HomeMy WebLinkAbout09-15-2015 Item 08 - Review Final 2013-15 Major City Goal Update
Meeting Date: 9/15/2015
FROM: Wayne Padilla, Director of Finance & Information Technology
James David, Principal Analyst
SUBJECT: REVIEW FINAL 2013-15 MAJOR CITY GOAL UPDATE
RECOMMENDATION
Accept the final update on the 2013-15 Major City Goals.
DISCUSSION
There has been substantial progress made on all of the 2013-15 Major City Goals and Other
Important Objectives (Attachment 1, Status of Goals and Objectives). As of June 30, 2015 six of
the seven Major City Goal work programs are at least 90% complete, and all three Other
Important Objective work programs are at least 70%. Action plan items that have not been
completed are either (1) scheduled for completion in the near term, (2) carrying over to 2015-17
Council Goal work programs, or (3) are recommended for elimination. Details on these tasks are
listed below including the page number where each task can be found in the attached Goals and
Objectives Status Report.
Near-Term Completion Tasks (within a year)
Task Expected Completion Date
Neighborhood Wellness (pg. E-8)
Administrative Citation Appeals Program Fall 2015
Municipal Code Review Fall 2015
Abatement Fund Spring 2016
Assess and Renew Downtown (E-27)
Mission Plaza Master Plan Spring 2016
Open Space (E-33)
Trail connecting Froom Ranch to BLM parcel August 2015
Carryover Tasks (action in 2015-17)
Task 2013-15
Goal/Objective
2015-17
Goal/Objective
Support new Homeless Services Center (E-2) Address Homelessness Housing
Rental Inspection Program (E-8) Neighborhood
Wellness
Neighborhood
Wellness
Neighborhood Initiatives – Matching Grants
(E-9)
Neighborhood
Wellness
Neighborhood
Wellness
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Bob Jones City-to-Sea Trail – environmental
review (E-21)
Bicycle and Pedestrian
Paths
Multi-Modal
Transportation
Break down barriers to job creation – key
sites (E-24)
Economic
Development
Marsh St Bridge design (E-36) Infrastructure
Maintenance
Multi-Modal
Transportation
Prado Rd Creek Bridge widening (E-41) Improve
Transportation
Multi-Modal
Transportation
Railroad Safety Trail – Taft to Pepper (E-41) Improve
Transportation
Multi-Modal
Transportation
Lighted crosswalks (E-41) Improve
Transportation
Multi-Modal
Transportation
Short-Range Transportation Plan (E-41) Improve
Transportation
Multi-Modal
Transportation
Calle Joaquin Ag Reserve planting and
invasive species control (E-32)
Open Space
Expansion
Open Space
Preservation
New trail signs and kiosks (E-33) Open Space
Expansion
Open Space
Preservation
Donation station program (E-33) Open Space
Expansion
Open Space
Preservation
Tasks Recommended for Elimination
A set of action plan items are being recommended for elimination based on circumstances that
have developed since the adoption of the original goal. A list of these tasks, followed by staff
response in italics, is shown below:
Economic Development
1. Complete an infrastructure financing assessment (E-24). No longer necessary due to
recently adopted Infrastructure Investment Capital Fund.
2. Identify strategic infrastructure projects (E-24). No longer necessary due to recently
adopted Infrastructure Investment Capital Fund.
3. Enhance data collection using business license program (E-25). Staff gained access to the
information needed through the use of an agreement with the State rather than going
through a private company.
Assess and Renew the Downtown
4. Utilize Volunteers in Police Service as downtown patrols (E-27). Not necessary because
it duplicates the Downtown Association’s Ambassador Program.
5. Assess public safety access to existing business camera systems (E-27). Due to workload
constraints in both the Police and Finance/I.T Departments, initial review reveals that it
is not feasible to evaluate comprehensively and undertake a project to facilitate access to
private business camera systems.
Open Space Expansion
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6. Update Conservation Guidelines for open space (E-31). Council approved deletion on
March 18, 2014.
7. Saving Special Places report (E-31). Replaced with 2015 Bishop Peak Natural Reserve
Conservation Plan update.
8. Prepare Islay Hill and Righetti Hill Open Space Conservation Plans (E-31). Council
approved deletion on March 18, 2014.
Infrastructure Maintenance
9. Fire Station roll-up door replacement (E-35). Staff noted that the replacement of roll-up
doors at fire stations was not actually programmed into the 2013-15 CIP. The
replacement of these doors at fire stations will be programmed as needed in the future.
10. Water Treatment Plant air compressor replacement; Distribution pump station upgrade
design; Slack Tank replacement design (E-35). These projects were removed from the
enterprise fund’s CIP list by the City Council as part of the 2015 -17 Financial Plan
adoption.
11. Serrano Water Tank coating and retrofit (E-37). The retrofit of the Serrano water tank is
being reprioritized to allow other projects to be funded at this time.
12. Culvert repair projects at Broad & Leff, and Hathway & Murray (Page E-38). These
projects were not funded as part of the adopted Financial Plan, but were inadvertently
left in the Action Plan.
Major Capital Projects
In addition to the action plans outlined for each goal, there are several major capital projects that
have been tracked during 2013-15 through construction, design and study phases. As shown in
the tables below, the City completed six of ten construction projects, with work continuing on
the remaining four, which includes the LOVR interchange, Energy Upgrades at the Water
Resource Recovery Facility and the various bike facility improvements.
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0%10%20%30%40%50%60%70%80%90%100%
LOVR Interchange
Bicycle Facility Improvements
Water Resource Recovery Fac Energy…
Open Space Acquisition
Laguna Lift Station Replacement
Railroad Safety Trail—Hathway to Taft
Bob Jones Trail Connector at LOVR
Street Reconstruction/Paving
Skate Park
Playground Equipment Replacement
Under Construction
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Design
*WRRF Design to begin in Winter 2015
Study
CONCURRENCES
All departments assigned Major City Goal/Other Important Objective work plan tasks have
contributed to the attached status report.
FISCAL IMPACT
The outcomes reflected in the report do not create a fiscal impact beyond that which was
originally anticipated when these goals and objectives were first adopted.
ALTERNATIVE
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1. Do not accept the 2013-15 Status Report on Major City Goals and Other Important
Objectives, and give direction to staff to refine or add more information.
Attachments:
a - 2013-15 Major City Goals and Objectives Status Report Final Update
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Status of 2013-15 Council Goals and
Objectives
As of June 30, 2015
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STATUS OF GOALS AND OBJECTIVES
As June 30, 2015
TABLE OF CONTENTS
INTRODUCTION
Overview .......................................................... 1
Report Card: Major City Goals and Other
Important Council Objectives...........................1
MAJOR CITY GOALS
Homelessness ................................................... 2
Neighborhood Wellness ................................... 8
Sustain Essential Services & Fiscal Health .... 15
Bike & Pedestrian Paths ................................. 21
Economic Development ................................. 24
Assess and Renew the Downtown .................. 27
Skate Park ....................................................... 30
OTHER IMPORTANT COUNCIL
OBJECTIVES
Open Space ..................................................... 31
Infrastructure Maintenance............................. 35
Improve Transportation .................................. 41
CARRYOVER GOALS AND OBJECTIVES
Update Land Use and Circulation Elements .. 43
Action Plan Changes and Next Report ........... 44
STATUS OF MAJOR CIP PROJECTS
Status of Major Capital Improvement
Plan (CIP) Projects...................................45
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INTRODUCTION
E-1
OVERVIEW
This report provides the third and final status update
for the Major City Goals and Other Important
Council Objectives set by the
Council as part of the 2013-15
Financial Plan.
Report Card. The following is a
quick “report card” on the status of
Major City Goals and Other
Important Council Objectives
based on the “action plans”
approved by the Council as part of
the 2013-15 Financial Plan.
The results reported here are as of
June 30, 2015 and indicate that
most of the work plans been made in attaining these
goals and objectives.
Organization. Following the “report card” is a
more detailed report on each Major City Goal and
Other Important Council
Objectives, which shows the
objective and action plan as
adopted by the Council. Revisions
to the goals are displayed as
follows:
Additions are shown in italics;
Date changes are shown in
italics and highlighted in a separate
column; and
Deletions are shown in
strikeout.
Report Card: 2013-15 Major City Goals & Other Important Objectives – Percent Complete as of 6/30/15
Important Note
Many of these objectives are
multi-year goals that have
activities associated with
them that go beyond the
2013-15 Financial Plan
period. This status report is
focused on approved
“Action Plan” tasks as of
June 30, 2015
0%10%20%30%40%50%60%70%80%90%100%
Address Homelessness
Neighborhood Wellness
Preservation of Essential Services & Fiscal Health
Bike/Pedestrian Paths
Economic Development Strategic Plan
Assess/Renew Downtown
Skate Park Construction
Major City Goals
0%10%20%30%40%50%60%70%80%90%100%
Infrastructure Maintenance
Open Space Expansion
Improve Transportation
Other Important Council Objectives
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
E-2
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
Objective: Implement comprehensive strategies to address homelessness in our City in partnership with other entities.
Encourage existing, improved, and expanded services (including advocating to the County and other organizations for
delivery of case management, drug, alcohol, and detoxification services, and mental health services), support the
establishment of a new homeless services center, and pursue good-neighbor, safety, and quality of life programs
(including restrooms), using technology as appropriate.
Action Plan:
Task Current Revised
Encourage existing, improved, and expanded services
1. Increase coordination and representation of City interests in discussions with the County,
social services providers and non-profit organizations for delivery of existing, improved and
expanded services, including case management, drug, alcohol, detoxification, and mental
health services.
Ongoing Complete
2. Continue the City’s Homeless Issues Working Group, and HSOC and FPDC participation to
support and implement the 10-Year Plan and identify, evaluate, and implement strategies to
reduce the impacts of homelessness on the City.
Ongoing Complete
3. Continue, and increase where feasible, financial support for Maxine Lewis, Prado, Safe
Parking Program, GIA Program, Housing Programs and Warming Station.
Ongoing Complete
4. Utilize the Human Relations Commission to outreach to the community and maintain f ocus
and strategic support and direction on homeless issues.
Ongoing Complete
5. Continue to implement Housing Element programs. Ongoing Complete
6. Work with developers to include affordable housing units in projects and to complete housing
projects in process.
Ongoing Complete
7. Look for new opportunities to use Affordable Housing Fund and grant monies to leverage
other funds for affordable housing projects.
Ongoing Complete
Support the establishment of a new homeless services center
1. Execute a MOU between the City, County and CAPSLO to formalize the common objectives
and methods for achieving development of a Homeless Services Center.
12/13 TBD
2. Continue, and increase where feasible, financial support for the Homeless Services Center. Ongoing Complete
Pursue good-neighbor, safety and quality of life programs
1. Implement a CAT team concept to address adverse transient/homeless behaviors. Ongoing Complete
2. Work with CAPSLO to enhance and support a comprehensive Good Neighbor Policy. Ongoing Complete
3. Develop all elements needed for donation station implementation, including monitoring,
maintenance, fund collection, deposition of funds, identification of recipients, and locations.
12/13 Complete
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
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Task Current Revised
4. Council direction on option for restroom provision. 1/14 Complete
5. Collaborate with interested private entities to implement a donation station program. 2/14 Complete
6. Start restroom implementation with completion date dependent upon solution (see “Assess
and Renew the Downtown” goal for specific recommendations.)
7/14 Complete
Status: 98% Complete. The following is a summary of accomplishments and important next steps for this goal:
Encourage Existing, Improved and Expanded Services
1 On October 1, 2013, Council approved amendments to Title 17 (Zoning Regulations) of the Municipal Code to permit
and provide standards for the operation of safe parking facilities on private properties within the City. The Ordinance
provides a limited exception to allow safe parking facilities on property located outside of the public right-of-way in
certain zoning districts subject to permit requirements; performance standards and use permit considerations to ensure that
safe parking facilities will be compatible with surrounding uses and effective at facilitating participants’ transition to
permanent housing. On October 22, 2014, the Planning Commission approved a Use Permit to allow CAPSLO to
continue the safe parking program at the Prado Day Center and increase the number of participates allowed from five to
seven.
2. Staff was actively involved with the 2013 and 2015 Homeless Enumeration Reports. Every two years, all jurisdictions
receiving federal funding to provide housing and services for the homeless are required by HUD to conduct a point-in-
time count of sheltered and unsheltered homeless persons at a single time during the last ten days of January. The data
collected through these counts help the federal government and local jurisdictions better understand the nature and extent
of homelessness and plan for needed programs and services. Additionally, local jurisdictions use the findings of their
point-in-time count to apply for federal funding for homeless programs. Release of the 2015 Homeless Enumeration
Report is anticipated in August 2015.
3 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 (BOS) authorized funding for case management services. The City submitted a
letter and provided testimony in support of this action. On August 26, 2014, the County BOS awarded a $1.86 million
contract over a three year period to Transitions Mental Health Association (TMHA), in conjunction with partnership
agencies, to implement the 50 Now program. The 50 Now program is exceeding expectations and is ahead of target
numbers established by the agreement between TMHA and the County. As of June 30, 2015, TMHA has housed 33
persons.
4 On September 30, 2014, the County was informed that the U.S. Department of Veterans Affairs (VA) awarded the
Supportive Services for Veteran Families (SSVF) grant to two local non -profit organizations. This grant provides
supportive services to very-low income veteran families in or transitioning to permanent housing. Funds are granted to
non-profit organizations that provide a range of services designed to promote housing stability. Community Action
Partnership of San Luis Obispo County (CAPSLO) will receive $4.9 million over the next three years to provide rapid
rehousing, homelessness prevention and supportive services to homeless and at-risk veterans and their families. The Good
Samaritan Shelter in partnership with the 5 Cities Homeless Coalition will receive $1.1 million over the next three years
for rapid rehousing and supportive services.
5 On January 28, 2015, Mayor Jan Marx accepted the Mayor Challenge to End Veteran Homelessness. Wit h this
announcement, the City joined a growing number of communities across the country making the pledge. This challenge
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
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was initiated by First Lady Michelle Obama and developed through the U.S. Department of Housing and Urban
Development (HUD) with the goal of providing access to permanent housing for all veterans by the end of 2015. Through
the Mayors Challenge, mayors and other state and local leaders across the country will marshal federal, state, local, and
non-profit efforts to end veteran homelessness in their communities.
6 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 community members that are impacted by homelessness.
7 Staff provides leadership in implementing the 10-Year Plan by working with CAPSLO and other housing and service
providers including considering ways to encourage transitional housing and “housing first” options. Staff implements the
General Plan Housing Element, which contains policies and programs that support housing and service agen cies whose
mission it is to develop programs for the City’s homeless population. Staff promotes collaborative efforts and
opportunities to address the needs of the homeless population and acts as the City liaison to HSOC and Friends of Prado
Day Center.
8 On April 15, 2014, Council adopted funding recommendations for the 2014 CDBG Program Year in the amount of
$498,446. Of this amount, Council allocated $74,767 for the operation of the Maxine Lewis Memorial Shelter, $31,200
for plumbing rehabilitation of the Women’s Shelter and $139,898 for transitional housing rehabilitation. On March 17,
2015, Council adopted funding recommendations for the 2015 CDBG Program Year in the amount of $466,109. Of this
amount, Council allocated $69,916 for the operation of the Maxine Lewis Memorial Shelter and $197,971 for affordable
housing property acquisition.
Support the Establishment of a New Homeless Services Center
1 The City will continue to pursue an MOU between the City, County and CAPSLO to formalize the common objectives
and methods for achieving development of a HSC. The financial and operational data needed for this agreement is still
being developed.
2 In June 2014, CAPSLO acquired a portion of 40 Prado Road for development of a new Homeless Services Center
(HSC) and was successful in utilizing a $1 million State grant for property acquisition. The HSC will combine services
currently provided at the Prado Day Center and Maxine Lewis Memorial Shelter. The City has allocated $250,000
towards project design and construction and on January 20, 2015, executed a funding agreement with CAPSLO. In
addition, the City has also allocated $125,000 in CDBG funds for site and building design work on December 10, 2014,
the Planning Commission approved a Use Permit for the HSC, including a safe parking component, at 40 Prado Road. On
January 21, 2015, the Architectural Review Commission approved the building and site design Staff anticipates issuance
of a building permit for project construction by August 2015.
Affordable Housing
The City facilitates the provision of affordable housing and provides leadership in implementing the 10 -Year Plan by
partnering with a variety of social service providers and the Countywide Homeless Services Oversight Council (HSOC).
Providing affordable housing is one of the key objectives in transitioning homeless persons. This effort includes
administration of the City’s CDBG program, Housing Element implementation, awards of the City’s Affordable Housing
Fund to support transitional and low income housing, administration of the City’s Inclusionary Housing Program, and
participation in the planning and execution of a variety of special projects including the warming station at the Prado Day
Center, the safe parking program, and the proposed Homeless Services Center project.
On August 20, 2013, Council adopted changes to Chapter 17.90 (Affordable Housing Incentives) of the Zoning
Regulations to be consistent with State density bonus law. The City’s Affordable Housing Incentives were last updated i n
1995 and State law related to affordable housing production has substantially changed. Some highlights of the adopted
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changes include additional definitions, greater percentage of density bonus allowed for providing affordable housing and
additional options for alternative incentives and concessions.
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.
On January 20, 2015, Council adopted an update to the City’s Housing Element that will guide City housing actions
through 2019. The Housing Element is a state required element of the General Plan that must be updated every five years.
The update process is 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. Updating the Housing Element
is a key step in the City’s efforts to expand affordable housing opportunities. On April 6, 2015, the State Department of
Housing and Community Development found the City’s Housing Element in compliance with State housing element law.
State certification allows the City to apply for State and regional funding programs designed to reward local governments
for compliance.
On November 19, 2013 and November 18, 2014, Council approved Affordable Housing Fund awards for the Housing
Trust Fund (HTF) in the amount of $30,000 each to support the HTF’s operating expenses for 2014 and 2015. The HTF
provides three key services that benefit affordable housing in the City of San Luis Obis po: 1) financing, 2) technical
assistance and 3) advocacy. The HTF provides funding 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.
On September 27, 2013, Habitat for Humanity of San Luis Obispo County (HFH), City officials and a number of
community partners attended a home dedication ceremony for the families of HFH’s affordable housing development
located at 3212 Rockview Place. The site is approximately 12,000 square feet in area and the project included the
development of three single-family homes. These homes are deed restricted for purchase by very-low income families
under the City’s long-term affordability program. Each home occupies its own lot and includes approximately 1,000
square feet of living area with three-bedrooms and 1½ baths. The Habitat families that purchased the homes have
performed over 500 hours of sweat equity on their home. They purchased the homes with a no-interest loan and their
monthly mortgage payments will be used to support Habitat’s work throughout the County. The City contributed a
Community Development Block Grant of $241,217 and an Affordable Housing Fund grant of $38,783 for property
acquisition and site clearance and remediation.
On October 15, 2013, Transitions Mental Health Association of San Luis Obispo County (TMHA), City officials and a
number of community partners attended an open house and guided tour of “Hope House”, TMHA’s recently constructed
permanent supportive housing development located at 1306 Nipomo Street. The project included the renovation of an
existing 2,333 square foot home into two studio units and a wellness center and construction of a new two -story building
with six studio units and vehicle parking. All eight units are fully furnished and residential support services for the tenants
are provided on-site in the wellness center. These units are deed-restricted for rent by very-low income individuals under
the City’s long-term affordability program. The City contributed development review and citywide impact fee waivers to
the project.
On August 20, 2014, the Housing Authority of the City of San Luis Obispo (HASLO), City officials and a number of
community partners attended a ribbon-cutting ceremony for HASLO’s Moylan Terrace housing development located at
851 Humbert Avenue. The project includes a total of 80 townhomes with 27 deed restricted (34%) for very-low, low and
moderate income families. The first three phases (48 units) of the project are now complete with construction anticipated
to begin on the remaining phases in fall 2015.
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On June 11, 2014, South Street Family Apartments L.P. was awarded 9% tax credits by the California Tax Credit
Allocation Committee (TCAC) to help finance construction of a 43 unit multi -family rental apartment project. The project
is 100% affordable to extremely-low, very-low and low income households earning 30% to 60% of the Area Median
Income (AMI). O On March 19th, HASLO, ROEM Corporation, City officials and a number of community partners
attended a groundbreaking ceremony for the project. This project has a very complex financing package including federal,
state and local funding sources. The City has made a substantial financial contribution to the project, including a $650,000
Affordable Housing Fund loan, $622,277 CDBG loan and a $716,166 development impact fee deferral loan. Project
completion is anticipated in winter 2016.
On December 10, 2013, Council held two TEFRA public hearings for the reissuance of tax exempt bonds and loans by
HASLO for the Del Rio Terrace Apartments located at 2005 Johnson Avenue and the Carmel Street Apartments located at
433 Pacific Street. These projects include 59 affordable housing rental apartments for seniors. This action financially
assisted the projects by allowing HASLO to reduce the interest rates on the bonds and loans that financed construction.
To increase homeownership opportunities available and affordable to very-low, low and moderate-income households the
City partnered with HASLO and Goldfarb and Lipman to prepare documents that implement the City’s Equity Share
purchase program as provided for in Chapter 17.91.150 of the Zoning Regulations. This program allows buyers of
affordable units to enter into an agreement with the City that upon resale of the property, the City’s equity share in the
property is returned to the City for use in other affordable housing developments.
On June 16, 2015, Council approved Affordable Housing Fund loans totaling $1,317,879. The awards include HASLO’s
Sydney Street transitional housing rehabilitation project ($95,850); HASLO’s 860 On the Wye project ($302,029), which
is 100% affordable to very-low and low income households and will include nine studios, ten one-bedroom units and one
two-bedroom unit (total of 20 units). Ten of the units will be prioritized for veterans that are homeless or at risk of being
homeless; and HASLO’s Iron Works 3680 Broad project ($920,000), which is also 100% affordable to extremely-low,
very-low and low income households and will include 12 one-bedroom units, 19 two-bedroom units and 15 three-
bedroom units (total of 46 units). HASLO has applied to the state for 9% tax credits to help finance the projects and the
Affordable Housing Fund loans will assist them compete on a regional basis.
The City executed an affordable housing agreement with HASLO for Lot 108 of Tract 2353 (Serra Meadows) for the
construction of 27 affordable housing units. HASLO has released an RFP for project design and a planning application for
the project is anticipated in fall 2015.
Pursue Good Neighbor, Safety and Quality of Life Programs
1 CAT Team Concept - staff has assigned two officers who are currently working in the CAT Team capacity addressing
adverse transient/homeless behaviors. As part of the mission of the Community Action Team they have given directed
focus to the top ten chronic offenders within our community. These offenders are those that require the most repeat police
services for their behaviors, usually in the downtown. The CAT Team has met with the County Sheriff’s Department, the
District Attorney’s Office and the court’s to discuss long term solutions for these repeat offenders. These solutions include
both more severe punitive terms for these offenders and the connection to social services that could assist in transitioning
these people out of homelessness and into a sober living environments. The Cat Team has had at least four of the top ten
accept social services and is currently living in sober living environments.
2 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.
3 Donation Stations – The Downtown Association Board of Directors voted to participate and support this program as a
lead partner. The United Way has partnered with the program and is acting as the non-profit 501c(3) which will receive
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and distribute donations collected by the City. Specific beneficiaries have yet to be determined. The project is in its early
phases which currently include a marketing campaign. It is expected this will take place in the next sixty days. Other
phases will include identifying donation meter locations for installment and collection of donations. It is anticipated that
donation stations will be installed in the spring after careful coordination with local merchants and the Downtown
Association. Staff is currently preparing a memorandum of agreement to formalize the operations once the program.
The Project Team reviewed current directed giving efforts and has developed a link through the City’s website titled
“Homeless Solutions”. This link provides public information related to homelessness in our community and directs people
to homeless service opportunities for those in need. It also provides information on the Directed Giving campaign as well
as plans for the development of the Meter Donation Station Project. Citize ns can utilize links on this page to go directly to
the United Way website to provide donations.
The Project Team discussed in detail Donation Meters and the logistics with the implementation and installation of meter
heads. Currently the City uses IPS Group Inc. for our digital parking meters. This company will donate meter heads which
will be used specifically as donation locations. The meters will be placed at seven identified locations in heavily
pedestrian traveled areas. They will be marked in such a way that they will be distinguished as donation sites only and
will not be confused with normal parking meters.
Project Complete - Seven meters have been installed in the Downtown core. Meters are currently functioning and
receiving donations; as of the end of September a total of $8,500 has been donated to Friends of Prado through the
Directed Giving Campaign which includes meter donations and sponsorships. The committee continues to meet monthly
and is working on a potential public art process to enhance the meter’s presence.
Restrooms - Increasing restroom availability beyond their previous closure time is underway. Mission Plaza Restroom
hours were extended to midnight in July. Re-commissioning of the Broad Street restrooms is complete and the restroom is
open for late night use. Public Works alerted both the Police Department and the Downtown Association to share the
news with potential “customers.” Council reviewed the program at their May 6, 2014 meeting and provided direction to
staff.
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CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
Objective: Continue and Enhance Neighborhood Wellness Initiatives. Continue to support proactive code enforcement,
pursue a residential rental inspection program, improve street cleanliness, increase public safety enforcement, and support
neighborhood led initiatives.
Action Plan:
Task Current Revised
Proactive Code Enforcement
1. Develop an administrative citation appeals program and associated training protocols Ongoing Fall 2015
2. Produce and distribute quarterly Neighborhood Wellness newsletter Ongoing Complete
3. Noise abatement and residential parking district enforcement by SNAP Ongoing Complete
4. Improved education/outreach plan for neighborhood noise abatement. 8/13 Ongoing
5. Implement a lien process for uncollected fines and incurred costs. 8/13 Complete
6. Establish an Abatement Fund 9/13 Spring 2016
7. Conduct a municipal code review to identify possible amendments to code to facilitate code
enforcement efforts. 11/13 09/15
Rental Inspection
1. Identify best practices and complete a draft outline of the program 8/13 Complete
2. Conduct outreach with stakeholders to obtain input on the draft program outline 9/13 to 3/14 Complete
3. Review stakeholder input with Council and receive policy direction 4/14 Complete
4. Revise program outline and draft an ordinance 5/14 Complete
5. Conduct outreach with stakeholders on the revised program outline and ordinance 6/14 Complete
6. Agendize the Ordinance for public hearing and Council adoption 7/14 Complete
7. Begin rental inspection program if adopted by the City Council 3/15 Spring 2016
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Task Current Revised
Street Cleanliness
1. Identify problematic areas 10/13 Complete
2. Develop informational materials and delivery methodology to educate residents on their
sweeping day and the benefits of keeping cars off the streets for the sweeping 12/13 Complete
3. Evaluate informational campaign effectiveness 3/14 Complete
4. If needed, develop and implement enforcement activities 10/14 Ongoing
Public Safety Enforcement
1. Implementation and coordination of CAT team to address neighborhood concerns 7/13 Complete
2. Continue the development of park and neighborhood officers within identified geographical
boundaries for residential connectivity and collaboration Ongoing Complete
Neighborhood Initiatives
1. Obtain Council direction for guidelines and process for “Neighborhood Match” grants for
neighborhood improvement projects 1/14 8-18-15
2. Develop database of neighborhood boundary areas and contact information 1/15 Ongoing
3. Complete neighborhood tree plantings – as requested Ongoing
4. Participate in Neighborhood Civility Project Ongoing
Status: 95% Complete. The following is a summary of accomplishments and important next steps for this goal:
Proactive Code Enforcement
1. Develop administrative citation appeals program and protocols
Update: staff has received feedback and direction from both Council and advisory bodies on the best structure for a
program to ensure a functional appeals process as the City moves toward the expansion of administrative enforcement ,
especially in association with the rental housing inspection program. The objectives of the modified process are to ensure
due process for appellants and to develop a clear and defensible administrative record for the City, while maintaining an
expedient appeal process that is not unduly burdensome or bureaucratic. Following proposed revisions that considered
feedback from the Council and the Construction Board of Appeals, staff has reworked proposed revisions and is bringing
forward the necessary changes to the municipal code to formalize an administrative citation appeals program utilizing
hearing officers with defined qualifications and administration protocols for non-Title 15 (Building, Housing and Fire
Code) violations and a three member appeals board to hear more complex cases outside the Title 15 context. The
amendments are scheduled for introduction in October 2015. After adoption of the code revisions, staff will immediately
begin development of the program including recruitment of individuals to serve as hearing officers and Appe als Board
members, finalizing policies and procedures for the new appeals process, and implementation of training for staff and
appeals personnel. Since last discussing the proposed structure with Council, staff recommended and reviewed proposed
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bylaws amendments with the Construction Board of appeals to ensure consistency and clarity regarding their proposed
role in the administrative citation review process and staff received additional input from the Board regarding the
proposed revisions. Staff has also undertaken a comprehensive review of existing City appeals processes to ensure
consistency with the proposed revised program. The additional feedback received from the Board and interdepartmental
staff, as well as review of state code requirements unique to Building, Housing and Fire Code violations have caused staff
to modify and streamline the approach that will be presented to the Council in the fall. In short, the revised approach
proposes to have all Title 15 violations and citations reviewed directly by the Board of Appeals, while other
administrative citations will first be reviewed by a hearing officer, with an option to appeal that decision either directly to
the superior court pursuant to the administrative enforcement statute (where the appellant does not wish to challenge City
action by writ) or to the Administrative Review Board (where writ review is contemplated and a more comprehensive
administrative record is necessary).
2. Quarterly Newsletter – staff has been producing newsletters since Spring 2013. The newsletter email distribution list is
comprised of approximately 70 residents, several of which in turn forward the newsletter to their neighbors. The
Newsletter is also shared with Cal Poly and Cuesta administration. Content is comprised of updates on existing
neighborhood related projects as well as information on upcoming meetings, events and programs. The newsletter is also
posted on the Police Department page of the City website and the link is posted to the Neighborhood Services Facebook
page. The Winter edition of the newsletter will be distributed in February.
Update: Content for the newsletters is created by the Neighborhood Services Team represented by members of Code
Enforcement, Fire, Parking, Traffic, Planning, Recreation, Natural Resources, Utilities and Police.
3. Noise abatement and parking enforcement by SNAP – The SNAP schedule and responsibilities have been fine tuned.
SNAP is now reporting for shifts earlier as to better enforce residential parking districts. SNAP is also responding to noise
complaints during all six weekly shifts. Two SNAP teams are scheduled for traditionally busy t imes (start of school,
Halloween, etc.) to allow for quicker response time to noise complaints. Additionally, they are assisting with graffiti
abatement, tagging abandon vehicles for tow and abandoned bicycle tagging and retrieval. This task has been successfully
implemented and SNAP will continue to enforce parking and noise standards in the neighborhoods.
4. Outreach – with the amendments to Safety Enhancement, an extensive outreach strategy was put into place in August
and September. All property owners with business tax licenses were mailed a postcard explaining the safety enhancement
changes. Door hangers were distributed to over 3,000 residences in the neighborhoods which had a high percentage of
student age residents. The door hanger shared safety enhancement and “Avoid Party Regret” information as well as “how
to be a good neighbor” reminders. Two ads were run in the Mustang Daily, a full page in the WOW edition and a quarter
page in the Back to School edition and continued the safety enhancement and “Avoid Party Regret” messaging. The
Office of Neighborhood Services Facebook page was updated daily with rotating safety enhancement, “Avoid Party
Regret” and be a good neighbor message. Staff attended a variety of in-person events to share noise abatement
information: Cuesta new student orientation in August, WOW leader training prior to the start of WOW, two -day WOW
resource fair for new students, Inter-fraternal Council, PanHellenic Council, four fraternity chapter meetings and one
sorority chapter meeting. Staff presented to the Neighbors North of Foothill annual meeting in mid-November and shared
information on the Neighborhood Officer program and answered a variety of questions posed by the resident attendees .
Outreach for Halloween included print ads in the Mustang Daily, New Times and posters distributed by the Downtown
Association for food and beverage outlets. Cal Poly and Cuesta administration assisted with electronic distribution of the
Halloween enforcement information. Neighborhood Wellness meetings continue to be held bi-monthly at the Ludwick
Community Center. Recent topics of discussion have included the CAT team, open space and creek winterization,
Neighborhood Officer Program and the Civility Working Group. Upcoming topics will include residential drought and
city water conservation, the Cal Poly Off Campus Coordinator’s student education program, street sweeping and the
proposed rental inspection program.
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Update for 2014: Neighborhood Wellness meetings continue to be held bi-monthly at the Ludwick Center. Recent topics
include zone amendments, Mission Orchard Parking District establishment, school district property development, Cal
Poly’s off-campus program through Student Affairs, and the rental housing inspection program development.
Clean Up Week was moved this year to coincide with the high number of rental turnover at the end of June. Two types of
door hangers were used to share information with residents; the first was bright, colorful and offered information about
large item removal through SLO Garbage as well as info about burning furniture being a felony. It was hung on 2 ,500
doors one week prior to Clean Up Week. The second was strictly related to furniture burning and was used by Fire and
Code Enforcement and placed directly on the doors of residences with furniture in the yard or in front on the curb. The
outreach was extremely effective as only two furniture items were burned during Clean Up Week/move out.
New this summer was the opportunity to be part of the Soar Resource Pa nel at Cal Poly. Soar is the summer orientation
program for all incoming students and parents. The Resource Panel gave the Police and Fire Departments the chance to
talk directly to parents about what services are provided, enforcement practices , the Directed Giving campaign and
expectations of residents of the City. Approximately 1800 parents attended the sessions with Police and Fire.
Print ads for WOW and the first week of school went into the Mustang Daily with “Avoid Party Regret” and Safety
Enhancement messaging as well as the ad for the Back to School edition of the New Times. A scrolling slide show with
“Avoid Party Regret” and Safety Enhancement messaging was submitted to Cal Poly Housing to play on CPTV which
plays in the residence halls.
Presentations on Safety Enhancement and “how to be a good neighbor” were conducted to 700 WOW leaders as well as
all Greek presidents and “Avoid Party Regret” information given out to over 1000 new students during the WOW
Resource Fair. The Neighborhood Services Facebook page was used to get out information on Safety Enhancement as
well as reminders about being a good neighbor.
With over two years of proactive enforcement, the City of San Luis Obispo has data which shows areas where there is a
higher propensity of code and property maintenance standard violations. Enforcement resources are now focused in these
areas. Over 2,000 property maintenance and code enforcement cases have initiated. The majority of cases are from
complaints, but staff does take proactively enforce violations that can be viewed from the public right of way with priority
given to cases that have a clear health and safety nexus.
Work has started to develop Neighborhood Match grant guidelines for neighborhood improvement projects. Staff has
been meeting with the Neighborhood Wellness Group and has discussed the pilot project guidelines and process with the
Human Relations Commission. The draft Guidelines will be presented to Council on August 18, 2015 and if endorsed,
applications will become available for neighborhood groups in September 2015.
6. Staff has been collaborating on multiple fronts to improve the overall citation appeals process, developing a lien
process that is outlined in state law and the City’s municipal code. Additionally, staff is doing research on the
establishment of an abatement fund to assist with abatement efforts when exigent health and safety conditions exist that
require immediate attention and action. The first phase of changes to the City’s c ode enforcement program began with a
review of proposed changes to the City’s administrative citation appeals program. Staff appeared before City Council on
January 7th, 2014, to introduce, for Council’s approval, the recommendation of a uniform, two -step administrative review
procedure for those administrative citations appealed by aggrieved individuals. The recommendation would be
implemented by all City departments currently using administrative citations as an enforcement tool. Council approved
staff’s recommendation, and the City Attorney’s office subsequently drafted proposed changes to Chapter 1.24 to
establish two, distinct levels of administrative review before the validity of the administrative citation could be appealed
to superior court, as required under the California Government Code. As set forth above, staff has undertaken subsequent
review and drafting of proposed appeal process amendments to the Municipal Code and staff will be coming forward with
a streamlined and slightly modified approach to achieve the objectives of developing a complete administrative record
where a comprehensive record is necessary. The modified approach seeks to balance that need with the availability of an
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expedited process of review for those appellants not wishing to pursue writ review of City actions, permitting a direct
appeal form the hearing officer decision to the superior court as provided by the statute authorizing enforcement by
administrative citation. Once these changes are implemented, the focus will shift to presenting different enforcement
tools and the establishment of an abatement fund for Council consideration to enhance enforcement tools available to
address immediate health and safety issues.
Staff will move to establish the abatement fund for Council consideration in Spring 2016 after the hearing officer process
is fully implemented and the evaluation of the code enforcement tools is complete
7. Municipal Code Review- Staff is reviewing the existing municipal code sections related to neighborhood wellness and
will bring forward suggested revisions for future Council consideration, including a review of existing code enforcement
tools and recommendations regarding modifications or additional tools that could focus and enhanc e enforcement.
Rental Inspection
1 A Draft Project Plan for the development of a Rental Housing Inspection Program was presented to the Development
Oversight Committee in October 2013 and it is being further refined. Two interns from the University of Lu dwigsburg,
Germany, arrived on October 21st and assisted with research through January 16, 2014. An intern from Cal Poly has
expanded the research nationally to college towns having rental inspection programs. The research provides an overview
of other programs that have been implemented in other cities. and a basis for identifying the range of best practices and
options available for possible inclusion in a proposed program for San Luis Obispo. These options were presented to the
City Council at a study session on December 16, 2014 Council provided policy direction for development of a rental
housing inspection ordinance.
2. Public outreach regarding a potential Rental Housing Inspection Program started in January 2014. Staff made
presentations to numerous community, business and neighborhood groups to seek input on the advisability of such a
program, potential issues for stakeholders, and input on program scope and configuration.
Community Development Staff is working with the GIS Division to identify probable rental properties from available
County Assessor, Utility Department and Business Registration Data. On May 5, 2015, Council adopted an ordinance
amending Title 15 of the Municipal Code and passed a resolution establishing fees to implement th e Rental Housing
Inspection program. The 2015-2017 Financial Plan included additional staff resources to implement the program.
7. Update- Council adopted the Rental Housing Inspection Program at their May 5, 2015 meeting. Staff has worked since
that time to begin implementation of the program. Initial inspections are anticipated for April 2016, with full roll out of
the program in July 2016.
Community Development staff is working with Human Resources to recruit and hire the initial staffing for the program.
This includes the Code Enforcement Supervisor, an Administrative Assistant and an additional Code Enforcement
Officer. Staff is working with Information Technology Division staff to evaluate and implement software for management
of the program. GIS Division staff is assisting with finalizing the first comprehensive listing of possible rental homes.
This list will be used for notification of the amnesty period for property owners to correct code violations prior to the
beginning of program inspections. Public Works Fleet staff is acquiring vehicles for use by program staff. Community
Development staff is working to prepare the policy and procedures, forms and outreach materials for use in the program.
Street Cleanliness
2. Initial review, outreach and assessment efforts are complete. Information on where to find out what day your street is
swept was provided through newspapers, Facebook, the City’s website, Channel 20, and the Resource Newsletter that
goes out to households. Residents are being encouraged to keep their vehicles off the street during their sweep day.
Messaging was repeated at the start of the new school year. The outreach campaign had limited success. This is
attributed primarily to the reality that the streets with the most cars parked on them, do not have enough on -site parking to
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provide spaces for all the resident’s vehicles. In the case of the streets north and south of the Downtown parking district,
it is most likely employee parking combined with low availability of on-site parking at older homes.
Staff used the League of California Cities Listserv to obtain information about what other cities are doing with simil ar
situations, which included posting no parking, and requiring garages to be used for parking, but there were no easy
solutions. The estimated cost to provide the required signs in 1/3 of the City is $900,000, which would also require
dedicating police resources for enforcement. At such a high cost and high impact to residents, staff is not comfortable
recommending this option. Staff met with representatives of RQN and is planning to implement their suggestion, on a
pilot basis, to target areas around Cal Poly during times when Cal Poly is not in session. This is not a full time solution,
but could provide some better sweeping periodically in these areas.
Public Safety Enforcement
1. CAT Team – staff has assigned two officers who are currently working in the CAT Team capacity addressing
neighborhood concerns. The CAT Team continues to act in this capacity.
2. Development of a Neighborhood Officer Program – Patrol officers are currently assigned to thirteen different
geographical areas within the City. A link on the City’s website was created for the community to find out who their
neighborhood officer is and how to contact them. Additionally, community members can also access specific crime data
within their identified neighborhood. Since its inception in November 2013, the link has received about 1,900 visits, of
which approximately 1,140 were new visitors.
Neighborhood Officers continue to enhance relationships within their designated areas by hosting neighborhood meetings,
sharing public safety information and encouraging the community to engage in communication. The Department
developed a San Luis Obispo Police Department smartphone app to provide information and improve connectivity to the
community.
Neighborhood Initiatives
1 Neighborhood Match Grants: Research into examples of neighborhood match grant programs was initiated in the winter
of 2014-2015 and staff presented concepts for Council consideration on March 3, 2015. Subsequent to the presentation,
staff conducted outreach with neighborhood groups and the Human Relations Commission and will return with
guidelines, a defined process, and application details to Council on August 18, 2015.
2 Neighborhood boundaries: The Land Use and Circulation Element (LUCE) update process included a neighborhood
mapping effort. This information was reviewed by City Council on April 2, 2013. Staff continues to maintain known
neighborhood boundaries and contact information for use during outreach efforts. This database will be updated as
information changes and as new neighborhood groups form. It will be augmented by the e -contact lists of citizens who
have asked to be kept apprised of various planning efforts regardless of their neighborhood affiliations.
4 Staff is participating in the Civility Working Group, a collaborative effort between residents, Cal Poly, Cuesta College
and the City of San Luis Obispo to address issues of neighborhood wellness. Several objectives have been identified and
tasks assigned.
City staff is the “champion” for two of these objectives (#2 and #5). Objective #2 (Define stakeholders needs and
success) intends to develop a “clear picture of various stakeholders perceptions”. Then define a mutually agreed to
definition of success as it relates to changing the culture to achieve the overall vision of a shift in social behaviors that
results in “an environment that fosters mutual respect and understanding”. With the assistance of an intern from Creative
Mediations (supported by the Student Community Liaison Committee and a subcommittee of the Neighborhood Civility
Working Group) a project plan has been created. This plan includes a variety of ways to collect opinions and to reach
consensus definition of success.
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MAJOR CITY GOALS –NEIGHBORHOOD WELLNESS
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5. Engage Stakeholders - Review Current Educational and Information Efforts is currently being addressed by staff. The
task includes the following steps: inventory information channels to residents, students, and landlords, examine content
and effectiveness of educational efforts by Cal Poly, Cuesta, City, student and resident groups, compare to identified best
practices, and develop Education-Communications Plan(s), including input on development of messages, advertising, and
other outreach from residents as well as student leadership, campus administration, city leadership (staff and elected) and
other stakeholders on problem definition and solutions. The inventory of information channels is in draft form and the
subcommittee for Task 5 will be examining effectiveness in mid-February 2014.
Recommendations were made to Council in May 2015 and a development of a Communication Plan as part of the
Civility Report. Staff is working with Cuesta College and Cal Poly to create and implement the plan. Staff plans on
returning in the Fall with a detailed project plan to implement recommendations identified in the Civility Report.
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES AND FISCAL HEALTH
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SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
Objective: Sustain essential services, infrastructure, and fiscal health: preserve public health and safety and provide
essential services in line with residents’ priorities and sustain the City’s short and long term fiscal health by planning
future revenues (including renewal of Measure Y or an alternative measure), while implementing contingency planning,
efficiency measures, and cost containment strategies including implementation of the Compensation Philosophy and
monitoring further pension and benefit issues.
Action Plan:
Task Current Revised
Plan future revenues including renewal of Measure Y or an alternative measure, as well as contingency planning
1. Create a nine-member Advisory Committee appointed by the City Council to guide
outreach efforts, advise staff in the creation of the outreach effort, and implementation
of the Major City Goal work plan, as well as provide advice and counsel to the City
Council regarding future revenues.
7 – 8/13 Complete
2. Analyze Measure Y revenues and expenditures and identify community -wide benefits
generated through the use of this local revenue source.
8 – 9/13 Complete
3. Conduct a survey regarding residents’ priorities and report the results back to the
community.
9/13 Complete
4. Conduct study session to review options for alternative revenue measures, advisory
measures, or other revenue alternatives in line with residents priorities.
12/13 Complete
5. Prepare background information and alternatives for contingency planning and conduct
a series of study sessions with the City Council regarding likely budget reductions and
other contingency planning that would need to occur if Measure Y, or a different
revenue measure, is not reauthorized.
7/13 – 2/14
Complete
6. Provide information to the community regarding the benefits of locally controlled
revenue sources, such as Measure Y, through a variety of methods and informational
outlets, including:
a. Organize a speakers bureau of community members to engage the
community about the benefits of Measure Y
b. Make staff available to present information regarding Measure Y benefits
at a wide variety of community meetings and to service organizations
c. Present useful information about the benefits of Measure Y on the City’s
website
d. Use Facebook and Twitter to highlight key information and bring
interested citizens to the website
e. Direct mailing to registered voters.
1 – 11/14 Complete
7. Conduct annual Measure Y Community Forum 3/14 Complete
8. Conduct study session to review options for alternative revenue measures, advisory
measures, or other revenue alternatives in line with residents priorities. (To be discussed
with the presentation of the Local Revenue Measure Advisory Committee Final Report.)
5/14 Complete
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Task Current Revised
9. City Council consideration of a ballot measure to reauthorize the City to collect a ½-
cent sales tax, or authorize a different revenue measure if in line with residents’
priorities.
5/14 Complete
10. If reauthorization of Measure Y or a new revenue measure is not placed on the ballot,
develop contingency plans for necessary, future budget reductio ns.
7/14 Complete
Continue to closely review and monitor the City’s fiscal condition
1. Update General Fund Five-Year Forecast at least twice annually, at mid-year and with
the recommended budget while ensuring that effective revenue and expenditure trend
monitoring tools and processes are utilized.
Ongoing
2. Prepare focused reports on areas of interest to City Council and management such as
projected pension cost trends, insurance program costs, and investment performance
and strategies.
Ongoing
3. Beginning in 2014-15, self-assess one percent of salaries to be used to reduce CalPERS
obligation.
Ongoing
4. Present a cost benefit analysis to Council regarding the City’s ability to make payments
on the CalPERS Tier 1 Safety Side Fund, pensions, or to o ffset ongoing employer rate
increase.
4/14 Complete
Continue emphasis on effectiveness and efficiency of the City organization
1. Continue to perform organizational reviews; prioritizing the implementation of
recommendations focused on improving effectiveness and efficiency.
Ongoing
2. Continue to review and implement ideas for savings or increased revenues as
recommended by community members and staff.
Ongoing
3. Continue use of benchmarking and best practice reviews in evaluating
recommendations.
Ongoing
4. Implement benchmark analysis to compare key financial and outcome measures with
comparable jurisdictions.
9/13 Complete
5. Identify opportunities for managed competition in City functions as identified from the
results of benchmark analysis and organizational or best practices reviews.
Ongoing
6. Examine feasibility of establishing and monitoring performance measures in addition to
workload measures.
12/14 Ongoing
7. Evaluation of cost effectiveness of leasing instead of purchasing equipment. Ongoing
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES AND FISCAL HEALTH
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Identify and address long-term liabilities that are important to the City’s fiscal sustainability
1. Refine the five-year capital improvement program that will responsibly protect the
City’s infrastructure assets, including building facilities, and develop a plan for funding
as needed.
Ongoing
2. Establish replacement and funding plans for equipment. 10/13 – 2/14 Complete
3. Establish replacement and funding plans for information technology assets. 10/13 – 2/14 Complete
4. Periodically review liability and workers compensation claims trends and update a plan
of funding if needed.
Ongoing
5. Monitor liability and workers compensation claims to ensure best practices in
prevention are implemented and costs reduced.
Ongoing
6. Provide preliminary notice to the CJPIA of City’s intent to explore other coverage
options.
7/13 Complete
7. Thoroughly review liability and workers compensation coverage, claims history, and
other services provided by CJPIA and explore alternatives that ensure appropriate risk
management and cost effectiveness.
7/13 – 4/14 Complete
8. Engage an outside consultant to initiate a cost basis analysis to evaluate and document
the costs and impacts of the City’s Utilities operations on General Fund supported
operations and facilities, including but not limited to City streets and right -of-way, to
ensure appropriate and supportable franchise in-lieu or other appropriate charges to the
water and sewer funds.
7/13 – 9/13 Complete
9. Report options to Council and provide recommendation. 4/14 Complete
Continue to monitor personnel costs and develop strategies to effectively manage the cost.
1. Continue to monitor personnel costs. Ongoing
2. Continue to monitor and support appropriate pension reform Ongoing
3. Continue to monitor pension costs and consider strategies to effectively reduce
liabilities associated with the pension program.
Ongoing
4. Analyze the effects of the “pay or play” mandate pursuant to the Affordable Care Act
and recommend a plan of funding if applicable.
11/13 Complete
5. Assist in the development and coordination of the HRACC compensation and benefits
survey to ensure appropriate local private sector data is available for use in future
analysis. Participate in the survey.
7/13 – 12/13 Complete
6. Conduct a market compensation comparison of benchmark classifications. 1/14 – 6/14 Complete
7. Develop a labor relations strategy to guide upcoming negotiations. 1/14 – 12/14 Complete
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8. Conduct labor negotiations consistent with Council’s labor relations strategy with
represented employee groups; initiating negotiations prior to expiration of current
agreements
9/14 –6/15 Complete
Status: 100% Complete. The following is a summary of accomplishments and important next steps:
Plan Future Revenues
1, 2. On July 1, 2014, the City Council acted to place the extension of the Essential Services Measure on the November
general election ballot. The decision was followed by direction from a majority of Council members to discontinue
outreach and education efforts other than updating the website with information requested by members of the public.
The process leading up to the Council’s decision to place the extension before the voters included substantial public
outreach, facilitated by the work of the Local Revenue Measure Advisory Committee (LRMAC). The LRMAC’s work
concluded when the Council accepted its final report. The mission and responsibilities of the LRMAC included:
1. Analyze the City’s stewardship of Measure Y resources
2. Seek community input regarding their preferences and local revenue measure spending priorities
3. Develop recommendations specific to the November 2014 General Election regarding alternatives for
reauthorization of Measure Y, or the creation of a new revenue measure
4. Assist the City in performing community outreach and education.
Prior to November 1, the LRMAC held three meetings. The first meeting covered Measure Y Fundamentals, Services and
Outcomes; the second meeting covered rules and regulations relating to revenue measures and an ove rview of all of the
different revenue measures considered across the State in 2012; the third meeting focused on community priorities and
included a presentation from the City’s public opinion research consultant. In January 2014 the LRMAC selected a sub-
committee to begin to write their final report and recommendations to the City Council. The full committee held two
additional meetings in January to discuss its recommendations and review a draft version of the report.
In addition, the LRMAC held a Measure Y Open House on November 21. The purpose of the Open House was to give the
public an opportunity to speak directly with Committee members. The Open House was attended by over 70 members of
the community and was very helpful for Committee members.
Contingency Planning
10. The City completed its contingency planning efforts in the event that the extension of the Essential Services Measure
was not approved by the voters in November 2014. As part of this process, the City Council took two important steps to
prepare for this possible outcome. First, the Council set aside $1.7 million to bridge the gap between April 1, 2015, when
the revenues from the half-percent sales tax would stop being collected, and June 30, 2015, which is the end of the fiscal
year. The contingency plan was to rely on the 2015-17 Financial Plan process, with modifications, to develop a balanced
budget going forward should the revenue measure, which represents 12% of the City’s general fund, not be continued.
Based on the successful passage of Measure G in November 2014, the contingency plan process was stopped.
Review and Monitor City’s Fiscal Condition
1. Staff presented the financial results of the 2012-13 Fiscal Year on December 10, 2013. At that time, the Five Year
Fiscal Forecast was updated to reflect those results. A second update to the Fiscal Forecast was presented to the City
Council at the February 18, 2013 City Council meeting in conjunction with the Mid-Year Budget Update. The Five Year
Fiscal Forecast was next updated in advance of the development of the 2013-15 Supplemental Budget that was adopted in
June 2014. The Fiscal Forecast was next updated and brought before the City Council on December 16, 2014 and also as
part of the presentation for the 2015-17 Financial Plan on June 23, 2015.
3. Staff has included in the Five Year Fiscal Forecast, a self-assessment cost equal to 1% of salary starting in 2014-14
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and growing to 2% of salary starting in 2015-16 to reduce the impact of future PERS rate increases. With the development
of future employer rates by CalPERS, the Fiscal Forecast has replaced the self-assessment charge with these new rate
estimates starting in 2015-16. By discontinuing the use of the self-assessment, the City avoids double-counting estimated
retirement plan cost increases.
4. Staff presented to the City Council an analysis in April 2014 showing the effects of making prepayments against
unfunded PERS liabilities as well as a prepayment against a retrospective insurance liability assessment. The City
Council determined that making a prepayment to fully retire the insurance liability was most beneficial while also making
a prepayment in the amount of $935,000 against the safety side fund liability in May 2014. As part of the 2015-17
Financial Plan adoption, the City Council approved the amendment of the Budget and Fiscal Policies to include language
that calls for the City to consider utilizing excess reserves to pay down unfunded or underfunded liabilities and/or
underfunded deferred maintenance costs.
Emphasis on Effectiveness and Efficiency of the City
4. Staff completed the update of the benchmark study that was developed in the past as a means of comparing a group of
measurable elements related to the City’s operations and its finances. These were compared to the same elements found in
the group of benchmark cities that was developed in the past. The most recent benchmark study was presented to the City
Council on June 17, 2014.
6. In addition, staff in each department are evaluating the various performance measures that can be utilized to measure
effectiveness and efficiency within each department for use during the 2015-17 Financial Plan period.
Identify and Address Long Term Liabilities
2, 3. As part of the 2015-17 Financial Plan, the 5 Year Capital Improvement Plan reflects the most recently developed
replacement and funding plans for the fleet and information technology equipment groups that ensure timely replacement
of equipment for both programs.
6, 7. In April 2013, staff notified the California Joint Powers Insurance Authority (CJPIA) of its intent to withdraw
membership from the liability and workers compensation programs effective July 2014. Staff prepared a project plan to
guide a thorough evaluation of alternatives to the CJPIA. A consultant, Tom Sinclair of Municipal Resource Group, was
retained to assist in this project. Mr. Sinclair has worked with staff to identify t he risk management needs of the City
including insurance coverage, training, and risk management consultation given the City utilizes a decentralized risk
management model at this time. In January 2014 staff recommended to the City Council that the City s hould continue in
a risk-sharing JPA model to meet ongoing risk management needs including workers’ compensation and liability
coverage. Mr. Sinclair has identified several possible risk pools that will be evaluated to determine feasibility and fit with
the City’s requirements. In April 2014 staff returned to Council with a cost analysis. The analysis indicated the coverage
and the cost associated with the City’s liability and workers’ compensation programs through the CJPIA are reasonable
and competitive when compared to similar coverage through other JPAs.
8. The final report detailing the impacts that Utility Funds have on public rights of way and service programs and the
costs associated with those impacts has been completed. The report indicates that the fees charged to the Utility Funds in
the form of cost of services charges are in-line with the level of fees that have been imposed in the recent past. The fees
will be calculated on the new methodology annually together with the cost allocation plan effort and charged to the
Utilities accordingly.
Personnel Costs
4. In October 2013 staff presented to Council an update on the Affordable Care Act (ACA) Employer Shared
Responsibility Implementation and Council adopted a resolution establishing that the City will comply with the ACA,
Employer Shared Responsibility. This provision, which goes into effect January 1, 2015, is more commonly referred to as
the “Play or Pay Mandate” and requires that employers offer health insurance coverage that is “affordable” and of
“minimum value” to “substantially all” of its full-time (on average 130 hour per month) employees and their dependent
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children. While this provision doesn’t go into effect until January 2015, the City must establish a measurement period and
start preparing for the detailed administration of this provision. Further, Council approved staff’s proposal for ensuring
health coverage was affordable to temporary full time employees under the ACA.
6. On August 19, 2014, the 2014 Benchmark Compensation Report was presented to Council. The results showed that
overall, 50% of the 26 City benchmark classifications surveyed lag the market, 42% are at market, and 8% lead the market
in total compensation. Salary appears to be the primary contributor to the benchmarks lagging the market. Employer
contributions to health and retirement as a percent of total costs showed to be at market depending upon health plan type.
The data reflected in the Report helped Council to develop high level labor relations objectives.
7. In September 2014, Council approved the following Labor Relations Objectives (LRO) that will guide labor
negotiations with employee groups during 2014 and 2015:
Maintain fiscal responsibility by ensuring that fair and responsible employee compensation expenditures are
supported by on-going revenues.
Continue to make progress in the area of long-term systemic pension cost containment and reduction, including
reversing the unfunded pension liability trend and other actions consistent with State law.
Continue to effectively manage escalating health benefit costs through balanced cost sharing and other means
while maintaining comprehensive health care coverage for all eligible employees.
As necessary to attract and retain well qualified employees at all levels of the organization, provide competitive
compensation as articulated in the City’s Compensation Philosophy, including relevant local, statewide or
national labor markets
8. A successor Memorandum of Agreement and Resolutions were adopted by Council adjusting the compensation of
employees represented by the San Luis Obispo City Employees’ Association and unrepresented management and
confidential employees. These adjustments included market equity adjustments for some classifications that lagged the
market based on data gathered in the 2014 Benchmark Compensation Study and were necessary due to difficulty
attracting and retaining, ensuring appropriate differentiation between supervisors and subordinates, and internal parity.
Negotiations with the San Luis Obispo Police Staff Officers were initiated prior to the expiration of their agreement on
June 30, 2015. All negotiations and changes in compensation are consistent with Council’s adopted lab or relations
objectives and are modeled in the City’s five year fiscal forecast.
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MAJOR CITY GOALS – BICYCLE AND PEDESTRIAN PATHS
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EXPAND BICYCLE AND PEDESTRIAN PATHS
Objective: Expand bicycle and pedestrian paths to improve connectivity and safety, including continued progress on Rail
Road Bicycle and Pedestrian Safety Trail and Bob Jones Trail, and pursuit of other options contained in the Bicycle
Transportation Plan.
Action Plan:
Task Current Revised
Railroad Safety Trail
1. Complete design of Class I bikeway – Taft to Pepper (contingent on TIF and future grant
funding availability).
11/14 Complete
Bob Jones City-to-Sea Trail
2. Complete construction of Class I bikeway connection to LOVR 2/14 Complete
3. Complete route planning of Class I bikeway – Octagon Barn Connection.
4/14 County EIR
now
completed.
12/15.
4. Begin design of bicycle facilities as part of the Prado Road Bridge at San Luis Creek project.
(Contingent on TIF and debt financing funding availability).
7/13 Complete
Other Bicycle and Pedestrian Paths
1. Complete design and begin construction of bicycle facilities as part of the LOVR interchange
project (contingent on TIF, grant, and debt financing funding availability).* 10/14 Complete
2. Construct Class II bike facilities on Prado Road as part of the Serra Meadows Project
(constructed by developer). 6/14 Complete
3. Construct miscellaneous bikeway improvements identified in the Bicycle Transportation Plan. Ongoing 2013 &2014
complete
4. Construct sidewalk ramps and repair sidewalks. Ongoing 2013 &2014
complete
5. Maintain pedestrian and bicycle paths. Ongoing 2013 &2014
complete
Other Efforts that Support Bicycling and Walking
1. As time permits, seek funding for the construction of bikeways and pedestrian facilities within Ongoing 2013 &2014
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MAJOR CITY GOALS – BICYCLE AND PEDESTRIAN PATHS
E-22
Task Current Revised
the City. complete
2. Complete curb ramps, sidewalks, on-street bicycle facility paving, drain grate upgrades, and
striping improvements in conjunction with City Street paving projects. Ongoing 2013 &2014
complete
3. Perform pavement maintenance on bicycle and pedestrian paths. Ongoing 2013 &2014
complete
4. Complete 2013- Bicycle Transportation Plan Update 8/13 Complete
5. Conduct biennial vehicle, bicycle, and pedestrian traffic counts, speed surveys and travel time
studies (contingent on TIF funding availability).*
Ongoing 2013 Count
complete
6. Continue bicycling educational efforts. Ongoing 2013 &2014
complete
7. Continue alternative transportation marketing efforts Ongoing 2013 &2014
complete
8. Continue annual Halloween Safety campaign Ongoing 2013 &2014
complete
9. Continue annual bicycle safety rodeo. Ongoing 2013 &2014
complete
10. Continue providing more short term bicycle parking through the Racks with Plaques bicycle rack
donation program.
Ongoing 2013 &2014
complete
11. Continue to implement General Plan and Specific Plan transportation policies, programs, and
improvements via private development projects.
Ongoing 2013 &2014
complete
12. Promote bicycling among City employees. Ongoing 2013 &2014
complete
*Projects that are also identified in the “Improve Transportation” Other Important Objectives. Costs for these
tasks are accounted for in the Other Important Objectives.
2013 &2014
complete
Status: 90% Complete. The following highlights key accomplishments so far and important next steps:
Railroad Safety Trail
1. In 2014, with the pending expiration of a construction grant from the State, the design of the southerly extension of the
Railroad Safety Trail to Phillips Lane was completed. This project consisted of the trail staying within the California Blvd
right-of-way to Phillips Lane. A portion of the project crossed over the 101 freeway, within the jurisdiction of Caltrans,
and required a State encroachment permit. Caltrans would not issue an encroachment permit and the project never
proceeded to construction. The grant funds which had been programmed for the project’s construction were
reprogrammed to cover the design costs of the project, and the majority of the grant funds were reimbursed.
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MAJOR CITY GOALS – BICYCLE AND PEDESTRIAN PATHS
E-23
Staff has resumed discussions with Union Pacific Railroad (UPRR) staff with the intent of getting the original trail
alignment approved. Indications thus far are positive in that UPRR appears to recognize the mutually beneficial aspect of
the project which will greatly reduce trespassing through the railroad corridor while provid ing cyclists and pedestrians a
safer, controlled route. Work is proceeding with the design and approvals of this option, and is scheduled to be completed
by July 2016, pending necessary approvals.
Bob Jones City-to-Sea Trail
2. Octagon Barn Connection – Planning for this segment is substantially complete and has been reviewed by City BAC
and PC along with the County’s P&R Commission, Bicycle Advisory Committee and County Trail Committee. However,
adjacent property owners have requested additional environmental review at this time (prior to Council consideration) and
staff is reviewing how best to address this concern prior to final public hearing on route alternatives.
Other Bicycle and Pedestrian Paths
4. Sidewalk repairs and some ramp work is ongoing, using the Job Order Contract approved by Council, and the 2013 and
2014 ramp construction projects are complete. Additional ramps are being constructed as part of the Summer 2015 Street
Resurfacing project, and an additional project to update ramps along Los Osos Valley Road and Madonna Road is nearing
completion of design, for winter construction.
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MAJOR CITY GOALS – ECONOMIC DEVELOPMENT
E-24
ECONOMIC DEVELOPMENT
Objective: Implement the adopted Economic Development Strategic Plan (EDSP) – which includes an emphasis on
head-of-household jobs, collaboration, and measureable outcomes.
Action Plan:
Task Current Revised
Break Down Barriers to Job Creation: Permit Processing Improvements
1. Strategy 1.1: Identify opportunities for permit streamlining with the goal of reducing permit
processing times, seeking opportunities to increase internal coordination, and improving
cross department focus on development review.
7/13 – 12/14 Ongoing
Break Down Barriers to Job Creation: Infrastructure and Fees
1. Strategy 1.5(a): Complete an infrastructure financing assessment to establish priorities for
City investment in infrastructure expansion. Action was replaced by the establishment of the
Infrastructure Investment Capital Fund.
08/14-06/15 Completed
2. Strategy 1.5(e): Identify one or more strategic infrastructure projects that the City could
invest in to benefit residents, businesses, employees, and property owners by providing a
significant return on investment to the City in the form of increased economic activity.
Action was replaced by the establishment of the Infrastructure Investment Capital Fund.
Pending
Outcome of
LUCE Update
Completed
Break Down Barriers to Job Creation: Key Sites
1. Strategy 1.8: Prepare and update a portfolio of “available properties” ready for development
in accordance with the findings of the permit process streamlining outcomes.
Pending
Outcome of
LUCE Update
Pending
Outcome of
Zoning and
Impact fee
updates
2. Strategy 1.9: Evaluate the supply of land and space for residential and non -residential
development in the expansion areas of the City and prioritize areas with the greatest potential
for near term development that supports new head of household jobs. (Thi s effort will follow
the LUCE Update and EIR).
Pending
Outcome of
Zoning and
Impact fee
updates
Actively Support Knowledge and Innovation: Entrepreneurship/Access to Broadband
1. Strategy 2.2: Convene a cross-department team at the City with input from the local industry
experts, to facilitate expansion of broadband infrastructure including the policy for public -
private partnerships and related endeavors.
Pending
Finalization
of the County
Wide
Broadband
Assessment
Promote and Enhance the San Luis Obispo Quality of Life
1. Strategy 3.3: Prepare a City of San Luis Obispo “view book” to facilitate business location
services and use the view book as a tool for business attraction. (This effort is coordinated
Strategy 1.8 above).
In Process
Pending City
Website project
Complete
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MAJOR CITY GOALS – ECONOMIC DEVELOPMENT
E-25
Task Current Revised
2. Strategy 3.6: Explore opportunities to market the City as a place to do business via the
airport and train depots.
Ongoing
Build on Existing Efforts and Strengthen Regional Partnerships
1. Strategy 4.2: Work with regional partners such as the Chamber of Commerce and EVC to
bring attention to existing businesses.
Ongoing
2. Strategy 4.3 (b): Through policy changes, enhance data collection using the business
licensing program (HdL) in order to facilitate collection of employment and other data about
local companies. (Action was replaced by securing EDD data through SLOCOG.)
9/14 – 6/15 Complete
3. Strategy 4.3(c): Identify all businesses with ten or fewer employees within the City by
conducting a survey of business owners and developing an action plan that helps businesses
of this size grow.
7/14 – 6/15 To be
included in
the 2017-19
financial plan
as part of the
EDSP update
Status: 80% Complete. The following is a summary of accomplishments and important next steps for this goal:
Break Down Barriers to Job Creation – Permit Processing
1. Permit Processing Improvements: The recommendations from the Community Development Department’s (CDD)
Organizational Assessment have been used to develop a project plan to execute the permit streamlining process. 90% of
those recommendations have been implemented. A Development Review Team (DRT) continues to ensure a consistent
and expedient approach across all involved departments. Changes to the DRT process have been implemented to provide
a mechanism to track overdue plan checks and track work flow commitments. A Continuous Improvement Group (CIG)
works to ensure that there is cross department and cross functional input, action and alignment with the improvement
process. The continued implementation of EnerGov will allow the CIG to use the data on permit review and issuance
performance to continuously improve the process.
Break Down Barriers to Job Creation – Infrastructure and Fees
1. Infrastructure and Fees: The project with the consultant (EPS) covering three planned sessions to lay the foundation for
the future direction of infrastructure financing in the City has been completed. At the conclusion of the third session
Council directed staff to move forward with a range of initiatives related infrastructure and fees. One of these initiatives
was to develop a prioritized list of infrastructure projects for the City to invest in from an Economic Development and
Quality of Life perspective. During the process of developing this list the alternative approach of using an Infrastructure
Investment Capital Fund to help finance the infrastructure needed for economic development and quality of life was
approved by Council. By the end of the 2015-17 Financial Plan this fund will have accumulated $560,000.
Break Down Barriers to Job Creation – Key Sites
1, 2. The two elements of the work plan will rely on the outcome of the zoning and impact fee updates. These fee
programs will determine the relative costs associated with sites selected in one area of the city versus another, based on
the nature of the fees that will be collected to support infrastructure projects.
Actively Support Knowledge and Innovation
1. Entrepreneurship/Access to Broadband: Staff is working with the EVC and a tri- County consortium that has received
$300,000 in grant funding to assess the Broadband infrastructure in the region. Once the initial work is completed on the
assessment staff will work on forming a cross functional team with local industry experts.
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MAJOR CITY GOALS – ASSESS AND RENEW THE DOWNTOWN
E-26
Promote and Enhance the San Luis Obispo Quality of Life
1. View Book Creation: The City’s new website includes direct access to the information required by busines ses in the
community as well as information on the major development projects.
2. The City worked with the EVC, The Central Coast Economic Forecast, SLOCOG and Beacon Economics to secure
data from the California Employment Development Department to secure access to high quality employment data . The
first report is due to be available in the fall of 2015.
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MAJOR CITY GOALS – ASSESS AND RENEW THE DOWNTOWN
E-27
ASSESS AND RENEW THE DOWNTOWN
Objective: Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element (LUCE)
update, revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued development of
cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and adverse behaviors through
enhanced public safety presence and enforcement, providing pedestrian-friendly walkways, and address limits on alcohol
establishments.
Action Plan:
Task Current Revised
1. Utilize Volunteers in Police Service (VIPS) as downtown patrols Remove
2. Present concept of an Ambassador Program to the Downtown Association for
consideration.
1/14 Complete
3. Community Action Team Downtown Deployment (CAT) 7/13 Complete
4. Dedicated School Resource Officer Daytime Downtown Deployment 7/13 Complete
5. Dedicated Daytime Overtime Downtown Deployment 9/13 Complete
6. Two Daytime Downtown Officers Deployment 1/14 Ongoing
7. Public Safety Video Purchase and Implementation in Mission Plaza area 7/13 Complete
8. Extend Mission Plaza Restroom Hours Ongoing Complete
9. Retrofit Broad/Marsh restroom and open 9/13 Complete
10. Research additional restroom options and constraints 12/13 Complete
11. Council update on additional hours of restroom availability impacts, and recommendations
for additional implementation efforts.
3/14 Complete
12. Consideration of a moratorium on additional alcohol outlets 8/13 Complete
13. Mission Plaza Master Plan Initiation 1/14 Complete
14. Assess public safety access to existing business camera systems 2/14 Remove
15. Employ portable cameras in secluded high crime public areas. 6/14 Complete
16. Alcohol Concentration Evaluation and Adoption of Code Amendments 11/14 Ongoing
17. Mission Plaza Master Plan Adoption 9/15 12/16
18. Mission Plaza Railing Upgrade Ongoing Complete
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MAJOR CITY GOALS – ASSESS AND RENEW THE DOWNTOWN
E-28
Task Current Revised
19. Removal and replacement of damaged or hazardous downtown trees and sidewalks 6/15 Complete
20. Downtown Renewal, including sidewalks and appurtenances 1/15 Complete
21. Initiate and Complete review of Special Event Policy and Use of Mission Plaza ( this will
be folded into the Mission Plaza Master Plan effort so it should be same timing as master
plan)
1/15 12/16 (same as
#17 above)
Status: 90% Complete. The following is a summary of accomplishments and important next steps for this goal:
1. Utilize Volunteers in Police Service to enhance Downtown Patrols: Recruitment is ongoing for police volunteers.
There is currently a background check being conducted for a potential volunteer candidate.
Update: Staff is recommending the removal of this task due to the fact that the Downtown Association has developed a
Downtown Ambassador Program. This program establishes connectivity with the businesses and community; they are
fulfilling the function and the department no longer needs to supply the additional resources towards this task.
2. Ambassador Program has been presented to the Downtown Association. At this time, the Downtown Association has
no interest in pursuing the program.
Update: The Downtown Association has since agreed with the program and has initiated the implementation.
3. CAT Team – staff has assigned two officers who are currently working in the CAT Team capacity addressing
downtown concerns. The CAT Team continues to work in this capacity.
5. Downtown Daytime Overtime – officers are currently being assigned to the downtown area on an overtime basis.
Overtime was scheduled as part of the Financial Plan from August – December 2013.
6. Two Daytime Downtown Officer Deployment – One officer has been assigned on a permanent basis and is currently
working the assignment. Due to officer recruitment and retention challenges, the second position has not been filled;
however, the department is using overtime to supplement the assignment.
Update: Staff anticipates the second position will be assigned downtown in the next six to eight weeks pending available
resources.
7. Public Safety Video – staff has solicited bids and is reviewing vendor proposals.
Update: Public Safety cameras have been installed in three locations in the Mission Plaza area.
8. & 9. Mission Plaza Restroom hours were extended to midnight in July. Re-commissioning of the Broad Street
restrooms is complete and the restroom is open for late night use. Public Works alerted both the Police Department and
the Downtown Association to share the news with potential “customers.” Council reviewed the program at their May 6,
2014 meeting and provided direction to staff.
12. Council held a Study Session in August 2013 and there was unanimous consensus not to proceed with a moratorium
on new alcohol beverage applications. The 2012 Alcohol Outlet Amendments continue to be implemented in review and
approval of new restaurants serving alcohol past 11:00 p.m., new bars, new nightclubs, and on existing alcohol outlets
under the Deemed Approved Ordinance.
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MAJOR CITY GOALS – ASSESS AND RENEW THE DOWNTOWN
E-29
13. & 17. The City was not successful in obtaining a grant for an analysis of Mission Plaza needs. The Council authorized
$100,000 for the study as part of the 2013-14 Mid-Year Budget review. The Request for Proposals will advertise in July
2015, with active work beginning in the Fall of 2015.
14. Due to staff resources and I.T. workload, this task is not feasible at this time.
16. A memo was provided to Council in November 2014 documenting performance of the “deemed approved” ordinance
and other approaches to alcohol outlets in the Downtown. Staff will continue to monitor effectiveness of the approaches
and report back to Council if other changes appear to be needed.
18. Both Plaza Railing projects funded in the 2013-15 Financial Plan are complete, and additional funding has been
allocated in the 2015-17 Financial Plan to continue this program. Priorities have been established based on areas of the
railing previously identified by the JPIA.
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MAJOR CITY GOALS – SKATE PARK CONSTRUCTION
E-30
SKATE PARK
Objective: Complete construction of the skate park, utilizing a combination of public funds, donations, and grant funding
where possible
Action Plan:
Task Current Revised
1. Submit application for storm water permit 9/13 Complete
2. Skate Park marketing plan 11/13 Complete
3. Receive building and storm water permits 12/13 Complete
4. Council approval of Skate Park Public Art design and funding 12/13 Complete
5. Issue plans and specifications for construction 2/14 Complete
6. Award park construction and Public Art contracts 4/14 Complete
7. Groundbreaking Spring 2014 Complete
8. Start construction 6/14 Complete
9. Complete construction 2/15 Complete
10. Identify and request maintenance resources 2/15 Complete
11. Open Santa Rosa Skate Park 2/15 Complete
12. Maintain and operate the Santa Rosa Skate Park Ongoing
Status: 100% Complete. The following is a summary of accomplishments and important next steps for this goal:
The San Luis Obispo Skate Park was opened to the public on February 28, 2015. Public Works and Parks and Recreation
Departments continue to maintain and operate the park. This goal is complete.
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E-31
OPEN SPACE
Objective: Commit funding to expand open space and provide adequate staffing, planning, and other resources to
maintain and enhance open space quality and amenities.
Action Plan:
Task Current Revised
Real Property Acquisition / Administration and Conservation Planning
1. Pursue key acquisition opportunities including additions to the Reservoir Canyon Natural
Reserve and the Irish Hills Natural Reserve, as well as conservation easements which will
protect larger landscapes including scenic views and City gateways, headwaters to San
Luis Obispo Creek and several perennial streams, and valuable habitat areas.
Ongoing
2. Ongoing annual monitoring of all City-owned space preserves, open space easements, and
conservation easements.
Ongoing Complete
3. Complete Reservoir Canyon Natural Reserve Conservation Plan to include Upper Goldtree
property addition.
7/13 Complete
4. Complete update of the Laguna Lake Management Plan. 9/13 Complete
5. Update Conservation Guidelines for open space lands within the City of San Luis Obispo
to address minor inconsistencies with other policy documents.
6/14 Deleted per
Council
direction
3/18/14
6. Complete the Saving Special Places report pertaining to strategic open space acquisition
priorities. Bishop Peak Natural Reserve Conservation Plan 2015 Update.
12/14 Deleted per
Council
direction
3/18/14 and
replaced with
Bishop Peak
which is
complete
7. Prepare the Islay Hill, Righetti Hill, and Terrace Hill Open Space Conservation Plans 6/15 Deletions per
Council
direction
3/18/14;
Terrace Hill
complete.
Land Restoration, Stewardship, and Monitoring
1. Continue sediment removal project at Prefumo Creek inlet to Laguna Lake and continue
monitoring of four other sediment removal locations completed in 2012.
Ongoing Complete
2. Continue vegetative stabilization efforts associated with road decommissioning project at
Froom Ranch.
Ongoing Complete
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Task Current Revised
3. Ongoing community outreach and education in partnership with ECOSLO Ongoing Complete
4. Creek and flood protection within the City’s natural waterways through Zone 9 projects
and coordination and oversight of the Stormwater Management program.
Ongoing Complete
5. Ongoing monitoring, remedial action, and enhancement, as needed, of existing mitigation
sites.
Ongoing Complete
6. Complete pampas grass treatment at Froom Ranch 3/14 Complete
7. Install wetland meadow and riparian planting / invasive species control at Calle Joaquin
Agricultural Reserve with awarded EEMP grant funds
12/14 Phase 1
complete, Phase
2 carry over to
2015-16
approved by
EEMP due to
drought
conditions
Open Space Improvements, Maintenance, User Safety, and Patrol
1. Continue patrol of the City’s open space areas and creek corridors Ongoing
2. Continue maintenance of existing City open space trails Ongoing
3. Continue to coordinate 65 trail work days (3,500 hours) a year utilizing volunteers Ongoing
4. Continue to partner with the Central Coast Concerned Mountain Bikers on various open
space improvements and maintenance.
Ongoing
5. Continue to construct additional trails at Froom Ranch consistent with the approved Iris h
Hills Conservation Plan.
Ongoing Two new trails
now complete.
Mine Trail and
Mariposa Re-
Route Complete
6. Evaluate and implement long term solution to address unsanctioned and user created trails
at Bishop Peak, and continue to evaluate and address trail head parking burdens in
surrounding neighborhoods with signs, patrol, and dissemination of directional info rmation
on the City’s website, trail maps, and in SLO Stewards.
Ongoing
7. Evaluate and implement long term solution to maintain singular and sustainable access trail
at the Maino Open Space.
Ongoing Complete
April 2015
8. Continue Ranger Led Hikes in the City’s open space on a monthly basis and upon request. Ongoing
9. Continue Ranger Service environmental education program and Junior Ranger Camp to
increase open space knowledge and user safety.
Ongoing Complete
10. Increase staffing resources in the Ranger Service program to provide increased user safety
and amenities including but not limited to added open space improvements, maintenance,
and patrol.
Ongoing Complete
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Task Current Revised
11. Re-route and construct a trail connecting Froom Ranch to the Bureau of Land
Management’s parcel in accordance with the Memorandum of Understanding with the
Department of Interior.
6/15 Bureau
approvals in
hand as of
8/4/15; work
starts 8/5/15
12. Install new trail signs and kiosks including but not limited to: Froom Ranch, Froom-
Johnson Ranch connector trail, and Reservoir Canyon.
6/15 Part of 2015-17
Major City
Goal
13. In coordination with Cal Poly engineering volunteers complete the Reservoir Canyon
bridge repairs.
6/15 Complete
14. Develop donation station program; creating avenue for further support of open space
maintenance and preservation (opportunities include Iron Rangers in possible partnership
with Public Art).
6/15 Part of 2015-17
Major City
Goal.
Urban-Wildland Interface Fuel Reduction
1. Bowden Ranch Open Space Eucalyptus thinning Ongoing Complete
2. Irish Hills Open Space Eucalyptus thinning and mowing Ongoing Complete
3. Terrace Hill Open Space mowing Ongoing Complete
4. Islay Hill Open Space mowing Ongoing Complete
5. Maino Open Space / Lemon Grove Eucalyptus thinning Ongoing Complete
Status: 95% Complete. The following is a summary of accomplishments and important next steps for this goal:
Real Property Acquisition/Administration and Conservation Planning
1 Staff is currently working on several conservation land acquisitions, to include both purchases and dedications. These
projects, if successful, total approximately 2,100 acres of important open space lands in and around the City. Annual
monitoring of open space properties and conservation easements was completed. The Reservoir Canyon Natural Reserve
Conservation Plan was approved by the City Council at its November 19, 2013 meeting. The Laguna Lake Management
Plan Update was approved by the City Council at its July 15, 2014 meeting. The Terrace Hill Open Space Conservation
Plan was approved by the City Council at its May 19, 2015 meeting. At the Natural Resources Program’s Annual Report
to City Council on March 18, 2014, the Council concurred with staff’s recommendation to prepare an update of the
Bishop Peak Natural Reserve Conservation Plan in lieu of updating the Conservation Guidelines and the Saving Special
Places reports; this plan was approved by the City Council on July 7, 2015.
Land Restoration, Stewardship, and Monitoring
1 The City Biologist continues to track and monitor numerous new and existing sediment removal projects, as well as
provide oversight to annual “winterization” efforts in our waterways to help prevent flooding, which is complete for 2013-
15 and now beginning for 2015-16 with assistance from the California Conservation Corps and the Cal Fire / California
Men’s Colony work crews. The wetland meadow project at the Calle Joaquin Agricultural Reserve is scheduled for phase
II installation in November 2015 following the EEMP grant administrator’s agreement to postpone installation during the
drought. The pampas grass removal project at Froom Ranch is complete with a successful eradication effort undertaken by
field crews from the Land Conservancy of San Luis Obispo County in coordination with the County’s Weed Management
Authority. ECOSLO continued to assist the Natural Resources Program with community outreach through SLO Stewards
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and the Natural San Luis Docents program, with a new design for SLO Stewards and a new group of docents trained and
underway during 2013-15.
Open Space Improvements, Maintenance, User Safety, and Patrol
1,2,3,5,8,10. 2014-15 saw significant ongoing work on open space maintenance, user safety and patrol. City Rangers
continued to coordinate the construction of new trails totaling approximately 22 miles in the Irish Hills Natural Reserve
for future public use and other improvements in Stenner Canyon. Regular Saturday work days and Eagle Scout projects
occurred throughout the year accomplishing ongoing maintenance in the open space areas. Rangers continued to
coordinate with the Police Department’s educational night patrols on the topic of night hiking (not undertaking it one hour
past dark) to improve user safety and alleviate concerns from neighbors who live near open space trailheads . With the
adoption of the Major City Goal for 2015-17 to maintain and enhance open space, the maintenance and patrol of the same
will be transformed with the doubling of staff resources and the adoption of a formal maintenance plan. A very focused
work effort will be occurring in this area over the next two years.
Wildland-Urban Interface Fuel Reduction
1-5. Annual mowing and weed abatement was completed for 2013-15 by the Natural Resources Program, Ranger
Services, and Public Works Parks Maintenance. A fuel reduction project was conducted for the Bowden Ranch area in
mid-January 2014, and was followed by work at the Cerro San Luis / Maino Open Space and Irish Hills Natural Reserve.
Fire Department staff secured a $10,000 Fire Safe Council grant to match the City’s funds for these efforts. A Cal Poly
master’s student in City and Regional Planning is completed a Vegetation Management Plan in coordination with the
Natural Resources Program and Fire Department for her graduate project. The Natural Resources Manager and Fire
Department continue to collaborate and communicate with Cal Fire personnel on Wildland-Urban Interface matters
around San Luis Obispo.
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MAINTENANCE OF CITY INFRASTRUCTURE
Objective: Enhance maintenance of City infrastructure including attention to streets, sidewalks, pedestrian walkways,
lighting, bicycle paths, creek and flood protection, parks, open space, urban forest, public buildings, and other City -owned
property.
Action Plan:
Task Current Revised
Buildings
1. Facility Maintenance Ongoing
2. Jack House exterior painting 6/14 Complete
3. Jack House restroom remodel 6/14 Complete
4. Police station HVAC replacement 6/15 Complete
5. City Facility parking lot maintenance 6/15 Complete
6. City Hall perimeter drain 6/15 6/16
7. Minor exterior building painting 6/15 Complete
8. Corporation Yard roll-up door replacement 6/15 Complete
9. Golf Course restroom replacement design 6/15 8/15
Water
1. Distribution system and treatment facility maintenance Ongoing
2. Water Distribution system improvements – year 1 6/14 10/16
3. Telemetry system improvements 6/14 6/16
4. Stenner Canyon Raw Waterline replacement 6/15 10/15
5. Water Treatment Plant air compressor replacement 6/15 Removed from
CIP list.
Approved by
Council on
6/16/15 with
Water Fund
Review
6. Water Distribution system Improvements – Year 2 6/15 6/16
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7. Distribution pump station upgrade design 6/15 Removed from
CIP list.
Approved by
Council on
6/16/15 with
Water Fund
Review
8. Serrano Water Tank coating and seismic retrofit 6/15 Being
considered for
removal as part
of Water Master
Plan
9. Slack Tank replacement design 6/15 Removed from
CIP list.
Approved by
Council on
6/16/15 with
Water Fund
Review
Wastewater
1. Collection system and treatment facility maintenance Ongoing
2. Water Resource Recovery Facility major maintenance – year 1 6/14 Complete
3. Wastewater Collection system improvements – year 1 6/14 3/16
4. Water Resource Recovery Facility major maintenance – year 2 6/15 Ongoing
5. Wastewater Collection system improvements – year 2 6/15 12/15
Roadways
1. Roadway and traffic signal & lighting maintenance activities Ongoing
2. Street reconstruction & resurfacing – year 1 12/13 Complete
3. Street reconstruction & resurfacing – year 2 12/14 Complete
4. Prado Bridge deck overlay 6/15 Possible
elimination
5. Sidewalk repairs 6/15 Complete
6. Traffic sign maintenance Ongoing
7. Marsh Street bridge design 6/15 5/16
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8. Downtown lighted crosswalk replacement 6/15
Creek and Flood Protection
1. Creek encampment cleanup Ongoing
2. Storm drain system cleaning Ongoing
3. Annual creek winterization Ongoing
4. Johnson Underpass pump replacement 6/14 Complete
5. Broad & Leff culvert repair 6/14 Remove
6. Storm drain replacement – year 1 6/14 Complete
7. Storm drain replacement – year 2 6/15 12/15
8. Hathway & Murray culvert repair design 6/15 Remove
Parking
1. Structure and lot maintenance Ongoing
2. Parking lot resurfacing 6/14 Complete
3. 919 Palm Structure stair rehabilitation 6/14 8/15
4. Marsh Structure light replacement 6/14 Complete
Transit
1. Bus stop shelter replacement 6/15 Dependent on
future grant
funds
Parks, Tree, and Landscape Maintenance
1. Parks, trees, medians, roadway, and facility landscape maintenance Ongoing
2. Santa Rosa Park picnic & serving table replacement 6/14 Complete
3. Pathway maintenance – year 1 6/14 Complete
4. Sinsheimer Park playground equipment replacement 6/14 1/16
5. Pathway maintenance – year 2 6/15 Complete
6. Sinsheimer Stadium stair replacement 6/15 Complete
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7. Mission Plaza rail replacement 6/15 Complete
8. Meadow Park light replacement 6/15 6/16
9. Downtown tree replacement & sidewalk repair 6/15 Complete
Swim Center
1. Swim Center maintenance Ongoing
2. Replace chemical pumps 6/14 Complete
3. Olympic pool plastering 6/15 1/16
Golf Course
1. Golf Course maintenance Ongoing
Open Space
1. Open space and trail maintenance Ongoing
City Maintenance & Asset Management
1. Complete implementation of Cityworks Asset & Maintenance Management Software 6/15 Complete
Status: 80% Complete. The following is a summary of accomplishments and important next steps for this goal:
Buildings
3. Jack House Restrooms were completed in time for the “wedding” season. Tight bidding allowed the Gazebo
reconstruction, originally planned for 2014-15 to be included in the bid with the restrooms, and both were completed in
the same timeframe.
6. The design for the City Hall perimeter drain is nearing completion.
8. Two rollup doors at the Corporation Yard were replaced. Roll up doors at the Fire Stations will occur in a future year.
Water
2. Water Distribution system improvements – Year 1. This project has been redesigned based on recommendations from
the water system modeling work and is expected to go to construction in early 2016..
3. Telemetry System Improvements: The design is at 100%. Construction is scheduled for late 2015 through 2016.
4. Stenner Canyon Raw Waterline Replacement Study requires taking Salinas pipeline offline. The study was placed on
hold for an extended period until Nacimiento pipeline was back online.
5. Water Treatment Plant Air Compressor Replacements Project has been reprioritized and removed from current CIP.
6. Water Distribution system Improvements – Year 2 is currently under construction.
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7. The design of the distribution pump station upgrade project has been removed from the CIP approved list as part of the
2015-16 budget adoption.
8. Serrano Tank replacement has been reprioritized and removed from current CIP approved list as part of the 2015-16
budget adoption.
9. Slack Tank has been reprioritized and removed from current CIP approved list as part of the 2015-16 budget adoption.
Wastewater
1. The force main portion of the Calle Joaquin Lift Station that was accelerated to accommodate the LOVR interchange
construction to avoid project schedule conflicts has been completed. Design of the Calle Joaquin Lift Station is at 90%.
CEQA and environmental permitting are near completion.
Roadways
2. Street Reconstruction is complete on portions of California Blvd and Fredericks Street.
3. Street sealing work in area 6 and 7 is complete.
4. The Prado Road Bridge overlay is currently on hold pending Council action to eliminate this project. Action taken to
do a complete replacement rather than a widening at Prado Road bridge, makes it possible to eliminate this project. Staff
will present a formal request to Council for consideration.
5. Sidewalk repairs for 2013-15 are complete.
7. Marsh Street Bridge replacement project report was approved by Council, technical studies and preliminary design are
complete with environmental review and permitting underway.
Creek & Flood Protection
3. During October and November, Natural Resources and Public Works will take the lead in storm preparation including
clearing excessive vegetation. and removing accumulated silt.
4. The Johnson Underpass pump replacement occurred and has been tested in preparation for this winter.
5. & 8. Broad & Leff, and Hathway & Murray culvert repairs were not ultimately funded as part of the adopted Financial
Plan. These two projects were inadvertently left in the Action Plan.
Parking
1. Parking Lots 2, 3, 11 completed resurfacing and pothole remediation in November 2013.
Transit
Reduced FTA capital funding in FY 2014-15 did not allow full funding of budgeted capital projects including bus shelter
replacements and installations. Future funding of the project will need to rely on State funding or completed project
carryover.
Swim Center
1. In addition to the Chemical Pump replacement, the Boiler replacement from the previous budget was compl eted along
with a major repair of the circulation pump, and the new automatic vacuum robot replaced.
Pool replastering was re-scheduled to September 2015 to allow for additional funding approval as part of the 2015-17
Financial Plan, needed to complete the necessary work. Work is currently scheduled to begin after Labor Day.
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City Maintenance & Asset Management
1. All maintenance staff launched the new Cityworks program during the last months of 2013. Staff is routinely entering
work order and service request information. Problems with programing continue to be worked through.
The Cityworks, Maintenance & Asset Management project is now online and being utilized by Public Works and Utilities
Departments maintenance crews to dispatch work orders and service requests. All water distribution service orders are
being dispatched and closed through Cityworks and Springbrook through system integration.
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IMPROVE TRANSPORTATION
Objective: Improve transportation – prioritize the construction of the Los Osos Valley Road (LOVR) overpass, invest in
new sidewalks, bicycle paths, street lighting, curb cuts, and other amenities to improve the walkability of the City’s
neighborhoods and commercial districts.
Action Plan:
Task Current Revised
1. Los Osos Valley Road Interchange
- complete design and permitting work
- begin construction
12/13
10/14
Complete
Complete
2. Prado Road Creek Bridge Widening – NEW
- begin project study report
- begin environmental, design, and permitting work
- complete environmental, design, and permitting work
- begin construction
7/13
7/14
6/17
6/18
Complete
Complete
10/17
10/18
3. Railroad Safety Trail
- complete design of Class I bikeway – Taft to Pepper
6/14
See Note
4. Bob Jones City-to-Sea Trail
- complete construction of Class I bikeway connection to LOVR
2/14
Complete
5. Rehabilitate Downtown lighted crosswalks – NEW
- Begin Design Marsh Street In – Ground Crosswalk
- complete Marsh Street in-ground lighted crosswalk
- complete Higuera Street in-ground lighted crosswalk
6/14
6/16
6/16
6/16
6. Complete Land Use & Circulation Element Update 6/14 Complete
7. Continue the Neighborhood Traffic Calming program and associated projects Ongoing
8. Continue the Annual Traffic Safety program and associated projects Ongoing
9. Continue the bi-annual Traffic Operations program and associated projects Ongoing
10. Continue misc. bicycle facility improvements Ongoing
11. Complete bi-annual citywide bicycle, pedestrian, and vehicle counts (contingent on TIFF
funding availability)
Ongoing
12. Complete Fleet vehicle conversion / replacement 7/13 Complete
13. Conduct Short Range Transit Plan (SRTP) (contingent on grant funding availability)
- Evaluate possibility of Joint RTA/SLO City SRTP
- Caltrans grant Secured
- Issue RFP & hire consultant
- Complete plan & present to Council
6/15
Complete
Complete
Complete
2016
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Status: 70% Complete. The following is a summary of accomplishments and important next steps for this goal:
1. Los Osos Valley Road Interchange - Construction continues on the interchange project. The overpass bridge is mostly
complete and work is underway on the widening of the creek bridge. The project is nearing the halfway complete mark.
3. RRST – Taft to Pepper - Although conversations continue with Union Pacific Railroad regarding a potential trail within
the railroad right-of-way; permission to construct a trail has not been granted. An improved on -street, two-way path was
designed for Winter 2015 construction,. The project requires an encroachment permit to be issued by Caltrans for work
affecting the US 101 system. At the time of this update, the likelihood of that approval remains uncertain.
5. Lighted crosswalk rehabilitation. The Marsh Street lighted crosswalk rehabilitation project has been deferred and will
be bid with the Higuera crosswalk upgrade that was not funded until FY 15 -16. Equipment for both locations has been
ordered and is awaiting contract solicitation.
6. Land Use and Circulation Element - The update to the Land Use and Circulation Elements has been completed and
reflects a significant work effort on behalf of staff and the LUCE task force. Policy direction adopted as part of the
Circulation Element increased mode share to non-single occupant vehicles, and included identification of mode priorities
for various circulation areas.
12. Fleet Replacement - Major vehicle replacement orders (fire engine, traffic signal boom truck, Police department
vehicle replacements) have been accomplished in order to address procurement timing, fleet safety and CARB air quality
mandates. A total of forty one (41) vehicles were replaced in FY 2014-15 representing the largest fleet replacement
accomplished since the recession hit in 2008. Over 1,280 individual service calls and preventive maintenance work orders
were processed by the three mechanics representing approximately 430 requests per mechanic for the year.
13. Short Range Transit Plan -
The City and RTA received word in August 2014 that the Caltrans grant has been awarded and the SRTP update process
has begun. A consultant has been hired and is approximately 40% through the project. Public workshops and surveys have
been conducted and initial recommendation is being prepared for consideration. It is anticipated that the draft SRTP will
be published in winter 2015 with final adoption by Council in spring of 2016.
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CARRYOVER GOALS AND OBJECTIVES
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The following summarizes the status of “carryover” goals and important objectives from the 2011-13 and 2009-11
Financial Plans. In several cases, “carryover tasks” have been incorporated into the Major City Goals (or “Other
Important Council Objectives”) for 2013-15, and as such, they are not repeated in this section.
OTHER IMPORTANT COUNCIL OBJECTIVES
PLANNING: UPDATE LAND USE AND CIRCULATION ELEMENTS - Completed
Objective: Within the scope of the Strategic Growth Council (SGC) Grant, undertake an update of the Land Use and
Circulation Elements; including “Healthy Cities,” complete streets, and pedestrian circulation policies.
Building on the work completed in the previous fiscal year and public input from six workshops, on-line tools such as
Mind-Mixer, the 2012 Community Survey, and participation in hearings and open houses, the Task Force for the Land
Use and Circulation Elements update (TF-LUCE) and Planning Commission focused on policy and program changes to
the Land use and Circulation Element and provided recommendations to the Council for consideration. The Council
added the draft policies and programs to the endorsed set of physical alternatives to develop the “project description” to be
studied through the environmental review process on January 28, 2014.
The sixth community workshop was held on May 31, 2014 to review the more significant policy updates and to learn
about outcomes of the traffic modeling conducted as part of the EIR. The draft EIR was released for public review on
June 13, 2014. The City received 25 responses to the EIR, eight form agencies and 17 from individuals as well as input
from the advisory bodies: all were responded to in the Final EIR and no additional impacts were identified. The City
Council certified the Final EIR on September 16, 2014. Planning Commission completed review of the legislative drafts
on September 18, 2014 and recommended approval of the updated documents. The $880,000 Strategic Growth Council
Grant which funded the update effort has been fully expended and a final report to close out the grant was submitted by
the September 26, 2014 deadline. After review and direction, the City Council took final action on the update on
December 9, 2014, including zoning changes to implement updated General Plan land use designations.
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ACTION PLAN CHANGES AND NEXT REPORT
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ACTION PLAN CHANGES
As noted above, a number of changes to the action
plans outlined for the major goals and other
important objectives have either been approved or
are being recommended at this time. These changes
reflect current conditions and limits on funding
availability, staff resources or other conditions that
require the change to be made.
NEXT REPORT
Staff will present the next “formal report” to the
Council in February 2016 as part of the Mid-Year
Budget Update. In the interim, we will keep the
Council up-to-date on the status of major projects
through agenda reports, Council Notes and other
briefing opportunities.
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STATUS OF MAJOR CIP PROJECTS – 3RD UPDATE 2013-15
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0%10%20%30%40%50%60%70%80%90%100%
Bob Jones Trail Octagon Barn Connection
Under Construction
Design
*Design will begin in Winter 2015
Study
0%10%20%30%40%50%60%70%80%90%100%
Water Resource Recovery Facility Upgrade*
Marsh Street Bridge Replacement
Downtown Directional Signs
Website Upgrade
Calle Joaquin Lift Station Replacement
Playground Equipment Replacement
Gateway Monument—Santa Rosa & …
Railroad Safety Trail—Taft to Pepper
Storm Drain System Replacements
Sinsheimer Park
0%10%20%30%40%50%60%70%80%90%100%
LOVR Interchange
Bicycle Facility Improvements
Water Resource Recovery Fac Energy…
Open Space Acquisition
Laguna Lift Station Replacement
Railroad Safety Trail—Hathway to Taft
Bob Jones Trail Connector at LOVR
Street Reconstruction/Paving
Skate Park
Playground Equipment ReplacementJohnson/Santa Rosa/Emerson Parks
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