
Guidance on City-led parks inventory/analysis
Engagement Plan (in collaboration with Staff)
PRC meeting presentation and notes
Existing plans and documentation
Population and demographic information
Parks and facilities information (inventory and
analysis by GIS Manager and Cal Poly students)
Review of all preliminary WRT deliverables
PHASE C. COMMUNITY NEEDS ASSESSMENT
C1. Develop Focus Group Lists; Schedule; Develop Questions [City]
Staff will develop a Stakeholder List and materials to invite stakeholders.
C2. Stakeholder Focus Groups
WRT, with assistance from the Wallace Group, will engage stakeholders during a two day period. WRT
anticipates 4-5 small group meetings around topics (sports, open space/trails, dogs, maintenance, and
city council members). Additional meetings can be conducted over the phone as funded. Each meeting is
typically an hour, however a half hour has also been effective for other project and may work
adequately for city council members and maintenance staff.
C3. Survey Development
WRT, with support from ETC and PROS will collaborate with City Staff to draft survey questions. Questions
will be informed by feedback from PRC and stakeholders, and will be approved by the PRC.C4.
Pop-Up Outreach and/or Public Workshop - Project Kick off
WRT will develop a “tool box” to launch public engagement activities including an online survey. WRT
will provide templates and graphic support for outreach materials. Activities at this stage may also
include pop-up booths at community events, presentations to community groups, and/or a public
meeting to introduce the parks master plan (PMP).
Staff will develop promotional materials, and promote and lead pop-up outreach and/or the public
meeting.
C5. Online Survey
ETC Institute will prepare a sampling plan that will ensure the completion of a goal of 400 surveys of
resident households. The survey results will have a precision of at least ±4.9% at the 95% level of
confidence. The survey will be administered by a combination of mail and online platforms. (The web
component will only be able to be completed by those who are in the sampling to ensure the statistical
integrity of the survey results.) ETC Institute is sensitive to the importance of ensuring that non-English
populations are properly represented in the survey. And, their extensive experience with more than 400
parks and recreation systems will also allow for the comparison with other national providers, similar
size communities, and previous survey results.
Highlights of the scope includes:
x ETC will provide sample questions from other communities to make the development of the
survey instrument as easy as possible. It is anticipated that 3-4 drafts of the survey will be
prepared before the survey is approved by the City.
x Participating in meetings by phone to develop the survey.
ATTACHMENT 2
PRC 3-20
2-20
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
3
x ETC Institute will mail the survey and a cover letter (on City letterhead) to a random sample of
households in the City. Only one survey per household will be sent. Postage-paid envelopes will
be provided by ETC Institute for each respondent. The City will provide a cover letter for the
mailed survey. The cover letter will contain a link to an online version of the survey. Residents
who receive the survey will have the option of returning the printed survey by mail or completing
it on-line.
x ETC Institute will monitor the distribution of the sample to ensure that the sample reasonably
reflects the demographic composition of the City with regard to age, geographic dispersion,
gender, race/ethnicity and other factors.
x ETC Institute will submit a final report to the City. At a minimum, this report will include the
following items:
Formal report that includes an executive summary of the survey methodology and a
description of major findings.
Charts and graphs that show the overall results of each question on the survey.
Benchmarking analysis showing how the City compares to residents in other communities.
Priority Investment Rating Analysis which will identity which programs and facilities should
be the top priorities for investment given the needs of the community.
Cross-tabulations that show the results for different demographic groups and other variables
as desired by the City
Tabular data that shows the results for each question on the survey, including open ended
questions.
A copy of the survey instrument
C6. Promote Survey and Pop-Up Events: intercept surveys, postcards, City activities, etc. [City]
Staff will promote survey participation for its duration, and lead pop-up outreach.
C7. Summary of Community Needs Assessment (CNA) with Engagement Focus + PRC Input
WRT will summarize community outreach feedback in memo form with inputs as appropriate from City
led outreach. This will be produced in draft form for one review by Staff . Following Staff review and
revision, Staff will provide complete report for PRC. The final version will be incorporated into the full
CNA under C22.
C8. Park and Facility Inventory and Assessment – Type, Number, and Condition + PRC Input [City]
This assessment will cover both the condition of park facilities and the amenities available at each
facility. The park condition assessment should identify key issues such as playground condition, ADA
accessibility, and lack of trees. The amenities assessment should include identifying all amenities present
in each park. The focus of the assessment will be on City of San Luis Obispo parks and recreation
facilities. If there are other facilities that are useful to understanding local access to recreational
opportunities, these should be identified and mapped. No condition assessment of these facilities is
needed.
This task will be led by City Staff, with support from students. WRT will provide input on data needs at
the project outset. The City will provide data in Excel and GIS formats.
C9. Existing Conditions Analysis - Demographic profile, planning area, existing resources
Based on information provided by the City from its park and facility inventory and assessment, and on
high-level population and demographic information, WRT will prepare maps and graphics summarizing
existing conditions. Maps will describe the existing park and facility inventory, population density, race
and age. Projections will be matched to the general plan or another City determined planning horizon.
C10. Park and Facility Classifications and Definitions
ATTACHMENT 2
PRC 3-21
2-21
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
WRT and PROS will review current classifications with Staff. The WRT Team will prepare 2-3 benchmarks
(comparison Cities identified by Staff). This task will occur in conjunction with C11, after existing parks
are mapped in draft form by category and evaluated with population density.
C11. Park and Facility Standards Analysis / Level of Service Recommendations + PRC Input
WRT will analyze the level of service (LOS) of the existing park system using park categories, park
planning areas, access, and population. WRT will prepare a table identifying the existing park acreage,
population, and gaps. WRT will test alternative categories and LOS standards such as a lower acreage per
population target and a different breakdown of park categories (i.e. neighborhood / community; joint
use, open space, urban spaces / plazas; regional parks). Our mapping to support this task is described
under D2.
C12. Geographic / Density Analysis - Existing resources and underserved areas + PRC Input
The City will provide GIS data to WRT for inclusion in its analysis of the park system. WRT’s mapping to
support this task is described under C9.
C13. Summary of Park and Facility Analysis Findings + PRC Input
WRT will summarize in memo form park and facility analysis with inputs as appropriate from City led
park assessments including the ADA Inventory, and Facilities assessment. This will be produced in draft
form for review by Staff and the PRC. The final version will be incorporated into the full CNA under C22.
C14. Data Collection of Recreation Programs and Services; National Trends
Data will be collected by the City and PROS as described under C15. Population demographics will be
used to establish the Market Potential Index (MPI), an established national benchmark for active
recreational programming.
C15. Analysis of Recreation Programs with Recreation Use Findings from Public Engagement
PROS will lead the high level evaluation of the City’s recreation programs including general active
recreation trends (i.e. soccer, disc golf) and programs (i.e. theater, sports, after school activities). The
MPI will be prepared in graph and table form. Programming and service recommendations will be
generated in a collaborative meeting with Staff based on City collected user response survey and use
data. The statistically valid survey will also likely inform this discussion. The discussion will include the
City’s desire for cost recovery in its programs.
C16. Data Collection and Analysis of Cost of Operating Parks, Open Spaces, and Facilities
PROS will analyze and document the financial situation of the Department. The financial analysis will
look at the budget, pricing policy, user fees, current and other revenue generating opportunities, grant
opportunities, and the revenue forecast. This analysis will identify the financial situation of the
Department with three primary goals:
x Understand the financial dynamics to further advance the understanding of operations gained
through the work described above
x Review funding and accounting practices with an objective of accurate financial fund tracking and
the ability of the Department to have more useful financial information for strategic decision-
making
x Seek opportunities to improve the financial sustainability of the Department including evaluating
expenditures and increasing current and new sources of revenue
This review will include comparison of current policies with national standards of best practice agencies.
The WRT Team will recommend policies and adjustments to current policies where enhancements may
be needed or gaps are identified.
City Staff will provide cost of services information; fee study information; budgetary information; and
adopted fiscal policies regarding cost recovery for all recreation programs.
ATTACHMENT 2
PRC 3-22
2-22
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
5
C17. Development of Administrative and Public Draft of Community Needs Assessment
WRT will prepare a comprehensive CNA incorporating the work described under the above tasks and
summarized in memos. WRT will prepare the results as a draft chapter to be incorporated into the final
plan.
C18. Public Workshop - Draft Community Needs Assessment
WRT will conduct a community workshop to present the needs assessment and foster dialogue to
determine priorities. The visioning information and the statistically valid survey will be used as the basis
of the discussion, allowing us to move farther into the issue prioritization process. The presentation will
be provided to the City for posting on the project web page. City Staff will coordinate public engagement
and outreach for attendance.
C19. PRC Study Session on Draft Community Needs Assessment (2)
As part of the same trip as C18, WRT will present the draft CNA and community workshop #2 feedback
to the PRC for confirmation.
C20. PC Study Session on Draft Community Needs Assessment (Optional) [City]
Staff will present the draft CNA to the Planning Commission, if needed.
C21. CC Study Session on Draft Community Needs Assessment [City]
Staff will present the draft CNA to the City Council.
C22. Finalize Community Needs Assessment Report
WRT will incorporate comments received from the City in a single, consolidated format.
PHASE C DELIVERABLES
WRT City
“Toolbox” for Community Engagement
Online Survey
Summary of Community Feedback
Existing Conditions Analysis (Demographics)
Summary of Park and Facility Analysis Findings
Administrative Draft of Community Needs
Assessment
Public Draft of Community Needs Assessment
Public Workshop #2 Materials
PRC Study Session Materials
Stakeholder List
Stakeholder invitations
Marketing materials (project logo and collateral
material)
Pop-up Outreach and/or Public Workshop
materials
Park and Facility Inventory and Assessment:
written, tabular and GIS data
ADA and Facilities Assessments by Public Works
List of Benchmark Cities for parks standards
Cost of services, fee study, and budgetary
information
Adopted fiscal policies regarding cost recovery for
all recreation programs
Presentation materials for Planning Commission
(optional) and City Council
Review of all preliminary WRT deliverables
ATTACHMENT 2
PRC 3-23
2-23
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
PHASE D. MASTER PLAN DEVELOPMENT AND ELEMENT / ENVIRONMENTAL REVIEW
D1. Update Goals, Policies, Programs based on CNA
Using a Word version of existing goals, policies and programs provided by City Staff, WRT will provide a
matrix of existing goals, policies, and programs, identifying those that should be retained, deleted, or
updated/revised. WRT will develop draft language in table and text format, tracking changes where
existing policies are proposed to be revised.
D2. Development of Draft Plan Maps (this task will be completed during the needs assessment)
WRT will prepare a number of analysis maps to readily communicate information in graphic form. The
City will provide GIS data (shape files, data tables) that is usable and requires little to no cleaning. WRT
will work directly with the City’s GIS specialist to determine the data sets that are available and advise
on Staff/student data collection and GIS development. Maps will be completed early in the process as
drafts and updated later for incorporation in to the plan document. GIS maps and compiled data will be
provided to the City for use after the project concludes.
x Existing Parks and GP boundaries (i.e. by park, by facility types, non-City facilities, by condition, by
local serving amenity)
x Demographics (i.e. race, age)
x Health metrics (i.e. inactivity, obesity)
x Population Density
x Connectivity (i.e. bicycle network, streets and sidewalks, barriers)
x Park LOS (with half-mile radius, with 10-15 minute walk based on connectivity)
x City growth areas by GP and specific plan areas.
D3. Review of Draft Plan Components and Prioritization Exercise + PRC Study Session (3)
WRT will conduct a “Park by Park” discussion with Staff, documenting the types of improvements
needed and the opportunities envisioned by the group. Each park will be placed in a tier or bucket
(maintain/lifecycle, strategic improvements, complete renovation/new park).
WRT will lead a draft plan review with the PRC. The meeting will focus on recommendations (i.e. connect
people to parks by bicycle) and improvement projects (i.e. renovate playgrounds or build more
community gardens). Site specific information may also be appropriate to discuss if completed prior to
the meeting and is desired to use as a basis of the PRC prioritization. WRT anticipates this meeting may
attract a large public audience.
D4. Refinement of Draft Prioritized Implementation List + PRC Input
Based on the feedback from the RC and Staff, WRT will refine the Park by Park table and Tier categories.
D5. Development of Draft Capital Improvement Plan with Cost Estimates + PRC Input
Wallace Group will prepare rough order of magnitude costs for each park, based on data provided by the
City and on their understanding of the local bid climate. Most parks will be budgeted using a generalized
cost per acre (Tier 1) while others will have more specific costs developed for the recommended type of
enhancement (Tier 2 and 3).
D6. Development of Draft Operational Cost Estimates for Future Improvements
PROS will develop a high level operational cost estimate for the City based on acreage and park types.
The City will input data in the table WRT will provide. PROS will calculate the total asset value for the
system and the lifecycle replacement costs. Information required from the City includes the assets in
each park (i.e. number of benches, playgrounds, shade structures, sq. ft. of field, etc.). It is ideal to
complete this information earlier in the process so that it can inform the community workshop #2 and
the PRC meeting #3.
D7. Development of Admin Draft and Public Review Draft
WRT will prepare the draft Parks and Recreation Master Plan, including two internal review drafts
(Preliminary and Admin Drafts), and the Public Review Draft. WRT will provide a complete document in
ATTACHMENT 2
PRC 3-24
2-24
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
7
In-design format. To facilitate City review, WRT will post a PDF file to a shared drive using software that
allows multiple people to edit a single document and see others' comments. This approach has been
effective for other plans requiring multiple reviewers and saves time by avoiding redundant and
conflicting comments.
The WRT team will develop an outline of the final Master Plan similar to the content below.
x Executive Summary
x Introduction & Vision
x Engagement
x Planning context, relationship to the other pans
x Visioning
x Needs Assessment
x Park conditions
x Demographics
x Level of Service Gaps
x Park Gap Analysis
x Goals and Policies
x Standards and Level of Service: Discussion and new standards
x Operation and Management: Findings and recommendations
x Park Programming: Findings, trends, and recommendations
x Implementation
x Park improvements and costs
x Priorities by term
x Funding options
D8. Public Workshop - Draft Plan
The City will notice and host a public meeting to unveil the draft PMP and answer questions. This
workshop can be held as a public launch with an overview and decidedly festive feel, inviting comments
online. Alternatively, it can be conducted to present the draft plan in some detail with questions and
answers provided by Staff. WRT will provide templates and content for outreach materials.
D9. CHC, Jack House, BAC, Tree Committee, PRC, PP, CC Review [City]
The City will attend these meetings and provide the update using materials prepared by WRT for
previous meetings.
D10. CEQA Review; Preparation of Programmatic IS and Final Env. Document
The tasks identified below comprise LSA’s work program for completing the Programmatic IS/MND and
associated MMRP for the proposed Parks and Recreation Master Plan and General Plan Element update.
The Draft Master Plan will serve as the IS/MND’s project description.
D10.1 Administrative Draft Initial Study/Mitigated Negative Declaration
LSA will prepare an Administrative Draft IS/MND that is consistent with the procedural and substantive
provisions of CEQA Guidelines Sections 15063 and 15070 through 15075. The Administrative Draft
IS/MND will include a Project Description based on conceptual plans and program information provided
by the City and WRT. The Project Description will be used by LSA to determine the potential
environmental effects of implementing the Parks and Recreation Plan and Element, including if project-
level documentation will be necessary for future actions. The methodology and criteria used for
determining the potential impacts of implementing the Parks and Recreation Plan and Element will be
clearly and explicitly described in the IS/MND, including any assumptions, models, or modeling
techniques used in the analysis. All 17 CEQA issue areas will be analyzed and/or addressed in the
Administrative Draft IS/MND. LSA is a full service environmental consulting firm with technical specialists
in the fields of CEQA and NEPA documentation, land use and community planning, biological resources
including arborist services and coastal ecology, architectural and historic resources, archaeology, Native
American consultation, paleontology, water quality, air quality, greenhouse gases and global climate
ATTACHMENT 2
PRC 3-25
2-25
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
change, sea level rise, noise, regulatory permitting, transportation, geographic information systems, and
graphics; therefore, LSA will use its technical specialists to prepare the applicable topical sections of the
Administrative Draft IS/MND. Appropriate and feasible mitigation measures to address future actions
associated with implementation of the implementing the Parks and Recreation Plan and Element will be
included in the IS/MND and incorporated into the MMRP.
The Project Description must be complete prior to commencing preparation of the Administrative Draft
IS/MND. Any changes in the Project Description during the IS/MND preparation may result in revising
portions, if not all, of the IS/MND, with potential commensurate changes to the budget and schedule.
LSA will submit the Administrative Draft IS/MND to the City for review. LSA will respond to one round of
comments from the City on the Administrative Draft IS/MND, complete necessary revisions and submit a
Draft IS/MND to the City suitable for circulation for public review. According to the RFP, the City will be
responsible for circulating the Draft IS/MND for public review, including all required notices,
consultations, reproduction of hard copy documents, and related administrative work.
D10.2 Final Initial Study/Mitigated Negative Declaration
In an effort to propose cost saving measures, this scope of work assumes that City Staff will prepare
written responses to comments received on the Draft IS/MND. Should any public comments require
revisions to the Draft IS/MND, LSA will revise the IS/MND accordingly in cooperation with the City. All
changes to the Draft IS/MND will be shown in red line/strike out in the Final IS/MND, which will be
provided to the City for approval.
PHASE D DELIVERABLES
WRT City
Staff park-by-park meeting materials
PRC workshop materials
Admin Draft and Public Review Draft Parks +
Recreation Master Plan
Public Workshop #3 materials
Admin Draft Initial Study/Mitigated Negative
Declaration (IS/MND)
Final IS/MND
Data to support estimated park improvement,
maintenance and operations costs
CHC, Jack House, BAC, Tree Committee, PRC, PP,
CC meeting materials
Review of all preliminary WRT deliverables
PHASE E. MASTER PLAN AND ELEMENT ADOPTION
E1. Review / Refinement / Finalization of Updated Master Plan & Element
WRT will prepare the final PMP document, incorporating the final round of edits. It will be provided in
high resolution for printing and a lower resolution appropriate for screen viewing (website). WRT will
prepare the In-design files for transfer to the City, packaging all linked material.
This scope assumes only minor formatting changes to adapt the PMP to be the General Plan Element.
City Staff will provide specific and detailed guidance on which components of the PMP are to be
included in the General Plan Element.
E2. PRC, PP, CC Review [City]
The City will attend these meetings and provide the update. WRT will provide a presentation template.
ATTACHMENT 2
PRC 3-26
2-26
San Luis Obispo Parks + Recreation Master Plan and General Plan Element Update: Scope of Work / 03.01.18
9
PHASE E DELIVERABLES
WRT City
Final Parks + Recreation Master Plan
InDesign package of Final Document
All GIS Files, packaged
Presentation template
Adaptation of the PMP to be used as the General
Plan Parks + Recreation Element
Materials for PRC, PC, CC review
SAN LUIS OBISPO PARKS + RECREATION MASTER PLAN AND GENERAL
PLAN ELEMENT UPDATE: BUDGET
March 1, 2018
WRT,
LLC
PROS
Consulting
Wallace
Group ETC LSA Total
Task A: Project Planning
& Initiation
$- $ - $- $ - $- $ -
Task B: Setting the Stage
and Planning Framework
$9,555 $ - $330 $- $- $9,885
Task C: Community
Needs Assessment
$29,320 $10,920 $3,507
$14,520
$- $58,267
Task D: Master Plan and
Element/ Environmental
Review
$28,485 $2,600 $5,950 $- $19,725 $56,760
Task E: Master Plan and
Element Adoption
$ 3,970 $220 $248 $- $- $4,438
Subotal Labor $71,330 $13,740 $10,035 $14,520 $19,725 $129,350
Reimbursables (Travel,
Printing)
$1,827 $824 $301 $- $197 $3,150
Contingency $- $- $- $- $2,500 $2,500
TOTAL $73,157 $14,564 $10,336 $14,520 $22,422 $135,000
ATTACHMENT 2
PRC 3-27
2-27
DRAFT COMMUNITY ENGAGEMENT PLAN FOR
SAN LUIS OBISPO PARKS + RECREATION MASTER PLAN
AND GENERAL PLAN ELEMENT UPDATE
OVERVIEW
Community engagement will be vital to understanding and incorporating San Luis Obispo residents’
values and aspirations into the Parks and Recreation Master Plan and General Plan Element Update—
and creating champions for its implementation. This Community Engagement Plan identifies goals and a
preferred series of outreach components to inform, consult and collaborate. The kit of tools aims to
build on the existing community engagement culture in San Luis Obispo, consistent with the City’s Public
Engagement and Noticing Manual. The Plan assigns responsibilities for each component; identifying
roles for City Staff and the WRT team. Parks and Recreation Commissioners, user groups, neighborhood
residents and other engaged stakeholders will be expected to help disseminate information and assist
during workshops. Finally, a schedule shows how each of these Plan elements weaves into the overall
Parks and Recreation Master Plan Update.
GOALS FOR THIS COMMUNITY ENGAGEMENT EFFORT
San Luis Obispo’s Public Engagement and Noticing Manual (PEN) provides a set of “Starting Line”
questions to guide our approach to outreach. These are addressed here.
What is the project you need to communicate?
The Parks and Recreation Master Plan and Parks and Recreation Element Update, referred to hereafter
as “Master Plan and Element”, will guide the City’s capital improvement projects in its beloved parks,
facilities, recreational and cultural programs and activities, and open space over the next 20 years.
Who makes the final decision on the item?
Ultimately, at the conclusion of this project, the City Council will adopt the Master and Element. On the
Public Engagement and Noticing Manual’s Action Plan Matrix, this suggests a complex decision‐making
structure meriting a greater degree of communication with the public along the way. The Parks and
Recreation Commission will serve throughout this project as the advisory body for the Master Plan and
Element, providing a public forum for input and discussion on the Project at is monthly meetings.
What type of community interaction is desired?
Robust engagement is needed to tailor the Master Plan and Element to community priorities and build
support for implementation. The Engagement Plan will use all methods of communications and
community engagement in the PEN as well as new methods to provide communications that are:
informative, consultative, and collaborative.
Who needs to be informed?
The Master Plan and Element will engage residents and the community at large. There is particular
emphasis on key stakeholders and existing and new user groups as well as individuals who do not use
the City’s parks and recreation facilities. Stakeholders will include representatives from City advisory and
decision‐making bodies, other public agencies, and advocacy organizations whose interest overlaps with
parks and recreation, including open space. Important park and open space user groups include but are
ATTACHMENT 3
PRC 3-28
2-28
Community Engagement Plan for the San Luis Obispo Parks + Recreation Master Plan and General Plan
Element Update / 04.04.18
2
not limited to youth and adult athletic leagues, contract class instructors and participants, golf course
clubs, senior center users, aquatics program users, before and after school childcare programs, parties
interested in the City’s cultural and open space resources, facilities, and amenities, dog park supporters
and others. It will also be important to hear from members of the community who enjoy parks and open
space casually/informally, and in particular to reach non‐English speakers and others who are least likely
to be included in public decision‐making processes. The preliminary stakeholder list was approved as a
component of the Project Plan, and has since been expanded (see Attachment A, Initial Stakeholder
Table as of April 4, 2018). The City considers this table a living document, and the stakeholder and
interested parties list in will grow throughout implementation of this Community Engagement Plan.
When does the outreach need to happen?
Outreach will occur throughout the planning process and will be most concentrated during the
Community Needs Assessment phase (April to October 2018).1 The community’s input will be critical
during this time to shape the Master Plan and Element. As the Master Plan and Element is developed
there will be additional engagement points, including a mobile workshop and presentations to a variety
of committees. The Parks and Recreation Commission (PRC) and attending interested members of the
public will receive regular status updates of the Plan and Element Update during monthly PRC meetings.
What needs to be done?
In addition to the outreach components described below, the Community Needs Assessment includes
an assessment of existing facilities, including a summary of features and amenities and their condition,
and how these facilities are being used; analysis of the City’s current park standards and practices;
consideration of recreational trends; and identification of community priorities. All of this information
needs to be synthesized into the Master Plan and Element. The Master Plan and Element will establish
goals, and identify and prioritize park acquisition, improvement, maintenance, and financing actions to
meet those goals over the next 20 years. This information will be shared with the public during
engagement opportunities, including public meetings, workshops, and events as a component of the
Community Needs Assessment.
What does success look like?
Successful outreach will uncover and clarify the community’s greatest needs, preferences, and priorities
related to parks, facilities, programs and activities, including active and passive recreation. It will also
cultivate stakeholders and residents as supporters of the Master Plan and Element and champions of
specific implementing actions that follow.
OUTREACH COMPONENTS
Proposed outreach components are presented below, arranged into three categories based on primary
communication objectives. A table follows this discussion, summarizing the timeframe and the roles and
responsibilities for each element. WRT or WRT Team responsibilities are distinguished from City Staff
responsibilities; these may be further delegated to the Project Manager, Project Sponsor, Project
Steering Committee, or Project Team.
Last, a schedule shows how these outreach components are expected to occur throughout the life of the
Master Plan and Element.
1 Identified as Phase 2 in WRT’s approved Scope of Work.
ATTACHMENT 3
PRC 3-29
2-29
Community Engagement Plan for the San Luis Obispo Parks + Recreation Master Plan and General Plan
Element Update / 04.04.18
3
Communication Objective: Inform
Notifications
City Staff will notify the public about all public meetings and opportunities to comment on the Master
Plan and Element, following City of San Luis Obispo protocol. Public meeting notices and agendas are
published on the City’s website one week prior to the meeting date. Meeting agendas are posted at
Parks and Recreation and City Hall. Flyers and posters about the Master Plan and Element events and
online survey will be posted approximately 3 to 4 weeks in advance at all Parks and Recreation facilities
and parks. Notices will be emailed to all individuals who have previously contacted the City requesting
to be included on the Master Plan and Element interested parties list.2
Social Media and Website
City Staff will provide regular updates about the Master Plan and Element process via City of San Luis
Obispo social media (Facebook and Instagram) and the City’s website and/or a project page. In
particular, web‐based information will promote participation in the online survey, community
workshops, and online Open City Hall. Stakeholders may also play a role in raising awareness among
specific groups about the Master Plan and Element and opportunities to be involved. Events will be
posted on social media sites 4 weeks in advance as outlined in the social media posting schedule below.
Facebook Event listed 4 weeks out
Leading up to event: 2 posts on each social site (Facebook/Instagram) every week (photo with
logos/dates/link to site)
Week of event: every other day (boost the post)
Day of: 1 post morning
Day after/week after: thank you post
Email Outreach
An email list will be maintained by City staff for the project, and E‐updates—email outreach to generate
interest and maintain participation—will be sent at key stages. Similar to the social media posting
schedule, email outreach will be initiated 4 weeks in advance of a scheduled event with notifications
increasing closer to event.
Media Outreach
City Staff will provide news releases on key project milestones and key elements of the update through
local newspapers, television and radio. In particular, promoting participation in online survey,
community workshops, and online Open City Hall. Staff will develop press releases for review and
approval by the City’s Public Relations consultant approximately 3 to 4 weeks in advance of a scheduled
event. For larger events, postcards can be provided as an insert in the newspaper. Regularly scheduled
radio announcements on KVET will be recorded and aired to inform the community about upcoming
events, workshops and the online survey.
Targeted Outreach
The Master Plan and Element will also be publicized through special event cross‐marketing to reach
stakeholders and interested parties that may not have easy access to online resources and social media,
including, but not limited to, outreach to schools for youth participation and the San Luis Obispo Senior
Center, facility users, and recreational program participants for older‐active adult engagement. This will
2 Alternative communications will be arranged as needed to ensure information is accessible.
ATTACHMENT 3
PRC 3-30
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Community Engagement Plan for the San Luis Obispo Parks + Recreation Master Plan and General Plan
Element Update / 04.04.18
4
involve staff distributing project materials like postcards and intercept surveys at pop‐up events to
ensure those without computer access are reached.
Communication Objectives: Inform and Consult
Foundational Meetings with Council, PRC and Stakeholders
Engaging City Council and PRC members and stakeholders from diverse backgrounds early in the process
is essential to gain a broad understanding of issues and priorities for the park system. The first meetings
with WRT will begin on April 11th. This will provide foundational information for the Master Plan and
Element. Throughout the process interested parties will continue to be identified and included as
stakeholders.
Parks & Recreation Commission
The Parks and Recreation Commission (PRC) will serve as the project advisory body for the Master Plan
and Element. There will be a standing project update at each monthly PRC meeting to keep the
Commission apprised of project tasks and upcoming deliverables, as well as serve as an additional
opportunity for public input. Approximately every other month the PRC will review project deliverables
and provide more detailed input and direction as necessary.
WRT will attend three PRC meetings at key stages of the process. On April 11, 2018, WRT will present
the project to the PRC, laying out the scope and schedule and leading a “visioning” exercise. WRT will
present a second time to the PRC following completion of the Draft Community Needs Assessment and
coinciding with a public workshop; this is anticipated to occur in October 2018. Third, WRT will join staff
to facilitate PRC review of Draft Plan components and conduct an exercise to help set project priorities.
This is envisioned for December 2018. WRT will also prepare materials for staff to use to present the
Draft and Final Master Plan and Element to the Commission at critical recommendation points.
Review by Other Advisory Bodies
The Planning Commission is the Advisory Body responsible for reviewing and recommending the City’s
long‐range plans to the City Council, most notably the City’s General Plan. As such, the Planning
Commission and City Council will each have the opportunity to review and provide input on components
of the project three times – to review the Draft Community Needs Assessment, to review the Draft
Master Plan and Element Update, and at the end of the project for final review and adoption.
Other City advisory bodies will also review and provide input on the draft plan, including but not limited
to the Cultural Heritage Committee, Jack House Committee, and Active Transportation Committee.
Additional meetings will be scheduled as necessary.
Staff will present the Master Plan and Element to these advisory bodies at key stages throughout the
project.
Communication Objectives: Inform, Consult, Collaborate
Pop‐Up Events and Community Workshops
Taking the planning process to the community is an effective way to bolster engagement. Early in the
process, there will be informal “pop‐up” booths from May to October in community settings like the
City’s weekly Thursday Night Activities and Farmers’ Market, summer Parks and Recreation Events,
programs, and activities including but not limited to such as the SLO Triathlon, youth summer camps and
playgrounds.
ATTACHMENT 3
PRC 3-31
2-31
Community Engagement Plan for the San Luis Obispo Parks + Recreation Master Plan and General Plan
Element Update / 04.04.18
5
The project will also include a focused, interactive community workshop in October 2018 to inform the
Community Needs Assessment, and an open house to present and get feedback on the Draft Master
Plan and Element and celebrate the City’s parks and their future improvements, in June 2019.
Survey and Online Engagement
Online engagement will have two distinct components. First, an online survey will be conducted to
achieve a statistically‐valid sample of San Luis Obispo residents’ priorities for the park system, recreation
programs and cultural facilities. Statistically‐valid community surveys are a critical component of the
Master Plan and Element process—particularly for communities such as San Luis Obispo where the
profile of the population is diverse and involved. These surveys are critical because they capture with a
degree of certainty the needs of all residents, not just those who choose to participate in other forms of
public engagement. Statistically‐valid surveys validate input that is provided through other forms of
engagement. The WRT team will work with City Staff to draft survey questions; ETC Institute will
administer the survey itself, which may occur both online and as a mail‐in piece. The survey instrument
will be developed in April and conducted shortly thereafter, with a report on results by the end of June
2018.
Second, staff will mirror the pop‐up outreach, community workshop, and community open house with
online options through the Open City Hall platform. To a great extent, the online option will be designed
to offer the same opportunities for feedback as are provided at the in‐person events.
ATTACHMENT 3
PRC 3-32
2-32
Community Engagement Plan for the San Luis Obispo Parks + Recreation Master Plan and General Plan
Element Update / 04.04.18
6
Table 1. Outreach Elements
Element Roles & Responsibilities Timeframe
Inform
Social Media and
Website
Staff: Create and manage social media and
City website postings
WRT: paragraph briefs and images to be
incorporated into a City led campaign
Stakeholders: help to share information
with community/constituents
Throughout; emphasis on
Community Needs Assessment
phase, April – November 2018
Email Outreach Staff: create and manage e‐mailing list and e‐
updates; promote participation in online survey,
community workshops, Open City Hall
Throughout; emphasis on
Community Needs Assessment
phase, April – November 2018
Media Outreach Staff: draft and distribute news releases, partner
with BCA/AMF as needed
Throughout
Targeted
Outreach
Staff: distribute materials and lead targeted
outreach efforts; promote participation in
online survey, workshops, Open City Hall
WRT: paragraph briefs and images to be
incorporated into a City led campaign
Throughout; emphasis on
Community Needs Assessment
phase, April – November 2018
Inform and Consult
Stakeholder
Meetings
Staff: identify stakeholders and schedule
meetings
WRT: conduct stakeholder meetings over 2‐
day period, and follow‐up interviews by
phone as needed. Incorporate feedback
into Community Needs Assessment, Master
Plan
April 2018
PRC Meetings Staff: provide standing project update at
monthly meetings, and get input on
deliverables
WRT: present work and conduct exercises
with the PRC at 3 key points; incorporate
guidance into Master Plan documents;
provide presentations for Staff at Draft and
Final Plan stage; integrate input into
Master Plan
Throughout
Review by Other
Advisory Bodies
Staff: lead study sessions for the Planning
Commission (PC) and City Council (CC) on
Draft Community Needs Assessment, Draft
Master Plan and Final Master Plan and
General Plan Element
Attend Cultural Heritage Commission
(CHC), Bicycle Advisory Committee (BAC),
Tree Committee, and Jack House
Committee, to brief these bodies during
Draft Master Plan development
WRT: provide materials and presentation
templates; integrate input into Master Plan
At Community Needs Assessment
phase, meetings expected to occur
in October 2018. At Master Plan
Development & Element Update
phase, meetings to occur in June
2019. At Master Plan & Element
Adoption phases, hearings to occur
in October 2019.
ATTACHMENT 3
PRC 3-33
2-33
Community Engagement Plan for the San Luis Obispo Parks + Recreation Master Plan and General Plan
Element Update / 04.04.18
7
Element Roles & Responsibilities Timeframe
Inform, Consult, Collaborate
Pop‐Up Events
and Community
Workshops
Staff: conduct “pop‐up” outreach at
community events; help to plan and
conduct community workshop and open
house
WRT Team: provide templates and graphic
support for pop‐up outreach; conduct
community workshop and community open
house; integrate input into Community
Needs Assessment, Master Plan
At each phase. Pop‐up events
anticipated for May‐July 2018;
community workshop planned for
October 3, 2018; and mobile
workshop/open house to introduce
Draft Master Plan and Element
expected to occur in June 2019.
Survey and
Online
Engagement
Staff: help to develop survey questions;
conduct pop‐up and workshop activities on
Open City Hall
WRT Team: help to develop survey
questions; administer statistically‐valid
survey; integrate survey findings into
Community Needs Assessment and Master
Plan
Survey to be developed and
conducted between April and June
2018. Open City Hall will be active
in conjunction with each of the
community workshops/open
houses listed above.
Schedule
The Master Plan and Element will take place in four overlapping phases over approximately 21 months.
Phase 1: Setting the Stage and Planning Framework consists of project kick‐off, review of
background information, and the development of a Community Engagement Plan (this
document) and an Initial Planning Framework report. This phase will occur during March and
April 2018.
Phase 2: Determining Community Needs covers the critical work of understanding the issues
relevant to San Luis Obispo’s park system and its development over the next decade.
Community engagement is a central part of this, and many of the engagement activities
described here will take place during this phase, between April and November 2018.
In Phase 3: Developing the Plan and Conducting Environmental Review, community needs will
be translated into a draft Parks and Recreation Master Plan, including background, vision and
goals, policies, and implementing actions. A companion Parks & Recreation Element for the
General Plan will also be drafted. These documents will be reviewed for potential environmental
impacts.
Phase 4: Adopting the Plan and Element, includes final hearings before the Planning Commission
and City Council, and incorporating the input of these bodies into a final Master Plan for
adoption, anticipated for October 2019.
Please refer to the overall project schedule for more detail.
ATTACHMENT 3
PRC 3-34
2-34
City Committees/Boards:Community Partnerships
Active Transportation Committee Arts Obispo
Cultural Heritage Committee Blues Baseball
Jack House Committee Cal Poly
Human Relations Committee Children's Museum
Planning Commission CAPSLO
Senior Center Executive Board CCCMB
Center for Family Strengthening
Other or Former City ‐affiliated Groups:
Downtown Concept Plan (Creative Visioning Team)
Former PRC & JHC Members Central Coast Soccer
Tourism Business Improvement District Board Chamber of Commerce/Visit SLO
Promotional Coordinating Committee Child Care Planning Council
Contract Class Instructors
County Library Staff
Parks and Recreation Users:Cuesta College
Community Gardens – volunteers Downtown Association
Contract Class Users: Karate, Gymnastics, Etc.Family Care Network
Jr. Giants History Center
Laguna Lake Golf Course Men’s and Women’s Club Jack House Volunteer Docents
Bike SLO County Mission San Luis Obispo de Tolosa
SLO Rugby Prado Day Center and Homeless Services
SLO Skate Park / Hockey Rink Users Rita’s Rainbows
RQN/Neighborhood Groups
San Luis Coastal Unified School District (SLCUSD)
SLO Teen and CIT Families SESLOC (Damon Parking)
SLO Throwers SLO County Access For All
Sports (Adult Softball, Pickleball, Volleyball, Table SLO County Parks & Recreation
Tennis, Boomer Softball, Whiffle ball, Ultimate Frisbee) SLO County Parks & Recreation Commission
SLO Women’s Soccer Special Olympics
SLO Youth Baseball United Cerebral Palsy of San Luis Obispo County
Special Event Organizers YMCA
SLO Tigers Baseball ECOSLO
Sun 'N Fun, Club STAR Families (Youth Services) Land Conservancy of San Luis Obispo County
Youth Sports Association (YSA)Sierra Club
SLO Bike Club SLO County Public Health
AYSO Natural Resources Roundtable
Sea Hawks Central Coast Grown
SLO Repertory
Rotary
Other:Kiwanis
Large employers Soroptimist
Non‐English speakers Leadership SLO
Non‐resident park and facility users (drop‐in)SLO Museum of Art
Non‐users California Native Plant Society
Resident Park and facility drop‐in users Friends at Laguna Lake
People with disabilities Friends of La Loma Adobe
Youth Railroad Museum
YPNG ‐ Young Professionals Networking Group Developer's Roundtable
Women's March San Luis Obispo Save Our Downtown
Heal SLO Bishop Peak Neighbors
Dog Park Interested Parties
Sinsheimer Dog Park Group
See Spot Run
INITIAL STAKEHOLDER TABLE (As of April 4, 2018)
Project Advisory Body: Parks & Recreation Commission
SLO Swim Center Ambassadors/Users (Monthly
Newsletter Users)
Central Coast Commission for Senior Citizens‐ Area Agency on
Aging
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INITIAL PLANNING FRAMEWORK
SAN LUIS OBISPO PARKS + RECREATION MASTER PLAN
AND GENERAL PLAN ELEMENT UPDATE
INTRODUCTION
The City currently manages and maintains over 530 acres of developed parkland, as well as 14 major
open space properties with over 55 miles of trails. The Parks and Recreation Department is comprised of
multiple divisions including Aquatics, Community Services, Facilities, Golf, Public Art, Ranger Service and
Youth Services. The Department maintains the Laguna Lake Golf Course and all City Open Space and
works closely with partners in Public Works Parks Maintenance and Building Maintenance, who
maintain the City’s developed parkland and recreational facilities, as well as Public Works Engineering
who oversees park improvement projects. The Natural Resources Protection Program also works in close
collaboration with the Parks and Recreation Department’s Ranger Service to form the “Open Space
Team” to implement land acquisition projects, conservation planning, long‐term stewardship, proper
maintenance, and appropriate public use of the City’s Open Space network. There are also numerous
outside partnerships and collaborations with a variety of agencies, organizations and volunteers to meet
the community’s recreational needs.
The development of an update to the Parks and Recreation Master Plan (Master Plan) and General Plan
Element (Element) has been identified as the top priority for the Parks and Recreation Commission. The
City’s Parks and Recreation Master Plan was last updated in 2001; it was adopted concurrently as a
Parks and Recreation Element and Master Plan. It is out of date and its usefulness as a policy document
is minimal. With new parks being proposed at a historically unprecedented rate in association with
multiple residential projects in in the City, the Parks and Recreation Commission and staff lack current
policy direction as well as data regarding the community’s current and future parks and recreation
needs. This not only impacts future parks and recreation resources, but also the operational needs of
the City’s existing parks and facilities.
The initial planning framework process is included as a component of the community engagement
strategy to set the stage for the Master Plan and Element. This document includes the purpose and
objectives of the Master Plan and Element; provides an initial presentation of core values, vision,
mission, goals, and policies; recognizes the foundation created by the City’s existing parks and
recreation system; and, identifies preliminary key issues and opportunities to be addressed in the
Master Plan and Element. The planning framework will be refined as the project progresses through
dialogue with staff, the Parks and Recreation Commission, the City Council, and other interested
stakeholders. Following further outreach and collaboration, the planning framework will be expanded to
include program categories and performance measures.
Purpose and Objectives
The purpose of the Master Plan and Element is to address current and future needs for the City of San
Luis Obispo’s parks, recreation facilities, programs, and services consistent with the objectives outlined
in the adopted 2017‐2019 financial plan and 2020 Parks and Recreation Strategic Plan (2020 Strategic
Plan). Creation of a prioritized Master Plan is intended to provide a comprehensive statement of the
City’s vision, priorities, goals, and implementation actions for the next 20 years. The Master Plan and
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Element policies and programs will serve as a blueprint, guiding the City and its various entities in
priority setting and resource allocation. It is understood that the availability of financial resources can
and will affect the timing of implementation but will not change the goals and intent.
Development of the Master Plan and Element will include collaboration among citizens, appointed
advisory bodies, other agencies and organizations, and City staff, which will enable the City to
proactively choose and implement its vision of the future for parks and recreation.1 Based on this
collaboration, the Master Plan and Element will answer several key questions about San Luis Obispo,
noting additional questions are anticipated to arise during the community engagement process:
Are the recreational, social, and cultural needs of all residents currently met?
What are the recreational, social, and cultural needs and dreams for the future for all residents?
Does San Luis Obispo provide recreational and other social programming that meets its
residents’ needs, and if not, what would they change?
Does the City have the right amount of parks and parkland, and the right types such as pocket,
neighborhood, community, and facility?
Given the condition of San Luis Obispo’s parks and locations, using 2018 as a baseline year, what
if any changes and improvements are needed?
Using 2018 as a baseline year, does the City have the right amount and type of facilities (e.g.
senior center, sports fields, baseball/softball fields, swimming pool, tennis courts, and others),
indoor and outdoor, for organized recreation activities and programming?
What are the parks and recreation priorities for residents over the next 20 years?
How should San Luis Obispo plan for the parks and recreational activities of the future given
changing demographics, growing residential population, and new trends in recreation and
activities?
How should San Luis Obispo’s plan for parks and recreation adapt to the existing and potential
effects of climate change and the availability of innovative energy and water conservation
technologies?
How should San Luis Obispo fund its parks and recreation capital investments to meet the
priorities arising from this plan?
CORE VALUES AND GOALS
The San Luis Obispo Parks and Recreation Department’s mission is “to inspire happiness by creating
community through people, parks, programs and open space.” Guiding principles and values identified
in the 2020 Parks and Recreation Strategic Plan, which are also applicable to the Element and Master
Plan Update include:
Programming is directed to diverse users. Parks & Recreation provides high quality programs
that are responsive to industry trends and changing community needs. Programming
encourages participation and builds community amongst all users.
1 All outreach and engagement will occur pursuant to an approved Community Engagement Plan and the City’s
Public Engagement Manual.
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Expand parks and facilities. Parks and Facilities are contemporary, desirable to use, and meet
the needs of diverse users.
Nurture open space. The City’s open space is preserved and protected to ensure its health and
wellness as well as the community’s continued stewardship while continuing to grow the next
generation of land stewards.
Maximize community resources and collaborations. Parks & Recreation increases its
programming and positive impact, shares resources, and meets needs through community
partnerships.
Additional principles, goals, and values will emerge through extensive outreach and conversations with
the community, including foundational stakeholders, our City advisory bodies and decision makers, and
a diverse range of interested groups and members of the public. Our City’s parks, recreational facilities,
and open space offer a diverse range of amenities that serve both passive and active users, including
City citizens and visitors from within and outside of San Luis Obispo County. The Element and Master
Plan Update will ultimately reflect the needs and priorities of these varied and equally important groups
and individuals.
The Value of Parks and Recreation in San Luis Obispo
Parks, open space, and recreation facilities and programs are valuable for multiple reasons. San Luis
Obispo’s parks, facilities, public art, and open spaces contribute to the City’s character and beauty and
provide social benefits for the community. They are places for people to walk and talk, play games, and
enjoy their family and friends and the natural and cultural settings they live in. Parks and Recreation
programs stimulate a sense of community larger than family and friends: here is where we connect with
others in athletic leagues and programs or informally at the playground or in the plaza, take a diverse
range of classes and learn new skills, keep kids safe, and engage seniors. Parks and Recreation are
valuable for public health. They give us a place to stretch our legs, to play sports, to swim laps, throw
Frisbees, walk dogs, and appreciate nature and cultural resources. In a less obvious way, good parks and
recreation services contribute to economic development, too. They contribute to the City’s quality of life
and ability to attract and retain a happy, healthy workforce and employers. Not least, parks and open
space preserve space for plants and wildlife, for water to drain naturally into the soil, and provide many
other ecological benefits.
POLICY FRAMEWORK
The project will look at park, recreation, and open space resources within the City’s broader greenbelt
area, with the focus of the work within the urban reserve. The City of San Luis Obispo’s General Plan
defines the urban reserve line as the boundary between areas that the City has decided may be
appropriate for urban development, and land to remain in open space and rural uses over the next 20
years. Agricultural and open space uses may also be maintained within the urban reserve line. Most of
the focus of the Master Plan and Element policies and programs will be within the urban reserve line, as
consistent with the General Plan.
Policy direction to guide the update of the Master Plan and Element includes the following:
1.Supports Major City Goal regarding Climate Action by identifying future park amenities that are
less water intensive and enhanced maintenance practices in existing parks, as well as other
operational and or programmatic changes in support of this goal.
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2.Supports Major City Goal regarding Multi‐Modal Transportation by identifying and addressing
connectivity between parks and open spaces via public transit, walking and cycling.
3.Supports Major City Goal regarding fiscal health by prioritizing community needs for parks and
recreation that result in prioritized capital improvement projects and operations.
4.Supports the Housing Major City Goal by identifying resident and community needs as relates to
the provision of parks and open space in existing and new neighborhoods.
5.Supports the Parks and Recreation Commission’s longstanding goal to update the Parks and
Recreation Master Plan and Element to best serve the community.
6.Consistent with the San Luis Obispo Municipal Code, Chapter 12.20 Park Regulations, and 12.22
Open Space Regulations.
7.Supports the City’s recently updated Land Use Element of the General Plan, including policies
that relate to public access to open space (LUE 1.10.3); open places and views (LUE 4.10);
downtown green space and public parks (LUE 4.11); San Luis Obispo Creek (LUE 4.15); and public
art (LUE 5.2.4), among others.
8.Supports the City’s recently updated Circulation Element of the General Plan, by identifying
how: parks and recreational areas can be conveniently reached by pedestrians or bicyclists (CE
Goal 1.7.3.7); the city should complete a continuous pedestrian network connecting residential
areas with major activity centers as well as trails leading into city and county open spaces (CE
Policy 5.1.2), among others.
9.Consistent with the City’s Conservation and Open Space Element of the General Plan, including:
(COSE 8.5.1) “Public access to open space resources, with interpretive information, should be
provided when doing so is consistent with protection of the resources, and with the security and
privacy of affected landowners and occupants. Access will generally be limited to non‐vehicular
movement, and may be visually or physically restricted in sensitive areas,” and (COSE 8.5.5) “The
City will consider allowing passive recreation where it will not degrade or significantly impact
open space resources and where there are no significant neighborhood compatibility impacts, in
accordance with an approved open space conservation plan. Passive recreation activities may
include: hiking, nature study, bicycle use, rock climbing, horseback riding or other passive
recreational activities as permitted and regulated in the Open Space Ordinance.”
10.Supports the goals and policies in the Public Art Master Plan.
11.Implements the 2015 Open Space Maintenance Plan.
12.Implements the adopted 2020 Parks and Recreation Strategic Plan (Action 1.4.4).
13.Considers implementation strategies in the 2017 Downtown Concept Plan and Mission Plaza
Concept Plan.
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FOUNDATIONAL DOCUMENTS AND EXISTING PARKS, FACILITIES, PROGRAMS, AND SERVICES
2001 Parks Master Plan/Parks & Recreation Element
The current Parks and Recreation Element and Master Plan (current Element and Master Plan), adopted
in 2001, is the foundation for all park and recreation activities in the City. The structure of the current
Element and Master Plan includes one chapter each devoted to goals; park and recreation facilities
(parks and buildings); and park and recreation activities (programs). These three chapters comprise the
entirety of the Parks and Recreation chapter of the current Element, while the current Master Plan
includes chapters on financing and implementation, phasing for park acquisition and implementation,
and technical background reports.
The current Master Plan’s goals, policies and programs will contribute to the planning framework and
will be adapted based on the current and future needs of the City. There are likely many ways in which
the values that guided the current Plan remain true for the community, and the policies intended to
achieve them can still effectively guide new implementing actions. Programs will be evaluated for
whether the actions they describe have been taken, and if not, if they remain desirable. These existing
documents will also be an important source of data for the new planning effort and will contribute to an
understanding of what the City has accomplished in terms of park acquisitions and improvements over
the last 17 years.
Existing Parks and Facilities
When the current Master Plan was adopted in 2001, San Luis Obispo counted 32 parks totaling
approximately 163 acres. In addition, the Parks and Recreation Department managed the 27‐acre
Laguna Lake Golf Course, and 1,669 acres of City‐owned preserved open space in and around San Luis
Obispo. The City currently manages 3,750 acres of public open space and over 55 miles of trails. Since
2001, four new parks have been created (Cheng, De Vaul, Eto, and Exposition), and other parks have
incorporated new amenities in response to user needs (Sinsheimer, Santa Rosa). More parks will be
created as part of the build‐out of specific plan areas.
The current Master Plan calls for the City to develop and maintain a park system at a rate of 10 acres of
park land per 1,000 residents, including 5 acres of neighborhood parks. This is achieved either through
land dedication and improvement during the development of new neighborhoods in annexation areas,
or by charging fees in‐lieu of land dedication, allowing the City to fund park land development. The
acreage ratio at the time of the current Master Plan was 3.68—far below the amount needed to reach
the Plan’s standard. Both population and park acreage have grown very slightly since then, leaving the
ratio nearly as it was in 2001.
The Parks and Recreation Department also manages numerous facilities that provide recreational,
cultural, and educational opportunities, including but not limited to the Senior Center, Ludwick
Community Center, Meadow Park, Laguna Lake Golf Course, Damon Garcia Sports Fields, SLO Swim
Center, SLO Skate Park, and Jack House and Gardens.
Recreation Programs and Other Services
The Parks and Recreation Department provides a range of activities, including programs for seniors;
adult and youth sports; contracted fitness and enrichment classes; aquatics; open space preservation
and educational opportunities; cultural activities and public art, community events and programs for
youth including before‐ and after‐school programs, spring break and summer camps. The Department
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organizes community events, manages rental of some of its facilities, issues permits for special events
and filming, and manages donation programs. The current Master Plan guides the City to continue to
adjust its recreational programming to meet the needs of all segments of the community, to adapt to
changing demands, and to coordinate with private and other recreational providers to provide the best
range of opportunities most efficiently. The City currently follows a set of budget and fiscal policies
guiding the extent to which various types of recreational programs are expected to recover costs.
Service fees are set consistent with these policies.
OPPORTUNITIES FOR THE FUTURE OF PARKS AND RECREATION IN SAN LUIS OBISPO
The Master Plan will revisit recreational needs with fresh information about facility usage, program
participation, and community priorities and preferences. Opportunities that the Master Plan can address
will continue to emerge through the community engagement process and the sharing of bright ideas for
the future of parks and recreation in San Luis Obispo. The Master Plan and Element will evaluate the
condition of the City’s foundation of existing parks and facilities, develop a strategy for maintaining and
enhancing these facilities, and consider how new parks and facilities should be provided over the
coming years. The relationship between funding sources, capital improvements, and the need for
maintenance will be carefully examined. Initially recognized areas of opportunity, presented in no
specific order, are outlined below for further discussion.
Meeting the Needs as Developed Through This Effort
The Community Needs Assessment will provide results about the community’s hopes, dreams, and
needs regarding its parks and recreation opportunities. This input will provide additional direction for
the Master Plan and Element moving forward.
Maximizing the Use of Existing Parks and Facilities
While there is limited available land for the City to purchase for new parks, there is existing park land
that could be used better. Ideas to explore include the evaluation of current parks and facilities
(including Laguna Lake Golf Course and Laguna Lake Park) for opportunities to add additional features,
facilities, and changes to programmatic uses. Outside the box ideas will be explored during the
community engagement process.
Providing Athletic Fields Year‐Round
San Luis Obispo relies heavily on the Damon‐Garcia Sports Complex for turf activities. Due to the
sensitivity of this facility it is only used for competitive purposes. Repairing and replacing turf at Damon‐
Garcia has proved expensive and has required a minimum of 14 weeks of closure per year, limiting the
availability of fields for competitive plan and providing no practice options. Methods to increase the use
of the facility will be explored as will other locations and options.
Providing Programs for All Ages
San Luis Obispo has a wide range of successful programs for youth through the Parks and Recreation
Department Youth Services and Community Services Divisions, including but not limited to sports
programs, classes, child care, camps, and events. The senior community has a variety of programming
that benefits a wide range of seniors, including active sports (golf, pickleball, aquatics) and passive
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activities (bingo, bridge, chair exercises, etc). Programs at the SLO Senior Center, while beneficial to the
center members, does not meet the needs of programming for a wide range of an active senior
community. There is an opportunity to expand or create new programs to serve the physical,
educational, and social needs of young adults. By official policy, the City does not expect programs for
youth and seniors to fully recover operating costs. Adding services for adults could help to bring in more
revenue, while better serving a significant and highly‐active segment of the community.
Serving the City’s Workforce
While the City has fewer than 50,000 residents, there is a “functional population” doubling when
daytime “population” including employees and students is used. The City’s economic development
program encourages high quality of life employers and industries and the City’s workforce tends to be
highly active and makes great use of the City’s parks and facilities. The Master Plan may break ground by
taking the daytime population into account, setting metrics to achieve performance based on this larger
service population, and identifying ways these users can contribute to the park system.
Aligning with Active Transportation
San Luis Obispo’s Climate Action Plan (2012) and Active Transportation Partnership Program (2016) seek
to change the way people in the community get around, in order to reduce greenhouse gas emissions
while supporting public health. The City has established a goal of reducing the share of trips made by
private automobile by 20 percent. The Master Plan can support these efforts by giving new attention to
the recreational value of trails, and improving pedestrian, bicycle, and public transit access to parks for a
diverse range of users.
Advancing Sustainable Management Practices
San Luis Obispo has a strong desire to be environmentally sustainable. The Master Plan will play a role in
advancing the environmental performance of our park system by recognizing opportunities to shift
toward water‐efficient planting, using recycled water, and making facilities more energy‐efficient.
Balancing Use of Open Space with General Plan Preservation Goals and Policies
San Luis Obispo has a beautiful setting nestled among undeveloped hills. Most of this land is preserved
as open space, and while its natural and scenic value must be maintained, passive recreational
opportunities are also present. Managed access to open space preserves and protects the open space
while balancing opportunities for education, improved quality of life, and community ownership. In
addition, the Master Plan can identify ways to effectively connect the City’s recreational parks with its
open space trails.
THE IMPACT OF LIMITED FISCAL RESOURCES ON THE FUTURE OF PARKS AND RECREATION
The City of San Luis Obispo balances maintenance of its aging infrastructure (including parks and
facilities) within its limited resources. This project acknowledges that the City does not have a dedicated
revenue stream for new parks and facilities and must balance new with the maintenance of old. The
result of this Project will provide a prioritized list of projects for the next 20 years in Parks and
Recreation giving the City the opportunity to use its limited resources wisely and as identified by the
community.
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