e are stewards of a remarkable
resource: a city on the Pacific
Ocean of great cultural and
physical diversity.
In the 21st century, San Diego
must evolve in harmony with its
exceptional natural environment,
treasure the unique character of
its neighborhoods, strive for
equity, and celebrate the rich,
cultural mosaic that is San Diego.
W
Strategic Framework
Action Plan
Approved by:
City of San Diego Council
Resolution Number: 297231
I Strategic Framework Action Plan
Five- Year Action Plan
Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Public Facilities and Infrastructure Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Monitoring Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Potential Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Action Plan Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Goal 1 Protect Our Distinctive Urban Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
1. a Identification of Villages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
1. b Urban Design Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
1. c Community Identity Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
1. d Environmentally Sensitive Lands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
1. e Open Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Goal 2 Protect and Enhance Neighborhood Quality . . . . . . . . . . . . . . . . . . . . . . .11
2. a Distinctive Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
2. b Public Spaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
2. c Historic Preservation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
2. d Safety and Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
2. e Infill Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
2. f School Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
2. g Arts and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Goal 3 Provide Public Facilities and Services . . . . . . . . . . . . . . . . . . . . . . . . . . .15
3. a Financing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
3. b General Plan Public Facilities Element . . . . . . . . . . . . . . . . . . . . . . . . . . .16
3. c Community Facilities Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
3. d Community Facilities Financing Plans . . . . . . . . . . . . . . . . . . . . . . . . . . .16
3. e Recreation Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
3. f Ongoing Financing Mechanisms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
3. g Fiscal Impact Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
3. h Information Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Goal 4 Promote Conservation and Protect the Environment . . . . . . . . . . . . . . . . .19
4. a Conservation Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
4. b Energy Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
4. c Sustainable Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
4. d Storm Water and Urban Runoff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
4. e Environmental Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
4. f Topographic and Open Space Resources . . . . . . . . . . . . . . . . . . . . . . . . . .22
4. g Resource Conservation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
4. h Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
Table of Contents II
Goal 5 Increase Mobility and Walkable Communities . . . . . . . . . . . . . . . . . . . . . .25
5. a Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
5. b Street Design Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
5. c Street Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
5. d Pedestrian Crossings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
5. e Walkable Destinations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
5. f Active Streetscape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Goal 6 Increase Housing Affordability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
6. a Affordable Housing Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
6. b Housing Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
6. c Housing Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
6. d Distribution of Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Goal 7 Promote Economic Prosperity and Regionalism . . . . . . . . . . . . . . . . . . . .31
7. a Economic Prosperity Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
7. b Employment Lands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
7. c Industrial Zones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
7. d Living Wage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
7. e Economic Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
7. f Government Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
7. g International Trade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
7. h Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Goal 8 Promote Equitable Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
8. a Equitable Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
Goal 9 Facilitate City of Villages Development . . . . . . . . . . . . . . . . . . . . . . . . . . .37
9. a Transit- Oriented Development Design Guidelines . . . . . . . . . . . . . . . . . . .37
9. b Community Plan Amendments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
9. c Land Development Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
9. d Council Policy Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
9. e Land Use Element . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
9. f Tier System Substitute . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
9. g Pilot Villages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
9. h Transit First Showcase Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
9. i Model Urban School . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
9. j Proactive Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
9. k Community Outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
9. l Facilitate Financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
9. m Consistency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Appendix A: City of Villages Opportunity Areas Map . . . . . . . . . . . . . . . . . . . . . . Fold- Out
Appendix B: San Diego Sustainable Community Program Indicators . . . . . . . . . . . . . . .43
Introduction 1
Introduction
The City of Villages is the strategy drafted as a part of the Strategic Framework Element of
the City of San Diego’s General Plan. This new chapter of the General Plan sets the City’s
long- term policy for growth and development. It calls for growth to occur in compact,
mixed- use centers linked by transit. It encourages high quality, infill development in existing
neighborhoods as well as compact new development to meet future needs. The term village
is used to describe a community- oriented center where commercial, employment, and
civic/ education uses are integrated with a variety of housing types and densities. Villages
are intended to be unique to the community, to be pedestrian- friendly, and to have public
spaces suitable for neighborhood or civic gatherings.
Villages require adequate public facilities and amenities to meet community needs.
Increased transit services are essential in order to improve mobility and mitigate the
anticipated traffic, parking, and air quality impacts of the proposed infill development. The
City of Villages Opportunity Areas Map ( Appendix A), to be included in the Land Use
Element of the General Plan, identifies potential villages throughout the City. Village
categories include: Regional Center ( Downtown San Diego), Subregional Districts, Urban
Village Centers, Neighborhood Village Centers, and Transit Corridors.
The Five- Year Action Plan is the implementation program for updating the General Plan,
amending community plans, and identifying other steps necessary to execute the City of
Villages growth strategy. The Action Plan organizes actions under major goals, which are in
turn linked to the policy recommendations and “ Core Values” expressed in the Strategic
Framework Element. Each numbered action also has a “ Lead Department” and “ Staff
Funding” line associated with it to indicate which City department( s) would take the lead in
advancing the item, and if funding is currently available to staff the effort. Staff funding
availability is distinct from having revenues to fully implement each action. In fact, many
actions will require new revenue sources to be implemented.
For the City of Villages to become a reality, there must be stronger partnerships among the
City, advisory groups, non- profits, civic organizations, other agencies, and the private sector.
To this end, an aggressive public outreach component must be included in the implementation
of Action 1. c. This public outreach component will build upon the public outreach efforts
that took place during the development of the Strategic Framework Element and Action Plan.
2 Strategic Framework Action Plan
Public Facilities and
Infrastructure Overview
Additional infrastructure and public facilities must be in place in order for many of the
proposed village locations to be viable. In addition, funding is needed to implement and
maintain additional village amenities, such as street trees, pocket parks, and community
parking structures. As a step toward securing additional revenue sources, Action 3. a
directs that a financing strategy be developed that identifies new revenue sources and
encourages the formation of partnerships. New revenue sources would require the approval
of the City Council and/ or the electorate.
Action 3. c is also related to facilities. This action calls for an expanded Community
Facilities Element to be added to each community plan. The Community Facilities Element
would provide a mechanism to prioritize the provision of facilities and provide policy guidance
for the development of Community Facilities Financing plans. The Community Facilities
Financing plans would identify existing and future facilities needs in each community, and
begin to identify the potential funding sources to meet those needs ( Action 3. d).
The Metropolitan Transit Development Board’s ( MTDB) Transit First program is another
essential component of the strategy that requires additional funding for implementation.
The San Diego Association of Governments ( SANDAG) and MTDB are investigating funding
sources that will allow transit service improvements to be phased in over time.
Monitoring Program
The Planning Department will prepare an annual report on the City of Villages
Implementation Monitoring Plan to the Planning Commission and City Council. A public/
private stakeholders group should be established to advise the Planning Department on all
monitoring issues. The Implementation Monitoring Plan will measure progress toward
attainment of the following factors:
• Implementation of numbered actions.
• Relevant “ Sustainable Community Program Indicators” ( Appendix B). Indicators are
used to monitor progress toward a goal. San Diego’s Sustainable Community Program
Indicators were developed by various agencies and members of the public to measure
the region’s long- term health, or sustainability, on a variety of topics.
• Economic indicators, for the purpose of monitoring community economic performance
and establishing priorities for public investment at the regional and community levels.
Introduction 3
Air Pollution Control District
Business Improvement Districts
California Department of Transportation ( CALTRANS)
California Integrated Waste Management Board
Center for Policy Initiatives
Centre City Development Corporation
Chambers of Commerce
Citizen Committees
City of San Diego Departments
City/ County Reinvestment Task Force
Civic and Community Associations
Commercial Brokers/ Real Estate Industry Groups
Commission for Arts and Culture
Community- Based Coalitions
Community Colleges
Community Development Corporations
Community Planning Groups
Council of Design Professionals
County Department of Environmental Health
Cultural Organizations
Development and Design Industry
Economic Development Corporation
Elected Officials
Environmental Groups
Development Industry
Historic Preservation Groups
Labor/ Union Groups
Lending Institutions
Local Jurisdictions
Metropolitan Transit Development Board ( MTDB)
Non- Profit Organizations
Park and Recreation Board and Design Review Committee
Parking Meter District Representatives
Professional Associations
Project Area Committees
Public Health Community
Regional Technology Alliance
San Diego Association of Governments ( SANDAG)
Potential Partners
The City must form many partnerships to successfully implement the actions.
Potential partners in implementation include:
San Diego Gas & Electric
San Diego County Bicycle Coalition
San Diego Housing Commission
San Diego Regional Energy Office
San Diego Water Quality Control Board
San Diego World Trade Center
School Districts
School- Related Groups
Social Service Providers
Southeastern Economic Development Corporation
State of California
Tree Advisory Board
United States Department of Energy
United States Environmental Protection Agency
Universities
Utilities Providers
Vocational Groups
Walk San Diego
Workforce Partnership
4 Strategic Framework Action Plan
Planning Department
Action Plan Priorities
The Action Plan identifies many actions that are needed to implement the Strategic Framework Element.
The Planning Department has already started to work on, or will take the lead on completing, the
following high priority actions in late 2002- 2005:
Action 1. a Identify potential Neighborhood and Urban Village Centers and Transit Corridors in the
Land Use Element.
Action 1. b Update the Urban Design Element of the General Plan.
Action 1. e Revise Council Policy 600- 23 to clarify designations of open space and retention of City-owned
open space throughout the City, and collaborate with other agencies to reduce
consumption of land and help preserve the San Diego region’s backcountry and rural
lands.
Action 2. a Promote distinctive neighborhoods through land use plans and current projects.
Action 3. a Adopt a financing strategy that identifies new revenue sources and encourages the for-mation
of partnerships to remedy the public facilities shortfall for parks, libraries, local
streets and sidewalks, and fire stations in urbanized communities. Pursue regional
funding for the Multiple Species Conservation Program and Transit First.
Action 3. b Adopt a General Plan Public Facilities Element.
Action 3. c Include a Community Facilities Element in each community plan, in conjunction with
Action 9. b. In the Community Facilities Element, establish facilities phasing thresholds
and link the financing and phasing plan to the City’s Capital Improvement Program.
Action 3. e Update the Recreation Element of the General Plan and develop a Park Master Plan
that includes a needs assessment and implementation strategies to meet urban needs
and to address inequitable access to recreation resources.
Action 4. a Update the Conservation Element of the General Plan to address: resource protection,
energy conservation, pollution prevention, watershed and habitat protection, storm
water and urban runoff, land development, social equity, and education.
Action 4. b. Pursue energy independence and develop energy conservation, supply, and efficiency
programs.
Action 4. d Decrease storm water and urban runoff pollution.
Introduction 5
Action 5. a Adopt a Mobility Element of the General Plan that incorporates the Metropolitan Transit
Development Board’s Transit First network of projects, design concepts, land use
coordination measures, and transit priority measures.
Action 5. b Revise and implement the City’s Street Design Manual to ensure that street design is
comfortable, convenient, and attractive to pedestrians.
Goal 6 Address housing initiatives outlined in the Housing Element of the General Plan.
Action 7. a Adopt an Economic Prosperity Element of the General Plan that contains coordinated
and comprehensive economic prosperity goals, objectives and implementation measures.
Action 8. a Design neighborhood- specific strategies to promote equitable development, avoid
displacement of existing residents, and preserve desired neighborhood character.
Action 9. a Encourage application of elements of the Transit- Oriented Development Design
Guidelines in centers and corridors identified on the City of Villages Opportunity Areas
Map ( Appendix A).
Action 9. b With extensive public input, amend community plans to designate village sites, implement
relevant Strategic Framework Element and Action Plan recommendations, and investigate
whether existing community plan densities are located in areas that support the
Strategic Framework Element policy recommendations. Ensure that zoning is applied
to implement community plans and that the California Environmental Quality Act
( CEQA) process is followed. In addition, prepare criteria for community plan amendments
that increase residential density.
Action 9. d Evaluate Council Policies for consistency with the Strategic Framework Element and
take appropriate actions as needed.
Action 9. e Adopt a Land Use Element of the General Plan to establish the relationship between the
General Plan and the community plans, and to include the City of Villages Opportunity
Areas Map.
Action 9. g Establish a Pilot Village Program.
Action 9. h Work with MTDB on Transit First Showcase Projects.
Action 9. i Continue to work with the San Diego Unified School District on a pilot project to design
an urban, joint- use school campus.
Action 9. k Increase community outreach and education efforts in land use and infrastructure plans.
Goal 1 7
Goal 1:
Protect Our Distinctive Urban Form
Strategic Framework Element Core Values: We value the natural environment. We value
the City's extraordinary setting, defined by its open spaces, natural habitat, and unique
topography. We value the physical, social and cultural diversity of our City and its neighbor-hoods.
We value a compact, efficient, and environmentally sensitive pattern of development.
Strategic Framework Element Urban Form Policy Recommendations: Allow the natural
environment to define and shape the City’s form. Create diverse village centers to accept
intense commercial and residential development.
San Diego is one of the few major metropolitan areas built upon and around a canyon system.
The City's urban form is loosely based upon a naturally connected system of open space,
characterized by valleys, canyons, and mesas. These diverse natural features also define
the boundaries and gateways into the City’s distinct neighborhoods. As San Diego grows, its
urban form must increasingly respect the existing natural template and create diverse village
centers.
ACTIONS include:
1. a Identification of Villages
Identify opportunities for mixed- use Neighborhood and Urban Village Centers and Transit
Corridors in the Land Use Element of the General Plan, using the City of Villages
Opportunity Areas Map ( Appendix A), and the framework of village categories contained in
the Strategic Framework Element. Any land use designation changes and rezonings for
village sites would occur through the community plan amendment process ( see Action 9. b).
Lead Department: Planning • Staff Funding: Yes
1. b Urban Design Element
Update the Urban Design Element of the General Plan. Urban design is the art and science
of building cities. It helps to differentiate one city from another, gives a special quality that
adds value to the land, and attracts people to these places. A successful urban design plan
will help create great parks, plazas, streets, architecture, and neighborhoods. As such, the
recommendations contained within the Urban Design Element will influence the implemen-tation
of many other policies contained within the Strategic Framework Element. Some of
the components to address in the update include:
1) Transit First design concepts ( see Item 5. a).
2) Transit- Oriented Development Design Guidelines.
3) Street design in relation to neighborhoods ( urban v. suburban), village centers,
topography, and open space areas.
8 Strategic Framework Action Plan
4) Use of the Land Development Manual as a base for a comprehensive Urban Design
Manual.
5) Pedestrian- oriented signage and wayfinding programs.
6) Public spaces per Action 2. b.
7) Industrial/ residential interface standards per Action 7. c.
8) Big box and super center guidelines addressing neighborhood compatibility and walkability.
9) Design concepts applicable for citywide application. The community plans and other
long- range plans should contain guidelines specific to each community.
10) Crime Prevention Through Environmental Design principles to address: surveillance,
access control, territoriality, and maintenance.
Lead Department: Planning • Staff Funding: Yes
1. c Community Identity Elements
Develop Community Identity Elements in conjunction with the designation of village areas to
help preserve community identity, create diverse village centers, and preserve quality of life.
As needed, the new elements should:
1) Highlight the natural form of the community ( topography, river valleys, coastal edges,
hillsides, and promontories). Natural features should be legible from crossing points in
the circulation system, and should be distinguished with appropriate landmarks.
2) Define neighborhood and community edges and linkages by either natural open space or
urban enhancements ( such as streetscape improvements, art, landscaping, and
architectural themes) to celebrate gateways and entrances.
3) Provide an updated analysis describing the natural environment endemic to each com-munity,
and develop strategies in the plan for reflecting this in the built environment.
4) Complete a comprehensive needs assessment to determine where immediate environ-mental
and design improvements are required.
5) Identify and protect sensitive lands while clarifying which lands are appropriate for
development.
6) Identify and protect urban forest resources.
7) Address distinctive neighborhood recommendations ( Action 2. a).
Lead Department: Planning • Staff Funding: Yes
1. d Environmentally Sensitive Lands
1) Evaluate whether Environmentally Sensitive Lands regulations implement Strategic
Framework Element values calling for the natural environment to dictate the City’s
form. Revise criteria and/ or guidelines for ridge line and hillside protection if needed,
recognizing that there are trade- offs between ridge line and hillside impacts.
2) Consider amendments related to riparian resource protection as needed to protect
watersheds and habitat. For example, to improve water quality the regulations could be
revised to allow revegetation and best management practices in degraded wetlands.
Lead Departments: Planning/ Development Services/ Park and Recreation/ General Services
Staff Funding: To be determined
Goal 1 9
1. e Open Space
1) Revise Council Policy 600- 23 to clarify designations of open space and retention of
City- owned open space throughout the City.
2) Collaborate with the County of San Diego and other government agencies to reduce
consumption of land and help preserve the San Diego region’s backcountry and rural
lands. Investigate tools, such as transfer of development rights, that could be used as
incentives to open space preservation.
3) Incorporate relevant parts of Council Policy 600- 23 into the Conservation ( Action 4. a)
and Recreation ( Action 3. e) elements of the General Plan.
Lead Departments: Planning/ Park and Recreation/ Real Estate Assets • Staff Funding: Yes
Goal 2 11
Goal 2: Protect and Enhance
Neighborhood Quality
Strategic Framework Element Core Values: We value safe and secure neighborhoods. We
value schools as an integral part of our neighborhoods and equitable access to quality
educational institutions. We value the physical, social, and cultural diversity of our City and
its neighborhoods. We value the City's multiplicity of arts, cultural, and historic assets. We
value parks and public spaces accessible by foot, transit, bicycle, and car, as areas to
support neighborhood, community, and regional interaction and to provide convenient
recreational facilities and programs.
Strategic Framework Element Neighborhood Quality Policy Recommendations:
Maintain the distinctive character of communities and preserve single- family neighborhoods.
Increase walkability in neighborhoods.
As San Diegans, we value the distinctive character, safety and security, diversity, and sense
of community in the City’s many neighborhoods. Our goal is to create vibrant and diverse
village centers incorporating a mix of uses, public spaces, civic or educational uses, tree-lined
streets, and opportunities for arts and culture. Historic resources will be addressed
in a comprehensive manner and, where present, will be incorporated into many of the village
centers.
ACTIONS include:
2. a Distinctive Neighborhoods
Promote distinctive neighborhoods through land use plans and current projects.
1) Preserve and protect each community’s natural form through implementation of
Community Identity Element recommendations ( Action 1. c).
2) Require that the built environment be of a high design quality.
3) Prepare design guidelines that create diversity rather than homogeneity. Design
guidelines should not dictate architectural style.
4) Identify and/ or create landmarks.
5) Support the design and installation of neighborhood signs unique to each community.
6) Determine high priority areas where pedestrian lighting should be installed.
Lead Departments: Planning/ Commission for Arts and Culture • Staff Funding: Yes
12 Strategic Framework Action Plan
2. b Public Spaces
Maximize the opportunities for community- oriented public spaces through community
planning, private development, public projects, and civic design.
1) Locate, design, and initiate the joint use of public facilities to create convenient
community centers and to reduce the land area required for each.
2) Influence public infrastructure expenditures to implement the village strategy at the
federal, state, and local levels of government.
a) Collocate public services.
b) Design new public buildings as catalysts for private development.
3) Amend the Land Development Code or create a new Council Policy to require that some
types of public and private development projects include public spaces ( e. g., squares,
plazas or meeting rooms).
4) Address the role of parks as community and neighborhood centers in the Recreation
Element update ( Action 3. e).
5) Engage the community in the design of public spaces.
6) Include policy guidance for locating and designing public/ semi- public gathering spaces
as a part of the update of the Urban Design Element of the General Plan ( as outlined in
Action 1. b).
7) Encourage the inclusion of public art and cultural activities in parks and other public
spaces.
Lead Departments: Planning/ Park and Recreation/ Library/ General Services/ Commission for
Arts and Culture and other affected departments • Staff Funding: To be determined
2. c Historic Preservation
Maintain the historic fabric of neighborhoods.
1) Survey and designate historic districts and structures.
2) Use appropriate zoning to help preserve historic resources.
3) Use community plans to initially identify potentially historic structures or areas.
4) Apply design guidelines within districts.
5) Research how designated sites can use transfer of development rights legislation.
Lead Departments: Planning/ Community and Economic Development • Staff Funding: Yes
Goal 2 13
2. d Safety and Security
Promote development of safe and secure neighborhoods.
1) Implement Crime Prevention Through Environmental Design ( CPTED) measures
addressing: surveillance, access control, territoriality, and maintenance.
2) Promote police/ neighborhood partnerships and problem solving.
3) Rehabilitate abandoned properties.
4) Promote mixed- use development to increase the level and hours of activity in
commercial/ employment areas.
5) Evaluate the impact of street width/ design on vehicle speeds through neighborhoods,
including issues of enforcement of speed limits on wide streets.
Lead Departments: Planning/ Transportation/ Police • Staff Funding: Yes
2. e Infill Development
Focus on improving the quality of infill development.
1) Evaluate the building code for multi- family housing sound attenuation standards and
recommend changes as needed.
2) Form partnerships including City staff, developers, decision- makers, and citizen
activists to work together to achieve good projects.
3) Evaluate alternative ways of complying with Americans With Disabilities Act ( ADA)
requirements.
Lead Departments: Planning/ Development Services/ Community and Economic Development
• Staff Funding: To be determined
2. f School Design
1) Public schools at all levels should be designed so they function as centers for
community activities by providing facilities such as recreation space, libraries, and
gathering spaces.
2) Promote the development of schools/ community learning centers as mixed- use projects
with housing, not subject to typical facilities standards.
3) Seek greater flexibility in State requirements on school design standards.
Lead Departments: School Districts/ Affected Departments • Staff Funding:
To be determined
2. g Arts and Culture
Develop General Plan policies which specifically address Arts and Culture.
Lead Departments: Commission for Arts and Culture/ Planning • Staff Funding: Yes
Goal 3 15
Goal 3: Provide Public Facilities
and Services
Strategic Framework Element Core Value: We value the availability of public facilities,
infrastructure, transit, information infrastructure, and services as essential to neighborhood
quality and as necessary companions to density increases.
Strategic Framework Element Public Facilities Policy Recommendations: Facilitate
development patterns that can be served by adequate infrastructure. Focus infrastructure
investments in communities that demonstrate a need for such resources.
In order to achieve progress in meeting current and future facilities needs, we must direct
new growth into development patterns that can be served efficiently, target existing funds to
support desired growth patterns, and consider new or expanded funding sources.
Infrastructure needs, including wastewater and storm water runoff facilities, must be identi-fied
early on to coordinate planning, financing and construction of multiple improvements.
Solid waste disposal facilities and underground storage tanks are also a part of the City's
infrastructure. In addition, there must be attention to the maintenance, operations, and
everyday cleanliness of villages.
ACTIONS include:
3. a Financing Strategy
Adopt a financing strategy that identifies new revenue sources and encourages the formation
of partnerships to remedy the public facilities shortfall for parks, libraries, local streets,
sidewalks, and fire stations in urbanized communities. The City should also pursue, as a
part of the financing strategy, regional funding for the Multiple Species Conservation
Program ( MSCP) and Transit First. The strategy should:
1) Support state/ local government fiscal reform efforts which provide a state return of
locally generated taxes comparable to San Francisco and Los Angeles.
2) Take steps toward “ regionalization” of the infrastructure expense borne by the citizens
of San Diego to support regionally beneficial growth policies.
3) Coordinate with others for more efficient use of shared resources.
4) Consider additional user fee and taxation measures.
Lead Departments: Planning/ Financing Services/ Governmental Relations
Staff Funding: Yes
16 Strategic Framework Action Plan
3. b General Plan Public Facilities Element
1) Update the Public Facilities Element of the General Plan to establish citywide priorities
for the provision of facilities and to provide guidance for the Community Facilities
Elements in community plans.
2) Establish service standards for public facilities and infrastructure that are flexible, but
provide an equivalent level of service.
3) Evaluate increases in fees with nexus to infrastructure needs, and identify and evaluate
sources of direct and indirect subsidies to growth.
4) Establish facilities financing options for village development including private investment.
5) Add a goal to maintain fiscal capacity per capita in real terms.
Lead Department: Planning • Staff Funding: Yes
3. c Community Facilities Element
Include an expanded Community Facilities Element in each community plan as a part of the
community plan amendments described in Action 9. b.
The Community Facilities Element will:
1) Identify public facilities needs in each community.
2) Establish policy direction on the desired character, prioritization, phasing thresholds,
and mix of needed community facilities.
3) Establish a link between financing and phasing plans to the Capital Improvements
Program ( CIP).
4) Address the management, operation, and maintenance of infrastructure, and
reconstruction or replacement of aging infrastructure.
Lead Department: Planning • Staff Funding: Yes
3. d Community Facilities Financing Plans
Use the Community Facilities Element as the policy document to update each community’s
Facilities Financing Plan. The Facilities Financing Plan will:
1) Identify all existing and future public facilities needed in each community.
2) Identify available funding sources, as well as joint use and partnership opportunities
with other public entities.
3) Provide a mechanism for the community to prioritize the provision of public facilities.
4) Include a variety of facilities that could potentially meet the needs of diverse neighbor-hoods
while:
a) Recognizing that some of the identified facilities may go beyond what has been
typically provided in facilities plans and will likely require funding outside the scope
of traditional funding sources.
b) Minimizing adverse impacts associated with land acquisition in urbanized areas.
c) Incorporating additional amenities, such as public art, landscaping, and increased
pedestrian- scale lighting, into the prioritization process.
5) Link financing and phasing plans to the CIP.
Goal 3 17
6) Review impact fee policies, refine the nexus rationale, and require an annual update of
impact fees to address inflation and cost increases, and maintain service levels as the
population grows.
7) Ensure that public facilities are developed concurrent with need.
8) Require that public facilities reasonably attributable to new development will be
provided by new development and not by existing residents.
Lead Department: Planning • Staff Funding: Yes
3. e Recreation Element
Update the Recreation Element of the General Plan to:
1) Develop a Park Master Plan that includes a needs assessment and implementation
strategies to meet urban park needs and address inequitable access to recreational
resources.
2) Include policies to improve equitable public access to recreational resources, as
appropriate, such as beaches, scenic view areas, and public open space.
3) Expand options for how communities can meet park and recreation standards. The
standards should take into account community character and preferences, land constraints,
joint use opportunities, and the potential for integrating public/ social space with recre-ation
space. The standards should be flexible, but provide an equivalent level of service.
4) Monitor the loss or addition of community open space and parkland by community
planning area.
5) Develop policies designed to protect and enhance regional parks.
6) Explore recreational/ water quality facility partnerships, such as using park and storm
water funds to construct joint riparian/ park facilities. ( See also Action 4. d).
7) Discuss the role of pocket parks and plazas in meeting recreational needs.
Lead Departments: Planning/ Park and Recreation • Staff Funding: To be determined
3. f Ongoing Financing Mechanisms
Expand applications of existing mechanisms to fund infrastructure and facilities.
1) Continue to implement impact fee programs.
2) Pursue federal/ state grants and loans for specific project categories, emphasizing the
benefits of multi- use planning.
3) Continue to review excess City properties for usable parcels.
4) Expand the use of Council Policy 900- 11 to involve artists in capital improvement
projects and public facilities design.
5) Expand the use of parking meter districts and use meter funds for village amenities
where possible.
6) Encourage the formation of Business Improvement Districts, Maintenance Assessment
Districts, and Utility Assessment Districts.
7) Continue to use Redevelopment tax increment to finance public facilities.
Lead Departments: Planning/ Financing Services/ Metropolitan Wastewater/ Water/
Transportation/ General Services/ Governmental Relations/ Community and Economic
Development • Staff Funding: Yes
18 Strategic Framework Action Plan
3. g Fiscal Impact Review
1) The City should conduct an annual review of the fiscal impacts of private development
throughout the City to serve as a policy guide regarding the amount, intensity, location
and timing of new development.
2) Analyze development proposals to identify the demand for public facilities which would
result from discretionary projects and identify specific facility improvements which
would be provided by the project including the adequacy of sewer, water, storm drain,
fire, police, schools, libraries, parks, open space, and transportation.
3. h Information Infrastructure
Install information infrastructure, such as fiber- optic cable, as a way to make telecommuting
more feasible and reduce travel demand. The availability of information infrastructure can
also influence the location of employment uses. Work with providers to ensure timely and
equitable installation of infrastructure.
Lead Departments: Development Services/ Planning/ Financing Services • Staff Funding: No
Goal 4 19
Goal 4: Promote Conservation and
Protect the Environment
Strategic Framework Element Core Values: We value a future that meets today’s needs
without compromising the ability of future generations to meet their needs. We value the
conservation, preservation, and environmental quality of our natural resources.
Strategic Framework Element Conservation and Environmental Policy
Recommendations: Conserve, protect and restore natural resources. Encourage efficient
land use and development.
San Diego's beauty and character is due in large part to the natural resources that make it
a unique and wonderful place. San Diego’s mountains, beaches, bays, proximity to the
desert, and other natural land forms define the City. Some of the most unique, but
unfortunately, threatened and endangered plants and animals in the nation are concentrated
in the San Diego region. San Diego’s quality of life hinges on the protection of these natural
resources, particularly as the population increases, not only to ensure that San Diego’s
beauty remains, but also to safeguard imported resources such as energy and water for the
future. Environmental quality also contributes significantly to the long- term economic
prosperity of the City.
The City of San Diego is committed to conserving and restoring natural resources, prevent-ing
harm to the environment and human health, and promoting a sustainable future. This
commitment shall guide future decision- making, policies, and programs.
ACTIONS include:
4. a Conservation Element
Update the Conservation Element of the General Plan so that it further addresses, but is not
limited to, the Strategic Framework policy recommendations for resource protection,
pollution prevention, watershed and habitat protection, energy conservation and efficiency,
storm water and urban runoff, land development, environmental equity, and education policies.
The Element should also include recommendations to:
1) Continue and enhance existing conservation programs and policies, and develop
proactive programs and policies where needed.
2) Ensure that policy decisions and programs address cumulative and long- term
environmental impacts.
Lead Departments: Planning/ Environmental Services/ General Services • Staff Funding: Yes
20 Strategic Framework Action Plan
4. b Energy Programs
Pursue energy independence and develop energy conservation, supply, and efficiency
programs that:
1) Maintain a centralized Energy Conservation and Management Program and
Comprehensive Plan for all City of San Diego operations.
2) Increase the City’s capacity at its power generating facilities, with an emphasis on
clean, renewable energy.
3) Determine the feasibility of a municipal utility district.
4) Determine the feasibility of clean/ renewable energy bonds to finance energy
infrastructure improvements.
5) Incorporate heat island reduction measures into the appropriate site and street design
guidelines, landscape standards, and building codes in order to reduce ambient
temperatures for greater energy efficiency. For example, hardscape surfaces such as
roofs, streets, and parking lots can be cooled with shade street trees, reflective roofs,
reflective pavements, and urban vegetation.
6) Maintain and promote water conservation and water recycling programs as a means of
conserving energy.
7) Support energy conservation and efficiency programs to reduce demand.
8) Reduce reliance upon non- renewable energy sources.
Lead Departments: Environmental Services/ Planning • Staff Funding: Yes
4. c Sustainable Buildings
Evaluate and revise City policies, codes, guidelines, and practices to work toward the
citywide development of sustainable, or green buildings that use renewable energy and
conserve energy through design, location, construction, and operation. Sustainable building
techniques include resource- efficient design, renewable resources material selection, gray
water systems, low- waste and pollution- reducing landscaping techniques, passive solar
design elements, and solar site orientation. Policies, programs, and regulations should be
developed to:
1) Require all City facilities and City- funded construction projects to incorporate
green/ sustainable building components, including the Pilot Village program.
2) Make progress toward the citywide use of sustainable building techniques in private
development.
3) Provide incentives to builders/ owners that employ sustainable building techniques.
4) Provide technical service in partnership with other agencies.
5) Require buildings to have a north- south orientation, maximum south- facing glazing, and
roof overhangs to improve overall energy efficiency.
6) Develop and expand programs for native plant propagation and use, especially on
City facilities.
Lead Departments: Planning/ Development Services/ Environmental Services/ General Services
Staff Funding: yes
Goal 4 21
4. d Storm Water and Urban Runoff
Adopt, amend and/ or enforce City policies, regulations and programs to decrease storm
water and urban runoff pollution. Actions are needed to:
1) Develop storm water and urban runoff prevention policies that are consistent with the
federal Clean Water Act and the California Regional Water Quality Control Board.
2) Develop a master drainage plan and associated utility district to construct and maintain
an integrated system of storm water treatment facilities for new and existing development.
3) Amend the Street Design Manual, the Drainage Design Manual, and the Land
Development Code to minimize and reduce impervious hardscape surfaces and increase
permeable vegetated surfaces, and manage storm water with an emphasis on filtering
water through permeable vegetated surfaces, rather than only through conventional
conveyance techniques.
4) Improve the control of runoff, sedimentation, and erosion both during and after
construction through plan review, permit conditions, field inspections, and enforcement.
5) Use pollution- prevention strategies supplemented by source control, and treatment
control Best Management Practices to prevent and reduce water pollution.
6) Continue development of an inspection and maintenance program for storm drain
structures, thereby reducing pollutants that reach the ocean.
7) Adjust the storm drain fee system to fund storm water pollution- prevention activities.
Evaluate a fee system based on a site’s expected hardscape and pollutants levels, which
provides incentives for redevelopment that minimizes pollutants from a site.
8) Continue ongoing development of storm water and urban runoff pollution prevention
programs.
a) Where appropriate, treat low dry weather flows, including sewage overflows,
through the wastewater collection system to prevent beach and bay pollution.
b) Consider use of City facilities ( e. g., parks) for filtration and revegetation systems to
improve water quality and prevent urban runoff pollution, if it enhances the primary
use of the facility. ( See also Action 3. e).
c) Reduce or eliminate the use of hazardous and toxic materials by residences,
businesses, and public agencies to minimize the levels of pollutants entering the
air, soil, and water.
d) Develop a comprehensive watershed planning program to protect watersheds wholly
or partially within the City in partnership with other jurisdictions.
9) Apply funds to comply with the Regional Water Quality Control Board municipal permit
regulations towards jurisdictional responsibilities related to “ new development and
significant redevelopment” projects under the rubric of watershed planning and
watershed plan implementation.
10) Support regional funding for water quality watershed planning and management.
Lead Departments: Planning/ General Services/ Environmental Services • Staff Funding: Yes
22 Strategic Framework Action Plan
4. e Environmental Education
Create and sponsor environmental education opportunities and community efforts in
cooperation with schools, colleges, museums, community groups and other agencies so that
individuals, organizations and businesses are aware of their impacts on the environment.
These efforts should:
1) Educate the public about the true costs of automobile use, including air and water
pollution, infrastructure subsidies, and safety and health issues.
2) Continue to implement the ongoing comprehensive Storm Water Pollution Prevention
Program.
3) Encourage energy conservation for residents and businesses.
4) Promote use of Crime Prevention Through Environmental Design ( CPTED) measures
( see Action 2. d) to help protect natural resources and deter illegal activities such as
illegal dumping, grading, litter, storm water pollution, graffiti, and tree and landscape
destruction.
Lead Departments: Planning/ Environmental Services/ General Services
Staff Funding: To be determined
4. f Topographic and Open Space Resources
Improve the effectiveness of existing policies and regulations to protect topographic and
open space resources. ( Also see Action 1. d.)
1) Promote interdepartmental coordination and cooperation to implement conservation
policies.
2) Enhance efforts to preserve and restore urban open space ( e. g., urban canyons, parks)
and other natural amenities.
3) Complete implementation of the Multiple Species Conservation Program ( MSCP)
through acquisition of open space.
4) Develop and implement open space management plans for all open space areas owned
by the City of San Diego, including MSCP lands.
5) Monitor the loss or addition of community open space and parkland by community
planning area.
6) Protect and enhance regional parks through planning and acquisition.
7) Increase efforts to minimize erosion caused by public and private alterations of cliffs,
hillsides, and shorelines.
Lead Departments: Planning/ Park and Recreation/ General Services
Staff Funding: To be determined
Goal 4 23
4. g Resource Conservation
Increase efforts to conserve renewable and non- renewable resources through greater
efficiency, reuse, and recycling.
1) Expand recycling programs to include multiple dwelling units and businesses as feasible.
2) Increase use of reclaimed water and captured storm water for landscaping and
industrial activities to reduce the volume of wastewater and urban runoff.
3) Provide incentives to developers to install gray water systems.
4) Encourage businesses in environmental technologies, material recycling, energy
efficiency, and brownfields.
Lead Departments: Planning/ Environmental Services/ Metropolitan Wastewater/ Water/
General Services • Staff Funding: Yes
4. h Air Quality
Protect and improve air quality.
1) Work with Metropolitan Transit Development Board ( MTDB), the Air Pollution Control
District ( APCD), and others to improve air quality.
2) Reduce auto emissions by increasing transit ridership and promoting walkable
communities per Goal 5.
3) Support efforts to increase the fleet of zero- emission and low- emission buses.
Lead Departments: Planning/ Environmental Services • Staff Funding: Yes
Goal 5 25
Goal 5: Increase Mobility and
Walkable Communities
Strategic Framework Element Core Values: We value a convenient, efficient, aesthetically
pleasing, and multi- modal transportation system. We value walkable communities with
tree- lined streets. We value parks and public spaces, accessible by foot, transit, bicycle, and
car, as areas for neighborhood, community and regional interaction and convenient recreation.
Strategic Framework Element Mobility Policy Recommendations: Integrate land use
and transportation planning to improve mobility. Support plans that make transit a viable
option for peak and non- peak trips.
With congestion, road rage, childhood obesity, gasoline prices, and surface runoff problems
on the rise, it is clear that we must start to provide more meaningful choices to individuals
who want to reduce their dependence on the automobile. Making walking and transit use
more pleasant and offering viable forms of transportation is a good way to start. Walking
can be an effective way to make short trips to school, stores, services, and transit stops. We
can start to make our communities more walkable through attention to the planning of
neighborhood streets and sidewalks, mix of land uses, and urban design.
We recognize that transit is an essential component of our mobility system and support
implementation of the Transit First plan. The Transit First strategy is the product of a market-based,
strategic planning development program undertaken by MTDB. It is characterized by:
a rich network of high speed routes, 10- minute service frequency, extensive use of transit
priority measures, walkable community designs, stations integrated into neighborhoods, and
customer focus in services and facilities. SANDAG is incorporating the Transit First plan
into the Regional Transit Vision, which is a part of the 2030 Regional Transportation Plan
( RTP). The RTP is the region’s long- range blueprint for transportation improvements.
26 Strategic Framework Action Plan
ACTIONS include:
5. a Mobility
1) Replace the Transportation Element of the General Plan with a new Mobility Element to:
a) Incorporate the Transit First network of projects, design concepts, land use
coordination measures, and transit priority measures.
b) Coordinate policies and projects with the 2030 RTP.
c) Identify needed improvements to City arterial roads.
d) Pursue interconnected signal system infrastructure for transit priority.
e) Emphasize the need to manage, operate, and maintain the arterial system.
f) Incorporate the City’s Bicycle Master Plan.
g) Identify a strategy to improve the pedestrian environment.
2) Work with MTDB, SANDAG, and others to provide high- quality transit services to villages
through implementation of the Transit First program.
a) Demonstrate a high level of transit/ land use integration and pursue transit right- of-way
dedication to support the Transit First network through village design and
development.
b) Require transit improvements as mitigation measures for traffic impacts of private
development projects.
c) Ensure that the Transit First network and Regional Transit Vision provide high
quality service to existing and proposed villages and corridors.
d) Take a strong leadership role to secure, then increase, funding for transit operations
and capital improvements, such as in the extension of TransNet.
e) Update the Transit Area Overlay Zone to include areas designated to receive a high
level of transit service under the Transit First plan.
f) Implement Showcase Projects ( see Action Item 9. h).
Lead Departments: Planning/ Transportation • Staff Funding: Yes
5. b Street Design Manual
Revise and implement the City’s Street Design Manual to:
1) Ensure that street design is comfortable, convenient, and attractive to pedestrians.
2) Encourage street tree planting to create a more comfortable and attractive pedestrian
environment. Also facilitate and expand opportunities for street tree plantings in medians,
planter areas, and parkways. Use reclaimed water for irrigation where possible.
3) Strike a balance in the street design objectives that optimize fire truck operations,
pedestrian safety, reductions in neighborhood speeding problems, and other neighborhood
and environmental objectives.
4) Increase sidewalk widths as needed.
5) Adjust standards to allow smaller curb returns to reduce pedestrian crossing distances.
6) Adjust standards to allow narrower streets under certain conditions.
7) Weigh aesthetic design goals equally with engineering issues.
8) Make greater use of public art for enhancement of medians, roundabouts, street
furniture, etc.
Goal 5 27
9) Make greater use of medians as pedestrian refuges.
10) Review policies for use of enhanced paving.
11) Provide standards that allow for the development of neotraditional local streets.
12) Include guidelines for roundabouts.
13) Include examples of transit priority measures.
14) Consider raising average daily trip limitations on certain street classifications.
15) Develop prototype urban village street standards, if needed.
16) Offer incentives for development of an interconnected street network.
17) Address the provision of pedestrian lighting.
Lead Departments: Planning/ Transportation/ Police/ Fire • Staff Funding: Yes
5. c Street Network
Design new neighborhoods and modify the existing street network to better support walking,
transit, and bicycling.
1) Establish new street/ trail connections in communities where the existing street layout is
inefficient for pedestrians and bicyclists.
2) Design for walkability in all long range and current planning projects.
3) Take advantage of existing community walking maps and develop new ones as needed.
4) Promote development of trails and paths to offer alternative pedestrian and bicycle
routes and as recreational opportunities.
5) Use traffic calming techniques to slow or deter traffic through neighborhoods.
6) Assist with Safe Routes to Schools implementation to improve the safety of children
walking or biking to school.
7) Expand funding for pedestrian/ bicycle improvement projects in the 2030 RTP.
8) Add pedestrian amenities to Capital Improvements Program street construction/ repair
projects.
9) Amend the Council Policy on gated communities to include more specific findings about
when gates can be used.
10) Promote development of an interconnected street system, including integration with
private streets and driveways, that offers direct and multiple pedestrian connections.
11) At the community plan level, determine high priority areas where pedestrian and bicycle
path lighting should be installed.
Lead Departments: Planning/ Transportation • Staff Funding: Yes
5. d Pedestrian Crossings
Review Council Policy 200- 07 on pedestrian crossings ( including use of " No Pedestrian
Crossing" signs) to give higher priority to pedestrians.
Lead Departments: Transportation/ Planning • Staff Funding: Yes
28 Strategic Framework Action Plan
5. e Walkable Destinations
Mix land uses to create walkable destinations.
1) Strategically locate schools, parks, post offices, libraries, and other public uses to be
accessible by foot, bicycle, and transit.
2) Include commercial and service uses such as day care centers, dry cleaners, restaurants,
and copy centers within employment centers.
3) Promote job and housing development within walking distance of each other.
4) Promote senior housing in walkable communities.
5) Private streets, driveway aisles, and pedestrian paths within village developments
should be designed to create multiple, direct, and convenient pedestrian connections for
people walking to and within the centers.
6) Amend the City’s grading regulations to require convenient pedestrian access points
from new development to adjacent uses and streets. The access points must meet
Americans With Disabilities Act ( ADA) standards.
7) Address parking issues per Action 9. c.
Lead Departments: Planning/ Development Services • Staff Funding: Yes
5. f Active Streetscape
Design buildings to create an active streetscape and improve neighborhood safety through
natural surveillance ( also see Action 2. d).
1) Apply commercial/ mixed- use zoning that requires parking to be located to the side or
rear of a building, with building entrances on the street.
2) Apply residential zoning and/ or design guidelines that require an active streetscape
( e. g., front doors, porches, and windows facing the street).
3) Encourage greater use of shared parking, including community parking structures.
4) Address parking issues per Action 9. c.
Lead Departments: Planning/ Development Services/ Community and Economic Development
Staff Funding: Yes
Goal 6 29
Goal 6:
Increase Housing Affordability
Strategic Framework Element Core Value: We value housing affordability throughout the
City and an overall diversity of housing types and costs.
Strategic Framework Element Housing Supply and Affordability Policy Recommendations:
Ensure that the housing supply accommodates future population growth. Improve housing
affordability throughout the City.
Increased housing opportunities ( in terms of amount of land, location, density, type, size,
and cost) are needed to accommodate future population growth, changing demographics,
and to enable the workforce to live near employment centers. The provision of affordable
housing can also assist the City of San Diego in meeting social equity and economic
prosperity goals. Ensure that the City's Housing Element and ongoing affordable housing
programs include the following recommendations:
ACTIONS include:
6. a Affordable Housing Funding
Increase funding for affordable housing.
1) Apply for federal and state grants related to the provision of housing including the Jobs
Housing Balance Incentive Grant Program and Downtown Rebound Grant.
2) Increase funding for the Housing Trust Fund.
3) Lobby for increased caps on federal tax- exempt financing and tax credits for affordable
housing.
Lead Departments: Planning/ Housing Commission/ Governmental Relations/ Community and
Economic Development • Staff Funding: Yes
6. b Housing Partnerships
Form partnerships to further affordable housing goals.
1) Involve the business community to find solutions to the lack of affordable housing.
2) Collaborate with business, development, and other sectors to expand public education
efforts to help reduce community concerns regarding affordable housing.
Lead Departments: Planning/ Development Services/ Community and Economic Development/
Housing Commission • Staff Funding: Yes
30 Strategic Framework Action Plan
6. c Housing Supply
Increase the overall supply of housing and facilitate development of affordable housing
through application of appropriate land development regulations and permit processing
procedures.
1) Use the City of Villages Opportunity Areas Map ( Appendix A) as a reference for
determining the existence of an adequate inventory of sites available for future housing
development.
2) Encourage mixed- use, co- housing, companion units, smaller lot and size ( square
footage) homes, and single- room occupancy residential hotel developments.
3) Apply land development code tools to facilitate these development types. Propose code
amendments if needed to further accomplish goals.
4) Apply regulations and incentives to achieve mixed- income housing.
5) Amend regulations to facilitate companion unit development.
6) Create realistic parking requirements that reflect actual rates of vehicle ownership.
7) Offer incentives for desired housing types ( e. g., density bonus, fee adjustments,
adjustments to floor area ratios, setback, parking, height, etc.).
8) Where they do not currently exist, establish minimum, as well as maximum density
designations in community plans.
9) Require that residential developments comply with the minimum as well as the
maximum densities designated in community plans.
10) Evaluate whether existing regulations ( Land Development Code Section 143.0430)
addressing the lot size of single- family infill development inhibit achieving community
plan designated densities.
11) Provide replacement housing for people displaced from demolished affordable housing
units.
12) Evaluate whether regulations can be simplified.
13) Continue to require that an analysis of impacts to housing supply and affordability be
included in planning reports for all discretionary projects involving housing, including
non- residential projects that generate a demand for housing.
14) Add policies to the Housing Element to promote universal design and visitability.
Lead Departments: Planning/ Development Services/ Community and Economic Development/
Housing Commission • Staff Funding: To be determined
6. d Distribution of Housing
Improve housing affordability throughout the City.
1) Ensure that all community plans designate and zone for a variety of housing types and
densities.
2) Create a flexible inclusionary housing program that includes incentives for developers.
3) Provide opportunities for affordable housing throughout the City so that low- wage
earners can live near their jobs.
4) Update the Council’s Balanced Communities Policy.
5) Include affordable housing programs to mitigate displacement effects in communities.
Lead Departments: Planning/ Housing Commission/ Community and Economic Development
Staff Funding: Yes
Goal 7 31
Goal 7: Promote Economic
Prosperity and Regionalism
Strategic Framework Element Core Values: We value the health, economic prosperity,
and well being of our citizens. We value mutually beneficial cultural and economic ties with
Mexico and our neighbors in Latin America. We value maintaining and encouraging a
diverse economy to achieve a rising standard of living for all San Diegans. We value regional
cooperation and coordination to resolve regional growth issues, and support regional
collaboration to meet economic prosperity goals.
Strategic Framework Element Economic Prosperity and Regionalism Policy
Recommendations: Retain and attract businesses that diversify the economic base and
offer high quality employment opportunities. Lead regional collaboration and strengthen
border relations.
To address the shortage of available employment land, land appropriate for employment
uses should be designated in key areas throughout the City, including identifying opportunities
for underutilized land uses to be redeveloped as employment uses. Subregional Districts
and Urban Village Centers will play an important role in the City’s economic prosperity
strategies by providing the appropriately designated land and infrastructure needed to
support business development and a variety of employment and housing opportunities.
ACTIONS include:
7. a Economic Prosperity Element
Adopt an Economic Prosperity Element of the General Plan that contains coordinated and
comprehensive economic prosperity goals, objectives and implementation measures.
The Element should specifically:
1) Address the importance of the environment in economic prosperity.
2) Establish citywide policies for the retention, reuse, and intensification of employment
land.
3) Promote development of infill industrial sites and establish incentives to support
industrial uses in existing urban areas.
4) Determine target goals for retail, commercial, and employment development in Urban
Villages, Transit Corridors, and Subregional Districts. Limit retail commercial develop-ment
in Subregional Districts that are targeted for more intense employment uses.
5) Establish policies and criteria that limit the redesignation of existing industrial land to
other uses. Criteria should address the need to mitigate existing land use conflicts.
6) Include citywide criteria for the reuse of vacant or underutilized big box retail or
wholesale center sites to non- commercial uses.
32 Strategic Framework Action Plan
7) Establish overall economic development policies regarding use of redevelopment areas
and enterprise zones.
8) Establish policies encouraging collocation of employment and residential uses.
9) More specifically define corporate headquarters, multi- tenant office, and other uses that
do not have a research and development or manufacturing component.
10) Identify areas where land uses should be restricted and where middle- income employment
land uses should be expanded.
11) Establish policies to maintain and expand wholesale trade sector uses near ports,
ports- of- entry, commercial airports, and other existing and proposed transportation
infrastructure facilities.
12) Address safety standards to guide the proximity between residential and industrial uses,
and provide for a phased elimination of existing incompatible uses.
13) Identify incentives including, but not limited to: increased floor area ratio, average daily
trip credits for new transit or transportation demand management measures, financial
and tax incentives to encourage the development of middle- income employment uses,
and measures that facilitate expansion of high technology business facilities.
14) Identify broadly distributed locations for high- technology business facilities.
15) Evaluate the growth impacts resulting from economic incentive actions.
16) Develop and utilize economic indicators.
Lead Departments: Planning/ Community and Economic Development • Staff Funding: Yes
7. b Employment Lands
1) Intensify employment uses in Subregional Districts and Urban Centers concomitant with
transit improvements.
2) Intensify other underutilized employment lands that are served by existing or planned
transit.
3) Identify areas in Subregional Districts appropriate for collocation of employment and
residential uses.
4) Designate and preserve areas for employment uses.
5) Encourage high- technology clusters in the southern portion of the City.
6) Designate transit corridors where employment uses should be emphasized.
7) Include a connected binational village on both sides of the United States and
Mexican border.
8) Identify underutilized City- owned land that can be served by transit with potential for
use as employment land, and prepare comprehensive plans for such lands as appropriate.
Lead Departments: Planning/ Community and Economic Development/
Real Estate Assets/ General Services • Staff Funding: Yes
Goal 7 33
7. c Industrial Zones
Monitor implementation of the Land Development Code ( LDC) and propose additional
amendments if needed to further:
1) Address industrial zone land uses and mixed- use design standards, including analysis of
industrial/ commercial/ residential mixed use.
2) Increase floor area ratio/ coverage maximums in the applicable zones of Subregional
Districts or areas with transit availability.
3) Investigate the use of transit credits for floor area ratio increases for industrial areas
outside of Subregional Districts.
4) Maintain and expand opportunities for existing businesses by applying LDC tools to
provide flexibility for expansion and reuse of existing businesses.
Lead Departments: Development Services/ Planning/ Community and Economic Development
Staff Funding: To be determined
7. d Living Wage
Adopt Living Wage, or similar legislation, as a way to achieve a higher standard of living for
all San Diegans.
Lead Department: To be determined • Staff Funding: No
7. e Economic Impact
Consider the economic and fiscal impacts of major development projects for use in the
decision- making process.
1) Consider wage levels of jobs created and new development impact on viability of
existing uses in the community.
2) Prepare economic impact statements for selected projects.
3) Define " major development project" and identify what impacts should be addressed
through the economic impact statements. Consider cost and time impacts to the
developer.
Lead Departments: Planning/ Development Services/ Community and Economic Development
Staff Funding: No
34 Strategic Framework Action Plan
7. f Government Initiatives
Work with all levels of government to encourage economic development.
1) Identify federal, state, and city mandates that represent unreasonable barriers to future
economic development, and address these mandates through lobbying efforts.
2) Collaborate with state and federal agencies to implement alternate investment policies
that support urban growth.
3) Work with SANDAG to regularly update cluster analysis information to identify key
growth industries to determine incentives for desired businesses.
Lead Departments: Planning/ Community and Economic Development/ Governmental Relations
Staff Funding: Yes
7. g International Trade
1) Increase trade and collaboration with Mexico and Latin America.
2) Adopt a comprehensive economic strategy with Mexico that includes implementation of
cross- border facilities.
3) Support efforts to develop long term solutions to energy needs through mutually
beneficial agreements with Baja California.
Lead Departments: Planning/ Community and Economic Development/ Governmental Relations/
Binational Affairs • Staff Funding: Yes
7. h Education
1) Encourage equitable access to educational opportunities that result in a highly qualified
and skilled labor force.
2) Develop partnerships with the education/ workforce training community for workforce
development.
Lead Department: Community and Economic Development/ Others to be determined
Staff Funding: No
Goal 8 35
Goal 8:
Promote Equitable Development
Strategic Framework Element Core Value: We value social equity.
Strategic Framework Element Equitable Development Policy Recommendations:
Create and maintain stable, economically, and socially diverse communities through means
that distribute equitably the costs and benefits of development. Ensure that residents can
afford to remain in their community when it is improved.
8. a Equitable Development
Village or other long- range plans should promote equitable development, avoid the
displacement of existing residents, and preserve desired neighborhood character through
neighborhood- specific strategies. The City of San Diego can take a leadership role in defining
and implementing some of these strategies, while others require action by the private sector,
other government agencies, and community- based partners. Many of the most successful
programs throughout the nation have been initiated and implemented by the residents of
affected areas. Strategies for evaluation include:
1) Assess the growth dynamics in the City, the region, and specific communities to
determine the extent to which gentrification is a reality, a near possibility, or an
unlikely occurrence.
2) Analyze and anticipate the dynamics of gentrification in individual communities.
3) Develop a unified vision and plan.
4) Define responsible parties and tasks, and organize at regional, city and community
levels to implement the plan.
5) Create, strengthen, or apply, as appropriate, the following:
a) development incentive and financing programs,
b) business assistance programs,
c) first- time home buyer assistance programs,
d) Community Reinvestment Act compliance monitoring,
e) land use and design regulations, and
f) code compliance programs.
6) In adopted redevelopment areas, secure public ownership of real estate to provide
opportunities for affordable housing and office space for neighborhood residents and
service providers.
7) In adopted redevelopment areas, provide displaced local residents relocation rights.
8) Encourage targeted private sector financial lending and equity investment opportunities.
9) Encourage resident education programs focusing on residents’ legal rights, opportunities
for home ownership, home- buying and selling strategies, and skills in negotiating for
equitable development in the midst of gentrification.
10) Support community- based acquisitions ( e. g. through community development
corporations or cooperatives) of community- serving assets.
36 Strategic Framework Action Plan
11) Participate in efforts to improve the quality of public education at the local and citywide
levels.
12) Create forums to resolve conflicts and to re- knit the community.
13) Consider social service needs in the land use mix of villages and corridors.
Lead Departments: Planning/ Community and Economic Development/ Housing Commission
Staff Funding: Yes
Goal 9 37
Goal 9: Facilitate City of Villages
Development
Strategic Framework Element Core Value: We value a compact, efficient, and an environ-mentally
sensitive pattern of development.
As San Diegans, we take pride in our distinctive neighborhoods as well as the beauty and
character of the City as a whole. The City of Villages strategy is designed to focus growth
into walkable, mixed- use activity centers while preserving single- family neighborhoods.
Village design will be tailored to each neighborhood and include significant public spaces.
By targeting growth into limited areas, and planning for the needed facilities, we have our
best opportunity to preserve our neighborhood character as well as our most treasured
citywide natural resources and amenities. For the City of Villages vision to become a reality
there must be extensive and continued public outreach efforts, proactive planning,
community plan amendments, infrastructure improvements, improvements to the land
development permit process, legislative changes, and stronger partnerships among the City,
advisory groups, and the development industry.
ACTIONS include:
9. a Transit- Oriented Development
Design Guidelines
Encourage application of elements of the Transit- Oriented Development ( TOD) Design
Guidelines in centers and corridors identified on the City of Villages Opportunity Areas Map
( Appendix A), where discretionary review is required, until community plan amendments and
rezonings, as needed, are prepared for each site. The TOD Guidelines will not supercede
community plan density or land use recommendations.
Lead Departments: Planning/ Development Services • Staff Funding: Yes
38 Strategic Framework Action Plan
9. b Community Plan Amendments
1) Through an extensive public outreach process, designate mixed- use village sites and
prepare plans for village development.
a) Prepare environmental analysis and rezones for the sites as necessary.
b) Address village parking needs through a combination of solutions such as: manage-ment
of parking resources, shared use agreements, development of community
parking structures, increased transit services, parking districts, and other means.
c) Prepare detailed land use and design guidelines.
d) Amend redevelopment plans as necessary.
e) Provide public facilities commensurate with need.
f) Provide public/ civic space as a part of the village project.
g) Improve opportunities for walking, bicycling, and transit use.
h) Require discretionary review for village projects that are inconsistent with
community plan recommendations.
2) Implement relevant Strategic Framework Element and Action Plan recommendations for
Urban Form, Neighborhood Quality, Public Facilities, Conservation and the Environment,
Mobility and Walkable Communities, Housing, Economic Prosperity, and Equitable
Development.
3) Investigate whether existing planned community plan densities are located in areas that
support the Strategic Framework Element policy recommendations through the
community plan amendment process.
4) Ensure that zoning is applied to implement the land use designations and other policies
of community plans.
5) Prepare comprehensive environmental analysis for community plan updates consistent
with the California Environmental Quality Act ( CEQA).
6) Consider Council Policy, General Plan, or Land Development Code amendments to
establish criteria for community plan amendments that increase residential density.
The criteria for considering density increases in any community in the future should
include the following:
a) Community support.
b) The proposed development implements the relevant policy recommendations of the
Strategic Framework Element.
c) The proposed development pays for the public facilities needs generated by the
project and there is an approved plan for funding and constructing public facilities
necessary to support the density increase.
d) The density increase is part of a community plan update accompanied by the
appropriate environmental review.
e) The City of San Diego, or other public agencies, have funding identified to reduce
the existing facilities shortfall, or the project demonstrates an extraordinary public
benefit to the City and community.
7) Review/ reform the community plan amendment process to preserve the integrity of
community plans.
8) Require analysis of the potential effects of the proposed project in relation to existing
community conditions.
Goal 9 39
9) Some future community plan amendments may propose an increase in density within
the community over that which was assumed in the existing community plan. To the
extent that a project results in unmitigated environmental impacts or is of a
controversial nature that warrants a higher level of environmental review, such a
project would necessitate the preparation of an Environmental Impact Report.
Lead Department: Planning • Staff Funding: Yes
9. c Land Development Code
Evaluate whether the Land Development Code ( LDC) has sufficient regulatory tools and
incentives to implement the City of Villages vision for well designed, mixed- use,
moderate/ higher density centers. If necessary, consider amendments to:
1) Ensure that allowed densities can be achieved when other regulations ( e. g. parking,
floor area ratio, and height) are applied.
2) Review the Urban Village Overlay Zone and amend as necessary to achieve City of
Villages goals. This zone should provide a mechanism to look at a project holistically,
rather than basing project review on the strict application of zoning standards. In
addition, develop a modified Urban Village Overlay Zone suitable for small ( less than
10 acre) sites.
3) Evaluate regulations for mixed- use development and propose amendments as needed.
4) Develop new definitions of mixed- use and multiple- use development to facilitate
financing.
5) Analyze on- site and off- site parking requirements in areas adjacent to transit service
and consider public and private parking facilities as part of the community infrastructure
necessary to support increased densities with the most efficient use of land.
6) Implement Industrial Zone recommendations per Action 7. c.
Lead Departments: Planning/ Development Services/ City Attorney • Staff Funding: To be
determined
9. d. Council Policy Alignment
Evaluate Council Policies for consistency with the Strategic Framework Element.
1) Incorporate relevant policies into appropriate General Plan elements.
2) Amend or rescind Council Policies as necessary.
40 Strategic Framework Action Plan
9. e Land Use Element
Create a Land Use Element of the General Plan to establish the relationship between the
General Plan and the community plans. The Element should:
1) Outline a format for community plans.
2) Provide guidance on how to write community plans so they supplement, rather than
duplicate, information found in the General Plan.
3) Contain land use recommendations designed to implement the City of Villages that could
be applied throughout the City, and specify that community- specific recommendations
should be in each community plan.
4) Serve as a bridge between community plan land use designations and policies.
5) Identify land uses of citywide significance that implement citywide goals and objectives.
6) Establish policies and standards to protect citywide resources.
7) Depict the citywide relationship between land use and transportation systems.
8) Identify implementation programs, including public facility financing programs that are
citywide in scope.
9) Identify regional policies in concert with adjacent cities and the county to create regional
solutions to land use distribution and protection of unique resources and rural areas.
10) Provide policies and implementation programs that are consistent and support the other
elements of the General Plan.
11) Focus on opportunities for universal access including those for children and seniors.
12) Require an annual report to track land use amendments.
13) Use the City of Villages Opportunity Areas Map ( Appendix A) and utilize village
categories and locational criteria to identify villages.
14) Prepare an existing conditions report including land use, public infrastructure and open
space inventories as a background study for the Land Use Element.
Lead Department: Planning • Staff Funding: Yes
9. f Tier System Substitute
Develop an alternative phasing proposal to implement the City of Villages strategy while
maintaining compliance with Proposition A. Proposition A is an initiative measure approved
by the electorate of the City of San Diego in 1985. It required a vote of the people to
increase development potential on property located in the “ Future Urbanizing” area of the
City. The full text of the proposition is included as Appendix A to the Strategic Framework
Element.
Lead Departments: Planning/ City Attorney • Staff Funding: Yes
Goal 9 41
9. g Pilot Villages
Establish a Pilot Village Program to demonstrate how a village can be built and how it will
evolve and function depending on the neighborhood and community in which it is sited. This
program will require finding funds to support the pilot villages' infrastructure needs as well
as forming partnerships with other agencies and developers who can contribute to the effort.
1) Select at least three pilot villages to demonstrate implementation of the City of Villages
strategy.
2) Develop village plans, seek grants to help fund implementation, and construct village
improvements.
3) Seek opportunities for joint- use facilities with two or more public services provided.
Lead Departments: Planning/ Other affected departments • Staff Funding: Yes
9. h Transit First Showcase Projects
Work with MTDB on Transit First Showcase Projects to:
1) Aggressively pursue new forms of mobility,
2) Implement pedestrian enhancement projects.
3) Enhance the overall transit experience in the community.
Lead Departments: Planning/ Transportation • Staff Funding: Yes
9. i Model Urban School
Continue working with San Diego City Schools on a pilot project to design an urban, joint- use
school campus.
Lead Departments: Planning/ San Diego City Schools/ Housing Commission/ Community and
Economic Development • Staff Funding: Yes
9. j Proactive Planning
1) Reevaluate the planning process to allow for proactive, aggressive planning and
implementation.
a) Evaluate Planning Department working relationships with the development industry,
community planning groups, and other groups.
b) Identify and address City structure and organizational issues that may slow down
permit processing.
2) Ensure coordination with Metropolitan Wastewater and theWater Departments’ modeling
efforts.
3) Link prioritization of undergrounding utilities with City of Villages implementation.
Lead Departments: Planning/ Development Services/ Metropolitan Wastewater/ Water
Staff Funding: Yes
42 Strategic Framework Action Plan
9. k Community Outreach
Increase the amount and extent of community outreach and education to achieve increased
participation in land use and infrastructure decisions.
1) Continue General Plan update outreach efforts with expanded website information.
2) Continue to coordinate public outreach among City departments so the public has more
opportunities to receive information and provide input.
3) Expand use of graphic simulations.
4) Continue ongoing community planning group training/ support.
Lead Department: Planning • Staff Funding: Yes
9. l Facilitate Financing
1) Encourage private investment, secure grant funding, reallocate existing City funds,
and/ or use some type of Smart Growth revolving loan fund to help finance village
development.
2) Work with lending institutions to develop/ expand desirable loan programs and help
change attitudes and lending policy regarding mixed- use development.
Lead Departments: Planning/ Community and Economic Development/ Financing Services
Staff Funding: To be determined
9. m Consistency
Reconcile all General Plan elements, including community plans ( as components of the
Land Use Element), and the Strategic Framework Element to ensure internal consistency.
Appendix B 43
San Diego Sustainable Community
Program Indicators
1) Goal # 2- Reduce Traffic Congestion*
a) Annual number of days exceeding the one hour California standard for Ozone
air pollution
b) Vehicle miles traveled per capita per year
c) Percent of residents within 0.25 miles of a retail store
d) Percent of residences within 0.25 miles of public transit
e) Number of cars per household
f) Percent of San Diegans who rideshare to work ( carpooling, transit)
2) Goal # 3- Create Neighborhoods We Can Be Proud Of*
a) Number of affordable housing units available
b) Rate of homeownership within the City as compared with the national average
c) Average number of trees per mile of street
d) Per capita spending for public infrastructure
e) Number of households on waiting list for subsidized housing assistance ( Section 8)
3) Goal # 4- Clean Up Our Beaches and Bays*
a) Annual number of days of beach closures and postings
4) Goal # 8- Make San Diego America’s Safest City*
a) Incidents of violent crime committed by adults per year
b) Incidents of violent crime committed by children per year
c) Participation in school- sponsored after school childcare programs for grades K- 8
5) Goal # 9- Pursue Energy Independence*
a) KWh consumed per residential account per month
b) KWh consumed per non- residential account per month
c) Percent KWh renewable energy in residential and commercial buildings
d) Number of City sites using alternative energy generated on- site
e) Number of City facilities at which the “ Green Building Policy” is fully implemented
f) The number of submittals to Development Services Department that include
renewable energy
g) Dollars saved through City fleet management fuel- reduction strategies
h) Number of vehicles converted from standard diesel fuel, a significant air pollutant,
in the City fleet and other large fleets
6) Goal # 10- Complete Multiple Species Conservation Program ( MSCP) Open Space
Acquisition
a) Percentage and number of species that are covered by the Multiple Species
Conservation Program ( MSCP) moving from the designation of “ unprotected” to
“ protected”
b) Percent completion of the City of San Diego target open space acquisitions for 2007
7) Water Conservation
a) Potable water consumed per capita per year
b) Gallons of reclaimed water used per year
8) Environmental Management Systems in Public Programs
a) Number of municipal facilities in the region certified as ISO 14001, such as Landfill
Operations ( ESD) and Sewage Conveyance and Treatment ( Metro Wastewater
Department)
b) Combined annual savings ( energy, fuel, etc.) resulting from use of City environmen-tally
preferable purchasing policies ( e. g. Energy Star, Green Building, recycled
products, etc.)
9) Civic Engagement
a) Percent voter participation in presidential elections
b) Assessment of volunteerism within the region per year
10) Expanding City- Provided Educational Opportunities
a) Annual number of City- sponsored environmental education venues for youth,
grades K- 12
b) Annual number of City- sponsored community forums
11) Further Developing the San Diego/ Tijuana Information Exchange
a) The number of City- sponsored meetings per year of cross- border information
exchanges between San Diego and Tijuana
b) Number of City- sponsored border- related forums related to energy, environment,
public works, and public health
12) Residents Earning a “ Living Wage” ( Based on Local Cost of Living Factors)
a) Percent of people under 25 with at least 2 years of specialized education after
high school
b) Percent of households with middle income wages of $ 20- 45 thousand per year
c) Percent of families that are both below the poverty line and have children
* Part of Mayor Dick Murphy’s “ Ten Goals.”
44 Strategic Framework Action Plan