HomeMy WebLinkAbout03-22-2023 PC Agenda Packet
Planning Commission
AGENDA
Wednesday, March 22, 2023, 6:00 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
The City of San Luis Obispo has returned to in-person meetings. Zoom participation will not be
supported. For those attending in-person, City facilities will be at limited capacity and masks are
strongly recommended. Planning Commission meetings can be viewed remotely on Channel 20 and
the City’s YouTube Channel: http://youtube.slo.city
INSTRUCTIONS FOR PUBLIC COMMENT:
Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):
Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk's Office at 990
Palm Street, San Luis Obispo, California, 93401.
Email - Submit Public Comments via email to advisorybodies@slocity.org. In the body of your
email, please include the date of the meeting and the item number (if applicable). Emails will not
be read aloud during the meeting.
Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the
agenda item number you are calling about, and leave your comment. Verbal comments must be
limited to 3 minutes. Voicemails will not be played during the meeting.
*All correspondence will be archived and distributed to members, however, submissions received
after the deadline will not be processed until the following day.
Public Comment during the meeting:
Meetings have returned to an in-person format. To provide public comment during the meeting,
you must be present in the Council Chambers.
Electronic Visual Aid Presentation. To conform with the City's Network Access and Use Policy,
Chapter 1.3.8 of the Council Policies & Procedures Manual, members of the public who desire
to utilize electronic visual aids to supplement their oral presentation are encouraged to provide
display-ready material to the City Clerk by 12:00 p.m. on the day of the meeting. Contact the
City Clerk's Office at cityclerk@slocity.org or (805) 781-7114.
Pages
1.CALL TO ORDER
Chair Kahn will call the Regular Meeting of the Planning Commission to order.
2.PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
At this time, people may address the Commission about items not on the
agenda. Comments are limited to three minutes per person. Items raised at this
time are generally referred to staff and, if action by the Commission is
necessary, may be scheduled for a future meeting.
3.CONSENT
Matters appearing on the Consent Calendar are expected to be non-
controversial and will be acted upon at one time. A member of the public may
request the Planning Commission to pull an item for discussion. The public may
comment on any and all items on the Consent Agenda within the three-minute
time limit.
3.a CONSIDERATION OF MINUTES - MARCH 8, 2023 PLANNING
COMMISSION MINUTES
5
Recommendation:
To approve the Planning Commission Minutes of March 8, 2023.
4.PUBLIC HEARINGS
Note: Any court challenge to the action taken on public hearing items on this
agenda may be limited to considering only those issues raised at the public
hearing or in written correspondence delivered to the City of San Luis Obispo at,
or prior to, the public hearing. If you wish to speak, please give your name and
address for the record. Please limit your comments to three minutes; consultant
and project presentations limited to six minutes.
4.a PLANNING COMMISSION CONSIDERATION OF THE 2022
GENERAL PLAN ANNUAL REPORT
9
Recommendation:
Receive and file the 2022 General Plan Annual Report for final review
and acceptance by the City Council.
5.COMMENT AND DISCUSSION
5.a STAFF UPDATES AND AGENDA FORECAST
Receive a brief update from Deputy Community Development Director
Tyler Corey.
6.ADJOURNMENT
The next Regular Meeting of the Planning Commission is scheduled for April 12,
2023 at 6:00 p.m. in the Council Chambers at City Hall, 990 Palm Street, San
Luis Obispo.
LISTENING ASSISTIVE DEVICES for the hearing impaired--see the Clerk
The City of San Luis Obispo wishes to make all of its public meetings accessible
to the public. Upon request, this agenda will be made available in appropriate
alternative formats to persons with disabilities. Any person with a disability who
requires a modification or accommodation in order to participate in a meeting
should direct such request to the City Clerk’s Office at (805) 781-7114 at least
48 hours before the meeting, if possible. Telecommunications Device for the
Deaf (805) 781-7410.
Planning Commission meetings are televised live on Charter Channel 20 and on
the City's YouTube Channel: http://youtube.slo.city. Agenda related writings or
documents provided to the Planning Commission are available for public
inspection on the City’s website: https://www.slocity.org/government/mayor-and-
city-council/agendas-and-minutes.
Page 4 of 80
1
Planning Commission Minutes
March 8, 2023, 6:00 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
Planning
Commissioners
Present:
Commissioner Justin Cooley, Commissioner Dave Houghton,
Commissioner Bob Jorgensen, Commissioner Juan Munoz-
Morris, Chair Steve Kahn (two vacant seats)
City Staff Present: Deputy Community Development Director Tyler Corey, Deputy
City Attorney Sadie Symens, Megan Wilbanks, Deputy City Clerk
_____________________________________________________________________
1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo Planning Commission was called to
order on March 8, 2023 at 6:00 p.m. in the Council Chambers at City Hall, 990
Palm Street, San Luis Obispo, by Chair Kahn.
2. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
Public Comment:
None
--End of Public Comment--
3. CONSENT
3.a CONSIDERATION OF MINUTES - FEBRUARY 22, 2023 PLANNING
COMMISSION MINUTES
Motion By Commissioner Cooley
Second By Commissioner Jorgensen
To approve the Planning Commission Minutes of February 22, 2023.
Ayes (5): Commissioner Cooley, Commissioner Houghton, Commissioner
Jorgensen, Commissioner Munoz-Morris, and Chair Kahn (two vacant
seats)
CARRIED (5 to 0)
Page 5 of 80
2
4. PUBLIC HEARINGS
4.a 830 ORCUTT RD. (USE-0680-2022) REQUEST TO ESTABLISH A
HOTEL USE, CONSISTING OF THREE (3) GUEST SUITES IN A MIXED-
USE DEVELOPMENT, THAT OPERATES DAILY FOR TWENTY-FOUR
HOURS A DAY
Associate Planner Hannah Hanh presented the staff report and responded
to Commission inquiries.
Applicant representative, Bryan Ridley with Bracket Architecture, provided
a brief overview of the project and responded to questions raised.
Chair Kahn opened the Public Hearing
Public Comments:
None
--End of Public Comment--
Chair Kahn closed the Public Hearing
Motion By Commissioner Houghton
Second By Commissioner Munoz-Morris
Adopt the Draft Resolution approving the project, based on the findings
and subject to the conditions of approval. The project is categorically
exempt from environmental review under Sections 15301 (Existing
Facilities) and 15332 (In-Fill Development Projects) of the California
Environmental Quality Act (CEQA) Guidelines.
"A RESOLUTION OF THE CITY OF SAN LUIS OBISPO PLANNING
COMMISSION APPROVING THE CONDITIONAL USE PERMIT TO
ESTABLISH A HOTEL USE, CONSISTING OF THREE (3) GUEST
SUITES IN A MIXED-USE DEVELOPMENT, THAT OPERATES DAILY
FOR TWENTY-FOUR HOURS A DAY. THE PROJECT IS
CATEGORICALLY EXEMPT FROM ENVIRONMENTAL REVIEW; AS
REPRESENTED IN THE STAFF REPORT AND ATTACHMENTS DATED
MARCH 8, 2023 (830 ORCUTT ROAD; USE-0680-2022)" with the
following revision to SECTION 1, Finding 3:
3. As conditioned, the design, location, size, and daily, twenty-four-
hour operating characteristics of the project will be compatible with
existing and future land uses in the vicinity because the proposed
hotel use is limited to three (3) guest suites, does not include
outdoor amenities or is prohibited from having amplified sounds
outdoors, would be adequately served by onsite parking, and shall
Page 6 of 80
3
comply with applicable performance standards related to lighting,
noise, air quality, and hours of operation for nonresidential uses in
mixed-use developments.
Ayes (5): Commissioner Cooley, Commissioner Houghton, Commissioner
Jorgensen, Commissioner Munoz-Morris, and Chair Kahn (two vacant
seats)
CARRIED (5 to 0)
5. COMMENT AND DISCUSSION
5.a STAFF UPDATES AND AGENDA FORECAST
Deputy Community Development Director Tyler Corey provided the
following update:
On March 22, 2023, the Planning Commission will receive the
General Plan Annual Report (GENP-0090-2023).
On April 12, 2023, the Planning Commission will review the General
Plan Conformity Report for a project located at 1035 Walnut Street
(GENP-0057-2023), receive the Subdivision Regulations update,
and review an update to the Cannabis Regulations regarding the
annexation of East Airport and Fiero Lane.
Tentatively scheduled for April 26, 2023, is review of the General
Plan Conformity Report for the 2023-25 Capital Improvement Plan.
6. ADJOURNMENT
The meeting was adjourned at 6:30 p.m. The next Regular Meeting of the
Planning Commission is scheduled for March 22, 2023 at 6:00 p.m. in the
Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.
_________________________
APPROVED BY PLANNING COMMISSION: XX/XX/2023
Page 7 of 80
Page 8 of 80
PLANNING COMMISSION AGENDA REPORT
SUBJECT: PLANNING COMMISSION CONSIDERATION OF THE 2022 GENERAL
PLAN ANNUAL REPORT
PROJECT ADDRESS: Citywide BY: Graham Bultema, Assistant Planner
Phone Number: 805-781-7111
Email: gbultema@slocity.org
FILE NUMBER: GENP-0090-2023 FROM: Tyler Corey, Deputy Director
RECOMMENDATION
Receive and file the 2022 General Plan Annual Report for final review and acceptance
by the City Council.
1.0 COMMISSION'S PURVIEW
The Planning Commission provides input on long range planning efforts, such as specific
plans, community plans and all elements of the General Plan. The purpose of this agenda
item is to provide an opportunity for the Planning Commission to review the proposed
2022 General Plan Annual Report before forwarding to the City Council for acceptance.
2.0 SUMMARY
California Government Code Section 65400 requires that cities submit an annual report
(Attachment A) on the status of their General Plan and progress in its implementation to
the legislative body (the City Council), the Governor’s Office of Planning and Research
and the California 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 goals or policies found within the General Plan.
3.0 PREVIOUS REVIEW
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
achieve General Plan goals;
B) A summary of major public projects and a brief analysis of how they contributed to
achieving General Plan goals;
Meeting Date: 3/22/2023
Item Number: 4a
Time Estimate: 30 minutes
Page 9 of 80
Item 4a
GENP-0090-2023
Planning Commission Report – 3/22/23
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 P lan.
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,
City Council reviews the progress being made to implement the General Plan and decides
whether or not to move forward with additional work programs over the next two years.
4.0 PROJECT ANALYSIS
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 2022. The report is organized around the following key
implementation areas:
General Plan Element Updates
Community Development
Department
Planning and Building Activity
Regional Housing Needs Allocation
(RHNA) Progress
Housing Element Program
Implementation
Homelessness Solutions
Residential Growth
Non-Residential Growth
Specific Plan Area Development
Municipal Code Updates
Climate Action Plan
Economic Development
Policy Initiatives
Water Supply
Transportation & Circulation
Safety Services
Neighborhood Wellness
Conservation & Open Space
Parks & Recreation
Page 10 of 80
Item 4a
GENP-0090-2023
Planning Commission Report – 3/22/23
In 2022, the City continued to make progress implementing General Plan Programs. The
City continued work on the Safety Element update, renamed the Climate Adaptation and
Safety Element (CASE). The Planning Commission reviewed the CASE update in
December 2022 and recommended that the City Council approved the update, and the
CASE update was adopted by the City Council in January 2023.
The City’s Major City Goals for Fiscal Year 2021-23 were adopted through the FY 2021-
23 Financial Plan which was approved in June 2021. These Major City Goals are:
Economic Recovery, Resiliency, and Fiscal Sustainability; Diversity, Equity, and
Inclusion; Housing and Homelessness; and Climate Action, Open Space, and
Sustainable Transportation. These Major City Goals resulted in a significant amount of
activity in the General Plan program areas discussed above and will continue to be the
City’s top priority through the end of FY 2021-23.
Development activity remained strong in the City in 2022, but was reduced compared to
previous years. 534 building permits were issued in 2022, a 14 percent decrease
compared to 2021. Permit reviews for plan check submittals were also slightly reduced in
2022 with 1,386 applications submitted, a 3 percent decrease from 2021. Based on the
Community Development Department’s running total of “finaled” permits for non -
residential construction, 83,948 square feet of floor area was added to the City in 202 2,
yielding a five-year net non-residential growth rate of 2.31 percent (as shown in Figure 2
on page 16). LUE Policy 1.11.4 states that the City 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 City is significantly below the
threshold to establish any non-residential growth limit at this time.
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 in Table 3 of the Land Use Element. Based on the Community
Development Department’s residential building permit data, the City has maintained an
average annual growth rate of 0.99 percent per year since 2015, in compliance with the
one percent maximum average annual growth rate.
From 2015 to 2022, the City granted occupancy to 2,235 newly constructed residential
units (also accounting for the 38 units that were demolished between 2015 and 2022). Of
the 2,225 units constructed between 2015 -2022, 1,702 units were subject to growth
management limitations. Of the units exempt from the growth management ordinance,
241 units were deed restricted for affordable housing, 262 units were identified a s
Accessory Dwelling Units or Junior Accessory Dwelling Units, and 3 units were located
within the Downtown Commercial (C-D) zone. As of 2022, there are a total of 22,513
residential units subject to the growth management ordinance within the City , where the
2015 LUE estimated 22,643 units for 2022.
Page 11 of 80
Item 4a
GENP-0090-2023
Planning Commission Report – 3/22/23
The City updated the General Plan Land Use and Circulation Elements in 2015, however,
some of the housing construction occurring today within the Orcutt Area and the Margarita
Area was planned for in the previous General Plan. Due to a variety of factors, some of
the development originally planned in the 1994 General Plan is only now under
construction. 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. Of the 2,235 units granted occupancy from 2015 to 2022, 1,041 of the units
were located within Specific Plan areas.
Housing production has been a Major City Goal for several financial plans and the City
has prioritized programs that support new housing production. Lack of affordable and
workforce housing continues to be an obstacle for many residents in San Luis Obispo.
The good news is that the City is purposefully growing in alignment with the community’s
long-range plans and highest priorities. Current levels of residential growth are consistent
with the City’s Growth Management Ordinance and the City’s obligations to accommodate
its Regional Housing Needs Allocation. The City has planned its resources to support a
“build out” population of 57,200 residents, while the current State population estimate for
the City is 47,653 residents as of January 1, 2022.
5.0 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.
6.0 OTHER DEPARTMENT COMMENTS
The 2022 General Plan Annual Report was a collaboration from many City departments
and divisions, including the Community Development Department, the Public Works
Department, the Utilities Department, the Parks & Recreation Department, the
Administration Department, the Fire Department, and the Po lice Department.
7.0 ALTERNATIVES
Continue the item and direct staff to make revisions or include additional information.
8.0 ATTACHMENTS
A - 2022 General Plan Annual Report
Page 12 of 80
City of San Luis Obispo
2022 General Plan Annual Report
Page 13 of 80
General Plan Annual Report 2022
ii
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.
Page 14 of 80
General Plan Annual Report 2022
iii
Acknowledgements
City Council
Erica A. Stewart, Mayor
Jan Marx, Vice Mayor
Emily Francis
Andy Pease
Michelle Shoresman
Planning Commission
Steven Kahn, Chair
Justin Cooley
David Houghton
Robert Jorgensen
Juan Munoz-Morris
City Manager
Derek Johnson, City Manager
Project Management Team
Project Lead: Graham Bultema, Assistant Planner
Brian Leveille, Senior Planner
Rachel Cohen, Senior Planner
Teresa McClish, Housing Policy & Programs Manager
The 2022 General Plan Annual
Report was prepared by the
Community Development
Department for review by the
Planning Commission and
acceptance by City Council.
The Community Development
Department’s 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 2022
General Plan Annual Report.
Page 15 of 80
General Plan Annual Report 2022
iv
Staff Contributors
Adam Fukushima, Active Transportation Manager
Alexander Fuchs, Cannabis Business Coordinator
Austin O’Dell, Transit Manager
Brian Amoroso, Administrative Captain
Bryan Wheeler, Transportation Planner/Engineer III
Chris Read, Sustainability Manager
Christine Wallace, Neighborhood Outreach Manager
Daisy Wiberg, Administrative Specialist – Homelessness Response
Devin Hyfield, Recreation Manager
Doug Carscaden, Recreation Supervisor
Fred Mickel, Operations Captain
Freddy Otte, City Biologist
Gaven Hussey, Parking Program Manager
Greg Avakian, Parks and Recreation Director
James Blattler, Administrative Analyst
Rick Scott, Police Chief
James Blattler, Emergency Manager
Jennifer Rice, Transportation Planner/Engineer III
John Mezzapesa, Code Enforcement Supervisor
Kyle Bell, Housing Coordinator
Lee Johnson, Economic Development Manager
Luke Schwartz, Transportation Manager
Matt Horn, Public Works Director
Matheson Bliss, Hazardous Materials Coordinator
Meghan Burger, Recreation Manager
Michael Codron, Community Development Director
Molly Cano, Tourism Manager
Nicole Vert, Administrative Analyst
Owen Goode, Assistant Planner
Robert Hill, Sustainability & Natural Resources Official
Sammy Fox, Interim Deputy Fire Chief
Shawna Scott, Special Projects Manager
Teresa McClish, Housing Policy & Programs Manager
Todd Tuggle, Fire Chief
Tyler Corey, Deputy Community Development Director
Vanessa Nichols, Permit Services Supervisor
Page 16 of 80
General Plan Annual Report 2022
v
Table of Contents
Community Development Department ........................................................................................... ii
Acknowledgements ......................................................................................................................... iii
Table of Contents ............................................................................................................................. v
List of Figures ...................................................................................................................... vi
List of Tables ....................................................................................................................... vi
Introduction .................................................................................................................................... 1
Background ..................................................................................................................................... 2
General Plan Element Updates ....................................................................................................... 3
COVID-19 Pandemic – Local Emergency Response ........................................................................ 4
Community Development Department .......................................................................................... 4
Planning and Building Activity ........................................................................................................ 6
Regional Housing Needs Allocation (RHNA) Progress .................................................................... 8
Housing Element Program Implementation ................................................................................. 11
Homelessness Solutions ................................................................................................................ 14
Residential Growth ....................................................................................................................... 16
Non-Residential Growth ............................................................................................................... 18
Specific Plan Area Development ................................................................................................... 19
Municipal Code Updates ............................................................................................................... 24
Climate Action Plan ....................................................................................................................... 25
Economic Development ................................................................................................................ 26
Policy Initiatives ............................................................................................................................ 28
Water Supply ................................................................................................................................. 29
Transportation & Circulation ........................................................................................................ 30
Safety Services .............................................................................................................................. 36
Neighborhood Wellness................................................................................................................ 48
Conservation & Open Space ......................................................................................................... 51
Parks & Recreation ........................................................................................................................ 53
Conclusion ..................................................................................................................................... 62
Page 17 of 80
General Plan Annual Report 2022
vi
List of Figures
Figure 1 - Total Planning Applications Received per Calendar Year, 2020-2022 ............................ 6
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2018-2022 .............................. 18
Figure 3 - Fire Department Twitter Profile Visits, 2019-2022....................................................... 36
Figure 4 - Monthly Noise Party Calls for Service, 2022 ................................................................. 50
List of Tables
Table 1 - Plan Check Applications Submitted, 2020-2022 .............................................................. 6
Table 2 - Building Permits Issued, 2020-2022 ................................................................................. 7
Table 3 - Valuation of Construction, 2020-2022 ............................................................................. 7
Table 4 - Progress Towards 6th Cycle Quantified Objectives, 2019-2028 ....................................... 8
Table 5 – Active BMR Housing Projects in the Pipeline .................................................................. 9
Table 6 – Highlights of Housing Element Program Implementation Progress, 20 22 ................... 11
Table 7 – LUE Table 3, One Percent City Population Growth Projection ..................................... 16
Table 8 – Residential Growth Rates, 2015-2022........................................................................... 16
Table 9 - Margarita Area Development Status, 2022 ................................................................... 19
Table 10 - Orcutt Area Development Status, 2022 ....................................................................... 20
Table 11 - Avila Area Development Status, 2022 ......................................................................... 21
Table 12 – San Luis Ranch Area Development Status, 2022......................................................... 23
Table 13 - City Water Resource Availability, 2022 ........................................................................ 29
Table 14 - Code Enforcement Statistics, 2017-2022 ..................................................................... 49
Page 18 of 80
General Plan Annual Report 2022
1
Introduction
General Plan Annual Report
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 Ca lifornia
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 implemen ted. 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 achieve
General Plan goals;
B) A summary of major public projects and a brief analysis of how they contributed to
achieving 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 .
Housing Element Annual Report
The City also completes a separate Housing Element Annual Report annually and submits this
report concurrently with the General Plan Annual report as required under Government Code
Sections 65400 and 65700. The Housing Element Annual Report contains a range of detailed
information on issued and/or completed residential building permits for the previous calendar
year. This information can be accessed on the California Department of Housing and Community
Development (HCD) website.
Page 19 of 80
General Plan Annual Report 2022
2
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 California
Governor’s Office of Planning and Research (OPR) publishes General
Plan Guidelines, which includes the following basics:
Geographic Comprehensiveness: The general plan must cover all
territory in the jurisdiction’s boundaries.
Regional Context: 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 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 that 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 2014
Circulation
Update Adopted 2014
Housing
Update Adopted
2020
Conservation and
Open Space
Revised 2014
Climate Adaptation
and Safety
Revised 2023
Parks and
Recreation
Adopted 2021
Water and
Wastewater
Revised 2018
Noise
Adopted 1996
Page 20 of 80
General Plan Annual Report 2022
3
General Plan Element Updates
Safety Element Update
On December 14, 2022, after a public workshop held
on October 26, 2022, the Planning Commission
recommended that the City Council approve an
update to the Safety Element of the General Plan
titled, the Climate Adaptation and Safety Element.
[Council approved the update in January 2023]. The
approval culminated a multi-year project to
incorporate climate adaptation and environmental
justice into the safety element and to update the
document based on best available climate information
and, collaboration with state and regional partners
and robust public engagement.
The update started with an adaptation planning grant
issued through Caltrans and allowed for the
preparation of a Baseline Conditions Report, current
and future hazards assessment and a Hazards and
Vulnerabilities Report, development of adaptation
strategies, several surveys, webinars and outreach
activities and policy development based upon the
California Adaptation Planning Guide. The technical
work and community engagement, along with the
2019 Hazard Mitigation Plan update, form the
foundation for the Climate Adaptation and Safety
Element in compliance with State Bills such as SB-379,
SB-99, SB-100, SB-1035, and other State laws.
Major City Goals for FY 21-23:
Economic Recovery, Resiliency &
Fiscal Sustainability – In
collaboration with local partners,
continue to support economic
recovery for all from the COVID
pandemic and support a thriving
local economy by supporting local
businesses, arts and culture,
downtown vitality, practicing fiscal
responsibility, paying down
unfunded pension liabilities, and
investing in critical infrastructure
Diversity, Equity, Inclusion (DEI) –
In response to our commitment to
making San Luis Obispo a more
welcoming and inclusive city for all,
continue to develop programs and
policies to support diversity, equity,
and inclusion initiatives and advance
the recommendations of the DEI Task
Force
Housing and Homelessness - To
expand housing options for all,
continue to facilitate the production
of housing, including the necessary
supporting infrastructure, with an
emphasis on affordable and
workforce housing. Collaborate
with local non-profit partners and
the county, the state, and federal
governments to discover and
implement comprehensive and
effective strategies to reduce
chronic homelessness.
Climate Action, Open Space, and
Sustainable Transportation - To
proactively address the climate
crisis, continue to update and
implement the Climate Action Plan
for carbon neutrality, including
preservation and enhancement of
open space and the urban forest,
alternative and sustainable
transportation, and planning and
implementation for resilience.
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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. The State of California ended its
COVID-19 State of Emergency on February 28, 2023 and therefore the City’s actions by resolution
under the state emergency order will cease in 2023.
Community Development Department
Customer Service and Process Improvements
In 2022, the Community Development Department continued to monitor procedures and
improve levels of efficiency and customer service. In 2022, the Community Development
Department continued to implement work efforts such as the InfoSLO portal and the TIPP -FAST
program and developed new programs such as the Ask SLO program.
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. Applicants also have the ability to pay fees associated with planning
entitlements and building permits on InfoSLO. In 2022, the Community Development
Department continued with implementation of this program. This effort was originally
implemented quickly as a result of the COVID-19 pandemic that forced City offices to close to in-
person submittals and improvements in this area have continued to serve the community during
the ongoing pandemic throughout 2022.
Ask SLO: In Fall 2022, the Ask SLO platform was launched on the City’s website. Ask SLO is a new
centralized resident engagement platform designed to quickly connect community members
with City services and information. The platform is being developed in phases, and improvements
to this platform will continue in 2023.
TIPP-FAST: In 2022, the Community Development Department continued to implement the
Tenant Improvement Permit Processing (TIPP-FAST) program to streamline the review of tenant
improvement (TI) projects. The program was designed to assist business and property owners
with necessary modifications to business operations in response to the pandemic. The program
is available to all qualifying tenant improvement projects.
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Economic Development Strategic Plan (EDSP) Implementation: In 2022, the Community
Development Department continued to make significant progress implementing the Economic
Development Strategic Plan (EDSP) as part of the Major City Goal of Economic Recovery,
Resiliency, and Fiscal Sustainability identified in the Fiscal Year 2021-2023 Financial Plan. Progress
in 2022 included improving processing timelines for reviews, adopting a new development
impact fee program to reduce infrastructure costs for new developments, and tracking and
reporting on department key performance indicators (KPIs), which are available on the City’s
website. Processing and review improvements included decreased thresholds for projects to
require discretionary development review and implementation of the recently adopted Objective
Design Standards for ministerial building permit reviews.
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 2022 and coordinated with other
agencies on General Plan priorities. Some examples include:
Amtrak-LOSSAN: Community Development staff and other key City staff reviewed and provided
comments on the Recirculated Draft Environmental Impact Report (DEIR) for the Los Angeles-San
Diego-San Luis Obispo Rail Corridor Agency (LOSSAN) Central Coast Layover Facility project (CCLF)
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. The LOSSAN Rail Corridor Agency adopted the FEIR
and approved the project on December 6, 2022. Staff is continuing to work with LOSSAN staff to
complete an agreement outlining a communications protocol and framework for continued
collaboration as the project is implemented. Final design of the project is anticipated to be
completed in late 2022 or early 2023 with the first phase construction occurring in mid/late 2023.
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. Continued
collaboration among all the cities, SLOCOG, and County with monthly meetings has occurred to
implement the region’s first “regional chapter” that is a part of all eight local agencies’ Housing
Elements. This collaboration has assisted housing professionals in each jurisdiction navigate
evolving housing issues and new State legislation.
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
Replacement Project is anticipated to begin construction in 2024, and the Prado Interchange
Project construction is anticipated to begin in 2026. 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.
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247 265
210
0
50
100
150
200
250
300
2020 2021 2022Number of ApplicationsPlanning 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 2020, 2021, and
2022. Some examples of the types of applications include use permits, development reviews,
subdivisions, zoning amendments, environmental reviews, and administrative actions. In 2022,
the total number of planning applications decreased by approximately 21 percent from 2021.
This trend is due to recent state and local legislative changes that streamline review and require
ministerial review of more types of housing projects.
Figure 1 - Total Planning Applications Received per Calendar Year, 2020-2022
Source: Community Development Department, 2022
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 1 shows the number of plan check applications conducted by the Building Division over the
last 3 years. Development activity remained relatively steady in 2022.
Table 1 - Plan Check Applications Submitted, 2020-2022
2020 2021 2022
Plan Check Applications Submitted 1,438 1,426 1,386
Source: Community Development Department, 2022
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Table 2 depicts the number of building permits issued over the past 3 years. In 2022, 298 permits
were issued for new residential projects, representing 571 new residential units. Although the
number of permits issued has slightly decreased over the last three years, the number of
permitted residential units remains steady.
Table 2 - Building Permits Issued, 2020-2022
BUILDING PERMITS ISSUED
2020 2021 2022
permits units permits units permits units
New Single Family 252 252 198 198 163 163
New Accessory Dwelling Units (ADUs)1 44 60 62 93 100 100
New Multi Family & New Mixed Use 22 153 47 326 35 308
Demolitions2 25 -8 22 -3 11 -4
New Commercial 2 0 3 0 10 0
Residential Additions / Alterations 220 0 199 0 138 0
Commercial Additions / Alterations 89 0 99 0 77 0
TOTAL 629 453 608 614 534 567
Source: Community Development Department, 2022
1ADU unit totals come from ADU permits and single family permits, 2includes units lost from demolitions
Valuation of Construction
Construction valuation is a good indicator of the level of private investment in building
construction. Table 3 depicts the annual construction valuation over the past 3 years. Valuation
data shows a substantial increase in commercial valuation while residential valuation remained
relatively steady. The total valuation increased by approximately $41.9 million from 2021 to
2022. This increase is despite a decrease in total number of issued permits. This is an indicator
that the cost of construction has increase since 2021.
Table 3 - Valuation of Construction, 2020-2022
VALUATION OF
CONSTRUCTION 2020 2021 2022
Single Family 53,949,613 34,211,415 32,464,875
Multi Family 8,225,494 46,933,301 43,655,086
Commercial 17,475,937 1,229,510 33,950,000
Residential Additions /
Alterations 7,834,680 6,459,062 8,741,375
Commercial Additions /
Alterations 11,178,790 6,722,907 18,711,218
Total Valuation $98,664,514 $95,556,195 $137,522,554
Source: Community Development Department, 2022
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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 California 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 planning period.
The City has a total RHNA allocation of 3,354 housing units to plan for in the 6th Cycle Housing
Element. HCD has allowed the City 10 years to meet the 6th Cycle RHNA allocation. The City counts
all issued building permits from January 1, 2019 through 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 starting in 2020, due to the results of a market study conducted by the County of San Luis
Obispo. Table 4 shows the City’s progress towards reaching its total RHNA.
Table 4 - Progress Towards 6th Cycle Quantified Objectives, 2019-2028
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)
Year 3
(2021)
Year 4
(2022)
Years 5 – 10
(2023 - 2028)
Extremely Low
Deed
Restricted
825
0 0 14 36 - 50
705
Non-Deed
Restricted 0 0 0 0 - 0
Very Low
Deed
Restricted 0 14 42 14 - 70
Non-Deed
Restricted 0 0 0 0 - 0
Low
Deed
Restricted 520
6 0 36 21 - 63
331 Non-Deed
Restricted 0 30 46 50 - 126
Moderate
Deed
Restricted 603
8 5 9 1 - 23
580 Non-Deed
Restricted 0 0 0 0 - 0
Above Moderate 1,406 523 416 472 400 - 1,811 0
Total Units 3,354 537 465 619 522 - 2,143
Total Remaining for RHNA Period: 1,616
Source: Community Development Department, Building Permits Issued, 2022
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The City has met its total allocation for “Above Moderate” housing units. This leaves 1,616 affordable
units needed to meet the 6th Cycle RHNA allocation by the end of the 2028 calendar year. Of the
remaining allocation, 44% of the units must be reserved for Very Low and Extremely Low Incomes,
21% for Low Incomes, and 35% for Moderate Incomes.
Below Market Rate (BMR) Housing (commonly known as Affordable Housing)
In 2022, the City followed the State’s lead to rebrand the often misunderstood term "affordable
housing" and use the term Below Market Rate Housing instead. Below Market Rate (BMR) means
that the affordability level of a dwelling unit is below the cost of what the current market rate unit
would be, and includes a deed restriction, ensuring that the unit is affordable to extremely low-, very
low-, low-, or moderate-income households.
The City continues to implement the Inclusionary Housing Ordinance and promote opportunities to
collaborate with non-profit partners to develop BMR housing projects throughout the community. In
2022, five 100% BMR housing projects had been accepted by the City to move forward to building
permit reviews, which will result in 231 new units reserved for lower-income households. The City
continues to assist in the efforts to complete the three BMR projects that are under construction, and
is working on several new projects to ensure more BMR housing is provided in the City. Table 5 below
shows that as of 2022, there are 526 new BMR units planned for lower-income households.
Table 5 – Active BMR Housing Projects in the Pipeline
Projects Address Dwellings Status
Broad Street Place 3720 Broad 40
Planning Entitlements - Approved
Public Improvements - Completed
Building Permits Issued– Under Construction
Toscano Inclusionary
Housing 3065 Lucca 38
Planning Entitlements – Approved
Building Permits Issued – Under
Construction
Tiburon Place 3750 Bullock 68
Planning Entitlements – Approved
Building Permits Issued – Under
Construction
Bridge Street Mixed-
Use 279 Bridge 94 Planning Entitlements – Approved
Building Permits – Under Review
Jones Mixed-Use 3806
Ranchhouse 9 Planning Entitlements – Approved
Building Permits – Under Review
Palm Street Studios 1118 Palm 8 Planning Entitlements – Exempt
Building Permits – Under Review
The Anderson Hotel 955 Monterey 68 Planning Entitlements – Exempt
Building Permits – Under Review
Monterey Mixed-
Use 1422 Monterey 106 Planning Entitlements – Approved
736 Orcutt Mixed-
Use 736 Orcutt 40 Planning Entitlements – Approved
Peace Village 466 Dana 22 Planning Entitlements – Under Review
HASLO Victoria
Mixed-Use 2690 Victoria 33 Planning Entitlements – Under Review
Total 526
Source: Community Development Department, 2022
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Third Party Below Market Rate Administrator
The City of San Luis Obispo’s BMR housing programs are
growing and, at the same time, oversight and enforcement
is ramping up to ensure that local affordable housing
programs comply with State law. Since 2021, the City
contracts with HouseKeys to act as the City’s Below Market
Rate Housing Administrator and to manage the city’s
growing Affordable Homeownership and Rental Programs to
ensure that the units are marketed to the community in a
fair and equitable way, and to make sure those units are
occupied by eligible households. They also provide community members with the knowledge and
support to be successful in accessing homeownership or rental housing opportunities.
Through Housekeys, city services include opportunity drawings for available rental or ownership
units, income certification services to both buyers and renters (a service that is no longer offered by
our non-profit housing partners), underwriting for BMR Program transactions, and monitoring and
compliance. Additionally, City BMR program guidelines and requirements are now posted on the
City’s website to assist community members with eligibility and ongoing program compliance.
Finally, Housekeys has played a vital role in the implementation of Housing Element Program 4.5
regarding compliance for development projects by completing and recording an affordable housing
agreement prior to building permit issuance. This condition secures affordability of specific dwelling
units for 45 and 55 years for ownership and rental units respectively. That agreement allows the
developer to utilize the City’s third party BMR Administrator services and requires units to be made
available via an opportunity drawing, further ensuring compliance with the BMR program, increasing
exposure to affordable housing opportunities, and making those units available in an open and fair
manner to the public.
Funding and Grant Programs for Housing
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 decade the CDBG Program has
allocated over $3,330,000 towards affordable housing and
$1,090,000 towards homeless services. Projects funded for
the 2023 Program Year include homeless services and funds
to further implement the 6th Cycle Housing Element.
2. SB2 Grant: The Planning Grants Program provisions of SB2 is intended for the preparation,
adoption, and implementation of plans that streamline housing approval and accelerate
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. The
City has completed a draft ordinance and environmental review to allow up to 500 residential
units under 600 square feet into the Downtown Core. The project is scheduled to be reviewed
by Planning Commission in February 2023 and presented to Council on March 2023 prior to
the grant deadline that has been extended until December 2023.
HouseKeys Below Market Rate Administrator
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3. 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 6th Cycle Housing Element for
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. In 2022, the City was granted a
modification to the grant to allow funds to be utilized to update the City’s Subdivision
Regulations as well. Since receiving the grant, the City has been reimbursed $149,741.10 for
work completed by staff and consultants.
Housing Element Program Implementation
Since adopting the Housing Element in November 2020, City staff has implemented a number of
Housing Element Programs in alignment with the Housing and Homelessness Major City Goal.
Table 6 displays a list and discussion on programs that were implemented or started in 2022.
Table 6 – Highlights of Housing Element Program Implementation Progress, 2022
Update the Inclusionary Housing Ordinance: City staff continued work with a consultant on a
feasibility analysis (based on the Nexus Study completed in 2020) and completed the final draft
of the Inclusionary Housing Ordinance (IHO) Update. On June 8, 2022, the Planning Commission
reviewed and recommended the City Council approve the final draft of the IHO. On July 19, 2022,
City Council reviewed the final draft of the IHO and gave their approval of the Ordinance at the
Second Reading on August 16, 2022. The updated IHO became effective on September 19, 2022.
Program 2.13
Update the Inclusionary Housing Ordinance, including Table 2A, based on
findings and recommendations in the 2020 Affordable Housing Nexus Study and
conduct further feasibility analysis in order to evaluate the City’s ability to
provide affordable housing in the proportions shown in the Regional Housing
Needs Allocation, per Policy 2.4.
Flexible Density Program: City staff developed and completed a draft ordinance to implement a
Flexible Density program to incentivize small units in the Downtown Core. Ordinance
development included significant public engagement inclusive of public survey and strategic
feedback sessions. The Ordinance was unanimously recommended for approval by the Planning
Commission and is scheduled for City Council introduction and adoption in March and April 2023.
Program 2.15
Evaluate a flexible density pilot program and initiate an update of the Zoning
Regulations and Community Design Guidelines to incorporate flexible density
development options in Downtown Core and portions of Upper Monterey and
Mid-Higuera Special Focus Areas to support the production of 50 smaller
residential units (150 to 600 square feet) per year during the planning period.
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Policy 6.6
Consistent with the City’s goal to stimulate higher density infill where
appropriate in the Downtown, Upper Monterey, and Mid-Higuera Special Focus
Areas, the City shall consider changes to the Zoning Regulations that would
allow for flexible density standards that support the development of smaller
apartments and efficiency units.
Support supportive programs and housing solutions. The City Council allocated $2M in
affordable housing funds from Coronavirus State and Local Fiscal Recovery Funds to assist the
Housing Authority in San Luis Obispo with the acquisition and rehabilitation of 68 units restricted
for extremely low, very low and low-income residents that were identified in the 6th Cycle
Housing Element as At-Risk (Anderson Hotel); and the acquisition and rehabilitation for 8
supportive housing apartments for Transitions Mental Health Association.
The City leveraged Affordable Housing Funds to assist with tax-credit financing for a 68-unit
affordable housing project referred to as Tiburon Place that closed escrow in 2022. The City also
approved a 106-unit affordable housing project for Peoples Self Help Housing utilizing a 68%
density bonus.
Program 1.7 Continue to support local and regional solutions to homelessness by funding
supportive program services and housing solutions.
Program 2.5
Continue to manage the Affordable Housing Fund so that the fund serves as a
sustainable resource for supporting, at a minimum, 4 new affordable housing
developments during the planning period. The fund shall serve as a source of
both grant funding and below-market financing for affordable housing projects;
and funds shall be used to support a wide variety of housing types at the
following income levels: extremely low, very low, low, and moderate, but with
a focus on production efficiency to maximize housing benefits for the City’s
financial investment, and to support high-quality housing projects that would
not be feasible without Affordable Housing Fund support
Program 2.9
Assist with the issuance of tax-exempt bonds, tax credit financing, loan
underwriting or other financial tools to help develop or preserve at least 20
affordable units annually through various programs.
Program 2.14
Continue to support density bonuses for residential projects above the state
density bonus allowance of 35% to promote the development of units for
extremely low, very low, and low-income households.
Policy 3.3
Encourage the construction, preservation, rehabilitation or expansion of
residential hotels, group homes, integrated community apartments, and single-
room occupancy dwellings.
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Technical Assistance and Education. The City worked with Housekeys to conduct two
workshops to assist developers and the lending community, and prospective renters and home -
buyers on the process and requirements for below market rate housing. City Staff updated
Affordable Housing Standards and Guidelines and updated the City’s website for housing
programs including information on SB35 streamlining opportunities. The City continues to
provide $40,000 in operational support for the SLO County Housing Trust Fund’s efforts to
provide below-market financing and technical assistance.
Program 2.11
In conjunction with the Housing Authority and other local housing agencies,
continue to provide on-going technical assistance and education to tenants,
property owners and the community at large on the need to preserve at -risk
units as well as the available tools to help them do so.
Program 2.16
Create and make available to interested parties an informational packet that
explains SB 35 streamlining provisions and eligibility within two years of Housing
Element adoption.
Program 6.14
Continue to provide City resources, including $40,000 annually for operational
support, to support the SLO County Housing Trust Fund’s efforts to provide
below-market financing and technical assistance to affordable housing
developers to construct or preserve five affordable housing units per year in the
City of San Luis Obispo.
Assisting the homeless and those at risk of becoming homeless. During 2022, City staff
developed the City’s first Homelessness Response Strategic Plan framework and conducted
extensive stakeholder outreach. (More details are included in the following section.)
Policy 8.10 Assist the homeless and those at risk of becoming homeless by supporting
shelters, temporary housing, and transitional housing.
Promote sustainability in residential developments. The City Council adopted an ordinance
requiring all-electric new buildings on July 19, 2022, consistent with the Climate Action Plan.
Policy 9.1
Residential developments should promote sustainability consistent with the
Climate Action Plan (CAP) and California Building Energy Efficiency Standards
(Title 24) in their design, placement, and functionality.
Source: Community Development Department, 2022
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Homelessness Solutions
The City’s 6th Cycle Housing Element includes policies and programs to reduce homelessness under
Goal 1-Safety and Goal 8-Special Housing needs. Additionally, Homelessness response remains a
Major City Goal (Housing and Homelessness) as part of the 2021-2023 Financial Plan. With the effects
of the COVID-19 pandemic persisting, and the City’s goal of addressing homelessness in San Luis
Obispo, City Council actions continued to fund local programs and advocate for a regional effort in
2022. In local government, counties are primarily responsible for leading efforts to address
homelessness, yet the impacts often are borne directly by cities. In 2022, the City responded to 61
encampment fires (an increase from 32 in 2021), and 1,015 medical incidents involving people
experiencing homelessness (an increase from 516 in 2021), removed 145 tons of trash, and posted,
conducted outreach, and cleaned up 180 illegal encampments with $92,929 in City funds spent on
cleanup and maintenance activities related to homelessness. The City also provided $210,826 to the
40 Prado homeless shelter for programs and operations, as well as funding for a part-time social
worker to assist homeless persons and be a resource for Downtown businesses.
Strategic Planning for Homelessness
On September 20, 2022, the Homelessness
Response Manager provided a report for
Homelessness Response to City Council for
feedback on a strategic vision, proposed
outcomes as well as a public engagement
plan for preparation of the City’s Strategic
Plan for Homelessness Response. The plan
is intended to support San Luis Obispo
County’s Countywide Strategic Plan to
Address Homelessness adopted on August 9,
2022. Key Components in the City’s strategic plan development include Communications, Data, Pilot
Programs, Funding Opportunities, and Regional Collaboration and Engagement. Homelessness
response activities in 2022 included development of an internal procedure and standards for
encampment related activities operationalized with a data collection App for use in the field, a
Homeless Resources Pocket Guide containing critical information on how to access resources in the
community for individuals experiencing homelessness, and revised site design and procedures for a
pilot safe parking program that increased usage of the site and improved neighbor relations.
Additionally, an extensive survey, interviews with unhoused individuals, and six stakeholder feedback
sessions with the following groups were conducted in 2022 to inform the City’s Strategic Plan.
Homeless Services Providers
Housing Services Providers
Healthcare Providers
Grassroots/Activists Groups
Business Community
Faith-Based Groups
The Strategic Plan for Homelessness Response will be presented to City Council in March 2023.
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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 Grants-in-Aid program is very competitive and had a total
funding request of $401,167 which was $151,000 more than funds available to the program.
The Human Relations Commission reviewed 35 applications and recommended full or partial funding
for 28 different organizations. The City has issued $250,000 in grants to those organizations since the
approval of the funding recommendations, a higher amount than what is usually available thanks to
the American Rescue Plan Act that increased emergency funding availability for this program .
Community Action Team
The Community Action Team (CAT) works out of the Police Department with two officers and a social
worker contracted through a partnership with Transitions Mental Health Association (TMHA), a local
non-profit organization to provide outreach activities of unhoused individuals. In 2022, an additional
social worker was added to expand CAT outreach efforts. In 2022, the CAT team engaged with 523
people, with 139 individuals electing to receive mental health and or substance abuse services. CAT
also facilitates family reunifications and 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 voters in the 2020 election and prioritizes addressing homelessness.
On March 1, 2022 the City Council held a public hearing to consider the HRC’s recommendations for
the FY 2023 Draft Action Plan. During this public hearing, council approved a public services allocation
in the amount of $74,132 to CAPSLO to increase the capacity, range, and efficiency of services offered
by CAPSLO. These funds were also used to increase on-site partnerships with community groups.
Mobile Crisis Unit
Embedded within the City’s Fire Department, the Mobile Crisis Unit (MCU) was initiated in Summer
2022 and pairs a mental health case worker with a fire department emergency medical technician
(EMT) or paramedic that responds to calls for service within the City and provide crisis support
services to individuals suffering from non-emergency mental challenges, drug and alcohol addition,
and chronic homelessness. In 2022, the MCU established 478 contacts with individuals experiencing
homelessness and reunified 19 homeless persons with their families, provided 38 transports and
fielded a total of 128 mental health crisis intervention calls for service.
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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 7 (Table 3 in the Land Use Element). This policy was modified in 2010
under Ordinance No. 1550 to an annual average population growth rate of one percent per year.
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 7 – 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 building permit data, the City
has maintained an average annual growth rate of 0.99 percent per year since 2015, in compliance
with the one percent maximum average annual growth rate, as shown in Table 8.
Table 8 – Residential Growth Rates, 2015-2022
Calendar Year
Period New Units Average Annual
Growth Rate
Total Units in the
City in 2022
LUE Estimated Units
in 2022 (1% Growth)
2022 495*
0.99% 22,513* 22,643
2015 - 2022 1,702*
Source: 2022 Building Permits finaled, Community Development Department
*Total units subject to growth management limitations. This total excludes deed-restricted affordable units,
accessory dwelling units (ADUs), and new dwellings in the Downtown Commercial (C -D) Zone.
The all-encompassing unit total in 2022 was 23,019 units.
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From 2015 to 2022, the City granted occupancy to 2,235 newly constructed residential units (also
accounting for the 38 units that were demolished between 2015 and 2022). Of the 2,225 units
constructed between 2015-2022, 1,702 units were subject to growth management limitations.
Of the units exempt from the growth management ordinance, 241 units were deed restricted for
affordable housing, 262 units were identified as Accessory Dwelling Units or Junior Accessory
Dwelling Units, and 3 units were located within the Downtown Commercial (C-D) zone. As of
2022, there are a total of 22,513 residential units subject to the growth management ordinance
within the City (as identified in Table 8 above), where the 2015 LUE estimated 22,643 units for
2022.
The City updated the General Plan Land Use and Circulation Elements in 2015, however, some of
the housing construction occurring today within the Orcutt Area and the Margarita Area was
planned for in the previous General Plan. Due to a variety of factors, some of the development
originally planned in the 1994 General Plan is only now under construction. 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. Of the 2,235 units granted occupancy from 2015 to 2022, 1,041 of
the units were located within Specific Plan areas.
Housing production has been a Major City Goal for several financial plans and the City has
prioritized programs that support new housing production. Lack of affordable and workforce
housing continues to be an obstacle for many residents in San Luis Obispo. The good news is that
the City is purposefully growing in alignment with the community’s long-range plans and highest
priorities. Current levels of residential growth are consistent with the City’s Growth Management
Ordinance and the City’s obligations to accommodate its Regional Housing Need s Allocation. The
City has planned its resources to support a “build out” population of 57,200 residents, while the
current State population estimate for the City is 47,653 residents as of January 1, 2022.
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0.33%
0.44%
0.29%
0.56%
0.71%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
2018 2019 2020 2021 2022Growth RateYear
Non-Residential Growth
Based on final building permits, 83,948 square feet of net new non-residential floor area was
added to the City in 2022, resulting in an annual growth rate of 0.71 percent. Figure 2 illustrates
the net annual non-residential growth rate from 2018 to 2022. Non-residential growth includes
office, services and manufacturing, retail, hotel, and institutional uses.
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2018-2022
Source: Building Permits Finaled, Community Development Department, 20 22
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 2018
through 2022 was 2.31 percent.
Each year, City Council has considered implementing limits on 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 (2.31 percent)
establishing limits to new non-residential floor area is not necessary at this time.
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Specific Plan Area 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 9 below displays the status on development in the Margarita Area.
Table 9 - Margarita Area Development Status, 2022
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
Building Permits Issued– Under
Construction
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 Development Department, 2022
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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 fo othills.
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, hiking trails, and recreational opportunities
including bicycle and pedestrian paths, and natural habitat and visual resource protection in
nearby open space areas. Table 10 below displays the status on development in the Orcutt Area.
Table 10 - Orcutt Area Development Status, 2022
Projects Address Dwellings Commercial
Sq. Ft. Status
Bullock Ranch 3580 Bullock 192 585 Planning Entitlements – Approved
Building Permits – Under Review
Pratt Property 3750 Bullock 35 3,400
Planning Entitlements - Approved
Public Improvements - Under Review
Building Permits Issued – Under Construction
Imel Ranch 3777 Orcutt 18 Construction Complete
South Morros 3725 Orcutt 53 Construction Complete
Vinifera 3700 Ranch
House 40 Planning Entitlements – Approved
Building Permits Issued – Under Construction
Righetti Ranch
Subdivision 3987 Orcutt 272
Planning Entitlements - Approved
Public Improvements – Substantially
Complete (Phases 1 and 2), Under
Construction (Phase 3)
Building Permits Issued – Under Construction
Enclave at Righetti 3805 Orcutt 31
Planning Entitlements - Approved
Public Improvements – Substantially
Complete
Tiburon Place
(Affordable) 3750 Bullock 68
Planning Entitlements – Approved
Building Permits Issued – Under
Construction
Jones Subdivision 3761 Orcutt 65 Construction Complete
Jones Mixed-Use 3806 Ranch
House 15 7,600 Planning Entitlements – Approved
Building Permits – Under Review
West Creek: Vintage 1355 Orcutt 105 Construction Complete
West Creek: Noveno 1355 Orcutt 67 Construction Complete
Total 961 11,585
Source: Community Devleopment Department, 2022
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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 1-3 was submitted in
December 2020. This area would
include up to 297 dwelling units in the R-2 zone portion of the plan area. The application was
reviewed by the Architectural Review Commission and approved by the Planning Commission in
September 2021. Building permits for this part of the project have been issued and construction
of the residential units and public improvements are underway. Model homes and several units
in Phase 1 have been completed. Table 11 shows the status on development in the Avila Area.
Table 11 - Avila Area Development Status, 2022
Projects Address Dwellings Commercial
Sq. Ft. Status
Avila Ranch SFR
Phases 1 & 2 (R-2) 175 Venture 297 -
Planning Entitlements - Approved
Public Improvements – Under
Construction Building Permits Issued –
Under Construction
Avila Ranch
Phases 3 (R-4) 175 Venture 125 -
Future phases – not yet begun
Avila Ranch
Phases 4 (R-3)
175 Venture
197 -
Future phases – not yet begun
Avila Ranch
Phase 5 (R-1)
175 Venture
101 -
Future phases – not yet begun
Avila Ranch Phase 6
(Neighborhood
Commercial)
175 Venture
-
15,000 Future phases – not yet begun
Source: Community Devleopment Department, 2022
Avila Ranch Site Plan
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600 Tank Farm
The 600 Tank Farm project is a Residential Mixed-Use Project located immediately north of Tank
Farm Road, near its intersection with Santa Fe Road within the Business Park (BP-SP) zone and
within the Airport Area. The mixed-use project consists of 280 residential units and
approximately 12,500 square feet 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.
Both the Business Park (BP-SP) zone and the Airport Area Specific Plan (AASP) prohibit residential
uses at the project location. The project included a General Plan Map Amendment to rezone the
600 Tank Farm property from Business Park (BP-SP) to Commercial Services (C-S-SP) zone, as well
as an Airport Area Specific Plan (AASP) Amendment to allow for a mixed-use project, similar to
the approved mixed-use project on the adjacent property 650 Tank Farm Road. The City Council
approved the 600 Tank Farm Road Residential Mixed-Use Project in February 2022.
Froom Ranch Specific Plan
A major component of the Froom Ranch
Specific Plan 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. Consideration of the project
included preparation of an EIR.
The City Council certified the Final EIR and approved the Specific Plan, General Plan Amendment,
pre-zoning of the property, the Vesting Tentative Tract Map. City Council authorized submittal of
an annexation application to LAFCO in September 2020. An annexation application was filed in
February 2021 and was approved by LAFCO in October 2021. LAFCO conditions of the annexation
are currently being completed and upon completion, the site will be annexed into the City.
Froom Ranch Site Plan
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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.
Backbone infrastructure including
roadways and utilities throughout the
site have been completed including
the extension of Dalidio Drive into the
site and the extension of Froom Ranch
Way. Building Permits were issued in
2022 for the Agricultural Heritage and
Learning Center which includes several
new commercial buildings and the
rehabilitation of historic structures.
Table 12 below displays the status on
development in the San Luis Ranch Area.
Table 12 – San Luis Ranch Area Development Status, 2022
Projects Address Dwellings Commercial
Sq. Ft.
Hotel
Rooms Status
Commercial
Center
1035
Madonna
77 114,300 Planning Entitlements – Approved
Public Improvements – partially Complete
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 Issued – Under Construction
NG-23 Single-
Unit Residences 83
Planning Entitlements – Approved
Public Improvements – Under Construction
Building Permits Issued – Under Construction
The Orchard 296
Planning Entitlements – Approved
Public Improvements – Under Construction
Building Permits Issued – Under Construction
Agricultural
Heritage and
Learning Center
- 31,200
Planning Entitlements – Approved
Public Improvements – Under review
Building Permits Issued – Under Construction
Total 654 114,300 200
Source: Community Devleopment Department, 2022
San Luis Ranch Site Plan
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Municipal Code Updates
Building Code & Reach Code Updates (Clean Energy Program for New Buildings)
All-electric new buildings are cost effective and contribute to public health and safety. In
September 2019, City Council adopted Resolution R-11044 (2019 Series) stating its preference
for all-electric buildings. On August 19, 2020, City Council approved the City’s Climate Action Plan
for Community Recovery, and adopted Resolution 11159 (2020 Series), which includes the goal
of carbon neutrality by 2035 and a building sector goal of zero operational greenhouse gas (GHG)
emissions from new buildings by 2020.
In support of achieving these goals, Council adopted the Clean Energy Choice Program for New
Buildings (Program) in 2020, which encouraged all-electric new buildings through City policy
(Ordinance No. 1684 and No. 1685), local amendments to the California Energy Code (in Title 15
and Title 17), and incentives. Program results between September 1, 2020, and September 1,
2021, show that when provided a choice, developers selected a mixed-fuel option about half of
the time. This rate was not sufficient to accomplish City adopted goals for GHG emissions
reductions. As the 2020 policy was set to expire at the end of 2022 along with the 2019 California
Energy Code, in 2022 staff developed an update to extend and update the program. The update
considered 2020 Program performance, statewide trends favoring all-electric new buildings,
public health and safety risks from natural gas infrastructure, strategic City Council direction, and
ongoing community engagement including input from local developers, builders, designers, peer
cities, utility partners, and community members.
On July 19, 2022, City Council adopted the updated Clean Energy Program for New Buildings,
creating an all-electric requirement for new buildings codified in Title 8 (Health and Safety) of the
Municipal Code. The program includes reasonable exemptions and is supported with an incentive
program that provides technical assistance, trainings, and regulatory flexibility. The updated
program went into effect on January 1, 2023. Staff will return to Council prior to December 31,
2025, to report on the effectiveness of the proposed exemptions and incentives.
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Climate Action Plan
The General Plan includes climate action initiatives in the Land Use, Circulation, Conservation and
Open Space and Water and Wastewater Elements. Specifically, Land Use Policy 9.4 Climate Action
Plan states the City shall maintain and implement its Climate Action Plan to reduce community
and municipal GHG emissions consistent with State Laws and objectives. In 2020, City Council
adopted the Climate Action Plan for Community Recovery (CAP) and set the goal of reaching
community carbon neutrality by 2035 (resolution 11159, 2020 Series). City Council also adopted
the Lead by Example plan for Carbon Neutral City Operations in the summer of 2021 (resolution
11263, 2021 Series), which set the goal for carbon neutral municipal operations by 2030. As part
of the Fiscal Year 2021-2023 Financial Plan, Climate Action was also identified as a Major City
Goal (Climate Action, Open Space, and Sustainable Transportation).
The 2020 CAP directed staff to update the Climate
Action Plan ahead of the 2023-25 Financial Plan,
while Administrative Action 3 directs staff to
provide regular updates about implementation
progress to City Council. In support of this update,
staff conducted an implementation review,
technical review, community engagement, and
assessment of federal, state and other financial
resources—all of which affirmed the 2020 CAP’s
carbon neutrality goal, sector specific goals, and
foundational actions. Given this affirmation of
current approach, staff developed the Climate
Action Plan Update as a set of tasks to be
completed in 2023-27 in support of the existing
adopted goals and actions. The update also
includes a 2020-2022 Progress Update, a summary
of community outreach, work program tasks to be
completed during the 2023-35 and 2025-27
Financial Plans, as well as updated administrative
actions and an implementation table.
On December 13, 2022, the City Council adopted the Climate Action Plan 2023-27 Work Program
(CAP Volume 3). This work program reflects a cross-departmental and multi-sector approach to
climate action that is aligned with the federal government and State of California’s
unprecedented funding and policy support for climate solutions. Looking ahead to the next four
years of local climate projects and programs, the City is prepared to support community -scale
solutions that reduce greenhouse gas (GHG) emission through securing carbon-free electricity,
decarbonizing and electrifying buildings, providing accessible low-carbon transportation options,
creating a robust circular economy around composting organic waste, and continuing to protect
and adapt City open space properties to sequester and store carbon. CAP Volume 3 also informs
the 2023-25 Financial Plan’s process for allocating staff and financial resources.
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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
In response to the economic impacts of the COVID-19 pandemic, the City identified Economic
Recovery, Resiliency, and Fiscal Sustainability as a Major City Goal for the Fiscal Year 2021 -2023
Financial Plan. The EDSP was scheduled to be updated in 2020 , but due to the COVID-19
pandemic, the update has been postponed until 2023. While the majority of the Economic
Development efforts in 2020, 2021 and early 2022 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 up review and processing of 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.
Tourism and Community Promotions
The importance of City’s Tourism and Community
Promotions activities as an economic development function
for the City of San Luis Obispo continued to prove vital in
Fiscal Year (FY) 22 and as a result, the City of San Luis Obispo
collected a record breaking $10 million dollars in transient
occupancy tax (TOT). This number represents more than a
53% increase in revenue compared to FY 21, when the City
began to experience the initial economic recovery from the
COVID-19 pandemic. This continued recovery in TOT can be
directly attributed to higher-than-normal Average Daily Rate
(ADR) at $193, which is almost $38 dollars more than the
previous year, and $41 dollars more than the pre-pandemic
year of 2018-19 for comparison. Occupancy in the City during FY 22 increased compared to the
FY 21, with the average annual occupancy rate at 67% for the year. While this growth of 15%
year-over-year illustrates the continued recovery of visitors returning to travel with overnight
stays in the City — when compared to occupancy pre-pandemic, it is still more than 3% below
the 2018-19 fiscal year when annual average occupancy for the City exceeded 70% for the year.
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During this same period, the Promotional Coordinating Committee (PCC) continued their
commitment to enhance the San Luis Obispo experience for residents as well as visitors. The PCC
continued a focus on supporting the promotion of public art in the City and created a Public Art
Promotional Plan. The PCC continued to utilize the City’s modified Cultural Grants-in-Aid (GIA)
program. The PCC provided vital promotional grants to local non -profit organizations for virtual,
passive or hybrid experiences to enrich the social, cultural, and diverse community events and
activities available during this time.
Also continued in FY 22, the PCC directed the “Support Local” campaign through the Economic
Development program that included a multi-channel paid advertising plan, local public relations,
social media content strategy and business support. As well as the implementation of second
year of the shopping incentive program called Buy Local Bonus.
Homestay Rentals
In 2015, the City Council adopted Ordinance No. 1611 (2015 Series) which specifies rules and
requirements for short-term rentals (commonly referred to as the Homestay program ). This
program was established to provide an expanded type of lodging available within the City and in
order to protect the viability and availability of the City’s housing stock. Vacation Rentals are
illegal in the City of San Luis Obispo to preserve housing stock for residential uses. To ensure that
Homestays do not reduce the amount of housing available for residents, they may only be
established at a property owner’s primary residence.
In the 2022 calendar year, the City approved 23 Homestay Permits, and since the ordinance’s
adoption, the City has approved 180 total 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 homestays 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 Business Program
The City currently has three cannabis businesses open and operating in the City: two retail
storefronts and one delivery business. Staff anticipates one additional delivery business will open
in 2023 and that the City will open an application period in July 2023 to fill the third retail
storefront permit. During the 2022 open application period, no applications were submitted for
any of the cannabis permits offered by the City. Staff did, however, process a transfer of
ownership request for one of the existing retail storefront businesses. In November 2022, the
City received a transfer of ownership request for a delivery business that was issued an operator
permit but has yet to open for business. Staff anticipates completing the transfer of ownership
request in Winter 2023.
Since the adoption of the cannabis business program, staff has provided City Council annual
updates on the program as well as recommendations for improvements. In October 2022, staff
presented to Council the annual program update, an Ordinance amending the Cannabis
Regulations to clarify components of the program, a Resolution updating the merit criteria for
retail storefront permits, and a request to direct staff to evaluate and return with
recommendations addressing requests to modify retail storefront operational policies. Council
approved all recommended actions and staff anticipates a return to Council in Spring 2023 with
recommended actions to address the requests to modify retail storefront operational policies .
Megan’s Organic Market, a Cannabis retail storefront in the City
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Water Supply
During the 2022 calendar year, 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 13 - City Water Resource Availability, 2022
Water Resource 2022 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 248 AF 2021 Annual Usage3
Siltation to 2060 (500 AF) WWME Policy4 A4.2.24
TOTAL 10,140 AF
Source: Utilities Department, 2022
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 (2021) per WWE A7.2.2.
4Reservoir siltation is a natural occurrence that reduces storage capacity over long periods, resulting in the reduction of safe annual yield.
In 2022, availability from the City’s
water sources equaled 10,140
acre-feet, as shown in Table 13.
This supply meets the projected
primary water supply need at
General Plan build out of 7,496
acre-feet, plus an additional 1,249
acre-feet for a reliability reserve
and a secondary water supply of
1,395 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 2022 population (47,653) 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 Supply and Demand Assessment.
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 2022 Water Year, single-family and multi-family residential water demand was 67 percent of total City
potable water demand.
Whale Rock Reservoir
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Transportation & Circulation
Sustainable transportation was identified as a Major City Goal (Climate Action, Open Space, and
Sustainable Transportation) as part of the Fiscal Year 2021 -2023 Financial Plan. The following
transportation planning/engineering projects and programs were implemented in 2022 as part
of the City’s sustainable transportation Major City Goal, consistent with goals and policies in the
Circulation Element of the General Plan.
Vehicular
Numerous traffic safety improvements
were implemented as part of the City’s
Traffic Safety Program to address collision
trends and resident safety concerns,
including striping modifications, sign
replacements, and sight distance
improvements at several intersections.
Numerous traffic signal and intersection optimization improvements were completed as
part of the City’s Traffic Operations Program and ongoing traffic signal management
responsibilities.
Coordinated design review and construction support for traffic signal modifications
required by new private development, including modifications to existing signal
equipment at the intersections of Foothill Boulevard and Broad/Chorro Street.
The Orcutt and Tank Farm Roundabout
project is complete! Construction
completed in the summer of 2022 and was
followed by the installation of a new public
art piece “The Greys In Between” which
offers a visual gateway into the City.
Design for the roundabout at California
and Taft Streets is approximately 90%
complete. Acquisition of remaining right-
of-way is currently in progress.
New Roundabout at Orcutt Rd & Tank Farm Rd
Vision Zero traffic safety program
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Signal modifications completed and in progress at several intersections to address
collision trends and pedestrian accessibility, such as addition of lead pedestrian crossing
intervals at several intersections, reconstruction of the Santa Rosa Street/Monterey
Street traffic signal, and addition of ADA-compliant pedestrian push buttons at several
intersections.
Two mobile speed feedback trailers were deployed at over 50 locations consistent with
the City’s radar sign program.
No new streetlights installations were completed this calendar year due to staffing
resources. However, the City is in the process of replacing damaged street light poles on
Southwood Drive and Broad Street near Capitolio. There are approximately 20 locations
in the City’s street light request queue that are in the early design phase, with a target to
install at least 5 new streetlights in the 2023 calendar year.
Progress continues with preliminary
engineering and environmental review
for the Prado Rd / US 101 Interchange
Project, which is anticipated to begin
construction in 2026.
Final Design, permitting and Right-of-way work continues with the Prado Road Bridge
Replacement over San Luis Obispo Creek. The Prado Bridge Project construction is
anticipated to begin in 2024 and should be complete prior to the start of construction for
the Prado Interchange.
As part of Avila Ranch development, the extension of Buckley Road to S. Higuera was
completed in the fall of 2022, which also allowed for installation of left-turn restrictions
at the Vachell / S. Higuera intersection, addressing a long-standing collision trend
identified in the City’s Traffic Safety Program. Internal roadways within Phase 1 of the
Avila Ranch development were also complete in 2022, including a new roundabout,
extension of Earthwood Drive, and widening along Vachell Lane to add left turn lanes and
improved bike lanes/shoulders.
The Righetti Ranch development completed frontage improvements along Tank Farm
Road and Orcutt Road in 2022, which added curb/gutter/sidewalk, landscaped parkway
and widened 6 foot bike lanes, as well as a continuous two-way-left-turn-lane along
Orcutt Road.
Rendering of the Prado Road / Highway 101 Overpass
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Bicycle / Pedestrian
The Railroad Safety Trail (RRST) extension
from Taft Street to Pepper Street was
completed in March of 2022. This segment
of the RRST continues the trail from the
dead end at Taft Street across Highway
101, behind the California Highway Patrol
office, and crosses the Union Pacific
Railroad tracks at Pepper Street with a new
pedestrian/bicycle bridge. The route
provides bicyclists and pedestrians with a
direct route separated from motor
vehicles from the downtown
neighborhoods to Cal Poly. This project was the product of extensive collaboration
between the City, Caltrans, Union Pacific Railroad and CHP.
The 2022 Paving Project was substantially
complete in December of 2022 and
included resealing 4.8 million square feet
of roadway and implementing numerous
traffic safety elements to improve mobility
for all roadway users in the Laguna Lake,
Foothill and downtown areas consistent
with the Circulation Element, Active
Transportation Plan, Downtown Concept
Plan, and Vision Zero Policy.
Improvements included completion of
three new neighborhood greenway routes,
prioritizing walking and biking with traffic
calming elements, installation of 40 new accessible curb ramps, and completing protected
bike lanes on Marsh Street through the downtown core as well as permanently installing
a green buffered bike lane on Higuera Street through the downtown core.
A new rapid rectangular flashing beacon (RRFB) was installed on Ramona Drive at the
Foothill Plaza shopping center. Additional RRFB systems planned to be installed at the
intersections of Johnson/Sydney, King/South, Osos/Islay, and Broad/Islay in early 2023 as
part of a larger Pedestrian Crossing Improvements Project.
After taking a hiatus in 2020 and part of 2021, annual transportation safety educational
activities made a comeback throughout 2022, including Walk & Bike to School Days, Bike
Month, Rideshare Week, and the Bike Light Education Pop-up, and ongoing coordination
with educational programs led by Bike SLO County.
Railroad Safety Trail from Taft Street to Pepper Street
New Bike Lanes in Downtown
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The City was awarded $1.7M grant from the
California Natural Resource Agency for an
Urban Greening Grant to fund a portion of
the North Chorro Neighborhood Greenway
(previously called “Anholm Neighborhood
Greenway”). Final Plans include a 1.7 mile
bicycle/pedestrian route (most of which is a
protected bike lane) connecting the north
Foothill neighborhoods into Downtown, 43
new accessible curb ramps, bioretention
areas, 60 new street trees, hi-visibility
crosswalks throughout the corridor, and
path lighting and gateway elements at the Chorro Underpass. The project is out to bid as
of December 2022, with construction planned to begin Spring 2023.
In fall of 2022, the City was awarded a $6.56 million grant to fund multimodal
transportation and safety improvements along the Higuera Street corridor from Marsh
Street south to the City Limits. The project is planned to include addition of protected
bike lanes, bicycle and pedestrian crossing improvements, updated pavement surface and
roadway markings. Project outreach, design and environmental review will proceed
through 2023, with construction start planned for late 2024.
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.
Bike valet parking service resumed at Farmer’s Market and at Concerts in the Plaza.
In Summer 2022, the SLO Outdoor Dining
Program and ordinance were adopted to
allow for permanent outdoor dining
activities following the success of the Open
SLO pilot program to support the
economic recovery of local businesses. The
Outdoor Dining Program includes parklets,
sidewalk cafes, and tables & chairs permits
to allow use of the public right-of-way for
outdoor restaurant use and to support a
human scale downtown, which is a goal of
the Downtown Concept Plan. In addition, the City’s extended use of the temporary half-
closure of Monterey Street to increase space for outdoor dining, bicycle parking, and
public art. In Fall 2022, 10 applications were submitted for existing parklets to be
reviewed through the new program and ordinance.
North Chorro Neighborhood Greenway rendering
Open SLO - Sidewalk & Street Dining
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SLO Transit
SLO Transit operations in 2022 included the following:
SLO Transit restored an increased level of service to a modified academic schedule
which reintroduced modified service to routes 1B and 2B. The number of drivers has
steadily risen, allowing for the increase in service provided. SLO Transit currently has
22 drivers with full Academic Service requiring 32 drivers.
SLO Transit reinstated the Laguna Tripper back into service, thus providing better
access to Laguna Middle School for students.
Ridership for fiscal year 2021-22 was 455,283. SLO Transit’s ridership was 179,456 in
the prior fiscal year. The increase in ridership reflects the return of students to
campuses in San Luis Obispo along with the reopening of Downtown and increased
tourism. Service levels continue to be monitored and adjusted accordingly.
SLO Transit began providing service to the Righetti Ranch and Johnson Ranch
developments.
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 losses in revenues.
SLO Transit received its first electric bus from New Flyer and will receive its second
electric bus from Proterra in early January 2023. Charging infrastructure is being
developed and is anticipated to begin construction in Spring of 2023.
SLO Transit Buses
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Parking Management
Parking Management major focus areas in 2022 included:
The division transitioned to a new enforcement and permitting provider.
Staff began efforts to update the Access and Parking Management Plan.
Staff were able to establish a Commercial Preferential Parking District program.
Additional enforcement and maintenance staff were added to improve the safety and
aesthetics of parking facilities and the downtown area.
The division continues to assist with the Safe Parking Program, located at Railroad Square
and provided additional resources to address neighborhood concerns.
Parking structure fees were waived on specific days during the holiday season of 2022 to
support downtown commerce.
The division continued modernization efforts, adding several multi-space pay-stations
and completing an agreement to expand the single space credit card capable meters .
The division continues to expand its marketing campaign to increase communication with
the community including distribution of informational flyers to downtown businesses
about changes to parking.
Staff completed landscape improvements at all parking structures and surface lots in 2022.
Staff completed repairs to several rental units at the Marsh Street P arking Structure.
Staff completed installation of security fencing to protect fleet vehicles.
Palm Street Parking Structure
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Safety Services
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 2022 to meet this policy and have highlighted some of them below.
Administration
Public Information: SLOFD continued to increase Public Information services in 2022 by
expanding the Department’s communication through increased social media presence and
activity, utilizing the department recorded news line for incidents and newsworthy events in the
City, and an ongoing bi-weekly standing segment with KVEC radio to discuss department
programs, safety tips, and disaster preparedness information. With the PIO role being formalized
at the end of 2019, the department has continually 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 2022, the department’s twitter
account saw a 43 percent increase in annual profile visits from 2021.
Figure 3 - Fire Department Twitter Profile Visits, 2019-2022
Source: SLO Fire Department, 2022
Succession Planning Implementation: In 2022, the Fire Department ensured continuity of
operations through effective succession planning implementation. In Summer 2022, the sitting
Fire Chief announced his retirement from the fire service which began an extensive onboarding
project to ensure the new Fire Chief was able to move into the role quickly and effectively at the
beginning of December 2022. Additionally, the sitting Deputy Chief retired in September 2022,
at which time the department promptly promoted a Battalion Chief to Interim Deputy Chief
position, which helped ensure institutional knowledge was maintained during the organizational
transitions. These actions have led to a seamless leadership transition.
13,778
29,107
37,948
54,367
-
10,000
20,000
30,000
40,000
50,000
60,000
2019 2020 2021 2022
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Operations
Emergency Response: In 2022, SLOFD responded to 7,162 incidents from four strategically placed
fire stations throughout the City. This number is 14.9 percent higher than 2021. 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 Peer Support Team Program to maintain mental health.
In 2017, after transitioning to ImageTrend, the Fire Department’s data and report management
system, 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 Element 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 emergencies in the City.
Open Space Rescue Operations: In 2022, the
Fire Department’s Urban Search and Rescue
(USAR) Team continued to play a vital role in
protecting the lives of both visitors and citizens
alike. The Fire Department, along with its USAR
Team members, responded to dozens of
technical rescues and medical emergencies in
Open Space areas around the City during 2022.
Among the significant incidents were rescues on
Madonna Mountain, Bishop Peak, Irish Hills, Cal
Poly, and Reservoir Canyon.
One notable incident was a helicopter rescue on the top of Reservoir Canyon where the USAR
member was promptly dispatched and responded to another incident at Bishop Peak. Some of
the open space rescues that occurred during 2022 involved non-life-threatening injuries that
render a person unable to remove themselves from the open space areas, while other incidents
were more serious and required Helicopter Extrication and Paramedic level care, provided by the
Fire Department’s highly trained Paramedics.
The Fire Department’s open space rescue programs continue to develop. Two key contributors
to success have been both the E-Bike Program, which was implemented in 2020, and the Utility
Terrain Vehicle (UTV) program. Both pieces of equipment have been invaluable to locating,
transporting, and caring for people in open space in a very timely manner. Our UTV program is
also utilized through Mutual Aid to assist our neighboring fire departments.
Open Space Rescue and Expanded Technical Rescue Team
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Mobile Crisis Unit: The Mobile Crisis Unit (MCU)
has been funded for a two-year trial period. Law
Enforcement (LE) and Fire Service (FS) resources
are often summoned for persons in crisis within
communities across the nation, as a one size fits
all solution for a broad spectrum of problems
ranging from homelessness to mental illness to
addiction. As a result, these individuals in crisis
often do not get connected to the most
appropriate resources available to provide them
assistance. To help provide a more tailor-fit
service to our community members in crisis, the
MCU pairs a mental health professional with a
Firefighter/Paramedic to respond to these types of incidents. The benefits of this new service
increase the level of service to those in need and decrease the reliance on emerg ency law
enforcement and fire service resources who have limited options and tools to address the
individual in crisis. Having a Firefighter/Paramedic as part of the MCU team gives them the ability
to recognize and identify individuals having acute medical emergencies, allowing them to
summon he most appropriate resources.
A leading MCU goal is to provide an alternative resource program to handle non-emergency 911
calls for service to increase capacity of both police officers for more urgent criminal emergencies
and fire personnel for higher acuity emergencies. The program seeks to respond to the root
issues through shelter, medical care, or behavioral health support and services to decrease the
number of arrests, county jail time, fines, hospitalization, and nuisance fires.
During the trial period, the MCU will be staffed during peak activity hours of 8am to 5pm Monday
through Friday reflective of current SLOPD and SLOFD response data. An eventual
implementation of a 24/7 service may be warranted based on the impact of the program’s ability
to meet the needs of the community, reduce LE/FS resource impacts, and decrease
hospitalization and arrest/jail time. In addition, the program may become regional and overseen
by SLO County Mental Health Services Department.
In 2022, substantial work was done researching the program goal, objectives, developing policy,
job descriptions, RFP’s and securing the logistical needs of the program. The program went live
in July 2022, and during the six-month period that followed, the MCU responded to a total of 129
calls for service and 478 field contacts. These field contacts resulted in the MCU being able to
provide transport to alternate facilities (other than local hospital Emergency Departments) a total
of 32 times. Working with fellow stakeholders, the MCU Team was able to facilitate the
reunification of 14 individuals with their family, friends, or other out-of-area support networks.
Mobile Crisis Unit Vehicle
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Training
Safety Element Program 9.4 states that they will train fire fighters, police officers, building
inspectors, and public works and utilities staff to levels appropriate for their tasks and
responsibilities. In 2022, the Fire Department employed 45 sworn positions and 12.5 non-sworn
positions for a total of 57.5 full-time employees.
Fire Department employees logged 13,783 hours of training in 2022. Employees who are eligible
to participate in the Joint Apprenticeship Committee (JAC) registered a total of 6,613 hours in
2022. JAC provides reimbursable funds back to the department. The JAC training resulted in over
$28,000 in funds returned to the department in 2022, a $7,000 increase from 2021. These funds
are held by the JAC program and can be utilized to support the department’s training program
upon approval from the sub-JAC committee which is comprised of department and labor group
leadership. 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 2022. Some of these trainings included attendance at the bi-annual
California Conference of Arson Investigators, and State fire investigation training. The recently
hired Fire Inspector completed State Fire Marshal Fire Inspector I training. In 2022, the Training
Division completed the multi-year project of implementing the SLO Ops Command and Control
program, which meets industry standards and the requirements of ICS 500 regarding the use of
Incident Command at structure fires. This program is designed to eliminate the occurrence of ICS-
related mistakes that are considered the top five causal factors of firefighter line-of-duty deaths.
The Training Division is now working to adapt this program to additional types of emergencies.
New Training Officer: As part of the 2021-23 Financial plan, the Fire Department added a full
time 40-hour Staff Fire Training and Safety Officer. The position, which was filled in August 2021,
assumed a wide range of training duties including planning, scheduling, supervising, and
administering a comprehensive fire training program and coordinating the in-service training and
safety programs for the Fire Department. The Training Officer also assists in the operation and
coordination of in‐service training and safety programs with shift Battalion Chiefs.
The Training Captain oversees the Injury Prevention Program , which has continued to show
success in reducing hours lost to work related injuries. Prior to the start of the program in 2019,
the Fire Department totaled 11,550 hours of work comp time lost. In 2022, comp time hours lost
decreased to 8,606 hours, a 26 percent reduction. The new positions help provide consistent and
reliable administration and coordination of all mandatory, recertification and recommended in‐
service training and safety programs for emergency response , which is necessary as the
complexity and changing service demands call for specialized instruction. In addition, the Fire
Training and Safety Officer respond s to emergency incidents in the primary role of operational
support and as the incident safety officer to identify and cease preventable accidents or
potentially unsafe situations.
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Recruit Academy: The SLOFD Recruit Fire Academy is ten weeks long and is delivered through a
distributed learning model. The curriculum covers 15 areas of core firefighter competencies
within five blocks of instruction, with each block consisting of two we eks. Each block of
instruction is delivered through classroom lecture and daily manipulative skills on the drill
ground. At the end of each block, recruits are tested utilizing a block written examination and
multiple manipulative skills examinations. Each block of instruction builds upon the previous
block and becomes increasingly more difficult. Throughout the ten -week academy, recruits are
evaluated within the three domains of learning: cognitive, psychomotor, and affective. This is to
ensure proper retention, recognition, and application through real time scenarios and live burn
operations throughout the academy and gives them opportunity to apply and perform their
newly attained skills in high stress situations. Upon successful completion, the recruit f irefighter
has met the NFPA 1001 standard for professional qualifications for firefight ing.
Wellness and Fitness Initiative (WFI): The WFI program was created in 2018 to help improve the
fitness, health, and wellness of fire department emergency response staff, improving the
department’s ability to provide service to the community. In 2022 the WFI team brought in a
nutrition coach to help teach members not only nutrition principles for healthier living bu t also
sleep deprivation training and stress management. The WFI team is working to renovate the Fire
Station 1 gym so that it can accommodate a growing workforce. This enables staff to host more
injury prevention trainings with a larger facility, including training recruit firefighters during the
10-week academy. The department continues to have a productive relationship with CJPIA,
where members can see Dr. Ormonde for training sessions related to non-work-related ailments.
The success of this program has been shared with neighboring fire agencies in the county, where
CJPIA is providing similar funding to Five Cities Fire Authority, Paso Fire, Atascadero Fire , and
Morro Bay Fire, who will be following our program to try and reduce injuries in their agenci es as
well. SLOPD has also begun working with CJPIA and Dr. Ormonde based on the Fire Department
WFI program and lessons learned since the inception of the program. The Fire Department
continues to champion the effort to provide more resilient, healthy, and fit employees. The WFI
program will continue to bring more training aimed at strengthening and improving individual
fitness, additional muscle recovery equipment, improving cardiac health through nutritional
consulting and training, and last, identifying and possibly implementing the use of infrared saunas
to reduce the likelihood of job-related cancer.
California Incident Command Certification System (CICCS): The California Incident Command
Certification System (CICCS) is a cooperative effort between t he 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 California
to deploy firefighting resources to complex and catastrophic incidents with trained and qualified
personnel. The system includes 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.
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Emergency Management
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 2022 to meet this policy and have highlighted some of them below.
Coordinated Emergency Planning and Training: Safety Element Program 9.6 states that the City
will work within the Standardized Emergency Management System (SEMS), an emergency
response and coordination system used throughout Calif ornia. Additionally, the City will
participate in periodic disaster-response drills, on a regional basis with all involved jurisdictions
and involving the media. In 2022, the City Council authorized a full-time Emergency Manager
position to ensure staff maintains the ability to effectively manage the City’s emergency
management program which includes emergency planning, training, staff preparedness,
community preparedness, and hazard mitigation project support.
With this additional support, the Fire Department conducted Emergency Operation Center (EOC)
training to key City Staff to ensure preparedness for EOC 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 combinatio n
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 thei r job in the city. This program will
continue to grow in 2023 with general disaster service worker training and additional SEMS
specific training.
Additionally, the SLO Fire Department 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
April 2022 due to the inability to hold in-person
training with COVID-19 Pandemic restrictions. The
Grant offered a week-long training course in
emergency management and emergency
operation center activation and disaster recovery.
The grant covered travel, lodging, and expenses
for all participants, including 36 City staff members
and 33 employees from partner agencies.
Coordinated Emergency Planning and Training –
Emergency Management Institute
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Staff Training continued to be a primary focus and several trainings were held in 2022. One
highlight in March 2022 was a tabletop exercise related to an EOC activation for a commercial
airline crash impacting the City that was held for City Leadership team members and supporting
EOC staff members. This training helped identify opportunities to improve the City’s abilit y to
respond to large scale emergencies impacting the city and the continuity of essential services to
the community. Fire Department staff also participated in two Cal Poly EOC functional exercises
to help ensure both the City and the University can support each other in times of need.
Lastly, the Fire Department staff updated the City’s Emergency Operations Plan (EOP) which was
formally adopted by the City Council in Spring 2022. The previous update to the plan was
comprehensive and completed in 2020 after nearly 9 years without a major update. The 2022
major updates included updating the plan title from “Comprehensive Disaster Leadership Plan”
back to the industry standard “Emergency Operations Plan”, the addition of a key EOC position,
the Disabilities, Access and Functional Needs Officer, the addition of an evacuation and
repopulation toolkit, and updating the designated staff roster for key EOC positions based on
newly added positions within the City since 2020.
The EOP 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. In 2022, the Fire Department offered
several public events to improve disaster and
emergency readiness including three wildfire
preparedness town halls at different locations
throughout the city which were attended by
approximately 75 community members.
Additionally, after a two-year pause due to Covid-
19 concerns the fire department hosted its annual
Fire Prevention Week Open House.
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. Additionally, during the bi-weekly department
appearance on the local KVEC First Take radio show, staff provide important safety and disaster
preparedness tips to the community.
SLO Fire Dept. Preparedness Education
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Risk Reduction & Fire Prevention
Hazard Mitigation: The most recent update of the City’s Hazard Mitigation Plan was completed
in 2020 as the 2019 Multi-Jurisdictional Hazard Mitigation Plan (HMP), which was formally
adopted by the City Council in 2020 after the Federal Emergency Management Agency (FEMA)
and California Office of Emergency Services (CalOES) reviewed and approved the plan. This HMP
serves as the mandatory update to the City’s 2014 Local HMP (LHMP). The HMP 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. After
COVID-19 delayed stakeholder meetings in 2021 the County of San Luis Obispo re-engaged with
all stakeholders and held a meeting with plan participants in December 2022. 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 a ct in 2022, 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 Office of Sustainability and Natural Resources and Parks & Recreation
Department to conduct fuel reduction efforts along San Luis Obispo Creek between Prado Rd and
Los Osos Valley Rd and the East Fork of the San Luis Obispo Creek where it meets with the main
stem of the creek, projects that were completed in May 2022 and December 2022 respectively .
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.
East Fork, San Luis Obispo Creek
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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
$320,000 in annual revenue that offsets implementation costs. The Fire Prevention Bureau
completed 640 inspections of apartments, hotels, and fraternity/sorority houses in 2022.
Fire and Life Safety Inspections: SLOFD completed 1,071 fire and life safety inspections for
businesses in 2022. Of this inspection total, Fire Prevention Bureau staff completed 247
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 inspec tions
resulted in Fire Code operating permits, which generates about $100,000 in annual revenue.
Fire and Life Safety Self-Inspection Program: In January of 2021
the Fire Department implemented the Fire and Life Safety Self-
Inspection Program which allows certain business in San Luis
Obispo complete these inspections in lieu of a fire department
staff member or engine company. Businesses that qualify for
this program have been chosen due to the low hazard
associated with their business practices. These include small
professional offices and some low hazard retail establishments.
Of the 1,048 qualifying businesses, only a limited number chose
to participate in 2022. Additional resources may be necessary
to effectively follow up on these inspections.
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 250 facility inspections in 2022, an
increase from 2021. This program generates approximately $170,000 in revenues annually.
Vegetation Management: Fewer weed complaints were fielded by the Fire Prevention Bureau in
2022. Most complaints dealt with dead trees or overgrown yards as many of the vacant parcels
are being developed. The Fire Department continued to support Natural Resources and Ranger
Service in the fuel reduction projects in City-owned Open Space and creek corridors. In 2022, City
staff continued along the Bob Jones Bike Trail and San Luis Obispo Creek between Prado Road
and Los Osos Valley Road, as well as along Prefumo Creek from Froom Ranch Way down to Calle
Joaquin, removing dead and down material from the creek as well as removing smaller vegetation
creating a shaded fuel break along the creek corridor behind the Water Resource Recovery
Facility and City Farm. In 2022, fuel reductions efforts were continued in the Bowden Ranch Open
Space, Cerro San Luis Natural Reserve, and the Irish Hills Natural Reserve with staff support from
Ranger Service’s Open Space Technicians (supplemental staff positions) and help from the
California Conservation Corps crews.
Fire and Life Safety Self Inspection Program
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A significant effort was undertaken in East Fork San Luis Obispo Creek to remove dead/down
material through a partnership with the Fire Department, Open Space Technicians, and
contractors. This work was partly funded through a grant awarded by the International
Association of Fire Chiefs “Ready, Set, Go!” Program. These efforts 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.
In 2022, the Fire Department also worked closely with the County Fire Safe Council to support
future vegetation management projects into 2023 including planning and fuel reduction projects
to help reduce the wildfire threat surrounding the city with a large focus on the Irish Hills, Miossi
Ranch and Reservoir Canyon areas.
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. In 2022, staff
initiated a project with the California Joint Powers Insurance
Authority to install seismic sensors in critical facilities to help staff
quickly assess potential structural impacts after earthquakes. The
project is anticipated to be completed in 2023.
Mutual and Automatic Aid: 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
staff was deployed for many Mutual Aid requests throughout the State for the 2022 Fire Season.
In total, SLOFD sent 18 different staff members who spent a total of 5,616 personnel hours
committed to mutual aid incidents, which equates to over 234 full 24-hour days. Fire personnel
who are deployed to large-scale incidents receive invaluable training, and the deployment costs
are reimbursed to the City. The statewide mutual aid system that redeploys SLOFD personnel to
assist communities is the same system that sends no n-local fire crews to the City when needed.
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. The Fire Department worked closely
with our mutual aid partners CALFIRE to update the Automatic and Mutual Aid agreement. In the
agreement, there now exists a Mutual Threat Zone along the borders of the City whereby CALFIRE
makes resources available that would otherwise be dedicated to State Responsibility Areas only.
Specifically, Irish Hills in its entirety, was included in the Mutual Threat Zone.
SafeHub Seismic Senor
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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 2022, the Police Department employed
60 sworn positions and 31 non-sworn positions, for a total of 91 full-
time employees. As noted in the 2018 Capital Facilities Fee Program
Nexus Study (i.e. AB 1600 Nexus Study), the service population
totals to a combination of 72,800 workers and residents. With the
current 60 sworn officers, the current service level is a ratio of 0.82
sworn officers per 1,000 service population. At General Plan
buildout, the service population is forecasted to grow by approximately 15,500 persons, and if the
same service level ratio is applied, the City would need 13 more sworn officers by 2035. The Police
Department had 59 sworn officers back in 2002 and has not experienced any sustained growth in
personnel in the past 20 years, while conversely the City has continued to grow in area and
population.
Staff Training: The California Commission on Peace Officer Standards and Training (POST), which
mandates minimum content and hours for basic and in-service training, also 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
2022 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. Police Department
employees have utilized a combination of on-line, in-person and SLOPD hosted training to ensure all
employees maintain their training hours.
In 2022 the Department continued their commitment to having 100 percent of staff trained in Crisis
Intervention Training (CIT). As new employees are hired, they are sent to CIT training as soon as
possible to maintain the City’s commitment to having a fully trained CIT staff. The primary goal 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. CIT training can be between 8 and 40 hours
depending on the course. The San Luis Obispo Police Department is committed to ensure that all
staff receive the 40-hour training course as soon as possible.
The San Luis Obispo Police Department (SLOPD) also conducts in-house training using 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 its 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 can 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 its expertise to surrounding Law
Enforcement agencies over the past year in response to critical incidents in those jurisdictions. In
2023, the Police Department will be creating a new 5-year strategic plan to guide department-wide
efforts for the future.
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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 2022 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. With COVID-
19 restrictions lifted, special events throughout the City have returned to normal levels.
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. The SWAT team responds to incidents
throughout the County and conducts twice monthly training exercises along with scenario-based
training days in conjunction with the City’s Crisis Negotiation Team.
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 work collaboratively with a variety of individuals
and groups, including patrol officers, investigators, the
Neighborhood Outreach Manager, other city departments
(Fire, Ranger Service, Public Works, Community
Development), social service providers, business groups,
and other governmental agencies as appropriate. CAT
Officers have focused on several individuals in our
community who are involved in adverse and repetitive criminal activities that negatively impact our
community. In 2022, the CAT team engaged with 523 individuals and 139 of them elected to receive
mental health and substance abuse services. They have been successful in working with others to
find alternatives to incarceration that include service placement and transitional housing.
The program has continued to grow and the relationships in the court system have proven very
valuable. In 2022, the CAT team provided 11 Behavioral Health Trainings with approximately 281
people attending. This past year, Transitions Mental Health Association (TMHA) has had difficulty
finding qualified candidates to work on the CAT team. This is the department’s fourth year working
with TMHA to fill this specialist position on the CAT team. This partnership has brought the mental
health services with the community to a higher level and is extremely successful when filled. The
department has engaged in a short-term solution for the vacant specialist position. A contractor has
been temporarily hired to fill this vacancy. This added resource has helped tremendously support the
growing needs of the many chronic offenders who suffer from mental health disorders. Additionally,
in the first quarter of 2022, the department will add another CAT officer and is currently working with
Transitions Mental Health Association to hire one more social worker. It is the department’s goal to
have the new personnel in place by the second quarter.
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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 prevention help to Neighborhood Watch groups in
the City. Residents can contact their neighborhood officer directly from the City website.
Code Enforcement – Community Development Department
The City’s Code Enforcement Office reports directly to the Community Development
Department’s Chief Building Official and is responsible for prioritizing, responding to,
investigating, and enforcing the validity of all reported violations relating to several regulations.
It is the goal of code enforcement to gain compliance utilizing the lowest level of enforcement
mechanisms and techniques possible. Staff is responsible for ensuring compliance with state and
local laws relating to:
Building and Zoning Requirements
Property Maintenance
Graffiti
Conditional Approvals and Permits
Setbacks, Fence Height
Polystyrene/ Straws/Water bottle
Signs
Land Use
Health & Safety Concerns
Unpermitted Construction
Improper Occupancy
Substandard Buildings
Dangerous or Unsecured Buildings
Animal & Waste
Noise & Odor
In addition to reactive enforcement, Code Enforcement Technicians are assigned to patrol City
neighborhoods and business districts to proactively identify readily visible violations relating to
property maintenance. Commonly identified violations include the following: overgrown weeds,
visible storage, abandoned vehicles, furniture on roofs, front yard parking, unscreened waste
containers, premise identification, and graffiti.
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In 2022, Code Enforcement staff responded to 580 requests for investigation resulting in 103
Neighborhood Preservation cases and 223 additional Code Enforcement cases, as shown below
in Table 14. Additionally, 262 Neighborhood Preservation cases were proactively opened
resulting in a total of 588 Code Enforcement Cases.
Table 14 - Code Enforcement Statistics, 2017-2022
2017 2018 2019 2020 2021 2022
Requests for Investigation 522 625 552 450 460 580
COVID-19 Related Calls - - - 700 122 -
Code Enforcement & Safe Housing Cases Opened 220 232 280 143 155 223
Neighborhood Preservation Cases opened 739 573 649 562 518 365
Source: Community Development Department, 2022
In 2022, a significant work effort was the development of a Safe Housing Outreach and Education
Program. The goal of the Safe Housing Outreach and Education Program is to provide proactive
education and outreach to stakeholders such as tenants, property owners and property
managers to empower tenants to recognize, and work with property owners and/or code
enforcement staff, to abate substandard conditions. This involves using communication methods
other than violation notices and/or citations, such as extended timelines, providing educational
material, offering more accessible paths to obtain corrective building permits and other methods
to promote a cooperative approach with property owners to gain compliance.
Staff is also exploring the implementation of a voluntary certification program in which property
owners may patriciate to encourage maintenance of rental units. This program will allow for
opportunities to educate property owners regarding pertinent housing regulations and promote
the identification of safe housing to potential renters. Staf f has completed initial meetings with
focus groups and community stakeholders to collect input on what aspects of a proposed
program may yield a high level of participation. Program development will continue into 2023
and will include additional community outreach, development of clear polices & procedures, and
implementation of a pilot program to determine feasibilit y.
Neighborhood Outreach – Police Department
Police Department SNAP employees (Student Neighborhood Assistance Program) continue to
conduct parking enforcement and respond to noise complaints in neighborhoods during evening
hours. In 2022, SNAP responded to 570 noise complaints in the neighborhoods and issued 218
Disturbance Advisement Cards (DACs). DACs are a formal warning that does not have financial
penalty, but it does place the property on the noise “no warning” list. SNAP continues to conduct
parking enforcement in the residential districts and in 2022 issued 2108 citations (no permit, fire
lanes, blocking hydrants, parking in disabled spaces without placard, etc.).
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Figure 4 - Monthly Noise Party Calls for Service, 2022
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. SLO Solutions served 812 residents in 2022 which is an 18% increase from the previous
year. In 2021, Creative Mediation’s staff was reduced from two staff members. Two new staff
were hired in December 2021. Significant time and resources were directed toward training and
developing new staff members who lacked experience with community mediation. While fewer
community-wide SLO Solutions trainings and workshops were offered, Creative Mediation made
gains in the number of conflict resolution services provided following the introduction of formal
Conflict Coaching sessions as an option for residents for whom mediation is not an option.
Additionally, they hosted three Cal Poly interns as SLO Solutions Ambassadors on campus to
explore new inroads for services to students.
Noise abatement in the neighborhoods continues to be a priority in the maintenance of civility
and wellness in the community. Figure 4 below provides a monthly overview of noise complaints,
throughout the year. Voluntary party registration continues to be an excellent tool for residents
who choose to have social gatherings at their homes. Party registration provides residents the
opportunity to register their event with SLOPD and if a noise complaint is received, police
dispatch will call the host and give a 20 minute warning for the party to quiet down. In 2022, 460
party registration applications were received, 332 applications approved, 34 warning calls were
made and 14 citations issued to party hosts that did not heed their warning call.
Source: Community Development Department, 2022
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Conservation & Open Space
Conservation and Open Space Protection was identified as a Major City Goal (Climate Action, Open
Space, and Sustainable Transportation) as part of the Fiscal Year 2021-2023 Financial Plan. 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 San Luis Obispo
Greenbelt area that is protected for its biological, agricultural, aesthetic and/or watershed protection
value. These policies are further detailed in the Land Use and Circulation Element and the
Conservation and Open Space Element. Department highlights for 2022 include:
1. The City purchased the 266-acre property for conservation purposes that is now 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 implemented the necessary steps to open the property to the public for compatible
passive recreational uses. The Miossi Open Space trail system was completed in Spring 2022,
including a trail agreement with Cal Poly in November 2021 that allowed the City to create a trail
connection from Miossi Open Space to Poly Canyon Road, thereby greatly improving overall trail
connectivity in the area, as well as providing opportunities for student research.
2. The City received a dedication of Righetti Hill within the Orcutt Area Specific Plan and Natural
Resources, along with the Ranger Service staff to establish a new open space and trail system. A
cultural resources analysis was completed in early 2022. This analysis was required prior to
installation of a trail system. Phase one of the trail system and trailhead work is anticipated to
be completed in early 2023.
3. The City continued to support and partner with City Farm SLO to deliver sustainable agriculture
education for students and the community, while producing healthy local food. In early 2022, a
40-year lease extension was granted to City Farm SLO reflecting the successful long-term
partnership and City Farm SLO’s plans for significant capital improvements at the property.
4. The City continued invasive species vegetation control along Froom, Prefumo and San Luis
Obispo Creeks, along with planting native plants and trees to restore habitat. Restoration
plantings included the installation of butterfly gardens in City parks in support of the Mayor’s
Monarch Pledge; a partnership with the National Wildlife Federation.
Miossi Open Space Trail
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5. The Office of Sustainability and Natural
Resources program staff worked with the
Coastal San Luis Resource Conservation District
(CSL-RCD) to conduct a Carbon Farm Plan for
Johnson Ranch and City Farm SLO. The plan
recommended a series of management
practices to increase carbon sequestration in
the vegetation and soils of these two City-
owned open space properties. At Johnson
Ranch, the pilot project included spreading a
thin layer of compost on 1.2 acres of grassland.
The City and CSL-RCD worked with Cal Poly professors and students on the compost application
pilot. Through this institutional partnership the City established the experimental design,
conducted baseline testing, analyzed various compost sources, and defined a protocol for
ongoing monitoring. Expected benefits include carbon sequestration, increased water retention,
and improved forage quality. At City Farm SLO, the City planted a pollinator habitat hedgerow
alongside the riparian corridor of Prefumo Creek. Expected benefits include carbon
sequestration, wind protection, and improved pollinator habitat.
6. Staff continue to engage with different professors and classes from Cal Poly to further educate
with the “Learn by Doing” mantra in open space monitoring and restoration projects. This is a
wonderful opportunity for collaboration and capacity building.
7. Staff continued to support the Utilities Department and the coordination transitioned to
Environmental Programs to lead 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, litter control, and public participation to reduce
pollution run-off.
8. Staff continued steelhead trout (Oncorhynchus mykiss) and Pacific lamprey (Entosphenus
tridentatus) surveys along San Luis Obispo and Stenner Creeks with biologists from California
Department of Fish and Wildlife and the U.S. Fish and Wildlife Service. Staff also began cataloging
where new oak trees can be planted to expand the current oak forest in several City open space
properties. These surveys were completed in collaboration with the California Conservation
Corps and will support the City’s “10 Tall” goal of planting 10,000 trees by 2035.
9. City staff partnered with the California Conservation Corps (CCC) through the Greenhouse Gas
Reduction Fund (GGRF) program to help implement the Wildland-Urban Interface and
Integrated Vegetation Management Plan for Open Space Lands of San Luis Obispo. Through this
partnership, CCC members worked in the Irish Hills, Cerro San Luis, Prefumo Creek and Bowden
Ranch to reduce and remove dead and down material and ladder fuels to prevent the start and
spread of wildfire. Staff are continuing to work with the FireSafe Council to further identify
projects to increase the community’s protection along the WUI.
Johnson Ranch Open Space
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Parks & Recreation
Parks and Recreation returned to pre-pandemic program offerings with increased focus on
community building as highlighted in the Parks and Recreation Blueprint for the Future (Element
and General Plan). Throughout 2022, the Parks and Recreation Department offered new and
expanded programs and activities in order to best serve the community. Along with the growth
of program offerings, it is important to note that Parks and Recreation faced an ongoing shortage
of supplemental and frontline staff, at times impacting program hours. The following sections
highlight the different divisions and programs supporting the Major City Goals and the Parks &
Recreation Blueprint for the Future (Element and General Plan).
Community Programming
Youth Sports: The City provides recreational youth sports
opportunities for children of all abilities and experience levels.
The City’s recreational programming focuses on building
confidence, teamwork, integrity, and leadership skills. The City
continues to work collaboratively with local youth sports groups
and San Luis Coastal Unified School District to meet the needs of
community. The Youth Sports Clinics were created in Fall 2020
and were expanded to provide a wider variety of sports and
fitness activities in 2022. Clinics included: pickleball, soccer,
speed and agility, basketball, and volleyball, serving over 550
youth athletes. Staff also provided five weeks of full day sports
camps during the summer, with over 140 youth participants.
In Summer 2022, the Sports Division continued the long-standing San Francisco Junior Giants
program. 250 children and over 40 volunteer coaches participated in this free, non-competitive,
8-week program focused on skills and drills, training, and game play. The program incorporated
sport skills as well as more focused lessons to build resiliency, including: education, teamwork,
confidence, leadership, and integrity. In Fall 2022, the San Luis Obispo County YMCA and Parks
and Recreation Department continued their partnership as the youth basketball league reopened
for registration. Over 550 children were enrolled in the 56-team program. The spring Futsal
program was the second of these partnership leagues with 150 children participating.
Adult Sports: Adult recreational sports continue to provide a
variety of activities for both adult and senior populations.
These sports include drop-in Boomer Softball, ultimate
Frisbee, table tennis, volleyball, dodgeball, and basketball.
Programmed activities include adult soccer through partners
Central Coast Soccer and pickleball with partners SLO
Pickleball Club.
Parks and Rec Youth Sports Clinic
Softball league Champions
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Parks and Recreation staff manage the popular year-round softball leagues which encompass
three seasons averaging 161 teams in 2022 with over 2400 rostered players. Senior sports
activities (55+) include Pickleball programs and Boomer Softball. Pickleball continues to exhibit
high popularity with the total number of participants playing on a regular 7-days a week basis
steadily increasing.
Community Building Programs: With the community ready to connect and enjoy all that San Luis
Obispo has to offer, Parks and Recreation staff were at the ready to bring back community
building opportunities and support the Blueprint of the Future initiatives. The difficult decision
to cancel the SLO Triathlon was made along with the commitment to provide ample community
opportunities using the resources previously allocated to support the Triathlon. The chart below
shows the commitment from Parks and Recreation staff to provide enhanced programming year-
round to local community members.
*Blue = current event; *Gold = new event with reallocated resources
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Throughout 2022, Parks and Recreation staff coordinated
events such as the Leprechaun Lost event at Farmer’s
Market and the spring Egg Hunt, the Jack House Spring
Concert series, “Monday Meet-Up” days (including music,
food trucks, games), and movie nights at the Sinsheimer
Stadium. Popular fall events returned in 2022 such as the
September Scramble with over 600 participants, as well
as the October Boo Bash with a movie and haunted house.
In addition, staff launched a “Rec is Rad” program which
provided free afterschool activities at parks near low-
income housing during the months of September and
October, where staff also provided information about
programs and scholarship opportunities.
Contract Classes: With the return of in-person programs, the City’s external instructor partners
returned to providing classes for youth and adults. Due to the nature of the program, staff were
required to build back user and instructor bases from beginning with only a few pre-pandemic
instructors returning. As such, attendance was lower but continued to build throughout the year.
City staff coordinated 285 classes with 960 registered participants.
Community Gardens: There are five Community Gardens in the City which continued to thrive
because of staff’s hard work and maintenance. Staff coordinated three volunteer workdays, as
well as free composting days available to gardeners through the City’s Hitachi Zosen Inova (HZI)
program. During this time, the Broad Street gardens (which had been provided for the past year
at no cost to the users) was decommissioned in order for the North Broad Street Park project to
begin. Past gardeners will have first priority in plot placements when the park opens.
SLO Skate Park: The Skate Park remained open to
the public throughout 2022 and the community
continued to actively utilize the skate park and
rink. Skate Park ambassadors continued to remind
skaters of proper etiquette and safety when using
the City facility. As roller sports have become
increasingly more popular, City staff played a role
in supporting all user groups to enjoy the park with
education and assistance for user groups with
facility reservation times. Throughout Spring 2022, the City participated in the SLO County
Monster Skate Program which rotates throughout the County and finalizes at the SLO Skate Park.
SLO Senior Center: When the Senior Center reopened in 2021 from the pandemic restrictions,
the Senior Board members requested additional support from City staff which presented an
opportunity to create a Coordinator position to provide 20 hours of support per week to Senior
programming, including the Senior Center. The Senior Center Board participated in the interview
process for the position, which was filled by Recreation Coordinator, Hadley Clegg.
SLO Skate Park
Leprechaun Lost at Farmer’s Market
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With the commitment of additional staff support, the City also contributed towards trips
coordinated by the Senior Center Board, including a trip to the SLO Rep and the Melodrama
theaters. In 2022, staff coordinated new programs for Seniors including a walking group and a
hiking group. One such program was a luncheon was held for all members of the Senior Center,
which was the first time everyone had been together since 2019 . Over 50 members were in
attendance for a lunch to meet the new City Coordinator. The Senior Center Board continues to
organize book clubs, bridge, brain aerobics, and other programs geared at engaging the Senior
community in San Luis Obispo.
Jack House and Gardens: In 2022, the remaining members of the Jack House Committee
requested a transfer of oversight to the Parks and Recreation Commission (PRC). With both PRC
and City Council support, the decision was approved in November 2022 to decommission the
Jack House Committee and transfer responsibility to the PRC. As such, the Jack House docent
program was transferred to the Department and the incoming Volunteer Coordinator for
support. The Jack House reopened to public tours one Sunday per month and held the Victorian
Christmas event with several tour dates in December 2022. Over 150 individuals came through
the Jack House and enjoyed crafts for kids in the gardens.
SLO Triathlon: Due to declining participant registrations, volunteer support, and the interest level
of triathlons nationally trending downward, the Parks and Recreation Department made the
difficult decision to permanently cancel the annual SLO Triathlon. Staff assessed the previous 5
years (2015-2019) registrations, volunteer rosters, and the financial resources to properly make
the educated decision. A significant portion of the resources in the 21-23 financial plan were
able to be reallocated to support the expanded community service programs to provide free to
nominal cost family and youth programs and events to reach a broader community audience. In
addition, staff informed regional professional event companies of the cancellation and are
prepared to entertain any future external group special event permits to help coordinate a local
triathlon or similar event if desired.
Youth Services
Throughout the pandemic, childcare rose to the top of essential services. The 2022 calendar year
was the first year of “traditional care” services and no longer required constant program pivots,
but staff recruitment continues to be an ongoing issue.
School Year Child Care: Childcare was offered before and after school to children enrolled in
grades TK through 6th grade at their home school sites (with the exception of Teach Elementary
which is bussed to the nearby Pacheco Elementary school site). Families were able to register
for drop-in care (paying only for the time that their child attends) which benefits more families
as they only pay the cost of the care used (as opposed to a flat program rate that is a “use it or
lose it”) which allows more children to be enrolled in the program due to fluctuating schedules.
Programs continue to be offered in the traditional time frames: before school, middle of the day
for TK and Kindergarteners, and after school. Due to continued nationwide staffing shortages and
limited facility space, programs continue to manage waitlists throughout the school-year.
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For the 2022-23 school year, San Luis Coastal Unified School District (SLCUSD) requested a new
partnership from the City. Instead of the City providing childcare during the traditional TK/Kinder
program hours (8:30 am to the start of their school day or release of their school day until 2:50
pm), the District used funds to pay for childcare coverage for all TK/Kinder students during this
time. The District also extended the school day for Kindergarteners. This request has resulted in
a Memorandum of Understanding (MOU) with the District to pay City staff costs to provide this
care to the children. While the partnership benefits the student population and their families is
great, there has been a reduction in program revenue.
Summer and School Break Care: Summer Camp returned to its
normal program structure in 2022 which included seven weeks of
camp for 400 students, each week including field trips, swim trips,
and special events on-site. Staff coordinated field trips to locations
throughout the City and County, including: Mustang Waterslides,
Mustang Lanes, Avila Beach, Morro Bay, Meadow Park, SLO Swim
Center and Sinsheimer Park. Since the pandemic began, City transit
and local buses have not been available for summer camp. The
program was required to pay more for an outside charter bus to
allow children to participate in the traditional field trip offerings.
Another extension of the enhanced SLCUSD partnership was the
District’s new Summer Experience program. The district provided
summer camp classes for hundreds of children at multiple locations
throughout the City. Youth Services provided before and after school
care at two school sites to support the children attending the SLCUSD Summer Experience. Other
programs during the school year included: two Teacher Workday Camps, a week-long Spring
Break Camp for school-aged youth, as well as numerous onsite special events.
Subsidized Child Care: The City continues to work with Community Action Partnership (CAPSLO)
and Child Care Resource Connection to provide subsidized care for children. This means that
children who are qualified through CAPSLO are allowed to attend childcare without paying and
the City applies to CAPSLO for reimbursement (unlike all other attendees who are required to
pay prior to attendance). In 2022, 62 children were subsidized through CAPSLO. The Youth
Services division also manages a registration scholarship program. Finances are provided from
the Director’s annual $7,500 allotment, along with grant mon ey that City staff has applied for
and received. In 2022, 45 children received a total of $11,940 in scholarship funding. Due to the
administrative time that these subsidy programs require, the City employs staff who oversees
this process along with other job requirements.
Child Care Staff: All Youth Services programs are made possible with the work of up to 70
supplemental staff (currently only 30-40 staff members due to ongoing hiring challenges),
ranging from entry level aides to Child Care Head Teachers and full time Site Directors. Staff
turnover since Fall 2021 has been higher than ever before with 43 part-time staff hired during
the year and 40 staff separations.
Day Camp Field Trip
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Staff are provided ongoing instruction to ensure programs are consistent with Department and
State Licensing standards. Topics include Positive Guidance, Safety and Accountability, Mandated
Child Abuse Reporting, and Pediatric CPR/First Aid. In addition to supplemental staff, each school
site is supervised by a Site Director who is responsible for up to 150 children throughout the day,
ensuring state licensing compliance and staff oversight. Due to current staff shortages, all Site
Directors, along with full-time positions such as Program Assistant, Recreation Coordinator, and
Recreation Supervisor are providing direct care to the children.
Volunteers & Training
As programs returned to pre-pandemic levels,
the Parks and Recreation Department worked
on building back a community volunteer base.
Volunteers regularly participate in Ranger
Workdays within the City’s managed open space.
Other opportunities in 2022 included Docents at
the Jack House; Cal Poly student volunteers
supporting community events such as the
September Scramble, Leprechaun Lost and Boo
Bash events; garden workdays; and Rotary groups providing care to the Jack House Gardens.
Parks and Recreation staff continue to promote a culture that values staff development and
progress. Staff are encouraged to participate in training opportunities both in the area and out-
of-area. In 2022, staff attended out-of-town conferences such as FEMA, CPRS, CAMS, BOOST, in
addition to local CPRS Forums and COE trainings. Another form of training is the onboarding
training that Division managers provide for incoming staff of all positions. In 2022, a new citywide
Volunteer Coordinator position was approved, and a new Coordinator was successfully recruited
who began working at the City in January 2023.
Open Space Maintenance
Throughout 2022, Ranger Service
continued to provide educational and
recreational opportunities to the
community of San Luis Obispo. The City's
4,040 acres of designated open space and
65 miles of trails is designed to provide
access for a variety of abilities and
experiences including rugged hiking trails,
challenging mountain biking, and scenic
pathways within minutes of community
residences and businesses.
Parks & Recreation Department Ranger Service
Volunteers at the Emerson Park Garden Work Day
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The City’s Ranger Service staffing model was reformatted in the 2021-23 Financial Plan to elevate
the four Limited Benefit positions (supplemental) to Full-Time employees, allowing the divisional
organization model to have one supervisor and seven full-time rangers that actively maintain the
City’s open spaces. Ranger Service led monthly educational hikes through different City open
spaces, held 55 workdays, and promoted Wilderness Wednesdays via social media to engage and
educate our community. In 2022, a total of 1,250 hours were devoted to public education
focusing on conservation and local history of the flora and fauna specific to each open space
properties. In 2022, free dog leashes were given away at trail entrances and bike bells were also
provided to keep users safe. New trailhead kiosks and educational panels were added to the new
Miossi Open Space property, as well as prepared for the upcoming Righetti Ranch open space
trail. Collaboration with the public and with the Central Coast Concerned Mountain Bikers
(CCCMB) resulted in trail maintenance projects at Bishop Peak, Irish Hills, Bob Jones Trail within
the City’s open space trail network. The new Miossi Open Space trail system was completed in
2022 which is comprised of the Panoramic Trail and the Quercus Trail. A historic partnership with
Cal Poly allowed for the Quercus Trail to be extended and connect to the Poly Canyon Trail
allowing access from either Cal Poly property or the Miossi Trailhead.
The Winter Evening Access (WEA) Pilot Program at Cerro San Luis Natural Reserve which began
in Winter 2017 was officially approved by City Council to be a permanent seasonal program. The
WEA program allows for extended evening hours of use for passive recreational purposes along
approximately 4.9 miles of City managed trails within the Cerro San Luis Natural Reserve during
the winter months (November – March) when daylight savings time is not in effect. During these
time periods, public use is extended to one hour before sunrise and until 8:30 PM. During daylight
savings time, the hours of use for the public return to one hour before sunrise through one hour
after sunset. Nighttime use is by permit only and limited to 65 people per evening based on prior
conservation review. The free permits for biking and hiking are allowed up to 1-week before and
available through the City website. Ranger staff are present at the trailhead, checking permits
and educating the public during the Winter Evening Access program.
Emerson Fitness Park Equipment Replacement Project
The Emerson Fitness Park project removed the
existing fitness park and installed a new fitness
circuit. The new fitness park is low maintenance,
ADA compliant, and allows fitness tracking and
workouts through a dedicated mobile app which
the Parks and Recreation Department has
developed through a $25,000 grant award to help
fulfill the City’s goal of a revitalized Emerson Park.
The project was completed in February 2022 and
has been consistently used by the public since the
project completion.
Emerson Park fitness court model
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North Broad Street Neighborhood Park
In June 2018, City Council approved the North Broad Street Neighborhood Park project to
develop a new park facility in the location of the existing community garden. Multiple public
engagement sessions with neighbors of North Broad Street were held throughout 2019 to assess
priority amenities and feedback on initial concepts and designs. As a part of the park design, a
portion of the park 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 amendmen t and rezone
the parcel for the creation of a neighborhood park. City Council approved the rezone, and the
process was completed in April 2021. The project design is expected to be finalized in early 2023
with construction anticipated to begin in Summer 2023.
Orcutt Area Parks
In July 2021, City Council approved the development of a multi-park system as part of the Orcutt
Area Specific Plan, specifically within the Righetti Ranch Neighborhood. In December 2022, a
Request for Proposals (RFP) led to the selection of a landscape architect to initiate the design of
the park system. These parks will be designed and built over the next three years to provide new
community amenities to the City. Proposed parks in this area include a community park, a linear
park, a pocket park, and a trail junction. The tentatively planned recreation amenities of the parks
will support the Parks and Recreation Blueprint for the Future, including pickleball and tennis
courts, basketball courts, a playground, restrooms, athletic turf fields, a dog park, bike park, and
community gardens. Multiple public engagement sessions with neighbors will be conducted in
early 2023 to assess priority amenities in each park location.
SLO Swim Center
In 2022, the SLO Swim Center continued to provide a range of
aquatic opportunities including lap swimming, recreational
swimming, group and private swim lessons, aquatic fitness
classes, SCUBA, and a variety of programs specifically for the
warm water pool. In Summer 2022, the Center offered extended
recreational swim occasions (Super Rec Saturdays), providing 6-
hour dates between July and August. The Super Rec Saturdays
featured the return of the inflatable obstacle course, providing
fun themed activities with attendance for each Super Rec
Saturday averaging over 500 persons per event and was
considered a summertime success. Due to a continued nation-
wide lifeguard shortage, the SLO Swim Center experienced a
modified programming schedule in Fall and Winter 2022. Lap
swim and warm water pool hours were modified based on staff
availability. Recruitment and retention efforts were expanded
with the expectation of returning to traditional hours of
operation for Spring and Summer.
Super Rec Saturdays
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Laguna Lake Golf Course
The Laguna Lake Golf Course (LLGC) provides
affordable annual programs and services on a seven
days per week schedule. The general maintenance and
operations of the golf course continued to be severely
impacted from leaks caused by aging irrigation lines
requiring additional maintenance resources and
facility closures, as well as increased water costs. The
main Pro Shop closed due to major flooding from a
significant winter storm in December 2021. In 2022, a
temporary trailer on-site began to serve as the
temporary Pro Shop and staff offices. The remediation
project for the Pro Shop recently completed the
removal and sanitization of all golf equipment (Phase
1) and the removal of all damaged areas within the
facility (Phase 2). Staff are currently in the process of
contracting services for renovating the Pro Shop
building (Phase 3), with an expected finish date of
Summer 2023.
Staff recently implemented a new credit card system and replaced its golf cart fleet in 2022,
which has enhanced the customer experience. The new Golf Course concessionaire began
offering services at the course in December 2022 with an outdoor venue. The concessionaire will
transition into the Pro Shop building at the completion of the renovation. Staff continue to
implement community programming at the golf course, including driving range upgrades, golf
tournaments, lessons, middle school classes, Cal Poly kinesiology classes, and youth golf clinics.
Public Art Program
The City continues to prioritize Public Art through the
Major City Goal of Diversity, Equity, and Inclusion (DEI).
In 2022, the Public Art program continued to thrive
through collaborations with local groups such as the
San Luis Obispo Museum of Art, SLO Arts Council, and
local artists. In 2021, an agreement was established for
a two-year contract with San Luis Obispo Museum of
Art (SLOMA) for art installations throughout
Downtown, at roadway roundabouts, and along the
future North Chorro Neighborhood Greenway.
Laguna Lake Golf Course Concessionaire
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With continued commercial and residential development, City staff continue to support
developers with public art installations as required by the Public Art Master Plan, managing art
juries and giving feedback to the Community Development Director. City Staff also worked with
local contractors and original artist Jim Jacobson to repair the Flames of Knowledge sculpture at
the Parks and Recreation office at Emerson Park.
In addition to maintenance and installation, staff also worked on updating the online inventory
and create a web application to map and story-tell about City-owned artwork resulting in an “art
walk” program. The PCC funded and developed a Public Art Promotional Plan and created a SLO
Public Art Graphic to be used for promotions and commissioned a professional photographer to
capture photos and videos of the City’s public art collection.
In 2022, SLOMA staff worked with City staff for the
installation of “Between the Greys” sculpture by
artist Anila Agha at the Tank Farm/Orcutt
Roundabout. In addition, the sculpture on the
lawn outside of the Museum of Art was changed
in June, replacing the sculpture of Mark Di Survio
with a sculpture by artist Camille Hoffman entitled
Storied Waters: Dreams of Bayanihan, recognizing
the impact that the Philippine Community has had
in San Luis Obispo County.
Conclusion
The City’s General Plan guides the use and protection of the City’s various resources to meet
community purposes. The General Plan 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 its own policies and programs. The
2022 General Plan Annual Report summarizes progress made in 2022 for major programs
specified in the elements of the General Plan.
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. Substantial progress was made by the City in 2022 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 2021-2023 as described on page 3. City staff will continue to implement
goals and objectives related to; Economic Recovery, Resiliency and Fiscal Sustainability; Diversity,
Equity, and Inclusion; Housing and Homelessness; and Climate Action, Open Space, and
Sustainable Transportation. Progress on implementation of these goals and objectives will be
further reported on in the 2023 General Plan Annual Report.
Between the Greys
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