HomeMy WebLinkAbout11-13-2018 Item 15 Status Update for the 2019-21 Goal-Setting and Financial Plan Process
Meeting Date: 11/13/2018
FROM: Derek Johnson, City Manager,
Brigitte Elke, Finance Director
Prepared By: Alex Ferreira, Budget Manager
SUBJECT: SETTING THE STAGE: STATUS UPDATE FOR THE 2019-21 GOAL-
SETTING AND FINANCIAL PLAN PROCESS
RECOMMENDATION
1. Receive and discuss the following background information in preparation for the 2019-21
goal-setting and Financial Plan process:
a. Status of 2017-19 Major City Goals and Other Important Objectives
b. Fiscal Health Response Plan
c. General Plan Update
d. Strategic Scan; and
2. Confirm the date for the Goal Setting workshop on Thursday, February 7, 2019 at 5:00 pm.
REPORT IN BRIEF
The City of San Luis Obispo utilizes a two-year financial planning process to create its budgets.
This process includes extensive public outreach to assist the City Council in establishing Major
City Goals. The benefits of this process are two-fold, it ensures that resources are provided in the
budget to accomplish the community’s highest priority, most important objectives, and it is a
method to help create a mutual understanding among residents, decision makers, and City staff
about what can be achieved by working together.
To provide the setting for the goal setting process, this report includes an update our current
Major City Goals and Other Important Objectives, the status of the Fiscal Health Response Plan
adopted by Council April 17th, 2018, an update on the General Plan, and an overview of strategic
indicators.
Significant progress has been achieved regarding all Major City Goals. The Housing Major City
Goal is 73% complete, Multi-Modal Transportation is 70% complete, Climate Action is 70%
complete, Fiscal Sustainability & Responsibility is now 65% complete, and the Downtown
Vitality Other Important Objective is 75% complete.
This first year of the Fiscal Health Response Plan (FHRP) has been implemented. A total of $1.1
million in operating reductions and $0.4 million in revenue through doing business differently
have been realized. Employee concessions targeted at approximately $1.7 million over the three
years of the plan are also in process.
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This report also highlights the progress made on the General Plan. Of the 409 individual
implementation planning programs in the General Plan, 93% or 379 programs are completed or
have been integrated into the City’s ongoing operations. This is a seven percent increase since
the last update provided as part of the 2017-19 Financial Plan. Given the ambitious nature of the
General Plan and its twenty-year time horizon, staff believes that this represents significant
progress toward achieving the goals within the plan.
Lastly, the report includes a scan of strategic indicator. The scan was developed by two Cal Poly
interns in City Administration Department and provides an in-depth overview on important
statistical information pertaining to key social, economic, and environmental influences.
DISCUSSION
The fundamental purpose of the City’s budget process is to allocate financial resources to
support City services and capital projects to accomplish adopted goals over a two-year period.
This process is informed by the City’s current service levels and adopted long-term plans and
policies and assists the development of the two-year Financial Plan.
As an integral part of the Financial Plan development and its goal setting process, the Council
will hold a Community Forum on January 23, 2019, followed by the Council Goal-Setting
workshop on February 7, 2019, to engage the public in defining the desired work efforts and to
provide input as to the priorities for the community. The community can further contribute
through an online survey posted on the City’s website at www.slocity.org/opencityhall.
In order to provide background information and context for consideration during the goal setting
process, Council and the public will receive a series of reports which include updates on the
status of adopted plans, Major City Goals, capital projects as well as the region’s economic
outlook and the City’s financial policies. The December 4th City Council meeting will
concentrate on the City’s budget policies, the Capital Improvement Plan, and will provide an
economic outlook highlighting the trends for the upcoming five-year period. This report lays the
foundation for that discussion by providing a status update on the current Major City Goals and
Other Important Objective, an update to the adopted FHRP, and a status report on General Plan
implementation programs.
The General and Enterprise Funds’ five-year fiscal forecast will be presented to the Council on
February 5, 2019 alongside the 2018-19 Mid-Year Report and will be based on audited 2017-18
financial results. This will be the final piece in the series of reports as the five -year forecast is an
essential part in the development of a reliable and accurate long-term outlook and sustainable
financial plan to be presented to the Council on June 4, 2019.
Status of 2017-19 Major City Goals and Other Important Objective
Housing: This goal aims to facilitate increased production of all housing types designed to be
economically accessible to the area workforce and low and very low-income residents, through
increased density and proximity to transportation corridors in alignment with the City’s Climate
Action Plan. This goal is 73% complete.
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Multi-Modal Transportation: This goal prioritizes the implementation of the Bicycle Master
Plan, pedestrian safety, and the Short-Range Transit Plan. This goal is 70% complete.
Climate Action: This goal focuses work efforts to update the City’s Climate Action Plan,
assesses requirements to achieve a “net-zero carbon City” target, and implements cost-effective
measures, including implementation of a Sustainability Coordinator and the formation of a Green
Team. This goal is 70% complete.
Fiscal Sustainability and Responsibility: This goal implements the City’s Fiscal Responsibility
Philosophy with a focus on economic development and responsiveness, reduction of unfunded
liabilities, and infrastructure financing. This goal is 65% complete.
Other Important Objective:
Downtown Vitality: This goal focuses work efforts to continue to improve safety, infrastructure
investment, and maintenance in the Downtown and support Downtown Association’s proposal to
consider a Downtown improvement district. This objective is 75% complete.
Attachment A - Status of the City’s Major City Goals and Other Important Objectives for 2017-
19 - further details progress on all efforts and work programs related to the individual goals as of
October 1, 2018.
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Fiscal Health Response Plan Status
With the development of the 2017-19 Financial Plan, Council adopted the Fiscal Sustainability
and Responsibility Major City Goal with a work program to address long-term fiscal health. At
its December 12, 2017 meeting, Council received a report titled “Budget Foundation: Fiscal
Health Response Plan” which articulated the need to reduce ongoing expenditures by $8.9
million in all funds by 2020-21 ($7.5 million in General Fund and $1.4 million from the
Enterprise funds).
The reduction is necessary to address the long-term financial impacts1 related to pension costs
due to significant policy changes made by the California Public Employees’ Retirement System
(CalPERS) affecting the unfunded liabilities of all PERS member organizations. On April 17,
2018, the Council adopted the City’s FHRP (Attachment B) to establish a roadmap to long-term
fiscal health and sustainability that will be accomplished over a period of three years from 2018 -
19 through 2020-21.
With the adoption of the General Fund portion of the 2018-19 Supplemental Budget, City staff
identified a total of $1.1 million in operating reductions and $0.4 million in revenue through
doing business differently. Those actions reduce the General Fund obligation for years two and
three of the Plan to $6 million as outlined in the table below. Considering revenue estimates from
a cannabis tax amounting to $3 million, doing business differently, and negotiated employee
concessions targeted at $1.7 million over the three years of the plan, $1,356,000 is still needed
from operating expenditure savings. Of that amount, $902,000 was identified by departments as
future year reductions, leaving $454,000 still to be identified as part of the 2019-21 Financial
Plan development effort. Those reductions, along with the previously identified $902,000, will
be presented to Council as part of strategic budget direction on April 16, 2019.
1 Assuming all actuarial assumptions remain relatively constant.
Identified: $0.4M
4 of 5 Negotiations Complete
Identified: $1.1M
Total: $7.5M
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General Fund – FHRP Status
Year 1 Year 2 Year 3
Plan Plan Plan Total
FHRP Est. Reduction/New Revenue 1,500 2,000 4,000 7,500
Revenue
New Business License 150 150
Code Enforcement 50 50
New Ways of Doing Business 20 20
TOT (Air BnB & homestays)50 50
Cannabis Tax 100 1,200 1,500 2,800
Total Revenue 370 1,200 1,500 3,070
Expenditures
Concessions 1,700 1,700
Bond Refinancing 83 271 354
CalPers Prepayment 323 323
Department Operating Reductions 696 238 664 1,599
Total Expenditure 1,102 509 2,364 3,976
Total 1,472 1,709 3,864 7,046
FHRP Plan 1,500 2,000 4,000 7,500
Budgeted 1,472 1,709 3,864 7,046
Savings Still needed (oversavings)28 291 136 454
The City’s four Enterprise funds will be responsible for their individual portion of the FHRP,
reducing expenses by $1.4 million over the three years of the plan. All four funds have also
developed a three-year approach which will be presented with their respective 2019-21 Financial
Plan presentations.
Status of General Plan Implementation Programs
Why Report on the Status of General Plan Programs?
The City’s General Plan is composed of a “building block” hierarchy of goals, objectives,
policies and programs. Goals and objectives are direction-setters that describe desirable
conditions and preferred outcomes as they are applied to specific situations. Policies are typically
more specific statements that guide decision-making while the defined programs are actions that
implement goals, objectives and policies. As such, monitoring the City’s progress in
implementing General Plan programs is an excellent way of monitoring its progress in achieving
General Plan goals and objectives which is the focus of the plan document.
Attachment C provides a summary of the status of all General Plan Implementation programs by
element as well as key “area” plans including: The Downtown Concept plan, Mid-Higuera, and
the Railroad Historic District. Another part of the report addresses action items and work efforts
related to the Airport and Margarita Areas, and the Orcutt Area Specific Plan. New in this year’s
update is the integration of the City’s Climate Action Plan and its related efforts.
As discussed in greater detail in the report, of the 409 individual implementation planning
programs in the General Plan, 93% or 379 programs are completed or have been integrated into
the City’s ongoing operations. This is a seven percent increase since the last update provided as
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Status of General Plan Implementation
Programs
Complete or Ongoing 93%
High Difficulty 1%
Medium Difficulty 4%
Low Difficulty 2%
part of the 2017-19 Financial Plan. Given the ambitious nature of the General Plan and its
twenty-year time horizon, staff believes that this represents significant progress toward achieving
the goals within the plan.
Programs not yet completed (7% of the total) are classified in the following categories:
1. 2% or 8 projects as relatively easy to achieve from a resource perspective
2. 4% or 16 projects as moderately difficult to achieve due to the significant resources needed
to staff (up to 500 hours) or fund (up to $25,000) the work and implementation through
completion.
3. 1% or 6 projects as difficult to achieve due to the major resources needed to staff (more than
500 hours) or fund (more than $25,000) the work and implementation through completion.
Climate Action Plan
The 2017-19 Climate Action Major City goal focused on building capacity and updating the
Climate Action Plan (CAP). The City expects to adopt the updated CAP in Fall 2019. The
updated Climate Action Plan will set a trajectory to carbon neutrality by 2035 and will include
wide ranging implementation strategies. In FY 2019, staff expects to begin implementing the
CAP and planning for community resilience in adapting to the impacts of climate change.
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Strategic Scan
This is a new addition to budget process and was developed by two Cal Poly interns in City
Administration Department with consultation from the Leadership team. The scan provides an
in-depth overview of important statistical information pertaining to social, economic, and
environmental factors. It addresses issues pertinent to the delivery of City services and provides
important context for decision making through the budget process. It should be noted that the
scan is not exhaustive of all data important to the City but is intended to be illustrative of
strategic indicators for consideration and discussion. The complete presentation is provided as
Attachment D. to this report.
Goal Setting Workshop – Thursday, February 7, 2019
Traditionally, the Council’s goals setting workshop was an all-day Saturday session in the City-
County library. On October 2, 2018, the Council reviewed the Financial Plan schedule and
directed staff to consider moving this session to a weekday evening special meeting. Staff is
recommending moving the session from February 9, to February 7, 2019, at 5:00 pm.
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ENTERPRISE FUNDS
WATER FUND
Status update:
Water Rate Structure and Rate Implementation - The water rate structure and rates adopted
by City Council on June 19, 2018 were implemented. Implementation of this change was a
complicated undertaking for the Utility Billing team as it worked with the City’s software
provider to ensure the new billing system accurately calculated bills and explained changes to
customers.
Water Treatment Plant Energy Efficiency Project - Phase 3 of the Water Plant Energy
Efficiency Project is making significant progress. This project has the potential to significantly
reduce energy use by addressing aged and inefficient equipment and construct a hydroelectric
generation and photovoltaic systems. An investment grade audit (IGA) to identify rebates,
incentives, energy saving projects, project costs and payback, is currently underway. The IGA is
expected to be complete April 2019.
Pipeline Replacement - Currently underway is a $3 million pipeline replacement project that
replaces approximately 5,000 feet of aged waterlines on Pacific, Boysen, Chorro, and Sierra
streets. Additional waterline replacements are planned for Casa, Stenner, Murray and the
intersections of Chorro/Meinecke and Chorro/Murray.
Groundwater Sustainability Agency - The City worked with the County of San Luis Obispo
and other stakeholders to form a Groundwater Sustainability Agency (GSA). The GSA is
working together to develop a Groundwater Sustainability Plan (GSP)for the San Luis Obispo
Valley groundwater basin. The goal of the GSP is the long-term health of the local groundwater
resources.
What lies ahead
The Water Fund’s portion of the Fiscal Health Response Plan is $540,000 over the next three
years. Water revenues received from rates and/or fees for service and increases to rates and fees
will not be used to close the budget gap. For fiscal year 2018-19, increased revenues, attributable
to an increase in consumption, and decreased expenses will provide $200,000 toward meeting
the target. Additionally, Council adopted the required funding to install new water meters
capable of accurately recording flow at the low-flow rates typically associated with high -
efficiency plumbing fixtures. An exact assessment of revenues attributable to meter replacement
and associated increased accuracy will be determined at the end of FY19.
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SEWER FUND
Status update
Water Resource Recovery Facility (WRRF) Upgrade project - Phase 3 of the WRRF upgrade
is currently underway. The main driver for the project is to meet regulatory discharge
requirements, address aged equipment, and provide a community asset. The WRRF Project has
achieved the 95% design project milestone. Additionally, the City will receive a State Revolving
Fund (SRF) loan in an amount up to $140 million, at an interest rate that is half the State’s
General Obligation Bond interest rate and was recently approved to receive $4 million of
principal forgiveness from Green Project Reserve funding.
Margarita Lift Station - The Margarita Lift station was originally installed in 1971 and needs
replacement. Construction is currently underway and 60% complete. This project is expected to
be completed by December 2018.
Sewer Lining Project - This project will rehabilitate 4,350 of existing sewer pipe in five
different locations proximate to Chorro and Benton streets. The project is currently out to bid.
Construction is scheduled to begin in the first quarter and expected to be completed in the second
quarter of 2019.
What lies ahead
The Sewer Fund’s portion of the Fiscal Health Response Plan is $542,000 over the next three
years. For fiscal year 2018-19, increased revenues and decreased expenses will provide $100,000
toward meeting the target. $80,000 of the operating expense reduction is attributable to energy
and process control changes. $20,000 in increased revenues is attributable to more accurate fee
collection due to the water meter change out program. Assessment of revenues attributable to
meter accuracy will be determined at the end of FY19.
PARKING FUND
Status update:
Implementation of License Plate Recognition (LPR) - This software is primarily used to assist
parking enforcement in monitoring time limits in the downtown and other time limited parking
areas throughout the City. The LPR reduces the time required to “chalk” vehicles, and
documents the vehicle plate, location, and time for citation adjudication and contesting.
Therefore, existing staff increase their efficiency and range of coverage throughout the City.
The LPR system can also help with occupancy data collection to update the City’s KH Park +
modeling software. The LPR and KH Park systems are both intended to provide vastly improved
parking utilization data.
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Structural Assessment and Maintenance Report for Parking Structures – This project
completed a detailed structural analysis of each of the existing parking structures and identified
and prioritized maintenance and repairs necessary. This was approved by Council in the 17-19
Budget and enables the Parking Fund to prioritize the capital investments which will extend the
useful life of these major assets.
Installation of the Parking Access and Revenue Control System (PARCS) – This is a
complete replacement of the equipment and software at each of the public parking structures.
The prior system was 20+ years old and required attendants to accept either cash or credit
payments. Outside of attendants’ hours2, the gates remained raised, resulting in a significant loss
of revenue and cost disparity between daytime and nighttime users. The new system is fully
automated and will allow customers to enter and exit 24/7. In addition, multiple payment
options, including pay-on-foot machines (POF) at each location, will significantly facilitate the
exiting process. The attendants can expand their role to assist customers by also patrolling the
structures to provide customer assistance and serve as ambassadors for the City. The new system
will also provide accurate real-time occupancy data which can be viewed on the City website.
The goal is to eventually provide a mobile platform to provide drivers with parking information
before reaching the structures, thus reducing the need to drive around looking for a parking
space.
What lies ahead
Fiscal Health Response Plan - The Parking Funds portion of the Fiscal Health Response Plan is
$175,000 over the next three years. For fiscal year 2018-19, increased revenues and decreased
expenses will meet the target. $10,000 of the operating expense reduction is obtainable in the
landscaping budget, and over $165,000 in increased revenues is attributable to parking rate
increases approved by Council (July 2017) that were effective January 1, 2018.
Palm Nipomo Structure – The process of getting the final design contract is moving forward
but will not likely be completed for at least another year.
EV Charging Stations – Parking Services is continuing to work with PG&E to complete the
installation of the EV charging stations in both the Marsh Street and 919 Palm Parking
Structures. This will dramatically increase the capacity of charging stations available to both
public and the City’s fleet vehicles.
TRANSIT FUND
Status update:
Phase 1 Implementation of SRTP - City Council adopted the 2017-22 Short Range Transit Plan
in August of 2016. Phase 1 and major components of the recommended changes were enacted in
June 2017. As a direct result, many of the goals and assumptions of the Plan have come to
fruition. These include improved on-time performance/reliability ( 97% as of last analysis), new
service to the regional airport, eleven new bus stops, expanded service hours on weekdays and
2 8:00 a.m.-10:00 p.m.
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weekends, reduction in complaints and system inquiries because of improved ease-of-use (e.g.
“where is the bus” or “how can I use the bus”), growth in use with middle and high school
students and reduced costs (diesel fuel use reduced by 13.5%, or 13,690 gallons) Further, these
changes will improve the transit systems scalability as service needs continue to change in the
future.
Awards & Recognitions - The major undertakings of overhauling the aging transit system has
been acknowledged, so far, with three industry awards. The American Public Works
Association’s Central Coast Chapter has awarded SLO Transit its 2017 Project of the Year
Award. Metro Magazine has awarded SLO Transit its 2018 Innovation Award. And the
California Association for Coordinated Transportation (CalACT) has awarded SLO Transit its
2018 Outstanding Transportation Agency Award.
What lies ahead
Fiscal Health Response Plan - The Transit Funds portion of the Fiscal Health Response Plan is
$42,500 over the next three years. For fiscal year 2018-19, increased revenues and decreased
expenses (e.g. fuel) will help ensure that the Transit fund can meet the target without impacts to
the services.
Service & Fleet Expansion - SLO Transit experienced an anticipated and temporary reduction
in ridership during FY 2017/18, directly tied to fare increase and service changes. Early figures
in FY 2018/19 shows an increase in ridership both among university students and the general
population. While ridership increases are desirable, SLO Transit will need to identify and
secure funding sources/strategies to expand service and the fleet in order to meet increasing
service demands.
Zero Emission Vehicles - Adding to the challenge of needed fleet expansion is the need to
procure zero emission vehicles, currently at almost the double the initial cost of a diesel fuel
vehicle. Further, the program will need to modify its current transit operations & maintenance
facility in order to accommodate zero emission vehicle charging.
Stake Holder Funding - Funding for public transit services, while having seen some
improvements is still largely driven by outside stake-holders and factors (e.g. Federal, State
Government, CalPoly University, SLOCOG and RTA). The Transit Enterprise Fund will need to
continually work with these partners to help ensure adequate financial support.
CONCURRRENCES
The City’s internal Financial Plan Steering Committee concur with the recommendations
included in this report.
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FISCAL IMPACT
There is no direct fiscal impact as a result of reviewing the status update accompanying this
Council Agenda Report. This report aims at providing context for the upcoming goals setting
process for the 2019-21 Financial Plan.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a “Project” under the CEQA guidelines Sec. 15060
Attachments:
a - MCG and OIO Update
b - Fiscal Health Response Plan
c - Status of General Plan Implementation Programs
d-Strategic Scan 2018
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UPDATE: Major City Goals and Other Important Objectives
The fundamental purpose of
the City’s Financial Plan is to
link what the City wants to
accomplish over its two-year
period with the resources
available to do so. The
Financial Plan process used
by the City Council
accomplishes this through a
public engagement process that helps the Council identify Major City Goals, establishing a
timeframe and organizational responsibility for achieving them, and allocating the resources
needed to do so.
In order to identify the goals to drive the budget process, the City begins its Financial Plan process
by asking its advisory bodies to submit goals, soliciting feedback from the public with a survey,
and holding a community forum, in addition to other outreach efforts. This input helps the Council
determine the major objectives it wants to accomplish over the next two years in addition to the
ongoing services the City provides to the community. At the Goal-Setting Workshop in January
2017, Council established four Major City Goals and one Other Important Council Objective, listed
below. The proposed work programs and funding to accomplish the Major City Goals and Other
Important Objective are presented in this section. The purpose of this summary is to provide an
estimate of progress as of October 1, 2018.
2017-19 MCG ACTION HIGHLIGHTS 2018
Housing 73% Complete
Facilitate increased production of all housing types designed to be economically accessible to the
area workforce and low and very low-income residents, through increased density and proximity
to transportation corridors in alignment with the Climate Action Plan.
As of September 30, 2018, the Affordable Housing Fund has a balance of approximately $1.5 million. The City
continued to implement the Inclusionary Housing Requirement throughout 2018 and has over 8 Affordability
Agreements in process through long-term and equity-share programs. Pursuant to the recently adopted Zoning
Regulations, workforce housing is now incorporated as an income category. Staff has begun preliminary
development of a scope of work for the required update of the City’s Housing Element, which will include an
Major City Goals (MCG)
•Housing
•Multi-Modal Transportation
•Climate Action
•Fiscal Sustainability &
Responsibility
Other Important Objectives
(OIO)
•Downtown Vitality
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affordable housing nexus study and a workforce housing program. This Update will be completed in conjunction
with the upcoming 6th cycle Regional Housing Needs Allocation (RHNA) for San Luis Obispo County. It is
anticipated the completion of this work effort by December 2020.
Multi-Modal Transportation 70% Complete
Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
In October staff completed the first designated ‘Complete Streets’ project on Laurel Lane. This project was a top
priority in the 2016 Traffic Safety Report, noting the need to improve pedestrian safety along this corridor with
connections to schools, parks, trails and key recreational facilities. The improvements included safety
improvements for all users, vehicles, bicycles, pedestrians, and transit riders.
Several critical projects were advanced and/or completed thus far in 2018, including: The Calle Joaquin Park and
Ride lot opened for service in February 2018. This is the first Park and Ride lot in the City. The City is now
working with ReCarGo, the California Energy Commission vendor for the US 101 corridor, to implement EV
charging stations in a portion of the lot.
Traffic safety projects continue to be implemented. The signal upgrade at Monterey/Osos is complete and trip
hazard created by the street tree’s impact on the sidewalk at 1005 Monterey Street has been repaired. The Annual
Traffic Safety Report for calendar year 2016 was presented to Council on February 6, 2018 and reported injury
collisions in 2016 were the second lowest in the 16 years of the program. Overall reported collisions were the
lowest ever recorded in the program’s history.
The Anholm Bikeway Plan received final approval by Council on September 4, 2018, including amendments to
identify specific recommendations for the challenging “middle segment” between Lincoln and Ramona. Design
of Phase 1 of the project is well underway, and construction of the first Phase 1 improvements are anticipated to
begin 1st Quarter of 2019. Right of Way negotiations with the LDS Church are underway.
The Caltrans Project Study Report (PSR) for the Prado Road Interchange was approved in April 2018. The next
stage of Caltrans processing – environmental and final project approval- will now commence.
Currently staff is working on critical grant funded projects such as the Railroad Safety Trail – Taft to Pepper, Mid
Higuera Widening, the Prado Road Bridge and Santa Fe Bridge replacement projects and the Tank Farm/Orcutt
Road Roundabout. Some projects, such as minor NTM projects were delayed in order to meet deadlines and not
endanger grant funding.
SLO Transit has continued to adjust services based upon input from riders and community members. To date,
SLO Transit has implemented almost 80% of the road network changes recommended in the City’s 2017-22 Short
Range Transit Plan within its first year of the plan’s adoption. Service intensity will come as additional funding
sources materialize. In conjunction with service changes, SLO Transit has replaced eight old bus shelters that
had reached the end of their “useful life” and installed four new bus shelters at stops meeting thresholds using
state awarded PTMISEA funds. SLO Transit has won three awards since implementing the SRTP. SLO Transit
was recognized as Outstanding Transportation Agency by the California Association of Coordinated Transit. The
award recognized the City’s update and modernization of services and its fleet. The American Public Works
Association (APWA) also recognized this project as a Project of The Year for 2017-18. And, METRO Magazine
award SLO Transit it’s 2018 Innovation Award.
Climate Action 70% Complete
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Implement Climate Action Plan, assess requirements to achieve a “net-zero carbon City” target,
and implement cost-effective measures, including implementation of a Sustainability
Coordinator and formation of a Green Team.
The City hired a Sustainability Manager, effective March 8, 2018. Since being hired, the
Sustainability Manager has held Green Team meetings and supporting the Climate Coalition Task
Force as staff liaison. Staff has been working on the updated climate action plan, which will include
a pathway to the carbon neutral by 2035 target. Due to the more aggressive target, staff expects
the plan to be completed in Fall 2019.
Staff has worked to create sustainability incentive programs through support of the development
of a green business program for local businesses, the SLO Green Challenge website for residents,
and by working in collaboration with regional partners.
In April 2018, staff received a biennial facility energy benchmarking report and is pursuing energy
efficiency lighting audits and retrofits. As of September 2018, Council provided approval to staff
to negotiate on-bill financing for lighting retrofits through the agency. Staff is also pursuing the
siting of upwards of 1MW solar on City facilities. In addition, Utilities received approval from the
City Council in April of 2018 to complete investment grade audits for energy efficiency projects.
In Spring 2018, staff began participating in two electric vehicle charging programs, which could
bring over 40 electric vehicles chargers to the City for public and fleet uses. These programs would
be funded through licensing fees or utility program incentives.
In April of 2018, the City received confirmation from the City of Morro Bay of intent to participate
in the Community Choice Energy (CCE) program. In May of 2018, City Council approved release
of a request-for-proposals (RFP) for technical energy services for the purpose of developing and
operating a CCE program. As of September 2018, the cities of Morro Bay and San Luis Obispo
adopted CCE ordinances and created a new JPA (Central Coast Community Energy) for the
purpose of hosting the CCE program. In October of 2018, the California Public Utilities
Commission adopted a new method for calculating certain fees associated with CCE programs,
which is causing staff to reassess the preferred approach to a local program.
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Fiscal Sustainability & Responsibility 65% Complete
Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic
development and responsiveness, unfunded liabilities, and infrastructure financing.
A Fiscal Health Response Plan has been developed to address identified $8.9 million structural budget gap due
to significant increases in pension costs to pay down unfunded liabilities and was adopted by the City Council on
April 17, 2018. With the adoption of the General Fund portion of the 2018-19 Supplemental Budget, City staff
identified a total of $1.1 million in operating reductions and $0.4 million in revenue through doing business
differently. Those actions reduce the General Fund obligation for years two and three of the Plan to $6 million as
outlined in the table below.
Over the past six months, the City has negotiated successor Memorandum of Agreements (MOAs) that include
three-year terms with the San Luis Obispo Police Officers’ Association, the International Association of
Firefighters, Local 3523, and Unrepresented Management and Confidential groups. These successor MOAs
include modest cost of living increases and employees paying more towards their retirement. The City will save
approximately $996,000 by year 2020-21 because of the agreements. The City is actively negotiating with the
largest employee group, the San Luis Obispo City Employees’ Association as their contract expired June 30, 2018
and will also be negotiating with San Luis Obispo Police Staff Officers’ Association ahead of their contract
expiring in June 30, 2019.
Considering revenue estimates from a cannabis tax amounting to $3 million, doing business differently, and
negotiated employee concessions targeted at $1.7 million over the three years of the plan, $1,356,000 is still
needed from operating expenditure savings. Of that amount, $902,000 was identified by departments as year two
and three reductions, leaving an additional $454,000 to be identified as part of the 2019-21 Financial Plan budget
development effort. Those reductions, along with the previously identified $902,000, will be presented to Council
as part of strategic budget direction on April 16, 2019.
Staff also conducted a 10-year review of the General Fund’s capital improvement needs. The project list identified
the cost of maintaining existing assets, enhancing existing assets, or building new projects. It was determined
through Measure G, there is sufficient funding to maintain existing assets, but not necessarily to enhance existing
ones. Initial findings were presented to Council on January 16, 2018 and staff conducted additional project
analysis based on Council direction. This review resulted in a “Funding the Future of SLO” initiative, with 20
years of capital projects that fulfill the City’s vision as articulated in various planning documents. In addition,
staff completed an initial public engagement process and statistical survey. Council reviewed this information on
April 17, 2018. Council provided direction for additional public engagement and project review to be included in
the 19-21 Financial Plan. In addition, in advance of the 19-21 Financial Plan staff will provide Council with
proposals for early implementation of public engagement.
The City continues to address closure of the Diablo Canyon and prepare for the impacts to the region due to
significant loss of jobs and property tax value. In September, Governor Brown signed SB 1090 which approved
$85 million in mitigation funding including $1.82 million for economic development efforts for the City. Staff is
currently developing financial policies that will be included in the Financial Plan to guide the allocation of the
funds.
2017-19 OTHER IMPORTANT OBJECTIVES ACTION HIGHLIGHTS 2018
Downtown Vitality 75% Complete
Continue to improve safety, infrastructure investment, and maintenance in the Downtown and
support Downtown Association’s proposal to consider a Downtown improvement district.
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Maintenance work continues in the downtown core which includes tree maintenance, sidewalk
scrubbing, and street sweeping. In January through June 2019, additional tree pruning and tree
replacements, include any necessary infrastructure replacements, will occur in 26 locations.
Replacement of the Marsh Street Bridge design work continues and is scheduled to start
construction in Spring of 2019. The next Downtown Renewal Project located in the 800 block of
Higuera Street is delayed and anticipated to start construction in Winter 2020.
Planning work for the Downtown Concept Plan and Mission Plaza Concept Plan is complete.
Implementation of portions of the Mission Plaza Concept Plan began in summer of 2018.
Per the 2017 Point In Time Count, the total number of homeless individuals in San Luis Obispo
went down 15%, however, calls for service involving the homeless went up 13%. Homeless calls
for service accounted for 30% of all calls for service in the downtown. Policing the downtown
requires a considerable amount of time from law enforcement. Calls for service downtown
accounted for 15% of all calls for service in the City of San Luis Obispo. The Community Action
Team and Bicycle Team (when not pulled for patrol) continue to maintain public safety by
focusing efforts in addressing chronic offenders and evening patrols within the
downtown. Continued coordination with the Downtown Association to provide safety at Farmers
Market and to educate the community on homelessness issues is underway. Additionally, the
Police Department has sent two of its personnel through a certification program in Crime
Prevention Through Environmental Design (CPTED). Police Department Staff is working closely
with Community Development, Public Works, and Parks staff to address issues from an
environmental perspective in the Mission and in other areas that attract homeless individuals in
the downtown.
The Police Department coordinated with the County of San Luis Obispo to expand mental Health
Services. The County has awarded a contract to Transitions Mental Health Association for services
and a Memorandum of Understanding has been signed between the City and Transitions Mental
Health Association to help address transient mental health needs. In April 2018 the Police
Department designated one of the sergeant positions as the Downtown sergeant and will focus
on addressing the needs and crimes within the City’s downtown.
In addition, the City worked with Downtown SLO to hire a consultant to analyze and present
recommendations for a property-based business improvement district. Initial recommendations
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were presented to Downtown SLO and key stakeholders in March 2018. It was determined that
the continued refinement and outreach should take place over the next year before moving
forward.
NEXT REVIEW The next review of the 2017-19 Major City Goals and Other Important Objectives will occur
at midway through 2018-19. Individual items requiring policy direction and/or Council approval will continue
to be brought to Council for consideration and direction.
TASK AND STATUS REPORTS
Housing: 2017-19 Action Plan
Objective: Facilitate increased production of all housing types designed to be economically
accessible to the area workforce and low and very low-income residents, through increased
density and proximity to transportation corridors in alignment with the Climate Action Plan.
# Task Completion
Date Revised Status
1 Update of City Zoning Regulations to comply
with the Land Use Element. Complete
The Zoning Regulations Update began in
May 2017 and was introduced to Council in
in August 2018 and adopted in September
2018.
2 Affordable Housing Nexus Study 6/2020
The Affordable Housing Nexus Study was
initially delayed to complete the Capital
Facilities Fee Program Nexus Study, which
was adopted by Council in April 2018. Staff
will be preparing a Request for Proposals
(RFP) for the Affordable Housing Nexus
Study as part of the Housing Element Update.
3
HE 2.16: Evaluate and consider including a
workforce level of affordability to increase
housing options for those making between
121-160% of the Area Median Income.
3/2020
An Administrative Draft Workforce Housing
Program will be available for community and
stakeholder review in Spring 2020.
4
HE 4.6: Consider amending the City’s
Inclusionary Housing Ordinance and
Affordable Housing Incentives to require that
affordable units in a development be of
similar number of bedrooms, character and
basic quality as the non-restricted units in
locations that avoid segregation of such
units.
3/2020
An Administrative Draft Workforce Housing
Program will be available for community and
stakeholder review in Spring 2020.
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5
HE 6.12, 6.13 & 6.27 & LUE 4.0.28: Continue
to develop incentives to encourage
additional housing in the Downtown Core (C-
D Zone), including alternatives to calculating
residential density, to encourage the
development of smaller efficiency units.
Complete
This was included in the Zoning Regulations
Update, but may require further amendment
following the results of the Affordable
Housing Nexus Study.
6
HE 6.15: Consider General Plan amendments
to re-zone commercial, manufacturing or
public facility zoned areas for higher density,
infill or mixed-use housing where land
development patterns are suitable and
impact to Low-Density Residential areas is
minimal.
12/2020
An updated list of applicable properties will
be developed in accordance with the Housing
Element Update.
7
HE 6.28: Evaluate how lot patterns (i.e. size,
shape, slope) in the City’s multi-family
zones affect the City’s ability to meet
housing production policies. If warranted,
consider setting a minimum number of
dwellings on each legal lot in the R-2, R-3
and R-4 zones, regardless of lot size, when
other property development standards, such
as parking, height limits and setbacks can be
met.
3/2019
A list of applicable properties was identified
and inventoried. They will be evaluated
further following the completion of the
Subdivision Regulations Update. Any eligible
properties will be identified as part of the
Housing Element Update.
8
HE 6.30: Eliminate the one-acre minimum lot
area for PD overlay zoning, and identify
incentives to conventional subdivision
design.
3/2019
A list of applicable properties was identified
and inventoried. They will be evaluated
further following the completion of the
Subdivision Regulations Update. Any eligible
properties will be identified as part of the
Housing Element Update.
9
HE 6.31: Consider scaling development
impact fees for residential development
based on size, number of bedrooms, and
room counts.
Complete
The transportation component of the Capital
Facilities Fee Program and the Water and
Wastewater Development Impact Fee
Program include tiered impact fees based on
unit size and type (e.g., single family vs.
multifamily). Additional tiering may be
recommended as a result of the Affordable
Housing Nexus Study.
10
HE 9.12 & LUE 3.5.7.1: Consider incentivizing
dwelling units to a minimum size of 150
square feet, consistent with the California
Building Code, by reduced impact fees and
property development standards.
Ongoing
The Zoning Regulations Update included
standards to allow tiny homes up to 400
square feet on all properties where a single
family dwelling exists. The recently adopted
Capital Facilities Fee Program and Water and
Wastewater Development Impact Fee
Program include tiered development impact
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fees to incentivize the development of smaller
residential units. Additional tiering or other
incentives will be evaluated in the Affordable
Housing Nexus Study. Implementation will
be considered in the update of the Housing
Element.
11
Continue to prioritize streamlining and
expediting projects that facilitate increased
production of all housing types that are
economically accessible to the area
workforce, low, and very low income
residents.
Ongoing
Ongoing work effort, and a formal
streamlining process or program may be
implemented through the adoption of a
Workforce Housing Program.
12 Continue to implement Housing Element
programs and housing production goals. Ongoing
Ongoing work effort, which is supported by
the recent adoption of the Capital Facilities
Fee Program and the Water and Wastewater
Development Impact Fee Program, and the
Accessory Dwelling Unit Ordinance. This
work effort will continue to be supported
through the updated Zoning Regulations , the
Subdivision Regulations Update, the
Workforce Housing Program, and the
Housing Element Update.
13 Provide timely building permit review and
inspections for new housing developments. Ongoing
Ongoing work effort, the Community
Development Department is continuously
looking for ways to improve and expedite the
building permit review and inspection process
for new housing development. The
implementation of E-Plan check should
improve efficiency and reduce cost to
developers.
14
Support employer/employee and
employer/developer financing programs and
partnerships to increase housing
opportunities specifically targeted towards
the local workforce.
Ongoing
Ongoing work effort. Staff continues to
support employers and developers whom are
interested in partnerships to develop housing
projects that would be targeted towards
producing housing specifically for the local
workforce.
15
Continue the City’s participation with the
Workforce Housing Coalition, San Luis
Obispo County Housing Trust Fund to
identify, evaluate, and implement strategies
to increase the production of housing.
Ongoing
Ongoing work effort. City Staff participate
and attend the meetings of the Workforce
Housing Coalition and serve as a voting
member of the San Luis Obispo County
Housing Trust Fund Loan Commission in an
effort to identify opportunities for
collaboration to achieve common goals and
objectives associated with the continued
development of housing in the City.
16
CAP TLU 8.1: Improve the City’s jobs-
housing balance to reduce VMT from
commuting.
Ongoing
Ongoing work effort. The City is
continuously looking for opportunities to
support and facilitate the production of
housing, especially transit-oriented
development and infill development near
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employment, shopping and recreation centers.
Both the Avila and San Luis Ranch projects
include DA provisions which prioritize local
workers to enable them to live closer to their
jobs.
17
HE 2.17: Continue to consider increasing
residential densities above state density
bonus allowances for projects that provide
housing for low, very low and extremely low-
income households.
Ongoing
Ongoing work effort. Incentives that increase
residential densities above state density
bonuses for projects that provide targeted
housing for low, very low and extremely low-
income households are encouraged and are
evaluated on a project by project basis. The
completion of the Affordable Housing Nexus
Study may provide the City with some
additional tools to further support this
ongoing work effort.
18
HE 3.10: Continue to encourage the creation
of dwellings in the Downtown Core (CD
Zone) and the Downtown Planning Area by
continuing the no net loss program.
Ongoing
Ongoing work effort. The adopted Downtown
Concept Plan and the updated Zoning
Regulations encourage and/or provide for the
continued creation of residential dwelling
units in the newly adopted Downtown
Overlay Zone (D Zone).
19
HE 5.5: Review new developments for
compliance with City regulations and revise
projects or establish conditions of approval
as needed to implement housing variety and
tenure policies.
Ongoing
Ongoing work effort. New Development
projects are reviewed for compliance with all
applicable City regulations and developers
are encouraged to provide projects that will
result in a wide variety of housing types for
all income levels.
20
HE 6.14: Specific plans for any new expansion
area identified shall include R-3 and R-4
zoned land to ensure sufficient land is
designated at appropriate densities to
accommodate the development of extremely
low, very-low and low income dwellings.
Ongoing
Ongoing work effort. The recently approved
Specific Plans for San Luis Ranch and Avila
Ranch included a mix of residential zoning
and land use designations, including land
specifically zoned for R-3 and R-4. The
associated Development Agreements
guarantee the future development of rental
and for-sale residential development products
for very-low and low-income households.
21
HE 6.18: Seek opportunities with other public
agencies and public utilities to identify,
surplus land for housing, to convert vacant or
underutilized public, utility or institutional
buildings to housing.
Ongoing
Ongoing work effort. City staff are
continuously seeking opportunities to work
with our regional partners to identify
opportunities for the development of housing.
The City is currently working with Cal Poly
to facilitate the development of their
proposed workforce housing project at the
corner of Grand and Slack.
22
CAP TLU 8.2: Support infill housing projects
that implement General Plan policies,
especially BMR housing close to job
opportunities.
Ongoing
Ongoing work effort. City staff continues to
work with developers, non-profits, and our
regional partners to implement infill housing
development that is consistent with General
Plan policies and the Housing Major City
Goal.
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Multimodal Transportation: 2017-19 Action Plan
Objective: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
1 Task Completion
Date Revised Status
1 Begin Construction of Railroad Safety Trail –
Taft to Pepper. 3/2019 12/2019
Right of way acquisition underway, Council
Closed Session held in March; 60% plan set
approved by UPRR. 100% plans under review
by Union Pacific. In early November the City
received information from UP that indicated
an increased amount of attention to RRST
review.
2 Complete Railroad Safety Trail Extension –
Pepper to Train Station. 3/2019 3/2020
Design awarded October 2018; estimated
design to be complete by spring 2019 with
construction to happen concurrently with the
Railroad Safety Trail Taft to Pepper.
3
Begin Construction of Bob Jones Trail -
Prefumo Creek to Oceanaire (grant funding
dependent).
3/2019
Preliminary planning and design underway.
Potential new routing may be identified. No
funding to complete construction has been
acquired and construction delay is anticipated.
4 Begin construction of 1st phase of the Broad
Street Bike Blvd. (now Anholm Bikeway) 01/2019
Council adopted plan on February 5th and
again updated project on February 20th and
April 10th. Final amendments approved
September 4th. Negotiations with LDS for
right of way underway. Phase 1 design well
underway with construction tentatively
scheduled for January 2019 due to additional
time constraints of Council direction for
neighborhood meetings and revisions to Phase
II of project.
5 Implement Minor Bicycle Facility
Improvements. Ongoing
Additional green and buffered bike lane
improvements were completed as a
component of the neighborhood Roadway
Sealing and Laurel Lane Complete Streets
project in summer 2018.
6 Broad Street Corridor Access Improvements. 6/2019
South Broad improvements are included as a
need in the Funding the Future of SLO
discussion. Design underway and scheduled
to be complete 1/2019. Construction
estimated for the summer 2019
7 Complete Pedestrian & Bikeway
Maintenance. Ongoing
Meadow Park Pathway work anticipated to
start construction in summer 2019.
Maintenance was completed of the Railroad
Safety Trail.
8 Complete Sidewalk Replacements & New
Installations. Ongoing
The complete replacement of wooden
boardwalk sidewalk planks with new concrete
pavers along Santa Barbara Avenue, High
Street and Osos Street will begin in January
2019. 26 locations within the downtown core
have been identified for repair in conjunction
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with tree maintenance work. Other notable
sidewalk repairs occurred at 686 Higuera and
393 Marsh Street..
9 Complete New Streetlight Installations. Ongoing
Scheduled 1st installation for summer of 2019.
PGE engineering and review requirements
have delayed project from anticipated
December installation. PD has completed
review of existing lights with obstructions –
and those obstructions have been removed by
city staff.
10 Construct Safe Routes to School: Foothill X-
Ing Project. 6/2019
Foothill/Ferrini crossing and Class I Path in
design as part of Anholm Bikeway Phase 1.
Construction for crossing signal targeted 1st
Quarter 2019; construction for Class I Path
and Ramona cycle track targeted for 2nd
quarter 2019—both pending right-of-way
agreement with LDS Church which is
underway.
11 Begin Bicycle Transportation Plan update to
Active Transportation Plan. 6/2020
Consultant has been selected and internal
coordination has begun. In a significant
improvement – the Bicycle Transportation
Committee has been designated the Active
Transportation Committee by Council action.
They will be critical in reviewing the plan
from both a bicycle and pedestrian
perspective. Plan development will take 12-18
months, with an estimated completion date of
June 2020.
12 Develop Parklet Application Guide. 6/2020 This guide will be developed as part of the
Active Transportation Plan.
13
Work with Senior Councils and Commissions
to include senior citizen issues in the
upcoming Active Transportation.
Ongoing This will be consolidated into the Active
Transportation Plan.
14 Continue Deployment of Advance Pedestrian
Signal Timing. Ongoing
Continuing deployment. Additional locations
to be identified in conjunction with most
recent Vision Zero/Traffic Safety Report.
15 Implement revised routes and schedules for
Short Range Transit Plan. Complete
Staff continues to monitor and adjust routes
for service delivery. The Plan is 85%
implemented and ridership for FY 18-19 has
increased over last year this same time frame.
In addition, 8 transit shelters have been
replaced and 4 added to the transit network.
16 Upgrade and replace the SLO Transit
Automatic Vehicle Locators (AVL) system. 12/2018
Grant funds have been secured and initial
research of open source options has
commenced. A pilot project is currently
underway.
17
Work with SLOCOG, RTA and the County of
San Luis Obispo to advance the relocation of
the Downtown Transit Center.
Ongoing
Discussions continue with SLOCOG, RTA
and others to determine project scope and
potential relocation issues. Site options are
being reconsidered.
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18 Begin construction of Higuera Street
Widening – Elks to Chumash Village. 3/2019 Construction targeted for Spring 2019.
19 Begin Construction of Prado Road Bridge
Widening at SLO Creek. 1/2020
Design and environmental review underway.
Construction targeted for FY 2019-20. State
funding delays.
20 Complete Caltrans’ PAED (environmental)
process for the Prado Road Interchange. 6/2019
PSR approved by Caltrans in April work now
able to commence. Supplemental EIR being
prepared for modified project description for
SLO Ranch project.
21 Continue Traffic Safety & Operations
Programs. Ongoing
2016 Report approved by Council in February
2018, with future projects to be included in
future Financial Plans. 2017 Report is
scheduled to be presented to Council 1st
quarter 2019.
22 Implement 2015 Traffic Safety Report
Projects. 6/2019
Signal at Monterey/Osos is complete. Design
underway for Broad/Marsh signal upgrades,
with construction planned 1st Quarter 2019.
Laurel Lane pedestrian improvements
completed as part of 2018 resurfacing
program.
23 Construct California & Taft Roundabout. 6/2019
Design is 65% complete. Grant funding
needed for construction which may delay
construction start.
24 Complete Design of Tank Farm & Orcutt
Roundabout. 10/2018 Design completed 10/2018.
25 Complete Bridge Maintenance Projects. 2/2019
Preventative bridge maintenance project work
was rescoped to complete major maintenance
work on El Capitan Pedestrian and Bike
Bridge. This project is currently under design
with an estimated start of construction in
Spring 2019 pending successful appropriation
of construction funds.
26 Complete Street Reconstruction &
Resurfacing. Ongoing
The Concrete Streets and Accessibility
Improvements project was completed in
August. The neighborhood Roadway Sealing
and Laurel Lane Complete Streets project is
complete. This project completed
maintenance on 25% the City’s neighborhood
streets and delivered the City’s first
designated Complete Streets project. The
Laurel Lane project includes significant safety
improvements for all users.
27
Continue to support multimodal
infrastructure installation and upgrade thru
new development.
Ongoing
Every new development project reviewed by
Transportation staff includes reference to the
current Bicycle Transportation Plan projects
and city multimodal objectives. Significant
work being done on Avila Ranch, SLO Ranch
and OASP developments for infrastructure
installation. Bike box installed on Chorro at
Foothill as part of 22 Chorro development.
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28
Continue implementation of the City’s
Neighborhood Traffic Calming Program at
reduced level from prior years.
Ongoing
The NTM program at Chorro is complete the
test phase with staff and community follow-
up to determine next steps. The Buchon NTM
was delayed due to other priorities and
resumed in November 2018.
29 Continue Traffic Signs and Striping
maintenance. Ongoing
Approximately 100 signs replaced in the
summer of 2018 to meet retro reflectivity
standards.
Climate Action: 2017-19 Action
Objective: Implement Climate Action Plan, assess requirements to achieve a “net-zero carbon City”
target, and implement
cost-effective measures, including implementation of a Sustainability Coordinator and formation of a
Green Team.
# Task Completion
Date Revised Status
1
Identify Resources.
a. Introduce Sustainability Coordinator
to the City.
b. Creation of a City “Green Team”
and establishment of roles and
responsibilities.
c. Support for the establishment of a
“Community Climate Action
Coalition”.
Complete
The position of Sustainability Manager was
filled in March 2018. The “Green Team”
meets regularly and will be a vital source of
information for the Climate Action Plan
Update. The SLO Climate Coalition Task
Force meets every other week, has
successfully held numerous community
outreach events, and serves as a valuable
resource for technical support.
2
Net Zero Carbon City
a. Assessment of the requirements to
achieve a “net-zero carbon city”
target.
b. Identify opportunity sites to create
“net zero carbon district(s)”
c. c. Feasibility analysis and
implementation of a Community
Choice Energy Program
Complete
Staff conducted a wide scan of other US
cities that have a carbon neutral target and
presented the findings, along with a roadmap
to decarbonization, to the City Council in
September 2018. The Climate Action Plan
Update will further explore the roadmap to
carbon neutrality as well as the potential for
creating carbon neutral districts. Council
provided direction to staff to pursue a
Community Choice Energy (CCE) Program
in December of 2017. As of September
2018, the cities of Morro Bay and San Luis
Obispo adopted CCE ordinances and created
a new JPA (Central Coast Community
Energy) for the purpose of hosting the CCE
program.
3 Updating the Climate Action Plan. 6/2019 9/2019
Staff has initiated the Climate Action Plan
update process and expects to have a
consultant team under contract to support the
effort by January 2019. Given the
unexpected “carbon neutral by 2035” target
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provided by Council, the Climate Action
Plan may take slightly longer than expected
to complete.
4
Re-evaluation of the feasibility or relevance
of some of the identified GHG emissions
reduction implementation measures that are
identified in the CAP, and identification of
potential implementation funding sources.
Complete
As part of the Climate Action Plan update,
staff re-evaluated the GHG emissions
reductions measures identified in the existing
planning document. For municipal energy
efficiency measures, the Sustainability
Manager is coordinating with Public Works
to evaluate feasibility of on-bill financing of
design build concept for energy projects
5 Updating the City’s GHG emissions
inventory. Complete
The City’s community GHG inventory was
completed in August 2018 and presented to
Council in September 2018.
6
Biennial reporting on the effectiveness of
individual climate action adaptation and GHG
emission reduction strategies.
6/2019 The biennial report will be developed as part
of the Climate Action Plan update.
7
Ongoing accountability and monitoring of
the effectiveness and progress for all CAP
implementation strategies and measures.
6/2019
The Climate Action Plan update will be
developed to integrate accountability and
monitoring processes into measure
implementation.
8 Development of enhanced incentive programs. Complete
Staff has supported creation of regional
incentive support programs, including: SLO
Green Business Program (lead by Cuesta
College), slogreenchallenge.org, an online
platform to support access and participation
in existing residential incentive programs. In
April 2018 the California Public Utilities
Commission approved creation of a Regional
Energy Network for Santa Barbara, Ventura,
and San Luis Obispo Counties to provide
enhanced residential energy efficiency
incentives. The Regional Energy Network
will begin serving the City in January 2019.
9 Performance of energy assessments/audits
on all City-owned facilities. Complete
Performance assessments of energy use at
City facilities is complete. Comprehensive
audits are pending a defined funding source.
10
Implementation of energy and cost saving
measures and projects that were identified in
the energy assessments/audits on all City-
owned facilities.
Complete
Council approved staff’s use of on-bill
financing to fund lighting retrofits at
facilities throughout the agency. As of
September 2018, final project details were
still being negotiated. Additional efforts to
site upwards of 1MW of solar renewable
energy systems on City facilities to lower
energy costs are also underway. City Hall
HVAC has been replaced with a more energy
efficient unit.
11 Monitoring and measuring of City-owned
facility and infrastructure performance. 7/2019
Comprehensive audit of minor, or secondary
infrastructure pending input from
stakeholders.
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Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion
Date Revised Status
1
Update the Economic Development Strategic Plan
(EDSP) that considers and leverages regional
strategies to address the planned closure of the
Diablo Canyon Nuclear Power Plant.
TDB based
on regional
planning
effort.
The EDSP for the City will be updated
following the completion of the Diablo
Study and will springboard off of any
strategies that emerge from a regional
planning effort.
2
Develop the relevant policies and action plans to
allocate the $1.82 million in funding restricted for
Economic Development anticipated with the Diablo
Canyon Power Plant closure settlement agreement,
if approved.
Spring 2019
SB 1090 was approved and financial
policies will be included in the Financial
Plan to guide the allocation of the $1.82
million in Diablo Economic Development
Funds.
3 Complete an update of the City’s Development
Impact Fee Program (AB 1600). Complete Adopted March 2018.
4
Increase revenues from property, sales, and
Transient Occupancy Tax (TOT) by implementing
strategies in the EDSP.
Ongoing
TOT revenues increased by 1.9%. New
TOT revenues will be generated by new
properties (Serra Hotel, Hotel SLO and
Monterey Hotel) that are projected to come
on line in the 209-2021 Financial Plan
5 Continue partnership with Hothouse to create and
expand economic activities. Ongoing
The City’s partnership with Cal Poly has
provided free consulting services to 193
companies in the County creating 51 local
jobs. Several incubator companies are now
in office and warehouse space in the
community and 45 people co-work at the
HotHouse space downtown.
6
Continue to implement Fiscal Health Contingency
Plan measures that address short and long-term
financial challenges.
Ongoing
All hiring and travel expenditures require
case by case City Manager approval to
maximize expenditure savings.
7
Engage employees in Fiscal Health Contingency
measures such as categorizing programs and
services, promoting cost savings through suggestion
programs, and identifying budget balancing ideas.
Engage the community in the City’s Fiscal Health
Complete
City residents and employees were widely
engaged prior to and leading up to the
development of the Fiscal Health Response
Plan.
12
Preparation of an Energy Baseline Report and
Rate Analysis for City-owned facilities and
infrastructure.
Ongoing
Comprehensive audit of minor, or secondary
infrastructure pending input from
stakeholders.
13 Implement Plastic Straw Regulations. Complete Implementation is ongoing.
14 Implement Plastic Bottle Regulations. Complete Implementation is ongoing.
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Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion
Date Revised Status
through Speakers Bureaus, online resources, and
holding community workshops and meetings with
Council.
A statistically valid survey was completed in
March 2018. Internal and external
communications and presentations were
provided leading up to the April 2018
adoption of the Fiscal Health Response Plan.
8
Develop a budget balancing plan for City Council
actions consistent with the Fiscal Health
Contingency Plan based on community input that
identifies actions and operational changes needed to
achieve fiscal responsibility.
Complete
Council adopted the Fiscal Health Response
Plan on April 17, 2018. This plan presents a
framework to address the budget imbalance
arising from unfunded liabilities associated
with CalPERS the City’s retirement
investment system. It does so with a
balanced approach over a three-year period
and includes revenue options, operating
expenditure reductions and new ways of
doing business and, as well as shared
employee responsibility for concessions.
Upon the adoption of the Plan, Council
provided strategic budget direction to inform
the 2018-19 Supplemental Budget and the
Plan will guide the 2019-21 Financial Plan.
9 Return with Strategic Budget Direction for 2018-
2019. Complete
Council provided direction on April 17,
2018 with adoption of the Fiscal Health
Response Plan.
10 Implement Fee Study changes and maintain fees
consistent with Council policies on cost recovery. Complete
Fees are updated and in effect. They will be
adjusted annually by CPI by the Finance
Director.
11
Continue to align Local Revenue Measures with
voter priorities as determined by the Revenue
Enhancement Oversight Committee.
Ongoing
Staff holds public meetings with the
Revenue Enhancement Oversight
Committee (REOC) as required by the ballot
measure and ensures review of the revenues
and expenditures by the REOC for
compliance with the ballot measure’s intent.
12
Conduct a long-term fiscal study that incorporates
the anticipated financial impacts related to the
planned closure of the Diablo Canyon Power Plant.
December
2018
January
2019
SB 1090 was approved by the Governor and
UC Berkeley is completing an economic
analysis funded under SB 968. Vital
Economy is currently completing a
complimentary study being managed by the
County of SLO to identify the individual
impacts to each jurisdiction.
13 Conduct a comprehensive review of fiscal policies
and fund balance requirements. Complete
Staff evaluated and presented fund balance
requirements as part of the 2018-2019
supplement and recommended holding
reserves at 20% of operating expenditures.
Other fiscal policies may be added or
amended as part of the 2019-21 Financial
Plan.
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Item 15
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion
Date Revised Status
14
Provide a recommendation for strategic budget
direction prior to submitting a 2018-19
Supplemental Budget that achieves long-term
structurally balanced fiscal outlook.
Complete
Staff presented recommendations on April
17, 2018 with the Fiscal Health Response
Plan adoption.
15 Implement operating cost reductions consistent
with adopted 2018-19 budget. Complete
The proposed 2018-19 Supplemental Budget
contains operating reductions, new ways of
doing business, and new revenues.
16
Continue to implement and track operational
efficiencies including alternative service delivery,
best management practices, and cost containment
measures that preserve the effectiveness of City
services and operations.
Ongoing
The adopted Fiscal Health Response Plan
focuses on alternative ways of doing
business to reduce cost while minimizing
service level impacts. Savings will be
achieved through refinancing of debt and
early payment of the annual unfunded
liability assessment. New ways of doing
business focused on using fewer consumable
goods and increasing sustainability that are
included in the Budget Supplement as are
thoughtful Departmental reorganizations
which have minimal service level impacts.
The first phase of the Motion project
including Finance and Purchasing modules
has been implemented.HR and Payroll
modules will go live in April 2019 and
Budgeting & Planning in October 2019.
17 Monitor and report performance measures at
Budget Supplement and Financial Plan adoption. Ongoing
Performance measures were incorporated
into the 2017-19 Financial Plan and will be
presented to Council as part of the Mid Year
budget in February 2019.
18
Work with the City Council to review Labor
Relations Objectives and define negotiating
parameters consistent with the Fiscal Responsibility
Philosophy and the Compensation Philosophy.
Complete
Council reviewed and approved in open
session the Labor Relations Objectives
(LRO) on March 20, 2018. The LRO will
continue to guide labor negotiations with
employee groups and have led to successor
agreements with the Firefighters Local
3523, Police Officers Association, and the
unrepresented Management and
Confidential groups.
19
Monitor liability self-insured/excess insurance
program and explore options with CJPIA to control
workers’ compensation costs.
Ongoing
The liability self-insured/excess-insurance
program continues to project savings of
approximately $500,000 over the primary
insurance pool. Based on recent analysis of
the workers’ compensation program,
moving to the excess insurance program
would likely cost the City more than the
primary insurance pool. A pilot strength and
functional movement program for Fire
Suppression personnel is being explored to
reduce potential strains. An aggressive
Packet Pg. 515
Item 15
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion
Date Revised Status
“return to work” program is supported by all
departments.
20
Develop a policy to address the funding status of
volatile insurance programs (liability, workers’
compensation). Evaluate the purpose and use of the
Insurance Benefit Fund to lessen the financial
impacts of the fluctuations in insurance costs.
Complete
As part of 2017-19 Financial Plan
development, the Council adopted fiscal
policy for the Insurance Benefit Fund and
Self-Insured Liability Program. 2017-18 is
the first fiscal year managing the fund under
this policy direction and no changes are
being recommended. Staff will continue to
monitor trends and will make
recommendations as needed.
21
Implement actions aimed at reducing workers’
compensation and liability claims by 30% in 3
years (by June 30, 2019).
Ongoing
The liability program is on track to reduce
liability claims by 10% in the first year (FY
2016-17), but it is too early to estimate
whether a 20% reduction will be achieved in
the current claim year (FY 2017-18), due to
the time it takes for claims to mature. Based
on the number and severity of workers
compensation claims, it appears the first
year (FY 2016-17) claim costs will not
achieve the 10% reduction goal. Year two
(FY 2017-18) claim year has not closed,
however, while claim count and severity
appear to be trending downward, it is
premature to estimate whether the 20%
reduction will be achieved given the length
of time it takes for a WC claim to fully
mature. Claims are closely monitored;
liability claims are closed as quickly as
possible and workers compensation claims
are managed to expedite necessary medical
care and return to work.
22 Continue to monitor legislation that could impact
City revenues and expenditures. Ongoing
Staff is monitoring legislative changes that
can impact revenues and expenditures and
engages in advocacy through the City’s
legislative platform.
23
Analyze fleet replacement policies with the goal of
minimizing replacement costs and maximizing fleet
utilization.
June 2018
April 2019
included in
Strategic
Budget
Direction
Fleet replacement policies have been
analyzed utilizing data from the Asset
Works system. Staff is currently establishing
revised replacement thresholds based on life
span analysis and documented maintenance
costs. The new thresholds will be reviewed
by Council in early 2019 and utilized in the
19-21 Financial Plan.
Other improvements include the following:
integrated the new asset management system
with the City’s fueling system to improve
tracking of fuel costs, use and needs of each
Packet Pg. 516
Item 15
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion
Date Revised Status
department. Investments in hybrid
technology on specific vehicles to gain fuel
economy, reduce carbon footprint/GHG
emissions and meet City sustainability
goals. Outfitting high usage vehicles such
as Police Patrol vehicles with anti-idling
systems and specifying work trucks with
engine idle shutdown features when possible
to reduce fuel costs, emissions output, and
engine wear and tear. Transit is reviewing
recent State Zero Emission Vehicle (ZEV)
mandates and will be developing an
Electrification/ZEV implementation plan for
systemwide vehicle conversion.
24
Develop a contingency plan to address potential
additional changes to long-term unfunded CalPERS
and OPEB liabilities.
February
2019
Plans for addressing long-term unfunded
liabilities will be presented to Council in
Winter 2019.
25 Make recommendation for allocation of one-time
funds. Ongoing Mid-Year 2017-18 allocations were made.
26
Develop a creative financing plan to construct the
replacement and development of critical public
safety facilities (i.e. Police Station and Fire
Stations).
Ongoing
Staff has developed 10-Year CIP addressing
these funding needs and presented it to
Council in January 2018. The 10-Year list
also included ‘Partnership Projects’
identified in the AB 1600 work described
above. The project review resulted in the
“Funding the Future of SLO” initiative. In
April Council directed staff to include
public engagement and additional project
analysis in the 19-21 Financial Plan. Next
steps are 1) staff work on project list and
community engagement and 2) Council
action on next steps on February 5, 2019
27
Develop creative infrastructure financing options
(grants, land-based funding, local revenues) for
Council consideration and implement as directed.
Complete
Staff is in process of establishing CFDs for
San Luis Ranch and Avila Ranch
development projects. AB 1600 fee study
was updated and adopted by Council. In
April 2018 Council reviewed long-term
Capital Improvement Program funding
needs.
28 Explore expanding utility fees to include storm
water activities. Spring 2019
Staff is analyzing the Stormwater program
and recommendations for revenue
generating options to recoup the costs
associated with this unfunded mandate.
29
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Item 15
Downtown Vitality: 2017-19 Action Plan
Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown
and support the Downtown Association’s proposal to consider a Downtown Improvement District.
# Task Completion
Date Revised Status
1 Complete Design and begin Construction of
the Palm/Nipomo Parking Structure. Fall 2019
Environmental Impact Report (EIR) was be
presented to Council in summer 2018 for
review and was approval. Design work is
planned to commence in the Winter of 2018.
2
Construct next phase of Downtown Renewal
capital improvement project focused on the
800 block of Higuera Street.
Winter 2019
Project is planned to start construction in
January 2020 pending coordination with
Downtown Association and adjacent
properties.
3
Actively work with San Luis Obispo Council
of Local Governments(SLOCOG) and
Regional Transit Association (RTA) to
relocate the current Downtown
Transportation Center to a new location east
of Santa Rosa Street.
Ongoing
Progress is pending additional funding and
coordination with development activity north
of the existing downtown core.
4 Design of the Mission Plaza Concept Plan -
Mission Plaza Restroom Replacement.
Summer
2019
Consultant services procured and work
continues to scope project that will include
Mission Plaza restroom, café, storage area as
well as concepts of what the design may look
like if the Murray Adobe is incorporated into
the plan.
5 Continued downtown tree maintenance,
sidewalk scrubbing, and street Sweeping. Ongoing Maintenance of downtown trees, sidewalk
scrubbing, and street sweeping is ongoing.
6
Begin construction of Marsh Street Bridge
replacement at the southern gateway to
Downtown.
Spring 2019
Pending completion of right-of-way phase,
authorization to advertise for construction
bids will be requested of Caltrans with an
anticipated start of construction in Spring
2019.
7
Assist noncompliant properties to achieve
compliance with the Downtown Fire
Sprinkler Ordinance.
Winter 2018
The fire department continues to assist
noncompliant properties to achieve
compliance with the Downtown Fire
Sprinkler Ordinance.
8 Continued operation of the Community
Action Team (CAT) in Downtown. Ongoing
The Community Action Team continues to
focus on addressing chronic offenders within
the downtown. Additionally, they continue to
work with City Rangers on open space
violations and postings. Hiring for the
Mental Health position with CAT and
Transitions Mental Health Association
(TMHA) is just complete.
Packet Pg. 518
Item 15
Downtown Vitality: 2017-19 Action Plan
Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown
and support the Downtown Association’s proposal to consider a Downtown Improvement District.
# Task Completion
Date Revised Status
9 Continued Downtown Bicycle Patrol. Ongoing
The police department continues to deploy
two bicycle officers when resources allow
due to minimum staffing patrol needs.
Transient related issues continue to be a
priority for the bike officers. An increase in
the number of calls involving the homeless
population, related to the total number of
calls for service has occurred.
10
Coordination between the Police
Department and County of San Luis Obispo
to achieve expanded mental Health Services
focused on Downtown.
Ongoing
The County awarded the contract to TMHA
and a full-time social worker has been hired
to work with the Police Community Action
Team. A MOU has been completed and
signed by both TMHA and the City.
11
Identification and implementation by Police
Department of best practice tools designed
to decrease nuisance calls in the Downtown.
Ongoing
The police department worked with
downtown business owners to maintain
trespassing letters on file for local business.
In April the Police Department designated
one of the sergeant positions as the
Downtown sergeant. This position will be a
2-year position that will focus on addressing
the needs and crimes within the City’s
downtown.
12 Council and community review and
consideration of Downtown Concept Plan. Complete
13 Council and community review and
consideration of Mission Plaza Master Plan. Complete
14
Following adoption, oversee the
implementation of the Downtown Concept
Plan.
Ongoing
15
Following adoption, develop a phasing and
resources needs plan for the
implementation of the Mission Plaza
Concept Plan.
Summer
2019 A budget request to implement the first phase
of work, will follow the design.
16 Complete the City’s Zoning Regulations
Update. Complete
City Council adopted the Zoning Regulations
Ordinance on August 21, 2018. The second
reading of the Ordinance was on September
18, 2018. The Ordinance became effective on
October 19, 2018. Subsequent amendments
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Item 15
Downtown Vitality: 2017-19 Action Plan
Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown
and support the Downtown Association’s proposal to consider a Downtown Improvement District.
# Task Completion
Date Revised Status
will be considered by City Council through
Spring 2019.
17 Complete a Feasibility Study for the Upper
Monterey Area Plan Parking District.
Summer
2019
On April 10, 2018, Council authorized an
interim part of this study (Upper Monterey to
the RR) as part of the Zoning Regulations
18 Complete a Feasibility Study of Downtown
Maintenance District.
Summer
2019
The Downtown Association elected to take a
pause in the process to form a Property Based
Improvement District pending more outreach
with Downtown Property Owners. More
progress is anticipated as the new CEO gets
oriented and resumes discussions with
property owners and businesses.
19
Coordinate, in partnership with the
Downtown Association, exploration of
opportunities to provide enhanced
maintenance or other services to maintain
Downtown vitality.
Ongoing
A consultant was hired to analyze and present
recommendations for a property-based
business improvement district. Initial
recommendations were presented to
Downtown and SLO and key stakeholders in
March 2018. It was determined that the
continued refinement and outreach should
take place over the next year before moving
forward.
20 Design Farmer’s Market Safety Project and
circulate for bids 12/2018
Project approved by Council as part of Mid-
Year budget. Bid package under design for
circulation in winter 2018. Project will be
phased to include barriers at both ends of
Higuera and both ends of Chorro; and, both
entrances to Mission Plaza. Original design
has been modified to accommodate the
presence of conflicting underground utilities
and the shallow depth of the bridge deck on
Higuera. Staff anticipates coming to the City
Council in Spring 2019 with a
recommendation after meeting with the ARC,
CHC, and Downtown SLO.
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Item 15
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PLAN PURPOSE
The purpose of this plan is to establish a three -year framework to respond to the long-
term fiscal impacts of the significant increases in required pension contributions to the
CalPERS retirement system. This plan is a specific deliverable and is structured in a
manner to provide guidance for budgetary actions in the 2018 -2019 Fiscal Year as well
as to provide broad strategic budget direction for the 2019-2021 Financial Plan.
THE PROBLEM
The City of San Luis Obispo and the other
3,000-member agencies in the California
Public Employees Retirement System
(CalPERS), are facing significant increases
in required pension contributions. The City's
annual CalPERS costs are projected to more
than double in ten years; growing from $7.8
million in 2014-15 to $19 million in 2024-25
for the General Fund. These costs will
continue to grow through 2031-32 and affect
all funds including the City's Enterprise
Funds (Water, Waste Water, Transit, and
Parking).
To addresses these rapidly rising costs, the
City must address an $8.9 million ($7.5
million from the General Fund and $1.4
million from the Enterprise Funds) budget
gap over the next three fiscal years (2018-
19, 2019-20, and 2020-21). The size of the
problem has been informed using fiscal
forecasting supported by third party
economic models, as well as the City's
outside sales tax advisor and a separate
actuary who specializes in pensions.
The City's fiscal forecasting is based on
assumptions such as:
1. Continuing current levels of service.
2. Continuing the commitment to capital
investment including a slight increase
due to ongoing maintenance needs.
3. Modest long-term revenue growth and
inflation.
4. Continuing Local Revenue Measure
(Measure G) funds.
5. Enterprise Funds revenue projections
based on approved and historic rates and
revenue growth trends.
The City must continue to utilize CalPERS as its
retirement system as it is not feasible for the City
to leave without incurring significant costs. To
exit CalPERS, the City would have 30 days to
meet its projected (worst case) financial
obligations estimated to be from $377 to $495
million at the time of separation. Furthermore,
the current legal framework in California restricts
cities ability to reduce retirement benefits for
current employees, as well as retirees. Lastly,
CalPERS forbids offering alternative retirement
benefits for new employees, different from those
reduced benefits that already have been
legislatively authorized.
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Item 15
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GENERAL FUND FOCUS; ENTERPRISE
FUND PARTICIPATION
This Plan is primarily focused on guiding
the General Fund closure of the ongoing
budget gap over the next three fiscal
years.
The Enterprise Funds (Water, Sewer,
Parking, and Transit) are also participating
because the problem of rising pension costs
also affects employees of the Enterprise
Funds as they participate in the same
CalPERS retirement system as General
Fund employees. Each fund, however, will
solve the problem based on the fund type
and its unique situation, as discussed later in
this report.
KEY CITY POLICIES AND GUIDING
PRINCIPLES FOR THIS PLAN
• The City’s existing financial policies
provide the foundation for this Plan and
include a balanced, sustainable budget
based on conservative investment practices
and diversified revenues.
• Specific policies which support this Plan
include: the 2001 Fiscal Health Contingency
Plan, the 2014 Financial Responsibility
Philosophy, the Compensation Philosophy
and the 2017 Long-Term Liabilities and
Maintenance of Infrastructure.
• Ongoing Fiscal Health Monitoring
including modeling of economic trends and
incorporation of new data will occur through
the budgetary process and three years of this
Plan.
• Budgetary changes in response to the Plan
will minimize service level impacts.
• Budgetary reductions will be implementable
and monitored during the three years of the
Plan.
• Sustainability principles will be
incorporated into changes in the ways the City
“does business” where possible.
• Capital Improvement Project investment
will not be diminished in the General Fund
and is projected to increase slightly during the
Plan’s effective period.
• The City’s Organizational values will be
considered when evaluating budgetary
reductions so that employees, programs,
departments, and the organization can
continue to support and implement these
values.
• The maintenance of facilities, infrastructure,
and equipment will continue, and reductions
will have the least amount of maintenance
impacts as possible.
• The application of unassigned fund-balance
due to one-time expenditure savings or one-
time increase in revenue will continue to be
applied to paying down long-term unfunded
liabilities and investment in infrastructure
and/or critical equipment.
• Ongoing increases in revenue will be
carefully evaluated and will also be
considered as a means to speed up the
paydown of unfunded liabilities. The City will
carefully evaluate the tradeoffs of expanding or
adding new programs, rather than paying down
unfunded liabilities.
• The City will work closely with its elected
representatives and others (including the
League of California Cities) in ongoing efforts
to address long-term changes to the CalPERS
system.
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Item 15
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INTEGRATION OF THE PLAN WITH THE FINANCIAL PLANNING PROCESS
The Fiscal Health Response Plan will be applied to the 2018-19 Budget Supplement as well
to the 2019-21 Financial Plan process. The 2019-21 Financial Plan will include Major City Goals
informed by public participation. However, the Fiscal Health Response Plan sets forth the
framework by which the 2019-21 will need to close the structural budget gap of $8.9 million over
the term of this Plan.
For ease of use, and so that Council and the community can review the implementation of this
Plan with respect to solving this problem, this document will be updated with a record of Council
meetings regarding the Plan’s implementation.
Council Meeting Date Action Related to FHRP Taken
April 17, 2018
1. Adoption of FHRP
2. Strategic Budget Direction for 2018-19 Budget Supplement
To be completed as meetings
occur.
Scheduled meetings include June 5 and 19, 2018 Council meetings on
the 2018-19 Budget Supplement and primary options to address
unfunded liabilities.
ELEMENTS OF THIS PLAN
There are three key components to this Plan. These components create savings and
revenue necessary to address the unfunded liability. In addition, there are two primary
options for reducing the increased costs of the City’s unfunded liability.
THREE KEY COMPONENTS PRIMARY OPTIONS TO ADDRESS THE
UNFUNDED LIABILITY
1. New Revenues
2. Operating Reductions and New Ways
of Doing Business
3. Employee Concessions
1. Prepayment of both normal and
unfunded PERS Costs
2. Section 115 Pension Trust Formation
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Item 15
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KEY COMPONENTS OF THIS PLAN
The City must address an $8.9 million ($7.5 million from the General Fund and $1.4 million from
the Enterprise Funds) budget gap over the next three fiscal years (2018-19, 2019-20, and 2020-
21). There are three key components that have been identified to accomplish this Plan: 1) new
revenues, 2) operating reductions and new ways of doing business, and 3) employee
concessions. These will be apportioned as follows for the General Fund:
NEW REVENUES
30-40% of the solution is proposed through new revenues. Only the General Fund will
participate in this component.
• A General Fund Cannabis Tax. The General Fund’s primary sources of funding are taxes
and fees for services. A general-purpose tax on Cannabis sales, requiring voter approval of a
simple majority, will be evaluated for placement on the November 2018 ballot.
Should a Cannabis Tax be Unsuccessful? Should a Cannabis Tax be unsuccessful,
either by not receiving voter approval or by underperforming in projected revenues, other
new sources of revenue will be evaluated, such as consideration of increased Transient
Occupancy Tax (TOT) or a Stormwater Tax. Additional revenue from taxes and any
recommended would require further direction from Council prior to implementation.
• The Enterprise Funds will not propose new revenues to solve this problem. The
Enterprise Funds are funded by rates and/or fees for the services provided. Transit is primarily
funded through Federal and State grants and programs in combination with a 20% match from
fares. Increases to rates and/or fees will not be made to close this budget gap in the Enterprise
Funds. Any changes to those rates and/or fees in the Enterprise Funds during the fiscal period
of this Plan will be due to other cost increases or a result of enhanced fee recovery unrelated
to unfunded pension liability cost increases.
30 -40%
20 -30%
30 -40%
Revenues
New Ways of Doing Business
Operating Reductions
Concessions
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OPERATING REDUCTIONS AND NEW WAYS OF DOING BUSINESS.
30 to 40% of the solution is proposed from operating reductions and/or new ways of doing
business. All Funds and Departments will participate in this component to varying degrees.
OPERATING REDUCTIONS
1. Proactive Fiscal Management.
a. Refinance City Bonds. Eligible City
bonds will be refinanced to reduce debt
rates.
b. Pay CalPERS Required Contribution
in One-Lump Sum Once A Year. Based
upon the City’s cashflow analysis, the City
will exercise the option to pay
contributions to CalPERS in one lump
sum resulting in ongoing savings.
CalPERS offers two options of payment,
annual and one-lump sum.
c. Evaluate other Fiscal Efficiencies.
For instance, credit card bank charges
will be evaluated so that any cost
reductions which do not diminish
customer service are implemented. Other
fiscal management efficiencies will be
explored for cost savings.
2. Pursue Energy Efficiencies and
Consumption Reductions. Departments
will evaluate budgets to identify energy
efficiencies which could save both costs and
energy. Fuel and other consumables usage
will be reduced through fuel efficiency
vehicles and/or use pattern improvements.
3. Consultant services agreements. When
possible, consultant services agreements
will be renegotiated for better value and/or
budgeted amounts will be adjusted to reflect
service levels needed.
4. Other Agreements. The City has multiple
agreements for a myriad of purposes ranging
from the purchases of goods to the provision
of City services and/or use of City facilities.
Those agreements subject to renewal will be
evaluated for the opportunities to decrease
costs or to increase cost recovery while at
the same time balancing the value of
community partnerships.
5. Tax and Fee Enforcement. The City will
continue to proactively seek compliance with
business license, Transient Occupancy Tax
(TOT) Homestay, Code Enforcement, and
other activities which could result in more
accurate revenue collections.
6. Long-term liabilities. Consistent with the
City’s fiscal policies, the City will continue to
utilize one-time funds to pay down unfunded
liabilities and to invest in infrastructure.
7. Risk Management. The City will continue
to actively implement its “30% in 3” risk
management program to reduce liability and
worker’s compensation expenditures.
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NEW WAYS OF DOING BUSINESS
1. Sustainability.
The City will pursue increased
investment in sustainable infrastructure
with positive and short-term paybacks on
investment.
2. Enhanced Efficiency & Effectiveness.
a. Energy Efficiency.
Including the use of solar power will
be explored and implemented when
possible for short and long-term cost
savings. Other energy efficiencies
will be evaluated as well.
b. Enterprise Resource System.
The Motion project, consisting of
business process re-engineering and
implementation of an Enterprise
Resource System, will result in
decommissioning of several older
systems and will create opportunities
for employee efficiencies and
effectiveness.
c. Equipment Replacement.
Equipment replacement will result in
energy savings, more accurate data
collection, and more accurate
revenues will be identified.
3. Thoughtful re-organizations.
Staff transitions will be used to evaluate
current staffing levels and service
provision. The City will evaluate cross-
departmental operations, service levels,
and contracted services for re-
organization opportunities.
EMPLOYEE CONCESSIONS.
20% to 30% would be contributions via employee concessions. All Funds, General and
Enterprise, will participate in employee concessions.
• In addressing unfunded pension liability as it relates to employee concessions the City’s
adopted Fiscal Sustainability Philosophy, Compensation Philosophy and Labor Relations
Objectives will provide guidance.
• The City will meet and confer in good faith with its represented employee groups regarding
the impacts of changes to wages, hours, and/or working conditions.
PRIMARY OPTIONS TO ADDRESS THE UNFUNDED LIABILITY
The City will evaluate each of the options in June 2018: Prepayment of unfunded liabilities by pre-
paying PERS and/or funding a Section 115 Pension Trust to make future payments to PERS.
The use of each method may vary by Fund.
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COMMUNICATIONS STRATEGIES
The following identifies communication strategies with the Community and employees.
COMMUNITY ENGAGEMENT
As is the City’s practice the Community will
be engaged consistent with the City’s Public
Engagement and Noticing (PEN) Manual.
There will be multiple methods of
communications used to inform and educate
the community as well as receive feedback
and address questions and concerns. In
addition to the PEN methods of
communication and public engagement will
include:
• Public Notification of Council
Meetings on the Plan.
• What’s New in SLO and other
website informational postings.
• E-notification, social media posts
and press releases.
• Community forums and
workshops in conjunction with the
financial planning process.
• Presentations to City Advisory
Bodies and interested community
groups.
• Open City Hall topics.
EMPLOYEE ENGAGEMENT
As is the City’s practice all employees will be
engaged in the financial planning process
and the application of this Plan to that
process. There will be multiple methods of
communications to inform and educate
employees as well as receive input and
address questions and concerns.
• Briefings with City Manager,
Department Heads and Budget
Manager.
• Updates via emails and
SLOWhat Monthly publication.
• Briefings with employee
associations’ representatives.
• Surveys to Employees
• Organization-wide briefings.
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Last Updated: April 9, 2018
IMPLEMENTATION OF THE PLAN
• The Plan will guide staff’s preparation of the 2018-19 Budget Supplement for Council’s
consideration and adoption in June 2018.
• The Plan will guide the Financial Plan process for the development of the Major City Goals
and Financial Plan for 2019-21.
EXTERNAL IMPACTS TO PLAN
This plan has been based on assumptions made in the fiscal forecast in December 2017. It is
based on fiscal forecasts which have multiple inputs from multiple economic resources both
external and internal to the City. However, a forecast is an estimate at a point and time and during
the life of this Plan there could be significant external forces which further impact the City’s fiscal
forecast. There are other fiscal policies and plans in place to help guide such a change. The
following could have impact to the City’s overall budget through either expenditures or revenues
and would result in staff returning to Council for further direction.
• Changes in Economic Conditions. The nation continues to be in an unprecedented
economic expansion following the Great Recession. This is unlikely to continue for the
entire period of this Plan. Additionally, changes in federal fiscal policy and grant funding
may result in a slowing of the national and local economies.
• Diablo Closure
The closure of Diablo Canyon presents an uncertain economic impact to the City and
County of San Luis Obispo. At the time of this Plan’s creation, the mitigation of that
impact is uncertain. The City will continue to have a lead role in addressing this problem
and preparing an economic and financial analysis of the impacts of this closure. This
analysis will be incorporated into the 2019-21 Financial Plan.
• Further CalPERS Changes. Required contributions to CalPERS are based on actuarial
assumptions and further changes may occur if approved by the CalPERS Board.
Examples of past significant changes in assumptions include changes to amortization
periods, changes to expected rate of return, and changes to demographic assumptions.
Future changes in actuarial assumptions may once again result in significant fiscal impacts
to the City.
• Natural Disaster. All municipalities are vulnerable to natural disasters be it earthquake,
fire, or flood. The City maintains reserves for these unfortunate circumstances but in
recent years the magnitude of disasters seen in neighboring cities north and south have
been at unprecedented economic levels.
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Item 15
SECTION D: SUMMARY OF OVERALL BUDGET SUPPLEMENT
This section provides simple charts and tables which highlight key financial relationships and summarize
the overall budget document. Graphics summarizing the following areas are included:
• Summary of Revenues and
Expenditures for 2017‐18 and 2018‐19
Changes in
Financial Position
• Revenue by Fund and TypeRevenue Detail
• Expenditure by Department, Function,
and Type
Expenditure
Detail
• Transfers between funds
Operating
Transfers
• Authorized positions by Department
Authorized
Regular Positions
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ATTACHMENT 2
Status Report on
General Plan Implementation Programs
November 2018
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Status of General Plan Implementation Programs
TABLE OF CONTENTS
Introduction
Overview 1
Status of General Plan and Area Plan Implementation Programs 1
Report Organization 2
Findings 3
Status of General Plan Implementation Programs by Element
Land Use Element 8
Circulation Element 15
Housing Element 21
Noise Element 27
Conservation and Open Space Element 28
Safety Element 31
Parks and Recreation Element 33
Water and Wastewater Element 34
Status of Area Plan Implementation Programs
Orcutt Area Specific Plan 37
Mid-Higuera Area 42
Railroad District 44
Airport Area Specific Plan 47
Margarita Area Specific Plan 49
Climate Action Plan 55
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OVERVIEW
The purpose of this report is to provide a concise yet comprehensive summary of the status of all
General Plan implementation programs as well as implementation programs for key “area” plans:
Downtown, Mid-Higuera Area, and Railroad District Area. This report also covers action items
and the status of efforts in the Airport Area, Margarita Area and Orcutt Area Specific Plans.
STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS
The following schedules provide a concise
yet comprehensive summary of the status of
all General Plan implementation programs.
As discussed in greater detail below, of the
409 individual implementation programs in
the General Plan, 93% (379) of them are
completed or have been integrated into the
City’s ongoing operations. This is a nearly
seven percent increase of implemented
programs since the last Financial Plan
reporting.
Given the ambitious nature of our General
Plan and its twenty-year time horizon, we
believe that this represents significant
progress in achieving General Plan goals.
The incomplete programs (7% of the total) are classified as follows:
◼ 2% (8) as being relatively easy to achieve from a resource perspective.
◼ 4% (16) as being of moderate difficulty.
◼ 1% (6) as being difficult to achieve.
Report Focus: Why Report on the Status of Programs? The City’s General Plan is composed of
a “building block” hierarchy of goals, objectives, policies and programs. Goals and objectives are
direction-setters. They describe desirable conditions and preferred outcomes as they are applied to
specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific
actions for their achievement. Objectives generally state an intermediate step toward attaining a
goal. Policies are typically more specific statements that guide decision-making.
Programs are actions that implement goals, objectives and policies. As such, monitoring our
progress in implementing General Plan programs is an excellent way of monitoring our progress
in achieving General Plan goals and objectives. And for this reason, it is the focus of this report.
Status of General Plan Implementation
Programs
Complete or Ongoing 93%High Difficulty 1%
Medium Difficulty 4%Low Difficulty 2%
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Report Organization
General Plan Elements. The report first organizes each of the implementation programs into one
of our eight General Plan elements:
◼ Land Use (LU)
◼ Housing (H)
◼ Circulation (C)
◼ Conservation and Open Space (COSE)
◼ Noise (N)
◼ Safety (S)
◼ Parks and Recreation (PR)
◼ Water and Wastewater (WW)
Implementation Program Summary. A short “one-line” narrative is provided for each
implementation program, referencing the specific General Plan Program number. (Each program
is assigned a “line number” solely for easy internal reference within the report itself.)
Lead Department. The lead responsible for implementing the program is presented. (In many
cases, several departments work closely together in implementing the program; this simply
indicates which department has the lead role in coordinating program implementation.)
◼ Administration (ADM)
◼ Community Development (CD)
◼ Finance & Information Technology (FIT)
◼ Fire (FD)
◼ Parks and Recreation (P&R)
◼ Police (PD)
◼ Public Works (PW)
◼ Utilities (UT)
Implementation Status. All programs are organized into one of two major “status” categories:
If it’s complete (or will be complete by June 2019) or has been integrated into City operations
as an ongoing program, this is noted with a “C” (complete) or an “O” (ongoing) in the first
status column of the summary.
If it won’t be completed (or become an ongoing program) by June 2019, then we have rated
how difficult it will be to complete on an “order of magnitude” (qualitative) basis using the
following coding:
Low (L): Minimal staff effort and no consultant assistance will be needed to complete the
analytical work and coordinate stakeholder-public outreach. While this is a qualitative
assessment by the lead department, this generally means that less than 80 hours of staff work
and no additional budget resources will be needed to implement the program.
Medium (M): Significant staff effort, some consultant assistance or supplemental funding for
operations or capital projects will be needed to complete the analytical work and coordinate
stakeholder-public outreach or implement the program. Again, while this is a qualitative
assessment by the lead department, this generally means between 80 to 500 hours of staff work
and/or up to $25,000 for added budget resources will be needed to implement the program.
High (H): Major staff effort, consultant assistance or supplemental funding for operations or
capital projects will be needed to complete the analytical work, coordinate stakeholder-public
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outreach or implement the program. Generally, this means that more than 500 hours of staff
work and/or more than $25,000 for added budget resources will be needed to implement the
program.
Area Plans. “Area plans” like the Railroad District Plan are not General Plan Elements.
However, each of the area plans adopted by the Council that have “implementation programs” –
Mid-Higuera Street Enhancement Plan, Railroad District Plan, Airport Area Specific Plan,
Margarita Area Specific Plan and Orcutt Area Specific Plan – are closely linked to the General
Plan implementation. Accordingly, the status of “area plan” implementation programs is also
provided in this report. They are organized in the same manner as the status report on General
Plan program implementation. The Downtown Concept Plan is a graphical document with
supporting guidance, and an update was completed in September 2017.
Findings
General Plan Programs
Status Summary. As noted above, 93% of the City’s General Plan implementation programs
have been completed or integrated into the City’s day-to-day operations. The Council recently
adopted updates to the Land Use, Circulation, Housing, Water and Wastewater Elements, the
tables and information in this report capture the modified and added programs for those elements.
The Climate Action Plan contains another set of programs or strategies that require
implementation. The Climate Action Plan is currently in the process of being updated and is
anticipated to be completed by Summer 2019. This strategy document overlaps programs in almost
every other element of the General Plan, and therefore may represent some duplication in
implementation, however it is included as a summary of strategies for which implementation is
vitally important in order to meet Greenhouse Gas (GHG) emissions reductions goals.
The following is a more detailed summary of the status of existing General Plan implementation
programs by element:
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Summary: Status of General Plan Implementation Programs
General Plan Element
Complete or
Ongoing
Difficulty to Complete
Total Low Medium High
No. Pct. No
.
Pct. No. Pct. No. Pct.
Land Use 60 82% 2 3% 8 11% 3 4% 73
Housing 73 94% 2 2% 3 4% 0 0% 78
Circulation 67 97% 1 1.5% 1 1.5% 0 0% 69
Conservation & Open Space 65 96% 0 0% 3 4% 0 % 68
Noise 6 75% 1 12.5
%
0 0% 1 12.5
%
8
Safety 34 97% 1 3% 0 0% 0 0% 35
Parks and Recreation 38 95% 1 2.5% 0 0% 1 2.5% 40
Water and Wastewater 37 97% 0 0% 1 3% 0 0% 38
TOTAL 379 93% 8 2% 16 4% 5 1% 409
As reflected above, there are very few “low effort” programs remaining.
Resource Requirements. Based on our qualitative assessment of the resources need to complete
the implementation of the remaining programs, the following is a “high-level” assessment of the
staff resources and added budget resources that will ultimately be needed to complete these
programs at some point:
HIGH LEVEL Resource Assessment
Remaining
Programs
Difficulty FTE's* and/or Consultant Costs
min max min max
Low 8 0 0.35 $0 $0
Medium 16 0.69 4.32 $0 $400,000
High 5 1.35 1.35 + $125,000 $125,000 +
Total 29 2.04 6.02 + $125,000 $525,000 +
*Annual Full-time Equivalent (FTE)
Value of Remaining Action Items. These summaries show which programs remain undone and
the “order of magnitude” resources that would be needed to complete them. However, they do not
address their relative value to the community compared with the effort that would be required to
complete them. For example, it might be tempting to direct our resources to finishing-up the “low
or medium difficulty” programs to get them off our plate. However, this should be weighed against
the value likely to be derived. In this case, we might have a greater impact in improving the
community’s quality of life if we focused the same level of resources towards accomplishing a
fewer number of “high value” (but relatively higher effort) programs. On the other hand, we would
want to avoid undertaking high-effort but lower-value programs.
The following is a paradigm or model for assessing these “value versus effort” trade-offs, which
can be summarized as follows in the context of allocating resources towards completing General
Plan programs:
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In this model, the first priorities should be selected from Quadrant A: “low effort but high value.”
(These are the proverbial “low hanging fruit.”) After this, Quadrants B and C are a “toss-up.”
However, in all cases, we would want to minimize efforts towards programs that might fall into
Quadrant D, unless the community or decision makers think that there is greater value than the
weight assigned by City staff.
Ultimately, assessing the value of individual programs and directing resources towards completing
them is the Council’s decision (and in the final analysis, this is what the City’s goal-setting and
budget process is all about). However, staff can prepare an “order of magnitude” assessment of
those programs we believe would have the most near-term benefits relatively quickly if the Council
believes that this would be helpful background information in the goal-setting process.
Area Plans
Railroad District Plan Programs
Thirteen of the forty-one Railroad District Plan implementation programs have been completed or
integrated into ongoing programs. Of the remaining twenty-eight programs that are not yet
complete or integrated into ongoing programs, we have classified two of them as “medium”
difficulty and twenty-six as “high.” Several of the programs that call for bike paths along the
railroad right-of-way may need to be adjusted to reflect the inability to achieve easements from
the Union Pacific Railroad.
Mid-Higuera Area Enhancement Plan Programs
While work has been done toward implementation, none of the twenty-four programs set forth in
this long-term plan have been completed. We have classified two of the twenty-four programs
that are not yet complete as “medium” difficulty and twenty-two of them as “high.” The LUCE
calls for update of this plan.
Quadrant A Quadrant B
Low Effort, High Value Low Effort, Low Value
Quadrant C Quadrant D
High Effort, High Value High Effort, Low Value
High LowEFFORTLowHigh
VALUE
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Downtown Concept Plan
The General Plan provides policies and programs for all areas of the City including a specific
section in the Land Use Element regarding the Downtown. The Downtown Concept Plan is a
graphical map with principles that has long been used to guide decisions regarding development
in the Downtown. This document is referenced in the Land Use Element (4.0) as an illustration of
how Downtown development may occur but was never envisioned as a static document, rather
more of a vision concept. Some of the concepts are being pursued with review and approval of
private development. Others require City resources and action, and some concepts may change.
The Downtown Concept Plan was updated in September 2017, as called for in the Land Use and
Circulation Elements update.
Airport Area Specific Plan Programs
Of the twenty-nine programs set forth in this plan, four have been completed and sixteeen have
been integrated into ongoing programs. We have classified two of the remaining nine programs
that are not yet complete as “medium” and six as “high.” This Specific Plan was amended in
September 2014 after many years of agency collaboration to address the Chevron Remediation
and Redevelopment proposal and some of these programs have been updated as part of the process.
The preparation work needed to begin remediation activities is currently underway on the south
side of the property. The Specific Plan was also amended again in 2017, when the Avila Ranch
project was approved. There is renewed interest to annex unincorporated properties in the City
(e.g., Fiero Lane) now that the recovery of the economy is fully underway and some water and
wastewater challenges are on the horizon.
Margarita Area Specific Plan
The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling
units and about 900,000 square feet of business park development. Three subdivisions have been
approved for a total of approximately 300 residential lots, and several commercial developments
have been approved. Within the approved subdivisions, 166 dwelling units have been completed
in the Serra Meadows subdivision, building permits have been issued and the first and second
phases of the Toscano subdivision, where single family dwelling units are under construction and
nearing completion/occupancy. Many of the programs listed in the plan are dependent upon actual
construction taking place since they will be implemented with development; however, three of the
87 programs have been completed: the dedication of the South Street Hills; accommodation of
site for HASLO to provide affordable dwellings (e.g., Courtyard at the Meadows) and the
construction of the Damon-Garcia Sports Field complex. Changes to the fee program were
included as part of the Capital Facilities Fee Program update (AKA AB 1600) to clarify parkland
fee structure and to re-assign a portion of parkland payment responsibility to the community at
large to reflect the community-wide benefit of the Damon-Garcia Sports fields.
Orcutt Area Specific Plan
The Orcutt Area Specific Plan was approved in 2010 and accommodates nearly 1,000 new
residential units and some 15,000 square feet of commercial retail space. The area was annexed to
the City in November 2011. None of the 93 programs identified has yet to be completed because
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the programs specify conditions that will be accomplished by development occurring in the area.
The programs are listed as “ongoing’ because the programs will apply to and be implemented by
development in the area. Currently, subdivision and development proposals have been submitted
and are in process as follows:
• Wingate (Taylor) – 142 total units (45 SFR), 33 row houses, 52 senior apartments (+12
lofts) and a one-acre park: Tentative Tract Map approved
• Jones – 65 total units (9 SFR, 9 MU, 43 condominium units, open space along creeks): In
process
• Righetti Ranch – 304 total units (272 SFR, 32 townhomes, 14 + acre neighborhood park,
and 52 + acres of open space on Righetti Hill): Under construction.
• West Creek - 179 total units (74 SFR, 105 apartments): In process
OASP programs will be implemented as part of these and future developments in the area.
Avila Ranch Specific Plan
The planning application for the Avila Ranch Specific Plan was approved in Summer 2017. The
entitled project will accommodate 720 new residential units, 15,000 square feet of commercial
uses, and approximately 52 acres of open space.
San Luis Ranch Specific Plan
The planning application for the San Luis Ranch Specific Plan was approved in Summer 2017.
The entitled project will accommodate 520 new residential units, a minimum of 50,000 square feet
each of commercial, office and hotel/visitor servicing uses, a minimum of 5.8 acres of parks, and
approximately 40 acres of open space/agriculture. Approval of the property annexation is
anticipated in Fall 2018.
T:\Budget Folders\2017-19 Financial Plan\November 15th Setting the Table\Status of General Plan Implementation
Programs_2015-17 update.docx
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Status of General Plan Implementation
Programs
STATUS AS OF October 2018
Complete Difficulty to
Complete Lead
Program
Number Program Summary Or
Ongoing Low Med High Dept.
LAND USE ELEMENT
1 Growth Management
1.14.1 The City will monitor reports from the County
“resource management system” and advocate for
adherence to that system.
O
L
CD/UT
1.14.2 The City shall advocate and help arrange quarterly
coordination meetings among planning directors of
local jurisdictions to discuss regional issues.
O
L
CD
1.14.3. The City will participate with the County in
reviewing and providing input on County projects
and general plan amendments that have potential
to impact the City or be inconsistent with City
policies.
O
M
CD
1.14.4
The City shall seek County Board of Supervisors
approval amending the County Land Use Element
to make it consistent with this element. The City
will work with the County during updates of the
County's plan for the San Luis Obispo planning
area.
O
M
CD
1.14.5 The City shall maintain a memorandum with the
County, pledging that neither agency approve a
substantial amendment to its plan for San Luis
Obispo's planning area without considering the
recommendation of the other agency
C
CD
1.14.6 The City shall prepare and maintain a Planning
Area Map in the General Plan. The City will
establish and maintain County concurrence for the
map, which applies to the City’s Planning Area
outside the urban reserve.
O
L
CD
1.14.7 The City shall maintain a development fee
program that covers costs associated with City
services and facilities. Periodic review of the fees
collected will ensure they are adequate to cover
City costs.
O
H
CD
2.1 Conservation and Development of Residential
Neighborhoods
2.10.1. The City shall review, revise if deemed necessary,
and actively enforce noise, parking, and property-
development and property-maintenance
standards.
O
M
CD
2.10.2. The City shall implement, and regularly review and
update property-maintenance regulations focused
on proper enclosure of trash, appearance of yards
O
L
CD
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and buildings from the street, and storage of
vehicles.
2.11.1 The City shall evaluate student housing
preferences and consider revising development
standards to better meet them in multifamily
housing near campus.
O
M
CD
2.11.2. The City shall review, and revise, if deemed
desirable, its standards for multifamily housing so
that apartments will provide usable open space
and storage similar to the requirements for
condominiums.
C
CD
2.12. The City shall adopt special development
standards to guide addition of dwellings within
Downtown residential areas to implement
Policy 2.8.
C
CD
2.13. The City will consider new regulations, for Low-
Density and Medium-Density Residential areas, to
require special review for (1) incompatibly large
houses, (2) replacement or infill homes in existing
neighborhoods, and (3) accessory buildings with
plumbing facilities allowing easy conversion to
illegal second dwellings.
C
CD
2.14. The City shall implement Neighborhood Wellness
Action Plans to help residents preserve and
enhance their neighborhoods.
C
CD
2.15. The City will evaluate alternatives to the current
maximum number of dwelling units per acre
(based on bedroom count) and height, parking,
and setback standards, to regulate residential
building intensity, and bulk and mass. Floor area
limits will be considered.
C
CD
2.16. The City shall evaluate the potential to use
portions of City-owned parking lots and structures
for residents’ parking.
O
H
CD/PW
2.17. The City shall require new housing projects in the
Downtown area to provide residents with
information and services to off-set vehicle needs,
such as providing transit passes, providing space
for hourly car rental services, and providing on-site
bicycle storage facilities.
O
H
CD/PW
2.18. The City shall evaluate the potential for
development fees to fund new parking spaces in
an additional parking structure for residents of new
housing projects in the Downtown core.
O
H
CD/PW
3 Commercial & Industrial Development
3.9. The City shall amend its Zoning Regulations to
implement the changes included in the 2014
General Plan update program.
O
H
CD
3.10. Zoning Regulations and Community Design
Guidelines will include measures such as location
and shielding of mechanical equipment; location of
truck loading, trash collection areas, and
loudspeakers; noise attenuation measures along
property lines to prevent unacceptable noise
O
M
CD
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exposure for residential areas or other noise-
sensitive uses.
3.11. The City shall investigate ways to encourage more
cohesion between the existing shopping centers
on Madonna Road.
M
CD/AD
M
3.12. The City shall amend the Community Design
Guidelines to address transitions between
neighborhood commercial development and
adjacent residential neighborhoods.
C
CD
3.13. The City shall review zoning regulations to
consider allowing visitor-service uses in office
zones adjacent to community commercial zones in
the Downtown and adjacent to Monterey Street
between Johnson and Santa Rosa.
O
H
CD
3.14. The City will investigate emerging technologies
and trends to evaluate whether updates to zoning
regulations are needed.
C
CD
3.15. The City shall implement appropriate strategies for
business retention and expansion with a focus on
those providing head-of-household jobs.
O
H
ADM
3.16. The City shall provide zoning incentives and
investigate a program coordinating commercial
and industrial development for the provision of
child care and elder care for workers.
M
CD
4 Downtown
4.24.
The City shall update the Downtown Concept Plan
by 2016 and shall regularly update the plan as
required to address significant changes in or
affecting the Downtown area including the
opportunity for meaningful public input.
C
CD
4.25. The City shall consider features of "A Conceptual
Physical Plan for the City’s Center" (Downtown
Concept Plan) in the approval of projects in the
Downtown, recognizing that the plan is a concept
and is intended to be flexible.
O
H
CD
4.26. The City shall undertake a study of visual
resources within the Downtown core area to
identify potential locations for new public-owned
open places with access to views of important
scenic resources. The City will consider
acquisition of one or more of these open places as
resources permit.
O
H
CD
4.27. The City shall explore the full or partial closure and
re-design of Broad Street between Palm and
Monterey Streets, and Monterey Street between
the two connections with Broad Street to
effectively extend, either permanently or for
special events.
O
H
CD/PW
4.28. The City shall modify zoning regulations to allow
efficiency units and variable density in the
Downtown Core.
C
CD
4.29. The City shall work with the Downtown businesses
and residents, the BID, and Chamber of
Commerce to manage impacts from downtown
drinking establishments, and if necessary, enact
O
M
CD/PD
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additional regulations to ensure that the late night
environment in and near Downtown is safe and
pleasant.
4.30. The City shall develop a master plan for San Luis
Obispo Creek in the Downtown area.
H
CD/AD
M
4.31. The City shall prepare an inventory of uses in the
Downtown Core. Particular attention shall be
given to identifying uses at the street level as
these uses directly impact the pedestrian
experience and vibrancy of the Downtown. This
information shall be used to target business
support and attraction.
O
M
CD
4.32. The City shall incorporate into its zoning
regulations specific criteria for evaluating use
permits for bars/taverns, night clubs and late night
drinking establishments.
C M CD
4.33. The City will modify its Community Design
Guidelines to enhance Safety and Crime
Prevention through Environmental Design.
O
M
CD/PD
4.34. The City, working with the Downtown Association,
businesses, landlords, and residents will consider
emergency callboxes at strategic locations in the
Downtown.
M
PD/ADM
4.35. The City working with the Downtown Association,
Downtown businesses and residents shall develop
a program to encourage lighted storefronts and
street frontages throughout the night.
L
PD/ADM
4.36. All specific plans shall identify design features
utilized to enhance public safety.
O
L
CD/PD
4.37. The City shall conduct a nighttime safety audit of
key areas of the City to see where deficiencies in
environmental design may exist and should be
improved. Key Areas should be defined as areas
experiencing higher crime than City average by
SLOPD.
M
PD
5 Public & Cultural Facilities
5.3. The City shall continue to work to develop a plan
for meeting additional space needs in the
Downtown. The City shall work with the County to
coordinate site selection, building design,
circulation and utility services, parking, trip
reduction, and funding.
O
H
CD/PW/
ADM
5.4. The City, Cal Poly, and the Foundation for the
Performing Arts will jointly manage the performing
arts center on the Cal Poly campus.
O
M
ADM
5.5. The City shall undertake a study of its surplus
facilities for possible reuse by cultural and non-
profit groups.
M
ADM
5.6. The City shall consider incentives to support
establishment of social service facilities in the city.
M
ADM
6 Resource Protection
6.2.1. The City shall prepare and maintain geographic
information systems-based maps of the city, the
O
M
CD/IT
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urban reserve, and the planning area to guide in
land use designations and decision-making.
6.2.2 The City shall seek to protect resource areas
deemed worthy of permanent protection by fee
acquisition, easement, or other means.
O
M
CD/AD
M
6.5.1. Subdivision approval in hillside planning areas
shall include designation of "sensitive sites," which
shall be subject to architectural review.
O
L
CD
6.5.2. The City shall create and maintain a GIS layer to
accurately document development limit lines as
they are applied in the General Plan.
O
L
CD/IT
6.5.3. Consistent with the Community Design guidelines,
all hillside areas are considered sensitive sites,
and architectural review is required for new
development. The Community Development
Director will screen all proposals to identify any
which do not need architectural review.
O
L
CD
6.7.1. The City shall ensure new development complies
with the City’s flood plain ordinance, setbacks,
specific plans, and design standards to minimize
flood damage and flood plain encroachment.
O
L
CD/PW
6.7.2 The City shall administer the National Flood
Insurance Program standards.
O
L
CD/PW
6.7.3 The City shall notify owners of creeks and
adjacent properties in advance of work, and use
care in any needed removal of vegetation.
O
L
PW
6.7.4 The City shall evaluate the feasibility of
establishing a financing district or districts to
address flood concerns in affected areas.
H
ADM/P
W
7 Airport Area
7.13. The City shall continue to work with the County
and regional airlines to assure that regional airline
services are continued and expanded to
adequately serve the needs of the population in
the service area of the airport.
O
M
CD
7.14. The City will annex the Airport area denoted in the
Airport Area Specific Plan and accommodate
incremental development consistent with the
growth management policies, including those
concerning adequacy of resources and services
and development paying its own way.
O
H
CD
7.15. In approving development proposals, the City will
assure that Airport Area properties noted in the
Airport Area Specific Plan secure protection for
any on-site resources identified in the
Conservation and Open Space Element. To help
maintain the greenbelt, properties shall also
secure open space protection for any contiguous,
commonly owned land outside the urban reserve.
If it is not feasible to obtain protection for such
land, fees in lieu of dedication shall be paid when
the property is developed.
O
L
ADM
7.16. The City shall create an Airport Overlay Zone to
reflect the boundaries of the San Luis Obispo
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H
CD
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County Regional Airport Land Use Plan within the
City limits. The purpose of the Airport Overlay
Zone is to codify airport compatibility criteria in
areas for which the City may override the Airport
Land Use Commission determination to ensure
compliance with the requirements of the California
State Aeronautics Act (Cal. Pub. Utilities Code,
Section 21670, et. seq.)
7.17. The City shall update its Zoning Regulations to
address allowable uses and development
standards for areas the City may override a
determination of inconsistency. Zoning regulations
shall be consistent with the requirements of the
State Aeronautics Act, use guidance from the
Caltrans Airport Land Use Planning Handbook and
comply with related state and federal requirements
relating to airport land use compatibility.
C
H
CD
7.18. The City shall review of General and Specific
Plans and Amendments, Zoning ordinance or
amendments, or Building code changes within the
San Luis Obispo County Regional Airport Land
Use Plan boundary. As well as including referral to
the Airport Land Use Commission as specified in
Section 21676(b) of the Public Utilities Code for a
determination of consistency with the San Luis
Obispo County Airport Land Use Plan.
O
M
CD
8 Special Focus Areas
8.3. The City will review and update Ordinance 1130
and involve residents to ensure that neighborhood
concerns are addressed.
O
M
CD
8.4. The City will update the Mid-Higuera Area Plan
for this multi-block commercial area to reflect
current needs and changes that have occurred
since the 2001 plan was adopted.
L
CD
8.5. The Caltrans site is planned for redevelopment
from a Caltrans office and yard complex to a
mixed use development. Commercial uses will be
described under the Tourist Commercial
designation, and redevelopment plans shall
consider the suitability of realignment of the
Madonna/South Higuera intersection. The site
should be developed to serve as a gateway into
the community, with consideration of additional
open space uses, retention and rehabilitation of
the Master List historic structure, and retention of
Heritage Trees on the site. The site shall also
include a park site north of Madonna Road.
M
CD/AD
M
8.6. Lands behind the General Hospital building that
are inside the City’s Urban Reserve line will be
designated as Public (for existing public facility)
and a range of residential uses (Low Density and
Medium Density Residential) and will include the
ability to support residential care, transitional care
use, and other residential uses consistent with the
adjacent areas. The remaining site outside the
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City’s Urban Reserve line will remain as Open
Space. The City shall seek to secure permanent
protection of the open space outside of the urban
reserve line as part of any development proposal.
8.7. The City shall implement the South Broad Street
Area Plan to create a safe, attractive and
economically vital neighborhood with a mix of
complementary land uses.
O
L
CD
8.8. The Madonna Inn Area includes land west of
Highway 101 on the lower slopes of San Luis
Mountain and the northeast slopes of the foothill
bordering Laguna Lake Park. This area may be
developed further only if surrounding hillsides
including area outside the Urban Reserve Line are
permanently protected as open space.
H
CD/AD
M
8.9. The 38-acre area of the Sunset Drive-in Theater /
Prado Road Area should be further developed only
if flooding can be mitigated without significant
harm to San Luis Obispo Creek. Once flooding,
access, and agricultural preservation issues are
resolved, the area would be suitable for
development as a mixed use development with a
mix of Commercial uses. Permanent open space
shall be required. A full assessment of the Drive-
in Theater site’s potential as a historic resource
will need to be evaluated and addressed. Bicycle
connectivity for this area is an important
component for future development.
H
CD/PW/
ADM
8.10. The Pacific Beach area is planned for
redevelopment from current use as a continuation
school, school office and park uses to commercial
retail uses along Los Osos Valley Road and
Froom Ranch Road and the remaining site
maintained under a Park designation.
M
8.11. Development of Calle Joaquin Auto Sales Area is
suitable for commercial mixed use and other uses
in the Tourist Commercial designation.
Development of the area must address
preservation of and transition to the agricultural
parcels/uses to the northwest; connectivity to the
Dalidio Ranch area; view shed preservation; and
treatment as a gateway to the City visible from
Highway 101.
C
L
CD
8.12. Flooding and access issues must be resolved for
the LOVR Creekside Area prior to developing
Medium High Density Residential. Agricultural
Designations must be maintained along the west
side of site. Compatibility with adjacent residential
areas to the east will be required. Permanent
protection of the adjacent San Luis Obispo Creek
will need to be addressed. The south side of the
site will need to accommodate relocation of LOVR
right-of-way and changes related to the planned
Highway 101 interchange.
O
H
CD/PW
8.13. The Broad Street at Tank Farm Road Site will be
used as a mixed use site and provide a strong O M
CD/PW
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commercial presence at the intersection. Areas
along the creek on the western edge of the site will
be appropriately buffered to provide creek
protections. Attention to connectivity, safety and
comfort of bicycle and pedestrian circulation will be
especially important in the development of this
corner.
8.14. In regards to the Cal Fire / Cal Poly-owned
property on Highway 1, the City shall collaborate
with Cal Poly in updating the Master Plan for
development of campus property. The master
Plan shall address sensitive visual and habitat
resources, circulation issues, impacts to City
services, transition and potential impacts to
surrounding neighborhoods.
O
H
CD
8.15. Future development of the North Side of Foothill
(Bishop Knoll) shall address open space
requirements under Policy 1.13.8 and open space
buffers in accordance with Conservation and Open
Space Element Policy 8.3.2. The steep hillside
should be dedicated as Open Space and
residential lots grouped at the bottom of the hill
closer to Foothill. Development shall provide a
parking lot and trail access to Bishops Peak.
Circulation connectivity shall be provided to Los
Cerros Drive as feasible. Density shall be limited
to 7 units / acre.
L
CD/PW/
ADM
8.16. Future development of the Alrita Properties shall
address hillside planning requirements under
Policy 6.4.7C. Additional analysis will need to
occur in the LUCE EIR to evaluate potential water
service issues, and additional analysis is needed
to determine if the City’s water distribution system
can adequately serve development in this area.
Density shall be limited to 7 units/acre as modified
for slope under the Zoning Ordinance.
O
M
CD/UT
CIRCULATION ELEMENT
2 Traffic Reduction
2.2.1. In coordination with county agencies, the City shall
support efforts in establishing county-wide trip
reduction programs.
O
M
PW
2.2.2. The City shall maintain and where cost effective to
improve a trip reduction plan for City employees.
O
L
PW/HR
2.2.3. The City shall work with employers to establish a
voluntary commuter benefit options program that
provides commute options for employees.
O
L
PW/HR
2.2.4. The City shall continue to work with Cal Poly,
Cuesta College, and other educational institutions
to provide incentives to all students, faculty and
staff to use alternative forms of transportation.
O
M
PW
3 Transit Service
3.2.1. The City shall continue to implement the Short
Range Transit Plan (5-year time frame) and
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coordinate with SLOCOG on implementing the
Long Range Transit Plan (20-year time frame).
3.2.2. The City shall make available bulk rate transit
passes to all groups.
C
PW
3.2.3. The City shall work with the San Luis Obispo
Regional Transit Authority (RTA) to maintain and
expand commuter bus service to and from the City
of San Luis Obispo during peak demand periods.
O
H
PW
3.2.4. The City shall coordinate with the San Luis Obispo
Regional Transit Authority (RTA) to evaluate the
benefits and drawbacks of consolidated service.
O
M
PW
3.2.5. The City shall develop and maintain a
comprehensive marketing and promotion program
to reach individual target audiences.
O
M
PW
3.2.6. The City shall update its Short Range Transit Plan
to evaluate adding mass transit stops at the high
school and the middle school.
C
PW
3.2.7. When evaluating transportation impacts, the City
shall use a Multimodal Level of Service analysis. O L
PW
3.2.8. The City shall work with other agencies to develop
a regional transit center downtown.
O
L
PW
4 Bicycle Transportation
4.2.1. The City shall evaluate a bike share program in
coordination with Cal Poly and other educational
institutions.
O
M
PW
4.2.2. The City shall maintain and regularly update its
Bicycle Transportation Plan as needed to reflect
changes in state law and/or future conditions
consistent with the objectives, policies and
standards of this Circulation Element. Future
revisions to the Bicycle Transportation Plan shall
consider Safe Routes to School
O
H
PW
4.2.3. The City shall work with Cal Poly and Cuesta
College to de-emphasize the use of automobiles
and promote the use of alternative forms of
transportation in their master plans.
O
M
PW
4.2.4. The City shall revise its zoning regulations to
establish and maintain standards for secured
bicycle parking and ancillary facilities.
C
CD/PW
4.2.5. The City should obtain railroad right-of-way and
easements to establish a separated bike path and
pedestrian trail through San Luis Obispo.
O
H
PW
4.2.6. The City shall maintain its GOLD level award
designation as a Bicycle Friendly Community and
pursue a gold level designation.
O
M
PW
4.2.7. The City shall collaborate with SLO County to
coordinate planning and development of county
bikeways to support a regional bicycle network.
O
M
PW
4.2.8. The City should consider expanding and
maintaining its bicycle licensing program to
address bicycle loss, theft, and safety problems.
O
M
PW
5 Walking
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5.2.1. The City shall adopt and regularly update a
Downtown Pedestrian Plan to encourage walking
and to expand facilities that provide pedestrian
linkages throughout the Downtown. The plan shall
include pedestrian safety assessments in
accordance with State and Federal guidelines.
O
H
PW
5.2.2. Areas outside of the Downtown, the City shall
implement its program for installation of a
continuous and connected pedestrian network
giving areas with the heaviest existing or potential
pedestrian traffic priority in funding.
O
H
PW
5.2.3. The City shall continue to implement its annual
program of enhancing existing curbs with ADA
compliant ramps.
O
M
PW
5.2.4. The City shall continue to coordinate with
SLOCOG and local schools to pursue Safe Routes
to School programs and grant opportunities.
O
L
PW
5.2.5. The City shall consider the benefits and costs of
consolidating the Bicycle Transportation Plan with
a citywide Pedestrian Plan.
O
M
PW
6 Multi-Modal Circulation
6.2.1. As funding permits the City shall biennially
complete a traffic count program for pedestrians,
bikes, vehicles and transit to maintain and update
its database of transportation conditions and to
evaluate the state of the transportation system.
O
M
PW
7 Traffic Management
7.2.1. Those traffic programs identified in the Circulation
Element that have the greatest potential to reduce
traffic increases shall have priority for
implementation.
O
H
PW
7.2.3. On a bi-annual basis, as funding permits the City
shall implement an ongoing and comprehensive
transportation monitoring program.
O
H
PW
7.2.4. The City shall regularly, as funding permits,
conduct a travel behavior survey of residents to
estimate their use of different types of
transportation.
O
M
PW
7.2.5. The City shall work with the County to jointly
develop and adopt design and construction
standards for streets within the City's Urban
Reserve.
O
M
PW
7.2.6. The City shall revise its Subdivision Regulations to
include right-of-way and design standards.
O
H
CD/PW
7.2.7. The City shall adopt an access management
policy to control location, spacing, design and
operation of driveways, median openings,
crosswalks, interchanges and street connections
to a particular roadway including navigation routes
to direct traffic to preserve the safety and
efficiency of the transportation system.
O
L
PW/CD
7.2.8. The City shall cooperate with State and regional
agencies in evaluating the effectiveness of high
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occupancy vehicle (HOV) lanes on State
highways.
7.2.9. The City shall develop and adopt guidelines that
implement Policy 7.1.4 concurrent with the 2015-
17 Financial Plan.
C
PW
9 Street Network Changes
9.2.1. The City will establish building setback lines for
routes listed on Table 5.
O
L
PW
9.2.2. The City shall ensure that changes to Prado Road
(Projects 1, 2, and 19 on Table 5) are
implemented in a sequence that satisfies
circulation demands caused by area development.
Sponsors of development projects that contribute
to the need for the Prado Road interchange or
overpass will be required to prepare or fund the
preparation of a Project Study Report.
O
H
PW
9.2.3. The City shall adopt and regularly update a plan
and standards for the installation and maintenance
of landscaped medians, parkways, signs, utilities,
street furniture, sidewalks and bicycle lanes.
Within the Downtown, street amenities shall be
consistent with the Downtown Pedestrian Plan
design guidelines.
O
H
PW
9.2.4. The City will evaluate complete street designs to
maximize the shared right of way for all users as a
method of achieving an overall objective for the
Conceptual Physical Plan of the City's Center to
improve the pedestrian environment in the
downtown.
O
H
CD/PW
9.2.5. As part of any proposal to further develop the
Dalidio-Madonna Area, the alignment and design
of extensions of Froom Ranch Way connecting
with Prado Road (west of Route 101) shall be
evaluated and established if consistent with the
Agricultural Master Plan for Calle Joaquin
Reserve.
O
H
PW
9.2.6. The City shall promote the creation of
“streetscapes” and linear scenic parkways or
corridors that promote the city’s visual quality and
character, enhance adjacent uses, and integrate
roadways with surrounding districts.
O
M
PW
10 Truck Transportation
10.2.1. Trucks should turn off motors when parked. The
City shall work with the Air Pollution Control
District (APCD) for guidance in establishing
standards that address air and noise pollution from
idling trucks.
O
M
PW
10.2.2. The City's Home Occupation Permit Regulations
should be amended to ensure that commercial
trucks are not used to make regular deliveries to
home occupations in residential areas.
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10.2.3. The City shall continue to provide reserved
commercial truck loading zones in appropriate
downtown areas.
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M
PW
10.2.4. The City shall adopt an ordinance regulating the
movement of heavy vehicles.
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PW
11 Air Transportation
11.2.1. The City shall work with the County Airport to
encourage the use of quieter and more
environmentally sensitive aircraft.
O
H
ADM
11.2.2. The City shall work with the County Airport to
support the further development of airport facilities
and attract additional passenger airline services.
O
M
ADM
11.2.3. The City shall work with the County Airport to
pursue funding opportunities, such as Airport
Improvement Program grants.
M
ADM
11.2.4. The City shall work with the County Airport Land
Use Commission to complete updates of the
Airport Land Use Plan for the San Luis Obispo
County Airport in regard to significant changes in
noise, adjacent land impacts, and safety zones.
O
M
CD
12 Rail Transportation
12.2.1. The City supports maintaining and increasing daily
train service connecting San Luis Obispo with
points north and south, with departures and
arrivals in the morning, mid-afternoon and
evening.
O
L
PW/AD
M
12.2.2. The City shall support San Luis Obispo Council of
Governments in evaluating the feasibility of
passenger rail service to connect points within the
county.
O
L
PW
12.2.3. The City shall coordinate railroad facility
infrastructure maintenance with the Union Pacific
Railroad and the Public Utilities Commission. In
addition, the City shall work with the Air Pollution
Control District and others to discourage idling
train engines in San Luis Obispo.
O
M
CD
12.2.4. The City shall monitor and respond to changes, or
proposed changes in passenger and freight rail
traffic that may impact the safety and well-being of
residents of the community including the transport
of combustible materials.
O
M
PW
12.2.5. The City shall discourage the transportation of oil
and other combustible hydrocarbons through the
City.
O
L
ADM
13 Parking Management
13.2.1. The City shall maintain and regularly update its
Access and Parking Management Plan (every 5
years) including parking demand reduction
strategies and consider emerging best practices.
O
M
PW
13.2.2. The City shall regularly monitor the use of public
parking in the downtown.
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13.2.3. The City shall coordinate with SLOCOG during
periodic updates to SLOCOG’s Park and Ride Lot
Development report to evaluate the need for and
location of park-and-ride lots to serve commuters.
O
L
PW
13.2.4. The City shall only approve construction of
additional public parking structures after
considering the findings and results of a parking
supply and demand study.
O
H
PW
13.2.5. The City shall continue to work with the Downtown
Association to evaluate the use of curb space in
the downtown and identify opportunities for
creating additional parking spaces.
O
M
PW
13.2.6. The City shall continue to operate the downtown
trolley as a parking management tool to reduce
congestion.
O
H
PW
14
Neighborhood Parking Management
14.2.1 Upon request from residents or other agencies,
the City will evaluate the need for neighborhood
parking permit programs or other parking
management strategies in particular residential
areas.
O
L
PW
14.2.2. The City will investigate the feasibility and
desirability of establishing parking financing
districts.
O
H
PW
15 Scenic Roadways
15.2.1. The City will participate with Caltrans, the County
and other cities to establish a program for
enhancing the visual character of the Highway 101
corridor consistent with the US 101 Aesthetic
Study for San Luis Obispo County.
O
M
PW
15.2.2. The City shall revise its Community Design
Guidelines to incorporate concern for the
protection of views and vistas from scenic
roadways.
O
H
CD
15.2.3. The City shall adopt a street corridor landscaping
plan for scenic roadways. Indigenous species will
be used unless shown to be inappropriate.
O
M
PW
15.2.4. Both the City and the County should enforce an
amortization program for the removal of billboards
along scenic roadways.
O
M
CD
16 Circulation Element Implementation, Program
Funding and Management
16.2.1 Transportation Work Program shall be regularly
updated as part of the City Financial Plan, and
must be consistent with the Circulation Element.
Will cover a five-year period, shall be updated to
include modified projects and costs if warranted.
O
M
PW
16.2.2 The City shall update its multimodal transportation
impact fee ordinance in accordance with State
Law (AB1600).
C
CD
16.2.3 Prior to implementation of a project identified in
this element, the City shall reevaluate its need and
include an analysis of alternatives that can achieve
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M
PW
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the desired results at lower costs and with less
environmental impacts.
16.2.4. Major development proposals to the City will
include displays of the proposal's interfaces with
nearby neighborhoods, and indicate expected
significant qualitative transportation effects on the
entire community.
O
L
PW/CD
HOUSING ELEMENT
1 Safety
1.4. Provide financial assistance for rehabilitation of
affordable rental and ownership units using
Federal, state and local housing funds
O
M
CD
1.5. Continue Code enforcement to expedite removal
of illegal/unsafe dwellings.
O
M
CD
1.6. Enact a rental inspection program to improve
condition of housing stock.
C
CD
1.7. Continue to support local & regional solutions to
homelessness by funding programs such as
Maxine Lewis and Prado Center.
O
H
CD/AD
M
1.8. Create educational campaign to encourage
owners of older residences to conduct seismic
upgrades
L
CD
2 Affordability
2.5. Continue to manage the Affordable Housing Fund
to serve as a sustainable resource for supporting
affordable housing development and as a source
of both grant funding and below-market financing
for affordable housing projects.
O
M
CD
2.6. Continually review existing and proposed building,
planning, engineering and fire policies and
standards as housing developments are reviewed,
which determine whether changes are possible
that could assist the production of affordable
housing.
O
M
CD
2.7. Continue to implement existing procedures that
speed up the processing of applications,
construction permits, and water and sewer service
priorities for affordable housing projects
O
H
CD
2.8. Continue to pursue outside funding sources for
City impact fees so that new dwellings that meet
the City’s affordable housing standards can
mitigate their facility and service impacts.
O
M
CD
2.9. Maintain exemptions for extremely-low, very-low
and low-income households.
O
H
CD
2.11. Continue to assist with issuance of bonds, tax
credit financing, loan underwriting or other
financial tools to help develop or preserve
affordable units through various programs.
O
M
CD
2.12. Consider incorporating HOA fees and a standard
allowance for utilities in the calculation for
affordable rents and home sales prices.
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CD
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2.13. In conjunction with the Housing Authority and local
housing agencies, continue to preserve at-risk
units by providing technical assistance and
education to tenants, property owners and the
community.
O
M
CD
2.14. In conjunction with local housing providers and the
local residential design community, continue to
provide technical assistance as requested by the
public, builders, design professionals and
developers regarding design strategies to achieve
affordable housing.
O
M
CD
2.15. Evaluate the Inclusionary Housing Ordinance
requirements and the effect of Table 2A on the
City’s ability to provide affordable housing in the
proportions shown in the Regional Housing Needs
Allocation, per Policy 2.4.
M
CD
2.16. The City will evaluate and consider including a
workforce level of affordability in its Affordable
Housing Standards to increase housing options in
the City for those making between 121 percent
and 160 percent of the San Luis Obispo County
median income.
O
M
CD
2.17. Continue to consider increasing residential
densities above state density bonus allowances for
low, very low and extremely low income
households.
O
M
CD
3 Housing Conservation
3.8. Adopt an ordinance that implements policy 3.2 to
discourage removal or replacement of affordable
housing.
L
CD
3.9. Through collaboration of agencies offering
rehabilitation programs, the city will use State,
Federal, or housing funds to correct unsafe and
unsanitary housing conditions, improve
accessibility and energy efficiency.
O
L
CD
3.10. Continue to encourage the creation of dwellings in
the Downtown Core (C-D Zone) and the
Downtown Planning Area by continuing the "no net
housing loss" program.
O
M
CD
3.11. Continue to identify residential properties and
districts eligible for local, State or Federal historic
listing in accordance with guidelines and standards
to help property owners repair, rehabilitate and
improve properties.
O
M
CD
3.12. Annually monitor and track affordable housing
units at-risk of being converted to market rate
housing, to provide resources to support the
Housing Authority, and local housing agencies.
O
H
CD
3.13. Work with non-profit organizations, faith-based
organizations, or the Housing Authority of the City
of San Luis Obispo, to encourage rehabilitation of
residential, commercial or industrial buildings.
O
M
CD
4 Mixed-Income Housing
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4.5. Review new development proposals for
compliance with City regulations and revise
projects or establish conditions of approval to
implement the mixed-income policies.
O
L
CD
4.6. Consider amending the City’s Inclusionary
Housing Ordinance and Affordable Housing
Incentives to require that affordable units in a
development be of similar number of bedrooms,
character and basic quality.
O
M
CD
5 Housing Variety and Tenure
5.5 Review new developments for compliance with
City regulations and revise projects or establish
conditions of approval as needed to implement the
housing variety and tenure policies.
O
L
CD
6 Housing Production
6.11. Maintain the General Plan and Residential Growth
Management Regulations (SLOMC 17.88)
exemption for new housing in the Downtown Core
that is enforce ably restricted for extremely-low,
very low, low- and moderate income households.
O
L
CD
6.12. Continue to allow flexible parking regulations for
housing development, especially in the Downtown
Core and possibly use city parking facilities by
Downtown residents, where appropriate
guarantees limit occupancies to persons without
motor vehicles or who provide proof of reserved,
off-site parking.
O
M
CD
6.13. Continue to develop incentives to encourage
additional housing in the Downtown Core,
particularly in mixed-use developments. Explorer
projects density based on average unit size to
encourage development of smaller efficiency units.
O
M
CD
6.14. Specific plans for any new expansion area
identified shall include R-3 and R-4 zoned land to
ensure sufficient land is designated at appropriate
densities to accommodate the development of
extremely low, very-low and low income dwellings.
These plans shall include sites suitable for
subsidized rental housing and affordable rental
and owner-occupied dwellings, and programs to
support the construction of dwellings rather than
payment of in-lieu housing fees. Such sites shall
be integrated within neighborhoods of market-rate
housing and shall be architecturally compatible
with the neighborhood.
O
M
CD
6.15. Consider General Plan amendments to rezone
commercial, manufacturing or public facility zoned
areas for higher-density, infill or mixed use
housing where land development patterns are
suitable and impact to Low-Density Residential
areas is minimal.
O
H
CD
6.16. Continue to provide resources that support the
SLO County Housing Trust fund’s efforts to
provide below-market financing and technical
O
M
CD
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assistance to affordable housing developers to
increase affordable housing production in the City
of San Luis Obispo.
6.17. Encourage residential development through infill
development and densification within City Limits
and in designated expansion areas over new
annexation of land.
O
M
CD
6.18. Seek opportunities with other public agencies and
public utilities to identify, surplus land for housing,
to convert vacant or underutilized public, utility or
institutional buildings to housing.
O
M
CD
6.19. Continue to incentivize affordable housing
development with density bonuses, parking
reductions, development incentives, and City
financial assistance.
O
M
CD
6.20. Continue to financially assist in the development of
affordable housing to extremely low, very-low, low-
or moderate income households using State,
Federal and local funding sources, while giving
priority to projects that result in the maximum
housing benefits for the lowest household income
levels.
O
H
CD
6.21. Actively seek new revenue sources, including
State, Federal and private/non-profit sources, to
assist affordable housing development for different
income households and first- time homebuyers.
O
M
CD
6.22. Continue to exempt the rehabilitation or
remodeling of 4 dwellings up to 1200 square feet
each from Architectural Review Commission
review. New multi-unit housing may be allowed
with “Minor or Incidental” or staff level architectural
review, unless located on a sensitive or historically
sensitive site.
O
L
CD
6.23. Assist in the production of affordable housing by
identifying vacant or underutilized City-owned
property suitable for housing, and dedicate public
property, where feasible and appropriate for such
purposes.
C
L
CD
6.24. Community Development staff will proactively
provide information for properties suitable for
housing as identified in the Land Use and Housing
Elements.
O
L
CD
6.25. Evaluate and consider amending the General Plan
to designate the 46 acres associated with the
former County General Hospital as a “Special
Considerations” zone, suitable for housing
development on areas of the site of less than 20
percent average slope, provided that open space
dedication and public improvements are part of the
project.
O
L
CD
6.26. Continue to update the Affordable Housing
Incentives (Chapter 17.90, SLOMC) and Zoning
Regulations to ensure density bonus incentives
are consistent with State Law.
C
CD
6.27. Evaluate and consider increasing the residential
density allowed in the Neighborhood-Commercial
C
CD
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(CN), Office (O) and Downtown Commercial (CD)
zoning districts.
6.28. Evaluate how lot patterns (i.e. size, shape, slope)
in the City’s multi-family zones affect the City’s
ability to meet housing production policies.
C
CD
6.29. Continue to pursue incentives to encourage
development of Secondary Dwelling Units.
C
CD
6.30. Consider adopting Subdivision and Zoning
Regulation changes to support small lot
subdivisions, ownership of bungalow court
developments, and eliminate the one-acre
minimum lot area for PD overlay zoning, and other
subdivision design alternatives.
O
M
CD
6.31. Consider scaling development impact fees for
residential development based on size, number of
bedrooms, and room counts.
C
CD
6.32. Continue to submit annual Housing Element
progress reports to the State Department of
Housing and Community Development per
Government Code Section 65400.
O
L
CD
7 Neighborhood Quality
7.9. Continue to implement strategies, as early
notification through electronic media, website
improvements, neighborhood outreach meetings,
to ensure residents are aware of and able to
participate in planning decisions affecting their
neighborhoods.
O
M
CD/AD
M
7.10. Continue to work with neighborhood groups and
individuals to address concerns, problems, trends
and opportunities for improvements of specific
neighborhoods.
O
M
CD
7.11. Continue to fund neighborhood improvements,
including sidewalks, traffic calming devices,
crosswalks, parkways, street trees and street
lighting to improve aesthetics, safety and
accessibility.
O
H
PW
7.12. Continue to develop and implement neighborhood
parking strategies, including parking districts, to
address the lack of on- and off-street parking in
residential areas.
O
M
PW
7.13. Continue the City’s Neighborhood Services and
proactive enforcement programs to support
neighborhood wellness.
O
M
PD
8 Special Housing Needs
8.13. Continue to provide resources that support local
and regional solutions to meeting the needs of the
homeless and displaced women and children and
other agencies
O
M
CD
8.14. Continue the mobile home rent stabilization
program to minimize increases in the cost of
mobile home park rents.
O
L
CD
8.15. Continue to look for opportunities in specific plan
areas suitable for tenant-owned mobile-home
parks, cooperative or limited equity housing,
O
M
CD
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manufactured housing, self-help housing, or other
types of housing that meet special needs.
8.16. Advocate developing more housing and
refurbishing campus housing at Cal Poly
University.
O
M
CD
8.17. Work with Cal Poly University Administration to
secure designation of on-campus fraternity/sorority
living groups.
O
L
ADM
8.18. Jointly develop and implement a student housing
plan and continue to support "good neighbor
programs" with Cal Poly State University, Cuesta
College and City residents, and improve
communication and cooperation between the City
and the schools.
O
M
CD/AD
M
8.19. Provide public educational information at the
Community Development Department public
counter on universal design concepts for new and
existing residential dwellings.
C
CD
8.20. Continue to allow the establishment of transitional
and supportive housing in all zoning districts
where residential uses are allowed.
C
CD
8.21. Continually look for (land, retail or commercial
space, motels, apartments, housing units, mobile
home parks) that can be acquired and converted
to affordable permanent housing and permanent
supportive housing for homeless persons and
families.
O
L
CD
8.22. Consider an overlay zone to existing and future
mobile home and trailer park sites to provide
additional requirements, such as rent stabilization
and a mobile home park conversion ordinance.
M
CD
8.23. Encourage the creation of housing for persons
with developmental disabilities. The City will seek
grant opportunities for housing construction and
rehabilitation.
O
L
ADM/PD
8.24. Continue to coordinate with the County, social
services providers and non-profit organizations for
delivery of existing, improved and expanded
services, including case management, drug,
alcohol, detoxification, and mental health services.
O
L
CD
8.25. Continue to engage Homeless Services Oversight
Council and Friends of Prado Day Center to
identify, evaluate, and implement strategies to
reduce the impacts of homelessness.
O
L
CD
9 Sustainable Housing, Site, and Neighborhood
Design
9.7. Continue to educate planning and building staff
and citizen review bodies on energy conservation
issues, including the City’s energy conservation
policies and Climate Action Plan. Staff shall work
with applicants to achieve the City’s energy
conservation goals.
O
M
ADM
9.8. Continue to provide long-term solar access for
new or remodeled housing and adjacent
properties, consistent with historic preservation
O
L
CD
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guidelines, and revise regulations found to be
inadequate.
9.9. Continue to implement the Water Quality Control
Board’s “Post-Construction Storm water
Management Requirements for Development
Projects in the Central Coast Region”, to reduce
the amount of impermeable surface.
O
L
CD
9.10 Implement Climate Action Plan programs to
increase production of “green” housing units and
projects and require sustainable and/or renewable
materials, water and energy technologies.
O
M
ADM/C
D
9.11. Continue to promote building materials reuse and
recycling in site development and residential
construction, including flexible standards for use of
salvaged, recycled, and “green” building materials.
Continue the City’s construction and demolition
debris recycling program (Chapter 8.05 - Municipal
Code)
O
L
CD
9.12. Consider incentivizing dwelling units to a minimum
size of 150 square feet, consistent with the
California Building Code, by reduced impact fees
and property development standards.
C
CD
9.13. Consider participating in financing programs for
sustainable home improvements such as solar
panels, heating and cooling systems, water
conservation and energy efficient windows.
C
CD
10 Local Preference
10.3. Continue to work with the County of San Luis
Obispo for any land use decisions that creates
significant expansion of employment in the
unincorporated areas adjacent to the City to
mitigate housing impacts on the City.
O
M
CD
10.4. Encourage residential developers to sell or rent
their projects to those residing or employed in the
City first before outside markets.
O
L
CD
10.5. Work with Cal Poly to address the link between
enrollment and the expansion of campus housing
programs at Cal Poly University to reduce
pressure on the City's housing supply.
O
M
CD
10.6. Work with other jurisdictions to advocate for State
legislation that would: 1) provide funding to help
Cal Poly University provide adequate on-campus
student housing, and 2) allow State universities
and community colleges to enter public-private
partnerships to construct student housing.
O
M
CD
11 Suitability
11.3. The City will continue to ensure the ability of legal,
non-conforming uses to continue where new
development is proposed.
O
L
CD
NOISE ELEMENT
1.12. Review public and private development proposals
for Noise Element conformance.
O
L
CD
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1.13. Require noise studies early in the review process
when project noise may exceed allowable limits.
O
L
CD
1.14. Assure that noise mitigation measures are carried-
out during construction.
O
L
CD
1.15. Monitor compliance with mitigation measures after
project completion.
O
L
CD
1.16. The city will work with the California Highway
Patrol and the County Sherriff`s Office to enforce
loud vehicle exhaust systems and sound
amplification systems.
L
PD
1.17. The city will purchase and pursue alternatives to
the use of noisy equipment for city operations. O L
ADM
1.18. The City will periodically review and update the
Noise Element.
H
CD
1.19. The City will make the Noise Guidebook available
to anyone involved in project design and review.
C
M
CD
CONSERVATION AND OPENS SPACE
ELEMENT
2 Air
2.3.1. Employ best available practices in City operations.
O M
ADM
2.3.2. Consult with APCD on significant development
proposals. O L
CD
2.3.3. Promote alternative transportation/land use
strategies.
O
L
CD
2.3.4. Provide alternative transportation incentives.
O M
PW
2.3.5. Amend the General Plan as needed to achieve air
quality goals. O M
CD
3 Cultural Heritage
3.6.1. Promote public awareness of cultural resources
through activities, including tours & clean-up
events. O M
ADM
3.6.2. Provide financial assistance and incentives for
historic preservation. O H
CD/AD
M
3.6.3. Expand ARC guidelines to address specific
guidance for new buildings in historic districts. C
CD
3.6.4. Prepare post-disaster historic preservation
standards.
M
CD
3.6.5. Assist the CHC in preparing archaeological
resource guidelines. C
CD
3.6.6. Provide cultural resource awareness public
educational programs, which display artifacts
which illuminate past cultures.
C
ADM
3.6.7. Encourage partnering for preservation. O L
CD
3.6.8. Promote adaptive reuse of historic buildings. O L CD
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3.6.9. Rehabilitate and maintain City-owned adobes and
historic structures.
O
H
ADM
3.6.10. Implement Cultural Heritage Committee
Whitepaper.
C
L
CD
4 Energy
4.6.1 Promote efficient City energy use. O
M
ADM
4.6.2 Manage City operations for energy self-reliance. O
H
ADM
4.6.3. Promote Sustainable design in City facilities. O
M
ADM
4.6.4. Reduce obstacles to energy conservation.
O M
CD
4.6.5. Encourage sustainable employee commuting
practices. O L
HR
4.6.6. Promote energy conservation education.
O M
ADM
4.6.7. Administer State Building Energy Standards.
O L
CD
4.6.8. Encourage energy-efficient design in private
development projects. O L
CD
4.6.9. Address solar access in new development.
O M
CD
4.6.10. Retrofit City facilities for energy savings.
O H
PW/UT
4.6.11. Seek financial assistance for energy efficiency
improvements in City facilities. O L
PW/UT
4.6.12. Monitor energy use in City facilities and prepare
biannual report for City Council. O M
ADM
4.6.13. Prepare energy conservation plan for City
facilities.
M
ADM
4.6.14. Adopt green building standards. O M CD
4.6.15. Consider City-owned green energy utility. C H ADM
4.6.16. Promote technology and energy conservation
businesses.
O
L
ADM
4.6.17. Require solar power for new dwellings. O L CD
4.6.18. Seek Air Pollution Control District support for
maintaining air quality. O L
CD
5 Materials
5.5.1. Use materials efficiently in City operations
(computer technology and copying)
O
M
ADM
5.5.2. Promote City materials reuse and recycling.
O M
ADM/UT
5.5.3. Coordinate waste reduction and recycling efforts. O M ADM
5.5.4. Use materials with reduced environmental impacts
in City operations and facilities. O M
ADM
5.5.5. Maintain inventory of recycling businesses and
services.
O
L
UT
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5.5.6. Expand City public information efforts on energy
and materials conservation goals. O L
ADM
5.5.7 Encourage energy efficiency and Green Building
in new development. O L
CD
5.5.8. Ensure new development projects include space
for materials recycling/storage.
O
L
CD
7 Natural Communities
7.7.1. Protect natural communities. O M ADM
7.7.2. Implement the Natural Communities policies from
program.
C
ADM
7.7.3. Participate in any area-wide planning efforts such
as Habitat Conservation Plans under the U.S.
Endangered Species Act.
O
L
ADM
7.7.4. Participate in environmental review conducted by
other agencies for projects that could affect natural
communities in the San Luis Obispo planning
area. O L
CD/AD
M
7.7.5. Develop and maintain current benchmark
information on habitat types and conditions. O M
ADM
7.7.6. Replace invasive non-native vegetation with native
vegetation.
O
M
ADM
7.7.7. Preserve ecotones through changes to or
conditions on new development.
O
L
ADM
7.7.8. Protect wildlife corridors through changes to or
conditions on new development. O L
ADM/FD
7.7.9. Adopt creek setback requirements.
C
CD
7.7.10. Implement natural communities’ policies through
the Tree Committee. O
L
PW
8 Open Space
8.7.1. Protect open space resources.
O
H
ADM &
P&R
8.7.2. Enhance and restore open space.
O H
ADM &
P&R
9 Views
9.3.1. Locate and design public facilities and utilities
consistent with General Plan. O
M
PW
9.3.2. Update community design guidelines to address
views from scenic routes. O M
CD
9.3.3. Maintain and apply Sign Regulations consistent
with the General Plan.
O
M
CD
9.3.4. Conduct environmental and architectural review
consistent with General Plan. O M
CD
9.3.5. Require visual assessments for projects affecting
important scenic resources and views from public
places. O L
CD
9.3.6. Determine that view blockage along a scenic
roadway is a significant impact.
O
L
CD
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9.3.7. Review development in unincorporated County for
consistency with General Plan.
O
L
CD
9.3.8. Advocate State and County scenic highway
designations and protective programs for scenic
routes connecting San Luis Obispo with other
communities.
O
L
CD
9.3.9. Place underground existing overhead utilities, with
highest priority for scenic roadways, entries to the
City, and historic districts. O L
PW
9.3.10. Prohibit billboards. C
CD
9.3.11. Remove existing billboards through amortization,
conditions of development approval and grants for
enhancing open space and transportation
corridors.
O
M
ADM
9.3.12. Preserve the Morros, in cooperation with other
government agencies, non-profit land trusts and
property owners. O M
ADM
9.3.13. Establish and maintain a program of describing
and monitoring view sheds within and adjacent to
City limits to establish a photographic baseline of
visual setting. M
ADM
10 Water
10.3.1. Efficient water use O H UT
10.3.2. Maintain Water quality O H UT
SAFETY ELEMENT
8 Hazardous Trees
8.1. Identify and maintain or remove hazardous trees
for City property and assist property owners. O M
PW
8.2.5.B Review emergency response plans of utilities and
transportation agencies. O
L
FD
9 Avoiding and Preparing for Emergencies in
General
9.2. Maintain and annually update emergency
response plan. O M
FD
9.3 Evaluate fire-flow and identify deficiencies.
C
UT/FD
9.3.A. Meet response-time objective of four minutes. O
H
FD
9.3.B. Set response-time objective for Public Works. C PW
9.3.C Set response-time objective for Utilities. C UT
9.4.A. Train fire fighters, police, building inspectors,
public works, & utilities staff. O M
FD
9.4.B. Train building & planning staff in lessons from
previous disaster areas. O L
CD/FD
9.4.C. Conduct non-nuclear disaster-response exercises.
O L
FD
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9.5. Obtain information about specific location & type of
fire & toxic hazards. O
L FD
9.6.A. Participate in periodic regional disaster-response
drills.
O
L
HR/FD
9.6.B. The city will review the hazard assessment studies
and emergency response plans of utilities and
transportation agencies. L
FD
9.6.C. Work w/CalTrans on hazardous materials
approved routes and related safety precautions. O L
FD
9.7. Establish emergency operation center in Fire
Station 1 and backups sites. O M
FD
9.8. Expand and keep current safety-related
information. O L
FD
9.9. Keep Multi-hazard Emergency Response Plans
current.
O
L
FD
9.10. Work with other jurisdictions on mutual-aid &
automatic-aid agreements.
O
L
FD
9.11. Prepare for post-disaster recovery. O M FD
9.15.A. Develop program to familiarize residents with fire
hazards and appropriate responses.
O M
FD
9.15.B. Promote efforts of the Fire Safe Council. O
L
FD
9.15.C. Continue CERT training program.
O M
FD
9.15.D. Support education programs for lower grades to
teach fire hazards.
O
M
FD
9.16. Help organizations that provide emergency
outreach & education. O L
FD
9.17. Encourage & participate in individual home
inspection programs. O M
FD
9.19.A. Identify & evaluate facility hazards for City owned
property. C
PW
9.19.B Establish routine code inspections for commercial,
industrial, public-assembly, & group housing.
C
CD
9.19.C. Establish complaint-based code compliance for all
buildings.
C
CD
9.19.D Implement City-adopted program on Unreinforced
masonry buildings. C
CD
9.19.E. Provide outreach program for earthquake bracing
of wood-frame buildings.
O
L
CD
9.20. Administer zoning, subdivision, & Architectural
standards consistent with police & fire
recommendations.
O
L
CD
9.21. Fire, police, public works, & utilities review
development applications for safety objectives.
O
L
CD
9.22.A Maintain & administer building regulations in
conformance with State requirements.
O L
CD
9.33.B. Maintain & administer fire regulations in
conformance with State requirements.
O
L
FD
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9.23. Conduct fire & hazardous materials inspections in
commercial, industrial, & multifamily buildings. O M
FD
PARKS AND RECREATION ELEMENT
3 Parks and Recreation Facilities
3.14.2. Partner with schools and other joint users to
renovate existing sports fields.
O
M
P&R
3.14.5. As space becomes available, additional fields will
be added in the vicinity of Damon-Garcia Sports
Complex.
O
H
P&R
3.16.2. Acquire property and construct a community
center.
H
P&R
3.16.3. Update & improve indoor facilities.
O H
P&R
3.17.1. Implement the revised Laguna Lake Park Master
Plan.
O
H
P&R
3.18.1.1. Implement the revised Sinsheimer Park Master
Plan.
O
H
P&R
3.18.1.2. Construct a therapy pool at the SLO Swim
Center.
C
P&R
3.19.1. Continue the Playground Equipment Replacement
Program.
O
H
P&R
3.19.2. Pursue joint use of SLO High School swimming
pool.
C
P&R
4 Parks and Recreation Activities
4.2.2.1. Regularly evaluate demand and need and modify
as appropriate.
O
M
P&R
4.2.2.2. Conduct periodic public evaluations of services. O
L
P&R
4.2.2.3. Regularly publicize recreational opportunities. O
L
P&R
4.2.2.4. Consider needs of underserved groups. O
M
P&R
4.2.4. Avoid offering recreation activities classes or
activities that unnecessarily duplicate commercial
programs.
O
L
P&R
4.2.8. Collaborate with groups providing high risk
programs in open space areas.
O
M
P&R
4.3.2.1. Recruit at-risk youth to participate in activities. O L P&R
4.3.2.2. Collaborate with other agencies in serving at-risk
youth.
O
L
P&R
4.3.3.1. Evaluate services to determine benefits O
L
P&R
4.3.3.2.
Accommodate schedules of working people.
O
L
P&R
4.3.3.3.
Prioritize new activities from results of public input.
O
M
P&R
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4.3.6.
Continue to maintain publicly accessible open
space trails.
O
M
ADM/
5 Financing
5.1.1. Develop collaborative fee exchange with
S.L.C.U.S.D.
C
P&R
6 Implementation
6.0.1. Continue to improve existing fields. O
H
P&R
6.0.2. Transition from multi-use to single use fields. O
H
P&R
6.0.3. Develop joint use agreements with other agencies
in addition to schools.
C
P&R
6.0.4. Develop new programs to not conflict with existing
field use.
O
L
P&R
6.0.5. Ensure athletic fields are provided within new
residential development.
O
M
P&R
6.0.6. Consider additional fields for needs not addressed
with Damon Garcia fields.
C
P&R
6.1.1. Upgrade Recreation Center to provide interim
community center.
C
P&R
6.1.2. Secure funding for a therapy pool to be located at
the SLO Aquatics Center.
L
P&R
6.1.3. Consider revenue enhancement to fund new
community center.
O
L
P&R
6.2.1. Construct mini-parks at Purple Sage Drive and at
Marsh & Santa Rosa.
C
P&R
6.2.2. Support neighbor efforts to develop mini-parks. O
M
P&R
6.3.1. Acquire open space property to construct trails. O
H
P&R
6.3.2. Use a variety of techniques to acquire open space. O M P&R
6.3.3. Design new parks so they can connect to
recreational trails.
O
H
P&R
6.3.4. Connect existing parks & open space with trails. O
H
P&R
6.4.1. Schedule "unmet needs" projects through the CIP
process.
O
L
P&R
6.4.2. Look for alternatives to address unmet needs
projects.
O
L
P&R
6.5.1. Complete implementation of existing master plans,
such as those for Sinsheimer and Laguna Lake
Parks.
O
H
P&R
WATER AND WASTEWATER ELEMENT
A 2 Water Management (Multi-Source Water
Supply)
A 2.3.1 Work cooperatively on regional water issues &
resource planning.
O
L
UT
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A 2.3.2. Participate with SLO County in Integrated
Regional Water Management Plan.
O
L
UT
A 2.3.3. Participate with other appropriate agencies in
controlling invasive species which could impact
water supplies.
O
M
UT
A 2.3.4. Work with agencies to minimize water quality
impacts.
O
M
UT
A 2.3.5. Continue to work with SLO County-operation of
Salinas Reservoir & Nacimiento project.
O
L
UT
A 2.3.6. Complete sanitary surveys for Salinas & Whale
Rock reservoirs every five years.
O
M
UT
A 3 Water Management (Water Resource
Availability)
A 3.3.1. Provide water resource update to Council as part
of annual report.
O
L
UT
A 3.3.2. Update safe annual yield computer model for
Salinas & Whale Rock reservoirs following drought
periods.
C
UT
A 3.3.3. Monitor ongoing research for potential long term
impacts to water supplies from climate change.
O
M
UT
A 4 Water Management (Siltation)
A 4.3.1. Work with other agencies to implement Best
Management Practices to reduce siltation.
O
L
UT
A 4.3.2. Continue education & outreach to owners in
watersheds to reduce siltation.
O
L
UT
A 4.3.3. Consider periodic siltation studies at each
reservoir.
M
UT
A 4.3.4. Provide annual update on siltation to Council. O L UT
A 5 Water Management (Water Supply Accounting
and Demand Projection)
A 5.3.1. Provide annual update on water supply & demand
projections to Council.
O
L
UT
A 5.3.2. Conduct periodic updates to water development
impact fees.
O
H
UT
A 5.3.3. Prepare Urban Water Management Plan every five
years.
C
M
UT
A 5.3.4. Prepare water supply assessments for large new
developments.
O
M
UT
A 5.3.5. Analyze water efficiency program impacts to
overall reduction in water demand.
O
M
UT
A 6 Water Management (Water Conservation)
A 6.3.1 Work with SLO County water agencies to identify
cooperative water efficiency measures.
O
L
UT
A 6.3.2. Participate in state & regional water conservation
efforts.
O
L
UT
A 6.3.3. Implement Water Shortage Contingency Plan as
required.
O
M
UT
A 7 Water Management (Recycled Water)
A 7.3.1. Expand recycled water distribution system. O
H
UT
Packet Pg. 566
Item 15
GENERAL PLAN PROGRAM IMPLEMENTATION STATUS
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A 7.3.2. Review development projects to ensure recycled
water is used appropriately.
O
L
UT
A 7.3.3. Present annual recycled water use as part of
annual report to Council.
O
L
UT
A 7.3.4. Consider delivery of recycled water to customers
outside City limits.
C
UT
A 7.3.5. Continue to explore potable reuse consistent with
statewide regulations.
O
L
UT
B 2 Wastewater Management (Wastewater Service)
B 2.3.1. Expand capacity in collection system and Water
Reclamation Facility.
O
H
UT
B 2.3.2. Evaluate wastewater flows of proposed projects. O M UT
B 2.3.3. Conduct periodic updates to wastewater
development impact fees.
O
H
UT
B 3 Wastewater Management (Wastewater
Treatment)
B 3.3.1. Prepare & implement Water Reclamation Facility
master plan.
O
H
UT
B 3.3.2. Work cooperatively on regional water quality
issues.
O
L
UT
B 4 Wastewater Management (Collection System)
B 4 3.1. Investigate cost-effective methods for reducing
infiltration and inflow to the wastewater collection
system.
O
L
UT
B 4.3.2. Provide education and outreach regarding
infiltration and inflow.
O
L
UT
B 4.3.3. Support retrofit of sewer laterals to reduce
infiltration and inflow.
O
M
UT
B 4.3.4. Update Sewer System Management Plan to
maintain its applicability.
O
M
UT
B 4.3.5. Maintain master plans for wastewater service to
developing areas of City.
O
M
UT
B 4.3.6. Review development proposals to ensure
necessary infrastructure is in place.
O
L
UT
B 4.3.7. Provide a Pretreatment Program pursuant to
Clean Water Act.
O
M
UT
Packet Pg. 567
Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
- 37 -
STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATION
PROGRAMS
Status as of October 2018
Complete Difficulty to
Complete Lead
No. Program Summary or Ongoing Low Med High Dept.
1 2.2.2a Development subject to 20 ft setback from
creek.
O CD
2 2.2.2b Development subject to 30 ft. setback from
wetland habitat
O
CD
3 2.2.2c Development subject to 20 ft. setback from
riparian/wetland mitigation areas & fenced.
O
CD
4 2.2.3a Create 1.94 acres of wetland & 2.76 acres of
riparian enhancement.
O ADM
5 2.2.3b Allow filling of .78 acres of isolated agricultural
wetland seeps on hill.
O ADM
6 2.2.4a Allow .12 acres of creek fill for 3 bridge
crossings.
O ADM
7 2.2.4b All creek channel modifications to comply with
Drainage Design Manual & any other required permits
from Army Corps or Fish and Game.
O
CD
8 2.2.5a Plant native species between trails/rec features
and wetland/riparian habitat
O ADM
9 2.2.5b Provide educational signage re: wetland &
creek habitats on public trails and OS.
O
ADM
10 2.2.9a City will manage Righetti Hill open space in
accordance with City Standards.
O
ADM
11 2.2.9b City will provide & maintain access to Righetti
Hill. City will development a management plan
consistent with COSE.
O ADM
12 2.2.10a Landowner maintains right to existing
structures & will manage parcel consistent with Open
Space standards.
O
CD
13 2.3.3a 16.3 acres of active & passive parkland to be
provided with development. City will pursue 4 acres of
joint use with SLCUSD with new school development
nearby.
O P&R
14 2.3.3b 12-acre park to be developed: 10 acres to be
dedicated w/Phase I development
O
P&R
15 2.3.3c 2.5 acre junction park to be developed when
impact fees are available.
O
P&R
16 2.3.3d 1.5 acres of linear park to be developed w/bike
path adj to storm water basin.
O
P&R
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Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
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17 2.3.3e 4 acres of park to be provided by a joint use
facility when elementary school is developed.
O
P&R
18 2.3.4a Subdivisions may provide parkland in lieu of
fee payment if findings can be made.
O
CD
19 2.4.1a 20 ft landscaped setback from Orcutt and Tank
Farm Roads.
O PW
20 2.4.1b Parcels adjacent to Tank Farm & Orcutt are
sensitive sites & require ARC review.
O CD
21 2.4.1c ARC shall review landscape plans - cluster
trees and screen views of new structures.
O
CD
22 2.4.1d Buildings on sensitive parcels shall not include
2nd story unless 2nd floor is set back by 50 ft.
O CD
23 2.4.1e PC shall review design of sensitive lots during
subdivision review to ensure views are maintained
O CD
24 2.4.1f ARC design review of units along Tank Farm &
Orcutt for compatibility & views of hill
O
CD
25 2.4.1g E street residences shall not be visible from
Orcutt/Tank Farm intersection
O
CD
26 2.4.1h R-1 subdivision at west base of Righetti Hill -
preserve views from D street to hill
O
CD
27 2.5.1a Implement environmental mitigation measures
with entitlements as appropriate.
O CD
28 3.2.19a Provide public plaza/seating areas adjacent
to A/B streets intersection.
O
PW
29 3.2.19 b Commercial use to occupy ground floor of
primary commercial area.
O
CD
30 3.2.19c Provide commercial development incentives:
additional story, parking reduction, exemption from
OASP add-on fees.
O
CD
31 3.2.24a Right-to-farm ordinance notification for real
property transfers.
O
CD
32 3.2.24b Ag activities to be phased out by project
build-out. Existing uses legally-established subject to
Non-conforming uses under Zoning Code.
O CD
33 3.3.4a City will support affordable housing in area
through state and local density bonus incentives.
O
CD
34 3.4.1a Geotech study required for each project site
prior to development.
O
CD
35 3.4.1b All structures & development shall meet
appropriate codes (Building & Transportation).
O
CD
36 3.4.2a Sites not previously surveyed shall conduct a
Phase I site assessment.
O
CD
Packet Pg. 569
Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
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37 3.4.2b Environmental assessment reqd prior to public
access or development for buildings associated with
ag uses and 55 gallon drums in plan area.
O
CD
38 3.5.2a-h Performance standards for airport
compatibility.
O
CD
39 4.1.1a Encourage architectural styles: Craftsman, CA
Bungalow, CA Mission themes
O
CD
40 4.1.1b Design Standards for R-1 and R-2 districts. O
CD
41 4.1.1c Design Guidelines for R-1 and R-2 districts. O CD
42 4.1.1d Design Standards for R-3 and R-4
development
O
CD
43 4.1.1e Design Guidelines for R-3 and R-4
development
O CD
44 4.1.2a Residential design - use local streets to
enhance neighborhood atmosphere
O
CD
45 4.1.2b Design features (porches, entryways, yards) to
strengthen connections.
O
CD
46 4.1.2c Encourage universally accessible entries to
residences.
O CD
47 4.2.3a Traffic calming design for intersection of A and
B streets
O PW
48 4.2.3b Mixed use commercial area near intersection
of A&B streets to have 2 public plazas. Adjacent
buildings to be 2 stories tall.
O
CD
49 4.2.3c Southern part of intersection of A&B streets to
be landscaped.
O PW
50 4.2.4a Building setbacks from A Street defined O
CD
51 4.2.4b Trees in tree wells for whole mixed use area O
PW
52 4.2.4c Mixed-use building facades, materials, entries,
windows to be consistent with one another.
O
CD
53 4.2.1a Use figures 3.1 and 3.2 when reviewing
intersection plans for A and B streets
O
PW
54 4.2.1b Height ordinance allowed to be relaxed to
enable architectural features.
O
CD
55 4.3.4a Final landscape plan to include details & not
use invasive non-native plant species.
O
CD
56 4.3.4b List of plants not be planted in OASP. O
CD
57 4.4.3a OASP lighting standards - style, height,
efficiency, shielding, type, etc.
O CD
58 4.5.1a 160 ft wide distance buffer from train tracks to
residential areas.
O CD
Packet Pg. 570
Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
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59 4.5.1b Add landscaped berm or sound wall where
buffer is not adequate for noise.
O
CD
60 4.5.1c Orient residential uses and outdoor areas away
from railroad tracks.
O
CD
61 4.5.1d Put parking lots between residence and
railroad tracks.
O
CD
62 4.5.1e Locate sensitive uses within residences away
from tracks.
O
CD
63 4.5.1f Use insulating construction to reduce noise. O
CD
64 4.5.2a Set outdoor activity areas 80' back from Orcutt
and Tank Farm Rd to reduce noise.
O CD
65 4.5.2b Locate sensitive uses within residences away
from roads.
O
CD
66 4.5.2c 60 ft wide distance buffer from Orcutt and Tank
Farm Rd to residences.
O
CD
67 4.5.2d Use insulating construction to reduce noise. O
CD
68 4.7.2 Building placement & construction to maximize
passive systems for heating, cooling & lighting.
O CD
69 4.7.2b Use shade, skylights, daylight controls, &
glazing to maximize energy savings.
O
CD
70 4.7.2c Residential developments of >5 units/non-
residential uses >5,000 sq ft shall comply with green
building criteria
O
CD
71 4.7.2d 5% of all single family units shall use
photovoltaics. Increase this percentage by 4% each
year.
O CD
72 4.7.3a Energy star compliant appliances required for
dwellings.
O CD
73 4.7.3b Use CFLs where possible. O CD
74 5.1.1 Orcutt Rd to have a continuous 2-way left-turn
lane, Class II bike lane, & curb/gutter between
Johnson and Tank Farm.
O
PW
75 5.1.2 Tank Farm to be widened at D St, Brookpine &
Wavertree w/left turn lanes.
O
PW
76 5.1.3 Tank Farm/Orcutt intersection realignment to be
completed in Phase I.
O
PW
77 5.2.1 Collector streets will be single lane of travel in
each direction.
O
PW
78 5.2.2 A St. shall have Class II bike lanes & separated
sidewalks & no parking (except adjacent to
neighborhood commercial area) on both sides.
O
PW
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Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
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79 5.2.3 B St. development standards. O
PW
80 5.2.4 C St. development standards. O PW
81 5.2.5 D St. development standards. O
PW
82 5.2.6 Bullock Ln to be extended to connect with traffic
circle at B & C streets.
O PW
83 5.2.7 Traffic circle to be built at B and C street
intersections.
O
PW
84 5.2.8 Shared driveway access for A, B, C, & D streets
ok. Limited private drives ok.
O PW
85 5.3.1 E St development standards O
PW
86 5.3.2 Allow alley area to count towards net site area
for density determination.
O
CD
87 5.4.1 Bus routes, stops & pullout areas to be
determined by City transit.
O PW
88 5.5.1 Bike trail connections descriptions O PW
89 5.5.2 Neighborhood park bike trail path description O PW
90 5.5.3 Tank Farm & Orcutt Road bike paths and bike
bridge over Industrial Way
O
PW
91 7.2.2a Circulation & road widths shall accommodate
Fire Dept. emergency access.
O
PW
92 7.2.2b Public fire hydrants reqd. Adequate water
volumes to support fire hydrants for fire protection
needs.
O
PW
93 7.2.2c Buildings shall have fire sprinkler systems per
SLOFD requirements.
O
FD
Packet Pg. 572
Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
- 42 -
STATUS OF MID-HIGUERA AREA ENHANCEMENT PLAN
Status as of October 2018
Complete
Difficulty to Complete
Lead
Dept.
No. Program Summary or
Ongoing Low Medium High
1 Plant native veg along creek. Acquire land on
fwy side of creek & property on east side of
creek between City prop & Marsh Street
bridge for open space (Crk-a) O H
ADM
2 Improve open space at south end of Brook
St. (PPO-d) O M
ADM
3 Acquire CalTrans property & develop park
(PPO-a) H
P&R
4 Modify or replace Marsh St bridge if desirable
to align w/Higuera- Marsh (Flood-a) H
PW
5 Install bypass overflow channel parallel to
creek on City-owned OS (Flood-b) H
PW
6 Coordinate other flood-planning
improvements (Flood-c.) O H
PW
7 Widen Higuera to four lanes w/bike lanes &
median & mid-block turns (Circ-a) H
PW
8 Realign Bianchi Ln w/ High St. (Circ-b)
H PW
9 Realign Pacific St. Close Walker St.
Landscape Walker closed area (Circ-c) H
PW
10 Parker St- CGS, trees, benches, lighting.
Higuera - trees, lighting & benches. Madonna-
landscaped median. Underground utilities &
remove billboards (Circ-d) H
PW
11 Extend Brook St. w/Caltrans site (Circ-e) H PW
12 Install bikeway along creek with bridge (Crk-
b) H
PW
13 Construct ped path on east side of creek. Add
benches, public art & interpretive displays &
bridges (Crk-c) H
PW
14 Establish a Mid-Higuera Area parking
committee & consider parking assessment
dist (Pkg-a) H
PW
15 Restripe street spaces & reduce driveway
ramps (Pkg-b) O M
PW
16 Review shared use parking & expand to
distribute parking (Pkg-c) H
PW
17 Lease or purchase 2 public parking lots (Pkg-
d) H
PW
Packet Pg. 573
Item 15
MID-HIGUERA AREA ENHANCEMENT PLAN
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18 Acquire & improve public parking near
Archer/Walker/Higuera & Parker/High (Pkg-e) H
PW
19 Complete street improvements including ped
amenities (Pkg-f) H
PW
20 Establish in-lieu parking fee for the Mid-
Higuera Area (Pkg-g) H
PW
21 Add transit stops w/shelter, benches &
signage for the Mid-Higuera area. (Pub-a &
Pub-b) H
PW
22 Develop mini-plaza at Walker (PPO-b)
H
PW
23 Provide info kiosks at strategic places for
peds as part of the Mid-Higuera Enhancement
Plan. (PPO-c) H
PW
24 Acquire & maintain OS along creek & install
bridges & imps (PPO-e) H
PW
Packet Pg. 574
Item 15
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 44 -
STATUS OF RAILROAD DISTRICT PLAN IMPLEMENTATION
PROGRAMS
Status as of October 2016
Complete
Difficulty to Complete
Lead
No. Program Summary or
Ongoing Low Med High Dept.
1 Install traffic signals at Upham (4.1B)
C
PW
2 Use CIPs & economic revitalization tools to
promote area (2.9C) O H
ADM
3 Limit noise & emissions from engine idling
between 10pm and 6am (3.1M) O M
CD
4 Ped Circulation Plan, Bike Transp. Plan,
Circulation Element, and RR District Plan to
be consistent (2.7B) O
CD
5 Identify code violations & work with owners
to correct (2.8C) O
CD
6 Rehabilitate historic SP Freight warehouse
(1.11)
- 4 construct phases & roof repair
completed C
PW
7 Install Curb, gutter, boardwalk & trees
along Santa Barbara, High, Roundhouse,
Emily & South Street (4.1D) O
H
PW
8 Clearly communicate with property
owners, railroad & ops staff (3.1I) O L
CD
9 Encourage added public telephones or
emergency call boxes (2.7E) M
CD
10 Install pedestrian crosswalks at Leff &
Upham streets (4.1A)
M
PW
- Upham Crosswalk complete, Leff still
needed
11 Widen Santa Barbara Street from Broad to
Upham - including left turn pocket (4.1C) C
PW
12 Install standard gauge railroad track to
display of historic railroad cars (1.12)
H PW
13 Install historic markers & improved walk of
history describing RR features (1.14)
H CD
14 Public access to RR bikeway provided with
Villa Rosa development (1.17)
H PW
15 Consider MU zone to allow broader range
of uses (2.9D) C
CD
16 Consider CDBG funds for business loans
and rehabilitation grants (3.1K) H CD
Packet Pg. 575
Item 15
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 45 -
17 Enforce property screening & maintenance
along ROW (3.1N)
H CD
18 Rehabilitate historic water tower to 1940s
condition & update historic marker (1.6) H ADM
19 Evaluate assessment district to pay for
undergrounding utilities (3.1O) H PW
20 Construct bikeway on land adjacent to
Johnson Ave for Southbound bicyclists
(1.1)
H
PW
21 Install bridge off Johnson Ave for bikeway
north to Cal Poly (1.2) H PW
22 Install pedestrian bridge over RR linking
Fairview with Penny Lane (1.3) H PW
23 Install bikeway & trail linking east side of
RR tracks to signal on Johnson @Lizzie St
(1.4)
H
PW
24 Install new bikeway along both sides of RR
ROW (1.5) O H PW
- Partial improvements completed,
significant improvements still remain
25 Expand passenger loading zone in parking
lot north of depot (1.7) H PW
26 Install textured concrete paving &
crosswalks, ped lighting, trees & signage @
Leff and Osos (1.8)
H
PW
27 Plant palm trees on 50-100 ft centers (1.9)
H PW
28 Acquire land & construct a multi-modal
transit center with parking, shelter,
restrooms, info, bike storage, lockers etc
(1.10)
H
PW
29 Install street paving, curb, gutter, wood
sidewalks, street trees, lighting, & signage
on Railroad Ave, Osos, Santa Barbara,
High, Emily and Roundhouse Streets (1.13) O
H
PW
- Santa Barbara Street improvements
complete; other improvements remain
30 Install bikeway between Alphonso and
Emily streets (1.15) H PW
31 Install ped/bike crossing for access from
Stoneridge/Lawrence Dr./Villa Rosa
neighborhoods to Sinsheimer Park (1.16)
H
PW
32 Improve bike/ped undercrossing to
Sinsheimer Park (1.18) H PW
33 Install bikeway linking RR bikeway with
Augusta /Southwood Drive neighborhood
through creek & park areas (1.19)
H
PW
Packet Pg. 576
Item 15
RAILROAD DISTRICT PLAN IMPLEMENTATION PROGRAMS
- 46 -
34 Replace/repair fencing, remove trash &
install landscaping along fence line (1.20) H PW
35 Encourage expanded parking & staging
area for bikes (1.21) H PW
36 CIPs to install improvements at Emily,
Roundhouse, High, Church, Santa Barbara
& Osos for paving, curbs, lighting,
boardwalks, signage & trees (2.7C)
H
PW
37 Consider special engineering standards for
district public improvements (2.7D) H PW
38 Improve traffic circ-expand public transit,
bikeways, & widen Santa Barbara (3.1H) O PW
- Santa Barbara Street improvements 90%
complete; other improvements remain
39 Improve passenger loading facilities at
depot parking area (3.1J) H PW
40 Use RR parking lease funds to improve
parking enforcement, & lot appearance
(3.1L)
H
PW
41 Install additional traffic signage and street
lighting, where considered necessary at
pedestrian crossings to improve sight
distance (4.1E)
H
PW
Packet Pg. 577
Item 15
AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 47 -
STATUS OF AIRPORT AREA SPECIFIC PLAN
Status as of October 2018
Complete
Difficulty to Complete
Lead
No. Program Summary or Ongoing Low Med High Dept.
1 Establish joint RTA bus stop on S.
Higuera & Tank Farm Rd (AASP 6.3E) C
PW
2 Management program for area creeks
required with minimum setbacks of 35
ft. (AASP 3.3.1)
O
ADM
3 Develop remediation actions for
Chevron site to preserve natural
resources (AASP 3.3.4)
C
ADM
4 Establish mitigation bank within
Chevron property to serve AASP &
MASP areas (AASP 3.3.5)
C
ADM
5 Develop public access levels
compatible with maintaining habitat for
Chevron property (AASP 3.3.6)
C
ADM
6 Restore creek areas (AASP 3.3.7) O
ADM
7 Retain open space corridor to allow
movement of wildlife on Chevron
property (AASP 3.3.8)
O
ADM
8 Maintain wildlife corridors south from
AASP toward Indian Knob & Davenport
Hills by obtaining greenbelts and
working with County (AASP 3.3.9P)
O
ADM
9 Enlarge wetland connection between
areas north and south of Tank Farm Rd
(AASP 3.3.10)
O
ADM
10 City will manage acquired open space
land to preserve habitat (AASP 3.3.11) O
ADM
11 City will pursue MOU for privately
owned open space lands to preserve
habitat (AASP 3.3.12)
O
ADM
12 In lieu fee for development not able to
dedicate land for open space (AASP
3.3.14)
O
ADM
13 Expansions of URL will secure open
space (AASP 3.3.15) O
ADM
14 Resource management activities
compatible with airport operations
(AASP 3.3.17)
O
ADM
Packet Pg. 578
Item 15
AIRPORT AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 48 -
15 Expand wetland north of Tank Farm
w/Chevron project (AASP 3.3.18) O
ADM
16 50 ft wetland setback required through
subdivision, development, & public
facilities (AASP 3.3.3)
O
CD
17 Require development to dedicate land
or easements for greenbelt (AASP
3.3.13)
O
CD
18 Locate bike paths outside creek
setback area (AASP 6.3H) O
PW
19 Bike lanes shall meet or exceed CA
DOT & City design standards (AASP
6.3I)
O
PW
20 Require bike lanes as part of frontage
improvements for development.
Require bus stops as part of
development improvements where
appropriate (AASP 6.3G)
O
PW
21 Establish timed transfer point on
Margarita Rd (AASP 6.3D) L
PW
22 Development to provide street furniture
or passenger amenities such as transit
stops, shelters, pads, trash receptacles,
etc. (AASP 6.3L)
M
PW
23 Amend Bicycle Transportation Plan to
include Airport area facilities (6.3F)
M
PW
24 Limit access to creek side environment
between Broad St. and Santa Fe Rd
(AASP 3.3.2)
H
ADM
25 Access & interpretive info for historical
resources (AASP 3.3.16)
H CD
26 TIF funds used for new buses to serve
AASP. Bus stops provided by adjacent
development (AASP 6.3C)
H
PW
27 Amend Circulation Element to expand
truck route network (AASP 6.3A)
H PW
28 Connect bike lanes at intersections in
the Airport Area (AASP 6.3J)
H PW
29 Establish a CIP program to include
bikeways not part of Airport
development (AASP 6.3K)
H
PW
Packet Pg. 579
Item 15
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 49 -
STATUS OF MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION
PROGRAMS
Status as of October 2016
Complete
Difficulty to Complete Lead
No. Program Summary or
Ongoing Low Med High Dept.
1 1.1a Hills to be dedicated to City &
protected. C
ADM
2 1.1b Livestock grazing may be limited &
City will manage hillside vegetation. O
CD
3 1.1c Previously graded road to Telecom
facilities will be relocated. O
CD
4 1.2.a Acacia Creek corridor shall be 100
ft wide exclusive of sports fields & will be
replanted with riparian plants. O
CD
5 1.2.b Swales emerging from hills will have
open space corridors 50 ft wide & fenced
near developed areas. O
CD
6 1.2c Lower swales thru neighborhood
park will be accessible for play O
P&R
7 1.3 Riparian and seasonal wetlands
which are shown as development areas
will be replaced in kind within MASP. O
ADM/P
W
8 1.4a MASP development to detain peak
storm water flows on-site. Shallow basins
are preferable to deeper ones. O
CD
9 1.5a Protect ag land elsewhere in URL or
greenbelt. O
CD
10 1.6a Provide 10-acre neighborhood park,
and 16 acre improved sports field. O
P&R
11 1.6.1a Neighborhood Park req's including
equipment and landmark feature.
P&R
12 1.6.1b Some seating, cooking & small
child play space to be partly enclosed. O
P&R
13 1.6.2 Greenspace and play fields mainly
semi-natural vegetation, with large trees
only at edges & possibility of community
gardens. O
ADM
14 1.6.3 Greenways for cycling & walking
paths. O
PW
15 1.6.4 Sports fields to accommodate active
recreational uses & include on-site
parking. Shielded night lighting. C
P&R
16 2.1.1 Low Density Residential areas for
SFRs only. No churches, schools or
secondary dwellings. O
CD
Packet Pg. 580
Item 15
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 50 -
17 2.1.2 Density will be 7-9 dwellings/acre O CD
18 2.1.3 Lot dimensions are regulated by
Table 2 O
CD
19 2.1.4 A-C - setbacks and building/parking
orientation O
CD
20 2.1.5 Each dwelling shall have 2 off-street
parking spaces - one covered. & alley
access standards O
CD
21 2.2.1 Medium density residential areas -
detached houses on small lots or groups
of detached dwellings on larger lots O
CD
22 2.2.2 Medium Density shall be 8-16
dwellings/acre. O
CD
23 2.2.2 a-e Lot dimension table & standards
for Med Density O
CD
24 2.2.4 Med Density Building form -
setbacks and architecture O
CD
25 2.2.5 Parking to be located at rear. Alley
access standards and special setbacks if
located in front. O
CD
26 2.3.1 Med-High Density Res for attached
dwellings or PUDs. No churches or
schools allowed. O
CD
27 2.3.2 Med-High Density will be 13-18
units/acre. O
CD
28 2.3.3 Lot dimensions per Table 4 O CD
29 2.3.4 a&b Setbacks and architectural
criteria O
CD
30 2.3.5 Parking to be located at rear. Alley
access standards and special setbacks if
located in front O
CD
31 2.4.1 High-Density Residential - allow a
mix of densities and ownership. Churches
and Schools not allowed O
CD
32 2.4.2 High-Density Residential density will
be 19-24 units/acre O
CD
33 2.4.3 Lots to be developed as a single
parcel or condo however it may be divided
into two land parcels to allow for
affordable housing. O
CD
34 2.4.4 a-c High Density building form -
setbacks, arch character and porches or
other outdoor space. O
CD
35 2.4.5 Parking requirements and location O CD
36 2.5.1 Neighborhood commercial uses =
CN zone except no uses larger than 5,000
sq ft, schools, services stations O
CD
37 2.5.2 CN Density shown in Figure 5 O
CD
Packet Pg. 581
Item 15
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 51 -
38 2.5.3 CN lot dimensions & size minimums
O
CD
39 2.5.4 a-f CN Building Form (coverage,
height, setbacks, FAR, size, architectural
character O
CD
40 2.5.5 CN parking required 1/500 sq ft. &
1/300 sq ft for bikes O
CD
41 2.6.1 Business Park uses - master-
planned campus-type development. O
CD
42 2.6.1a BP Office - small offices and mixed
use. O
CD
43 2.6.1b BP General - R&D, Light
manufacturing, business services.
Allowed uses listed by approval level. O
CD
44 2.6.1c BP- Outdoor - landscaped parking,
storage, employee recreation areas O
CD
45 2.6.1d BP- prohibited uses = carnivals,
convalescent hospitals, dwellings,
homeless shelters, schools or public
assembly uses O
CD
46 2.6.2 BP employee density not to exceed
40 persons/acre O
CD
47 2.6.3 BP parcel sizes & dimensions O CD
48 2.6.4 BP vehicle access will be loops or
grid extensions. NO driveways on Prado
Rd. O
PW
49 2.6.5a-i BP site and building design (FAR,
Orientation, outdoor space, setbacks,
parking lots, heights, massing, entries, &
materials) O
CD
50 2.6.6a-d BP Continuity of landscape
space O
CD
51 2.6.7a-d BP parking requirements &
design O
CD
52 2.6.8a-b BP Landscape screening
required for loading, waste collection,
utilities & mechanical equipment O
CD
53 2.6.10 BP Outdoor employee amenity
areas are required O
CD
54 2.7.1 Special use area between hills and
Broad street (1.2 acres). House and
grounds should be preserved and uses
may include residence; B7B, hostel,
museum, art or craft gallery with retail
sales, restaurant, retail sales of food,
office for sales of MASP properties or
visitor info center. O
CD
55 3.1a Buildings to express human scale by
articulating mass O
CD
Packet Pg. 582
Item 15
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 52 -
56 3.1b Architectural styles in plan are
encouraged O
CD
57 3.1c Residential entries should be
identifiable from streets or ped walkways O
CD
58 3.1d Universally accessible entries are
encouraged for all buildings O
CD
59 3.1e All development is encouraged to
have outdoor space shielded from aircraft
noise. O
CD
60 3.2 Street trees to create sense of identity;
focal areas should be highlighted through
trees and planting; riparian corridors
should have native landscaping; and all
landscaping should be water efficient. O
CD
61 3.3 Lighting shall be energy efficient,
avoid glare and minimize illumination
toward sky. O
CD
62 3.4 Building form & placement to meet
solar exposure objectives. O
CD
63 3.5 Public art to be encouraged at
neighborhood park & principal collector
street entries. O
P&R
64 3.6 Dwellings & outdoor spaces to be
separated from Prado Rd by greenways,
green space & BP uses. Landscaped
berm to be installed where appropriate. O
CD
65 3.7 Fence and wall designs to comply with
community design guidelines O
CD
66 4.2 a-g performance standards to ensure
airport compatibility including limitation on
uses and operations that might be
dangerous; indoor noise level
requirements, avigation easement and
disclosure requirements O
CD
67 5.0 Traffic calming features to be
developed. Streets & drives to provide
access without unnecessary paving O
PW
68 5.1 City will extend transit service into
area as roads are developed. Transit
stops to include turnouts, shelters,
benches, trash receptacles & real time
arrival status displays. O
PW
69 5.2a New development shall include
sidewalks, ped paths, bike lanes and bike
paths. Precise alignments will be
determined with subdivisions. O
PW
Packet Pg. 583
Item 15
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 53 -
70 5.2b Bike path width, paving, signs and
features to comply with Bicycle
Transportation Plan. Proposed crossings
may include features such as pavement
changes, signs or bulb-outs. O
PW
71 5.2c. Pedestrian and bike access to
sports fields will be by enhanced under or
over crossing with visibility for safety and
sense of place O
PW
72 5.3a-I Streets to foster traffic volumes
appropriate for land uses and
neighborhoods O
PW
73 5.4 Alleys should be used where feasible O PW
74 5.5 Local streets will have bulb-outs at
the end of blocks and at mid-block for
blocks longer than 500'. O
PW
75 5.7.1 Additional right-of-way for Broad
Street to accommodate bike lane, vertical
curbs, landscaped parkway, and center
median. O
PW
76 5.7.2 Prado Road facilities, phasing and
construction requirements O
PW
77 5.8 Traffic calming required -
roundabouts, traffic circles, intersection
treatments, and bulb-outs. O
PW
78 5.9 Street names to follow City
requirements. O
CD
79 6.3 Fire Dept. activated signal control
devices required for all intersections with
traffic signals O
PW
80 7.3.1 Subdivision plans must show
detailed solutions to storm water issues.
Developers are responsible for drainage
facilities serving their parcels. O
PW
81 7.3.2 All drainage facilities must comply
with NPDES & post construction runoff
controls O
CD
82 7.5 Each residence shall have one 2"
conduit connected with underground
system to facilitate future installation of
high-speed data system. O
PW
83 7.7 All new power, telephone & cable
lines to be installed underground. All
existing line facilities to be underground at
time of frontage construction. O
PW
84 7.8 Streets & utilities installations must be
built to ensure that later projects can build
upon systems that are appropriately sized
and located. O
PW
Packet Pg. 584
Item 15
MARGARITA AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS
- 54 -
85 8.1a The area shall accommodate at
least 2 sites with a total capacity of 40
dwellings for HASLO to provide affordable
housing. C
CD
86 8.1b Residential area may be developed
with modular or manufactured dwellings
that comply with specific plan. O
CD
87 8.1c Affordable housing density bonuses
available in area designated in Fig 5 only
due to airport land use plan. O
CD
Packet Pg. 585
Item 15
CLIMATE ACTION PLAN
- 55 -
STATUS OF CLIMATE ACTION PLAN IMPLEMENTATION
Status as of October 2018
Complete
Difficulty to Complete
Lead
No. Program Summary or Ongoing Low Med High Dept.
BLD
1.1
Accomplish 425 residential
and 10,000 sq ft of
commercial energy retrofits
annually
O CD
BLD
1.2
Encourage monitoring of
energy use via energy
monitors, web apps, and
State-required energy
disclosures
O CD
BLD
1.3
Evaluate options for local
energy conservation
ordinance
C ADM
BLD
1.4
Identify energy efficient
upgrades for historic
buildings that preserve
integrity
M CD/ADM
BLD
2.1
Expand incentive program
for projects that exceed Title
24
C CD
BLD
2.2
Require new development
to install energy efficient
appliances
C CD
BLD
2.3
Amend design guidelines to
promote low impact
development strategies
O L CD
BLD
3.1
Promote energy efficiency
programs and financing O CD/UT
BLD
3.2
Collaborate with County,
state, & energy providers for
single portal to database
O ADM
BLD
3.3
Work with local green build
organizations for outreach
and education
O CD/ADM
BLD
3.4
Work with business
community for a green
business certification
program
M CD/ADM
RE 1.1
Work with County to
promote renewable funding
and financing
O ADM
Packet Pg. 586
Item 15
CLIMATE ACTION PLAN
- 56 -
RE 1.2
Work w/county & regional
energy providers to evaluate
a "feed-in tariff" program to
pay for renewable energy
provided
M ADM
RE 2.1
Incentivize renewable
energy generation by
reducing permit costs &
streamlining review
C CD
RE 2.2
Revise City policies to
remove barriers to
renewable energy use &
implement COSE 4.6.17
L CD/ADM
RE 2.3 Evaluate feasibility of
regional CCA C ADM
RE 3.1 Educate community re:
renewable energy programs O ADM
RE 3.2 Consider results of SLO-
RESCO project L ADM
RE 3.3 Encourage use of
photovoltaics O CD/UT
TLU
1.1
Implement the short range
transit plan O H PW
TLU
1.2
Continue to research
funding sources for transit
service upgrade projects
O PW
TLU
1.3
Support the County's
Energy Wise Plan strategy
to add transit routes
O /PW/ADM
TLU
1.4
Continue to offer free or
discounted bus passes O PW
TLU
2.1
Require 8% spaces
designated for CAVs in
parking lots > 50 spaces
C M CD
TLU
2.2
Pre-wire electric vehicle
charging stations (2% of
spaces) for parking lots >50
spaces
C M CD
TLU
2.3
Work with APCD on EV
Readiness O CD
TLU
2.4
Identify street networks
appropriate for NEV use M PW
TLU
2.5
Designate spaces in public
parking lots and MF housing
projects for car-shares
M CD/PW
TLU
3.1
Modify BTP to achieve 20%
bike mode share H PW
TLU
3.2
Develop funding & staff
resources to implement BTP H PW
Packet Pg. 587
Item 15
CLIMATE ACTION PLAN
- 57 -
TLU
3.3
Research bike-share
program near parking
facilities
O L PW
TLU
4.1
Require new & redeveloped
streets to address all travel
modes
O M CD/PW
TLU
4.2
Develop a Downtown
Pedestrian Plan
M PW
TLU
4.3
Collaborate to expand Safe
Routes to School programs,
events & projects
O M PW
TLU
4.4
Identify traffic congestion
management techniques M PW
TLU
5.1
Improve connectivity
between neighborhoods M PW
TLU
5.2
Promote infill (increase
density in suitable zones) O L CD
TLU
5.3
Incentivize mix-use by
addressing parking and
streamlining permit review
C M CD
TLU
5.4
Evaluate mixed-use projects
in high density residential
zones
L CD
TLU
5.5
Apply MU overlay zone to
areas suitable for TOD M CD
TLU
6.1
Make cost of using DT
parking structures less
expensive than parking
meters
O PW/ADM
TLU
6.2
Locate transit stops & bike
racks near parking
structures
O PW
TLU
7.1
Amend zoning regulations to
increase potential parking
reductions from 10-30% for
shared parking
C M CD
TLU
8.1
Improve City's jobs-housing
balance O CD/ADM
TLU
8.2
Support infill housing -
especially below market rate
housing
O CD
TLU
8.3
Continue to reduce barriers
to production of SDUs C CD
TLU
9.1
Distribute transportation
welcome packets O PW
TLU
9.2
Install informational bike
signage O PW
Packet Pg. 588
Item 15
CLIMATE ACTION PLAN
- 58 -
TLU
9.3
Continue partnerships with
regional organizations on
outreach and education
O CD
TLU
9.4
Market incentive programs
to employers and workers L ADM
WTR
1.1
Require landscape projects
to minimize turf and use
native & drought-tolerant
plants
C CD/UT
WTR
1.2
Require landscape projects
to use low-water using &
efficient irrigation systems
C CD/UT
WTR
1.3
Encourage use of recycled,
grey, or rainwater harvesting
systems
O CD/UT
WTR
2.1
Review development for
consistency with CALGreen
water standards
O CD/UT
WTR
2.2
Expand recycled water
infrastructure to encourage
use by new projects
O CD/UT
WTR
2.3
Require use of native &
drought-tolerant plants O CD/UT
WTR
3.1
Provide graphic history &
comparison of water usage
on utility bills
O UT
WTR
3.2
Maintain on-line resources &
outreach materials for water
saving tips, planting guides,
& rebates
O UT
WST
1.1
Continue to provide
recycling & green waste
services
O UT
WST
1.2
Evaluate effectiveness of
more aggressive volume-
based rates
M UT
WST
1.3
Enforce IWMA standards re:
recycling services provided
by landlords
M UT
WST
1.4
Re-establish financial
support for home
composting
M UT
WST
1.5
Explore feasibility of waste
audit program
M UT
WST
1.6
Consider curbside food
waste pickup O M UT
WST
1.7
Evaluate effectiveness of
food packaging ordinance
M ADM
Packet Pg. 589
Item 15
CLIMATE ACTION PLAN
- 59 -
WST
1.8
Evaluate collection of waste
cooking oil and city-run
biodiesel distribution
M ADM/UT
WST
1.9
Evaluate relocating bio-solid
composting closer to City M ADM/UT
WST
2.1
Provide option for waste
audits to educate
consumers where waste can
be reduced
C UT
WST
2.2
Maintain on-line resources &
outreach for recycling C UT
WST
2.3
Host interactive workshops
on home composting O UT
WST
2.4
Explore options for landfill &
Water reclamation site visits
to public & school groups
O UT
PKS
1.1
Conduct audit of parks &
open space to identify tree
planting locations
H P&R
PKS
1.2
Expand tree planting
programs H P&R/ADM
PKS
1.3
Establish Urban Forester
intern program
H ADM
PKS
2.1
Negotiate easements & land
donations for conservation H ADM
PKS
2.2
Implement conservation
plans for open space areas O H ADM
PKS
2.3
Use conservation
easements to create
connected trails
O ADM
PKS
2.4
Expand donation programs
for open space preservation
& maintenance
H ADM
PKS
2.5
Partner w/other
organizations to preserve
open space & develop
parkland
O H ADM
PKS
3.1
Store City green waste at
composting facilities O ADM
PKS
3.2
Continue to chip larger
green waste & make
available for public use
O ADM
PKS
4.1
Identify suitable locations for
community gardens O L P&R
PKS
4.2
Implement Calle Joaquin
AG Reserve Master Plan
L ADM
Packet Pg. 590
Item 15
CLIMATE ACTION PLAN
- 60 -
PKS
5.1
Continue tree planting &
maintenance education
programs
O P&R
PKS
5.2
Partner w/regional
organizations to create
volunteer opportunities for
trail & open space
maintenance.
O ADM
PKS
5.3
Advertise availability of
green waste. O ADM
GO 1 Create & implement a City
building retrofit program C CD
GO 2 Generate renewable energy
at City-owned facilities H PW/UT
GO 3 Continue to upgrade to fuel-
efficient vehicles O PW
GO
4.1
Replace traffic signal
fixtures with LEDs O M PW
GO
4.2
Replace streetlights w/high
efficiency fixtures O PW
GO
4.3
Upgrade outdoor lighting
fixtures at City-owned
facilities
M PW
GO
5.1
Prioritize replacement of
water pumping & lift stations
H UT
GO
5.2
Implement the WRRF
energy conservation plan C H UT
GO
6.1
Ensure all City facilities
have recycling containers C PW/UT
BO 6.2
Assess feasibility of food
scrap collection & pickup in
public places
M UT
GO
7.1
Choose right plants for City
landscapes O L PW
GO
7.2
Prepare soils for water
penetration & retention
L PW
GO
7.3
Design & operate efficient
irrigation O M PW/UT
GO
7.4
Install water efficient fixtures
& maintain leak control at
City facilities
O PW/UT
GO 8 Use BAT for equipment &
vehicle fleet replacements O M PW
GO 9
Continue to reduce single
occupant employee
commuting
O HRPW
GO 10 Hire staff to implement CAP
& energy programs C ADM
Packet Pg. 591
Item 15
CLIMATE ACTION PLAN
- 61 -
GO
11.1
Publish CAP information on
web site O ADM
GO
11.2
Participate in regional
events to educate
community about climate
action planning
O ADM
Packet Pg. 592
Item 15
TITLE SLIDE
1
Packet Pg. 593
Item 15
Table of Contents
1.Title Slide
2.Table of Contents Social
3.Demographics of SLO
4.Police: Noise and
Calls for Service
5.Police: Property and
Violent
6.Homeless Population
7.Fire Department:
Calls for Service
8.Fire: Prominent
Populations
9.Future of Cal Poly
10.Millennial Trends
11.Citizen Satisfaction
Economic
12.Tourism
13.Housing in SLO
14.Jobs in SLO
15.City Finances
16.City Employees
17.City Employee Trends
Environmental
18.Public Transit
19.Active Transport
20.Collision Trends
21.Water
22.Climate Disasters
23.GHG Emissions
-------------------
23.Appendix &
References
24.Questions
2
Packet Pg. 594
Item 15
Packet Pg. 595
Item 15
Demographics of SLO
47,541
56,686
0
10,000
20,000
30,000
40,000
50,000
60,000
2010 2011 2012 2013 2014 2015 2016 2017 2020 2025 2030 2035
Figure 1: SLO Population Trend
General Plan Population Projection
American Community Survey Population Estimate
3
0
10
20
30
40
50
60
70
80
90
White%Hispanic%Black%Asian %
Figure 2: Demographic Changes Across the Nation
2000 San Luis Obispo City
2016 San Luis Obispo City
2000 California
2016 California
2000 United States
2016 United States
A challenge for all cities is preparing for future
growth and sustaining quality of life for residents.
Overall San Luis Obispo is increasing its diversity.
Packet Pg. 596
Item 15
Police: Noise and
Calls for Service
September/October Peaks –
Cal Poly back in session
0
50
100
150
200
250
300
JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunFigure 4: Noise Violations
2014 2015 2016 2017 2018
Monthly Average
for the year 153 148 131 125
4
Calls for service in the city have increased over
time while noise violations have decreased.
28,152 26,921 28,741
30,742 30,305 29,974 31,924 32,738 33,106
7,526 7,494 7,644 9,041 9,082 8,431 8,624 8,905 8,074
-4%7%7%-1%-1%7%3%1%
0%2%18%0%-7%2%3%-9%
-5,000
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
2009 2010 2011 2012 2013 2014 2015 2016 2017
Figure 3: Calls for Service and Reports Filed Over Time
CFS RF
Packet Pg. 597
Item 15
Police: Property and Violent Crime
0
500
1,000
1,500
2,000
2,500
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Figure 6: SLO Crime in the Past Decade
Property Crime Violent Crime
SLO Property
Crime Rate
SLO Violent
Crime Rate
Comparing the crime rate in SLO to
benchmark cities (Davis, Monterey,
Napa, Paso Robles, Santa Barbara, &
Santa Cruz) we see improvement.
Figure 5:
Crime across
the region
5
Overall crime at the end of 2017 in San Luis
Obispo was trending down with SLOPD
adding a crime analyst and implementing
intelligence led policing philosophiesPacket Pg. 598
Item 15
Homeless
Population 483
274265
181
25
76
49
143
0
50
100
150
200
250
300
350
400
450
500
2014 2015 2016 2017
Figure 7: Reports Filed on Homeless Persons:
Changing Offenses
Trespass of Real
Property
Intoxicated Person
Controlled Substance
Under Influence
Controlled
Substance/Possession
The homeless population is decreasing while
homeless calls for service are increasing.
148 158 189
602
324 222
2013 2015 2017
Figure 9: Homeless Population Over Time
Sheltered Unsheltered
750
482 411
4,498
5,503
6,285
7,102
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2014 2015 2016 2017
Figure 8: Homeless Calls for Service
Percent Homeless CFS
has risen from 15% in 2014,
to 21% in 2017
6
Packet Pg. 599
Item 15
Fire: Prominent
Populations
The small homeless
population makes up
a substantial amount
of encounters.
Cal Poly
makes up
6.7% of
Total Call
Volume
8
Senior care and
Retirement communities
make up the top seven
call locations
On Campus Calls
4.8% of Total Calls
(320 Incidents)
Off Campus Calls
1.9% of Total Calls
(128 Incidents)
City of SLO residents
58%
Homeless
Population
11%
Non SLO
residents
10%
Care Facility
8%
Unable to
Determin
6%
Cal Poly Students
7%
Figure 11: Patient Encounters by
Living Situation -2017
Figure 12: Cal
Poly Call Volume
In 2017 the Fire Department responded
to 6,669 calls for service (CFS)
Packet Pg. 600
Item 15
Future of Cal Poly
Students
Living On-
campus
2017
35%
2035
65%
According to Cal Poly’s 2035 Master Plan:
the student population will increase and
students living on campus will increase.
A modal shift
away from
automobiles and
towards
bike/pedestrian
paths will have
major impacts on
emergency
vehicles and
public transit.
~6,200
Fewer
students
living off-
campus
Student
Population
2017
22,118
2035
25,000
The Purple line
represents the
future quickest
route across
campus on non-
restricted roads.
Figure 13:
Master Plan
Map
9
Packet Pg. 601
Item 15
10
National Millennial Trends
Millennials are slower than
earlier generations to get
married and are far less likely
than older generations to own
homes.
Within the generation
there are a wide
spectrum of education
levels.
Young people are
flocking to cities and
embracing denser
communities.
48% of “post-millennials”
(under 18) are non-white
compared to 32% of
Americans over the age
of 35.
0%5%10%15%20%25%30%35%40%
TV
Mobile Phone
Computer
Car
Figure 14: "In your daily routine, losing which
piece of technology would have the greatest
negative impact on you? (Answers among 18-
34 year olds)
Millennials: Age 22-37 (born 1981-1996)
Post-Millennials: Under 22 (born after 1996)
Millennials are the only generation to prefer an
internet accessing devices over the automobile
Packet Pg. 602
Item 15
Citizen Satisfaction
11
Major City Goals
and Objectives Housing Multi-Modal
Transportation Climate Action
Fiscal
Sustainability
and
Responsibility
Downtown
Vitality
Voters prefer projects that maintain current infrastructure and services
rather than improve them.
Infrastructure
Projects
Important to
Residents
Maintaining
Streets
72%
Preserving
Open Space
67%
City Services
Important to
Residents
Addressing
Homelessness
67%
Keeping Public
Areas Safe and
Clean
66%
Extremely
to Very
Important
69
74
71
46
28
23
24
45
0%20%40%60%80%100%
2010
2011
2013
2017
Generally speaking, how would you rate the
City of San Luis Obispo as a place to live?
Excellent Pretty Good Just Fair/Poor
91%
97%
97%
95%
San Luis Obispo is consistently ranked as an
excellent or pretty good place to live.
Packet Pg. 603
Item 15
Packet Pg. 604
Item 15
Tourism
2010 low of 42%
Tourism peaks in
Summer months
Winter months are
traditionally “off-season”
2017 low of 56%
30
40
50
60
70
80
90
100
JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayJuneFigure 16: Occupancy = Rooms Sold / Rooms Available
2010 2011 2012 2013 2014 2015 2016 2017 2018
Occupancy has increased over the past 8 years despite an
increase in total rooms.
The Tourism Business Improvement District Board has focused
its promotional coordination on off season months which has
seen the most growth.
With new hotel projects under construction tourism will play a
greater role in the local economy.
12
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Housing in SLO
San Luis Obispo is increasing the total number of housing units available, with a range of types and affordability.
57 58
89
67
34
92
114
73
189
131
0
20
40
60
80
100
120
140
160
180
200
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Figure 17: Residential Housing Units Added to the
City
Detached Single Family Affordable DSF Attached Single Family
Affordable ASF Multi-Family Residential Affordable MFR
57 58
89
67
34
92
114
73
189
131
0
20
40
60
80
100
120
140
160
180
200
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Figure 18: Residential Housing Units by City
Affordability
General Housing Affordable Housing
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Jobs in SLO
2.7%
4.1%
3.7%
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
JanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepNovJanMarMayJulSepPercent %Figure 20: Unemployment Rate Unemployment Rate SLO City
Unemployment California
Unemployment US
San Luis Obispo’s Unemployment rate is
currently 2.7%, which is below both the
California and US average.
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
2009 2010 2011 2012 2013 2014 2015 2016
Figure 19: San Luis Obispo Median Income
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
14
*Not adjusted to exclude age range 18-21
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City Finances
35%
10%17%
8%
14%
16%
Figure 21: General Fund Revenue
General Sales Tax
Transient Occupancy
Tax
Property Tax
Utility Users Tax
Other Tax & Franchise
Revenues
Non-Tax Revnues
$15,000
$25,000
$35,000
$45,000
$55,000
$65,000
$75,000
$85,000
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
Figure 22: Revenue and Expenditure 5-Year Forecast
Revenues Expenditures
Projection($000s)
Total revenues are projected to increase at an
average rate of 2% annually.
Budget is balanced; aligns revenues and
expenditures to account for increased
payments to CalPERS.
15
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City Employees
Police and Public Works have the largest amount of regular employees working in their departments.
The Attorney’s office and HR have had the same number of regular employees since 1996.
16
26
3
32
57
12
5
18
85
84
69
0
10
20
30
40
50
60
70
80
90
100
Figure 23: Regular FTE by Department
Admin Admin & IT Attorney CDD Fire FIT
Finance HR Parks and Rec Police Public Works Utilities
*In 2016 Finance and IT split, with Admin
absorbing IT
328 391349
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City Employee Trends
11%
16%
17%
20%
22%
22%
23%
23%
45%
0%5%10%15%20%25%30%35%40%45%50%
CDD
Police
Fire
HR
Parks and Rec
Average
Public Works
FIT
Utilities
Figure 26: Percent Employees Eligible
for Retirement 2018-2021 By
Department
Citywide turnover runs about 8-10% each year, with some
notable exceptions in 2016 and 2018.
Most departments average 22% eligible for retirement, with
some exceptions in departments like Utilities.
17
45%
11%
20%
14%
10%In House
Local Private
Local Public
Out of Area Public
Out of Area
Private
Figure 25: 2017-18 New Employees Come From
310
320
330
340
350
360
370
380
390
400
410
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Figure 27: 2005-2018 Citywide Turnover
Summary
Termination
Retirement
Resignation
Head Count
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Public Transit
1,078,523
1,209,708
1,131,879
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
1,200,000
1,300,000
Figure 29: Transit Ridership Over Time
117,955
114,145 115,483 115,021
101,330
90,000
95,000
100,000
105,000
110,000
115,000
120,000
125,000
2014 2015 2016 2017 2018Gallons
Fiscal Year
Figure 28: Diesel Fuel Usage
The city buses diesel consumption is
decreasing, while transit ridership is increasing.
18
Ridership has
been rising
despite
cyclical drops
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Active Transportation
Cyclist and Pedestrian
traffic often go hand and
hand -proximity to
destination and
convenience influences
their mode of transport
0 200 400 600 800 1000 1200 1400 1600
Bob Jones Path
Laguna Lake Park
Jennifer Street Bridge
Madonna Inn Bike Path
Meadow Park
(RST) Campus to Foothill
(RST) Foothill to Hathaway
(RST) Hathaway to Taft
(RST) Jennifer to San Carlos
(RST) San Carlos to Boulevard Del Campo
Railroad Saftey Trail (RST) Boulevard Del Campo to
Orcutt
Sinsheimer Park
Figure 30: 2016 Daily Volume along select paths
Pedestrians Bicyclists
Type of
Transportation
% of City Resident Trips
by 2035
Motor Vehicles 50%
Transit 12%
Bicycles 20%
Walking, Car Pools,
and other Forms
18%
Class I 7.7mi 33.3mi
Class II 30mi 47.6mi
Class III 28mi 32mi
Current Proposed
by 2035
Road
Type
19
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Collision
Trends
0
200
400
600
800
1,000
1,200
1,400
TOTAL COLLISIONSFigure 31: Overall Collisions
84%
11%
5%
Motor Vehicle
Bicycles
Pedestrians
Overall collisions
are trending
downwards and
with future
reductions in
automobile usage
this number should
continue to drop.
20
2016 Collision Statistics
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1986-91 Drought
& mandatory
conservation
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
PopulationAcre-Feet of WaterYear
Water Demand Population
Water
122 120
129 125
119
106 101
107
113
105
92 87
97
0
20
40
60
80
100
120
140
160
GPCDFigure 32: 2005-2017
Gallons Per Capita Daily
5 Year Timeframes Average GPCD
2011-2015 106
2006-2010 123
2005-2001 122
2000-1996 123
1995-1991 96
1990-1986 166
21
Figure 33: Water Demand and Population
0
50
100
150
200
250
300
200620072008200920102011201220132014201520162017Acre Feet of WateRecycled Water
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Climate Change:
Disasters
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Figure 34: Cost of Fire to Acres in SLO County
Acres Cost of Fire (in Dollars)
Forest and rangelands cover over 80% of California’s 100
million acres.
Today's fire season in the western United States starts
earlier, lasts longer, and is more intense than in the last
several decades.
California is seeing a trend of larger and more costly fires.
2010 2011 2012 2013 2014 2015
22
SLO County is seeing a trend of larger and
more costly fires.
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
California
Figure 35: Fires in Acres
SLO County Packet Pg. 616
Item 15
Greenhouse Gas
Emissions -
Community Energy
Residential electricity emissions down ~30 percent from
baseline.
Overall energy emissions (electricity and natural gas,
residential and nonresidential) down 14 percent from
2005 baseline.
Overall inventory emissions down ~8 percent from 2005-
2016.
23
0
5,000
10,000
15,000
20,000
25,000
30,000
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
100,000,000
2005 2007 2009 2011 2013 2015
Figure 36: Residential Electricity, 2005-2016
kWh MTCO2e
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2005 2007 2009 2011 2013 2015
Figure 37: Community Energy Emissions, 2005-2016
MTCO2e
Gas Data Unavailable from 2008 –2013)
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Appendix & References
1.Demographics of SLO
•Figure 1: American Community Survey (ACS) 2016
& One Percent City Population Growth Projection
from the SLO General Plan
•Figure 2: ACS & 2000 Census
3.Police: Noise and Calls for Service
•Figure 3: SLO Police Department
•Figure 4: SLOPD COMPSTAT -Noise
4.Police: Property and Violent
•Figure 5: FBI Uniform Crime Reporting Statistics
•Figure 6: SLO Police Department data and 2017 Crime
Report to City Council
5.Homeless Population
•Figure 7: Top 15 Reports Filed on Homeless individual,
SLOPD
•Figure 8: Homeless City Council Info from SLOPD
•Figure 9: SAN LUIS OBISPO COUNTY Homeless Point-in-
Time Census & Survey 2015 &
6.Fire Department: Calls for Service
•Figure 10: City of San Luis Obispo Fire Department 2017
Statistical Summary
7.Fire: Prominent Populations
•Figure 11: City of San Luis Obispo Fire Department 2017
Statistical Summary
•Figure 12: City of San Luis Obispo Fire Department 2017
Statistical Summary
8.Future of Cal Poly
••Figure 13: Cal Poly 2035 Master Plan
•Master Plan Comprehensive, Public Review Draft Master
Plan, 11/17
9.Millennial Trends
•Figure 14: Zipcar Survey: Millennials & Technology, 02/13
•THE MILLENNIAL GENERATION, Brookings institute
Report 01/18
•Pew Research Center
10.Citizen Satisfaction
•Infrastructure Projects Important to Residents:
Funding the Future of SLO Power Point; Data
from FM3 Research
•City Services Important to Residents: Funding the
Future of SLO Power Point; Data from FM3
Research
•Major City Goals and Objectives: SLO City Power Point 7-
10-2018, Slide 13
11.Tourism
•TOT & OCC Comparision from TBID
12.Housing in SLO
•Figure 18: 2017 General Annual Plan; Source: 2017 Building
Permits Finaled, Community Development Department.
Created Graph from numbers
•Figure 19: Numbers came from 2017 General Annual
Plan; Source: 2017 Building Permits Finaled, Community
Development Department. Created Graph from numbers
13.Jobs in SLO
•Figure 19: Created Graph from numbers in American
Community Survey, Income, Years 2009 –2016
•Figure 20: Created graph from numbers in Bureau of
Labor Statistics. Tables & Calculators by Subject,
Unemployment Rate, for U.S, California, and San Luis
Obispo, Years 2008 –2018.
14.City Finances
•Figure 21: SLO City Presentation 7-10-18, Slide 8.
•Figure 22: 5-Year Fiscal Forecast –Revenues and
Expenditures from Council Presentation 6-5-2018, Slide
35.
15.City Employees
•Figure 23: Created Graph from Excel Data Sheet. Excel
Data Sheet: Turnover Tracking Log CityWide., from
Human Resources Department
•Figure 24: Excel Data Sheet: New Employee Zip Code for
Ryan, from Human Resources Department. Map created
with GGMAP and Zip Codes Package. Product created in
the R Project
16.City Employee Trends
•Figure 25: Graph created from Excel Data Sheet: New
Employee Hire Log, from Human Resources Department.
•Figure 26: Graph exported from Excel Data Sheet:
Turnover Tracking Log CityWide, from Human Resources
Department.
•Figure 27: Graph exported from Excel Data Sheet:
Turnover Tracking Log CityWide, from Human Resources
Department.
17.Public Transit
•Figure 28: Graph created from Excel Data Sheet Fuel
Usage Cal Poly and Pass Stats, from Department of
Transit.
•Figure 29: Graph created from Excel Data Sheet: Transit
KPI Indicator, from Department of Transit.
18.Active Transport
•Figure 30: Graph created from Excel Data Sheet: _Master
Segment Counts, from Department of Public Works.
•Chart from:
•Infographics from:
19.Collision Trends
•Figure 31: Numbers taken from 2016 Traffic Safety Report,
Pg 7 from Public Works and Police Department. Created
Graphic with numbers from report.
•Statistics in Figure 31: taken from 2016 Traffic Safety
Report, Pg 9 from Public Works and Police Department.
•Background Collision Areas Taken from 2016 Traffic
Safety Report, Pg 22, Figure 1, from Public Works and
Police Department.
20.Water
•Data model usage from utilities
•Figure 32: 80-17 Demand and population
•Figure 33: Sum of rounded GPCD 05-15
21.Climate Change
•Figure 34: Created Graph from CA Government, Cal Fire,
Incident Information. Combination of:
•Acres data from 2010-2015 Wildlife Activity Statistical Annual
Report; Under Acres Burned, section Number of Acres Burned by
Vegetation Type, by Unit and by County –Southern Region.
•Dollar Damage from 2010-2015 Wildlife Activity Statistical Annual
Report; Under Dollar Damage, section Dollar Damage by Size
Class, by Unit and by County –Southern Region.
•Figure 35: Created Graph from CA Government, Cal Fire,
Incident Information. Combination of:
•Acres data from 2010-2015 Wildlife Activity Statistical Annual
Report; Under Acres Burned, section Number of Acres Burned by
Vegetation Type, by Unit and by County –Southern Region.
•Acres data from 2016 Wildlife Activity Statistical Annual Report;
Under Fire Activity Statewide, Graphics 1-10, Graphic Figure 2.
Number of Acres Burned –2007-2016.
•First Text Box: Information from Climate Change Impacts in
California, State of California Department of Justice, Xavier
Becerra: Attorney General.
•Second Text Box information from CA Government, Cal Fire,
Incident Information:
•2015 Large Fire List and 2015 Wildlife Activity
Statistical Annual Report; Under Dollar Damage,
section Dollar Damage by Size Class, by Unit and by
County –Southern Region
•2016 Large fire list and 2016 Wildlife Activity
Statistical Annual Report; Under Dollar Damage,
section Dollar Damage by Size Class, by Unit and by
County –Southern Region.
23Produced by Andrew Harris & Georgina Bailey, 2018 Packet Pg. 618
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TITLE SLIDE
1
1
Table of Contents
Title Slide
Table of Contents
Social
Demographics of SLO
Police: Noise and Calls for Service
Police: Property and Violent
Homeless Population
Fire Department: Calls for Service
Fire: Prominent Populations
Future of Cal Poly
Millennial Trends
Citizen Satisfaction
Economic
Tourism
Housing in SLO
Jobs in SLO
City Finances
City Employees
City Employee Trends
Environmental
Public Transit
Active Transport
Collision Trends
Water
Climate Disasters
GHG Emissions
-------------------
Appendix & References
Questions
2
We broke up this presentation to fit into the triple bottom line, social economic, and environmental. The triple bottom line is a way to analyze the cities trends through three factors
that contribute to the overall make-up of the city.
2
The first area of analysis is the Social trends that make-up the city.
3
Demographics of SLO
3
A challenge for all cities is preparing for future growth and sustaining quality of life for residents.
Overall San Luis Obispo is increasing its diversity.
Starting with the Demographics that make up our SLO community we see since the 2000 census, SLO has increased in its diversity. However, something to keep in mind is that changes in
the demographic makeup of a city is a slow process which evolves over decades, and Figure 2 demonstrates the slow but steady change of SLO’s demorgaphics.
Figure 1 shows according to the “1% One Percent City Population Growth Projection from the SLO General Plan, » over the Next 15 years SLO’s population will increase by about 10,000 people.
4
Police: Noise and Calls for Service
4
Calls for service in the city have increased over time while noise violations have decreased.
Moving onto the topic of crime and SLO PD. The first important trend we see that is an increase in calls for service – something we see across emergency services. Year to year reports
filed on those calls for service fluctuate, while the differences between years dont visually seem dramatic the differences are impactful for personnel in the department
Moving to the bottom figure we see the month to month instances of noise violations in SLO spanning several years. Visually the data confirms some common knowledge: Parties are more
common and/or louder when school starts back up in Sep/Oct. This graph also shows off the citys success in bringing down noise violations across the years.
SLO PD implemented noise ordinances and created a few programs that assisted in the overall reduction of noise violations, recently this pilot program was approved by council and is
now an official city policy
5
Police: Property and Violent Crime
SLO Property Crime Rate
SLO Violent Crime Rate
Comparing the crime rate in SLO to benchmark cities (Davis, Monterey, Napa, Paso Robles, Santa Barbara, & Santa Cruz) we see improvement.
Figure 5: Crime across the region
5
Overall crime at the end of 2017 in San Luis Obispo was trending down with SLOPD adding a crime analyst and implementing intelligence led policing philosophies
Continuing with crime and SLO PD on the left we see an interesting graph highlighting SLO’s property crime rate and violent crime rate among comparable cities, ( Davis Monterey, Napa,
Paso, Santa Barbra and Santa Cruz ). What we see is that since this data from the FBI has been tracked property crime has dramatically decreased, meanwhile violent crime which SLO excels
in keeping low is near a baseline and is very low by most standards.
On the right is a closer snapshot of crime in SLO during the past decade. Two take ways are the recent decrease in crime since a peak in 2016, secondly is that crime increases and decreases
are driven by property crimes which make up the vast majority of crime in general despite the violent crime which captures public attention
6
Homeless Population
The homeless population is decreasing while homeless calls for service are increasing.
482
411
Percent Homeless CFS has risen from 15% in 2014, to 21% in 2017
6
homelessness is a highly discussed subject in SLO and is something difficult to capture in just a few words and images.
In the top figure we selected a few example offence types committed by homeless persons. Since 2014 trespassing and intoxication has decreased significantly while other offenses like
controlled substance possession has increased. This graph illustrates the changing nature of the homeless population in San Luis Obispo
On the bottom left we see Homeless calls for service increasing, making up fifth of all calls for service
On the bottom right we see population estimations of SLO’s homeless. According to these biyearly enumeration surveys we see a decrease in the total population with a greater proportion
of homeless individuals being unsheltered. This figure is difficult to speculate on however because of year to year cyclical changes and seasonal changes in the population which cannot
be captured in the January survey .
We should be ready to explain in a concise manner the survey and its findings, and potentials of bias or issues in the survey
7
Fire: Prominent Populations
The small homeless population makes up a substantial amount of encounters.
Cal Poly makes up 6.7% of Total Call Volume
8
Senior care and Retirement communities make up the top seven call locations
On Campus Calls
4.8% of Total Calls
(320 Incidents)
Off Campus Calls
1.9% of Total Calls
(128 Incidents)
Figure 12: Cal Poly Call Volume
In 2017 the Fire Department responded to 6,669 calls for service (CFS)
The fire department services a large community which includes the campus of Cal Poly which makes up for nearly 7% of total call volume, 60 % of those calls are on the universities campus.
The pie chart on the right shows that the homeless population affects Fire, making up a tenth of encounters despite being a small proportion of the population
Lastly a significant population which is served by Fire is the elderly population in retirement homes and senior care facilities. The top 7 locations which fire responds to are addresses
involved in care for the elderly. The way in which these facilities affect the city is likely to increase in the future as more of these community's are developed and the American population
as a whole becomes older.
8
Future of Cal Poly
According to Cal Poly’s 2035 Master Plan: the student population will increase and students living on campus will increase.
A modal shift away from automobiles and towards bike/pedestrian paths will have major impacts on emergency vehicles and public transit.
The Purple line represents the future quickest route across campus on non-restricted roads.
Figure 13: Master Plan Map
9
Cal Poly holds a significant place in the SLO community. Cal poly has changed over time and over the next 20 years has plans to develop significantly. According to their 2035 Master
the university plans to increase the student population to 25,000 students from its current 22,118.
However, if all goes according to the universities plan they will drastically increase the quantity of housing on-campus, ideally making it mandatory for all first and second year students
to live on campus. They will also undergo a transformative transportation plan. If all goes according to plan the number of students living OFF campus should decrease as housing projects
are completed.
9
10
National Millennial Trends
Millennials: Age 22-37 (born 1981-1996)
Post-Millennials: Under 22 (born after 1996)
Millennials are the only generation to prefer an internet accessing devices over the automobile
The world is changing.
Millennials are slower than earlier generations to get married and are far less likely than older generations to own homes.
Within the generation there are a wide spectrum of education levels. Older millennials especially are less college educated than the younger faces of the generation
Young people are flocking to cities and embracing denser communities. Mixed use zoned areas incorporating amenities within walking or biking distance are attractive to convenience minded
young adults (lazy kids)
Millennials are the most diverse generation. 48% of “post-millennials” (under 18) are non-white compared to 32% of Americans over the age of 35
10
Citizen Satisfaction
11
Voters prefer projects that maintain current infrastructure and services rather than improve them.
91%
97%
97%
95%
San Luis Obispo is consistently ranked as an excellent or pretty good place to live.
Consistently for the past 7 years, SLO has been rated an excellent place to live,
According to a survey done for Funding the Future of SLO most voters prefer projects that maintain rather than improve current infrastructure and services. The most important infrastructure
projects to voters are maintaining streets and preserving open space. Likewise, voters prioritize services that address homelessness in SLO and keep public areas safe.
Many of the voters preferences are addressed with the cities goals and objectives, such as Climate Action preserving green space, and Downtown Vitality projects keeping public areas
safe and clean.
11
12
Tourism
Occupancy has increased over the past 8 years despite an increase in total rooms.
The Tourism Business Improvement District Board has focused its promotional coordination on off season months which has seen the most growth.
With new hotel projects under construction tourism will play a greater role in the local economy.
12
Tourism in SLO is an essential part of the economy. One way tourism can be measured is occupancy, which is what percentage of rooms are available at a given time.
The tourism business improvement district board tracks these numbers for the city and we laid them out month to month, year to year. We see over time a steady increase in occupancy indicating
tourism is alive and healthy. Furthermore where as in the past the gap between the summer peak months and the winter lows has shrunk indicating that the push for off-season tourism
in SLO has been successful.
13
Housing in SLO
San Luis Obispo is increasing the total number of housing units available, with a range of types and affordability.
13
Looking at Figure 17 SLO is adding more residential units every year, which is great for incoming residents and current residents who every year gain more housing options. The trend
indicates that residential units will continually be added in a range of types. Currently most units being added are detached single family, or multi-family residential, which makes
sense for the type of housing demand SLO has.
Looking at Figure 18, you can see while the amount of affordable housing units built by year may fluctuate, overall, over the past 10 years on average about a quarter of all residential
housing units added to the city have been demarked as affordable. The trend of affordability indicates that as residential housing units are added so will affordable units, so a broad
range of incomes can afford to live in SLO.
As more people come to SLO with broad demographics, incomes, and goals it is important to keep adding a range of housing units with a range of affordability.
14
Jobs in SLO
San Luis Obispo’s Unemployment rate is currently 2.7%, which is below both the California and US average.
14
SLO’s median income, is about $66,550, which has been increasing steadily since 2010.
Likewise, SLO county has a very low unemployment rate. While there may be cyclical peaks and drops the overall trend is SLO’s unemployment rate has been decreasing since 2011 and has
been dropping about 1% every year. Comparatively SLO’s unemployment rate is lower than both the state and national unemployment rate, which is likely a testament to the SLO’s economy
and job market.
15
City Finances
Total revenues are projected to increase at an average rate of 2% annually.
Budget is balanced; aligns revenues and expenditures to account for increased payments to CalPERS.
15
Looking at Figure 21 from a 2018 presentation to council we can see most of the General Fund revenue comes from the General Sales Tax, followed by property taxes, and non-tax revenues.
Now Looking at Figure 22 we can see our revenues and expenditures are mostly balanced, with a few exceptions in 2014 and 2015 where revenues were more than expenditures. With the increased
payments to CalPERS the budget is projected to be mostly balanced until 2022. However, even though the budget is balanced both the revenues and expenditures are trending to increase,
and have been increasing since 2012.
16
City Employees
Police and Public Works have the largest amount of regular employees working in their departments.
The Attorney’s office and HR have had the same number of regular employees since 1996.
16
About every 10 years from 1997 the total regular FTE increases by about 20. Many departments over the past 20 years have slowly increased their regular FTE, with some exceptions in HR
and the attorney’s office who have stayed the same since 1996. Some of the larger increases in regular FTE come from Community development who jumped from 22 to 32 regular FTE over
the past 5 years, and utilities who jumped from 61 to 69 over the past 5 years. The only decrease in regular FTE is in Police who over the past ten years dropped from 92 to 85 regular
FTE, which is attributed to cuts made during the recession and a loss of grants over time.
Overall most departments have slowly increased their regular FTE and continue to make the city great with their hard work.
Changes in citywide total between 1997 and 2007 is 21, and the changes in citywide total between 2007 and 2017 is 42,
17
City Employee Trends
Citywide turnover runs about 8-10% each year, with some notable exceptions in 2016 and 2018.
Most departments average 22% eligible for retirement, with some exceptions in departments like Utilities.
17
Figure 25 demonstrates that most new hires in 2017 came from within the city government, followed by hires who came from other local public sectors, with not as many hires coming from
either local private or out of the area private industries.
Figure 26 shows the percent of employees eligible for retirement in the coming years. On average 22% of employees across all departments are eligible to retire in the coming years, which
is a fairly high number.
The city needs to plan for the larger percent of employees eligible to retire as according to Figure 27 more employees are retiring every year. However, figure 27 also shows that as
more employees retire the headcount of total FTE is increasing every year, meaning although people are retiring the new work force is coming in.
18
19
Public Transit
The city buses diesel consumption is decreasing, while transit ridership is increasing.
18
Ridership has been rising despite cyclical drops
The implementation of new buses and fuel efficient measures to the fleet has helped lead to a downward trend of diesel fuel consumption.
Another positive trend is that as diesel fuel consumption has been going down ridership on public transit has been going up. Over the past 10 years public transit ridership has been
steadily increasing, despite cyclical drops in off seasons and with more efficiently developed routes.
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Active Transportation
Current
Proposed by 2035
Road Type
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A major city goal has been to increase the role of active modes of transportation in the city. By 2035 the cities stated goals are to reduce motor vehicle usage to only half of resident
trips.
The city currently has plans to build and convert more bike friendly roads around SLO
The graph on the right illustrates an important point – that modes of active transit go hand in hand, and reliable paths to residents destinations encourages environmentally friendly
modes of transportation .
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Collision Trends
Overall collisions are trending downwards and with future reductions in automobile usage this number should continue to drop.
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2016 Collision Statistics
Overall collisions in San Luis Obispo are going down, and have been for over 10 years. The background of this slide shows where frequent collisions occur, which transportation tracks
as a way of collecting data to make the cities roads and streets safer.
It may be impossible to eradicate all collisions from happening but the city of SLO is making a huge effort to bring collisions down and make the roads safer, which the data reflects.
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Water
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Figure 33: Water Demand and Population
Beginning with the graph on the left we see that over the past 15 years SLO has effectively decreased the gallons of water used per day, making water conservation a way of life in the
city.
On the right we see the amount of water available to the city and the population. Significant events like the 1986-91 drought had significant impacts as mandatory conservation brought
down water use. Overall demand for water is decreasing likely due to conservation efforts.
Recycled water has also been added to the city's pool of resources and demand/production has increased drastically since its introduction .
Analysis of slide may need review since getting rid of supply
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Climate Change: Disasters
Forest and rangelands cover over 80% of California’s 100 million acres.
Today's fire season in the western United States starts earlier, lasts longer, and is more intense than in the last several decades.
California is seeing a trend of larger and more costly fires.
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SLO County is seeing a trend of larger and more costly fires.
Looking at the fire season in California for the past several years we know fires in the current climate have the potential to devastate countless acres of land and go from small fires,
to raging uncontainable fires in a matter of moments.
SLO County is no different. SLO county in 2015 and 2016 had 2 5,000 acre fires, a large jump in fire acres from previous years. The fires in the county since 2014 have been large, the
largest in 2016 totaling around 46,000 acres, and were very costly.
With the fire season longer and California facing some effects of climate change, the city needs to be aware of fire trends in our area and neighboring counties, to be prepared for future
years fire seasons.
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Greenhouse Gas Emissions - Community Energy
Residential electricity emissions down ~30 percent from baseline.
Overall energy emissions (electricity and natural gas, residential and nonresidential) down 14 percent from 2005 baseline.
Overall inventory emissions down ~8 percent from 2005-2016.
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Overall residential electricity emissions are down 30% from the Baseline
Likewise overall energy emissions are down 14% from the 2005 baseline
And overall Inventory Emissions are down 8 percent
All of which showcase that Greenhouse Gas Emissions are going down throughout the city.
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Appendix & References
Demographics of SLO
Figure 1: American Community Survey (ACS) 2016 & One Percent City Population Growth Projection from the SLO General Plan
Figure 2: ACS & 2000 Census
Police: Noise and Calls for Service
Figure 3: SLO Police Department
Figure 4: SLOPD COMPSTAT - Noise
Police: Property and Violent
Figure 5: FBI Uniform Crime Reporting Statistics
Figure 6: SLO Police Department data and 2017 Crime Report to City Council
Homeless Population
Figure 7: Top 15 Reports Filed on Homeless individual, SLOPD
Figure 8: Homeless City Council Info from SLOPD
Figure 9: SAN LUIS OBISPO COUNTY Homeless Point-in-Time Census & Survey 2015 &
Fire Department: Calls for Service
Figure 10: City of San Luis Obispo Fire Department 2017 Statistical Summary
Fire: Prominent Populations
Figure 11: City of San Luis Obispo Fire Department 2017 Statistical Summary
Figure 12: City of San Luis Obispo Fire Department 2017 Statistical Summary
Future of Cal Poly
•Figure 13: Cal Poly 2035 Master Plan
Master Plan Comprehensive, Public Review Draft Master Plan, 11/17
Millennial Trends
Figure 14: Zipcar Survey: Millennials & Technology, 02/13
THE MILLENNIAL GENERATION, Brookings institute Report 01/18
Pew Research Center
Citizen Satisfaction
Infrastructure Projects Important to Residents: Funding the Future of SLO Power Point; Data from FM3 Research
City Services Important to Residents: Funding the Future of SLO Power Point; Data from FM3 Research
Major City Goals and Objectives: SLO City Power Point 7-10-2018, Slide 13
Tourism
TOT & OCC Comparision from TBID
Housing in SLO
Figure 18: 2017 General Annual Plan; Source: 2017 Building Permits Finaled, Community Development Department. Created Graph from numbers
Figure 19: Numbers came from 2017 General Annual Plan; Source: 2017 Building Permits Finaled, Community Development Department. Created Graph from numbers
Jobs in SLO
Figure 19: Created Graph from numbers in American Community Survey, Income, Years 2009 – 2016
Figure 20: Created graph from numbers in Bureau of Labor Statistics. Tables & Calculators by Subject, Unemployment Rate, for U.S, California, and San Luis Obispo, Years 2008 – 2018.
City Finances
Figure 21: SLO City Presentation 7-10-18, Slide 8.
Figure 22: 5-Year Fiscal Forecast – Revenues and Expenditures from Council Presentation 6-5-2018, Slide 35.
City Employees
Figure 23: Created Graph from Excel Data Sheet. Excel Data Sheet: Turnover Tracking Log CityWide., from Human Resources Department
Figure 24: Excel Data Sheet: New Employee Zip Code for Ryan, from Human Resources Department. Map created with GGMAP and Zip Codes Package. Product created in the R Project
City Employee Trends
Figure 25: Graph created from Excel Data Sheet: New Employee Hire Log, from Human Resources Department.
Figure 26: Graph exported from Excel Data Sheet: Turnover Tracking Log CityWide, from Human Resources Department.
Figure 27: Graph exported from Excel Data Sheet: Turnover Tracking Log CityWide, from Human Resources Department.
Public Transit
Figure 28: Graph created from Excel Data Sheet Fuel Usage Cal Poly and Pass Stats, from Department of Transit.
Figure 29: Graph created from Excel Data Sheet: Transit KPI Indicator, from Department of Transit.
Active Transport
Figure 30: Graph created from Excel Data Sheet: _Master Segment Counts, from Department of Public Works.
Chart from:
Infographics from:
Collision Trends
Figure 31: Numbers taken from 2016 Traffic Safety Report, Pg 7 from Public Works and Police Department. Created Graphic with numbers from report.
Statistics in Figure 31: taken from 2016 Traffic Safety Report, Pg 9 from Public Works and Police Department.
Background Collision Areas Taken from 2016 Traffic Safety Report, Pg 22, Figure 1, from Public Works and Police Department.
Water
Data model usage from utilities
Figure 32: 80-17 Demand and population
Figure 33: Sum of rounded GPCD 05-15
Climate Change
Figure 34: Created Graph from CA Government, Cal Fire, Incident Information. Combination of:
Acres data from 2010-2015 Wildlife Activity Statistical Annual Report; Under Acres Burned, section Number of Acres Burned by Vegetation Type, by Unit and by County – Southern Region.
Dollar Damage from 2010-2015 Wildlife Activity Statistical Annual Report; Under Dollar Damage, section Dollar Damage by Size Class, by Unit and by County – Southern Region.
Figure 35: Created Graph from CA Government, Cal Fire, Incident Information. Combination of:
Acres data from 2010-2015 Wildlife Activity Statistical Annual Report; Under Acres Burned, section Number of Acres Burned by Vegetation Type, by Unit and by County – Southern Region.
Acres data from 2016 Wildlife Activity Statistical Annual Report; Under Fire Activity Statewide, Graphics 1-10, Graphic Figure 2. Number of Acres Burned – 2007-2016.
First Text Box: Information from Climate Change Impacts in California, State of California Department of Justice, Xavier Becerra: Attorney General.
Second Text Box information from CA Government, Cal Fire, Incident Information:
2015 Large Fire List and 2015 Wildlife Activity Statistical Annual Report; Under Dollar Damage, section Dollar Damage by Size Class, by Unit and by County – Southern Region
2016 Large fire list and 2016 Wildlife Activity Statistical Annual Report; Under Dollar Damage, section Dollar Damage by Size Class, by Unit and by County – Southern Region.
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Produced by Andrew Harris & Georgina Bailey, 2018
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