Arroyo Grande City Council
July 26, 2022

June 22, 2022
To the City Council of Arroyo Grande,
I recommend Jeannie Miranda, an 11-year resident of Arroyo Grande, as a candidate for the AGTBID Board of Directors. Jeannie operated a large, successful venue on the Central Coast—Rancho Miranda— for many years, and in the process, worked closely with hotels, wineries, and tour groups. She is very enthusiastic about getting more involved in the community and wants to use her experience with tourism to help. Jeannie is currently a South County Historical Society volunteer and is supporting their fundraising efforts at the upcoming July 4th summer concert in the Village.

AGTBID Board Chair Sean Dasmann offered the following recommendation for Jeannie Miranda: “I have known Jeannie for 15-20 years and have worked with her on numerous events and fundraisers as well as at the venue she formally owned and operated for years in the wedding and event industry. She has a true spirit of volunteerism and sincerely cares about our community. She would be a welcomed addition to the TBID Board.”
Please do not hesitate to call me at (805) 489-1488 with any questions.

Sincerely,
Nicole Moore
Interim CEO
South County Chambers of Commerce
[email protected]
ATTACHMENT 2

Item 8.g.

MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Sarah Lansburgh, Deputy City Clerk
SUBJECT: Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft San Luis Obispo Countywide Plan to Address Homelessness on Behalf of the City of Arroyo Grande
DATE: July 26, 2022
SUMMARY OF ACTION:

Authorizing the Mayor to sign a letter on behalf of the City regarding the San Luis Obispo County Plan to Address Homelessness will support regional efforts to reduce the number of people experiencing homelessness to 50% of the current level within five years.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

No financial impact is projected related to the signing of the proposed letter.

RECOMMENDATION:

Authorize the Mayor to execute a letter in support of the Draft San Luis Obispo Countywide Plan to Address Homelessness on behalf of the City of Arroyo Grande.

BACKGROUND:

On April 27, 2021, Council considered and approved a list of Council Goals and Priorities for Fiscal Year 2021-22 to help direct the work of the Council and City staff during the applicable biennial budget cycle. The identified Goals and Priorities were grouped under three main categories: Investing in the Future, Investing in the City’s Infrastructure and Facilities, and Investing in People. Within the Investing in the Future category, an identified goal is to support regional efforts to address homelessness and emergency shelter needs. This goal was carried forward into the updated Fiscal Year 2022-23 Council Goals and Priorities and remains an important priority for the City.

On April 19, 2022, staff for the County of San Luis Obispo (County), as well as the Chair of the Homeless Services Oversight Committee, made a presentation to the San Luis Obispo County Board of Supervisors regarding the draft San Luis Obispo Countywide Plan to Address Homelessness (Plan). The draft Plan was also presented to the Arroyo

Item 8.g.

City Council
Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft San Luis Obispo Countywide Plan to Address Homelessness on Behalf of the City of Arroyo Grande
July 26, 2022

Grande City Council on June 14, 2022, by County Administrative Officer Wade Horton and San Luis Obispo County Homeless Manager Joe Dzvonik.

The San Luis Obispo Countywide Strategic Plan to Address Homelessness is the first comprehensive update to Path to a Home – The San Luis Obispo Countywide 10 Year Plan to End Homelessness as approved by the San Luis Obispo County Board of Supervisors in 2009. This Strategic Plan is being built to identify and achieve 12-month, 3-year, and 5-year objectives to reduce the number of homeless persons in the County of San Luis Obispo to 50% of the current level over the five-year period following its approval for implementation by the Board of Supervisors.

ANALYSIS OF ISSUES:

The draft Strategic Plan has been developed in close coordination and partnership with the Homeless Services Oversight Committee (HSOC) and regional stakeholders. The Plan promotes a regional, strategically coordinated approach to addressing homelessness rather than disconnected and siloed jurisdictional efforts. A true regional effort cannot succeed without a mechanism that properly represents the interests of the entire region, has effective and agile planning methods imbedded within it, and uses appropriate, simple metrics to gauge the execution of the plan through time.

Achieving the goals stated in the Plan will require significant coordination across all departments/agencies of the County, seven Cities, Homeless Services Oversight Committee, nonprofit organizations, healthcare, law enforcement, emergency service providers, business owners, community advocate organizations and individuals, persons with lived experience in homelessness, and Cal Poly faculty and students. Much of the planning discussed in the Strategic Plan includes much consideration and direct input from most of these groups already and this coordination will only continue to increase through time.

Following adoption of the Plan by the County Board of Supervisors, the initial twelve months of the initiation of the Strategic Plan will be driven by an action committee that meets often, where all members have a shared understanding of the situation and a clear, unified view of the pathways to success. Within the 24-month period following the initiation of this Strategic Plan, the Homeless Action Committee will meet with City Mangers (and select City Staff as required) and nonprofit leadership to develop and implement a formalized compact to be agreed upon by elected County and City leadership. City Managers can take the pieces of the plans that affect their cities back to their City Councils and Mayors for review and guidance. Because these key players will spend significant time on a frequent basis at the same table, working from the same strategic blueprint and operational plan for the region on homelessness, a unified approach with aligned regional goals - and the tasks required to achieve those goals - can readily emerge. This structure

Item 8.g.

City Council
Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft San Luis Obispo Countywide Plan to Address Homelessness on Behalf of the City of Arroyo Grande
July 26, 2022

and methodology results in rapid planning and action while readily eliciting elected official feedback and guidance along the way.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Authorize the Mayor to execute the letter on behalf of the City;

2. Do not authorize the Mayor to sign the letter on behalf of the City; or

3. Provide other direction to staff.

ADVANTAGES:

Authorizing the execution of the letter provided in Attachment 1 will support the ongoing efforts of the City of Arroyo Grande, the County of San Luis Obispo, and the region to address homelessness.

DISADVANTAGES:

There are no disadvantages identified to the proposed action.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Attachments:

1. Proposed Letter

2. Draft – The San Luis Obispo Countywide Plan to Address Homelessness

ATTACHMENT 1
July 26, 2022
San Luis Obispo County Board of Supervisors
1055 Monterey Street
San Luis Obispo, CA 93401
Subject: Support for the Draft San Luis Obispo Countywide Plan to Address Homelessness Dear Honorable Board of Supervisors:

The City of Arroyo Grande is pleased to express its support the draft San Luis Obispo Countywide Plan to Address Homelessness and the efforts identified in the Plan to reduce the number of people experiencing homelessness within the County of San Luis Obispo (County) to 50% of the current level within five years.

Homelessness continues to be a divisive and growing concern in our state, county, and cities, impacting not only the individuals who are experiencing homelessness, but also affecting those who live in our City, conduct business in our City, local religious organizations, infrastructure, law enforcement, and social services group. The City supports the draft Strategic Plan in its goal of reducing homelessness and providing the services needed to support people in securing and retaining housing.

Importantly, the Strategic Plan promotes a regional, strategically coordinated approach to addressing homelessness rather than disconnected and siloed jurisdictional efforts. A true regional effort cannot succeed without a mechanism that properly represents the interests of the entire region, has effective and agile planning methods imbedded within it, and uses appropriate, simple metrics to gauge the execution of the plan through time. Achieving these goals will require significant coordination across all departments/agencies of the County, seven Cities, Homeless Services Oversight Committee (HSOC), nonprofit organizations, healthcare, law enforcement, emergency service providers, business owners, community advocate organizations and individuals, persons with lived experience in homelessness, and Cal Poly faculty and students.

Much of the planning discussed in the Strategic Plan includes consideration and direct input from most of these groups already and this coordination will only continue to increase through time.

The City sincerely appreciates the efforts of your Board, County staff, HSOC, and the regional partners, leaders, and stakeholders who have helped formulate the draft Strategic Plan, and offers its support for the adoption and implementation of the Plan.

ATTACHMENT 1
Sincerely,
Caren Ray Russom
Mayor
CC:

Homeless Services Oversight Committee
Chair of the Homeless Services Oversight Committee Susan Funk County Administrative Officer Wade Horton
San Luis Obispo County Homeless Manager Joe Dzvonik

1 NOTE TO REVIEWER: Comments and recommendations regarding this draft plan are welcome and will be solicited in presentations to many different groups. Please feel free to submit them online at: https://www.surveymonkey.com/r/HMDHJG5 Comments received by June 30, 2022, will be considered in preparation of a final version that is scheduled for presentation to the HSOC on July 18, 2022, and subsequently to the County of San Luis Obispo Board of Supervisors.

DRAFT
The San Luis Obispo
Countywide Plan
to Address Homelessness
2022-2027
Adopted by on [date]: Adopted by on [date]:
[Insert County seal after adoption] [Insert HSOC logo after adoption] ATTACHMENT 2

2 Preface: Why We Must Address Homelessness
Homelessness burdens our community in ways we can no longer afford. No matter the lens through which you examine this issue, the cost is high.

The toll of homelessness on the individual homeless person is well understood. The average life expectancy for someone experiencing homelessness is shortened by approximately 25 years than those who have stable housing.1 Homelessness exacerbates existing health problems and causes new ones, both with chronic diseases (such as diabetes) and acute problems (such as infections and injuries). It is difficult to manage one’s health and heal when there is no place to rest and recuperate.

Less obvious is the combined toll on our community's wellbeing. As the numbers of those experiencing homeless in our region continues to rise, our community suffers immeasurable losses to our quality of life, environmental wellbeing, and economic vitality.

We mourn the loss of our parks and open spaces. The accessibility we once had to these community resources continues to diminish as more and more people make these locations their homes. The landscapes of our parks, our trails, our community centers and even sidewalks have rapidly changed. We have long prided ourselves on a high quality of life here in the County of San Luis Obispo, but this quality is being significantly and rapidly degraded by the growing expanse of homelessness.

Apart from the emotional toll on our community, the financial cost of homelessness is already staggering and only continues to grow. The U.S. Department of Housing and Urban Development (HUD) estimates that the cost of a homeless person to their community exceeds $40,000 per year2 due to frequent use of public services such as ambulance rides, emergency room visits, hospitals, arrests, jail time and other services. This is further exacerbated by the financial impact of homelessness through the loss of a region’s business vitality. Whether in attracting diverse business development or maintaining a reliable workforce, the existence and expanse of homelessness act as a deterrent to our economic health.

Calculating the total individual and community costs of homelessness is a complicated process. Even more so is understanding its root causes. There is confusion as to why homelessness grows so rapidly and why the expensive efforts 1 Source: Not One More: Honoring Those Who Died Homeless, NAEH, available at:
https://endhomelessness.org/blog/not-one-more-honoring-those-who-died-homeless/ 2 Source: The Cost of Homelessness, by Veronica Morley, available at https://www.turnto23.com/news/homeless/breaking-down-the-cost-of-homelessness

3 to confront it seem only to facilitate its growth. There is a waning belief, perhaps even a loss of hope, that this problem can ever be prevented from growing and permanently blemishing the texture of the society we leave to our children. While the cause of each instance of homelessness may be unique, there is one thing every case has in common: Once a person is homeless, we all pay a heavy price.

There is no simple answer to addressing homelessness, but we can all agree that our approach needs to change. This strategy does not pretend to offer an end to homelessness in a community where rent is high, and wages are not. What this strategy does offer is a bold, systematic, and integrated sequence of actions designed to make the goal of substantially reducing homelessness achievable, so that our children can come to know a region with the values and humanity that have long made our Nation and the County of San Luis Obispo a wonderful place to live.

4

5 Executive Summary
Despite the recent expansion of homeless shelters and parking village facilities in the County of San Luis Obispo over the last several years, we have the capacity to shelter only 20-30% of our homeless citizens on any given night. Our community is rowing upstream against economic forces that have evolved over decades and are national in scope: high housing costs, low vacancy rates, and systemic racism that drives disparities among homeless populations.

Making incremental increases in uncoordinated efforts to reduce homelessness is no longer an option for our region. This plan outlines a bold, housing-centric strategy to reduce the number of people experiencing homelessness to 50% of the current level within five years. Achieving this goal will require a whole-ofcommunity effort that includes increasing availability of non-congregate shelters; reexamining and diversifying funding sources; strengthening regional partnerships; and modernizing the data systems and structures that address homelessness.

Achieving the goal of reducing homelessness to 50% of the current level in a highdemand/low-supply local housing market requires a mix of housing approaches that vary by how they affect housing supply, the level of services they require, as well as the time and cost it takes to build them. The plan includes strategies to build or secure housing solutions for 2050 additional people over 5 years.

The plan is organized into six Lines of Effort (LOE). Each Line of Effort represents a series of related events, actions or projects that combine to achieve a specific objective linked to the strategic goal of reducing homeless. While each LOE addresses a distinct aspect of the challenge, none stands alone, and they are synchronized together over time. For example, LOE1 (the main effort) focuses on increasing the amount and types of housing and shelter available, while LOE2 is focused on preventing homelessness and supporting housing stability.

This plan recognizes that increased access to housing is necessary but insufficient.

While reducing homelessness is the goal, solely building housing is not.

Reducing homelessness requires not just a physical increase in housing, but also the services needed to support people in securing and retaining that housing. Reducing homelessness must also address specific barriers such as mental health, addiction, and medical challenges, with attention on the needs that may differ by culture, language, family type, age, and an individual’s specific experience with trauma. Furthermore, this plan recognizes that a structured approach to regional collaboration is needed to implement and oversee these efforts, supported by new data capabilities and expanded efforts in communications and public engagement.

6 State of Homelessness in the County of San Luis Obispo How many people are experiencing homelessness in the County of San Luis Obispo?
• 1483 people were observed as
homeless throughout SLO
County in the 2019 Point in Time
Count. 2022 results are
pending.
• On average, each year since
2018, homeless system of care
inflow has exceeded outflow by
196 people.
• Among communities
categorized as “largely
suburban” nation-wide, the
County of San Luis Obispo had
the 3rd largest percentage of unsheltered homelessness nationwide in 2020—82.4% of the homeless population was unsheltered. San Luis Obispo also made the top 5 list for unsheltered youth, unsheltered veterans and unsheltered individuals.

Who is experiencing homelessness in the County of San Luis Obispo? • Programs to house families have been better funded than those to serve individuals, so individuals are less likely to be receiving housing and service resources. Families make up 15% of the point-in-time count census but 39% of the people served by the system of care, while individuals make up 85% of the point-in-time count but only 61% of those served by the homeless system of care.
• Families with children and youth ages 18-24 who are unaccompanied (Transitional Age Youth (TAY)) in the system of care are Black, Indigenous and People of Color (BIPOC) at higher rates than adult-only households served by the system of care.
• Most people who experience homelessness in the County of San Luis Obispo are from the County of San Luis Obispo. 92.9% of people who accessed homeless services in 2020 in the County of San Luis Obispo had not accessed services in any other community.

What is the homeless system of
care?
The homeless system of care consists of all
the various community partners that provide
or support housing, shelter, services, and
resources for people who are experiencing
homelessness or who have recently
experienced homelessness in our community.

These include, among others, CAP-SLO, ECHO,
5 Cities Homeless Coalition, Lumina Alliance,
Transitions Mental Health Association, the
Salvation Army, HASLO, and County
departments.

7 We know housing ends homelessness—what about housing? • The County of San Luis Obispo is the second least affordable small metro area in the entire nation. The County’s cost of housing was about 51.7% higher than the national average, ranking it as a small metro area with the fourth-highest housing cost in the United States. 3
• As of February 2022, rent in this County averaged at $2,347 per month – $719 more than the national average.4
• The apartment vacancy rate as of fourth quarter of 2020 was 3%, which is approximately half of the national rate 5.6%.
• Rapidly rising rents (13.5% increase in the past year and 46% since 2016) have increased the financial burdens on low-income people.5 • The median rental household in the County spends 38% of its income on housing, meaning that over half of all rental households in the County are at increased risk of homelessness due to the burden that housing costs place on family budgets.
6 How has the homeless system of care been able to respond to these challenges?
• Since 2019, year-round emergency shelter capacity increased by 115 beds (73%) and maximum total capacity has doubled with the addition of 110 safe parking spaces, but on any given night we have the capacity to shelter only 20-30% of the number of people observed as homeless in 2019 (Point in Time Count)
• Federal efforts such as the CARES Act and ARP and state equivalent such as HHAP have resulted in several one-time grants that have launched new efforts, but as those close, challenges continue.
• At the same time, housing and service providers struggle to hire and maintain enough adequately trained staff. For example, in April 2022, the County Behavioral Health department had over 20 open positions. Similarly, the Atascadero Winter Shelter closed 6 weeks early due to lack of staffing. 3 Source: SLO County second least affordable small metro in America, San Luis Obispo Tribute, March 21, 2022. 4 Source: https://www.rentcafe.com/average-rent-market-trends/us/ca/san-luis-obispo/ 5 Source: Analysis of HUD Fair Market Rents, available at : https://www.huduser.gov/portal/datasets/fmr.html 6 Source: https://www.huduser.gov/portal/datasets/cp.html#2006-2017

8 What would be better?
• This community plan calls for strategic coordination across the region to create more housing and shelter, to improve system efficiencies and efficacy, and to support services that stabilize people in housing. • The substantial expansion in capacity for shelter and housing outlined in this plan – with the staffing needed for success – will save lives, reduce suffering, restore people to productive lives, improve the environment, and set all communities in the County on a path to improve how public spaces are shared.

9 Ending Homelessness
Vision
The San Luis Obispo region will reduce homelessness by
ensuring that people at risk of losing housing can retain it, and those experiencing homelessness can equitably secure safe housing with appropriate supports, minimizing trauma to the individual, the community, and the environment.

Goals of this Plan:

1. Reduce the number of people experiencing
homelessness to 50% of the current level
within five years.

2. Reduce unsheltered homelessness to 50% of
the current level within five years.

Six Lines of Effort:

1. Create affordable and appropriately
designed housing opportunities and
shelter options for underserved
populations.

2. Focus efforts on housing stability for
those experiencing homelessness or at risk
of homelessness, including expanding
prevention/diversion, supportive services,
and housing navigation efforts.

3. Improve and expand data management
efforts through HMIS and Coordinated
Entry to strengthen data-driven
operational guidance and strategic
oversite.

4. Create, identify, and streamline funding
and resources.

5. Strengthen regional collaboration.

6. Build public engagement through
information-sharing and partnership.

Our Guiding Principles:
• We must use a rapid cycle
implementation strategy to add capacity
in housing, shelter, and homelessness
prevention.
• We will build the train as it travels:

Strategic planning, action planning, and
implementation will be occurring
simultaneously.
• Innovation is needed to create lower cost
housing and shelter options.
• We will actively engage persons with
lived experience of homelessness in the
development, refinement, and execution
of plans.
• We must work together across
jurisdictional boundaries and across
sectors so that we can move forward with
strategically coordinated action.
• We will build community awareness of
the impacts of homelessness on our
community and support for countywide
initiatives.

10 Summary Timeline
• First 12 Months: Rapid-Cycle Expansion of Interim Housing Capacity • Rapid-cycle implementation of non-congregate sheltering/interim housing capacity.
• Expand landlord partnership through incentive program and incentive/mitigation fund.
• Through launch of Homeless Action Committee, lay groundwork for a Regional Compact on homelessness to expand affordable and homeless housing regionally, including deeper analysis of needs and resources focused on populations that are medically vulnerable/age 65+, have behavioral health conditions, are chronically homeless, or are families with children.
• Increase diversion and prevention capacity.
• Expand staffing levels to meet needs in interim housing capacity and provide services for people with behavioral health conditions. • Improve and expand HMIS and Coordinated Entry for data-driven strategic oversight capabilities and operational guidance. • Actively engage persons with lived experience of homelessness into all phases of planning.
• Launch community education and media plan.
• Year 2-3: Regional Compact for Housing Development and Expanded Service Capacity
• Jurisdictions will develop a Regional Homelessness Compact to develop and align supportive housing goals, reducing barriers to housing and aligning resources to create and support housing
• Expand supportive services available to ensure people are able to access and maintain housing, especially behavioral health services and outreach. 2022-2023
• Build Interim
Housing
Capacity
• Prevention
• Data
2023-2025
• Expanded
Service
Capacity
• Regional
Compact
2025-2027
• Increased
Housing
Capacity
• Data-driven
refinements

11 • Creation of community standards for services and housing and expanded training and other staff supports to ensure all resources are supporting strategic plan goals and using best practices.
• Improve data analytics and systematic reporting. Expand data connections and coordination with criminal legal system, hospitals, and sober living environments to offer more effective and efficient services. • Review and learn from rapid cycle expansion of non-congregate sheltering/interim housing capacity and prevention and diversion capacity to fill in gaps and make improvements
• Year 4-5: Increase Housing Capacity
• Complete more affordable and supportive housing projects, both traditional and non-traditional, and meet RHNA targets in all jurisdictions • Develop housing solutions with consideration of water and other infrastructure needs
• Systematically work on speeding the path from homelessness to housing • Solidify the gains with sustainable ongoing funding
• Implement incentives as needed to ensure implementation of the Regional Compact
• Enhance community partnerships to support system effectiveness

12 Lines of Effort
Lines of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations.

13 Focus: Increase the number of interim and permanent housing opportunities to serve prioritized beneficiary groups experiencing homelessness, making the way to clear backlogs of households with insufficient housing options due to specific barriers to housing and increasing the effectiveness and efficiency of the homeless system of care overall.

Metric: Create 2050 new housing opportunities for persons who are experiencing homelessness or are at-risk of homelessness over a 5-year period across the County
Summary of Timing:
• Year 1:
o Find locations and start building non-traditional interim supportive housing with the goal of creating 300 units within 3 years Beneficiary groups have been identified
based on data analysis about community
need and may change over time as
homelessness is addressed and community
needs change.

The following beneficiary groups have been
identified as this plan begins:
• Older Adults/Medically vulnerable
• Behavioral Health Conditions
• Chronically Homeless
• Families
What do we mean by “creating housing opportunities”?
Creating housing opportunities includes any strategy to increasing housing access, including but not limited to:
• Constructing, acquiring, rehabilitating, or renovating housing units • Master leasing
• Funding housing subsidies for households to access apartments in the community • Non-traditional housing or shelter options, like tiny homes, pallet shelters, board & care, shared housing, or other designs.

14 o Develop better data on how many people need what type of housing and supports, and where, so that we can develop clear housing targets for particular populations.
• Years 2-3:
o Prioritize and accelerate development of permanent housing projects to meet the mix of needs in the community, including permanent supportive housing (PSH) dedicated to homeless households. o Keep building interim supportive housing.
• Years 4-5:
o Ensure the creation of permanent supportive housing and low income/very low-income housing generally, including small Accessory Dwelling Units (ADUs) to meet Regional Housing Needs Assessment (RHNA) targets in all jurisdictions.

See Appendix for housing model definitions, targets, expected number of persons housed, and turnover assumptions.

A. Rapidly create and support low-cost, nontraditional interim supportive housing solutions.

1. Use rapid-cycle implementation to create more
non-congregate sheltering/interim housing
capacity of a variety of types, such as pallet
shelters, cabins, tiny homes, sober living homes, sobering centers and safe parking villages, targeting one project in each City and Supervisor District for a total of 300 new units countywide within 3 years.

2. Ensure that these new interim housing projects countywide form a continuum of safe, accessible, low-barrier interim housing/shelter options for individuals and for families that include wet or damp shelters and options that allow partners and pets.

3. Expand the Oklahoma Avenue Parking Village and replicate on a smaller scale in additional locations, with housing navigation support.

4. Provide housing-focused services to address needs of specific populations, including chronically homeless, unsheltered, families, and elderly/medically vulnerable. (See also, LOE 2.C)

5. Develop community standards for temporary non-traditional supportive housing to facilitate and ensure that people served in this housing exit to permanent housing.

Housing Unit: A housing
unit serves one
household, which may
consist of one person.

15 6. Learning from existing projects, quarterly analyze utilization and needs for interim housing based on geography, climate, and population and outcomes of various models. Align and expand shelter resources based on analysis.

B. Remove barriers to building new units for homeless populations throughout the region, especially in cities.

1. Cities and County will adopt least restrictive interpretation of “lowbarrier navigation centers” (based on state zoning requirements) into zoning codes.

2. Cities and County will consider deferring or waiving permit fees for new infrastructure related to homelessness (or commit permit and/or impacts fees to support building costs).

3. Complete a regional inventory of city- and county-owned properties (based on compilation of cities’ housing inventories within each Housing Element).

4. Codify best practices and facilitate adoption of streamlined development of homeless housing through a Regional Homelessness Compact. (See also, LOE 5.A.)
C. Create and sustain permanent supportive housing for homeless households.

1. Work with healthcare partners to expand access to supportive housing environments appropriate for medically vulnerable individuals, chronically homeless persons and seniors. (See also, LOE 2.J.)

2. Commit to ongoing funding needed to sustain the operations and supportive services for existing permanent supportive housing projects.

3. Reduce the development cost of permanent supportive housing by removing fees and by aligning local land use
policies to reduce barriers to siting, and advocate
at the state level for changes to housing
development policies that would streamline the
development of permanent supportive housing.

4. Accelerate project implementation
sufficiently to build 500 additional units of
permanent supportive housing for homeless
persons within 5 years.

Non- traditional supportive
housing options can include
the following:
• Pallet shelters
• Tiny Homes
• Board & Care
• Single Room
Occupancy (SRO)
• Sober living homes

16 5. Prioritize production of a mix of project sizes to serve different needs:
smaller projects (meaning 12 or less units) for persons with chronic mental illness and larger projects using tax credit financing to accommodate families and seniors.

6. Ensure all housing created takes into account water and other infrastructure needs.

7. Use clear prioritization and systematic tracking to ensure that medically vulnerable and chronically homeless individuals needing permanent supportive housing are able to exit from stabilizing environments such as interim housing/shelter solutions into permanent supportive housing with sufficient clinical and other service supports.

D. Increase use of existing vouchers and rapid rehousing funds through a region-wide landlord incentive and outreach program to maximize available units with private landlords.

1. Bring HASLO’s Emergency Housing Voucher landlord incentive program to scale in all communities to increase the number of landlords participating by 15% over the next 5 years.

2. Create a countywide landlord incentive/mitigation fund and adjust available funding based on analysis of access, utilization, and outcome of current landlord engagement efforts.

3. Sustain current levels of vouchers and rapid rehousing, and add resources sufficient for an additional 160 persons to find housing.

4. Expand the Housing Now program by 5 additional persons each year.

E. Increase access to seasonal and weather-dependent shelter throughout the region.

1. Maximize opportunities for winter sheltering across the County, starting with identifying locations, and where possible, then expanding for less severe weather conditions and more days of service.

2. Consider cooling centers in each region (North, Central and South) to be available on days expected to exceed 100 degrees, to support both unhoused persons and vulnerable housed people without air conditioning.

F. Support achievement of Regional Housing Needs Assessment (RHNA) goals for affordable housing targeting low- and very low-income households in every jurisdiction.

17 1. Introduce policies and strategies to help accelerate completion of affordable housing projects, both traditional housing and small accessory dwelling units or permanent tiny homes, to meet RHNA targets in all jurisdictions (that is, one-half of 6th cycle RHNA targets for low-income and very low-income units within 5 years), to achieve 1667 units of low/very low-income housing and 500 supportive units dedicated to homeless persons or preventing homelessness. (see also, LOE #1 C.4)

2. Create a public dashboard to demonstrate progress toward affordable housing goals.

3. Provide incentives to builders and developers of affordable housing to increase development, including increasing local matching funds to help make strategic local projects competitive for tax-credit financing.

4. Preserve existing affordable housing (for example, mobile home parks, Anderson building).

5. Support smaller homes of all kinds (tiny homes, tiny homes on wheels, ADUs, etc.)

6. Support all levels of affordable housing (including deed restricted housing, moderate affordable units, affordable by design approaches) to provide housing for households exiting successfully from homeless-dedicated housing and stabilize moderate- and low-income households, including workforce.

7. Encourage development of workforce housing countywide to support staff who are currently working or moving to the area to work in this field.

8. Review City and County resources including CDGB to increase the efficiency and timeliness of allocation and utilization (for example, consider combining funds to get projects qualified for tax-credit financing more quickly).

9. Through the HSOC Housing Committee, consider and encourage exploration of alternative housing finance models.

18 Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts.

Focus: Supportive services effectively obtain and maintain housing for people experiencing homelessness, across subpopulations.

Metrics:
• System-wide, reduce the average length of time people experience homelessness locally by 10% annually.
• The number of people being served in shelters or by outreach staff access permanent housing increases by 10% each year.
• At least 2050 more people exit homelessness into housing over five years, compared with current level of effort.

Summary of Timing:
• Year 1: Prevention & Diversion; services sufficient to support new interim housing
• Years 2-3: Services development, training and coordination, especially behavioral health and outreach
• Years 4-5: Maintain services, with ongoing assessments and refinements to maximize effectiveness
A. Implement housing-focused case management and services across the region.

1. Increase staff to meet the expanding challenge of emerging needs (with increased efforts in coordinated entry, outreach, housing case management); utilizing best-practices to define appropriate client to staff case load ratios and to hire individuals who are gender- and culturally-diverse (including multi-lingual staff).

2. Recruit and support development of new staff, which may include outreach to and partnerships with high schools and colleges; and provide support for continued education for current staff.

3. Increase and create peer support positions including developing qualifications, providing training, and leveraging support from the Department of Rehabilitation and Department of Health Care Services.

19 4. Increase compensation and benefits to reduce turnover, standardize pay scales across providers and provide livable wages for those working in the services sector.

B. Support program staff in delivering effective services

1. Develop and implement community standards and best practices for each service area (including outreach, case management, coordinated entry) with a universal focus on housing navigation.

2. Create a uniform, digital library, and schedule of trainings for supportive services (including housing first, motivational interviewing, harm reduction, and trauma informed care, vocational training, resource availability, diversity/equity/inclusion competency).

3. Ensure that coordinated entry system is used as the foundation for service assessment across the continuum.

4. Develop resource knowledge base and referral system to effectively maximize community resources (including housing programs such as HASLO vouchers, HUD-VASH and other specialty vouchers, affordable/tax credit housing and legal resources).

5. Expand access to interpretation services for all providers.

6. Expand technology toolkit to ensure coordinated entry assessment can be done in the field in in real time, with virtual client signatures.

C. Structure services based on population need and geographical coverage.

1. Revamp the coordinated entry system to prioritize services based on need (including diversion, permanent supportive housing for higher threshold chronically homeless, rapid re-housing for lower threshold) throughout the geographic region.

2. Coordinate outreach strategies across multiple agencies to allocate and prioritize resources geographically and across populations and to improve information-sharing.

3. Coordinate efforts with first responders, including law enforcement and fire department agencies, to improve health and safety.

4. Integrate services with jail, juvenile justice, and probation and other criminal justice entities.

5. Include people experiencing homelessness in service design and implementation, at program and system level.

20 6. Target program services to address the specific needs of subpopulations including people who are aging, youth, and people who have a physical disability, mental health disorder, and/or substance use disorder. Ensure services are culturally appropriate to the target populations and the household makeup (including families, singles, and couples) and that supports vary as needed (specifically, time-limited versus static ongoing services) allowing for growth, independence, self-reliance, and recovery.

7. Create outreach teams that are multidisciplinary, including either medical staff certified and trained to provide care for physical, mental health, and substance use disorders, including mobile medications, or, at minimum, telemedicine access.

8. Pilot a site-based Regional Homeless Operations Center to support housing navigation services at the Oklahoma Parking Village.

9. Assess the need and location for expanded mobile hygiene services to increase engagement with unsheltered population.

10.Create and expand job development opportunities for unhoused and newly housed individuals by partnering with job creation and support agencies in the community, including America’s Job Center of California, Vocational Rehabilitation, among others.

D. Prevent homelessness through expanded diversion efforts (also known as housing problem solving) and homeless prevention capacity.

1. Find housing for an addition 50 people each year through expanded diversion and homeless prevention efforts.

2. Expand diversion efforts through coordinated entry system (including by adding staff; improving program outcomes and training; increasing flexible funding for relocation, etc.). Ensure that frontline staff are trained in diversion and progressive
engagement.

3. Expand community
partnerships to help
identify households atrisk of homelessness (for
example, through schools,
family resource centers,
SAFE System of Care, food
pantries).

What is diversion or housing problem solving?
Diversion resolves an immediate housing crisis by
problem-solving to find an alternative solution to
entering the homelessness system. May include
financial assistance, mediation, or connection to
resources. In one community, the average cost per
person in the homeless system was $3,700, whereas
per person cost for diversion was only $1,550.

21 4. Provide assistance to help households stabilize their housing through temporary financial support (rent, unpaid utility bills).

E. Implement culturally, linguistically, affirmative, and responsive programs and services to serve all individuals throughout the County in all regions.

1. Build community understanding of diversity, equity, and inclusion to ensure equitable access to culturally appropriate services throughout the homeless system of care.

2. Improve access to services for non-English-speaking people.

3. Regularly train staff throughout the homeless system of care to be responsive to a growing diverse population.

4. Create opportunities for formerly homeless persons to participate in creating mutually supportive neighborhoods and build connections to community resources for personal, social, and economic growth.

5. Develop and implement communication strategies to improve service access, that are culturally and language appropriate.

F. Expand mental health and substance abuse disorder services.

1. Increase capacity and training for behavioral health outreach in the field with ties to ongoing treatment, by adding behavioral health peers, case managers, and providers who are field-based and can connect individuals through technology (telehealth) to professional services. Ensure training related to harm reduction and trauma-informed services for professional and allied staff.

2. Create integrated service strategies to address chronic substance use and co-occurring disorders, such as creating sobering centers and residential treatment centers. Ensure that the outreach workers are trained to recognize and provide interventions, referrals, and care in both mental health and substance use disorders.

3. Provide additional services for individuals who are coming out of homelessness into housing to assist with the psychological impacts, development or renewal of daily living skills, and other post housing transitions including integration into the community.

G. Support efforts of first responders to address high system utilizers

22 1. Design and develop a countywide intervention strategy to identify, engage and serve high system
utilizers.

2. Expand and systematize
the interface with the jail
to reduce of frequency of
post-incarceration
homelessness. Expand jail in-reach (for example, enroll with Medi-Cal 90 days prior to release) to plan for re-entry and prevent recidivism through jailto-community bridge services.

3. Create 24/7 response systems with supportive services and transportation.

H. Structure services based on medical need of aging population

1. Develop and increase appropriate housing and home health care services to support housing retention among medically vulnerable and high need behavioral health populations.

2. Development of Medi-Cal-accepting nursing homes, assisted living facilities, and licensed board and care homes across the aging spectrum.

3. Cultivate active partnerships with Dignity, Tenet, CHC, other healthcare providers and CenCal Health for better supporting people with complex needs.

4. Create respite care project for people exiting medical facilities, with support for ensuring housing access.

I. Expand services and housing targeted to Transitional-Age Youth (age 16-25)

1. Strengthen the safety net to identify, assess and connect youth experiencing a housing crisis, ensure highest-risk youth receive priority for services.

2. Provide an immediate path to help youth access services for safety due to the consequences of homelessness, through mobile crisis response.

3. Expand a continuum of age-appropriate, stable housing options to meet the diverse needs of youth (for example, host homes, master lease, and permanent supportive housing).

4. Provide a network of trauma-informed supportive services to help young people maintain stable housing, learn life skills (including parenting supports) High system utilizers are individuals that
disproportionately use emergency departments and
inpatient services. Often, obtaining stable housing
reduces system use in the first year of tenancy.

23 and to achieve and sustain higher measures of success (including education and employment services).

5. Improve youth access and utilization of medical, behavioral, and dental care services.

6. Improve youth access and utilization of public benefits (for example, CalFresh).

24 Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen datadriven operational guidance and strategic oversight.

Focus: Improve homeless system data quality and reporting, increase data sharing, and analyze and share data to drive improvements in homeless system performance.

Metric:
• HMIS access provided to all participating agencies for shared clients to the extent allowed by federal and state laws governing HMIS and privacy. • Law enforcement, health care organizations, government agencies and nonprofit organizations may make referrals to coordinated entry. • Devise mechanism to analyze aggregate data when individualized data cannot be shared due to privacy laws, regulations, or guidance.

Summary of Timing:
• Year 1: Create single HMIS database, data analysis and reporting to the community
• Years 2-3: Establish analytics and systematic reporting • Years 4-5: Data driven refinements in strategy and services A. Create a coordinated entry system that is open and accessible to all partner agencies to make referrals into the coordinated entry system and access data.

1. All data is entered into one Homeless Management Information System (HMIS). Acquire and implement software platform/vendor that fulfills community needs.

2. Create a streamlined and automated referral process and allow referrals from law enforcement, health care agencies, government agencies, and notfor-profit organizations.

3. Open access for HMIS participating agencies, consistent with client consent and relevant federal and state privacy laws.

25 B. Expand access and usage of data in service coordination and decisionmaking.

1. Monitor participation from HMIS participating agencies to ensure compliance with HMIS policies and procedures.

2. Create and sustain HMIS technical support positions in proportion to number of users.

3. Streamline data processes to eliminate duplicate data entry and improve understanding of need across the community.

4. Design and implement a data quality improvement plan within HMIS for all program types.

5. Create a data analyst position to analyze performance and produce reports needed for data-driven management.

6. Community Action Teams and Mobile Crisis Units will have access to and utilize HMIS data to coordinate and maximize service provision.

7. Integrate GIS data and HMIS data so that street outreach teams have access to and can utilize real-time information to better assist homeless persons.

8. Expand data sharing and coordination with hospitals and managed care organizations to identify populations with greater medical and behavioral health needs and increase coordination of services.

9. Improve use of justice department, jail, police data (including TEMP data) and reports to improve services to people with criminal legal system involvement. Share aggregate data with criminal legal system.

10.Develop a dashboard and schedule of analytical reports that can be used to assess program effectiveness, identify and quantify trends in the mix of needs, and fine-tune recommendations for resource generation and allocation.

11.Reports on performance measures provided bimonthly to the HSOC.

12.Expand analysis of Stella, HDIS, Point in Time Count, and HMIS and HUD System Performance Measures to provide a more comprehensive picture of homelessness.

13.Update data system to ensure timely monitoring of Release of Information authorizations.

14.Create data tracking and reporting mechanism to measure housing and shelter (including alternative housing models) production against Five-Year Plan development goals.

26 Line of Effort 4: Create, identify, and streamline funding and resources.

Focus: Increase funding and resources to support the strategy and align all funding available to address homelessness with community needs and priorities.

Metrics:
• Identify and earmark existing and known projected incoming grant monies toward new efforts that specifically accomplish objectives set by this strategy.
• Identify and analyze all current yet uncoordinated homelessnessdirected funding streams across multiple government departments and community projects and work to synchronize them for greater impact. • Increase grant-writing/grant-management capacity to improve our understanding and involvement with State, Federal and other funding sources, improve accountability and contract performance through enhanced grant management, and achieve an optimal return on investment into this strategy.
• Improve understanding and communication between County, City, nonprofit and private entities regarding funding opportunities, processes, and accountability procedures through training and focused interaction.

Summary of Timing:
• Year 1:
o Earmark the Homeless Housing, Assistance and Prevention (HHAP) Program Rounds 2 and 3 funding, and selected ARPA monies toward efforts to improve data processes, improve the Coordinated Entry System, bolster homeless prevention efforts, and build multiple noncongregate shelter operations throughout the region to accommodate 100-150 individuals.
o Quantify shortfalls in affordable special needs housing and service capacities and link existing and potential funding strategies to close the gaps in the next 4 years.
o Launch effort to streamline uncoordinated homelessness funding and efforts, including coordination with key external partners such as CenCal Health.
• Years 2-3:

27 o Continue to identify and steer funding in non-congregate shelter operations while shifting funding priorities to maximize service capacity and permanent supportive/special needs/ very low-income housing construction efforts.
o Formalize budgeting processes and funding strategies between County and City departments in accordance with a Regional Compact.

These efforts might include Bond Measure and working with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects (currently $40k/unit).
o Work with CenCal Health to integrate new Cal AIM and Housing and Homelessness Incentive Program services with existing homeless services for maximum efficiency and impact.
o Evaluate progress towards plan goals and earmark HHAP Round 4 funding to activities with the greatest impact.
• Years 4-5:
o Reduce investment in non-congregate shelter operations while optimizing ongoing financial investment into ongoing service capacity and traditional housing efforts.

A. Optimize the use of current funding streams and identify and obtain new resources

1. Collectively, community-wide and cross-jurisdictions, identify funding opportunities that are most likely to be profitable and pursue them collectively and strategically.

2. Develop a cross-jurisdictional team supported by local experts to drive forward an ongoing effort to connect the most urgent needs with everchanging opportunities for funding, including by orchestrating funding blending and coordination.

3. Establish clear priorities for grant programs for County- and citycontrolled funding that align with the goals of the strategic plan.

4. Implement a new project review / housing program creation work group to review applications for new funding opportunities to ensure alignment with the strategic plan.

B. Advocate for federal and state funding.

1. Align efforts with State and Federal plans to ensure that local efforts are prepared to seize funding and resource opportunities when presented.

28 2. Advocate for ongoing state funding for homeless services operations in order to sustain capabilities expanded with one-time funding.

3. Advocate for new federal and state funding for supportive services in permanent supportive housing.

4. Advocate for federal and state funding to provide short-term housing stabilization services for residents of Affordable Housing and Housing Choice Voucher recipients, particularly persons in need of short-term mental health interventions.

5. Create priorities for new state funding opportunities to ensure alignment with the strategic plan.

6. Work with local, state, and other regulators to reduce barriers to creative interventions and increase funding sources.

7. Ensure governmental legislative platforms align to effectively advocate for resources and service reforms.

8. Work with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects funded (currently approximately $40k/unit).

C. Strengthen and increase private philanthropic funding and health care funding for homelessness.

1. Partner with CenCal and local Health Care Systems and organizations to identify opportunities to use CalAIM, HHIP and other initiatives to increase services and resources aligned with the strategic plan.

2. Strengthen and align local funders to support projects aligned with strategic plan.

3. Develop stronger relationships with the faith community to provide financial support services and funding.

4. Encourage local bankers and lenders to make it easy for homeowners to finance the building of Accessory Dwelling Units (ADUs) under 750 square feet for long-term rental use, since these units can also benefit from state-mandated fee waivers and expedited processing.

D. Align local City and County resources to support strategic plan.

1. Publish annual combined plan and budget for homelessness across all jurisdictions.

2. Incentivize achievement of RHNA goals.

29 3. Consider pooling CDBG funding between communities to speed housing development.

4. Ask cities and County to consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers.

5. Seek pilot project status for the County and CoC to get more grant funding and more flexibility.

6. Develop additional resources to prevent and address homelessness due to domestic violence.

7. Seek County funding to/for:
• Fill in funding gaps to sustain operations and services • Data systems and analytics to leverage state funding and support continued data management
• Seed money for low-cost housing strategies
• Grant applications and management support including identifying new grant opportunities
• Local support for priority funding permanent housing projects considers pooling with the cities
• Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

8. Seek city and County funding for:
• Local support for priority permanent housing projects serving lowincome and very low-income households • Outreach services specific to the community
• Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community • Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

30 Line of Effort 5: Strengthen Regional Collaboration.

Focus: Create regional, coordinated response to homelessness to minimize duplication of effort and improve system effectiveness to reduce homelessness.

Metric: Create and maintain a Homeless Action Committee for the plan duration.

Summary of Timing:
• Year 1: Homeless Action Committee created, meets regularly; Citizens Oversight body formed; quarterly discussion sessions begin for those with lived experience
• Years 2-3: Regional Homeless Compact adopted
• Years 4-5: Data-driven management
A. Create a mechanism to visualize, describe, unify, and equitably direct regional efforts to address homelessness.

1. Develop data-driven management: Through HSOC and its committees, conduct bimonthly data-driven oversight on the status of plan implementation and on the extent to which desired outcomes are being achieved. Recommend action steps to the Board of Supervisors, the Homeless Action Committee and other stakeholder groups represented on HSOC as needed. Conduct periodic reviews of programs and services to identify activities that need to be initiated, terminated, sustained. Consider and communicate issues and opportunities initially vetted in HSOC committees.

2. For rapid implementation management, create a Homeless Action Committee, consisting of the County Principal Administrative Analyst on Homelessness (and select County staff as required) and all City Mangers (and select City Staff as required) that meets regularly (for example, biweekly) to promote a regional, strategically coordinated approach to addressing homelessness, including developing regional housing and shelter goals and plans. Each member will report back to their respective governing agencies and consult with people with lived experience, non-profit organizations, law enforcement, fire departments, and other community-based entities, as relevant. Staff will receive strategic guidance for this implementation work from HSOC, and coordinate with HSOC and its committees on multidisciplinary matters and policy issues.

31 3. Building from the Homeless Action Committee, complete a Regional Homelessness Compact with principles and jurisdiction-specific targets, overall and for special needs populations, and positive and negative incentives for compliance.

4. Secure approval of the Regional Homelessness Compact by all seven cities and the County Board of Supervisors.

5. Establish a Citizen’s Oversight body to meet once or twice yearly to review progress on implementation steps and outcomes achieved and to provide community feedback to HSOC and the Board of Supervisors.

6. Pursue reorganization within the County to consolidate and empower homeless-related staffing, create more stability and predictability in funding and program structure, reduce duplication, allow for more meaningful midterm and long-term planning, and braid together a significant amount of spending.

B. Elevate the voice of people experiencing homelessness to reduce stigma and marginalization of the homeless population.

1. Engage people with lived experience of homelessness to understand challenges faced by people experiencing homelessness in this community and highlight successes.

2. Ensure representation from people of lived experience on any committee or work group focused on homeless issues.

32 3. Expand input from Spanish-speaking population throughout the homeless system.

4. Hold quarterly community discussion groups on homeless issues with content developed in partnership with people of lived experience. Refer insights, requests and recommendations to HSOC committees and the Homeless Action Committee for consideration and action.

33 Line of Effort 6: Build public engagement through informationsharing and partnership.

Focus: Sufficiently define the core homelessness issues and communicate the need to the community for these issues to be addressed. Further, educate and communicate with community members about the strategic plan, outcomes of plan efforts, and specific needs to improve community support for efforts to end and reduce homelessness.

Metric: Raise 10% more funding from general public contribution each year of the plan.

Summary of Timing:
• Year 1: Community education, media plan and “How can I help?” resources • Years 2-3: Establish result reporting to community in accessible dashboards • Years 4-5: Enhance community partnerships to strengthen the effectiveness of individual projects and collective efforts to restore people more quickly and securely into housing.

A. Create a community education strategy to inform community leaders and citizens.

1. Develop and maintain a web-based information-sharing center about ongoing activities, plans, and structures responding to homelessness locally to improve communications.

2. Develop community-wide dashboards to share progress on addressing homelessness and on developing affordable housing.

3. Circulate HSOC result reports to multiple constituencies. Develop talking points for report to distribute to cities, service providers, etc.

4. Ensure all communication is accessible especially to the full population (such as translations in Spanish, cultural appropriateness, readability, vision or hearing impaired, etc.)

5. Create a centralized resource to help answer the “how can I help” question and help link potential volunteers, donors and advocates with established organizations and each other

6. Create an online resource for the homeless population to share information about what is happening in the community, and for individuals

34 experiencing homelessness to have a way to share their experiences with HSOC.

7. Enhance engagement with front-line community groups and volunteers working with underserved homeless populations and really contribute to the trust of the unhoused community and can help the entire community with the ties to the unhoused community.

8. Build community support for creating homelessness funding mechanisms (including both public and private funding).

B. Create a media plan for communication including professional and social media

1. Hire a public relations firm to create media plan to share information about homelessness and the system of care in order to more effectively engage the community in supportive action, using already-allocated funds.

2. Distribute shared talking points to city communications people.

35 Summary of Jurisdictional Commitments
To support this plan, each jurisdiction will be encouraged to:
• Participate in Homeless Action Committee and development of Regional Homeless Compact
• Adopt least restrictive interpretation of “low-barrier navigation centers” (based on state zoning requirements) into zoning codes. • Consider waiver of permit fees (or commit permit and/or impact fees to project) for new infrastructure related to homelessness. • Introduce policies and strategies to help accelerate completion of affordable housing projects, both traditional and non-traditional, to meet RHNA targets • Consider pooling CDBG funding to speed housing development. • Consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers. • Align funding decisions with strategic plan priorities • Provide funding to:
o Local support for priority Low-Income/Extremely Low-Income permanent housing projects
o Outreach services specific to the community
o Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.) • Create at least one non-congregate sheltering/interim housing project.

In addition, the County will:
• Consider reorganization within the County to consolidate and empower homeless-related staffing
• Provide funding to:
o Fill in funding gaps to sustain operations and services o Data systems and analytics to leverage state funding and support continued data management
o Seed money for low-cost housing strategies
o Grant applications and management support including identifying new grant opportunities
o Local support for priority funding permanent housing projects considers pooling with the cities
o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

36 Thank you!
Thank you for taking the time to review and submit your feedback on this draft plan. Ending homelessness will take the effort and coordination of our full community. We look forward to your support in reducing the impact of homelessness in the County of San Luis Obispo over the next five years.

37 Appendix
Housing Goal: 2050 additional housing placements
over 5 years
Why 2050?
• Our overall plan goal is to reduce the number of people experiencing homelessness to 50% of the current level within five years. So, if 2100 people are homeless now, we plan to house at least 1050 people homeless countywide before plan completion. • HMIS data from the past three years shows an average of approximately 200 more people coming into the system of care each year compared to those to exit, so we can estimate that roughly an additional 1000 people will become homeless during the plan implementation period.
• As a result, we plan to house 2050 (1050 + 1000) more people in housing over this 5-year period above and beyond the current level of effort.

How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

1. Homelessness Prevention and Diversion
Homelessness prevention and
diversion programs both use
problem solving techniques, which
may include funding (for example,
utility arrears, transportation
support), services, and support to
either prevent or quickly end a
household’s homelessness. Both
efforts work from each households
existing relationships and
resources to avoid homelessness.

Target: 250 additional
direct placements
(50/year)
• New diversion
specialists
• Training across
system
• Funding to sustain
current level of
homelessness
prevention
• Data mechanism to
track, report
diversion
HSOC
Services
Committee

38 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

2. Rapid Rehousing (RRH)/Vouchers
Rapid rehousing (RRH) is a housing
intervention that provides financial
support, including short to
medium term rental assistance,
and services to support
households to stabilize in housing.

The goal is that households will
transition in place and take over
their full rent payment when they
exit the program.

Target: House an
additional 160 people
in existing units
through a combination
of RRH and new
housing vouchers.

Assumptions: Assume
20% turnover and 1.5
persons per unit.

Additional use of this
strategy is constrained
by the tight housing
market.
• Landlord support
and liaison(s)
• Landlord mitigation
and incentive
funding
• Funding for
vouchers and
move-in costs
• Case management
• Behavioral health
staffing
HSOC
Services
Committee

3. Housing NOW
A program of intensive mental
health and case management
support for high-vulnerability
persons with extensive support
needs, in master-leased or owned
units.

Target: House an
additional 25 people (5
additional persons per
year)
Assumption:

Additional use of this
strategy is constrained
by the tight housing
market.
• Additional masterleased or owned
units
• Case management
• Behavioral health
staffing (TMHA)
HSOC
Services
Committee

4. Non-Congregate Interim Housing & Sheltering Capacity Interim housing and sheltering
capacity can take many forms,
including tiny homes, cabins, pallet
shelters, safe parking, sober living,
and other creative approaches. A
mix of "wet, dry and damp"
environments will be needed. Case
management and diversion
techniques will be needed to
support households to move to
more stable housing, which may
include subsidized (for example,
rapid rehousing) or supportive
housing (for example, permanent
supportive housing).

Target: Build 300 units
within 3 years (90-120-
90; roughly 10 sites
with average of 30 units
per site (range 15-60
units)). With turnover,
will shelter 500 people.

Assumption: 25%
annual turnover to
start.
• Focused effort on
permits and
construction
• Operating oversight
with community
volunteers and
donors
• Case management,
behavioral health
services, and
housing-focused
services
HSOC
Housing
Committee

39 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

5. Low and Very Low-Income Housing per RHNA
Ensure the construction of deedrestricted housing for low-income (LI) and very low-income (VLI)
households, plus ADUs
Target: House 500
additional homeless or
at-risk people by
building 1667 units.
(When added to the
500 units of PSH in #6,
this equals 1/2 of 10-
year RHNA targets
countywide).

Assumptions: 30%
yield: 10% homeless
set-aside plus another
20% ultimately
resulting in someone
avoiding homelessness.
• Match unit mix to
needs (more 1 BR
or studios)
• Local matching
funds (County and
City)
• Case management
to stabilize people
in housing
HSOC
Housing
Committee

6. Permanent Supportive Housing (PSH)
Permanent supportive housing
(PSH) is housing for formerly
homeless people with disabilities
that is not time-limited and
includes services to sustain
housing. The plan calls for units to
be created in new construction or
other structures.

Target: Build 500 new
units (by year,
50,50,80,160,160). With
turnover, house 580
people.

Assumption:

Continuation of current
14% average turnover
rate to house 600
people in 5 years. This
includes persons with
complex health
challenges.
• Local matching
funds (County and
City)
• Extensive
partnership with
healthcare
organizations
• Case management
and behavioral
health services
required to
stabilize housing
HSOC
Housing
Committee

40 Existing New
Definitions:

PSH+ Permanent Supportive Housing + options for high-needs persons (for example, nursing home beds) Low Income Affordable Housing for Low Income and Very Low Income households, including ADUs Non-Traditional Non-traditional interim housing/shelter options, eg tiny home villages, cabins, sober homes NOW Housing NOW
RRH/V Rapid Re-Housing and new Vouchers
HP/Divert Homeless Prevention (HP) and Diversion services RHNA:

Level of Services Needed
Five-Year Targets by Housing Type
(accounting for turnover and percentage dedicated to homeless households)
Housing Stock Utilized
High Low
PSH+
600
500
Low-Income
500
1667x30%
NOW
25 HP / Divert
RRH/V 250
150
75 NonTraditional
525
300

41 Regional Housing Need Allocation (2019)

Item 8.h.

MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Shane Taylor, Utilities Manager
SUBJECT: Consideration to Authorize the Purchase of Water Meters DATE: July 26, 2022
SUMMARY OF ACTION:

Authorize the annual bulk purchase of replacement water meters from Aqua Metric.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The FY 2022-23 Budget includes funding of $52,400 in the Water Fund for new water meters and water meter replacements.

RECOMMENDATION:

Authorize the purchase of water meters from Aqua Metric in the amount of $52,400 during FY 2022-23.

BACKGROUND:

The City’s water distribution system currently has 6,584 metered connections. The Utilities Division budgets annually to purchase water meters for new connections and for replacement of old meters. The meter of choice for the last 46 years has been Sensus.

ANALYSIS OF ISSUES:

Per the City’s Purchasing Policies and Procedures Manual, this purchase order is allowed as a sole source procurement because Aqua Metric is the only distributor of Sensus meters (Attachment 2). The authorization of a blanket purchase order in the amount of $52,400 will allow the City to take advantage of free shipping on orders of $10,000 or more. This amount will allow purchase of water meters and parts to meet the needs of the City for FY 2022-23.

ADVANTAGES:

A single purchase order with Aqua Metric will provide the most efficient and cost-effective method of purchasing the necessary Sensus water meter/parts in FY 2022-23.

Item 8.h.

City Council
Consideration to Authorize the Purchase of Water Meters July 26, 2022

DISADVANTAGES:

No disadvantages noted at this time.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Approve a purchase order in the amount of $52,400;

2. Do not approve the purchase order;

3. Modify as appropriate and approve staff’s recommendations; or

4. Provide other direction to staff.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2
Attachments:

1. Quote from Aqua-Metric

2. Sole Source Distributor Letter from Aqua-Metric

Attachment 1

William J Boyd 4050 Flat Rock Drive T: 909 553-1399
District Manager Riverside, Ca 92505 F: 951 784-5317
Western Region [email protected]
www.sensus.com
July 2, 2021
To Whom It May Concern:

Please be advised that Aqua-Metric Sales Company of Riverside, California, is the sole factory authorized distributor representative for all Sensus USA products, parts, and services, including but not limited to, the FlexNet AMI system, iPerl, Ally, SRII, accuStream, and Omni meters, in the Southern California and Clark County Nevada geographic areas.

Customers purchasing Sensus products from Aqua-Metric Sales enjoy full factory warranty coverage as well as the ability to draw from local inventory and obtain local services that the factory cannot provide.

In this way, we hope to provide our customers with the best of both worlds: factory support and technical knowledge coupled with local sourcing and timely service.

We at Sensus USA appreciate your continued business. Should you have any questions regarding this or any other matter, please feel free to contact me at any time.

Sincerely,
William J Boyd
William J. Boyd
District Manager
Sensus USA
(909) 553-1399
Attachment 2

Item 8.i.

MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Shane Taylor, Utilities Manager
SUBJECT: Monthly Water Supply and Demand Update
DATE: July 26, 2022
SUMMARY OF ACTION:

The update reports the City’s total water supply and demand for June, 2022. Current Lopez Reservoir level and projected levels are provided in the attachments.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

Approximately two (2) hours of staff time is required to prepare the report.

RECOMMENDATION:

Receive and file the monthly Water Supply and Demand Report.

BACKGROUND:

On October 12, 2021, the City Council adopted a Resolution declaring a Stage 1 Water Shortage Emergency, and implementing emergency water conservation measures and restrictions as a result of the extreme drought conditions.

In June, the City’s water use was 177.3 acre-feet with a per capita use of 107 gallons per day/per person. There was a total of 0 inches of rainfall in the City in June, 2022.

ANALYSIS OF ISSUES:

The United States Drought Monitor, as of July 7, 2022, shows San Luis Obispo County in a severe drought. Rainfall to date for the period July 1, 2021, through June 30, 2022, is

8.63 inches at the Corporation Yard rain gauge. Lopez Lake, as of July 7, 2022, is at

26.4% capacity (13,050 acre-feet).

The new water year began on April 1, 2021, and the City’s annual Lopez contract supply was 2,290 acre-feet. On August 24, 2021, the San Luis Obispo County Board of Supervisors (Board) enacted the Low Reservoir Response Plan (LRRP) for Lopez Lake.

On September 8, 2021, the Zone III Technical Advisory Committee endorsed the action

Item 8.i.

City Council
Monthly Water Supply and Demand Update
July 26, 2022

of reducing contract deliveries by 10%. The City began reducing the flow of Lopez Lake deliveries on September 15, 2021, to 1.9 million gallons per day, compared to the normal flow of 2.2 million gallons per day. In addition, the City has 1,323 acre-feet of ground water entitlement from the Santa Maria Basin, and wells within the Pismo Formation that produce approximately 160 acre-feet per year. The second quarter monitoring for the Santa Maria Basin sentry wells was completed on April 5, 2022. The deep well index was

7.98 feet above sea level, which is 0.48 feet higher than the deep well index threshold value of 7.5 feet and 1.08 feet lower than the index value one year ago. The rainfall in December 2021 raised Lopez Lake from 28% to 30% full, however the LRRP remains in effect, along with Stage 1 water shortage emergency mandatory reductions. The water use for the City of Arroyo Grande for water year 2021/2022, which ended March 31, 2022, was 2,280 with a per capita use of 115 gallons per day/person. The predicted use for water year 2022/23 is 2,213 acre feet based on average rainfall.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Receive and file the report; or

2. Provide other direction to staff.

ADVANTAGES:

This report provides the City Council and the public with the current and projected conditions of our water supply and demand.

DISADVANTAGES:

No disadvantages noted at this time.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2
Attachments:

1. Lopez Monthly Operations Report for June, 2022

2. Lopez Reservoir Storage Projection

3. Monthly Water Use Comparison

4. Monthly Monitoring Report

San Luis Obispo County Flood Control and Water District Zone 3 - Lopez Project - Monthly Operations Report
June, 2022

0.00 Note: Deliveries are in acre-feet. One acre foot = 325, 850 gallons or 43, 560 cubic feet. Safe yield is 8,730 acre-f eet.
"Year to Date" is January to present for State water, April to present for Lopez deliveries, and July to present for rainfall. 495.62
April to Present

12.51 Arroyo Grande 2061
Lopez Dam Operations
Lake Elevation (full at 522.37 feet) 463.91
Storage (full at 49200 acre feet) 12122
Rainfall 0
Downstream Release (4200 acre feet/year) 178.92
Spillage (acre feet) 0
This Month Year to Date
542.89

0.00 742.10 158.91
Entl. Surplus
Water
Declared Usage
2803
Total
Available
Water
Lopez Water Deliveries
Oceano CSD 272.7 102.50 375 0.00 0.00
Grover Beach 720 204.20 924 64.96 196.65
Pismo Beach 802.8 300.80 1104 9.86 38.33
CSA 12 220.5 82.40 303 7.63 20.20
1240 140.00 698.91
96 8.50 45.33
750 41.74 214.14
State Water Deliveries
Total 4077 1432.00 5509 241.36 750.80 2206 198.02 1006.81 Contractor
Difference (feet) -58.46
% Full 24.6%
Comments:
1) Oceano supplied water to Canyon Crest via Arroyo Grande's Edna turn out. A total of 2.18 AF delivered to Canyon Crest was added to Oceano's water usage this month and 2.18 AF was subtracted from Arroyo Grande's usage this month. 2) Lopez Water Deliveries are now operated under the Low Reservoir Response Plan (LRRP). In August 2021 TAC requested a 10% entitlement reduction (retroactive to April 2021) in anticipation of reaching the 15,000 AF trigger of the LRRP. Entitlements shown represent a 10% reduction. 3)Surplus water shown is actually "Carry Over" water as designated in the LRRP. 4) On April 2022, the County presented the Stored State Water minus evaporation losses dating back to the January 1, 2015 water recharacterization.

On December 31, 2021 the calculated Stored State Water minus evaporation losses was 659.82 AF. Evaporation losses will be presented annually.

April to Present Lopez Entitlement+Surplus Water Usage
0 20
40 60
80 100
120
140
160
180
Jul '21 Aug '21 Sep '21 Oct '21 Nov '21 Dec '21 Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22 Acre Feet
AG GB OCSD PB CSA12
January to Present State Water Usage
0 20
40 60
80 100
120
140
160
Jul '21 Aug '21 Sep '21 Oct '21 Nov '21 Dec '21 Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22 Acre Feet
OCSD PB CSA12 SanMig
San Miguelito 120 7.78 48.43
This Month
%
Total
January to Present
Usage
This Month
% of
Annual
Request
Usage % of Annual
Request
158.91
Total Water
Deliveries
This Month

41.74 64.96
149.86

16.13 7.78
439.38
Annual
Request

0.00 Usage

0.00 0.00

0.00 0.00
%

0.00 0.00

0.00 0.00

0.00 495.62

0.00 196.65

38.33 20.20

0.00 750.80 1105.00
SWP
Deliveries
SWP
Deliveries
Change in
Storage
237 38.98
This Month Stored State Water 758.01

0.0%

7.7% 17.7%

0.0% 0.0%

9.0% 21.3%

1.2% 3.5%

3.5% 6.7%

11.3% 56.4%

8.9% 47.2%

5.6% 28.6%

5.9% 13.6% 9.0% 45.6%

6.5% 40.4%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

24.0%

0.0%

27.3%

4.8%

9.2%

0.0% 18.4%
Entitlement Surplus
Usage % Usage %
Entitlement Surplus
Usage %
Last Month Stored State Water 719.03
Surplus
Requested
742.10
102.50
204.20
300.80

82.40 1432.00
Tuesday, July 12, 2022 Data entered by: D. Bravo Report printed by: Admin Page 1 of 1 ATTACHMENT 1

5.44 0.54

4.70 2.14

0.24 0.52

1.42 5.16

0.22 0.94

2.38 0.30

7.33 0.43

0.34 2.87

3.10 2.77

0.90 0.33

0.060.030.02

0.32 0.62

1.34 2.03

3.02 3.25

2.91 1.13

0.410.070.03

0.02 0.32

0.62 1.70

2.24 3.12

2.98 2.84

0.98 0.36

0.070.030.02

0.35 0.67

1.84 2.24

2.76 2.98 3.01

0.98 0.41
11/28/2022

0.00 2.00

4.00 6.00

8.00 10.00

12.00 14.00
0 5000
10000
15000
20000
25000
30000
35000
40000
1/1/20202/1/20203/1/20204/1/20205/1/20206/1/20207/1/20208/1/20209/1/2020 10/1/202011/1/202012/1/2020
1/1/20212/1/20213/1/20214/1/20215/1/20216/1/20217/1/20218/1/20219/1/2021 10/1/202111/1/202112/1/2021
1/1/20222/1/20223/1/20224/1/20225/1/20226/1/20227/1/20228/1/20229/1/2022 10/1/202211/1/202212/1/2022
1/1/20232/1/20233/1/20234/1/20235/1/20236/1/2023
Storage (AF)
Date

LOPEZ RESERVOIR STORAGE PROJECTION
Actual Precipitation Predicted Precipitation Actual Storage 20,000 AF Storage Projection Storage Projection (No Rain) 10,000 AF ATTACHMENT 2

NOTE: There was a 20% reduction in June 2022 compared to June 2021 ATTACHMENT 3

ATTACHMENT 4
Below is the information you have submitted for the month of June 2022. We use your most recently submitted monthly report in our calculations State Water Resources Control Board Office of Research, Planning & Performance

Item 8.j.

MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Jill McPeek, Capital Improvement Project Manager
SUBJECT: Consideration of Confirming the Environmental Determination, Acceptance of Grant of Temporary Construction License, Public Pedestrian Access Easement Deeds, and Approval of Construction Plans and Specifications for the 2022 Pedestrian Crossing Improvement
DATE: July 26, 2022
SUMMARY OF ACTION:

Confirming the environmental determination and acceptance of the right of way documents will allow the City to obtain allocated grant funding for the construction phase of the project and to advertise for construction bids for the 2022 Pedestrian Crossing Improvements Project.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

An allocation of $205,000 of Highway Safety Improvement Program (HSIP) funds is included for the project in the FY 2022-23 Capital Improvement Program budget. It is estimated that approximately $80,774 ($45,000 HSIP funds and $35,774 Regional State Highway Account (RSHA) funds) will be carried over from FY 2021-22 for a total available budget of approximately $285,774 available for the bidding and construction phases of the project. Staff time will be necessary to provide direction and answer questions to prospective bidders.

RECOMMENDATION:
1) Find that the project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(c) and direct staff to file a Notice of Exemption; 2) Accept the Grant of Temporary Construction License and Public Pedestrian Access Easement Deeds and direct staff to file the License and Deeds; and 3) Approve the construction plans and specifications for the 2022 Pedestrian Crossing Improvements Project, PW 2021-08, and authorize staff to advertise for construction bids pending approval of a funding allocation from the State.

Item 8.j.

City Council
Consideration of Confirming the Environmental Determination, Acceptance of Grant of Temporary Construction License, Public Pedestrian Access Easement Deeds, and Approval of Construction Plans and Specifications for the 2022 Pedestrian Crossing Improvement
July 26, 2022

BACKGROUND:

In 2018, the City was successful in securing $150,000 of RSHA funds through the San Luis Obispo Council of Government’s (SLOCOG’s) Safe Routes to School (SRTS) program for pedestrian improvements in the vicinity of Harloe Elementary School. As part of the 2018 Concrete Repairs project, $50,000 of these funds were used to install sidewalks along Farroll Avenue between Gaynfair Terrace and Alder Street. The remaining $100,000 was earmarked for sidewalk gap closures on South Halcyon Road and pedestrian crossing improvements at Sandalwood Avenue. During refinement of the preliminary design, it was estimated that $100,000 would not be enough to fully construct the improvements as proposed in the grant application and staff pursued further grant funding opportunities.

In 2020, the City was successful in securing $250,000 of State HSIP funds to install pedestrian crossing improvements at three intersections:
 South Halcyon Road at Sandalwood Avenue
 Farroll Avenue at South Halcyon Road
 East Grand Avenue at Alder Street
With both grant funding sources in place, staff began working with its design consultant in preparing construction documents for public bid. During design it was revealed that in order to make grades to meet current American with Disabilities (ADA) standards for the curb ramps at East Grand Avenue at Alder Street, additional right of way would be required. Staff has coordinated with the two property owners, who have executed Public Pedestrian Access Easement Deeds for the additional property needed for the project, as well as a Grant of Temporary Construction License to allow for some additional area needed to accommodate construction activities.

In order to bid the project and provide immunity to the City, the City Council is requested to approve the plans and specifications prior to the construction bidding process. In addition, the scope of work is proposed to be evaluated pursuant to CEQA prior to bidding.

Before the City can bid the project, the City must request an allocation of State funds from the HSIP program for the construction phase of the project. Both the environmental determination and right of way documents need to be completed before the City can request the allocation. Council’s action of confirming the environmental determination and acceptance of the right of way documents will allow staff to submit the allocation request.

Once the State approves the allocation, staff can advertise for construction bids.

Item 8.j.

City Council
Consideration of Confirming the Environmental Determination, Acceptance of Grant of Temporary Construction License, Public Pedestrian Access Easement Deeds, and Approval of Construction Plans and Specifications for the 2022 Pedestrian Crossing Improvement
July 26, 2022

ANALYSIS OF ISSUES:

The general scope of work includes:

South Halcyon Road Pedestrian Crossing at Sandalwood Avenue  Installation of bulbouts and replacement of the existing rectangular rapid flashing beacons (RRFBs) on each side of South Halcyon Road
 Installation of yield to pedestrian signs and yield lines on South Halcyon Road  Installation of ADA curb ramps and yellow continental school crosswalks on South Halcyon Road and on Sandalwood Avenue
Farroll Avenue Pedestrian Crossing at South Halcyon Road  Installation of ADA curb ramps and yellow continental school crosswalk on Farroll Avenue
South Halcyon Road Sidewalk Gap Closure
 Installation of sidewalk, curb and gutter and ADA curb ramps on the east side of South Halcyon Road between Cameron Court and Virginia Drive
East Grand Avenue Pedestrian Crossing at Alder Street
 Installation of rectangular rapid flashing beacons (RRFBs) on each side of East Grand Avenue
 Installation of yield to pedestrian signs, yield lines, and continental crosswalk on East Grand Avenue
 Installation of ADA curb ramps and continental crosswalk on Alder Street The estimated construction cost of the project is $270,100 and the proposed contract time is 60 working days. Pending approval of a funding allocation from the State and if successful bids are received and a construction contract is awarded, work is expected to be performed between October 2022 and January 2023. Plans and specifications are available for review at the Public Works Department.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Approve staff’s recommendations as proposed;

2. Do not approve staff’s recommendations as proposed;

3. Modify staff’s recommendation and approve; or

4. Provide other direction to staff.

Item 8.j.

City Council
Consideration of Confirming the Environmental Determination, Acceptance of Grant of Temporary Construction License, Public Pedestrian Access Easement Deeds, and Approval of Construction Plans and Specifications for the 2022 Pedestrian Crossing Improvement
July 26, 2022

ADVANTAGES:

Installation of improvements at uncontrolled pedestrian crossings will address one of the main safety issues in the City (where fatal and severe injury pedestrian to vehicle collisions occur) as identified in the Local Road Safety Plan (LRSP). Installation of sidewalk where none currently exists will provide safe and continuous access for pedestrians in the vicinity of Harloe Elementary School. Confirming the environmental determination and acceptance of the right of way documents will allow the City to request funding for the construction phase of the project.

DISADVANTAGES:

There will be intermittent sidewalk closures during the project. These closures will be minimized as much as possible and the project specifications require the contractor to notify affected residents and businesses in advance. In addition, staff will work with Lucia Mar School District and Harloe Elementary School personnel to coordinate disruptions to parents and students accessing the school from Farroll Avenue.

ENVIRONMENTAL REVIEW:

The project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Guideline Section 15301(c) for repairs and maintenance of existing streets, sidewalks, gutters and similar facilities.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Attachment:

1. Notice of Exemption

2. Public Pedestrian Access Easement Deed (077-221-030)

3. Public Pedestrian Access Easement Deed (077-223-061)

4. Grant of Temporary Construction License (077-223-061)

ATTACHMENT 1

ATTACHMENT 2

ATTACHMENT 3

ATTACHMENT 4

Item 10.a.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Continued Accessory Dwelling Unit Ordinance Study Session DATE: July 26, 2022
SUMMARY OF ACTION:

The purpose of this continued study session is to provide the City Council an opportunity to continue to review and provide further direction regarding proposed amendments to the accessory dwelling unit (ADU) Ordinance.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

SB 2 grant funding in the amount of $20,000 was obtained to offset costs associated with amending the ADU Ordinance, including staff hours, website development, and marketing materials. Programs proposed as part of the ordinance amendments, such as a potential fee waiver program, may have impacts to financial resources, if supported by Council.

RECOMMENDATION:

Review the proposed amendments, receive public comment, and direct staff to return to the Planning Commission with the revised Ordinance for a recommendation hearing.

BACKGROUND:

The State legislature has identified production of Accessory Dwelling Units (ADUs) as an important strategy to increase housing statewide. In 2017, the State made significant changes to the manner by which local governments can regulate ADUs, primarily with respect to parking, types and sizes of ADUs, approval process and timelines, and utility fees. In response, the City adopted Ordinance 688 in October 2017, bringing local regulations consistent with 2017 State law at that time. In October 2019, Governor Newsom signed new State housing bills that further amended Government Code §65852.2 and §65852.22 related to regulations for development of ADUs. Therefore, Title 16 must be amended again for consistency with State law.

On consecutive meetings in August 2021, staff presented the draft Ordinance to the Planning Commission, which included provisions for both ADUs and Tiny Homes on

Item 10.a.

City Council
Continued Accessory Dwelling Unit Ordinance Study Session July 26, 2022

Wheels (THOW). The Commission provided feedback including suggested changes to the architectural compatibility provisions for ADUs, incentivizing pre-fabricated and manufactured units, and front yard setbacks for ADUs. The Commission also had a lengthy discussion about design standards for THOW.

Staff introduced amendments to the ADU ordinance to Council on February 8, 2022 (Attachment 1). Based on an opinion by the Fair Political Practices Commission (FPPC), it was determined that Councilmembers would draw straws to determine who would participate in the hearings, since several Councilmembers had potential conflicts of interest. Based on the drawing of straws, Councilmember George would join Councilmembers Paulding and Storton in participating in the hearings. At that hearing, Council directed staff to revise the draft ordinance and conduct follow-up or additional research as follows:
1) Separate standards for THOW from the ADU ordinance;
2) Develop objective design standards to ensure detached ADUs resemble the primary unit;
3) Add a prohibition of rooftop decks for detached ADUs; 4) Evaluate the feasibility of a fee waiver program;
5) Explore a pre-fabricated ADU program;
6) Modify the allowed locations to prohibit ADUs in the front yard; and 7) Develop incentives for installation of solar panels on ADUs.

ANALYSIS OF ISSUES:

1. Tiny Homes on Wheels (THOW)
All development standards for THOW have been removed from consideration and will be presented for further consideration by the City Council at a future meeting. Following the February 8, 2022 City Council hearing, the City Attorney requested an opinion from the FPPC about whether Councilmembers’ conflicts of interest with regards to ADUs also apply to THOW for purposes of a future discussion. The guidance from the FPPC stated that, if regulations for THOW would potentially prohibit a property owner from constructing a traditional ADU, the conflict remains and the Councilmembers prohibited from taking part in the ADU discussion would also be prohibited from participating in future discussions regarding THOW.

2. Objective Design Standards
State law allows agencies to develop objective design and development standards for ADUs that include, but are not limited to, parking, height, setbacks, landscape, architectural review, maximum size of a unit, and standards that prevent adverse impacts on any real property that is listed in the California Register of Historic Resources.

However, these standards must be sufficiently objective to allow ministerial review of an ADU. Objective standards are those that involve no personal or subjective judgment by a public official and are uniformly verifiable.

Item 10.a.

City Council
Continued Accessory Dwelling Unit Ordinance Study Session July 26, 2022

During its discussion of the ADU ordinance on February 8, 2022, Council directed staff to develop objective design standards to make ADUs compatible with existing residential development on the property on which they are constructed. These standards require design considerations for new detached ADUs such as matching colors to the primary dwelling and requiring all ADUs to adhere to these standards if located in the front yard.

Garage conversions to ADUs require that the garage door opening shall be replaced with exterior wall coverings, or residential windows and doors, to match the existing exterior garage wall covering and detailing. While objective design standards are proposed in the draft ordinance, certain “By-Right” ADUs may not be subject to design standards. For example, an agency cannot apply design and development standards to ADUs created under subdivision (e) of Government Code 65852.2. This section regulates ADUs created through:
 Conversion of space within an existing single-family dwelling, new construction ADUs;
 New construction ADU that does not exceed four-foot side and rear setbacks and a height limitation of 16 feet;
 Conversion of existing non-habitable space within multifamily structures; and  Construction of up to two detached ADUs on lots developed with existing multifamily dwellings, subject to four-foot side and rear setbacks, and a 16-foot height limit.

Additionally, the regional pre-approved ADU plan program will provide ADU plans of six different sizes ranging from approximately 300-1,200 square feet, and four different architectural themes. Due to the regional nature of the program, not all of the architectural styles may be compatible with every homeowner’s existing residence. Imposing design standards that require the same cladding and colors as the primary unit is likely to discourage use of the pre-approved plans, which are intended to provide property owners an avenue to construct an ADU with reduced costs associated with planning and design.

For example, the predominant siding material for each of the architectural styles in the draft pre-approved ADU plans are either horizontal or vertical siding, whereas stucco is the predominant siding material for most residential buildings in the City. Council also encouraged pre-fabricated units as another option for property owner to add an ADU at reduced costs. While these units are a viable option for ADU creation, they are less customizable than a traditionally built unit. The nature of pre-fabricated units makes them less likely to be compatible with an existing primary unit and make compliance with the proposed objective design standards difficult and impractical. Therefore, although their application will be limited somewhat, staff recommends that objective design standards be included in the Ordinance for those ADUs that are not “By-Right” and for ADUs proposed in the front yard (see discussion on ADUs in front yards below).

Additionally, staff recommends that the objective design standards apply to new ADUs within the historic Village overlay district. The Design Guidelines and Standards for the

Item 10.a.

City Council
Continued Accessory Dwelling Unit Ordinance Study Session July 26, 2022

Historic Character Overlay District (D-2.4) also contain a number of standards that are objective in nature, which staff has included in the draft ordinance, as follows:

Building Design:
 Second floor living area shall be setback 5 feet from ground floor footprint.

Construction Materials:
 Window sashes and doorframes shall be made of wood or vinyl that looks like wood. Unfinished aluminum is not allowed.
 New or replacement doors shall be wood or an approved substitute material that simulates the appearance of original materials.

Colors:
 The use of fluorescent “neon”, “day-glo”, or bright primary colors as the predominant shade on building facades is not permitted.

3. Prohibition of Rooftop Decks
A prohibition of rooftop decks on detached ADUs is now included in Section D of the draft Ordinance (Attachment 1).

4. Fee Waiver Program
Council also directed staff to consider a program that would waive all fees associated with permitting and construction of ADUs proposed to be less than 500 square feet, to further encourage and incentivize their creation for low-income households. Fees for a 500 square foot ADU range from $1,627 for ADUs created through remodeling existing structures to $4,338 for a new detached structure. These fees are imposed to cover staff costs for plan review prior to permit issuance and inspections during construction. In addition, newly constructed detached ADUs may be required to connect to City water and sewer systems separately from the primary dwelling. ADUs that are less than 750 square feet are exempt from paying impact fees and school fees.

Between January 1, 2017 and June 1, 2022, 23 permits were issued for ADUs in the City proposing 500 square feet or less, for an average of 4.2 units per year. At that rate, Community Development Department revenue would decrease between $6,833-$18,220 annually if all permitting fees are waived for ADUs under 500 square feet. If the Ordinance includes a fee waiver program, it is assumed that this number would increase due to the popularity of the program.

If Council directs staff to create a fee waiver program for ADUs proposing 500 square feet or less per their original direction in February 2022, staff proposes a program that would waive permit processing fees for these ADUs in exchange for an agreement that the unit will be rented to lower income households for a period of 10 years. The affordability restriction would be recorded against the title of the property, and monitored by staff annually to ensure compliance. The use of a deed restriction as a mechanism to ensure affordability is similar to the process by which affordable units established through conditions of approval for larger housing developments are managed.

Item 10.a.

City Council
Continued Accessory Dwelling Unit Ordinance Study Session July 26, 2022

It is also recommended that, under the proposed program, money from the Inclusionary Affordable Housing Trust Fund (Trust Fund) be used to recoup the loss of revenue associated with waiving fees for plan review, inspections, and utility connection fees, if otherwise applicable to the new units. Pursuant to Arroyo Grande Municipal Code Section

16.80, the sole purpose of Trust Fund is to increase the supply of affordable housing units. The Trust Fund is administered under the supervision of the Community Development Director and funds may be used to offset the costs of producing affordable units, including permitting costs. Providing financial assistance for the creation of affordable units is consistent with Housing Element programs A.3-1, A.3-2, A-3.3, and C.1-1 related to the development of affordable housing. Offsetting revenue losses created by a fee waiver program with funding from Trust Fund will enable the City, in certain situations like this where there is a clear nexus to affordable housing, to provide financial assistance for new low-income housing without impacting other City services or permit applicants.

5. Pre-fabricated ADU Program
Council also directed staff to consider creating a program to streamline the permitting process for projects in which a pre-fabricated unit is proposed to serve as the ADU. The draft ordinance now specifically identifies that factory built housing (FBH) is allowed as a type of ADU. The State Department of Housing and Community Development (HCD) defines FBH as “residential structures manufactured wholly or partially offsite, in sections, or in building components which are assembled at the installation site to form part of or most of a completed unit.” Laws and regulations require the manufacturer to obtain the services of HCD-approved third-party design approval and inspection approval entities, and to document methods of quality control. Compliance with the rules and regulations for FBH is demonstrated through the placement of an HCD “Insignia of Approval” on each unit. State law establishes that the permitting jurisdiction must verify the presence of the HCD Insignia of Approval and inspect the installation of the unit when FBH is proposed.

The Building Official may not require review of any FBH plans, require alterations to an approved FBH, or charge plan check fees when plans have already been approved by HCD or an HCD-approved third party reviewer. Allowing FBH as ADUs could accelerate ADU development due to reduced plan review time and costs.

6. Restriction on Front Yard ADUs
Under current State law, an agency may apply front yard setbacks for ADUs, but front yard setbacks cannot preclude a by-right ADU and must not unduly constrain the creation of all types of ADUs. Therefore, an outright prohibition of ADUs in the front setback is not proposed in the attached draft Ordinance. However, Section D of the draft ordinance clarifies that ADUs shall only be permitted in the front yard if no feasible alternative exists.

The proposed Ordinance further explains that feasibility is determined as whether a ByRight ADU, as described in Section D of the draft ordinance, can physically be constructed behind the primary dwelling. If a by-right ADU can be constructed behind the primary dwelling, the ADU cannot be located in the front yard setback.

Item 10.a.

City Council
Continued Accessory Dwelling Unit Ordinance Study Session July 26, 2022

Due to the potential for ADUs in the front yard setback to be more visually prominent, the draft ordinance also clarifies in Section D that these ADUs will be subject to the Objective Design Standards.

7. Research Regarding Incentives for Solar Installations Newly constructed ADUs are subject to the Energy Code, which requires newly constructed, non-manufactured, detached ADUs to install solar panels. The California Energy Commission ruled that solar panels can be installed on the ADU or on the primary dwelling unit to satisfy this requirement. ADUs established through the conversion of existing space, whether attached or detached from the primary dwelling unit, or as an addition to an existing dwelling unit, are not subject to the Energy Code requirement to provide solar panels. Construction documents being developed for the regional preapproved ADU program will include the option to include solar panels. Federal tax credits are available for solar installations as one incentive that already exists. Since solar panels are already required, the proposed Ordinance does not include additional provisions relating to solar installations in light of these existing regulations.

Next Steps
Positive feedback from Council at the study session will allow staff to take the draft ordinance to Planning Commission for a recommendation to Council for adoption.

Regulations for THOW will return to Council at a separate study session before returning to Planning Commission for a recommendation hearing.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Support the proposed amendments and direct staff to return to Planning Commission for a recommendation hearing;

2. Revise the proposed ordinance and direct staff to return to Planning Commission for a recommendation hearing; or

3. Provide other direction to staff.

ADVANTAGES:

Amendments to the Ordinance are in compliance with State law and address specific concerns expressed by Council. Updating the ADU ordinance and implementing a fee waiver program will accomplish Housing Element Programs A.2-1 and A.3-3 respectively.

DISADVANTAGES:

None identified.

ENVIRONMENTAL REVIEW:

In compliance with the California Environmental Quality Act (CEQA), the Community Development Department has determined that the project is statutorily exempt per Section 15282(h) of the CEQA Guidelines regarding projects involving the adoption of an

Item 10.a.

City Council
Continued Accessory Dwelling Unit Ordinance Study Session July 26, 2022

ordinance regarding second units in a single-family or multi-family residential zone by a city to implement Government Code Section 65852.2.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Attachments:

1. Minutes from the February 8, 2022 City Council Meeting

2. Staff Report from the February 8, 2022 Introduction Hearing

3. Draft Ordinance

ATTACHMENT 1
Attachment 1 - Minutes from the February 8, 2022 City Council Meeting is available as a link: Minutes from the February 8, 2022 City Council Meeting

ATTACHMENT 2
Attachment 2 - Staff Report from the February 8, 2022 Introduction Hearing is available as a link: Staff Report from the February 8, 2022 Introduction Hearing

ATTACHMENT 3
Proposed Amendments to Title 16 (Arroyo Grande Municipal Code) Accessory Dwelling Units (ADUs)
City Council Study Session Draft (July 2022)
A. Definitions/Prohibited Units.

1. Accessory Dwelling Unit (ADU): An attached or detached residential dwelling unit which provides complete independent living facilities for one or more persons. It shall include permanent provisions for living, sleeping, eating, cooking, and sanitation and shall be located on the same parcel as the primary dwelling or multi-family development. An ADU also includes an efficiency unit and manufactured home as provided in Government Code Section 65852.2(j).

An ADU may serve as a rental unit for more than 30 days or be occupied by a person or persons including, but not limited to family members, guests, or caretakers.

2. Junior Accessory Dwelling Unit (JADU): A residential dwelling unit, as defined in Government Code Section 65852.22, that is no more than 500 square feet in size and contained entirely within an existing or proposed single-family structure. A JADU shall include an efficiency kitchen, and may include separate sanitation facilities or share sanitation facilities with the existing dwelling. A JADU may serve as a rental unit for more than 30 days. Owneroccupancy of either primary dwelling or JADU is required by state law.

3. Prohibited Units: Mobile homes, as defined in Section 18008 of the Health and Safety Code, recreational vehicles, trailers, or similar units, shall not be allowed as ADUs. Tiny Homes on Wheels are allowed as an ADU and are separately defined in Section 16.52.250.

4. Factory-built housing as defined by California Health and Safety Code Section 19971 shall be allowed as ADUs.

B. Where Permitted/Establishment.

1. ADUs are permitted in all zoning districts allowing single-family or multifamily use on lots developed with existing or proposed dwellings.

2. An ADU may be established by the following methods:
a. Attached to, or located within, an existing or proposed primary dwelling. b. A new detached structure, or located within or attached to an accessory structure, including detached garages or similar structures.

c. Conversion of permitted existing attached or detached accessory structures, including garages, storage areas, or similar structures. d. Reconstruction of a permitted existing structure or living area that is proposed to be converted to an ADU, or a portion thereof, in the same location and to the same dimensions and setbacks as the existing structure.

3. A Junior Accessory Dwelling Unit (JADU) may be established within the space of the primary dwelling, including an attached garage or attached accessory structure.

4. A JADU may be established within the space of the primary dwelling in combination with the construction of one detached, new construction ADU not exceeding 850 square-feet and a height of 16 feet with four-foot side and rear setbacks.

5. The existing unit may be considered the ADU, in conjunction with the construction of a new primary dwelling unit built, if all applicable zoning requirements are met.

6. ADUs shall be permitted on lots developed with existing multi-family dwellings subject to the following provisions:
a. The property shall be developed with an existing multi-family structure(s).
b. A minimum of one ADU may be constructed, or up to 25 percent of the existing unit count, within non-livable space, including, but not limited to, storage rooms, passageways, attics, basements, or closets. c. The construction of two detached ADUs with a maximum size of 850 square feet, or 1,000 square feet with more than one bedroom, shall be permitted in addition to ADUs created within non-livable space, subject to a maximum height of 16 feet, and four-foot side and rear setbacks. d. Existing livable space of multi-family dwelling units shall not be converted to ADUs.

C. Permit Requirements:

1. The City shall ministerially review and act on a building permit application for an ADU or JADU within 60 days after receiving the application. An ADU or JADU proposed with a permit application for a new primary dwelling shall not be approved until the primary dwelling receives approval. A certificate of

occupancy for an ADU or JADU shall not be issued before occupancy is granted for the primary dwelling.

2. Unless otherwise preempted by state law, the design and construction of all newly constructed ADUs and JADUs shall comply with all applicable building, housing, zoning and site development standards of the Arroyo Grande Development Code, including but not limited to standards regarding setbacks, floor area ratio standards, height, lot coverage, and in the surrounding neighborhood that are listed in the California Register of Historic Places.

Applicants shall also comply with all applicable fee and charge requirements, and other applicable zoning requirements.

3. Pursuant to Government Code Section 65852.2(e) (2), the City shall not require the correction of nonconforming zoning conditions as a condition for ministerial approval.

D. Development Standards.

1. ADU Type, Location & Size.
a. Attached Unit: An ADU attached to an existing primary dwelling shall have a minimum size of 150 square feet and shall not exceed 50 percent of the total existing or proposed living area of the primary dwelling, except as provided by the By-Right Provision below.
b. Detached Unit: An ADU structurally independent and detached from the existing primary dwelling shall have a minimum size of 150 square feet and shall not exceed 1,200 square feet.
c. Conversion of Existing Structure: An ADU constructed within the footprint of an existing dwelling or attached or detached structure shall not be subject to a maximum square-footage of living area. d. By-Right Provision: An attached or detached ADU with a maximum size of 850 square-feet or 1,000 square-foot with more than one bedroom shall be permitted in any circumstance subject to a maximum height of 16 feet, four-foot side and rear setbacks, and compliance with all building codes. No minimum lot size or lot coverage requirement shall apply.
e. ADUs shall have independent exterior access from the primary dwelling.

No passageway to the primary dwelling shall be required. f. Maximum Slope. The building site upon which the accessory dwelling unit will be constructed shall not have an average slope in excess of twenty (20) percent. A topographic map and slope analysis, as recommended by the community development director, shall be

stamped and signed by either a registered civil engineer, registered architect, or registered landscape architect. Average slope is defined as follows:

S = I x L x 100
A x 43,560
Where
S = average natural slope, in percent.

I = interval, in feet, of the contour lines.

L = the sum, in feet, of the length of the contour lines, at selected contour interval "I".

A = the total area, in acres, of the site.
g. ADUs shall not be required to provide fire sprinklers if they are not required for the primary residence.

2. JADU Location and Size.
a. A JADU shall be constructed entirely within an existing or proposed primary dwelling and shall not exceed 500 square-feet.
b. JADUs shall have an independent exterior entrance from the primary dwelling, but may also include shared access between the two units.

3. Required Setbacks.
a. An attached or detached ADU not exceeding 850 square feet or 1,000 square feet with more than one bedroom, and a height no greater than 16 feet shall provide a minimum setback of four feet from the side and rear property lines. ADUs exceeding the maximum square footage or height specified in this provision shall be subject to compliance with setbacks of the underlying zoning district.
b. Cornices and eaves may project into the required yards by no more than one foot.
c. ADUs shall comply with the front yard setback and be located on the rear portion of a parcel whenever possible. unless no feasible alternative exists. Feasibility is determined whether a by-right ADU can physically be constructed behind the primary dwelling due to the presence of

maximum slope, other structures or amenities, existing easements, or drainage features.
d. When an ADU is created within an existing structure, the side and rear setbacks must be sufficient for fire safety as determined by the Fire Department.
e. No setback shall be required for an existing garage or accessory structure converted, or portion thereof, to an ADU and no setback shall be required for a new structure constructed in the same location and same dimensions as an existing structure.
f. An ADU constructed above an existing garage or dwelling unit, exceeding 16-feet in height, shall meet the side and rear setbacks of the underlying zoning district.
g. Roof top decks shall not be permitted on any detached ADU. h. Staircases serving an ADU shall provide a minimum setback of four feet from the side and rear property lines subject to approval by the Fire Department.

4. Height and Maximum Lot Coverage.

ADUs exceeding 850 square feet or 1,000 square feet with more than one bedroom, and/or a height of 16 feet shall comply with the height, floor-area ratio, and maximum lot coverage of the underlying zoning district.

5. Parking.
a. One additional off-street parking space shall be required per unit; with exceptions per subsection g, below.
b. No parking space shall be required for an ADU or JADU established within an existing structure.
c. Parking spaces shall be a minimum dimension of 9 foot by 18 foot except as specified below.
d. Parking spaces may be located in any configuration on the same lot as the ADU, including, but not limited to, as covered spaces, uncovered spaces, tandem spaces, or by the use of mechanical automobile parking lifts.
e. Required off-street parking shall be permitted in front, side, and rear setback areas subject to the following:
i. Parking may be located on an existing driveway but shall not block sidewalk access or encroach into the public right-of-way.

ii. Parking spaces within a side yard must have a minimum clear space width of 10-feet. Vehicles shall not block exterior windows or doors of a dwelling or access to utility boxes or meters.
iii. Vehicles must be parked on an acceptable surface of concrete, asphalt, gravel, brick, permeable paver or other stable, dust-free surface.
iv. No more than 50% of a front yard shall be dedicated to vehicle parking.
v. No parking shall be allowed in front yard landscaping areas. vi. Access to on-site parking spaces shall be provided via an approved driveway location only.
f. When a garage, carport, or covered parking structure that provides the required spaces for the primary dwelling is demolished or converted in conjunction with the construction of an ADU, no replacement parking shall be required.
g. Parking Exemption: As required by Government Code Section 65852.2(d), parking space for an ADU shall not be required in any of the following instances:
i. The ADU is located within one-half mile walking distance of public transit.
ii. The ADU is located within an architecturally and historically significant historic district.
iii. The ADU is part of the existing or proposed primary residence or an existing accessory structure.
iv. When on-street parking permits are required but not offered to the occupant of the ADU.
v. When there is a car share vehicle located within one block of the ADU.

6. Architectural Compatibility Objective Design Standards a. The colors of the exterior walls, roof, eaves, and windows and doors of a new, detached ADUs must match the appearance and architectural design of those of the primary dwelling.

b. If a garage is converted to an ADU, the garage door opening shall be replaced with exterior wall coverings, or residential windows and doors, to match the existing exterior garage wall covering and detailing. c. ADUs created under the By-Right Provisions of this Section are exempt from the Objective Design Standards, including ADUs with pre-approved plans and factory-built housing.
d. Where ADUs are to be located within the front yard setback in accordance with Section D.3.c, the Objective Design Standards shall apply.
e. ADUs located in the D-2.4 Historic Character Overlay District shall comply with the Objective Design Standards, and shall comply with the following additional standards:
i. Second floor living area shall be setback 5 feet from ground floor footprint.
ii. Window sashes and doorframes shall be made of wood or vinyl that looks like wood. Unfinished aluminum is not allowed.
iii. New or replacement doors shall be wood or an approved substitute material that simulates the appearance of original materials. iv. The use of fluorescent "neon", "day-glo", or bright primary colors as the predominant shade on building facades is not permitted.

7. Impact Fees & Utilities.
a. An ADU under 750 square feet shall not be charged development impact fees. An ADU equal to or greater than 750 square feet may be charged development impact fees. These development impact fees shall be proportional to the square footage of the main dwelling and calculated using the ADU square footage.
b. ADUs and JADUs shall comply with water and sewer requirements as determined by the Public Works Department.
c. The City shall not require a new or separate utility connection or impose a related connection fee or capacity charge for ADUs or JADUs that are contained within an existing residence or accessory structure. Pursuant to Government Code Section 65852.2(f)(5) an ADU not built within the existing space of a single family house or accessory structure may be required to obtain a new or separate utility connection as determined by the Public Works Department and may be subject to a connection fee or

capacity charge based on its square footage or the number of its drainage fixtures unit values.

E. Conditions.

1. An ADU/JADU shall not be sold or otherwise conveyed separate from the primary residence.

2. An ADU/JADU may serve as a rental unit or be occupied by family members, guests, or in-home health care providers, and others at no cost.

3. Neither the ADU/JADU nor the primary dwelling unit shall be rented for a term of less than 31 days. ADUs on multi-family properties shall be subject to this provision, except the restriction shall not apply to existing multi-family units

4. Owner-occupancy shall be required for a property developed with a JADU.

The owner may reside in either the primary dwelling or the JADU.

The property owner shall record a covenant, approved as to form by the City Attorney, declaring compliance with each and every condition referenced in this section.

Item 11.a.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Discuss Scope of a Comprehensive General Plan Update DATE: July 26, 2022
SUMMARY OF ACTION:

Establish a scope of work to include in the comprehensive update of the General Plan.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The Comprehensive General Plan Update is currently included in the budget with $180,000 for FY22-23. Grant funding from Senate Bill 2, Local Early Action Planning (LEAP), and Regional Early Action Planning (REAP) programs, in the amounts of $52,000, $104,052, and $65,000, respectively, have been earmarked to cover costs associated with the effort to develop objective design standards and amend the development code. Additionally, on February 23, 2021, Council provided direction to support the General Plan Update with SB 1090 Funds, currently $637,422 are unallocated and a portion will be used to complete the General Plan Update. This will be a multi-year effort which will require additional financial resources in subsequent years, as well as dedication of significant staff time. Implementation measures proposed as part of the General Plan Update, such code amendments and programs, may have future impacts to financial resources, if supported by Council.

RECOMMENDATION:

Initiate a comprehensive update of the General Plan, which would include an update to all existing elements except for the Housing Element, a consistency review of the Housing Element, creation of an Environmental Justice, an update to the Climate Action Plan, the creation of objective design standards, an overlay district providing specific development standards for the East Grand Avenue corridor, and zoning ordinance updates.

BACKGROUND:

On February 23, 2021, the City Council discussed economic development goals and priorities for purposes of creating a spending plan for funding obtained from Senate Bill 1090 (SB 1090). SB 1090 provided funding to San Luis Obispo County government

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

entities to mitigate forecasted impacts from the impending closure of the Diablo Canyon Nuclear Power Plant (DCNPP). Council supported allocating of a portion of these funds to cover costs associated with the General Plan Update. Council emphasized the importance of retaining local businesses and creating head-of-household jobs within the City and identified a comprehensive General Plan update as a mechanism to achieve those economic goals. During that meeting, staff was directed to return to the City Council with a discussion on the scope of work related to the comprehensive General Plan update.

This item provides an overview of the existing General Plan and options for consideration on to how to proceed with the General Plan update with regard to scope of work, staffing resources, and costs.

The existing General Plan was last updated in 2001. The State of California Office of Planning and Research as well as State statute require that the general plan be updated “periodically.” While there is no strict requirement for how often to update the general plan, the planning period is typically 15-20 years. Some cities and counties update their general plans as often as every five (5) years, while others update in portions over time.

The need for a comprehensive update varies, but often can result from economic factors, changing demographics, State regulations or simply because the existing General Plan has become outdated or no longer reflects the community’s vision.

Since the last overhaul of the City’s General Plan, various elements have been updated on an as-needed basis, such as the Housing Element (2020), Circulation Element (2021), Economic Element (2012), and Agriculture, Conservation, and Open Space Element (2007). However, the City has not completed a comprehensive update since 2001. Based on standard practices and guidance from the State, the City is due for a comprehensive update for a few reasons. Over the last twenty (20) years, planning practice and legislation have evolved to require additional elements or policies, such as policies addressing environmental justice. In addition, the City itself has changed over that time with regard to demographics, economics challenges, and community needs. A major economic challenge confronting the City is the closure of the DCNPP. DCNPP is a major local employer and it has a profound impact on the economy as well as many other aspects of daily life. While initially the decommissioning was expected to occur over a ten-year period beginning in 2025, recent discussions at the State level have created the possibility that the lifespan of the DCNPP may extend beyond the initial closure date. Despite the uncertainty, it is in the City’s best interest to consider the implications of the decommissioning of the plant. The comprehensive General Plan update process will be one of many ways to help the City prepare for the future by providing an opportunity the City re-establish its goals and priorities for land use and economic growth for the next twenty (20) years.

Existing General Plan
The General Plan is the foundational policy document for the City, providing a vision as to how the City will grow in accordance with community priorities and values while shaping the future. It defines the framework by which the physical, economic and human

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

resources of the City are to be managed and utilized over time. By providing a basis for rational decision-making, this document guides decisions regarding:
 Land use and circulation;
 The design and/or character of buildings, open spaces, streets and other features;  The conservation of existing housing and the provision of new dwelling units;  The provision of supporting infrastructure and public services;  The protection of environmental resources and agricultural uses; and,  The protection of residents from natural and human-caused hazards.

The existing General Plan includes the following elements. Some elements are required by state law, while others are optional.

Existing City of Arroyo Grande General Plan Elements Required by State Law  Land Use Element (2001)
 Circulation Element (2021)
 Noise Element (2001)
 Safety Element (2001)
 Housing Element (2020)
 Agriculture, Conservation Element and Open Space Element (2007) (Note, the City has combined Conservation and Open Space Elements into one element) Existing Optional General Plan Elements that have been adopted by the City  Parks and Recreation Element (2001)
 Economic Development Element (2012)
In addition to these adopted elements, the City adopted a Climate Action Plan in 2013.

The Climate Action Plan includes a number of policies and actions to help reduce greenhouse gas emissions. While not a required component of the General Plan and not adopted as an element of the City’s General Plan, the Climate Action Plan is directly related to the Land Use and Circulation Elements (i.e. building of the 2001 General Plan), as these are the basis for many of the modeling assumptions with regard to land use patterns and vehicle miles traveled, both of which generate greenhouse gas emissions.

Greenhouse gas emissions must be addressed when preparing documents pursuant to the requirements of the California Environmental Quality Act (CEQA) and therefore many jurisdictions have adopted Climate Action Plans to comply with CEQA and streamline development projects.

ANALYSIS OF ISSUES:

When embarking on a comprehensive General Plan update, it is best practice to update all elements of the General Plan simultaneously for several reasons, including but not limited to compliance with new regulations, internal document consistency, accurate reflection of current demographics and existing physical conditions within the city, and

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

cost effectiveness. Comprehensive General Plan updates, depending on complexity, resources and public engagement, commonly require 3 to 5 years to complete. They often require an Environmental Impact Report, which if prepared in a particular manner, can be relied upon by future development to either streamline environmental review or exempt a project all-together from the requirements of CEQA, particularly if the City’s Climate Action Plan is updated simultaneously.

Since the General Plan has not been updated since 2001, it is recommended that all elements be updated. This is particularly important for critical elements such as the Land Use Element, Noise Element and Safety Element. The Land Use Element is the driver for most other elements. The Land Use Element establishes land use patterns for development, open space, and parkland. Land use designations will be used to identify circulation patterns and transportation needs, which in turn predicts noise sources to be considered in the Noise Element. While the Circulation Element was recently updated, any significant changes to land use patterns included in the Land Use Element will trigger updates to the Circulation Element. The Safety Element should also be updated to reflect new regulations and mitigation strategies related to urban/wildland interface wildfire mitigation and other new safety related practices. The Economic Development Element, though updated in 2012, should be updated to reflect new economic considerations. Staff will continue to monitor the status of the Diablo Canyon Nuclear Power Plan Decommissioning as the City embarks on this Update, as the final long-term plan for this facility has the potential to impact aspects of economic development in the Five Cities area. The Conservation and Open Space Element should be updated, especially if the City intends to annex or process applications to develop any areas of land that are currently designated for agriculture but envisioned to be developed in the future. Housing Elements are required by law to be updated every 8 years, and the City’s Housing Element was updated in 2020. Housing Elements are updated on a state-mandated cycle of 8 years and often updated independently of other General Plan elements. The General Plan update will need to include a review of the Housing Element to insure internal document consistency is maintained, but an update is not anticipated because any changes would again need to be certified by the State Department of Housing and Community Development.

The following provides a high-level overview of what staff anticipates being included in the update of each element:
 Land Use Element – establishes land use patterns and general plan land use designations that promote thoughtful, equitable, and accessible distribution of different land uses. Land use decisions can improve public health, reduce infrastructure costs, enhance the local economy, and address environmental issues and therefore, public input and participation will be critical in this decisionmaking process. Locally, the update to the Land Use Element will evaluate residential densities in mixed-use zones, especially along the E. Grand Avenue and El Camino Real corridors. The update will also consider and address any

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

potential expansions of the City’s Sphere of Influence.  Circulation Element – is based on land use patterns established in the Land Use Element and determines traffic volumes and transportation circulation patterns. It identifies needed infrastructure improvements to accommodate transportation patterns (e.g. road widening, pedestrian or bicycle paths, sidewalks). The City may use this as an opportunity to prioritize non-vehicular travel or modify streets in such a way so as to calm traffic or make it more pedestrian friendly. The preparation of an Active Transportation Plan, which is anticipated to be adopted during the General Plan update, may also necessitate revisions to the Circulation Element.
 Noise Element – is based on the land use patterns and Circulation Element and determines baseline noise levels as well as noise levels in the future based on projected growth in accordance with the land use plan. It allows the City to develop noise thresholds and policies related to noise. This Element will be reviewed and updated as necessary to ensure that noise exposure information and existing policies are consistent with changing land use patterns since 2001, as well as anticipated changes.
 Safety Element – establishes policies to better prepare the City for natural and human hazards, e.g. wildfires, earthquakes, hazardous materials spills, and other emergencies. The Countywide Local Hazard Mitigation Plan will be incorporated into this Element.
 Agriculture, Conservation and Open Space Element – identifies policies for protecting and conservation open spaces, agricultural lands, and other natural resources. Updates will consider mitigation measures when agricultural properties are proposed for conversion to urban uses.
 Parks and Recreation Element – establishes goals and policies to ensure the City meets the parkland and recreational needs of the community. This effort will evaluate existing recreation resources and programs and create necessary policies and implementation measures to meet those needs.  Economic Development Element – establishes goals and policies to help the City create a thriving economy and met community needs. Policies to retain local businesses and attract head-of-household jobs will be prioritized in the update, especially with likelihood of the decommissioning of DCNPP.

Environmental Justice Element
State law now requires jurisdictions with census-defined economically disadvantaged communities to include Environmental Justice as a part of the General Plan either in a standalone Element or by integrating related goals, policies, and objectives throughout

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

the other elements. An Environmental Justice Element is defined by the State of California as an element that promotes “the fair treatment and meaningful involvement of people of all races, cultures, incomes, and national origins with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies.” Many jurisdictions have opted to prepare an Environmental Justice Element regardless of the presence of disadvantage communities so as to promote equity, diversity and consideration of all demographics and economic classes within general planning. The City does not have any economically disadvantaged communities, as defined by the State. However, the San Luis Obispo Council of Governments (SLOCOG) developed a regional definition of disadvantaged communities to identify communities that are disproportionately burdened by economic distress and/or have been historically underrepresented as part of the local government process within the region. SLOCOG’s Disadvantaged Communities Assessment identified thirteen (13) variables that address a wide range of socioeconomic and population-based factors to geographically define these disproportionately-burdened areas. This Assessment identified multiple disadvantaged communities within the City, which are located predominantly in the southern and western areas of the City. Data from the Disadvantaged Communities Assessment was approved for use in the 2023 Regional Transportation Plan. An Environmental Justice Element will establish goals, policies, and programs to promote equity and address the unique and compounded health risks present in disadvantaged communities by prioritizing improvements and programs that meet the needs of these communities
Healthy Communities Element
Additionally, it has become increasingly common for jurisdictions to prepare an optional Healthy Communities Element. These elements address the intersection of public health and planning, including transportation and active living, access to nutritious foods, access to health care, mental health, quality of life, and environmental health. The concept is that health and well-being of residents are fundamental to quality of life and economic vitality. Healthy Communities elements help to foster a “health in all policies” approach, which promotes better health for everyone by improving access to healthy environments throughout the community. Staff anticipates policies and programs to implementing Healthy Communities objectives will be combined with Environmental Justice Element.

Climate Action Plan
As previously mentioned, although the Climate Action Plan is not a part of the General Plan, it is directly related to the Land Use and Circulation elements. Updates to the Land Use Element and Circulation Element will render the Climate Action Plan outdated.

Therefore, it is recommended that the City include an update of the Climate Action Plan as a part of the General Plan update to assure ongoing compliance with CEQA and allow streamlining of development projects.

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

Economic Development and East Grand Avenue
As stated earlier, the 2012 Economic Development Element is proposed to be updated as part of the General Plan update to reflect new and ongoing economic realities. As part of this effort, staff will be partnering with the South County Chambers of Commerce to understand the current local and regional business climate through tools such as surveys and other business data, and to obtain an understanding of the necessary stakeholders to help guide economic development policies.

As part of the City’s efforts to encourage and incentivize investment on East Grand Avenue, the City began a stand-alone effort to create an East Grand Avenue Master Plan in 2017. With the objectives to evaluate existing conditions, complete a real-estate market study, review parking policies, and engage the community to find consensus among the various stakeholders, several studies were completed, but the effort ultimately stalled in 2020 prior to the COVID pandemic. Staff recommends that the General Plan Update scope include a specific focus on this corridor, including a comprehensive evaluation of land uses and density, development forms, parking policies, and complete streets architecture. This information would be used as the basis for a potential zoning overlay district for the East Grand Avenue corridor to be adopted with the General Plan Update.

Objective Design Standards / Zoning Amendments
Grant funding was awarded to the City from SB 2 and Local Early Action Planning program for the purpose of creating objective design standards that will assist in the streamlining of development review. State law defines objective standards as those that “involve no personal or subjective judgment by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant and public official prior to submittal.” The State of California has adopted legislation requiring cities to approve certain housing proposals through ministerial, or "over-the-counter," processes based on objective standards. The result of these laws is to encourage cities to create quicker, more accessible pathways for housing to be built.

Further, it is anticipated that updates to the General Plan would necessitate changes to proposed zoning districts, land uses, development standards, and permit processing procedures. Staff would anticipate that the Update would include written recommendations for municipal code amendments, including objective design standards.

The codification of these amendments would be an implementation measure following the completion of the Update.

Diversity, Equity, Inclusion, and Justice
In January of 2021, the City Council adopted Resolution No. 5142 approving a Diversity, Equity, Inclusion, and Justice (DEIJ) Policy, stating the City’s commitment toward supporting, promoting, and implementing DEIJ principles and practices. The General Plan Update provides a unique opportunity to examine existing goals and policies in the City’s

Item 11.a.

City Council
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July 26, 2022

documents through the lens of DEIJ, and to ensure that the Update incorporates these principles. The adopted DEIJ policy identifies several implementation measures relevant to the General Plan Update effort, as follows:
 Provide informed, authentic leadership supporting diversity, equity, inclusion, and justice by:

1. Connecting diversity, equity, inclusion, and justice to the City’s mission as critical principles to ensure the well-being of the City’s employees and the community;

2. Acknowledging and dismantling inequities within the City’s policies, systems, programs, and services, including continual review and updates to support ongoing progress;

3. Embedding language in the City’s plans, policies, and goals consistent with the intent of this Policy to promote diversity, equity, inclusivity, and justice;

4. Exploring potential underlying, unquestioned assumptions that interfere with diversity, equity, inclusivity, and justice.
 Promote inclusive outreach to diverse communities by:

1. Identifying traditionally underrepresented or marginalized communities within the City and developing and implementing strategies to increase effective communication and engagement;

2. Regularly conferring with representatives of diversity groups to better understand and support the community and to ensure ongoing application and review of this Policy;

3. Work with community partners to support opportunities for professional leadership and DEIJ training for small businesses within the City;

4. Intentionally incorporate DEIJ initiatives into the City’s economic development efforts, including support for small and diverse businesses;

5. Evaluating barriers to participation in decision-making processes by traditionally underrepresented or marginalized communities and developing mechanisms to reduce identified barriers;

6. Fostering an environment of inclusivity in internal and public-facing events, meetings, and processes through intentional application of this Policy.

As shown from the language above, a significant portion of the policy is dedicated to promoting the tenets of DEIJ, including equitable outreach to historically underrepresented communities. This will be particularly salient for a comprehensive General Plan Update, which is a community-wide document. Expertise in this area will be expected in the search for consultants as part of the RFP process. Additionally, staff will solicit input and participation through the update process from underrepresented or marginalized communities through outreach to community groups and leaders.

Considerations will be made to accommodate residents with non-traditional work schedules, language barriers, and accessibility barriers in order to obtain comments and input that represent all community members.

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

Public Outreach
Although it has been previously mentioned, it is worth noting that public engagement and participation will be vital to the success of the project. Staff and the City’s consultant will actively solicit public engagement throughout the process, but especially during the visioning process. The GP Update will be a community-driven process consisting of technical analysis and extensive public outreach. Existing conditions and baseline data will be gathered and presented to the community at workshops and surveys to extract the issues, opportunities, and priorities that will form the vision on which the update is focused. Other opportunities for public engagement will be during public hearings, workshops, and review of draft elements and environmental documents. A stakeholder group will be sought to ensure a diversity of opinions, perspectives, and interests are represented. Representatives from the school district, bike coalition, Chamber of Commerce, Diversity Coalition of SLO County, R.A.C.E. Matters, and other interest and diversity groups will be invited to participate.

Update Process and Timeline
A comprehensive General Plan update typically follows a 10-step process over a span of multiple years. The steps are described in more detail below, including the anticipated time required for each step. There will be overlap in activities, but the project is anticipated to take approximately three years.

1. Scoping – determine which elements will be updated, prepare and release a Request for Proposals for consultant support for the work effort, identify staffing resources needed, and award consultant contract (2-3 months).

2. Structure and Schedule the Process – work with consultant to create a specific framework as to how the process will unfold, who will be involved, what are the key milestones, deadlines and deliverables. Establish meeting schedule frequency with staff and public. A joint meeting with the Planning Commission and City Council will be held to review and affirm the framework created by staff and its consultant. Develop a public engagement strategy to identify when and how public input will be solicited (2-3 months).

3. Gather and Analyze Data – conduct baseline inventories of existing documents, economic and population data, public facilities and service information (e.g. water supply, sewer systems). Conduct technical studies to inform and aid the visioning process and assist in development of environmental documents (9-12 months).

4. Identify Problems, Issues, and Concerns (PIC’s) - identify the significant problems (and opportunities), issues, and concerns facing the community. This step presents the first opportunity for widespread community engagement and participation, likely in the form of both surveys and a workshop. This step is crucial because the resulting PIC’s will function as the foundation for the comprehensive plan and what should be updated (3-6 months).

5. Develop a “Vision” for the Plan - The feedback obtained in the previous step will be synthesized into the vision statement that will guide the update. The vision will

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

encapsulate the community’s aspirations for the next twenty years. (1-2 months).

6. Prepare an Administrative Draft - once the plan’s vision statement is completed, the next step is to establish specific plan goals, objectives, and policies to implement the vision. Development of the objective design standards will begin during this step of the process (12-18 months).

7. Generate and Evaluate Plan Alternatives– drafts of the updated Elements should be evaluated to formulate a series of possible land use futures for the city. Each element should be tied to the plan’s vision statement, specific community goals and objectives, as well as different growth scenarios. (3-6 months).

8. Select and Develop a Preferred Plan – select the preferred option from the list of alternatives developed in the previous step and prepare the final draft (3-6 months).

9. Commence Environmental Review - Once a final draft General Plan has been prepared, an Environmental Impact Report (EIR) will also then be prepared and evaluate all potential impacts of the draft plan. The EIR should include comprehensive analysis of for areas where significant projects are likely to be located in the future, and make considerations for these projects to streamline the future environmental review process (12-18 months).

10.Adopt the Plan and Certify the Environmental Impact Report – hold hearings as necessary at the Planning Commission and ultimately the City Council (1-2 months).

Once a plan is adopted, it is critical to develop a monitoring plan to ensure success. This includes identifying necessary funding for implementation of policies and programs, prioritizing staffing resources, and tracking progress towards goals and objectives.

Staff Direction and Resources Required
As discussed previously, there are various ways in which a comprehensive General Plan update can be accomplished. There will be numerous opportunities during the process to delve deeper into issues as exemplified in the 10-step process above. At this point in the process, staff is requesting initial direction on the scope of the effort, including the elements to be updated and/or created as recommended by staff. Once direction is provided, staff will prepare a Request for Proposals and seek bids on consultant support and return to the City Council for contract approval. While consultants provide expertise in particular areas such as environmental impact analysis, certain City staff will need to be fully engaged in the process to facilitate public meetings, outreach, and provide direction and guidance to consultants. It is expected that once this process is initiated, the General Plan Update will require significant involvement from Community Development Department staff for multiple years. It is also anticipated that other departments, such as Public Works, will need to be involved. Funding from grants programs such as SB 2, LEAP, and REAP are dedicated to development of objective design standards, which are part of the GP Update, and SB 1090 funds are also available to support the project as a whole. While it is difficult to estimate total project costs prior to the submission of consultant proposals, staff anticipates a cost of approximately $500,000

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

for the combined General Plan Update and EIR.

CEQA
It is anticipated that the General Plan Update will require an Environmental Impact Report pursuant to the requirements of the California Environmental Quality Act. Staff recommends that the scope include provisions to try and streamline the environmental review process by allowing subsequent development to “tier” off of the Environmental Impact Report for the General Plan Update. “Tiering” allows an applicant to use the standard mitigation measures adopted with this Update rather than developing specific mitigation measures for an individual project. This would reduce costs and the processing time associated with the environmental review process. Staff would include this provision and work with any contracted consultants to refine the environmental review process.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Initiate a comprehensive update of the General Plan, which would include an update to all existing elements except for the Housing Element, a consistency review of the Housing Element, creation of an Environmental Justice, an update to the Climate Action Plan, the creation of objective design standards, an overlay district providing specific development standards for the East Grand Avenue corridor, and zoning ordinance updates; or

2. Alternative 1, except the creation of a separate, stand-alone Healthy Communities Element; or

3. Provide other direction to staff.

ADVANTAGES:

The last comprehensive update of the City’s General Plan was completed in 2001. A comprehensive update will create a vision and establish goals, policies, and programs to guide the community’s growth over the next generation in accordance with its priorities and values.

DISADVANTAGES:

A comprehensive update will require significant financial resources and staff time.

ENVIRONMENTAL REVIEW:

No environmental review is required for the scoping meeting. An EIR will be necessary to evaluate potential impacts of the comprehensive plan update.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.