HomeMy WebLinkAboutItem 4 - 2020 General Plan Annual ReportPLANNING COMMISSION AGENDA REPORT
SUBJECT: Planning Commission consideration of the 2020 General Plan Annual Report
PROJECT ADDRESS: Citywide BY: Graham Bultema, Assistant Planner
E-mail: gbultema@slocity.org
FILE NUMBER: GENP-0147-2021 FROM: Tyler Corey, Principal Planner
RECOMMENDATION
Receive and file the 2020 General Plan Annual Report for final acceptance by the City Council.
SUMMARY
California Government Code Section 65400 requires that cities submit an annual report
(Attachment 1) on the status of their General Plan and progress in its implementation to the
Governor’s Office of Planning and Research and Department of Housing and Community
Development. Prior to submittal to the state, the annual report must be presented to the City
Council for review and acceptance. As a procedural matter, staff is bringing this annual report to
the Planning Commission for receipt and acceptance prior to the Council given the role of the
Commission as advisory to the Council in planning matters, including implementation of the
General Plan. Preparation of the General Plan Annual Report is also consistent with City of San
Luis Obispo’s General Plan Land Use Element Policy 11.3 – Annual Report. The General Plan
Annual Report is strictly a reporting document and does not create or modify any City of San Luis
Obispo goals or policies found within the General Plan.
1.0 COMMISSION’S PURVIEW
The Planning Commission provides input on long range planning efforts, such as specific plans,
community plans and all the elements of the General Plan. The purpose of this agenda item is to
provide an opportunity for the Planning Commission to review the proposed 2020 General Plan
Annual Report before forwarding to the City Council for acceptance.
Meeting Date: March 10, 2021
Item Number: 4
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2020 General Plan Annual Report
2.0 BACKGROUND
According to Land Use Element Policy 11.3 the City shall prepare an annual report on the status
of the General Plan, which is to include the following items:
A) A summary of private development activity and a brief analysis of how it helped meet
General Plan goals;
B) A summary of major public projects and a brief analysis of how they contributed to meeting
General Plan goals;
C) An overview of programs, and recommendations on any new approaches that may be
necessary;
D) A status report for each General Plan program scheduled to be worked on during that year,
including discussion of whether that program's realization is progressing on schedule, and
recommendations for how it could better be kept on schedule if it is lagging;
E) A status report on how the City is progressing with implementing its open space
preservation policies and programs;
F) Updated population or other information deemed important for the Plan.
The General Plan Annual Report is an opportunity for the City to keep the General Plan current
by reflecting on how well the Plan continues to meet the City’s goals and objectives. It is also an
opportunity to review how well the programs identified in the Plan are being implemented and to
determine if programs are still relevant or if priorities should be reassigned.
In addition, assessment of the implementation of the General Plan informs the City Council about
the availability of resources and about programs and projects that might be initiated as the City
develops a new financial plan. During the budgeting process, the City Council reviews the progress
being made to implement the General Plan and decides whether or not to move forward with
additional work program items over the next two years.
3.0 DISCUSSION
The General Plan contains an array of policies and implementing programs covering most types
of City actions. General Plan implementation supports the quality of life objectives for the
community that serve as the foundation for the General Plan. Activities undertaken by the City
through its Capital Improvement Program projects, project plans and studies, facility maintenance
and management, and inter-agency coordination each play a part in the General Plan
Implementation. The General Plan Annual Report touches on the major programs that saw activity
in 2020. The report is organized around the following key implementation areas:
• General Plan Element Updates
• Community Development Department
• Planning & Building Activity
• Regional Housing Needs Allocation (RHNA) Progress
• Residential Growth
• Non-Residential Growth
• Specific Plan Implementation & Development
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• Municipal Code Updates
• Climate Action Plan
• Economic Development
• Policy Initiatives
• Water Supply
• Circulation
• Safety
• Neighborhood Wellness
• Conservation & Open Space Protection
• Parks & Recreation
In 2020, the City continued to make progress implementing General Plan Programs. The City
continued to work on updating the Housing Element for the 6th Cycle (2020-2028) and the 6th
Cycle Housing Element was adopted by the City Council in November 2020. The City also
continued working on the Safety Element update and in Spring 2020, a comprehensive assessment
was initiated of the community’s vulnerability to climate change impacts, called “Resilient SLO”.
This assessment in conjunction with the 2019 Hazard Mitigation Plan update will form the
technical foundation of the Safety Element update as work on this project continues in 2021. Parks
and Recreation staff also continued work and public outreach on the Parks and Recreation Element
and Plan update, also termed “Parks + Recreation Blueprint for the Future: 2021-2041”.
The Major City Goals for Fiscal Year 2019-2021 of Housing, Climate Action, Sustainable
Transportation, Fiscal Sustainability, and Downtown Vitality resulted in a significant amount of
activity in the General Plan program areas discussed above, and many more. Although these five
Major City Goals were the City’s top priority at the beginning of 2020, the City’s goals and efforts
shifted in response to the global COVID-19 pandemic. In response to the pandemic, these Major
City Goals were reorganized in June 2020 into one Meta Goal of Economic Stability, Recovery,
and Resiliency. This Meta Goal will continue to be the City’s top priority throughout the duration
of the ongoing pandemic.
The City took significant actions and exercised flexibility in response locally to the pandemic in
2020. In March 2020, the City’s Emergency Operations Plan was implemented, which established
the City Council as the City’s Disaster Council. As part of this plan, the City’s Emergency
Operations Center (EOC) was activated, in which the City Manager was designated as the
Emergency Services Director and a central command of roles was designated as responsible for
carrying out disaster management functions. Throughout the 2020 calendar year, the City adopted
several resolutions in response to the pandemic. The 2020 General Plan Annual Report provides
details about specific actions that each City department enacted in response to the pandemic.
Development activity in the City continued in 2020 but was reduced compared to previous years.
632 building permits were issued in 2020, a decrease of 78 compared to 2019. Permit reviews for
plan check submittals and resubmittals were also reduced in 2020 with 1,438 applications
submitted, a decrease of 445 compared to 2019.
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The Land Use Element policy related to residential growth (LUE 1.11.2) states that the City’s
housing supply shall grow no faster than one percent per year, on average. Based on the
Community Development Department’s residential construction permit data, the City finaled
construction for 261 (net total) units in 2020 and the annual growth rate for 2020 was 1.21 percent
(affordable dwellings, new dwellings in the C-D zone, and legally established accessory dwelling
units (ADU) are exempt from these regulations). A significant portion of these new units (210
units) are located within specific plan areas. The LUE Policy 1.11.2 (Residential Growth Rate)
states that the approved specific plan areas may develop in accordance with the phasing schedule
adopted by each specific plan, provided that thresholds established by LUE Table 3 are not
exceeded.
The net total number of units subject to residential growth rate limitation in the City as of 2020 is
21,501 units, which is below the 2020 threshold of 22,190 units specified in LUE Table 3, with
689 units available for future allocation. The City has maintained a six-year average annual growth
rate of 0.60 percent per year from 2015 to 2020, in compliance with LUE Table 3 and the average
annual growth rate.
Based on the Community Development Department’s running total of “finaled” permits for non-
residential construction permits, 34,352 square feet of floor area was added to the City in 2020,
yielding a five-year net non-residential growth rate of 2.23 percent (as shown in Figure 3 on page
26). Land Use Element Policy 1.11.4 states that th e Council shall consider establishing limits for
the rate of non-residential development if the increase in non-residential floor area for any five-
year period exceeds five percent. Thus, the City is significantly below the threshold to establish
any non-residential growth limit at this time.
4.0 ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply because the General Plan
Annual Report does not constitute a “Project” under CEQA Guidelines Sec. 15378.
5.0 NEXT STEPS
As the Community Development Department leads the City in the implementation and updating
of the General Plan, it also takes the lead in the update of the General Plan Annual Report.
However, staff from all City departments contributed significantly to the report.
Any comments made by the Commission during review of the General Plan Annual Report will
be addressed by staff before the report is forwarded to the City Council for consideration. The
Planning Commission can also direct staff to provide the Commission with additional information
or analysis on specific topics from 2020 program implementation.
6.0 ATTACHMENTS
1. 2020 General Plan Annual Report
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City of San Luis Obispo
2020 General Plan Annual Report
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Community Development Department
Our Mission Statement
Our mission is to serve all persons in a positive and courteous manner and help ensure that San
Luis Obispo continues to be a healthy, safe, attractive, and enjoyable place to live, work, or visit.
We help plan the City’s form and character, support community values, preserve the
environment, promote wise use of resources, and protect public health and safety.
Our Service Philosophy
The City of San Luis Obispo Community Development Department (CDD) staff provides high
quality service when you need it. We will:
• Listen to understand your needs;
• Give clear, accurate and prompt answers to your questions;
• Explain how you can achieve your goals under the City’s rules;
• Help resolve problems in an open, objective manner;
• Maintain high ethical standards; and
• Work to improve our service.
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Acknowledgements
City Council
Heidi Harmon, Mayor
Erica A. Stewart, Vice Mayor
Carlyn Christianson
Jan Marx
Andy Pease
Planning Commission
Hemalata Dandekar, Chair
Robert Jorgensen, Vice Chair
Michael Hopkins
Steven Kahn
Nicholas Quincey
Michelle Shoresman
Mike Wulkan
City Manager
Derek Johnson, City Manager
Project Management Team
Project Lead: Graham Bultema, Assistant Planner
Cara Vereschagin, Housing Coordinator
Rachel Cohen, Associate Planner
Brian Leveille, Senior Planner
The 2020 General Plan
Annual Report was
prepared by the
Community Development
Department for review by
the Planning Commission
and acceptance by the City
Council. The Community
Development Department’s
Long-range Planning
Division often takes the
lead for staff work
involving the General
Plan. However, all City
departments and advisory
bodies are involved in
General Plan
implementation and have
contributed to the 2020
General Plan Annual
Report.
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Staff Contributors
Adam Fukushima, Active Transportation Manager
Alexander Fuchs, Parking Services Supervisor
Brian Amoroso, Operations Captain
Cassia Cocina, Code Enforcement Supervisor
Chris Read, Sustainability Manager
Christine Wallace, Neighborhood Outreach Manager
Devin Hyfield, Recreation Manager
Doug Carscaden, Recreation Supervisor
Freddy Otte, City Biologist
Gamaliel Anguiano, Transit Manager
Gaven Hussey, Parking Program Manager
Greg Avakian, Parks and Recreation Director
James Blattler, Administrative Analyst
Jeff Smith, Interim Police Chief
Jennifer Metz, Utilities Project Manager
Jennifer Rice, Transportation Planner/Engineer III
Keith Aggson, Fire Chief
Kyle Bell, Associate Planner
Kyle Van Leeuwen, Associate Planner
Lee Johnson, Interim Economic Development Manager
Lindsey Stephenson, Recreation Manager
Luke Schwartz, Transportation Manager
Matt Horn, Public Works Director
Megan Weeks, Transit Coordinator
Meghan Burger, Recreation Supervisor
Michael Codron, Community Development Director
Molly Cano, Tourism Manager
Robert Hill, Sustainability & Natural Resources Official
Shawna Scott, Senior Planner
Teresa McClish, Special Projects Manager
Tyler Corey, Principal Planner
Vanessa Nichols, Permit Services Coordinator
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Table of Contents
Community Development Department ........................................................................................................ 2
Our Mission Statement .................................................................................................................... 2
Our Service Philosophy .................................................................................................................... 2
Acknowledgements ....................................................................................................................................... 3
City Council ...................................................................................................................................... 3
Planning Commission ....................................................................................................................... 3
City Manager .................................................................................................................................... 3
Project Management Team ............................................................................................................. 3
Staff Contributors ............................................................................................................................ 4
Table of Contents .......................................................................................................................................... 5
List of Figures ................................................................................................................................... 6
List of Tables .................................................................................................................................... 6
Introduction .................................................................................................................................................. 7
Background ................................................................................................................................................... 8
General Plan Element Updates ..................................................................................................................... 9
COVID-19 Pandemic – Local Emergency Response .................................................................................... 12
Community Development Department ...................................................................................................... 14
Planning and Building Activity..................................................................................................................... 17
Regional Housing Needs Allocation (RHNA) Progress ................................................................................ 20
Residential Growth ..................................................................................................................................... 25
Non-Residential Growth ............................................................................................................................. 26
Specific Plan Implementation and Development ....................................................................................... 27
Municipal Code Updates ............................................................................................................................. 33
Climate Action Plan ..................................................................................................................................... 34
Economic Development .............................................................................................................................. 35
Policy Initiatives .......................................................................................................................................... 38
Water Supply............................................................................................................................................... 39
Circulation ................................................................................................................................................... 40
Safety 46
Neighborhood Wellness .............................................................................................................................. 55
Conservation & Open Space Protection ..................................................................................................... 57
Parks & Recreation ...................................................................................................................................... 59
Conclusion ................................................................................................................................................... 66
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List of Figures
Figure 1 - Total Planning Applications Received per Calendar Year, 2018-2020 .......................... 17
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2016-2020 .............................. 26
Figure 3 - Fire Department Twitter Impressions, 2019-2020 ....................................................... 47
Figure 4 - Monthly Noise Party Calls for Service, 2020 ................................................................. 56
List of Tables
Table 1 - City Resolutions Adopted Related to the
Local Emergency from the COVID-19 Pandemic ........................................................... 13
Table 2 - Building Permits Issued, 2018-2020 ............................................................................... 18
Table 3 - Building Division Project Statistics, 2018-2020 .............................................................. 18
Table 4 - Valuation of Construction, 2018-2020 ........................................................................... 19
Table 5 - Progress Towards Meeting 6th Cycle Quantified Objectives (1/1/19 - 12/31/28) ......... 20
Table 6 - LUE Table 3, One Percent City Population Growth Projection ...................................... 25
Table 7 - Residential Growth Rates, 2015-2019 & 2020 ............................................................... 25
Table 8 - Margarita Area Development Status, 2020 ................................................................... 27
Table 9 - Orcutt Area Development Status, 2020 ......................................................................... 28
Table 10 - Avila Area Development Status, 2020 ......................................................................... 29
Table 11 - San Luis Ranch Area Development Status, 2020 ......................................................... 31
Table 12 - City Water Resource Availability, 2020 ........................................................................ 39
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Introduction
The General Plan is a comprehensive statement of the City’s goals and how those goals will be
achieved over the long-term. Policies and programs in the General Plan provide guidance to the
public, staff and decision-makers on development-related issues. The General Plan is adopted
and amended by the City Council, after considering recommendations by citizens, appointed
advisory bodies, other agencies, and City staff.
Each year, the City publishes an Annual Report on the status of its General Plan and provides an
overview of actions taken to implement the Plan during the past year, as provided by California
Government Code Section 65400. This report is provided to help citizens and City officials gauge
progress towards achieving the City’s stated goals and objectives. It is also an opportunity to
review how well the Plan’s programs are being implemented. The Annual Report fulfills the
requirements of State law, and the General Plan itself. According to Land Use Element Policy 11.3
the City shall prepare an annual report on the status of the General Plan, which is to include the
following items:
A) A summary of private development activity and a brief analysis of how it helped meet
General Plan goals;
B) A summary of major public projects and a brief analysis of how they contributed to
meeting General Plan goals;
C) An overview of programs, and recommendations on any new approaches that may be
necessary;
D) A status report for each General Plan program scheduled to be worked on during that
year, including discussion of whether that program's realization is progressing on
schedule, and recommendations for how it could better be kept on schedule if it is
lagging;
E) A status report on how the City is progressing with implementing its open space
preservation policies and programs;
F) Updated population or other information deemed important for the plan.
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Background
State law requires each city and county to adopt a general plan that
addresses seven topics, typically referred to as “elements.”
Additional topics, or general plan elements, may be included. The law
also requires general plans to be comprehensive, internally
consistent and provide a long-term perspective. The Governor’s
Office of Planning and Research publishes General Plan Guidelines,
which includes the following basics:
• Geographic Comprehensiveness: The general plan must cover all
of the territory in the jurisdiction’s boundaries.
• Regionalism: The general plan must take into account regional
plans for transportation, air quality and water quality, and must
spell out measures needed to meet federal or state standards for
the region.
• Issue Comprehensiveness: General plans must address the
jurisdiction’s physical development over the long term, but
because the general plan is the most comprehensive expression
of the general welfare, it should also recognize social and
economic concerns.
• Internal Consistency: All of the general plan elements must be
internally consistent. Each element’s data, analyses, goals,
policies, and programs must be consistent and complement one
another. This includes consistency with area and specific plans.
• Long-Term Perspective: The general plan must address the
welfare of current & future generations, although the time-
frames may vary between elements. The Housing Element, for
instance, must be updated every five to eight years.
State law says a City’s general plan should be kept current. The City
of San Luis Obispo does this through this annual review process,
comprehensive updates, and through amendments. Updates to
entire elements are done as needed and include a look at underlying
conditions and preferences. Amendments are typically smaller in
scope and involve changing one part in a way that fits within the
overall framework. Consideration of amendments are triggered by
private applications or by direction from the City Council.
Changes to the City of San Luis Obispo General Plan require hearings
by the Planning Commission and by the City Council. The type of
notice provided for the hearings depends on the type of proposed
change, but always includes a descriptive item on the meeting
agenda, which is published in the newspaper. The City’s website and
public access television channel provide additional information.
City of
San Luis Obispo
General Plan
Elements
Land Use
Update Adopted
December 2014
Circulation
Update Adopted
December 2014
Housing
Update Adopted
November 2020
Conservation and
Open Space
Revised 2014
Safety
Revised 2012
Parks and
Recreation
Adopted 2001
Water and
Wastewater
Revised 2018
Noise
Adopted 1996
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General Plan Element Updates
Parks & Recreation Element and Master
Plan Update: Parks + Recreation Blueprint
for the Future: 2021-2041
In 2018, the City Parks and Recreation and
Community Development Departments engaged
consultant services, WRT, for the purposes of the
Parks and Recreation Element and Master Plan
Update. The Parks and Recreation Commission
(PRC) is serving as the primary advisory body for this
work effort.
The purpose of the update of the City’s Parks and
Recreation Element and Master Plan is to address
current and future needs for the City of San Luis
Obispo’s parks, recreation facilities, programs, and
services consistent with the objectives outlined in
the adopted 2017-2019 and 2019-2021 financial
plans. Community engagement, including initial
stakeholder meetings, pop-up events, multiple
public workshops and forums, and a community
survey were conducted 2018-2020. The public will
continue to be engaged in a positive and creative
way so that the results are representative of
community values, desires, and needs. In March
2021, the Public Review Draft General Plan Element
and Master Plan Update was released and
introduced to the PRC and the public at PRC
meetings and a public forum. Parks and Recreation
and Planning Commission recommendations will go
to City Council late spring/early summer of 2021.
Major City Goals for FY 19-21:
Housing – Facilitate the
production of housing with an
update of the Housing Element,
including an emphasis on
affordable housing (including
unhoused people) and workforce
housing through the lens of
climate action and regionalism.
Climate Action – In response to
the climate crisis, continue to
update and implement the Climate
Action Plan for carbon neutrality,
including preservation and
enhancement of our open space
and urban forest and planning for
resilience.
Sustainable Transportation –
Enhance accessible regional
transit, bicycle, and pedestrian
mobility to promote a transition
to a car-free or shared-car
lifestyle and to reduce
greenhouse gases.
Fiscal Sustainability &
Responsibility - Continue to
implement the City’s Fiscal
Responsibility Philosophy with a
focus on efficiencies, strategic
economic development, unfunded
liabilities, and infrastructure
financing (Funding the Future).
Downtown Vitality - Support the
economic and cultural heart of
the City with attention to safety,
maintenance, infrastructure, and
amenities.
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Housing Element Update
In 2019, the City began work on the 6th Cycle
Housing Element update and continued that work
through 2020. The update process is a tool to
modify housing policies and programs to reflect
the changing needs, resources, and conditions in
the community, and to respond to changes in
state and federal housing law. The Housing
Element is the only element that must be updated
on a set schedule and then certified by the State.
The City does not construct housing but is
required by the State to demonstrate that it can
accommodate a specific number of units that
meet specific income categories within a specific
time frame known as the Regional Housing Needs
Allocation (RHNA). RHNA is produced by the
California Department of Housing and Community
Development (HCD) and identifies the projected
housing needs in the region as part of the periodic
updating of local Housing Elements of the General Plan. HCD finalized its RHNA allocation
determination for the San Luis Obispo region at 10,810 units for the 10 -year production period
(December 31, 2018 to December 31, 2028) and the number of housing units allocated to the
City has been identified as 3,354.
The City conducted 12 public meetings and public outreach opportunities including presentations
and online surveys over the last year. Most public meetings and outreach events were hosted
and attended virtually due to the COVID-19 pandemic. Comments and direction provided at these
meetings, as well as through the public engagement process and the Housing Major City Goal,
were important for informing proposed modifications to the goals, policies, and programs within
the Housing Element. In addition to feedback from the public and advisory bodies, staff worked
with HCD to make sure the Housing Element complied with recent changes to Housing State Law.
The Housing Element update includes a residential land capacity analysis that shows that the City
can sufficiently meet its RHNA allocation. Based on this analysis, the City has approximately 387
acres of vacant, underutilized, or deteriorated property that can accommodate approximately
4,140 dwelling units. This is well above the 3,354 units allocated to the City. On November 17,
2020, the City Council adopted the updated 6th Cycle Housing Element and staff submitted the
adopted Element to HCD. Once a jurisdiction has adopted their housing element, it is required to
be submitted for review and certification by HCD. The Housing Element is the only Element in the
General Plan that requires this review and certification process. HCD has 90 days to review the
adopted Housing Element. The City anticipates that HCD will certify the adopted Housing Element
by March 22, 2021.
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Safety Element Update
In the Spring of 2020, the City started work on a
comprehensive assessment of the community’s
vulnerability to climate change impacts called “Resilient
San Luis Obispo” through a grant awarded from Caltrans
in the amount of $435,250. The City has partnered with
the Local Government Commission (LGC), a 501(c)3 non-
profit organization who has extensive experience in public
engagement in climate change adaptation and in
facilitation projects. Additionally, the City is currently
participating with the CivicSpark, a statewide program
through the LGC for a Fellow to work on the project. The
project is also supported by a competitively procured
consultant team for technical and climate modeling work,
as well as with committed staff resources from the San Luis Obispo Council of Governments. The
project includes current and future hazards assessment, comprehensive vulnerability
assessment, local and state policy audits, robust community outreach and education, a menu and
prioritization of adaptation options and specific integration and work plans. Importantly, the
scope of work also includes capacity building for City staff and dissemination to regional partners
to ensure implementation. The project, along with the 2019 Hazard Mitigation Plan update, will
form the technical foundation for the comprehensive upda te to the Safety Element of the
General Plan in compliance with SB-379, SB-1035 and other state law.
Community outreach activities completed since
the project started have included a community
wide survey, the first community-wide forum
webinar, presentations to community
stakeholders, and the solicitation and
establishment of a 15-person community
Resilience Roundtable supported by community
working groups for specific subjects. Through a
project feature “Stories of a Resilient SLO” the City
continues to solicit stories in various written and
video formats to share and promote
understanding of how community members have
overcome past challenges to inform the project
and discuss resiliency.
The stories, Baseline Conditions Report, and other information is posted on the project website
(https://www.lgc.org/resilient-slo/).The City anticipates that the Safety Element will be renamed
the Community Resilience and Public Safety Element and is targeted to be completed in 2022.
Community Outreach - Stories of a Resilient SLO
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Land Use Element and Water and Wastewater Management Element
In August 2020, the City Council adopted amendments to Land Use Element, Policy 1.13.2 and
Water and Wastewater Management Element, Program A 7.3.4 broadening the existing language
to consider delivery of both non-potable and recycled water supplies outside the City limits
through short-term water supply contracts. With the adopted amendments Land Use Element
Policy 1.13.2 now states:
Provision of non-potable or recycled water outside of City limits may only be considered in compliance
with Water and Wastewater Element Policy A 7.3.4 and the following findings:
A. Non-potable/recycled water is necessary to support continued agricultural operations.
B. Provision of non-potable/recycled water will not be used to increase development potential of property
being served.
C. Non-potable/recycled water will not be further treated to make it potable.
D. Prior to provision of non-potable/recycled water, the property to be served will record a conservation,
open space, Williamson Act, or other easement instrument to maintain the area being served in
agriculture and open space while non-potable/recycled water is being provided.
E. Provision of non-potable and recycled water will not impair the City’s ability to maintain an adequate
water supply that meets projected water demand at buildout under the General Plan including the
required reliability reserve.
Water and Wastewater Management Element, Program A 7.3.4 now states:
Consider the potential to deliver available non-potable or recycled water supplies to customers outside
the city limits, including analysis of policy issues, technical concerns, and cost recovery, provided it is found
to be consistent with the General Plan.
COVID-19 Pandemic – Local Emergency Response
In response to the global COVID-19 pandemic in 2020, the City’s Emergency Operations Plan was
implemented which established the City Council as the City’s Disaster Council. As part of this plan,
the City’s Emergency Operations Center (EOC) was activated, in which the City Manager was
designated as the Emergency Services Director and a central command of roles was designated
as responsible for carrying out disaster management functions. Throughout the 2020 calendar
year, the City also adopted several resolutions as the City continued to adapt to the effects of the
COVID-19 pandemic locally. Summaries of these resolutions can be seen in Table 1. Specific
actions that the City implemented in order to prioritize public health and address local economic
impacts of the pandemic included delaying late fees and penalties from unpaid transient
occupancy taxes for vacation rentals in February and March (Res. 11105), suspension of certain
sections of the Municipal Code such as parking regulations & sign regulations (Res. 11116),
allowing downtown businesses and restaurants to expand space onto sidewalks and streets to
allow customers to maintain social distancing (Res. 11118), suspending parking rates for parking
structures and deferring future parking rate increases (Res. 11127), and extending deadlines for
discretionary approvals, cannabis operator permits, and building permit applications (Ord. 1683
& Res. 11131). Throughout this report, details are also given about specific actions that each City
department enacted in response to the ongoing COVID-19 pandemic throughout 2020.
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Table 1 - City Resolutions Adopted Related to the Local Emergency from the COVID-19 Pandemic
Res. 11099
(March 2020)
• Proclaiming a local emergency within the City related to the
COVID-19 pandemic
• Enacting emergency delays on evictions
• Prohibiting alcohol serving and sales on St. Patrick’s Day
(Proclamation 1)
Res. 11102
(March 2020)
Adopting the federal emergency and federal grant procurement
procedures
Res. 11104
(March 2020)
• Affirming actions of the emergency services director and expressly
affirming actions of the County as applicable and enforceable
within City jurisdiction
• Closing bars and alcohol establishments due to COVID-19
(Proclamation 2)
Res. 11105
(March 2020)
Authorizing the City’s tax collector to delay late fees and penalties for
delinquent transient occupancy tax received for stays during
February and March 2020
Res. 11106
(April 2020)
• Proclaiming the continuing existence of a local emergency
regarding the COVID-19 pandemic
• Imposing a city wide safety enhancement zone and penalties up
to $1,000 for violation of public health orders
Res. 11113
(April 2020)
Proclaiming the continuing existence of a local emergency regarding
the COVID-19 pandemic, extending the state of local emergency
through May 16, 2020
Res. 11116
(May 2020)
Enforcement of portions of the Sign Regulations and the Parking
Regulations sections of the City Municipal Code shall be suspended
until stay at home & social distancing orders are terminated
Res. 11117
(March 2020)
Authority given to the City Manager to use unassigned fund balance
from fiscal year 2018-19 above required reserve levels to be used for
emergency measures related to public health & safety
Res. 11118
(May 2020)
• Approval of the City Outdoor Public Space Program (Open SLO)
• Expanding space to be available on streets and sidewalks for
businesses to allow customers to maintain physical distancing
Res. 11127
(June 2020)
• Deferment of future parking rates increases, suspending current
hourly parking rates for parking structures, and reducing rates for
monthly parking programs
Res. 11131
(June 2020)
Extending discretionary approvals, building permit applications, and
cannabis permits
Res. 11132
(June 2020)
Affirmation that racism is a public health crisis & urging public health
officials to declare racism a public health emergency
Res. 11138
(July 2020)
• Affirming actions of the Emergency Services Director
• Closing bars for the July 4th weekend and subsequently limiting
bar capacities (Proclamation 3)
Res. 11152
(August 2020)
Approval of temporary closures of City streets for special events,
construction, or other purposes (Proclamation 5)
Source: City of San Luis Obispo, 2020
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Community Development Department
Customer Service and Process Improvements
In 2020, the Community Development Department continued to monitor and improve
procedures to ensure the utmost level of efficiency and customer service. In response, the
Department launched the following programs throughout the year:
InfoSLO: The City originally launched the portal InfoSLO in 2018 that allows members of the
public to search for a variety of information on properties citywide. InfoSLO allows you to search
for parcel history including permits, plan cases, inspections, and code cases. Parcels can be
searched by address or Assessor’s Parcel Number, or by an interactive map to browse parcel
information across the City. In 2019, upgrades provided the opportunity to research and export
permit and plan history for any address in the City and set up the framework for online permit
applications and payment of fees. Building upon the work of the last two years, in 2020 the City
launched the ability to submit certain applications online and to pay fees associated with
planning entitlements and building permits. This effort was implemented quickly as a result of
the COVID-19 pandemic that forced the Planning and Building counters to close to in-person
submittals. By allowing online submittals and payments, staff has been able to continue to
support and work with the community on various development projects.
Tenant Improvement Permit Processing (TIPP-FAST)
In 2020, the Community Development Department implemented the Tenant Improvement
Permit Processing (TIPP-FAST) program to streamline the review of tenant improvement (TI)
projects. The program was initially designed to assist business and property owners with timely
reopening and needed modifications to business operations in response to the COVID -19
pandemic. However, the program is available to all qualifying tenant improvement projects.
Coordination with Other Agencies
In addition to City-initiated efforts to implement the General Plan, City staff responded to
development plans and applications from other agencies in 2020 and coordinated with other
agencies on General Plan priorities. Some examples include:
Airport Land Use Commission: City staff reviewed the draft Airport Land Use Plan update and
provided comments to the Airport Land Use Commission (ALUC) and their County staff liaison on
the need for continued collaboration to ensure ALUP update policies are compatible with the City
General Plan. The ALUP update is anticipated to be adopted in the Spring or early summer
timeframe of 2021.
County of SLO: City staff provided comments on several projects proposed in the County
including an office project, cannabis delivery projects, tentative map proposals, and a proposed
hillside development.
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Amtrak-LOSSAN: Community Development staff and other key City staff participated in the
technical design charette held by the Los Angeles-San Diego-San Luis Obispo Rail Corridor Agency
(LOSSAN) for expansion and/or relocation of the existing Amtrak layover facility in San Luis
Obispo at the Roundhouse site. The goal of the project is to increase overnight layover and
storage capacity to support service goals and objectives outlined for the Amtrak Pacific Surfliner
as outlined in the 2018 California State Rail Plan. While the charette was focused on technical
and operational aspects of the rail users such as Amtrak and Union Pacific, City staff provided
input on key aspects where City infrastructure is affected and commented on compatibility,
historic preservation, design, and circulation.
San Luis Obispo Council of Governments: In 2020, SLOCOG was instrumental in obtaining
funding for the City through the Regional Early Action Planning Grants (REAP). The funding is
provided by the State of California be used for technical assistance, preparation, and adoption of
planning documents and process improvements to accelerate housing production and facilitate
compliance to implement the sixth cycle of the regional housing needs allocation . The City
received $283,003 in grant funding to update the Inclusionary Housing Ordinance and expand
the City’s Objective Design Standards.
Regional Housing Action Team: The City, along with the County, and the seven local cities within
the county have each updated their Housing Elements for the new 6th Cycle RHNA. The County
has taken a lead role in fostering collaboration among all the cities, SLOCOG, and County to
develop the region’s first “regional chapter” that is now a part of all eight local agencies’ Housing
Elements. The regional chapter contains eight policies that support housing at a regional level.
Cal Poly Master Plan Cal Poly Master Plan Update: Through the
first half of 2020, City staff worked with Cal Poly staff and their
EIR consultants on the updated Draft EIR (published in December
2019) to address previous concerns raised by the City when a
Draft EIR was published for the Cal Poly Master Plan Update in
2017. The result was a successful outcome with a memorandum
of understanding for future collaboration between the City and
Cal Poly in multiple areas such as water and sewer infrastructure,
multi-modal transportation, and linking enrollment increases to
availability of on campus housing. This is in addition to various
ongoing agreements with Cal Poly regarding transit service, water
and wastewater, fire protection, and cooperative policing.
Cal Poly Master Plan Update 2035
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California Department of Transportation (Caltrans): Progress continues with preliminary
engineering and environmental review for the Prado Road/US 101 Interchange Project, which
directly involves a Caltrans facility, and the Prado Road Bridge Replacement over San Luis Obispo
Creek, which is funded by a Caltrans Highway Bridge Program grant. The Prado Bridge Project
anticipates construction to begin in the 2022-23 fiscal year, with the Prado Interchange following
in 2024. The City has also continued collaboration with Caltrans on improving traffic signal
coordination between City and Caltrans intersections near the Los Osos Valley Road/US 101
interchange.
Local Agency Formation Commission (LAFCO): In November 2019 and March 2020, respectively,
the City Council approved the filing of two applications and requests for LAFCO to initiate
proceedings for annexation of the Fiero Lane-Clarion Court and East-Airport areas located within
the Airport Area Specific Plan (AASP). The Fiero Lane-Clarion Court annexation area consists of
30 parcels and approximately 39 acres of land and the East Airport annexation area includes 33
parcels, and 58 acres of land. Annexation of these areas was anticipated in the General Plan and
AASP, and these areas will support existing and future development including a mix of industrial,
manufacturing, commercial, and office uses. LAFCO approved both the Fiero Lane-Clarion Court
and East Airport annexations in November 2020.
In September 2020, in addition to the approval of the Froom Ranch Specific Plan, the City Council
authorized the filing of the Froom Ranch annexation application and request for LAFCO initiation.
This area consists of approximately 110 acres of primarily undeveloped land adjacent to Los Osos
Valley Road. This area was anticipated to be annexed and developed and is identified as Madonna
on LOVR Special Focus Area 3 in the General Plan. An application with LAFCO was filed in February
2021 and will be considered by LAFCO in Spring 2021.
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Planning and Building Activity
Application totals are tracked in real-time using live dashboards from our EnerGov permitting
system. Tracking of applications and permits serve as an indicator of development trends and a
tool for budget forecasting.
Yearly Planning Application Trends
Figure 1 indicates all planning applications received for each calendar year for 2018, 2019, and
2020. Some examples of the types of applications include use permits, architectural reviews,
subdivisions, zoning amendments, environmental reviews, and administrative actions. In 2020,
the total number of planning applications decreased by nearly 30 percent from 2019. Notable
decreases in application types were architectural reviews, Homestay use permits, and tentative
subdivision requests, which all decreased by about 50 percent.
Figure 1 - Total Planning Applications Received per Calendar Year, 2018-2020
Source: Community Development Department, 2020
227
338
242
0
50
100
150
200
250
300
350
400
2018 2019 2020Number of ApplicationsItem 4
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Building Permits and Plan Reviews
Building permits are issued for various projects ranging from the relatively simple (e.g ., water
heaters, window change outs, reroofing, etc.) to the more complex projects (e.g., additions and
new buildings). Plan reviews are typically required for the more complex projects where it is
necessary to review proposed design documents for code compliance.
Table 2 - Building Permits Issued, 2018-2020
BUILDING PERMITS ISSUED
2020 2019 2018
permits units permits units permits units
Single Family 297 297 171 171 159 159
Multi Family 20 150 17 340 19 135
Commercial 2 2 12 0 15 0
Residential Additions / Alterations 221 0 369 0 252 0
Commercial Additions / Alterations 92 0 141 0 129 0
Motel Rooms 0 0 0 0 1 113
TOTAL 632 449 710 511 575 407
Source: Community Development Department, 2020
Table 2 depicts the number of building permits issued over the past 3 years. In 2020, 317 permits
were issued for single-family and multi-family projects, representing 447 residential units.
Table 3 - Building Division Project Statistics, 2018-2020
PROJECT STATISTIC 2020 2019 2018
Plan Check Applications Submitted 1,438 1,883 1,468
Source: Community Development Department, 2020
Table 3 shows the number of plan check applications conducted by the Building Division over the
last 3 years. Development activity remained strong in 2020, despite a decrease in applications
received from mid-March thru May. Application submittals are expected to remain strong
throughout 2021.
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Valuation of Construction
Construction valuation is a good indicator of the level of private investment in building
construction. Table 4 depicts the annual construction valuation over the past 3 years. The total
valuation decreased by $40,759,801 from 2019 to 2020, which reflects the decrease in number
of issued permits as displayed in Table 2 above.
Table 4 - Valuation of Construction, 2018-2020
VALUATION OF
CONSTRUCTION 2020 2019 2018
Single Family 53,949,613 28,025,973 24,299,569
Multi Family 8,225,494 33,606,072 21,161,540
Commercial 17,475,937 16,980,878 20,430,385
Residential Additions /
Alterations 7,834,680 42,924,804 14,780,483
Commercial Additions /
Alterations 11,178,790 17,886,588 19,815,863
Total Valuation $98,664,514 $139,424,315 $100,487,840
Source: Community Development Department, 2020
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Regional Housing Needs Allocation (RHNA) Progress
Quantified Objectives
Under State law, each city and county in California is required to develop programs designed to
meet their share of the surrounding region's housing needs for all income groups, as determined
by the region’s council of governments. The State Department of Housing and Community
Development (HCD) identifies housing needs for all regions of the State. Councils of governments
then apportion the regional housing need among their member jurisdictions. The Regional
Housing Needs Allocation (RHNA) process seeks to ensure that each jurisdiction accepts
responsibility, within its physical and financial capability to do so, for the housing needs of its
residents and for those people who might reasonably be expected to move there. State housing
law recognizes that housing need allocations are goals that jurisdictions seek to achieve;
however, they are not intended as production quotas. The allocations are included in each
jurisdiction’s Housing Element so that plans, policies, and standards may be created to help meet
housing needs within the element's planning period.
The City has a new total RHNA allocation of 3,354 housing units to plan for in the new 6th Cycle
Housing Element. HCD has allowed the City 10 years to meet the new 6th Cycle RHNA allocation.
This means that the City is allowed to count all issued building permits from January 1, 2019 until
December 31, 2028 as credit towards achieving the 6th Cycle RHNA allocation. Additionally, HCD
has allowed the City to count half of the total of newly issued accessory dwelling unit (ADU)
permits in the “low income” affordability level count for 2020, due to a market study recently
completed by the County of San Luis Obispo. These 30 affordable ADU units, along the other
affordability level totals are shown in Table 5 below.
Table 5 - Progress Towards Meeting 6th Cycle Quantified Objectives (1/1/19 - 12/31/28)
Income Level
(% of County Median Income)
6th Cycle
RHNA
Allocation
Building Permitted Units Issued by Affordability Total Units by
Income Level
Total Units
Remaining by
Income Level
Year 1
(2019)
Year 2
(2020)
Years 3 – 10
(2021 - 2028)
Extremely Low &
Very Low
Deed
Restricted 825
0 14 - 14
811 Non-Deed
Restricted 0 0 - 0
Low
Deed
Restricted 520
6 0 - 6
484 Non-Deed
Restricted 0 30 - 30
Moderate
Deed
Restricted 603
8 5 - 13
590 Non-Deed
Restricted 0 0 - 0
Above Moderate 1,406 523 416 - 939 467
Total Units 3,354 537 465 - 1,002
Total Remaining for RHNA Period: 2,352
Source: Community Development Department, Building Permits Issued, 2020
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Affordable Housing
In 2020, the City continued to implement the Inclusionary Housing Ordinance, and has seven
Affordability Agreements in process through the long-term affordability program. To date, the
City also has approximately $81,000 available for assisting future affordable housing
construction. Two major highlights from 2020 include the finalization of two new affordable
housing projects:
Branch Street Apartments – TMHA
In June 2019, the City Council approved a
grant award in the amount of $330,000
from the City’s Affordable Housing Fund to
Transitions-Mental Health Association
(TMHA) to assist with the acquisition and
rehabilitation of an existing, 6-unit
property for new affordable housing. In
the Spring of 2020, THMA finished both
interior and exterior renovations of the
units and moved-in six low-income adults
with a mental health diagnosis that were
formerly homeless.
Courtyard at the Meadows – HASLO/SLONP
At the end of 2020, the Housing Authority of San Luis Obispo (HASLO) finalized construction on
the Courtyard at the Meadows. This affordable housing development offers 36 new housing
units, exclusively available to very-low and low income families. These 1-bd, 2-bd, and 3-bd
apartments are tucked against the South Hills Open Space, in the Serra Meadows neighborhood
off Prado Road.
Branch Street Apartments
Courtyard at the Meadows
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Funding and Grant Programs for Housing-Related Programs
1. Community Development Block Grant Program (CDBG): The CDBG program provides
annual funding for eligible affordable housing projects and support for the homeless
shelter. Over the past eight years the CDBG Program has allocated over $2,700,000
towards affordable housing and approximately $940,000 towards homeless services.
Projects funded for the 2020 Program Year included homeless services and affordable
housing land acquisition for a new 100 percent affordable housing project to be owned
and managed by Peoples’ Self-Help Housing Corporation (PSHH), titled Broad Street Place.
2. San Luis Obispo County Housing Trust Fund (HTF): The HTF provides financing, technical
assistance, and advocacy to increase the supply of affordable housing in the City. HTF staff
serve as a resource to City staff working with developers on affordable housing projects.
The City continued to support the HTF with $40,000 from the Affordable Housing Fund
to help support ongoing operating costs.
3. SB2 Grant: The Planning Grants Program provisions of SB2 is intended for the preparation,
adoption, and implementation of plans that streamline housing approval and acce lerate
housing production. The City received a grant of $160,000 in January 2020 to develop and
adopt a flexible density program that would allow for additional, smaller residential units
(150-600 sq. ft.) within the Downtown, Upper Monterey and Mid-Higuera planning areas.
4. Local Early Action Planning (LEAP) Grant: LEAP provides funding to jurisdictions for the
preparation and adoption of planning documents, process improvements that accelerate
housing production and facilitate compliance in implementing the sixth cycle of the
regional housing need assessment. The City applied and was granted the full amount of
$150,000 in August 2020 to fund staff time to complete the City’s 6th Cycle Housing
Element update.
5. Regional Early Action Planning (REAP) Grant: REAP provides funding for technical
assistance, preparation, and adoption of planning documents and process improvements
to accelerate housing production and facilitate compliance to implement the sixth cycle
of the regional housing needs allocation . The City applied and was granted $283,003 in
December 2020 to be used to update the Inclusionary Housing Ordinance and expand the
City’s objective design standards and revise the development review process to expedite
application processing and accelerate housing production.
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Homelessness Solutions
With the effects of the COVID-19
pandemic bringing new urgency to
the City’s goal of addressing
homelessness in San Luis Obispo,
City Council actions will result in an
enhanced, regional effort in
2021. In local government,
counties are primarily responsible
for leading efforts to address
homelessness, yet the impacts
often are borne directly by cities. In
the past year, the City of San Luis
Obispo responded to 32
encampment fires and 516 medical
incidents involving people
experiencing homelessness,
removed 70 tons of trash, and
cleaned up 135 illegal
encampments. In all, $679,000 in
City funds were spent on cleanup
and maintenance activities related
to homelessness. The City also
provided $157,000 to the 40 Prado
homeless shelter for programs and
operations, as well as funding for a
part-time social worker to assist
homeless persons, be a resource for Downtown businesses and conduct job readiness training.
Earlier this month, the City Council approved the hiring of a full -time contract position (for two
plus years) to coordinate the City’s participation in regional efforts dedicated to addressing
homelessness including defining a larger strategy focused on achieving measurable outcomes for
the community.
The new contract position has been funded through June 2023. Short term objectives include
developing a Homelessness Strategic Plan for the City that is supported by regional efforts and
builds upon existing partnerships with the County, cities, and other regional nonprofit partners
to maximize services available. During this funding period the determination of long-term
resource needs for the City for the preparation of the City’s 2023-25 Financial Plan will be
assessed. The $300,000 investment in the new contract position supplements existing City
investments and programs including:
Addressing Homelessness - Statistics
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Grants-in-Aid Program
The City’s Grants-in-Aid program, overseen by the Human Relations Commission, provides
financial support to non-profit organizations that promote the economic and social wellbeing of
the community including homeless prevention programs, support services, affordable and
transitional housing opportunities, hunger and malnutrition prevention, and supportive and
development services for children and seniors. The City has allocated $150,000 to the GIA
program annually for Fiscal Years 2019-20 and 2020-21.
Community Action Team
The Community Action Team (CAT) began with the San Luis Obispo Police Department with two
officers whose patrol focus was on the Downtown core and contacting homeless individuals. In
2018, social worker John Klevins, MSW, joined CAT through a partnership with Transitions Mental
Health (THMA) and the County of SLO. Klevins works side-by-side with SLOPD Officer Tim Koznek
focusing on outreach and preventive engagement with the City’s most vulnerable population s.
Over the last year, CAT engaged with over 500 people, and of those, 127 were treated for mental
health, substance abuse, or other issues. CAT also connects people with resources to find housing
and other services such as veterans’ benefits, social security, and educational opportunities.
Partnerships with Downtown SLO and CAPSLO
The City provides funding for the Downtown Ambassador Program and a Social Enterprise Job
Training Initiative. This includes the provision of a part -time social worker to assist homeless
persons and be a resource for Downtown businesses. It also allows CAPSLO and the Downtown
Ambassador to recruit homeless individuals for basic cleaning duties as part of job training.
Funding for these initiatives come from Local Revenue Measure (Measure G-20) revenue from
the current fiscal year. Measure G-20 was passed by the voters as part of the November 2020
election and identified priorities included addressing homelessness. The City of San Luis Obispo
implemented the Make Change Count to create awareness about the negative impacts of
panhandling and provide an alternative through donation stations. Currently, there are 7
donation meters located throughout downtown San Luis Obispo.
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Residential Growth
The Land Use Element policy related to residential growth (LUE 1.11.2) states that the City’s
housing supply shall grow no faster than one percent per year, on average, based on established
thresholds shown in Table 6 (Table 3 in the Land Use Element). This policy was modified in 2010
under Ordinance No. 1550 to an average of one percent per year over the five-year Housing
Element planning period. Affordable Dwellings restricted to residents with extremely low, very
low, low, or moderate incomes, new dwellings in the Downtown Core (C-D zone), and legally
established accessory dwelling units are exempt from these regulations (M.C. 17.144.020.D).
Table 6 - LUE Table 3, One Percent City Population Growth Projection
Year Approximate Maximum
Number of Dwelling* Anticipated Number of People
2013 20,697 45,541
2015 21,113 46,456
2020 22,190 48,826
2025 23,322 51,317
2030 24,512 53,934
2035 25,762 56,686
Estimated urban reserve capacity: 57,200
Source: Land Use Element, City of San Luis Obispo General Plan, Table 3, page 1-37.
*2013 population based on CA Department of Finance data and projected based on 1
percent annual growth.
Based on the Community Development Department’s residential construction permit data, the
City has maintained a six-year average annual growth rate of 0.60 percent per year, in compliance
with the one percent maximum average annual growth rate, as shown in Table 7.
Table 7 - Residential Growth Rates, 2015-2019 & 2020
Year New Units Total Units LUE Estimated Units
(1% Growth)
Units Available for
Future Allocation
2015-19 445 21,240 21,975 735
Average Growth Rate 2015-19 (%): 0.47%
2020 261 21,501 22,190 689
Growth Rate 2020 (%): 1.21%
Six Year Average Annual Growth Rate 0.60%
Source: 2020 Building Permits finaled, Community Development Dept.
The LUE Policy 1.11.2 (Residential Growth Rate) states that the approved specific plan areas may
develop in accordance with the phasing schedule adopted by each specific plan provided
thresholds established by LUE Table 3 are not exceeded. In 2020, the City issued permits for 210
new units within specific plan areas (of the 261 total units), which contributed significantly to the
1.21 growth rate for 2020.
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Non-Residential Growth
Based on final building permits, 34,352 square feet of net new non-residential floor area was
added to the City in 2020, resulting in an annual growth rate of 0.29 percent. Figure 2 illustrates
the net annual non-residential growth rate from 2016 to 2020. Non-residential growth includes
office, services and manufacturing, retail, hotel, and institutional uses.
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2016-2020
Source: Building Permits Finaled, Community Development Department, 20 20
Note: Demolition of nonresidential square footage included in calculations.
Land Use Element Policy 1.11.4 states that each year, the Council will evaluate the actual increase
in non-residential floor area over the preceding five years. The Council shall consider establishing
limits for the rate of non-residential development if the increase in non-residential floor area for
any five-year period exceeds five percent. The five-year net non-residential growth rate for 2016
through 2020 was 2.23 percent.
Each year, City Council has considered whether or not to implement limits to new non -residential
floor area and has decided against establishing limits. If limits are established , they would only
apply to certain types of new commercial floor area, such as new offices or new retail
establishments outside of the downtown core. Since the five-year growth rate is less than five
percent (2.23 percent) establishing limits to new non-residential floor area is not necessary at
this time.
0.70%
0.46%
0.33%
0.44%
0.29%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
2016 2017 2018 2019 2020Growth RateYear
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Specific Plan Implementation and Development
The General Plan requires approval of specific plans as a precursor to development of the City’s
major expansion areas. Specific plans typically contain more detailed land-use and design
standards than the General Plan and address the timing and financing of public facilities. Specific
plans can supersede the Zoning Regulations or lead to amendments of the Municipal Code. The
process for adopting a specific plan is similar to the process for adopting or amending a section
of the General Plan.
Margarita Area Specific Plan
The Margarita Area is located in southern San Luis Obispo and is bounded by South Higuera
Street, Broad Street, Tank Farm Road, and the ridge of the South Hills. Primarily envisioned for
residential development with another 68 acres slated for residential and business park uses.
Proposals for the Margarita area thus far have included mainly single-family homes with portions
of open space and pedestrian network advancing.
The Margarita Area is ideally suited to accommodate San Luis Obispo’s planned residential
growth for the near future as the area provides convenient access for residents to employment,
shopping, and recreation. Community goals for this area include up to 868 homes in a wide range
of housing types. Table 8 below displays the status on development in the Margarita Area.
Table 8 - Margarita Area Development Status, 2020
Projects Address Commercial Dwellings Status
Toscano 3000 Calle
Malva
-
168
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued– Under
Construction
Toscano
Affordable
Housing
3065 Lucca
38 Planning Entitlements - Approved
Serra Meadows 408 Prado - 169 Construction Complete
Serra Meadows
Prado Frontage
3420 Serra
Meadows
- 31 Construction Complete
Courtyard at
Serra Meadows
3725
Orcutt
- 36 Construction Complete
Prado Business
Park 301 Prado 159,663 -
Planning Entitlements – Approved
Public Improvements - Under Review
Building Permits – Under Review
Total 159,663 442
Source: Community Devleopment Department, 2020
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Orcutt Area Specific Plan
Nestled at the base of the Santa Lucia foothills, the Orcutt Area provides a variety of scenic
resources for residents of the area and travelers along Orcutt Road and Tank Farm Road,
including views of Righetti Hill, Islay Hill and the Santa Lucia foothills.
Located along the southwestern edge of the city limits of San Luis Obispo and bounded by Orcutt
Road, railroad and Tank Farm Road, the area encompasses 230 acres of land at the base of
Righetti Hill. The Orcutt Area Specific Plan calls for a residential neighborhood with up to 979
homes and a variety of housing types, parks and recreational opportunities including bicycle and
pedestrian paths, and natural habitat and visual resource protection in open space areas.
The City envisions the area including hillside and creek open space areas with bike and pedestrian
paths, and a public park with a potential school site surrounded by residential neighborhoods.
Table 9 below displays the status on development in the Orcutt Area.
Table 9 - Orcutt Area Development Status, 2020
Projects Address Dwellings Commercial
Sq. Ft. Status
Bullock Ranch 3580 Bullock 192 585 Planning Entitlements – Under Review
Pratt Property 3750 Bullock 35 3,400
Planning Entitlements - Approved
Public Improvements - Under Review
Building Permits – Under Review
Imel Ranch 3777 Orcutt 18 - Construction Complete
South Morros 3725 Orcutt 53
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under Construction
Vinifera 3700 Ranch
House 40 Planning Entitlements – Approved
Building Permits – Under Review
Righetti Ranch
Subdivision 3987 Orcutt 304 -
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under Construction
Tiburon Place
(Affordable) 3750 Bullock 68 Planning Entitlements - Approved
Building Permits – Under Review
Jones Subdivision 3761 Orcutt 65 15,070
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under Construction
Jones Mixed-Use 3806 Ranch
House 9 10,400 Planning Entitlements – Under Review
West Creek: Vintage 1355 Orcutt 105 Construction Complete
West Creek: Noveno 1355 Orcutt 67
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under
Construction
Total 956 29,455
Source: Community Devleopment Department, 2020
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Airport Area Specific Plan
Avila Ranch Development Plan
In 2017, the City Council approved the
Avila Ranch project to enable the
development of 720 residential units
and 15,000 square feet of
neighborhood commercial uses on a
150-acre site north of Buckley Road
within the boundaries of the Airport
Area Specific Plan (“AASP”).
An application for Major Development
review of Phases 1 through 3 of
development was submitted in
December 2020. This area would
include up to 297 dwelling units in the R-2 zone portion of the plan area. This application is still
undergoing staff review and has not yet been scheduled for Architectural Review Commission or
Planning Commission consideration. Table 10 below displays the status on development in the
Avila Area.
Table 10 - Avila Area Development Status, 2020
Projects Address Dwellings Commercial
Sq. Ft. Status
Avila Ranch SFR 175 Venture 297 - Planning Entitlements – Under Review
Source: Community Devleopment Department, 2020
Northwest Corner Project
The Northwest Corner mixed-use project consists of an assisted living and commercial center
component at the corner of Broad Street and Tank Farm Road. On September 15, 2020, the City
Council approved the 133 unit Westmont Assisted Living Facility and approved a rezone and
General Plan Amendment to be consistent with the Community-Commercial and Special Focus
General Plan designation. Council’s approval also consisted of adoption of an Mitigated Negative
Declaration of Environmental Impact (MND) and approval of a subdivision that anticipated
subsequent development of a commercial center along Broad Street and at t he Corner of Broad
Street and Tank Farm Road. An application for the commercial center is now under review with
61,000 square feet in four buildings including an Integrated Cancer Care Center and three
restaurant and retail pads.
Avila Ranch Site Plan
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650 Tank Farm
In 2019, the City Council adopted a Resolution adopting the Final IS-MND for the 650 Tank Farm
Mixed-Use Project which included an Airport Area Specific Plan Amendment, General Plan
Amendment, an associated mobile home park conversion, and conceptual site plan; and adopted
an Ordinance changing the zoning of the subject property from Business Park (BP -SP) and
Medium Density Residential (R-2-SP) to Service Commercial with the Specific Plan overlay (C-S-
SP) to be consistent with the General Plan and Airport Area Specific Plan.
In 2020, the applicant submitted their detailed architectural and site plans for the rezoned,
project site. The mixed-use project includes a 17,500 square foot, two-story commercial
structure, 249 residential units that are housed within 18 three-story structures, and a 4,325
square-foot single story clubhouse. On October 14, 2020, the Planning Commission reviewed the
detailed architectural and site plan and supported the recommendations of the Tree Committee
and the Architectural Review Commission to approve the project design. The City is currently
reviewing building plans for the project.
600 Tank Farm
On December 9, 2020, the Planning Commission held a public scoping meeting to discuss the
scope of the Environmental Impact Report (EIR) being prepared for the 600 Tank Farm Road
Residential Mixed-Use Project located immediately north of Tank Farm Road, near its intersection
with Santa Fe Road. The Project EIR is currently under review, and it is anticipated that the
Planning Commission will be in a position to hold a public hearing on the Draft EIR in 2021.
The project application includes proposals for a General Plan Map Amendment to rezone the
property from Business Park (BP-SP) to Commercial Services (C-S-SP) zone and an Airport Area
Specific Plan (AASP) Amendment to allow for a mixed-use project. The BP zone as well as the
AASP prohibit residential uses at this location. The project application proposes to amend the
AASP and rezone the property to Commercial Services (C-S-SP) zone to allow for a mixed-use
project, similar to what has been proposed on the adjacent property 650 Tank Farm. The
proposed mixed-use project consists of 280 residential units and approximately 12,500 square
feet (SF) of commercial space. The residential units are provided within three different housing
types: 140 townhomes, 100 stacked flat units, and 40 studio and one -bedroom units over the
commercial structures. The townhome and stacked flat units are intended as ownership units,
while the mixed-use units will likely be a rental product.
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San Luis Ranch Specific Plan
The San Luis Ranch Specific Plan
project includes a mix of 657
residential units up to 114,300 square
feet of general commercial/retail
space, 150,000 square feet of office
development, and a 200-room hotel.
Public Improvement Plans (PIPs) have
been approved for onsite
improvements associated with VTTM
3096, and improvements are
underway, including the extension of
backbone roadways and utilities
through the site. Much of the
extension of Dalidio Drive into the site
is completed, and the extension of
Froom Ranch Way through the site will
likely be completed by Spring 2021.
PIPs have also been approved for offsite improvements associated with Froom Ranch Way west
of the site to its intersection with Los Osos Valley Road. Table 12 below displays the status on
development in the San Luis Ranch Area.
Table 11 - San Luis Ranch Area Development Status, 2020
Projects Address Dwellings Commercial
Sq. Ft.
Hotel
Rooms Status
Commercial
Center
1035
Madonna
77 114,300
Planning Entitlements – Pending
Public Improvements - Under Review
Building Permits – Pending
SpringHill
Suites - 200
Planning Entitlements - Approved
Public Improvements - Under Review
Building Permits – Under Review
NG-10 Single-
Unit Residences 198
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits – Under Construction
NG-23 Single-
Unit Residences 83
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits – Under Construction
The Orchard 296
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits – Under Construction
Total 654 114,300 200
Source: Community Devleopment Department, 2020
San Luis Ranch Site Plan
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Froom Ranch Specific Plan (Madonna on LOVR)
The pre-application and Specific Plan
and General Plan Amendment
initiation request process for the
Madonna on Los Osos Valley Road
(LOVR) Specific Plan was initiated in
May 2015. The conceptual project was
presented to the City Planning
Commission and City Council in 2015
and 2016. In 2017, several advisory
bodies were introduced to the Specific
Plan, and staff and the applicant
received preliminary comments from
the Parks and Recreation Commission,
Cultural Heritage Committee, and
Architectural Review Commission. The
Notice of Preparation of an
Environmental Impact Report (EIR)
scoping meeting was held at a Planning
Commission hearing in July 2017.
Preparation of the Draft Environmental Impact Report was initiated in 2018 by City -consultant
AMEC Foster-Wheeler (Wood Environment & Infrastructure Solutions, Inc.), including:
preparation of the EIR Project Description, peer reviews of applicant-prepared technical studies,
submittal of supplemental technical reports by the applicant in response to the peer rev iews,
preparation of administrative draft EIR sections, and consultation with Native American tribal
representatives. Review steps in 2019 included additional advisory body review and preparation
and circulation of the Draft EIR. The Final EIR was released in June 2020, and following advisory
body hearings, the City Council certified the Final EIR and approved the Specific Plan, General
Plan Amendment, Pre-zoning of the property, and the associated Vesting Tentative Tract Map in
September 2020. The City Council also authorized initiation of an annexation application with
LAFCO, which is anticipated to be considered by LAFCO in spring 2021.
A major component of the Froom Ranch Specific Plan, as approved by the City Council, is a Life
Plan Community (LPC) known as Villaggio, which would provide a variety of independent and
assisted senior living units, memory care beds; skilled nursing beds; and a wellness center and
ancillary services. In addition to the LPC, the Specific Plan includes: approximately 174 multi-
family units; 100,000 square feet of commercial retail uses; a 3.6-acre trailhead park, which
would incorporate onsite historic structures; and over 60 acres of land designated for
conservation/open space.
Froom Ranch Site Plan
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Municipal Code Updates
Zoning Regulations – Accessory Dwelling Unit Ordinance Amendments
In February of 2020, the City Council adopted updates to the Accessory Dwelling Unit (ADU)
Ordinance in response to changes in California state law. Properties where ADUs can be
established were expanded to include non-owner-occupied properties, lots with multiple existing
units, and within existing or proposed multifamily structures. Due to these changes, the
Community Development Department received nearly double the number of building permit
applications for ADUs, with approximately 35 applications in 2020 compared to near 70 in 2019.
These numbers do not include ADUs proposed with the constructing of a primary residence on
the same permit, which have also increased.
Building Code & Reach Code Updates (Clean Energy Choice Program for New Buildings)
The Clean Energy Choice Program for New Buildings supports all-electric and low GHG emissions
new buildings with requirements for fossil fuel powered buildings to be more efficient and for
solar panels to be installed on nonresidential buildings (among other minor provisions). The
program also includes incentives and technical support. In September 2019, City Council adopted
Resolution R-11044 (2019 Series) stating its preference for all-electric buildings. In July of 2020,
City Council adopted Ordinance No. 1684 and No. 1685 to add local amendments to the Energy
Code in Title 15 and to amend Title 17 to provide limited term regulatory flexibility to support all-
electric new buildings. At the time of this report, the majority of new building permits have been
for all-electric new buildings. Staff will return to Council with a program participation update in
summer of 2021 and again in 2022 concurrent with the state triennial code update.
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Climate Action Plan
The Climate Action Plan for Community Recovery
(CAP) was adopted in September 2020. City staff
spent much of 2020 preparing for CAP adoption.
The Plan contains quantified strategies to reduce
greenhouse gas (GHG) emissions that effectively
lays the groundwork to achieve Council’s adopted
goal of community carbon neutrality by 2035. It
also serves as the City’s CEQA Qualified
Community GHG Reduction Strategy and includes
CEQA GHG Emissions Threshold and Guidance and
Checklist for plans and projects to demonstrate consistency with the Climate Action Plan’s GHG
emissions reduction strategy, and if consistent, allow tiering from the existing programmatic
environmental review contained in the adopted IS-ND for the Climate Action Plan.
Foundational actions detailed in the CAP include a combination of programs, projects, and
initiatives that stimulate emissions reductions across six decarbonization pillars and facilitates
implementation of several policies in the Land Use, Circulation, Conservation and Open Space
Elements. The CAP was drafted amidst a robust community outreach process, and staff intend to
continue engagement throughout the implementation process. The City anticipates updating the
CAP every three years to expand existing foundational actions and add new ones based on
emerging emissions reduction strategies and technologies.
The community identified Climate Action as a Major City Goal for the 2019-21 Financial Plan. The
Climate Action Major City Goal in the 2019-2021 Financial Plan was focused on building agency
and community capacity to implement climate action at the speed and scale needed to address
the climate crises and to begin work centered on adaptation and resilience. The City also joined
Central Coast Community Energy (3CE, formerly Monterrey Bay Community Power) in January
2020. Since becoming a member jurisdiction, staff have worked with 3CE staff and the City’s
representative board members to support programs and initiatives that benefit San Luis Obispo.
In the Fall of 2020, research and planning for a comprehensive building retrofit program was
initiated. City staff convened a cohort of peer cities across the central coast to collaborate on
existing building decarbonization strategy development, community outreach, and technical
building stock analysis. Seeking technical support and project funding, staff presented the cohort
as a practical approach to piloting existing building decarbonization strategies to various agencies
and nonprofit organizations. City staff reconvened the interdepartmental Green Team for the
Lead by Example initiative in the Fall of 2020. Staff engaged with participants from each
department to introduce the council-adopted goal of carbon neutral City operations by 2030,
collaboratively identify priorities, develop near and long-term emissions reduction measures, and
execute tasks. Various immediate tasks staff supported include the CIP proposal process, the
Fleet Replacement Policy Update, and the employee bicycle payroll financing program.
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Economic Development
The City’s Economic Development Strategic Plan (EDSP) was adopted by City Council 2012 and
was revised in 2015. The EDSP focuses on creating a system that supports and sustains industries
creating head of household jobs. The EDSP is organized into four overarching strategies:
• Break Down Barriers to Job Creation
• Actively Support Knowledge & Innovation
• Promote and Enhance the San Luis Obispo Quality of Life
• Build on Existing Efforts and Strengthen Regional Partnerships
The EDSP was scheduled to be updated in 2020 , but due to the COVID-19 pandemic, the update
has been postponed until 2021 or 2022. While the majority of the Economic Development efforts
in 2020 were focused on local response to the COVID-19 pandemic, many of those efforts also
contributed to the goals outlined in the EDSP. Examples of this include programs initiated to
speed tenant improvements, breaking down barriers to job creation, and working with partners
such as Downtown SLO, the Chamber of Commerce, and the Hothouse on communication and
education built on regional partnerships.
Public Infrastructure Financing
In April 2018, the City adopted updated development impact fees that are charged to new
development for a range of transportation, parks, public safety, and water and sewer capital
facilities and infrastructure that are important to the City’s future and quality of life. The
economic vitality of the City is linked to critical investment in its urban infrastructure system. The
City’s changing economic circumstances, approval of new Specific Plans, and implementation of
the City’s Public Infrastructure Financing Framework policies, which warranted the update o f
existing fees and the creation of new fees. In addition, the City has implemented two different
Community Facilities Districts. The first is in the Avila Ranch Area for the purpose of funding
maintenance services on public infrastructure. The second is in the San Luis Ranch Area for the
purpose of funding construction of public infrastructure. New budget policies in the 2019-21
Financial Plan guide City decision-making with respect to these types of land-based financings.
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Tourism and Community Promotions
The City’s Tourism and Community Promotions activities
remain a vital economic development function for the City of
San Luis Obispo, however the effects from the ongoing
COVID-19 pandemic have had a significant impact on these
efforts. Travel into San Luis Obispo abruptly stopped in
March 2020, something that this region has never
experienced before. After experiencing strong growth in
transient occupancy tax (TOT) over a 10-year period, the City
saw a sharp decline of approximately 38 percent in TOT
collections in 2020 resulting in just under $5 million dollars
of tax revenue – the smallest collection since 2010. The
decline in TOT can be directly attributed to the decline in
occupancy. In 2020, the annual average occupancy rate of 49 percent compared to 70 percent in
2019. The most impacted months were March through May and then again in December.
In response to the pandemic, the City implemented a COVID-19 Response Plan in March 2020
through the work of the Tourism Business improvement District Board (TBID). This plan was
revised in September 2020 to include steps for immediate actions, actions for large-scale
outbreaks or a citywide shutdown, as well as a recovery marketing plan. Although these plans
were in place, tourism advertising for the City was completely stopped from March through
August to protect community health and safety. In the fall of 2020, the City began advertising,
but paused efforts again in December in response to the Statewide Regional Stay-at-Home order.
During this same period, the Promotional Coordinating
Committee (PCC) continued their commitment to
enhance the San Luis Obispo experience for residents. The
PCC initiated beautification efforts in the downtown, such
as the “SLO Happy You’re Here” mural, as well as the
continuation of the community-wide light pole banner
program. Additionally, the PCC modified the City’s
Cultural Grants-in-Aid (GIA) program in response to
COVID-19 restrictions. The PCC provided a reimagined
program to contribute vital promotional grants to local
non-profit organizations for virtual, passive or hybrid
experiences as a way to enrich the social, cultural, and
diverse community events and activities available during
this time. In 2020, the PCC also implemented a robust
“Support Local” campaign in response to the COVID-19
pandemic that included a multi-channel paid advertising plan, local public relations, social media
content strategy and business support. Since its launch in spring of 2020 to the end of the 2020
calendar year, the campaign earned over 1 million impressions across the full program elements.
Archway to Happiness - Marsh Parking Garage
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Homestay Rentals
In 2015 the City Council adopted Ordinance No. 1611 (2015 Series) to develop rules and
requirements for short-term rentals (commonly referred to as the Homestay program) to protect
public health, safety, and welfare within the City.
Since the ordinance’s adoption, the City has approved over 125 Homestay Permits. In an effort
to ensure that Homestays are operating in compliance with the ordinance, the Community
Development Department began proactive compliance enforcement. This work effort consists of
maintaining a database of active permitted and unpermitted homestay within the City’s
jurisdiction; ongoing monitoring for compliance with zoning and permit compliance , including
systematic outreach to non-compliant homestay property owners; and tax remittance
monitoring. Since August 2018, to further support the ongoing tax remittance, the City reached
an agreement with Airbnb to collect Transient Occupancy Taxes (TOT) and any other required
assessments, including Tourism Marketing District (TMD) and Tourism Business Improvement
District (TBID) assessments, that are generated by the operation of a homestay.
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Policy Initiatives
Cannabis Ordinance
On November 25, 2019, the City’ s first non- storefront retail (delivery) cannabis business opened
and has since been operating. On August 1, 2020, the City’ s first retail storefront cannabis
business opened and has since been operating. Cannabis was deemed by the State of California
to be an essential service during the statewide Stay-at-Home Order in response to the COVID-19
pandemic, which went into effect on March 19, 2020. As such, operators in the City have been
able to stay open throughout the COVID-19 pandemic. The State and City have also provided an
avenue for cannabis operators to conduct curbside pickup, however, retailers are also able to
continue in person shopping in compliance with public health guidelines.
The remaining two permitted retail storefront operators are at various stages of the permitting
process. One retail storefront has completed the land use permitting process and is expected to
open by April 2021. The other retail storefront operator is working through the land use permit
process. The City’s first microbusiness is expected to be open by June of 2021. The City permitted
an additional two cannabis non-storefront retail businesses from two application periods in
2020, one from January and the other from the annual application period in July.
On January 19, 2021 City Council received an annual cannabis update from the 2020 calendar
year and adopted updates to the cannabis program. The City Council adopted an operator
permit renewal fee of $39,634.38 for all cannabis operators in the City, which was a significant
reduction to the operator permit fees initially adopted by City Council in 2018. Likewise, City
Council adopted a minor update to Chapter 9.10 and 5.10 of the Municipal Code which places
all cannabis operators on an operator permit renewal cycle in line with the Fiscal Year.
Additionally, the City annexed a non-storefront cannabis business into the City, approved
through the Fiero Lane Annexation. This was the first existing cannabis business annexed into the
City and City staff met with the business multiple times to discuss the annexation process and
approach to bring the business under the City’ s cannabis regulations. Furthermore, City Council
approved waiving the annexed business’ operator permit renewal fee obligation from the time
of annexation to July 1, 2021 in order to support the successful transition and continued
operation of the existing business in the City’ s jurisdict ion.
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Water Supply
During the 2020 Water Year (October 1, 2019 to September 30, 2020), the City obtained water
from four sources: Salinas Reservoir (Santa Margarita Lake); Whale Rock Reservoir; Nacimiento
Reservoir; and recycled water from the City’s Water Resource Recovery Facility (WRRF).
Table 12 - City Water Resource Availability, 2020
Water Resource 2019 Annual Availability
Salinas Reservoir (Santa Margarita Lake) and Whale Rock Reservoir 4,910 AF Safe Annual Yield1
Nacimiento Reservoir 5,482 AF Dependable Yield2
Recycled Water 215 AF 2019 Annual
Usage3 Siltation to 2060 (500 AF) WWME Policy4
A$4.2.24 TOTAL 10,107 AF
Source: 2020 Water Resources Status Report, Utilities Department, 2019.
1Safe Annual Yield is the quantity of water which can be withdrawn every year while operating both reservoirs in coordinated operations under
critical drought conditions. The City’s Safe Annual Yield Model was updated in 2018 to reflect drought conditions that ended in 2017.
2Dependable Yield is the contractual amount of water the City has right to from Nacimiento Reservoir.
3The quantity of recycled water included is the actual prior year’s recycled water usage (2019) per WWEA7.2.2.
4Reservoir siltation is a natural occurrence that reduces storage capacity over long periods, resulting in the reduction of safe annual yield.
In 2020, availability from these sources equaled 10,107 acre-feet, as shown in Table 12. This
supply meets the projected primary water supply need at General Plan build out of 7,496 acre-
feet, plus an additional 1,204 acre-feet for a reliability reserve and a secondary water supply of
1,407 acre-feet.
The primary water supply was calculated using the City’s
build-out population (57,200 people)1 and the water use
rate of 117 gallons per capita. The reliability reserve was
calculated using the City’s 20209 population (45,920) and
20 percent of the aforementioned water use rate. The
secondary water supply includes the remaining water
resources. Additional information is available in the
City’s annual Water Resources Status Report. The 2020
Report is available at the Utilities Department website:
https://www.slocity.org/government/department-
directory/utilities-department/documents-and-files.
1The City’s population projection of 57,200 persons, from the General Plan Land Use Element, is based one percent growth annually between
2014 and 2035. By policy, certain housing types and areas are excluded from this growth rate and projection (affordable housing, etc.). The
City’s estimated Primary Water Supply need is based on projected population but encompasses all water demand in the City (residential, non-
residential, and irrigation). During the 2020 Water Year, single-family and multi-family residential water demand was 65.8 percent of total City
water demand.
Santa Margarita Lake
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Circulation
Transportation Improvements
The following transportation planning/engineering projects and programs were implemented in
2020, consistent with goals and policies in the Circulation Element of the General Plan.
Vehicular
Numerous traffic signal and intersection optimization improvements were completed as part of
the City’s Traffic Operations Program and ongoing traffic signal management responsibilities.
• Numerous traffic safety improvements were implemented as part of the City’s Traffic
Safety Program including striping modifications and sign replacements, such as installing
stop signs at the intersections of Johnson/Toro, Victoria/Caudill, Cuesta/Dartmouth and
Calle Malva/Calle Lupita.
• Design for signal upgrades at the Marsh/Broad Street intersection underway, with plans
to add signal poles with mast arms in 2021.
• Coordinated design review and construction support for several traffic signal
modifications required by new private development, including modifications to existing
signal equipment and/or new traffic signal installations at the intersections of
Madonna/Dalidio, Los Osos Valley Road/Froom Ranch, Tank Farm/Long and
Orcutt/Sacramento.
• The City’s Transportation Impact Study Guidelines and CEQA impact thresholds were
updated consistent with State Senate Bill 743, to transition from auto congestion/level of
service to vehicle miles traveled (VMT) as the primary metric for evaluating transportation
impacts under CEQA.
• Installed five new streetlights as part of the City’s Annual Streetlight Installation Program.
• Design for the roundabout at California
and Taft Streets is underway. Acquisition
of right-of-way is currently in progress.
• Design for the roundabout at Orcutt and
Tank Farm is complete. Right-of-way
acquisition, utility relocations and
environmental permitting underway,
with construction planned to begin during
summer of 2021.
• A new roundabout was constructed at the
intersection of Orcutt & Ranch House
Road as part of the West Creek
development project.
New Roundabout at Righetti Ranch Rd & Tank Farm Rd
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• Two mobile speed feedback trailers were deployed at over 50 locations consistent with
the City’s radar sign program.
• Progress continues with preliminary
engineering and environmental review
for the Prado Rd / US 101 Interchange
Project and Prado Road Bridge
Replacement over San Luis Obispo
Creek. The Prado Bridge Project
anticipates construction to begin in
2022, with the Prado Interchange
following in 2024.
• As part of improvements for the San Luis Ranch development, a new bridge along Froom
Ranch Way crossing Prefumo Creek began construction.
• The Marsh Street Bridge Replacement project began construction and was completed in
January 2021.
Bicycle / Pedestrian
• Roadway resealing efforts in neighborhoods
between South Street, S. Higuera, Santa Rosa,
and Marsh Streets. Improvements included a
new buffered bike lane on Pismo St., and new
neighborhood greenways on Nipomo and Islay
Streets.
• As part of resealing efforts, new public art
installations were completed along Nipomo,
Morro, Islay & Pismo Streets, including painted
curb extensions (“bulbouts”) and pedestrian
barriers featuring artwork by local artists.
Rendering of the Prado Road / Highway 101 Overpass
New Painted Curb Extension at Islay & Morro Streets
New Bike Lane on Pismo Street
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• The next phases of the Anholm
Neighborhood Greenway Plan are currently
in design, including a multiuse pathway
through the Latter Day Saint’s Church
property connecting Foothill Blvd. to
Ramona Dr., and separated bicycle facilities
along Ramona, Broad and Chorro Streets
connecting into the downtown. Pedestrian
improvements include sidewalk extensions,
curb ramps and high visibility crosswalks at
several intersections. Construction is
planned to begin in the second half of 2021.
• A rapid rectangular flashing beacon (RRFB)
was installed at the intersection of
Monterey/Buena Vista to improve pedestrian
crossing comfort and driver visibility. Additional
pedestrian crossing enhancements are in design
and planned for construction in 2021 at locations
such as South/King, Tank Farm/Poinsettia,
Johnson/Sydney, Islay/Broad and Islay/Osos.
• Staff continued progress with developing
the City’s first Active Transportation Plan,
a comprehensive blueprint to guide future
bicycle and pedestrian projects and
programs citywide. A public review draft
was released in November of 2020 in
preparation of a final draft release in early
2021. Activities included several public
outreach events, including formal evening
workshops and casual neighborhood “pop-
up” events to encourage participation
from community-members who may not
typically attend formal weeknight
meetings, as well as over 19 meetings with
the Active Transportation Committee.
Rendering of the Anholm bike path along Chorro St
Active Transportation Plan community workshop
New RRFB Beacon installed at Monterey & Buena Vista
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• A construction contract for a pedestrian hybrid beacon (PHB) installation on Broad Street
at Woodbridge has been awarded. Construction is scheduled to begin the end of the
summer 2021, providing an often-requested controlled pedestrian crossing along the
South Broad Street Corridor.
• Construction efforts began for the Railroad Safety Trail (Taft to Pepper) project, with
completion scheduled for summer of 2021.
• Due to the ongoing COVID-19 pandemic, many annual educational activities were put on
hold during 2020, including the Bike Rodeo, Walk & Bike to School Days, Bike Month,
Rideshare Week, and the Bike Light Education Pop-up.
• Several pedestrian and bicycle improvements required as part of the San the Luis Ranch
development project began construction, including a new shared-use path on Madonna
Road between Oceanaire and El Mercado, a bicycle protected intersection at
Madonna/Dalidio, and a pedestrian hybrid beacon (PHB) at Madonna/Laguna Lake.
These improvements are expected to be completed in early 2021, with construction set
to begin by spring of 2021 on extension of the Madonna Road shared -use path between
El Mercado and the Madonna Inn entrance.
• In response to the COVID-19 pandemic, the City
activated the “Open SLO” project to initiate a suite
of activities to support businesses and public health
by allowing flexible use of public right-of-way to
support outdoor business use and increase public
space. Activities included temporary
pedestrianization of downtown streets during
nights and weekends, installation of nearly 40
parklets, providing outdoor seating for takeout
dining in Mission Plaza, loaning temporary
barricades to multiple restaurants to support
outdoor dining within private parking lots,
installation of a pilot road diet and buffered bike
lane on Higuera Street to better support safe
outdoor dining and mobility, temporary half-
closure of Monterey Street to increase space for
outdoor dining, bicycle parking and public art, and
allowing additional flexibility for sidewalk dining
throughout the city.
• The City’s supply of short-term bicycle parking continued to expand as part of the City’s
“Racks with Plaques” bicycle rack donation program.
• Due to the ongoing COVID-19 pandemic, Bike valet parking service at the Thursday night
Farmers Market and other events were postponed.
Open SLO - Sidewalk & Street Dining
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• In response to the ongoing COVID-19 pandemic, the City responded by converting many
pedestrian signals from push-button actuation to touchless activation to reduce the
probability of viral spread in the community.
• The Transportation Division completed a focused study on the feasibility of launching a
bikeshare program in the City. Due to the downturn in the industry as a result of the
ongoing COVID-19 pandemic, staff is monitoring bikeshare efforts in other cities for
opportunities to consider a launch at a later date.
Transit
SLO Transit operations performed as follows:
• As result of the ongoing COVID-19 pandemic, in FY 2020, SLO Transit’s ridership was down
27 percent from the prior fiscal year and provided 715,380 trips.
• On March 20, 2020, and consistent with other regional transit providers, service levels
were adjusted down to match ridership demand. Service levels continue to be monitored
and adjusted accordingly.
• At the same time Transit Services also implemented fare-free trips for the remainder of
the fiscal year. This is an industry best practice, to aid the community during emergencies
and improves safety as it reduces contact points with drivers and customers.
• Despite the negative impacts of the COVID-19 pandemic, the Transit Fund is stable largely
due to the infusion of CARES Act supplemental funding which has created an unspent
balance of traditional transit funds (FTA 5307, CA TDA and farebox), contributing to the
overall health of the fund
• Further, the reduction in service demand and provided service levels during the pandemic
have resulted in cost savings that help to offset current losses in revenues.
The Transit program was also able to land a combination of State grants which are being used for
the first two purchase of electric buses to replace two of the transit programs oldest diese l engine
buses. These are anticipated to be delivered in late 2021.
SLO Transit Buses
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Parking Management
Below is a summary of some of the major focus areas related to Parking Management in 2020:
• Economic recovery efforts shaped much of the year for the Parking Division. The division
allocated a majority of its resources to support local businesses and downtown initiatives
• The division assisted with the expansion of parklets to support the continued operation
of local hospitality businesses
• Metered space and parking structure fees were waived for a period of time to support
the return to local businesses for both customers and employees
• Some of the pandemic’s impacts addressed by the division were:
o Reductions to customer base
o Change in customer behavior
o Fluctuating staffing levels
• The division also launched a marketing campaign to increase communication with the
customer base
• Staff distributed informational flyers to local businesses about changes to parking
operations
• Staff completed the installation of parking garage gating and payment HUB equipment
and operating software (garage management equipment)
• Staff began the transition from single space meters to multi-space pay-stations to
improve the customer experience
• Staff continued ADA adjustments required for the single space meter heights
• Staff initiated the Marsh St. Structure elevator repair (expected completion Feb. 2021)
• Staff implemented the Dana Street Parking District and continue to work with community
members to address Council’s requests
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Safety
Emergency Preparedness and Response: Fire Department
Safety Element Policy 9.1 states that there should be adequate planning, organization , and
resources for emergency preparedness and emergency response. Staff has made several
accomplishments in 2020 to meet this policy and have highlighted some of them below.
New E-Bike Program: In 2020 SLOFD made significant
improvement to the department’s ability to provide rapid aid to
individuals encountering medical and traumatic emergencies
while utilizing the City’s extensive Open Space trail systems.
Through a generous donation from the family of the late
Matthew Frank, also known as “SLOStringer”, the Local 3523
Benevolent and Emergency Assistance Relief (B.E.A.R.) fund was
able to purchase and outfit four electronic assist mountain bikes
and subsequently donate them to the Fire Department. Staff
created a new e-bike program which allows first responders to
reach those in need in a fraction of the amount of time it would
take via foot travel to provide faster care and rescue.
Emergency Response: In 2020 SLOFD responded to 5,399 incidents from four strategically placed
fire stations throughout the City. This number is nearly 11 percent lower than 2019, an anomaly
much in part due to the ongoing COVID-19 pandemic. For context, annual call volume has
increased, on average, by 3 percent annually for the 10 years prior. Emergency Response was
accomplished with daily minimum staffing of 14 sworn personnel. To help maintain the daily
minimum of emergency response personnel, the City has continued its investment in two
important programs including a functional movement program to reduce the occurrence and
severity of physical injuries and a new Peer Support Team Pr ogram to maintain
behavioral/mental health.
After transitioning to the Fire Department’s data and report management system, ImageTrend,
in 2017 SLOFD has an increased ability to analyze response data including response times. Safety
Element Program 9.3 provides response performance standards for the City which states that the
Fire Department has set a response-time objective of four minutes and to meet this standard 95
percent of the time. Staff will be updating this metric as part of the next Safety Elemen t update
to reflect Total Response Time (TRT) which includes time from 911 call pickup at the Emergency
Communication Center (ECC) to the time the first fire unit arrives at scene. The TRT objective will
be 7 minutes or less to 90 percent of all light-and-siren emergency in the City.
SLO Fire Dept. E-Bike
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Public Information: SLOFD continued to increase the service of Public Information in 2020 by
expanding the Department’s social media presence (Instagram, Ring Neighborhoods),
establishing a department recorded news line for incidents and newsworthy events in the City of
San Luis Obispo and by sending the Department PIO to additional training prior to the onset of
the COVID-19 pandemic. With the PIO role being formalized at the end of 2019, the department
has increased its ability to provide the media and public with accurate and timely incident
information. Public Information plays a critical role in educating the public to reduce the severity
of emergencies and allows the public to make the right decisions during an emergency. As shown
in Figure 3, In 2020, the department’s twitter account saw a 320 percent increase in annual
impressions from 2019. The Department PIO also assisted the City’s Emergency Operation Center
in 2020 during the COVID-19 Pandemic Activation and support to the response to protests that
occurred in the City during June and July.
Figure 3 - Fire Department Twitter Impressions, 2019-2020
Source: SLO Fire Department, 2020
Coordinated Emergency Planning: Safety Element Program 9.6 states that the City will work
withing the Standardized Emergency Management System (SEMS), an emergency response and
coordination system used throughout California. Additionally, the City will participate in periodic
disaster-response drills, on a regional basis with all involved jurisdictions and involving the media.
In 2020, the Fire Department conducted Emergency Operation Center (EOC) training to key City
Staff to ensure preparedness for EOC activation. This training was critical in preparing staff for
the COVID-19 Pandemic activation. The Fire Department continued coordination with every City
department to ensure all employees, including City Council, have completed the proper SEMS
and National Incident Management System (NIMS) training courses. This training is a
requirement to receive Federal Emergency Management Agency (FEMA) assistance during a
disaster. City employees are required to take a combination of IS-100, IS-200, IS-700, IS-800, and
IS-908 to prepare to be a disaster service worker during an emergency or disaster. Additionally,
staff has worked with Human Resources to ensure that new employees complete the necessary
training in relation to their job in the City.
349,674
1,467,700
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
2019 2020
Twitter -Tweet Impressions
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Additionally, SLOFD was awarded a FEMA grant to attend a Community Specific Integrated
Emergency Management Course to be held at FEMA’s Emergency Management Institute in
Emmitsburg, Maryland in July of 2020. This training was postponed to 2022 due to the inability
to hold in-person training due the ongoing COVID-19 Pandemic. The Grant offers a weeklong
training course in emergency management and emergency operation center activation and
disaster recovery. All travel, lodging and tuition expenses for up to 75 staff members and
cooperating/partner agencies are covered by the Grant.
Lastly, SLOFD finalized the City’s Update to the Emergency Operations Plan with the creation of
the Comprehensive Disaster Leadership Plan (CDLP), which was formally adopted by the City
Council in the Spring of 2020. The CDLP is in place to describe the City of San Luis Obispo policies
and concepts for responding to major disasters that could affect the health, safety, and property
of the public within the City of San Luis Obispo and includes hazard specific annexes including
Earthquake, Hazardous Materials, Multiple Casualty, Transportation, Fire, Civil Disturbance-
Terrorism-Active Shooter, Diablo Canyon Nuclear Power Plant, Adverse Weather, Extended
Utility Disruption and Pandemic. This plan will be reviewed and exercised periodically and revised
as necessary to satisfy changing conditions and needs.
Preparedness Education: Safety Element Policy 9.14 states that Citizens should be well informed
of hazards and ways to minimize the effects of disasters.
Due to the ongoing pandemic and associated health and
safety concerns the Fire Department was forced to cancel
the 2020 Fire Prevention Week / Open House and adjust
other in-person disaster preparedness workshops for the
Public. In the Fall of 2019, the Department held its first
public Disaster Preparedness workshop with a plan to
deliver additional workshops 2-3 times throughout the
year. To adapt to the need of virtual events during the
COVID-19 pandemic, the Fire Department Hosted a
“Ready-Set-Go: Wildfire Preparedness Webinar” in July
where City Staff presented tools available to the public to
ensure their preparedness for the next wildfire to occur
within the City.
Staff continued to disseminate the many preparedness fliers and videos that were created as
part of the “Prepare SLO” campaign to ensure the Public continued to have the most up to date
tools and information at their disposal. Preparedness resources are available to the public on the
department website and social media accounts.
Fire Prevention event with residents
Ready-Set-Go Webinar informational graphic
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Hazard Mitigation: Fire Department
In 2020, SLOFD coordinated the completion the 2019 Multi-Jurisdictional Hazard Mitigation Plan
(HMP), which was formally adopted by the City Council in June of 2020 after the Federal
Emergency Management Agency (FEMA) and California Office of Emergency Services (CalOES)
reviewed and approved the plan. This HMP will serve as the required update to the City’s 2014
Local HMP (LHMP). The LHMP is incorporated by reference into the Safety Element and should
be consulted when addressing known hazards to ensure the general health and safety of people
within the City of San Luis Obispo. It provides guidance on how to reduce the community’s
vulnerability to natural hazards. This plan calls for annual stakeholder meetings to update
progress and identify collaborative opportunities. The City is required to maintain a current HMP,
which must be updated every five years. Maintaining a current HMP allows the City to apply for
State and Federal reimbursement in the event that the City is impacted by a disaster.
Safety Element Policy 9.0 states that the City
should take several steps in avoiding and
mitigating hazards. As part of hazard
mitigation, SLOFD finalized the City’s first
Community Wildfire Protection Plan (CWPP) in
July of 2019 and utilized the plan to take action
in 2020 including public education and fuel
reduction efforts. City staff continued to
provide wildfire preparedness tools to the
community through news releases, webinars,
social media, and the department website and
coordinated with the County Fire Safe Council
to conduct extensive fuel reduction efforts in
and near the Irish Hills Open Space, a project
with a planned completion date in early 2021. The CWPP is a collaborative plan to guide the City
in addressing fire protection planning efforts occurring in the City to minimize wildfire risk to
watershed lands, assets, firefighters and the public. The CWPP presents the City’s physical and
social characteristics, wildfire history, identifies and evaluates landscape -scale fire hazard
variables, utilizes priority landscape datasets for evaluating wildfire risk, identifies strategic
measures for reducing structural ignitability, public education, and outreach, and identifies
strategic fuel reduction goals and techniques for minimizing wildfire risk. The CWPP is intended
to be a living document managed and updated by the City Fire Department with stakeholder
input and involvement.
Irish Hills / Prefumo Canyon Shaded Fuel Break
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Staff Training: Police Department
Safety Element Program 9.4 states that the City
will train police officers and other City employees
to levels appropriate for their tasks &
responsibilities. In 2020, the Police Department
employed 61 sworn positions and 29.5 non-sworn
positions, for a total of 90.5 full-time employees.
As noted in the 2018 Capital Facilities Fee Program
Nexus Study (i.e. AB 1600 Nexus Study), the
service population (combination of workers and
residents) of 72,800. With the current 61 sworn
officers, the current service level is a ratio of 0.84
sworn officers per 1,000 service population. At
General Plan buildout, the service population is forecasted to grow by approximately 15,500, so
if the same service level ratio were applied, the City would need 13 more sworn officers by 2035.
The California Commission on Peace Officer Standards and Training (POST), which mandates
minimum content and hours for basic and in-service training, regulates the training of police
officers and communication technicians. The Police Department maintained compliance with
POST requirements for in-service training hours for required employees. This was accomplished
in 2020 by sending employees to POST-certified training courses in various topics, with the
associated costs reimbursed by POST, and by providing in-house training for employees. Due to
the ongoing COVID-19 pandemic, many courses were cancelled or held in an on -line capacity.
In 2020 we continued our commitment to having 100 percent of our staff trained in Crisis
Intervention Training (CIT). As new employees are hired, they are sent to CIT training as soon as
possible to maintain our commitment to having a fully trained CIT staff. The primary goals of CIT
is to reduce injuries to officers and mental health consumers during contacts, and to
appropriately redirect mental health consumers from the judicial system to the services and
support needed to stabilize consumers and reduce contact with police.
The San Luis Obispo Police Department (SLOPD) also conducts in-house training through the use
of employees who are certified instructors in a variety of police -related job functions, including
defensive tactics, mobile field force, active shooter and use of firearms. In addition to the
standard police training the department successfully completed our second year with a robust
Peer Support Team to help officers after tragic or traumatic events. The Peer Support Team has
been trained to deal with a wide variety of potential problems and has the ability to give direct
counseling or direct those in need to the proper resources. They have implemented a monthly
employee wellness newsletter providing outreach and information on a regular basis to staff.
Peer Support has provided their expertise to surrounding Law Enforcement agencies over the
past year in response to critical incidents in those jurisdictions.
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Staff Training: Fire Department
Safety Element Program 9.4 states that the will
train fire fighters, police officers, building
inspectors, and public works and utilities staff to
levels appropriate for their tasks and
responsibilities. In 2020, the fire department
employed 45 sworn positions and 12 non-sworn
positions for a total of 57 full-time employees.
Sworn employees logged 10,631 hours of training
in 2020, a 662 hour increase over the previous
year. Employees who participated in the Joint
Apprenticeship Committee (JAC) registered 4,074
hours; a decrease of nearly 3,300 hours from 2019
due to the Recruit Academy that was held that year. JAC provides reimbursable funds back to the
department. The JAC training resulted in over $13,000 in funds returned to the department in
2020. Increased training results in a higher skilled and educated professional firefighter.
Non-sworn employees attended several key
trainings to maintain levels appropriate for their
tasks and responsibilities in 2020. Some of these
trainings include: attendance at the bi-annual
California Conference of Arson Investigators, State
fire investigation training, and introduction to
incident information. Two fire inspectors have
earned international certification as Fire
Investigation Technicians, and the Fire Marshal
has earned Certified Fire Investigator with both
the International Association of Arson
Investigators and the California Conference of
Arson Investigators.
California Incident Command Certification System (CICCS): The California Incident Command
Certification System (CICCS) is a cooperative effort between the State Fire Marshal’s Office and
the California Governor's Office of Emergency Services, Fire and Rescue Branch. CICCS is an all -
hazard qualification and certification system that enhances the ability of the State of C alifornia
to deploy firefighting resources to complex and catastrophic incidents with trained and qualified
personnel. Development of personnel in key field positions minimum training standards,
qualification, and experience requirements when assigned to wildland/urban interface incidents.
These expanded roles allow for a greater depth of knowledge and qualification that further
improves personnel capabilities.
Fire Department Training Exercise
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Mutual and Automatic Aid: Police
Section 9.10 of the Safety Element indicates that the City will work with other jurisdictions to
obtain and follow adequate mutual-aid and automatic-aid agreements. In 2020 there were no
requests for mutual-aid to the San Luis Obispo Police Department for natural disasters. The
Police Department provides Officers to assist surrounding Law Enforcement agencies with
various special events including parades, protests, special events and large-scale investigations.
Typically, our Officers assist many local Police Departments including Santa Maria, Pismo Beach,
Paso Robles, Morro Bay, Atascadero, California Highway Patrol, and the Sheriff’s Department. In
return, many of these agencies assist the San Luis Obispo Police Department in several of our
large scale events including the Women’s March and the Holiday Parade. Due to the ongoing
COVID-19 pandemic, many of the special events throughout the County were cancelled and our
assistance was not needed. Conversely, the City of San Luis Obispo has hosted over 70 protests,
marches and rallies related to social justice and Law Enforcement reform. As a result of these
activities, the City has received a large number of sworn personnel to assist the San Luis Obispo
Police Department in the policing of these events.
The City has participated in a regional Special Weapons and Tactics Team (Regional SWAT) since
2008. The Regional SWAT team allows participating cities to leverage limited resources and
maximize coordination and special expertise during critical incidents. In 2020, the SWAT team
responded to 7 incidents throughout the County and conducted monthly training exercises along
with three scenario-based training days in conjunction with the City’s Crisis Negotiation Team.
Mutual and Automatic Aid: Fire
Safety Element Program 9.10 states that the City will work with other jurisdictions to obtain and
follow adequate mutual-aid and automatic-aid agreements. SLOFD deployed on many requests
for Mutual Aid throughout the State for the historic Fire Season encountered in 2020. Locally,
SLOFD assisted with fires in Pismo Beach and the Creston Area. In total, the Fire Department sent
30 different staff members, some to multiple incidents, who spent a total of 16,601 personnel
hours committed to mutual aid incidents, which equates to over 691 24-hour days.
Fire personnel who are deployed to large-scale incidents receive invaluable on-the-job training,
and the costs associated with their deployment are reimbursed to the City. The statewide mutual
aid system that redeploys SLOFD personnel to assist communities in need is the same system
that sends non-local fire crews to our area when we are in need of assistance.
SLOFD is also a member of the Regional Urban Search and Rescue (USAR), County Hazardous
Materials Response Team, County Fire Investigation Strike Team, County Critical Incident Stress
Debriefing Team, and Incident Command on the County Type III XSL Incident Management Team.
These regional teams provide exceptional service to the communities of participating agencies at
a fraction of the cost of providing that service autonomously.
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Community Action Team (CAT)
CAT Officers continue to identify problems
and crime trends that negatively impact
the quality of life of residents, business
owners and visitors. CAT Officers have
focused on several individuals in our
community who are involved in adverse
and repetitive criminal activities that
negatively impact our community. They
have been successful in working with
others to find alternatives to incarceration
that include enhanced and focused service
placement and transitional housing. The
program has continued to grow and the
relationships in the court system have proven very valuable. This past year the department
completed our second year of service working with a Transitions Mental Health Association
specialist on the CAT team. This partnership has brought the mental health services with the
community to a higher level and has been extremely successful. This added resource has helped
tremendously support the growing needs of the many chronic offenders who suffer from mental
health disorders.
CAT officers work collaboratively with a myriad of individuals and groups, including patrol
officers, investigators, the Neighborhood Outreach Manager, other city departments, social
service providers, business groups, and other governmental agencies as appropriate. The
ongoing COVID-19 pandemic has presented the City with many challenges related to
homelessness and the increase of camps. The CAT Team organized a social services fair to extend
services and resources to some of the most vulnerable in our community.
Multi-Dwelling Property Inspection Program
Multi-Dwelling Property Inspection Program: Under the direction of the Fire Marshal, the Fire
Prevention Bureau inspects all multi-dwelling properties (three or more units) in the City to
ensure that they meet a reasonable degree of fire and life safety. This state -mandated program
helps safeguard residents and visitors who patronize local hotels and generates approximately
$309,000in annual revenue that offsets implementation costs. The Fire Prevention Bureau
subsequently completed about 365 inspections of apartments, hotels, and fraternity/sorority
houses in 2020.
Community Action Team Officers John Klevins & Tim Koznek
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Fire and Life Safety Inspections
Fire and Life Safety Inspections: SLOFD completed only 62 fire and life safety inspections in 2020
due to a stand-down order in response to the ongoing COVID-19 pandemic. In addition, Fire
Prevention Bureau staff completed only 55 inspections of industrial facilities, schools, hospitals
and nursing homes, day care centers and assisted living centers, and large public assembly
occupancies. A portion of these inspections resulted in Fire Code operating permits, which
generates about $100,000 in annual revenue.
Hazardous Materials Inspections
Hazardous Materials Inspections: The Fire
Prevention Bureau serves as a “Participating
Agency” in the County’s Certified Unified Program
Agency (CUPA). Businesses that use or store
hazardous materials in an appreciable quantity,
generate hazardous wastes, or operate
underground or aboveground petroleum storage
tanks are subject to inspection. The Hazardous
Materials Coordinator conducted 139 facility
inspections in 2020, a decrease from 2019 due to
the retirement and subsequent vacancy of the
Hazardous Material Coordinator position.
Vegetation Management
Vegetation Management: While fewer weed complaints were fielded by the Fire Prevention
Bureau in 2020, there was again a significant increase in complaints regarding dead pine trees
due to the pitch canker epidemic. The Fire Department continued to support Natural Resources
and Ranger Service in the fuel reduction projects in City-owned Open Space. In 2020, fuel
reductions efforts were continued in the Bowden Ranch Open Space and the Irish Hills Natural
Reserve helping reduce the threat of wildfire and were aligned with Safety Element Policy 9.0 by
not significantly impacting the environment, including wildlife habitats and views.
Critical Facilities Locations and Reducing Structural Hazards
Critical Facilities Locations and Reducing Structural Hazards: Section 9.19 of the Safety Element
tasks the City with identifying and evaluating hazards in existing structures, with the highest
priority given to critical facilities. This effort includes maintaining and replacing City facilities,
routine code inspections of certain commercial and residential buildings, complaint -based code
inspections for all buildings, mitigating hazards associated with unreinforced masonry buildings
(URM), and outreach regarding structural safety of private wood -frame buildings.
Vegetation Management Efforts in 2020
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Neighborhood Wellness
Land Use Element Program 2.14 states the City will help identify neighborhood problems, and
undertake a wide range of focused development review, capital improvement, and code
enforcement efforts to help residents preserve and enhance their neighborhoods.
Neighborhood Officer Program – Police Department
In 2013, the Police Department launched a Neighborhood Officer Program that divides the City
into 13 distinct “neighborhoods,” each with dedicated patrol officers assigned to address City
neighborhood issues. The Neighborhood Officers act as liaisons between the Police Department,
the community, and a variety of city agencies. Neighborhood officers have continued to be a
consistent “go to” for residents needing assistance with a variety of quality of life concerns.
Neighborhood officers also provided crime preven tion help to Neighborhood Watch groups
throughout the city. In 2020, the Neighborhood Officer program was a strong resource for the
Police Department in communicating directly with residents who needed additional education
related to pandemic requirements related to the Shelter and Stay at Home orders.
Code Enforcement – Community Development Department
The City’s Code Enforcement Office, which reports directly to the Community Development
Department’s Chief Building Official, deals primarily with violations of building codes and zoning
regulations. Examples of code violations that impact neighborhood qua lity include:
• Property Maintenance Violations
• Sign Violations
• Unpermitted Construction
• Substandard Buildings
• Occupancy Violations
• Land Use Violations
• Homestay Violations
In 2020, 143 code enforcement cases were opened in response to request for field inve stigations
and proactive enforcement. These included land use and zoning violations, property
maintenance and substandard building violations, among others. In addition, there were 562
Neighborhood Services code enforcement cases, which included violation such as visible storage,
failure to screen waste containers, overgrown vegetation , and yard parking.
The marked decrease in the number of code cases from 2019 to 2020, reflects the City’s response
to the pandemic and the implementation of the County’s public health order. Proactive
enforcement, code cases not involving immediate health and safety violations, and sandwich
board sign enforcement was temporarily suspended. In coordination with the Police Department
and Economic Development, Code Enforcement focused on providing education and outreach
during the first few months of the pandemic. As the County move through the different tiers,
Neighborhood Services gradually re-started proactive enforcement, and code enforcement
pivoted to ensuring the public health order was followed. Outside of regular code inquiries, code
enforcement staff handled upwards of 700 calls related to business restrictions and compliance.
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Neighborhood Outreach – Police Department
Police Department SNAP employees (Student Neighborhood Assistance Program) continue to
conduct parking enforcement in neighborhoods during evening hours. The pandemic response
changed the way the Police Department managed noise complaints and, in an effort to limit SNAP
staff exposure to the public, SNAP did not work for several months. However, in June 2020, SNAP
staff returned to assist with verifying noise complaints and parking enforcement in the
neighborhoods. SNAP typically issue noise warnings; however, since mid-March 2020, warnings
were not being offered to offending residents, citations for noise and violations of the public
health order were issued by patrol. Prior to the shift in noise response, SNAP issued 69 noise
warnings. In 2020, SNAP issued 1,766 residential parking district violations (no permit, fire lanes,
fire hydrants, parking in disabled spaces, etc.).
In response to the need for non-adversarial processes that address community conflicts, the City
of San Luis Obispo, Cal Poly, Cuesta College, and Creative Mediation, a local non-profit, developed
the SLO Solutions Program in 2004 to offer free conflict resolution and mediation to City
residents. The program served 987 residents in 2020. This is a 10 percent decrease from the year
prior which is being attributed to the mass exodus of students in March and April of 2020.
Challenges typically occurring between student aged residents, their housemates and neighbors
weren’t happening and SLO Solutions services weren’t required.
The pandemic created uncharted territory for every facet of life and the change in patrol noise
response was coupled with the temporary suspension of the party registration program. With
the Shelter and Stay at Home orders, more people were at home. Sensitivity to noise and group
gatherings played a part in the increase of noise complaint calls received by the Police
Department and were also amplified by complaints of violations of the public health order of no
gatherings. In addition, the Disaster Council adopt an emergency safety enhancement zone on
April 7, 2020 which doubled fines for violations of noise and unruly gatherings. The Police
Department received 1,518 complaints of noise in 2020, a 23 percent increase from the previous
year. Figure 4 below provides a monthly overview of noise complaints, Disturbance Advisement
Card warnings and citations issued over the year.
Source: San Luis Obispo Police Department, 2020
Figure 4 - Monthly Noise Party Calls for Service, 2020
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Conservation & Open Space Protection
The General Plan contains many goals, policies and programs focused on open space protection.
The policies apply to sensitive lands within the City’s urban reserve as well as land in the greenbelt
area that is protected for its biological, agricultural, aesthetic and/or watershed protection value.
The Land Use and Circulation Element and Conservation and Open Space Element address this
subject in detail. The highlights of 2020 include:
1. The City purchased a new 266-acre property for conservation purposes that is now being
called Miossi Open Space in 2018 The acquisition protects six different special status wildlife
species and six different special status botanical species, while also serving as critical area of
the upper San Luis Obispo Creek watershed and as a key wildlife migration corridor along
Cuesta Ridge. City Council approved the conservation plan for the property in 2019, and
Natural Resources and Ranger Service staff are now currently working on implementing the
necessary steps to open the property to the public for compatible passive recreational uses
– formal opening of Miossi Open Space is anticipated in Spring 2021.
2. The City received a dedication of Righetti Hill within the Orcutt Area Specific Plan and Natural
Resources and Ranger Service staff are now working on plans to establish a trail system with
associated standard open space amenities. A new boundary fence was established in winter
2020 on the northern side of the parcel – a key step in defining the property area for natural
resources protection and public safety, as well as the neighbor’s privacy.
3. The City completed the on-site conservation easement at San Luis Ranch that will
permanently protect prime farmland. The City also supported and partnered with City Farm
SLO to deliver sustainable agriculture education for students and the community, while
producing healthy local food.
4. Continued invasive species vegetation control along Froom Creek and San Luis Obispo Creek
and continued planting native plants to restore the habitat, including butterfly gardens in in
City parks in support of the Mayors Monarch Pledge; a partnership with the National Wildlife
Federation.
5. Continued to implement the Stormwater Management Program as required by the Regional
Water Quality Control Board (RWQCB). The Plan focuses on improving stormwater quality
through Best Management Practices (BMPs), including construction site monitoring,
municipal operations, development review, littler control, and public participation to reduce
pollution run-off.
6. Continued steelhead trout (Oncorhynchus mykiss) and Pacific lamprey (Entosphenus
tridentatus) surveys along San Luis Obispo Creek with biologists from California Department
of Fish and Wildlife and the U.S. Fish and Wildlife Service. Also, initiated baseline monitoring
of the endangered Chorro Creek bog thistle (Cirsium fontinale var. obispoense)in several City
open space properties in collaboration with Cal Poly botanists.
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7. Natural Resources program staff supported an internship and Cal Poly Master’s Project that
evaluated opportunities for enhancing wildlife crossings of U.S. Highway 101 in the Cuesta
Grade / Cuesta Pass area – a major migration corridor in the northern portion of the City’s
Greenbelt proximate to the Los Padres National Forest and Santa Lucia Wilderness.
8. City staff has partnered with the California Conservation Corps (CCC) with the Greenhouse
Gas Reduction Fund program where the City receives members to help implement the
Wildland-Urban Interface and Integrated Vegetation Management Plan for Open Space
Lands of San Luis Obispo. The CCC worked in the Irish Hills, Terrace Hill, Prefumo Creek and
Bowden Ranch to reduce and remove dead and down material and ladder fuels to preven t
the start and spread of wildfire. Staff are also working with City Fire and the FireSafe Council
to further identify projects to increase the community’s protection along the WUI.
The Panorama Trail at Miossi Open Space
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Parks & Recreation
In 2020, the Parks and Recreation Department showed resiliency in the ability to be nimble and
pivot in order to serve the community through providing recreational programming amidst
challenging times. The following sections highlight the work completed in 2020 related to
response efforts to the ongoing COVID-19 pandemic and how that work is interconnected with
implementing the Parks & Recreation Element of the General Plan:
Collaborative Programs
Sports: The City provides recreation sports opportunities for youth, adults, and seniors. In March
2020, all youth and adult sports leagues were paused due to safety guidelines in response to the
ongoing COVID-19 pandemic, and as a few resumed remotely (Jr. Giants) – the majority did not
return through 2020. In September 2020, Parks and Recreation staff created Youth Sports Clinics
following all COVID-19 safety measures and have served over 760 children in the community.
The Parks and Recreation Sports Division looks forward to the continued collaboration with local
community groups (such as the San Luis Obispo County YMCA and San Francisco Jr. Giants
Baseball program) to form partnerships in effort to provide recreational activities for over 1,200
local children through youth basketball, futsal (indoor soccer), Jr. Giants Baseball Program and
the Major League Baseball Youth Camp. The City’s recreational programming focuses on building
confidence, teamwork, integrity, and leadership skills. The City continues to work collaboratively
with the Youth Sports Association and San Luis Coastal Unified School District to meet the needs
of youth.
Adult recreational sports include adult softball, adult soccer, ultimate Frisbee, table tennis,
volleyball, and dodgeball programs, as well as the introduction of a drop-in basketball league.
Senior sport activities (55+) include Pickleball programs and Boomer Softball. Pickleball
continues to exhibit high popularity with the total number of participants playing on a regular
basis steadily increasing.
Pickleball Practice
Tennis competitors in adult recreational sports
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Community Programs: Parks and Recreation provides high quality programs that are responsive
to industry trends and changing community needs.
In 2020, Community Services pivoted quickly to fulfill the recreation needs of the community
during the COVID-19 pandemic by offering virtual and creative independent recreation
programing in lieu of previously scheduled in-person offerings. Chief among the newly developed
programs was the creation and implementation of the Virtual Rec. Center. The Virtual Rec. Center
is a free one-stop-shop for virtual activities such as physical fitness, crafts, recipes, education and
more. The Virtual Rec. Center was created during the March 2020 stay-at-home order as a means
for the community to keep active and have fun while staying safe at home.
With the ongoing COVID-19 pandemic upending traditional in-person special events, Parks and
Recreation had to get creative with the design and implementation of our regular offerings.
Following all County Health and Safety guidelines Community Services was able to retain many
regular events such as Night Golf, Pix-On-Peaks, and Kids Play Free at the Golf Course. However,
it was necessary to create a new hybrid and/or virtual model to conduct events to keep the
community safe while being healthy and active. For example, Community Services took a
traditional in-person event like the Family Campout and created a backyard-style campout where
families were encouraged to share their photos from their own home campout. Other hybrid and
virtual events included the Holiday Home Light Map, virtual contests such as the Halloween
pumpkin decoration and costume contest, the SLO Skatepark holiday ugly sweater contest, the
gingerbread house building contest, the holiday hike challenge, and the hunt for holidays around
the world. In addition, Community Services created several home and neighborhood scavenger-
themed events during the holidays. These scavenger hunts were geared toward safe family fun
at home and in the neighborhood.
Although special events needed to be revamped due to the pandemic, the Community Gardens
were a safe haven for our community. There are five Community Garden locations throughout
San Luis Obispo, with 100+ garden plots available to City residents to lease. The Parks and
Recreation Department continues to offer online program registration and satisfaction surveys
to its customers.
SLO Triathlon: Due to safety guidelines in response to the
ongoing COVID-19 pandemic, the City made the difficult decision
to cancel the 41st annual SLO Triathlon. The SLO Tri occurs on the
fourth Sunday in July at Sinsheimer Park and include s a .5-mile
swim, 15-mile bike and 3.1 mile run course. Approximately 200+
community volunteers make this annual event possible. The SLO
Triathlon focuses on completion, rather than competition, and
draws over 800 participants state-wide annually to the event.
Item 4
Packet Page 166
Youth Services: In March of 2020, all traditional City childcare programs closed in alignment with
San Luis Coastal Unified School District (SLCSUD) closures and shelter-in-place order. Prior to
program closures, Youth Services staff provided before and after-school care for over 700
children at the five City school sites.
Between March and May, Youth Services
continued to collaborate with community
partners: SLCUSD, CAPSLO, and closely monitor
state guidance in preparation for childcare
programming. In June, Youth Services staff
reopened essential childcare programs in the form
of a modified summer camp. Summer Fun Day
Camp provided full-day care to 110 school age
children at three school sites. Program safety was
enhanced with a Safety Monitor who checked
children in, completed daily health screening, and
sanitized rooms and equipment each hour and this
role was filled by all Parks and Rec team members,
including Recreation Managers and Supervisors,
Coordinators and Specialists from Administration,
Community Services, Rangers, and Sports
Divisions.
As SLCUSD continued to provide virtual learning
for students at the beginning of the 2020-21
school year, Youth Services staff developed a full
day childcare program at three school sites,
serving 126 children. The staff have continued to
“duck and weave” as the district has reopened
some in person learning opportunities, shifting
care needs, staff needs, and schedules with only a
few days’ notice, due to the speed in which all
decisions are being made. Staff have added many
duties to their role of childcare providers,
including: supporting children in their classroom
Zoom sessions, navigating technical difficulties, serving as liaisons between classroom teachers
and families, and reminding children to keep 6-foot distancing, wear masks and wash their hands
repeatedly, and being there to support the children when the challenges of on -line learning and
the pandemic become “too much”.
SLCUSD Childcare Program
SPARK Summer Camp
Item 4
Packet Page 167
The City and SLCUSD’s already strong partnership has grown even stronger during this time and
both agencies provided cost relief to families faced with increased childcare costs. Other
community partners have included CAPSLO, Child Care Resource Center and other local childcare
agencies who have worked together in finding answers and creative solutions when faced with
changing guidance and regulations.
Childcare programming has looked different during the ongoing COVID-19 pandemic, including
small cohort groups, whole session pre-registration (eliminating more traditional and flexible
drop-in care), strict staff to child ratios and regulations on staff assignments to only one cohort
(meaning less options for substitutes throughout any given day), and excessive cleaning and
separation of children. Regardless, Youth Services staff have worked to ensure children and
families feel the same nurturing and engaging environment they have come to expect in the past
many years. Program staff have continued to find new ways of doing business to keep staff teams
connected, trained on essential practices, and regenerated after long workdays.
Youth Services staff team are looking ahead to the return to in-person learning in the Spring of
2021, which will result in the shift of programming yet again. Additionally, focus on registration
for the 2021-22 school year which will also begin in the Spring. Staff also are preparing for
Summer 2021 programming, whether under a typical model or the 2020 pandemic model.
All Youth Services programs are made possible with the work of up to 70 supplemental staff
(reduced to only 50 staff due to the ongoing COVID-19 pandemic), ranging from entry level Aides
to Site Specialists (limited benefit positions). Staf f are provided ongoing staff development to
ensure programs are consistent with Department and State Licensing standards. Topics include
Positive Guidance, Safety and Accountability, Enriching Curriculum and Mandated Child Abuse
Reporting, and pediatric CPR/First Aid.
Volunteers & Training
With limited numbers of people allowed to gather
in 2020 parks and recreation still had volunteers
who supported services and programming at the
Laguna Lake Golf Course, Garden workdays and
Ranger Workdays. Parks and Recreation continues
to demonstrate a culture of valuing human capital
and expecting the bet from all team members. In
2020, Parks and Recreation staff participated in
trainings provided by the Center for
Organizational Effectiveness, the California
Professional Recreation Society (CPRS), and the
American Red Cross.
Residents volunteering through the Parks & Rec Dept.
Parks & Recreation Staff Training
Item 4
Packet Page 168
Open Space Maintenance
Ranger Service works to provide
both educational and recreational
opportunities to the community of
San Luis Obispo. The City's 4,040
acres of designated open space
promise to have something for
everyone including rugged hiking
trails, challenging mountain biking
and leisurely scenic pathways just
minutes from downtown.
The City’s Ranger Service program employs full-time rangers and other part-time staff that
actively maintain the City’s open spaces. Approximately 28.8036.48 tons of trash were removed
from San Luis Obispo Creek and City open spaces by staff and contractors. In 2020, Ranger Service
led educational hikes through City open spaces and held 15 workdays. City parks, open spaces,
were patrolled nearly every day of the year. In 2020, a total of 1,140 hours were devoted to public
education focusing on conservation and promoting laws during the ongoing COVID-19 pandemic.
In 2020, over 1,000 dog leashes were given away at trail entrances and bike bells were also
provided to keep users safe. Ranger added 1 way directional signage at loop trials to promote
social distancing during the pandemic.
New Trailhead kiosks, informative
and education panel inserts were
added in 2020. Collaboration with
the public and the Central Coast
Concerned Mountain Bikers (3CMB)
resulted in trail maintenance at
Bishop Peak, Irish Hills, and Bob
Jones Trail, and miles of trails being
maintained throughout the City’s
open space network. New trails were
constructed this year at Whale Rock
Reservoir and the Miossi open space.
The Pilot Program at Cerro San Luis
Natural Reserve during the Winters
of 2017-18 and 2018-19 was
extended for 2019-20 season.
Parks & Recreation Department Ranger Service, 2020
San Luis Obispo Open Space Evening Access Pilot Program
Item 4
Packet Page 169
In response to prior Council discussion and direction, staff implemented a pilot program at the
118-acre Cerro San Luis Natural Reserve (the “Reserve”) that would allow extended evening
hours of use for passive recreational purposes along approximately 4.9 miles of trails during the
winter months when daylight savings time is not in effect. The pilot program is taking place during
the winter season of 2018-19 (Sunday, November 5 to Sunday, March 11) and 2018-19 (Sunday
November 4 to Sunday March 10) and 2019-20 (Sunday, November 1st to Sunday, March 14).
During these time periods, public use will be one hour before sunrise until 8:30 PM. During
daylight savings time, the hours of use for the public would return to one hour before sunrise
through one hour after sunset. Nighttime use is by permit only and limited to 65 people per
evening. Permits for biking and hiking are allowed up to 1 week before and available through the
City website. Rangers will be present, checking permits and educating the public on this program.
Islay Park Playground Replacement Project
The Islay Park Playground
construction was completed in
September 2020. The playground
upgrade includes shade structures
over the play amenities, addition of
picnic tables, more diverse play
equipment and enhanced safety
fencing.
SLO Swim Center Program Changes
After a closure in March 2020 due to the ongoing COVID-19 pandemic, the SLO Swim Center
reopened in July 2020 under modified conditions. For the safety of both staff and pubic, new
safety protocols were enacted including designs for social distancing, restroom and locker room
use and overall infrastructure of the swim center. Recreational swim and summer swim lessons
were cancelled. An online reservation system was implemented for swimmers to reserve their
individual lap lane or area of the therapy pool on an hourly basis. Initially, only one swimmer was
allowed per lane, but extended to two per lane from same social circles. The therapy pool
occupancy was limited to 6 participants per hour. To provide younger participants an opportunity
to swim, a Family Rec Swim program was introduced in November allowing a group of up to eight
individuals from one social circles a one-hour use of the therapy pool. Private swim lessons were
offered in the Fall following all safety protocols.
Islay Park Playground – Completed September 2020
Item 4
Packet Page 170
North of Broad Street Neighborhood Park
In June 2018, City Council, as part of the adopted budget, approved a project for the North Broad
Street Neighborhood Park that will develop a new park facility in the location of the existing
community garden. Multiple public engagement sessions with neighbors of the North Broad
Street were held in 2019 to assess priority amenities and feedback on initial concepts and
designs. As a part of the park design, a portion will remain to be used as a community garden. A
final design concept was presented to the Parks and Recreation Commission for approval in
November 2019. An environmental review process was conducted in 2020 based on the
conceptual park design to support the recommendation for City Council to approve a general
plan amendment and rezone of the parcel for the creation of a neighborhood park. Council
approval of the design and rezone process is planned for April 2021 with construction beginning
in late Summer 2021.
Public Art Program
In 2020, the City’s Public Art Program focused on placemaking and temporary art. In the spring
of 2020 amidst the ongoing COVID-19 pandemic, indoor dining was mandated to stop. In support
of local restaurants and businesses, the City of San Luis Obispo created parklets for additional
outdoor seating outside many restaurants in the downtown core using k-rail and water-filled
barriers. Seeing the barriers as another opportunity to bring color and vibrancy to the city, banner
covers were created using the color palette established in the hanging banners. Agai n, seeing an
opportunity to display and celebrate the diversity found in San Luis Obispo, patterns were chosen
based on Chinese, Japanese, Jewish, Muslim, Latinx, Black, and Chumash cultures.
A group of local artists transformed Mission Plaza,
with a temporary mural honoring the late Maxine
Lewis, a steward for the community. Lewis was
best known for her work as an activist on behalf of
community members in need in San Luis Obispo.
The quote being used in the design from Maxine
Lewis: “give them a flower while they live — not
when they are dead.”' “We’re just trying to bring
a little sunshine into someone’s life. Or just to let
them know we care”. 8 daisies in the artwork
represent her 8 children. Daisies signify
motherhood and hope.
Maxine Lewis Mural at Mission Plaza
Item 4
Packet Page 171
Downtown San Luis Obispo is a bit more colorful
thanks to a new public art project at the entry to
the Marsh Street Parking Structure (871 Marsh
Street). The city-led project, titled the Archway to
Happiness was the joint-work of the City’s
Promotional Coordinating Committee, Parking
Division, and the Public Art Program. The team at
Canned Pineapple Co. designed the artwork to
celebrate San Luis Obispo’s dynamic community
and create an entry into downtown. Their vision
was to emote a warm San Luis Obispo welcome,
using imagery that embodies the spirit of the
community. In 2020, The City’s Public Art Program
continues a long-standing collaboration with the
San Luis Obispo County Arts Council, the Cultural
Arts Committee with the Downtown Association,
Cal Poly, Cuesta Art Gallery, and the SLO Museum
of Art.
Conclusion
The City’s General Plan guides the use and protection of the City’s various resources to meet
community purposes. It reflects consensus and compromise among a wide diversity of citizens’
preferences, within a framework set by state law. The General Plan is published in separately
adopted elements, each containing policies and implementing programs. The General Plan
Annual Report summarizes the major programs in these elements that saw activity in 2020.
One outcome of an annual report is the evaluation of whether actions that have occurred indicate
a change in the general vision of the community that requires a more comprehensive update of
the General Plan. Activities undertaken by the City in 2020 related to implementation efforts of
key General Plan elements. These efforts were taken in pursuit of the City Council’s Major City
Goals for FY 2019-2021 as described on page 9. Although these five Major City Goals were the
City’s top priority at the beginning of 2020, the City’s goals and efforts shifted in response to the
global COVID-19 pandemic. In response locally to the pandemic, the City adjusted the Strategic
Plan and Major City Goals in June 2020 as part of the Adopted Supplemental Budget to the 2019-
2021 Financial Plan. The Strategic Plan was reorganized into one Meta Goal for 2020-2021
focused on economic and social recovery and building resiliency for the future. This goal
addresses the local impacts of the pandemic while staying true to the 2019-2020 Major City Goals
and the City’s core values. Staff will continue to implement goals and objectives related to the
Meta Goal of Economic Stability, Recovery, and Resiliency throughout the duration of the
pandemic, which will be further reported on in the 2021 Annual Report.
Archway to Happiness - Marsh St. Parking Garage
Item 4
Packet Page 172
2020 General Plan Annual Report
March 10, 2021
Presentation to the Planning Commission
Staff Recommendation
2
1. Receive and file the 2020 General Plan Annual Report for final acceptance by the
City Council.
Purpose
•Comply with Land Use Element Policy 11.3 and State Law
•Review implementation of General Plan Programs
General Plan Elements
•Land Use (Updated 2014)
•Circulation (Updated 2014)
•Housing (Updated 2020)
•Noise (Adopted 1996)
•Water and Wastewater (Revised 2018)
•Conservation and Open Space (Revised 2014)
•Parks and Recreation (Adopted 2001) Update in progress
•Safety (Revised 2012) Update in progress
COVID-19 Emergency Response (Pgs.12-13, Packet pg. 119)
Community Development Department (Pgs.14-16)
Customer Service and Process
Improvements:
•InfoSLO upgrades
-ability to submit online applications
-ability to pay plan & permit fees online
•Tenant Improvement Permit Processing
-TIPP-FAST: program to streamline review
of Tenant Improvement (TI) projects
•Coordination with other Agencies:
•Regional Housing Element coordination
with all eight county jurisdictions
•ALUC -Airport Land Use Plan Update
•SLOCOG -RTP, SCS, RHNA
•Cal Poly -Master Plan Update
•Caltrans -Prado Road / Highway 101
interchange project
•LAFCO -new City annexations
Custom er
Planning and Building Activity (Pgs.17-19, Packet Pg. 123)
Total Planning Applications Received per Calendar Year
Figure 1 on Packet Pg. 123
Planning and Building Activity (Pgs.17-19, Packet Pg. 124)
Total Building Permits Issued per Calendar Year
Presented in table format in Table 2 on Packet Pg. 124
Regional Housing Needs Allocation (RHNA)
Progress (Pgs. 20-24, Packet Pg. 126)
6th Cycle (2019-2028)
Residential Growth (Pg. 25, Packet Pg. 131)
•261 new housing units
constructed in 2020
•210 in Specific Plan areas
•21,501 total units subject to
growth management in 2020
•Below threshold of 22,190
(LUE Table 3, packet pg. 131)
•689 units available for
future allocation
•Six-year average annual
growth rate (2015-20)
•0.60 percent per year
over this period
Consistent with 1 percent maximum average
annual growth rate (LUE Policy 1.11.2)
Non-Residential Growth (Pg. 26, Packet Pg. 132)
•34,352 square feet of net new
non-residential floor area
•Annual growth rate:
•0.29 percent
•Five-year net growth rate:
•2.23 percent
•Consistent with 5 percent
non-residential growth rate
(LUE Policy 1.11.4)
Specific Plan Implementation and Development
(Pgs. 27-32)
Margarita Area
Damon-Garcia Residential Capacity: 408 units
Specific Plan Implementation and Development
(Pgs. 27-32)
Orcutt Area
Specific Plan Implementation and Development
(Pgs. 27-32)
Orcutt Area, continued
Specific Plan Implementation and Development
(Pgs. 27-32)
Airport Area Specific Plan
•175 Venture: New project proposal in
Avila Ranch for 297 units submitted in
December 2020, currently under review
•Northwest Corner Mixed-Use: assisted
living facility with 133 units approved by City
Council in September 2020
•650 Tank Farm Mixed-Use: project
design including 17,500 commercial sq. ft.
and 249 units approved by Planning
Commission in October 2020
•600 Tank Farm Mixed-Use: project
proposal including 12,500 commercial sq. ft.
and 280 units currently under review
San Luis Ranch
•Multiple projects currently in the development
process totaling:
•654 residential units
•114,300 commercial sq. ft.
•200 hotel rooms
Froom Ranch
•174 total units, 100,000 commercial sq. ft.
•Final EIR released in June 2020 & certified
by City Council in September 2020
•City Council also authorized initiation of an
annexation application with LAFCO to be
considered in Spring 2021
Municipal Code Updates (Pg. 33)
Zoning Regulations –ADU Amendments:
•Accessory Dwelling Unit (ADU)
Ordinance updated in February 2020 in
response to new state ADU legislation
•Owner occupancy not required
•Units allowed in existing &
proposed multifamily structures
•Clean Energy Choice Program:
•Program supports all-electric & low
GHG emission new buildings
•Ordinance amended in July 2020 to
provide regulatory flexibility
•Program participation updates will be
given to City Council in 2021 & 2022
Climate Action Plan (Pg. 34)
Climate Action Plan for Community
Recovery (CAP): contains quantified
strategies to reduce GHG emissions
2020 Progress:
•City joined Central Coast Community
Energy (3CE) in January 2020
•Climate Action Plan was adopted in
September 2020
•Research & planning for a
comprehensive building retrofit
program was initiated in Fall 2020
Water Supply (Pg. 39)
Santa Margarita Lake
•In 2020, 10,107 acre-feet available
•Water supply need for General Plan build-out met,
plus additional reliability and secondary water supply
Circulation (Pgs. 40-45)
•Numerous traffic signal and
intersection improvements were
completed as part of the City’s
Traffic Safety Program
•Engineering and Environmental
review continues for the Prado Rd /
Highway 101 interchange
•(2024 estimated construction)
•Design process continues for the
Anholm Neighborhood Greenway Plan
•(2021 estimated construction)
Safety (Pgs. 46-54)
Fire Department
•Completed the 2019 Multi-Jurisdictional
Hazard Mitigation Plan (HMP) in 2020
•Adopted by City Council in June 2020
•62 fire and life safety inspections
•139 Hazardous materials inspections
•365 inspections of multi-dwelling properties
Police Department
•Continued a variety of training efforts in 2020,
including Crisis Intervention Training (CIT)
•Continued coordination to promote
neighborhood wellness & civility
Conservation & Open Space Protection (Pgs. 57-58)
•Dedication of Righetti Hill for open space, future
establishment of a trail system
•Continued surveys of steelhead trout along San
Luis Obispo Creek
•Ongoing efforts to prepare the 266-acre Miossi
Open Space property to open to the public for
recreational use by Spring 2021 Righetti Hill
The Panorama Trail at Miossi Open Space
Parks and Recreation (Pgs. 59-66)
Parks & Rec. Master Plan & Element Update
•Release of Draft Master Plan & Element
Update for public review in March 2021
Islay Park Playground Replacement Project
•Construction completed in September 2020
Public Art Program
•New public art installations at parking
structures downtown
Conclusion
•The General Plan Annual Report
conforms with Land Use Element
Policy 11.3 and state law
•Opportunity for the Planning
Commission to review implementation
of General Plan Programs in 2020.
Staff Recommendation
24
1. Receive and file the 2020 General Plan Annual Report for final acceptance by the
City Council.
25
Water Supply (Pg. 39)