HomeMy WebLinkAboutSection G.1 - MCG UpdateSection G.1
Background Materials
Status Reports from November 13, 2018 Workshop
STATUS OF 2017-19
GOALS AND OBJECTIVES
UPDATE: Major City Goals and Other Important Objectives
The fundamental purpose of
the City' s Financial Plan is to
link what the City wants to
accomplish over its two-year
period with the resources
available to do so. The
Financial Plan process used
by the City Council
accomplishes this through a
Major City Goals (MCG)
• Housing
• Multi-Modal Transportation
• Climate Action
• Fiscal Sustainability &
Responsibility
Other Important Objectives (010)
• Downtown Vitality
public engagement process that helps the Council identify Major City Goals, establishing a
timeframe and organizational responsibility for achieving them, and allocating the resources
needed to do so.
In order to identify the goals to drive the budget process, the City begins its Financial Plan process
by asking its advisory bodies to submit goals, soliciting feedback from the public with a survey,
and holding a community forum, in addition to other outreach efforts. This input helps the Council
determine the major objectives it wants to accomplish over the next two years in addition to the
ongoing services the City provides to the community. At the Goal-Setting Workshop in January
2017, Council established four Major City Goals and one Other Important Council Objective, listed
below. The proposed work programs and funding to accomplish the Major City Goals and Other
Important Objective are presented in this section. The purpose of this summary is to provide an
estimate of progress as of October 1, 2018.
2017-19 MCG ACTION HIGHLIGHTS 2018
Housing 73% Complete
Faolitate increased production of all housing types designed to be economically accessible to the
area workforce and low and ve!JI /ow-income residents, through increased density and proximity
to transportation corridors in alignment with the Climate Action Plan.
As of September 30, 2018, the Affordable Housing Fund has a balance of approximately $1.5 million. The City
continued to implement the Inclusionary Housing Requirement throughout 2018 and has over 8 Affordability
Agreements in process through long-term and equity-share programs. Pursuant to the recently adopted Zoning
Regulations, workforce housing is now incorporated as an income category. Staff has begun preliminary
development of a scope of work for the required update of the City's Housing Element, which will include an
Item 15
affordable housing nexus study and a workforce housing program. This Update will be completed in conjunction
with the upcoming 6th cycle Regional Housing Needs Allocation (RHNA) for San Luis Obispo County. It is
anticipated the completion of this work effort by December 2020.
Multi-Modal Transportation 70% Complete
Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
In October staff completed the first designated 'Complete Streets' project on Laurel Lane. This project was a top
priority in the 2016 Traffic Safety Report, noting the need to improve pedestrian safety along this corridor with
connections to schools, parks, trails and key recreational facilities. The improvements included safety
improvements for all users, vehicles, bicycles, pedestrians, and transit riders.
Several critical projects were advanced and/or completed thus far in 2018, including: The Calle Joaquin Park and
Ride lot opened for service in February 2018. This is the first Park and Ride lot in the City. The City is now
working with ReCarGo, the California Energy Commission vendor for the US 101 corridor, to implement EV
charging stations in a portion of the lot.
Traffic safety projects continue to be implemented. The signal upgrade at Monterey/Osos is complete and trip
hazard created by the street tree's impact on the sidewalk at 1005 Monterey Street has been repaired. The Annual
Traffic Safety Report for calendar year 2016 was presented to Council on February 6, 2018 and reported injury
collisions in 2016 were the second lowest in the 16 years of the program. Overall reported collisions were the
lowest ever recorded in the program's history.
The Anholm Bikeway Plan received final approval by Council on September 4, 2018, including amendments to
identify specific recommendations for the challenging "middle segment" between Lincoln and Ramona. Design
of Phase 1 of the project is well underway, and construction of the first Phase 1 improvements are anticipated to
begin 1 st Quarter of 2019. Right of Way negotiations with the LDS Church are underway.
The Caltrans Project Study Report (PSR) for the Prado Road Interchange was approved in April 2018. The next
stage of Caltrans processing - environmental and final project approval- will now commence.
Currently staff is working on critical grant funded projects such as the Railroad Safety Trail - Taft to Pepper, Mid
Higuera Widening, the Prado Road Bridge and Santa Fe Bridge replacement projects and the Tank Farm/Orcutt
Road Roundabout. Some projects, such as minor NTM projects were delayed in order to meet deadlines and not
endanger grant funding.
SLO Transit has continued to adjust services based upon input from riders and community members. To date,
SLO Transit has implemented almost 80% of the road network changes recommended in the City's 2017-22 Short
Range Transit Plan within its first year of the plan's adoption. Service intensity will come as additional funding
sources materialize. In conjunction with service changes, SLO Transit has replaced eight old bus shelters that
had reached the end of their "useful life" and installed four new bus shelters at stops meeting thresholds using
state awarded PTMISEA funds. SLO Transit has won three awards since implementing the SRTP. SLO Transit
was recognized as Outstanding Transportation Agency by the California Association of Coordinated Transit. The
award recognized the City's update and modernization of services and its fleet. The American Public Works
Association (APWA) also recognized this project as a Project of The Year for 2017-18. And, METRO Magazine
award SLO Transit it's 2018 Innovation Award.
Climate Action 70% Complete
Item 15
Implement Climate Action Plan assess requirements to achieve a "net-zero carbon City" target,
and implement cost-effective measures, including implementation of a Sustainability
Coordinator and formation of a Green Team.
The City hired a Sustainability Manager, effective March 8, 2018. Since being hired, the
Sustainability Manager has held Green Team meetings and supporting the Climate Coalition Task
Force as staff liaison. Staff has been working on the updated climate action plan, which will include
a pathway to the carbon neutral by 2035 target. Due to the more aggressive target, staff expects
the plan to be completed in Fall 2019.
Staff has worked to create sustainability incentive programs through support of the development
of a green business program for local businesses, the SLO Green Challenge website for residents,
and by working in collaboration with regional partners.
In April 2018, staff received a biennial facility energy benchmarking report and is pursuing energy
efficiency lighting audits and retrofits. As of September 2018, Council provided approval to staff
to negotiate on-bill financing for lighting retrofits through the agency. Staff is also pursuing the
siting of upwards of lMW solar on City facilities. In addition, Utilities received approval from the
City Council in April of 2018 to complete investment grade audits for energy efficiency projects.
In Spring 2018, staff began participating in two electric vehicle charging programs, which could
bring over 40 electric vehicles chargers to the City for public and fleet uses. These programs would
be funded through licensing fees or utility program incentives.
In April of 2018, the City received confirmation from the City of Morro Bay of intent to participate
in the Community Choice Energy (CCE) program. In May of 2018, City Council approved release
of a request-for-proposals (RFP) for technical energy services for the purpose of developing and
operating a CCE program. As of September 2018, the cities of Morro Bay and San Luis Obispo
adopted CCE ordinances and created a new JPA (Central Coast Community Energy) for the
purpose of hosting the CCE program. In October of 2018, the California Public Utilities
Commission adopted a new method for calculating certain fees associated with CCE programs,
which is causing staff to reassess the preferred approach to a local program.
Fiscal Sustainability & Responsibility 65% Complete
Continue to implement the City' s Fiscal Responsibility Philosophy with a focus on economic
development and responsiveness, unfunded liabilities, and infrastructure financing.
A Fiscal Health Response Plan has been developed to address identified $8.9 million structural budget gap due
to significant increases in pension costs to pay down unfunded liabilities and was adopted by the City Council on
April 17, 2018. With the adoption of the General Fund portion of the 2018-19 Supplemental Budget, City staff
identified a total of $1.1 million in operating reductions and $0.4 million in revenue through doing business
differently. Those actions reduce the General Fund obligation for years two and three of the Plan to $6 million as
outlined in the table below.
Over the past six months, the City has negotiated successor Memorandum of Agreements (MOAs) that include
three-year terms with the San Luis Obispo Police Officers' Association, the International Association of
Firefighters, Local 3523, and Unrepresented Management and Confidential groups. These successor MOAs
include modest cost of living increases and employees paying more towards their retirement. The City will save
approximately $996,000 by year 2020-21 because of the agreements. The City is actively negotiating with the
largest employee group, the San Luis Obispo City Employees' Association as their contract expired June 30, 2018
and will also be negotiating with San Luis Obispo Police Staff Officers' Association ahead of their contract
expiring in June 30, 2019.
Considering revenue estimates from a cannabis tax amounting to $3 million, doing business differently, and
negotiated employee concessions targeted at $1.7 million over the three years of the plan, $1,356,000 is still
needed from operating expenditure savings. Of that amount, $902,000 was identified by departments as year two
and three reductions, leaving an additional $454,000 to be identified as part of the 2019-21 Financial Plan budget
development effort. Those reductions, along with the previously identified $902,000, will be presented to Council
as part of strategic budget direction on April 16, 2019.
Staff also conducted a 10-year review of the General Fund's capital improvement needs. The project list identified
the cost of maintaining existing assets, enhancing existing assets, or building new projects. It was determined
through Measure G, there is sufficient funding to maintain existing assets, but not necessarily to enhance existing
ones. Initial findings were presented to Council on January 16, 2018 and staff conducted additional project
analysis based on Council direction. This review resulted in a "Funding the Future of SLO" initiative, with 20
years of capital projects that fulfill the City's vision as articulated in various planning documents. In addition,
staff completed an initial public engagement process and statistical survey. Council reviewed this information on
April 17, 2018. Council provided direction for additional public engagement and project review to be included in
the 19-21 Financial Plan. In addition, in advance of the 19-21 Financial Plan staff will provide Council with
proposals for early implementation of public engagement.
The City continues to address closure of the Diablo Canyon and prepare for the impacts to the region due to
significant loss of jobs and property tax value. In September, Governor Brown signed SB 1090 which approved
$85 million in mitigation funding including $1.82 million for economic development efforts for the City. Staff is
currently developing financial policies that will be included in the Financial Plan to guide the allocation of the
funds.
2017-19 OTHER IMPORTANT OBJECTIVES ACTION HIGHLIGHTS 2018
Downtown Vitality 75% Complete
Continue to improve safety, infrastructure investment, and maintenance in the Downtown and
support Downtown Association' s proposal to consider a Downtown improvement district
Maintenance work continues in the downtown core which includes tree maintenance, sidewalk
scrubbing, and street sweeping. In January through June 2019, additional tree pruning and tree
replacements, include any necessary infrastructure replacements, will occur in 26 locations.
Replacement of the Marsh Street Bridge design work continues and is scheduled to start
construction in Spring of 2019. The next Downtown Renewal Project located in the 800 block of
Higuera Street is delayed and anticipated to start construction in Winter 2020.
Planning work for the Downtown Concept Plan and Mission Plaza Concept Plan is complete.
Implementation of portions of the Mission Plaza Concept Plan began in summer of 2018.
Per the 2017 Point In Time Count, the total number of homeless individuals in San Luis Obispo
went down 15%, however, calls for service involving the homeless went up 13%. Homeless calls
for service accounted for 30% of all calls for service in the downtown. Policing the downtown
requires a considerable amount of time from law enforcement. Calls for service downtown
accounted for 15% of all calls for service in the City of San Luis Obispo. The Community Action
Team and Bicycle Team (when not pulled for patrol) continue to maintain public safety by
focusing efforts in addressing chronic offenders and evening patrols within the
downtown. Continued coordination with the Downtown Association to provide safety at Farmers
Market and to educate the community on homelessness issues is underway. Additionally, the
Police Department has sent two of its personnel through a certification program in Crime
Prevention Through Environmental Design (CPTED). Police Department Staff is working closely
with Community Development, Public Works, and Parks staff to address issues from an
environmental perspective in the Mission and in other areas that attract homeless individuals in
the downtown.
The Police Department coordinated with the County of San Luis Obispo to expand mental Health
Services. The County has awarded a contract to Transitions Mental Health Association for services
and a Memorandum of Understanding has been signed between the City and Transitions Mental
Health Association to help address transient mental health needs. In April 2018 the Police
Department designated one of the sergeant positions as the Downtown sergeant and will focus
on addressing the needs and crimes within the City' s downtown.
In addition, the City worked with Downtown SLO to hire a consultant to analyze and present
recommendations for a property-based business improvement district. Initial recommendations
Item 15
were presented to Downtown SLO and key stakeholders in March 2018. It was determined that
the continued refinement and outreach should take place over the next year before moving
forward.
NEXT REVIEW The next review of the 2017-19 Major City Goals and Other Important Objectives will occur
at midway through 2018-19. Individual items requiring policy direction and/ or Council approval will continue
to be brought to Council for consideration and direction.
TASK AND STATUS REPORTS
Housing: 2017-19 Action Plan
Objective: Facilitate increased production of all housing types designed to be economically
accessible to the area workforce and low and very low-income residents, through increased
density and proximity to transportation corridors in alignment with the Climate Action Plan.
#
2
3
4
Task
Update of City Zoning Regulations to comply
with the Land Use Element.
Affordable Housing Nexus Study
HE 2.16: Evaluate and consider including a
workforce level of affordability to increase
housing options for those making between
121-160% of the Area Median Income.
HE 4.6: Consider amending the City' s
lnclusionary Housing Ordinance and
Affordable Housing Incentives to require that
affordable units in a development be of
similar number of bedrooms, character and
basic quality as the non-restricted units in
locations that avoid segregation of such
units.
Completion
Date
Complete
6/2020
3/2020
3/2020
Revised Status
The Zoning Regulations Update began in
May 2017 and was introduced to Council in
in August 2018 and adopted in September
2018.
The Affordable Housing Nexus Study was
initially delayed to complete the Capital
Facilities Fee Program Nexus Study, which
was adopted by Council in April 2018. Staff
will be preparing a Request for Proposals
(RFP) for the Affordable Housing Nexus
Study as part of the Housing Element Update.
An Administrative Draft Workforce Housing
Program will be available for community and
stakeholder review in Spring 2020.
An Administrative Draft Workforce Housing
Program will be available for community and
stakeholder review in Spring 2020.
HE 6.12, 6.13 & 6.27 & LUE 4.0.28: Continue
to develop incentives to encourage This was included in the Zoning Regulations
5 additional housing in the Downtown Core (C-Complete Update, but may require further amendment
D Zone), including alternatives to calculating following the results of the Affordable
residential density, to encourage the Housing Nexus Study.
development of smaller efficiency units.
HE 6.15: Consider General Plan amendments
to re-zone commercial, manufacturing or
public facility zoned areas for higher density, An updated list of applicable properties will
infill or mixed-use housing where land 12/2020 be developed in accordance with the Housing
development patterns are suitable and Element Update.
impact to Low-Density Residential areas is
minimal.
HE 6.28: Evaluate how lot patterns (i.e. size,
shape, slope) in the City' s multi-family
zones affect the City' s ability to meet
housing production policies. If warranted, A list of applicable properties was identified
consider setting a minimum number of and inventoried. They will be evaluated
7 3/2019 further following the completion of the
dwellings on each legal lot in the R-2, R-3 Subdivision Regulations Update. Any eligible
and R-4 zones, regardless of lot size, when properties will be identified as part of the
Housing Element Update.
other property development standards, such
as parking, height limits and setbacks can be
met.
HE 6.30: Eliminate the one-acre minimum lot A list of applicable properties was identified
area for PD overlay zoning, and identify and inventoried. They will be evaluated
8 3/2019 further following the completion of the
incentives to conventional subdivision Subdivision Regulations Update. Any eligible
design. properties will be identified as part of the
Housing Element Update.
The transportation component of the Capital
HE 6.31: Consider scaling development Facilities Fee Program and the Water and
impact fees for residential development Wastewater Development Impact Fee
9 Complete Program include tiered impact fees based on
based on size, number of bedrooms, and unit size and type (e.g., single family vs.
multifamily). Additional tiering may be room counts. recommended as a result of the Affordable
Housing Nexus Study.
HE 9.12 & LUE 3.5.7.1: Consider incentivizing The Zoning Regulations Update included
dwelling units to a minimum size of 150 standards to allow tiny homes up to 400
square feet on all properties where a single
10 square feet, consistent with the California Ongoing family dwelling exists. The recently adopted
Building Code, by reduced impact fees and Capital Facilities Fee Program and Water and
Wastewater Development Impact Fee
property development standards. Program include tiered development impact
fees to incentivize the development of smaller
residential units. Additional tiering or other
incentives will be evaluated in the Affordable
Housing Nexus Study. Implementation will
be considered in the update of the Housing
Element.
Continue to prioritize streamlining and
expediting projects that facilitate increased Ongoing work effort, and a formal
11 production of all housing types that are Ongoing streamlining process or program may be
economically accessible to the area implemented through the adoption of a
workforce, low, and very low income Workforce Housing Program.
residents.
Ongoing work effort, which is supported by
the recent adoption of the Capital Facilities
Fee Program and the Water and Wastewater
Continue to implement Housing Element Development Impact Fee Program, and the
12 Ongoing Accessory Dwelling Unit Ordinance. This
programs and housing production goals. work effort will continue to be supported
through the updated Zoning Regulations , the
Subdivision Regulations Update, the
Workforce Housing Program, and the
Housing Element Update.
Ongoing work effort, the Community
Development Department is continuously
Provide timely building permit review and looking for ways to improve and expedite the
13 Ongoing building permit review and inspection process
inspections for new housing developments. for new housing development. The
implementation ofE-Plan check should
improve efficiency and reduce cost to
developers.
Support employer/employee and Ongoing work effort. Staff continues to
employer/developer financing programs and support employers and developers whom are
14 partnerships to increase housing Ongoing interested in partnerships to develop housing
projects that would be targeted towards
opportunities specifically targeted towards producing housing specifically for the local
the local workforce. workforce.
Ongoing work effort. City Staff participate
Continue the City' s participation with the and attend the meetings of the Workforce
Workforce Housing Coalition, San Luis Housing Coalition and serve as a voting
member of the San Luis Obispo County 15 Obispo County Housing Trust Fund to Ongoing Housing Trust Fund Loan Commission in an
identify, evaluate, and implement strategies effort to identify opportunities for
collaboration to achieve common goals and
to increase the production of housing. objectives associated with the continued
development of housing in the City.
CAP TLU 8.1: Improve the City' s jobs-Ongoing work effort. The City is
continuously looking for opportunities to 16 housing balance to reduce VMT from Ongoing support and facilitate the production of
commuting. housing, especially transit-oriented
development and infill development near
employment, shopping and recreation centers.
Both the Avila and San Luis Ranch projects
include DA provisions which prioritize local
workers to enable them to live closer to their
jobs.
Ongoing work effort. Incentives that increase
HE 2.17: Continue to consider increasing residential densities above state density
bonuses for projects that provide targeted
residential densities above state density housing for low, very low and extremely low-
17 bonus allowances for projects that provide Ongoing income households are encouraged and are
evaluated on a project by project basis. The
housing for low, very low and extremely low-completion of the Affordable Housing Nexus
income households. Study may provide the City with some
additional tools to further support this
ongoing work effort.
HE 3.10: Continue to encourage the creation Ongoing work effort. The adopted Downtown
Concept Plan and the updated Zoning
18 of dwellings in the Downtown Core (CD Ongoing Regulations encourage and/or provide for the
Zone) and the Downtown Planning Area by continued creation of residential dwelling
units in the newly adopted Downtown continuing the no net loss program. Overlay Zone (D Zone).
HE 5.5: Review new developments for Ongoing work effort. New Development
compliance with City regulations and revise projects are reviewed for compliance with all
19 projects or establish conditions of approval Ongoing applicable City regulations and developers
are encouraged to provide projects that will
as needed to implement housing variety and result in a wide variety of housing types for
tenure policies. all income levels.
HE 6.14: Specific plans for any new expansion Ongoing work effort. The recently approved
area identified shall include R-3 and R-4 Specific Plans for San Luis Ranch and Avila
Ranch included a mix of residential zoning
zoned land to ensure sufficient land is and land use designations, including land 20 Ongoing specifically zoned for R-3 and R-4. The designated at appropriate densities to associated Development Agreements
accommodate the development of extremely guarantee the future development of rental
and for-sale residential development products low, very-low and low income dwellings. for very-low and low-income households.
HE 6.18: Seek opportunities with other public Ongoing work effort. City staff are
continuously seeking opportunities to work
agencies and public utilities to identify, with our regional partners to identify
21 surplus land for housing, to convert vacant or Ongoing opportunities for the development of housing.
The City is currently working with Cal Poly
underutilized public, utility or institutional to facilitate the development of their
buildings to housing. proposed workforce housing project at the
comer of Grand and Slack.
CAP TLU 8.2: Support infill housing projects Ongoing work effort. City staff continues to
that implement General Plan policies, work with developers, non-profits, and our
22 Ongoing regional partners to implement infill housing
especially BMR housing close to job development that is consistent with General
opportunities. Plan policies and the Housing Major City
Goal.
Multimodal Transportation: 2017-19 Action Plan
Objective: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
1 Task Completion Revised Status Date
Right of way acquisition underway, Council
Closed Session held in March; 60% plan set
Begin Construction of Railroad Safety Trail -approved by UPRR. 100% plans under review
1 3/2019 12/2019 by Union Pacific. In early November the City Taft to Pepper. received information from UP that indicated
an increased amount of attention to RRST
review.
Complete Railroad Safety Trail Extension -Design awarded October 2018; estimated
2 3/2019 3/2020 design to be complete by spring 2019 with
Pepper to Train Station. construction to happen concurrently with the
Railroad Safety Trail Taft to Pepper.
Begin Construction of Bob Jones Trail Preliminary planning and design underway.
3 Prefumo Creek to Oceanaire (grant funding 3/2019 Potential new routing may be identified. No
funding to complete construction has been
dependent). acquired and construction delay is anticipated.
Council adopted plan on February 5th and
again updated project on February 20th and
April 10th. Final amendments approved
Begin construction of 1st phase of the Broad September 4th. Negotiations with LDS for
4 01/2019 right of way underway. Phase 1 design well
Street Bike Blvd. (now Anholm Bikeway) underway with construction tentatively
scheduled for January 2019 due to additional
time constraints of Council direction for
neighborhood meetings and revisions to Phase
II of project.
Additional green and buffered bike lane
Implement Minor Bicycle Facility improvements were completed as a
5 Ongoing component of the neighborhood Roadway Improvements. Sealing and Laurel Lane Complete Streets
project in summer 2018.
South Broad improvements are included as a
need in the Funding the Future of SLO
6 Broad Street Corridor Access Improvements. 6/2019 discussion. Design underway and scheduled
to be complete 1/2019. Construction
estimated for the summer 2019
Complete Pedestrian & Bikeway Meadow Park Pathway work anticipated to
7 Ongoing start construction in summer 2019.
Maintenance. Maintenance was completed of the Railroad
Safety Trail.
The complete replacement of wooden
Complete Sidewalk Replacements & New boardwalk sidewalk planks with new concrete
8 Ongoing pavers along Santa Barbara A venue, High
Installations. Street and Osos Street will begin in January
2019. 26 locations within the downtown core
have been identified for repair in conjunction
with tree maintenance work. Other notable
sidewalk repairs occurred at 686 Higuera and
393 Marsh Street..
Scheduled !51 installation for summer of 2019.
PGE engineering and review requirements
have delayed project from anticipated
9 Complete New Streetlight Installations. Ongoing December installation. PD has completed
review of existing lights with obstructions -
and those obstructions have been removed by
city staff.
Foothill/Ferrini crossing and Class I Path in
design as part of Anholm Bikeway Phase 1.
Construct Safe Routes to School: Foothill X-Construction for crossing signal targeted 1st
10 6/2019 Quarter 2019; construction for Class I Path
Ing Project. and Ramona cycle track targeted for 2"d
quarter 2019-both pending right-of-way
agreement with LDS Church which is
underway.
Consultant has been selected and internal
coordination has begun. In a significant
improvement -the Bicycle Transportation
Begin Bicycle Transportation Plan update to Committee has been designated the Active
11 6/2020 Transportation Committee by Council action.
Active Transportation Plan. They will be critical in reviewing the plan
from both a bicycle and pedestrian
perspective. Plan development will take 12-18
months, with an estimated completion date of
June 2020.
12 Develop Parklet Application Guide. 6/2020 This guide will be developed as part of the
Active Transportation Plan.
Work with Senior Councils and Commissions
13 to include senior citizen issues in the Ongoing This will be consolidated into the Active
Transportation Plan.
upcoming Active Transportation.
Continue Deployment of Advance Pedestrian Continuing deployment. Additional locations
14 Ongoing to be identified in conjunction with most Signal Timing. recent Vision Zero/Traffic Safety Report.
Staff continues to monitor and adjust routes
Implement revised routes and schedules for for service delivery. The Plan is 85%
15 Complete implemented and ridership for FY 18-19 has
Short Range Transit Plan. increased over last year this same time frame.
In addition, 8 transit shelters have been
replaced and 4 added to the transit network.
Grant funds have been secured and initial
16 Upgrade and replace the SLO Transit 12/2018 research of open source options has
Automatic Vehicle Locators (AVL) system. commenced. A pilot project is currently
underway.
Work with SLOCOG, RTA and the County of Discussions continue with SLOCOG, RTA
17 San Luis Obispo to advance the relocation of Ongoing and others to determine project scope and
potential relocation issues. Site options are
the Downtown Transit Center. being reconsidered.
18 Begin construction of Higuera Street 3/2019 Widening -Elks to Chumash Village.
19 Begin Construction of Prado Road Bridge 1/2020 Widening at SLO Creek.
20 Complete Caltrans' PAED (environmental) 6/2019 process for the Prado Road Interchange.
Continue Traffic Safety & Operations 21 Ongoing Programs.
22 Implement 2015 Traffic Safety Report 6/2019 Projects.
23 Construct California & Taft Roundabout. 6/2019
24 Complete Design of Tank Farm & Orcutt 10/2018 Roundabout.
25 Complete Bridge Maintenance Projects. 2/2019
Complete Street Reconstruction & 26 Ongoing Resurfacing.
Continue to support multimodal
27 infrastructure installation and upgrade thru Ongoing
new development.
Construction targeted for Spring 2019.
Design and environmental review underway.
Construction targeted for FY 2019-20. State
funding delays.
PSR approved by Caltrans in April work now
able to commence. Supplemental EIR being
prepared for modified project description for
SLO Ranch project.
2016 Report approved by Council in February
2018, with future projects to be included in
future Financial Plans. 2017 Report is
scheduled to be presented to Council 1st
quarter 2019.
Signal at Monterey/Osos is complete. Design
underway for Broad/Marsh signal upgrades,
with construction planned 1st Quarter 2019.
Laurel Lane pedestrian improvements
completed as part of 2018 resurfacing
program.
Design is 65% complete. Grant funding
needed for construction which may delay
construction start.
Design completed 10/2018.
Preventative bridge maintenance project work
was rescoped to complete major maintenance
work on El Capitan Pedestrian and Bike
Bridge. This project is currently under design
with an estimated start of construction in
Spring 2019 pending successful appropriation
of construction funds.
The Concrete Streets and Accessibility
Improvements project was completed in
August. The neighborhood Roadway Sealing
and Laurel Lane Complete Streets project is
complete. This project completed
maintenance on 25% the City's neighborhood
streets and delivered the City's first
designated Complete Streets project. The
Laurel Lane project includes significant safety
improvements for all users.
Every new development project reviewed by
Transportation staff includes reference to the
current Bicycle Transportation Plan projects
and city multimodal objectives. Significant
work being done on Avila Ranch, SLO Ranch
and OASP developments for infrastructure
installation. Bike box installed on Chorro at
Foothill as part of22 Chorro development.
28
29
Continue implementation of the City' s The NTM program at Chorro is complete the
test phase with staff and community follow-
Neighborhood Traffic Calming Program at Ongoing up to determine next steps. The Buchon NTM
reduced level from prior years. was delayed due to other priorities and
resumed in November 2018.
Continue Traffic Signs and Striping Approximately 100 signs replaced in the
Ongoing summer of 2018 to meet retro reflectivity maintenance. standards.
Climate Action: 2017-19 Action
Objective: Implement Climate Action Plan, assess requirements to achieve a "net-zero carbon City"
target, and implement
cost-effective measures, including implementation of a Sustainability Coordinator and formation of a
Green Team.
#
2
3
Task
Identify Resources.
a.Introduce Sustainability Coordinator
to the City.
b.Creation of a City "Green Team"
and establishment of roles and
responsibilities.
c.Support for the establishment of a
"Community Climate Action
Coalition" .
Net Zero Carbon City
a.Assessment of the requirements to
achieve a "net-zero carbon city"
target.
b.Identify opportunity sites to create
"net zero carbon district(s)"
c.c. Feasibility analysis and
implementation of a Community
Choice Energy Program
Updating the Climate Action Plan.
Completion
Date
Complete
Complete
6/2019
Revised
9/2019
Status
The position of Sustainability Manager was
filled in March 2018. The "Green Team"
meets regularly and will be a vital source of
information for the Climate Action Plan
Update. The SLO Climate Coalition Task
Force meets every other week, has
successfully held numerous community
outreach events, and serves as a valuable
resource for technical support.
Staff conducted a wide scan of other US
cities that have a carbon neutral target and
presented the findings, along with a roadmap
to decarbonization, to the City Council in
September 2018. The Climate Action Plan
Update will further explore the roadmap to
carbon neutrality as well as the potential for
creating carbon neutral districts. Council
provided direction to staff to pursue a
Community Choice Energy (CCE) Program
in December of 2017. As of September
2018, the cities of Morro Bay and San Luis
Obispo adopted CCE ordinances and created
a new JPA (Central Coast Community
Energy) for the purpose of hosting the CCE
program.
Staff has initiated the Climate Action Plan
update process and expects to have a
consultant team under contract to support the
effort by January 2019. Given the
unexpected "carbon neutral by 2035" target
provided by Council, the Climate Action
Plan may take slightly longer than expected
to complete.
Re-evaluation of the feasibility or relevance As part of the Climate Action Plan update,
staff re-evaluated the GHG emissions
of some of the identified GHG emissions reductions measures identified in the existing
4 reduction implementation measures that are Complete planning document. For municipal energy
efficiency measures, the Sustainability
identified in the CAP, and identification of Manager is coordinating with Public Works
potential implementation funding sources. to evaluate feasibility of on-bill financing of
design build concept for energy projects
Updating the City' s GHG emissions The City's community GHG inventory was
5 Complete completed in August 2018 and presented to inventory. Council in September 2018.
Biennial reporting on the effectiveness of
6 individual climate action adaptation and GHG 6/2019 The biennial report will be developed as part
of the Climate Action Plan update.
emission reduction strategies.
Ongoing accountability and monitoring of The Climate Action Plan update will be
7 the effectiveness and progress for all CAP 6/2019 developed to integrate accountability and
monitoring processes into measure
implementation strategies and measures. implementation.
Staff has supported creation of regional
incentive support programs, including: SLO
Green Business Program (lead by Cuesta
College), slogreenchallenge.org, an online
platform to support access and participation
in existing residential incentive programs. In
8 Development of enhanced incentive programs. Complete April 2018 the California Public Utilities
Commission approved creation of a Regional
Energy Network for Santa Barbara, Ventura,
and San Luis Obispo Counties to provide
enhanced residential energy efficiency
incentives. The Regional Energy Network
will begin serving the City in January 2019.
Performance of energy assessments/audits Performance assessments of energy use at
9 Complete City facilities is complete. Comprehensive on all City-owned facilities. audits are pending a defined funding source.
Council approved staffs use of on-bill
financing to fund lighting retrofits at
Implementation of energy and cost saving facilities throughout the agency. As of
measures and projects that were identified in September 2018, final project details were
10 Complete still being negotiated. Additional efforts to
the energy assessments/audits on all City-site upwards of lMW of solar renewable
owned facilities. energy systems on City facilities to lower
energy costs are also underway. City Hall
HV AC has been replaced with a more energy
efficient unit.
Monitoring and measuring of City-owned Comprehensive audit of minor, or secondary
11 7/2019 infrastructure pending input from facility and infrastructure performance. stakeholders.
Preparation of an Energy Baseline Report and Comprehensive audit of minor, or secondary
12 Rate Analysis for City-owned facilities and Ongoing infrastructure pending input from
infrastruc ture. stakeholders.
13 Implement Plastic Straw Regulations. Complete Implementation is ongoing.
14 Implement Plastic Bottle Regulations. Complete Implementation is ongoing.
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion Revised Status Date
Update the Economic Development Strategic Plan TDB based The EDSP for the City will be updated
(EDSP) that considers and leverages regional on regional following the completion of the Diablo
I Study and will springboard off of any strategies to address the planned closure of the planning strategies that emerge from a regional Diablo Canyon Nuclear Power Plant. effort. planning effort.
Develop the relevant policies and action plans to SB 1090 was approved and financial
allocate the $1.82 million in funding restricted for policies will be included in the Financial
2 Economic Development anticipated with the Diablo Spring 2019 Plan to guide the allocation of the $1. 82
Canyon Power Plant closure settlement agreement, million in Diablo Economic Development
if approved. Funds.
3 Complete an update of the City's Development Complete Adopted March 2018. Impact Fee Program (AB 1600).
TOT revenues increased by 1.9%. New
Increase revenues from property, sales, and TOT revenues will be generated by new
4 Transient Occupancy Tax (TOT) by implementing Ongoing properties (Serra Hotel, Hotel SLO and
strategies in the EDSP. Monterey Hotel) that are projected to come
on line in the 209-2021 Financial Plan
The City's partnership with Cal Poly has
provided free consulting services to 193
Continue partnership with Hothouse to create and companies in the County creating 51 local
5 expand economic activities. Ongoing jobs. Several incubator companies are now
in office and warehouse space in the
community and 45 people co-work at the
HotHouse space downtown.
Continue to implement Fiscal Health Contingency All hiring and travel expenditures require
6 Plan measures that address short and long-term Ongoing case by case City Manager approval to
financial challenges. maximize expenditure savings.
Engage employees in Fiscal Health Contingency City residents and employees were widely
measures such as categorizing programs and engaged prior to and leading up to the
7 services, promoting cost savings through suggestion Complete development of the Fiscal Health Response
programs, and identifying budget balancing ideas. Plan.
Engage the community in the City's Fiscal Health
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion Revised Status Date
through Speakers Bureaus, online resources, and A statistically valid survey was completed in
holding community workshops and meetings with March 2018. Internal and external
Council. communications and presentations were
provided leading up to the April 2018
adoption of the Fiscal Health Response Plan.
Council adopted the Fiscal Health Response
Plan on April 17, 2018. This plan presents a
framework to address the budget imbalance
arising from unfunded liabilities associated
with CalPERS the City's retirement
Develop a budget balancing plan for City Council investment system. It does so with a
actions consistent with the Fiscal Health balanced approach over a three-year period
8 Contingency Plan based on community input that Complete and includes revenue options, operating
identifies actions and operational changes needed to expenditure reductions and new ways of
achieve fiscal responsibility. doing business and, as well as shared
employee responsibility for concessions.
Upon the adoption of the Plan, Council
provided strategic budget direction to inform
the 2018-19 Supplemental Budget and the
Plan will guide the 2019-21 Financial Plan.
Return with Strategic Budget Direction for 2018-Council provided direction on April 17,
9 Complete 2018 with adoption of the Fiscal Health 2019. Response Plan.
Implement Fee Study changes and maintain fees Fees are updated and in effect. They will be
10 consistent with Council policies on cost recovery. Complete adjusted annually by CPI by the Finance
Director.
Staff holds public meetings with the
Continue to align Local Revenue Measures with Revenue Enhancement Oversight
11 voter priorities as determined by the Revenue Ongoing Committee (REOC) as required by the ballot
measure and ensures review of the revenues Enhancement Oversight Committee. and expenditures by the REOC for
compliance with the ballot measure's intent.
SB 1090 was approved by the Governor and
UC Berkeley is completing an economic
Conduct a long-term fiscal study that incorporates December January analysis funded under SB 968. Vital
12 the anticipated financial impacts related to the 2018 2019 Economy is currently completing a
planned closure of the Diab lo Canyon Power Plant. complimentary study being managed by the
County of SLO to identify the individual
impacts to each jurisdiction.
Staff evaluated and presented fund balance
requirements as part of the 2018-2019
Conduct a comprehensive review of fiscal policies supplement and recommended holding
13 and fund balance requirements. Complete reserves at 20% of operating expenditures.
Other fiscal policies may be added or
amended as part of the 2019-21 Financial
Plan.
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
#
14
15
16
17
18
19
Task
Provide a recommendation for strategic budget
direction prior to submitting a 2018-19
Supplemental Budget that achieves long-term
structurally balanced fiscal outlook.
Implement operating cost reductions consistent
with adopted 2018-19 budget.
Continue to implement and track operational
efficiencies including alternative service delivery,
best management practices, and cost containment
measures that preserve the effectiveness of City
services and operations.
Monitor and report performance measures at
Budget Supplement and Financial Plan adoption.
Work with the City Council to review Labor
Relations Objectives and define negotiating
parameters consistent with the Fiscal Responsibility
Philosophy and the Compensation Philosophy.
Monitor liability self-insured/excess insurance
program and explore options with CJPIA to control
workers' compensation costs.
Completion
Date
Complete
Complete
Ongoing
Ongoing
Complete
Ongoing
Revised Status
Staff presented recommendations on April
17, 2018 with the Fiscal Health Response
Plan adoption.
The proposed 2018-19 Supplemental Budget
contains operating reductions, new ways of
doing business, and new revenues.
The adopted Fiscal Health Response Plan
focuses on alternative ways of doing
business to reduce cost while minimizing
service level impacts. Savings will be
achieved through refinancing of debt and
early payment of the annual unfunded
liability assessment. New ways of doing
business focused on using fewer consumable
goods and increasing sustainability that are
included in the Budget Supplement as are
thoughtful Departmental reorganizations
which have minimal service level impacts.
The first phase of the Motion project
including Finance and Purchasing modules
has been implemented.HR and Payroll
modules will go live in April 2019 and
Budgeting & Planning in October 2019.
Performance measures were incorporated
into the 2017-19 Financial Plan and will be
presented to Council as part of the Mid Year
budget in February 2019.
Council reviewed and approved in open
session the Labor Relations Objectives
(LRO) on March 20, 2018. The LRO will
continue to guide labor negotiations with
employee groups and have led to successor
agreements with the Firefighters Local
3523, Police Officers Association, and the
unrepresented Management and
Confidential groups.
The liability self-insured/excess-insurance
program continues to project savings of
approximately $500,000 over the primary
insurance pool. Based on recent analysis of
the workers' compensation program,
moving to the excess insurance program
would likely cost the City more than the
primary insurance pool. A pilot strength and
functional movement program for Fire
Suppression personnel is being explored to
reduce potential strains. An aggressive
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion Revised Status Date
"return to work" program is supported by all
departments.
As part of 2017-19 Financial Plan
development, the Council adopted fiscal
Develop a policy to address the funding status of policy for the Insurance Benefit Fund and
volatile insurance programs (liability, workers' Self-Insured Liability Program. 2017-18 is
20 compensation). Evaluate the purpose and use of the Complete the first fiscal year managing the fund under
Insurance Benefit Fund to lessen the financial this policy direction and no changes are
impacts of the fluctuations in insurance costs. being recommended. Staff will continue to
monitor trends and will make
recommendations as needed.
The liability program is on track to reduce
liability claims by 10% in the first year (FY
2016-17), but it is too early to estimate
whether a 20% reduction will be achieved in
the current claim year (FY 2017-18), due to
the time it takes for claims to mature. Based
on the number and severity of workers
compensation claims, it appears the first
year (FY 2016-17) claim costs wi II not
Implement actions aimed at reducing workers' achieve the 10% reduction goal. Year two
21 compensation and liability claims by 30% in 3 Ongoing (FY 201 7-18) claim year has not closed,
years (by June 30, 2019). however, while claim count and severity
appear to be trending downward, it is
premature to estimate whether the 20%
reduction will be achieved given the length
of time it takes for a WC claim to fully
mature. Claims are closely monitored;
liability claims are closed as quickly as
possible and workers compensation claims
are managed to expedite necessary medical
care and return to work.
Staff is monitoring legislative changes that
22 Continue to monitor legislation that could impact Ongoing can impact revenues and expenditures and
City revenues and expenditures. engages in advocacy through the City's
legislative platform.
Fleet replacement policies have been
analyzed utilizing data from the Asset
Works system. Staff is currently establishing
revised replacement thresholds based on life
April 2019 span analysis and documented maintenance
Analyze fleet replacement policies with the goal of included in costs. The new thresholds will be reviewed
23 minimizing replacement costs and maximizing fleet June 2018 Strategic by Council in early 2019 and utilized in the
utilization. Budget 19-21 Financial Plan.
Direction
Other improvements include the following:
integrated the new asset management system
with the City's fueling system to improve
tracking of fuel costs, use and needs of each
Fiscal Sustainability and Responsibility: 2017-19 Action Plan
Objective: Continue to implement the City's Fiscal Responsibility Philosophy with a focus on economic development
and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
# Task Completion Revised Status Date
department. Investments in hybrid
technology on specific vehicles to gain fuel
economy, reduce carbon footprint/GHG
emissions and meet City sustainability
goals. Outfitting high usage vehicles such
as Police Patrol vehicles with anti-idling
systems and specifying work trucks with
engine idle shutdown features when possible
to reduce fuel costs, emissions output, and
engine wear and tear. Transit is reviewing
recent State Zero Emission Vehicle (ZEV)
mandates and will be developing an
Electrification/ZEV implementation plan for
systemwide vehicle conversion.
Develop a contingency plan to address potential February Plans for addressing long-term unfunded
24 additional changes to long-term unfunded CalPERS 2019 liabilities will be presented to Council in
and OPEB liabilities. Winter 2019.
25 Make recommendation for allocation of one-time Ongoing Mid-Year 2017-18 allocations were made. funds.
Staff has developed I 0-Y ear CIP addressing
these funding needs and presented it to
Council in January 2018. The 10-Year list
also included 'Partnership Projects'
Develop a creative financing plan to construct the identified in the AB 1600 work described
above. The project review resulted in the
26 replacement and development of critical public Ongoing "Funding the Future of SLO" initiative. In safety facilities (i.e. Police Station and Fire April Council directed staff to include Stations). public engagement and additional project
analysis in the 19-21 Financial Plan. Next
steps are 1) staff work on project list and
community engagement and 2) Council
action on next steps on February 5, 2019
Staff is in process of establishing CFDs for
San Luis Ranch and Avila Ranch
Develop creative infrastructure financing options development projects. AB 1600 fee study
27 (grants, land-based funding, local revenues) for Complete was updated and adopted by Council. In
Council consideration and implement as directed. April 2018 Council reviewed long-term
Capital Improvement Program funding
needs.
Staff is analyzing the Stormwater program
28 Explore expanding utility fees to include storm Spring 2019 and recommendations for revenue
water activities. generating options to recoup the costs
associated with this unfunded mandate.
Downtown Vitality: 2017-19 Action Plan
Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown
and support the Downtown Association' s proposal to consider a Downtown Improvement District.
# Task Completion Revised Status Date
Complete Design and begin Construction of Environmental Impact Report (EIR) was be
1 Fa112019 presented to Council in summer 2018 for
the Palm/Nipomo Parking Structure. review and was approval. Design work is
planned to commence in the Winter of 2018.
Construct next phase of Downtown Renewal Project is planned to start construction in
2 capital improvement project focused on the Winter 2019 January 2020 pending coordination with
Downtown Association and adjacent
800 block of Higuera Street. properties.
Actively work with San Luis Obispo Council
of Local Governments(SLOCOG) and
Regional Transit Association (RTA) to Progress is pending additional funding and
Ongoing coordination with development activity north relocate the current Downtown of the existing downtown core.
Transportation Center to a new location east
of Santa Rosa Street.
Consultant services procured and work
Design of the Mission Plaza Concept Plan -continues to scope project that will include
4 Summer Mission Plaza restroom, cafe, storage area as
Mission Plaza Restroom Replacement. 2019 well as concepts of what the design may look
like if the Murray Adobe is incorporated into
the plan.
Continued downtown tree maintenance, Maintenance of downtown trees, sidewalk 5 Ongoing sidewalk scrubbing, and street Sweeping. scrubbing, and street sweeping is ongoing.
Begin construction of Marsh Street Bridge Pending completion of right-of-way phase,
authorization to advertise for construction
6 replacement at the southern gateway to Spring 2019 bids will be requested of Cal trans with an
Downtown. anticipated start of construction in Spring
2019.
Assist noncompliant properties to achieve The fire department continues to assist
7 compliance with the Downtown Fire Winter 2018 noncompliant properties to achieve
compliance with the Downtown Fire
Sprinkler Ordinance. Sprinkler Ordinance.
The Community Action Team continues to
focus on addressing chronic offenders within
Continued operation of the Community the downtown. Additionally, they continue to
8 Ongoing work with City Rangers on open space
Action Team (CAT) in Downtown. violations and postings. Hiring for the
Mental Health position with CAT and
Transitions Mental Health Association
(TMHA) is just complete.
Downtown Vitality: 2017-19 Action Plan
Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown
and support the Downtown Association' s proposal to consider a Downtown Improvement District.
#
9
10
11
12
13
14
15
16
Task
Continued Downtown Bicycle Patrol.
Coordination between the Police
Department and County of San Luis Obispo
to achieve expanded mental Health Services
focused on Downtown.
Identification and implementation by Police
Department of best practice tools designed
to decrease nuisance calls in the Downtown.
Council and community review and
consideration of Downtown Concept Plan.
Council and community review and
consideration of Mission Plaza Master Plan.
Following adoption, oversee the
implementation of the Downtown Concept
Plan.
Following adoption, develop a phasing and
resources needs plan for the
implementation of the Mission Plaza
Concept Plan.
Complete the City' s Zoning Regulations
Update.
Completion
Date
Ongoing
Ongoing
Ongoing
Complete
Complete
Ongoing
Summer
2019
Complete
Revised Status
The police department continues to deploy
two bicycle officers when resources allow
due to minimum staffing patrol needs.
Transient related issues continue to be a
priority for the bike officers. An increase in
the number of calls involving the homeless
population, related to the total number of
calls for service has occurred.
The County awarded the contract to TMHA
and a full-time social worker has been hired
to work with the Police Community Action
Team. A MOU has been completed and
signed by both TMHA and the City.
The police department worked with
downtown business owners to maintain
trespassing letters on file for local business.
In April the Police Department designated
one of the sergeant positions as the
Downtown sergeant. This position will be a
2-year position that will focus on addressing
the needs and crimes within the City's
downtown.
A budget request to implement the first phase
of work, will follow the design.
City Council adopted the Zoning Regulations
Ordinance on August 21, 2018. The second
reading of the Ordinance was on September
18, 2018. The Ordinance became effective on
October 19, 2018. Subsequent amendments
Downtown Vitality: 2017-19 Action Plan
Objective: Continue to improve safety, infrastructure investment, and maintenance in the Downtown
and support the Downtown Association' s proposal to consider a Downtown Improvement District.
#
17
18
Task
Complete a Feasibility Study for the Upper
Monterey Area Plan Parking District.
Complete a Feasibility Study of Downtown
Maintenance District.
Coordinate, in partnership with the
Downtown Association, exploration of
19 opportunities to provide enhanced
maintenance or other services to maintain
Downtown vitality.
20 Design Farmer's Market Safety Project and
circulate for bids
Completion
Date
Summer
2019
Summer
2019
Ongoing
12/2018
Revised Status
will be considered by City Council through
Spring 2019.
On April 10, 2018, Council authorized an
interim part of this study (Upper Monterey to
the RR) as part of the Zoning Regulations
The Downtown Association elected to take a
pause in the process to form a Property Based
Improvement District pending more outreach
with Downtown Property Owners. More
progress is anticipated as the new CEO gets
oriented and resumes discussions with
property owners and businesses.
A consultant was hired to analyze and present
recommendations for a property-based
business improvement district. Initial
recommendations were presented to
Downtown and SLO and key stakeholders in
March 2018. It was determined that the
continued refinement and outreach should
take place over the next year before moving
forward.
Project approved by Council as part of Mid
year budget. Bid package under design for
circulation in winter 2018. Project will be
phased to include barriers at both ends of
Higuera and both ends of Chorro; and, both
entrances to Mission Plaza. Original design
has been modified to accommodate the
presence of conflicting underground utilities
and the shallow depth of the bridge deck on
Higuera. Staff anticipates coming to the City
Council in Spring 2019 with a
recommendation after meeting with the ARC,
CHC, and Downtown SLO.