HomeMy WebLinkAbout05-05-2015 C4 Annual Report on the General Plan
May 5, 2015
FROM: Derek Johnson, Community Development Director
Prepared by: Rebecca Gershow, Associate Planner
SUBJECT: REVIEW AND ACCEPTANCE OF THE 2014 GENERAL PLAN
ANNUAL REPORT (GENP-1054-2015).
RECOMMENDATION
As recommended by the Planning Commission, accept the 2014 General Plan Annual Report.
BACKGROUND
Each year, the City publishes an Annual Report on the status of its General Plan, and actions taken
to implement it during the past year. The report is provided to help citizens and City officials gauge
progress towards achieving the goals listed in the General Plan.
The annual report is also done to comply with Land Use Element Policy 9.3, and State law, which
says that “the planning agency shall … provide an annual report to the legislative body on the status
of the general plan and progress in its implementation, including the progress in meeting its share of
regional housing needs…” (California Government Code §65400).
The General Plan Annual Report is an opportunity for the City to keep the General Plan current by
providing information and measurements on how well it meets the City’s goals and objectives. The
Annual Report also provides an opportunity to evaluate progress towards implementing General
Plan policies and programs and to determine if priorities should be shifted.
The Long Range Planning Division of the Community Development Department has the primary
responsibility for staff work involving the General Plan and has compiled data and information
provided by all City departments for inclusion in the 2014 General Plan Annual Report. Significant
progress was made by all City Departments towards implementing General Plan policies in 2014.
Report Organization
The 2014 General Plan Annual Report is organized around the following key implementation areas:
• Land Use and Circulation
• Housing and Residential Growth
• Nonresidential Growth
• Major Implementation Plans
• Water Supply
• Historic Preservation
• Transportation Network
• Safety
• Neighborhood Wellness
• Open Space Protection
• Parks and Recreation
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2013 General Plan Annual Report Page 2
In addition, the 2014 Annual Report includes a discussion of the following:
• Community Development Department Organizational Assessment Implementation
• Planning and Building Activity
• Climate Action Plan Implementation
• Economic Development
• New Policy Initiatives
• Community Development Department Resource Forecast
• General Plan Program Implementation Status List
Next year’s annual report will reflect those programs and initiatives that were adopted as part of the
Land Use and Circulation Element (LUCE) update as well as the Housing Element update, in 2014.
These elements establish a new set of programs and initiatives that the City will need to undertake
over the next 20 years to realize the hopes and dreams of the community.
Planning Commission Review
The Planning Commission reviewed the 2014 General Plan Annual Report on April 8, 2015 and
unanimously recommended it be forwarded to Council with minor changes, including: addition of
information regarding Measure G, and how passage positively affects General Plan implementation
opportunities; augmentation of information about the City’s water capacity in light of the ongoing
drought and mandatory water use reductions; and several minor clarifications to the report.
CONCURRENCES
The Community Development Department prepares the Annual Report on the General Plan with
significant input from other City departments. Administration (including Natural Resources and
Economic Development divisions), Utilities, Public Works, Police, Fire, and Parks and Recreation
Departments collaborated on this report.
FISCAL IMPACT
When the General Plan was prepared, it was accompanied by a fiscal impact analysis, which found
that overall the General Plan was fiscally balanced. The annual report does not change the General
Plan and, therefore, has no fiscal impact.
ALTERNATIVES
1. Continue the item and direct staff to make revisions or include additional information.
ATTACHMENT
1. Draft Planning Commission Minutes, April 8, 2015
2. 2014 General Plan Annual Report
t:\council agenda reports\2015\2015-05-05\GP Annual Report\ECAR-2014 General Plan Annual Report.docx
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DRAFT
SAN LUIS OBISPO
PLANNING COMMISSION MINUTES
April 8, 2015
CALL TO ORDER/PLEDGE OF ALLEGIANCE:
Chair Larson led the Pledge of Allegiance.
OATH OF OFFICE: Swearing in re-appointed Commissioner John Fowler.
City Clerk Mejia administered an Oath of Office to Commissioner Fowler.
ROLL CALL: Commissioners Hemalata Dandekar, Michael Draze, John Fowler,
Ronald Malak, William Riggs, Vice-Chairperson Michael Multari, and
Chairperson John Larson
Absent: None
Staff: Deputy Community Development Directors Doug Davidson and Kim
Murry, Assistant City Attorney Jon Ansolabehere, Interim Assistant City
Attorney Anne Russell, Supervising Civil Engineer Hal Hannula,
Associate Planner Rebecca Gershow, Associate Planner Rachel
Cohen, Transportation Operations Manager Jake Hudson, and
Recording Secretary Erica Inderlied
ELECTION OF OFFICERS:
On motion by Vice-Chair Multari, seconded by Commr. Draze, to appoint Chair Larson
to continue serving as Chair.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
On motion by Commr. Malak, seconded by Commr. Draze, to appoint Vice-Chair Multari
to continue serving as Vice-Chair.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
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Draft Planning Commission Minutes
April 8, 2015
Page 2
ACCEPTANCE OF THE AGENDA:
The agenda was accepted as presented.
MINUTES: Minutes of March 25, 2015, were approved as amended.
PUBLIC COMMENTS ON NON-AGENDA ITEMS:
There were no comments from the public.
PUBLIC HEARINGS:
1. City-Wide. GENP-1054-2015: General Plan Annual Report for 2014; City of San
Luis Obispo—Community Development Department.
Rebecca Gershow, Associate Planner, presented the staff report, recommending that
the Commission forward the General Plan Annual Report to the City Council for
acceptance, with additional directional items if desired.
PUBLIC COMMENTS:
There were no comments from the public.
COMMISSION COMMENTS:
Vice-Chair Multari commented on the importance of valuing all General Plan elements
and policies equally; stated that recent drought conditions may warrant a reanalysis of
report items relating to water supply.
In response to Vice-Chair Multari, Deputy Development Director Murry noted that
information could be added regarding the Utilities Department’s update of the Water
Projection Model.
In response to Chair Larson, Deputy Development Directory Murry clarified that the
report presented reflects the General Plan as it existed last year and does not reflect
recent policy updates.
Chair Larson noted desire to have the City focus attention on the following programs:
construction of a community center, and the Laguna Lake Park and Sinsheimer Park
Master Plans.
In response to inquiry from Commr. Fowler, Deputy Community Development Director
Murry confirmed that a paragraph could be added to the report addressing the passage
of Measure Y and utilization of the funds therefrom. In response to inquiry from Fowler,
Deputy Community Development Director Davidson stated that recent software
improvements will allow better reporting of Building Division activity in future reports.
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Draft Planning Commission Minutes
April 8, 2015
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Commr. Fowler noted a desire to have the City continue to focus on the development of
affordable housing; requested that staff consider the possibility of analyzing the ratio of
commercial square-footage constructed to jobs created, similar to the analysis done
with residential construction.
Commr. Riggs noted a desire to have staff continually evaluate the effectiveness of the
City’s new Odor Nuisance Ordinance; continue to focus on non-motorized
transportation; work toward creating more sophisticated parking policies.
There were no further comments from the Commission.
On motion by Vice-Chair Multari, seconded by Commr. Draze, to forward the 2014
General Plan Annual Report to the City Council for acceptance, with additional
directional items as noted.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
2. 3761 & 3987 Orcutt Road. GP/R 95-13 / TR/ER 114-14 / SBDV-0067-2014:
Request to amend the General Plan and Orcutt Area Specific Plan (OASP),
including adjustment of the Urban Reserve Line (URL), rezoning of approximately
0.85 acres of Conservation/Open Space (C/OS) zoning to Single-Family
Residential (R-1-SP), reorientation of 2.8 acres of residential and parklands,
reorientation of wetlands mitigation sites, rezoning of 0.38 acres of R-1-SP to R-2-
SP, addition of text to the OASP to “track” amendments, adjustments and
clarification to development standards; review of a new residential subdivision
(Tract 3063) adjacent to Righetti Hill with 304 new homes; review of a new
residential subdivision (Tract 3066) including 61 new homes and 5 existing homes
on 11.56 acres; and consideration of the Initial Study and a Mitigated Negative
Declaration, tiering off the OASP Final EIR (2010); R-1-SP zone; Ambient
Communities, applicant. (Continued from March 25th Planning Commission
meeting.)
Assistant City Attorney Ansolabehere announced his recusal due to a professional
conduct conflict of interest and left the staff table. Interim Assistant City Attorney Russell
assumed his seat at the staff table.
David Watson, Consulting Planner, and Jake Hudson, Transportation Operations
Manager, presented the staff report, recommending that the Commission adopt
resolutions recommending that the Council adopt the project environmental document
and approve General Plan and Orcutt Area Specific Plan (OASP) amendments as
outlined; approve the Vesting Tentative Tract Map for the Righetti Property; approve the
Vesting Tentative Tract Map for the Jones property, based on findings and subject to
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Draft Planning Commission Minutes
April 8, 2015
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conditions which he outlined. Watson summarized revisions made to the proposal since
the last hearing.
Deputy Community Development Director Davidson noted public comment received
from neighbors, a memorandum from the applicant dated April 8, 2015 requesting
further review of particular conditions, and a memorandum from staff dated April 8, 2015
proposing clarifications to conditions, findings, and mitigation measures.
In response to inquiry from Commr. Riggs, Transportation Operations Manager Hudson
clarified the rationale for construction of a portion of the bike trail as Class II rather than
Class I; staff clarified that staff is seeking Commission input on dispersal versus
clustering of affordable housing units.
Chair Larson thanked staff for proposing an alternative realignment for the intersection
of E-2 Street and Hansen Lane noting that the grading required may render it infeasible.
Travis Fuentez, Ambient Communities, applicant, requested that the Commission take
action and allow staff to work with the applicants on unresolved issues such as phasing
of improvements during public improvement plan and Final Map review by City Council.
Todd Smith, Cannon Corp, project planner, summarized changes made to the proposal
in response to Commission comment, gave an overview of a possible 3-phase plan.
PUBLIC COMMENTS:
Jean Knox, nearby property owner, spoke in support of the project; commented that
more affordable units should be constructed; noted concern about mitigation of noise
from the train tracks adjacent to the project site.
Byron Grant, Arroyo Grande, spoke in support of the project; commented that the Urban
Reserve Line was originally intended to be flexible; noted concern that this development
is bearing more than its fair share of the burden of constructing and financing the
improvements prescribed by the OASP.
Ernest Jones, property owner representing the Jones Ranch, spoke in support of the
project; urged the Commission act; noted concern that affordability decreases over time.
William Vega, San Luis Obispo, noted a desire to see more affordable units proposed;
stated that project is a step toward the City better-accommodating young professionals;
commented on the importance of project connectivity.
Jeanne Helphenstine, property owner representing Righetti Ranch, noted concern that
current applicants are being asked to bear an increasingly larger share of the required
plan area improvements, in apparent conflict with OASP Chapter 8.
There were no further comments from the public.
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Draft Planning Commission Minutes
April 8, 2015
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COMMISSION COMMENTS:
In response to Chair Larson, Deputy Community Development Director Davidson and
Travis Fuentez confirmed that proposed “homesite” lots are subject to policies included
in the adopted OASP, will be served by City utilities and will be subject to the same
conditions as other tract map lots.
In response to inquiry from Chair Larson, Ernest Jones confirmed that the family has no
intent to split the homesite lots; Commr. Draze clarified that the lots could not be split
without a tract map amendment in any case.
Commr. Draze noted concern about the amount of liberty that could be taken if
applicants and staff work together to resolve issues such as utility undergrounding;
commented that caution should be exercised when conditioning specific technologies
for long-term area plans, as best-available-technologies change from year to year.
Draze expressed readiness to recommend approval if language requiring OASP
consistency is added to the conditions.
Commr. Riggs noted concern about the lack of a complete, commuter-friendly
circulation plan, specifically the lack of connectivity between the proposed project’s bike
trail and that along Industrial Way, and the inclusion of a section of Class II bike trail;
noted concern about the minimal dispersal and integration of affordable units.
Vice-Chair Multari expressed readiness to recommend approval to Council; stated that
greater dispersal of affordable units would be ideal but perhaps not feasible; requested
that language such as “… consistent with the OASP” be added to conditions with
potential conflicts, specifically to open space ownership and maintenance.
In response to inquiry from Commr. Malak, staff confirmed that use of gray water is
required for common area irrigation only, but will be included as a mitigation measure to
encourage residential use.
Commr. Fowler disclosed direct communication with applicant Travis Fuentez;
concurred that affordable unit dispersal presents a dilemma; noted readiness to
recommend approval to Council if staff can provide assurance that outstanding issues
can be resolved.
Chair Larson expressed a comfort level with allowing staff to work with the applicant to
determine if utilities will be undergrounded. Travis Fuentez stated that the applicants
intend to underground overhead lines except along Bullock Lane, which is offsite and
presents topographical challenges.
Deputy Community Development Director Davidson noted that adding language such
as “… or as approved by the Director of [the department]” to phasing/infrastructure
conditions can allow the Commission to proceed with recommending existing conditions
while providing possible flexibility to the applicants.
Vice-Chair Multari expressed readiness to proceed with staff’s recommendation, with
the addition of language requiring OASP consistency and approval of Community
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Draft Planning Commission Minutes
April 8, 2015
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Development and Public Works Directors in phasing and infrastructure conditions.
Multari opined that transit is a Citywide problem and that the proposed development will
still make significant connectivity contributions.
Commr. Dandekar noted her absence from the previous hearing; opined that the
affordable and multi-family units do not appear overtly segregated and may allow
creation of workforce housing; spoke in support of recommending approval to Council.
There were no further comments from the Commission.
Commr. Riggs commented on the importance of construction of continuous Class I bike
trail in meeting the City’s multi-modal goals; Commr. Draze expressed concern that
consideration of creek impacts may hinder the development of the bridge as a Class I
trail.
Interim Assistant City Attorney Russell clarified that the increased trail intensity has yet
to be analyzed for environmental impacts.
On motion by Commr. Riggs, seconded by Vice-Chair Multari, to amend the Orcutt Area
Specific Plan to prescribe a continuous Class I bike trail along “C” Street crossing the
creek, subject to staff determination of environmental impact.
AYES: Commrs. Dandekar, Fowler, Malak, Multari, Riggs
NOES: Commrs. Larson, Draze
RECUSED: None
ABSENT: None
The motion passed on a 5:2 vote.
On motion by Commr. Draze, seconded by Vice-Chair Multari, to adopt a resolution
recommending that the City Council approve the proposed General Plan and Orcutt
Area Specific Plan amendments, including the Mitigated Negative Declaration therefor,
based on findings and subject to conditions contained in the staff report, with the
following revisions:
1. Revise the Orcutt Area Specific Plan Appendix A-2 map to show the
configuration of homesite lots.
2. Revise findings and mitigation measures as outlined in staff’s
memorandum dated April 8, 2015, on file with the Community
Development Department.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
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Draft Planning Commission Minutes
April 8, 2015
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On motion by Vice-Chair Multari, seconded by Commr. Draze, to adopt a resolution
recommending that the City Council approve Vesting Tentative Tract Map #3063 for the
Righetti property, based on findings and subject to conditions contained in the staff
report, with the following revisions:
1. Revise findings, conditions and mitigation measures as outlined in staff’s
memorandum dated April 8, 2015, on file with the Community
Development Department.
2. Add the language “ […] consistent with the Orcutt Area Specific Plan” to
Conditions 5, 7 and 8 relating to open space ownership and maintenance
responsibilities.
3. Add the condition to each tract “ Conditions relating to phasing and
infrastructure improvements, including undergrounding utilities, are
approved as contained herein, or subject to approval by the Director of
Community Development or Public Works in review of the public
improvement plans and Final Map.”
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari
NOES: Commr. Riggs
RECUSED: None
ABSENT: None
The motion passed on a 6:1 vote.
On motion by Commr. Malak, seconded by Vice-Chair Multari, to add a condition to
Tentative Tract Map #3066 requiring the addition of electric vehicle charging stations to
those mixed use portions of the project where no covered parking is proposed, in a
manner acceptable to staff following research regarding standards.
AYES: Commrs. Dandekar, Draze, Malak, Multari
NOES: Commrs. Fowler, Larson, Riggs
RECUSED: None
ABSENT: None
The motion passed on a 4:3 vote.
On motion by Vice-Chair Multari, seconded by Commr. Fowler, to adopt a resolution
recommending that the City Council approve Vesting Tentative Tract Map #3066 for the
Jones property, based on findings and subject to conditions contained in the staff report,
with the following revisions:
1. Revise findings, conditions and mitigation measures as outlined in staff’s
memorandum dated April 8, 2015, on file with the Community
Development Department.
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Draft Planning Commission Minutes
April 8, 2015
Page 8
2. Add the condition to each tract “ Conditions relating to phasing and
infrastructure improvements, including undergrounding utilities, are
approved as contained herein, or subject to approval by the Director of
Community Development or Public Works in review of the public
improvement plans and Final Map.”
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari
NOES: Commr. Riggs
RECUSED: None
ABSENT: None
The motion passed on a 6:1 vote.
The Commission recessed at 9:15 p.m. and reconvened at 9:25 p.m. with all members
present. Assistant City Attorney Ansolabehere resumed his seat at the staff table.
3. 3680 Broad Street. USE-0809-2015: Review of a mixed-use, 100% affordable
housing project with 4,400 square feet of commercial space and 46 residential
units, including a height exception as an affordable housing incentive, and review
of a master use list with a categorical exemption from environmental review; C-S-S
zone; For The Future Housing, applicant.
Rachel Cohen, Associate Planner, presented the staff report, recommending that the
Commission adopt a resolution allowing approval of the mixed-use project based on
findings and subject to conditions, which she outlined. Cohen noted that staff is
recommending the addition of a condition restricting extremely-low-, very-low-, and low-
income units from conversion for 55 years.
Assistant City Attorney Ansolabehere noted that because the proposed project includes
100% affordable units, the Commission may not add any conditions rendering the
affordability of the project infeasible.
In response to inquiry from Commr., Fowler, Associate Planner Cohen clarified that no
elevators are proposed for the site, and that all accessible units are proposed for the
ground floor.
Jim Rendler, For the Future Housing, applicant, summarized the project; noted that
target resident incomes are 30-60% of area median income; requested that the
Commission take action due to time constrains upon project financing.
PUBLIC COMMENTS:
There were no comments from the public.
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Draft Planning Commission Minutes
April 8, 2015
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COMMISSION COMMENTS:
In response to inquiry from Commr. Malak, Jim Rendler stated that reclaimed water will
be used to irrigate the site if a stub exists; clarified that that proposed parking exceeds
statutory requirements due to a lack of parking in the vicinity.
Commr. Dandekar spoke in support of the project. In response to Commr. Dandekar,
Associate Planner Cohen clarified that street trees will be required at back of sidewalk
along anticipated pedestrian routes.
In response to inquiry from Commr. Riggs, staff clarified that the South Broad Street
Area Plan (BSAP) does not encompass the project site, therefore sidewalk buffering is
not necessarily required. Riggs expressed desire to add a condition requiring that staff
work with the applicant to implement sidewalk buffering measures consistent with the
BSAP; Chair Larson noted concern that the need for sidewalk relocation may be cost-
prohibitive.
In response to Commr. Riggs, staff clarified that the retail component of the mixed use
proposal is required, as residential uses cannot be the primary use in the Service
Commercial zone.
Commr. Fowler spoke in support of the project; noted concern that the single shared
laundry may be a long way to travel for some tenants.
There were no further comments from the Commission.
On motion by Commr. Riggs, seconded by Commr. Draze, to adopt a resolution
allowing approval of the mixed-use project based on findings and subject to conditions
contained in the staff report, with the following revision:
1. Add a condition to read as follows: The applicant shall work with staff to
consider a detached sidewalk with a five foot parkway along the Broad
Street frontage to the satisfaction of the Public Works Director. The City
shall evaluate the future widening of the sidewalk in conjunction with the
Prado Road extension.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
4. 1300 Bishop Street. GENP-1120-2015: Review of the Terrace Hill Open Space
Conservation Plan; City of San Luis Obispo, applicant.
Robert Hill, Natural Resources Manager, and Freddy Otte, City Biologist, presented the
staff report, recommending that the Commission review the draft Terrace Hill Open
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Draft Planning Commission Minutes
April 8, 2015
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Space Conservation Plan and Initial Study, and recommend to the City Council that the
Plan and its Negative Declaration be adopted.
On motion by Commr. Riggs, seconded by Commr. Malak, to continue the meeting past
11:00 p.m.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
PUBLIC COMMENTS:
Buzz Kalkowski, Buena Vista HOA President, noted concern about the apparent
inconsistency of the site’s R-1 zoning with the General Plan and the impact of drainage
from the hillside on the surrounding neighborhoods; commented that the space is being
misused by the transient population and others.
There were no further comments from the public.
In response to public comment, Natural Resources Manager Hill stated that rezoning
could be implemented as a Plan action item.
COMMISSION COMMENTS:
Commr. Riggs stressed the importance of enforcement against illicit uses.
There were no further comments from the Commission.
On motion by Commr. Riggs, seconded by Commr. Draze, to recommend that the City
Council adopt the draft Terrace Hill Open Space Conservation Plan and Initial Study/
Negative Declaration, with the following revision:
1. Staff shall add an action item addressing the inconsistency of the site’s
zoning with the General Plan.
AYES: Commrs. Dandekar, Draze, Fowler, Larson, Malak, Multari, Riggs
NOES: None
RECUSED: None
ABSENT: None
The motion passed on a 7:0 vote.
Commr. Draze departed the meeting at 11:13 p.m.
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Draft Planning Commission Minutes
April 8, 2015
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COMMENT AND DISCUSSION:
5. Staff
a. Agenda Forecast
Deputy Community Development Director Davidson gave a summary of
upcoming agenda items.
b. Bylaws
Community Development Director Davidson presented the staff report,
recommending that the Commission review the Bylaws and offer any desired
updates to staff to carry forward for Council consideration.
There were no comments or suggested revisions from the Commission.
6. Commission
There were no comments from the Commission.
ADJOURMENT: The meeting was adjourned at 11:15 p.m.
Respectfully submitted by,
Erica Inderlied
Recording Secretary
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THIS PAGE IS INTENTIONALLY LEFT BLANK
2014 General Plan Annual Report
ATTACHMENT 2
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ATTACHMENT 2
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Community Development Department
Our Mission Statement
Our mission is to serve all persons in a positive and courteous manner and help ensure that San
Luis Obispo continues to be a healthy, safe, attractive, and enjoyable place to live, work, or
visit. We help plan the City’s form and character, support community values, preserve the
environment, promote wise use of resources, and protect public health and safety.
Our Service Philosophy
The City of San Luis Obispo Community Development Department (CDD) staff provides high
quality service when you need it. We will:
Listen to understand your needs;
Give clear, accurate and prompt answers to your questions;
Explain how you can achieve your goals under the City’s rules;
Help resolve problems in an open, objective manner;
Maintain high ethical standards; and
Work to improve our service.
ATTACHMENT 2
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General Plan Annual Report 2014
3
Acknowledgements
Report reviewed by the Planning Commission April 8, 2015, and
accepted by the City Council on _________________
City Council
Jan Marx, Mayor
John Ashbaugh, Vice Mayor
Dan Carpenter
Carlyn Christianson
Dan Rivoire
Planning Commission
John Larson, Chair
Michael Multari, Vice Chair
Hemalata Dandekar
Michael Draze
John Fowler
Ronald Malak
William Riggs
Project Manager
Rebecca Gershow, Associate Planner, Long Range Planning
Staff Contributors
Katie Lichtig, City Manager
Derek Johnson, Community Development Director
Kim Murry, Deputy Director, Long Range Planning
Doug Davidson, Deputy Director, Development Review
Bob Hill, Natural Resources Manager
Brian Leveille, Senior Planner
Brian Wheeler, Traffic Engineer
Carrie Mattingly, Director of Utilities
Cassia Cocina, Code Enforcement Officer
Chris Staley, Police Captain
The 2014 General Plan
Annual Report was
prepared by the
Community Development
Department for review
by the Planning
Commission and
acceptance by the City
Council. The Community
Development
Department’s Long-
range Planning Division
often takes the lead for
staff work involving the
General Plan. However,
all City departments and
advisory bodies are
involved in General Plan
implementation and have
contributed to the 2014
General Plan Annual
Report.
ATTACHMENT 2
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General Plan Annual Report 2014
4
Christine Wallace, Neighborhood Services
Cori Ryan, Supervising Administrative Assistant
Daryl Grigsby, Director of Public Works
Devin Hyfield, Recreation Supervisor
Doug Carscaden, Recreation Supervisor
Gamaliel Anguiano, Transit Manager
Garret Olson, Fire Chief
Greg Hermann, Special Projects Manager
Hal Hannula, Supervising Civil Engineer
Jake Hudson, Traffic Operations Manager
Januar Saptono, Planning Tech
Jennifer Metz, Utilities Project Manager
Jenny Wiseman, Planning Tech
Keith Storton, Police Captain
Kyle Van Leeuwen, Planning Intern
Lee Johnson, Economic Development Manager
Marcus Carloni, Associate Planner
Meghan Burger, Recreation Supervisor
Melissa Mudgett, Recreation Manager
Peggy Mandeville, Principal Transportation Planner
Phil Dunsmore, Senior Planner
Rachel Cohen, Associate Planner
Rafael Cornejo, Building and Safety Supervisor
Rodger Maggio, Fire Marshal
Shelly Stanwyck, Director of Parks and Recreation
Steve Gesell, Police Chief
Tim Bochum, Deputy Director, Public Works
Tina Slusher, Permit Coordinator
Tyler Corey, Housing Programs Manager
ATTACHMENT 2
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General Plan Annual Report 2014
5
Table of Contents
Introduction ............................................................................................................................................. 7
Background .............................................................................................................................................. 8
Land Use and Circulation ....................................................................................................................... 10
Community Workshop ............................................................................................................... 10
Task Force Meetings .................................................................................................................. 11
Advisory Body Meetings ............................................................................................................ 11
Airport Land Use Commission.................................................................................................... 11
Planning Commission Meetings ................................................................................................. 11
City Council Meetings ................................................................................................................ 12
Next steps .................................................................................................................................. 12
Community Development Department Organizational Assessment .................................................... 13
Planning and Building Activity ............................................................................................................... 15
Yearly Planning Application Trends ........................................................................................... 15
Monthly Planning Application Trends ....................................................................................... 16
Building Permits and Plan Reviews ............................................................................................ 16
Valuation of Construction .......................................................................................................... 17
Housing and Residential Growth ........................................................................................................... 19
Quantified Objectives ................................................................................................................ 21
Affordable Housing .................................................................................................................... 22
Nonresidential Growth .......................................................................................................................... 27
Commercial and Industrial Growth Management ..................................................................... 29
Jobs-Housing Balance ................................................................................................................ 30
Major Implementation Plans ................................................................................................................. 31
Margarita Area Specific Plan ...................................................................................................... 31
Airport Area Specific Plan .......................................................................................................... 31
Orcutt Area Specific Plan ........................................................................................................... 31
Railroad District Plan .................................................................................................................. 32
South Broad Street Area Plan .................................................................................................... 32
Climate Action Plan ................................................................................................................................ 33
Municipal Actions ...................................................................................................................... 33
Community Actions .................................................................................................................... 35
Economic Development ......................................................................................................................... 36
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General Plan Annual Report 2014
6
Break Down Barriers to Job Creation ......................................................................................... 36
Actively Support Knowledge & Innovation ................................................................................ 37
Promote and Enhance the San Luis Obispo Quality of Life ....................................................... 37
New Policy Initiatives ............................................................................................................................. 38
Medical Marijuana ..................................................................................................................... 38
Short Term Rentals .................................................................................................................... 38
Expanded Polystyrene................................................................................................................ 38
E-cigarettes ................................................................................................................................ 38
Open Government ..................................................................................................................... 39
Measure G .................................................................................................................................. 39
Historic Preservation .............................................................................................................................. 40
Water Supply .......................................................................................................................................... 41
Circulation .............................................................................................................................................. 42
Transportation Network Improvements .................................................................................... 42
Transportation Planning Accomplishments ............................................................................... 44
Neighborhood Traffic Management (NTM) ............................................................................... 45
Parking Management ................................................................................................................. 45
Safety .................................................................................................................................................... 46
Emergency Preparedness and Response ................................................................................... 46
Hazard Mitigation ...................................................................................................................... 46
Staff Training .............................................................................................................................. 47
Mutual and Automatic Aid ......................................................................................................... 47
Community Action Team (CAT) .................................................................................................. 48
Multi-Dwelling Property Inspection Program ............................................................................ 49
Fire and Life Safety Inspections ................................................................................................. 49
Hazardous Materials Inspections ............................................................................................... 49
Vegetation Management ........................................................................................................... 49
Arson Prevention ....................................................................................................................... 50
Critical Facilities Locations and Reducing Structural Hazards ................................................... 50
Neighborhood Wellness......................................................................................................................... 51
Zoning Regulations Amendments .............................................................................................. 51
Neighborhood Officer Program – Police Department ............................................................... 51
Code Enforcement – Community Development Department ................................................... 51
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Code Enforcement and Neighborhood Outreach – Police Department ................................... 52
Downtown Alcohol Outlets ........................................................................................................ 52
Open Space Protection .......................................................................................................................... 53
Parks & Recreation ................................................................................................................................. 55
Collaborative Programs.............................................................................................................. 55
Volunteers .................................................................................................................................. 56
Open Space Maintenance .......................................................................................................... 56
Park Facilities ............................................................................................................................. 57
Conclusion .............................................................................................................................................. 58
Tables and Figures
Table 1, Building Permits Issued 2011-2014 Comparison
Table 2, Valuation of Construction, 2011-2014 Comparison
Table 3, Housing & Population
Table 4, Anticipated City Population Growth
Table 5, Residential Units Added to the City (01/01/04 – 12/31/14)
Table 6, Progress towards Meeting Quantified Objectives (01/01/10 to 12/31/14)
Table 7, 2014 Projects in the Pipeline with Nonresidential Square Footage
Table 8, Current Jobs-Housing Balance
Table 9, 2014 City Water Resource Availability
Figure 1, Total Planning Applications Received Per Calendar Year
Figure 2, Total Planning Applications Received Per Month by Calendar YearConclusion
Figure 3, Housing Unit Construction Based on Permits Filed
Figure 4, Net Annual Growth Rates of Nonresidential Sectors (2004 –2014)
Appendices
Appendix A: Community Development Department Resource Allocation Forecast
Appendix B: General Plan Program Implementation Status List
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Introduction
The General Plan is a comprehensive statement of the City’s goals and how those goals will be
achieved over the long-term. Policies and programs in the General Plan provide guidance to the
public, staff and decision-makers on development related issues. The General Plan is adopted
and amended by the City Council, after considering recommendations by citizens, appointed
advisory bodies, other agencies, and City staff.
Each year, the City publishes an Annual Report on the status of its General Plan and provides an
overview of actions taken to implement the Plan during the past year, as provided by California
Government Code Section 65400. This report is provided to help citizens and City officials gauge
progress towards achieving the City’s stated goals and objectives. It is also an opportunity to
review how well the Plan’s programs are being implemented and determine if the programs are
still relevant or if priorities should be reassigned. The Annual Report fulfills the requirements of
State law, and the General Plan itself, which call for an annual report.
Background
State law requires each city and county to adopt a general plan that addresses seven topics,
typically referred to as “elements.” Additional topics, or general plan elements, may be
included. The law also requires general plans to be comprehensive, internally consistent and
provide a long-term perspective. The Governor’s Office of Planning and Research publishes
General Plan Guidelines, which includes the following general plan basics:
1. Geographic Comprehensiveness: The general plan must cover all of the territory within
the jurisdiction’s boundaries.
2. Regionalism: The general plan must take into account regional plans for transportation,
air quality and water quality, and must spell out measures needed to meet federal or
state standards for the region.
3. Issue Comprehensiveness: General plans must address the jurisdiction’s physical
development over the long term, but because the general plan is the most
comprehensive expression of the general welfare, it should also recognize social and
economic concerns.
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City of San Luis
Obispo
General Plan
Elements
Land Use
Update Adopted
December 2014
Circulation
Update Adopted
December 2014
Housing
Update Adopted
January 2015
Noise
Adopted 1996
Safety
Revised 2012
Conservation
and Open Space
Revised 2006
Parks and
Recreation
Adopted 2001
Water and
Wastewater
Revised 2010
4. Internal Consistency: All of the general plan elements must
be internally consistent. Each element’s data, analyses,
goals, policies and programs must be consistent and
complement one another. This includes consistency with
area plans and specific plans.
5. Long-Term Perspective: The general plan must address the
welfare of current and future generations, although the
time-frames may vary among the different elements. The
Housing Element, for instance, must be updated every five
years.
State law says the General Plan should be kept current. The City of
San Luis Obispo does this through this annual review process,
comprehensive updates, and through amendments. Updates to
entire elements are done as needed and include a look at
underlying conditions and preferences. Amendments are typically
smaller in scope and involve changing one part in a way that fits
within the overall framework. Consideration of amendments is
triggered by private applications or by direction from the City
Council.
Changes to the General Plan require hearings by the Planning
Commission and by the City Council. The type of notice provided for
the hearings depends on the type of proposed change, but always
includes a descriptive item on the meeting agenda, which is
published in the newspaper. The City’s website and public access
television channel provide additional information.
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Land Use and Circulation
The Land Use and Circulation Elements (LUCE) update project entered into the final phases of
consideration during 2014 and was approved by the City Council on December 9, 2014. The
update effort was funded by an $880,000 Strategic Growth Council Grant augmented by City
General Funds for the associated environmental review work and contract staffing assistance.
In January, 2014, the City Council reviewed the updated draft elements recommended by the
Task Force and the Planning Commission and provided additional edits. The updated draft
elements combined with the City Council’s endorsement of the physical alt ernatives for
consideration formed the basis of the LUCE update project description for the environmental
review process.
Community Workshop
At the end of May, the last community
workshop was held to provide residents an
opportunity to learn about the project’s
Environmental Impact Report (EIR) process
and public review opportunities. The
workshop offered information regarding what
kind of analysis would be provided in the EIR,
how decision-makers would use the EIR, and
how community members could provide
comments on the EIR and the General Plan
changes under consideration.
The workshop also highlighted potential changes to long-term development in the City and
presented modeling results on the effects of proposed circulation system changes. The
workshop was advertised through utility mailers, posters on all of the City buses, display ads in
the Tribune, New Times, SLO City News, and Tolosa Press, e-blasts to an interested parties list
of over 4,000 emails, listings on KSBY and KCBX community calendars, a banner on the library,
and a banner over Marsh Street.
The LUCE EIR was released in mid-June. A joint study session with the City Council and Planning
Commission was held on July 1st to present the findings and information in the EIR and to set
the stage for upcoming hearings before the Airport Land Use Commission (ALUC), Architectural
Review Commission, Cultural Heritage Committee, Mass Transportation Commission, Parks and
Recreation Commission, and Bicycle Advisory Committee, before further hearings with the
Planning Commission and Council, as detailed below.
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Task Force Meetings
The 15 member resident task force, known as the TF-LUCE, held three meetings during 2014:
In January 2014, the draft Pedestrian Plan was introduced to the TF-LUCE. In response, the task
force recommended a more focused community engagement process and recommended the
effort proceed independently from the LUCE update. The TF-LUCE met in February 2014 to
learn about the environmental review process and the process for the LUCE once the EIR was
completed. The final TF-LUCE meeting was held on June 18th and provided a recap of the May
community workshop, a summary of the EIR findings, and a discussion of next steps in th e
process for the LUCE update. Mayor Marx presented proclamations for task force members and
thanked the members for their outstanding service to the community.
Advisory Body Meetings
The following advisory bodies received presentations and provided feedback on the findings
and mitigations proposed in the EIR for the LUCE update:
1. Mass Transportation Committee July 9, 2014
2. Bicycle Advisory Committee July 17, 2014
3. Architectural Review Commission July 21, 2014
4. Parks and Recreation Commission July 22, 2014
5. Cultural Heritage Committee July 28, 2014
Airport Land Use Commission
In accordance with Public Utilities Code Section 21676(b), the City referred the LUCE update
and EIR to the Airport Land Use Commission (ALUC) in mid-June. By statute, the ALUC has 60
days to review a referred plan. The ALUC determined that the LUCE update was inconsistent
with the current Airport Land Use Plan. The ALUC’s determination was binding unless overruled
by the City Council as provided for in state law.
Planning Commission Meetings
The Planning Commission considered the draft elements and provided direction in response to
TF-LUCE recommendations and public comments on September 10th and 11th and September
17th and 18th. Finally, on October 8th, the Commission reviewed the proposed revisions to the
airport policies in the LUCE in response to comments provided by the ALUC and Caltrans
Division of Aeronautics, and recommended approval of the update to the City Council.
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City Council Meetings
The City Council took initial steps to overrule the ALUC’s determination of inconsistency by
adopting a series of findings on August 19th which were transmitted to the ALUC and to the
State Division of Aeronautics as required under the Public Utilities Code (PUC). The Council held
subsequent meetings on September 16th (EIR certification and grant close-out) and September
30th (airport policies and implementation), October 7th (LUCE Fiscal Report), and December 2nd
during which time the Council provided direction for edits to staff.
On December 9th, the City Council took formal
action to overrule the ALUC’s determination and
approved the LUCE update as allowed under PUC
21676(b). Council also introduced ordinances to
implement the zoning changes and changes to the
Zoning Code on December 9th with final approval
following on December 16th.
The project was successfully completed and the
City received its final grant reimbursement for work
accomplished.
Next steps
The updated elements now have work programs
that require implementation. Updating the
infrastructure financing/impact fees is an especially
important first step as the City’s fee structure does
not capture all of the improvements identified in
the updated elements.
This 2014 annual report reflects the 1994 Land Use and Circulation Element programs because
the action to update the elements occurred during the last Council meetings of 2014. The 2015
annual report will reflect the programs (and progress toward implementation) from the
updated LUCE
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Community Development Department Organizational
Assessment
An Organizational Assessment of the Community Development Department was completed in
April, 2013. A key component of the Organizational Assessment was improving the
development review process; thirty-three recommendations were directly related to
development review.
Improving the development review process is a four-phased approach: 1) Implement the
Organizational Assessment recommendations, 2) Identify Process Improvements, 3) Implement
Improvements, and 4) Monitor Performance.
The process is approximately 90 percent complete with 30 tasks completed or ongoing,
including the following:
Established weekly training for plan check, inspection, and code enforcement personnel.
Formalized the Development Review Team meetings with agendas and follow-up action.
Revised the agenda schedules to get the Advisory Reports out earlier to the public.
Published cycle times standards for major permit types on the website.
Assigned a full-time Building Division Permit Technician to cover the counter 40 hours
per week.
Moved the Public Works Engineering Development Review Division into the Community
Development Department.
Improved the “completeness” letter template.
Increased collaboration between Long Range and Development Review Divisions.
Increased public contact and availability for the public with inspection staff.
Other improvement tasks currently in progress include:
Establishing criteria for pre-application reviews.
Using an agreed-upon entitlement schedule for high priority projects.
Developing a customer services best practices program.
Developing a Standard Conditions library and Key Performance Indicators.
Developing Key Performance Indicators (KPI’s), to serve to monitor Department
performance in areas identified for improvement.
Upcoming related tasks to improve the development review process include utilizing
“dashboards” to display status of projects, key performance measures for both internal and
external participants in the process, and possible reorganization efforts to improve efficiency
and effectiveness.
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Improving the development review process will help carry out one of the major goals of the City
Economic Development Strategic Plan, which is to streamline the process and remove barriers
to job creation. The Developers Roundtable – a cross-representation of local architects,
engineers, planners, and project representatives – has been a valuable partner in reviewing
process improvements. Looking ahead, the Council’s Major City Goal of Housing, for the 2015-
2017 Financial Plan, further places emphasis on the need to be effective and efficient in the
review of engineering, planning and building permit applications.
Serra Meadows
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Planning and Building Activity
Application totals are tracked monthly and maintained on a calendar and fiscal year basis.
Reports are broadly distributed both within the City and to outside organizations. Tracking of
the applications and permits serves as an indicator of development trends and a tool for budget
forecasting.
Yearly Planning Application Trends
Planning applications include use permits, architectural reviews, subdivisions, zoning
amendments, and administrative actions. Figure 1 below shows the planning application totals
over a 15-year period with the historic highs of 2004-2006, the effects of the economic
downturn starting in 2008, and the solid development recovery in 2013-2014. 2014 has the
highest number of planning applications (338) since 2006.
Figure 1, Total Planning Applications Received Per Calendar Year
Source: Community Development Department, 2015
0
50
100
150
200
250
300
350
400
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327
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317
274
352 364 353
315
243
185 202
182 194
259
338
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a
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Monthly Planning Application Trends
Figure 2 below shows planning applications received on a monthly basis for the last 6 years and
shows the high volumes of applications in 2014. The number of applications received each
month was equal or greater than at any time in the last 5 years for the given month, with the
exception of January and December.
Figure 2, Total Planning Applications Received Per Month by Calendar Year
Source: Community Development Department, 2015
The Community Development Department uses trends and adjusts staffing to correspond to
current development activity. When application numbers decreased during the recession, staff
levels were reduced commensurately. Staff levels have since increased to meet demand.
Additionally, consultants have been brought on board to manage particularly large and complex
projects, such as Righetti Ranch, San Luis Ranch, and Avila Ranch. The application totals shown
in Figure 2 above, only capture numbers of applications and are not reflective of the size and
complexity of individual project applications. In addition to the three complex projects
mentioned above, the City is now processing other large projects in the Margarita and Orcutt
areas, as well as downtown mixed use projects and large multiple family developments.
Building Permits and Plan Reviews
Building permits are issued for various projects ranging from the relatively simple (e.g. water
heaters, window change outs, reroofing, etc.) to the more complex projects (e.g. additions and
new buildings). Plan reviews are typically required for the more complex projects where it is
necessary to review proposed design documents for code compliance.
0
5
10
15
20
25
30
35
40
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AVG 2000-2014
2009
2010
2011
2012
2013
2014
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Table 1, Building Permits Issued 2011-2014 Comparison
Source: Community Development Department, 2015
Table 1 depicts the number of building permits issued over the past 4 years. In 2014, more than
100 permits were issued for single-family and multi-family projects. This represents 216
residential units overall, 100 of these units being permitted in December alone. This level of
residential activity is more than double the level in 2013, for both number of permits and total
overall units.
Valuation of Construction
Construction valuation is a good indicator of the level of private investment in building
construction. Table 2 depicts the annual construction valuation over the past 4 years. Calendar
year 2014 was the fourth year in a row to see a notable increase in this area.
Table 2, Valuation of Construction, 2011-2014 Comparison
Source: Community Development Department, 2015
units units unitsunits
81 100 54 54 32 68 6 6
22 115 9 43 8 25 7 20
5 - 9 2 6 9 5
0 - 0 0 0
249 1 324 3 282 1 271
180 - 156 170 132 1
0 - 0
537 216 552 102 498 103 451
units units unitsunits
11 - 26 13 9
22 5 27 15 22 24 9
1,329 - 1,649 1,431 6 1,191
51 - 44 65 57
0 - 0 0 0
Sign
Renewals
2013 2012 211
Grading
Demolition (Units)
2014
Plumbing, Mechanical & Electrical
Commercial Additions/Alterations (Units)
Motel Rooms
Total Building Permits (Units)
OTHER PERMITS ISSUED
2011
Single Family (Units)
Multi Family (Units)
Commercial (Units)
Public-New Buildings & Alterations
Residential Additions/Alterations (Units)
BUILDING PERMITS ISSUED 2014 2013 2012
507
9,856
515
13,727
4,395,583
0
4,955,707
12,421,274
25,881,857
2,515,368
0
7,228,496
10,719,880
34,145,884
14,856,188
0
7,429,135
12,859,158
55,958,776
3,739,324
0
7,053,269
16,169,065
69,956,562
26,906,240
16,088,664
14,152,752
6,661,543
11,380,280
2,301,857
1,163,948
2,945,343
Plan Check Applications Submitted
Inspections Conducted
684
7,240
687
10,698
PROJECT STATISTICS 2014 2013 2012 2011
Commercial Additions/Alterations
Total Valuation
Single Family
Multi Family
Commercial
Public-New Buildings & Alteration
Residential Additions/ Alterations
2011VALUATION OF CONSTRUCTION 2014 2013 2012
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The Building Division has added a full time building inspector
position, a full time plans examiner position, and a contract
permit technician to help with the continued rise of permit
applications as well as bringing a third plan review consultant
on board for the more complex and large projects such as
Chinatown, SLO Brew, Bridge Tract, Foothill Plaza, University
Square, and South Street Housing Project.
Future Chinatown Development
Community Development
Department
Resource Forecast
CDD is made up of five
divisions: Building,
Engineering, Development
Review Planning, Long Range
Planning and Department
Administration.
To meet projected workloads for
FY 2015-16, additional
resources funded by increased
revenue are proposed. Full Time
Equivalent (FTE) =1,703
productive annual staff hours.
BUILDING
Projected workload: 15.5 FTE
Authorized resources: 13.5 FTE
Needed resources: 2 FTE1
DEPARTMENT ADMIN
Projected workload: 6 FTE
Authorized resources: 5 FTE
Needed resources: 1 FTE1
DEVELOPMENT
REVIEW
Projected workload: 7.5 FTE
Authorized resources: 4 FTE
Needed resources: 3.5 FTE1
ENGINEERING
Projected workload: 6.2 FTE
Authorized resources: 3 FTE
Needed resources: 3.2 FTE1
LONG RANGE
Projected workload: 6.13 FTE
Authorized resources: 5.5 FTE
Needed resources: 2.13 FTE1
1As described in the SOPC budget
request, additional consultant and
staff resources are proposed to be
funded as part of the 2015-2017
Financial Plan to meet workload
demand and major city goals.
A full breakdown of CDD resource
allocation is in the appendix.
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Housing and Residential Growth
The 2010 Census estimated the City’s population to be 45,119 , as shown in Table 3. This
equates to 2.1 percent growth since the 2000 Census when the City’s population was estimated
to be 44,174. Total housing units grew by 6.5 percent in the ten-year period between 2000 and
2010.
Table 3, Housing & Population
Housing and
Population 2000 2010
Total Housing Units 19,306 20,553
occupied 18,639 19,193
vacant 667 1,360
Total Population 44,174 45,119
Source: U.S. Census Bureau
The Land Use Element policy related to residential growth (LUE 1.10.2) states that the City’s
housing supply shall grow no faster than one percent per year, on average, based on
established thresholds in Table 4, from the Land Use Element:
Table 4, Anticipated City Population Growth
Year Approximate Maximum
Number of Dwellings
Anticipated Number of People
based on 2.3 persons per dwelling
2009 20,2221 44,521
2014 21,253 48,881
2019 22,337 51,375
2024 23,477 53,997
2029 24,674 56,750
Estimated urban reserve capacity: 57,200
Source: Land Use Element, City of San Luis Obispo, Community Development Department
1 Actual number from 2009 Housing Element.
This policy was modified in 2010 to an average of one percent per year over the five-year
Housing Element planning period. The policy change respond ed to slow residential growth
trends combined with the phasing and financing plans incorporated into the Margarita and
Orcutt Specific Plan Areas.
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The Residential Growth Management Regulations (MC 17.88) requires each specific plan area
to adopt a phasing schedule for residential growth to ensure that established thresholds in the
Land Use Element are not exceeded.
Based on the Community Development Department’s running total of residential construction
permits, there were a total of 20,893 housing units in the City at the end of 2014. As shown in
Table 5 the annual growth rate in 2014 was 0.44 percent, which includes new single-family and
multi-family market-rate residential construction. This is well within the limit of the 1 percent
annual residential growth rate identified in the Land Use Element.
Over the last 10 years, the City has experienced a total growth in housing units of 2.88 percent,
while the average annual growth rate for the last decade was 0.29 percent. State law requires
that affordable units deed-restricted to extremely low, very low, or low income households are
not factored into residential growth rate calculations. Nonetheless, if those units are added, the
average annual growth rate for the last decade was still only 0.39 percent.
Anticipated growth projections provided in the Land Use Element are the basis for many other
assumptions in the General Plan, such as transportation needs. Since the actual growth rate is
lower than the projection, assumptions based on these projected rates remain valid.
Table 5, Residential Units Added to the City (01/01/04 – 12/31/14)
Year SFR -
Detach
SFR -
Attach MFR Annex
Units Total Units Net
Mkt
Net Mkt
Growth
Mkt Aff Mkt Aff Mkt Aff Rate
2005 27 0 22 2 9 40 100 58 0.29%
2006 17 0 4 0 9 10 40 30 0.15%
2007 16 0 5 0 99 5 125 120 0.60%
2008 7 0 23 0 -1 28 57 29 0.14%
2009 16 0 3 0 29 10 58 48 0.24%
2010 15 0 17 0 23 34 89 55 0.27%
2011 0 2 0 0 23 42 18 85 41 0.20%
2012 16 0 1 0 17 0 34 34 0.17%
2013 16 3 0 0 63 10 92 79 0.38%
2014 67 0 0 0 25 22 114 92 0.44%
10-yr
Total 268 9 100 12 486 271 18
1,164 872 2.88%
Source: Building Permits Finaled, Community Development Department
Note: Units shown are net totals accounting for demolitions.
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New housing types in 2014 consisted of a mix between detached single family (67) and
attached multi-family units (47) with approximately 20 percent deed-restricted for affordability.
Twenty multi-family units were dedicated at the “low” affordability level and two multi -family
units were dedicated at the “moderate” affordability level.
It should be noted that over the past 10 years, 65 percent of new housing construction was in
the form of attached multi-family development, with 36 percent deed restricted for
affordability. A total of 114 net new residential units were granted final occupancy in 2014; this
is the most new residential construction since 2007.
Figure 3 shows the construction trends of single family and multi-family housing since 2002.
Figure 3, Housing Unit Construction Based on Permits Filed
Source: Community Development Department, 2015
Quantified Objectives
State housing law requires that each jurisdiction establish quantified objectives for their fair
share of regional housing needs by income group. Deed-restricted affordable units count
towards meeting the quantified objectives, and housing built at densities the state presumes
are affordable qualify as well. The quantified objectives are for the five-year period between
Housing Element updates. The Housing Element includes goals, policies and programs to
accommodate affordable housing programs that meet the City’s quantified objectives, mixed-
income housing, housing variety and tenure, and special-needs housing.
0
25
50
75
100
125
150
175
200
225
250
2002 2004 2006 2008 2010 2012 2014
Single Family
Multifamily
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Table 6, Progress towards Meeting Quantified Objectives (01/01/10 to 12/31/14)
Income Category
(% of County Median Income)
Regional Housing Need Allocation
SFH
QO2
SFH
Built1
MFH
QO2
MFH
Built1
Total
QO2
Total
Built1
Extremely Low (< 30%) 0 0 185 5 185 5
Very Low (30-50%) 0 5 185 29 185 34
Low (51-80%) 104 0 155 70 259 70
Moderate (81-120%) 118 0 177 4 295 4
Above Moderate (> 120%) 266 140 399 141 665 281
TOTAL UNITS 488 145 1,101 249 1,589 394
Source: Housing Element, City of San Luis Obispo, Community Development Department
1 Reflects net units constructed 01/01/10 thru 12/31/14.
2 Reflects Quantified Objectives for each category
About 27 percent of all housing units added in the City since 2010 were affordable to
extremely-low, very-low, low and moderate income households, but the City did not achieve
the quantified objectives outlined in Table 6 for the planning period. Achieving the quantified
objective is not a requirement, yet it is a way to measure how effective the City has been in
terms of housing programs and policies to advance the construction of affordable housing. It
should be noted, however, that market conditions and the financing environment are the
primary drivers that determine the production of affordable housing.
Affordable Housing
The City’s Housing Programs Manager (HPM) focuses on affordable housing development and
other important General Plan Housing Element goals. The HPM serves on the Board of Directors
for the Workforce Housing Coalition, the Funding Commission for the SLO County Housing Trust
Fund, and contributes to the work of the Homeless Services Oversight Council. These efforts
contribute to an improved environment for planning and development of affordable housing in
the City of San Luis Obispo. The following is a list of program accomplishments for 2014:
1. Housing Element Update: The Housing Element is a state required element of the
General Plan that must be updated every five years. Updating the Housing Element
is a key step in the City’s efforts to expand affordable housing opportunities. On
January 20, 2015, the City Council adopted an update to the City’s Housing Element
that will guide City housing actions through 2019. The Housing Element was updated
in response to input received through two community workshops and meetings with
eight different groups and organizations, as well as other input received beginning in
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Fall 2013. On November 12, 2014, the Planning Commission recommended the City
Council approve the Negative Declaration of Environmental Impact and adopt the
proposed Housing Element. The update process was a tool to modify housing
policies and programs to reflect the changing needs, resources and conditions in the
community, and to respond to changes in state and federal housing law.
2. HASLO Moylan Terrace (851 Humbert Avenue): The Moylan Terrace housing
development located at 851 Humbert Avenue has completed and sold the first three
phases (36 units) of the project. The project includes 80 residential townhomes and
a building with a community room and one rental apartment. Of the 81 units, 27 are
deed-restricted (34%) for very-low, low and moderate income families. Phases 4 and
5 of the development (24 units) are under construction with completion expected in
spring of 2015. The City contributed an Affordable Housing Fund grant of $709,900
for property acquisition and an impact fee loan deferral for the affordable units.
3. 313 South Street: In December 2014, South Street Family Apartments closed escrow
on property located at 313 South Street for the development of a 43 unit multi-
family rental apartment project. This project has a very complex financing package
including federal, state and local funding sources. The City provided a loan in the
amount of $650,000 from the Affordable Housing Fund and a development impact
fee deferral loan in the amount of $716,166. The project has received a building
permit and construction is slated to begin in spring 2015.
4. HASLO Affordable Housing Rental Project: HASLO is proposing an affordable housing
project located at 860 Humbert Street that will include 20 rental units. The project
proposes 9 studio, 10 one-bedroom and 1 two-bedroom units for low and very-low
income individuals with the goal of housing the County’s veteran population. The
project has received all necessary land use entitlements and will be applying to the
state for tax credits in July 2015.
5. Iron Works Affordable Housing Rental Project: The City has received a planning
application for a 46-unit 100% affordable housing development located at 3680
Broad Street. The City is currently reviewing land use entitlement requests and the
applicant anticipates applying to the state for tax credits in July 2015.
6. Orcutt Area Specific Plan: There are currently four development projects proposed
in the Orcutt Area Specific Plan. One project has received all necessary land use
entitlements and includes 146 units with 25% of the units affordable to very-low,
low, and moderate income households, far exceeding the project’s Inclusionary
Housing requirements. The remaining three projects are currently in City review and
include a total of 534 units with mix of housing types and affordability.
7. Rehabilitation: The City received an Affordable Housing Fund request from HASLO to
rehabilitate property located at 1379 Sydney Street. The property consists of a 5-
bedroom home with a secondary dwelling unit that provides housing for six formerly
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homeless individuals through a shared housing agreement. Residents receive case
management and related services through Transitions Mental Health Agency.
8. Margarita Area Specific Plan (MASP): Staff is collaborating with HASLO regarding
their option to develop affordable housing in the Margarita Area Specific Plan
(MASP). HASLO is in the preliminary stages of developing plans to construct
affordable housing on a two acre property that is in the process of being dedicated
by the property owner/developer of the subdivision.
9. Housing Trust Fund (HTF): The San Luis Obispo County Housing Trust Fund (HTF) is a
Community Development Financial Institution (CDFI) that provides financing,
technical assistance and advocacy to increase the supply of affordable housing in the
City. The HTF provides short-term or gap financing for affordable housing projects,
including property acquisition, construction, and refinancing. HTF staff also serves
as a resource to City staff working with developers on affordable housing projects.
They provide technical assistance to HASLO, Habitat for Humanity, Alano Club,
Women’s Shelter Program, TMHA, CAPSLO and other non-profit and for-profit
organizations and developers to increase their ability to provide housing.
Since 2005, the HTF has provided over $13 million in financing for affordable housing
projects county-wide, contributing to the creation or preservation of 432 affordable
dwelling units. More than $2.3 million was loaned for projects in the City,
contributing to the creation or preservation of 112 affordable dwelling units. The
Affordable Housing Fund (AHF) has been used to help support the operating costs of
the HTF over the past 11 years, for a total of $300,000.
10. Community Development Block Grant Program (CDBG): The CDBG program provides
annual funding for eligible affordable housing projects and support for the homeless
shelter. Over the past five years the CDBG Program has provided over $1,250,000
towards affordable housing and approximately $500,000 towards homeless services.
Projects funded for the 2014 Program Year included homeless services, transitional
housing and emergency shelter rehabilitation.
11. Inclusionary Housing: The City secured 22 affordable rental housing units (20 low
and 2 moderate income) through long-term and equity-share affordability
agreements (3229 Broad Street – 8 units, Moylan Terrace – 8 units, Transitions
Mental Health – 8 units).
12. Homeless Services Center: In October 2014, CAPSLO submitted a planning
application for a Planning Commission Use Permit and Architectural Review to allow
the development of a Homeless Services Center (HSC) at 40 Prado Road. The facility
would combine services currently provided at the Maxine Lewis Memorial Shelter
and Prado Day Center, consistent with the 10-Year Plan. The site was purchased in
June 2014, by CAPSLO and the San Luis Obispo Regional Transit Authority (RTA) for
the establishment of a HSC and regional transit facility. On December 10, 2014, the
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Planning Commission approved the use permit.
13. Safe Parking Pilot Program: On March 20, 2012, the
City Council authorized CAPSLO to operate a safe
parking pilot program for up to five vehicles on a
portion of the property located at 43 Prado Road
adjacent to the Prado Day Center. The program
provides homeless persons with vehicles a safe place
to temporarily park with the goal of eventually
transitioning them into permanent housing. On
October 22, 2014, the Planning Commission
approved a use permit to allow for a permanent
program and increased the vehicle allowance from
five spaces to seven.
14. Homeless Issues Working Group: The City has a
Homeless Issues Working Group to support and
implement the 10-Year Plan and to identify, evaluate,
and implement strategies to reduce the impacts of
homelessness on the City. The Working Group meets
bi-monthly and is made up of executive team
members that have programmatic responsibility in
areas that serve the homeless population, or serve c
ommunity members that are impacted by
homelessness.
15. Homeless Services Oversight Council (HSOC): In 2013,
the County’s Homeless Services Oversight Council
(HSOC) voted to make Housing First its top priority
for 2014, and voted to join the 100,000 Homes
Campaign. This program uses the Housing First
approach to assist the most vulnerable, chronically
homeless persons who are at risk of dying on the
streets. In response to HSOC’s action, HASLO offered
to make available 50 Housing Choice Vouchers to
house the most vulnerable homeless persons. On
November 5, 2013, the County Board of Supervisors
authorized funding for case management services to
implement the program. The City submitted a letter
and provided testimony in support of this action. On
August 26, 2014, the County awarded a $1.86 million
contract over a three year period to Transitions
Mental Health Association (TMHA), in conjunction
Council Goals
Implementation of the
General Plan ties directly
to Council Goals adopted
in the 2013-15 Financial
Plan:
Implement strategies to
address homelessness
Continue and enhance
neighborhood wellness
initiatives
Continue to provide
essential services and
sustain the City’s short
term and long term fiscal
health
Expand bicycle and
pedestrian paths
Implement the Economic
Strategic Plan and create
head of household jobs.
Assess and renew the
downtown by supporting
cultural attractions &
reduce incidents of illegal
activity and adverse
Complete construction of a
skate park
Expand open space and
provide resources to
enhance open space
quality and amenities
Enhance maintenance of
City infrastructure
Improve transportation
including prioritizing
construction of Los Osos
Valley Road overpass, and
improve walkability of the
City’s neighborhoods and
commercial districts.
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with partnership agencies, to implement the 50Now program.
TMHA has placed 17 individuals in housing as of December 31, 2014, with the
majority being placed in the City. All individuals are participating in independent
living support skill groups as well as meeting with their assigned case manager on a
weekly basis. TMHA has exceeded the first milestone for success in the 50Now
contract with the County. The individuals in the program are being provided housing
and supportive services, including food resources, medical treatment, mental health
support and assistance with entitlement benefits.
16. Good Neighbor Policy: On May 20, 2014, Council adopted a citywide Good Neighbor
Policy (GNP) for homeless services. The intent of the policy is to clearly communicate
community expectations and City commitments as it relates to the City’s support of
homeless services. The GNP provides a framework in which the City will support and
regulate Homeless Service Providers in the Community who are seeking City permits,
entitlements or funding.
17. Reasonable Accommodation Ordinance: Both federal and state fair housing laws
prohibit discrimination in housing against individuals with disabilities. These laws
require that cities and counties take affirmative action to eliminate regulations and
practices that deny housing opportunities to disabled individuals. On June 10, 2014,
Council adopted a reasonable accommodation ordinance that provides a fair and
reasonable procedure for disabled persons to request flexibility in the application of
land use and zoning regulations to ensure equal access to housing.
HASLO’s Moylan Terrace, 851 Humbert Ave
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Nonresidential Growth
Based on final building permits issued, 73,743 square feet of net new nonresidential floor area
was added to the City in 2014, which reflects a 0.64 percent increase from 2013. This is an
increase from a 0.11 percent growth rate experienced 2013, which saw only 12,710 square feet
of net new nonresidential space.
In 2014, new office space was the largest nonresidential sector, with 62,792 square feet of net
new floor area. More than half of that (38,933 square feet) is from SESLOC’s new office on
Broad St. Figure 4 illustrates the growth rate of the different nonresidential sectors beginning in
2004.
Figure 4, Net Annual Growth Rates of Nonresidential Sectors (2004–2014)
Source: Building Permits Finaled, Community Development Department
Note 1: Annexed floor area excluded from growth rate calculations: 2008, portions of Airport Area Specific Plan.
Table 7 describes mixed-use and nonresidential projects in different phases of the review
process in 2014. A significant increase in nonresidential projects is anticipated to be completed
in 2015, since over 140,000 square feet of nonresidential floor area was under construction in
2014. There were also projects containing over 350,000 square feet of new floor area that
received planning approvals but were not yet under construction. Not all may ultimately be
constructed.
-2.00%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
2004 2006 2008 2010 2012 2014
Institutional
(government,
schools,
churches)
Office (including
banks)
Retail (including
restaurant,
motel, hotel)
Services &
Manufacturing
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Table 7, 2014 Projects in the Pipeline with Nonresidential Square Footage
Project Name Address Nonres.
Sq. Ft. Type Status
Mixed Use (Residential and Commercial)
Chinatown 861 Palm 46,140 Retail, Hotel Entitled
Garden Street Terraces 1119 Garden 25,047 Retail, Hotel Entitled
Monterey Place (Leitcher) 667 Monterey 25,000 Office, Retail Entitled
Broad St. mixed 3049 Broad 9,500 Office, Retail In Planning
Pacific Courtyards 1327 Osos 8,000 Office, Retail In Planning
*Marsh St Mixed Use-New Group 570/590 Marsh 13,190 Retail, Restaurant In Planning
*581 SOHO 581 Higuera 13,000 Retail In Planning
*Broad & Marsh Mixed use 667 Marsh St. 4,200-8,300 Office, Retail In planning
*Orcutt & Broad Developoment 791 Orcutt 4,000 Retail In Planning
*San Luis Ranch 0 Dalidio 200,000 Comm., Inst., Hotel, Office Pre-app
*The Junction 2120 Santa Barb. 5,850 Retail In Planning
*956 Monterey 956 Monterey 5,180 Commercial Entitled
*Iron Works 3680 Broad 4,400 Retail, Affordable Housing In Planning
*Jones Property 15,070 Commercial In Planning
*Avila Ranch 20,000 In Planning
*Public Mkt-Long-Bonetti Ranch 3897 S. Higuera 46,932 Service-Commercial In Planning
*Santa Rosa Mixed use 1135 Santa Rosa 7,150 Commercial, Office In Planning
Commercial
Airport Business Center 4450 & 4460 Broad 47,000 Service-Commercial Under constr
Mind Body 651 Tank Farm 60,000 Office Under constr
French Hospital 1911 Johnson 31,471 Office, Institutional Under constr
Old Mission School 774 Palm 4,000 Institutional Under constr
Digital West 600 Tank Farm 80,000 Service-Commercial Entitled
1845 Monterey Hotel 1845 Monterey 60,368 Commercial - Hotel Entitled
Aerovista Office 892 Aerovista 44,000 Office Entitled
Aerovista Place 862 Aerovista 37,230 Office-Business Park Entitled
Laurel Lane 1241 Laurel Lane 9,500 Commercial In planning
Chevron Tank Farm 50 ac Commercial Tract In Planning
Calle Joaquin Rezone/Hotel 1301 Calle Joaquin 56,975 Rezone to allow hotel use In Planning
*279 Bridge 279 Bridge Street 23,309 Commercial-Manufac. In Planning
*SLO Brew Production 855 Aerovista 31,000 Office, Brewery In Planning
*Santa Rosa St. Development 1101 Monterey 10,000 Retail Entitled
*Granada Hotel expansion 1130 Morro St. 9,871 Hotel Expansion In Planning
Other
*Homeless Services Center 40 Prado 20,000 Homeless Service Center Entitled
*SLO Classical Academy 110 Grand Ave. 4,182 Conv residential to school In Planning
Source: Community Development Department, 2015
*New projects in 2014
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Commercial and Industrial Growth Management
Land Use Element Policy 1.10.4 states that each year, the Council will evaluate the actual
increase in nonresidential floor area over the preceding five years. The Council shall consider
establishing limits for the rate of nonresidential development if the increase in nonresidential
floor area for any five-year period exceeds five percent. The five-year growth rate for 2010
through 2014 was 3.84 percent, and the five-year annual average growth rate was 0.77 percent.
According to the policy, any limits so established shall not apply to:
A. Changed operations or employment levels, or relocation of ownership change, of any
business existing within the City at the time the limit is set;
B. Additional nonresidential floor area within the downtown core;
C. Public agencies;
D. Manufacturing, light industrial, or research businesses.
Each year the Council has considered whether or not to implement limits to new nonresidential
floor area and has decided against establishing limits. If limits are established they would only
apply to certain types of new commercial floor area, such as new offices or new retail
establishments outside of the downtown core.
Garden Street Commercial Development
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Jobs-Housing Balance
The jobs-housing balance is a planning tool to review whether a community has a healthy
balance between jobs and the housing supply available to potentially house workers for those
jobs. This balance may be impacted by the match between wage levels and housing costs;
whether all workers in a house have employment in the community in which they live; whether
preferences are met within the community for either housing or employment; and whether
options are available nearby for either housing or employment.
The balance of jobs/housing in an area has implications for transportation systems, however
even an ideal balance may not prevent daily in- or out- commute patterns. According to
planning literature, the desired target is a jobs-to-housing-units ratio of 1.5:1, which reflects
that there is more than one worker living in the average household. Table 8 shows that the
current jobs-housing balance (including major employers just outside the City limits) is 1.8:1.
Table 8, Current Jobs-Housing Balance
Estimated jobs in City limits 33,451
Housing units 20,893
Jobs to housing ratio 1.6:1
Cal Poly jobs (not in City) 2,278
California Men's Colony jobs (not in City) 1,899
Jobs to housing ratio including neighboring
major employers (CP and Men’s Colony) 1.8:1
Sources: SLOCOG Forecast, 2011; Cal Poly CMC, 2011; Comm. Development, 2014.
The General Plan capacity from the 1994 Land Use Element would have resulted in a
Jobs/Housing ratio of 2.1:1 at full build-out. The updated Land Use Element approved by the
City Council in December 2014 results in a Jobs/Housing ratio of 1.7:1 over the next twenty
years, due to inclusion of increased opportunities for residential development, thus improving
the balance between projected jobs and housing growth in the community.
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Major Implementation Plans
The General Plan requires approval of specific plans as a precursor to development of the City’s
major expansion areas. Specific plans typically contain more detailed land-use and design
standards than the General Plan, and address the timing and financing of public facilities.
Specific plans can supersede the Zoning Regulations, or lead to amendments to the Municipal
Code. The process for adopting a specific plan is similar to the process for adopting or
amending a section of the General Plan.
Margarita Area Specific Plan
The Margarita Area Specific Plan (MASP) was approved on October 12, 2004. The remaining
portions of the Margarita Area in the County were annexed into the City in 2008. In 2014,
construction continued on the Serra Meadows project and Council approved modifications of
conditions for Tracts 2353 and 2428 which include 320 residential units.
Airport Area Specific Plan
The Airport Area Specific Plan (AASP) was adopted by the City Council in August, 2005.
Substantial amendments to the AASP, including amendments to land use policies, circulation
plans and the financing plan were adopted by City Council in September 2014. The
amendments were prompted by the Chevron remediation and development project and the EIR
that was developed to review the project. The City Council certified the EIR for the Chevron
project in September 2014.
The remediation portion of the Chevron project is projected to commence in August 2015 and
take up to 3 years. The development portion of the Chevron project could include up to
800,000 square feet of commercial floor area and result in substantial circulation changes
including the re-alignment and extension of Santa Fe Road to Prado Road, the widening of Tank
Farm Road and the incorporation of bicycle trails. The project is proposed to be developed in
phases over 20 years or more.
Orcutt Area Specific Plan
The Atelier development was approved in 2013 for 144 residential units and includes a mix of
single-family units, townhomes, flats, and senior housing. Preliminary plans for the Righetti
Ranch project were submitted in 2013, and formal application was submitted in 2014 for the
144-acre property, which includes 313 residential units, the Righetti Hill open space, and the
adjacent Jones property as a 56-unit residential project. In 2014, a pre-application review was
also conducted for the West Creek project at the corner of Johnson and Orcutt; proposed for a
mix of single-family and multi-family residential housing, totaling 165 units.
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Railroad District Plan
The purpose of the 1998 Railroad District Plan is to develop a community consensus on an
overall vision for the railroad area, coordinate public and private investment, and preserve the
District’s historic character. Phase Two of the Railroad Square project has been completed. The
project successfully melds modern building additions with historic features of the Master List
Channel Commercial Warehouse Building. The adaptive re-use of the Freight Warehouse has
been completed and the Railroad Museum group has completed their tenant improvements to
the building and celebrated their grand opening.
Other new commercial developments have been completed in the district, which has assisted
with the implementation of plan elements such as sidewalks, lighting and other improvements.
The City continues to work with RR District stakeholders, property owners and businesses to
develop a new and improved parking management plan. Parking surveys and data collections
regarding parking demand were completed in 2014.
South Broad Street Area Plan
The South Broad Street Area Plan had been
in process since 2006. The draft Area Plan
was unanimously endorsed by the Planning
Commission in November 2012, and after
early 2013 review and revision by the
Council, the plan was endorsed to move
forward as part of the LUCE update. The
Council’s action in December 2014 to adopt
the Land Use and Circulation Element
update also included adoption of the South
Broad Street Area Plan.
Proposed Improvements for Broad Street
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Climate Action Plan
The City’s Climate Action Plan (CAP) was adopted in 2012. The Plan contains quantified
strategies to reduce greenhouse gas (GHG) emissions from the community and City operations.
It also serves as the City’s Qualified GHG Reduction Strategy. Several strategies from the
Climate Action Plan were incorporated in the LUCE update. Implementing the CAP includes
those actions the City can directly impact and those actions for which the City engages the
community.
Municipal Actions
Strategies in the CAP include review of City facilities and operations to identify opportunities for
emissions reductions. In 2014, the City undertook several efforts to make improvements to
municipal facilities that will result in lowered emissions. Specifically:
1. Replacing building accent/security and city entry sign lighting with LEDs.
2. Retrofitting nearly 100 lighting fixtures from high pressure sodium to LEDs, and
removing about 50 fixtures that were no longer needed at the Marsh Street parking
structure (savings of 58,406 kWh).
3. Replacing the main 50-ton cooling compressor (identified in a 2010 PG&E audit) at the
Police Department Administration building to a more efficient unit with variable
frequency drives on supply/return fans, and a cool roof installation on the mechanical
well area at the same time (savings of 4,810 kWh).
In addition, the City’s Water Resource Recovery Facility (WRRF) is involved in a very exciting
energy-saving project in partnership with PG&E. In 2013, a thorough energy audit was
performed to determine where reductions could occur in order to decrease the facility’s carbon
footprint and increase operational efficiencies through process and equipment changes,
upgrades, and other creative solutions.
The audit resulted in a preliminary energy assessment which included a list of 30 energy
conservation measures proposed for the facility. The measures were then vetted to determine
their economic viability and nine were approved. The design of the $7.5 million project was
completed in late 2013 and construction began in early 2014. New energy efficient lighting has
already been installed, for which PG&E has issued a $10,000 rebate check.
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Water Resource Recovery Facility
Other work around the City completed over the last several years includes:
• Retrofitting all fluorescent tube lamps from T-12s to energy saving T-8s in all buildings.
• Retrofitting all magnetic ballasts with energy saving electronic ballasts in all buildings.
• Retrofitting incandescent bulbs with energy saving compact fluorescent bulbs in all
buildings.
• Installing lighting controls and/or motion sensors where applicable in all buildings.
• Replacing incandescent exit signs with LEDs.
• Installing high efficiency boilers to heat the pool water at the Swim Center.
• Installing high efficiency circulation pumps on the pools.
• Regular use of energy saving pool covers.
• Installing high efficiency gas-fired water heater for domestic supply at the Swim Center.
• Installing a 60 Kw cogeneration plant at the Swim Center.
• Installing two 8 Kw photo voltaic systems at Ludwick Center and Utilities Administration.
• Installing an Energy Management System to control HVAC systems at: eight different
city buildings.
• Wiring office lighting fixtures to provide switch controlled reduction to lighting levels
where appropriate (known as “in-board/out-board” switching).
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• Minimizing energy use by using motions sensors to create “unoccupied” sections of
buildings throughout the day at City Hall and the Police Department.
• Upgrading/Replacing HVAC equipment to modern energy efficient units as funding
becomes available: replacing furnaces at the Senior Center, Swim Center, Fire Station #4
and the Corp Yard, replacing three out of five package units at the Police Department,
and replacing the compressor and furnace at Fire Station #2.
Community Actions
CAP strategy implementation in the community in 2014 included collaboration with regional
partners for outreach and education. AmeriCorps staff resources were made available through
the Local Government Commission and funding by the Air Pollution Control District. These
resources (called the CivicSpark team) have been working with all of the local cities and the
County to collect information regarding permits issued for energy upgrade projects (to aid in
future reporting on CAP implementation) and to identify permit streamlining opportunities for
small scale photovoltaic installations (a process which the City of San Luis Obispo already has in
place). The CivicSpark team has also developed a web site and handouts to educate residents
and business owners about energy retrofits and energy reduction actions. The team is funded
through fall 2015.
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Economic Development
On October 16, 2012 the City Council approved the adoption of the Economic Development
Strategic Plan (EDSP). The EDSP focuses on creating a system that supports and sustains
industries creating head of household jobs. The EDSP is organized into four overarching
strategies:
Break Down Barriers to Job Creation
Actively Support Knowledge & Innovation
Promote and Enhance the San Luis Obispo Quality of Life
Build on Existing Efforts and Strengthen Regional Partnerships
Implementation of the EDSP is ongoing. Highlights from 2014 include:
Break Down Barriers to Job Creation
Processing
Progress has been made in key areas. In particular, the recommendations from the
Community Development Department’s (CDD) Organizational Assessment have been used
to develop a project plan to execute a permit streamlining process. A Development Review
Team (DRT) is in place to ensure a consistent and expedient approach across all involved
departments.
Changes to the DRT process are being implemented to provide a mechanism to track
overdue plan checks and track workflow commitments. A Continuous Improvement Group
(CIG) has been formed from a sub-set of the Development Review Team to actively work on
permit process improvements and accountability measures through cross- department and
cross-functional input, action and alignment with key performance indicators. The CIG is
currently working to develop an automated measurement and reporting system to improve
and report on performance.
The City continues to use various proactive approaches like pre-application meetings, quick
response teams, fast track permitting and pre-determinant scheduling to ensure that major
projects can move forward as quickly as possible.
Infrastructure and Fees
Following the infrastructure study sessions in March 2014, Council directed staff to develop
a prioritized list of infrastructure projects for the City to invest in from an Economic
Development and Quality of Life perspective. That initiative evolved into the Infrastructure
Investment Capital Fund (IICF) and Infrastructure Investment Capital Improvement Project
(IICIP) which Council is considering separately.
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Actively Support Knowledge & Innovation
Entrepreneurship
The Economic Development Program is actively working with our partners to promote an
environment that supports entrepreneurship and start-ups. The City continues to support
the SLO HotHouse financially and professionally. In 2014, the HotHouse started 10 new
businesses, counseled 84 new clients, created 39 jobs and had an overall investment in th e
companies of more than $1.6 million.
Access to Broadband
The City has been working with a Tri-County consortium through the Economic Vitality
Corporation (EVC) to develop a broadband road map that can be used by the various
jurisdictions to develop their own broadband roadmaps (strategy 2.3).
Promote and Enhance the San Luis Obispo Quality of Life
Tourism and Community Promotions
In 2013-14, the City collected just over $6 million in transient occupancy taxes, nearly a 9
percent increase over the previous year. Continuing the trajectory into this fiscal year,
during the first six months (July-December) TOT collections are averaging about 11 percent
growth compared to the same period last year.
The Promotional Coordinating Committee funded promotional grants through the annual
grants-in-aid process for over 25 local non-profit organizations.
From a public relations
perspective, San Luis Obispo
topped over a dozen “Best
Of” lists in 2014 including:
Peter Greenberg’s best
places to visit in 2014, Travel
+ Leisure’s Most Romantic
Towns in America, and
Gallup’s Healthiest Towns in
America.
Fremont Theater, Downtown SLO
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New Policy Initiatives
In 2014, the City created a new contract position, Special Projects Manager, to advance several
policy initiatives that were unable to be addressed with existing resources. Those initiatives
included:
Medical Marijuana
An initial public hearing on May 6th, 2014, was held to review a comprehensive ordinance to
address medical marijuana in the community in response to neighborhood complaints. After
testimony from the public and deliberation by the City Council, the ordinance was not approved
and staff was directed to focus on the potential nuisance effects of medical marijuana
cultivation.
Short Term Rentals
In 2013, the City received a variety of complaints regarding short term rentals as well as
requests to permit them in the City. In response, the City Council held a study session to
explore the issue, and directed staff to draft an ordinance with input from various perspectives.
Staff worked throughout 2014 to develop permit requirements and performance standards and
in January 2015, the City Council approved an ordinance to allow for owner-occupied
homestays while continuing the prohibition of non-owner occupied vacation rentals.
Expanded Polystyrene
In response to requests from the community, the City Council held a study session in
September 2014 to review regulatory options for prohibiting the use of expanded polystyrene
(plastic foam) food and drink containers in the City. The City Council provided direction on key
elements of a policy and staff expects to be back to the City Council with a draft ordinance in
June 2015.
E-cigarettes
In February 2014 the City Council directed staff to agendize consideration of an ordinance to
include e-cigarettes in existing regulations for tobacco products and smoking. After outreach to
the public and business community on the issues, staff returned to the Council with an
ordinance in March 2015 which was unanimously approved.
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Council Goal-Setting Community Forum
Open Government
The Special Projects Manager also led the development of the City’s Open Government
webpage which enhances accountability and transparency of City operations. The website
includes a number of new features including Open City Hall, an online civic engagement portal,
and the City’s first open data portal providing a single location for various types of City data.
Measure G
Measure G, a City of San Luis Obispo Sales Tax Measure, was passed by over 70 percent of
voters in November 2014. This measure authorized the city to continue to collect a sales tax of
0.5 percent for eight years. The tax, originally approved in 2006 under the name Measure Y, has
brought in an average of $5.2 million per year in revenue to the city since 2006. This additional
revenue has allowed the City to increase services in projects such as infrastructure
maintenance, public safety, flood control, traffic congestion relief, open space, and recreation.
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Historic Preservation
The City was given an award of excellence in 2014 by the Central Coast Chapter of the American
Planning Association for the Historic Context Statement Document, which was completed and
published in December 2013 with the assistance of a grant through the Certified Local
Government program. The context statement provides a valuable tool to staff and residents in
advancing the awareness, identification, and status of significant historic properties. The
document also provides valuable information that will help to define the boundaries of existing
and future historic districts.
The City’s Cultural Heritage Committee (CHC) reviewed and commented on the Cultural
Resources section of the Land Use and Circulation Element EIR. They also reviewed and
endorsed the nomination of the La Loma adobe property at 1590 Lizzie Street for placement on
the National Register of Historic Places.
The CHC oversaw the placement of new Historic district identification signs which were
installed by the City in 2014. The sign designs were developed by Pierre Radamaker of
Radamaker design. The Downtown Association recently recognized the signs as a beautification
effort and awarded the City a beautification award.
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Water Supply
The City obtains water from five sources: Salinas Reservoir (Santa Margarita Lake); Whale Rock
Reservoir; Nacimiento Reservoir; recycled water from the City’s Water Resource Recovery
Facility (WRRF); and groundwater.
Table 9, 2014 City Water Resource Availability
Water Resource 2014 Annual Availability
Salinas Reservoir (Santa Margarita Lake) and
Whale Rock Reservoir 6,940 AF Safe Annual Yield1
Nacimiento Reservoir 3,380 AF Dependable Yield2
Recycled Water 177 AF 2013 Annual Usage3
Siltation to 2060 (500 AF) WWME Policy A 4.2.24
TOTAL 9,997 AF
Source: Water and Wastewater Management Element, 2010, Utilities Department, 2015.
1Safe Annual Yield is the quantity of water which can be withdrawn every year while operating both
reservoirs in coordinated operations under critical drought conditions. Safe Annual Yield is determined from
a computer model, which accounts for siltation loss through 2010 (per WWME Policy A 4.2.1).
2Dependable Yield is the contractual amount of water the City has right to from Nacimiento Reservoir.
3The quantity of recycled water included is the actual prior year’s recycled water usage (2013) per
WWEA7.2.2.
4Reservoir siltation is a natural occurrence that reduces storage capacity over long periods, resulting in the
reduction of safe annual yield.
As reported in the 2014 Water Resource Status Report (October 2014), availability from these
sources equal 9,997 acre-feet, as shown in Table 9. This supply meets the projected primary
water supply need at General Plan build out of 7,128 acre-feet, plus an additional 1,209 acre-
feet for a reliability reserve and a secondary water supply of 1,660 acre-feet.
The primary water supply was calculated using the City’s build-out population (53,700 people)
and the water use rate of 118.5 gallons per capita per day (a ten-year running average of the
City’s actual per capita water use). The Reliability Reserve was calculated using the City’s 2013
population and 20 percent of the aforementioned water use rate. The secondary water supply
includes the remaining water resources available in 2013.
The Utilities Department is in the process of updating the Water Projection Model to reflect the
severity of the current drought and is formulating a plan to respond to the Governor’s order for
water use reductions. The State Water Board is scheduled to adopt the regulations on May 5,
2015.
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Circulation
Transportation Network Improvements
The General Plan defines “level of service” as the quality of traffic during the peak traffic hour
of the day. Level of service A is free-flowing traffic while level of service F is extreme
congestion. At the end of 2013, the last time data was available, approximately 95% of the
City’s major intersections were within acceptable levels of service as established in the
Circulation Element. The following transportation network accomplishments implemented the
Circulation Element of the General Plan in 2014:
Vehicular
Conversion of the old Hwy 227 Caltrans traffic signal equipment and electronics was
completed in March of 2014.
Numerous traffic signal and intersection optimization improvements were completed as
part of the City’s Traffic Operations Program and ongoing traffic signal management
responsibilities.
Numerous traffic safety improvements were implemented as part of the City’s Traffic
Safety Program.
Construction is underway on the Los Osos Valley Road interchange project, with
completion anticipated in the Spring of 2016.
Major construction and improvements at the intersections of Higuera and Pismo/High,
Higuera and Marsh, and Broad and Tank Farm have been completed.
A mobile speed feedback trailer was deployed at over 50 locations consistent with the
City’s radar sign program.
A major segment of the Prado Rd. extension has been opened including construction of
the City’s first multi-lane roundabout.
Bicycle
Construction of buffered bike lanes was completed on Grand Avenue under Highway
101.
Shared lane markings and signage were installed on North Broad, North Chorro,
Ramona, Cerro Romauldo, and Murray Streets in conjunction with the City’s pavement
maintenance program. Construction of the Bob Jones Trail connection to Los Osos Valley
Road was completed.
The City’s supply of short-term bicycle parking continued to expand as part of the City’s
“Racks with Plaques” bicycle rack donation program.
Bike valet parking service continued at the weekly Thursday night Farmer’s Market and
the service was re-established at the summertime Concerts in the Plaza.
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Bike and Transit Riders
Transit
SLO Transit saw a 1.24% increase in ridership from 2013 (1,133,704), transporting
1,147,748 during calendar year 2014. This represents a new all-time record high in
ridership for SLO Transit.
Free Wi-Fi was installed on 20% of the Peak Fleet as part of a pilot project to help attract
and retain ridership. Early indications point to this program being a success.
SLO Transit is the first in the nation to introduce hand sanitizers onboard its fleet for
public use; in efforts to promote a healthy environment on public transit.
13,939 trips were taken with the Downtown Access pass by downtown employees. This
is a pass designed to mitigate parking congestion issues in downtown.
SLO Transit completed a bus stop retrofit to improve the safety, security and visibility of
bus stops, with $32,140 awarded by CalEMA. This project retrofitted 20 individual stops
with solar lights.
Work on the SLO Transit Joint Short Range Transit Plan is currently underway, which will
provide a comprehensive analysis of the local and regional public transit system.
Findings from this analysis will help shape the future of the City’s transit system and
help build continuity with RTA services.
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Transportation Planning Accomplishments
The following transportation planning projects were implemented in 2014, consistent with
programs in the Circulation Element of the General Plan.
Vehicular
The City’s Circulation Element update was completed.
The City completed its 2013/14 citywide traffic count project. This data is used for
virtually all transportation studies and assessments in the City.
The Railroad Square parking and access plan is currently underway. Initial parking
studies have been completed, an initial public workshop was held with businesses in the
area and staff is continuing to study and
develop concepts for consideration. .
Bicycle/Pedestrian
The City submitted grant applications for
construction of the Railroad Safety Trail
bridge at Phillips Lane; the Prefumo
Creek bikeway from Oceanaire to Calle
Joaquin; and the Bob Jones Trail from
LOVR to Octagon Barn.
The City designed a two way cycle track
for the Railroad Safety Trail segment
from Taft to Phillips Lane.
Utilizing Bicycle Coalition volunteers,
abandoned bicycles in the downtown
are being identified and removed to
maintain the availability of short-term
bicycle parking. Sharrow on Monterey St
In September, the City held its annual Bicycle Rodeo instructing City youth on safe
bicycling techniques and proper riding habits.
In May, the City participated in Bike to Work Month activities, encouraging the use of
alternative transportation.
The City collaborated with the San Luis Obispo Bicycle Coalition and other community
volunteers to offer bicycle safety education training.
The Public Works Department targeted Cal Poly’s Week of Welcome (WOW) for the
promotion of bicycle-on transit use.
The City provided annual bicycling awareness training to SLO Transit drivers.
The City conducted its eighth annual Halloween Traffic Safety campaign passing out
3,700 reflective Halloween bags to elementary school students.
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Neighborhood Traffic Management (NTM)
The Fixlini NTM action plan was adopted by Council in 2014 and construction plans for the
approved measures are currently being developed. The Chorro (Broad to Buchon) NTM was
initiated in 2014. Initial neighborhood meetings have been held, and staff is continuing to
develop the action plan in cooperation with neighborhood residents.
After NTM funding was reestablished in the 2013-15 Financial Plan, a list was developed of
neighborhoods that requested traffic-calming. Neighborhoods are listed below in the order
they were received:
1. Chorro (Broad to Buchon)—in process
2. High (Higuera to Broad)
3. Eto Cir / Devaul Ranch
4. Augusta (Sinsheimer to Laurel)
5. Broad (High to Pismo)
Parking Management
Parking was a major focus area in 2014.
1. The City completed an organizational
assessment of the Parking Services division.
2. A new residential parking permit district was
established near the downtown.
3. Parking meters were added to the 600 block
of Palm Street.
Seven donation meters were installed downtown as
part of the City’s directed giving campaign to end
homelessness. 919 Palm St
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Safety
Emergency Preparedness and Response
In 2014, the San Luis Obispo Fire Department (SLOFD) implemented a new program in which all
staffed City facilities are assigned a different SLOFD crew and/or staff member for disaster
preparedness training and other emergency response education. Each facility will be visited at
least once annually for the purpose of providing evacuation training/drills, emergency
preparedness tips, fire extinguisher training, and disaster service worker information. These
visits will coincide with the SLOFD’s fire prevention efforts.
SLOFD also offered two Community Emergency Response Team (CERT) classes. The CERT
program trains local citizens how to prepare for disasters, and mitigate smaller hazards until
emergency responders become available. Sixteen citizens completed the spring training and
received certificates. Additionally, based on citizen interest, these CERT attendees were
afforded an opportunity for more training, including CPR certification training.
SLOFD also administered a $101,000 FEMA grant to fund and implement a program to improve
fire and fall prevention education for senior citizens and others at risk. Through this program,
44 presentations were made to community groups reaching over 1,000 seniors. This grant-
funded program also allowed the Fire Department to purchase and install 210 standard smoke
alarms and 102 alarms for the hard of hearing. Staff conducted 119 home safety inspections for
seniors.
SLOFD also hosted the annual Open House as part of Fire Prevention week activities and
provided emergency preparedness information to residents and visitors.
Hazard Mitigation
SLOFD in collaboration with other city departments and community agencies completed the
update of the Local Hazard Mitigation Plan (LHMP) in 2014. The LHMP provides guidance on
how to reduce the community’s vulnerability to natural hazards. A public review period of the
draft LHMP concluded with a public hearing before the City Council on February 4, 2014. Staff
revised the plan, responding to public comment and questions. On March 18, 2014 the City
Council approved the LHMP; it was then sent to the California Office of Emergency Services (Cal
OES) for review. In July, Cal OES forwarded the LHMP to Federal Emergency Management
Agency (FEMA) for formal review. On October 7, 2014 FEMA approved the plan for five years.
Grant funding for the LHMP update was provided by FEMA through a competitive grant process
of Cal OES.
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Staff Training
Safety Element Program 9.4 states that the City
will train police officers and other City employees
to levels appropriate for their tasks and
responsibilities.
The California Commission on Peace Officer
Standards and Training (POST), which mandates
minimum content and hours for basic and in-
service training, regulates the training of police
officers and communication technicians. The
Police Department maintained compliance with
POST requirements for in-service training hours
for required employees. This was accomplished by
sending employees to POST-certified training
courses in various topics, with the associated costs
reimbursed by POST, and by providing in-house
training for employees.
The San Luis Obispo Police Department (SLOPD)
also conducts in-house training through the use of
employees who are certified instructors in a variety of police-related job functions, including
defensive tactics and use of firearms.
SLOFD led a county-wide effort to bring law enforcement and fire personnel together to train
for violent incidents, such as mass shootings. Newly developed training and response protocol
have been developed in the aftermath of these tragic events. A new response capability, the
Rescue Task Force, establishes criteria for firefighter-paramedics to enter a hazardous zone
under protection by their law enforcement peers to rescue injured victims. The Fire
Department used a local grant to cover all non-staffing costs associated with this program and
utilized on-duty personnel to eliminate staffing costs to make this vital program happen
without any impacts to the City’s budget.
Mutual and Automatic Aid
Section 9.10 of the Safety Element indicates that the City will work with other jurisdictions to
obtain and follow adequate mutual-aid and automatic-aid agreements.
SLOPD participated in Mobile Field Force joint operations training with Cal Poly University
Police. The purpose of this training was to coordinate mutual aid response efforts and action
directed towards the gathering of large, unruly crowds that could result in a riot or significant
property damage.
SLOPD also coordinated efforts with the San Luis Coastal Unified School District in facilitating
active shooter training. Both school district staff and law enforcement personnel had an
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opportunity to be involved in active shooter/multi-casualty scenario-based training and become
familiar with each other’s policies and practices in the event of an actual significant event.
The City has participated in a regional Special Weapons and Tactics Team (Regional SWAT) since
2008. The Regional SWAT team allows participating cities to leverage limited resources and
maximize coordination and special expertise during critical incidents.
SLOFD deployed on several requests for Mutual Aid throughout the State in 2014, including the
massive San Diego Complex fires. Fire personnel deployed to large-scale incidents receive
invaluable on-the-job training, and the costs associated with their deployment are reimbursed
to the City.
Additionally, SLOFD improved
and expanded their Automatic
Aid agreement with CAL FIRE.
Under this agreement, the closest
emergency response crew will be
dispatched to fire and medical
emergencies, regardless of
jurisdiction. Automatic aid
between SLOFD and Cal Fire/SLO
County Fire occurs on almost a
daily basis now, ensuring that the
closest resources in the correct
amount are sent to emergencies
in and around the City, regardless
of jurisdictional boundaries.
With the support of Council, SLOFD, SLOPD, Communications, and Information Technology
personnel are working on the final phases to implement Quickest Route software, which will
significantly enhance automatic aid by combining the intent of the agreement (provide the
closest resource to the citizen) with GPS technology that selects response units based on their
actual location. This provides quicker intervention while still confirming City Fire cross-trained
firefighter paramedics provide that enhanced level of care.
SLOFD is also a member of the Regional Urban Search and Rescue (USAR), County Hazardous
Materials Response Team, County Fire Investigation Strike Team, and the County Type III
Incident Management Team.
Community Action Team (CAT)
2014 marked the second year of the Police Department’s deployment of the two-officer
Community Action Team (CAT). CAT Officers continue to identify problems and crime trends
that negatively impact the quality of life of residents, business owners and visitors. CAT Officers
have focused on several individuals in our community who are involved in adverse and
repetitive criminal activities that negatively impact our community. They have been successful
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in working with others to find alternatives to incarceration that include enhanced and focused
service placement and transitional housing.
CAT officers work collaboratively with a myriad of individuals and groups, including patrol
officers, investigators, the Neighborhood Outreach Manager, other city departments, social
service providers, business groups, and other governmental agencies as appropriate.
Multi-Dwelling Property Inspection Program
Under the direction of the Fire Marshal, the Fire Prevention Bureau is inspecting all multi-
dwelling properties (three or more units) in the City to ensure that they meet a reasonable
degree of fire and life safety. This state-mandated program helps safeguard residents and
visitors who patronize local hotels, and generates approximately $192,000 in revenue that
offsets implementation costs. The Fire Prevention Bureau completed approximately 677
inspections of apartments, hotels, and fraternity and sorority houses in 2014.
Fire and Life Safety Inspections
SLOFD engine companies completed over 1,500 fire and life safety inspections in 2014. In
addition, Fire Prevention Bureau staff completed over 200 inspections of schools, hospitals and
nursing homes, day care centers and assisted living centers, and large public assembly
occupancies. A portion of these inspections resulted in Fire Code operating permits, which
generated approximately $130,000 in revenue.
Hazardous Materials Inspections
The Fire Prevention Bureau serves as a “Participating Agency” in the County’s Certified Unified
Program Agency (CUPA). Businesses that use or store hazardous materials in an appreciable
quantity, generate hazardous wastes, or operate underground or aboveground petroleum
storage tanks are subject to inspection. The Hazardous Materials Coordinator conducted 275
facility inspections in 2014, which generated $102,000 in permit fee revenue.
Vegetation Management
While fewer weed complaints were fielded by the Fire Prevention Bureau in 2014, there was a
significant increase in complaints regarding dead pine trees due to the pitch canker epidemic.
The Fire Department completed 3 major wildland fuel reduction projects in City-owned open
space in 2014. Eucalyptus thinning and chipping projects were conducted in the Bowden Creek
area and Cerro San Luis Open Space in conjunction with the city’s Natural Resource Manager
and Cal Fire Cuesta Camp crews. Staff also cleaned an area of significant downed timber and
dead brush piles left over from the 1985 Las Pilitas Fire. These projects were made possible
from a combination of budget funding and grant funds from the San Luis Obispo County Fire
Safe Council.
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Arson Prevention
For the last decade the practice of burning couches and other furniture items in the public
right-of-way in and around the neighborhoods surrounding Cal Poly has been an escalating
problem that has consumed city resources and damaged infrastructure. In June 2013 alone the
fire department responded to 18 couch fires. A City team comprised of personnel from the Fire,
Police and Utilities Departments in cooperation with San Luis Garbage and the Office of the
Dean of Students at Cal Poly concentrated their efforts to combat this activity. Through public
outreach during WOW Week, door hangers that identified the hazards and penalties associated
with couch burning, increased patrols, and fast response to pick up discarded furniture items,
couch burning incidents in 2014 were limited to four in a three-month period.
Critical Facilities Locations and Reducing Structural Hazards
Section S 8.6.1 of the Safety Element tasks the City with identifying and evaluating hazards in
existing structures, with the highest priority given to critical facilities. This effort includes
maintaining and replacing City facilities, routine code inspections of certain commercial and
residential buildings, complaint-based code inspections for all buildings, mitigating hazards
associated with unreinforced masonry buildings (URM), and outreach regarding structural
safety of private wood-frame buildings.
Unreinforced Masonry Hazard Mitigation
The 2004 URM Ordinance required full strengthening by July 2010 unless partial, Level A,
strengthening was completed by July 1, 2007. Where Level A was completed by the
deadline, Level B work could be delayed until July 1, 2012. Level A strengthening consists of
installation of anchors between building walls and roof, walls and floors, and bracing of any
parapets. Level B consists of Level A work plus installation of the steel members that
stabilize the storefront and frame. Distinction between Level A and B was established by
ordinance to encourage owners to complete this significant portion of the strengthening
process as soon as possible.
Of the 126 URM buildings in the City, 112 have completed seismic strengthening or were
otherwise brought into compliance with the ordinance and eight are currently under
construction. Mitigation for the remaining six buildings are expected as part of pending
development projects such as the future Garden Street Terrace and Chinatown Projects.
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Neighborhood Wellness
Land Use Element Policy 2.15 states the City will help identify neighborhood problems, and
undertake a wide range of focused development review, capital improvement, and code
enforcement efforts to help residents preserve and enhance their neighborhoods.
Zoning Regulations Amendments
In 2014, City Zoning Regulations were amended to revise the definitions of bedrooms, guest
houses, and accessory structures. These Amendments have become an important tool for
evaluating projects for density, neighborhood impacts, and parking, particularly in the
neighborhoods surrounding Cal Poly.
Neighborhood Officer Program – Police Department
In 2013 the Police Department launched a Neighborhood Officer Program that divides the City
into 13 distinct “neighborhoods,” each with dedicated patrol officers assigned to a ddress City
neighborhood issues. The Neighborhood Officers act as liaisons between the Police
Department, the community, and a variety of city agencies. The Neighborhood Officers assist
with public education, crime prevention, and neighborhood specific problems. The
Neighborhood Officer Program offers residents and business owners a personal option when
police assistance is needed and an immediate response isn’t needed. Residents and businesses
can find their Neighborhood Officer on the City webpage and contact them directly either by
phone or email.
In 2014 the Neighborhood Officers conducted neighborhood walks where they contacted a
variety of residents within their assigned areas to introduce themselves, discuss the
Neighborhood Officer program and make themselves available as needed.
Code Enforcement – Community Development Department
The City’s Code Enforcement Office, which reports directly to the Community Development
Department’s Chief Building Official, deals primarily with violations of building codes and zoning
regulations. Examples of code violations that impact neighborhood quality include:
Property Maintenance Violations
Sign Violations
Unpermitted Construction
Substandard Buildings
Occupancy Violations
Land Use Violations
In 2014, there were 300 code enforcement cases opened in response to requests for field
investigations and proactive enforcement. These included land use and zoning violations,
property maintenance and substandard building violations, among others.
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In addition, there were 383 Neighborhood Services code enforcement cases, which included
violations such as visible storage, failure to screen waste containers, dead or overgrown
vegetation and yard parking. Neighborhood Services conducts proactive outreach and
enforcement measures in residential areas throughout the city and attend numerous outreach
events at Cal Poly, Cuesta, The San Luis Obispo Board of Realtors, as well as regular
Neighborhood Wellness and RQN meetings. These outreach efforts are ongoing.
Code Enforcement and Neighborhood Outreach – Police Department
Police Department SNAP employees (Student Neighborhood Assistance Program) continue to
conduct parking enforcement in neighborhoods during evening hours. In 2014 they issued
1,877 parking citations for violations in residential parking permit districts. SNAP also issues
Disturbance Advisory Cards (DACs) which are formal warnings, in response to substantiated
noise party complaints. In 2014, SNAP issued 227 DACs. SNAP also assists with graffiti
abatement and identifying
abandoned vehicles for towing.
In response to the need for
non-adversarial processes that
address community conflicts,
the City of San Luis Obispo, Cal
Poly, Cuesta College, and
Creative Mediation, a local
non-profit, developed the SLO
Solutions Program in 2004 to
offer free conflict resolution
and mediation to City
residents. The program served
1,355 residents in 2014.
Neighborhood Wellness meetings were held bi-monthly in 2014 which gave staff the
opportunity to share information about neighborhood initiatives and projects. The meetings
also gave residents the opportunity to ask questions and share concerns.
Downtown Alcohol Outlets
General Plan policy supporting neighborhood wellness calls for resident involvement in
reviewing public and private projects that could have neighborhood impacts (LUE 2.15). The
Police Department continues to attend Downtown Association meetings and gives constructive
feedback addressing law enforcement concerns and community safety issues. The Police
Department also works hand-in-hand with the Community Development Department in
reviewing all new alcohol licenses and assisting with changes to the Use Permit requirements
for new businesses in accordance with the “deemed approved” ordinance. The 2012 Alcohol
Outlet Amendments remain the key factor in reviewing use permits for new bars and
restaurants serving alcohol past 11:00 p.m.
Bicycle Patrol Officers
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Open Space Protection
The General Plan contains many goals, policies and programs focused on open space
protection. The policies apply to sensitive lands within the City’s urban reserve as well as land in
the greenbelt area that is protected for its biological, agricultural, aesthetic and/or watershed
protection value. The Land Use and Circulation Element and Conservation and Open Space
Element address this subject in detail.
The highlights of 2014 include:
1. Completed the Laguna Lake
Natural Reserve Conservation
Plan.
2. Implementation of the Calle
Joaquin Agricultural Reserve
Master Plan with Central Coast
Grown, for educational and local
agriculture production purposes.
3. City Rangers, in partnership with
the Central Coast Concerned
Mountain Bikers (CCCMB) and
other volunteers, continued to expand multiuse trails in the Froom Ranch portion of
Irish Hills Natural Reserve, increasing the hiking, trail running and mountain biking
opportunities in that open space by several miles.
4. The Skills Course at the Stenner Springs Natural Reserve continued to be expanded upon
and improved through volunteer and Ranger work days. All new construction balanced
resource protection and recreation, as appropriate.
5. Continued exotic vegetation control along Froom Creek and San Luis Obispo Creek and
continued planting native plants to restore the habitat.
6. Continued to implement the Stormwater Management Plan as required by the Regional
Water Quality Control Board (RWQCB). The Plan focuses on improving stormwater
quality through Best Management Practices (BMPs), including: construction site
monitoring, municipal operations, development review, and public participation to
reduce pollution run-off.
7. Participated in planning and implementation of several important ongoing City projects,
including: Chevron Tank Farm Remediation and Redevelopment Plan; Los Osos Valley
Road/Hwy 101 interchange project; and the Margarita Area and Orcutt Area Specific
Plans.
Froom Canyon from Old Prospector’s Trail
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8. Collaborated with Public Works and Utilities on infrastructure and maintenance projects
to protect resources onsite and enhance resources off site through mitigation programs
identified and overseen by the Natural Resources Program.
9. Continued steelhead trout (Oncorhynchus mykiss) surveys along San Luis Obispo Creek
with biologists from California Department of Fish and Wildlife.
10. Irish Hills Natural Reserve Conservation Plan measures were implemented, including the
decommissioning of Froom Road.
Laguna Lake
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Parks & Recreation
In 2014, the Parks and Recreation Department staff continued to offer a wide variety of
programs and activities that enhance the quality of life in the community. The following tasks
were accomplished implementing the Parks & Recreation Element of the General Plan:
Collaborative Programs
Sports
The successful collaboration between the City and the San Luis Obispo County YMCA
continued through 2014. Indoor Soccer, Basketball, and Flag Football provided activities for
over 1,100 local children through the combined efforts of both the City and YMCA. The City
continues to work collaboratively with the Youth Sports Association and San Luis Coastal
Unified School District to develop and renovate sports fields to meet the needs of youth.
Further collaborations adult soccer and ultimate Frisbee programs.
Community
Over 1,000 youth at Meadow Park participated in a food donation-based walking Halloween
Parade, co-sponsored by Mindful Mothers. Additional collaborations, from Health and
Wellness Seminars and Senior Cooking Classes, have provided much needed services and
programs to the community, especially underserved populations. The Parks and Recreation
Department continues to offer online program registration, facility reservations, and
satisfaction surveys to its customers; in the past year the Department has continued to
enhance the use of the website and social media sites.
Youth Services
The Club STAR, Sun ‘N Fun, and SLO Teens programs continue to provide necessary child
care and social experiences for over 800 elementary and middle school aged youth,
incorporating character development, community service, academic support, tools for
resiliency and making positive choices, in a safe and nurturing environment. In the 2014-15
school year, Youth Services expanded programming at three school sites. At Bishop’s Peak
and CL Smith Elementary Schools, new programming was designed to provide care for the
Transitional Kinder (TK) class, in accordance with new state licensing mandates. At the
newly relocated Teach School site, a Club STAR program was developed, in collaboration
with the San Luis Coastal Unified School District (bringing total program sites to seven).
Other programs during the school year included two Teacher Work Day Camps, a week-long
Spring Break Camp for school-aged youth and a week-long iQuest (outdoor adventure)
Camp for teens, three All STAR Fun Zones (open to all local youth in grades 4-6), two Kids’
Night Outs (serving TK-6 grade), as well as numerous onsite special events.
Summer programming also provided essential care for over 300 famili es. KidVENTURE’s
Ultimate Day Camp provided traditional camp experiences to school-age campers and a
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training opportunity for the 14-16 aged Counselors-in-Training (CIT). The new Teen Spot
Camp, open to 14-16 year olds, gave teens a place to safely recreate while focusing on
technology, leadership development and outdoor adventures.
Volunteers
Over 20,000 volunteer hours in a variety of programs and events were logged in 2014.
Volunteers supported services at the Senior Center, Laguna Lake Golf Course, and Jack House,
and events and activities such as Junior Giants, SLO Triathlon, Movie Night, Youth Sports,
Reindeer Run, Bike Rodeo, and Ranger Work Days. Quest program participants provided
volunteer assistance to the Department to gain work experience and become engaged in
positive behaviors.
Open Space Maintenance
The City’s full-time Rangers and other part time staff actively maintain the City’s open spaces.
Over 24 tons of trash was removed from the San Luis Obispo creek watershed and open spaces
by staff and volunteers, with the largest amounts of materials collected during the annual Creek
Day clean-up event.
In 2014, 14 hikes were led
through City open
spaces, and park rangers
scheduled 75 work days. City
parks, open spaces, and joint
use facilities were patrolled
nearly every day of the year.
Staff provided environmental
education courses through
the City’s STAR and Sun ‘N Fun
programs and had two one-
week Junior Ranger Activity
Camps that were attended by
children ages 7-10. San Luis Creek and the Downtown Creek Walk
Collaboration with the public and the Central Coast Concerned Mountain Bikers resulted in new
trails being constructed at Froom Ranch and Irish Hills, and miles of trails being maintained
throughout the City’s open space network. Hundreds of volunteers turned out for multiple
events and provided thousands of hours of service in stewardship of the
City of San Luis Obispo’s open space.
ATTACHMENT 2
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General Plan Annual Report 2014
57
Park Facilities
The SLO Skate Park project in Santa Rosa Park was under construction in 2014. It progressed
from a dream of the local skate community, to a master plan, and finally to the construction
phase, after being adopted as a Major City Goal and Measure Y priority project in the 2013-15
Financial Plan in June 2013. During its April 15, 2014 meeting, City Council awarded the
construction contract to ProWest Constructors of Wildomar, California. The 15,500-square-foot
concrete park will be an invaluable addition to the City’s multi-use facilities, serving locals and
visitors alike
Other park facility projects include the Playground Equipment Replacement program, which
continues to be implemented. The Therapy/Tot Pool continues to benefit youth and seniors and
contribute to the increased use totals at the Swim Center. The main pool continues to be in
high demand for lap swimming and aqua aerobics for adults and seniors, and swim lessons are
a well-established program outside of the traditional summer months.
SLO Swim Center
ATTACHMENT 2
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General Plan Annual Report 2014
58
Conclusion
The General Plan contains an array of policies and implementing programs covering most types
of City actions. The General Plan Annual Report touches on the major programs that saw
activity in 2014.
One outcome of an annual report is the evaluation of whether actions that have occurred
indicate a change in the general vision of the community that require a more comprehensive
update of the General Plan.
The most prominent activity undertaken by the City in 2014 related to efforts to update three
key elements of the General Plan: Land Use and Circulation and the Housing element. The
input received as part of these update processes indicated that the community vision is still
strong, and policy additions and revisions captured an evolution of thought rather than entirely
different concepts. Implementing these recently updated elements will begin in 2015.
A status list of all General Plan programs is included in the following technical appendix.
ATTACHMENT 2
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City of San Luis Obispo, Title, Subtitle
Appendix A:
Community Development Department
Resource Allocation Forecast
ATTACHMENT 2
C4 - 73
FTE2
(FY 2015-16)
Activities
1 Public Counter Duty 1.98
2 Plan Review and Permit Processing 3.00
3 Planning Application Review 0.16
4 Building Inspections 2.90
5 Reactive Code Enforcement 1.89
6 Proactive Code Enforcement 1.98
9 Energov 0.46
10 Plan/Document scan-archiving 0.50
11 Rental Housing Inspection Program 0.50
13.37
12 Training and Meetings 0.70
13 Budget 0.06
14 Web site update 0.07
15 General Administration, Division Mgmt. Building Activities 0.30
16 General Administration, Division Mgmt. Code Enforcement 0.50
17 Consultant Management 0.50
2.13
15.50
Authorized City Staff 13.00
Authorized Temporary Staff 0.50
-2.00
1.00
1.00
2.00
15.50
3 Based on existing staff resources budgeted through FY 2014-15
4 Currently unbudgeted temporary staff and contract/consultant services are proposed to be funded as
part of the 2015-17 Financial Plan, as described in the SOPC Budget Request. Costs are offset by increased
revenues which exceed anticipated Community Development Department revenue.
2 Full Time Equivalent (FTE) = 1,703 productive staff hours annually.
1 Based on expected project timelines and anticipated projects/operations in FY 2015-16
2014 General Plan Annual Report
Building Division Resource Allocation Forecast1
Projected Total Workload (FTE)
Division Operations
Subtotal
Subtotal
5Includes existing authorized FY 2014-15 Staff Resources and additional Proposed Resources for FY 2015-
16. This is the total projected resource allocation required to meet the projected workload for FY 2015-16.
Projected Resource Deficiency (existing staff)3
Total proposed resources (authorized staff & proposed)5
Contract/Consultant Services Services4
Proposed Temporary Staff4
Staff Resources3
Total requested additional resources
Proposed Resources4
ATTACHMENT 2
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FTE2
(FY 2015-16)
1 Misc. Projects 0.90
2 City Council and City Manager referrals 0.25
3 Major City goal support 0.30
1.45
4 Advisory Body Support 0.15
5 Public Information and Support Services 2.10
6 Citywide addressing 0.10
7 Database and Records 0.55
8 Contracts and Securities 0.10
3.00
9 Training and Meetings 0.65
10 Budget 0.40
11 Web site update 0.10
12 General Administration and Division Management 0.30
13 Consultant Management 0.10
1.55
6.00
4.00
1.00
-1.00
1.00
1.00
6.00
2014 General Plan Annual Report
5Includes existing authorized FY 2014-15 Staff Resources and additional Proposed Resources for FY
2015-16. This is the total projected resource allocation required to meet the projected workload for FY
2015-16.
Total requested additional resources
4Currently unbudgeted staff and relocation of staff are proposed to be funded as part of the 2015-
2017 Financial Plan, as described in the SOPC Budget Request. Costs are offset by increased revenues
which exceed anticipated Community Development Department revenue.
1 Based on expected project timelines and anticipated projects/operations in FY 2015-16
Department Administration Resource Allocation Forecast1
Activities
Subtotal
Required Services
Subtotal
Division Operations
2 Full Time Equivalent (FTE) = 1,703 productive staff hours annually.
New Regular Staff
3 Based on existing resources budgeted through FY 2014-15
Total Proposed Resources (staff, temporary and consultant)5
Authorized Temporary Staff
Proposed Resources4
Projected Total Workload (FTE)
Subtotal
Staff Resources3
Projected Resource Deficiency3
Authorized Permanent Staff
ATTACHMENT 2
C4 - 75
FTE2
(FY 2015-16)
1 Major Projects (25+ staff hours per application)4.5
2 Minor Projects (less than 25 staff hours per application)0.5
5
3 Public Information - Counter 0.61
4 Public Information - Outside of Counter 0.21
5 Hearing Officer 0.12
6 EIR Administration 0.12
7 CIP Review and Support 0.05
8 Mitigation Monitoring 0.05
9 Development Regulations Updates 0.07
10 Advisory Body Support 0.12
11 Plan Review and Inspections 0.06
12 Interedepartmental Coordination 0.03
1.44
13 Training and Meetings 0.35
14 Budget 0.05
15 Web site update 0.01
16 General Adminstration, Division Management 0.25
17 Consultant Management 0.4
1.06
7.5
4
-3.5
2
Temporary to Regular 1
Contract services 0.5
3.5
7.5
2014 General Plan Annual Report
Division Operations
Development Review Resource Allocation Forecast1
Current and Anticipated Projects
Subtotal
Required Services
Subtotal
2 Full Time Equivalent (FTE) = 1,703 productive staff hours annually.
3 Based on existing staff resources budgeted through FY 2014-15
Projected Total Workload (FTE)
Subtotal
Staff Resources3
Authorized City Staff
Temporary Staff
Projected Resource Deficiency3
Proposed Resources4
1 Based on expected project timelines and anticipated projects/operations in FY 2015-16
Total proposed resources (authorized staff & proposed)5
Total requested additional resources
4 Currently unbudgeted temporary staff and contract services are proposed to be funded as part
of the 2015-17 Financial Plan, as described in the SOPC Budget Request. Costs are offset by
increased revenues which exceed anticipated Community Development Department revenue.
5Includes existing authorized FY 2014-15 Staff Resources and additional Proposed Resources for
FY 2015-16. This is the total projected resource allocation required to meet the projected
workload for FY 2015-16.
ATTACHMENT 2
C4 - 76
FTE2
(FY 2015-16)
1 FEMA CAV 0.05
2 FEMA 5-year Cycle Certification 0.05
3 Newsrack Program 0.10
4 Energov Implementation 0.10
5 Development Projects 0.25
0.55
6 Public Information - Counter 0.03
7 Public Information - Outside of Counter 0.10
8 Encroachment Permits 0.85
9 Transportation Permits 0.03
10 Traffic Control Plan Coordination 0.06
11 Routings and Reviews 0.11
12 Building Plan Reviews 0.85
13 Public Improvement Plan Reviews 0.75
14 Subdivision Map Reviews 0.70
15 Floodplain Management 0.15
16 Planning Application Reviews / Public Hearings 0.75
17 Engineering Inspection Support 0.25
18 Site Inspections 0.10
19 Interdepartmental Coordination 0.15
20 Stormwater Management 0.15
5.0
21 Training and Meetings 0.40
22 Budget 0.01
23 Web site update 0.01
24 General Adminstration, Division Management 0.10
25 Consultant Management 0.10
0.62
6.20
Required Services
Subtotal
Projected Total Workload (FTE)
Subtotal
2014 General Plan Annual Report
continued on next page
Division Operations
Engineering Division Resource Allocation Forecast1
Current and Anticipated Projects
Subtotal
ATTACHMENT 2
C4 - 77
3.00
Authorized Temporary Staff 0.00
Projected Resource Deficiency3 -3.20
2.00
1.00
0.20
3.20
6.20
Temporary to Regular
Staff Resources3
Proposed Resources4
Authorized Permanent Staff
5Includes existing authorized FY 2014-15 Staff Resources and additional Proposed Resources for FY 2015-16.
This is the total projected resource allocation required to meet the projected workload for FY 2015-16.
4Currently unbudgeted temporary staff and contract/consultant services are proposed to be funded as part
of the 2015-17 Financial Plan, as described in the SOPC Budget Request. Costs are offset by increased
revenues which exceed anticipated Community Development Department revenue.
2 Full Time Equivalent (FTE) = 1,703 productive staff hours annually.
Contract/Consultant Services4
3 Based on existing staff resources budgeted through FY 2014-15
Total requested additional resources
1 Based on expected project timelines and anticipated projects/operations in FY 2015-16
Temporary Staff4
Total Proposed Resources (authorized staff & proposed)5
ATTACHMENT 2
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2014 General Plan Annual Report
FTE2
(FY 2015-16)
1 LUCE Implementation/Infrastructure financing & Zoning Code
update 1.25
2 Mission Plaza Master Plan 0.1
3 Housing Element Implementation/Major City Goal 0.5
4 Avila Ranch/San Luis Ranch Specific Plan - ALUP review 0.1
5 Mills Act Program Monitoring 0.05
6 Neighborhood Match Grant 0.2
7 County Airport Land Use Plan update 0.38
8 Special Projects - as identified by City Council 0.5
9 Special Projects - Polystyrene prohibition 0.1
10 Special Projects - Homeless Services Center 0.1
11 Affordable Housing Monitoring 0.1
12 Renewable Energy financing 0.1
13 Collaboratation with Cal Poly CP Master Plan Update 0.2
14 Affordable Housing First-time Homebuyer Program 0.1
15 Dept Strategic Plan Implementation 0.05
3.83
16 Housing Element Implementation 0.1
17 General Plan Annual Report 0.05
18 Grant Research & Applications 0.04
19 CDBG Support & monitoring 0.25
20 Affordable Housing Fund administration 0.05
21 Historic Preservation Program administration 0.1
22 Regional coordination - SLOCOG, LAFCO, APCD, County 0.03
23 External Support and Outreach (Cal Poly, Energy Expo,
Realtors, Chamber,DA, etc)0.02
24 Climate Action Plan Implementation 0.1
25 Homeless Services and ten year plan 0.15
26 Mills Act Program maintenance 0.05
27 General Plan maintenance 0.05
28 Advisory Body support 0.2
29 Environmental Review 0.01
30 Public Information 0.1
31 County referrals and Responsible Agency responses 0.06
32 Plan Review and Inspections 0.1
1.46
Long Range Planning Resource Allocation Forecast1
Current and Anticipated Projects
Subtotal
Required Services
Subtotal
continuted on next page
ATTACHMENT 2
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33 Training and Meetings 0.48
34 Budget 0.1
35 Web site update 0.01
36 General Administration, Division Management 0.15
37 Consultant management 0.1
0.84
6.13
4
2014-15 Temporary Staff 1.5
-0.63
1
1
Contract/Consultant Services 0.13
2.13
6.13
Projected Total Workload (FTE)
Subtotal
Staff Resources
Authorized Regular Staff
Temporary Staff (add 0.5 FTE to 2014-15)
Proposed Resources4
Projected Resource Deficiency3
Division Operations
Total proposed resources (authorized staff & proposed)5
Temporary to Regular
Total requested additional resources
5Includes existing authorized FY 2014-15 Staff Resources and additional Proposed Resources for
FY 2015-16. This is the total projected resource allocation required to meet the projected
workload for FY 2015-16.
1 Based on expected project timelines and anticipated projects/operations in FY 2015-16
2Full Time Equivelant (FTE) = 1,703 productive staff hours annually.
4Currently unbudgeted temporary staff and consultant services are proposed to be funded as part
of the 2015-17 Financial Plan, as described in the SOPC Budget Request. Costs are offset by
increased revenues which exceed anticipated Community Development Department revenue.
3Based on existing staff resources budgeted through FY 2014-15
ATTACHMENT 2
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City of San Luis Obispo, Title, Subtitle
Appendix B:
General Plan Program Implementation
Status List
ATTACHMENT 2
C4 - 81
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Land Use
2.14 Consider new regulations for accessory buildings (LU 2.14.(3)) C
CD
3.9 Rezone neighborhood uses in C-S (LU 3.9.3) C CD
6.4 Revise engineering standards to allow for porous paving and
landscaping (LU 6.4.5)
C
PW
2.15 Provide staff support for neighborhood issues (LU 2.15.F) C CD
3.6 Add warehouse stores to Zoning Regulations. (LU 3.6.2.B) C CD
3.6 Add R&D facilities to Zoning Regulations (LU 3.6.2.D) C CD
3.9 Provide incentives to encourage relocation of auto sales
(LU 3.9.8)
C
CD
3.9 Noise prevention in Zoning Regulations, architectural
guidelines (LU 3.9.9/N)
C
CD
6.0 Prepare a refined land use map for the City and its planning
areas (LU 6.0.3)
C
CD
2.16 Revise residential density determination method for Medium,
Med-High & High land use districts (LU 2.16)
C
CD
3.9 Revise zoning & architectural standards to protect character
of downtown areas (LU 3.9.7)
C
CD
4.2 Revise zoning regulations to require large new projects
downtown to include dwellings (LU 4.2.1)
C
CD
1.7 Encourage County to adopt cluster districts (LU 1.7.4) C ADM
1.15 City-County MOU regarding SLO Planning Area (LU 1.15.8) C ADM
2.10 Review and, if necessary, revise noise, property development,
& maintenance standards (LU 2.10.1)
C CD
2.10 Adopt property maintenance standards (LU 2.10.2) C CD
2.13 Affordable housing inclusionary fee requirements (LU 2.13) C CD
2.14 Consider new regulations for large infill houses (LU 2.14.
(1),(2))
C CD
3.9 Investigate ways to intensify and improve cohesion at existing
Madonna Road centers (LU 3.9.10)
C ADM
3.9 Eliminate PD minimum site area for commercial zones
(LU 3.9.2)
C CD
4.2 Develop & apply a "Residential-Office" zone in the downtown
(LU 4.2.2)
C CD
5.7 Study possible reuse of surplus City facilities by cultural and
non-profit groups (LU 5.7)
C ADM
5.8 Encourage public art in all projects (LU 5.8) C ADM
6.3 Designate sensitive sites and require ARC review during
subdivision process (LU 6.3.1)
C ADM
7.13 Establish in-lieu fee to protect airport area OS when protection
not feasible with project approval (LU 7.13)
C CD
7.8 Work with Airport Area property owners to complete a specific
plan (LU 7.8)
C CD
8.4 Work with property owners to prepare area plans for Santa
Barbara Street area (LU 8.4)
C CD
Difficulty to Complete
Status as of December 2014
ATTACHMENT 2
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Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.5 Consider enhancement of Mid-Higuera Area (LU 3.1.4)
(see also Special Design Area 8.5)
C CD
1.15 Work with County to make SLO Area Plan consistent w/ City
LU (LU 1.15.7)
O
CD
1.10 Monitor nonresidential growth rate: (LU 1.10.4) O CD
1.15 Discuss feasibility of countywide planning group (LU 1.15.4) O ADM
1.15 Promote inter-jurisdictional review of countywide projects (LU
1.15.5)
O ADM
1.15 Monitor County Resource Management Reports (LU 1.15.1) O CD
1.15 Advocate annual meetings among local jurisdictions to discuss
regional issues (LU 1.15.2)
O CD
1.15 Advocate regional growth management program (LU 1.15.6) O CD
2.1 Support formation & continuation of neighborhood planning
groups (LU 2.1.2)
O CD
2.10 Periodically review & update prop. maintenance standards (LU
2.10.2)
O CD
2.1 Promote neighborhood traffic calming (LU 2.1.3./CE) O PW
2.10 Review, revise property maintenance and development
standards (LU 2.10.1)
O CD
2.15 Undertake focused review, improvement, & enforcement
efforts for neighborhoods (LU 2.15.C)
O CD
2.15 Provide early neighborhood notice of project reviews
(LU 2.15.E)
O CD
3.9 Develop aggressive marketing programs for tourism (LU
3.9.11.C)
O ADM
3.9 Encourage development of recreation facilities (LU 3.9.11.E) O ADM
3.9 Consider establishing tourist information at City entries
(LU 3.9.4)
O ADM
3.9 Develop tour concepts (LU 3.9.11.D) O ADM
4.16 Review allowed building heights in retail areas & outside the
Commercial Core (LU 4.16.4; LU 4.18)
O CD
4.19 Include Downtown Concept Plan features in zoning
regulations, architectural guidelines, engineering standards &
O CD
6.0 Develop resource maps (LU 6.0.2) O ADM
6.3 Mitigate visual impacts of hillside houses including considering
revising method for determining building height (LU 6.3.4)
O CD
6.5 Notify creekside property owners in advance of work along
creeks (LU 6.5.3)
O PW
7.11 Work with County to assure airline service at Airport consistent
with Circulation Element (LU 7.11)
O CD
7.3 Actively pursue annexation of the Airport Area (LU 7.3) O CD
7.7 Expanded transit service to development sites in Airport Area
concurrent with development (LU 7.7)
O PW
ATTACHMENT 2
C4 - 83
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.3 Work with property owners to prepare area plans for Broad
Street area (LU 8.3)
O CD
2.11 Revise apartment standards to include usable open space (LU
2.11.2) M
CD
2.12 Consider special downtown dev standards: New residential
density category between low & medium (LU 2.12.A) M
CD
2.1 Identify, designate, and plan neighborhoods (LU 2.1.1, 2.15.A)
M
CD
2.11 Evaluate student housing needs, revise City standards &
zoning as appropriate (LU 2.11.1) M
CD
2.12 Consider special downtown dev standards: Added dwellings
on lots with existing houses (LU 2.12.B) M
CD
2.12 Consider special downtown development standards: Mass &
spacing standards (LU 2.12.C) M
CD
2.12 Consider special downtown dev standards: Parking &
coverage standards (LU 2.12.D) M
CD
2.12 Consider special downtown residential standards (LU 2.12) M CD
2.15 Devise strategies to stabilize owner/rental ratio and maintain
neighborhood character (LU 2.15.B) M
CD
3.7 Offer new development incentives for providing child and elder
care for employees (LU 3.7.1) M
CD
4.2 Survey downtown, rezone office, residential, and mixed use
areas (LU 4.2.2) M
CD
5.3 Work with the County to develop a City-County downtown
space needs plan (LU 5.3) M
PW
1.15 Plans capacity summary COG (LU 1.15.3) H CD
4.2 Develop a TDC program that includes Commercial Core
properties as receiver sites (LU 4.2.1) H
CD
6.0 Re-evaluate LU map based upon resource mapping and
revise as appropriate (LU 6.0.3) H
CD
6.3 Revise Zoning Regulations to include provisions for TDC's
from outside URL to within URL (LU 6.3.2) H
CD
6.5 Removal man-made obstructions from creek channels
(LU 6.5.1.C) H
PW
8.1 Work with property owners to prepare area plans for Madonna
Road regional shopping area (LU 8.1) H
CD
8.2 Work with property owners to prepare area plans for Foothill
Boulevard area (LU 8.2) H
CD
Housing
1.4 Provide financial assistance for rehabilitation of affordable
rental and ownership units using Federal, state and local
O CD
1.5 Continue Code enforcement to expedite removal of
illegal/unsafe dwellings (HE 1.5)
O CD
1.6 Enact a rental inspection program to improve condition of
housing stock (HE1.6)
O CD
1.7 Continue to support local & regional solutions to
homelessness by funding programs such as Maxine Lewis and
O CD
ATTACHMENT 2
C4 - 84
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
1.8 Create educational campaign to encourage owners of older
residences to conduct seismic upgrades (HE 1.8) M
CD
2.5 Amend inclusionary requirement to provide more ways for
commercial development to meet requirements (HE 2.5) M
CD
2.6 Prepare Criteria to sustainably manage the Affordable Housing
Fund (HE 2.6)
O CD
2.7 Review existing standards to remove regulations that inhibit
affordable housing production (HE 2.7)
O CD
2.8 Establish pemit streamlining for affordable housing projects
(HE2.8)
O CD
2.9 Pursue outside funding for payment of City impact fees for
affordable units (HE2.9)
O CD
2.10 If outside funding sources found, exempt moderate income
dwellings from impact fees (HE 2.10). Maintain current
O CD
2.11 Help coordinate public/private sector actions to develop
housing to meet city needs (HE 2.11)
O CD
2.12 Assist with financial tools to develop or preserve affordable
housing (HE 2.12)
O CD
2.13 Adjust affordable housing standards to adress HOA fees,
utiities, etc. (HE 2.13) M
CD
2.14 Provide technical assistance to help preserve at-risk units (HE
2.14)
O CD
2.15 Provide technical assistance to developers re: design
strategies to achieve affordable housing (HE 2.15) O CD
2.16 Evaluate Inclusionary requirements and ability to develop
housing that meets RHNA (HE 2.16) M
CD
2.17 Evaluate workforce level of affordability (HE 2.17) O CD
2.18 Evaluate increasing residential densities on appropriate sites
for housing affordable to extremely low income households (HE
O CD
3.7 Develop an ordinance to discourage removal of affordable
housing (HE 3.7) M
CD
3.8 Correct unsanitary or unsafe housing conditions by
collaborating with agencies offering rehab programs (HE 3.8)
O CD
3.9 Preserve dwellings in Downtown Core (HE 3.9) O CD
3.10 Identify properties eligible for historic listing and assist property
owners to repair, rehabilitate properties (HE 3.10)
O CD
3.11 Amend Inclusionary requirements to allow reduced term for
rehabilitiated units (HE 3.11) M
CD
3.12 Establish a monitoring system to track affordable units at risk
of conversion (HE 3.12)
O CD
3.13 Encourage rehab of residential, commercial or industrial
buildings to expand rental housing opportunities (HE 3.13)
O CD
4.5 Review new development for compliance with mixed-income
policies (HE 4.5)
O CD
5.5 Review new development for compliance with housing variety
and tenure policies (HE 5.5)
O CD
6.8 Maintain growth management exemption for affordable
housing and housing in Downtown core (HE 6.8)
O CD
ATTACHMENT 2
C4 - 85
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
6.9 Amend Zoning & Parking Access Plan to allow flexible regs for
housing in Downtown Core (HE 6.9)
O CD
6.10 Provide incentives to encourage housing in Downtown core
(HE 6.10) M
CD
6.11 Include R-3 and R-4 zoned land in OASP to accommodate
extremely low to low income housing (HE 6.11)
C CD
6.13 Consider GP amendments to rezone non-residential land to
higher density, infill or mixed use - 13 sites listed (HE 6.12)
O CD
6.13 Continue to support SLO Housing Trust Fund (HE 6.13) O CD
6.14 Encourage residential infill and densification over new
annexation of land (HE 6.14)
O CD
6.15 Seek opportunities with other public agencies to develop
surplus land for housing (HE 6.15)
O CD
6.16 Develop multi-family housing standards to promote innovative
higher density housing (HE 6.16)
C CD
6.17 Complete the OASP and obtain City authorization to file
annexation app (HE 6.17)
C CD
6.18 Financially assist lower income housing using State, Fed &
local sources (HE 6.18)
O CD
6.19 Actively seek new revenue sources for affordable housing (HE
6.19)
O CD
6.20 Update Community design guidelines & amend MC2.48 to
exempt smaller residential developments (HE 6.20)
C CD
6.21 Identify vacant or under-used City land for housing (HE 6.21) O CD
6.22 Prepare property profiles for properties suitable for housing
(HE 6.22)
O CD
6.23 Evaluate adding a Special Considerations overlay to 46 acre
County-owned property behind General Hospital (HE 6.23) M
CD
6.24 Update Affordable Housing incentives to be consistent with
state law (HE 6.24)
C CD
6.25 Evaluate increasing residential densities allowed in CN, O and
CD zones (HE 6.25) M
CD
6.26 Evaluate underlying lot patterns in R-2, R-3 and R-4 zones for
ability to meet density (HE 6.26) H
CD
6.27 Support residential infill and promote higher density (HE 6.27) O CD
6.28 Consider changes to SDU ordinance to provide incentives to
encourage production HE 6.28)
O
CD
6.29 Evaluate subdivision and zoning regs changes to support
small lot subdivisions & other alternatives (HE 6.29)
O CD
7.8 Implement strategies to ensure residents are aware of
planning decisions affecting neighborhoods (HE 7.8)
O CD
7.9 Identify specific neighborhood needs (HE 7.9) O CD
7.10 Help fund neighborhood improvements (HE 7.10) O CD
7.11 Continue to implement neighborhood parking strategies (HE
7.11)
O CD
ATTACHMENT 2
C4 - 86
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.11 Support regional solutions to meet the needs of the homeless
(HE 8.11)
O CD
8.12 Continue mobile home park rent stabilization program (HE
8.12)
O ADM
8.13 Identify sites suitable for mobile home parks, self-help housing
and others to meet special needs (HE 8.13)
O CD
8.14 Advocate more housing and refurbishing campus housing at
Cal Poly (HE 8.14)
O CD
8.15 Work with Cal Poly to secure on-campus fraternity/sorrority
groups (HE 8.15)
O CD
8.16 Jointly implement a good neighbor program with colleges for
student housing in residential neighborhoods (HE 8.16)
O ADM
8.17 Provide education regarding universal design (HE 8.17) O CD
8.18 Solicit input on provisions for homeless shelters from service
agencies (HE 8.18)
C CD
8.19 Update zoning ordinance to allow homeless shelters by right in
zones subject to standards (HE 8.19)
C CD
8.20 Continue to allow transitional housing and supportive housIng
in residential zones (HE 8.20)
C CD
8.21 Identify properties that can be converted to affordable and
supportive housing for homeless persons (HE 8.21)
O CD
8.22 Update Community Design Guidelines to include universal
access standards (HE 8.22) M
CD
8.23 Develop a program addressing reasonable accommodation
procedures (HE 8.23)
C CD
8.24 Consider an overlay zone for existing and future mobile home
and trailer parks (HE 8.24) M
CD
9.6 Educate staff and advisory bodies on energy conservation
opportunities for housing (HE 9.6)
O CD
9.7 Evaluate solar regulations and revise local regulations as
needed (HE 9.7)
O CD
9.8 Adopt LID standards (HE 9.8) L CD
9.9 Develop an ordinance to increase production of green housing
units (HE 9.9) M
CD
9.10 Promote building materials reuse and recycling (HE 9.10) O CD
10.3 Work with County to mitigate housing impacts due to
expansion in areas adjacent to City (HE 10.3)
O CD
10.4 Encourage residential developers to promote projects within
SLO housing market first (HE 10.4)
O CD
10.5 Advocate link between enrollment and expansion of campus
housing for colleges (HE 10.5)
O CD
10.6 Advocate for state legislation to provide funding for colleges to
develop campus housing (HE 10.6)
O CD
11.3 Adopt measures to ensure ability of legal conforming non-
residential uses to continue where new housing is proposed on
C CD
ATTACHMENT 2
C4 - 87
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
Circulation
4.1 Revise zoning regulations to provide standards for lockers,
secured bicycle parking and showers (CI 4.1.5)
C CD
11.1 Encourage Airport Land Use Commission to complete Airport
Land Use Plan update (CI 11.1.2)
C CD
10.1 Amend Home Occupation regulations to preclude regular
home delivery by commercial trucks (CI 10.1.2)
C CD
15.1 Revise ARC guidelines to incorporate protection of views from
scenic roads (CI 15.1.2)
C CD
2.1 Recommend that county-wide trip reduction include an AVR of
1.60 or larger (CI 2.1.2)
C PW
3.1 Encourage SLORTA to expand commuter bus service to
Cuesta & the Men's Colony (CI 3.1.4)
C PW
3.1 Cooperate with SLOCOG to evaluate centralized transit
services (CI 3.1.5)
C PW
4.1 Update the City bicycle plan (CI 4.1.2) C PW
4.1 Request Cal Poly & Cuesta to adopt bicycle plans (CI 4.1.3) C PW
4.1 Request Cal Poly & Cuesta to revise campus master plans to
encourage alternate transportation (CI 4.1.4)
C PW
8.1 Maintain a computerized circulation system model (CI 8.1.4) C PW
9.1 Require a Project Study Report for Prado Road to ensure
proper sequence of improvements (CI 9.1.3)
C PW
9.1 Evaluate street designs as method to achieving Conceptual
Plan for City's Center (CI 9.1.5)
C PW
9.1 Evaluate feasibility of arterial between Santa Barbara St & the
S. end of Santa Rosa (CI 9.1.5)
C PW
9.1 Ask SLOCOG to monitor pattern of development throughout
County (CI 9.1.7.A)
C PW
9.1 Ask SLOCOG to study regional traffic needs between SLO
and the coast (CI 9.1.7.B)
C PW
12.1 Encourage SLOCOG to evaluate local rail service (CI 12.1.2) C PW
13.1 Periodically update the Parking Management Plan (CI 13.1.1) C PW
13.1 Build additional parking structures only after a comprehensive
parking study is done (CI 13.1.4)
C PW
13.1 Work with the Downtown Association to evaluate curb parking
in the downtown (CI 13.1.5)
C PW
16.1 Incorporate a Transportation Work Program into the City
financial plan (CI 16.1.1)
C PW
16.1 Adopt a transportation impact fee ordinance (CI 16.1.2) C PW
3.1 Adopt 5 yr Transit Master Plans (CI 3.1.1) C PW
2.1 Cooperate with APCD & others to establish trip reduction
programs (CI 2.1.1)
O PW
3.1 Pursue goal of City employees reaching an AVR of 1.7 or
greater (CI 2.1.4)
O PW
ATTACHMENT 2
C4 - 88
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
3.1 Maintain a downtown trolley service (CI 3.1.3) O PW
4.1 Obtain RR ROW & easements for separated bike path &
pedestrian trail (CI 4.1.6) H
PW
4.1 Use street funds to maintain bicycle facilities (CI 4.1.7) O PW
5.1 Pursue completion of the community sidewalk system
(CI 5.1.2) H
PW
5.1 Continue program of replacing existing curbs with
handicapped ramps (CI 5.1.3)
O
PW
5.1 Work with schools to establish a "suggested routes to school"
program (CI 5.1.4)
O PW
6.3 Revise subdivision regulations to include ROW and design
standards (CI 6.3.2) M
PW
7.1 Adopt neighborhood traffic management plans (CI 7.1.1) O PW
7.1 Undertake measures to control traffic in residential areas
(CI 7.1.2)
O PW
7.1 Organize neighborhood traffic calming workshops (CI 7.1.3) O PW
7.1 Upon request, analyze residential streets for livability
(CI 7.1.4)
O PW
7.1 Non-safety City vehicles shouldn't use residential local or
collector streets as shortcuts (CI 7.1.5)
O PW
8.1 Establish on-going transportation monitoring program
(CI 8.1.2)
O PW
8.1 Conduct bi-annual transportation use survey (CI 8.1.3) O PW
9.1 Establish building setback lines along Figure 4 routes
(CI 9.1.1)
O PW
9.1 As part of Dalidio-Madonna-McBride development, evaluation
new road between W. Prado Rd and LOVR (CI 9.1.8)
O PW
9.1 As part of Maino-Madonna development, evaluate frontage
road on west side of Highway 101 (CI 9.1.9)
O PW
10.1 Continue to provide reserved commercial truck loading in
downtown areas (CI 10.1.4)
O PW
12.1 Encourage daily morning & evening train service both north &
south (CI 12.1.1)
O PW
13.1 Monitor public parking in the commercial core (CI 13.1.2) O PW
13.1 Work with CalTrans to consider park-and-ride lots (CI 13.1.3) O
PW
15.1 Work with CalTrans to improve appearance of Highway 101
(CI 15.1.1) O PW
16.1 Reevaluate all Circulation Element projects before
implementation (CI 16.1.3)
O PW
16.1 Major project proposals will include effects on the nearby
neighborhoods and entire city (CI 16.1.4)
O PW
3.1 Develop a bulk discount rate for monthly transit passes
(CI 3.1.2)
O PW
2.1 Support aggressive APCD programs for Cal Poly, Cuesta and
the Men's Colony (CI 2.1.3)
O PW
ATTACHMENT 2
C4 - 89
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
4.1 Encourage Cal Poly & Cuesta to provide incentives to use
alternate transportation (CI 4.1.1)
O PW
8.1 Cooperate with State & SLOCOG in evaluating HOV lanes on
State highways (CI 8.1.5) L
PW
10.1 Work with APCD to encourage trucks to turn off idling motors
when parked (CI 10.1.1) L
PW
15.1 Adopt a street corridor landscape plan for scenic roadways
(CI 15.1.3)
O CD
9.1 Ask CalTrans to designate Prado Road from Broad to Highway
101 as Highway 227 (CI 9.1.2) H
PW
3.1 Adopt 20 yr Transit Master Plans (CI 3.1.1) M PW
3.1 Develop a comprehensive marketing to reach target audiences
(CI 3.1.6; CI 8.11) M PW
8.0 Give priority to traffic programs identified in CI 8.0.1A with the
greatest potential to reduce traffic increases permitted by the
M PW
5.1 Adopt a pedestrian transportation plan (CI 5.1.1) M PW
6.3 Develop joint design & construction standards with County for
streets within the URL (CI 6.3.1) H PW
10.1 If LOS exceeded, limit truck delivery times in the commercial
core (CI 10.1.5) M PW
9.1 Adopt a plan & standards for installation and maintenance of
street amenity improvements (CI 9.1.4) O PW
11.1 Work with the ALUC to encourage quieter & environmentally
sensitive aircraft (CI 11.1.1) H PW
2.1 Work with area employers on a voluntary trip reduction
program (CI 2.1.5) H PW
Conservation and Open Space
3.6 Promote public awareness of cultural resources through
activities, including tours & clean-up events (COSE 3.6.1.A.3) C ADM
3.6 Assist the CHC in preparing archaeological resource
guidelines (COSE 3.6.5) C ADM
3.6 Display artifacts which illuminate past cultures (COSE 3.6.6) C ADM
3.6 Expand ARC guidelines to address specific guidance for new
buildings in historic districts (COSE 3.6.3) C CD
7.7 Adopt creek setback requirements (COSE 7.7.9) C CD
7.7 Protect natural communities (COSE 7.7.1) O ADM
7.7 Preserve ecotones through changes to or conditions on new
development (COSE 7.7.7) O ADM
7.7 Protect wildlife corridors through changes to or conditions on
new development (COSE 7.7.8) O ADM
8.7 Acquire land or interests in land for open space; seek variety
of funding sources (COSE 8.7.1.D) O ADM
8.7 Manage open space holdings and enforce open space
easements (COSE 8.7.1.E) O ADM
ATTACHMENT 2
C4 - 90
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.7 Avoid imposing taxes or fees that discourage open space or
agriculture (COSE 8.7.1.K) O ADM
8.7 Maintain the position of Natural Resources Manager and
consolidate open space functions (COSE 8.7.1.M) O ADM
8.7 Provide and maintain wildlife corridors thru or under barriers to
wildlife movement (COSE 8.7.2.E) O ADM
8.7 Provide continuing community education on open space
values, programs, rules (COSE 8.7.2.G) O ADM
8.7 Enlist volunteers and academic programs to restore and
monitor open space (COSE 8.7.2.H) O ADM
8.7 Adopt conservation plans for open space under City easement
or fee ownership (COSE 8.7.2.J) O ADM
9.3 Preserve the Morros, in cooperation with other government
agencies, non-profit land trusts and property owners (COSE
O ADM
8.7 Provide information on natural resources and land
conservation (COSE 8.7.1.I) O ADM
10.3 Participate with other agencies in watershed planning and
management (COSE 10.3.2.E) O ADM
3.6 Provide cultural resource awareness public educational
programs (COSE 3.6.6) O ADM
3.6 Encourage partnering for preservation (COSE 3.6.7) O ADM
3.5 Acquire in fee or partial interest in archaeological sites (COSE
3.5.1) O ADM
4.6 Promote technology and energy conservation businesses
(COSE 4.6.16) O ADM
5.5 Maintain inventory of recycling businesses and services
(COSE 5.5.5) O UT
8.7 Improve interagency cooperation for open space acquisition
(COSE 8.7.1.J) O ADM
8.7 Encourage sustainable agricultural practices, limit grading and
livestock near creeks (COSE 8.7.1.H) O ADM
8.7 Enhance and restore open space (COSE 8.7.2) O ADM
8.7 Establish self-sustaining populations of native species (COSE
8.7.2.B) O ADM
8.7 Remove invasive non-native species and prevent their
introduction (COSE 8.7.2.C) O ADM
8.7 Where possible, remove man-made elements from open
space areas (COSE 8.7.2.D) O ADM
7.7 Replace invasive non-native vegetation with native vegetation
(COSE 7.7.6) O ADM
3.6 Rehabilitate and maintain City-owned adobes and historic
structures (COSE 3.6.9) O ADM
8.7 Protect open space resources (COSE 8.7.1) O ADM
8.7 Identify alternative funding tools for replanting degraded creek
sections (COSE 8.7.2.K) O ADM
ATTACHMENT 2
C4 - 91
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.7 Acquire ownership/easements along creeks & wetlands for
drainage maintenance. & appropriate public access
(COSE 8.7.2 D, E, and F) O
ADM
8.7 Pursue means to protect open space (COSE 8.7.1) O ADM
8.7 Pursue source of open space funding (COSE 8.7.1.D.2) O ADM
8.7 Replace non-native creekside plants with native species
(COSE 8.7.2.B.2) O ADM
2.2 Model air pollution behavior, help educate public
(COSE 2.2.5) O CD
2.3 Monitor air quality and Clean Air Plan implementation
(COSE 2.3.2) O CD
2.3 Consult with APCD on significant development proposals
(COSE 2.3.2, 4.6.18) O CD
2.3 Promote alternative transportation/land use strategies
(COSE 2.3.3) O CD
2.3 Amend the General Plan as needed to achieve air quality
goals (COSE 2.3.5) O CD
3.6 Maintain and support the Cultural Heritage Committee
(COSE 3.6.1) O CD
3.6 Maintain financial assistance program to encourage
preservation & restoration of historic properties (COSE 3.6.2) O CD
3.6 Implement historic preservation standards for construction
within historic districts (COSE 3.6.3) O CD
3.6 Provide financial assistance and incentives for historic
preservation (COSE 3.6.2) O CD
3.6 Sponsor educational programs to foster appreciation of historic
resources (COSE 3.6.6) O CD
3.6 Promote adaptive reuse of historic buildings (COSE 3.6.8) O CD
3.6 Implement Cultural Heritage Committee Whitepaper
(COSE 3.6.10) C CD
4.6 Reduce obstacles to energy conservation (COSE 4.6.4) O CD
4.6 Administer State Building Energy Standards (COSE 4.6.7) O CD
4.6 Encourage energy-efficient design in private development
projects (COSE 4.6.8) O CD
4.6 Address solar access in new development (COSE 4.6.9) O CD
4.6 Require solar power for new dwellings (COSE 4.6.17) O CD
4.6 Seek Air Pollution Control District support for maintaining air
quality (COSE 4.6.18) O CD
5.5 Ensure new development projects include space for materials
recycling/storage (COSE 5.5.8) O CD
7.7 Maintain creek setbacks (COSE 7.7.9) O CD
8.7 Maintain Urban Reserve location (COSE 8.7.1.A) O CD
8.7 Promote open space by applying C/OS and Agriculture zoning
(COSE 8.7.1.B) O CD
8.30 Set subdivision and new development conditions consistent
with General Plan (COSE 8.30.1.C) O CD
ATTACHMENT 2
C4 - 92
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.7 Set conditions of subdivisions and development approvals
consistent w/ General Plan (COSE 8.7.1.C) O CD
8.7 Encourage transfer of development credit from open space
lands (COSE 8.7.1.F) O CD
9.3 Maintain and apply Sign Regulations consistent with the
General Plan (COSE 9.3.3) O CD
9.3 Conduct environmental and architectural review consistent
with General Plan (COSE 9.3.4) O CD
9.3 Require visual assessments for projects affecting important
scenic resources and views from public places (COSE 9.3.5) O CD
9.3 Determine that view blockage along a scenic roadway is a
significant impact (COSE 9.3.6) O CD
9.3 Review development in unincorporated County for consistency
with General Plan (COSE 9.3.7) O CD
9.3 Prohibit billboards (COSE 9.3.10) C CD
9.3 Establish and maintain a program of describing and monitoring
viewsheds within and adjacent to City limits to establish a
photographic baseline of visual setting (COSE 9.3.13) O
CD
10.3 Identify and protect groundwater recharge areas to maintain
suitable groundwater levels and to protect groundwater quality
O CD
4.6 Encourage sustainable employee commuting practices (COSE
4.6.5) O HR
8.7 Remove trash and contaminants with minimum disruption to
open space areas (COSE 8.7.2.F) O P&R
2.3 Provide alternative transportation incentives (COSE 2.3.4) O PW
4.6 Promote Sustainable design in City facilities (COSE 4.6.3) O PW
5.5 Use materials with reduced environmental impacts in City
operations and facilities (COSE 5.5.4) O PW
7.7 Implement natural communities policies through the Tree
Committee (COSE 7.7.9) O
PW
8.7 Locate, design and operate City facilities consistent with
General Plan (COSE 8.7.1.G) O PW
9.3 Locate and design public facilities and utilities consistent with
General Plan (COSE 9.3.1) O PW
9.3 Place underground existing overhead utilities, with highest
priority for scenic roadways, entries to the City, and historic
districts (COSE 9.3.9)
O
PW
2.3 Employ best available practices in City operations
(COSE 2.3.1) O UT
4.6 Promote efficient City energy use (COSE 4.6.1) O UT
4.6 Promote energy conservation education (COSE 4.6.6) O UT
4.6 Retrofit City facilities for energy savings (COSE 4.6.10) O UT
5.5 Use materials efficiently in City operations (computer
technology and copying) (COSE 5.5.1) O UT
5.5 Promote City materials reuse and recycling (COSE 5.5.2) O UT
ATTACHMENT 2
C4 - 93
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
5.5 Coordinate waste reduction and recycling efforts
(COSE 5.5.3) O UT
8.7 Establish positive relationships with landowners and
conservation organizations (COSE 8.7.1.L) O UT
10.3 Use water efficiently (COSE 10.3.1) O UT
10.3 Promote use of water-conserving landscape design and plant
materials (COSE 10.3.1.A) O UT
10.3 Encourage landscape maintenance and irrigation design to
conserve water. (COSE 10.3.1) O UT
10.3 Facilitate use of tertiary-treated water and seek legalization of
grey water for non-potable household uses (COSE 10.3.1) C UT
10.3 Promote water conservation through leak control in all
plumbing systems (COSE 10.3.1) O UT
10.3 Maintain water quality (COSE 10.3.2) O UT
10.3 Design and operate water supply, treatment and distribution
systems to prevent adverse effects on water quality (COSE
10.3.2.A)
O
UT
10.3 Design and operate wastewater collection and treatment
systems to prevent adverse effects on water quality (COSE
10.3.2.B)
O
UT
10.3 Regulate design, construction and operation of City facilities to
protect water quality (COSE 10.3.2.C) O UT
10.3 Regulate design of private water facilities to protect water
quality (COSE 10.3.2.D) O UT
4.6 Seek financial assistance for energy efficiency improvements
in City facilities (COSE 4.6.11) O UT
4.6 Manage City operations for energy self-reliance
(COSE 4.6.2) O UT
5.5 Expand City public information efforts on energy and materials
conservation goals (COSE 5.5.6) O UT
10.3 Coordinate erosion control in watershed w/ County & property
owners (COSE 10.3.2.) O PW
3.5 Establish and maintain records of archaeological sites
(COSE 3.5.9) M ADM
8.7 Establish performance standards for open space/agricultural
buffers (COSE 8.7.1.N) M ADM
3.6 Prepare post-disaster historic preservation standards (COSE
3.6.4) M CD
3.6 Update archaeological resource preservation standards
(COSE 3.6.5) C CD
9.3 Update community design guidelines to address views from
scenic routes (COSE 9.3.2) M CD
9.3 Advocate State and County scenic highway designations and
protective programs for scenic routes connecting San Luis
Obispo with other communities (COSE 9.3.8)
M
CD
4.6 Monitor energy use in City facilities and prepare biannual
report for City Council (COSE 4.6.12) O UT
ATTACHMENT 2
C4 - 94
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.7 Inventory natural areas that have been degraded; prioritize list
of restoration sites (COSE 8.7.2.A) H ADM
4.6 Prepare energy conservation plan for City facilities
(COSE 4.6.13) M CD
4.6 Adopt green building standards (COSE 4.6.14) H CD
10.3 Prevent storage of biological or chemical pollution from
locating in flood zones (COSE 10.3.2.F) H CD
9.3 Remove existing billboards through amortization, conditions of
development approval and grants for enhancing open space
and transportation corridors (COSE 9.3.11)
H
CD
9.3 City & County enforce an amortization program for billboard
removal along scenic roadways (COSE 9.3.11) H PW
10.3 Establish standards for non-point source water pollution in
cooperation with RWQCB (COSE 10.3.2.G) O PW
10.3 Establish a program for baseline water quality testing in City
creeks (COSE 10.3.2.H)O UT
4.6 Consider City-owned green energy utility (COSE 4.6.15) H UT
Noise
1.12 Review public and private development proposals for Noise
Element conformance (N 1.12) O CD
1.13 Require noise studies early in the review process when project
noise may exceed allowable limits (N1.13) O CD
1.14 Assure that noise mitigation measures are carried-out during
construction (N1.14) O CD
1.15 Monitor compliance with mitigation measures after project
completion (N1.15) O CD
Safety
9.19 Establish complaint-based code compliance for all buildings (S
9.19.C) C CD
9.19 Implement City-adopted program on Unreinforced masonry
buildings (S 9.19.D) C CD
9.3 Set response-time objective for Public Works (S 9.3.C) C PW
9.3 Evaluate fire-flow and identify deficiencies (S 9.3) C UT
9.4 Train building & planning staff in lessons from previous
disaster areas (S 9.4.B) O CD
9.19 Establish routine code inspections for commercial, industrial,
public-assembly, & group housing (S 9.19.B) O
CD
9.19 Provide outreach program for earthquake bracing of wood-
frame buildings (S 9.19.E) O CD
9.20 Administer zoning, subdivision, & Architectural standards
consistent with police & fire recommendations (S 9.20) O CD
9.21 Fire, police, public works, & utilities review development
applications for safety objectives (S 9.21) O CD
9.22 Maintain & administer building regulations in conformance with
State requirements (S 9.22) O CD
ATTACHMENT 2
C4 - 95
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
8.2 Review emergency response plans of utilities and
transportation agencies (S 8.2.5.B) O FD
9.7 Establish emergency operation center in Fire Station 1 and
backups sites (S 9.7) C FD
9.9 Keep Multi-hazard Emergency Response Plans current (S 9.9) O FD
9.2 Maintain and annually update emergency response plan
(S 9.2) O FD
9.3 Meet response-time objective of four minutes (S 9.3.A) O FD
9.6 Work w/CalTrans on hazardous materials approved routes and
related safety precautions (S 9.6.C) O FD
9.8 Expand and keep current safety-related information (S 9.8) O FD
9.10 Work with other jurisdictions on mutual-aid & automatic-aid
agreements (S 9.10) O FD
9.15 Support education programs for lower grades to teach fire
hazards (S 9.15.D) O FD
9.22 Maintain & administer fire regulations in conformance with
State requirements (S 9.22) O FD
9.4 Train fire fighters, police, building inspectors, public works, &
utilities staff (S 9.4.A) O FD
9.4 Conduct non-nuclear disaster-response exercises (S 9.4.C) O FD
9.5 Obtain information about specific location & type of fire & toxic
hazards (S 9.5) O FD
9.6 Participate in periodic regional disaster-response drills
(S 9.6.A) O FD
9.11 Prepare for post-disaster recovery (S 9.11) O FD
9.15 Develop program to familiarize residents with fire hazards and
appropriate responses (S 9.15.A) O FD
9.15 Promote efforts of the Fire Safe Council (S 9.15.B) O FD
9.15 Continue CERT training program (S 9.15.C) O FD
9.16 Help organizations that provide emergency outreach &
education (S 9.16) O FD
9.17 Encourage & participate in individual home inspection
programs (S 9.17) O FD
9.23 Conduct fire & hazardous materials inspections in commercial,
industrial, & multifamily buildings (S 9.23) O FD
8.1 Identify and maintain or remove hazardous trees for City
property and assist property owners (S 8.1) O PW
9.3 Set response-time objective for Utilities (S 9.3.C) C UT
9.19 Identify & evaluate facility hazards for City owned property (S
9.19.A) C PW
Parks and Recreation
6.0 Add fields in Damon-Garcia Sports Complex (PR 6.0.6) C P&R
3.16 Update & improve indoor facilities (PR 3.16.3) C P&R
ATTACHMENT 2
C4 - 96
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
3.18 Construct a therapy pool at the SLO Swim Center
(PR 3.18.1.2)
C P&R
3.19 Pursue joint use of SLO High School swimming pool (PR
3.19.2)
C P&R
4.3 Accommodate schedules of working people (PR 4.3.3.2) O P&R
5.1 Develop collaborative fee exchange with S.L.C.U.S.D. (PR
5.1.1)
C P&R
6.1 Upgrade Recreation Center to provide interim community
center (PR 6.1.1)
C P&R
6.0 Develop joint use agreements with other agencies in addition
to schools (PR 6.0.3)
C P&R
6.2 Construct mini-parks at Purple Sage Drive (PR 6.2.1) C P&R
6.2 Construct mini-park at Marsh & Santa Rosa (PR 6.2.1) C P&R
3.14 Partner with schools and other joint users to renovate existing
sports fields (PR 3.14.1)
O P&R
3.19 Continue the Playground Equipment Replacement Program
(PR 3.19.1)
O P&R
4.2 Regularly evaluate demand and need and modify as
appropriate (PR 4.2.2.1)
O P&R
4.2 Conduct periodic public evaluations of services (PR 4.2.2.2) O P&R
4.2 Regularly publicize recreational opportunities (PR 4.2.2.3) O P&R
4.2 Consider needs of underserved groups (PR 4.2.2.4) O P&R
4.2 Avoid duplication of commercial programs (PR 4.2.3) O P&R
4.2 Collaborate with groups providing high risk programs in open
space areas (PR 4.2.8)
O P&R
4.3 Recruit at-risk youth to participate in activities (PR 4.3.2.1) O P&R
4.3 Collaborate with other agencies in serving at-risk youth (PR
4.3.2.2)
O P&R
4.3 Evaluate services to determine benefits (PR 4.3.3.1) O P&R
4.3 Prioritize new activities from results of public input (PR 4.3.3.3) O P&R
4.3 Continue to maintain publicly accessible open space trails (PR
4.3.6)
O
P&R
6.0 Continue to improve existing fields (PR 6.0.1) O P&R
6.0 Transition from multi-use to single use fields (PR 6.0.2) O P&R
6.0 Develop new programs to not conflict with existing field use
(PR 6.0.4)
O P&R
6.0 Ensure athletic fields are provided within new residential
development (PR 6.0.5)
O P&R
6.0 Consider additional fields for needs not addressed with Damon
Garcia fields (PR 6.0.6)
O P&R
6.1 Consider revenue enhancement to fund new community center
(PR 6.1.3)
O P&R
6.2 Support neighbor efforts to develop mini-parks (PR 6.2.2) O P&R
ATTACHMENT 2
C4 - 97
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
6.3 Design new parks so they can connect to recreational trails
(PR 6.3.3)
O P&R
6.3 Connect existing parks & open space with trails (PR 6.3.4) O P&R
6.4 Schedule "unmet needs" projects through the CIP process (PR
6.4.1)
O P&R
6.4 Look for alternatives to address unmet needs projects (PR
6.4.2)
O P&R
6.3 Acquire open space property to construct trails (PR 6.3.1) O P&R
6.3 Use a variety of techniques to acquire open space (PR 6.3.2) O P&R
3.16 Acquire property and construct a community center (PR
3.16.2) H
P&R
3.17 Implement the revised Laguna Lake Park Master Plan
(PR 3.17.1 & PR 6.5.1) H
P&R
3.18 Implement the revised Sinsheimer Park Master Plan
(PR 3.18.1.1 & PR 6.5.1) H
P&R
Water and Wastewater
A2.3 Work cooperatively on regional water issues & resource
planning (WW A2.3.1) O UT
A2.3 Participate with SLO County in Integrated Regional Water
Mgmt Plan (WW A2.3.2) O UT
A2.3 Participate with other appropriate agencies in controlling
invasive species which could impact water supplies (WW
A2.3.3)
O
UT
A2.3 Work with agencies to minimize water quality impacts (WW
A2.3.4) O UT
A2.3 Continue to work with SLO County-operation of Salinas
Reservor & Nacimiento project (WW A2.3.5) O UT
A2.3 Complete sanitary surveys for Salinas & Whale Rock
reservoirs every five years (WW A2.3.6) L UT
A3.3 Provide water resource update to Council as part of annual
report (WW A3.3.1) O UT
A3.3 Update safe annual yield computer model for Salinas & Whale
Rock reservoirs following drought periods (WW A3.3.2) C
UT
A3.3 Monitor ongoing research for potential long term impacts to
water supplies from climate change (WW A3.3.3) O UT
A4.3 Work with other agencies to implement Best Management
Practices to reduce siltation (WW A4.3.1) O UT
A4.3 Continue education & outreach to owners in watersheds to
reduce siltation (WW A4.3.2) O UT
A4.3 Consider periodic siltation studies at each reservoir (WW
A4.3.3) M UT
A4.3 Provide annual update on siltation to Council (WW A4.3.4) O UT
A5.3 Provide annual update on water supply & demand projections
to Council (WW A.5.3.1) O UT
ATTACHMENT 2
C4 - 98
Status of General Plan Implementation Programs
Completed Lead
No.Summary or Ongoing Low Med High Dept
Difficulty to Complete
Status as of December 2014
A5.3 Conduct periodic updates to water development impact fees
(WW A5.3.2) O UT
A5.3 Prepare Urban Water Management Plan every five years (WW
A5.3.3) O UT
A5.3 Prepare water supply assessments for large new
developments (WW A5.3.4) O UT
A5.3 Analyze water efficiency program impacts to overall reduction
in water demand (WW A5.3.5) O UT
A6.3 Work with SLO County water agencies to identify cooperative
water efficiency measures (WW A6.3.1) O UT
A6.3 Participate in state & regional water conservation efforts (WW
A6.3.2) O UT
A6.3 Implement Water Shortage Contingency Plan as required
(WW A6.3.3) O UT
A7.3 Expand recycled water distribution system (WW A 7.3.1) O UT
A7.3 Review development projects to ensure recycled water is used
appropriately (WW A7.3.2) O UT
A7.3 Present annual recycled water use as part of annual report to
Council (WW A7.3.3) O UT
A7.3 Consider delivery of recycled water to customers outside City
limits (WW A7.3.4) M UT
B2.3 Expand capacity in collection system and Water Reclamation
Facility (WW B2.3.1)H UT
B2.3 Evaluate wastewater flows of proposed projects (WW B2.3.2) O UT
B2.3 Conduct periodic updates to wastewater development impact
fees (WW B2.3.3) H UT
B3.3 Prepare & implement Water Reclamation Facilty master plan
(WW B3.3.1) O UT
B3.3 Work cooperatively on regional water quality issues (WW
B3.3.2) O UT
B4.3 Investigate cost-effective methods for reducing infiltration and
inflow to the wastewater collection system (WW B4.3.1)H UT
B4.3 Provide education and outreach regarding infiltration and
inflow (WW B4.3.2) O UT
B4.3 Support retrofit of sewer laterals to reduce infiltration and
inflow (WW B4.3.3) O UT
B4.3 Update Sewer System Management Plan to maintain its
applicability (WW B4.3.4)O UT
B4.3 Maintain master plans for wastewater service to developing
areas of City (WW B4.3.5) O UT
B4.3 Review development proposals to ensure necessary
infrastructure is in place (WW B4.3.6) O UT
B4.3 Provide a Pretreatment Program pursuant to Clean Water Act
(WW B4.3.7) O UT
ATTACHMENT 2
C4 - 99
Status of Orcutt Area Specific Plan Implementation Programs
Complete Lead
No. Program Summary or Ongoing Low Med High Dept
1 2.2.2a Development subject to 20 ft setback from creek. O CDD
2 2.2.2b Development subject to 30 ft. setback from wetland
habitat
O CDD
3 2.2.2c Development subject to 20 ft. setback from
riparian/wetland mitigation areas & fenced.
O CDD
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 CDD
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 CDD
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 CDD
14 2.3.3b 12 acre park to be developed: 10 acres to be dedicated
w/Phase I development
O CDD
15 2.3.3c 2.5 acre junction park to be developed when impact
fees are available.
O PR
16 2.3.3d 1.5 acres of linear park to be developed w/bike path adj
to stormwater basin.
O CDD
17 2.3.3e 4 acres of park to be provided by a joint use facility
when elementary school is developed.
O CDD
18 2.3.4a Subdivisions may provide parkland in lieu of fee
payment if findings can be made.
O CDD
19 2.4.1a 20 ft landscaped setback from Orcutt and Tank Farm
Roads.
O CDD
20 2.4.1b Parcels adjacent to Tank Farm & Orcutt are sensitive
sites & require ARC review.
O CDD
21 2.4.1c ARC shall review landscape plans - cluster trees and
screen views of new structures.
O CDD
Status as of December 2014
Difficulty to Complete
ATTACHMENT 2
C4 - 100
Status of Orcutt Area Specific Plan Implementation Programs
Complete Lead
No. Program Summary or Ongoing Low Med High Dept
Status as of December 2014
Difficulty to Complete
22 2.4.1d Buildings on sensitive parcels shall not include 2nd story
unless 2nd floor is set back by 50 ft.
O CDD
23 2.4.1e PC shall review design of sensitive lots during
subdivision review to ensure views are maintained
O CDD
24 2.4.1f ARC design review of units along Tank Farm & Orcutt
for compatibility & views of hill
O CDD
25 2.4.1g E street residences shall not be visible from Orcutt/Tank
Farm intersection
O CDD
26 2.4.1h R-1 subdivision at west base of Righetti Hill - preserve
views from D street to hill
O CDD
27 2.5.1a Implement environmental mitigation measures with
entitlements as appropriate.
O CDD
28 3.2.19a Provide public plaza/seating areas adjacent to A/B
streets intersection.
O CDD
29 3.2.19 b Commercial uss to occupay ground floor of primary
commercial area.
O CDD
30 3.2.19c Provide commercial development incentives: additional
story, parking reduction, exemption from OASP add-on fees.
O CDD
31 3.2.24a Right-to-farm ordinance notification for real property
transfers.
O PW
32 3.2.24b Ag activities to be phased out by project build-out.
Existing uses legally-established subject to Non-conforming
uses under Zoning Code.
O CDD
33 3.3.4a City will support affordable housing in area through state
and local density bonus incentives.
O CDD
34 3.4.1a Geotech study required for each project site prior to
development.
O CDD
35 3.4.1b All structures & development shall meet appropriate
codes (Building & Transportation).
O CDD
36 3.4.2a Sites not previously surveyed shall conduct a Phase I
site assessment.
O CDD
37 3.4.2b Environmental assessment reqd prior to public access
or development for buidlings associated with ag uses and 55
gallon drums in plan area.
O CDD
38 3.5.2a-h Performance standards for airport compatibility. O CDD
39 4.1.1a Encourage archtectural styles: Craftsman, CA
Bungalow, CA Mission themes
O CDD
40 4.1.1b Design Standards for R-1 and R-2 districts. O CDD
41 4.1.1c Design Guidelines for R-1 and R-2 districts. O CDD
42 4.1.1d Design Standards for R-3 and R-4 development O CDD
43 4.1.1e Design Guidelines for R-3 and R-4 development O CDD
ATTACHMENT 2
C4 - 101
Status of Orcutt Area Specific Plan Implementation Programs
Complete Lead
No. Program Summary or Ongoing Low Med High Dept
Status as of December 2014
Difficulty to Complete
44 4.1.2a Residential design - use local streets to enhance
neighborhood atmosphere
O CDD
45 4.1.2b Design features (porches, entryways, yards) to
strengthen connections.
O CDD
46 4.1.2c Encourage universally accessible entries to residences. O CDD
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 CDD
49 4.2.3c Southern part of intersction of A&B streets to be
landscaped.
O CDD
50 4.2.4a Building setbacks from A Street defined O CDD
51 4.2.4b Trees in tree wells for whole mixed use area O CDD
52 4.2.4c Mixed-use building facades, materials, entries, windows
to be consistent with one another.
O CDD
53 4.2.1a Use figures 3.1 and 3.2 when reviewing intersection
plans for A and B streets
O CDD
54 4.2.1b Height ordinance allowed to be relaxed to enable
architectural features.
O CDD
55 4.3.4a Final landscape plan to include details & not use
invasive non-native plant species.
O CDD
56 4.3.4b List of plants not be be planted in OASP. O CDD
57 4.4.3a OASP lighting standards - style, height, efficiency,
sheilding, type, etc.
O CDD
58 4.5.1a 160 ft wide distance buffer from train tracks to
residential areas.
O CDD
59 4.5.1b Add landscaped berm or sound wall where buffer is not
adequate for noise.
O CDD
60 4.5.1c Orient residential uses and outdoor areas away from
railroad tracks.
O CDD
61 4.5.1d Put parking lots between residence and railroad tracks. O CDD
62 4.5.1e Locate sensitive uses within residences away from
tracks.
O CDD
63 4.5.1f Use insulating construction to reduce noise. O CDD
64 4.5.2a Set outdoor activity areas 80' back from Orcutt and
Tank Farm Rd to reduce noise.
O CDD
65 4.5.2b Locate sensitive uses within residences away from
roads.
O CDD
66 4.5.2c 60 ft wide distance buffer from Orcutt and Tank Farm
Rd to residences.
O CDD
ATTACHMENT 2
C4 - 102
Status of Orcutt Area Specific Plan Implementation Programs
Complete Lead
No. Program Summary or Ongoing Low Med High Dept
Status as of December 2014
Difficulty to Complete
67 4.5.2d Use insulating construction to reduce noise. O CDD
68 4.7.2 Building placement & construction to maximize passive
systems for heating, cooloing & lighting.
O CDD
69 4.7.2b Use shade, skylights, daylight controls, & glazing to
maximize energy savings.
O CDD
70 4.7.2c Residential developments of >5 units/non-residential
uses >5,000 sq ft shall comply with green building criteria
O CDD
71 4.7.2d 5% of all single family units shall use photovoltaics.
Increase this percentage by 4% each year.
O CDD
72 4.7.3a Energy star compliant appliances required for dwellings. O CDD
73 4.7.3b Use CFLs where possible. O CDD
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 neigbhorhood
commercial area) on both sides.
O PW
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 CDD
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
ATTACHMENT 2
C4 - 103
Status of Orcutt Area Specific Plan Implementation Programs
Complete Lead
No. Program Summary or Ongoing Low Med High Dept
Status as of December 2014
Difficulty to Complete
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
ATTACHMENT 2
C4 - 104
Status of Mid-Higuera Area Enhancement Plan
Status as of December 2014
Complete Difficulty to Complete Lead
No. Program Summary or Ongoing Low Medium High Dept
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) H
ADM
2 Improve open space at south end of Brook St. (PPO-d) 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.) 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
tiliti & billbd (Cid) 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) 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
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
ATTACHMENT 2
C4 - 105
Status of Railroad District Plan Implementation Programs
Status as of December 2014
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
ADM
3 Limit noise & emissions from engine idling between 10pm
and 6am (3.1M) O
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
CD
9 Encourage added public telephones or emergency call boxes
(2.7E) M CD
10 Install pedestrian crosswalks at Leff & Upham streets (4.1A)
M PW
- Upham Crosswalk complete, Leff still needed
11 Widen Santa Barbara Street from Broad to Upham - including
left turn pocket (4.1C) C
PW
12 Install standard gauge railroad track to display of historic
railroad cars (1.12) H CD
13 Install historic markers & improved walk of history describing
RR features (1.14) H CD
14 Public access to RR bikeway provided with Villa Rosa
development (1.17) H CD
15 Consider MU zone to allow broader range of uses (2.9D) H CD
16 Consider CDBG funds for business loans and rehabilitation
grants (3.1K) H CD
17 Enforce property screening & maintenance along ROW
(3.1N) H CD
18 Rehabilitate historic water tower to 1940s condition & update
historic marker (1.6) H CD
19 Evaluate assessment district to pay for undergrounding
utilities (3.1O) H PW
20 Construct bikeway on land adjacent to Johnson Ave for
Southbound bicyclists (1.1) H PW
21 Install bridge off Johnson Ave for bikeway north to Cal Poly
(1.2) H PW
22 Install pedestrian bridge over RR linking Fairview with Penny
Lane (1.3) H PW
23 Install bikeway & trail linking east side of RR tracks to signal
on Johnson @Lizzie St (1.4) H PW
ATTACHMENT 2
C4 - 106
Status of Railroad District Plan Implementation Programs
Status as of December 2014
Complete Difficulty to Complete Lead
No. Program Summary or Ongoing Low Med High Dept
24 Install new bikeway along both sides of RR ROW (1.5) H PW
- Partial improvements completed, significant improvements
still remain
25 Expand passenger loading zone in parking lot north of depot
(1.7) H PW
26 Install textured concrete paving & crosswalks, ped lighting,
trees & signage @ Leff and Osos (1.8) H PW
27 Plant palm trees on 50-100 ft centers (1.9) H PW
28 Acquire land & construct a multi-modal transit center with
parking, shelter, restrooms, info, bike storage, lockers etc
(1.10)
H
PW
29 Install street paving, curb, gutter, wood sidewalks, street
trees, lighting, & signage on Railroad Ave, Osos, Santa
Barbara, High, Emily and Roundhouse Streets (1.13)
H
PW
- Santa Barbara Street improvements complete; other
improvements remain
30 Install bikeway between Alphonso and Emily streets (1.15) H PW
31 Install ped/bike crossing for access from
Stoneridge/Lawrence Dr./Villa Rosa neighborhoods to
Sinsheimer Park (1.16)
H
PW
32 Improve bike/ped undercrossing to Sinsheimer Park (1.18) H PW
33 Install bikeway linking RR bikeway with Augusta /Southwood
Drive neighborhood through creek & park areas (1.19) H
PW
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
ATTACHMENT 2
C4 - 107
Status of Airport Area Specific Plan
Status as of December 2014
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) O ADM
4 Establish mitigation bank within Chevron property to serve
AASP & MASP areas (AASP 3.3.5) O ADM
5 Develop public access levels compatible with maintaining
habitat for Chevron property (AASP 3.3.6) O ADM
6 Restore creek areas (AASP 3.3.7) O ADM
7 Retain open space corridor to alow movement of wildlife on
Chevron property (AASP 3.3.8) O ADM
8 Maintain wildlife corridors south from AASP toward Indian
Knob & Davenport Hills by obtaining greenbelts and working
with County (AASP 3.3.9P
O
ADM
9 Enlarge wetland connection between areas north and south
of Tank Farm Rd (AASP 3.3.10) O ADM
10 City will manage acquired open space land to preserve
habitat (AASP 3.3.11) O ADM
11 City will pursue MOU for privately owned open space lands to
preserve habitat (AASP 3.3.12) O ADM
12 In lieu fee for development not able to dedicate land for open
space (AASP 3.3.14) O ADM
13 Expansions of URL will secure open space (AASP 3.3.15) O ADM
14 Resource management activities compatible with airport
operations (AASP 3.3.17) O ADM
15 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
ATTACHMENT 2
C4 - 108
Status of Airport Area Specific Plan
Status as of December 2014
Complete Difficulty to Complete Lead
No. Program Summary or Ongoing Low Med High Dept
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 creekside 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
ATTACHMENT 2
C4 - 109
Status of Margarita Area Specific Plan
Status as of December 2014
Complete Difficulty to Complete Lead
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
CDD
3 1.1c Previously graded road to Telecom facilities will be
relocated. O
CDD
4 1.2.a Acacia Creek corridor shall be 100 ft wide exclusive of
sports fields & will be replanted with riparian plants. O
CDD
5 1.2.b Swales emerging from hills will have open space
corridors 50 ft wide & fenced near developed areas. O
CDD
6 1.2c Lower swales thru neighborhood park will be accessible
for play O
CDD
7 1.3 Riparian and seasonal wetlands which are shown as
development areas will be replaced in kind within MASP. O
CDD
8 1.4a MASP development to detain peak stormwater flows on-
site. Shallow basins are preferable to deeper ones. O
CDD
9 1.5a Protect ag land elsewhere in URL or greenbelt. O CDD
10 1.6a Provide 10 acre neighborhood park, and 16 acre
improved sports field. O
CDD
11 1.6.1a Neighborhood Park req's including equipment and
landmark feature
CDD
12 1.6.1b Some seating, cooking & small child play space to be
partly enclosed. O
CDD
13 1.6.2 Greenspace and play fields mainly semi-natural
vegetation, with large trees only at edges & possiblity of
community gardens. O
CDD
14 1.6.3 Greenways for cycling & walking paths. O CDD
15 1.6.4 Sports fields to accommodate active recreational uses
& include on-site parking. Shielded night lighting. C
CDD
16 2.1.1 Low Density Residential areas for SFRs only. No
churches, schools or secondary dwellings. O
CDD
17 2.1.2 Density will be 7-9 dwellings/acre O CDD
18 2.1.3 Lot dimensions are regulated by Table 2 O CDD
19 2.1.4 A-C - setbacks and building/parking orientation O CDD
20 2.1.5 Each dwelling shall have 2 off-street parking spaces -
one covered. & alley access standards O
CDD
21 2.2.1 Medium density residential areas -detached houses on
small lots or groups of detached dwellings on larger lots O
CDD
22 2.2.2 Medium Density shall be 8-16 dwellings/acre. O CDD
23 2.2.2a-e Lot dimension table & standards for Med Density O CDD
24 2.2.4 Med Density Building form - setbacks and architecture
O
CDD
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25 2.2.5 Parking to be located at rear. Alley access standards
and special setbacks if located in front. O
CDD
26 2.3.1 Med-High Density Res for attached dwellings or PUDs.
No churches or schools allowed. O
CDD
27 2.3.2 Med-High Density will be 13-18 units/acre. O CDD
28 2.3.3 Lot dimensions per Table 4 O CDD
29 2.3.4a&b Setbacks and architectural criteria O CDD
30 2.3.5 Parking to be located at rear. Alley access standards
and special setbacks if located in front O
CDD
31 2.4.1 High-Density Residential - allow a mix of densities and
ownership. Churches and Schools not allowed O
CDD
32 2.4.2 High-Density Residential density will be 19-24
units/acre O
CDD
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
CDD
34 2.4.4a-c High Density building form - setbacks, arch
character and porches or other outdoor space. O
CDD
35 2.4.5 Parking requirements and location O CDD
36 2.5.1 Neighborhood commercial uses = CN zone except no
uses larger than 5,000 sq ft, schools, services stations O
CDD
37 2.5.2 CN Density shown in Figure 5 O CDD
38 2.5.3 CN lot dimensions & size minimums O CDD
39 2.5.4a-f CN Building Form (coverage, height, setbacks, FAR,
size, architectural character O
CDD
40 2.5.5 CN parking rquired 1/500 sq ft. & 1/300 sq ft for bikes O CDD
41 2.6.1 Business Park uses - master-planned campus-type
development. O
CDD
42 2.6.1a BP Office - small offices and mixed use.O CDD
43 2.6.1b BP General - R&D, Light manufacturing, business
services. Alowed uses listed by approval level. O
CDD
44 2.6.1c BP- Outdoor - landscaped parking, storage, employee
recreation areas O
CDD
45 2.6.1d BP- prohibited uses = carnivals, convalescent
hospitals, dwellings, homeless shelters, schools or public
assemby uses O
CDD
46 2.6.2 BP employee density not to exceed 40 persons/acre O CDD
47 2.6.3 BP parcel sizes & dimensions O CDD
48 2.6.4 BP vehicle access will be loops or grid extensions. NO
driveways on Prado Rd. O
PW
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49 2.6.5a-i BP site and building design (FAR, Orientation,
outdoor space, setbacks, parking lots, heights, massing,
entries, & materials)O
CDD
50 2.6.6a-d BP Continuity of landscape space O CDD
51 2.6.7a-d BP parking requirements & design O CDD
52 2.6.8a-b BP Landscape screening required for loading, waste
collection,utilities & mechanical equipment O
CDD
53 2.6.10 BP Outdoor employee amenity areas are required O CDD
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
CDD
55 3.1a Buildings to express human scale by articulating mass
O
CDD
56 3.1b Architectural styles in plan are encouraged O CDD
57 3.1c Residentail entries should be identifable from streets or
ped walkways O
CDD
58 3.1d Universally accessible entries are encouraged for all
buidlings O
CDD
59 3.1e All development is encouraged to have outdoor space
shileded from aircraft noise.O
CDD
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
CDD
61 3.3 Lighting shall be energy efficient, avoid glare and
minimize illumination toward sky.O
CDD
62 3.4 Buidling form & placement to meet solar exposure
objectives. O
CDD
63 3.5 Public art to be encouraged at neigbhorhood park &
principal collector street entries.O
CDD
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
CDD
65 3.7 Fence and wall designs to comply with community design
guidelines O
CDD
66 4.2a-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
CDD
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Program Summary or Ongoing Low Med High Dept
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
70 5.2b Bike path width, paving, signs and features to comply
with Bicyce 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 CDD
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
stormwater issues. Develoers areresponsible for drainage
facilities serving their parcels. O
PW
81 7.3.2 All drainage facilities must comply with NPDES & post
construction runoff controls O
PW
82 7.5 Each residence shall have one 2" conduit conneted 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
undergound. All existing line facilities to be underground at
time of frontage construction. O
PW
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Program Summary or Ongoing Low Med High Dept
84 7.8 Streets & utilities installations must be built to ensure that
later projets can build upon systems that are appropriately
sized and located. O
PW
85 8.1a The area shall accommodate at least 2 sites with a total
capacity of 40 dwellings for HASLO to provide affordable
housing. O
CDD
86 8.1b Residential area may be developed with modular or
manufactured dwellings that comply with specific plan. O
CDD
87 8.1c Affordable housing density bonuses available in area
designated in Fig 5 only due to airport land use plan. O
CDD
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Status of Climate Action Plan
Status as of December 2014
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
BLD 1.2
Encourage monitoring of energy use via
energy monitors, web apps, and State-
required energy disclosures
O
BLD 1.3 Evaluate options for local energy
conservation ordinance M
BLD 1.4 Identify energy efficient upgrades for historic
buildings that preserve integrity M
BLD 2.1 Expand incentive program for projects that
exceed Title 24 L
BLD 2.2 Require new development to install energy
efficient appliances O
BLD 2.3 Amend design guidelines to promote low
impact development strategies L
BLD 3.1 Promote energy efficiency programs and
financing O
BLD 3.2 Collaborate with County, state, & energy
providers for single portal to database O
BLD 3.3 Work with local green build organizations for
outreach and education L
BLD 3.4 Work with business community for a green
business certification program L
RE 1.1 Work with County to promote remewable
funding and financing O
RE 1.2
Work w/county & regional energy providers
to evaluate a "feed-in tariff" program to pay
for renewable energy provided
M
RE 2.1 Incentivize renewable energy generation by
reducing permit costs & streamlining review O
RE 2.2
Revise City policies to remove barriers to
renewable energy use & implement COSE
4.6.17
L
RE 2.3 Evaluate feasibility of regional CCA L
RE 3.1 Educate community re: renewable energy
programs O
RE 3.2 Consider results of SLO-RESCO project L
RE 3.3 Encourage use of photovoltaics O
TLU 1.1 Implement the short range transit plan M
TLU 1.2 Continue to research funding sources for
transit service upgrade projects O
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No. Program Summary or Ongoing Low Med High Dept
TLU 2.3 Work with APCD on EV Readiness O
TLU 2.4 Identify street networks appropriate for NEV
use M
TLU 2.5 Designate spaces in public parking lots and
MF housing projects for car-shares M
TLU 3.1 Modify BTP to achieve 20% bike mode
share H
TLU 3.2 Develop funding & staff resources to
implement BTP H
TLU 3.3 Research bike-share program near parking
facilities L
TLU 4.1 Require new & redeveloped streets to
address all travel modes M
TLU 4.2 Develop a Downtown Pedestrian Plan M
TLU 4.3 Collaborate to expand Safe Routes to
School programs, events & projects M
TLU 4.4 Identify traffic congestion management
techniques M
TLU 5.1 Improve connectivity between
neighborhoods M
TLU 5.2 Promote infill (increase density in suitable
zones)L
TLU 5.3 Incentivize mix-use by addressing parking
and streamlining permit review M
TLU 5.4 Evaluate mixed-use projects in high density
residential zones L
TLU 5.5 Apply MU overlay zone to areas suitable for
TOD M
TLU 6.1 Make cost of using DT parking structures
less expensive than parking meters M
TLU 6.2 Locate transit stops & bike racks near
parking structures M
TLU 7.1
Amend zoning regulations to increase
potential parking reductions from 10-30% for
shared parking
M
TLU 8.1 Improve City's jobs-housing balance O
TLU 8.2 Support infill housing - especially below
market rate housing O
TLU 8.3 Continue to reduce barriers to production of
SDUs O
TLU 9.1 Distribute tranportation welcome packets L
TLU 9.2 Install informational bike signage L
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No. Program Summary or Ongoing Low Med High Dept
TLU 9.3 Continue partnerships with regional
organzations on outreach and education O
TLU 9.4 Market incentive programs to employers and
workers L
WTR 1.1 Require landscape projects to minimize turf
and use native & drought-tolerant plants L
WTR 1.2 Require landscape projects to use low-water
using & efficient irrigation systems L
WTR 1.3 Encourage use of recycled, grey, or
rainwater harvesting systems L
WTR 2.1 Review development for consistency with
CALGreen water standards L
WTR 2.2 Expand recycled water infrastructure to
encourage use by new projects L
WTR 2.3 Require use of native & drought-tolerant
plants L
WTR 3.1 Provide graphic history & comparison of
water usage on utility bills M
WTR 3.2
Maintain on-line resources & outreach
materials for water saving tips, planting
guides, & rebates
O
WST 1.1 Continue to provide recycling & green waste
services O
WST 1.3 Enforce IWMA standards re: recycling
services provided by landlords M
WST 1.4 Re-establish financial support for home
composting M
WST 1.5 Explore feasilibity of waste audit program M
WST 1.6 Consider curbside food waste pickup M
WST 1.7 Evaluate effectiveness of food packaging
ordinance M
WST 1.8 Evaluate collection of waste cooking oil and
city-run biodiesel distribution M
WST 1.9 Evaluate relocating biosolid composting
closer to City M
WST 2.1 Provide option for waste audits to educate
consumers where waste can be reduced L
WST 2.2 Maintain on-line resources & outreach for
recycling O
WST 2.3 Host interactive workshops on home
composting L
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Complete Difficulty to Complete Lead
No. Program Summary or Ongoing Low Med High Dept
WST 2.4
Explore options for landfill & Water
reclamation site visits to public & school
groups
L
PKS 1.1 Conduct audit of parks & open space to
identify tree planting locations H
PKS 1.2 Expand tree planting programs H
PKS 1.3 Establish Urban Forester intern program H
PKS 2.1 Negotiate easements & land donations for
conservation H
PKS 2.2 Implement conservation plans for open
space areas H
PKS 2.3 Use conservation easements to create
connected trails O
PKS 2.4 Expand donation programs for open space
preservation & maintenance H
PKS 2.5 Partner w/other organizations to preserve
open space & develop parkland H
PKS 3.1 Store City green waste at composting
facilities L
PKS 3.2 Continue to chip larger green waste & make
available for public use O
PKS 4.1 Identify suitable locations for community
gardens L
PKS 4.2 Implement Calle Joaquin AG Reserve
master Plan L
PKS 5.1 Continue tree planting & maintenance
education programs O
PKS 5.2
Partner w/regional organizations to create
volunteer opportunities for trail & open
space maintenance.
O
PKS 5.3 Advertise availability of green waste.O
GO 1 Create & implement a City building retrofit
program M
GO 2 Generate renewable energy at City-owned
facilities H
GO 3 Continue to upgrade to fuel-efficient vehicles O
GO 4.1 Replace traffic signal fixtures with LEDs M
GO 4.2 Replace streetlights w/high efficiency
fixtures O
GO 4.3 Upgrade outdoor lighting fixtures at City-
owned facilities M
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No. Program Summary or Ongoing Low Med High Dept
GO 5.1 Prioritize replacement of water pumping &
lift stations H
GO 5.2 Implement the WRF energy conservation
plan H
GO 6.1 Ensure all City facilities have recycling
containers L
BO 6.2 Assess feasibility of food scrap collection &
pickup in public places L
GO 7.1 Choose right plants for City landscapes L
GO 7.2 Prepare soils for water penetration &
retention L
GO 7.3 Design & operate efficient irrigation L
GO 7.4 Install water efficient fixtures & maintain leak
control at City facilities O
GO 8 Use BAT for equipment & vehicle fleet
replacements M
GO 9 Continue to reduce single occupant
employee commuting O
GO 10 Hire staff to implement CAP & energy
programs H
GO 11.1 Publish CAP information on web site O
GO 11.2 Participate in regional events to educate
community about climate action planning O
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