HomeMy WebLinkAboutItem 15 - COUNCIL READING FILE_d_Cimate Action Plan - Volume 2Technical
Foundation and
Work Program
CITY OF SAN LUIS OBISPO
VOLUME 2
Climate Action Plan for
Community Recovery
slocity.org/climateactionplan
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo
Table of Contents
How to Use This Plan ................................................................................................................1
1. Introduction ...........................................................................................................................3
A Time for Transformational Climate Action.............................................................................3
Climate Action and COVID-19 Recovery .................................................................................3
Guiding Principles....................................................................................................................4
The Climate Action Plan Process ............................................................................................6
Greenhouse Gas Emissions Inventory and Forecast ...............................................................6
Emissions Reduction Targets ..................................................................................................8
New Development Consistency with the Climate Action Plan ..................................................9
2. Community Outreach ..........................................................................................................11
A Community Driven Process ................................................................................................11
Outreach Objectives ..............................................................................................................11
Outreach Events ....................................................................................................................12
Conclusion ............................................................................................................................15
3. The Path to Carbon Neutrality ............................................................................................17
The City’s Approach to Carbon Neutrality ..............................................................................17
Estimated Greenhouse Gas Emissions Reductions ...............................................................17
Getting to True Carbon Neutrality ..........................................................................................20
Foundational Actions .............................................................................................................21
Pillar 1: Lead by Example......................................................................................................22
Pillar 2: Clean Energy Systems ............................................................................................29
Pillar 3: Green Buildings ........................................................................................................34
Pillar 4: Connected Community .............................................................................................40
Pillar 5: Circular Economy .....................................................................................................59
Pillar 6: Natural Solutions ......................................................................................................66
4. Achieving Our Goals ...........................................................................................................73
Administrative Actions ...........................................................................................................73
Staff Work Program ...............................................................................................................74
Appendices
Appendix A – Greenhouse Gas Emissions Inventory and Forecast
Appendix B – Reduction Measure Quantification
Appendix C – Greenhouse Gas Emissions Threshold Guidance and Climate Action Plan
Consistency Checklist for New Development
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo
List of Tables
Table 1.1 Forecasted GHG emissions with state reductions, 2005-2050 (MTCO2e). ...................7
Table 1.2 Greenhouse Gas Emissions Target Summary .............................................................8
Table 3.1 GHG Emissions Reductions Estimates (MTCO2e, 2030 and 2035)...........................19
Table 3.3 Projected MTCO2e Savings by Retrofit Type, 2030 and 2035 ...................................39
Table 3.4 Mode Split Objectives, 2020 and 2030 ......................................................................40
Table 3.5 Connected Community Greenhouse Gas Emissions Reductions ..............................42
Table 4.1 Staff Work Program ...................................................................................................75
List of Figures
Figure 1.1 Climate Action Guiding Principles ..............................................................................5
Figure 1.2 Climate Action Planning Process ...............................................................................6
Figure 1.3. New Development Consistency with the Climate Action Plan ....................................9
Figure 3.1 Six Pillars to Carbon Neutrality .................................................................................18
Figure 3.2 Projected Community GHG Emissions, 2005 -2035 ..................................................19
Figure 3.3. Greenhouse Gas Emissions Reductions by Decarbonization Pillar .........................20
Figure 4.1. Climate Action Plan Update Schedule .....................................................................74
City of San Luis Obispo Page 1
HOW TO
USE THIS PLAN
The City of San Luis Obispo Climate Action Plan for Community
Recovery is intended to inform, inspire, and guide action, while
also providing sufficient detail to illustrate consistency with
regulatory guidance, provide transparency t o interested parties,
and to allow the City Council to make fully informed decisions.
With two volumes and five technical appendices, the City’s 2020
Climate Action Plan is over 200 pages long. To allow the plan to
be more accessible, the City has organized it as follows:
• Volume 1: Stories from 2035 – provides a summary of the
Climate Action Plan through stories told from the future about
a post-COVID 19 carbon neutral San Luis Obispo and the
foundational actions that were undertaken to get there.
• Volume 2: Technical Foundation and Work Program –
describes the Climate Action Plan update process, provides a
greenhouse gas emissions inventory summary, and lays out
the foundational actions required to achieve deep reductions
in greenhouse gas emissions while addressing issues of
equity and economic recovery.
• Technical Appendices
o Appendix A – Greenhouse Gas Emissions Inventory and
Forecast
o Appendix B – Reduction Measure Quantification
o Appendix C – Greenhouse Gas Emissions Threshold
Guidance and Consistency Checklist for New
Development
How to Use This Plan
Recommended for
community members and
local organizations that are
interested in a short and
engaging overview of
climate action.
Volume 1:
Stories
from 2035
Recommended for
stakeholders and decision
makers interested in the
technical components and
supporting details of the
City’s approach to climate
action.
Volume 2:
Technical
Foundation
and Work
Program
Provided for transparency
and recommended for
implementers, regulatory
review, and anyone seeking
more information.
Technical
Appendices
City of San Luis Obispo Page 3
1. INTRODUCTION
A Time for Transformational Climate Action
Due to decades of rapidly increasing global greenhouse gas (GHG) emissions and insufficient
climate action at all levels of government and industry, atmospheric GHG concentrations have
reached a level that guarantees substantial and unavoidable impacts for the foreseeable future.
California’s recent historic wildfires, droughts, floods, mudslides, and public safety power shutoffs
represent the types of climate change impacts that will be experienced with increasing frequency
and severity. These impacts threaten to make all the significant issues currently faced by the City
(e.g., economic recovery, the housing crisis, homelessness, equity, sustainable water supply,
etc.) more critical, challenging, and expensive. To limit global warming to 1.5° Celsius, annual
global emissions need to decrease 45 percent by 2030, and be “net zero” by 2050.1
Addressing climate change presents the City and community w ith an opportunity to use resources
more effectively, improve community equity and well-being, and develop an economy that is set
to recover from the impacts of COVID-19 and thrive in a rapidly changing 21st century.
In response to the need for ambitious c limate action, this Climate Action Plan establishes a
communitywide goal of carbon neutrality by 2035, adopts sector specific goals, and provides
foundational actions to establish a trajectory towards achieving that goal.
Climate Action and COVID-19 Recovery
The COVID-19 pandemic abruptly impacted San Luis Obispo and the surrounding region. While
the community recovers from the near-term health crisis, the longer-term economic impacts are
expected to remain for the foreseeable future. Climate action will play an integral role in the City’s
1 IPCC, 2018. Global Warming of 1.5°C. An IPCC Special Report on the impacts of global warming of 1.5°C
above pre-industrial levels and related global greenhouse gas emission pathways. Retrieved from:
.https://www.ipcc.ch/sr15/
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 4
recovery from the socioeconomic impacts of COVID-19. This Plan address the near-term needs
of economic and community recovery while also setting the community on a long-term trajectory
towards carbon neutrality.
The City is not alone in seeing climate action as an
organizing principle for community recovery. Leading
economists2, and governments ranging from cities3 to the
European Union4 believe that COVID-19 recovery
focused on creating a low carbon economy can provide
enduring economic benefit, address issues of health and
equity, and enable communities to thrive in a rapidly
changing world.5
In addition to economic recovery, this Climate Action
Plan also supports public health improvements that
increases community resilience and reduces community
risk to this pandemic and to future public health threats.
From focusing on local economic development to
increasing active transportation safety and accessibility 6
to reducing combustion of fossil fuels to improve outdoor
and indoor air quality7, the foundational actions in this
plan provide for a cleaner, healthier, and safer San Luis
Obispo.
Guiding Principles
Since the adoption of the City’s first Climate Action Plan in 2012, numerous lessons have been
learned about the feasibility and effectiveness of local climate action efforts. Since the goal of
carbon neutrality was first discussed by the City Council in 2018, the City has met with staff from
cities and reviewed ambitious climate action plans from around the world. The lessons learned
from local implementation and through review of global best practices have guided the
development of this Climate Action Plan and are summarized in Figure 1.1.
2 For example, see: Hepburn, C., O’Callaghan, B., Stern, N., Stiglitz, J., and Zenghelis, D. (2020), ‘Will
COVID-19 fiscal recovery packages accelerate or retard progress on climate change?’, Smith School
Working Paper 20-02. Retrieved from:
https://www.smithschool.ox.ac.uk/publications/wpapers/workingpaper20-02.pdf.
3 For example, over 30 mayors recently pledged to focusing COVID Recovery on health, equity, and
sustainability. See: https://www.c40.org/press_releases/taskforce-principles
4 For example see: https://www.reuters.com/article/us-health-coronavirus-eu-climate/eu-green-recovery-
to-target-buildings-clean-power-hydrogen-draft-idUSKBN22W2TO and
https://www.forbes.com/sites/davidrvetter/2020/04/13/use-lessons-of-covid-19-to-build-a-green-recovery-
say-eu-ministers/#68dd906a4335
5 Pinner, D., Rogers, M., and Samandari, H. 2020. Addressing climate change in a post-pandemic world.
Retrieved from https://www.mckinsey.com/business-functions/sustainability/our-insights/addressing-
climate-change-in-a-post-pandemic-world.
6 For examole, Giles-Corti et al. (2010) find, “Policies promoting the use of both energy-efficient motor
vehicles and increased active transportation would […] reduce disease burden by increasing physical
activity.” Retrieved from: https://pubmed.ncbi.nlm.nih.gov/20637168/
7 For example, a Rocky Mountain Institute literature review report provides substantial evidence linking
onsite natural gas combustion with poor indoor air quality and public health impacts. See:
https://rmi.org/insight/gas-stoves-pollution-health
Community Resilience
The City is currently undertaking a
study to assess community
vulnerability to the physical, social,
and economic impacts of climate
change.
Expected to be completed in 2021,
the community vulnerability
assessment will support the update
of the City’s Safety Element of the
General Plan, which will establish
the City’s policy framework for
climate change adaptation and
resilience.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 5
Figure 1.1 Climate Action Guiding Principles
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 6
The Climate Action Plan Process
The climate action planning process is a five -part cycle as outlined in Figure 1.2. This Climate
Action Plan includes the greenhouse gas emissions inventory (summarized in this chapter and
provided in full as Appendix A), establishes 2030 and 2035 greenhouse gas emissions targets ,
provides substantial evidence that the targets are achievable (summarized in this chapter and
provided in full as Appendix B), and an includes an action plan, including identified foundational
actions (Chapter 3) and a staff work program (Chapter 4). The implementation of the action plan
and evaluation of progress to the GHG reduction targets will occur at regular intervals following
the adoption of the Climate Action Plan, as described in Chapter 4.
Figure 1.2 Climate Action Planning Process
Greenhouse Gas Emissions Inventory and Forecast
A greenhouse gas (GHG) inventory is a comprehensive measure of GHG emissions that have
occurred as the result of activity in a jurisdiction or a geographic area in a calendar year. The
greenhouse gas emissions inventories and related emissions forecasts are the foundation for the
technical work required to complete a climate action plan. For this Climate Actio n Plan Update,
the City updated its 2005 baseline inventory, completed a 2016 inventory, and forecast emissions
for 2020, 2030, and 2035.
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Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 7
Table 1.1 provides the emissions for inventory and
forecast years by emissions sector. Due to actions
taken by the State and the City prior to the adoption
of this plan, as well as observed reductions in
emissions from community activity, even without this
Climate Action Plan, emissions are forecast to
reduce 33 percent from 2005 levels by 2035. A
detailed description of accounting methods,
protocols, progress towards state e missions
reduction targets, and the full inventories and
forecasts are provided in Appendix A.
Table 1.1 Forecasted GHG emissions with state reductions, 2005 -2050 (MTCO2e).
Sector 2005 2016 2020 2030 2035 Percent Change
(2005-2035)
Transportation 225,390 212,980 198,210 161,290 142,830 -37%
Nonresidential Energy 58,050 44,270 30,430 33,690 27,720 -47%
Residential Energy 55,450 39,410 33,760 35,660 33,180 -39%
Solid Waste 47,740 42,630 44,890 49,880 52,560 10%
Total 386,630 339,290 307,290 280,520 256,290 -33%
Change from 2005 -12% -21% -29% -33%
GHG Measurement
This plan addresses three greenhouse
gas emissions: carbon dioxide,
methane, and nitrous oxide. Em issions
are presented as metric tons of carbon
dioxide equivalent, or MTCO2e.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 8
Emissions Reduction Targets
In September of 2018, City Council received an
update on the Climate Action Plan process with a
request to provide direction on a long -term GHG
reduction goal. Following a presentation, public
comment, and deliberation about goals that cities
throughout California and the world are committing
to, Council directed staff to develop a roadmap to
carbon neutrality by 2035. This target goes above
and beyond the 2020 target set by Assembly Bill 32
and the 2030 target in Senate Bill 32 (see sidebar).
Carbon Neutral by 2035
“Carbon neutrality” applies to the net emissions of
the inventoried sectors reported in Table 1.1, above,
minus emissions captured through carbon
sequestration efforts. Achieving carbon neutrality in
a modern advanced economy is an unprecedented
challenge and will require that the City and the
community implement foundational actions now and
conduct additional research to assess and monitor
new developments in the ongoing and evolving field
of climate action planning. Achieving carbon
neutrality as a community is contingent on
numerous outside factors, such as increased state
funding for climate action, the federal government
taking responsibility for climate action and
supporting local action, and a regional approach to
supporting the clean energy economy. At the same
time, the City’s experience has been that an
ambitious reduction target invites resources for the
work and puts the City in position to pursue and
accept funds from external funding sources.
For regulatory guidance purposes, adoption of this
Climate Action Plan Update adopts the SB 32 target for 2030 and the carbon neutrality target for
2035. Table 1.2 provides the 2030, and 2035 greenhouse gas targets presented as annual
greenhouse gas emissions in MTCO2e. The Climate Action Plan Update also includes six sub -
targets for adoption, as described in Chapter 3.
Table 1.2 Greenhouse Gas Emissions Target Summary
Target Annual GHG Emissions Target (MTCO2e)
2005 Baseline Emissions 386,630
AB32 – 1990 levels (15% below baseline) by
2020 328,640
SB 32 – 40% below 1990 levels by 2030 197,180
Carbon Neutral by 2035 0
California Climate Law
Assembly Bill 32 (AB 32) (Nuñez,
Chapter 488, Statutes of 2006)
established a target of reducing GHG
emissions to 1990 levels by 2020 with
maintained and continued reductions
post 2020. Given the challenge of
estimating 1990 GHG emissions,
standard best practice is to use 15
percent reduction of a base line year
(2005) as a proxy. The City’s previous
adopted targets are consistent with AB
32. Based on participation in Monterey
Bay Community Power, the City is
expected to achieve its 2020 target.
Senate Bill 32 (SB 32) (Pavley, Chapter
249, Statutes of 2016) codifies into
statute the GHG emissions reduction
target of at least 40 percent below 1990
levels by 2030. The 2030 target reflects
the same science that informs the
agreement reached by the Paris
Agreement aimed at keeping the global
temperature increase below 2 degrees
Celsius (̊C).
In 2019, California Governor Jerry
Brown issued Executive Order B-55-18,
which establishes a new statewide goal
to achieve carbon neutrality as soon as
possible, and no later than 2045, and
achieve net negative emissions
thereafter.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 9
New Development Consistency with the Climate Action Plan
California Environmental Quality Act (CEQA) Guidelines Section 15183.5(b)(1) establishes
criteria to guide the preparation of a “plan for the reduction of greenhouse gas emissions.” A City
can make findings that its plan is consistent with these guidelines and can use the CEQA
document for the Climate Action Plan to allow future environmental review streamlining. This
Climate Action Plan has undergone CEQA review and the City finds that it is a qualified
greenhouse gas emissions reduction strategy consistent with state law. As illustrated in Figure
1.3, development that triggers CEQA review may use the CEQA GHG Emissions Analysis
Compliance Checklist provided in Appendix C to illustrate consistency with this Climate Action
Plan and will not be required to conduct additional greenhouse gas emissions review. Should a
project be unable to comply with the checklist, it would be required to illu strate compliance with
the City’s project efficiency threshold, also provided in Appendix C. A project that can illustrate
compliance with the checklist or achievement of the City’s efficiency thresholds will be consistent
with the Climate Action Plan and will not require further greenhouse gas emissions review.
Figure 1.3. New Development Consistency with the Climate Action Plan
City of San Luis Obispo Page 11
2. COMMUNITY
OUTREACH
A Community Driven Process
San Luis Obispo residents and businesses routinely rank climate change as an important issue.
In 2019, thousands of people in San Luis Obispo contributed to the City’s budget process that
resulted in City Council adopting Climate Action as a Major City Goa l for the second straight
Financial Plan cycle. Public input, community engagement, and local capacity building are
essential components of this Climate Action Plan. Dozens of outreach events and engagement
with thousands of community members support this Climate Action Plan Update. The events and
activities were designed to empower a variety of residents, stakeholders, City staff, and decision-
makers throughout the pro cess to craft the Climate Action Plan Update and to be ready to
implement it after adoption. This chapter provides outreach objectives and an overview of the
events conducted to collect information and develop this Climate Action plan.
Outreach Objectives
The City established specific outreach goals and objectives to ensure that the Climate Action Plan
is reflective of the values of San Luis Obis po. The City began the planning process with the
following objectives (and achieved each of them):
• Provide an open and transparent process
• Educate the community about the importance and urgency of climate action
• Engage and empower a broad cross-section of San Luis Obispo residents, business owners,
students, stakeholders, and decision -makers to take meaningful climate action within their
own roles in the community
• Gather input at strategic points in the planning process to inform the Climate Action Plan
• Gather meaningful input and feedback from the community about the Climate Action Plan
• Achieve broad demographic and geographic representation from stakeholders including
participants who are typically not engaged and traditionally under -represented in planning
processes.
• Engage at least 1,000 community members.
Climate Action Plan for Community Recovery
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City of San Luis Obispo Page 12
Outreach Events
The City, in partnership with community organizations, held dozens of events that ranged from
traditional City Council meetings, to “pop up” events, to on -line information gathering tools. This
section outlines the events conducted in support of this Climate Action Plan.
City Council Meetings
Staff presented information regarding the Climate Action Plan, collected feedback from
community members through public comment, and received direction from City Council at three
public meetings.
2018 Study Session - On September 18, 2018, Staff presented to Council on the status of the
Climate Action Plan Update, the results of the Community Greenhouse Gas Emissions Inventory,
and emissions reduction target options. Council directed staff to pursue carbon neutrality by 2035 ;
a greenhouse gas reduction measure more aggressive than that outlined in SB 32 . This Study
Session laid the foundation for the 2020 Climate Action Plan Update.
2019-21 Strategic Budget Community Meeting and Public Hearing - As part of the 2019-21
Financial Plan development, the City hosted a community meeting and public hearing on April 16,
2019. Through the process, staff received climate action feedback and ideas from hundreds of
residents. This event included 300 in-person participants.
2019 Study Session - On December 3, 2019, Staff presented to Council the proposed approach
to the Climate Action Plan. City Staff proposed the approach to carbon neutrality outlined in
Chapter 3 and received unanimous support to continue with the proposed approach.
Climate Solution Speaker Series
At the beginning of the Climate Action Plan Update process, the City considered ways for outreach
to be accessible, different, and fun. The City conceived of public educational events with regional
and national experts available to provide information and answer questions. Named, “Climate
Solutions Speaker Series”, the City partnered with the SLO Climate Coalition to host several
educational events related to climate action.
Climate Solution Speaker Series I - The kickoff
event on April 30, 2019 was a celebration of San
Luis Obispo’s decision to pursue a goal of carbon
neutrality by 2035. The event featured booths from
local organizations including ECOSLO, Monterey
Bay Community Power, the Sierra Club, and SLO
Transit, as well as panel discussion with Mayor
Harmon and representatives from the SLO
Chamber of Commerce and California Polytechnic
State University. The kickoff event had 250
attendees.
Climate Action Plan for Community Recovery
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City of San Luis Obispo Page 13
Climate Solution Speaker Series II – On June 25,
2019, the second speaker series event included a
presentation by Hal Harvey—CEO of Energy
Innovation, a San Francisco -based energy and
environmental policy firm —discussing the
effectiveness and benefits of potential policies as
climate solutions. The presentation was followed by a
forum where leaders from community organizations
representing environmental justice, racial justice, and
equity concerns shared their climate policy-priorities.
The event had 110 participants.
Climate Solution Speaker Series III - This two-part event on August 22, 2019 included a panel
discussion on building decarbonization and a Building Expo at the Thursday Farmers’ Market
featuring appliances, technologies, and materials in support of building decarbonization. The
panel discussion was attended by 85 participants; the expo was attended by hundreds of Farmers’
Market attendees.
Community Workshops and Open Houses
The City held workshops and open house events in central locations and organized them to inform
the community about the Climate Action Plan, collect feedback , provide opportunities to answer
questions about the Climate Action Plan, and share the proposed approach to carbon neutrality.
Workshop #1 - On May 16, 2019, the City hosted the first
Climate Action Plan workshop. The event consisted of an
overview presentation and workshop inviting participants to
share their “big ideas” for achieving carbon neutrality. The
workshop guided participants through each of the pillars to the
Climate Action Plan and provided opportunity for comments on
each. Key takeaways from each board ranged from “Establish
parking maximums” to “Update City tree list to focus on native
species.” The workshop culminated with a community open
mic where participants shared stories, thoughts, ideas and
actions related to climate change in 30 seconds or less. This
workshop had 35 participants.
California Polytechnic State University Workshop - On
October 8, 2019, the City hosted an interactive workshop on
the California Polytechnic State University campus. The
workshop consisted of an overview presentation and
workshop inviting students and faculty to share their “big
ideas” for achieving carbon neutrality. This workshop had 20
participants.
Open House - On December 3, 2019, the City hosted an Open
House for the public to learn more about the Climate Action
Plan Update. The Open House showcased the six proposed
Climate Action Plan for Community Recovery
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City of San Luis Obispo Page 14
pillars for the Climate Action Plan and concluded with a “visioning”
activity. This event had 70 participants.
Community Meetings
The City hosted several community meetings to discuss specific
focus areas related to the Climate Action Plan, such as building
decarbonization and how local organizations can take leadership in
climate action.
Business Roundtable - On May 16, 2019, City Staff invited
members of the business community to share initial ideas for how
they can take ownership of business-related climate action
initiatives. The meeting had 25 participants.
Community Collaboration for Climate Action Meeting - On
January 15, 2020, the City hosted a meeting for members of local
non-profits, government organizations, businesses, and community
service groups to connect and collaborate for climate action. The
event consisted of an overview presentation of the City’s Climate
Action Plan and a breakout session of small groups to brainstorm
and discuss actions their organizations can take. This meeting
elicited 23 participants.
Tabling
City staff travelled to several locations throughout the city to allow
community members the opportunity to engage with the Climate
Action Plan in a convenient and streamlined manner.
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City of San Luis Obispo Page 15
Farmers’ Market Booths - On October 10 and November 7, 2019, City
Staff tabled at the Downtown Farmers’ Market to update the public on the
Climate Action Plan and provide opportunity for questions and comments.
Staff engaged participants in interactive activities to fac ilitate learning
about the Climate Action Plan. Staff also invited participants to share their
“big ideas” for climate action at home, in their neighborhoods, at work,
and city-wide. Each event engaged approximately 20 participants.
Short Story Collection - In January 2020, City Staff tabled at California
Fresh (771 Foothill Blvd.), Assistance League (667 Marsh St.) and
Nautical Bean (2010 Parker St.) to share information about the Climate
Action Plan Update and encourage community members to sub mit a “short story” about their
vision of carbon neutral San Luis Obispo in 2035. These stories were used as inspiration for the
stories shared in Volume 1 of the Climate Action Plan. These events engaged 90 participants.
Online Outreach
Staff provided online opportunities for community members to learn about and contribute to the
development of the Climate Action Plan through various online platforms.
Social Media – The City used its social media channels to provide information about outreach
events, opportunities to provide feedback to drafts, and general education.
2019-21 Budget Open City Hall - Participants were shown current “Major City Goals and Other
Important Objectives” and asked to choose the top 5 they think the City should prioritize. Climate
Action ranked #4 out of 14. This event was released in January 2019 and had 1,587 participants.
Emissions Reductions “Big Ideas” Open City Hall - Participants were invited to share their
“big ideas” for reducing greenhouse gas emissions in the City. Respo nses ranged from “Re-roof
homes in white” to “Turn off non -commercial streetlights between 1:30 -5:30 a.m.” This online
activity was released in concurrence with Workshop #1 in May 2019 and had 71 participants.
Conclusion
As discussed in Chapter 3 and Chapter 4, the path to carbon neutrality is one that involves
continued learning, reflection, and innovation. As the City implements this Climate Action Plan
and works on future updates, this spirit of learning, reflection, and innovation will be carried t o the
community outreach process where new voices and new ideas will be heard.
City of San Luis Obispo Page 17
3. THE PATH TO
CARBON
NEUTRALITY
The City’s Approach to Carbon Neutrality
The City’s approach to carbon neutrality is based on the guiding principles and greenhouse gas
emissions inventories and forecasts described in Chapter 1, and the conversations that occurred
with the community described in Chapter 2.The City’s approach to carbon neutrality is organized
into the six pillars, as shown in Figure 3.1, each with a long-term goal and foundational actions to
be initiated or completed by 2023 .
Estimated Greenhouse Gas Emissions Reductions
In partnership with technical consultants, the City identified a pathway to achieve quantified GHG
reductions consistent with state regulation and local policy. The resulting GHG reductions
estimates and underlying calculations show substantial evidence that the City can achieve
consistency with SB32’s target of 40 percent below 1990 by 2030, and that the foundational
actions in this Climate Action Plan create the conditions to make significant progress toward
achieving its carbon neutral by 2035 goal.
The combined local reductions from the Climate Action Plan pillars and their foundational actions
could result in an annual reduction of 124,270 MTCO 2e in 2030 and 184,270 MTCO2e in 2035,
as shown in Table 1.1. This represents a total reduction in annual greenhouse gas emissions of
204,330 MTCO2e in 2030, or 53 percent from the 2005 baseline, and 275,600 MTCO 2e in 2035,
or 71 percent from the 2005 baseline with a remaining gap of 111,030 MTCO2e.
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City of San Luis Obispo Page 18
Figure 3.1 Six Pillars to Carbon Neutrality
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City of San Luis Obispo Page 19
Figure 3.2 Projected Community GHG Emissions, 2005-2035
*The quantified reduction estimates for the “Lead By Example” pillar will be included in the forthcoming
municipal climate action plan and are not counted in this community climate action plan.
Taken together, these six pillars could reduce community greenhouse gas emissions by
approximately 71 percent below annual baseline emissions by 2035, with the largest reductions
occurring in the Connected Community and Circular Economy pillars. Table 3.1 and Figure 3.3
provide overviews of greenhouse gas emissions reductions by pillar .
Table 3.1 GHG Emissions Reductions Estimates (MTCO2e, 2030 and 2035)
Pillar 2030 2035
Pillar 1: Lead by Example * *
Pillar 2: Clean Energy Systems 26,050 39,010
Pillar 3: Green Buildings 11,960 26,740
Pillar 4: Connected Community 45,240 64,170
Pillar 5: Circular Economy 37,410 47,300
Pillar 6: Natural Solutions 3,610 7,050
Total 124,270 184,270
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2005 2016 2020 2030 2035Greenhouse Gas Emission (MTCO2e)Baseline Forecast (BAU)Scenario Emissions Target Emissions
71% potential
GHG emissions
reduction
111,030 MTCO2e
GHG emissions
gap
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City of San Luis Obispo Page 20
Figure 3.3. Greenhouse Gas Emissions Reductions by Decarbonization Pillar
(Annual MTCO2e in 2035)
Note: The Clean Energy Systems pillar action (launch Monterey Bay Community Power service) is expected to be
significantly underway at the adoption of the Climate Action Plan, and therefore is included in the GHG inventory
forecast. For this reason, it is illustrated in Figure 1.1 as emissions avoided in the forecast.
Getting to True Carbon Neutrality
The approach to reducing greenhouse gas emissions provided in this Climate Action Plan would
leave approximately 111,030 MTCO2e in annual emissions in 2035 to reduce or offset to achieve
true carbon neutrality. Chapter 4 provides additional administrative actions that the City commits
to for the purpose of continuing the learning process and to better understand how to address the
remaining emissions.
The methods used to quantify these reductions are provided in detail as Appendix B , and they
demonstrate one of several viable paths enabled by the foundational actions in this Climate Action
Plan. As these foundational actions are initiated and transiti on from pilots to fully implemented
programs operating at the appropriate speed and scale , the specifics may vary, which is why a
monitoring and reporting program is also provided in Chapter 4.
It is important to note that although the analysis does not demonstrate that San Luis Obispo is
able to achieve carbon neutrality by 2035, the total emissions reductions that can be achieved
across the six pillars that are within the City’s authority or influence shows the massive potential
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City of San Luis Obispo Page 21
for the City to reduce local greenhouse gas emissions,
while recovering from the economic impacts of COVID 19
and creating a healthier, cleaner, and more connected
community.
Having a carbon neutrality framework in place will allow
the City to capitalize on private foundation investments
and federal and state funding sources as they become
available. Additionally, the gap in GHG reductions
illustrates that if true carbon neutrality is to be achieved,
substantial support from the federal government and the
State of California is required .
Foundational Actions
The six pillars in this Climate Action Plan include specific
foundational actions to be initiated or completed by 2023.
Each of these actions present critical first steps in
pursuing community-wide carbon neutrality by 2035. The
Office of Sustainability has worked closely with
departmental staff throughout the City, the community,
key stakeholders, technical consultants, and other cities
to develop and refine each of the following actions to
ensure consistency with Council objectives, feasibility,
and equitable community impacts and benefits.
Many of the actions can be completed with existing staff
time and budgeted resources. However, m any other
actions will require future funding allocations or obtaining
grant resources. Given the financial impacts of COVID 19,
there is less certainty about available resources and as a
result, staff will pursue additional grant funding
opportunities.8
The remainder of this chapter provides an overview of
each pillar and a detailed description of each foundational
action, including the following points of information (note
that the pillar sections are color coded for ease of
reading):
• Detailed action description
• Responsible department
• Timeline
• Funding and financing options
• Equity considerations
• Economic development considerations
• Case studies
8 The City partnered with the Urban Sustainability Director’s Network to develop a comprehensive funding
and financing map that identifies the various ways climate action measures can be paid for. This financing
map informed the vetting of actions included in this plan.
State Guidance and
Research
State legislation (AB 32 and SB
32) focused on reducing GHG
emissions provides authority to
the California Air Resources
Board to develop the strategy for
achieving the state’s targets via
the Climate Change Scoping Plan
(Scoping Plan). The Scoping Plan
identifies the need for local
governments to reduce their
emissions accordingly and
provides an approach to achieve
the 2030 targets and to put the
state on a trajectory to achieve the
goal of reducing emissions 80
percent under 1990 levels by
2050.
Faced with the incredibly
challenging, but essential, task of
achieving these deep reductions
in greenhouse gas emissions, the
State of California has
commissioned numerous studies
outlining potential decarbonization
paths. For example, the California
Energy Commission (CEC)
released the report Deep
Decarbonization in a High
Renewables Future (2018) to
describe the most cost-effective
approach to reaching the state’s
2030 and 2050 targets. Consistent
with other reports studying
approaches to achieving deep
GHG reduction targets. The City
has used this organizational
framework as a foundation and
has amended it based on
additional research to establish
the six pillars of decarbonization in
this Climate Action Plan.
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PILLAR 1:
LEAD BY EXAMPLE
Like many organizations, the City owns vehicles,
operates buildings, and has employees that
commute to work. Municipal operations
contribute greenhouse gas emissions by using
electricity and natural gas and fossil fueled
vehicles for its fleet and commuting employees,
as well as generating solid waste. Accelerating
and expanding the City’s traditional approach to
the wise use of resources and organizational
resilience will simultaneously reduce
greenhouse gas emissions and serve as an
example to residents and businesses in the
community that organizational carbon neutrality is possible . The City also plays a key role in
economic development and support of community partnerships. By centering climate action in
these efforts, the city can support local and regional organizations i n achieving their own climate
action goals while also developing the economy to thrive in a rapidly changing world.
City Leadership
The City is already a municipal leader in sustainability initiatives and is currently working on, or is
planning to work on, the following projects:
• Implementing the Water Treatment Plant Energy Efficiency project
• Ongoing evaluation of recycled water system expansion
• Evaluation of onsite energy generation at the Water Resource Recovery Facility, including
feasibility of a fuel cell powered microgrid.
• Lighting energy efficiency projects at the City’s parking garages
• Electric vehicle chargers for fleet vehicles at the Palm Street Garage
• Electric vehicle chargers at City Hall
• Developing Purchase Power Agreement (PPA) for solar projects
Foundational Actions
The foundational actions in this pillar are summarized here and described in detail below:
• Leadership 1.1 – Adopt a municipal carbon neutrality plan in 2021.
• Leadership 2.1 – Include carbon neutrality, social equity, and a focu s on developing a
green local economy in the updated Economic Development Strategic Plan.
• Leadership 2.2 – Research methods to support local contractors and labor.
• Leadership 3.1 – Create a formal approach to support and empower community
collaboration for climate action.
Lead by Example Goals:
Carbon neutral government operations
by 2030; Municipal Action Plan by July
2021
Total Emissions Reductions in 2030:
Not quantified
Total Emissions Reductions in 2035:
7,500 MTCO2e
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Leadership 1.1 Adopt a municipal carbon neutrality plan in 2021.
The City will develop and complete a plan to
achieve carbon neutral municipal operations by
2030. The plan will build on already completed
work to inventory municipal greenhouse gas
emissions and ongoing and concurrent work to
reduce operational greenhouse gas emissions.
City facilities include water treatment and
wastewater treatment plants, office buildings,
parking garages, the maintenance yard, and
transit operations, among others. A municipal
carbon neutrality plan , including the following
components, would establish a technical and
financial approach to reduce organizational
emissions to net neutral by 2030. As a highly
visible organization in the community, the City
would illustrate the viability of low carbon
operations and would be able to share lessons
learned and resources with other local and
regional organizations.
• Develop a ten-year work program
through staff collaboration to achieve
carbon neutrality, including:
o Detailed action descriptions
o Order of magnitude costs and
cash flow assessments
o An overall loading and phasing approach, including a description of how the
proposed actions are synched with the biennial financial planning process and the
capital improvement program
o Responsible department and explanation of how the action integrates with in -
process or planned City projects
o For particularly innovative, complicated, or collaborative actions, advice on
procuring appropriate technical and p roject implementation partners
• Review of City administrative practices and organizational policies, and development of
recommendations to integrate and prioritize climate decision making
• Development of necessary policy statements via resolution for consid eration by City
Council including, but not limited to, commitments to not procure or construct assets that
consume fossil fuels
Responsible Department
Administration will manage the administrative components of the project; Public Works and
Utilities will be responsible for supporting the plan development and proposing, vetting, finalizing,
and implementing the actions in the plan.
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Timeline
The Municipal Climate Action Plan will be initiated in Fiscal Year 2019 -20 and will conclude in
July 2021. Implementation of the plan will occur through 2030.
GHG Reduction Estimates
Carbon neutral municipal operations would equate to approximately 7,500 MTCO2e per year in
2035. It is important to note that these emissions are a subset of community emissions and the
reductions from this pillar are not included in the community total to ensure the reductions are not
double counted.
Funding and Financing Options
The plan is currently funded through an existing encumbered carryover funding amount of
$45,000. However, this funding has been put on hold as the City assesses COVID 19 budget
impacts. City staff has identified a way to complete the plan using staff resources only.
Equity Considerations
The City provides equal access to facilities, transit, transportation, recreation, water, and
wastewater, among many other services. It will be critical that pursuit of carbon neutrality in
government operations will not affect access to services for low income households and
individuals.
Economic Development Considerations:
The development of the City’s organizational approach to carbon neutrality can be used by local
and regional organizations and businesses. As a living laboratory for clean innovation, the City’s
operational initiatives align closely with the economic development initiatives outlined in
Leadership 2.1, below.
Case Studies
• City of Ft. Collins, CO, Municipal Operations Sustainability Plan
• City of Austin, TX, Carbon Neutral Operations Resolution
• City of Lancaster, PA, Municipal Operations Decarbonization Plan
Tracking Progress
The City will report on plan development progress until adoption and will report on implementation
progress thereafter.
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Leadership 2.1 Include carbon neutrality, social equity, and a focus on
developing a green local economy in the updated Economic
Development Strategic Plan.
Adopted in 2012 and updated in 2015, the
City’s Economic Development Strategic Plan
provides a framework for economic growth.
The Economic Development Strategic Plan
includes strategies to break down barriers to
job creation, actively support knowledge and
innovation, promote and enhance the San Luis
Obispo quality of life, and build on existing
efforts and strengthen regional partnerships.
Since 2015, awareness of the need to achieve
ambitious greenhouse gas emissions
reductions has coincided with findings that the
transition to a low carbon economy is itself an
economic development and wealth generating
opportunity. At the same time, Council has
affirmed that these growth opportunities must
benefit all of the community and should include
a focus on providing opportunity for low income
or historically underrepresented communities.
The region is facing changes, including the
closure of Diablo Power Plant, the introduction
of Monterey Bay Community Power, and
recovery from the COVID-19 pandemic and
has several overlapping regional economic
development projects ongoing, including
REACH (formerly Hourglass) and the regional
Housing Action Team. Barriers to the
development of a low carbon and equitable
model of economic growth continue to persist ,
including cost of housing, adequate
infrastructure, and access to investment capital.
The updated Economic Development Strategic
Plan will focus on supporting efforts that lower
these barriers and will develop a program that
leads to low carbon equitable growth for a
thriving community and region.
Responsible Department - Administration
Timeline
The Economic Development Strategic Plan will be initiated in 2020 with a planned completion of
2022 and implementation thereafter.
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GHG Reduction Estimates
The strategic approach to developing a low carbon economy is supportive of the carbon neutrality
goal but does not itself reduce greenhouse gas emissions.
Funding and Financing Options
The City will pursue grant funding for the plan update.
Equity Considerations
Through intentional economic development planning, economic growth can be harnessed to
achieve community goals related to quality of life, equity, and climate action. Clean -tech
innovation and other tech sector jobs will continue to be important, however o ther skillsets related
to building trades, textile, production, and building materials production and reuse, agriculture,
and many other fields will also be needed to achieve the objectives of the Climate Action Plan
while growing economic opportunities fo r all.
Economic Development Considerations
Economic development is the primary focus of this action.
Case Studies
• East Bay Community Energy Local Development Business Plan
• City of Riverside – Economic Prosperity Action Plan and Climate Action Plan
• Smart & Clean Helsinki
• City-Business Climate Alliances
• VentureLab
Tracking Progress
The City will report on the progress of plan development through adoption and implementation
progress thereafter.
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Leadership 2.2 Research methods to support local contractors and
labor.
The concept of a “Green New Deal” was first presented nationally in early 2019. Since then, local
versions of it have appeared across the US, including in Los Angeles and New York. While the
“green” part of the Green New Deal is central, equally important is the “new deal” part, which asks
how the effort to decarbonize the economy can be used to support workers and families through
job training and wages that allow people to live where they work. The resources of a City like San
Luis Obispo are a small fraction of those available to federal, state , or major metropolitan
governments. However, the City is still interested in finding ways to support local businesses and
workers to achieve quality of life, equity, and climate action objectives. City staff will conduct a
review of existing and proposed local government programs that focus on local business and
labor, identify areas of regulatory authority, and research opportunities and barriers to
implementation of a program that would support local contractors and labor.
Responsible Department – Administration
Timeline
The City will seek partnership with Cal Poly for the effort to be completed as part of academic
research and will return in the 2023 Climate Action Plan with specific recommendations for
implementation.
GHG Reduction Estimates
The strategic approach to developing a low carbon economy is supportive of the carbon neutrality
goal but does not itself reduce greenhouse gas emissions.
Funding and Financing Options
Staff will complete this research within existing budgeted staffing resources.
Equity Considerations
Support for local labor, particularly in the building trades, could provide more diverse head of
household jobs, which could benefit low- and moderate-income residents.
Economic Development Considerations
Investment in local contractors and workers could increase the amount of money that stays in the
community and region and could promote a virtuous cycle of increased local work, increased local
wages, and increased economic growth.
Case Studies
• City of San Luis Obispo Project Labor Agreement
Tracking Progress
The City will report on the progress of completed research by 2021 and inclusion in the 20 23
Climate Action Plan.
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Leadership 3.1 Create a formal approach to support and empower
community collaboration for climate action.
As discussed in Chapter 1, local governments are
uniquely capable of certain actions to influence climate
outcomes. Similarly, local organizations and businesses
throughout the community and region are also uniquely
suited to achieve certain climate actions. For the
community to achieve its climate action goals, all of
these different types of organizations need to coordinate
and collaborate.
This action seeks to establish a process for coordination
and collaboration to ensure those organizations that
take action receive community attention and praise and
those organizations that want to achieve action are
supported through connections to information and other
resources. It is envisioned that this will initially be a
program to publicly recognize organizations that have or
are taking actions to achieve the community’s climate targets. Dep ending on the success of that
program, it could shift over time to a program where the City facilitates collaboration and
coordination between organizations.
Responsible Department – Administration
Timeline
The City will begin the first public recognition of local climate action accomplishments immediately
following adoption of this Climate Action Plan. The City will consider more formal coordination
structures in 2021.
GHG Reduction Estimates
The strategic approach to developing a low carbon economy is supportive of the carbon neutrality
goal but does not itself reduce greenhouse gas emissions.
Funding and Financing Options
This action will be completed with existing staff resources.
Equity Considerations
The program will include a focus on publicly celebrating actions from community organizations
that aren’t traditionally considered “environmental” organizations and will seek to provide access
to external resources to these organizations.
Case Studies
• SLO County Green Business Network
• City of Austin Green Business Leaders
Tracking Progress
The City will track progress by reporting the number of organizations formally acknowledged.
Climate Action Plan for Community Recovery
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PILLAR 2:
CLEAN ENERGY
SYSTEMS
Affordable, accessible, abundant, and clean
energy systems are the foundation of a low
carbon economy that equitably thrives in a
changing climate. Rapid transitions to carbon
neutral electricity that supports local economic
development is possible through community
choice energy and partnerships with the city’s
energy utility providers. The Clean Energy
Systems pillar focuses on grid-based energy
sources (electricity and natural gas). The goal for
this pillar is carbon free electricity by 2020, with
additional efforts to understand natural gas
decarbonization technologies, support affordable and equitable access to clean energy, and
coordinate utility investments in electrical and natural gas grid reliability.
Equity, Quality of Life, and Economic Development Opportunities
With new renewable energy projects proposing prices that are comparable with or cheaper than
fossil fuel resources, a carbon neutral and increasingly renewable electricity supply will provide
continued costs savings on the electricity generation component of local electricity bills. System
wide, the transition of energy procurement to a value-driven public agency provides local
accountability, accelerated transition to clean energy, and the ability to retain the money spent on
energy in the region through local energy programs.
City Leadership
The City exhibited leadership in this pillar by joining Monterey Bay Community Power.
Foundational Actions
The Foundational Actions in this pillar are:
• Energy 1.1 – Launch Monterey Bay Community Power and achieve a 98% participation
rate while advocating for programs that support equity and achieve maximum local benefit.
• Energy 2.1 – Work with MBCP and PG&E to develop a regional grid reliability strategy.
• Energy 3.1 – Partner with SoCal Gas to research options for reducing greenhouse gas
emissions associated with the existing natural gas grid.
Clean Energy Systems Goal:
100 percent carbon free electricity by
2020
Total Emissions Reductions in 2030:
26,050 MTCO2e
Total Emissions Reductions in 2035:
39,010 MTCO2e
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 30
Clean Energy Systems 1.1 – Launch Monterey Bay Community Power
and achieve a 98% participation rate while advocating for programs
that support equity and achieve maximum local benefit.
Grid based electricity accounts for
approximately 9.5 percent of the City’s 2016
greenhouse gas emissions inventory. On
January 1, 2020, the City began receiving
energy from Monterey Bay Community Power
(MBCP), a Community Choice Energy (CCE)
program that provides 100 percent carbon
free electricity with a rate savings relative to
PG&E. CCEs bring local control, freedom of
choice and competition into the electricity
marketplace by allowing local governments to
pool the electricity demand of their
communities and purchase power with higher
renewable content and lower greenhouse gas
emissions. Energy from MBCP is delivered
the City’s existing grid with PG&E.
California CCEs are “opt-out” by statute, meaning that every electricity meter in the community is
automatically enrolled, but has the option to opt-out of the CCE at any time.9 As of February 17,
2020, the City has a total MBCP enrollment opt-out rate of 1.79 percent, meaning that 98.21
percent of accounts were participating in the program.10 To maximize enrollment, City staff have
allocated ongoing time to support local participation in MBCP.
Partnership with MBCP has allowed the City to achieve its Clean Energy Systems pillar goal of
100 percent carbon free electricity by 2020.
Responsible Department - Administration
Timeline
The City began receiving service from MBCP on January 1, 2020.
GHG Reduction Estimates
Based on the assumption of a 2 percent opt -out rate for residential accounts observed above, it
is estimated that participation in MBCP will reduce forecast emissions by 26,050 MTCO2e in 2030
and 39,010 MTCO2e and in 2035.
Funding and Financing Options
The City currently hosts remote locations for Policy Board and Operations Board meetings and
provides staff to support the region’s Policy Board and Operations Board members (currently, the
Mayor and City Manager).
9 http://www.leginfo.ca.gov/pub/01-02/bill/asm/ab_0101-0150/ab_117_bill_20020924_chaptered.pdf
10 Opt-out information was provided via email from MBCP staff on February 17, 2020.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 31
Equity Considerations
MBCP will purchase cleaner energy at a lower cost than the existing Investor Owned Utility, which
supports low-income rate payers while reducing greenhouse gas emissions. More important than
rate savings, though, is the potential of equity focused energy p rograms. The City will continue to
advocate for policy and energy program design that center benefits on low income and
disadvantaged communities to ensure access to electric vehicles, clean energy in homes, solar
energy systems, and resilient energy systems.
Economic Development Considerations
As a mission driven local government organization, MBCP helps to support economic vitality
because money from rates paid by local customers stays in the Central Coast. Surplus revenues
that would normally leave the community in a for-profit corporation will instead stay in the
community to help fund regional renewable energy programs and projects, create jobs, and
stimulate the economy.
Tracking Progress
The City will annually obtain the agency’s “power content label” from MBCP, which discloses the
power portfolio sources and confirms the carbon neutral power supply. The City will also receive
annual opt-out rate updates.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 32
Clean Energy Systems 2.1 – Work with MBCP and PG&E to develop a
regional grid reliability strategy.
The City recognizes that a low carbon contemporary economy depends on a reliable, resilient,
and safe electric power system . Recent power shut offs in the state of California have had
concerning economic repercussions and highlighted income inequalities that will likely be
exacerbated as climates continue to shift. The City will partner with MBCP and PG&E to develop
a strategy to maximize its regional grid reliability.
Responsible Department - Administration
Timeline
The development of the regional grid reliability plan will be initiated as part of the Safety Element
Update of the General Plan project (initiated in Fiscal Year 2019 -2020 and be completed by 2023).
Implementation of the strategy will begin in concurrence with the 2023 -25 Financial Plan and will
be ongoing through 2035 and beyond.
GHG Reduction Estimates
Grid reliability does not reduce greenhouse gas emissions on its own, but it does allow for
continued access to affordable carbon neutral electricity, which is the foundation of the Green
Buildings Pillar, and includes components of the Connected Community Pillar.
Funding and Financing Options
Staff time for the effort will occur as part of existing budgeted resourc es. Funding for community
vulnerability is included in a grant from Caltrans to conduct a comprehensive community
vulnerability assessment to the impacts of climate change that is already underway. Funding and
financing for improvements to local and region al grid infrastructure will be identified and will
depend strongly on financial investments from PG&E and MBCP.
Equity Considerations
Power outages present additional risk to already vulnerable populations. Individuals who depend
on electrical medical equ ipment at home are susceptible to increased health concerns and
medical bills when unable to access power. Additionally, low -income individuals are
disproportionally burdened when power outages cause workplace closures and may face food
insecurity without refrigeration. Minimizing the frequencies and durations of power outages will
reduce these threats.
Economic Development Considerations
Grid reliability affects buildings such as hospitals, storefronts, restaurants, telecommunications
systems, and government buildings – all of which are integral to a functioning economy.
Case Studies
• MBCP Community Resilience Programs
• PG&E and East Bay Community Power Collaboration
Tracking Progress
The City will track the number and nature of meetings with each utility in the first year of
implementation. Thereafter, the City will report on progress towards grid resilience and reliability.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 33
Clean Energy Systems 3.1 – Partner with SoCal Gas to research options
for reducing greenhouse gas emissions associated with the existing
natural gas grid.
Many buildings in San Luis Obispo use natural gas for space heating, water heating, and cooking.
The combustion of natural gas emits CO 2. For San Luis Obispo in 2019, this accounted for 51,310
MTCO2e, or approximately 15 percent of inventoried emissions. Direct methane leaks at
extraction and processing facilities, along transmission and distribution routes, and in the end use
location means that the emissions from natural gas use are likely substantially higher than those
reported in the inventory.
The existing natural gas grid serves most of the community, and regardless of the Clean Energy
Choice Program for New Buildings encouraging all -electric new buildings (See Green Buildings
1.1), the natural gas grid will continue to grow in San Luis Obispo for the next several years. Due
to the extremely potent global warming potential of methane, the City will request to work with
SoCal Gas to better understand distribution system, lateral connections, and on-site system leaks
in the community and identify ways to reduce them.
Additionally, SoCal Gas has provided presentations that biogas can be used to lower the overall
greenhouse gas emissions from grid-based natural gas. In meetings with the utility, SoCal Gas
staff confirmed that there are no unused sources of biogas in the community that currently could
be used for grid applications, however, the City is interested in further exploration of potential
biogas pilot projects. Additionally, City staff has met with SoCal Gas on several occasions to
discuss developing methods for quantifying the impacts of fugitive methane emissions and related
savings from biogas, as well as searching for innovative pilot projects for low carbon fossil fuel
technologies.
Responsible Department - Administration
Timeline
The City has already met with SoCal Gas’s sustainability and project development staff in late
2019 and again in February 2020. The City will plan on establishing a regular meet ing schedule
with SoCal Gas’s sustainability staff to further pursue local leak assessment and reduction
research, biogas resources, and accounting for introduction of biogas into the natural gas
distribution and transmission system with the expectation that work could begin on these topics
as early as Fiscal Year 2020-21.
GHG Reduction Estimates
Due to insufficient accounting protocols for methane leakage, this action does not include any
greenhouse gas emissions reductions. However, the action allows the City to better understand
these emissions sources and identify ways to reduce them in future Climate Action Plans.
Funding and Financing Options
Office of Sustainability staff will coordinate with SoCal Gas to implement this action as part of its
standard operating budget and staff capacity.
Tracking Progress
The City will track the number and nature of meetings with each utility in the first year of
implementation. Thereafter, the City will report on progress towards grid resilience and reliability.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 34
PILLAR 3:
GREEN BUILDINGS
Advances in on-site solar energy systems,
electrical appliances, and grid-based energy
provide a significant opportunity. These
advances provide for all-electric buildings to
maintain all the conveniences and comforts
of standard buildings without the climate
pollution caused through the use of fossil
fuels. Rapid transitions to low carbon
buildings is possible through a two-pronged
approach: by identifying the largest energy
users and working to provide cash positive
financing mechanisms; while also working
with homeowners and building owners to
subsidize and support onsite solar, energy
storage, and transitioning high energy use appliances (e.g., water heating and space conditioning)
to high efficiency electric alternatives.
The Green Buildings pillar focuses on emissions from energy (electricity and natural gas) used in
buildings, facilities, and outdoor lighting in the community. The goal for this pillar is to add no new
net emissions from new buildings starting in 2020 and reduce emissions from the remaining
building stock by 50 percent (after accounting for savings from carbon free electricity) by 2030.
With clean electricity as the foundation of a carbon neutral community, and with rapid advances
and cost reductions in onsite solar generation, onsite energ y storage, and electric appliances, the
potential exists to equitably and affordably transition to fossil fuel free buildings.
This pillar focuses on high impact programs that: produce carbon neutral new buildings; leverage
existing programs; provide funding sources for income qualified households ; and develop
financing mechanisms to address the communities largest natural gas users by assisting building
owners to increase efficiency and retrofit natural gas water heating and space conditioning to
electric appliances.
Rapid transitions to low-carbon new buildings (from onsite energy use) is possible via the City’s
Clean Energy Choice Program for New Buildings and the 2019 California Energy Code (and
standard triennial updates to both). Existing buildings will be a substantially more challenging
issue as every building is unique and many existing buildings may require costly electrical system
upgrades to transition to lower carbon buildings.
The emissions from electricity are primarily reduced by joining Monterey Bay Community Power,
as described in “Clean Energy Systems”, above. Natural gas consumption occurs in buildings and
facilities primarily for water heating, space heating, cooking, clothes drying, and decorative space
Green Buildings Goals:
No net new building emissions from onsite
energy use by 2020; 50 percent reduction
in existing building emissions (after
accounting for MBCP) by 2030
Total Emissions Reductions in 2030:
11,980 MTCO2e
Total Emissions Reductions in 2035:
26,740 MTCO2e
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 35
heating (e.g., gas fireplaces). While some natural gas end uses may always require fossil fuels to
operate (e.g., industrial processes for manufacturing), all common residential and commercial
natural gas end uses have high quality, high efficiency, and typically cost -effective electric
alternatives. As buildings become more efficient and as building owners choose to transition from
fossil fueled to electric appliances, the emissions associated with onsite energy use will rapidly
decline.
Equity, Quality of Life, and Economic D evelopment Opportunities
As described below, although the generation costs associated with electricity are projected to stay
flat or decrease as the result of low cost new renewable energy facilities, transmission costs are
likely to fluctuate substantially as climate change exposes the statewide grid to ever increasing
natural hazards. As the state moves towards decarbonization and the state’s natural gas system
ages, natural gas utility costs are also expected to increase and fluctuate. A focus on support ing
low income households in installing rooftop solar and pairing that with high efficiency electric
appliances for space and water heating allows enhanced comfort and insulation from fluctuating
electricity and natural gas grid costs.
A rapid mobilization in the solar installations, energy efficiency installations, and appliance
switching is a “win-win” in that there are typical lifetime savings associated with the work for the
building owner while also creating a substantial demand for skilled labor. Additionally, transitioning
existing buildings at speed and scale will require technological innovations. By partnering with
organizations that support entrepreneurs, local business can pair their innovation and ingenuity
with emerging needs, creating additional head of household jobs and local economic stimulus.
City Leadership
The City has already begun strategically retrofitting existing buildings to electric appliances. One
example is the planned retirement of the natural gas co -generation system at the SLO Swim
Center and replacement with onsite solar generation to replace the lost generation capacity of the
existing system. As described in the “Lead by Action” section, above, the City will also develop a
plan to achieve carbon neutral operations, including in building and energy use, by 2030. The City
will exhibit regional leadership as an advocate by continuing to influence Monterey Bay
Community Power energy program development and implementation and partnering with existing
entities to maximize local resources for building retrofits.
Foundational Actions
The Foundational Actions in this pillar are:
• Buildings 1.1 – Adopt and implement the Clean Energy Choice Program for New Buildings
and review opportunities for improvement in the 2022 code cycle.
• Buildings 2.1 – Conduct comprehensive retrofit program study and develop and implement
a strategic and equity focused building retrofit program by 2021.
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Green Buildings 1.1 Adopt and implement the Clean Energy Choice
Program for New Buildin gs and review opportunities for improvement
in the 2022 code cycle.
The City developed the Clean Energy Choice for
New Buildings, a package of incentives and local
amendments to the 2019 California Energy Code,
that encourages all-electric new buildings. When
paired with the carbon free electricity purchased
by Monterey Bay Community Power, all electric
new buildings are carbon free and avoid health
and safety issues associated with fossil fuels
The Clean Energy Choice Program for New
Buildings includes the following incentives:
technical support, financial incentives, regulatory
flexibility, and information sharing support. The
City is providing ongoing staffing to support
successful implementation of the program.
The City has also developed a Carbon Offset
Program to support the Clean Energy Choice
Program for New Buildings. City Staff will present
program performance to City Council in June of
2021, and if needed, will also provide the Carbon
Offset Program for Council consideration and
potential adoption.
Responsible Department – Community
Development and Administration
Timeline
The Clean Energy Choice Program for New Buildings will be brought before Council in 2020 and
is expected to include implementation of building code amendments in September of 2020. The
Carbon Offset Program could be brought to Council in June of 2021 depending on program
performance. City staff will participate in statewide efforts to enhance the 2022 Building Code and
will incorporate lessons learned into proposed local amendments when that code is enforceable
in 2023.
GHG Reduction Estimates
Assuming General Plan Buildout by 2035, and greenhouse gas emi ssions reductions estimates
for Climate Zone 5 used in the 2019 Cost Effectiveness Studies, and assuming that 85 percent of
applicable new buildings comply through 2030, and 95 percent of buildings comply through 2035 ,
the City expects to avoid 3,780 MTCO2e in 2030 and 6,250 MTCO2e from this action annually in
2035.
Funding and Financing Options
The City has completed technical work for the local amendments to the 2019 California Energy
Code and expects to begin implementing the program in September of 2020. Direct incentives
Climate Action Plan for Community Recovery
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through the incentive program are provided by MBCP and staff has issued a work order for on-
call technical support as part of the 2019 -20 mid-year budget adjustment.
Equity Considerations
The future of grid-based energy costs (electric and natural gas) is highly uncertain in a rapidly
changing climate and regulatory structure. New all electric buildings use net energy metering with
their solar energy systems to insulate themselves from grid energy costs. To ensure limited
exposure to cost uncertainties as designers and builders build capacity, the City successfully
advocated to Monterey Bay Community Power to provide direct financial incentives for all -electric
multi-family and affordable housing units.
Economic Development Considerations
By transferring energy bills in new development from a natural gas utility to PG&E and the City’s
community choice energy provider (Monterey Bay Community Power), money spent on energy
will be retained in the region and reinvested through regional ene rgy projects, lower rates, and
enhanced energy programs (as a local government agency that is mission driven, rather than
profit driven, Monterey Bay Community Power can retain capital in the region and with further
advocacy, can support the City’s green e conomic development initiatives as identified in Pillar 1).
Additionally, a recent study out of UCLA noted that the transition to all electric development will
lead to a net increase in jobs, particularly for skilled workers in construction, manufacturing, and
energy.11 An intentional effort in Economic Development Strategic Plan (see Pillar 1) could help
maximize these benefits locally and regionally.
Tracking Progress
Through the City’s permit tracking program, the City will record and report the number and type
of permits for all-electric buildings and mixed-fuel buildings.
11 2019. Jones et al. California Building Decarbonization Workforce Needs and Recommendations.
https://innovation.luskin.ucla.edu/wp-content/uploads/2019/11/California_Building_Decarbonization.pdf
Climate Action Plan for Community Recovery
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Buildings 2.1 Conduct comprehensive retrofit program study and
develop and implement a strategic and equity focused building retrofit
program by 2021.
Energy use in existing buildings will cont inue to contribute substantial amounts of greenhouse
gas emissions. The retrofit program study and proposed retrofit program will convene all relevant
stakeholders, inventory existing building stock and energy use, and identify a program that will
equitably and strategically achieve the community’s emissions reductions objectives. The
program will review potential policy measures , including adding renewable energy systems,
replacing fossil fuel appliances with clean electric appliances, improving comfort an d efficiency of
buildings mechanical and lighting systems, and improving building envelope s. The City will
consider a wide range of implementation methods, including benchmarking or energy score
requirements, potential ordinances, incentives, voluntary actions, education, and workforce
development.
The quantification for this action is included in Table 5.1 and Appendix B and shows one path to
achieving the City’s targeted reduction , with roughly 60 percent of existing energy load in existing
buildings participating in some form. However, there are many paths to achieve the reductions
presented in this action and the development of the retrofit program should be tied to the
emissions reduction outcomes while retaining flexibility in how they are achieved.
While the development of a transformational program of this nature does not have many examples
to build from, it should be noted that the proposed parameters of the program are consistent with
the state’s 2019 Energy Retrofit Action Plan12, SB 350’s target of 50 percent increase in existing
building energy efficiency by 2035, the CPUC’s decision to open up the state’s $1 billion in energy
efficiency funding for electrification measures, and the CPUC’s decision to invest $44 million in
electrification retrofit incentives and research in electrification retrofit programs.
Responsible Department – Community Development and Administration
Timeline
The City will initiate the project in Fall 2020 and will complete the plan and adopting resolutions
or ordinances by summer of 2021. The City will begin implementing the program in 2021 and will
continue through 2035.
GHG Reduction Estimates
The plan itself will not reduce greenhouse gas emissions, however it sets the foundations for deep
reductions in existing building emissions that will occur through implementation of the plan starting
in 2021 and continuing through 2035. Table 3.3 provides a summary of the quantification and
while the total emissions reductions should be viewed as the goal for the City as it collaboratively
develops the program, the emissions by each retrofit type may vary substantially.
122019 Statewide Energy Efficiency Action Plan -
https://ww2.energy.ca.gov/business_meetings/2019_packets/2019-12-
11/Item_06_2019%20California%20Energy%20Efficiency%20Action%20Plan%20(19-IEPR-06).pdf
Climate Action Plan for Community Recovery
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Table 3.3 Projected MTCO2e Savings by Retrofit Type, 2030 and 2035
2030 2035
Electrification Retrofits Commercial 670 870
Residential 4,170 13,540
Retrocommissioning Commercial 530 820
Residential 990 1,530
Energy Retrofits
Commercial 950 1,710
Residential 830 1,900
Commercial Benchmarking 40 120
Total 8,180 20,490
Funding and Financing Options
The 2019-21 Financial Plan includes $50,000 for the development of the Building Electrification
Program. The City is in talks with a national organization to partner with several Central Coast
cities to collaboratively develop a decarbonization retrofit program and to expand the technical
and financial resources available to the City for planning . Funding and financing for
implementation will be a substantial challenge and will include leveraging public programs through
MBCP, 3C-REN, PG&E, and SoCal Gas, identifying ways to enhance existing financing
mechanisms such as Property Assessed Clean Energy, advocating for retrofit programs through
MBCP, and monitoring state programs for funding opportunities.
Equity Considerations
When developing the retrofit program, the City will consider the needs of all residents and property
owners. The City will focus initial program efforts on the largest and least efficient buildings to
maximize immediate program impacts. In addition, the City will focus incentives and subsidies on
low-income and disadvantage communities to ensure the program helps reduce utility bills.
Economic Development Considerations
Investment in local contractors and workers to lead the study and program development could
increase the amount of money that stays in the community and region and promote a cycle of
increased local work, increased local wages, and increased economic growth.
Case Studies
• California Energy Efficiency Retrofit Plan
• “City Energy Project” for Developing Retrofit Programs
• Tri-County Regional Energy Network
• City of San Francisco Building Energy Benchmarking Program
• City of New York Building Energy Grades
• State of California Energy Benchmarking Program
Tracking Progress
The City will report on plan development progress until adoption. Starting in 2021, implementation
progress that triggers a permit will be tracked through the Community Development Department’s
permit tracking system.
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PILLAR 4:
CONNECTED
COMMUNITY
An increase in active transportation investment
coordinated with more housing production,
enhanced transit, and mobility innovations can
significantly reduce cost of living and increase
quality of life. This additionally reduces vehicle
miles travelled (VMT) and associated
greenhouse gas emissions. For the many local
and regional households that will still depend on
a vehicle for transportation, electric vehicles
coupled with carbon neutral electricity can
provide a low emissions alternative.
Transportation is the single largest source of
greenhouse gas emissions in the City of San Luis Obispo. Transportation emissions primarily
occur as the result of single occupancy fossil fueled vehicles. The goal for this pillar is to achieve
the General Plan Mode Split Objective by 2030 and have 40 percent of the remaining automotive
vehicle miles travelled occur through electric vehicles.13 Table 3.4 provides the baseline 2020
mode split and the 2030 objectives.
Table 3.4 Mode Split Objectives, 2020 and 2030
2020* 2030
Single-occupancy vehicle 67.7% 50%
Walking, carpool, and other 20.6% 23%
Transit 2.3% 7%
Bicycle 8.3% 20%
Total
*American Community Survey 2012-2017 data used as a proxy for 2020
This pillar focuses on advanced coordination between related fields of transit, active
transportation, parking, and housing development as well as on transformational operational
changes that will allow for more active transportation investments to be made at a more rapid rate
and lower per unit cost.
13 The General Plan set the following mode split objective for city resident trips: 50% of trips occur via motor
vehicles, 12% of trips occur via transit, 20% of trips occur via bicycles, and 18% of trips occur via walking,
carpools and other forms.
Connected Community Goals:
Achieve General Plan Mode Split
Objective by 2030; 40 percent VMT by
electric vehicles by 2030
Total Emissions Reductions in 2030:
45,240 MTCO2e
Total Emissions Reductions in 2035:
64,170 MTCO2e
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Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 41
Rapid transitions to achieve the Circulation Element of the General Plan’s mode share target five
years early will require increased density and housing production, innovative parking
management approaches, further commitments to transit, and a process to allow for rapid
construction of active transportation infrastructure. In all cases, equity and accessib ility must be
a top priority to ensure residents can conveniently and affordably move about the City without the
use of a fossil fueled vehicle.
It should be noted that reducing emissions from regional commute trips is especially difficult as
the activity of commuting to and from City requires the crossing of multiple jurisdictional
boundaries and is induced by a lack of affordable housing options in the city. The City will focus
on internal trips first, with secondary high priority focus supporting reducing emissions from
regional trips through addressing the City’s job/housing imbalance, housing affordability, and
access to electric vehicles and charging infrastructure .
Equity, Quality of Life, and Economic Development Opportunities
Cities and regions built for cars accommodate long commute times, which are expensive,
isolating, and polluting. This pillar looks to provide affordable, safe, and convenient access
through the community so that income is not a limiting factor in mobility. Additionally, for
households that must or choose to live somewhere that requires a personal vehicle, electric
vehicles have low operational costs and can lead to substantial total cost of ownership savings
relative to a fossil fuel vehicle.
City Leadership
The City will play a major leadership role in this effort through the construction and maintenance
of active transportation infrastructure, prioritization of streets and public rights of way for people
before automobiles, enhancement of transit services to include all electric buses and to increase
bus frequency, introduction of a micro -mobility “bike share” program, and further installation and
innovative management of electric vehicle charging infrastructure. The City will also lead through
continued purchasing of plug-in hybrid vehicles and electric bicycles for its fleet.
Foundational Actions
The foundational actions of this pillar are:
• Connected 1.1 – Establish a consistent method for tracking and reporting mode split metrics .
• Connected 1.2 – Research and develop an approach to a “Mobility as a Service” platform for
people to easily use all modes of low carbon mobility in the City .
• Connected 2.1 – Complete Active Transportation plan and begin implementation
immediately.
• Connected 2.2 – Launch micro mobility program by 2021.
• Connected 3.1 – Establish a policy and strategic approach to leveraging existing and new
parking garages for downtown residential and visitor serving uses and to allow for further
implementation of the Downtown Concept Plan.
• Connected 4.1 – Develop transit electrification strategic plan and begin implementing in
2020.
• Connected 4.2 – Shorten transit headways through accelerated implementation of the
existing Short-Range Transit Plan.
• Connected 4.3 – Explore additional innovative transit options in the 2022 Short -Range
Transit Plan (e.g., on-demand deviated routes, electric fleet expansion, micro transit, Bus
Rapid Transit, Transit Signal Priority).
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• Connected 4.4 – Assess feasibility of a “free to the user” transit ridership program.
• Connected 5.1 – Complete the 2019-21 Housing Element of the General Plan Update and
Flexible Zoning Requirements for Downtown.
• Connected 6.1 – Develop and begin implementing electric mobility plan to achieve a goal of
40 percent electric vehicle miles traveled (VMT) by 2035.
Greenhouse Gas Emissions and Tracking Progress
Unlike the other sectors in this Climate Action Plan, actions related to mobility and mode share
have a less direct correlation to a desired outcome. For example, it is relatively straight forward
to estimate the savings of switching an incandescent lightbulb to an LED lightbulb, but estimating
the savings that could occur from a mile of bicycle lane, increased accessibility via a bike share
program, or increased transit service is substantially more challenging. For this reason, the overall
mode split will be monitored through a method established in Connected 1.1 and the effectiveness
of individual actions will be evaluated in -light of this monitoring.
Specific actions in this pillar that can be directly associated with greenhouse gas emissions are
reported as such, but generally the actions in this pillar are intended to create systems of clean
transportation that leads to the estimated emissions reductions. For reference, Table 3.5 provides
the estimated emissions reductions by activity.
Table 3.5 Connected Community Greenhouse Gas Emissions Reductions, 2030 and 2035
(MTCO2e)
2030 2035
Electric Vehicles (All VMT) 22,180 34,920
Mode Shift (Internal VMT Only) 23,060 29,250
- Carpool and Walking 5,100 5,100
- Transit 5,340 8,750
- Bicycle 12,620 15,400
Total GHG Emission Reductions 45,240 64,170
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City of San Luis Obispo Page 43
Connected 1.1 Establish a consistent method for tracking and
reporting mode split metrics.
The Land Use and Circulation Element of the General Plan and its Environmental Impact Report
set the following mode split objective for city resident trips: 50 percent of trips occur via motor
vehicles, 12 percent of trips occur via transit, 20 percent of trips occur via bicycles, and 18 percent
of trips occur via walking, carpools and other forms. The City has informally used several points
of reference to estimate mode share over time, including the US Census’s American Community
Survey commute data, the city’s biennial traffic data collection program, and local travel survey
data; however, the city has not yet established a formal methodology for tracking and reporting
mode split progress. A more detailed, regularly updated, locally conducted travel survey would
allow for progress to be more adequately tracked. A professional survey or study requires outside
expertise and this action would provide direction to pursue funds through grant resources or via
future Financial Plans to establish a repeatable method.
Responsible Department – Public Works
Timeline
This action will be initiated in the 2021 -23 Financial Plan funding cycle.
GHG Reduction Estimates
The action does not reduce emissions itself, however, it would provide an approach to track the
GHG reductions occurring as the result of actions in this Climate Action Plan .
Funding and Financing Options
Similar work completed for the City of Santa Monica was contracted for approximately $40,000.
City staff would pursue funding for this approximate amount via grant funding or as part of the
2021-23 Financial Plan funding cycle.
Equity Considerations
A defensible and consistent method for tracking mode splits would ensure participation from
groups that typically do not participate in surveys or may be missed in past efforts .
Case Studies
• Santa Monica Transportation Survey
• City of Boulder: Mode Shift in the Boulder Valley
Tracking Progress
The City will report on action development and implementation progress through its inclusion in
the 2021-23 Financial Plan.
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Connected 1.2 Research and develop an approach to a “Mobility as a
Service” platform for people to easily use all modes of low carbon
mobility in the City.
Transportation is responsible for
the majority of carbon emissions in
the City of San Luis Obispo. The
City currently operates an award-
winning bus system and plans to
facilitate a variety of external
partnerships to bring more mobility
options into the community. In
order to effectively encourage
residents and visitors to utilize
these better modes of low-carbon transportation and make them as accessible and convenient
as possible, this action would initiate research of options for establishing an (or leveraging an
existing) online platform where users are able to access information about each type of mobility
offered in San Luis Obispo. The platform would include specific access locations and routes on
an interactive map, and a centralized payment hub.
In addition to lowering barriers of entry to transit, the forthcoming bicycle share program, and
other emerging mobility options, a centralized platform would also allow the City to incorporate
equity considerations such as providing no cost or reduced cost access for income qualified
residents. Similarly, a centralized platform could be used to support alternative mo bility options
for employees or residents in a new development as a condition of development approval or could
be used by hotels and downtown businesses to help visitors access alternative forms of
transportation.
Responsible Department – Public Works and Administration
Timeline
This action will be initiated in the 2021 -23 Financial Plan funding cycle.
GHG Reduction Estimates
The action does not reduce emissions itself, however, it would provide a foundation to facilitate
rapid, equitable, and convenient t ransition to active transportation and transit options.
Funding and Financing Options
Funding for initial research and technical feasibility will be requested in the 2021 -23 Financial
Plan. In that process, the specific development pathways, associated co sts, and funding and
financing options will be identified. It is expected that major funding pathways include state and
regional grants or public-private partnerships.
Equity Considerations
A major benefit of a centralized platform is that, if feasible, the City could provide lower or no cost
access for income qualified residents. Should this be feasible, users from low -income households
will be able to freely and easily access information about the suite of low -carbon mobility services
found within the City. Additionally, those who do not own cars in and around San Luis Obispo will
benefit from the platform connecting them with alternative transportation methods. The platform
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City of San Luis Obispo Page 45
could also feature a series of filters for users to determine which service is app ropriate for their
needs based on the service’s fee, the distance from the user to service access, and more.
Economic Development Considerations
The development of a “Mobility as a Service” platform inherently creates space for the City to
pursue strategic external partnerships with alternative mobility companies. The opportunity for
these partners to invest money and resources into the community will bring new jobs into the
community, especially as the demand for low-carbon alternative mobility continues to expand over
the next decade. The platform will also help expand physical connections between users and
critical areas of local business, especially those that are parking -restricted, like downtown. By
securing and promoting new opportunities for consumers to reach places of business around San
Luis Obispo, previously under-served revenue sources are engaged and mobilized.
Case Studies
• Whim App (Helsinki, Finland)
• Hopthru (Bay Area)
• Google Maps allows purchase of transit and bikeshare tickets in Denver
Tracking Progress
The City will report on action development and implementation progress through its inclusion in
the 2021-23 Financial Plan.
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City of San Luis Obispo Page 46
Connected 2.1 Complete Active Transportation Plan and begin
implementation immediately.
The City is updating the Bicycle
Transportation Plan and transforming it into
an Active Transportation Plan to include both
bicycling and walking needs. The last major
update of the City's bicycle plan was in 2013
4 and this current update is an opportunity to
include new innovations in bikeway facilities
with a focus on designing an efficient,
intuitive and safe bicycle and pedestrian
transportation network for users of all ages
all ability levels. This effort will also launch
the City's first comprehensive document on
pedestrian policies and identify ways to
increase walking for transportation in the City
and will consider how active transportation and transit are interconnected . The effort will present
prioritization strategies to meet mode share targets for bicycling and walking and maximize the
return on investments.
A key component of the plan will include developing a short list of the highest priority bicycle and
pedestrian projects—projects that offer the greatest potential to increase walking and cycling
mode share—and inclusion of a quick-build strategy to streamline implementation of these high
priority projects. One of the largest barriers between the identification, proposal, and
implementation of priority bicycle and pedes trian infrastructure is the traditional strategy in which
the City funds, approves, and allocates materials for such projects. By utilizing a “quick-build”
strategy, the City can make improvements with lower-cost, semi-permanent materials on a
relatively quick timeline with the intent of actualizing the safety and connectivity benefits of these
improvements in the short-term, while evaluating the success of the project after a given period
and making changes prior to installation of permanent features in th e long-term. For example, if
the City was going to create a new protected bike lane, the traditional strategy would involve the
appropriation of City funds or grants, intensive construction with permanent materials (asphalt,
concrete, thermoplastic striping, etc.), and a completion date up to 2-3 years after project initiation,
and often much longer depending on funding . However, with a quick-build strategy, designation
of the bike lane would involve lower-cost materials within the City’s current budget (pa int, flexible
posts and prefabricated barriers, etc.), and a completion date around or within a year of project
initiation.
Responsible Department – Public Works
Timeline
The development of the Active Transportation Plan is currently underway, and adoption and
implementation will initiate in coordination with the 2020 -21 funding cycle.
GHG Reduction Estimates
It is estimated that the GHG reductions occurring as the result of achieving the active
transportation mode split objectives is 12,620 MTCO2e in 2030 and 15,400 MTCO2e in 2035.
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Funding and Financing Options
Funding for this action is ongoing and accounted for in the City’s annual budget through 2023.
Additional funding is possible through state and federal grant sources as well as development
fees.
Equity Considerations
Prioritization of quick build bicycle and pedestrian projects in the Active Transportation Plan will
include community equity as a key consideration. The Plan will result in more infrastructure and
opportunities to safely walk and bike within the City. This will be especially beneficial for low -
income residents as the Plan creates more venues for low or no -cost travel. Additionally, those
who do not own cars or are able to become a single car household will be able to enjoy the same
benefits and the need for car ownership will lessen.
Economic Development Considerations
Enhanced mobility options for community members to reach various parts of the city, including
downtown and other commerce hubs, will stimulate the local economy.
Case Studies
• City of Santa Cruz Active Transportation Plan
• County of San Diego Active Transportation Plan
• Monterey County Active Transportation Plan
• People for Bikes Quick Builds for Better Streets
• San Francisco Municipal Transportation Agency (SFMTA) Vision -Zero Quick Build
Strategy
• San Francisco County Transportation Authority Funds $5 million in Quick Build Safety
Projects
Tracking Progress
The City will monitor the development of the plan through adoption and implementation progress
thereafter.
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Connected 2.2 Launch micro mobility program by 2021.
Micro mobility is a type of transport that is provided by light vehicles including shared bicycles.
Integration of various offerings of micro mobility into the transportation network of San Luis Obispo
is critical in decreasing carbon emissions as it essentially “fills in the gaps” for trips that utilize
public transit that cannot take riders “door to door”. To stimulate transit ride rship and encourage
community members to utilize low-carbon mobility options for short distance trips, micro mobility
is key. The primary goal of the micro mobility program is to introduce a new bike share program
and ultimately remove barriers to other su stainable, human-scale transportation options. City staff
conducted a City Council study session in Fall 2019 and were provided direction to return with a
mobility program focused on bicycles and e -bicycles. This program is included as a work task in
the 2019-21 Financial Plan.
Responsible Department – Public Works
Timeline
The City will begin the process of identifying partners
and vendors in the Fall of 2020 and will begin
implementing the program in 2021.
GHG Reduction Estimates
This action is supportive of overall mode shift.
Funding and Financing Options:
Programs are either directly funded by an agency, operated through a c ost sharing model with a
partner, or leased out to a third party who owns and operates the programs. As a result of the
differing models, significant cost ranges exist. Potential funding sources include State/Regional
grants, public/private partnerships or sponsorships.
Equity Considerations
Introducing micro mobility options within the City will allow low -income and non-motor vehicle
owning residents enhanced access to public transit and short -distance travel. Additionally, this
will help alleviate geographic restrictions on employment opportunities for those who use transit
to travel into the city for work.
Economic Development Considerations
As previously stated, enhanced mobility options for community members to reach various parts
of the city, especially downtown and other commerce hubs, will stimulate the local economy.
Case Studies
• Bike Share in Fremont
• Zagster Bike Share in Santa Clarita
• Bike Share Santa Cruz
Tracking Progress
The City will report on the launch of the program initially and on ridership and utilization metrics
thereafter.
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Connected 3.1 Establish policy and strategic approach to leveraging
existing and new parking garages for downtown residential and visitor
serving uses and to allow for further implementation of the Downtown
Concept Plan.
The City owns and operates three parking
garages downtown and is expected to
begin construction on a fourth garage
when funds are available. The new parking
garage would contain 404 parking spots
and include approximately 43 electric
vehicle charging stations and additional
bicycle spots. Additional electric vehicle
chargers are available at th e Marsh Street
Parking Garage, which includes 19 Level 2
chargers.
The parking garages allow for additional
density and active transportation focus
downtowns, while also providing access to
electric vehicle charging for regional
travelers. However, to realize the potential of these garages, the City needs to develop an
intentional strategic policy approach to issues such as cost recovery for electric vehicles,
prioritization of low emissions vehicles, overnight access for residents and hotel guests, access
to electric vehicle chargers for downtown employees, and ensuring that pass through electric
vehicles charge downtown to drive traffic to local businesses.
It should be noted that there is overlap with the Mobility as a Service platform as described in
Connected Community 1.1.
Responsible Department – Public Works and Administration
Timeline
This action will be initiated in summer of 2020 and any implementing actions will be contemplated
in the 2021-23 Financial Plan.
GHG Reduction Estimates
This action is supportive of emissions reductions quantified for electric vehicle adoption and mode
shift.
Funding and Financing Options
The City will seek to complete the work using existing staff budget time. Additional consultant
support may be needed, and although the cost total us unknown at this time, it would be expected
to be less than $50,000. Should additional funding be needed, the City would seek access to
funds through grant funding or in the 2021 -23 Financial Plan.
Equity Considerations
By ensuring the capacity and function of new and existing parking garages is utilized to serve the
needs of both Downtown visitors and surrounding residents, equity consider ations about who
uses these structures, when, and at what cost will be built into relevant policy and planning.
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Additionally, parking and other services needs of those who live, work, and recreate in the western
portion of Downtown will be served in a way that was not previously. Lastly, employees of adjacent
businesses and other organizations will have new and enhanced access to subsidized parking
and safe bicycle storage.
Economic Development Considerations
Expanding access to businesses Downtown will re sult in increased patronage and, potentially,
stimulate further economic development. Additionally, revenue f rom parking garage rates will be
re-invested into the community through City-facilitated programming.
Tracking Progress
The City will track and report on the number of internal meetings convened to develop a scope of
work in calendar year 2020 and a firm approach to achieving that scope of work in calendar year
2021 and 2022.
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Connected 4.1 Develop a transit electrification strategic plan and begin
implementing in 2020.
In December of 2018, the California Air
Resources Board (CARB) approved the
Innovative Clean Transit regulation that sets
a statewide goal for public transit agencies
to gradually transition to 100 percent zero
emission bus fleets by 2040. As stated by
CARB in the regulation’s press release, “The
transition to zero-emission technologies,
where feasible, is essential to meeting
California’s air quality and climate goals.”
The City of San Luis Obispo intends to exceed this goal by planning and implementing the
transition far in advance of the state goal. To do this, the City will develop a transit electrification
strategic plan to map out the timeline, costs, funding sources, and vendor selection pathway that
will be undertaken beginning in 2020.
Initial work is underway with an in -process bus yard optimization study, an executed agreement
for onsite solar generating assets, a planning grant awarded from the Air Pollution Control District,
and tentative agreem ents with PG&E for cost covering related to electric vehicle charging
infrastructure.
Responsible Department – Public Works and Administration
Timeline
The transit electrification strategic plan is currently being developed and implementation will begin
in 2020 with work to install solar generating assets occurring in 2020 and charging infrastructure
being installed in 2021 and 2022. Initial electric vehicle bus purchases may occur as early as 2020
with delivery slated for 2021.
GHG Reduction Estimates
This action is supportive of increased transit mode share and is not directly quantified.
Funding and Financing Options
A direct quote from the ICT Regulation states: “California transit agencies will be faced with higher
capital costs during the early years of implementation of the proposed ICT regulation but will
ultimately see reduced operational spending in later years…” An electric transit bus costs around
$250,000-300,000 more than a diesel transit bus. However, an electric b us is expected to save
money over the lifetime of the vehicles because of reduce d fuel and maintenance costs. The City
is seeking to take advantage of low to no -cost programs and external financial assistance
programs to help with these costs.
Funding opportunities for transit electrification include Federal/State grants, cross -sector
partnerships (utility incentives), revolving loans (State Acquisition Finance Program),
Green/Municipal bonds, and funds from the City Budget (Group Asset Purchasing Marketplace).
Equity Considerations
Transportation – whether by car or public transit – is often a significant expense for households.
Transportation investments have historically reinforced patterns of inequality and exclusion by
failing to provide clean, efficient, and affordable options for individuals travelling between urban
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 52
job hubs and surrounding sprawl. Electric vehicles offer a potentially clean mode of automobile
transit but are currently sold at a much higher price than gas -powered cars. Additionally, the lack
of adequate long-distance commute options disproportionally affects low-income individuals who
cannot afford to live closer to their jobs. As a result, low -income populations have less access to
clean mobility and higher mobility costs. Public tran sit options are available, but traditionally
diesel-powered busses emit particulate matter associated with harmful health impacts.
Affordable, clean bus transit can provide opportunity to bridge some of these economic and health
inequalities.
Economic Development Considerations
The electric bus fleet will be charged using electricity from Monterey Bay Community Power
(MBCP). Revenues from energy purchased from MBCP are retained for regional reinvestment.
Therefore, money spent to fuel our transit fleet will be kept in the local economy rather than given
to third party diesel providers.
Case Studies
• Santa Monica Electric Fleet
• Grant helps Muni prepare facilities for electrified future
• Pittsburg School District Rolls Out New Electric Transit Style School Bus
• Electric Vehicles and the City of New Bedford, MA
• LeasePlan Issues $500M Green Bond to Fund Zero Emission Goal
• Municipal Fleet Electrification in Chula Vista, CA
• California City Adopts Zero-Emission Fleet Conversion Plan
Tracking Progress
The City will report on implementation of the electrification strategic plan.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 53
Connected 4.2 Shorten transit headways through accelerated
implementation of the existing Short -Range Transit Plan.
Developing a multimodal transit network that encourages residents to use energy efficient transit
options like the bus system are critical to reducing emissions in this sector. One of the challenges
with encouraging people to adopt alternative forms of transportation is the level of access and
convenience of the transit options. One way to address this is by increasing the headways of the
existing bus transit system to halve the time it takes between bus arrivals.
Responsible Department – Public Works
Timeline
The recommendations in the City’s adopted 2017-22 Short Range Transit plan already calls for
double the current transit frequency (i.e. 20 -30-minute headways) within the plan’s planning
horizon. There is a need for additional vehicles and operating financial assistance to enact these
recommendations. Staff is engaging stake -holder groups and seeking grant assistance to help
meet these goals.
GHG Reduction Estimates
This action is supportive of achieving the mode split target of transit accounting for seven percent
of trips in the city by 2030, and 12 percent by 2035. If achieved, that mode split change is
estimated to result in an annual reduction of 5,340 MTCO2e in 2030 and 8,750 MTCO2e in 2035.
Funding and Financing Options
Transit data suggest that no less than six additional transit vehicles are needed in service to
achieve the greater headways. At an average of $775,000 per electric bus, $4,650,000 in one -
time capital expenditures are needed. An additional $1.8 million will also be needed in the annual
transit operating budget to the support ongoing operating costs.
Several external financial assistance and no -to-low cost program options are being identified in
transit’s Electric Vehicle Roll Out Plan. Transit agencies may tap into these to help overcome the
initial hurdle of the purchase price and begin to make the transition to electric buses. Many of the
options presented can be used in conjunction with one an other to lower the overall costs.
Equity Considerations
Those who would benefit most from increased headways include non-car owning students and
low-income community members who rely on transit to access housing, campus, centers of
employment, and other ne cessary resources. Increases in transit frequency can contribute to a
more reliable system overall and alleviate the need for car ownership.
Economic Development Considerations
A more reliable and frequent transit system will encourage ridership, notably to areas like
downtown and other parking -restricted areas of commerce, which will help stimulate the local
economy.
Tracking Progress
The City will report on annual transit system headways.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 54
Connected 4.3 Explore additional innovative transit options in the 2022
Short-Range Transit Plan (e.g., on -demand deviated routes, electric
fleet expansion, micro transit, Bus Rapid Transit, Transit Signal
Priority, etc.).
The existing Short-Range Transit Plan is planned to be
updated in 2022. In order to increase the capacity of the
existing transit system while taking advantage of innovative,
low-carbon options, the 2022 Short-Range Transit Plan will
explore various innovative strategies to increase ridership,
including on-demand deviated routes, electric fleet
expansion, micro-transit, Bus Rapid Transit feasibility, and
transit signal priority, etc.
Responsible Department – Public Works
Timeline
This action will be initiated and implemented in coordination
with the 2021-23 Financial Plan.
GHG Reduction Estimates
This action is supportive of achieving the mode split target of transit accounting for seven percent
of trips in the city by 2030, and 12 percent by 2035. If achieved, that mode split change is
estimated to result in an annual reduction of 5,340 MTCO2e in 2030 and 8,750 MTCO2e in 2035.
Funding and Financing Options
Funding for this action will be sourced from the City’s Transit Fund.
Equity Considerations
Expanding current options to include more innovative, low -carbon, low-cost modes in the 2022
Short-Range Transit Plan will allow for more opportunities for residents, community members,
and visitors to utilize public transit services. With the introduction of on -demand deviated routes,
bus rapid transit, and other opt ions, those who rely on transit are able to use such services with
more convenience to get from their homes to work and other areas around the City. Additionally,
more innovative public transit will result in increased mobility of low -income community members
and decrease the need for vehicle ownership.
Economic Development Considerations
External partnerships needed for various innovative transit options to be realized in San Luis
Obispo creates vast opportunity for economic development through local and r egional contracts
and labor. Additionally, expanded transit options allows for enhanced access to downtown and
other commerce centers for community members and visitors.
Tracking Progress
The City will report on action development and implementation progr ess through its inclusion in
the 2021-23 Financial Plan.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 55
Connected 4.4 Assess feasibility of a “free to the user” transit ridership
program.
Cities throughout the world are currently assessing the viability of providing “free to the user’
transit ridership. This program has taken different forms in different places and includes
organizations pre-paying for their employees or members to ride in advance of their riding (similar
to how Cal Poly pays in advance for student riders). The transit system requires certain levels of
revenue to operate and in its assessment of the feasibility of this program, the City will carefully
analyze potential financial system impacts and potential unintended consequences on service.
Responsible Department - Public Works
Timeline
The City will assess feasibility through 2020 and will include a discussion of potential rate options
in the 2021-23 Financial Plan.
GHG Reduction Estimates
This action is supportive of achieving the mode split target of transit accounting for seven percent
of trips in the city by 2030, and 12 percent by 2035. If achieved, that mode split change is
estimated to result in an annual reduction of 5,340 MTCO2e in 2030 and 8,750 MTCO2e in 2035.
Funding and Financing Options:
Cost estimates as well as funding and financing options are forthcoming and will be identified in
the feasibility analysis.
Equity Considerations
Eliminating the cost barrier to public transit would allow for the system to be used by all. This
would have an especially positive impact on low-income community members and non-car
owners who rely on transit to get from their homes to work, run errands, and engage socially.
Economic Development Considerations
Increased transit ridership as a result of free fare for users would enable visitors and community
members to visit downtown and other commerce centers easily and frequently. Without having to
consider the costs of gas or parking, access to these spaces will be significantly expanded.
Case Studies
• CityLab – How Free Transit Works in the United StatesNatural So
• Chapel Hill, North Carolina Free Transit
• Sacramento Region to Launch Free Transit Pass for Youth
Tracking Progress
The City will report annual transit rates and related programs .
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 56
Connected 5.1 Complete the 2019-21 Housing Major City Goal,
including the Housing Element of the General Plan Update and Flexible
Zoning Requirements for Downtown.
Active transportation and transit are important
alternatives to single occupancy vehicles. However,
even the best bicycle and transit systems in the
world must be supported by land use and
development patterns that allow people to live close
to where they work and play. Underscoring the
importance of housing on quality of life, affordability,
and sustainability, housing is included as a Major
City Goal in the 2019-21 Financial Plan. The work
program for the Major City Goal includes updating
the Housing Element of the General Plan and
establishing flexible zoning requirements for
downtown, both of which would make sustainable housing easier to build .
Responsible Department – Community Development
Timeline
The Major City Goal work program items are expected to be completed by June 2021.
GHG Reduction Estimates:
This action is supportive of achieving the mode split target of single occupancy vehicles only
accounting for 50 percent of trips in the city by 2030 and 40 percent by 2035. If achieved, that
mode split change is estimated to result in an annual reduction of 23,060 MTCO2e in 2030 and
29,250 MTCO2e in 2035.
Funding and Financing Options:
The Major City Goal work program funding is included in the 2019 -21 Financial Plan.
Equity Considerations
Implementing the work program for the Housing Major City Goal, including the establishment for
flexible zoning requirements downtown, creates a critical opportunity to bring more affordable
housing to San Luis Obispo. Higher-density smaller units built downtown not only allows for more
in-town employees to live close to work, it enables wider utilization of active transportation in place
of car travel and other carbon -intensive, high cost modes.
Economic Development Considerations
Not only will the development of more housing—especially new units within and adjacent to
downtown—create more jobs in building and construction, anchoring residents downtown near
retail, restaurants, and other businesses will create more foot traffic in the main commerce
corridor of San Luis Obispo and stimulate the local economy.
Tracking Progress
The City will report on action development and implementation progress via the standard Major
City Goal progress report.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 57
Connected 6.1 Develop and begin implementing electric mobility plan
to achieve a goal of 40 percent electric vehicle miles traveled (VMT) by
2035.
In the 2017 Climate Change Scoping Plan, the State
of California laid out aggressive electric vehicle
targets, aiming to have 1.5 million electric vehicles
on the road by 2025 and more than 4.2 million by
2030. While these numbers at one time seemed
unreachable, rapid increases in investments by
traditional and new automakers and rapidly declining
prices for battery storage have led global
analysts to predict rapid adoption of electric vehicles
through the next decade.
Electrification of our community’s transportation
systems, coupled with decarbonization of the
electrical grid, is the key to reducing and eventually
eliminating greenhouse gas emissions from the
state and City of San Luis Obispo’s largest source.
By developing and implementing an electric mobility
plan, the City will be able to effectively blueprint the
infrastructure, resources, and funding needed to
promote and accommodate growth in electric
transportation.
The most recent electric vehicle outlook published
by Bloomberg NEF notes, “By 2040 we expect 57 percent of all passenger vehicle sales, and over
30 percent of the global passenger vehicle fleet, will be electric.” In 2019, there were
approximately 200,000 registered light duty vehicles and 67,000 trucks registered in San Luis
Obispo County.
The success of this plan requires expansion of necessary infrastructure to support growth in local
electric vehicles (EVs) and electric VMT. Recently, the City has taken significant regulatory steps
to increase the community’s capacity for EVs. Section 17.72.040 of The City of San Luis Obispo’s
Zoning Regulations details the minimum required number of EV ready and EV capable spots for
new buildings. These new standards require substantially more publicly accessible chargers than
the state building codes and will result in additional public investment in chargers throughout the
community. Additionally, the City will continue to invest in public charging infrastructure.
Implementation of this action will ensure that the infrastructure is focused in a strategic way to
ensure maximum and equitable adoption of electric vehicles.
Responsible Department – Administration, Public Works, and Community Development
Timeline
This action will be initiated in 2020 and implemented beginning in 2021.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 58
GHG Reduction Estimates
This action is supportive of increased electric vehicle usage and ownership by residents,
commercial fleets, and by regional residents and business that travel to the city. Electric vehicle
ownership is expected to reduce annual emissions by 22,180 MTCO2e in 2030 and 34,920 in
2035.
Funding and Financing Options
Funding opportunities for the implementation of the electric mobility plan and installation of electric
vehicle chargers around the City include California State Grants (Clean Transportation Fund,
ARFVTP, and APCD), partnerships with major employers/institutions (MindBody, Cal Poly, and
Charge Point), Green/Conduit Bonds (California iBank), Group Asset Purchasing Marketplaces
(Sourcewell and Climate Mayors), and New Transport User Fees (SLO Public Works).
Equity Considerations
In their current state, most electric mobility options—especially electric vehicles—are not
economically accessible. Costs associated with the purchase of an electric vehicle in addition to
the time and financial resources needed for charging makes ownership infeasible for many low-
income community members. The electric mobility plan will include a suite of policies and
incentives that will allow for easier, more affordable access to different types of electric mobility
and ensure that a robust network of electric vehicle infrastructure —including public charging
stations—will be deployed so that lower-income community members have the tools they need
as the market for electric vehicles expands and prices lower.
Economic Development Considerations
Expanding and promoting electric mobility within the City of San Luis Obispo will create many
opportunities for external partnerships. By seeking out regional contracts and utilizing local labor,
the City can bolster the development of th is aspect of the green economy while ensuring
maximized local benefit.
Case Studies
• Fort Collins EV Readiness Roadmap
Tracking Progress
The City will track and report total electric vehicles registered in the county, number of publicly
available chargers in the city, and progress toward adoption of electrification strategic plan.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 59
PILLAR 5:
CIRCULAR
ECONOMY
A “Circular Economy” is an economic system
aimed at eliminating waste and the continual
use of resources. Circular systems practice
reuse, sharing, repair, refurbishment,
remanufacturing and recycling to create a
closed-loop system, minimizing the use of
resource inputs and the creation of waste,
pollution and carbon emissions. Whereas, a
traditional extractive economy can be thought
of as a straight line from extraction to
consumption to disposal, a circular economy
looks to use 'waste' as 'food' for other
processes.
One example of this is organic waste that had traditionally been sent to a landfill. In 2016,
Greenhouse gas emissions from organic material decomposing in Cold Canyon Landfill account
for over ten percent of the community’s greenhouse gas emissions. As organic materials
decompose in a landfill, they release methane, a powerful greenhouse gas. Although Cold
Canyon Landfill includes methane capture provisions, methane capture is a challenge at landfills
because of the natural movement of the Earth’s surface beneath the tarped waste. As a result,
methane can escape into the atmosphere over time. By first reducing the amount of organics
being disposed of through edible food rescue, and then focusing effo rts on diversion of landfilled
organics to the regional anaerobic digester, the City will be providing access to food for those in
need and will also be fully capturing methane and converting it to biogas via the regional anerobic
digestor. The outputs of the anerobic digester are clean electricity and high -quality compost, both
of which can be delivered back to the community.
The foundational actions in this pillar focus on the area the City has direct responsibility for:
diversion of organic waste from the landfill and achieving the methane reductions required by
California’s recently adopted Short-lived Climate Pollutants law (SB 1383).
Emissions from organic waste are only a portion of the overall greenhouse gas emissions that
occur as the result of consumption: single use plastics, product shipping, and emissions intensive
diets all create greenhouse gas emissions and are emerging topics in the field of climate action
planning. A move to a more circular economy, where goods and materials are created in the
region, consumed in the region, and reused in the region would grow local and regional wealth,
reduce emissions and would also indirectly resolve lifecycle emissions issues. However, these
topics sit outside the traditional fields the City engages in and will require substantial time and
resource investments from community groups, businesses, and partners to achieve. The City will
Circular Economy Goals:
75 percent diversion of landfilled organic
waste by 2025; 90 percent diversion by
2035
Total Emissions Reductions in 2030:
37,410 MTCO2e
Total Emissions Reductions in 2035:
47,300 MTCO2e
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 60
monitor regional activities in this space and will consider including more detailed information on
these additional topics in the 2022 Climate Action Plan.
City Leadership
The City has exhibited leadership by working with IWMA to implement, publicize and support the
development of one of the only anerobic digesters in the nation. This already achieved
foundational action allows the community’s green waste to create clean electricity and high -quality
compost which is returned to the community.
Foundational Actions
The foundational actions for this pillar are :
• Circular Economy 1.1 – Adopt an ordinance requiring organic waste subscription for all
residential and commercial customers by 2022 .
• Circular Economy 1.2 – Develop and implement programs to increase edible food rescue
by 20 percent.
• Circular Economy 1.3 – Develop and implement a waste stream education program for
HOA/Property Managers and the commercial sector.
• Circular Economy 2.1 – Update the Municipal Code solid waste section and bin enclosure
standards.
• Circular Economy 2.2 – Develop and expand funding for a Solid Waste section in the
Utilities Department.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 61
Circular Economy 1.1 Adopt an ordinance requiring organic waste
subscription for all residential and commercial customers by 2022.
The City will require all residential and commercial customers to subscribe to organic waste
service by 2022. In San Luis Obispo, solid waste processing and disposal generates more
greenhouse gas emissions than residential energy use. When organic waste decomposes in a
landfill, it emits methane (CH4), a powerful greenhouse gas more than 30 times as potent as
carbon dioxide (CO2). By diverting these materials to the local anaerobic digester, these organic
materials are recycled into valuable soil amendments or safely burned to create energy (biofuel).
The City currently offers businesses and residents optional weekly o rganic waste collection for
disposal at the large anaerobic digester near the San Luis Obispo Airport. The ordinance would
require that all businesses and residents opt -in to the service by 2022.
Responsible Department Utilities
Timeline
The City will adopt an ordinance requiring organic waste subscription for all residents and
businesses by 2022.
GHG Reduction Estimates
This action is supportive of large-scale diversion of organic waste that could repurposed into high-
quality compost through the City’s anaerobic digestor in place of contributing to landfilled
greenhouse gas emissions. An ordinance requiring organic waste subscription is expected to
reduce annual emissions by 34,410 MTCO2e in 2030 and 47,300 MTCO2e in 2035.
Funding and Financing Options
There will be no additional funding or financing required for ordinance adoption, however, for the
franchised hauler to accommodate a major increase in the organic customer base, solid waste
service rates are likely to increase.
Equity Considerations
City-wide mandatory organic waste pickup will ensure that residential and commercial customers
alike will have equal opportunity to reduce their GHG emissions through diversion of methane-
producing organics from the landfill. Additionally, the City plans to work with IWMA to identify,
consider, and mitigate as feasible the financial impacts of potential rate increases on low -income
customers.
Case Studies
• Seattle Public Utilities
• San Francisco Zero Waste
• Portland Garbage, Recycling and Composting
Tracking Progress
The City will present a draft ordinance before the City Council and will report on subscription
numbers and success of the program via the standard Major City Goal progress report.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 62
Circular Economy 1.2 Develop and implement program to increase
edible food rescue by 20%.
In compliance with California SB 1383 as codified in
California Government Code 42652.5.(a).2, the City
will support programs to ensure that at least 20
percent of currently disposed edible food is
recovered for human consumption by 2025. Most
grocery stores, farms, restaurants and other dining
facilities are unable to sell food past its “sell -by”
date, even if the food is edible and in good
condition. Food recovery diverts this otherwise
wasted food to local emergency food programs. The
City will partner with the Integrated Waste
Management Authority, local food banks, and the
SLO County Food System Coalition to achieve
program expansion.
Responsible Department – Utilities
Timeline
The development and implementation of the edible food rescue programs will be performed in
collaboration with existing efforts by the IWMA. In 2020, the focus will be on establishing data with
focus on an overall 20% increase in food rescue by 2025.
GHG Reduction Estimates
This action is supportive of large-scale diversion of organic waste through intercepting and
redistributing edible food before it becomes otherwise landfilled waste. Developing and
implementing an edible food rescue program is expected to reduce ann ual emissions by 34,410
MTCO2e in 2030 and 47,300 MTCO2e in 2035.
Funding and Financing Options
Funding needs will be assessed in year 2020 when establishing baseline data and potential costs.
The food banks will be a primary resource for distributing rescued edible foods, and a poten tial
increase in services may require additional funding.
Equity Considerations
Food rescue programs provide food at low- or no-cost to food insecure families and individuals.
Economic Development Considerations
Increased food rescue could help to reduce the number of food insecure households in San Luis
Obispo. When adults have consistent access to healthy food, their work ability and productivity
can increase, and healthcare bills can decrease. Additionally, food insecurity in children can
hinder physical development and the ability to learn – impacts that can last into adulthood and
potentially affect future participation in the workforce.
Tracking Progress
The City will report on action development and implementation progress via the standard Major
City Goal progress report.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 63
Circular Economy 1.3 Develop and implement a waste stream
education program for HOA/Property Managers and the commercial
sector.
The City will develop and implement a program to inform the public on how to properly dispose of
waste locally. Clear and easily accessible public information about the waste stream – what items
should go in the trash, recycling and organic waste bins , or other special facilities such as the e-
waste facility and construction and demolition recycling facility – can help increase landfill
diversion and prevent contamination of each waste stream . The IWMA has an existing outreach
program for local businesses, and the City will partner with, and expand on, an education program
for the City’s Homeowners Association s, property managers, and commercial businesses. The
City will partner with the Integrated Waste Management Authority to ensure successful
implementation.
Responsible Department – Utilities
Timeline
The City will work with the IWMA in building an HOA/property manager waste stream education
program in January of 2021 , a year before requiring all commercial and residential solid waste
customers to enlist in organics service. O nce established, outreach and educational campaigns
will be sent out to the community at least annually to help manage the influx of new tenants.
GHG Reduction Estimates
This measure in itself will not reduce greenhouse gas emissions, but promotion of zero waste
practices and education around organic waste diversion have potential to reduce the City’s
greenhouse gas emissions by reducing waste sent to the landfill.
Funding and Financing Options
The duties of outreach and education fall under the scope of work of the Solid Waste & Recycling
Coordinator in the Utilities Department. There should be no additional costs.
Equity Considerations
It will be critical to ensure that the waste stream education program is digestible and accessible
to all residents. The program should have both audio and visual formats and be produced in both
English and Spanish.
Economic Development Considerations
Improved waste steam education can increase the amount of waste diverted from the landfill to
recycling and composting centers. Finding alternatives to landfilling material contributes to added
longevity of the landfill, postponed expansion, and ultimately a cost savings, buying time to find
permanent alternatives to burying and landfilling waste. Additionally, r ecycling and composting
facilities create jobs and the sale of recycled materials and compost can bring money into the
local economy.
Tracking Progress
The City will report on the number and nature of meetings with each utility in the first year of
implementation.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 64
Circular Economy 2.1 Update the Municipal Code solid waste section
and bin enclosure standards.
The City will update the Municipal Code solid waste section and bin enclosure development
standards to support organics composting for all residents and ensure that adequate space is
created for organic waste bins at all residential and commercial properties. The solid waste
sections of the Municipal Code benefit the San Luis Obispo community by supporting waste
reduction and diversion of recyclables from our local landfill, preserving the beauty of our
neighborhoods through waste disposal requirements, and making sure residents receive solid
waste services in a timely an regular manner. By using the City’s updated waste bin enclosure
standards which will reflect capacity design for all three waste streams, developers create
opportunity for future tenants to dispose of their waste in accordance with local and state law.
Updates to the City Municipal Code and bin enclosure development standards are necessary to
best support the newly established goals of the City Council and of the State of California. Once
these guiding documents are updated and published, the City will promote and educate
community members on best methods of compliance.
Responsible Department – Utilities
Timeline
Municipal Code and bin enclosure standard updates will be presented by December 2020
GHG Reduction Estimates
This measure in itself will not reduce greenhouse gas emissions, but promotion of zero waste
practices and education around organic waste diversion have potential to reduce the City’s
greenhouse gas emissions by reducing waste sent to the landfill.
Funding and Financing Options
Municipal Code and bin enclosure standard updates will fall under the scope of the City’s Solid
Waste & Recycling Coordinator, funded by AB939 fees and supplemented with general fund
monies.
Equity Considerations
Many residential and commercial properties currently cannot accommodate bins, which inhibits
users’ ability to practice responsible and informed disposal. All residents and community members
will be able to contribute to the diversion of organic waste and recyclable material s without
worrying about individual buy-in by property owners and managers.
Economic Development Considerations
Updated bin enclosure standards and Municipal Code sections will improve public cleanliness for
citizens and visitors of the City of San Luis Obispo. Additionally, preventing contamination (of one
waste stream by another waste stream’s materials) through adequate accommodation for all three
streams may reduce sorting costs and therefore help manage rates.
Tracking Progress
The City will report on action development and implementation progress via the standard Major
City Goal progress report.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 65
Circular Economy 2.2 Develop a Solid Waste section in the Utilities
Department.
The City’s Utilities Department will develop a
section exclusively focused on solid waste.
This focused effort will enable the City to
better manage and regulate solid waste
disposal practices in the City, to ensure rates
are equitable and reflect the cost of service
community members receive, to manage
contracts and compliance with franchised
haulers, to promote overall reduction of waste,
to provide resources to residents, and as a
result, to reduce greenhouse gas emissions.
The Solid Waste section will oversee all recycling, landfilled waste, organic waste, and zero waste
programs.
Responsible Department – Utilities
Timeline
The Solid Waste program plan will be established by July 2020 .
GHG Reduction Estimates
This measure in itself will not reduce greenhouse gas emissions, but promotion of zero waste
practices and education around organic waste diversion have potential to reduce the City’s
greenhouse gas emissions by reducing waste sent to the landfil l.
Funding and Financing Options
The Solid Waste section is currently funded by existing fees collected for the purpose of recycling
and diversion related programs. Supplemental funding may be required for expansion of the
program.
Equity Considerations
The City will take action to ensure that the creation of this section will not impact residents’ and
property owners’ solid waste collection fees.
Economic Development Considerations
The establishment and eventual expansion of the Solid Waste section of th e City’s Utilities
Department has the potential to create a number of local jobs.
Case Studies
• San Francisco Solid Waste Program
• Curb It – Boise’s trash, recycling, compost and other solid waste program
• County of Marin Waste Management Division
Tracking Progress
The City will report on action development and implementation progress via the standard Major
City Goal progress report.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 66
PILLAR 6:
NATURAL
SOLUTIONS
The City’s Greenbelt and Urban Forest
provide valuable benefits to the community,
including the conservation of natural
resources and m aintenance of ecosystem
services, nearby access to passive
recreation opportunities, compact urban
form, climate resilience benefits, and storing
carbon in the soil.
Peer-reviewed research indicates
substantial carbon sequestration can accrue
in grassland systems with compost
application14 and emerging research
suggests even more significant results may
be achieved through regenerative farming
practices.
Emissions Sector Addressed
A Carbon Farm Plan will be developed for the City’s Johnson Ranch Open Space and Calle
Joaquin Agricultural Reserve (“City Farm”) in 202 1, with pilot implementation of compost
application and monitoring conducted beginning in 202 2. Following this initial period, it is
anticipated that an additional 100 acres per year could re ceive compost applications on lands
within the San Luis Obispo Greenbelt through partnerships with local farmers and ranchers. The
modeled cumulative effect of this action sequesters 33,000 MTCO 2e by 2035).
A group of local citizens have also approached the City with an ambitious tree planting campaign,
preliminarily being called 10 Tall: An Initiative to Plant 10,000 Trees in San Luis Obispo by 2035.
While some of these trees can be planted in existing vacant tree wells and City parks, the vast
majority would need to be low-cost, one gallon starts of native trees to be planted in City open
space properties and other natural or rangeland areas. An ambitious tree planting program of this
size would need to rely on substantial partnerships and resources. The modeled cumulative effect
of this action sequesters 24,000 MTCO 2e by 2035). Several key unknowns exist including a
14 Silver, Whendee, Sintana Vergara, Allegra Mayer. (University of California, Berkeley). 2018. Carbon
Sequestration and Greenhouse Gas Mitigation Potential of Composting and Soil Amendments on
California’s Rangelands. California’s Fourth Climate Change Assessment, California Natural Resources
Agency. Publication number: CCCA4-CNRA2018-002.
Natural Solutions Goal:
Increase carbon sequestration on the San
Luis Obispo Greenbelt and Urban Forest
through compost application-based carbon
farming activities and tree planting;
ongoing through 2035
Total Emissions Reductions in 2030:
3,610 MTCO2e
Total Emissions Reductions in 2035:
7,050 MTCO2e
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 67
standard protocol for accounting for emissions already sequestered or emitted from the City’s
urban forest or open spaces, the effectiveness o f sequestration practices in the climatic and soil
conditions present in and around the city, and protocol for accounting for emissions savings that
occur outside of city limits. In future Climate Action Plan updates, the City could choose to include
emissions sectors for natural systems in the greenhouse gas emissions inventory and account
for existing carbon stocks through land conservation and negative emissions associated with
carbon farming and tree planting.
Equity, Quality of Life, and Economic Development Opportunities
The City’s Greenbelt Protection Program is typically identified by residents as a top priority. This
system of protected natural resources and conserved landscapes is central to maintaining the
City’s identity and unique sense of place. Over 50 miles of trails are available to all and provide
access to no-cost passive recreation. Urban forests, green space, and open space have well
documented mental health benefits and property value benefits. In addition to carbon
sequestration, the City’s Greenbelt and Urban Forest provide tremendous climate resilience
benefits including shading and cooling, stormwater management and watershed protection, and
buffering from catastrophic flooding and wildfires. The operation and maintenanc e of these
programs supports jobs, enhances property values, and results in economic multiplier effects
across numerous sectors. Carbon farming activities also support local farmers and ranchers and
the agricultural economy.
City Leadership
The City has been participating in national and international carbon sequestration working groups
through the Urban Sustainability Directors Network (USDN) and the Carbon Neutral Cities
Alliance (CNCA). The City looks to be at the forefront of research to better understa nd how to
manage healthy natural resources in a changing climate while also removing climate pollution
from the atmosphere and storing it in the soil. The City’s next leadership steps are to participate
in a forthcoming USDN Innovation Fund grant in partne rship with numerous other leading cities.
Foundational Actions
The foundational actions of this pillar are:
• Natural Solutions 1.1 – Conduct Carbon Farming Study and Pilot Project in 2021. If
feasible, begin implementation by 2023 .
• Natural Solutions 2.1 – Prepare the City’s first Urban Forest Master Plan by 2021 and
plant and maintain 10,000 new trees by 2035.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 68
Natural Solutions 1.1 – Conduct Carbon Farming Study and Pilot
Project in 2021 and if feasible, begin implementation by 2023.
A Carbon Farm Plan will be developed for the City’s
Johnson Ranch Open Space and Calle Joaquin
Agricultural Reserve (“City Farm”) in 202 1 with pilot
implementation of compost application and monitoring
conducted beginning in 2022. Following this initial
period, it is anticipated that an additional 100 acres per
year could receive compost applications on lands
within the San Luis Obispo Greenbelt through
partnerships with local farmers and ranchers.
Responsible Department – Administration
Timeline
The Carbon Farming Study and Pilot Project will start
in 2021 and, if feasible, long-term implementation will
begin in 2023.
GHG Sequestration Estimates
Carbon farming activities based on the timeline and objectives outlined, above, have been
modeled to reduce annual emissions by 5,560 MTCO2e in 2035.
Funding and Financing Options
Funding for the preliminary Carbon Farming Study and Pilot Project are currently deferred due to
the economic impacts resulting from COVID-19. However, the City will also pursue a
demonstration project grant through the Healthy Soils Program administered by the California
Department of Food and Agriculture (CDFA) to build additional capacity and resources when this
program is next available . Other state and federal funding opportunities are also available that
the City will pursue [e.g. Natural Resources Conservation Service (NRCS)]
Equity Considerations
Johnson Ranch Open Space and the Calle Joaquin Agricultural Reserve (locally known as “City
Farm”) are both a part of City’s Greenbelt Protection Program. This system of protected natural
resources and conserved landscapes is central to maintaining the City’s identity and unique sense
of place and access is provided at no-cost. The non-profit partner City Farm SLO is providing
sustainable agricultural education for all ages, with special focus on continuing education high
school students, while also producing healthy and nutrient dense local food. In addition to carbon
sequestration, the City’s Greenbelt provide s tremendous climate resilience benefits including
shading and cooling, stormwater management and watershed protection, a s well as buffering
from extreme heat events, catastrophic flooding, and wildfires.
Economic Development Considerations
The operation and maintenance of carbon farming and regenerative agriculture supports jobs,
enhances property values, and results in economic multiplier effects across numerous sectors.
Over the long-term, carbon farming activities will also support local farmers and ranchers and the
agricultural economy through with public-private partnerships and increased agricultural
productivity.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 69
Case Studies
• Marin Carbon Project
• Urban Drawdown Initiative
• Coastal San Luis and Cachuma Resource Conservation Districts
Tracking Progress
The Carbon Farm Plan will include and identify monitoring and tracking methods. The monitoring
plan will be based on established state adopted protocol s for monitoring soil health indicators and
may be adapted to meet requirements identified by additional funding sources (i.e. CDFA Healthy
Soils Demonstration funds). Over the long-term, it is anticipated that the resource conditions that
will be evaluated are as follows:
Johnson Ranch Open Space City Farm
Rangeland Management Crop Management
Carbon Sink + Sequestration Carbon Sink + Sequestration
Soil Health Soil Health
Vegetation Communities & Rare Plants Food Nutrient Density
Wildlife Habitat Wildlife Habitat
Riparian Function Riparian Function
Water Quality Water Quality
Public Access - Trails Public Access – Educational Programming
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 70
Natural Solutions 2.1 – Prepare the
City’s first Urban Forest Master
Plan by 2021 and plant and
maintain 10,000 new trees by 2035.
The City will prepare its first Urban Forest Master
Plan that updates the existing tree inventory and
identifies future tree planting opportun ities with
climate-ready tree species, as well as strategies
for ongoing operations and maintenance. The
Urban Forest Master Plan will also include a feasibility study to propose and assess an ambitious
tree planting campaign called 10 Tall: An Initiative to Plant 10,000 Trees in San Luis Obispo by
2035. While some of these new trees can be planted in existing vacant tree wells and City parks,
the vast majority would need to be low-cost, one-gallon container stock of native trees to be
planted in City open space properties as well as creeks and riparian areas. Trees that are planted
in creeks and riparian areas grow rapidly and sequester carbon at higher rates, while also
providing valued habitat, water quality protection, and erosion control. An ambitious tree planting
program of this size will need to rely on substantial community partnerships and external
resources.
Responsible Department – Administration and Public Works
Timeline
The Urban Forest Master Plan will be completed by the end of 2021. Tree planting and
maintenance are ongoing on an annual basis.
GHG Reduction Estimates
Tree planting activities based on the timeline and objectives outlined, above, have been modeled
to reduce annual emissions by 1,490 MTCO2e in 2035.
Funding and Financing Options
Funding for the Urban Forest Master Plan effort is currently deferred due to the economic impacts
resulting from COVID-19. However, the City’s long-standing community partner, ECOSLO, is
currently implementing a California ReLeaf grant for tree planting in the City in the amount of
$24,000 and is also a partner in a $1,000,000 grant that includes a significant tree planting
component. Additional grant funding opportunities are anticipated through Cal Fire and the Urban
Greening Grant Program administered through the California Natural Resources Agency.
Numerous grants also exist that can support creek restoration and riparian habitat enhancement .
It is anticipated that working with community partners to activate volunteer networks for tree
planting implementation could result in local business sponsorships and participation, as well as
revenue through “gift tree” donations.
Equity Considerations
As the climate continues to change, the state, region, and City of San Luis Obispo face increased
risks, including extreme heat days and floods. Those most vulnerable to such changes notably
include low-income and transient community members. The City’s Urban Forest provide
tremendous climate resilience benefits including shading and cooling, stormwater management
and watershed protection, and documented mental health benefits.
Climate Action Plan for Community Recovery
Volume 2: Technical Foundation and Work Program
City of San Luis Obispo Page 71
Economic Development Considerations
The City’s Urban Forest provides overall beautification of the city and documented property value
enhancement benefits. Urban Forestry provides local jobs and business opportunities such as
tree nurseries and reclaimed lumber for furniture and landscaping. As street trees grow larger,
their shading and cooling effects have a measurable effect of reducing costs associated with air
conditioning use in buildings.
Case Studies
• City of Davis – Community Forest Management Plan
• City of Santa Monica – Urban Forest Master Plan
• Portland Friends of Trees
Tracking Progress
The City will track street trees planted in the urban environment using its tree inventory database
software (ArborProTM or similar) and these trees receive periodic care and maintenance on a
rotating basis and as emergency needs arise. Native trees planted in City open space or within
creek and riparian environments can also be tracked using a tree inventory database based on
tree planting events and occurrences and the total number of trees planted on those occasions.
Grant funding opportunities that support tree planting typically carry monitoring and tracking
requirements, as well as specific success criteria for tree survival and other benefits accrued.
City of San Luis Obispo Page 73
4. ACHIEVING OUR
GOALS
Administrative Actions
In addition to the foundational actions listed in Chapter 5, this Chapter includes a number of
actions required by City staff to ensure the Climate Action Plan is being implemented, that
implementation of the Climate Action Plan is effective, and that less ons learned along the way
are being recorded in support of regular Climate Action Plan updates.
Administrative Action 1 – Implement Climate Action Plan with an Equity Lens
The City commits to implementing the Climate Action Plan with an equity lens. Staff will continue
to learn best practices and evolve and grow over time. As an initial commitment, every action
implemented in the CAP that requires an internal project plan will also include a n assessment of
equity that includes a detailed description of how the project will incorporate:
• Representational equity – a focus on having diverse voices guide the project’s definition
and implementation.
• Distributional equity – a focus on the costs and benefits of a project and how they are
distributed to different demographics in the community.
• Generational equity - a focus on the costs and benefits of a project and how they are
distributed to different demographics over time .
• Structural equity – a focus on how the project creates systems that reinforce
representational, distributional, and generational equity after the project has been
implemented.
Administrative Action 2 – Monitor and Report Plan Implementation
Using the “Tracking Progress” metrics provided in Chapter 3 and the work program provided in
this Chapter, the City will develop a greenhouse gas emissions inventory update in every odd
year and will develop a monitoring and reporting protocol and provide an update to City Council
on progress every other year starting in the Summer of 2022. Consistent with Administrative
Action 1, the City will also identify an approach to evaluate and report equity metrics related to
Climate Action Plan implementation.
City of San Luis Obispo Page 74
Administrative Action 3 – Regularly Update the Climate Action Plan
The City will update the Climate Action Plan for adoption in the Fall prior to every other Financial
Plan. This allows for certainty in the update schedule, ensures that carbon neutrality wor k is
directly tied to the City’s financial decision making and prioritization process, and allows for
constant integration of learning and best practices into the City’s climate action program. The
proposed update schedule is provided as Figure 4.1.
Figure 4.1. Climate Action Plan Update Schedule
Administrative Action 4 – Ensure Transparency by Reporting Greenhouse
Gas and Climate Action Information to Public Disclosure Programs
Several state, national, and international disclosure platforms exist with the purpose of providing
transparency and access to sustainability related information. The City will review available
programs, such as the Carbon Disclosure Program and SEEC Clear Path , and report on the
platforms that have no or minimal costs to participate in.
Administrative Action 5 – Develop Mitigation Program for New Development
to Illustrate Consistency with the Climate Action Plan
The City will coordinate with the San Luis Obispo Air Pollution Control District, 3C -REN, and
regional resource conservation districts to identify and evaluate possible local and regional offset
mitigation projects for new development to use to illustrate consistency with this Climate Action
Plan.
Staff Work Program
Table 4.1 , referred to as the “Staff Work Program” summarizes the foundational actions and
administrative actions provided in Chapter 2 and 3 . The Staff Work Program is intended to be
used for assigning tasks to City staff, as well as for monitoring implementation progress. The
table also exists as part of a Microsoft Excel based monitoring tool that will be used to provide
updates to City Council on a biennial basis.
City of San Luis Obispo Page 75
Table 4.1 Staff Work Program
Foundational
Action Action Description Responsible
Department Budgeted? Action Start
Date Action Progress Tracker
Lead by Example
1.1 Adopt a municipal carbon neutrality plan in 2021 Administration Yes, On Hold 2020, Q4 Plan development and implementation progress
Lead by Example
2.1
Include carbon neutrality, social equity, and a focus on
developing a green local economy in the updated
Economic Development Strategic Plan
Administration No 2021, Q1 Plan development and implementation progress
Lead by Example
3.1 Research methods to support local contractors and labor Administration No 2021, Q3 Completed research progress; inclusion in 2023
Climate Action Plan
Lead by Example
4.1
Create a formal approach to support and empower
community collaboration for climate action Administration No 2021, Q3 Number of organizations formally
acknowledged
Energy 1.1
Launch Monterey Bay Community Power and achieve a
98% participation rate while advocating for programs that
support equity and achieve maximum local benefit
Community
Development Yes 2020, Q1 MBCP electricity emissions coefficient; MBCP
opt-out rate
Energy 2.1 Work with MBCP and PG&E to develop a regional grid
reliability strategy Administration Yes 2020, Q1 Number of meetings with each utility
Energy 3.1
Partner with SoCal Gas to research options for reducing
greenhouse gas emissions associated with the existing
natural gas grid
Administration Yes 2021, Q1 Number of meetings with each utility
Buildings 1.1
Adopt and implement the Clean Energy Choice Program
for New Buildings and review opportunities for
improvement in the 2022 code cycle
Administration,
Community
Development
Yes 2020, Q3 Number and type of permits for all-electric and
mixed-fuel buildings
Buildings 2.1
Conduct comprehensive retrofit program study and
develop and implement a strategic and equity focused
building retrofit program by 2021
Administration,
Community
Development
Yes 2020, Q3 Plan development; permits
Connected 1.1 Establish a consistent method for tracking and reporting
mode split metrics Public Works No 2021, Q1
Plan development and implementation
progress; inclusion in the 2021-23 Financial
Plan
Connected 1.2
Research and develop an approach to a “Mobility as a
Service” platform for people to easily use all modes of low
carbon mobility in the City
Administration, Public
Works No 2021, Q1
Plan development and implementation
progress; inclusion in the 2021-23 Financial
Plan
Connected 2.1 Complete Active Transportation plan and begin
implementation immediately Public Works Yes 2020, Q1 Plan development and implementation progress
Connected 2.2 Launch micro mobility program by 2021 Public Works Yes 2020, Q3 Program launch; ridership and utilization
metrics
City of San Luis Obispo Page 76
Foundational
Action Action Description Responsible
Department Budgeted? Action Start
Date Action Progress Tracker
Connected 3.1
Establish a policy and strategic approach to leveraging
existing and new parking garages for downtown
residential and visitor serving uses and to allow for further
implementation of the Downtown Concept Plan
Administration, Public
Works No 2020, Q3 Number of internal meetings
Connected 4.1 Develop transit electrification strategic plan and begin
implementing in 2020
Public Works,
Administration Yes 2020, Q3 Implementation of the electrification strategic
plan
Connected 4.2 Shorten transit headways through accelerated
implementation of the existing Short-Range Transit Plan Public Works Yes 2020, Q1 Annual transit system headways
Connected 4.3
Explore additional innovative transit options in the 2022
Short-Range Transit Plan (e.g., on-demand deviated
routes, electric fleet expansion, micro transit, Bus Rapid
Transit, Transit Signal Priority)
Public Works No 2021, Q1
Plan development and implementation
progress; inclusion in the 2021-23 Financial
Plan
Connected 4.4 Assess feasibility of a “free to the user” transit ridership
program
Administration, Public
Works Yes 2020, Q3 Annual transit rates and related programs
Connected 5.1
Complete the 2019-21 Housing Element of the General
Plan Update and Flexible Zoning Requirements for
Downtown
Community
Development Yes 2020, Q3 Major City Goal progress report
Connected 6.1
Develop and begin implementing electric mobility plan to
achieve a goal of 40 percent electric vehicle miles
traveled (VMT) by 2035
Administration, Public
Works Yes 2020, Q3
Total number of electric vehicles registered in
the county and publicly available chargers in the
city; implementation of the electrification
strategic plan
Circular Economy
1.1
Adopt an ordinance requiring organic waste subscription
for all residential and commercial customers by 2022 Utilities No 2022, Q1 Ordinance; Major City Goal progress report
Circular Economy
1.2
Develop and implement program to increase edible food
rescue by 20 percent Utilities No 2020, Q3 Major City Goal progress report
Circular Economy
1.3
Develop and implement a waste stream education
program for HOA/Property Managers and the commercial
sector
Utilities Yes 2021, Q1 Number of meetings with each utility
Circular Economy
2.1
Update the Municipal Code solid waste section and bin
enclosure standards Utilities Yes 2021, Q1 Major City Goal progress report
Circular Economy
2.2
Develop and expand funding for a Solid Waste section in
the Utilities Department Utilities Yes 2020, Q3 Major City Goal progress report
City of San Luis Obispo Page 77
Foundational
Action Action Description Responsible
Department Budgeted? Action Start
Date Action Progress Tracker
Natural Solutions
1.1
Conduct Carbon Farming Study and Pilot Project in 2021.
If feasible, begin implementation by 2023 Administration No 2021, Q4
Monitoring and tracking methods will be
identified in the Carbon Farm Plan
(forthcoming)
Natural Solutions
2.1
Prepare the City’s first Urban Forest Master Plan by 2021
and plant and maintain 10,000 new trees by 2035
Administration, Public
Works No 2021, Q1 Tree inventory database software
Administrative
Action 1 Implement Climate Action Plan with an Equity Lens All Departments No Ongoing Inclusion of equity lens in implementation
project plans.
Administrative
Action 2 Monitor and Report Plan Implementation Administration, All
Departments No 2021, Q2 GHG emissions inventory update annually; City
Council update every other year
Administrative
Action 3 Regularly Update the Climate Action Plan Administration No 2022, Q2 Inclusion in the 2021-23 Financial Plan
Administrative
Action 4
Ensure Transparency by Reporting Greenhouse Gas and
Climate Action Information to Public Disclosure Programs Administration No 2020, Q3 State, national, and international disclosure
platforms
Administrative
Action 5
– Develop Mitigation Program for New Development to
Illustrate Consistency with the Climate Action Plan
Community
Development,
Administration
No 2021, Q2 Tracking Progress metrics
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